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HomeMy WebLinkAbout2001 Annual Budget ti tm . .'�,;�" �as'+ ', 'fy'" # ,•-' ..ter.' �,s '-.. ra , , ........... ._.,........ x a h 1 u ,� 190t1 Top Left Picture: Fist City Hall. This budding was replaced in 1923, then in 1968, then in 1998 with the current Renton City Hall 2001 Top Right Picture: The Renton Police Department was established in 1910 with No four marshals. From 1901 through 1909 the Water Superintendent also worked (as the Day Marshal(Police Chief). I_...__................................__..__._......._..._................._......................i laUDGET I � Middle Left Picture: Renton's first Volunteer Fire Department. The 111111110 department became professional in 1944 with five paid firefighters. X11 1914 Bottom Right Picture: Carnegie Library was built on Bronson Way with a$10,000 grant from Carnegie and donated land from R.Santori. Library was replaced in 1966 with the current main library. Acbwwkdg l mM Bottom Left Picture: Springbrook I reservoir on Talbot Hill. Victoria Runkle Sylvia Doerschel ........_......_....................................................................._........................_ Finance&IS Administrator Finance Analyst Supervisor Paul Kusakabe Debbie Scott Fiscal Services Director Finance Analyst III Jill Masunaga Arlene Workman Finance Analyst III Payroll Technician rrr Renton City Hall Brody O'Harran Linda Dixon 1055 South Grady Way Finance Analyst I Finance Analyst II Renton,Washington 98055 DeAnna Fricke Debbie Willard Phone:425.430.6858 Administrative Secretary II Print&Mail Coordinator Fax:425.430.6855 Website:www.ci.renton.wa.us Gina Jarvis Karl Hurst Finance Analyst Supervisor Print&Mail Operator ...... .. irt+l w• taa1 This document is printed on recycled paper with a minimum of 30°4 post-consumer content. GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished ' Budget Presentation Award PRESENTED TO City of Renton, Washington For the fiscal Year Beginning January 1,2000 Preekwd E—AK.Oked. The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Renton for its annual budget for the fiscal year beginning January 1,2000. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year. We believe our current budget continues to conform to program requirements, and we are submitting the 2001 Budget to GFOA to determine its eligibility for another award. f CITY OF RENTON MAYOR AND CITY COUNCIL Jesse Tanner, Mayor Term Ends 12/31/03 IN Fx iWv X11 Dan Clawson Toni Nelson, Randy Corman Council President Council President Pro-Tem Term Ends 12/31/01 Term Ends 12/31/01 Term Ends 12/31/03 IYr : Kathy Keolker-Wheeler King Parker Don Persson Terri Briere Term Ends 12/31/03 Term Ends 12/31/03 Term Ends 12/31/03 Term Ends 12/31/01 b Hi 2001 BOARDS, COMMISSIONS, AND COMMITTEES 4th Wednesday,7.30 pm,Council Chambers 2nd Monday,6:30 pm,7M I HR conf.room &� Jay Wallace Edythe Gandy 2nd Tuesday,4:30 pm,7m fl.Council cont.room Greg Guillen Vern Nichols No meetings during July&August George Feighner Antonio Cube,Sr. Roger Richert* Ralph Evans Thelma Rowlette Sylva Coppock Vacant(T Briere resigned) Charles Thomas Peter Daniels Wayne Jones Glenda Williams Steve Dobson James H.Jacques Sandell Demastus Wyman Dobson Kathy Kaseburg Richard Morris Betty Vaughn a s a Becky Gibbs 41h Tuesday,4:30 pm,7th fl.HR cont.room 2nd Wednesday,7.30 am,7th fl.HR conf.room Ray Sled William Larson Tony Nelson,City Council James Phelan King Parker,City Council Randall Rockhill Richard Anderson,Police Vacant(L Thompson term expired) Robert Deines,Fire F �, James Matthew Jim Phelan,Member-at-Large 10&30 Wednesdays,7 pm,Council Chambers Larry Brosman* KIM` a I z Rose Anne Jacobs b1 11 �� Becky Lemke Convenes as necessary,5:30 pm,7th fl HR 2nd Wednesday,10 am,Highlands Library Natalie Dohrn training room Gene Craig Eugene Ledbury Gerry Marsh Cynthia Columbi Ray Giometti Pastor Karla Frederickson Judith Milligan Rosemary Quesenberry Randolph Holt Ken Ragland Beverly Franklin Rosemary Parris Catherine Corman Richard Wagner Joy Poff 2nd Tuesday,4:30 pm,Senior Activity Center 3rd Wednesday,10:00 am,Mayor's conf.room Cynthia Bums @ , Mayor Jesse Tanner Y 1��&3,d Monday,10 am,Senior Activity Center Y Troy Wigestrand Hosia Towery King Parker,City Council Joan Moffatt Marilyn Petersen,City Clerk* Michael O'Donin Madeline Donckers da Ray Barilleaux,Ret.Firefighter Ronald Regis Ernie T Dickasa William Henry,Ret.Firefighter Timothy Searing Shirley y rass er William Larson,Ret.Firefighter Marjorie Richter Helen Frick Elaine Coddington Mary Ann Ellingson „g•• Mary Burns-Haley 2nd Monday,9 am,2900 NE 10th St I,'$Wednesday,8 am,7th fl.Council conf.room Louise Mathias* Phillip Beckley No meeting July&August Florence Gibron Kay Johnson Eileen Cunio Vivian Towery Thomas Trimm Virginia Corder Marie Meyers Joyce Nakashima Catherine Mosher Louise Bertoai Lawrence Woods Diana Hagen Dovie Sherril Thomas Tasa,Housing Director* Jeri Everett Michael O'Halloran Eleanor Simpson No Doug Kyes ' Nancy Hoben 3m Tuesday,3:30 pm,conf.room#511 Marie Brown Marilyn Whitley' Rolf Dragseth Renne Soling Frank Remengesau Nancy Clendaniel Lynn Acuna Margie Albritton Alice Watson Campbell *Chair/Contact Carol Chappelle Kari H011andsworth This list reflects Boards,Commissions,and Pamela Wilson Committees as of i/1/01 iv wr rr trr r Yrr r.r r r it` ■rr r. rr fir. r v ti`�Y o o� Mission Statement The City of Renton, In Partnership with Residents and Businesses is Dedicated to: . Providing a healthy atmosphere to live and raise families . Encouraging responsible growth and economic vitality . Creating a positive community work environment . Meeting service demands through innovation F Vision Statement nton: A World-Class City Where People Choose To Live, Work, and Play err Business Plan Goals IN Encourage and Support Economic Development and Downtown Redevelopment. ♦ Continue aggressive redevelopment efforts downtown ♦ Facilitate quality development of waterfront land ♦ Recruit new businesses to diversify employment base Encourage and Support Neighborhood Revitalization. ♦ Create a more viable business district in the Highlands ♦ Continue our progressive programs to support the vitality of neighborhoods through community involvement ♦ Improve and upgrade neighborhood infrastructure Improve the City's Image in the Community and Region. ♦ Implement the gateways/signage program ♦ Actively recruit civic enhancements that contribute to Renton's livability ♦ Develop partnership to broaden our comprehensive marketing plans Meet the Service Demands that Contribute to the Livability of the Community. ♦ Maintain the quality of city infrastructure, amenities, and services ♦ Provide services more efficiently by trading-off, partnering, or sharing resources with other organizations ♦ Support productivity and innovation through training, tools, and technology i ♦ Implement outcome management and employee incentive programs Influence Regional Decisions that Impact the City. ♦ Actively participate in regional Endangered Species Act efforts ♦ Aggressively pursue mobility improvements that benefit Renton and the region ♦ Respond to annexation requests and other agreements in a way ir. that benefits Renton vii TABLE OF CONTENTS Acknowledgements,GFOA Award i FINANCE at INFORMATION SERVICES City of Renton Mayor and City Council Pictures iii Organization Chart 3-47 Boards,Commissions,and Committees iv Finance&Information Services Department 3-48 Mission Statement&Business Plan Goals vi Finance 3-51 Table of Contents viii Information Services 3-56 Reader's Guide to the Budget x Finance &Information Services Position Listing 3-60 w: SECTION 1. INTRODUCTION HUMAN RESOURCES at RISK MANAGEMENT Budget Message from the Mayor 1-1 Organization Chart 3-61 Financial&Operational Goals 1-11 Human Resources & Risk Management Department 3-62 SECTION 2. BUDGET AT A GLANCE Administration and Civil Service 3-65 Corporate Organization Chart 2-1 Risk Management 3-69 The Budget Process and Flow Chart 2-2 HR &RM Position Listing 3-73 Schedule of the Budget Process 2-5 Financial Structure 2-6 POLICE Table 1: The Total Budget 2-7 Organization Chart 3-75 Graph A: Fund Groups 2-8 Police Department 3-76 Graph B: Department Budget Percentages 2-9 Administration 3-80 Table 2: Major Funding Decisions 2-10 Patrol Operations 3-83 Graph C:New Program Decisions Patrol Services 3-86 by Business Plan Goals 2-11 Investigations 3-89 Graph D: Annual Departmental Expenditures 2-12 Staff Services 3-92 Graph E: Employment History 2-13 Administrative Services 3-95 Graph F: Revenue by Type 2-14 Auxiliary Services 3-98 Table 3: Revenue Over Time 2-15 Police Position Listing 3-101 Graph G:Expenditure by Purpose 2-16 Table 4: Expenditure Detail 2-17 FIRE Economic Overview 2-18 Organization Chart 3-105 Future Development Map 2-22 Fire Department 3-106 Administration 3-109 SECTION 3. OPERATING BUDGET Operations 3-112 Introduction 3-1 Prevention 3-116 Table 5: Staffing Comparison by Department 3-2 Training 3-120 Table 6: Operating Budgets,Capital Emergency Management 3-124 Improvements,and Designated Fire Position Listing 3-127 Expenses 3-3 Fire Apparatus 3-129 LEGISLATIVE COMMUNITY SERVICES Organization Chart 3-5 Organization Chart 3-131 Legislative Services/City Council 3-6 Community Services Department 3-132 Legislative Position Listing 3-9 Administration 3-137 Facilities 3-140 EXECUTIVE Parks: Organization Chart 3-11 Parks Maintenance 3-143 Executive Department 3-12 Maplewood Golf Course 3-148 Mayor's Office 3-15 Recreation: City Clerk 3-22 Recreation Services 3-152 City Attorney 3-26 Renton Community Center 3-156 Hearing Examiner 3-29 Renton Senior Activity Center 3-159 Municipal Court 3-33 Human Services 3-162 Executive Position Listing 3-37 Library 3-167 Community Services Position Listing 3-171 ECONOMIC DEVELOPMENT,NEIGHBORHOODS, a[STRATEGIC PLANNING Organization Chart 3-39 EDNSP Department 3-40 EDNSP Staff Position Listing 3-45 viii w TABLE OF CONTENTS PLANNING/BUILDINGMUBLIC WORKS Fund 316-Municipal Facilities Capital ion Organization Chart 3-175 Improvement 7-27 Planning/Building/Public Works Department 3-176 Fund 317-Transportation Capital Improvement 7-28 Administration 3-181 Fund 320-Local Improvement District Development Services 3-184 (L.I.D.) Construction 7-29 Maintenance Services 3-189 Fund 401 -Waterworks Utility 7-30 Transportation Systems 3-194 Fund 402-Airport 7-31 Utility Systems 3-199 Fund 403-Solid Waste Utility 7-32 P/B/PW Position Listing 3-204 Fund 404-Municipal Golf Course System 7-33 Fund 421 -Waterworks Utility Construction 7-34 NON-DEPARTMENTAL 3-211 Fund 424-Municipal Golf Course System Capital Improvement 7-35 SECTION 4. PERFORMANCE MEASURES Fund 451 -Waterworks Revenue Bond 7-36 Performance Measures 4-1 Fund 501 -Equipment Rental 7-37 Fund 502-Insurance 7-38 SECTION 5. DEBT SERVICES Fund 601 -Fireman's Pension 7-39 Introduction 5-1 SECTION 8. APPENDIX Table 7: Projected Limitation of Indebtedness &Tax Rates 5-2 Table 12: Largest Taxpayers&Principal Employers 8-1 to Table 8: Long Term Debt 5-4 Table 13: City of Renton Full Time Employee Staffing Individual Debt Summaries 5-5 Levels Per 1,000 Renton Citizens 8-2 Table 9: Debt through 2010 5-10 Table 14: Comparison of Renton Taxes& Rates 8-3 Table 10: Outstanding Debt 5-11 Index of Salaries&Pay Ranges 8-4 f' Budget Glossary 8-13 SECTION 6. CAPITAL IMPROVEMENT Did You Know? 8-20 PROGRAM (CW) PROJECT LISTING City of Renton General Information 8-21 Introduction 6-1 SECTION 9. DETAILS Administration 6-4 Table 15: Revenue Detail 9-1 Community Services 6-6 Table 16: Expenditure Detail 9-2 Transportation 6-8 Renton Municipal Airport 6-10 Table 17: Revenue,Expenditures, 9-4 Fund Sources Maplewood Golf Course 6-12 Utility-Water 6-14 11110 Utility-Wastewater 6-16 Utility-Surface Water 6-18 SECTION 7. BUDGET BY FUND NO Table 11: Expenditure Budget Comparisons 7-1 Fund 000-General 7-2 Fund 101 -Park 7-3 No Fund 102-Arterial Street 7-4 Fund 103-Street 7-5 Fund 104-Community Development Block Grant 7-6 Fund 106-Library 7-7 to Fund 110-Hotel/Motel 7-8 Fund 118-Reserve for Paths and Trails 7-9 Fund 125- 1%for Art 7-10 Fund 127-Cable Communications Development 7-11 to Fund 201/207/212/215-Limited General Obligation Bond 7-12 Fund 213/219-Unlimited General Obligation Bond 7-17 to Fund 220-L.I.D.Debt Service 7-20 Fund 221 -L.I.D.Guaranty 7-21 Fund 301 -City Hall Capital Improvement Project 7-22 Fund 303-Community Development Impact Nr Mitigation 7-23 Fund 304-Fire Impact Mitigation 7-24 Fund 305-Transportation Impact Mitigation 7-25 Fund 306-Leased City Properties 7-26 60 %W ix BUDGET AT A GLANCE The Reader's Guide highlights the information contained in each section of the budget. The sections are listed in the order in which they are found in the JA budget. Below is a brief description of what can be found in each section. A complete table of contents is provided at the front of the budget. BUDGET DOCUMENT ORGANIZATION This budget cover features a design and historical pictures that commemorate the City of Renton's 2001 centennial celebration. This budget is prefaced with the City's address and website, and information concerning the organization of the City. Included are Renton's Mission Statement, Business Plan Goals and Strategies, the Table of Contents, and Reader's Guide to the Budget. SECTION 1. INTRODUCTION presents the Mayor's budget message articulating City initiatives and issues for the 2001 Budget. This is followed by the City of Renton's Financial Operational Goals and Strategies. SECTION 2. BUDGET AT A GLANCE provides the reader with a condensed view of the 2001 budget. It begins with the City's Corporate Organizational Chart, and an explanation of the budget process. This section includes summary information of the major fund types, and highlights new programs and major funding decisions. Revenues and expenditures tables comparing current program levels with those of past years are provided. Discussion of the economic overview and forecast provide insight to Renton's economic past, present, and future. To provide points of reference, a color map of Renton follows. SECTION 3. OPERATING BUDGET is the information core of the proposed budget. Tables with staffing comparisons by department/division and department operating budget comparisons are provided. The following are included for each of the nine operating sections: the department's organization structure, mission, past year accomplishments, current budget year goals, new funding decisions, position listings and expenditure budgets. Several departments highlight an operation activity in either text or graphic form. SECTION 4. PERFORMANCE MEASURES includes information relating to the measurement of selected inputs, outputs, and outcomes that will be used to measure performance for all departments. SECTION S. DEBT SERVICES provides an extensive overview of the City's debt program. SECTION 6. CAPITAL IMPROVEMENT PROGRAM (CIP) Project Listing provides a summary list of the six-year Capital Improvement Program plan. Projects are listed by activity and by managing department for the proposed CIP. x BUDGET AT A GLANCE SECTION 7. BUDGET BY FUND begins with the expenditure budget comparisons by funds. This is followed by a display of each fund's revenue, expenditures, and fund balance comparing current program levels with those of past years. SECTION B. APPENDIX provides selected demographics, economic statistics, an index of salaries and pay ranges, and general information about Renton. Also included in this section is the budget glossary of commonly used budget terms. SECTION 9. DETAILS Some tables in this document were compressed for summary presentation. The tables found in this section provided the basic detailed information used to create the summarized tables. For example, Table 3 in the Budget At A Glance section is based on the detailed Table 16 r found in this section. The ANNUAL DETAIL BUDGET is issued as a separate document to support this budget. It provides actual and budget revenue and expenditures by account number, by year. irw err it 4W %P as 0W to xi . � . � .\ � � � . . � � � . � . � � � � � � . � «: ` � � � : 3' : . . � z § � � � � . � . � � . � � � � . � g � 6 I ry_ a � g Introduction i r CITY OF RENTON TR Mayor Jesse Tanner January 1,2001 ( r Dear City Council Members and Residents of Renton: I am proud to present the City of Renton's Centennial Year Budget to you. One hundred years ago, the first Mayor and City Council of Renton dealt with issues such as removing railroad cars blocking the streets, licensing free-roaming cows, controlling horses on sidewalks, organizing a volunteer fire department, and establishing a new water supply. As we begin Renton's second century, a different set of challenges and opportunities in the areas of growth, economic development, transportation, water quality, and water supply await our best efforts. On September 6, 1901, Renton was incorporated in order to improve its citizens' quality of life. For 2001, our vision and mission remain the same, as we strive to create a world-class community Lwhere people choose to live,work, and play. There were 1,176 Renton residents in 1901. In 2001 we expect to have over 49,000 people. Our City began with boundaries of Burnett to Mill Avenue and 7th Avenue to the river. In 2001 our City will cover more than 17 square miles. A hundred years ago, there were no parks, there was a volunteer fire department and the Water Superintendent also served as the day police officer, earning just $60 a month. Today we have over 1,180 acres of parks, two libraries, a full time fire department of 105 officers, and 84 street police officers with another 36 supporting staff. In 2001 we also have 182 miles of streets to keep in service. 11 Water has always played a critical role in our City. An inadequate water system contributed to 6 the City nearly burning to the ground in 1899. By 1901 our forefathers saw the need to continue to provide safe potable water. They initially tapped Crystal Spring on Renton Hill, and in 1909 f` established a supply from Springbrook Creek. Today Springbrook Springs continues to provide 16 percent of our daily drinking water and we have seven reservoirs and two major wells supplying over 8 million gallons of water daily. In 1912 the Cedar River was dredged for the first time. In 1999 we completed another major maintenance dredging of the river, and the floodwalls and park amenities were also completed this year. F Our major industries were coal mining and logging in Kennydale. In 1914 Renton was home to the largest brick making plant in the world. By 1907 Pacific Car and Foundry (today PACCAR) opened in North Renton building train locomotives. After a transformation in the 1940's building Sherman tanks, the Company found a niche in the post world economy building world- renowned Kenworth trucks. Boeing's relationship with Renton began in 1922 at the northern end of Renton field as an airmail service. Renton is now the home of the best selling jet in the world -the Boeing 737. Over 325 jets will be assembled in Renton in 2001. In 1929, Puget Sound Power and Light Company, now known as Puget Sound Energy, began operation of the Shuffelton Steam Plant. Today a private firm has already purchased the site and is beginning to change it into high-end commercial and residential development. In addition to these core businesses, the City has expanded its base to include more high technology and new economy companies. Renton is now the home of Wizards of the Coast and Multiple Zones. Newer retail stores such as IKEA, Wal-Mart, and Fred Meyer complem r foundation retail sources of Renton Western Wear and McLendon's Hardware. ., 1055 South Grady Way - Renton, Washington 98055 - (425) 430-6500/ FAX (425) 430-6523 �r ®This paper contains 50%recycled material,30%post consumer . Renton was created in order to meet the needs of a community. We continue to have needs. Some are the same - providing public safety, safe drinking water, and street maintenance. Some are significantly new-wireless communications with Valley Communications in our police and fire departments. The 2001 Budget continues the core services for which our City was started. It also addresses the needs for our journey into the next century. OVERVIEW Since I became Mayor, I have worked hard each year to deliver a budget to the Council that meets the needs of the community while holding budget expenditure increases to a minimum. With the Council's concurrence, we have encouraged staff to leverage city resources through innovation, partnerships, technology and productivity improvements. I am proud of the way they have responded. As a result, the 2001 Budget will allow us to continue to address our 6- year business plan goals, address some areas of need, maintain existing service levels, allow for external impacts such as Initiatives 722 and 745, and still move us toward achieving our mission and vision. The 2001 Budget is $128,379,675. The allocation of the budget is represented in the following graph. Police and Fire expenditures in 2001 will total $26 million. These expenditures meet the needs of 42,700 police calls and 8,050 fire calls for service. Over 68 percent of our fire calls are for life support needs. We have over 35,000 jail days or 97 people in our jail or at another facility on any given day. We have been using Electronic Home Detention (EHD) to minimize jail days, and we have approximately 30 people a day using EHD instead of our jail. Debt/Admin Police 15% 11% Fire 10% Community Services 14% g, PW/Streets 20% utilities 30% ............ The Public Works and Street expenditures include nearly $13,000,000 that is dedicated to maintaining and cleaning our 175 streets, building and maintaining sidewalks, and constructing new streets. This Division also collects over 40 tons of garbage on city property and streets per year. In addition, the total budget of nearly $25 million also pays for the development activities such as reviewing over 3,500 building applications per year, inspecting 13,000 different building activities, and processing more than 52 shoreline appeals, short plats, site approvals, variances, and other conditional use permits. 2 The Utilities Division includes the water, sewer, solid waste and surface water utilities. The total budget for that Division of our budget will be $37.5 million in 2001. Next year we will pay the County over $6.5 million for sewage treatment costs. We also use rate-generated monies to x` maintain our own water and sewer system. We provide customers with over 2.7 billion gallons of s! 1 water each year. We have over 268 miles of water lines, 167 miles of sewer lines, and 181 storm sewer line miles to maintain. We pay our garbage contractor approximately $8.7 million a year to collect garbage at 12,000 homes and businesses combined. The Community Services budget is made up of the Park, Human Services, and Library funds. This portion of the budget totals $17 million in 2001. The Library Budget of $1.3 million serves over 31,000 users each year at its two facilities. Each year there are over 330,000 books in circulation. The Parks and Recreation Division of the Department operates three community centers, a senior center, theater, and two beaches on its budget of $8.7 million. The Parks Maintenance l Division of the Department maintains over 1,100 acres of parks and 12 miles of trails. The Human r Services Division operates a housing repair program in a private/public partnership, fixing over 100 homes for seniors and low-income people. The Division also helps over 150 victims of domestic violence during the Court process. The Community Services Department also is responsible for general capital improvements and facilities maintenance. In Fund 316, our general Capital Improvements Fund, $2.1 million is appropriated in new resources for projects. g Finally, we will operate a golf course that has provided over 72,000 rounds of golf and has had more than 87,000 driving range tokens (buckets of balls)sold annually. The Debt Service and Administration category includes our Economic Development and Neighborhoods program, Courts, legal, Insurance, Human Resources, Finance, General Management, and Debt costs. Our Economic Development, Neighborhoods, and Strategic Planning Department has over seven active neighborhoods in the Neighborhood Program. Their 2001 Budget is $1.3 million. They will also continue to work on three of our most important development areas: our fdowntown revitalization,the Highland's redevelopment, and Port Quendall. In addition, they will ter continue their normal day-to-day work of managing our comprehensive plan and zoning codes to ensure continued economic growth while retaining quality of life issues. Developing a strategy and implementation plan to comply with the Endangered Species Act will continue to ` be a major work effort shared by this Department and the Public Works Department. The 2001 Budget for the Municipal Court is $1.2 million. This Division sets over 780 jury trials a year. f There are over 225 people in our probation program monthly. We will spend approximately $200,000 for public defender costs. The total legal costs of $932,372 are used for two main bodies of work: prosecuting and general legal issues. The prosecution costs are all court related. We have to pay to defend our position when we arrest or cite people or are sued for various reasons. The rest of our legal budget includes advising the City on all other matters, preparing ordinances, resolutions, and other legal documents, reviewing all contracts and agreements, and defending the City in lawsuits. The Human Resources Department manages our daily personnel issues along with our insurance Lr' programs. In 2001 our medical costs are expected to increase by nearly 8 percent for a total cost of $2.6 million. We also self-insure for dental, life, workers'- compensation, and unemployment claims. These will cost the City an additional $1 million in 2001. We purchase our r property and other liability insurance through a pool with the Washington Cities Insurance Authority. We will spend $1.5 million in 2001 on these activities. w 3 Along with their financial and fiscal responsibilities, our Finance Department also manages our information technology and debt program. Next year we will spend approximately $3.2 million for voter and Council approved debt. In Fund 316, the Department is also responsible for $900,000 for new technology. Equipment Rental is one of the largest expenditures in the City. In 2001 we will spend approximately $2.8 million, with $1 million for new vehicles. We attempt to replace approximately 45 vehicles annually based on a system that reviews the maintenance history and operating cost of each vehicle, and recommends the optimum time for replacement. In 2001 we have no plans to replace fire equipment. This is the most expensive rolling stock we have. We will continue to maintain a normal replacement program with our police vehicles, replacing 10 to 12,or one-third of our fleet annually. The next category incorporates expenditures in the miscellaneous funds such as hotel/motel, cable communications, leased property, and fireman's pension. The Hotel/Motel fund is the most noteworthy and continues to provide a portion of the funding for the Renton Community Marketing Campaign, a collaborative partnership effort with the City of Renton, Renton School District, Renton Chamber of Commerce, Renton Technical College, Valley Medical Center, and Renton Lodging Association. In addition, we have an active oversight group, representing our hotels and business community that helps direct these funds. It is a great example of a public and private effort. Our 2001 Budget is 9.47o lower than our 2000 Budget due to a lower level of capital spending. We implemented all new labor contracts in late 1999. In the 2001 Budget we have updated all the labor and benefit budget numbers to reflect actual costs. Our labor costs have increased by 5.67o from 2000 to 2001. The Budget increases employment by 7.5 staff members. This is only a 1.1 percent increase and, as you will see, many of the positions are ones we currently have working for us. We are simply recommending changing their status. We live in great economic times. The revenue rate changes in this Proposed Budget include: • An actual decrease in our property tax rate. Our current rate of $3.39 per $1,000 of AV will decrease,to$3.27 per$1,000 of Assessed Value. • A three-percent increase to surface water rates. • City water and sewer rates will remain the same - as they have for the past five years. We can hold these rates constant and still accomplish our planned system improvements for 2001. • The County is imposing a 15-cent increase to their sewer treatment costs. • Our garbage rates will increase by 5 percent in 2001. We signed a new contract with our vendor. We now offer more services to all classes of customers. • Golf course green fees are recommended to increase by two dollars per round. This is just a summary of our 2001 Budget. Outlined below are the highlights and challenges of the Budget. BUDGET HIGHLIGHTS New Programs. When we began the 2001 Budget process,our first funding priority,in the context of budget-limiting initiatives such as 1-695 and 1-722, was to maintain our level of service. Once we did that, we began to make changes to meet our service goals. Outlined below are the areas that we changed, and where they met our Business Plan goals. 4 �" Encourage and Apport economk development and downtown redevelopment • Port Quendall. In 2001 we will continue to staff and fund our share of the Port Quendall studies. We have budgeted $280,000 in Fund 316 to continue the support and environmental studies. In Fund 317 we will continue our commitment to meet one-third of the transportation study in conjunction with the developer and the State. In 2001 we expect we will complete the environmental studies for the clean up and the transportation studies. 4., • Development Regulations Amendments. We attempted several years ago to organize Title IV of our Code in a way that is more readable for our customers. We believe we actually achieved that. However, there is a cost issue each time we change the development regulations. In 2001 we are proposing to spend $50,000 to reformat Title IV in a way to meet customer needs and keep the revision costs as low as possible. If we can achieve this, then we can reduce codification costs. • Addition of a regular Building Inspector. The 2000 Budget assumed the hot economic market and associated building activity would slow down. We now expect the same level of building activity in 2001 as we have had over the past three years. In 2001 over$135 million of new value will be added to our assessment roles. We want to ensure these buildings are safe, and we want to ensure that development and city needs are met. Over the past two years we have attempted to hire temporary building inspectors to help us. We are recommending we transfer 6 those dollars to a regular full time position. • Utility Locator program. The new economy has brought forth high technology competition. 111111111 We have seven major companies laying fiber and wire under our streets. Further, we have inquiries daily regarding our regulations. While we understand the need to put the infrastructure in, we also have a major issue with companies wanting to-dig up a street right after we have improved it. This position will work in the development services and street divisions to help companies locate their infrastructure in places with the least amount of intrusion. We expect it to truly help with lengthening the life of our streets. • Pilot Electronic Meter Reading System. Reading the utility meters on busy arterial streets, r such as Rainier Avenue, pose a safety hazard to our meter readers. In 2001, a new pilot project, requiring no City expenditures, would allow our employees to electronically read the meters along Rainier Avenue without having to physically leave their vehicles. We will keep you informed of the status of this project. En mr4e and support nd#ftrhood revbftation • Neighborhood Program. This program will be expanded with one full-time FTE as staff. We have seven active neighborhoods and a growing neighborhood matching grants program. Further, we have active Neighborhood Picnics that we help facilitate. The 2001 Budget includes a total request of $147,000 to add a full time regular staff position and other operating support. This position will encourage more neighborhoods to become involved in the program, manage the matching grants program, and picnic programs. The funds will also support the picnic program by offering more operating monies to neighborhood picnics, and to purchase a traveling trailer with tables, chairs, a portable P.A. system, trashcans, and games. This trailer can be easily moved from one area of our City to another. Finally, we are recommending the elimination of the $5,000 limit in our neighborhood grant program. The 2001 Budget maintains $50,000 for the grant program. r. 5 • Highlands Redevelopment. We continue to work with developers to determine ways to redevelop this neighborhood. We have $85,000 in the 2001 Budget to fund market studies, redevelopment and zoning plan refinements, and environmental reviews. • In 2001, we will also complete the review and begin implementation of proposed comprehensive plan and zoning changes to improve the livability in our South Renton Neighborhood. Improve the City's Imp In the communhy and resbn • Continuation of our Renton Community Marketing Campaign. In 1998 we began a marketing campaign to talk about the attributes of Renton. This program won both the Savvy and the National Council of Urban and Economic Development Gold awards, and has had measurable results in terms of bringing housing and commercial development to our City. In 2000, the internationally renowned Cirque du Soleil chose to pitch their big top in Renton. Over 220,000 people from around the region, and some from around the world, attended Cirque's outstanding and unique performance in Renton. The Southport commercial development is also in large part the result of our marketing campaign. In 2001 we will continue to fund this program as it is outlined by the public/private oversight group. We are dedicating $100,000 to this program in 2001 ($50,000 from business recruitment funds and $50,000 from hotel/motel funds). In 2001 we will also launch a website that will identify available commercial properties. We will continue to advertise Renton in various development articles and magazines. We will support our hotel/motel businesses by funding marketing materials. • Renton Community IKEA Performing Arts Center contributions and support. Our 2001 Budget continues our commitment to this incredible community asset. Two years ago a group of individuals had a dream of including a Performing Arts Center into the renovated historic Renton High School. To make this happen, the community had to raise $1.5 million dollars from other sources. In 1999 the City committed to help pay for the added costs of design. We have $50,000 in the 2000 budget to meet those needs. The Committee has raised all the pledge funds for the Center. The City's participation towards the project is $450,000. In 2001 we have dedicated $200,000 for our commitment. The remaining $200,000 will be appropriated in 2002. • Centennial Program. 2001 marks the first hundred years of our City's existence. We have a 37 total budget of $147,000 over two years for the purpose of creating a centennial calendar, having a community wide celebration at Liberty Park, designing and selling commemorative mugs and shirts,and producing several other events and exhibits. Meet the servke demands the=W&&to the hab111ty of the community • Jail Program. Our jail costs are $1.7 million. This includes housing inmates in our facility, King County, various other counties, and Electronic Home Detention. We have two permanent changes to the way we manage our jail in the 2001 Budget. We are first recommending that we implement, on a regular basis, our contract Transportation program. This was started with a contract employee two years ago. We are recommending we convert this into a regular full time position. This position tracks inmates at the King County facility, and ensures inmates are in the most cost-effective location. It also then transports inmates to and from different holding facilities. This position will more than pay for itself through lowered jail costs by transferring inmates from the more expensive King County jail to our less expensive facilities. We are also converting an existing police department position to a Jail Supervisor. We operate a jail 24 hours a day, 7 days a week, 52 weeks a year. We have been doing this with 6 one Jail Supervisor. However, under this organization one of the daily commanders charged with street crime also had to focus on the jail. Reorganization permits us to shift a position to Jail Supervisor and maintain public safety levels for our residents. • Information Technology. This is an area that continues to grow as technology truly does help us do our jobs more efficiently. However, in order to keep all the communications and applications operating at the lowest cost possible, we need to add staff to the Information Services Division of the Finance and Information Department. The budget includes a Systems Analyst position and office support. Our communications between various other agencies is creating a significant workload. We now communicate with Valley Communications, Federal, State and County public safety offices on a routine basis at any time of day. These systems must be operational 24 hours a day, seven days a week or a driver's license may not be able to be checked in a routine traffic stop or a fingerprint may not be able to be compared to the national and local databases. In addition, all our financial transactions are now done by electronic means. We have only one position to help maintain communications. • By using a temporary position to manage the cellular and hard-wired phone systems in 2000, we have been able to quickly eliminate phones and phone lines, analyze types of cellular phone needs, and change phones to meet those needs. The support position, in addition to accomplishing general office needs, will make the phone management function permanent. The Department has decreased phone costs by$25,000 this year. • Utility program. We will add a half-time meter reader in our 2001 budget. We can do this without raising rates to cover the costsbecause of the increases to our housing stock. By the end of 2001 we will have over 1,500 new housing units. We are proceeding on beta testing electronic meter reading in order to maintain these costs as we continue to prosper. • Golf Operations. In 1995 we replaced the contractor of .the golf course with our own management employees. This has proved to be quite profitable'as the golf course is now earning enough money to operate and pay its debt obligations for improvements. The restaurant and banquet facilities, operated by a contractor, are now paying over $400,000 to the City annually. We were generating no money from this activity in 1995. However, as every organization succeeds, new needs arise. Because the Golf Course handles significant amounts of cash,we are adding a full time support staff in 2001 to help maintain the internal accounting controls necessary. In addition, we are implementing a formal marshal program. As our course has improved, we need to keep customers moving through the course. A marshal program will help us help customers meet time constraints of the game, and help us achieve our goal of 72,000 rounds of golf for the year. ' Influence mod a►dec►si=tWt impact the City • Endangered Species Act (ESA). The City of Renton sits in two Watershed Planning areas, known as WRIA 8 and 9. In addition to having staff attend all meetings, the 2001 Budget includes the first of five annual$25,000 payments for our share of a regional salmon conservation plan. At the end of five years, the plan will recommend projects, strategies, studies, regulations, f` and land acquisitions to recover salmon in these two watersheds. As mentioned earlier, the City will continue to analyze our existing regulations and operating practices, and make necessary changes to bring us into compliance with the Act. The Council again appropriated $100,000 for this effort in the 2001 Budget. rr7 • Valley Communications Center. One of our region's Interlocal successes is the operation of a joint emergency (911) communications center with our south end neighbors of Kent, Tukwila, Auburn and, beginning in 2000, the City of Federal Way. All of us have been growing in terms of population and number of calls for service. In 2000 we began to build a new communications center. Our commitment is to pay for 1/5 of the annual debt service for the facility. We have placed $300,000 in the budget for this first year of a 20-year commitment. Once the new building is completed,we will sell the current site,and the proceeds will be divided between the original four owners. Overall we have$1,994,850 for new programs that meet our Business Plan Goals. This, of course, is in addition to the remainder of the Budget that is all used to meet our Business Plan goals and provide services that provide public safety and quality of life services for our residents. CHALLENGES 1 am certain that our first Mayor, Dr. Abijah I. Beach, faced enormous challenges. By 1901 Renton's population of 1,176 people represented a four-fold increase within ten years. Unpaved streets were either a muddy quagmire in winter, or thick with dust in the summer. At ten feet above sea level, Renton's downtown continually flooded. A new City Hall was constructed by 1908. In 1912 the Cedar River was dredged for the first time. By 1914 the City had a $10,000 grant for a Library, but had to find inexpensive land. The Satori family donated land for our first 32 library. Needs balanced against the ability and willingness to pay for them have been a continual challenge for all cities. It will be no different as we face our second century. We know now the State Supreme Court found Initiative 695 unconstitutional. This means that we do not need to have an election for every kind of fee or tax increase. The State Legislature implemented the other feature of the Initiative, the elimination of the Motor Vehicle Excise Fee. The Initiative backers, concerned 1-695 would be unconstitutional, placed on the November ballot Initiative 722. This initiative was passed by voters. These initiatives will have a dramatic impact on us in 2001. initiative 722 states that property assessments and property tax levies can increase only the lower of two percent or the Implicit Price Deflator annually. The Initiative has several equity issues. Over the past four years our total assessed value has increased substantially. In the past five years as overall assessments have increased, we have been able to lower the property tax rate for all residents by 9.1 percent - from $3.60 to $3.27. The only factor that will allow rates to decrease in the future will be new construction. While new construction in our City is estimated to be nearly $135 million in 2000, we have had years in the 1990's of $30 million. This will not permit us to shift the property tax burden from affordable homes to those properties of higher value. Further, in 2001, if Initiative 722 is found constitutional, we may have to determine if a rebate is owed to all property owners. This may cost us an additional $750,000. Although the Superior Court of Washington State has placed a stay on the implementation of Initiative 722, Renton must be ready to react to anything in these changing times. The 2001 Budget stays below the constraints of 1-722, but we are currently experiencing great economic times. We must protect our right to make local decisions and set local service levels. Jrs 4 Endangered Species Act. As noted, we are dedicating considerable resources towards the r regional effort to save the salmon. We are developing a ten-year program. This will slow our major construction projects. Our challenge will be to develop environmental programs while simultaneously maintaining our ability to continue to provide economic growth through good jobs and housing. SUMMARY Over the past six years, we have absorbed a decrease of over $750,000 from the sales exemption of manufacturing activities; and $450,000 in Motor Vehicle Excise tax loss. We have withstood these by an aggressive economic development program. However, if the opposing challenges of growth against salmon recovery do not balance and the tax decreases continue, we will face actual decreases in our level of service. These will be the challenges of our second century. The 21St century will bring about changes we cannot imagine, even as Renton's founders could not have foreseen our modern jet travel, telecommunications, and other innovations. Change t happens. While the subject matters of our next century will be different, our challenges will not be much different from the ones facing our first Mayor and five Council members. We represent the goals of all residents of Renton. We all want a city that offers good affordable homes, excellent schools, quality of life, assets such as parks and library, transportation amenities, jobs with livable wages, and public safety; ranging from safe drinking water to personal security. We meet these needs differently, and we now need to do it with more focus on our environment. ' We need to continue to meet these needs as efficiently and effectively as possible. �r 1 believe this first budget of our next century upholds the some values as those of the beginning century. It meets our basic needs and we can do this within the confines of new financial constraints. I want to thank the Council for all their work setting goals and reviewing, analyzing and passing the Budget. t Submitted Respectfully, Jesse Tanner Mayor g, 9 im qn. m c 7�I 1 1-10 ♦ Policy&Strategy KEEP THE CITY IN A FISCALLY STABLE POSITION DARING THE SHORT AND LONG TERM ♦ Ongoing operations of the City shall be funded from ongoing revenue. This policy is also applicable to ongoing costs associated with capital improvements and rehabilitation/renovation projects. ♦ All operating revenue and expenditures shall be monitored and, when necessary, adjusted to ensure expenditures do not exceed revenue over time. The City continues to improve operating revenue and expenditure reports to enable managers to make final adjustments. ♦ Six-year budget projections and rate increases for all operating and capital funds shall be prepared annually. The City developed a new six-year projection model for forecasting both revenue and expenditures. ♦ Budget initiatives shall be evaluated as part of the six-year budget projection. r All initiatives are linked to the City's Business Plan Goals and the City's six-year projection model to understand the financial impact of sustaining each initiative for the long term. ♦ Revenue should be conservatively projected, and expenditures budgeted at 100 percent to help ensure budget solvency. Current practice. ♦ The City should accept new requirements for service delivery only when adequate funding is made available. The 2001 Adopted Budget was approved based on the following principles: 1) The budget requests pay for themselves in measurable dollars; 2) Requests adhere to Council priorities and strategies; 3) Requests have a return on investment? Productivity improvements and cost effectiveness is measurable; 4) Is the request a non-recurring item? rr MAINTAIN SUFFICIENT FINANCIAL LIQUIDITY TO MEET NORMAL OPERATING AND CONTINGENCY OBLIGATIONS ♦ Maintain general governmental and enterprise fund balances equal to one month's (8 percent) operating expenditures for all operating funds. Current practice. wr t-t t ♦ Policy&Strategy ♦ Maintain an insurance reserve for property, causality, and medical claims in an amount equal to consultant or actuarial requirements. The City is working on the development of an actuarially determined loss reserve level. At year-end 2001, the City projects a reserve of $4,662,500, or 8 percent of general governmental expenditures, as a catastrophic loss reserve in the Insurance Fund. ♦ The insurance reserve portion of the Insurance Fund must be replenished in the following year by either transfer or premium. Past and projected claims are reviewed quarterly. In 2001, the budget includes $1,551,000 for property and liability costs. This is $157,000 above 2000 budgeted levels. ♦ Termination benefits shall be budgeted in non-departmental budgets in an amount equal to average termination costs. In 2000, the budget identifies $172,210 for termination payments. Retirement costs, appropriation for unused sick and vacation leave time, and other liability issues are included in this amount. This amount reflects the anticipated cost of retirements and staff attrition. w$ PROTECT THE CITY FROM CATASTROPHIC LOSSES ♦ Maintain a contingency account equal to 8 percent of general governmental operating expenses without grants and non- recurring transfers. Currently, the City combines its insurance actuarial and contingency requirements in the Insurance Fund. At year-end 2001, the City projects to have $4,662,500, or 8 percent of general governmental expenditures, to meet both insurance actuarial and contingency needs. ♦ Purchase excess medical, property, and liability insurance to cover major losses, as deemed appropriate by the City's risk management program. Through the Washington Cities Insurance Authority, the City of Renton carries excess coverage in all areas. These are found in the Insurance Fund information. ♦ The contingency account may be used for either unusual fiscal conditions or catastrophic losses outside insured limits, with any rr expenditure requiring five Council votes. 1-12 ♦ Policy& Strategy Current practice. The contingency account could be reduced as a result of actual operations. Each year the contingency balance is analyzed. A plan is developed to ensure the balance is maintained per policy. The plan can include transferring savings directly to the account from other funds, increasing future year premiums to repay past higher expenditures. or making a budget appropriation from future year revenue directly to the contingency account. HAVE SERVICE USERS PAY THEIR FAIR SHARE OF PROGRAM COSTS ♦ City Utilities and the Airport shall be 100 percent user supported. Utilities and the Airport have met this goal/policy. ♦ The City's golf course operations shall be self-supporting, with the original acquisition paid for from general governmental revenue. The Maplewood Golf Course currently funds 100 percent of operations with general funds providing approximately 85 percent of original acquisition debt service support. ♦ User fees shall contribute an average of 50 percent toward all recreation services and operations, with the exception of the Renton Senior Activity Center. Users of recreation and Renton Community Center services fund approximately 50 percent of the direct costs of operations. ♦ The City shall pay 100 percent of the cost of the Renton Senior Activity Center operations, with the users paying the full cost of special events. Current practice. ♦ Developers shall pay at least 65 percent of the cost of reviewing and processing their permits. Current practice. W ♦ Interfund charges for service shall occur only when needed for enterprise, external chargeable, mitigation, or grant related services and capital projects. r Current practice. ♦ All City fees, charges, and rates shall be reviewed annually to W determine whether they meet targeted cost coverage. Adjustments shall be made in conjunction with the budget process. err Current practice. �r 1-13 ♦ Policy&Strategy OPERATE UTILMES IN A RESPONSIVE AND FISCALLY SOUND MANNER ♦ Utility rate studies shall be conducted at least every five years to update assumptions and ensure the long-term solvency and viability of City utilities. The Comprehensive Plan update addressed rate and financial policy issues and a rate study is not proposed for 2001. In lieu of a rate study, an augmented annual rate review was conducted. The City ensures each debt service fund has cash balances of 1.5 times annual debt service payments for debt service coverage. ♦ Utility rates should be reviewed annually and adjusted, if necessary, to reflect inflation, construction goals, maintain bond covenants, and avoid mayor periodic increases. Water, wastewater (sewer), surface water (storm drainage), and garbage rates are adjusted as required. The 2001 rate increase for Renton services are as follows: water - 0 percent, wastewater - 0 percent, surface water- 3 percent, and garbage rates at 5 percent for all customer classes. ♦ The cost of utility contractual services over which the City has no control shall be passed through to ratepayers in a manner consistent with Council direction. Current practice. King County/Metro, tipping fees, and hazardous waste charges are handled in this manner. Tipping fees are not projected to increase until 2003. ♦ Rates for the Waterworks Utility shall include an annual capital contribution equal to 1.5 percent of net assets. This was a policy set forth in the 1989 Water/Sewer/Storm rate study. Actual transfers are based on the amount of excess fund balance available. ♦ Fund balances in enterprise funds shall be maintained at levels established through rate studies, or at levels equal to a target of 45 days, with a minimum of 30 days, of ODM expenses which are necessary to meet operating, capital, and contingency requirements. Current practice. ♦ Excess fund balances shall be used to off-set rate increases where possible, with any remaining balances being used for approved capital purposes. Current practice. 1-14 imprL: ♦ Policy& Strategy MAINTAIN AND MEET INFRASTRucrun AND CAPITAL NEEDS ♦ When capital funding decisions are made, priority shall be given to maintaining existing capital assets over the acquisition or construction of new facilities. Current practice. ♦ The City shall adopt a six-year Capital Facilities Plan and a six-year Capital Improvements Program Plan that identify all growth- related and major maintenance projects and costs. Funding strategies shall also be identified. The City adopted a Capital Facilities Plan as a part of its Comprehensive Plan. A separately issued City of Renton Capital Improvement Program document has been published for 2001-2006. ♦ The City shall dedicate the first year of property taxes generated from newly incorporated areas to the Capital Fund. This policy will be reviewed in January 2001, once the final assessed valuation numbers are analyzed from King County. ♦ The City shall dedicate 50 percent of sales tax generated from new businesses each year to the Capital Fund. These dollars shall provide the basis for the funding strategy. The practice is to dedicate 50 percent of known revenue. If projects are expected, but not completed, estimated revenue are also dedicated to the fund. Sales tax revenue of $400,000 is dedicated to capital funding from anticipated 2001 sales tax revenue. ♦ The City shall maximize County, State and Federal grants, loan interest programs, and other intergovernmental sources for capital needs when it is consistent with City plans and policies. Voted general obligation bonds and special levies shall be used to finance infrastructure improvements for public benefits that support quality of life, and does not necessarily generate cost savings on revenue streams. Current practice. ♦ Prior to undertaking a capital project, all ongoing operation and maintenance costs shall be identified and included as part of the policy discussion. Current practice. 1-15 ♦ Policy MStrategy PROVIDE A LONG-TERM AND SHORT-TERM DEBT STRATEGY THAT ALLOWS THE CITY TO MEET CURRENT AND FUTURE NEEDS THROUGH BORROWED CAPITAL WITHOUT IMPOSING SEVERE FINANCIAL BURDEN ♦ The City shall review all forms of funding to determine the least costly method and the most appropriate type of financing. Current practice. The City reviews each project to determine if Revenue Bonds, LID's, General Voter-Approved or Councilmanic debt is the most appropriate. ♦ When bonds are used to finance debt, the bonds shall be issued for a maximum of 20 years or for the life of the asset, whichever is a shorter time period. Current practice. ♦ The City shall evaluate the cost/benefit of borrowing versus cash financing programs and projects. Current practice. ♦ The City shall develop a long-term program to meet equipment needs, including vehicles, computers and copiers. The 2001 budget includes $975,000 in Municipal Facilities CIP to meet Will technology information and copier needs. ♦ Councilmanic (non voter-approved) debt shall be used as an alternative to other financing options if the capital expenditure is: urgent, unanticipated, and necessary to prevent an economic loss, revenue generating, or the most cost-effective alternative. Current practice. ESTABLISH ACCOUNTABILITY IN BUDGET MONITORING ♦ The City Council shall set total appropriations at the fund level. Appropriations are adopted at fund level in the budget. ♦ Department directors are responsible for managing their budgets within the total appropriated budget. Current practice. ♦ Any budget adjustment between funds shall be approved by the Council in budget amendments. Current practice. 4 1-16 1r ♦ Policy& Strategy +r ♦ Budget adjustments within a fund shall be approved by the Mayor, and reported to the Council. Adjustments affecting program implementation require Council approval. Current practice with Council approving budget amendments. 1 60 ♦ Departmental expenditures shall be recorded consistent with the State of Washington Budget and the Accounting, and Reporting System (BARS); not expenditure accounts where an excess budget may exist. Current practice. ESTABLISH CONSISTENT COMPENSATION STANDARDS FOR THE CITY ♦ The City's compensation policy shall be to set minimum pay levels at the 60-percentile level when compared with median pay of comparable jurisdictions. The 1991 Classification and Compensation Study established 75 percentile for non-public safety personnel. Current compensation is between 60-75 percentile. Public safety personnel are at the 90 to 95 percentile range. ♦ Reclassification requests shall be reviewed by Human Resources on a quarterly basis with all recommendations being approved by the Mayor prior to implementation. Reclassifications involving a change in pay grade shall be approved by the Council prior to implementation. wr Reclassification requests are reviewed quarterly and any reclassification approved by Council is effective at July 1St for the first two quarters of the year and the following January 1 st for the last two quarters. ♦ New hires may be placed up to step "C" without Council concurrence. Employment placement at a higher step shall be approved by Council. Current practice. r PROVIDE RNANc1AL REPORTS IN A TIMELY AND UNDERSTANDABLE MANNER ♦ Monthly budget reports outlining the status of revenue and expenditures shall be provided to all departments, Mayor, and r Council. Current practice. W 1-V J ♦ Policy& Strategy ♦ Quarterly financial reports discussing major trends, the status of Renton's financial operations, and other related information shall be distributed to all managers, Mayor, Council, and available to interested public. Quarterly reports are prepared and submitted to interested parties. ♦ A Comprehensive Annual Financial Report (CAFR), prepared in accordance with Generally Accepted Accounting Principles, shall be distributed to all interested parties and to Government Finance Officers Association (GFOA) for certification. 44 The CAR is prepared and audited annually and submitted for compliance review. ♦ The City's budget document shall be presented in a format that provides for logical comparison with prior years whenever possible. Current practice. w 1-is Budget at a Gland a, i 4 o ��M • CITY OF RENTON CORPORATE ORGANIZATION STRUCTURE lin +rrr UNTON CITIZENS =Paeker, OUNCIL sident, Tohi Neborr, athy Kedker ,Wheeler, n,8t Tent&sere 4306501 MAYOR Jesse Tanner 4306500 CHIEF ADMINISTRATIVE OFFICER Jay Covington 430-6500 HUMAN RESOURCES PLANNING/BUILDING/ EXECUTIVE DEPARTMENT FINANCE 8t . SK MANAGEMENT PUBLIC WORKS 4306500 INFORMATION SERVICES Midwel Webby,Administrator Gregg Zimmerman,Administrator Victoria Runkle,Administrator 430.7650 4307394 4306858 Risk Management Development SeMces Maya's OIBce Fis Sellas Neil Watts,Director Derek Todd Paui Kusakabe,Director Human Resources Transportation Systems City Aromey Sandra Meyer,Director Larry Warren Budgeting s Accounting CNB Service Commission Utility Systems Heating Exantrrer Lys Hornsby,Director Fred Kaufman Information Services Maintenance Services Mnidpal Cant Jodi CrumkY,Directs Terry Lee Jurado,Judge Printing Services City Clerk Marilyn Petersen FIRE DEPARTMENT POLICE DEPARTMENT COMMUNITY SERVICESECONOMIC DEV,NEIGHBORHOODS A.Lee Wheeler,Chief Garry Anderson,Chief Jim Shepherd,Administrator 8t STRATEGIC PLANNING 4307501 4307507 4306600 Sue Carson,Administrator 430-6580 Operations Operations/SupportFacilities Economic Deveksgrrent Art Larson,Deputy Flre Chief Joseph Peach,Deputy Chief Dennis Culp,Director Betty Noires,Director 4111111 Recreation Suppression Patrol Operatics Sylvia Alien,Director Psis Adntnistration/Support Sellas Patrol Services Leslie Betlach,Director Gen Gordon,Deputy Fire Chlef Library Investigations Clark Petersen,Director Tnlnirrg/Suppar[ Services Human Services AdMMstrative Sellas Karen Marshal,Hamlet Flre Prevention Capital Improvement Prolects Staff Setvkes Glenn Kost,Manager Emergency Management Safety Auxiliary Sellas 41W 2-1 �ai.a as�y, BUDGIET AT A GLANCE The Budget is developed February through September. In each odd numbered year, the City of Renton adopts a two-year, or biennial, budget. In the second year of the biennium, the Mayor and Council review the revenue and the services provided and determine if significant changes need to be 1 made to the second year. As the Mayor reviews the anticipated revenue, his first priority in either the biennium or for the revised second year is to continue the same level of services currently provided. This may require additional funds because the same service level may cost more. For example, as our City's population increases, we need more police officers to maintain the same response times for high crime areas. Departments estimate the costs of providing existing base services for the budget year. In addition, they submit requests for new programs that they would like the Mayor to consider. The Mayor evaluates the Departments' requests and recommends new programs for the Council's approval within the context of the Council's adopted Business Plan Goals. The Business Plan Goals are adopted in the Spring of each year during the Mayor and Council strategic planning retreat. At that time the Executive asks the Council for their policy direction and the priorities they would like to see in the next budget. That process is also used to ask the Council if the current level of service is meeting the needs of our community. ,rib The Mayor's proposed budget must be provided to the Council by October 31 for the ensuing year. The Mayor also provides the Council with an estimate of the revenue expected in order to meet the costs of providing services. The Council reviews the Budget and the revisions in November and December. A balanced budget must be approved for all City expenditures by the beginning of the budget year, which is January for the City of Renton. The Budget is reviewed and analyzed in open meetings with two public hearings established in order to hear citizens' opinions about the City's proposed expenditures. 2-2 cN E Niaft: . El z `�g R�a Ski :a ,�H..-�:. Saxe, `• ��x ' a�1 NO - BUDGET AT A GLANCE Once the Budget is adopted, it is the responsibility of the Mayor to ensure that expenditures are made within legal limits. If the economy changes or unanticipated needs are identified during the year that require the budget to change, the Mayor recommends changes to the Budget. All increases must be approved by a Council adopted ordinance. If the revenues are not healthy, the Mayor can make decreases to the Budget to ensure the City does not overspend available resources. In Renton, if that should occur, the Mayor would work closely with the Council on the changes that have to be made. qtr Basis of Accounting. The basis of accounting used determines when revenue and expenditures or expenses are recognized in the accounts and reported in the financial statements. All governmental funds are accounted for using the modified accrual basis of accounting. Their revenue are recognized when they become measurable and available. Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred. All Proprietary Funds and Pension Trust Funds are accounted for using the accrual basis of accounting. Under this basis of accounting, the revenue are recognized when they are earned and their expenses are recognized when they are incurred. rlrr wr err 2-3 iia 3 �'„„�k�,"�k3A a'�' a a4 b aa� F A a �a L �o �o`,� 'a � �so•a� aeak a ��� vL � �,•axy�,� �t�� 3 ze� •u�.�,Sn �, 3a @ a"aaa�¢ �`���a a�iae,5i �aa�aaa �aa���k •'c�:,�sz�a a e€ag:a�.�� 3�$ a�, ea a"3 'fao ,, BUDGET AT A GLANCE � �,•���� ��. .� , a�•���•.•�, Mission Statement Business Plan Goals Mayor/Council Strategic Planning Retreat Strategic Plan Department Goals and Objectives TCIP Ordinance Misc. Budget Amendments Misc. Budget BUDGET Year End Amendments Cleanup Ordinance CIP Revenue Manual Debt Manual Comprehensive Plan Six Year Forecast Model Financial and Operational Goals TCIP: Transportation Capital Improvement Program CIP: Capital Improvement Program =a rt, 2-4 �' t a �• � `�^.a3 nye'Da'3:3�, e�eZ�i a�� �a„, 'Y� 4a ,a �e t a� BUDGET AT A GLANCE � a Description c t y E a E E c p p e Qi v O Z D The budget process and time limits are established by State law. The City of Renton adheres to the following procedures. 1. The Mayor,Council and staff meet to set priorities (Council/staff Retreat.) 2. Council Committee of the Whole adopts the Business Plan Goals and Strategies. 3. Budget instructions,salary and benefit computations and forms are prepared and distributed to departments on or r» before July 1. 4. Six-year Transportation Capital Improvement Program and associated budget adjustments adopted by Council,by ordinance. 1111 5. Departments prepare and submit new operating programs, positions and reclassifications,and six-year capital improvements. 6. Departments prepare line item(base line)budget requests and submit to Finance by the second week of August. 7. Base line budget requests,revenue assumptions,new programs and capital improvement requests are compiled into a document for the Mayor's review in September. 8. The Mayor reviews budget requests with each department during first two weeks in September,with decisions made by the end of September. 9. The property tax levy is established by ordinance the first Monday in October,or when available. 10. The Mayor's Preliminary Budget is prepared and filed with ill the City Clerk by the first working day in November;available for public review. 11. The City Clerk publishes a notice of filing the preliminary budget,and also designates the date,time,and place of the 10 public hearing on the final budget. 12. Council Committee of the Whole conducts budget hearings with department heads during the month of November. The hearings are open to the public. 13. The final hearing on the proposed budget must begin on or before the first Monday of December,and may continue until the 25th day prior to the next fiscal year. 14. Year-end budget adjustments for the current budget year are presented to Council for adoption,by ordinance. 15. The City Council approves amendments to the proposed budget,and following the public hearing adopts a final 1rIY balanced budget,by ordinance,prior to January 1. 16. The final Budget as adopted is published,distributed,and made available to the public during the first three months of the ensuing year. f ow 2-5 �..a..,. T. a < s sa Cay a r Cx�C F• q ti x BUDGET AT A GLANCE �.a , The City's budget is comprised of seven major fund types or groups. The following is a general overview of each fund type. GENERAL GOVERNMENTAL FINDS CAPITAL IMPROVEMENT FUNDS These funds are used to account for resources that These funds are used to account for the acquisition are generally not dedicated for a specific purpose. and construction of major capital facilities and It is used to meet the basic services that your local equipment. All projects supported by these funds government provides. can be found in the 2001-2006 City of Renton Major Revenues Capital Improvement Program. • Taxes Major Revenues • Fees,licenses,and permits • Federal and State grants • Fines and forfeitures • Special assessments • Intergovernmental (federal,state) • Property Tax Primary Services • Sales Tax • Police protection • Real Estate Excise Tax • Fire protection/Emergency medical services • Impact Mitigation • Parks and Recreation Primary Services • Municipal Court/Legal services • Capital improvement projects • Library Services • Street maintenance/Planning ENTERPRISE FUNDS • Economic Development/Planning These funds are used to account for the operations • Administrative functions that are financed and operated in a manner similar to private business enterprises. SPECIAL REVENUE FUNDS Maior Revenues These funds are used to account for revenues that • Service (user) charges are to be used for a specific purpose as required by • Federal and State grants law or administrative action. • Revenue bonds Maior Revenues • State loans • State and Federal grants Primary Services • Taxes • City Utilities Primary Services • Renton Municipal Airport • Economic Development • Maplewood Golf Course ♦ Cable Communications • Street Overlay INTERNAL SERVICE FUNDS • Art Fund These funds are used to account for the goods and services furnished by one city department for DEBT SERVICE FUNDS another department on a cost reimbursement basis. These funds are used to account for the Maior Revenues accumulation of dedicated revenue and payment • Charges to other city departments of principal and interest related to the City's General Primary Services Obligation bond issues. • Fleet Management Major Revenues • Insurance,Health/Property liability • Property tax levies • Real Estate Excise Tax FIDUCIARY FUNDS • Special assessments These funds.are used to account for assets held by Primary Services the City in a trustee capacity. • Payment of principal and interest on Maior Revenues outstanding bonds • Investment interest Primary Services • Fire Pension Fund 2-6 ..........., .� �'' z� '����� �x'`,s�\a"3Cxg`�'4,a a. z r�'a,aa �k��\e'� a ����x•�`���s-aap��E: BUDGET AT A GuwcE Ml General Special Debt Caital Internal Govmt Revenue Services Imprvmb Enterprise Services Fiduciary TOTAL REVENUE Property Tax $16,454,100 $636,025 $17,090,125 Sales Tax 16,332,200 130,000 400,000 16,862,200 Utility&Natural Gas 8,510,000 30,000 8,540,000 Gambling Excise Tax 2,461,000 2,461,000 Other Taxes 2,020,000 850,000 2,870,000 TAXES SUBTOTAL $45,777,300 $160,000 $636,025 $1,250,000 $0 $0 $0 $47,823,325 Fees&Permits 1,538,800 2,000,000 22,600 3,561,400 Federal &State Grants 145,000 279,675 2,059,241 517,000 3,000,916 Intergov&Interfund 5,731,440 342,000 350,000 817,816 69,000 7,310,256 Revenue Charges for Services 1,904,400 1,402,100 31,560,150 1,664,700 36,531,350 Other Revenues 2,488,750 17,300 388,568 3,467,227 12,206,260 8,194,909 65,000 26,828,014 Operating Revenue $11,808,390 $638,975 $388,568 $9,278,568 $45,123,826 $9,859,609 $134,000 $77,231,936 REVENUE TOTAL $57,585,690 $798,975 $1,024,593 $10,528,568 $45,123,826 $9,859,609 $134,000 $125,055,261 Use of Fund Balances $809,625 $58,352 $0 $3,483,707 $174,918 $0 $207,550 $4,734,152 TOTAL RESOURCES $58,395,315 $857,327 $1,024,593 $14,012,275 $45,298,744 $9,859,609 $341,550 $129,789,413 to EXPENDITURES Legislative $143,747 $143,747 to Executive 2,510,011 43,700 525,000 3,078,711 Legal 932,372 932,372 Econ Dev,Neigh,Strgic Ping 1,288,177 170,352 414,500 1,873,029 o Human Resources&RM 669,708 6,229,045 6,898,753 Finance &IS 2,950,011 907,600 3,857,611 Police 13,323,134 13,323,134 0 Fire 11,028,000 2,100,000 13,128,000 Ping/Bldg/Public Works 9,538,631 6,796,448 34,881,258 2,685,900 53,902,237 Community Services 10,666,710 279,675 1,855,000 1,620,311 14,421,696 io Interfund Transfers 1,000,000 353,500 1,338,727 1,810,136 4,502,363 Non-Departmental 2,348,613 75,000 1,555,669 337,400 341,550 4,658,232 Debt Service 1,996,201 879,520 4,784,069 7,659,790 to TOTAL COMMITTED 58,395,315 847,227 879,520 14,012,275 44,651,443 9,252,345 341,550 128,379,675 EXPENDITURES Increase to Fund Balances 0 10,100 145,073 0 647,301 607,264 0 1,409,738 EXPENDITURES TOTAL $58,395,315 $857,327 $1,024,593 $14,012,275 $45,298,744 $9,859,609 $341,550 $129,789,413 lr irr 2-7 MINx ��sy� a..a�...,.,< BUDGET AT A GLANCE FUND GROUPS General Government Debt Service 45.5% 0.7% Captial Improvement 10.9% . s= Special Revenue& Fiduciary 0.9% Enterprise Internal Service 34,8% 7.2% General Government $58,395,315 Special Revenue 847,227 Debt Service 879,520 Capital Improvement 14,012,275 Enterprise 44,651,443 Internal Service 9,252,345 Fiduciary 341,550 $128,379,675 2-8 xg'ar'CA ^� a a. ai�' x�" a$� c BUDGET AT A GLANCE a �a DEPARTMENT BUDGET PERCENTAGES Enterprise/Utilities 30% its Community Services 14% Debt Service 2% Inter Departmental 3% Planning/Building/ Public Works 19% Administrative 12% Police Fire 10% 10% Aw tw +rr Police $13,323,134 Fire 13,128,000 Planning/Building/Public Works 24,822,921 No Enterprise/Utilities 37,545,274 Community Services 17,532,839 Debt Service 2,875,721 rw Inter Departmental 4,257,715 Administrative 14,894,071 $128,379,675 2-9 BUDGET AT A GLANCE ea,� CITY OF RENTON BUSINESS PLAN GOALS 1. Encourage and Support Economic Development and Downtown Redevelopment 2. Encourage and Support Neighborhood Revitalization 3. Improve the City's Image in the Community and Region 4. Meet the Service Demands that Contribute to the Livability of the Community 5. Influence Regional Decisions that Impact the City The following programs and funding decisions were added to the 2001 base budget to further the Business Plan Goals as established by Departments and adopted by the City Council. PROGRAMS AND FUNDING DECISIONS AMOUNT GOAL NO. Finance and Information Services Additional Staff (2 FTE) $113,500 4 Economic Development,Neighborhoods, at Strategic Planning Neighborhood Budget Program (1 FTE) $100,000 2 Amendments to Title IV $65,000 4 Port Quendall Funding $280,000 1 Highlands Planning $85,000 2 Continuation of Marketing Program $130,000 3 Police Jail Services Additional Staff (2 FTE) $52,000 4 Valley Communications $300,000 5 Community Services Golf Program $68,500 4 National Hydroplane Races $2,000 3 Plandhg/Buuding/Pubuc works Utility Locator Program Additional Staff (1 FTE) $75,850 1 Building Activity Additional Staff (1.5 FTE) $85,000 4 Port Quendall Transportation Studies $204,000 1 Endangered Species Act Planning $25,000 5 Non-Departmental Performing Arts Center $300,000 3 Centennial Program $109,000 3 2-10 IBM, 1111111110 BUDGET AT A GLANCE a_ NEW PROGRAM DECISIONS BY BUSINESS PLAN GOALS Livability of the Interlocol Agreements Community 16% 19% Downtown Community Image Redevelopment 27% 29% a Neighborhood Revitalization 9% NEW PROGRAM DECISIONS BY DEPARTMENTS Community Services Capital Projects 4% 15% Public Works Administrative 20% 11% 1 Public Safety Economic Development 18% 32% go r 2-11 BUDGET AT A GLANCE ` S a ANNUAL DEPARTMENTAL EXPENDITURES $160,000,000 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 1998 1999 2000 Budget 2000 2001 Budget ■Police ■Fire ■Planning/Building/Public Works ❑Enterprise/Utilities ■Community Services IS Debt Service Inter Departmental ❑Administrativ e 1998 1999 2000 Budget 2000 Actual 2001 Budget $135,226,236 $132,260,654 $148,686,601 $121,175,375 $128,379,675 The 2001 Budget for Planning/Building/Public Works (PBPW) includes a material change from the 2000 budget process. The P/B/PW Department elected to budget only projects that they believe will be completed in 2001. The impact of this change reduced just over $8.3 million from their 2000 budget levels. During the time period of 1997 and 1998, increases in major capital improvements raised the overall level of spending. The projects included $15 million for the purchase and remodel of the new city hall; and $11 million for utility and waterworks improvements. 2-12 v�iaaaa� � BUDGET AT A GLANCE EMPLOYMENT HISTORY 800.0 700.0 600.0 638.6 643.9 655.1 667.7 673.8 500.0 400.0 300.0 200.0 100.0 0.0 1997 1998 1999 2000 2001 Budget Budget ■Police ■Fire 0 Planning/Public Works ■Enterprise/Utilities 0 Community Services [3 Administrative THE 2001 BUDGET YEAR INCREASES REGULAR STAFFING BY 6.1 FTE r One position is being converted from a contract employee to a regular FTE in Police. One position is being added to Community Services. One and one-half positions are being added to Planning/Building/Public Works. • Two positions are added to Finance and Information Services. One position is being created and .4 intermittent position reduced in Economic Development. The total authorized FTE for the city is now 673.8 (regular full time, part time, limited term, temporary and intermittent staff). 2-13 KI.J upi'`saa.Zj., ��O a �� ro �a �a ak �S �Re.e xa����a4�aa 'e\ ��@�a. eq•r a a� 'b'�a BUDGET AT A GLANCE a r REVENUE BY TYPE $160,000,000 $140,000,000 m $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 1998 1999 2000 2000 Actual 2001 Actual Actual Budget Budget ■Tax Revenue ■Licenses and Permits ■Intergovernmental Revenue 0 Charges for Services ■Other Financing Sources The 1998 actual includes extensive use of accumulated fund balances and revenue from a bond issue. These monies were directed towards capital improvements in the downtown core and a new City Hall. In November 1999, the voters approved Initiative 695. While that initiative was found to be unconstitutional in October 2000, the State Legislature, in January 2000, eliminated the Motor Vehicle Excise Tax paid on vehicles each year. This was one of the features of Initiative 695. The City of Renton had received approximately$650,000 in revenue from this source of funds. The State replaced$100,000 of these funds in 2000 and$200,000 in 2001. The future of this state grant will be determined by the State Legislature on a biennial basis. In November 2000, there are several voter initiatives on the ballot. Two of these, Initiatives 722 and 745, directly impact the City. The others may impact state resources that will have an impact on future state grants to cities. Initiative 722, if passed,states assessed values and property tax levies can grow only by the lesser of two percent of the Implicit Price Deflation annually. This will mean a loss of$750,000 to$500,000 in direct revenue in 2001. We plan to use fund balances to meet this loss in 2001. However,in future years we will have to review ways to meet this lower growth rate. Our assessed value in 2001 is expected to increase by more than six percent. We had hoped this would be correct so that we could considerably lower our property tax. If the levy and assessed value are both held at a two-percent annual growth, the rate will remain at$3.40. This transfers costs from higher end values to lower end property values. Initiative 745 states the state must dedicate 90 percent of all transportation monies to the building of roads. At this time,we do not know the impacts on the$2 million that we receive annually from State for transportation grants. 2-14 a� w ;,�&,�x ���� BUDGET AT A GLANcE ills AeWW AMW Budget AcWW Budget 0401 0401 TAX REVENUES: Property Taxes 14,509,953 15,650,400 17,058,836 16,401,696 17,090,125 8.4% 0.2% Retail Sales and Use Tax 14,948,815 15,282,981 16,100,000 16,585,478 17,012,200 2.1% 5.7% Utility Taxes 7,071,938 7,579,958 8,080,000 8,721,701 8,390,000 7.3% 3.8% Real Estate Excise Tax 2,368,380 2,316,523 1,347,900 2,338,339 1,775,000 2.1% 31.7% Gambling Excise Tax 1,984,097 2,459,571 2,404,328 2,320,841 2,461,000 21.5% 2.4% Other Taxes 573,385 1,108,360 1,032,975 1,533,958 1,095,000 -9.0% 6.0% TOTAL TAX REVENUE $41,456,568 $44,397,793 $46,024,039 $47,902,013 $47,823,325 5.8% 3.9% 10 OPERATING REVENUES: UCENSES AND PERMITS: Business Licenses&Permits 2,597,025 2,572,812 2,438,800 2,522,868 2,532,000 15.8% 3.8% Building Permits 1,619,621 1,174,166 948,620 1,986,872 1,006,400 -4.9% 6.1% Non-Business Licenses/Permits 53,670 51,045 49,800 80,721 23,000 60.7% -53.8% TOTAL LICENSES AND PERMITS $4,270,316 $3,798,023 $3,437,220 $4,590,461 $3,561,400 9.7% 3.6% INTERGOVERNMENTAL REVENUE: illa Federal Grants 4,231,632 2,433,828 3,810,521 1,850,372 3,000,916 2.9% -21.2% State Shared Revenue 6,762,893 3,130,236 2,111,044 4,169,573 2,115,000 -61.6% 0.2% Inter Fund Revenue 5,219,592 4,689,130 5,121,568 5,217,545 5,593,900 5.5% 9.2% Other intergovernmental Revenue 397,650 1,195,704 352,415 832,245 313,600 -22.8% -11.0% TOTAL INTERGOVERNMENTAL REVENUE $16,611,767 $11,448,898 $11,395,548 $12,069,734 $11,023,416 -21.4% -3.3% CHARGES FOR SERVICES: Utility&Environment 28,285,771 28,618,502 29,314,025 29,334,310 29,719,905 1.2% 1.4% Recreation 2,144,477 2,222,153 2,089,600 2,348,611 2,351,045 2.1% 12.5% Plan Checking Fees 582,273 459,364 450,000 815,510 472,700 0.0% 5.0% Planning/Zoning/EIS Fees 189,024 178,838 103,397 159,095 147,400 -4.3% 42.6% Rents/Leases/Concessions 1,847,085 1,720,560 1,846,830 1,885,520 2,068,250 11.2% 12.0% Other Transportation 24,034 7,522 7,000 37,738 7,000 0.0% 0.0% TOTAL OTHER REVENUE $33,072,664 $33,206,939 $33,810,852 $34,580,784 $34,766,300 1.7% 2.8% TOTAL OPERATING REVENUE $53,954,747 $48,453,860 $48,643,620 $51,240,979 $49,351,116 -4.4% 1.5% OTHER REVENUES: Mitigation Fees;Transportation,Fire&F 1,902,886 1,674,173 1,050,000 1,948,086 975,000 0.0% -7.1% Interest Earnings 3,764,433 2,992,427 2,022,939 3,522,021 2,302,085 -15.3% 13.8% 1A* Employee Insurance Premiums 3,771,697 4,197,008 4,820,233 5,080,157 4,982,709 11.2% 3.4% Inter-Department/Fund Service Char( 4,635,057 4,429,555 4,428,641 4,334,430 4,235,256 0.2% -4.4% Other Revenue 3,761,636 2,292,994 2,400,943 1,852,315 1,645,757 31.9% -31.5% Inter-Fund Transfers 23,856,514 19,206,690 18,305,735 11,724,831 13,740,013 48.7% -24.9% TOTAL OTH ER R EVEN U E $41,692,223 $34,792,847 $33,028,491 $28,461,840 $27,880,820 25.5% -15.6% TOTAL REVENUES-ALL FUNDS $137,103,538 $127,644,500 $127,696,150 $127,604,833 $125,055,261 5.8% -2.17. Wrr �' 2-15 ,a� BUDGET AT A GLANCE .,��� . EXPENDITURE BY PURPOSE $160,000,000 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 1998 1999 2000 2000 2001 Actual Actual Budget Actual Budget NSalaries and Wages MPersonnel Benefits ■Supplies ❑Other Services and Charges Intergovernmental Services ■Capital Outlay Debt Service ❑Interfund Payments Through this time, personnel expansion has been limited. The 2001 budget year increases staffing by 6.1 FTE. The total FTE for the city is now 673.8. A change in the 2001 budget process for transportation improvements reduced just over$8.3 million from their 2000 budget levels. Due to labor contractual changes in 2000, all salary, wage and benefit dollars reflect actual FTE's as of June 2000. n 2-16 ,`�` aa Wy�A4 ead�� BUDGET AT A GLANCE 1998 1999 2000 2000 2001 %Chg %Cbs EXPENDITURES Actual Actual Budget Acetal Budget 99.00 0001 1111110 SALARIES AND WAGES: Salaries 29,509,670 30,418,730 33,344,968 32,353,285 35,246,329 4.9% 5.7% Overtime 1,376,753 1,653,201 1,507,602 1,682,137 1,580,561 4.4% 4.8% TOTAL SALARIES AND WAGES $30,886,423 $32,071,931 $34,852,570 $34,035,422 $36,826,890 4.9% 5.7% PERSONNEL BENEFITS:- Retirement/FICA ENEFITS:Retirement/FICA 4,273,653 4,029,745 3,996,554 3,784,324 4,187,994 -11.6% 4.8% 110 Medical and Employee Insurance 7,085,298 8,156,108 8,864,757 9,196,017 9,276,794 9.9% 4.6% TOTAL PERSONNEL BENEFITS $11,358,951 $12,185,853 $12,861,311 $12,980,341 $13,464,788 2.1% 4.7% SUPPLIES: iib Operating Supplies/Equipment $2,930,318 $3,195,274 $3,590,916 $3,232,636 $4,519,883 0.0% 25.9% OTHER SERVICES at CHARGES: Professional Services 9,559,117 10,219,315 11,333,461 10,775,828 11,288,374 4.3% -0.4% am Operating Rentals&Leases 2,392,518 2,790,252 3,148,806 3,009,761 3,314,470 8.5% 5.3% Property/Liability Insurance 2,590,350 3,537,113 2,804,966 2,605,250 3,063,626 -26.9% 9.2% Public Utility Services 8,217,932 8,908,101 8,831,342 8,282,735 9,119,649 2.0% 3.3% N Operating Services and Charges 2,534,821 2,816,652 3,260,566 2,913,120 3,558,311 -0.8% 9.1% TOTAL OTHER SERVICES AND CHARGES $25,294,738 $28,271,433 $29,379,141 $27,586,694 $30,344,430 -0.6% 3.3% INMGOVERNMEMAL SERVICES: No TOTAL INTERGOVERNMENTAL SERVICES $4,235,621 $4,256,162 $4,494,484 $4,450,386 $4,616,614 3.6% 2.7% CAPITAL OUTLAY: Land,Buildings and Equipment 10,521,986 13,908,295 16,785,571 9,085,204 6,914,695 -22.5% -58.8% go Construction 22,501,363 12,557,862 26,486,500 11,137,827 16,298,190 -1.7% -38.5% TOTAL CAPITAL OUTLAY $33,023,349 $26,466,157 $43,272,071 $20,223,031 $23,212,885 -11.0% -46.4% 10 DEBT SERVICE:(Pdndpal and Interest) Principal 4,951,467 5,569,323 5,400,405 5,038,448 4,669,939 -2.0% -13.5% Interest and Related Debt Costs 3,110,918 3,278,944 3,105,900 2,679,139 2,912,201 -11.8% -6.2% TOTAL DEBT SERVICE $8,062,385 $8,848,267 $8,506,305 $7,717,587 $7,582,140 -5.8% -10.9% lkw Inter-Fund Payments&Transfers $19,434,451 $16,965,577 $11,729,803 $10,949,278 $7,812,045 -28.8% -33.4% TOTAL EXPENDITURES-ALL RINDS $135,226,236 $132,260,654 $148,686,601 $121,175,375 $128,379,675 -5.6% -13.7% 61U aw 2-17 `uL '�" �� ,�F\��b 3'se '�bk,q��'O•Fb���a, 3 '�� k BV W ET AT A GLANCE The City's health is the reflection of two inter-related components: the quality and level of services it provides and its ability to pay for those services. The City's ability to pay is a function of its economic health. In Washington state our general economic health is primarily a function of property value and sales tax base. While cities have other sources of revenue, unless Renton has a healthy base,the other revenue will not occur. In years past it was easy to determine how our economy was performing because Renton depended on the fortunes of The Boeing Company. The last time Renton was so dependent was in the early 1990's. As the graph illustrates, Boeing accounted for more than 50 percent of our employment while at the same time, the overall employment at Boeing was rapidly decreasing. Total Annual Employment 45,000 O g EmployeesBoein 40,000 ■Other Employees 35,000 30,000 25,000 S 20,000 15,000 10,000 5,000 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 Proj Boeing's employment is based upon the productivity rates and number of planes built. Because Boeing remains focused on improving productivity, we do not expect to see significant employment growth. The City commissioned an economic study by Doug Pedersen & Associates. Based on this study, we expect to see a small 0.6 percent increase in Boeing employment in 2001 and a 2.7 percent increase in 2002, based upon 737 and 757 orders. While we do not directly receive a great deal of revenue from employment, there are correlations between Boeing employment and the economic health of Renton. In the early 1990's,the City actually had negative growth in assessed valuations because of Boeing's influence on property. We were able to maintain sales tax revenue during that period due to a major State construction project. Sales tax revenue in other categories had negative 2-18 dam a SIMMER, gg + growth. This caused significant concern for City policy makers. The outcome irrr was the initiation of an aggressive economic development campaign. The economic development campaign had three clear objectives formulated in 1993. They were: Attract new businesses from a diversity of sectors; Develop business friendly, but also growth friendly practices and policies; and Invest in capital projects to improve the downtown core. j The results of this plan have been successful. Renton is now home to such companies as Wizards of the Coast, Wal Mart, Fred Meyer, Multiple Zones, and IKEA. There are also several new multifamily complexes in the downtown core; and, Renton's automobile dealers have consolidated into one area of the City which has created a synergy among the dealerships. The results have been positive. As the graph below illustrates, our property tax valuations have increased a great deal over the past few years. These increases are coming from two major areas: re-valuations of existing properties and from new construction. For example, in 2001 our total new r construction valuation added $134.5 million to our total assessed valuation (AV). This is the third highest new construction amount since 1985. Assessed Valuation and Tax Levy Rate $6,000,000,000 $3.60 m $4,500,000,000 $2.70 Q mo a o $3,000,000,000Ck $1.80 21 a ' o. $1,500,000,000 Total AV $0.90 10 —O—Tax levy Rate Year 1992 1993 1994 1995 1996 1997 1998 1999 2000 ire This graph illustrates that as our AV increases, our tax levy rates per $1,000 of AV decreases. In 2001, we will have nearly 5 billion of total AV. Since 1995 our rate has decreased from our legal maximum of $3.60 per $1,000 of AV to $3.27 per$1,000 of AV. This is a 9.1 percent decrease. 2-19 c �o ss4 �ak Im a��a3 BuuGer AT A GLANa a .a' Another major outcome of our economic development program is the growth in sales tax revenue. The graph below illustrates Renton's sales tax growth over the past five years has been 8 percent. The 1999 collection was not as great as we had expected. Due to a State initiative (1-695) on vehicle licensing costs, we saw a slowing of car sales in late 1999. This recovered throughout 2000. Sales Tax Growth $18,000,000 $15,000,000 $12,000,000 $9,000,000 $6,000,000 ■New Businesses [3 One time $3,000,000 ■Manufacturing M All Other $- 1993 1994 1995 1996 1997 1998 1999 2000 2001 This graph illustrates several changes going on with our sales tax. First, through 2002 we are receiving back taxes. This is adding approximately $400,000 to the City, and is being dedicated to capital improvements. In 1996 the state exempted manufacturing activities from sales tax base. This is a rapidly declining source of revenue to us, and we have lost over $750,000 from manufacturing activities in our City. Obviously,from this graph we are adding to our base. We are predicting our sales tax base will continue to grow by three to five percent annually. Finally, we track the new businesses' tax payments. We have had significant growth to our base with the addition of Multiple Zones, Ikea, Wal Mart, Fred Meyer, and new car dealerships to our City. The commercial and residential growth has also translated into healthy revenue in the areas of utility taxes. These are generated from electrical, natural gas, city utilities, phone, cable TV, city-owned utilities, and a transfer station. In the past three years these revenues have grown annually by five percent. Further, we have had little or no rate increases in most of these utilities over the same time period. Thus, the change is related to growth. The Washington Utilities Commission approved a significant increase to the cost of natural gas in 2001 so we expect to see a large increase in utility taxes. 2-20 a aii \\o� BUDGET AT A GLANa We expect the single digit growth of 2000 to continue in all areas of our e be economy through 2002. We issued over 400 single-family housing permits in 2000,which is a two-percent increase to our total housing base. 60 We annexed over 250 acres of vacant land during the past year. By the end of 2001, most of this property will hold multiple newly built $225,000 homes. We expect our assessed value to increase. The Southport development, located along the south shore of Lake Washington near our Coulon Park, started in late 2000. This development will replace an old power plant with upscale residential and commercial space. There will be over 350 residential units and 550,000 square feet of office space by 2003. The City of Renton continues to grow at a measured pace. The economic forecasts at the State and County level suggest the area's fiscal health will remain steady for, at least, two additional years. For additional detail on the City's revenue, please refer to the City's Revenue Manual. This document offers an explanation of all the City's major sources of revenue. r �w ilia Ift 2-21 FUTup.E DEVELOPMENT f LAKE HOPEN s FAQ �. � f h x �F � mt•J13 L1'L+F ta 64'x".4v.+3wln..T+..F�. '�n 11 Mg ` it T ft Renton PAC Q 4 Kenw ith Pia Renton R toTedxiicalCo " Pt 4 S Ae \C—f wntmn SW 7t,sL Maplewood t GOV Carse _ im stldilf "„Pro yam • Cost ices Training entir f/ Valley Office er t' f A. Port Quendail . H B. Southport sw +ad sc 1 C Valley Growth valley I Mekal s b 2-22 Operating Budget t � v � � CEO b ;-e------- +A. OPERATING BUDGET SECTION The Operating Budget section is organized by Department. Each Department begins with a summary of all divisions within the department, followed by the detail for each division. The department segment provides information on the department's mission, activities performed by all of the divisions, the expenditure budget, authorized staffing levels, accomplishments, goals, and a description of changes in budgeted expenditures for the current budget period. BUSINESS PLAN GOALS Each division section within a department lists the 2001 objectives for that division as they relate to the City of Renton's Business Plan Goals, which are shown below. Division objectives are followed by the number(s) of the Business Plan Goal(s) to which they relate. For example, one of the 2001 objectives for the Recreation Services Division of the Community Services Department is to "build on the "Club" Highlands and "Club" North Highlands Neighborhood Centers programs to increase participation and the level of ownership of participants." This objective supports Business Plan Goal #2 Encourage and Support' Neighborhood Revitalization, #3 Improve the City's Image in the Community and Region, and #4 Meet the Service Demands that "" Contribute to the Livability of the Community. F2. 2001 CITY OF RENTON BUSINESS PLAN GOALS courage and Support Economic Development and Downtown Redevelopment. courage and Support Neighborhood Revitalization. prove the City's Image in the Community and Region. eet the Service Demands that Contribute to the Livability of the Community. fluence Regional Decisions that Impact the City. i 3-1 TABLE 5: STAFFING COMPARISON BY DEPARTMENT 1998 1999 2000 2000 2001 oil Department Actual Actual Budget Actual Budget Regular Full Time,Part Time,Limited Term,Temporary and Intermittent Staff., LEGISLATIVE SERVICES: J, City Council Members 7.0 7.0 7.0 7.0 7.0 City Council Liaison 0.7 0.7 0.7 0.7 0.7 TOTAL LEGISLATIVE 7.7 7.7 7.7 7.7 7.7 EXECUTIVE: Administration 6.0 6.0 6.0 7.0 7.0 Municipal Court 13.7 13.7 13.7 13.7 13.7 Hearing Examiner 1.5 1.5 1.5 1.5 1.5 City Clerk 5.0 5.0 5.0 5.0 5.0 TOTAL EXECUTIVE 26.2 26.2 26.2 27.2 27.2 COMMUNITY SERVICES: Admin,Facilities,Parks&Recreation 115.3 114.6 120.5 120.5 120.5 Human Services/CDBG 6.2 6.2 6.2 6.2 6.2 Library Services 21.8 23.5 23.5 23.5 23.5 Municipal Golf Course 19.1 19.7 19.4 19.4 20.4 TOTAL COMMUNITY SERVICES 162.4 164.0 169.6 169.6 170.6 ECON DEV,NEIGHBORHDS,at STRATEGIC PLNG Econ Dev,Neighborhds,&Strategic Ping 11.3 11.7 12.7 12.7 13.3 TOTAL ECON DEV,NEIGHBORHDS,&STRATEGIC PLNG 11.3 11.7 12.7 12.7 13.3 FINANCE 8t INFORMATION SERVICES: Finance 20.5 21.5 21.5 21.5 21.5 Information Systems 10.8 10.8 11.8 11.8 13.8 1 j TOTAL FINANCE&INFORMATION SERVICES 31.3 32.3 33.3 33.3 35.3 FIRE: Administration 5.0 5.0 5.0 5.0 5.0 Operations 93.0 96.0 98.0 98.0 98.0 Prevention 9.0 9.0 10.0 10.0 10.0 Training 2.0 3.0 3.0 3.0 3.0 Emergency Management 1.0 0.0 0.0 0.0 0.0 TOTAL FIRE 110.0 113.0 116.0 116.0 116.0 HUMANK MANAGEMENT: Administration/Civil Service Commission 5.4 5.9 6.4 6.4 6.4 Risk Management 2.0 2.0 2.0 2.0 2.0 HUMAN RESOURCES/RISK MANAGEMENT 7.4 7.9 8.4 8.4 8.4 PLANNING/BUILDING/PUBLIC WORKS: Administration 4.1 4.1 4.1 4.1 4.1 Development Services 41.7 41.7 40.7 40.7 41.2 Transportation 36.6 38.8 39.8 39.8 39.8 Planning/Technical Services 0.0 0.0 0.0 0.0 0.0 Utility Systems 24.7 24.7 25.2 25.2 25.2 Maintenance Services 63.3 64.8 64.8 64.8 65.8 TOTAL PLANNING/BLDG/PUBLIC WORKS 170.4 174.1 174.6 174.6 176.1 Administration 4.0 3.0 3.0 4.0 4.0 Patrol Operations 57.0 54.0 54.0 53.0 53.0 Patrol Services 10.2 10.2 10.2 10.2 10.2 Investigations 15.0 16.0 16.0 16.0 17.0 Staff Services 13.0 11.0 11.0 11.0 11.0 Administrative Services 7.0 9.0 9.0 8.0 8.0 Auxiliary Services 11.0 15.0 15.0 16.0 16.0 TOTAL POLICE 117.2 118.2 118.2 118.2 119.2 TOTAL643.9 655.1 666.7 667.7 67 .8 i 3-2 +0 TABLE 6: OPERATING BUDGETS, CAPITAL IMPROVEMENTS, AND DESIGNATED EXPENSES 1998 1999 2000 2000 2001 %Cha %Cha Vw Department Actual Actual Budget Actual BudM 99.00 00A1 LEGISLATIVE: Legislative(City Council 112,382 118,583 137,345 133,308 143,747 5.9% 4.7% TOTAL LEGISLATIVE 112,382 118,583 137,345 133,308 143,747 5.9% 4.7% EXECUTIVE.- to XECUTIVE:to Executive Administration 558,652 597,290 689,566 631,363 719,083 14.0% 4.3% Municipal Court 1,041,182 1,085,635 1,169,893 1,134,501 1,233,600 2.8% 5.4% City Attorney 879,921 992,162 907,372 920,486 932,372 5.6% 2.8% Hearing Examiner 108,922 111,014 114,386 115,864 122,303 -0.8% 6.9% City Clerk 374,580 377,485 395,061 383,164 435,025 -2.1% 10.1% TOTAL EXECUTIVE 2,963,257 3,163,586 3,276,278 3,185,378 3,442,383 5.0% 5.1% COMMUNITY SERVICES- Admin/Facilities/Parks Maint/Recreation 7,555,233 7,527,260 8,870,170 8,689,514 8,872,970 9.6% 0.0% Human Services 404,465 456,234 472,988 499,696 474,490 -0.9% 0.3% 68 CDBG Block Grants 265,352 263,201 499,035 274,085 279,675 77.0% -44.0% Library 1,184,624 1,248,203 1,338,300 1,337,294 1,389,250 4.1% 3.8% Golf Course 2,266,596 2.354,984 2,227,300 2,179,537 2,416,254 -9.1% 8.5% TOTAL COMMUNITY SERVICES 11,676,270 11,849,882 13,407,793 12,980,126 13,432,639 6.5% 0.2% IN ECON DEV,NEIGHBORHDS et STRATEGIC PLNG: Econ Dev,Nei hborhds&Strategic PIng 1,224,321 809,021 1,118,229 1,008,038 1,288,177 11.9% 15.2% TOTAL EDNSP 1,224,321 809,021 1,118,229 1,008,038 1,288,177 11.9% 15.2% FINANCE AND INFORMATIONS SERVICES: Finance 1,323,703 1,437,924 1,565,020 1,505,730 1,594,588 6.5% 1.9% Informations stems 890,685 1,086,031 1,206,704 1,151,634 1,355,423 -8.2% 12.3% TOTAL FINANCE AND INFORMATIONS SERVICES 2,214,388 2,523,955 2,771,724 2,657,364 2,950,011 -0.4% 6.4% FI RE: Administration 749,871 782,464 821,794 813,016 884,000 0.7% 7.6% Operations 7,380,483 7,787,887 8,700,842 8,533,210 8,925,000 7.5% 2.6% Prevention 629,313 658,426 754,818 734,109 829,100 13.1% 9.8% Training 274,016 362,214 355,925 354,178 373,500 2.4% 4.9% Emergency Management 28,552 14,123 16,334 21,239 16,400 -12.9% 0.4% TOTAL FIRE 9,062,235 9,605,114 10,649,713 10,455,752 11,028,000 7.1% 3.6% 1n/ HUMAN RESOURCES RISKMGMT: Personnel Administration/Civil Svc 470,523 509,742 635,247 558,899 669,708 13.2% 5.4% Risk Management 4,831,077 6,721,471 5,909,120 5,898,946 6,400,045 -12.5% 8.3% TOTAL HUMAN RESOURCES/RISK MGT 5,301,600 7,231,213 6,544,367 6,457,845 7,069,753 -10.6% 8.0% PLANNING/BLDG/PUB WORKS: Administration 274,269 283,308 292,918 288,334 316,858 1.2% 8.2% Development Services 2,546,666 2,634,938 2,810,201 2,787,193 3,017,653 -2.2% 7.4% Transportation Systems 3,262,889 3,290,760 3,843,128 3,543,156 4,078,123 5.8% 6.1% Utility Systems 25,727,403 20,391,284 20,984,350 20,276,821 20,397,972 -2.0% -2.8% Maintenance Services 14,272,374 17,148,889 16,304,094 14,745,031 16,323,714 -6.7% 0.1% TOTAL PLANNING/BLDG/PUB WKS 46,083,601 43,749,179 44,234,691 41,640,535 44,134,320 -3.2% -0.2% POLICE: Administration 1,429,301 1,363,470 1,589,718 1,539,787 1,724,100 -0.2% 8.5% Patrol Operations 5,310,529 5,473,147 4,963,388 4,926,131 5,142,400 -15.8% 3.6% Patrol Services 76,953 72,432 1,080,302 860,761 1,010,000 1146.4% -6.5% Investigations 1,479,767 1,763,784 1,733,720 1,864,906 1,819,134 13.6% 4.9% Administrative Services 732,817 806,885 961,918 915,635 909,700 18.0% -5.4% Staff Services 724,057 722,420 615,403 527,070 669,800 -23.9% 8.8% Auxiliary Services 1,374,513 1.635,541 1,808,656 1,889,091 1,973,000 20.2% 9.1% TOTAL POLICE 11,127,937 11,837,679 12,753,105 12,523,381 13,248,134 4.3% 3.9% NON-DEPARTMENTAL: Non-Departmental 8,071,480 4,337,251 4,125,763 3,707,937 3,348,613 4.7% -18.8% Limited G.O.Bonds 2,082,140 2,008,186 2,865,515 2,862,542 1,996,201 42.6% -30.3% imp TOTAL NON-DEPARTMENTAL 10,153,620 6,345,437 6,991,278 6,570,479 5,344,814 17.5% -23.6% TOTAL OPERATING BUDGET 99,919,611 97,233,649 101,884,523 97,612,206 102,081,978 1.1% 0.2% CAPITAL IMPROVEMENT PROGRAM(CIP): Non-Departmental 0 207,105 0 0 0 -100.0% N/A Police 0 241,142 160,000 117,582 75,000 -50.8% -53.1% Impact Mitigation 4,486,823 7,585,102 2,677,360 2,465,601 3,741,627 -70.4% 39.8% City Hall 4,687,433 2,921,058 0 0 0 -100.0% N/A Municipal Facilities 3,522,250 7,017,254 12,483.460 6,708,943 3,404,200 8.1% -72.7% Open Space 616,687 0 0 0 0 N/A N/A LID Construction 19,426 157,455 0 0 0 -100.0% N/A Transportation 6,916,046 6,969,966 16,047,160 5,207,795 7,451,448 -10.6% -53.6% CDBG 58,003 136,066 0 72,000 0 -100.0% N/A Golf Course 69,143 153,014 553,000 423,626 146,000 310.5% -73.6% Waterworks Utility 11,726,402 6,702,470 11,858,000 5,809,407 9,547,000 11.4% -19.5% TOTAL CIP PROGRAM 8L OTHER CIP COSTS 32,102,213 32,090,632 43,778,980 20,804,954 24,365,275 -18.3% -44.3% OTHER DESIGNATED EXPENSES 3,204,412 2,936,373 3,023,098 2,758,215 1,932,422 -2.3% -36.1% ITOTAL EXPENDITURES 135,226,236 13 , 60,654 14 ,686,601 121,175, 75 128,379,675 -5.6 -13.7% f� 3-3 y ............3-4 Legislative r r� r q, t r r °i 3 M. e` ORGANIZATION 4w w Randy Corman Council President Julia Medzegian Council Uaison �r Dan Clawson Kathy Keolker-Wheeler Council President Pro Tem Toni Nelson King Parker �j�41 -1. rr Don Persson Vacant* im CITY COUNCIL MEMBERS at COMMITTEES Term Committee Time Council Member Term Expires 2000 Committee Chair Meeting Das .m. Dan Clawson 4 Years 12/31/01 Committee of the Whole 1 st/2nd/3/rd/4th Mondays 6:30 Toni Nelson 4 Years 12/31/03 Community Services 1st/rd Tuesdays 3:00 Randy Corman 4 Years 12/31/01 Public Safety Mondays,as needed 6:00 Kathy Keolker-Wheeler 4 Years 12/31/03 Planning&Development 1 st/3rd Thursdays 4:00 rr King Parker 4 Years 12/31/03 Finance Every Monday 6:00 Don Persson 4 Years 12/31/03 Transportation/Aviation 1 st/3rd Tuesdays 4:00 Terri Mere 4 Years 12/31/01 Utilities 1 st/3rd Thursdays 3:00 irrr 3-5 Z k a."aE 2S A@ �p�/� cc CO PLEG17SLATWESEP. ICES/ClTYWY„C1� PROGRAM MISSION The City Council assesses the needs of the public and sets priorities; develops and adopts ordinances, resolutions and policy alternatives to meet those needs; and provides coordination and evaluation of programs and service objectives. DIVISION OVERVIEW 66 The Legislative Services/City Council Department is included in the General Fund (000). Expenditure Comparison $150,000 - $120,000 - $90,000 - $60,000 - $30,000 - $0 150,000$120,000$90,000$60,000$30,000$0 Ilii 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget PROGRAM ACTIVITY The City Council has all of the powers delegated by the State Constitution, which are not specifically denied by State law. Renton operates under the "Optional Municipal Code" as a Non-Charter Code City, and is responsible for all basic City services, plus other services as directed by City Council City Council meetings are held each Monday at 7:30 p.m., with full agendas, including public hearings. The Council has six working committees, and all Council and committee meetings are open to the public. 3-6 `• LEGISLATIVE LEGISLATIVE SERVICES/CITY COUNCIL circ STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 7.6 7.6 7.6 7.6 7.6 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 0.0% Total FTE 7.7 7.7 7.7 7.7 7.7 0.0% 2000 ACCOMPLISHMENTS ■ Worked in opposition to a proposed King County Comprehensive Plan amendment which would increase residential densities from 4 to 48 dwelling units per acre. rr ■ Accepted the design for the Veterans Memorial Park, to be located at S. 3d Street between Main and Mill Avenues. ■ Agreed to site Renton's new skatepark at Liberty Park, near the former Henry Moses pool. ■ Adopted an ordinance allowing A-frame signs. " ■ Adopted the Critical Areas Ordinance (previously referred to as the Sensitive Areas Ordinance). ■ Concurred in the Centennial mission statement, goals and operating guidelines, and official City of Renton Centennial logo as submitted by the Centennial Advisory Committee. ■ Authorized the Administration to enter into an assignable option to purchase the Hilands Shopping Center as part of the Highlands Sub-Area Redevelopment Plan. APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Ob ect Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 80,215 85,201 95,973 99,319 104,690 9.1% Part Time Salaries 0 0 1,006 0 1,006 0.0% Personnel Benefits 23,457 24,292 30,010 27,807 27,592 -8.1% Supplies 931 1,497 1,183 1,469 1,194 0.1% Other Services 8.Charges 7,779 7,593 9,173 4,714 9,265 1.0% Operating Total 112,382 118,583 137,345 133,308 143,747 4.7% CIP 0 0 0 0 0 N/A Total 112,382 118,583 137,345 133,308 143,747 4.7% lkw �' 3-7 LEGISLATIVE LEGISLATIVE SERVICES/CITY COUNCIL 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $137,345 2001 CHANGEs: Salaries 8,717 Benefits -2,418 All Other 103 2001 ORIGINAL ADOPTED BUDGET $143,747 Note: Original adopted budget does not include budget adjustment. 3-8 LEGISLATIVE POSITION LISTING 10 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget Legislative Services/City Council -- City Council Members (Elected) 7.0 7.0 7.0 7.0 to N11 City Council Liaison 0.6 0.6 0.6 0.5 Total Regular Staffing 7.6 7.6 7.6 7.5 Intermittent Part Time 0.1 0.1 0.1 0.1 TOTAL LEGISLATIVE SERVICES 7.7 7.7 7.7 7.6 60 IN to �r err �r 3-9 y °a'a .fig Z aF A k e w F 1i 'e �v. a3 y'l3 f e k yz a a€kik ,aiye e� yb��ak k Hca a a �kE �. ,� �;: ��� a:•..< �a as �: ya a k.i e r= 3-10 V r I�w #Y' r ' c w �` 3a ��',a a�a r,, ORGANIZATION f . ift Mayor Transportation Jesse Tanner Advisory 1 Committee r Chief Administrative Officer Jay Covington 1 Mayor's Office City Clerk/ City Attorney Hearing Examiner Municipal Court 5 Cable Manager 1.5 13.7 5 go Total Full-Time Equivalent Employees: 27.2 to ift r io to i�. ir' 3-11 THE DEPARTMENT ag PROGRAM MISSION .a Provide executive leadership and management for the Renton City government according to the mission, goals, and strategies of the City. w DEPARTMENT OVERVIEW Expenditure Comparison $3,750,000 $3,000,000 $2,250,000 w $1,500,000 $750,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 s Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 1,193,081 1,263,935 1,326,921 1,356,148 1,434,443 8.1% Part Time Salaries 38,298 20,018 23,674 21,805 23,599 -0.1% Overtime 4,112 3,368 12,250 3,608 12,600 2.9% Personnel Benefits 323,019 346,635 327,769 336,941 373,004 13.8% Supplies 29,834 22,908 39,997 22,997 40,419 1.1% Other Services&Charges 1,322,314 1,467,177 1,506,322 1,410,485 1,518,973 0.1% rr Intergovernmental Services 47,963 37,854 39,345 33,394 39,345 0.0% Capital Outla4,636 1,691 0 0 0 N/A OperatingOperafing Total 2,963,257 3,163,586 3,276,278 3,185,378 3,442,383 5.0% CIP 0 0 0 0 0 N/A Total 2,963,257 3,163,586 3,276,278 3,185,378 3,442,383 5.0% 3-12 Wo EXECUTIVE 60 2001 CAPITAL IMPROVEMENT PROGRAM CIP Budget As shown in the CIP and included in the 316 Fund Appropriations Total. 525,000 Total $525,000 DIVISIONS BY FUND NUMBER The Executive Department includes the operations of the following divisions in the General Fund (000) and Department Number: Mayor's Office (000/003) Renton Municipal Court (000/002) City Attorney (000/006) Hearing Examiner (000/011) City Clerk (000/012) ACTIVITY BY DIVISION The Mayor's Office provides overall direction and management to City departments and is also responsible for community relations, internal and external communications, volunteer coordination, special events, and intergovernmental relations. Renton Municipal Court handles criminal and domestic violence cases, as well as traffic and parking violations. City Attorney legal services are provided by a private local law firm under contract to the City of Renton. The Hearing Examiner administers the City's land use regulatory hearing process and other hearings as directed by the City Council. The City Clerk provides legislative support, records management, cable franchise management, voter registration, election information, microfilming, and videographic services. sir MAJOR DEPARTMENT CHANGES er 2001: • Personnel Costs ($107,797-AH Divisions) Salary and benefit increases to maintain the same number of FTE's as the 2000 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include ten percent (10%) increase in medical costs and a seven + and one half (7 'h%) increase in dental costs. 3-13 EXECUTIVE • 2001 Sister City (Nishiswaki, Japan) Program ($5,000-Mayor's Office) In 2001 the City of Renton will host the delegate exchange from our Sister City, Nishiwaki, Japan. It is estimated that 20 delegates will come to Renton, for three days, during the year. The year 2001 will mark the 32nd Anniversary of our Sister City Program with Nishiwaki. • Codification ($15,150-City Clerk) High costs of codification and the large number of new ordinances currently being reviewed and adopted by the City Council will increase costs in 2001. Renton is also the only city in the region that codifies both a use table and a zoning table in the development regulations, which doubles the cost of the tables. • Contract Costs ($7,300-Municipal Court) Contract increases for 2001 consist of $5,600 for the Public Defender, $1,200 for Probation Services, and $500 for maintenance on the Jail tape recorder. The increases in the Public Defender and Probation Services contracts are primarily to keep pace with the cost of living increases. • Contract Costs ($25,000) This increase will pay for the cost of living increases in the City Attorney's Office. EXPENDITURE BUDGET BY DIVISION 1998 1999 2000 2000 2001 %Chg Divisions Actual Actual Budget Actual Budget 2000/2001 Mayor's Office 558,652 597,290 689,566 631,363 719,083 17.5% City Clerk 374,580 377,485 395,061 383,164 435,025 10.1% City Attorney 879,921 992,162 907,372 920,486 932,372 2.8% Hearing Examiner 108,922 111,014 114,386 115,864 122.303 6.9% Municipal Court 1,041,182 1,085,635 1,169,893 1,134,501 1,233,600 5.4% OperatingOperatling Total 2,963,257 3,163,586 3,276,278 3,185,378 3,442,383 5.0% CIP 0 0 0 0 0 N/A Total 2,963,257 3,163,586 3,276,278 3,185,378 3,442,383 5.0% STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Division FTE Actual Actual Budget Actual Budget 2000/2001_ Mayor's Office 6.0 6.0 7.0 7.0 7.0 16.7% City Clerk 5.0 5.0 5.0 5.0 5.0 0.0% City Attorney 0.0 0.0 0.0 0.0 0.0 N/A Hearing Examiner 1.5 1.5 1.5 1.5 1.5 0.0% Munici al Court 13.7 13.7 13.7 13.7 13.7 0.0% Total FTE 26.2 26.2 27.2 27.2 27.2 0.0% 3-14 - "� �N�c, MAYOR'S OFFICE PROGRAM MISSION ir. Provide executive leadership and administrative direction for the City of Renton to serve the interests of the community according to the mission, policies, and guidelines adopted by the Renton City Council. �Yr DIVISION OVERVIEW ilk, Expenditure Comparison $750,000 $600,000 $450,000 $300,000 $150,000 $0 to 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget ll• EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 558,652 597,290 689,566 631,363 719,083 4.3% PROGRAM ACTIVITY ift In addition to leading and directing the overall affairs of the City, the Mayor's Office manages internal and external issues and programs, to coordinates the City's community relations program, and facilitates citywide communication efforts. Activities within these core areas of responsibility include management of the City's intergovernmental relations, outcome management, and e-government efforts; coordination of Renton's Sister-City program; volunteer coordination; coordination of special events including IKEA Renton River Days, Independence Day, and the Centennial Celebration; production of the City's employee and community newsletters, informational brochures, and press releases, management of the City's award- o winning website; and facilitation of citizen concerns and questions. Yrr 3-15 ExEcuTIVE MAYOR'S OFFICE STAFFING LEVELS (Full Time Equivalent Employees—FTE) 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 6.0 6.0 7.0 7.0 7.0 0.0170 Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 6.0 6.0 7.0 7.0 7.0 0.0% 2000 ACCOMPLISHMENTS Administration ■ Conducted workshops with the Mayor, Council, and Department Administrators to review and refine the City's Vision, Mission, and Business Plan Goals. ■ Provided executive oversight ensuring the completion of various elements of the Business Plan. ■ Implemented the 2000 portion of the Business Plan contained in the City's annual operating budget. ■ Provided leadership and direction in regional issues including Water Quality, the Endangered Species Act, Water Resource Inventory Areas, Pipeline Safety, Transportation, Emergency Communications, Land Use, and other regional efforts. ■ Worked with State and Federal Legislators to bring legislative and monetary assistance to Renton. ■ Provided strategic direction and oversight for City operations including the annual Comprehensive Plan update, the preparation of the 2001 Budget, and overall City operations. Mayor's Office • Provided direction and oversight to create a program of citywide employee recognition and directed the implementation of citywide Outcome Management. Provided analytical support and consultation for the direction of departmental, citywide, and regional programs, procedures, and initiatives. ■ Provided customer assistance to both internal and external customers. Facilitated resolution of citizen concerns regarding various issues. Responded to approximately 800 telephone calls and/or office visits. Provided written communication to more than 125 external customers. ■ Coordinated and disseminated public information to internal and external customers through press releases, a bi-monthly community newsletter (CitySource), the employee newsletter (The Grady Grapevine), the community calendar, and an award-winning web site. Expanded the web site to include press releases, Fire Department public education opportunities, and recycling information. Provided in-house consultation to staff on public information, brochures, newsletters, and web page production. 3-16 EXECUTIVE MAYOR'S OFFICE ern ■ Organized, staffed, and coordinated the Centennial Advisory Committee. Worked with committee members to develop a budget and a host of different events, products, and activities. Organized and supervised production of 2001 Renton Centennial Calendar with several stakeholders and business sponsors. ■ Organized and coordinated the 15th annual IKEA Renton River Days community festival, the City's Volunteer Program, the annual tour of municipal facilities for 1,000 third grade students in the Renton School District, and many other special events, open-houses, groundbreakings, and other activities. ■ Reorganized the Mayor's Office Division of the Executive Department in order to provide appropriate supervision, oversight to critical functions of the City's operations, supply a more cohesive approach to the City's communications and community relations needs, and to furnish the clerical assistance needed to support the executive office of the City. •+• DIVISION HIGHLIGHT While the following graph certainly does not represent all functions of the Mayor's Office, it does represent the effectiveness of one of its primary communications efforts. In a joint effort between the Executive Department and Information Services Division of the Finance & Information Services Department, the City of Renton launched its first website in May of 1997. A Web Team made up of employees from each city department create and maintain the site's various pages. A new site design, allowing easier navigation, was launched in January 1998 causing an increase in site visits. Additionally, as new features or additions to the web site are advertised, site visits increase. Site visits usually level off in the summer months and during holidays. In October 1998, the City of Renton web site received national honors from City-County Communications and Marketing Association (3CMA). 3CMA is the leading national organization in local government focused on developing better two-way communication with citizens. The City was awarded a second-place Silver Circle award, competing against cities in the 45,000 - 100,000 population range. Award-winning entries were recognized for their creativity in communication and marketing government issues with citizen customers while providing a source of inspiration and insight to other communities. rr 3-17 ExEcuTiVE MAYOVS OFFICE RENTON'S WB SITE IM Me 19" 2000 Homepage Hits 8,389 34,993 57,429 94,801 Hits to Other Pages 29,044 192,203 352,339 625,389 ,Total Website Hits 37,433 227,196 409,768 720,190 TOTAL ANNUAL WEBSITE HITS 800,000 - 600,000 - 0Hits h»other pages 400,000 UL ji Homepage hits 20�.O0 V 1997 1998 1999 2000 'O_18 �� ExECUTIVE MAYORS OFFICE 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) Administration ■ Conduct workshops with the Mayor, Council, and Department Administrators 1,2,3,4,5 to review and refine the City's Vision, Mission, and Business Plan Goals. ■ Provide strategic direction and oversight for the annual update of the 1,23,45 Comprehensive Plan and 2002 Budget. • Secure assistance from the State and Federal legislatures for the Port 1,3 Quendall project. ■ Continue to provide strategic leadership and direction in the region for 5 responses to issues including the Endangered Species Act and Regional Water Quality. ■ Provide oversight for comprehensive community marketing plans 3 I�rr ■ Continue to provide strategic leadership and oversight for the City's business and operational plans scheduled for the implementation in 2001 including: • Finalization of plans for the Pavilion Building and other key downtown 13 development projects. ■ Development of the Port Quendall waterfront project. 13 ■ Implementation of the development strategy for the Highlands 1,2 Revitalization Plan. ■ Expansion of the City's neighborhood program. 2 ■ Continuation of efforts to improve employee training and 4 performance, including the supervisory Leadership Enhancement And Development (LEAD) program and citywide Outcome Management. ■ Development of alternatives to work with the impacts of citizen 4 initiatives. ■ Participation in regional decisions that impact the City. 5 1r. rw w 3-19 EXECUTIVE MAYOR'S OFFICE 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) Mayor's Office ■ Continue to direct the implementation of citywide Outcome Management 3,4,5 and provide direction and oversight for the implementation of the citywide employee recognition program. Provide analytical support and consultation for the direction of departmental, citywide, and regional programs, procedures, and initiatives. ■ Provide continued customer service to internal and external customers. 3,4 Facilitate resolution of citizen concerns regarding various issues. • Continue to coordinate and disseminate public information through press 3,4 releases, a bi-monthly community newsletter (CitySource), the employee newsletter (the Grady Grapevine), a Centennial year community calendar, and the City's award-winning website. Continue to expand the web site to include city artwork, a comprehensive and interactive map, and the ability to query database information. ■ Coordinate the City portion of Phase III of the Renton Community Marketing 3,4 Campaign. In coordination with citywide Outcome Management, organize an internal communications group to help generate ideas and find marketing opportunities that continue to position Renton ahead of the curve } throughout the region. ■ Continue to coordinate citywide special events, groundbreakings and 3 dedication ceremonies, the City's volunteer program, and the Sister City program including the coordination of the Centennial year delegation visit from Nishiwaki, Japan. ■ Organize and coordinate the events, products, and activities relating to 3 Renton's Centennial Celebration throughout 2001. APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Ob ect Actual Actual Budget Actual Budget 2000/2001 3 Regular Salaries 338,519 364,529 397,803 415,277 440,106 10.7% Part Time Salaries 6,318 2,652 6,049 4,683 5,999 -0.8% Overtime 368 0 0 0 0 N/A Personnel Benefits 82,522 90,384 89,496 93,247 105,522 17.9% Supplies 10,380 7,654 12,197 9,567 12,319 1.0% Other Services&Charges 118,050 132,071 184,021 108,589 155,137 -15.7% Capitol Outla2,495 0 0 0 0 N/A Operating Total 558,652 597,290 689,566 631,363 719,083 4.3% +1W CIP 0 0 0 0 0 N/A Total 558,652 597,290 689,566 631,363 719,083 4.3% f 3-20 ExECunw MAYOR'S OFFICE wtw 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $612,176 2001 CHANGES: Salaries 72,970 Benefits 25,699 2001 Sister City (Nishiwaki, Japan) Program 5,000 Reduced Other Services and Charges 1,238 All Other 2001 ORIGINAL ADOPTED BUDGET $719,083 Note: Original adopted budget does not include budget adjustments. it rr rr 3-21 ai'�a�Rs� y��ahy � '€.,a�g a �•�z 2�'S �..\�� s��$a a"'�3xa a",$,,,.�����,, ::.asz`3 �.a�3�'0\ as a:$`s.�� `�ex��'"a ��� " '` CITY CLERK P � s PROGRAM MISSION The City Clerk Division is dedicated to preserving the City's historical records, and maintaining and providing accurate and timely information through various forms of media to meet the needs of the community and City departments. DIVISION OVERVIEW Expenditure Comparison $500,000 $400,000 - $300,000 - $200,000 - $100,000 - so 400,000$300,000$200,000$100,000$0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 374,580 377,485 395,061 383,164 435,025 10.1% PROGRAM ACTIVITY Legislative support includes preparing the City Council agenda; posting and legal publication of public hearing notices; providing staff support at Council meetings; preparing Council meeting minutes, index, and meeting calendar; preparing and distributing referrals to Council Committees and staff; initiating correspondence advising Council action; and ensuring that all legal requirements are met. The City Clerk Division also administers procedures for annexations, local improvement districts, street vacations, release of easements, land use appeals, claims for damage, bid openings, contract execution and 3-22 illi ExEcuTIVE CITY CLERK compliance with bid laws, ordinances and resolutions, codification of Renton Municipal Code and Renton policy and procedure manual. Division staff serves as City-wide records managers, ensuring updated file maintenance in the records center; and record legal documents with proper County offices, implement retention and destruction schedules, and update the records index. Voter registration and election information services are provided #W to elected officials and the public by staff. The microfilm program converts documents onto film or fiche to retain and retrieve permanent records. is This Division is charged with negotiation and administration of the City's cable franchise agreement, administration of the cable ordinance, and operation of the government access television channel including video production and cablecast programming and scheduling. '�"" The Division oversees the City Hall lobby information desk, which is staffed by 10 senior volunteers who each receive a per-shift meal allowance. io STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 5.0 5.0 5.0 5.0 5.0 0.017o rr Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 5.0 5.0 5.0 5.0 5.0 0.0% 2000 ACCOMPLISHMENTS • For historical and reference purposes, continued archival document research project to identify property acquired and owned by the City of Renton. ■ Forming a consortium with representatives of five other South King County cities, completed negotiations with AT&T Broadband for funding in the amount of $3,701,942.02 for construction, equipment and operation of South County community rr access facility to be located in Renton or Kent and operated by a non-profit board. ■ Continued records inventory in each department to identify vital records and create customized departmental records retention schedules. Upon identification of all vital records, a citywide records disaster recovery program will be developed. ■ Produced a variety of video programs about City services, events and community wp organizations, including land use videos and new episodes of CityView highlighting the activities and services of the Community Services Department, Finance Department, and the Maintenance Division of the Public Works Department. Produced "before and after" video of the successful results of the City's neighborhood grant program, and commenced production of a history of the Shuffleton power plant. ■ Provided responsive customer assistance to both internal and external customers, and responded to hundreds of requests for records and information. 3-23 EXECUTIVE 4 CITY CLERK DIVISION HIGHLIGHT The City Clerk Division processes, records, and archives numerous documents and other items to meet various state and local requirements and to provide accessible and timely information for the City's needs. The graph below shows a sampling of the types and number of items processed in the City Clerk Division over the last three years. r TYPES AND NUMBER OF ITEMS PROCESSED 4 400 ■Contract Addenda 350 Processed 300 250 D Contracts Processed (new) 200 150 III Resolutions Processed 100 50 ■Ordinances Processed 0 1998 1999 2000 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Continue citywide vital records identification and disaster recovery program. 4 ■ Implement records imaging program. 4 ■ Update City Clerk policies and procedures, and conduct citywide staff 4 training on processes and policies. ■ Produce video and update history of City officials, elected officials, and 3,4 members of boards and commissions for Centennial celebration. ■ Convert City Clerk forms, records, and other information to Rentonnet and 3,4 webpage. 3-24 aw EXECUTIVE CITY CLERK to APPROPRIATION BY OBJECT OF EXPENDITURE W 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 214,174 230,240 231,549 239,935 259,437 12.0% to Personnel Benefits 59,812 62,515 60,295 58,472 66,682 10.6% Supplies 6,224 7,395 5,610 5,823 5,666 1.0% Other Services&Charges 44,266 38,322 58,262 45,540 63,895 9.7% Intergovernmental Services 47,963 37,854 39,345 33,394 39,345 0.0% Capital Outla2,141 1,159 0 0 0.0 N/A Operating Total 374,580 377,485 395,061 383,164 435,025 10.1% CIP 0 0 0 0 0 N/A Total 374,580 377,485 395,061 383,164 435,025 10.1% ■r 2001 FUNDING DECISIONS irr 2000 ORIGDIAL ADOPTED BUDGET: $395,061 2001 C ANGES: Salaries 27,888 Benefits 6,387 All Other 539 Codification 5,150 2001 ORiMAL ADOPTED BUDGET $435,025 Note: Original adopted budget does not include budget adjustments. 40 a w No to 3-25 CITY ATTORNEY a as a PROGRAM MISSION To provide day-to-day legal advice and misdemeanor prosecutions for the City, including ordinance drafting, review of contracts, representation at administrative appeals, and other legal services as necessary and requested. The City Attorney's office also provides legal representation to the City in all court actions. DIVISION OVERVIEW Expenditure Comparison $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 - 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET m 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000 2001 Total Appropriation 879,921 992,162 907,372 920,486 932,372 2.8% PROGRAM ACTIVITY The City Attorney's Office provides consultation to the City Council, City Boards and Commissions, and City staff as needed. A member of the City Attorney's Office is always available by telephone to answer pressing questions. As a routine matter, the City Attorney's Office reviews contracts, covenants, interlocal agreements, and other legal and quasi-legal documents. A significant portion of time in the office is expended defending lawsuits. The pace of litigation growth appears to have accelerated. The filing of administrative appeals has expanded rapidly in the last few years. In general, the lawsuits that are being defended are not those that could have been avoided by risk management. 3-26 ExEcuTIVE CITY AT oRNEY STAFFING LEVELS (Full Time Equivalent Employees — FTE) The City Attorney Division is supported through a professional service contract with a local law firm. The staffing level matrix has therefore been deleted. 2000 ACCOMPLISHMENTS • Finalized property acquisition for parking in downtown Renton ■ Provided legal assistance to create a more viable business district in the Highlands. + ■ Provided appropriate training and resources to supply more efficient and responsive legal services. Wr ■ Successfully handled several pending major lawsuits. 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Provide legal assistance to redevelopment projects. 1,2 ■ Train associate attorneys to provide depth. 4 ■ Emphasize cost effective handling of claims and suits. 4 ■ Develop a nuisance abatement ordinance. 3 APPROPRIATION BY OBJECT OF EXPENDITURE fir 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001. Supplies 0 0 3,231 0 3,231 0.0% Other Services&Char es 879,921 992,162 904,141 920,486 929,141 2.8% O eratin Total 879,921 992,162 907,372 920,486 932,372 2.8% CIP 0 0 0 0 0 N/A Total 879,921 992,162 907,372 920,486 932,372 2.8% Yrr irrt irr 3-27 ExEcuTIVE CITY ATTORNEY 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $907,372 2001 CHANGES: Legal Staff Services 12,500 Prosecutor Services 12,500 All Other 0 2001 ORIGINAL.ADOPTED BUDGET $932,372 Note: Original adopted budget does not include budget adjustments. 3-28 log �c„� Rs: ��` a� `ysM'�.a,3`,2 � yao`•ka. a a �fat'` .'�as k� 'aq ac`ei`LTi ' a e\���Y8 as a`S aY°.•r c� a�.@8 $aa as b$ y'a y��a�b�. a C��a. "�ema °a aha a.aa °a���°�a`a 'tea�e• i` .. y��/�D HEAwNG EXAMINER °q•�.x;a�aea �•a � a a� � e PROGRAM MISSION The Hearing Examiner function provides a single, efficient, lawful, integrated land use regulatory hearing system which implements the adopted Comprehensive Plan and City ordinances. DIVISION OVERVIEW Expenditure Comparison $150,000 $120,000 $90,000 $60,000 $30,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget rtr EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 108,922 111,014 114,386 115,864 122,303 6.9% 1W lift PROGRAM ACTIVITY The Hearing Examiner is responsible for the administration of the City's ift land use regulatory hearing process, and acts on behalf of the City Council in considering and applying land use regulatory codes; receives and examines all available information; conducts public it hearings and prepares a record thereof, entering findings and conclusions. Appeals of SEPA and Administrative decisions are also heard by the Hearing Examiner. The Hearing Examiner also conducts hearings as delegated by the Renton Chief of Police such as vehicle impounds and property seizure and forfeiture hearings. In addition, the Hearing Examiner conducts land use and police forfeiture hearings for the City of Tukwila on a contractual basis. 3-29 a EXECUTIVE HEARING EXAMINER STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 1.5 1.5 1.5 1.5 1.5 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 1.5 1.5 1.5 1.5 1.5 0.0% 2000 ACCOMPLISHMENTS ■ Fifty-three (53) land use hearings. ■ Nine (9) appeals of SEPA (State Environmental Policy Act) and Administrative Decisions. ■ Eighteen (18) other jurisdiction hearings. ■ Fifteen (15) police hearings, i.e. property forfeitures and vehicle impounds. DIVISION HIGHLIGHT The Hearing Examiner's Office hears, examines, and produces decisions concerning various land use issues within the Renton area. The graph below details the types and number of cases heard over the last three years. TYPES AND NUMBER OF CASES HEARD 120 - 100 - 80 - 60 - 40 - 20 2010080604020 0 1998 1999 2000 3-30 wo EXECUTIVE HEARING EXAMINER Types of Cases Heard 1997 1998 1999 2000 Property Forfeitures 2 2 8 6 Vehicle Impounds 2 4 10 9 SEPA Appeals 2 3 5 4 Administrative Appeals 9 4 5 5 Other Jurisdiction Cases 4 12 18 18 Conditional Use Permits 2 10 12 10 Preliminary Plats 2 6 8 8 Site Approvals 4 12 14 12 Short Plats 3 4 5 5 Variances 1 6 7 7 i„ Special Permit for Fill & Grade 2 3 4 3 Rezones 11 4 5 2 Shoreline Management 0 5 6 6 Conditional Approvals_ 0 0 0 0 Final Plats 0 0 0 0 Waiver of Street Improvements 0 0 0 0 irlr Total Cases 44 1 75 107 1 95 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Consider and apply land use regulatory codes. 3,4,5 ire ■ Hear appeals regarding SEPA or Administrative decisions. 3,4 APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Ob ect Actual Actual Budget Actual Bud et 2000 2001 Regular Salaries 91,084 93,730 96,905 99,215 103,600 7.0% Personnel Benefits 16,474 15,944 14,904 15,217 16,100 8.0% Supplies 136 118 597 348 603 1.017o Other Services&Charges 1,228 1,222 1,980 1,084 2,000 1.0% OperatingOperatling Total 108,922 111,014 114,386 115,864 122,303 6.9% CIP 0 0 0 0 0 N/A Total 108,922 111,014 114,386 115,864 122,303 6.9% �r 3-31 EXECUTIVE HEARING EXAMINER 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $114,386 2001 CHANGES: Salaries 6,695 Benefits 1,196 All Other 26 2001 ORIGINAL ADOPTED BUDGET $122,3031 Note: Original adopted budget does not include budget adjustments. 3-32 MUNICIPAL COURT rr PROGRAM MISSION To perform all court functions in accordance with the National Trial Court Performance Standards of: Access to Justice, Expedition and Timeliness; Equality, Fairness and Integrity; Independence and Accountability; and Public Trust and Confidence. DIVISION OVERVIEW Expenditure Comparison $1,500,000 $1,200,000 $900,000 - $600,000 - $300,000 - $0 900,000$600,000$300,000$0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget 1111 „ EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 1,041,182 1,085,635 1,169,893 1,134,501 1,233,600 5.4% PROGRAM ACTIVITY o The Municipal Court filings are misdemeanors, gross misdemeanors, and infractions charged under portions of state law that have been adopted by the City and City ordinances. The Court also has jurisdiction in civil domestic violence orders. The Court holds hearings Monday through Friday. Procedures include motions, arraignments, pre-trial conferences, and trials both to the bench and to juries. The Municipal Court Division is responsible for recording, docketing, and tracking all cases, as well as the collection and disbursement of all monies collected on bail, bail forfeitures, costs, penalties, and fines assessed by the Court. Monthly statistics reported to the State are compiled and published in the annual report titled "Caseloads for Courts of Limited Jurisdiction.” 3-33 EXECUTIVE 1 MUNICIPAL COURT STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff a FTE Actual Actual Budget Actual Bud et 2000/2001 Regular 13.0 13.0 13.0 13.0 13.0 0.0% Temporary Part Time 0.7 0.7 0.7 0.7 0.7 0.0% Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 0.0% Total FTE 13.7 13.7 13.7 13.7 13.7 0.0% 2000 ACCOMPLISHMENTS ■ The Court met with stakeholders of the Criminal Justice System to promote prompt, efficient and fair access to justice in the City of Renton. ■ The Court provided and promoted continued training and education of all Court personnel. ■ In order to provide safety for all people in City Hall, the Court worked to establish a Security Committee that will enact and implement comprehensive safety measures. ■ To improve compliance with Court imposed penalties, staff improved the results of collection efforts. ■ The Court implemented changes in procedure to address City of Renton Ordinances, Washington State Legislation, and Federal laws. DIVISION HIGHLIGHT During the course of a year as many as two hundred defendants may come before the court charged with alcohol related offenses such as Driving Under the Influence or Physical Control of Vehicle (while) Under the Influence. Consequences of these crimes can result in loss of lives and property for those committing the crimes as well as innocent members of the community. Studies show that chronic offenders, that is those defendants with repeated alcohol related charges or unusually high blood alcohol levels, are most frequently involved in severe alcohol related accidents. The court instituted a program in an attempt to reduce the likelihood of these individuals re- offending while awaiting adjudication of current alcohol charges. Selected defendants are 3 required to take a blood alcohol test twice daily at the Renton Police Department or in their home after proper testing equipment is installed. Defendants with several alcohol-related offenses on their records or who have exceptionally high blood alcohol levels when arrested are ordered to participate in this testing. Defendants who refuse to participate in this testing or whose tests show they have consumed alcohol in violation of their conditions of release are incarcerated until their cases are heard in the Renton Municipal Court. 3-34 Oil No EXECUTIVE MUNICIPAL COURT This program has proven successful by encouraging defendants to remain sober while awaiting their court hearings and has resulted in the incarceration of several individuals who were unwilling or unable to meet the conditions of their release. Innovative programs such as this reflect the efforts of the Renton Municipal Court to help provide the citizens of the City of Renton with a place they can live, work, and play more safely. 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PIAN GOALS (Page 3-1) ■ The Court will meet with stakeholders of the Criminal Justice System to 2,3,4 promote prompt, efficient and fair access to justice in the City of Renton. ■ The Court will utilize outcome management to better assess delivery of 2,3,4 services to customers. ■ A system to reduce absenteeism of defendants by using volunteers to notify 3,4 them of court dates and outstanding warrants will be implemented. ■ The Court will provide and promote continued training and education for all 3,4 Court personnel. ■ The Court will comply with legislation resulting from the 2001 committee of 3,4,5 the Washington State Board for Judicial Administration. APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 549,304 575,436 600,664 601,720 631,300 5.1% Part Time Salaries 31,980 17,366 17,625 18,177 17,600 -0.1% Overtime 3,744 3,368 12,250 2,554 12,600 2.9% Personnel Benefits 164,211 177,792 163,074 170,004 184,700 13.3% Supplies 13,094 7,741 18,362 7,259 18,600 1.3% Mr Other Services&Charges 278,849 303,400 357,918 334,787 368,800 3.0% Capital Outla0 532 0 0 0 N/A OperatingOperatling Total 1,041,182 1,085,635 1,169,893 1,134,501 1,233,600 5.4% CIP 0 0 0 0 N/A Total 1,041,182 1,085,635 1,169,893 1,134,501 1,233,600 5.4% �r err 3-35 EXECUTIVE MUNICIPAL COURT 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $1,169,893 2001 CHANGES: Salaries 30,611 Benefits 21,626 Public Defender 5,600 Probation Services 1,200 Maintenance on Jail Tape Recorder 500 All Other 4,170 2001 ORIGINAL ADOPTED BUDGET $1,233,6W Note: Original adopted budget does not include budget adjustments. wi 3-36 9w EXECUTIVE POSITION LISTING 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget Executive Administration Mayor (Elected) 1.0 1.0 1.0 1.0 1.0 M43 Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0 M30 Assistant to Chief Administrative Officer 0.0 0.0 1.0 1.0 1.0 M25 Community Relations Manager 0.0 0.0 1.0 1.0 1.0 1w M17 Community Relations Specialist 1.0 1.0 1.0 1.0 1.0 N13 Executive Secretary 1.0 1.0 1.0 1.0 1.0 N13 Finance Analyst II 1.0 1.0 0.0 0.0 0.0 N12 Development Assistant 1.0 1.0 0.0 0.0 0.0 N5 Secretary 1 0.0 0.0 0.0 1.0 1.0 Total Regular Staffing 6.0 6.0 7.0 7.0 7.0 Temporary Part Time 0.0 0.0 0.0 0.0 0.0 intermittent Part Time 0.0 0.0 0.0 0.0 0.0 TOTAL ADMINISTRATION 6.0 6.0 7.0 7.0 7.0 �r Judicial(Municipal Court) Municipal Court Judge (Elected) 1.0 1.0 1.0 1.0 1.0 M30 Court Services Director 1.0 1.0 1.0 1.0 1.0 All Judicial Specialist (Lead) 2.0 2.0 2.0 2.0 2.0 A8 Judicial Specialist 9.0 9.0 9.0 9.0 9.0 Total Regular Staffing 13.0 13.0 13.0 13.0 13.0 Temporary Part Time 0.7 0.7 0.7 0.7 0.7 Intermittent Park Time 0.0 0.0 0.0 0.0 0.0 TOTAL JUDICIAL 13.7 13.7 13.7 13.7 13.7 Hearing Examiner Services M35 Hearing Examiner 1.0 1.0 1.0 1.0 1.0 A7 Hearing Examiner's Secretary 0.5 0.5 0.5 0.5 0.5 TOTAL HEARING EXAMINER 1.5 1.5 1.5 1.5 1.5 rrr City Clerk M30 City Clerk/Cable Manager 1.0 1.0 1.0 1.0 1.0 I„ M17 Deputy City Clerk 1.0 1.0 1.0 1.0 1.0 Al2 Multimedia/Records Specialist 1.0 1.0 1.0 1.0 1.0 All Records Management Coordinator 1.0 1.0 1.0 1.0 1.0 60 A9 Records Management Specialist 1.0 1.0 1.0 1.0 1.0 TOTAL CITY CLERK 5.0 5.0 5.0 5.0 5.0 Total Regular Staffing 25.5 25.5 26.2 26.5 26.5 Total Temporary Part Time 0.7 0.7 0.7 0.7 0.7 Total Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 TOTAL EXECUTIVE 26.2 26.2 27.2 27.2 27.2 3-37 3 Elm a I' 3-38 Economic Development 6 L v �7emu ORGANIZATION Yr Administrator Sue Carlson f11r 1 Administrative Support 2 Economic Development, Neighborhoods,and Strategic Planning 10.3 W 0 it Total Full-Time Equivalent Employees: 13.3 es~ iw ,r 3-39 THE DEPARTMENT PROGRAM MISSION To plan and support economic development efforts that will ensure quality developments occur City-wide and actively pursue new business recruitment while providing neighborhood enhancements for our citizens. To provide leadership, management, and administrative functions for the department. To encourage quality development, increase and diversify employment base, and build the City's financial base in order to generate additional revenue to maintain and improve services to the citizens of Renton. To analyze trends, anticipate impacts, and develop and set in motion strategies that will result in a more prosperous Renton community. DEPARTMENT OVERVIEW _ Expenditure Comparison $1,500,000 The Economic Development,Neighborhoods and $1 200 000 Strategic Planning Department was created in 1997. $900,000 $600,000 $300,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 520.949 517,037 640,055 624,164 735.366 14.9% Part Time Salaries 27,220 11.715 42,943 19,135 30,463 -29.1% Overtime 1,475 2,802 1,356 861 1,400 3.2% Personnel Benefits 135,861 130,926 168,519 167,012 182,666 8.4% Supplies 7,688 19,093 26,763 14,748 29,001 8.4% Other Services&Charges 517,537 121,162 238,593 173,039 294,281 23.3% Ca ital Outla 13,591 6,286 0 9,079 15,000 100.017o OperatingOperafing Total 1,224,321 809,021 1,118,229 1,008,038 1,288,177 15.2% CIP 0 0 0 0 0 N/A Total 1,224,321 809,021 1,118 229 1,008,038 1,288,177 15.27o 3-40 No ECONOMIC DEVELOPMENT, NEIGHBORHOODS 81 STRATEGIC PLANNING io CAPITAL IMPROVEMENT PROGRAM(CIP) 2000 trr Budget As shown in the CIP and included in the 316 Fund Appropdation Total. 414,500 Total $414,500 i ACTIVITY BY DIVISION Prior to 2000 this department was divided into three divisions: Administration, Economic Development, and Neighborhoods and Strategic Planning. The department has now been reorganized into one division. One feature of the reorganization was to replace an unfilled Planning Director position with a lower grade Development Manager position. Administration provides overall management and coordination of the Department ensuring that the business goals and mandates established by the City Council are met regarding downtown/neighborhood redevelopment/expansion, with activities including personnel administration, budget management, policy development, and representation on regional agencies and boards. Administration is also responsible for proactive legislative review, analysis and contact; the marketing campaign; and customer service facilitation for local City processes. Economic Development, in concert with the business community, actively promotes and develops economic activity in the City with the goal of strengthening Renton's tax base and quality of life. It acts as a business liaison using a common sense, customer-service approach to resolving potential conflicts with local City processes. It is responsible for the coordination of public and private improvements contained in the downtown redevelopment plan, expansion of the neighborhood redevelopment plan, and is responsible for initiating proactive lobbying and contact with state and federal delegations regarding legislative issues. In addition, it is responsible for implementing the marketing campaign (brochures, trade show booth, new business solicitation, and inquiry response). Neighborhoods and Strategic Planning provides management and implementation of comprehensive and sub-area plans and strategies for the long-range development of Renton. It provides assistance to departments with growth management compliance; analyzes policy issues and provides SEPA review on legislative actions; develops, prepares, and implements zoning, development, and environmental ordinances. It processes annexation proposals, updates and amends the City of Renton 1995 Comprehensive Plan, and oversees expansion of neighborhood revitalization programs, including housing sub- areas plans and the strategy and zoning review for the community redevelopment plan. It also administers the City's Neighborhood Program, analyzes growth trends, and assists the economic development efforts of the City. r. �" 3-41 ECONOMIC DEVELOPMENT, NEIGHBORHOODS 81 STRATEGIC PLANNING .k MAJOR DEPARTMENT CHANGES 4 2001: Personnel Costs ($55,915) Salary and benefit increases to maintain the same number of FTE's as the 2000 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include ten percent (10%) increase in medical costs and a seven and one half (7 '/2%) increase in dental costs. Amendments to Title IV ($50,000) Given the high use by both staff and the public, significant issues of cost and level of service have emerged internally. Two additional work programs (Title IV Phase II and III) have been approved to correct problems with the code usability and cost of codification. ■ Expand Neighborhood Program ($32,000) Expansion of the Neighborhood Program to provide an improved grant program, additional support for Neighborhood Picnics, and additional staffing for all components of the program. ■ Limited Term Neighborhood Coordinator ($41,063) Assist in expansion and coordination of the City's Neighborhood Program which includes the following major components: Neighborhood Mini-Grants, Neighborhood Picnics, Liaison Program, Neighborhood Kick-off and Neighborhood Education. Provide staffing for neighborhood liaisons and assist with administration for all program components including marketing or other forms of outreach. STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 10.0 10.0 11.0 11.0 12.0 9.1% Temporary Part Time 0.7 1.1 1.1 1.1 1.1 0.017o Intermittent Part Time 0.6 0.6 0.6 0.6 0.2 66.6% Total FTE 11.3 11.7 12.7 12.7 13.3 4.7% ii 3-42 r ECONOMIC DEVELOPMENT, NEIGHBORHOODS 8L STRATEGIC PLANNING 2000 ACCOMPLISHMENTS W Continued aggressive redevelopment efforts by implementing plans and agreements attracting private investment to downtown, the Highlands, and undeveloped properties. Secured $30 million in private downtown investment with an additional err $30-$40 million in the permitting system. Completed $1.5 million fund-raising effort for the new Renton Community IKEA Performing Arts Center. Facilitated the Cirque du Soleil choosing Renton. Secured commitments for an additional 1.15 million sq/ft of new "Class A" office space. ■ Implemented Phase II of the Comprehensive Community Marketing Campaign with emphasis on attracting more high-tech companies to Renton. Created diversity in the employment base by changing the existing mix by 5% through the addition of ten new high-tech companies. Received national recognition for marketing campaign's effectiveness. tw ■ Completed annual Comprehensive Plan Amendment process. Continued implementation of Comprehensive Plan policies through improvements to zoning and io other development standards. Wrote and processed 12 Code amendments that facilitated projects, reduced processing time, eliminated duplication/conflicting regulations and/or that implemented new Council policy directions. Actively it represented Renton's land use policy perspective and vision in the City's Potential Annexation Area. ■ Responded to Federal mandate to comply with the Endangered Species Act. �" Identified needed amendments to regulations and operating procedures. Identified and created a prioritized list of major program changes. 60 ■ Expanded participation in the Neighborhood Program over the 1999 level. Supported 11 grants and contributed financially to 5 neighborhood celebrations attended by 1,265 residents. Completed program evaluation and gained support for program io expansion in budget year 2001. "' DIVISION HIGHLIGHT The curtain will open for the Renton Community IKEA Performing Arts Center, as the 1W department led the successful fundraising efforts by securing $1.5 million in pledges for the capital campaign. Keeping with the trend of Renton being ahead of the curve, a unique partnership was formed between the community, City, and school district to transform the planned new auditorium at Renton High School into a state-of-the-art, 550-seat facility. This form of partnership and collaboration continues to attract regional and national recognition. In 2000, the City received the Puget Sound Regional Council Vision 2020 Award for its 6W successful downtown revitalization efforts. On a national level, the Renton Community Marketing Campaign received the coveted Council for Urban Economic Development Gold Award. This recognition influences business decisions as companies and families choose Renton for their home. As an example, Cirque du Soleil selected Renton to host their Saltimbanco Performances, which attracted over 220,000 people to Renton in a 6-week period. 3-43 ECONOMIC DEVELOPMENT, NEIGHBORHOODS 81 STRATEGIC PLANNING 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Continue aggressive redevelopment efforts by attracting additional private 1,2, 3 investments in Downtown, the Highlands, Port Quendall, Stoneway, and key undeveloped sites. Goal: Secure 100,000 square feet of "Class A" office W space in downtown Renton. Diversify business base mix by 5%. Increase private investments by$20 million. ■ Develop an ESA response plan and the necessary code and programmatic 1,2,5 amendments to implement the plan. Goal: Create a viable protection plan that meets ESA objectives and also provides predictability and achievable standards which maintain current business plan objectives. ■ Conduct first major GMA Comprehensive Plan Review since plan adoption. 2,45 Develop South Renton Sub-Area Plan and continue refining development regulations to implement the City's goals and land use vision. Goal: Meet the City's regional commitment to housing, population, jobs and infrastructure investment targets. • Expand the Neighborhood Program with an aggressive outreach program. 23 Goal: Host 4 new neighborhood "kick-offs"; double the number of volunteer liaisons; hire full-time neighborhood specialist; and increase grant dollars distributed throughout the community for neighborhood projects. ■ Identify revisions to Renton Municipal Code Title IV that result in a more user 4 friendly zoning code and land use tables that eliminate duplication and clarify conflicting regulations. Goal: Reduce codification costs by 50%. 2001 FUNDING DECISIONS 2000 ORIGINAL.ADoPTED BUDGET: $1,106,619 2001 CHANGES: Salaries 55,445 Benefits 470 Amendments to Title IV 50,000 Expand Neighborhood Program 32,000 Neighborhood Coordinator 41,063 All Other 2,580 2001 ORLGLNAL ADOPTED BUDGET ;1,288,177 Note: Original adopted budget does not include budget adjustments. 3-44 IN ECONOMIC DEVELOPMENT, NEIGHBORHOODS & STRATEGIC PLANNING POSITION LISTING m 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget r M43 Economic Development Administrator 1.0 1.0 1.0 1.0 1.0 M38 Economic Development Director 1.0 1.0 1.0 1.0 1.0 im M38 Planning Director 1.0 1.0 0.0 0.0 0.0 M32 Development Manager 0.0 0.0 1.0 1.0 1.0 M32 Principal Planner 1.0 1.0 1.0 1.0 1.0 No A23 Senior Planner 2.0 3.0 3.0 3.0 3.0 A19 Associate Planner 1.0 0.0 0.0 0.0 0.0 A16 Economic Development Specialist 1.0 1.0 1.0 1.0 1.0 A13 Planning Technician 0.0 0.0 1.0 1.0 1.0 N11 Admin Secretary II/ Economic Assistant 1.0 1.0 1.0 1.0 1.0 A09 Admin Secretary 1 1.0 1.0 1.0 1.0 1.0 Al2 Neighborhood Coordinator, Limited Term 0.0 0.0 0.0 0.0 1.0 Total Regular Staffing 10.0 10.0 11.0 11.0 12.0 Temporary Part Time 0.7 1.1 1.1 1.1 1.1 Intermittent Part Time 0.6 0.6 0.6 0.6 0.2 TOTAL ECONOMIC DEVELOPMENT,NEIGHBORHOODS& 11.3 11.7 12.7 12.7 13.3 STRATEGIC PLANNING DEPARTMENT Note: 2001 Budget numbers include 1 limited term position. rV bw err Wr rtw 3-45 4 S a 8bb cy�3, F Z ae,' i a� �y .dg i 3 r� 3-46 1 finte & Information Services twos W �dI o, r °a 8 8 a� 1 a � a a alx cia � a a x a TS a �r ORGANIZATION Administrator Victoria Runkle 1 Administrative Printing&Mail Support Services 1 2.5 Finance Information Services 19.5 11.3 Operations Operations Utility Billing Database Management Budgeting Special Projects Payroll Network Operations ,� Accounting trr Ow ON Total Full-Time Equivalent Employees: 35.3 irr 3-47 R, ��a : THE DEPARTMENT PROGRAM MISSION The mission for the Finance and Information Services Department is to manage the financial and technical affairs of the city to support all city operations through comprehensive and integrated financial and information services while complying with applicable federal, state and local regulations. DEPARTMENT OVERVIEW This department provides two distinct city government services: a central accounting, payroll, and reporting support system which includes utility billing, budget development and monitoring, and all financial management responsibilities; and installation and maintenance of all the city's information technology systems. Expenditure Comparison $3,500,000 $2,800,000 $2,100,000 $1,400,000 $700,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 1,262,716 1,332,318 1,566,880 1,479,319 1,733,125 10.6% Part Time Salaries 79,830 125,886 48,414 74,628 48,414 0.0% Overtime 9,716 55,317 6,879 48,249 7,100 3.2% Personnel Benefits 322,621 352,415 401,635 391,097 407,226 1.41Y. Supplies 116,230 114,570 115,100 108,671 116,251 1.01Y. Other Services&Charges 412,384 517,032 607,821 555,401 594,900 -2.1% Capital Outla 10,891 26,417 24,995 0 42,995 72.0% Operating Total 2,214,388 2,523,955 2,771,724 2,657,364 2,950,011 6.417o CIP 0 0 0 0 0 N/A Total 2,214,388 2,523,955 2,771,724 2,657,364 2,950,011 6.47o 3-48 to FINANCE 81 INFORMATION SERVICES DIVISIONS BY FUND NUMBER The Finance and Information Services Department includes the operations of the following two divisions of the General Fund (000): Finance, and Information Services. ACTIVITY BY DIVISION The Finance Division is comprised of two sections: Budget and Finance Services. The Budgeting Section is responsible for preparation and monitoring of budgetary and financial information. This includes monthly budgeting reports on revenue and expenditures activity for all cit departments. This section y p prepares the annual preliminary and final budget document. The Finance Services section of this division consists of Accounting Services, Utility Billing and Fiscal Services. This section conducts the day-to-day accounting and payroll support for the city, including pp y g internal audit, annual state audit, and preparation of the Comprehensive Annual Financial Report (CAFR). The Information Services Division ensures that all primary computer systems function as efficiently and effectively as possible. The division provides design and research support that addresses new information technologies and augments existing systems. All print communication is published by the City's Print Shop, which is part of the Information Services Division. irr MAJOR DEPARTMENT CHANGES ■ 2001: Personnel Costs: ($58,557-All Divisions) Salary and benefit increases to maintain the same number of FTE's as the 2000 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include ten percent (10%) increase in medical costs and a seven and one half (7 '/2%) increase in dental costs. Network Analyst(IS): ($68,450- Information Services) +rr Rapid growth has caused the City to grow from three proprietary systems and being completely internal to having over 12 servers; a proprietary police system and library system, and having to maintain over 12 city sites. Many of these servers and departments also connect to the "outside" world. As a result, Information Services has a desperate need for an additional Analyst. Accountant Assistant IV (IS): ($45,050- Information Services) This position will allow Information Services to purchase equipment and services i . for other departments, quickly and effectively. It will also guarantee the audit functions of City phone services and equipment. 3-49 FINANCE 8T INFORMATION SERVICES EXPENDITURE BUDGET BY DIVISION 1998 1999 2000 2000 2001 %Chg Divisions Actual Actual Budget Actual Budget 2000/2001 Finance 1,323,703 1,437,924 1,565,020 1,505,731 1,594,588 1.9% Information Services 890,685 1,086,031 1,206,704 1,151,633 1,355,423 12.3% Operating Total 2,214,388 2,523,955 2,771,724 2,657,364 2,950,011 6.4% CIP 0 0 0 0 0 N/A Total 2,214,388 2,523,955 2,771,724 2,657,364 2,915,011 6.4% STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees — FTE) 1998 1999 2000 2000 2001 %Chg t Division/FTE Actual Actual Budget Actual Budget 2000/2001 Finance 20.5 21.5 21.5 21.5 21.5 0.0% Information Services 10.8 10.8 11.8 11.8 13.8 16.9% Total FTE 31.3 32.3 33.3 33.3 35.3 6.0% a Mill f 3-50 Wl a FINANCEow Lra aka a 4 ac1 �2 y a 4 b3 S ii°aA� PROGRAM MISSION am Provide financial information and fiscal management, which helps optimize the City of Renton's financial decisions while complying with all applicable Federal,State, and local laws. IN DIVISION OVERVIEW Expenditure Comparison $2,000,000 $1,600,000 $1,200,000 $800,000 - $400,000 $0 40 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 1,323,703 1,437,924 1,565,020 1,505,731 1,594,588 1.9% PROGRAM ACTIVITY The Financial Planning section is responsible for preparation and monitoring of budgetary and financial information. This includes internal services and user rate analysis; revenue forecasting; preparing operating and capital budgets; analyzing optimal fund balances and reserves requirements; and preparing various financial reports and analyses. The Fiscal Services section conducts the day-to-day accounting activities, culminating with the annual audit and preparation of the Comprehensive Annual Financial Report (CAFR). Other tasks include receipting and billing over $28 million dollars in utility accounts, plus Local Improvement District, and other receivables; processing over $69 million dollars in vendor and contractor payments, processing wage, benefit and taxes for over 600 employees and managing a cash investment portfolio of over $50 million dollars. 3-51 FINANCE a INFORMATION SERVICES FINANCE STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff a/FrE Actual Actual Budget Actual Budget 2000/2001 Regular 20.5 21.5 21.5 21.5 21.5 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 20.5 21.5 21.5 21.5 21.5 0.0% 2000 ACCOMPLISHMENTS R ■ In 2000 the Utility Billing group implemented a new Utility Billing system known as Springbrook. This work required a downloading of all customer information into a new database, checking and rechecking to make certain the data was correct, redesigning the customer invoice, and designing and implementing new reports. The group also had to work with the vendor in the development of a new program for solid waste payments, as the company had never accomplished this before. The result was maintaining the billing schedule on time with no interruption of the billing cycle or impact on the customers. • Payroll staff began an automated timekeeping system. The first step was beginning to integrate the timekeeping and payroll systems with independent time keeping programs in the Police, Fire, and Public Works Shops areas. This work saves over 16 j hours of work and permits the most up to date time from those divisions. The staff worked with the IS staff to develop an automated time system at the desktop using the City's Intranet. This process included working with other public and private agencies on the system. By December two departments were testing the program. Once implemented by all departments, over 36 hours of keying time will be eliminated; time will be more up to date, permitting staff to do more auditing and high level functions. ■ The division produced a Revenue Manual that now includes a ten-year analysis and forecast of all the City's major revenue sources. Work also included putting a discussion of Renton property taxes on the WEB site which the statewide Municipal Research and Services recognized as a great example of public information and they linked our site with theirs. This resulted in several questions from other cities about our work. ■ Working with the Public Works Department and a consultant, the Department developed a long-term solid waste rate model that can be used with the new Solid Waste contract. Combined with the new Utility Billing software, this program will permit us to price services to encourage waste reduction and offer new services. ,x Orli 3-52 FINANCE at INFORMATION SERVICES FINANCE ■ The Division worked with different state auditors this past year. The State Auditors Office (SAO) and the Department of Retirement Systems (DRS) audited the City in 2000. As has been accomplished over the past decade, the City received another clean audit in 1999 by the SAO office. The DRS audit reviewed employment records over the past ten years. It required one FTE to coordinate this project with DRS for a period of three months. The outcome was the identification of some reporting improvements that will help the City in future audits. DIVISION HIGHLIGHT The Utility Billing section has experienced a steady rise in the total number of monthly billings sent to utility customers. The combination of new single-family residence, multi-family housing and new business construction is the primary driver of the increase in the number of new utility customers. The chart below shows annual billings growing 9.6 percent from 1995 to 1999. Among the utilities, the growth ranges from 7.9 percent to 11.0 percent. TOTAL ANNUAL BILLINGS FOR THE WATER, SEWER, STORM, METRO, SOLID WASTE AND UTILITIES 11W 750,000 725,000 700,000 it 675,000 650,000 ar 625,000 1995 1996 1997 1998 1999 to dw irr rir '� 3-53 FINANCE a INFORMATION SERVICES FINANCE 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ In 2001 all city employees will use one of three types of timekeeping systems: 4 a department specific program; an automated system on the Intranet; or a card swipe system. These programs will all but eliminate double keying of time by payroll, permit us to have more accurate and timely information, and permit us to focus on reporting and auditing. These programs will also permit employees to find their leave balances on the Intranet, and thus enter time more correctly. ■ The Division in 2001 will implement an upgrade to our citywide accounting 4 system, Eden. The new program will be Windows based; allowing more user- friendly interfaces. Further, the new program will have new features that will permit us to place more automated forms for internal payroll and human resource management on the Intranet. This will decrease time payroll and human resource employees spend on completing forms and reports. ■ The Department will continue to provide leadership at region wide and 4 statewide task forces. Currently, we have representatives working with the State Auditor's Office on implementation of GASB 34 to ensure we can implement this both on time and within reasonable costs. Our department also provides leadership in the Eden and Springbrook Users group. This contributes to learning how to use the programs to their maximum limits. We continue to provide financial leadership with the Valley Communications Center with our four other city partners and the management of the Center. ■ Next year is going to be one filled with change on the budget process. With 4 „ the leadership of the Executive office, the financial planning group will work on ways to combine the budget allocation process with the performance outcome management process. This will include working both on the actual allocation of budget based on performance, and articulating outcomes in monetary terms. ■ In 2001 the business license activities will be closely reviewed. First, we need 3 to examine a new invoicing and accounting system. We also want to work with the Washington State Department of Revenue to find ways businesses can acquire a business license at one stop. We will continue to work with the statewide task force to find ways to minimize bureaucracy and costs for -# small businesses that work in multiple cities. 3-54 FINANCE a INFORMATION SERVICES FINANCE APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 866,825 870,374 1,047,945 960,121 1,090,000 4.0% w Part Time Salaries 24,548 40,926 0 20,045 0 N/A Overtime 4,550 44,361 6,879 35,258 7,100 3.2% Personnel Benefits 213,053 227,194 266,743 254,387 246,600 -7.6% im Supplies 35,290 21,639 15,600 15,881 15,756 1.0% Other Services&Charges 168,546 222,820 227,853 220,042 211,132 -7.3% Capital Outla10,891 10,610 0 0 24,000 100.0% OperatingOperafing Total 1,323,703 1,437,924 1,565,020 1,505,731 1,594,588 1.9% irr CIP 0 0 0 0 0 N/A Total 1,323,703 1,437,924 1,565,020 1,505,731 1,594,588 1.9%- 2001 FUNDING DECISIONS k* 2000 ORLGINAL ADOPTED BUDGET: $11565,020 2001 CHANGEs: Salaries 42,055 Benefits -20,143 All Other 7,656 2001 ORIGINAL.ADOPTED BUDGET $11594,588 r Note: Original adopted budget does not include budget adjustments. r. 3-55 a ash axa x �Y3. � t ac a .w Ae as za��aat`a x:a s INFORMATION SERVICES PROGRAM MISSION To provide communication and data support to meet departmental functions and record keeping, and supply technical support services to all computer system users in the City. DIVISION OVERVIEW Expenditure Comparison $1,500,000 $1,200,000 $900,000 $600,000 - $300,000 - $0 600,000$300,000$0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 890,685 1,086,031 1,206,704 1,151,634 1,355,423 12.3% PROGRAM ACTIVITY The Information Services Division is charged with ensuring all primary computer systems function and data is transferred as effectively as possible. These systems include, but are not limited to, central financial + systems; police incidents, citations, jail operations and parking tickets; judicial records; Fire Department work schedules; state incident reporting, and training data; public works maintenance task management and fleet maintenance; the City's Library system; Recreation reservation system; City Clerk records, and the Council referral system. In addition, the division is charged with designing systems that will operate within the parameters of the new technologies that include storing data in different locations, while permitting appropriate access to various departments. All print communication is published in the City's Print Shop, a section of this division. 3-56 i. FINANCE a INFORMATION SERVICES INFORMATION SERVICES STAFFING LEVELS (Full Time Equivalent Employees — FTE) W 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 9.0 9.0 10.0 10.0 12.0 20.01fo r Temporary Part Time 0.5 0.5 0.5 0.5 0.5 0.0% Intermittent Part Time 1.3 1.3 1.3 1.3 1.3 0.0% Total FTE 10.8 10.8 11.8 11.8 13.8 16.9% r 2000 ACCOMPLISHMENTS ■ The Staff of the Information Services Division completed work on the creation of an Intranet. All employees can now access property tax assessed valuation information, citywide forms, the City Clerk card files, the Renton Municipal Code electronically, the City staff book and the Municipal Resource Center to retrieve the State of Washington Revised Code of Washington. This tool eliminates printing hard copies. Further, over time, as more employees use this tool, employees will be able to access information more quickly. ■ The Division developed an automated time card system in teamwork with Payroll and Human Resources. This was in the beta test phase in 2000. ■ In 2000 the Division completed the City's Wide Area Network utilizing City fiber network. All city facilities are on city owned and operated fiber. This permits fast transmission of voice and data. In the future the City will use this fiber for desktop training opportunities. ■ This past year, the Division replaced all departmental servers, eliminating two of them by putting in new technology that allowed departments to share servers. The City now uses the newest security software and measures. Further, we have less hardware to wr maintain. ■ The City formalized the Help Desk Operations in 2000 by hiring a regular supervisor for the Help Desk. It continues to have two to three college interns per year working with the supervisor. There are over 3,000 requests for service per quarter. The section replaced over 75 desktop computers, installed fax service at each desk top, selected management software, and helped other all departments implement work specific software. w 3-57 FINANCE at INFORMATION SERVICES INFORMA710N SERVICES DIVISION HIGHLIGHT The Information Services Division employs Interns from local secondary educational institutions to staff a Help Desk. The program has been a success for both the City of Renton and the individual interns. Since 1996, total calls to the Help Desk have grown close to 200 percent. The service calls for Vendor services have decreased during this time period due to our specifying a specific workstation configuration and to the Interns handling some calls internally. TOTAL CLOSED CALLS it 3,750 3,000 0 Vendor IS 2,250 a; 1,500 . 750 0- 1996 1997 1998 1999 2000 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ The Division has an ongoing desktop replacement program to ensure 4 technology remains up to date. In 2001 the City will replace no fewer than 80 desktop computers, 20 printers, and add equipment,where necessary. ■ In 2001 the Division will help various departments complete electronic 4 projects that will include: allowing citizens to register for community center classes on line using the ESCOMM software; upgrading to Windows based programs in the Police and Finance Software; integrating the automated time keeping system with the City's payroll software; and continuing upgrades to the City's permit system permitting builders and developers to find the status of their projects by computer. ■ One of the more significant projects the City will undertake next year is the 4 development of a document and imaging management system. In 2001 the Information Services division will hire a consultant to help develop the project plan and objectives. Working with the Division and other departmental representatives, we will examine the technology currently available in the document management area. Finally, we will develop a beta test of one department in the area of document management. 3-58 im FINANCE at INFORMATION SERVICES INFORMATION SERVICES 2001 OBJECTIVES AS RELATED GOAL,# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ In 2001 the Division will continue to work in the area of data warehousing 3 with the objective to make the City's tremendous data available to both the public and staff. This information will help us target economic development, housing types, and human services where it will be most beneficial. It will permit citizens to find out about their neighborhoods and both public and private services available in the City. ■ The Print Shop in 2001 will begin to assess and replace, at least, one of their 4 major pieces of equipment. This will include getting a new color copier, and evaluating the new technology in integrating document creation and printing. APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 395,891 461,944 518,935 519,198 643,125 24.0% Part Time Salaries 55,282 84,960 48,414 54,583 48,414 0.0% Overtime 5,166 10,956 0 12,991 0 N/A Personnel Benefits 109,568 125,221 134,892 136,714 160,626 19.1% Supplies 80,940 92,931 99,500 92,790 100,495 1.0% Other Services 8,Charges 243,838 294,212 379,968 335,358 383,768 1.0% Capital Outla0 15,807 24,995 0 18,995 -24.0% Operating Total 890,685 1,086,031 1,206,704 1,151,634 1,355,423 12.3% CIP 0 0 0 0 0 N/A Total 890,685 1,086,031 1,206,704 1,151,634 1,355,423 12.3% w 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $1,206,704 i. 2001 CHANGES: �. Salaries 37,965 Benefits -1,541 Network Analyst 68,450 Accountant Assistant 45,050 All Other -1,205 2001 ORIGINAL ADOPTED BUDGET $1,355,423 Note: Original adopted budget does not include budget adjustments. ow 3-59 FINANCE at INFORMATION SERVICES POSITION LISTING 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget Finance M43 Finance &Information Services Administrator 1.0 1.0 1.0 1.0 1.0 M37 Fiscal Services Director 1.0 1.0 1.0 1.0 1.0 : M30 Fiscal Services Manager 1.0 1.0 0.0 0.0 0.0 M25 Finance Analyst Supervisor 0.0 0.0 3.0 3.0 3.0 M21 Senior Finance Analyst 1.0 2.0 1.0 1.0 0.0 A18 Accountant 1.0 1.0 0.0 0.0 1.0 A13 Grant Accountant, Limited Term 0.5 0.5 0.5 0.5 0.5 A13 Business License Coordinator 1.0 1.0 1.0 1.0 0.0 9 A13 Accounting Supervisor 1.0 1.0 1.0 1.0 1.0 A13 Utility Accounts Supervisor 1.0 1.0 1.0 1.0 1.0 N13 Finance Analyst II 3.0 3.0 3.0 3.0 3.0 N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0 N10 Finance Analyst I Limited Term 0.0 0.0 0.0 1.0 1.0 N10 Payroll Technician 1.0 1.0 1.0 1.0 1.0 A9 Accounting Assistant IV 4.0 4.0 4.0 4.0 1.0 A7 Accounting Assistant III 3.0 3.0 3.0 3.0 4.0 A5 Accounting Assistant II 0.0 0.0 0.0 0.0 2.0 Total Regular Staffing 20.5 21.5 21.5 21.5 21.5 TOTAL FINANCE DIVISION 20.5 21.5 21.5 21.5 21.5 Information Systems M32 Technical Services Manager 1.0 1.0 1.0 1.0 1.0 M27 IS Operations Manager 1.0 1.0 1.0 1.0 1.0 A24 Help Desk Supervisor 0.0 0.0 1.0 1.0 1.0 A24 Network Systems Supervisor 1.0 1.0 1.0 1.0 1.0 17 A24 Special Project Specialist 0.0 1.0 1.0 1.0 1.0 A20 Systems Analyst 1.0 0.0 0.0 0.0 0.0 MI A20 Systems Analyst/Data Base 1.0 1.0 1.0 1.0 1.0 A20 Systems Analyst/Network Systems 1.0 1.0 1.0 1.0 1.0 TBD Network Analyst 0.0 0.0 0.0 0.0 1.0 Al2 Print&Mail Coordinator 1.0 1.0 1.0 1.0 1.0x TBD Accounting Assistant IV 0.0 0.0 0.0 0.0 1.0 A8 Document/Data Technician 1.0 1.0 1.0 1.0 1.0 A7 Print&Mail Operator 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 9.0 9.0 10.0 10.0 12.0 Temporary Part Time 0.5 0.5 0.5 0.5 0.5 Intermittent Part Time 1.3 1.3 1.3 1.3 1.3 TOTAL INFORMATION SYSTEMS 10.8 10.8 11.8 11.8 13.8 Total Regular Staffing 29.5 30.5 31.5 31.5 33.5 Total Temporary Part Time 0.5 0.5 0.5 0.5 0.5 Total Intermittent Part Time 1.3 1.3 1.3 1.3 1.3 TOTAL FINANCE&INFORMATION SERVICES 31.3 32.3 33.3 33.3 35.3 Note: 2001 Budget numbers include 1.5 limited term positions in the Finance Division. 3-60 �w Wt Resources & Risk Mgmt r N w 7, w j �I.a�°� g°�a ORGANIZATION � � � it rirrr Administrator Michael Webby iiw 1 1111 Human Resources Civil Service Risk Management 4.5 Commission 2 .9 lir Wr alb 1111 to go be to Total Full-Time Equivalent Employees: 8.4 irr 1r 3-61 s THE DEPARTMENT m PROGRAM MISSION Provide policy and direction for all human resource programs and activities within the City. To manage the City's financial exposure to a variety of risk claims through employee training, as well as employee involvement in citywide loss control activities. DEPARTMENT OVERVIEW Expenditure Comparison ail $7,500,000 $6,000,000 $4,500,000 $3,000,000 $1,500,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Ob ect Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 292,816 361,616 417,884 422,222 447,856 7.2% Part Time Salaries 25,421 8,551 7,553 7,529 7,553 0.070 Overtime 0 148 2,111 0 2,200 4.2% Personnel Benefits 3,131,040 3,767,252 3,935,896 4,189,072 4,313,026 9.6% Supplies 11,560 91,735 8,750 2,872 8,838 1.0% Other Services B,Charges 1,633,905 2,832,437 1,997,673 1,663,612 2,115,780 5.9% Intergovernmental Services 1,011 0 3,500 717 3,500 0.0% Capital Outlay 14,078 3,474 0 821 0 N/A Interfund Payments 160,214 166,000 171,000 171,000 171,000 0.0% Residual Equity Transfer Out 31,555 0 0 0 0 N/A Operating Total 5,301,600 7,231,213 6,544,367 6,457,845 7,069,753 8.0% CiP 0 0 0 0 0 N/A Total 5,301,600 7,231,213 6,544,367 6,457,845 7,069,753 8.0% Ila 3-62 HUMAN RESOURCES a RISK MANAGEMENT DIVISIONS BY FUND NUMBER The Human Resources & Risk Management Department includes the operations of the following divisions: General Fund (000): Administration, Civil Service Commission, and the Insurance Fund (502): Risk Management. ACTIVITY BY DIVISION Human Resources Administration provides policy and direction for human resource programs and activities within the City, through the administration of recruitment, testing and selection of personnel programs and activities; salary and classification p p 9 ry program; employee benefit program; staff/organizational training; labor contract administration; safety and wellness program coordination; unemployment compensation; affirmative action; equal employment, and the facilitation of various employee committees and programs. Civil Service Commission provides and administers fair, impartial and practical selection procedures for all classified civil service personnel and acts as a quasi-judicial board to hear and resolve disputes over application of the civil service rules. Risk Management provides comprehensive program administration by organizing, coordinating and directing activities related to liability insurance, safety, workers' compensation and tort liability claims filed against the City; and by identifying, analyzing and controlling exposure to financial, personnel and property losses. MAJOR DEPARTMENT CHANGES 2001: • Personnel Costs ($35,157-All Divisions) Salary and benefit increases to maintain the some number of FTE's as the 2000 w. budget. Salary increases include cost of living and negotiated union contract costs. Benefits include ten percent (10%) increase in medical costs and a seven and one half (7 '/2%) increase in dental costs. • City Wide Supervisory Training ($3,000-Administration) Continue our contract with Green River Community College to provide City Wide Supervisory Training to develop and enhance management and supervisory skills and abilities. Recruitment/Advertising ($2,432 - Administration) Increase funding necessary to cover the increased cost of recruiting activities across all City departments. w '� 3-63 HUMAN RESOURCES at RISK MANAGEMENT trig • Potential Liability/Property Damage Claims ($101,100- Risk Management) Increase funding necessary to pay the increase in our liability property insurance ($11,000) and to insure an adequate level of funding to cover potential risk. • Health Insurance ($361,945- Risk Management) Medical and dental costs are projected to increase by 10%in 2001. Vill • Unemployment Compensation Services ($18,100- Risk Management) The City if required to pay claims filed by former employees. This increase will help insure that City reserve funds will not be drawn down. EXPENDITURE BUDGET BY DIVISION 1998 1999 2000 2000 2001 %Chg Divisions Actual Actual Bud et Actual Budget 2000/2001 Administration 389,914 436,604 538,118 471,829 542,953 0.1% Civil Service 80,609 73,138 97,129 87,070 126,755 30.5% Risk Mana ement 4,831,077 6,721,471 5,909,120 5,898,946 6,400,045 8.3% OperatingOperaflng Total 5,301,600 7,231,213 6,544,367 6,457,845 7,069,753 8.070 CIP 0 0 0 0 0 N/A Total 5,301,600 7,231,213 6,544,367 6,457,845 7,069,753 8.0% STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees — FTE) 1998 1999 2000 2000 2001 %Chg Division FTE Actual Actual Budget Actual Budget 2000/2001 Administration 4.5 5.0 5.5 5.5 5.5 0.07. Civil Service 0.9 0.9 0.9 0.9 0.9 0.0% will Risk Manage ent 2.0 2.0 2.0 2.0 2.0 0.017o Total FTE 7.4 7.9 8.4 8.4 8.4 0.m �2 r� ✓ 3-64 ism ADMINISTRATION AND CIVIL SERVICE PROGRAM MISSION Provide efficient and effective administrative and civil service support to achieve the goals and objectives of the Human Resources & Risk Management Department. DIVISION OVERVIEW Expenditure Comparison $750,000 - $600,000 - $450,000 - 750,000$600,000$450,000 $300,000 - $150,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget irr EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 470,523 509,742 635,247 558,899 669,708 5.4% PROGRAM ACTIVITY Human Resources Administration provides policy and direction for human resource programs and activities within the City through the administration of recruitment, testing and selection of personnel; salary and classification programs; employee benefit programs; staff/organizational training; labor contract administration; safety and wellness program coordination; unemployment compensation; equal employment opportunity, and the facilitation of various employee committees and programs. Civil Service Commission provides and administers fair, impartial and practical selection procedures for all classified civil service personnel and acts as a quasi-judicial board to hear and resolve disputes over application of the civil service rules. 3-65 HumAN RESOURCES at RISK MANAGEMENT ADMINISTRATION AND CIVIL SERVICE STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1998 1999 2000 2001 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Administrative 4.5 5.0 5.5 5.5 5.5 0.0% Civil Service 0.9 0.9 0.9 0.9 0.9 0.0% Total FTE 5.4 5.9 6.4 6.4 6.4 0.0% 2000 ACCOMPLISHMENTS ■ Expanded use of Human Resources & Risk Management software by electronically storing a variety of data related to property liability claims, safety training, and employee information resulting in improved analytical and reporting capabilities. ■ Completed the review and.revision of Human Resources & Risk Management Policies and Procedures utilizing input from Department Administrators and City staff. ■ Successfully implemented a change in medical provider discounts which are projected to reduce employee medical costs in excess of $100,000 annually. Increased visibility of employment and reduced recruiting costs by placing job announcements on the City's website. ■ Developed and administered competitive selection processes for approximately 100 recruitments resulting in entry and promotional employment eligibility lists for all departments throughout the City including Public Safety. • Delivered Management Development programs and participated in a public sector consortium which provided costs effective education programs in computers, systems improvement, customer service, team effectiveness and communication skills for City employees. DIVISION HIGHLIGHT The Human Resources Department is responsible for all recruitment activity within the City. The process is very time consuming for Human Resources, the hiring department and those seeking employment. We have significantly reduced the time required to fill vacancies during fiscal year 2000, although requests to fill those vacant positions grew significantly. During fiscal year 2000, 87 positions were filled within an average period of 45 days, as compared to 65 positions within an average period of 70 days during fiscal year 1999. 3-66 HUMAN RESOl1RCES a RISK MANAGEMENT ADMINISTRATION AND CIVIL SERVICE Recruhment Acdvity 111111111111211 No.of Employees Hired/Promoted --�No.of Days to Fill 120 80 illil 100 70 "a 60 0 d o80 U. 50 rr�r 0 60 U E 40 30 G a Z a 20 10 � > it 0 0 2 1999 2000 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Reduce the cost associated with time loss injuries by enhancing the "Return 4 To Work Program". ■ Reduce safety training cost by expanding the use of computer applications. 4 ■ Expand the level and scope of mandated employee health/safety training 4 including but not limited to bloodborne/airborne exposures, traffic control, first aid/CPR, equipment operation and hazardous materials handling procedures. ■ Represent the City on the Executive Committee of the Washington Cities 4 Insurance Authority and work to achieve and maintain financial stability of our liability and property programs. • Review and monitor the City's self-funded Health Care program to 4 determine medical cost reductions resulting from the changes in the Preferred Provider Discount program. APPROPRIATION BY OBJECT OF EXPENDITURE r 1998 1999 2000 2000 2001 %Chg Expenditure by Ob ect Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 222,103 280,138 328,384 335,552 355,356 8.27o Part Time Salaries 25,421 8,551 7,553 7,529 7,553 0.070 Overtime 0 0 2,111 0 2,200 4.2% Personnel Benefits 58,914 69,142 80,976 82,702 80,781 -0.217o Supplies 11,560 4,695 8,750 2,872 8,838 1.00/0 Other Services 8,Charges 138,447 143,742 207,473 129,423 214,980 3.6% Capital Outla14,078 3,474 0 821 0 N/A im Operating Total 470,523 509,742 635,247 558,899 669,708 5.417o CIP 0 0 0 0 0 N/A Total 470,523 509,742 635,247 558,899 669,708 5.47o 3-67 HUMAN RESOURCES a RISK MANAGEMENT ADMINISTRATION AND CIVIL SERVICE 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $635,247 2001 CHANGES: Salaries 26,972 Benefits -195 City Wide Training 3,000 Recruitment/Advertising 2,432 Vill All Other 2,252 2001 ORIGINAL ADOPTED BUDGET $669,7081 Note: Original adopted budget does not include budget adjustments. 3-68 RISK MANAGEMENT .,. PROGRAM MISSION Provide comprehensive loss control services by organizing, coordinating, and directing all activities related to the Risk Management Division. irr DIVISION OVERVIEW Expenditure Comparison $7,500,000 $6,000,000 $4,500,000 $3,000,000 $1,500,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget err EXPENDITURE BUDGET 1998 1999 2000 2001 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 4,831,077 6,721,471 5,909,120 5,898,946 6,400,045 8.3% lr PROGRAM ACTIVITY Risk Management provides comprehensive program administration by organizing, coordinating, and directing activities related to liability insurance, safety, workers' compensation and tort liability claims filed against the City; and by identifying, analyzing and controlling exposure to financial, personnel and property losses. 3-69 HUMAN RESOURCES at RISK MANAGEMENT RISK MANAGEMENT STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000 2001 Regular 2.0 2.0 2.0 2.0 2.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total Staffing 2.0 2.0 2.0 2.0 2.0 0.0% 2000 ACCOMPLISHMENTS ■ Trained officers in Police Defensive Driving techniques. Completed second year of Public Works' Loss Control audit. First line supervisors completed personnel liability exposure training. ■ Certified two additional instructors and trained City employees in First Aid & CPR. Trained and inoculated selected City employees to protect against infectious diseases. ■ Coordinated a series of high-rise evacuation exercises for City Hall and public safety staff. Prepared and distributed an Emergency Preparedness plan for City Hall employees. ■ Revised and implemented a new confined space policy and a respiratory program for City employees in accordance with Labor & Industries regulations. ■ Served on the Executive Committee of the Washington Cities Insurance Authority and participated in the Puget Sound Consortium, Evergreen Safety Council, Northwest Chapter of PRIMA and Puget Sound Construction Safety Group. DIVISION HIGHLIGHT The number and cost of property and liability claims filed and paid has decreased during fiscal year 2000. Property and liability claims decreased from 190 claims totaling $1,631,000 in fiscal year 1999, compared to 170 claims totaling $1,184,178 in fiscal year 2000. We believe that Risk Management training offered by the City Attorney's office and the Washington Cities Insurance Authority has helped in our effort to manage Renton's property and liability risk. 3-70 m Hl1MAN RESOURCES a RISK MANAGEMENT RISK MANAGEMENT io Property/Wbilhy Comparison MM Dollars Spent t Number of Claims Processed $2,000,000.00 luu ._ $1,500,000.00 £ Q, $1,000,000.00 175 U d o $500,000.00 0 d) 0 G $0.00 ILI i 150 E 3 1999 2000 Z 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) • Reduce the cost associated with time loss injuries by enhancing the "Return 4 to Work Program". ■ Reduce safety training cost by expanding the use of computer applications. 4 ■ Expand the level and scope of mandated employee health/safety training 4 including but not limited to blood borne/airborne exposures, traffic control, first aid/CPR, equipment operations and hazardous materials handling procedures. • Represent the City on the Executive Committee of the Washington Cities 4 Insurance Authority and work to achieve and maintain financial stability of our liability and property programs. irr ■ Review and monitor the City's self-funded health care program to determine 4 medical costs reductions resulting from the changes in the Preferred Provider Discount program. rr trr 3-71 HUMAN RESOURCES at RISK MANAGEMENT RISK MANAGEMENT APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 70,713 81,478 89,500 86,670 92,500 3.4% Overtime 0 148 0 0 0 N/A Personnel Benefits 3,072,125 3,698,110 3,854,920 4,106,370 4,232,245 9.8% Supplies 0 87,040 0 0 0 N/A Other Services&Charges 1,495,459 2,688,695 1,790,200 1,534,189 1,900,800 6.2% Intergovernmental Services 1,011 0 3,500 717 3,500 0.0% Interfund Payments 160,214 166,000 171,000 171,000 171,000 0.0% Residual Equity Transfer Out 31,555 0 0 0 0 N/A OperatingOperafing Total 4,831,077 6,721,471 5,909,120 5,898,946 6,400,045 8.3% CIP 0 0 0 0 0 N/A Total 4,831,077 6,721,471 5,909,120 5,898,946 6,400,045 8.3% 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $5,909,120 2001 CHANGES: Willi Salaries 3,000 Benefits 5,380 All Other: Potential Liability/Property Damage Claims 101,100 Health Insurance 361,945 Worker's Compensation Services 1,400 Unemployment Compensation Services 18,100 2001 OwGINAL ADOPTED BUDGET $6,400,045 Note: Original adopted budget does not include budget adjustments. 3-72 HUMAN REsoURCES 8T RISK MANAGEMENT POSITION UsTING 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget Administration/Civil Service Commission M43 Human Resources/Risk Manager Administrator 1.0 1.0 1.0 1.0 1.0 r M30 Human Resources Manager 0.0 1.0 1.0 1.0 1.0 M23 Principal Human Resources Analyst 1.0 0.0 0.0 0.0 0.0 M20 Human Resources Analyst/Civil Service 1.0 1.0 1.0 1.0 1.0 Coordinator (.5 Administration/.5 Civil Service) N11 Assistant Human Resources Analyst 1.0 1.0 1.0 1.0 1.0 (.6 Administration/.4 Civil Service) Nl l Assistant Human Resources Specialist 0.0 0.0 1.0 1.0 1.0 N09 Human Resources Systems Technician 1.0 1.0 1.0 1.0 1.0 N01 Office Assistant 1 0.0 0.5 0.0 0.0 0.0 Total Regular Staffing 5.0 5.5 6.0 6.0 6.0 Temporary Part Time 0.4 0.4 0.4 0.4 0.4 TOTAL ADMINISTRATION/CIVIL SERVICE COMMISSION 5.4 5.9 6.4 6.4 6.4 w Risk Management M20 Safety Officer 1.0 1.0 1.0 1.0 1.0 N11 Admin.Secretary ll/Risk Mgmt.Assistant 1.0 0.0 0.0 0.0 0.0 N05 Secretary 1 0.0 1.0 1.0 1.0 1.0 TOTAL RISK MANAGEMENT 2.0 2.0 2.0 2.0 2.0 Total Regular Staffing 7.0 7.5 8.0 8.0 8.0 Temporary Part Time 0.4 0.4 0.4 0.4 0.4 TOTAL HUMAN RESOURCES&RISK MANAGEMENT 7.4 7.9 8.4 8.4 8.4 3-73 Y a 3-74 �r Police µ - A ORGANIZATIONS �. Police Chief Garry Anderson 1 Administrative Support 2 ifs Information/Meda` Chaplains Volunteers Deputy Chief 1 Patrol Operations Patrol Servlces Investigations Administrative Services Staff Services AuxtAary Services 53 10.2 17 8 11 16 Animai Control Community Programs Electronic Home Detention/Jai i School Resource Officers Programs Training *The individual that performs this function is counted in Auxiliary Services. i11si Total Full-Time Equivalent Employees: 119.2 w. kw it 3-75 r`7 «�����\Z�Laa'��P��k'ti��a � a z'a a 2a?aa'a "a .,�& yc'.Pa e4� s m � THE DEPARTMENT w PROGRAM MISSION Maintain a safe community, provide quality police services to the citizens, and enforce laws and ordinances. DEPARTMENT OVERVIEW Expenditure Comparison $15,000,000 $12,000,000 $9,000,000 $6,000,000 $3,000,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Ob ect Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 6,252,456 6,521,025 7,099,050 6,910,552 7,432,100 4.7% Overtime 527,327 680,743 524,881 645,133 540,600 3.017o Personnel Benefits 1,855,379 1,961,145 2,053,250 2,092,324 2,118,500 3.2% 1 Supplies 353,720 332,532 431,699 363,029 435,500 0.9% Other Services&Charges 848,658 1,055,662 1,333,462 1,144,229 1,328,834 -0.3% Intergovernmental Services 1,262,746 1,245,626 1,310,763 1,365,830 1,392,600 6.217o Capital Outla 27,651 40,946 0 2,284 0 N/A operating Total 11,127,937 11,837,679 12,753,105 12,523,381 13,248,134 3.9% 44. CIP 0 241,142 160,000 117,582 75,000 -53.1% Total 11,127,937 12,078,821 12,913,105 12,640,963 13,323,134 3.2% DIVISIONS BY FUND NUMBER The Police Department includes the operations of the following divisions: General Fund (000): Administration, Patrol Operations, Patrol Services, Investigations, Administrative Services, Staff Services, and Auxiliary Services. 3-76 POLICE ACTIVITY BY DIVISION Prior to 2001 the department was divided into 1 division and 2 bureaus: Administration Division, Operations Bureau and Support Services Bureau. The department has now been reorganized into 7 divisions. Administration provides overall supervision and administrative guidance for the Police Department. Patrol Operations provides timely response and courteous service by aggressively preventing criminal conduct, enforcing laws and ordinances, thoroughly investigating criminal offenses, detecting and preserving evidence and property, and lawfully apprehending offenders. �r Patrol Services provides efficient traffic control, targeting problem traffic areas, and investigating traffic accidents thoroughly and efficiently. The Animal Control Unit, which is assigned to the Patrol Services division, is responsible for prioritizing animal complaints and resolving animal issues in a timely manner. Investigations is responsible for conducting investigations, collecting and disseminating intelligence, recovering property, and arresting and prosecuting offenders. Administrative Services provides department personnel services; effective crime prevention and community relations programs; personnel and departmental equipment needs, administer a volunteer staff of thirty-two (32); conduct planning and research activities; educate citizens and community groups in the various aspects of the Renton Police Department; and form partnerships with the community to decrease crime and increase the quality of life by initiating, developing, and coordinating a variety of police/community programs. Staff Services accurately records and disseminates information within the Department, to other agencies, and the public while staying within the legal limitations of public disclosure and right to privacy; and assures the safety of all jail inmates. Auxiliary Services includes the Jail section which provides for the safety, security, and general welfare of sentenced inmates and arrestees, provides health screening and necessary medical services, and provides alternative options to incarceration, including Electronic Home Detention (EHD). it nrr 1r w 3-77 POLICE MAJOR DEPARTMENT CHANGES 2001: ■ Personnel Costs ($362,000 - All Divisions) Salary and benefit increases to maintain the same number of FTE's as the 2000 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include a ten percent (1017o) increase in medical costs and a seven and one half percent (7'h%) increase in dental costs. ■ Equipment Rental ($6,900-All Divisions) This increase is due to the rising cost of petroleum products, and an increase in the monthly replacement charge for new equipment purchased in 2000. ■ Contract Costs ($89,100-Administration,Auxiliary Services) Contract increases for 2001 consist of County Jail Services, Police Dispatch/Valley Communications, Health Officer Services, and Harbor Patrol. The Renton City Jail is "at capacity", thereby requiring the use of other facilities. Renton contracts with King and Okanagan county jails on a permanent basis to provide space for inmate placement. The contracts specifically address over crowding and special need inmates. The increase in Police Dispatch/Valley Communications is due to the anticipated increase in number of calls handled. ■ Secretary/Transportation Coordinator($52,000-Auxiliary Services) Required increase to maintain level of service. The Prison Transportation Coordinator position will be converted from a contract employee to a regular full time employee. This position enables the department to save the City and its citizens in excess of $100,000 per year. ■ Professional Services (-$24,400-Auxiliary Services) This fee will be eliminated by the conversion of this contract position to a regular full time employee. i ■ Reorganization ($0-All Divisions) The department has reorganized from two bureaus into six divisions. This change allowed the department to fill a second Jail Supervisor position with the vacancy the reorganization created. The Staff Services Manager was moved from Administration to Auxiliary Services. The Auxiliary Services Commander was moved to Patrol Operations to provide administrative coverage seven days a week. The Evidence Technician was moved from Auxiliary Serves to Investigation. t 3-78 110 POLICE EXPENDITURE BUDGET BY DIVISION i 1998 1999 2000 2000 2001 %Chg Divisions Actual Actual Budget Actual Budget 2000/2001 Administration 1,429,301 1,363,470 1,589,718 1,539,787 1,724,100 8.5% ko Patrol Operations 5,310,529 5,473,147 4,963,388 4,926,131 5,142,400 3.6% Patrol Services 76,953 72,432 1,080,302 860,761 1,010,000 -6.5% Investigations 1,479,767 1,763,784 1,733,720 1,864,906 1,819,134 4.9% Administrative Services 732,817 806,885 961,918 915,635 909,700 -5.4% Staff Services 724,057 722,420 615,403 527,070 669,800 8.8% Auxiliary Services 1,374,513 1,635,541 1,808,656 1,889,091 1,973,000 9.1% Operating Total 11,127,937 11,837,679 12,753,105 12,523,381 13,248,134 3.9% CI P 0 241,142 160,000 117,582 75,000 -53.1% Total 11,127,937 12,078,821 12,913,105 12,640,963 13,323,134 3.2% STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Division FTE Actual Actual Budget Actual Budget 2000/2001 Administration 4.0 3.0 3.0 4.0 4.0 33.3% Patrol Operations 57.0 54.0 54.0 53.0 53.0 -1.9% Patrol Services 10.2 10.2 10.2 10.2 10.2 0.0% Investigations 15.0 16.0 16.0 16.0 17.0 6.3% Administrative Services 7.0 9.0 9.0 9.0 8.0 -11.1% Staff Services 13.0 11.0 11.0 11.0 11.0 0.070 Auxiliary Services 11.0 15.0 15.0 15.0 16.0 6.7% Total FTE 117.2 118.2 118.2 118.2 119.2 0.8% wr it Ylilt 3-79 a i ADMINISTRATION PROGRAM MISSION ,8 To maintain a safe community and provide quality police service through effective education programs, caring assistance to all citizens, and impartial enforcement of the law. Provide a conscientious response to the personal and professional needs of all Department members. DIVISION OVERVIEW Expenditure Comparison $2,000,000 $1,600,000 $1,200,000 $800,000- - $400,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget a rW� EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 1,429,301 1,604,612 1,749,718 1,657,369 1,799,100 2.8% PROGRAM ACTMTY :F Provides overall supervision and administrative guidance for the Mill Renton Police Department. I 41' will 3-80 POLICE ADMINISTRATION STAFFING LEVELS (Full Time Equivalent Employees - FTE) irr 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 4.0 3.0 3.0 4.0 4.0 33.3% Ytir Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 4.0 3.0 3.0 4.0 4.0 33.3% 2000 ACCOMPLISHMENTS • Developed a new and more effective leadership team through training and reorganization. ■ Started acceptance testing of New World Records Management system. ■ Implemented less lethal alternatives in the use of force continuum. • Provided emergency management/critical incident response training to Renton School District. ■ Instituted new False Alarms Ordinance. DIVISION HIGHLIGHT The crime rate in Renton decreased for a third straight year. This follows a national trend that we have been experiencing. Substantial progress was made to complete the transition to the New World Record Management System. Laptop computers were purchased and installed in patrol vehicles and connected to Valley Communications and Renton Data Systems. irr 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Develop and provide leadership and quality policing training. 3,4 ■ Encourage personal and professional support. 3,4 ■ Recognize leadership and outstanding performance. 3,4 ■ Reduce responses to false alarms. 4 yrs 3-81 POLICE ADMINISTRATION APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 241,917 243,184 227,020 255,500 290,900 28.1% Overtime 6,805 5,445 4,434 2,698 4,600 3.7% Personnel Benefits 253,812 255,210 293,909 291,189 302,300 2.9% Supplies 11,407 11,837 12,494 6,476 12,600 0.8170 Other Services&Charges 41,487 33,832 161,391 94,289 183,500 13.7% Intergovernmental Services 872,573 813,962 890,470 889,635 930,200 4.5% Capital Outla1,300 0 0 0 0 N/A operating Total 1,429,301 1,363,470 1,589,718 1,539,787 1,724,100 8.5% CIP 0 241,142 160,000 117,582 75,000 -53.1% Total 1,429,301 1,604,612 1,749,718 1,657,369 1,799,100 2.8% 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $1,664,718 2001 CHANGES: Salaries 64,046 ri Benefits 8,391 Equipment Rental 5,060 Valley Communications Contract Increase 38,200 Harbor Patrol Contract Increase 1,500 Reallocated from Investigations & Patrol 15,430 Will (Other Services and Charges) All Other 1,755 2001 ORIGINAL ADOPTED BUDGET $1,799,100 Note: Original adopted budget does not include budget adjustments. 1 3-82 irl PATROL OPERATIONS PROGRAM MISSION Patrol Operations provides timely response and courteous service by aggressively preventing criminal conduct, enforcing laws and ordinances, thoroughly investigating criminal offenses, detecting and preserving evidence and property, and lawfully apprehending offenders. DIVISION OVERVIEW Expenditure Comparison to $6,000,000 $4,800,000 $3,600,000 $2,400,000 $1,200,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget Iln EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 5,310,530 5,473,146 4,963,388 4,926,131 5,142,400 3.6% PROGRAM ACTIVITY Patrol Operations respond to calls for service in a professional and efficient manner. This section reports and investigates crimes, utilizes community-policing philosophies to resolve neighborhood problems and implement permanent solutions, identify and apprehend criminal law violators and recover stolen property. 3-83 POLICE PATROL OPERATIONS STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Bud et Actual Budget 2000/2001 Regular 57.0 54.0 54.0 53.0 53.0 -1.9% ill Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A 10 Total FTE 57.0 54.0 54.0 53.0 53.0 -1.9% 2000 ACCOMPLISHMENTS ■ Strengthened neighborhood-policing efforts and established police/neighborhood partnerships through improved coordination of department resources. DIVISION HIGHLIGHT Members of the Division played a key role in the enactment of the False Alarm Ordinance and in the research and acquisition of Less Lethal capability for all Patrol vehicles. The Division worked understaffed the whole year due to two long-term and two short-term disabilities. The Patrol Operations Division handled more calls for service and initiated more traffic stops than last year. The first three department "Employees of the Quarter," were assigned to this division. The CPR Team (Community Patrol Resource Team) assisted every division in the Department with projects or problems. The Division practices and supports community-oriented policing through long-term district assignment and its problem-oriented approach to law enforcement. 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Increase resolution of nuisance abatement and code enforcement cases. 1,2,3,4 • Establishing Highland Sub Station to strengthen highlands neighborhood 2,4 policing efforts. 3-84 io POLICE in PATROL OPERATIONS APPROPRIATION BY OBJECT OF EXPENDITURE io 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 3,637,950 3,569,085 3,346,830 3,306,966 3,524,200 5.3% Overtime 353,697 414,617 316,401 348,167 325,900 3.0% Personnel Benefits 930,303 924,707 852,015 838,396 841,200 -1.3% Supplies 30,452 30,761 23,846 26,318 24,000 0.6% Other Services&Charges 344,106 524,642 424,296 406,284 427,100 0.7% Capital Outla14,021 9,334 0 0 0 N/A O eraff ng Total 5,310,529 5,473,146 4,963,388 4,926,131 5,142,400 3.6% w CIP 0 0 0 0 0 N/A Total 5,310,529 5,473,146 4,963,388 4,926,131 5,142,400 3.6% o 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $4,963,388 2001 CHANGES: Salaries 186,869 Benefits -10,815 Equipment Rental 12,185 Reallocated to Administration -9,500 All Other 273 2001 ORIGINAL ADOPTED BUDGET $5,142,400 Note: Original adopted budget does not include budget adjustments. kh II� 3-85 ,p,pyy Sa'x,3V ��F isy'ay� i�a .aaas¢�as a c•�.,aai �PA�a��� §ax�� ® ��.� ,e 8; Q.. PATROL SERVICES PROGRAM MISSION Patrol Services provides efficient traffic control, targeting problem traffic areas, and investigating traffic accidents thoroughly and efficiently. The Animal Control Unit, which is assigned to the Patrol Services division, is responsible for prioritizing animal complaints and resolving animal issues in a timely manner. DIVISION OVERVIEW Expenditure Comparison $1,200,000 $960,000 - $720,000 - $480,000- $240,000 - $0 960,000$720,000$480,000$240,000$0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 76,953 72,432 1,080,302 860,761 1,010,000 -6.5% PROGRAM ACTIVITY Responds to calls for service in a professional and efficient manner. Investigates traffic accidents and conduct traffic stops. Monitors and enforces parking and abandoned vehicle regulations. Respond to increasing animal control service demands with one animal control officer. The Division captures and relocates wild animals, investigates abused or abandoned animals, vicious animals, animal bites, and other complaints. The Animal Control Officer handles the most serious of animal complaints. 3-86 POLICE PATROL SERVICES STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 10.2 10.2 10.2 10.2 10.2 0.0% IIS Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 10.2 10.2 10.2 10.2 10.2 0.0% 1t 2000 ACCOMPLISHMENTS ■ Increased traffic enforcement in designated high accident locations. ■ Expanded the Valley Emergency Unit with the additions of the City of Kent and the Port of Seattle. 1r DIVISION HIGHLIGHT r,, The number of citations for traffic offenses, parking violations, and animal control violations increased dramatically in 2000. The Department's Emergency Services Unit has changed its name to Valley Special Response Team (SRT) with the addition of the Port of Seattle and the ill,„ City of Kent. SRT is responsible for resolving critical incidents and serving high-risk search warrants in the jurisdictions of Auburn, Kent, Tukwila,Port of Seattle and Renton. The Division received in excess of $7,000 in grants from the Washington Traffic Safety Council for school I to zone emphasis. These grants were used to purchase new RADAR devices. 4. 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) wo ■ Institute outcome management within the division to improve effectiveness. 4 ■ Analyze locations of high incidents of collisions, along with complaints from 2,4 citizens, in an effective manner that is more responsive to the community. it �' 3-87 POLICE PATROL SERVICES 4 APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 43,037 44,086 680,660 533,864 649,300 -4.6% Overtime 2,436 366 62,217 25,495 64,000 2.9% Personnel Benefits 17,099 17,750 195,372 169,743 184,200 -5.7% Supplies 387 334 5,382 3,336 5,500 2.2% Other Services&Charges 6,657 8,025 125,558 126,277 95,900 -23.6% Intergovernmental Services 7,337 1,871 11,113 0 11,100 -0.1% Cab ital Outlay 0 0 0 2,046 0 N/A Operating Total 76,953 72,432 1,080,302 860,761 1,010,000 -6.57o CIP 0 0 0 0 0 N/A Total 76,953 72,432 1,080,302 860,761 1,010,000 -6.5% 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $1,080,302 2001 CHANGES: Salaries -29,577 Benefits -11,172 Equipment Rental -29,745 All Other 192 2001 ORIGINAL ADOPTED BUDGET $1,010,000 ' Note: Original adopted budget does not include budget adjustments. 3-88 flrl q., Has $ b K a� e a aaa� I�'S"Od aye Fa�a'x a��ha.3,'a a � a +rw INVESTIGATIONS rtr PROGRAM MISSION The Investigations Division is responsible for conducting investigations, collecting and disseminating intelligence, recovering property, and arresting and prosecuting offenders. �r DIVISION OVERVIEW wr Expenditure Comparison $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 - $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 1,479,767 1,763,784 1,733,720 1,864,906 1,819,134 4.9% PROGRAM ACTIVITY Investigations respond to major crime scenes; conduct follow-up investigations on serious felony crimes, file serious felony cases in King County Superior Court, and conduct background investigations on potential new employees. This division responds to major crimes and crime scenes (homicides, robberies, rapes, and felony assaults) and begins investigations that result in the filing of criminal charges against the alleged perpetrator of the crime. �r 3-89 POLICE INVESTIGATIONS Owl STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000 2001 ,t Regular 15.0 16.0 16.0 16.0 17.0 6.3% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 15.0 16.0 16.0 16.0 17.0 6.3% 2000 ACCOMPLISHMENTS ■ Increased clearance solvability of crimes assigned to Investigations. DIVISION HIGHLIGHT The Division investigated three homicides during the year; two of the three victims were young children. We maintained a four-year trend of arrests/charges/convictions in every homicide, by having two convictions and a guilty plea in cases from previous years. r Considerable success was enjoyed by the Narcotics Division with record numbers in the value of property seized, value of controlled substances purchased, value of controlled substances seized, and the value of assets forfeited. The division cleared 70.5 percent of its cases working one detective short the full year. 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Increase the resolution of reported crimes. 2,3,4 ■ Provide effective crime analysis to reduce and/or prevent criminal activity. 3,4 • Institute Outcome Management within the division to improve effectiveness. 3 3-90 im POLICE to INVESTIGATIONS APPROPRIATION BY OBJECT OF EXPENDITURE w 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 1,011,589 1,152,818 1,204,910 1,246,356 1,239,000 2.8% Overtime 82,551 149,988 84,677 157,123 87,200 3.0% Personnel Benefits 267,742 323,817 281,682 326,332 317,800 12.8% Supplies 6,226 5,959 7,047 4,374 17,100 142.7% Other Services&Charges 110,163 105,327 155,404 130,721 158,034 1.7% Intergovernmental Services 0 0 0 0 0 N/A Capital Outlay 1,496 25,875 0 0 0 N/A MM Operaflng OperatingTotal 1,479,767 1,763,784 1,733,720 1,864,906 1,819,134 4.9% CIP 0 0 0 0 0 N/A Total 1,479,767 1,763,784 1,733,720 1,864,906 1,819,134 4.9% it 2001 FUNDING DECISIONS r 2000 ORIGINAL ADOPTED BUDGET: $1,7331720 2001 CHANGES: Salaries 36,613 Benefits 36,118 Equipment Rental 8,875 Reallocated from Auxiliary Services 10,000 Reallocated to Administration -5,900 All Other -292 2001 ORIGINAL ADOPTED BUDGET $1,819,134 Irr Note: Original adopted budget does not include budget adjustments. Ii w 3-91 STAFF SERVICES way PROGRAM MISSION Staff Services accurately records and disseminates information within the Department, to other agencies, and the public while staying within the legal limitations of public disclosure and right to privacy; and assures the safety of all jail inmates. DIVISION OVERVIEW Expenditure Comparison $1,000,000 $800,000 - $600,000 - $400,000 - $200,000 800,000$600,000$400,000$200,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget ,a EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 724,057 722,420 615,403 527,070 669,800 8.8% Willi ,1 PROGRAM ACTIVITY Assist the other Police divisions by specializing in specific activities by accurately recording and disseminating information within the department to other agencies and the public within the legal limitations of public disclosure and the right-to-privacy and professionally provide miscellaneous services to the public. The Staff Services Division is responsible twenty-four hours a day for receiving in- station and telephone inquiries, responding to police radio requests, referring individuals to appropriate offices and agencies, maintaining confidential files, transcribing narrated officer tapes, collecting bail and licensing money, monitoring closed circuit security systems, and is also responsible for the care, custody, and searches of female prisoners. 3-92 110 POLICE STAFF SERVICES io STAFFING LEVELS (Full Time Equivalent Employees — FTE) kv 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 13.0 11.0 11.0 11.0 11.0 0.070 Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 13.0 11.0 11.0 11.0 11.0 0.0% lW 2000 ACCOMPLISHMENTS Completed acceptance testing of all outstanding New World modules. DIVISION HIGHLIGHT Specialist Terri Vickers was selected "Employee of the Year". All desktop computers were equipped with the software to communicate with the State of Washington ACCESS system. The Division started with a nine-month backlog of arrest files in January and finished the year with a two-month backlog, while at the same time was short one specialist for most of the year. irr 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Integration of new Patrol laptop computer software. 4 ■ Implementation of the AFIS Live-scan system into arrest files. 4 �r ■ Successfully pass the 2001 ACESS Audit. 4 ■ Institute outcome management to improve effectiveness. 4 I�r li 3-93 POLICE STAFF SERVICES APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 501,384 500,247 378,600 344,622 446,600 18.0% Overtime 19,428 20,168 14,757 15,581 15,200 3.017o Personnel Benefits 147,185 146,019 138,827 122,903 123,900 -10.8% Supplies 15,474 11,348 15,541 14,454 15,700 1.0% Other Services&Charges 36,963 44,638 67,678 29,510 68,400 1.1% Intergovernmental Services 0 0 0 0 0 N/A Capital Outla3,623 0 0 0 0 N/A- Operating /AO eratin Total 724,057 722,420 615,403 527,070 669,800 8.8% CIP 0 0 0 0 0 N/A Total 724,057 722,420 615,403 527,070 669,800 8.8% 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $615,403 2001 CHANGES: Salaries 68,443 ++ Benefits -14,927 All Other 881 2001 ORIGINAL.ADOPTED BUDGET $669,800 Note: Original adopted budget does not include budget adjustments. 3-94 o� a�, WN. ADMINISTRATIVE SERVICES PROGRAM MISSION The Administrative Services Division provides department personnel services; effective crime prevention and community relations programs; personnel and departmental equipment needs, administer a volunteer staff of thirty-two (32); conduct planning and research activities; educate citizens and community groups in the various aspects of the Renton Police Department; and form partnerships with the community to decrease crime and increase the quality of life by initiating, developing, and coordinating a variety of police/community programs. DIVISION OVERVIEW Expenditure Comparison �r $1,000,000 $800,000 $600,000 - $400,000 - $200,000 - $0 600,000$400,000$200,000$0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET it 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 732,817 806,885 961,918 915,635 909,700 -5.4% PROGRAM ACTIVITY Provide training and equipment to all department staff, conduct recruitment process and background investigations, coordinate all department training, develop departmental policies and procedures, represent the Department on the City's Human Service Citizen Advisory Committee, write proposals for government grants, and coordinate community/police programs and activities. 3-95 POLICE ADMINISTRATIVE SERVICES Two Community Program Coordinators identify community needs for crime prevention, develop and implement community programs, administer the volunteer program, evaluate proposed construction projects and determine potential impact, install and maintain residential and commercial panic alarms. STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 7.0 9.0 9.0 9.0 8.0 -11.1% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 7.0 9.0 9.0 9.0 8.0 2000 ACCOMPLISHMENTS ■ Improved service with the Renton School District providing full time School Resource Officers to Renton and Hazen High Schools and by providing critical incident response training to all building Principals. ■ Conducted department-wide driver's training to reduce on-duty accidents. ■ Incorporated domestic violence training module improving reporting, recording, and prosecuting of domestic violence cases. DIVISION HIGHLIGHT The Administrative Services Division worked in cooperation with the Renton School District to address school violence and its prevention. As part of this work the Renton School District provided $9,000 to help pay for the two officers that are serving as School Resource Officers. At the same time Community Programs Coordinators certified three multi-housing complexes through the Crime Resistant Multi-Housing Program. Working with the community is a main function of this division. In another area the Return to Renton Car Show worked with the School Resource Officers to help raise a record $10,500 for Renton Police Youth Programs. These programs include the basketball hoop shoot and Royal Hills Youth at Risk programs. This division provides support to the department in the areas of training and equipment. In + 2000 over 11,500 hours of employee training was coordinated through this division, including the "Less Lethal" bean bag training. This is an increase of 2 percent in training hours over 1999. 3-96 POLICE ADMINISTRATIVE SERVICES 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Successfully complete CALEA re-accreditation 3,4,5 8 Communicate law enforcement services and provide effective programs 1,2,3,4,5 within the community. APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 RegularSalaries 371,922 447,524 569,730 533,976 500,000 -12.217o be Overtime 33,716 38,894 20,678 23,286 21,300 3.0% Personnel Benefits 100,050 120,099 115,633 136,854 129,800 12.3% Supplies 138,904 118,518 167,835 134,482 169,000 0.7% Other Services&Charges 81,015 78,038 88,042 86,799 89,600 1.8% Capital Outla7,211 3,812 0 238 0 N/A Operating Total 732,818 806,885 961,918 915,635 909,700 -5.47o w CIP 0 0 0 0 0 N/A Total 732,818 806,885 961,918 915,635 909,700 -5.47. Irr 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $961,918 2001 CHANGES: Salaries -69,108 Benefits 14,167 All Other 2,723 2001 ORIGINAL ADOPTED BUDGET $909,700 Note: Original adopted budget does not include budget adjustments. Ir �r 3-97 Aummy SERVICES x PROGRAM MISSION Auxiliary Services includes the Jail section which provides for the safety, security, and general welfare of sentenced inmates and arrestees, provides health screening and necessary medical services, and provides alternative options to incarceration, including Electronic Home Detention (EHD). DIVISION OVERVIEW Expenditure Comparison $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 - $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Bud et Actual Budget 2000/2001 Total Appropriation 1,374,513 1,635,541 1,808,656 1,889,091 1,973,000 9.1% PROGRAM ACTIVITY Protect the public and staff by lawfully providing safety, security, and general welfare to inmates in a humane and efficient manner by maintaining a safe, secure and contraband-free jail environment, providing efficient in-house health screening and necessary medical services, providing earned commissary privileges, and evaluating and responding to inmate and staff-generated complaints. . 3-98 POLICE AuxmUARY SERVICES STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 11.0 15.0 15.0 15.0 16.0 6.7% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 11.0 15,0 15.0 15.0 16.0 6.7% 2000 ACCOMPLISHMENTS Compliance with 100% of WASPC standards. ■ Developed, distributed, and analyzed Jail Survey. DIVISION HIGHLIGHT A livescan machine was installed as a result of the King County Regional Automated rr Fingerprint Identification System levy which will allow our jail to electronically communicate with the regional fingerprint database. Technology improvements included adding a CAD terminal in the jail and equipping the booking stations with a direct link to the State of it Washington ACCESS system. The Electronic Home Detention Office was moved to the third floor. This has increased enrollment in the program and assisted court defendants in completing the requirements of their sentences. The Jail was understaffed much of the year. However, two new jailers were hired in 2000 and brought Auxiliary Services to full staffing at year-end. 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Institute Live Scan technology to more effectively identify inmates and 4 criminal data. a Develop a system whereby inmates compensate the City for services 4 provided. 3-99 POLICE AUXILIARY SERVICES APPROPRIATION BY OBJECT OF EXPENDITURE 1 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 447,657 564,078 691,300 689,268 782,100 13.1% Overtime 25,693 51,266 21,717 72,783 22,400 3.1% Personnel Benefits 139,190 173,543 175,812 206,907 219,300 24.7% Supplies 150,870 153,774 199,554 173,589 191,600 -4.0% Other Services&Charges 228,267 261,161 311,093 299,859 306,300 -1.5% Intergovernmental Services 382,836 429,793 409,180 446,685 451,300 10.3% Ca ital Outlay 0 1,926 0 0 0 N/A Operating Total 1,374,513 1,635,541 1,808,656 1,889,091 1,973,000 9.1% CIP 0 0 0 0 0 N/A Total 1,374,513 1,635,541 1,808,656 1,889,091 1,973,000 9.1% 2001 FUNDING DECISIONS it 2000 ORIGINAL ADOPTED BUDGET: $1,808,656 2001 CHANGES: Salaries 54,483 Benefits 28,488 Secretary/Transportation Coordinator, 1.0 FTE 52,000 Health Officer Services Contract 8,500 Equipment Rental 9,615 Professional Services -24,441 County Jail Services Contract 42,120 Reallocated to Investigations -10,000 All Other 3,579 2001 ORIGINAL ADOPTED BUDGET $1,973,000 1 Note: Original adopted budget does not include budget adjustments. 3-100 POLICE POSITION LISTING 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget ADMINISTRATION: Commissioned Officers: M43 Police Chief 1.0 1.0 1.0 1.0 1.0 M38 Deputy Chief 0.0 0.0 0.0 1.0 1.0 M36 Commander 1.0 0.0 0.0 0.0 0.0 Total Commissioned Officers 2.0 1.0 1.0 2.0 2.0 Non-Commissioned Personnel: M34 Staff Services Manager 0.0 1.0 1.0 1.0 0.0 N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0 PN51 Police Secretary 1.0 0.0 0.0 0.0 1.0 Total Non-Commissioned 2.0 2.0 2.0 2.0 2.0 Total Administration 4.0 3.0 3.0 4.0 4.0 Patrol Operations Commissioned Officers: w M38 Deputy Chief 1.0 1.0 1.0 0.0 0.0 M36 Commander 1.0 1.0 1.0 1.0 2.0 PC61 Sergeant 6.0 5.0 5.0 5.0 5.0 PC52/59/60 Police Officer-Corporal Assignments 1.0 1.0 1.0 1.0 1.0 PC52/59/60 Police Officer-Patrol 38.0 41.0 41.0 41.0 41.0 PC52/59/60 Police Officer-Bicycle Patrol 4.0 4.0 4.0 4.0 4.0 PC52/59/60 Police Officer-Patrol/Contract 6.0 0.0 0.0 0.0 0.0 IN Total Commissioned Officers 57.0 53.0 53.0 52.0 53.0 Non-Commissioned Personnel: PN51 Police Secretary 0.0 1.0 1.0 1.0 0.0 Total Non-Commissioned 0.0 1.0 1.0 1.0 0.0 irw Total Patrol Operations 57.0 54.0 54.0 53.0 53.0 Patrol Services Commissioned Officers: M36 Commander 1.0 1.0 1.0 1.0 1.0 PC61 Sergeant 1.0 1.0 1.0 1.0 1.0 PC52/59/60 Police Officer-Traffic 6.0 6.0 6.0 6.0 6.0 ion Total Commissioned Officers 8.0 8.0 8.0 8.0 8.0 Non-Commissioned Personnel: PN52 Animal Control Officer 0.0 0.0 0.0 0.0 1.0 PN50 Traffic Controller 1.2 1.2 1.2 1.2 1.2 ir. Total Non-Commissioned 1.2 1.2 1.2 1.2 2.2 Total Patrol Services 9.2 9.2 9.2 9.2 10.2 Animal Control Non-Commissioned Personnel: PN52 Animal Control Officer 1.0 1.0 1.0 1.0 0.0 Total Animal Control 1.0 1.0 1.0 1.0 0.0 Investigation Commissioned Officers: M36 Commander 1.0 1.0 1.0 1.0 1.0 PC61 Sergeant 2.0 2.0 2.0 2.0 2.0 irr PC52/59/60 Police Officer/Detectives 10.0 11.0 11.0 11.0 11.0 PC52/59/60 Police Officer-Gambling Tax Enforcement 1.0 1.0 1.0 1.0 1.0 Total Commissioned Officers 14.0 15.0 15.0 15.0 15.0 3-101 POLICE POSITION LISTING , 1998 1999 2000 2000 2001 Grade Title Actual Actual Bud et Actual Budget Non-Commissioned Personnel: PN53 Evidence Technician 0.0 0.0 0.0 0.0 1.0 PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0 Total Non-Commissioned 1.0 1.0 1.0 1.0 2.0 Total Investigation 15.0 16.0 16.0 16.0 17.0 Administrative Services Commissioned Officers: M38 Deputy Chief 0.0 1.0 1.0 1.0 0.0 M36 Commander 1.0 1.0 1.0 1.0 1.0 PC61 Sergeant 0.0 1.0 1.0 1.0 1.0 PC52/59/60 Police Officer-DARE 2.0 2.0 2.0 2.0 2.0 PC52/59/60 Police Officer-Training 1.0 1.0 1.0 1.0 1.0 Total Commissioned Officers 4.0 6.0 6.0 6.0 5.0 Non-Commissioned Personnel: PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0 PN54 Community Program Coordinator 2.0 2.0 2.0 2.0 2.0 Total Non-Commissioned Personnel 3.0 3.0 3.0 3.0 3.0 Total Administrative Services 7.0 9.0 9.0 9.0 8.0 Staff Services Commissioned Officers: M38 Deputy Chief 1.0 0.0 0.0 0.0 0.0 Total Commissioned Officers 1.0 0.0 0.0 0.0 0.0 Non-Commissioned Personnel: M34 Staff Services Manager 1.0 0.0 0.0 0.0 0.0 PN51 Service Specialist Supervisor 1.0 1.0 1.0 1.0 1.0 PN51 Service Specialist Lead 1.0 1.0 1.0 1.0 1.0 PN51 Police Service Specialist/Gambling Tax 1.0 1.0 1.0 1.0 1.0 Enforcement PN51 Police Service Specialists 8.0 8.0 8.0 8.0 8.0 Total Non-Commissioned 12.0 11.0 11.0 11.0 11.0 Total Staff Services 13.0 11.0 11.0 11.0 11.0 Auxiliary Services(Jail) Commissioned Officers: M36 Commander 0.0 1.0 1.0 1.0 0.0 Total Commissioned Officers 0.0 1.0 1.0 1.0 0.0 Non-Commissioned Personnel: M34 Auxiliary Services Manager 0.0 0.0 0.0 0.0 1.0 PN52 Jailer Supervisor 1.0 1.0 1.0 1.0 2.0 PN53 Evidence Technician 1.0 1.0 1.0 1.0 0.0 PN52 Jailer 8.0 10.0 10.0 10.0 10.0 PN51 Police Secretary/Transportation Coordinator 0.0 0.0 0.0 0.0 1.0 - To al .0Total Non-Commissioned 10.0 12.0 12.0 12.0 14.0 Total Auxiliary Services Jail 10.0 13.0 13.0 13.0 14.0 b� s 3-102 POLICE 9 POSITION LISTING 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget Auxiliary Services(Electronic Home Detention) Non-Commissioned Personnel: PN52 Jailer 1.0 2.0 2.0 2.0 2.0 Total Electronic Home Detention 1.0 2.0 2.0 2.0 2.0 TOTAL COMMISSIONED OFFICERS 86.0 84.0 84.0 84.0 83.0 TOTAL NON-COMMISSIONED OFFICERS 31.2 34.2 34.2 34.2 36.2 TOTAL POLICE DEPARTMENT 117.2 118.2 118.2 118.2 119.2 Note: One Task Force Officer not included in the City FTE count. ko 60 b like 3-103 f h IIs� C'pe ex R ea as �, wt'e`'^�'����x� a e•��� � � n 3-104 L fire 71, Ix u ORGANIZATION +rr rw Fre Chief A.Lee Wheeler 1 Support Staff Public Information r• 4 Officer(PIO)* Operations Administration Su / Pport 98 Services 13 lid Suppression Fre Prevention Haz Mat Team Code Enforcement Investigations Dive/Water Plans Review Public Education Rescue Urban Search Training and Rescue Rope Rescue EMS Liaison it Emergency Management The individuals that perform this function are counted in Operations. Emergency Operations to Center(EOC) to Total Full-Time Equivalent Employees: 116.0 3-105 •mQa Aa. a a $aa �3.�yy��"�a kg„$�4a .Q rL::::TH:EDEP,,TMENT �• .: PROGRAM MISSION The City of Renton Fire Department is dedicated to providing a safe and healthy environment for its community by: protecting the community from imminent hazard; providing leadership in the event of disaster; giving immediate care to the sick and injured, and preventing injury from fire through community education. DEPARTMENT OVERVIEW Expenditure Comparison $12,000,000 $9,600,000 $7,200,000 $4,800,000 $2,400,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 6,355,112 6,540,900 7,301,391 7,014,575 7,516,200 2.9% Part Time Salaries 0 0 0 12,691 0 N/A Overtime 585,525 691,030 702,466 780,775 752,600 7.1% Personnel Benefits 1,397,131 1,480,221 1,588,955 1,559,924 1,600,300 0.7% Supplies 164,425 161,620 200,355 228,400 217,400 8.5% Other Services&Charges 423,985 590,691 707,706 677,986 787,100 11.2% Intergovernmental Services 125,446 111,639 142,040 120,334 147,600 3.9% Capital Outla 10,611 29,013 6,800 61,067 6,800 0.0% OperatingOperafing Total 9,062,235 9,605,114 10,649,713 10,455,752 11,028,000 3.6% > CIP 0 0 0 0 0 N/A Total 9,062,235 9,605,114 10,649,713 10,455,752 11,028,000 3.6% 3-106 +�• FIRE 2001 CAPITAL IMPROVEMENT PROGRAM CIP Budget As shown in the CIP and included in the 304 Fund Appropriations Total. 2,100.000 Total 2,100,000 DIVISIONS BY FUND NUMBER The Fire Department includes the operations of the following divisions: General Fund (000): Administration, Operations, Prevention, Training, and Emergency Management. ACTIVITY BY DIVISION Administration provides policy direction for the Fire Department. Communication is included in this department. Operations is the primary service area for accomplishing the mission of protecting life and property from the effects of fire and hazardous materials, rescue, and life support services. This section includes: Fire Suppression, Facilities, Hazardous Materials Team, Dive Rescue, and Emergency Medical Services (EMS). io Prevention is responsible for code enforcement, fire investigations, plan reviews, fire code inspections, hazardous materials inspections, and community public education. VW Training coordinates the Department's training programs, firefighter training objectives, EMT (Emergency Medical Technician) training, driver's training, and specialized training areas. 60 Emergency Management/Safety is responsible for the community's emergency response plan and Department safety. MAJOR DEPARTMENT CHANGES 2001: ■ Personnel Costs ($263,700-All Divisions) Salary and benefit increases to maintain the same number ofFTE's as the 2000 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include a ten percent (10%) increase in medical costs and a seven and one half percent (7'/2%) increase in dental costs. 0 Equipment Rental ($48,100-All Divisions) This increase is due to the rising cost of petroleum products, and an increase in the monthly replacement charge for new equipment purchased in 2000. rrr ■ Contract Costs ($5,600-Communications) Contract increase for 2001 is for Fire Dispatch/Valley Communications. 6W 3-107 FIRE ■ Maintenance Program ($50,000-All Divisions) Required increases to maintain current level of service. Additional funds necessary for supplies and the repair and maintenance of communications devices, EMS life support and dive team equipment. Overtime for communications and dive team operations. ■ Training Overtime ($6,500-Training) Required increases to maintain current level of service. This is necessary due to a significant increase in legally required training in the areas of firefighter safety and emergency medical services. Increase in overtime is necessary to provide training to suppression personnel during weekends and evening hours. The use of non-traditional training periods is cost effective as it eliminates overtime for the suppression personnel. In addition, the City will be able to partially recover costs by revenue received from other fire districts in the rental of the burn prop facility. EXPENDITURE BUDGET BY DIVISION 1998 1999 2000 2000 2001 %Chg Divisions Actual Actual Budget Actual Budget 2000/2001 Administration: 749,871 782,464 821,794 813,016 699,900 -14.8% Communications 0 0 0 0 184,100 100.0 Subtotal 749,871 782,464 821,794 813,016 884,000 7.6% Operations: Suppression 7,256,785 7,647,046 8,559,879 8,355,061 8,762,300 2.4% Facilities 51,874 66,214 54,311 55,141 54,800 0.9% Haz-Mat Response 17,665 9,807 12,333 18,012 12,500 1.47. Dive Team 13,857 12,947 23,429 50,603 36,500 55.8% EMS Life Support 40,302 51,873 50,890 54,393 58,900 15.7% Subtotal 7,380,483 7,787,887 8,700,842 8,533,210 8,925,000 2.6% Fire Prevention 629,313 658,426 754,818 734,109 829,100 9.8% Training 274,016 362,214 355,925 354,178 373,500 4.9% Emer enc Mnqmt/Safety 28,552 14,123 16,334 21,239 16,400 0.4% Operating Total 9,062,235 9,605,114 10,649,713 10,455,752 11,028,000 3.6% CIP 0 0 0 0 0 N/A Total 9,062,235 9,605,114 10,649,713 10,455,752 11,028,000 3.6% STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees- FTE) 1998 1999 2000 2000 2001 %Chg Division FTE Actual Actual Budget Actual Budget 2000/2001 Administration 5.0 5.0 5.0 5.0 5.0 0.01Y. Operations 93.0 96.0 98.0 98.0 98.0 0.0% Fire Prevention 9.0 9.0 10.0 10.0 10.0 0.0170 Training 2.0 3.0 3.0 3.0 3.0 0.070 Emergency Management 1.0 0.0 0.0 0.0 0.0 N/A Total FTE 110.0 113.0 116.0 116.0 116.0 0.0% 3-108 �� a. .', .����sy�' � aaiaa3,e�a a��"e�Aes� e a g'"�'aJ a• a�w ti a 0�aa�a a a �b��eL`Y�:���a� �tx� £.el xa. a g.r� m 3aaa�a a� as 3aa�" aaa a�aa�a a t a h , a ttir ADMINISTRATION w PROGRAM MISSION Provide management and direction for the City of Renton Fire Department and assist the City in meeting its mission to maintain a safe environment for the citizens of Renton. DIVISION OVERVIEW Expenditure Comparison raw $1,000,000 $800,000 $600,000 illy $400,000 ------- $200,000- $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget gr EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000 2001 Total Appropriation 749,871 782,464 821,794 813.016 884,000 7.6% PROGRAM ACTIVITY Fire Administration provides staff support to all divisions of the Department. Activities include personnel administration, payroll, budget management, shift scheduling,g g g, policy development, apparatus maintenance, long-range and short-range planning, inter/intragovernmental relations, facilities oversight, and communication needs. r. +r 3-109 FIRE AmNISmmoN STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1998 1999 2000 2000 2001 %Chg Staff a FTE Actual Actual Budget Actual Budget 2000/2001 Regular 5.0 5.0 5.0 5.0 5.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 5.0 5.0 5.0 5.0 5.0 0.0% 2000 ACCOMPLISHMENTS ■ Made a purchase offer on the property selected for relocation of Fire Station 12. • Hired two firefighters to improve response time and one additional inspector. ■ Purchased one 95-foot aerial platform, two pumper engines and one medium-duty chassis aid car. ■ Maintained service levels and response times in newly annexed areas. DIVISION HIGHLIGHT This division experienced significant transition of personnel including replacement of the Deputy Chief of Administration and Support Services, as well as the Administrative Secretary II. City Shops staff members collaborated with department Firefighters to develop creative solutions for a replacement Dive Team apparatus. This process was highly unusual and required an incredible level of cooperation, communication and resource sharing between City Shops and Fire Department staffs. The resulting vehicle is of outstanding quality. It was specifically designed for the mission and completed for 40 percent of the original budget request. 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Develop an Outcome Management Plan by integrating it throughout the 3,4 department. ■ Complete purchase of land for Fire Station 15 and relocate Fire Station 12. 1,2,3,4,5 ■ Obtain a consultant to assist with the evaluation, selection and installation of 4 new Fire Department Records Management software. ■ Centralize communication expenses within the department's budget to 4 maximize our budgeting capability. ori i 3-110 FIRE ADMINISTRATION APPROPRIATION BY OBJECT OF EXPENDITURE #0 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 340,093 351,822 366,755 363,053 374,400 2.1% ON Part Time Salaries 0 0 0 1,920 0 N/A Overtime 1,279 1,952 0 5,402 0 N/A Personnel Benefits 213,212 209,506 211,296 229,819 241,300 14.2% 10 Supplies 4,677 10,846 8,016 8,161 17,100 113.3% Other Services&Charges 65,163 87,826 93,687 84,327 103,600 10.6% Intergovernmental Services 125,447 111,639 142,040 120,334 147,600 3.9% ft Capital Outla0 8,873 0 0 0 N/A Operating Total 749,871 782,464 821,794 813,016 884,000 7.6% CIP 0 0 0 0 0 N/A Grand Total 749,871 782,464 821,794 813,016 884,000 7.6% „ 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: ;824,342 2001 CHANGES: Salaries 7,645 Benefits 30,004 Valley Communications Contract 5,600 Small Tools/Minor Equipment-Comm 9,000 Pagers 9,600 Repairs and Maintenance 5,500 Reallocated to Prevention -8,000 + All Other 309 2001 ORIGINAL ADOPTED BUDGET $884,000 Note: Original adopted budget does not include budget adjustments. +w 3-111 as OPERATIONS PROGRAM MISSION Provide protection of life and property from the effects of fire, render medical assistance to individuals, and respond to hazardous material and dive related incidents when necessary. DIVISION OVERVIEW Expenditure Comparison $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000 2001 Total Appropriation 7,380,483 7,787,887 8,700,842 8,533,210 8,925,000 2.6% PROGRAM ACTIVITY The following are the five sections in the Operations division. Each shift includes personnel from Hazardous Material Response and Dive Rescue teams, enabling 24-hour coverage for the City and surrounding communities: Suppression personnel work 24-hour shifts on a three-platoon system. A battalion chief commands each platoon. There are 33 personnel in two companies and 32 in the third company, with a minimum of 21 personnel on duty each day. There are five staffed engine companies, two staffed life support units, and one staffed aerial ladder truck available to the City of Renton and King County Fire District No. 25. 3-112 FIRE OPERATIONS 11r Facilities provides the needed operating supplies; small tools/appliances; and repairs and maintenance for all fire stations, four City stations, and one King County Fire District Station No. 25. The Hazardous Material Response Team is comprised of approximately 30 officers and 6firefighters who have received additional training to become certified Haz-Mat technicians. The team works with the SARA Title III facilities to develop and exercise their emergency response plans on an annual basis. The Dive Rescue Team is made up of 18 members, both officers and firefighters, who receive additional training and are available for water-related emergencies. The Dive Team trains year-round in underwater search and recovery, river rescue, and other water support functions. Emergency Medical Services. All firefighters in the Fire Department are required to be Emergency Medical Technician Certified and 95 percent have received their DeFib certification. The Department response time standard for an EMS response is 4.8 minutes. STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000 2001 Regular 93.0 96.0 98.0 98.0 98.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 93.0 96.0 98.0 98.0 98.0 0.0% 2000 ACCOMPLISHMENTS ■ Continued training on Marine Rescue Vehicle and secured interlocal agreements with Kent and Tukwila in exchange for special team services. ■ Maintained acceptable response time standards. ■ Ensured HazMat team members completed required classroom and manipulative skills training; worked with the City of Kent's Hazardous Materials Team, and continued to represent the City in developing the regional Hazardous Material Team concept. ■ Recertified EMT's with the County and State, and maintained EMS training to exceed King County standards. ■ Continued to refine the Pre-Fire Plan Book for Fire Station 14's response area. r 3-113 FIRE OPERATIONS DIVISION HIGHLIGHT The following graph illustrates the actual number of Fire Department responses recorded from 1997 through 2000, and the response forecast for 2001. With the City's effective fire training programs, fire personnel are better equipped to respond to various types of emergencies, thereby better serving the community. The following graph illustrates two types of emergency responses: non-fire related responses and fire related responses. Fire- related responses include structure fires, vehicle fires, and other types of fires. Non-fire related responses include life support, hazardous material, service calls, false alarms, overpressure ruptures, and good intent. FIRE DEPARTMENT NFire Related Responses EMERGENCY RESPONSES Non-Fire Related Responses 9,000 8,000 7,000 6,000 1997 1998 1999 2000 2001 Forecast 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Analyze and update our Standard Operating Procedures Manual. 4 ■ Continue maintaining 5 minute response times. 1,2,3,4,5 ■ Maintain EMT in-service training to exceed King County standards. 3,4 ■ Provide additional items to strengthen our response abilities. This includes 4 purchasing a second Command vehicle, additional SCBAs for cross manning of aid cars, additional aid supplies, and new wet suits for the Dive Rescue Team. ■ Continue representing the City on interlocal agreements with neighboring 5 cities. 3-114 FIRE OPERATIONS APPROPRIATION BY OBJECT OF EXPENDITURE 1110 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 5,343,443 5,487,332 6,176,807 5,903,849 6,322,500 2.4% Overtime 549,864 619,759 631,524 722,356 673,000 6.6% Personnel Benefits 1,033,028 1,110,891 1,211,156 1,160,212 1,175,500 -2.9% Supplies 138,649 128,462 169,504 187,758 177,300 4.6% Other Services&Charges 304,889 421,303 511,851 505,809 576,700 12.7% Capital Outla10,610 20,140 0 53,226 0 N/A Operating Total 7,380,483 7,787,887 8,700,842 8,533,210 8,925,000 2.6% CIP 0 0 0 0 0 N/A Total 7,380,483 7,787,887 8,700,842 8,533,210 8,925,000 2.6% 2001 FUNDING DECISIONS 2000 ORIGINAL.ADOPTED BUDGET: $8,698,342 2001 C MANGES: Salaries 189,669 Benefits -35,656 Equipment Rental 53,960 Supplies/Small Tools 7,796 Repairs & Maintenance 2,842 All Other 8,047 2001 ORIGINAL ADOPTED BUDGET $8,925,000 Note: Original adopted budget does not include budget adjustments. wr 66 60tl 3-115 - @ $ . r y PREVENTION PROGRAM MISSION Provide a fire-safe environment for the community through services such as annual Uniform Fire Code business occupancy inspections, construction plan reviews and field tests, public education, fire investigations, hazardous materials monitoring and enforcement, legislation adoption and administration. DMSION OVERVIEW Expenditure Comparison $1,000,000 $800,000 - $600,000 - $400,000 -- $200,000 - $0 400,000$200,000$0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Bud et 2000/2001 Total Approprlatlon 629,313 658,426 754,818 734,109 829,100 9.8% d j PROGRAM ACTIVITY Conduct annual business occupancy fire code inspections and re-inspections of over 2,105 businesses. Review over 695 commercial plans a year and conduct field inspections to ensure compliance with the Uniform Fire Code. Fire investigations are conducted on fires with potential loss of life, those suspicious in nature and those involving a loss of $10,000 or more. The Hazardous Materials Program provides technical support for Fire Suppression, plan review, field tests for new construction and annual fire inspections involving hazardous materials. Ongoing training is provided for the department and businesses regarding the proper handling, storage, use and identification of these 3-116 w„ FIRE PREVENTION u. substances. The Bureau maintains review records for Uniform Fire Code permits, re- inspections, fireworks stands, plan review, construction permitting and construction re- to inspection fees. STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 9.0 9.0 10.0 10.0 10.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 9.0 9.0 10.0 10.0 10.0 0.0% err 2000 ACCOMPLISHMENTS • Continued to maintain timely service across all areas of Fire Prevention in a climate of "" increasing commercial and residential growth and consequent demand for services. ■ Completed all Uniform Fire Code and hazardous materials compliance inspections. 60 ■ Hired one additional full-time position to assist in code enforcement and arson investigation. to ■ Maintained current quality of Fire Prevention Public Education programs while responding to increasing demand. DIVISION HIGHLIGHT Each year, personnel work closely with the community and Renton School District to provide a variety of educational programs on safety and fire prevention. This includes youth fire setting intervention, fall prevention for seniors, fire safety and 911 education. School, residential and business fire safety programs are also provided, as well as an all day Apartment Fire Safety Forum. In addition, the Bureau's involvement in station tours and visible participation in community events are high priorities. The graph illustrates the 6W increasing level of programs provided each year. Even though Public Education opportunities were limited the first half of 2000 due to changes in personnel, the number of programs surpassed expectations. w 1w 3-117 FIRE PREVENTION FIRE DEPARTMENT EDUCATIONAL ' PROGRAMS 120 - E loo c 80 c 60 40 Z20 0 ]1r 1998 1999 2000 ,a 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Upgrade current computer program to include the input certification 4,5 information on the fire protection systems. ■ Evaluate annual inspections of the businesses in the city and determine 3,4 those with the most significant hazards. Implement biannual inspections for identified businesses. .IIS ■ Increase the level of Fire Prevention education presented to local middle 2,3,5 and high schools within Renton. ■ Establish a process that allows us to statistically track the positive effect the 3 division has on the community • Increase staffing levels by one inspector, and secure additional 3,4 administrative support. APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 449,388 466,764 512,685 502,136 559,900 9.2% Part Time Salaries 0 0 0 10,771 0 N/A Overtime 15,357 34,310 57,801 26,869 59,500 2.9% Personnel Benefits 115,841 118,256 128,409 131,548 149,500 16.4% Supplies 13,749 6,680 12,299 12,222 12,400 0.8% Other Services&Charges 34,978 32,416 36,824 42,722 41,000 11.3% Capital Outla0 0 6,800 7,841 6,800 0.0% Operaflng Total 629,313 658,426 754,818 734,109 829,100 9.8% CIP 0 0 0 0 0 N/A Total 629,313 658,426 754,818 734,109 829,100 9.8% 3-118 w. FIRE PREVENTION 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $752,270 2001 CHANGES: Salaries 48,914 Benefits 21,091 Equipment Rental -5,580 Reallocated from Administration 8,000 All Other 4,405 2001 ORIGINAL ADOPTED BUDGET $829,100 Note: Original adopted budget does not include budget adjustments. wr w it 3-119 TRAININGzz � �.., . PROGRAM MISSION The Training Division coordinates, tracks, and updates existing programs and develops new training programs for the ongoing training and certification of Department members. DIVISION OVERVIEW Expenditure Comparison $400,000 $320,000 $240,000 $160,000 - $80,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 274,016 362,214 355,925 354,178 373,500 4.9% PROGRAM ACTIVITY Ild Provide the training required for certification of suppression personnel, including the training of new recruits and annual recurrent training of regular uniformed personnel. Participate and monitor the Joint Apprenticeship Training Committee's activities. Oversee the continuing education program for EMT and EMT-DeFib certification. Provide public information officer support to fire commanders. Provide EMS liaison to the King County EMS system and private ambulance companies. Oversee the personal protective equipment inventory and control system, to include evaluation of new equipment that will provide a higher level of protection at a reasonable cost. A 3-120 FIRE TiwNiNG STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 2.0 3.0 3.0 3.0 3.0 0.070 wt� Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 2.0 3.0 3.0 3.0 3.0 0.070 2000 ACCOMPLISHMENTS N Developed and conducted Rapid Intervention Team training to conform to State law. ■ Continued Incident Management System training. DIVISION HIGHLIGHT rr The Training Division continues to focus on the education, safety, and skills of all firefighter personnel. Joint training with other jurisdictions continues to provide opportunities for efficient working relationships on the emergency scene and a sharing of training costs. The division jointly wr trained with Bellevue, Eastside Fire & Rescue, Kent, Tukwila, and King County Fire District #40. In 2000, five structures were donated to the department providing invaluable live fire training it in real buildings. In addition to utilizing tactics and safe practices, these drills provide officers with the opportunity for management skills development r The issue of firefighter safety has come to the forefront in recent years. The department has addressed this in a number of ways, including obtaining Thermal Imaging Cameras as co- recipients of a grant from the state of Washington. In addition, the department hosted regional training which included Rapid Intervention Team training and Labor & Industries firefighter standards. wr Training utilization areas continue to increase. These areas include, Live-Fire Training, Rapid Extrication of lost or trapped personnel, Multi-Jurisdictional Incidents, EMS emergencies, Confined Space, Rope Rescue, Zone 3 Drills, Police Tactical Incidents, and Drivers Training. + • The forecasts for 2001 are based on current trends. +rr sir 3-121 FIRE TRAINING ANNUAL TRAINING DRILL COMPARISON 100 - 50 O 0 1998 1999 2000 2001 Forecast 2001 OBJECTIMES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Continue Incident Management System training. 1,4 ■ Begin regional development of Training Objectives program. 2,4 • Continue development of the fire officer training requirements. 1,4 • Complete updating of Training Objectives manual and move it to electronic 3,4 format. ■ Integrate interactive computer training into annual Training Objectives 3,4 program. all APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure b Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 201,379 234,982 245,144 245,537 259,400 5.8% Overtime 19,024 35,009 13,141 26,148 20,100 53.0% Personnel Benefits 32,527 41,568 38,094 38,345 34,000 -10.7% Supplies 5,156 9,327 5,508 3,939 5,600 1.7% Other Services&Charges 15,930 41,328 54,038 40,209 54,400 0.7% Operating Total 274,016 362,214 355,925 354,178 373,500 4.9% CIP 0 0 0 0 0 N/A Total 274,016 362,214 355,925 354,178 373,500 4.9% ;r 3-122 IN FIRE TRAINING 2001 FUNDING DECISIONS 2000 ORIGINAL.ADOPTED BUDGET: $355,925 2001 CHANGES: r. Salaries $21,215 Benefits -4,094 All Other 454 2001 ORIGINAL ADOPTED BUDGET $373,500 Note: Original adopted budget does not include budget adjustments. �r sir r�r rr 3-123 Z N Wn <•a baK� �jyq�`�a @ �'c 3 ' aa@ z a.'s.�� r�e�x�� @x^a g� .� 4� EMERGENCY MANAGEMENT PROGRAM MISSION Provide direction and control over the City's activities that are essential to saving lives, protecting property, maintaining order, and restoring City services before, during, and after a major emergency. j DIVISION OVERVIEW Expenditure Comparison $100,000 $80,000 $60,000 $40,000 $20,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 28,552 14,123 16,334 21,239 16,400 0.4% PROGRAM ACTIVITY Provide training and exercises designed to promote emergency preparedness and to test and evaluate our Emergency Operations Plan, procedures, and facilities. Coordinate vital agencies and resources into a program of disaster preparedness, response, and recovery. 3-124 im FIRE EMERGENCY MANAGEMENT STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1998 1999 2000 2000 2001 %Chg Staff a/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 1.0 0.0 0.0 0.0 0.0 N/A to Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 1.0 0.0 0.0 0.0 0.0 N/A io 2000 ACCOMPLISHMENTS im0 Expanded the number of disaster preparedness classes available to the community. ■ Provided City Department heads and staff with additional disaster preparedness it training. ■ Conducted a City staff exercise in 2000. ■ Completed the City departmental appendices to the City's Emergency Response Plan. ■ Became more involved regionally in King County Disaster Preparedness. DIVISION HIGHLIGHT The year 2000 was the second consecutive year the Emergency Operations Team secured a federal SLA grant to enhance the City's Emergency Operations Center (EOC� The updated Emergency Response Plan was distributed to all departments within the City. A citywide exercise was conducted in November, in which participants from all city departments were exposed to many of the challenges associated with a major gas line break within the city. In addition, a team of local HAM radio operators took part in the drill. Preparing the community in the event of a disaster continues to be the emphasis of the EOC team. to t 3-125 FIRE EMERGENCY MANAGEMENT 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Continue providing disaster preparedness classes to the community. 3,5 ■ Continue Emergency Operations Center training with city staff. 4,5 ■ Represent the City in King County EOC operations and training. 5 • Ensure the City's EOC plan is kept up to date. 3,4,5 • Explore securing additional national, state or county emergency 5 management grants. APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 20,809 0 0 0 0 N/A Overtime 0 0 0 0 0 N/A Personnel Benefits 2,524 0 0 0 0 N/A Supplies 2,194 6,305 5,028 16,320 5,000 -0.6% Other Services&Charges 3,025 7,818 11,306 4,919 11,400 0.8% Capital Outla0 0 0 0 0 N/A Operating Total 28,552 14,123 16,334 21,239 16,400 0.4% CIP 0 0 0 0 0 0.0% Total 28,552 14,123 16,334 21,239 16,400 0.4% 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $18,834 2001 CHANGES: Overtime Costs (Reallocated to Suppression) -2,500 All Other 66 2001 ORIGINAL ADOPTED BUDGET $16,400 Note: Original adopted budget does not include budget adjustments. 3-126 FIRE POSITION LISTING 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget Administration: Commissioned Officers: M43 Fire Chief (Non-Union Salary Matrix) 1.0 1.0 1.0 1.0 1.0 F74 Deputy Chief (Operations) 1.0 1.0 1.0 1.0 1.0 F74 Deputy Chief (Administrative &Support 0.0 1.0 1.0 1.0 1.0 Services,Emergency Management) F73 Battalion Chief (Support Services 1.0 0.0 0.0 0.0 0.0 Total Commissioned Officers 3.0 3.0 3.0 3.0 3.0 Non-Commissioned Personnel N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0 A07 Data Base Systems Technician 0.0 1.0 1.0 1.0 1.0 A05 Office Assistant III 1.0 0.0 0.0 0.0 0.0 Total Non-Commissioned 2.0 2.0 2.0 2.0 2.0 TOTAL ADMINISTRATION 5.0 5.0 5.0 5.0 5.0 i o Operations: (Suppression, Facilities,HazMat, Dive Team,EMS/Life Support) rr Commissioned Officers: F73 Battalion Chief (Shift Commander) 3.0 3.0 3.0 3.0 3.0 F72 Captain 5.0 5.0 5.0 5.0 5.0 itis F71 Lieutenant 13.0 13.0 13.0 13.0 13.0 F70 Firefighter 72.0 75.0 77.0 77.0 77.0 TOTAL OPERATIONS 93.0 96.0 98.0 98.0 98.0 ON Fire Prevention: Commissioned Officers: F74 Deputy Chief (Fire Marshall) 1.0 0.0 0.0 0.0 0.0 F73 Battalion Chief Fire Marshal 0.0 1.0 1.0 1.0 1.0 Total Commissioned Officers 1.0 1.0 1.0 1.0 1.0 Non-Commissioned Personnel: M23 Assistant Fire Marshall 1.0 1.0 1.0 1.0 1.0 A20 Hazardous Materials Specialist 1.0 1.0 1.0 1.0 1.0 A20 Fire Inspector III 1.0 1.0 2.0 2.0 2.0 A20 Fire Plan Reviewer 1.0 1.0 1.0 1.0 1.0 A18 Fire Inspector II 2.0 2.0 1.0 1.0 1.0 io A16 Fire Inspector 0.0 0.0 1.0 1.0 1.0 A09 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0 A03 Office Assistant II 1.0 1.0 1.0 1.0 1.0 Regular Non-Commissioned 8.0 8.0 9.0 9.0 9.0 Total Regular Staffing 9.0 9.0 10.0 10.0 10.0 Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 TOTAL FIRE PREVENTION 9.0 9.0 10.0 10.0 10.0 3-127 Fut PosmoN LISTING 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget Training: Commissioned officers: F73 Battalion Chief (Training) 0.0 1.0 1.0 1.0 1.0 F72 Captain 1.0 1.0 1.0 1.0 1.0 F71 Lieutenant 1.0 1.0 1.0 1.0 1.0 TOTAL TRAINING 2.0 3.0 3.0 3.0 3.0 Fire Emergency Management: Commissioned Officers: F73 Battalion Chief Safe 1.0 0.0 0.0 0.0 0.0 TOTAL FIRE EMERGENCY MANAGEMENT 1.0 0.0 0.0 0.0 0.0 TOTAL COMMISSONED OFFICERS 100.0 103.0 105.0 105.0 105.0 TOTAL NON-COMMISSIONED OFFICERS 10.0 10.0 11.0 11.0 11.0 TOTAL INTERMITTENT PART TIME 0.0 0.0 0.0 0.0 0.0 TOTAL FIRE DEPARTMENT 110.0 113.0 116.0 116.0 116.0 r 3-128 F1R,E APPARATtlS Year Scheduled for Purchased Re lacement Station 11: Pumper 1998 2013 Ladder 2000 2015 Aid Car 2000 2006 Backup Pumper 1989 2004 Backup Ladder 1992 2007 Backup Aid Car - - Stadon 12: Pumper 1999 2014 Ladder - - Aid Car 1999 2014 Backup Pumper 1989 2004 Dive Rig 1999 2007 Dive Boat 1999 2007 Stadon 13: Pumper 2000 2015 Ladder - - Aid Car 1999 2014 ib Backup Pumper 1996 2011 Backup Ladder - - Backup Aid Car - - N Stadon 14: Pumper 2000 2015 iw Ladder - - Aid Car 1999 2014 Backup Pumper 1996 2011 im Backup Ladder - - Backup Aid Car - - iim io to r to 3-129 '`'�°`�?:�•�.3 ?3 ;�a'e a fF�. k'���,s3��'���@�a�'R��aa�° �'��� c `x a ��$fl hY Z s , FIRE APPARATUS Year Scheduled for Purchased Replacement Station 16 — Owned by District 25 Pumper 1996 2011 Ladder - - Aid Car 2000 2006 Backup Pumper 1987 2002 Backup Ladder - - Backup Aid Car - - Note: To date all vehicles have been purchased new. Total Number Dive Rig & Boat First Line Pumpers 5 2 Ladders 1 Aid Cars 5 Total First Line Apparatus 11 2 Backup Pumpers 5 Ladders 1 Aid Cars 0 Total Backup Apparatus 6 Grand Total 17 2 ,1 3-130 � � . q � s =i t t d 0 PIE Communir Services r 3 f< q1ORGANIZATION + w Administrator James E.Shepherd 1 Administrative Support X1W 4.2 60 Facilities Parks Recreation Human Library Capital 25.5 55.7 53.5 Services 23.5 Improvement 6.2 Projects 1 Leased City Park Board Park Board Human Services Library Board Properties H H Advisory Committee Parks Recreation Community Renton Maintenance Services Development Historical Block Grants Museum low Maplewood Renton Golf Course Community Center 60 Renton Senior Activity Center ills 60 Will Total Full-Time Equivalent Employees: 170.6 3-131 WE aa°Raa t a ro• 'aa +"\a \m z 4 map i�'�'^aax . ke.a�,uCceu��'u.? rc. . 4 �." c�1.' J.� '.z � 3*4•�Z 4 THE DEPARTMENT a PROGRAM MISSION Provide the citizens of Renton quality of life opportunities through recreation and human services programs. This includes maintaining parks, trails, facilities, and providing information and referral programs. DEPARTMENT OVERVIEW Expenditure Comparison $15,000,000 $12,000,000 $9,000,000 $6,000,000 $3,000,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Ob ect Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 4,234.432 4,326,214 4,799,468 4,541,118 5,053,661 5.3% Part Time Salaries 1,274,001 1,362,003 1,397,396 1,422,538 1,531,200 9.6% Overtime 62,675 66,803 68,892 58,841 70,248 2.0% Personnel Benefits 1,458,018 1,463,813 1,564,506 1,498,148 1,570.071 0.4% Supplies 848,225 899,153 989,236 941,789 999,278 1.0% Other Services&Charges 2,464,835 2,504,570 2,868,157 3,003,856 3,135,238 9.3% Intergovernmental Services 195,778 128,200 881,000 881,000 373,436 -57.6% Capital Outlay 34,923 7,126 267,678 61,253 131,000 -51.1% Debt Services 952,169 930.780 458,461 458,585 455,508 -0.6% Interfund Payments 151,214 154,238 112,999 112,999 112,999 0.0% Operating Total 11,676,270 11,842,900 13,407,793 12,980,127 13,432,639 0.2% CIP 127,146 821,219 1,517,500 1,012,802 357,100 -76.5% Total 11,803,416 12,664,119 14,925,293 13,992,929 13,789,739 -7.6% 3-132 COMMUNITY SERVICES 2001 Capital Improvement Program CIP Budget As shown in the CIP and included in the 424 Fund Appropriation Total. 146,000 As shown in the CIP and included in the 303 Fund Appropriation Total. 550,000 As shown in the CIP and included in the 316 Fund Appropriation Total. 1,025,000 Total $1,721,000 DIVISIONS BY FUND NUMBER The Community Services Department includes the operations of the following divisions: 000 General Fund - Human Services 101 Parks Fund -Administration, Facilities, Parks Maintenance, and Recreation 104 CDBG Fund -Community Development Block Grants 106 Library Fund - Library and Museum 306 Leased City Properties- Facilities 404 Golf Course Fund ACTIVITY BY DIVISION The Administration provides management and direction for the Department. Also, administers the capital improvement project programs that are not included in the operating budget. The Facilities Division operates and maintains City buildings, park facilities buildings and W leased city properties. The Capital Improvement Projects Division manages municipal facilities. The operating budget for both divisions is shown under the Facilities Division. to The Parks Division includes the maintenance of all City parks and landscaped areas and management of the 18-hole Maplewood Golf Course. Budget sections include Parks Maintenance, and the Maplewood Golf Course. The Recreation Division provides a wide variety of leisure time activities for Renton citizens. Budget sections include Recreation Services, Community Center, and the Renton Senior Activity Center. The Human Services Division manages social and health services funded by the City, as well as the Community Development Block Grant program. The Community Development Block Grant Program (CDBG) is a federally funded program that provides assistance to help improve living conditions, primarily for persons of low and moderate income. The Library Division oversees the Renton Public Library and Highlands Library. These libraries provide information, resource materials, and related services to the community. The budget section for the Museum is included in the Library Fund. r 3-133 COMMUNITY SERVICES MAJOR DEPARTMENT CHANGES 2001: ■ Personnel costs ($231,833-All Divisions) Salary and benefit increases to maintain the same number of FTE's as the 2000 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include ten percent (10%) increase in medical costs and a seven and one half (7 '/z%) increase in dental costs. ■ Contract Changes ($43,400-All Divisions) These costs are for geese control at Coulon Park, landscape maintenance, HVAC services, Environmental Safety Program, gas price increases at the Golf Course, and the long-term lease agreement with the Railroad for Kennydale Beach Park ■ Repairs and Maintenance ($85,000- Parks Maintenance) These include fencing at the Black River Riparian Forest, Kennydale Lions Park and Windsor Hills Park ($45,000). It will also pay for the removal and replacement of Raywood Ash trees inappropriately planted from N. First Avenue to N.Seventh. ■ Equipment Rental ($136,275-All Divisions) This increase is due to the rising cost of petroleum products, and an increase in the monthly replacement charge for new equipment purchased in 2000. ■ Increase Temporary and Intermittent Salaries ($59,529- Parks Maintenance and Recreation Services) Salary levels for Park Maintenance workers and City Lifeguards are inadequate to attract applicants in sufficient quantities to perform the work normally assigned to these positions. This is becoming a chronic problem. ■ Increase Intermittent Salaries ($21,240-Library) In order to compete for quality staff and retain current workers we need to increase wages. • Increase Temporary Salaries and Benefits ($20,000-Golf Course) This will allow the golf course to fully utilize approved temporary staff positions to best meet the needs of the facility. • Office Aid II ($41,500-Golf Course) By adding this full time position we will take a major step in correcting on going issues related to cash handling. We will also improve customer service and consistence in the Pro Shop area. ■ Increase Funds for Park's Facilities Equipment ($10,000- Facilities) 3-134 6 COMMUNITY SERVICES iW This funds the parts utilized to repair the Community Services Fleet. Convert Marshaling/Starting Service to a Funded Program ($27,000-Golf Course) Marshals and Starters provide a vital service in the operation of a golf course. Some of the Marshals duties include ensuring pace of play, educating players of course rules and policies and assisting players in case of a problem or accident. The Marshal is the link between the golfer and the pro shop during their round of golf. Starters are responsible primarily for greeting customers, providing course information prior to teeing off and checking receipts. The majority of these services are currently provided by volunteer staff, which results in an enormous r amount of training and inconsistencies in the service we provide. Increase CIP Plan ($60,000-Golf Course) iW The total amount for this account of $130,000 includes $100,000 for maintenance equipment purchases and $30,000 for the Golf Cart Lease. The following is a list of items to be replaced; G005 1980 Fairway Aerifier, G006 1980 tractor, G012 1986 Utility Vehicle and G021 1988 Greens Mower. Two additional items are proposed, an Equipment Lift and Surplus Backhoe. Golf Course Fees will increase by an average of$2. The Golf Course is increasing green fees for the 2001 season; the last green fee increase was 1999. The fee structure will remain competitive with other area courses, while allowing us to continue to improve services and continued implementation of the adopted Master Plan. The increased fees will increase revenues by approximately $125,000. i"" • Centennial Celebration ($3,000) These funds will help provide support for the Centennial Celebration with staff and supplies. National Hydroplane Races ($2,000) The National Hydroplane Races will last for two-days and require approximately I"` 40 hours of staff support. i. ii. �r 3-135 COMMUNITY SERVICES EXPENDITURE BUDGET BY DIVISION 1998 1999 2000 2000 2001 %Chg Divisions Actual Actual Budget Actual Budget 2000/2001 Administration 595,111 746,968 821,526 784,253 856,827 4.3% Facilities 2,035,460 1,908,058 2,168,888 2,142,787 2,260,867 4.2% Parks Maintenance 2,368,674 2,316,568 3,142,735 3,094,594 2,945,242 -6.3% Recreation: Recreation Services 974,490 907,037 1,006,041 907,762 1,090,591 8.47o Community Center 1,012,954 1,092,402 1,139,005 1,143,300 1,102,477 -3.2% Senior Activity Center 568,544 556,227 591,975 616,819 616,966 4.2% Human Services/CDBG 669,817 719,435 972,023 773,781 754,165 -22.417o Library 1,184,624 1,248,203 1,338,300 1,337,294 1,389,250 3.8% Golf Course 2,266,596 2,348,002 2,227,300 2,179,537 2,416,254 8.5% operating Total 11,676,270 11,842,900 13,407,793 12,980,127 13,432,639 0.2% CIP-CDBG 58,003 136,066 0 0 0 N/A CIP-Leased City 0 525,157 1,517,500 1,012,802 357,100 -76.5% Properties CIP-Golf Course 69,143 159,996 0 0 0 0.070 Total 11,803,416 12,664,119 14,925,293 13,992,929 13,789,739 -7.6% STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Division/FTE Actual Actual Budget Actual Budget 2000/2001 Administration 8.5 9.2 10.2 10.2 10.2 0.0% Facilities 23.1 22.7 24.5 24.5 24.5 6.5% e Parks:Maintenance 32.4 32.2 34.3 34.3 34.3 0.01yo Recreation: Recreation Services 25.2 23.6 24.6 24.6 24.6 0.0% Community Center 18.0 19.3 19.3 19.3 19.3 0.0% Senior Activity Center 8.1 7.6 7.6 7.6 7.6 0.0% Human Services/CDBG 6.2 6.2 6.2 6.2 6.2 0.0% Library 21.8 23.5 23.5 23.5 23.5 0.0% Parks:Golf Course 19.1 19.7 19.4 19.4 20.4 5.2% Total FTE 162.4 164.0 169.6 169.6 170.6 0.6% 3-136 ADMINISTRATION PROGRAM MISSION To provide management and administration functions for the Community Services Department and the Facilities, Parks, Recreation, Human Services, Library, and Capital Improvement Projects divisions. 1 DIVISION OVERVIEW Expenditure Comparison iW $1,000,000 $800,000 $600,000 i $400,000 - $200,000 $0 ilrr 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget 1W EXPENDITURE BUDGET bw 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 595,111 746,968 821,526 784,253 856,827 4.3% tiw PROGRAM ACTIVITY 60 This division is responsible for the overall administration of the Community Services Department and management of the Facilities, im Parks, Recreation, Human Services, Library, and Capital Improvement Projects divisions. This includes the management and operations of the Renton Community Center, Carco Theatre, Renton Senior Activity W" Center, Renton Library, Highlands Library, Renton Museum, and the Maplewood Golf Course. Annual attendance at Community Services' facilities and activities are approximately 1.8 million. Administration also manages the operations and maintenance of 1,175 acres of park, open space and golf course land, and maintenance service for 461,500 square feet of municipal building space. 3-137 COMMUNITY SERVICES ADMINISTRATION STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff a/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 8.0 9.0 10.0 10.0 10.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 0.0% Intermittent Part Time 0.5 0.2 0.2 0.2 0.2 0.0% Total FTE 8.5 9.2 10.2 10.2 10.2 0.01 2000 ACCOMPLISHMENTS ■ Completed construction of the Highlands Neighborhood Center. ■ Completed construction of the Piazza and Gateway. ■ Provided lease programs that maintained tenants in city-owned building and contribute to the downtown business base. ■ Completed construction of former city hall flood wall ■ Completed design and commenced construction of city's new skateboard park and associated demolition of Henry Moses Pool facility. 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Acquire property and access rights needed for future Lake Washington 1,4 waterfront trail by concluding lease agreements with DNR and working with the developer of Southport (next to Gene Coulon Memorial Beach Park). ■ Develop recommendations for future programs, open space, and facilities 2, 3, 5 to meet the community's future park and recreation needs by updating the City's comprehensive plan. ■ Meet all requirements for and submit application and related documents 3, 4 for national accreditation by NRPA (National Recreation Park Association) ■ Implement outcome management in Community Services Department 3, 4 3-138 libe COMMUNITY SERVICES ADMINISTRATION wr APPROPRIATION BY OBJECT OF EXPENDITURE ims 1998 1999 2000 2000 2001 %Chg Expenditure by Ob ect Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 410,476 538,997 617,566 580,870 647,900 4.9% i o Part Time Salaries 11,354 14,784 3,121 7,316 3,121 0.0% Personnel Benefits 97,327 132,065 140,815 129,619 146,033 3.7% Supplies 6,251 6,112 5,881 5,758 5,940 1.017o oil Other Services 8,Charges 69,703 55,010 54,143 60,690 53,833 -0.6% Operating Total 595,111 746,968 821,526 784,253 856,827 4.3% CIP 0 0 0 0 0 N/A rrrr Total 595,111 746,968 821,526 784,253 856,827 4.3% 2000 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $821,526 2000 CHANGES: Salaries 30,334 Benefits 5,218 All Other -1,251 2000 ORIGINAL ADOPTED BuDGET $855,827 Note: Original adopted budget does not include budget adjustments. w to i i1r +i. to ,irr +w 3-139 ........... FACILMES PROGRAM MISSION Facilities Division provides a safe, healthful, pleasant environment for conducting City business and the public's enjoyment of leisure time activities. DIVISION OVERVIEW Expenditure Comparison $3,500,000 $2,800,000 $2,100,000 $1,400,000 $700,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 2,035,460 2,433,215 3,686,388 3,083,589 2,617,967 -29.017o PROGRAM ACTIVITY The Facilities Division provides facilities management of City-owned buildings. Responsibilities include maintenance and repairs of city- owned buildings that include new Renton City Hall, old Municipal Building, old Police Annex, Jail, Renton Museum, Liberty Park Community Building, the Renton Library, Highlands Library, Fire Stations, Renton Community Center, Carco Theatre, Renton Senior Activity Center, and City Shops. Also maintain and repair city buildings located at Coulon Beach Park, Liberty Park, Cedar River Trail, and other Renton community and neighborhood parks. The types of facilities maintained are office buildings, libraries, fire stations, jail, shops, and recreational buildings. 3-140 COMMUNITY SERVICES FACILITIES few STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1r 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 19.7 19.7 21.2 21.2 21.2 7.6% ow Temporary Part Time 1.7 1.8 2.1 2.1 2.1 0.0% Intermittent Part Time 1.7 1.2 1.2 1.2 1.2 0.0% Total FTE 23.1 22.7 24.5 24.5 24.5 0.n 7 lirr 2000 ACCOMPLISHMENTS ■ Improved accessibility to city hall by constructing a new pedestrian access stairway and a new vehicle access ramp. ■ Integrated the Facilities Management/Work request system (Help Desk) with the City's communications system to improve responsiveness to employee requests. ■ Executed the CIP program to protect the value of City assets and to improve the public's use of City facilities. ■ Lowered building occupancy costs by enhancing preventative maintenance measures and by improving building energy efficiencies. ■ Successfully leased the fourth floor of the new City Hall to Arcus Security, which required the addition of 1.5 FTE's to provide a full range of facilities services as part of the rental agreement. DIVISION HIGHLIGHT The facilities division continued to collect data of how much it costs per person and per square foot to operate city facilities. As our new maintenance management system comes on line, we have the capability of trending building performance and asset protection measures to assist in the outcome management initiative. �r. irr it 3-141 COMMUNITY SERVICES FACILITIES 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTOWS BUSINESS PLAN GOALS (Page 3-1) ■ Sell and remove the Municipal Court building from the parking lot at 200 Mill 4 building. Restore the site to landscaped parking. ■ Activate SPAN-FM, a computerized maintenance management system, to 4 more effectively manage facilities requests ■ Execute the CIP program to protect the value of City assets and to improve 3,4 the public's use of City facilities. ■ Develop a multi-year, public restroom upgrade program for funding in 2002 2,3,4 ■ Develop outcome management performance measures for 2002 3,4 APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Ex enditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 842,737 808,377 887,119 816,524 947,916 6.9% Part Time Salaries 66,933 63,849 74,393 67,069 74,393 0.0% Overtime 20,785 18,318 12,167 12,217 12,500 2.7% Personnel Benefits 274,518 259,853 284,418 274,329 280,755 -1.3% Supplies 130,628 125,982 143,615 137,987 146,746 1.070 Other Services 8,Charges 693,811 631,679 765,498 833,130 798,557 4.7% Capital Outla6,048 0 1,678 1,531 0 0.0% Operating Total 2,035,460 1,908,058 2,168,888 2,142,787 2,260,867 4.4% CIP 0 525,157 1,517,500 940,802 357,100 N/A Total 2,035,460 2,433,215 3,686,388 3,083,589 2,617,967 -29.0% 12001 FUNDING DECISIONS 2000 ORIGINAL.ADOPTED BUDGET: $2,168,888 tit 2001 CHANGES: Salaries 60,797 Benefits -3,663 Community Services Fleet Repair 10,000 HVAC Contract Services 4,000 All Other 23,845 2001 ORIGRAL ADOPTED BUDGET #2,2631867 Note: Original adopted budget does not include budget adjustments. 3-142 w PARKS MAINTENANCE PROGRAM MISSION The mission of the Parks Maintenance staff is to provide a safe, healthful, pleasant and well-maintained environment for the public's enjoyment of leisure time activities. This includes the maintenance of all City parks, trails, open space, and landscaped areas including the municipal campus and fire stations. w DIVISION OVERVIEW wr Expenditure Comparison 1n $3,500,000 $2,800,000 $2,100,000 $1,400,000 to $700,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 to Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg ow Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 2,368,674 2,316,568 3,142,735 3,094,594 2,945,242 -6.3% arr PROGRAM ACTIVITY The Parks Maintenance staff of the Parks Division provides management, maintenance, and landscaping of all City park land low including the landscaping performed under the City Street Tree Program. Responsibilities include maintenance of the grounds of the New and Old City Halls, Police Annex, Historical Museum, Liberty Park Community Building, Renton Library, Highlands Library, Liberty Park, Fire Stations, Cedar River Park which includes the Renton Community Center and Carco Theatre, Renton Senior Activity Center, City Shops, Coulon Beach Park, Cedar River Trail,Springbrook Trail, Street Tree r ow 3-143 COMMUNITY SERVICES PARKS MAINTENANCE Program, and numerous community and neighborhood parks. The types of properties maintained include athletic fields, trails, beaches, tennis courts, basketball courts, and fishing piers. The Parks Maintenance organization of the Parks Division also performs minor improvements to City facilities when time and resources permit. STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 21.0 21.0 21.0 21.0 21.0 0.0% Temporary Part Time 3.6 4.1 4.1 4.1 4.1 0.0% Intermittent Part Time 7.8 9.0 9.2 9.2 9.2 0.0% Total FTE 32.4 34.1 34.3 34.3 34.3 0.0% 2000 ACCOMPLISHMENTS ■ Continued partnership with the Planning/Building/Public Works Department in maintaining the City's infrastructure including parking lot sweeping, curbing and striping, storm drain cleaning, and oil water separator maintenance. • Continued three-way partnership with Public Works, Economic Development/ Neighborhoods/Strategic Planning, and Community Services for the Beautification Program including gateway signage and maintenance at designated locations. I ■ Continued maintenance of the parks and street tree infrastructure by replacing playground areas, resurfacing tennis courts, replacing light poles, replacing fencing, continuing the turf and street tree programs, and decreasing the impact of waterfowl damage by continuing interjurisdiction participation in the waterfowl management program and the geese patrol programs. ■ Continued providing maintenance support services for city-wide special events including Clam Lights, 4th of July picnic, Renton River Days, the Limited Hydro Plane Races and the fishing derbies. ■ Expanded the existing contract landscape maintenance program to include Springbrook Trail and Oakesdale Avenue Gateway, Lake Street Park, Talbot Hill Reservoir, Brode Park, Harrington Corner, Ripley Lane Trail, Airport Berm, and Sunset Boulevard North. 3-144 COMMUNITY SERVICES PARKS MAINTENANCE wr DIVISION HIGHLIGHT ' In the early 1990's the City was involved in a USDA Geese Translocation Program where geese were gathered and relocated to rural areas. This program was discontinued due to lack of support by rural communities for relocated geese. In 1994 the USDA Egg Addling Program began which was somewhat successful in reducing the number of geese. Then in April 1999 with the City's institution of the Geese Patrol Contract, in addition to the Egg Addling Program, the numbers of geese dropped significantly. The result has been better "" quality turf with fewer geese, including a reduction in City time and materials dedicated to geese related turf maintenance activities. iii GEESE EXPENSE- COULON BEACH PARK aw -- —AVG NUMBER/YR —*—EXPENSE .. 4000 $70,000 3500 $60,000 ^a 2500 3000 -- $50,000 c $40,000 p 0 2000 y 1500 $30,000 1000 $20,000 C 500 $10,000 Z 0 $0 1992 1993 1994 1995 1996 1997 1998 1999 2000 W iw air to rn it err it 3-145 COMMUNITY SERVICES PARKS MAINTENANCE 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Continue maintenance of the Downtown Core Area and identify 1,2,4 opportunities for future enhancement. ■ Actively participate in the Endangered Species Act and begin developing 4,5 Policies and Procedures directly related to parks maintenance practices. ■ Continue partnerships to maintain City's infrastructure, improve the City's 1,4 image, and facilitate new development. ■ Continue three-way partnership with Public Works, Economic Development/ 3,4 Neighborhoods/Strategic Planning, and Community Services for the Beautification Program including gateway signage and maintenance at designated locations. � • Continue maintenance of the parks and street tree infrastructure by 2,4 replacing playground areas, resurfacing tennis courts, replacing light poles, replacing fencing, continuing the turf and street tree programs, and decreasing the impact of waterfowl damage by continuing inter- jurisdictional participation in the waterfowl management program and the geese patrol programs. APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 852,008 867,631 911,381 905,325 971,000 6.5% Part Time Salaries 183,086 202,217 233,321 237,316 278,400 19.3% Overtime 17,807 22,934 15,111 21,253 15,304 1.3% Personnel Benefits 296,158 290,616 311,799 301,053 309,522 -0.7% Supplies 181,470 197,427 204,917 195,313 215,359 5.1% Other Services&Charges 640,900 735,743 916,206 884,334 1,155,657 26.1% Intergovernmental Services 195,778 0 550,000 550,000 0 -100.0% Capital Outla1,467 0 0 0 0 N/A Operating Total 2,368,674 2,316,568 3,142,735 3,094,594 2,945,242 -6.3% I CIP 0 0 0 0 0 N/A Total 2,368,674 2,316,568 3,142,735 3,094,594 2,945,242 -6.3% 3-146 0 ,, COMMUNITY SERVICES PARKS MAINTENANCE ow 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: #2,589,165 2001 CHANGES: Salaries 59,619 Benefits -2,277 Increase Temporary and Intermittent Salaries 45,079 Kalcade Geese Control at Coulon Park 15,000 Main and Grady/Piazza Contract Maintenance 14,500 Repairs and Maintenance 85,000 6"' All Other 93,077 2001 ORIGINAL ADOPTED BUDGET #2,944,242 Note: Original adopted budget does not include budget adjustments. ow to o w 3-147 a a MAPLEWOOD GOLF COARSE .......,.. PROGRAM MISSION Provide an outstanding public golfing facility that is well maintained and managed. Remain a financially viable operation that is self- supportive in regard to operating costs and capital improvements. DIVISION OVERVIEW Expenditure Comparison $3,500,000 $2,800,000 l $2,100,000 $1,400,000 $700,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000 2001 Total Appropriation 2,335,739 2,507,998 2,227,300 2,179,537 2,416,254 8.517o PROGRAM ACTIVITY This facility and all golf operations are maintained and operated by City staff with the exception of the restaurant, lounge, and banquet areas. A concessionaire, under contract to the City, operates the restaurant, lounge, and banquet facilities. 3-148 COMMUNITY SERVICES MAPLEWOOD GOLF COURSE rr STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 9.0 9.0 9.0 9.0 10.0 11.1% err Temporary Part Time 3.9 3.0 3.9 3.9 3.9 0.0% Intermittent Part Time 6.2 7.7 6.5 6.5 6.5 0.070 Total FTE 19.1 19.7 19.4 19.4 20.4 5.2% 2000 ACCOMPLISHMENTS ■ Continued implementation of the adopted Master Plan through reconstruction of the 13th tee and removal of the power poles and lines that crossed the 12h and 18th fairways. err ■ Improved course conditions with the completion of the automation of the irrigation system on the back nine, continued fairway sanding, and performance of maintenance on a regular basis. ■ Maintained facility quality and appearance with exterior painting of the clubhouse, driving range, and maintenance building, interior painting of the driving range building and sealcoating the parking lot. ■ Improved customer service by purchasing new golf cars, rain covers for the golf cars, and expanding the golf car fleet to fifty. ■ Improved visual appearance and functionality of the driving range with the installation of synthetic turf in the ball landing area. DIVISION HIGHLIGHT Golf Cart usage has steadily increased over the past several years, to meet this increased r demand the golf car fleet was expanded from 40 to 50 cars in 2000. The additional cars helped to improve customer service, with greater car availability and resulted in increased revenues of$15,000 and total Golf Car revenues of $214,044 for the year. POWER CART REVENUES GROSS REV a CART RENTALS =NET REV —CART RENTALS 1W $250,000 14,000 $200,000 12,000 t ' 10,000 U a $150,000 . 8,000 o v $100,000 �/ 6,000 $50,000 4,000 E 2,000 Z $0 0 1994 1995 1996 1997 1998 1999 2000 ++err 3-149 COMMUNITY SERVICES MAPLEWOOD GOLF COURSE 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) • Adoption of the Master Plan Update evaluating current and future parking 1,3,4 needs, maintenance shop facility and future use of the former clubhouse area. • Continue implementation of the adopted Master Plan by reconstructing the 1,3,4 17'" green and completing a design for the maintenance building. ■ Continue to improve course conditions with the regular replacement and 1,3,4 addition of necessary maintenance equipment through the cash purchase program. ■ Continue to provide excellent customer service and value to the patrons of 1,3,4 the golf complex through courteous professional service and reasonable pricing. ■ Expand the accessibility of golf to the public, specifically children, by offering 1,3,4 classes and seminars at an affordable rate through additional programming at the driving range. APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 349,364 345,344 411,019 365,672 448,381 9.1% Part Time Salaries 185,405 220,887 209,244 249,689 248,685 18.8% Overtime 6,607 6,009 9,374 4,777 9,568 2.1% Personnel Benefits 147,646 148,449 156,414 154,067 175,954 12.5% Supplies 301,830 276,724 329,638 286,928 321,389 -2.5% Other Services&Charges 172,361 137,371 139,151 164,090 140,334 0.9% Intergovernmental Services 0 128,200 331,000 331,000 373,436 12.8% Capital Outlay 0 6,982 70,000 51,730 130,000 85.8% Debt Services 952,169 930,780 458,461 458,585 455,508 -0.6% Interfund Payments 151,214 154,238 112,999 112,999 112,999 0.01yo Operating Total 2,266,596 2,354,984 2,226,300 2,179,537 2,416,254 8.5% CIP 69,143 125,487 0 0 0 N/A CIP-Golf Irrigation System& 0 27,527 0 0 0 N/A Improvements Total 2,335,739 2,507,998 2,226,300 2,179,537 2,416,254 8.5% t� 3-150 ow COMMUNITY SERVICES MAPLEWOOD GOLF COURSE No 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $2,226,300 2001 CHANGES: Salaries 7,363 6' Benefits 480 Capital Outlays 60,000 w, Increase Temporary Salaries and Benefits 20,000 Convert Marshaling and Starting Service to a 27,000 Fully Funded Program to Office Aid II 41,500 Transfer to Golf CIP Fund 42,436 All Other -8,825 2001 ORIGINAL ADOPTED BUDGET $2,416,254 Note: Original adopted budget does not include budget adjustments. r. err +rr ow ow 3-151 RECREATION SERVICES a T PROGRAM MISSION Provide opportunities for the public to participate in diversified programs of recreational activities designed to meet the needs of all age groups who live and/or work in the City of Renton. DIVISION OVERVIEW Expenditure Comparison $1,250,000 $1,000,000 $750,000 - $500,000 - $250,000 750,000$500,000$250,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Bud et 2000 2001 Total Appropriation 974,490 907,037 1,006,041 907,762 1,090,591 8.4% PROGRAM ACTIVITY General. Provide recreational opportunities to the public through the use of available resources and facilities. Athletics, travel programs, special events, youth activities, camps, and drop-in centers combine to form a nucleus of recreation programming. Teen At-Risk Programs. After-school programs at the City's two middle schools provide valuable opportunities for young teens. At-risk youth programs have provided a vehicle to reach many children whom, due to a variety of problems, would not be able to take advantage of many programs. Teen nights, travel, and social interplay have been especially popular. 3-152 COMMUNITY SERVICES RECREATION SERVICES STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff FTE Actual Actual Budget Actual Budget 2000 2001 Regular 12.0 8.0 8.0 8.0 8.0 0.0% 6W Temporary Part Time 3.7 4.8 4.8 4.8 4.8 0.0% Intermittent Part Time 9.5 10.8 11.8 11.8 11.8 0.017. Total FTE 25.2 23.6 24.6 24.6 24.6 0.0% ON 2000 ACCOMPLISHMENTS to ■ Re-opened the Highlands Neighborhood Center. • Increased marketing effectiveness through the development of special events and tournament packets. ■ Improved effectiveness of web site by expanding information on recreational opportunities for teens (ages 11-17). +fir ■ Developed neighborhood recreation workshops and clinics. ■ Improved self-sustainability of programs by expanding and refining sponsorship 4W agreements. DIVISION HIGHLIGHT Athletic Programs: Provide positive indoor and outdoor athletic opportunities, including competitive, recreational, and educational programs. The year round use of Ron Regis Park fields contributed in greater participation in athletics programs. The park was host to organized youth and adult league activities, camps and pick-up games. Also contributing to this year's increase in athletics was the introduction of new programs including two new youth athletic camps and a summer girl's basketball league. ATHLETIC PROGRAMS 100,000 95,000 90,000 85,000 �r 80,000 1998 1999 2000 3-153 COMMUNITY SERVICES RECREATION SERVICES 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Develop an informational packet for independent youth and adult athletic 3,4 organizations, outlining requirements for field requests and streamlining the application process. ■ Completion of phase 2, Renton Youth Council web link project, allowing 3,4 w community teens to get information on activities and issues of interest over the Internet. ■ Develop and implement a survey for designated elementary grade groups 3,4 to determine current needs and future program development. ■ Increase training opportunity for Special Recreation program volunteers to 4 include 2 free 1 st aid and CPR certification programs each year. • Build on the "Club" Highlands and "Club" North Highlands Neighborhood 2,3,4 Centers programs to increase participation and the level of ownership of participants. r APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000 2001 Regular Salaries 460,305 362,005 379,600 356,200 441,100 16.2% Part Time Salaries 231,238 256,729 342,136 274,627 360,586 5.417o Overtime 11,334 11,651 11,732 14,437 11,876 1.2% Personnel Benefits 171,336 148,431 156,853 145,181 158,153 0.8% Supplies 21,043 37,475 37,622 38,316 38,998 3.7% Other Services&Charges 79,234 90,746 78,098 79,001 79,878 2.3% Operating Total 974,490 907,037 1,006,041 907,762 1,090,591 8.4% CIP 0 0 0 0 0 N/A Total 974,490 907,037 1,006,041 907,762 1,089,591 8.4% f t� 3-154 COMMUNITY SERVICES RECREATION SERVICES 2001 FUNDING DECISIONS 2000 OIUGnvAL ADoPTED BUDGET: $1,006,041 2001 CHMGES: Salaries 61,500 Benefits 1,300 Increase Lifeguard Salaries 14,450 Centennial Celebration 3,000 National Hydroplane Races-July 2001 2,000 All Other 1,300 2001 ORIGrna.ADOPTED BUDGET $1,089,591 n Note: Original adopted budget does not include budget adjustments. r>r r ■r 3-155 RENTON COMMUNITY CENTER PROGRAM MISSION Provide opportunities for the public to participate in diversified programs of recreational activities designed to meet the needs of all age groups who live and/or work in the City of Renton. DIVISION OVERVIEW Expenditure Comparison $1,250,000 $1,000,000 $750,000 - $500,000 $250,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 1,012,954 1,092,402 1,139,005 1,143,300 1,102,477 -3.2% PROGRAM ACTIVITY Responsible for providing comprehensive fitness and recreational activities, as well as providing space for special events such as weddings,workshops, and meetings. 3-156 COMMUNITY SERVICES RENTON COMMUNITY CENTER �r STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 6.8 9.8 9.8 9.8 9.8 0.0% Temporary Part Time 3.3 3.8 3.8 3.8 3.8 0.0% Intermittent Part Time 7.9 5.7 5.7 5.7 5.7 0.0% total FTE 18.0 19.3 19.3 19.3 19.3 0.0% 2000 ACCOMPLISHMENTS Expanded the City's waterfront/aquatics program by equipping, furnishing, and staffing the new Cedar River Boathouse. I lift- ■ Improved marketing of the department by changing the Winter and Spring brochure into two separate covers. ■ Improved team spirit and staff morale at the RCC through friendly competitions, io theme days, special lunches, etc. ■ Developed and streamlined attendance tracking to produce more efficient and 60 useful participation data. ■ Expanded drama and cultural arts offerings by implementing youth theatre programs and classes. illo it DIVISION HIGHLIGHT Tennis program attendance continues to increase due to increased programming and community grants received from the United States Tennis Association. TENNIS PROGRAM ATTENANCE 1,600 1,400 1,200 1,000 800 600 400 200 rr - 1997 1998 1999 2000 lrl 3-157 COMMUNITY SERVICES RENTON COMMUNITY CENTER 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Open the Boathouse with programs available Spring Quarter 1,3 ■ Increase revenue and efficiency at the Coulon Park boat launch 1 ■ Expand outdoor recreation programs throughout the community 4 ■ Implement point of sale and interactive voice recognition registration at the 4 RCC to improve customer service, financial responsibility and attendance reporting. APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001_ Regular Salaries 315,404 370,225 434,400 373,683 407,800 -6.1% Part Time Salaries 270,780 278,766 256,734 299,903 256,734 0.0% Overtime 1,466 1,488 13,667 2,543 13,800 1.0% Personnel Benefits 135,870 146,378 160,134 153,255 147,334 -8.0% Supplies 20,759 26,781 26,372 23,382 26,636 1.0% Other Services&Charges 268,675 268,764 247,698 290,534 250,173 1.0% Operating Total 1,012,954 1,092,402 1,139,005 1,143,300 1,102,477 -3.2% CIP 0 0 0 0 0 N/A Total 1,012,954 1,092,402 1,139,005 1,143,300 1,102,477 -3.2% 2001 FUNDING DECISIONS 2000 ORIG L ADOPTED BUDGET: $1,139,005 2001 CHANGES: Salaries -26,600 Benefits -12,800 All Other 2,872 2001 OwG NAL ADOPTED BUDGET $1,102,477 Note: Original adopted budget does not include budget adjustments. 3-158 a � a =ON SENIOR Acnvn Y CENTER rrr PROGRAM MISSION rN. To provide a focal point in our community for quality recreational, social, health, educational and nutritional services for persons 55 years and older, which will enhance the quality of life for senior adults in our community. DIVISION OVERVIEW Expenditure Comparison $750,000 - $600,000 - $450,000 750,000$600,000$450,000 $300,000 - $150,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget it EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 68,544 556,227 591,975 616,819 616,966 4.2% PROGRAM ACTIVITY The Renton Senior Activity Center provides a variety of social, health, "" and recreation programs for Renton's senior citizen population. Essential services include a nutrition program, Meals-On-Wheels, medical clinic, foot care, legal services, transportation services, and a "" variety of recreational activities. ■ �r r 3-159 COMMUNITY SERVICES RENTON SENIOR ACTIVITY CENTER STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 4.0 4.0 4.0 4.0 4.0 0.0% Temporary Part Time 1.5 2.2 2.2 2.2 2.2 0.0% Intermittent Part Time 2.6 1.4 1.4 1.4 1.4 0.0% Total FTE 8.1 7.6 7.6 7.6 7.6 0.0% 2000 ACCOMPLISHMENTS ■ Improved marketing efforts and increased participation through the creation of a travel brochure, which combined all 1-day, 2-3 day and extended trips into one publication. ■ Completed Policy & Procedures Manual. ■ Secured funding using both private and city funding to build a "sun" room addition on to the Coffee Bar area. ■ Created and published a rental information promotional brochure for wedding receptions and Senior Citizen rentals. DIVISION HIGHLIGHT Health education, health assessment, mental health clinic, hearing and speech services, eye care and foot care services are provided at little or no cost to seniors at the Renton Senior Activity Center. Use of the service has steadily increased over the last several years. 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) Y • The Renton Senior Activity Center will become a drop-off site for pet food 3 through the Humane Society. A bequest to the Senior Center will provide free pet food for low-income senior citizens. ■ Replace the mini bus that was purchased in 1996 with a new, more cost 4 effective mini bus. • Create and publish a new Renton Senior Activity Center promotional flyer 3,4 for distribution throughout the city. Flyer will focus on Nutrition Program, transportation, classes, travel and socialization, with a goal of increasing center's attendance and visibility. ■ Connect Senior Center's computer lab to the Internet, to enable seniors to 3,4 expand their computer skills and "get on-line". 3-160 610 COMMUNITY SERVICES RENTON SENIOR ACTIVITY CENTER Ow APPROPRIATION BY OBJECT OF EXPENDITURE ee 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 172,678 176,932 183,515 185,294 190,100 3.6% 60 Part Time Salaries 105,257 96,921 103,121 103,415 103,121 0.017c Overtime 1,886 3,997 2,111 1,807 2,200 4.2% Personnel Benefits 66,520 69,241 62,292 68,332 71,803 15.3% ow Supplies 10,349 9,251 10,642 11,921 10,748 1.0% Other Services 8,Charges 199,203 199,885 230,294 246,050 238,994 3.8% Capital Outla12,651 0 0 0 0 N/A O eraff ng Total 568,544 556,227 591,975 616,819 616,966 4.2% CIP 0 0 0 0 0 N/A Total 568,544 556,227 591,975 616,819 616,966 4.2% 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $591,975 2001 CHANGEs: Salaries 6,585 Benefits 9,511 All Other 8,895 2001 ORIGINAL ADOPTED BUDGET $616,966 Note: Original adopted budget does not include budget adjustments. wo i ee 3-161 HUMAN SERVICES PROGRAM MISSION The Human Services Division manages a caring, collaborative network of programs and agency contacts to help those in need, enrich the lives of Renton residents, and provide opportunities for people to help themselves and one another in an effort to prevent future problems from occurring. Community Development Block Grant (CDBG) funds, from the Federal government's Department of Housing and Urban Development (HUD), are used to assist low-income and moderate- income persons. DIVISION OVERVIEW Expenditure Comparison $1,000,000 $800,000 $600,000 - $400,000 - $200,000 600,000$400,000$200,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget DMSION OVERVIEW— COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Expenditure Comparison $500,000 $400,000 - $300,000 - $200,000 - $100,000 - $0 400,000$300,000$200,000$100,000$0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget JA J 3-162 v COMMUNITY SERVICES HUMAN SERVICES io EXPENDITURE BUDGET Im 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 404,465 456,234 472,988 499,696 474,490 0.3% W EXPENDITURE BUDGET 4W COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) 1998 1999 2000 2000 2001 %Chg ON Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 323,355 399,267 499,035 346,085 279,675 -44.0% to Note: In addition to the appropriation amount for CDBG, the City is allocated grant funding from the county for capital projects. PROGRAM ACTIVITY The Human Services Division is the City's focal point for information and referral for City of Renton residents and agencies. Through an appraisal of community strengths and the diversity of needs in Renton, this Division coordinates and collaborates with service providers to deliver services to low and moderate income households. The Human Services Division also works with other City departments and divisions to improve the quality of life for City residents. Using Community Development Block Grant funds, Human Services operates a Housing Repair Assistance Program, which maintains and preserves Renton's existing affordable housing. STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular-Human Services 3.0 3.0 3.0 3.0 3.0 0.0% Regular-CDBG 3.0 3.0 3.0 3.0 3.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 0.0% Total FTE 6.2 6.2 6.2 6.2 6.2 0.0% w No 3-163 COMMUNITY SERVICES HUMAN SERVICES 2000 ACCOMPLISHMENTS ■ Increased awareness of the resources available in Renton, and facilitated the linking of individuals and agencies together to meet community needs using existing resources. ■ Began the development of a cohesive, coordinated approach to domestic violence that increases the accountability of batterers and the awareness of personal safety of victims. ■ Facilitated community participation in City-sponsored classes and activities. ■ Provided assistance to maintain affordable housing stock. • Ensured that low and moderate-income Renton residents, and persons with disabilities, have access to human services. DIVISION HIGHLIGHT The summer lunch program expanded to a second site this year. Super Fun 2000 was located at King of Glory Church in Renton. This site had been served by the City of Seattle for many years. It is more efficient for Renton to serve the site because the cost of r transporting the food is less. Children who attended summer programs at the site received lunch; attendance averaged around 200 kids per day. The program at Royal Hills is a very successful collaboration between City departments and divisions, community organizations, and churches. The adult volunteers served as mentors and friends to the participating children. Before and after lunch activities were planned five days a week. Children received one new book and this was made possible by a grant from United Way; the Renton Library donated hundreds of used books. The Police Department provided on-site supervision. The Fire Department sent fire engines, staff, and resources to the site. Five churches provided volunteers. SU?#W R LIINCH PROGRAM ®Volunteer Hours ■Number of Volunteers ■Lunches Served 4 750 15,000 Volunteers&Volunteer 500 10,000 Lunches Served Hours 250 5,000 1998 1999 2000 2001 Actual Actual Actual Forecast 3-164 COMMUNITY SERVICES HUMAN SERVICES 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Increase awareness of the resources available in Renton, and facilitating the 4 linking of individuals and agencies together to meet community needs using „„ existing resources. ■ Continue to develop a cohesive, coordinated approach to domestic 3 violence that increases the accountability of batterers and the awareness of personal safety of victims. ■ Provide assistance to maintain affordable housing stock. 2 ■ Facilitate participation in City sponsored classes and activities. 4 ■ Ensure that low and moderate-income Renton residents, and persons with 4 disabilities, have access to human services. W APPROPRIATION BY OBJECT OF EXPENDITURE- HUMAN SERVICES 1998 1999 2000 2000 2001 %Chg 10 Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 92,463 101,157 135,670 148,012 146,836 8.2% Part Time Salaries 45,867 47,189 4,110 5,321 10,410 153.3% Overtime 1,066 0 1,583 0 1,600 1.1% Personnel Benefits 39,615 41,577 54,156 43,921 49,695 -8.217. Supplies 6,817 3,335 3,860 8,222 3,898 1.0% Other Services&Charges 218,637 262,976 273,609 294,220 262,051 -4.217. Operating Total 404,465 456,234 472,988 499,696 474,490 0.3% CIP 0 0 0 0 0 N/A Total 404,465 456,234 472,988 499,696 474,490 0.3% rrr iW APPROPRIATION BY OBJECT OF EXPENDITURE- COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) 1998 1999 2000 2000 2001 %Chg io Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 79,737 84,815 147,438 130,223 136,728 -7.3% Part Time Salaries 59,446 61,632 21,776 21,956 25,070 15.1% 11r Overtime 518 1,013 1,036 744 1,200 15.8% Personnel Benefits 36,290 35,919 44,395 35,571 35,128 -20.9% Supplies 15,031 14,005 9,300 10,698 10,000 7.5% so Other Services&Charges 73,245 65,817 79,090 74,893 71,549 -9.5% Capital Outla1,085 0 196,000 0 0 -100.0% Operafing Total 265,352 263,201 499,035 274,085 279,675 -44.0% 11W CIP 58,003 136,066 0 72,000 0 N/A Total 323,355 399,267 499,035 346,085 279,675 -44.0% Note: Due to fluctuations of Community Development Block Grant funds, actual dollars appropriated to CDBG Programs are subject to change throughout the year and may require mid-year budget adjustments. rr 3-165 COMMUNITY SERVICES HUMAN SERVICES TOTAL CDBG BENEFIT TO CITY OF RENTON RESIDENTS Some federal CDBG funds are administered by King County directly to programs benefiting Renton residents based on the City's recommendations. The King County amount shown below indicates the benefit to Renton, even though it is not reflected in the City's revenue or expenditure amounts. 2001 Allocation Budget City 281,806 King County 95,480 Total 377,286 a 2001 FUNDING DECISIONS— HUMAN SERVICES 2000 ORIGINAL ADOPTED BUDGET: $458,878 2001 CHANGES: Salaries 17,466 Benefits -4,461 All Other 2,607 2001 ORIGINAL ADOPTED BUDGET $474,490 ,E 2001 FUNDING DECISIONS— CDBG (FUND 104) 2000 ORIGINAL ADOPTED BUDGET: $291,795 2001 CHANGES: Salaries 4,124 Benefits -9,267 All Other -6,977 2001 ORIGINAL ADOPTED BUDGET $279,675 Note: Original adopted budget does not include budget adjustments. 3-166 NO— ow LIBRARY im br PROGRAM MISSION The Library Division provides library materials and services to help community residents obtain information that meets their personal, educational, and professional needs. The Library serves primarily as a ,., popular materials library for all residents of the community. Museum services are an integral part of the Division and have been included in the library budget section since 1993. DIVISION OVERVIEW Expenditure Comparison $1,500,000 $1,200,000 $9001000 - $600,000 - $300,000 900,000$600,000$300,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000 2001 Total Appropriation 1,184,624 1,248,203 1,338,300 1,337,294 1,389,250 3.81Y. VAW PROGRAM ACTIVITY lrir There are two City libraries, the Renton Public Library and the Highlands Library. The Renton Public Library is open 64 hours per week, and is a 22,236 square foot facility. The Highlands Library operates 43 hours per week and is a 6,592 square foot facility. Renton's libraries serve as community information centers for popular materials. In addition, the libraries support students at the Kindergarten through 12th grade academic levels. Basic activities include: administration, museum, informational services, children's programs, circulation tw wr 3-167 COMMUNITY SERVICES LIBRARY control, technical services, and facilities operation and maintenance. The library stock includes books; audio, and video titles; maps; and subscriptions to newspapers and magazines. The Renton Historical Museum is open 22 to 27 hours weekly, operating six days per week. Permanent and temporary exhibits focus on Renton history and regional interests. Many artifacts are at a commercial storage site due to space limitations. Volunteers fill several key staff positions within the museum operation. There is a close working relationship with the Renton Historical Society that helps maintain the history of the Renton community. STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 15.0 15.0 15.0 15.0 15.0 0.0% Temporary Part Time 1.2 1.6 1.6 1.6 1.6 0.0% Intermittent Part Time 5.6 6.9 6.9 6.9 6.9 0.0% Total FTE 21.8 23.5 23.5 23.5 23.5 0.0% 2000 ACCOMPLISHMENTS ■ The Library Division provided a second public access Internet terminal at the Highlands Library. Staff introduced over 4,000 citizens to the system in 2000. s ■ The Library and Information Services provided access to the Renton Public Library Catalog on-line at www.ci.renton.wa.us. ■ The Library Division began a major restocking of the Highlands Library in 1999-2000. Over 2,000 new books were added to the collection annually. In addition, selected new Renton Public Library books were first circulated at the Highlands Library. Public comments are very positive and reason to continue this service. ■ The Museum Section completed a major new City Centennial Exhibit in 2,000. Artifacts were collected, exhibits designed and developed, and text compiled to tell the City of Renton story. ■ Five Museum satellite exhibits were built and are being displayed around the City in 2000-2001. These rotating exhibits are well received by the public. ..�1 3-168 6 COMMUNITY SERVICES LIBRARY to DIVISION HIGHLIGHT aw Use of the Library continues to grow as measured by check-out or circulation of library materials. This trend seems to reflect the increased community interest in education and life- long learning. The City has provided additional funds for the purchase of an increased +w number of library books in support of this need for high-demand, high-interest, and up-to- date information. This was a positive response to the 1998 Library Survey of residents that ranked Books as essential and number one in importance to their needs. O. This chart represents the circulation of library materials from the two Renton public libraries from 1995 to 2000. It does not include use in the buildings which is substantial. err LIBRARY CIRCULATION to 400,000 - 300,000-- 200,000 -- 1 001WO 00,000300,000200,000100,000 ow 0 1995 1996 1997 1998 1999 2000 IIrII 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Acquire, catalog, and process over 8,000 books, 500 magazines and 1,200 4 +y videos. ■ Circulate over 350,000 library materials of interest to library users. 4 ow ■ Encourage children to read, and attract over 9,000 participants to special 4 activities and programs. • Provide citizen access to off-site library resources by maximizing interlibrary 4 loan, internet use, and reciprocal borrowing from King County Library System. ■ Encourage Renton Historical Society Museum attendance and 4 participation in activities. AW Wr 3-169 COMMUNITY SERVICES LIBRARY APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 659,260 670,731 691,760 679,336 715,900 3.5% Part Time Salaries 114,635 119,029 149,440 155,926 170,680 14.2% Overtime 1,206 191,284 2,111 1,042 2,200 4.2% Personnel Benefits 192,738 202,061 193,230 192,820 195,694 1.3% Supplies 154,047 56,579 217,389 223,264 219,564 1.0% Other Services&Charges 49,066 7,126 84,370 77,880 84,212 -0.2% Capital Outla13,672 1,248,203 0 7,026 1,000 100.0% Operating Total 1,184,624 1,248,203 1,338,300 1,337,294 1,389,250 3.8% CIP 0 0 0 0 0 N/A Total 1,184,624 1,248,203 1,338,300 1,337,294 1,389,250 3.817c 2001 FUNDING DECISIONS 2000 ORIGINAL.ADOPTED BUDGET: $1,338,300 F w 2001 CHANGES: Salaries 24,140 Benefits 2,464 Increase Intermittent Staff Salaries 21,240 All Other 3,106 Oil 2001 ORIGINAL.ADOPTED BUDGET $1,389,250 Note: Original adopted budget does not include budget adjustments. i q 3-170 o. COMMUNITY SERVICES POSITION LISTING aw 1997 1VV8 1999 2000 2001 Grade Title Actual Actual Actual Budget Actual Budget to ADMINISTRATION: M43 Community Services Administrator 1.0 1.0 1.0 1.0 1.0 1.0 err M37 Recreation Director 1.0 1.0 1.0 1.0 1.0 1.0 M37 Parks Director 1.0 1.0 1.0 1.0 1.0 1.0 M37 Facilities Director 1.0 1.0 1.0 1.0 1.0 1.0 M28 Capital Improvement Project Manager 1.0 1.0 1.0 1.0 1.0 1.0 M26 Recreation Manager 0.0 0.0 1.0 1.0 1.0 1.0 N 1 1 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0 1.0 N07 Secretary II 2.0 2.0 2.0 3.0 3.0 3.0 Total Regular Staffing 8.0 8.0 9.0 10.0 10.0 10.0 Intermittent Part Time 0.1 0.5 0.2 0.2 0.2 0.2 TOTAL ADMINISTRATION 8.1 8.5 9.2 10.2 10.2 10.2 FACILITIES: M26 Facilities Manager 1.0 1.0 1.0 1.0 1.0 1.0 A25 Capital Improvement Project Coordinator 3.0 1.0, 1.0 1.0 1.0 1.0 A25 Facilities Coordinator 0.0 1.0 1.0 1.0 1.0 1.0 A20 Facilities Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 A19 HVAC Systems Technician 1.0 1.0 1.0 1.0 1.0 1.0 A17 Custodial Services Supervisor 1.0 1.0 1.0 1.0 1.0 2.0 A13 Facilities Technician 3.5 3.5 3.5 3.5 3.5 3.5 A10 Lead Maintenance Custodian 1.0 1.0 1.0 1.0 1.0 0.0 A07 Maintenance Custodian 5.0 5.0 5.0 5.0 5.0 5.0 A04 Lead Custodian 1.0 1.0 1.0 1.0 1.0 1.0 A01 Custodian 2.2 3.2 3.2 3.2 3.2 3.2 Total Regular Staffing 19.7 19.7 19.7 19.7 19.7 19.7 Temporary Part Time 1.3 1.7 1.8 2.1 2.1 2.1 Intermittent Part Time 2.1 1.7 1.2 1.2 1.2 1.2 Total Facilities 23.1 23.1 22.7 23.0 23.0 23.0 ii Leased City Properties A13 Facilities Tecnician 0.0 0.0 0.0 0.5 0.5 0.5 A01 Custodian 0.0 0.0 0.0 1.0 1.0 1.0 Total Regular Staffing 0.0 0.0 0.0 1.5 1.5 1.5 Total Leased City Properties0.0 0.0 0.0 1.5 1.5 1.5 Total Regular Staffing 19.7 19.7 19.7 21.2 21.2 21.2 Temporary Part Time 1.3 1.7 1.8 2.1 2.1 2.1 Intermittent Part Time 2.1 1.7 1.2 1.2 1.2 1.2 TOTAL FACILITIES 23.1 23.1 22.7 24.5 24.5 24.5 PARKS: Maintenance M26 Park Maintenance Manager 1.0 1.0 1.0 1.0 1.0 1.0 A20 Park Maintenance Supervisor 2.0 2.0 2.0 2.0 2.0 2.0 A15 Lead Park Maintenance Worker 2.0 2.0 2.0 2.0 2.0 2.0 3-171 COMMUNITY SERVICES POSITION LISTING 9 999 2001 Grade Title Actual Actual Actual Budget Actual Budget All Park Maintenance Worker III 12.0 13.0 13.0 13.0 13.0 13.0 A07 Park Maintenance Worker II 3.0 2.0 2.0 2.0 2.0 2.0 A03 Park Maintenance Worker 1 1.0 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 21.0 21.0 21.0 21.0 21.0 21.0 Temporary Part Time 3.3 3.6 3.1 4.1 4.1 4.1 Intermittent Part Time 8.4 7.8 8.1 9.2 9.2 9.2 Total Maintenance 32.7 32.4 32.2 34.3 34.3 34.3 GOLF COURSE: Golf Administration M26 Golf Course Manager 1.0 1.0 1.0 1.0 1.0 1.0 A08 Golf Course Operations Specialist 1.0 1.0 1.0 1.0 1.0 1.0 A01 Custodian 1.0 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 3.0 3.0 3.0 3.0 3.0 3.0 I Intermittent Part Time 0.0 0.0 0.2 0.5 0.5 0.5 Total Golf Administration 3.0 3.0 3.2 3.5 3.5 3.5 Golf Course Maintenance M20 Golf Course Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 All Grounds Equipment Mechanic 1.0 1.0 1.0 1.0 1.0 1.0 All Golf Course Maintenance Worker III 2.0 2.0 2.0 2.0 2.0 2.0 Total Regular Staffing 4.0 4.0 4.0 4.0 4.0 4.0 Temporary Part Time 1.5 3.1 1.3 2.2 2.2 2.2 t Intermittent Part Time 3.5 2.3 3.8 2.2 2.2 2.2 Total Golf Maintenance 9.0 9.4 9.1 8.4 8.4 8.4 Pro-Shop/Driving Range M20 Golf Professional 1.0 1.0 1.0 1.0 1.0 1.0 N09 Assistant Golf Professional 1.0 1.0 1.0 1.0 1.0 1.0 TBD Office Aid II 0.0 0.0 0.0 0.0 0.0 1.0 Total Regular Staffing 2.0 2.0 2.0 2.0 2.0 3.0 Temporary Part Time 1.2 0.8 1.7 1.7 1.7 1.7 Intermittent Part Time 3.4 3.9 3.7 3.8 3.8 3.8 Total Pro-Shop/Driving Range 6.6 6.7 7.4 7.5 7.5 8.5 Total Regular Staffing 9.0 9.0 9.0 9.0 9.0 10.0 Total Temporary Part Time 2.7 3.9 3.0 3.9 3.9 3.9 Total Intermittent Part Time 6.9 6.2 7.7 6.5 6.5 6.5 Total Golf Course 18.6 19.1 19.7 19.4 19.4 20.4 I Total Regular Staffing 30.0 30.0 30.0 30.0 30.0 31.0 Total Temporary Part Time 6.0 7.5 6.1 8.0 8.0 8.0 Total Intermittent Part Time 15.3 14.0 15.8 15.7 15.7 15.7 I� TOTAL PARKS 51.3 51.5 51.9 53.7 53.7 54.7 _a 3-172 on COMMUNITY SERVICES POSITION LISTING 1997 1998 1999 2000 2000 2001 Grade Title Actual Actual Actual Budget Actual Budget rr RECREATION: Recreation Services M26 Recreation Manager 1.0 1.0 0.0 0.0 0.0 0.0 M25 Recreation Supervisor 2.0 2.0 1.0 1.0 1.0 1.0 A18 Recreation Program Coordinator 3.0 3.0 3.0 3.0 3.0 3.0 A14 Recreation Specialist ii 5.0 5.0 4.0 4.0 4.0 4.0 A14 Recreation Specialist 1 0.0 0.0 1.0 1.0 1.0 1.0 Al2 Desktop Publishing Operator 1.0 1.0 0.0 0.0 0.0 0.0 Total Regular Staffing 12.0 12.0 9.0 9.0 9.0 9.0 Temporary Part Time 2.6 3.7 4.8 4.8 4.8 4.8 Intermittent Part Time 13.4 9.5 10.8 11.8 11.8 11.8 `r Total Recreation Services 28.0 25.2 24.6 25.6 25.6 25.6 Renton Community Confer to M25 Recreation Supervisor 0.0 0.0 1.0 1.0 1.0 1.0 M20 Community Center Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 A18 Recreation Program Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 y Al2 Desktop Publishing Operator 0.0 0.0 1.0 1.0 1.0 1.0 A08 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0 1.0 A07 Maintenance Custodian 2.0 2.0 2.0 2.0 2.0 2.0 A05 Office Assistant III 1.0 1.0 1.0 1.0 1.0 1.0 A01 Custodian 0.8 0.8 0.8 0.8 0.8 0.8 Total Regular Staffing 6.8 6.8 8.8 8.8 8.8 8.8 riU Temporary Part Time 4.3 3.3 3.8 3.8 3.8 3.8 Intermittent Part Time 7.8 7.9 5.7 5.7 5.7 5.7 Total Community Cotner 18.9 18.0 18.3 18.3 18.3 18.3 err Renton Senior Activity Center M20 Senior Services Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 60 A14 Recreation Specialist II 1.0 1.0 1.0 1.0 1.0 1.0 A07 Maintenance Custodian 1.0 1.0 1.0 1.0 1.0 1.0 A05 Secretary 1 1.0 1.0 1.0 1.0 1.0 1.0 40 Total Regular Staffing 4.0 4.0 4.0 4.0 4.0 4.0 Temporary Part Time 1.5 1.5 2.2 2.2 2.2 2.2 Intermittent Part Time 3.4 2.6 1.4 1.4 1.4 1.4 to Total Renton Senior Activity Center 8.9 8.1 7.6 7.6 7.6 7.6 Total Regular Staffing 22.8 22.8 21.8 21.8 21.8 21.8 Temporary Part Time 8.4 8.5 10.8 10.8 10.8 10.8 to Intermittent Part Time 24.6 20.0 17.9 18.9 18.9 18.9 TOTAL RECREATION 55.8 51.3 50.5 51.5 51.5 51.5 No 40 3-173 66 COMMUNITY SERVICES POSITION LISTING 1997 1998 1999 2000 2001 Grade Title Actual Actual Actual Budget Actual Budget 3 HUMAN SERVICES: Human Services M26 Human Services Manager 1.0 1.0 1.0 1.0 1.0 1.0 A14 court Aavocare, umirea term 0.8 1.0 1.0 1.0 1.0 1.0 A07 Human Services Office Technician 1.0 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 2.8 3.0 3.0 3.0 3.0 3.0 Intermittent Part Time 0.7 0.2 0.2 0.2 0.2 0.2 Total Human Services 3.5 3.2 3.2 3.2 3.2 3.2 Community Development Block Grants(CDBG) A18 Housing Assistant Specialist 1.0 1.0 1.0 1.0 1.0 1.0 A18 CDBG Specialist, Limited Term 0.9 1.0 1.0 1.0 1.0 1.0 14 A07 Housing Maintenance Worker 1.0 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 2.9 3.0 3.0 3.0 3.0 3.0 Total CDBG 2.9 3.0 3.0 3.0 3.0 3.0 Total Regular Staffing 5.7 6.0 6.0 6.0 6.0 6.0 Intermittent Part Time 0.7 0.2 0.2 0.2 0.2 0.2 TOTAL HUMAN SERVICES 6.4 6.2 6.2 6.2 6.2 6.2 III LIBRARY: M37 Library Director 1.0 1.0 1.0 1.0 1.0 1.0 M23 Assistant Library Director 1.0 1.0 1.0 1.0 1.0 1.0 N12 Museum Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 A07 Secretary II 1.0 1.0 1.0 1.0 1.0 1.0 Total Library Administration 4.0 4.0 4.0 4.0 4.0 4.0 A17 Librarian 3.0 3.0 3.0 3.0 3.0 3.0 Al2 Library Supervisor 2.0 2.0 2.0 2.0 2.0 2.0 A09 Library Assistant II 0.0 0.0 0.0 0.0 0.0 0.0 A07 Library Technical Assistant 1.0 1.0 1.0 1.0 1.0 1.0 A03 Library Assistant 1 4.5 5.0 5.0 5.0 5.0 5.0 A03 Office Assistant 11 0.5 0.0 0.0 0.0 0.0 0.0 Total Library Services 11.0 11.0 11.0 11.0 11.0 11.0 Total Library/Museum Regular Staffing 15.0 15.0 15.0 15.0 15.0 15.0 Temporary Part Time 1.4 1.2 1.6 1.6 1.6 1.6 Intermittent Part Time 5.6 5.6 6.9 6.9 6.9 6.9 TOTAL LIBRARY 22.0 21.8 23.5 23.5 23.5 23.5 v Total Regular Staffing 101.2 101.5 101.5 104.0 104.0 105.0 Total Temporary Part Time 17.1 18.9 20.3 22.5 22.5 22.5 Total Intermittent Part Time 48.4 42.0 42.2 43.1 43.1 43.1 OTAL COMMUNITY SERVICES 166.7 162.4 164.0 169.6 169.6 170.6 Note: 2001 Budget numbers include 2 Limited term positions inthe Human Services Division. 3-174 1 Manning/Building/Mk*6 .rir�w w vfi` ti d 6 L I L wrr ORGANIZATION aw E inistrator Zimmerman 1 Administrative Support 3.1 Development Maintenance Transportation utility Services Services Systems Systems 41.2 65.8 39.8 25.2 Yr` Development Street/ Operations Water Planning Solid Waste PW Inspections Waste Water/ Design Surface Water and Permits Surface Water ±�r Building Inspections Water Planning Waste Water/ and Permits 1 4Technical Services TFleet Airport Solid Waste rrr rr tirr+ Total Full-Time Equivalent Employees: 176.1 it ir. 3-175 yy, g za a'<i�"� 'a"� Li''ba @ara�a �"'. aw3&a.� 'kaAa a♦,�u'ea,a,',�'i�q���n' `�.,E�'ib. '�a��j a ..'�.�i THE DFPAiamENT PROGRAM MISSION The continuing goal of the Planning/Building/Public Works Department (P/B/PW) is a commitment to service. In order to react to demands for building and land use permits, growth management, infrastructure maintenance and other concerns, the Department has been organized into five divisions: Administration, Development Services, Transportation Systems, Utility Systems, and Maintenance Services. DEPARTMENT OVERVIEW Expenditure Comparison ; $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 7,162,216 7,488,421 8,067,210 7,804,776 8,633,975 7.0% ' Part Time Salaries 316,369 223,083 407,140 215,877 410,678 0.9% Overtime 170,924 151,213 163,767 134,947 168,813 3.1% Personnel Benefits 2,135,847 2,178,807 2,336,771 2,229,504 2,408,403 3.1% Supplies 1,383,164 1,543,933 1,775,463 1,563,078 1,872,032 5.4% Other Services&Charges 16,013,498 17,523,314 17,825,831 16,960,741 18,086,994 1.5% Intergovernmental Services 11,738,956 5,562,600 5,054,386 5,052,964 4,567,419 -9.6% Capital Outlay 3,820,395 2,465,778 1,293,200 1,280,220 1,090,200 -15.7% Debt Service 645,783 3,863,905 4,241,151 3,976,528 4,107,111 -3.2% Interfund Payments 2,696,449 2,748,125 3,069,772 2,421,898 2,788,695 -9.2% Operating Total 46,083,601 43,749,179 44,234,691 41,640,533 44,134,320 -0.2% CIP(Airport Fund 767,484 630,468 1,449,660 0 655,000 -54.8% Total 46,851,085 44,379,647 45,684,351 41,640,533 44,789,320 -2.0% i 3-176 or PLANNING/BUILDING/PUBLIC WORKS wr CAPIAL IMPROVEMENT PROGRAM(CIP) zoosBud et am As shown in the CIP and included in the 317 Fund appropriation total. 6,796,448 As shown in the CIP and included in the 421 Fund appropHation total. 9,690,800 Total 16,487,248 me DIVISIONS BY FUND NUMBER 6 The Planning/Building/Public Works Department includes the operations of the following divisions: w Administration -General Fund 000 Development Services - General Fund 000 Transportation Systems-Street Fund 103/16 and Airport Fund 402 as Utility Systems -Waterworks Utility Fund 401/18, Solid Waste Fund 403/18, Waterworks Revenue Bond Fund 451, and Technical Services- General Fund 000 Maintenance Services - Street Fund 103/19, Waterworks Utility Fund 401/19, Solid Waste Fund aw 403/19, and Equipment Rental Fund 501 Note: Prior to 1998, the Department had a sixth division; Planning and Technical Services. w This division was disbanded in 1998 and absorbed by the Economic Development, Neighborhoods, and Strategic Planning Department, the Finance and Information Services Department, and the Utility Systems Division in the Planning/Building/Public Works ow Department. to ACTIVITY BY DIVISION The Planning/Building/Public Works Department operations are financed by nine funds as including: General, Street, Water/Wastewater/Surface Water Utilities, Waterworks Revenue Bonds, Airport, Solid Waste Utility, Equipment Rental, and Transportation and Water/Wastewater/Surface Water Capital Improvement Funds. The Capital Improvement so Funds reimburse operations for planning, design, management, and inspection services. Administration provides management and direction for the Planning/Building/Public Works to Department. Development Services creates and maintains a safe and pleasant physical environment by ensuring compliance with codes and land use regulations, providing a public information •w counter and plan review of new construction, issuance of building permits and inspection services, and by overseeing environmental and land use planning issues related to development. Transportation Systems plans, designs, constructs, operates, and maintains a transportation system that provides safe and efficient movement of people and goods, enhances environmental quality, and is compatible with local and regional mobility goals and development objectives. Management of the Renton Municipal Airport, the fifth busiest airport in the state, is included in this division. 9rr 3-177 PLANNING/BUILDING/PUBLIC WORKS Utility Systems insures Water, Wastewater, Surface Water, and Solid Waste systems are characterized by quality planning, engineering, operations, financial integrity, and customer N4. services. Technical Services maintains property information and other records, manages automated mapping and geographic information systems and data analysis, and maintains survey monumentation. �W Maintenance Services operates and maintains the City's infrastructure including streets, sidewalks, bridges, equipment, water, wastewater, and surface water utility systems, and the Solid Waste Utility litter control program. MAJOR DEPARTMENT CHANGES 2001: ■ Personnel Costs: ($576,163-All Divisions) Salary and benefit increases to maintain the same number of FTE's as the 2000 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include a ten percent (10%) increase in medical costs and seven tri and one half (7 '/2%) increase in dental costs. t ■ Contract Changes: ($13,500-Development Services) The increased cost for the maintenance contract of the Sierra System building permitting software. ■ Contract Changes: ($4,275-Technical Services) Copier maintenance contract. ■ Contract Changes: ($128,288-Utility Systems) Contract cost increases include software maintenance contract, water purchase for resale to Boeing, a required consumer confidence report, and hazardous materials handling. The estimated payment to the solid waste contractor for garbage and recycling pickup, and state and interfund taxes t has decreased from the 2000 estimate. ■ Contract Changes: ($187,100-Maintenance Services) Contract cost increases for Puget Sound Energy rates, software maintenance contract, and Metro service charges. ■ Contract Changes: ($15,715-Transportation Systems) Increases for storm utility fees, liability insurance, and water, sewer, and Metro rates. Ali ;t 3-178 +II PLANNING/BuILDING/PUBLIC WORKS ■ Maintenance Worker/Utility locator: ($45,400 - Development Services, Maintenance Services) ' This position will be shared 50/50 with Development Services and Waterworks Utility. This position will assume the utility location duties previously performed by an inspector. This will free the inspector's time for franchise inspections, trench restoration enforcement and monitoring, and erosion control inspection and enforcement. The other 50 percent of this new position's responsibilities will consist of performing general maintenance duties in the Waterworks Utility Fund. ■ Meter Reader: ($20,000-Maintenance Services) A half time meter reader is needed in order to keep up with increases in population brought about by development. ■ Equipment Rental: ($33,765 - Development Services, Maintenance Services, Utility Systems) This increase is due to the rising cost of petroleum products. ■ liability Insurance: ($27,435-Maintenance Services) Liability insurance costs paid to the City's insurance fund have increased for 2001 due to higher administrative costs. ■ Petroleum Products: ($176,500-Maintenance Services) The cost of fuel and other petroleum products is expected to increase through 2001. This increase will be passed on to the other departments in the City in higher maintenance and operating rates. ■ Capital Outlay(-$613,000-Transportation Systems) The amount to be spent by the Airport for capital improvement projects in 2001 has decreased from 2000. ■ Pavement Maintenance Program Consultant: ($70,600-Transportation Systems) Funding to hire a non-construction consultant to test pavement strengths, determine aircraft and vehicle patterns, identify desired standard pavement strengths for types of aircraft, and develop a 20 year program for pavement repair and replacement. ■ Business Plan Consultant: ($8,000-Transportation Systems) Funding to hire a non-construction consultant to prepare a 5-year and 10-year business plan for the airport. it 3-179 PLANNING/BUILDING/PUBLIC WORKS ok ■ Rotary Mower: ($18,000-Transportation Systems) Purchase new mower to maintain the grassy areas at the airport that have been repaired and improved. This replaces an old flail type mower. ■ WRIA Planning: ($25,000- Utility Systems) Interlocal agreement for watershed planning and preparation of a salmon conservation plan for the two water resources inventory areas that are located in the city. EXPENDITURE BUDGET BY DIVISION 1998 1999 2000 2000 2001 %Chg Divisions Actual Actual Budget Actual Budget 2000/2001_ Administration 274,269 283,308 292,918 288,334 316,858 8.2% Development Services 2,546,666 2,634,938 2,810,201 2,787,193 3,017,653 7.4% Transportation Systems 3,262,889 3,290,760 3,843,128 3.543,156 4,078,123 6.1% Utility Systems 25,727,403 20,391,284 20,984„350 20,276,820 20,397,972 -2.8% Maintenance Services 14,272,374 17,148,889 16,304,094 14,745,030 16,323,714 0.1% operating Total 46,083,601 43,749,179 44,234,691 41,640,533 44,134,320 -0.27. C1 Trans Sys-Airport) 767,484 630,468 1,449,660 0 655,000 -54.8% Total 46,851,085 44,379,647 45,684,351 41,640,533 44,789,320 -2.0% STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE) 14 1998 1999 2000 2000 2001 %Chg Division FTE Actual Actual Budget Actual Budget 2000 Administration 4.1 4.1 4.1 4.1 4.1 0.0% Development Services 41.7 41.7 40.7 40.7 41.2 1.2% Transportation Systems 36.6 38.8 39.8 39.8 39.8 0.0% Utility Systems 24.7 24.7 25.2 25.2 25.2 0.017o Maintenance Services 63.3 64.8 64.8 64.8 65.8 1.5% iotas FTE 170.4 174.1 174.6 174.6 176.1 0.9% 3-180 4 x AmNismmoN PROGRAM MISSION Provide management and direction for the Planning/Building/Public Works Department. DIVISION OVERVIEW Expenditure Comparison $325,000 - $260,000 - $195,000 - $130,000 - $65,000 325,000$260,000$195,000$130,000$65,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg +rr Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 274,269 283,308 292.918 288,334 316,858 8.2% PROGRAM ACTIVITY The Administration Division provides managerial direction and oversight for the City's Water, Wastewater, Surface Water, and Solid Waste Utilities; Development Services; Technical Services; Transportation and Airport Systems; and activities related to the maintenance and improvement of the public works infrastructure. The Division ensures responsive and efficient performance by establishing and implementing priorities, policies and procedures; and by working with the City Council, Executive and other Departments, and outside agencies to achieve the City's goals. Activities include financial ' management, support for the Board of Public Works, and handling all personnel-related actions of the Department. wr 3-181 PLANNING/BUILDING/PUBLIC WORKS ADMINISTRATION STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg StaffType/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 3.5 3.5 4.0 4.0 4.0 0.0% Temporary Part Time 0.5 0.5 0.0 0.0 0.0 0.0% Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 N/A total Staffing 4.1 4.1 4.1 4.1 4.1 0.07. 2000 ACCOMPLISHMENTS ■ Provided management and leadership for the four divisions of the Planning/Building/ Public Works Department. Established departmental goals and work plans consistent with the City's 6-year Business Plan. ■ Represented the City in numerous regional planning efforts including chair of the King County Public Works Directors group, Eastside Transportation Partnership (ETP), South County Transportation Board, Regional Project Evaluation Committee, Regional j Funding Advisory Committee for Stormwater Regional Needs Assessment. ■ Analyzed the financial needs of the four Utilities and determined whether a rate increase was needed to cover the costs of maintenance, operation and capital improvements. ■ Provided leadership in establishing a new solid waste contract. • Assisted in evaluating a pilot program of the Maintenance Divisions' program/activity based budget. 2001 OBJECTIVES AS RELATED GOAL# Oji TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Continue to provide management and leadership for the four divisions of the 1,2,3,4,5 Planning/Building/ Public Works Department. Establish department goals and work plans consistent with the City's 6-year Business Plan. ■ Continue to represent the City in regional planning efforts and organizations 4 id such as the King County Public Works Directors, Eastside Transportation Partnership, South County Transportation Board, Regional Project Evaluation Committee, and Regional Funding Advisory Committee for Stormwater Regional Needs Assessment. • Conduct an annual review of the Water, Wastewater, and Stormwater 1,2,4 Utilities to determine if a rate increase is needed to cover the costs of the maintenance, operation, and capital improvements. ■ Facilitate the implementation of the Outcome Management program in 4 various divisions within the Planning/Building/Public Works Department. 3-182 PLANNING/BUILDING/PUBLIC WORKS ADMINISTRATION r. APPROPRIATION BY OBJECT OF EXPENDITURE irr 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 200,679 212,208 226,227 228,185 248,388 9.8% ON Part Time Salaries 12,537 11,775 2,060 602 2,060 0.0% Overtime 3,592 1,969 1,226 19 1,300 6.00% Personnel Benefits 50,624 49,906 53,317 52,547 54,920 3.0% wo Supplies 2,261 2,195 3,986 3,233 4,030 1.1% Other Services&Charges 4,576 1,782 6,102 3,748 6,160 1.0% Capital Outla0 3,473 0 0 0 N/A Operating Total 274,269 283,308 292,918 288,334 316,858 8.2% CIP 0 0 0 0 0 N/A Total 274,269 283,308 292,918 288,334 316,858 8.27o 2001 FUNDING DECISIONS 2000 ORIGINAL.ADOPTED BUDGET: $292,918 2001 C ANGES: Salaries 22,235 Benefits 1,603 All Other 102 2001 ORIGLNAL.ADOPTED BUDGET $316,858 Note: Original adopted budget does not include budget adjustments. rrr 3-183 k�#aa�y°a \a� 3fi�a o-w n•W$ � �Rwz§�:aM,aha;,« �:,: ah �j a, a @a�� 3A..: DEVELOPMENT SERRVICES PROGRAM MISSION Provide excellent customer service in the areas of code enforcement, review of development proposals for compliance with local and state regulations, Building plan review and inspections, and Public Works plan review and inspections. The Development Services Division is a permitting division, responsible for the issuance of building, public works and land use permits. Information on zoning, permit applications, utility locations, building activity, and sensitive areas can be obtained from the customer service center located on the 6th floor of City Hall. DIVISION OVERVIEW Expenditure Comparison $3,500,000 $2,800,000 $2,100,000 $1,400,000 $700,000 - $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 99-2000 Total Appropriation 2,546,666 2,634,938 2,810,201 2,787,193 3,017,653 7.4% PROGRAM ACTIVITY Development Planning is responsible for the processing and administering of all current land use actions and subdivisions, the State Environmental Policy Act (SEPA), and the City's Shoreline Master Program. In addition, code compliance inspectors provide enforcement of City Code Development Regulations. 3-184 ,. PLANNING/BuILDING/PUBLIC WORKS DEV opmENT SERVICES Staff support is provided to the Environmental Review Committee, Hearing Examiner, Board of Adjustment, and Council's Planning and Development Committee. This section participates with Strategic Planning in writing new zoning regulations, amending existing codes, and drafting other development standards and programs that implement the Comprehensive Plan. Staff have implemented a pro-active approach to customer service: responding to citizen information requests, providing assistance to the public at the land use information center, and conducting pre-application conferences. The result is a streamlined permitting process that enables applicants to obtain timely land use decisions. Public Works Inspections and Permits review construction plans for compliance with City codes, including utility regulations and transportation standards and performs construction inspection for Public Works projects. A public information center is located on the 6th floor of City Hall to handle inquiries for utility and transportation items. The Plan Review staff also assists developers through the plan review process. BuildingIns and Permits Inspections p performs building, electrical, plumbing, and related inspections for projects under construction, along with inspection of dangerous buildings, to ensure compliance with the Building, Energy, Electrical, Plumbing, Mechanical, Sign, and Land Use Codes. The public information center is located on the 61h floor of City Hall. Land use applications are also accepted at this location. Surveys have indicated that the counter vr► staff provides exceptional customer assistance. Administration provides overall management and oversight of the Division, ensuring that development applications are handled in an efficient and courteous manner and addresses problems and issues arising from development applications. The Director is also responsible for maintaining a helpful, informative and proficient customer service center. The Director is the decision-maker for administrative land use and design review permits. STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 38.7 39.7 38.7 38.7 39.2 1.3% Temporary Part Time 2.1 1.1 1.1 1.1 1.1 0.0% Intermittent Part Time 0.9 0.9 0.9 0.9 0.9 0.0% brr ITotalFTE 41.7 41.7 40.7 40.7 41.2 1.2% w� rYr +� 3-185 PLANNING/BuILDING/PUBLIC WORKS DEVELOPMENT SERVICES 2000 ACCOMPLISHMENTS Improved channels of communication between divisions and departments for effective service to all customers. Customized the Temporary Certificate of Occupancy (TCO) process to minimize contractor's/developer's unforeseen requirements. Improved and expanded cooperative code compliance program between Police and Development Services to include Human Services and outside social service agencies in the residential abatement process. Expanded building and construction inspectors' duties to include plan review. Assisted Council and the public in understanding new sign regulations. DIVISION HIGHLIGHT The Current Planning Section reviews all land use permits and SEPA checklists. Turn around time for administrative land use permits is typically between six to eight weeks. For more complex projects requiring a public hearing before the Hearing Examiner, the average permit processing time is between 12-14 weeks. The chart below represents the number of approvals of larger construction permits, which is only one small fraction of the permits issued by the Public Works inspections & permits department. Staff manages high service levels, while maintaining a very large volume of permits and over 50,000 inspections annually. Permit review times have been reduced to same day review for many permits and a maximum of two weeks for the most complex projects. CONSTRUCTION PERMITS ■LAND USE/PLANNING ®PLAN REVIEW 42 350 E 300 284 268 287 d 250 211 212 200 15094 80 75 69 77 E 100 Z 50 Z 0 1996 1997 1998 1999 2000 Year The following chart represents Building, Electrical, Mechanical and Plumbing permits. Building department has maintained an extremely high level of service with a minimum staff. Six inspectors and four office staff manage a large volume of permits and over 19,000 inspections annually. Permit review times have remained constant at two weeks for new residence and six weeks for new commercial development. 3-186 PLANNING/BuILDING/PUBLIC WORKS DEVELOPMENT SERVICES BUILDING PERMIT ACTIVITY 5000- 4500 4402 d 4000 3564 3744 3838 3500 3209 £ 3000- z 2500 2000 1996 1997 1998 1999 2000 Year 2001 OBJECTIVES AS RELATED GOAL 0 TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) rr Provide quality inspection services to ensure compliance with codes and 3,4 City regulations. Expand use of customer interviews and surveys to help identify potential 3,4 improvements to customer service. Continue to participate in regional discussions regarding the Endangered 5 ow Species Act and shoreline rules. Develop written guidelines for interdepartmental process for water shut-off 4 and associated abatement process for single family dwellings. Proactive communication with franchise utilities on placement and 3,4,5 maintenance of major facilities, as they affect Renton and new pavement projects. APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg 1110 Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 1,748,649 1,842,778 1,927,206 1,938,237 2,088,070 8.3% Part Time Salaries 54,083 28,268 77,149 38,410 77,150 0.0% to Overtime 39,240 35,455 14,788 49,779 15,190 2.7% Personnel Benefits 482,088 502,194 536,314 518,017 556,748 3.8% Supplies 18,164 27,952 24,719 28,425 24,990 1.1% to Other Services 8,Charges 204,442 192,827 230,025 211,304 255,505 11.1% Capital Outla0 5,464 0 3,021 0 N/A O eraff ng Total 2,546,666 2,634,938 2,810,201 2,787,193 3,017,653 7.4% lio CIP 0 0 0 0 0 N/A Total 2,546,666 2,634,938 2,810,201 2,787,193 3,017,653 7.4% #W kv 3-187 PLANNING/BUILDING/PUBLIC WORKS ' DEVELOPMENT SERVICES 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $2,810,201 2001 CHANGES: Salaries 143,267 Benefits 15,734 Add .5 FTE Maintenance Worker/Utility Locator 22,700 Limited Term to Regular 1,000 Equipment Rental 10,500 Sierra System Contract Increase 13,500 All Other 751 2001 ORIGINAL ADOPTED BUDGET $3,017,653 Note: Original adopted budget does not include budget adjustments. 3-188 s RL MAINTENANCE SERVICES or PROGRAM MISSION Operate and maintain the City's infrastructure including: streets, sidewalks, bridges, water, wastewater, and surface water systems. Manage and maintain vehicles and equipment for all City departments. DIVISION OVERVIEW Expenditure Comparison $17,500,000 $14,000,000 $10,500,000 $7,000,000 $3,500,000 kw $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 14,272,374 17,148,889 16,304,094 14,745,030 16,323,714 0.1% PROGRAM ACTIVITY Maintenance Administration provides managerial direction to the operations staff by establishing and implementing priorities, policies, and procedures, and by collecting and using data to preserve the investment made in the City's infrastructure. Also responsible for inventory control, the pavement management program, division safety management, and oversees response to citizen requests. Street Maintenance maintains over 169 miles of streets and alleys, 12 bridges, sidewalks, and provides miscellaneous construction services to various City departments. rr 3-189 PLANNING/BuILDING/PUBLIC WORKS MAINTENANCE SERVICES Water Maintenance is responsible for furnishing a consistently high quality and adequate supply of potable water at a reasonable pressure to customers. Provides maintenance and repair of the water system, and electrical and telemetry operations and repair. Wastewater Maintenance/Surface Water Maintenance provides operation and maintenance of the sewer system from the point of discharge until sewage enters into the METRO system. Operates and maintains 23 sewer lift stations. Solid Waste Maintenance curbs litter throughout the City by routine litter collection and disposal. Equipment Maintenance maintains and repairs 422 vehicles and equipment; provides fleet administration; and coordinates annual vehicle replacements and additions. STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000 2001 Regular 58.0 59.5 59.5 59.5 60.5 1.7% Temporary Part Time 1.6 1.6 1.6 1.6 1.6 0.0% Intermittent Part Time 3.7 3.7 3.7 3.7 3.7 0.0% Total FTE 63.3 64.8 64.8 64.8 65.8 1.5% 2000 ACCOMPLISHMENTS ■ The Public Works Maintenance Division completed the Outcome Management Pilot Program so that a valid assessment of performance measurement was provided. ■ The Street Maintenance Section and Pavement Management Technician maintained Renton's streets so that the pavement's overall condition index (OCI) was 79. ■ The Water Maintenance Section operated the Maplewood well field so that the customer satisfaction rating was 89 percent of the customers using the Cedar River well field. ■ The Wastewater Maintenance Section maintained the sanitary sewer and surface water collection systems so that annual claims for damages are five or less for wastewater and ten or less for surface water. t ■ The Fleet Maintenance Section had an annual customer satisfaction rating of 96 percent or better. 3-190 Im PLANNING/BUILDING/PUBLIC WORKS MAINTENANCE SERVICES WW DIVISION HIGHLIGHT Since its inception in 1987 the Surface Water Utility has worked hard to open, repair and replace broken, clogged and undersized drainage facilities.. The result has been a large drop in claims paid by the City. Even though Renton has experienced greater than average "" rainfall over the last five years there has been little damage to property. That is a reflection of the good work being done by the Storm Water Utility Staff. SURFACE WATER UTILITY - NUMBER OF LIABILITY CLAIMS AND ANNUAL RAINFALL 70 60 57.67 50.75 50.14 50 Regional Average 45.47 47.94 Annual Rainfall-36.5' Yir 40 28.61 30 20 10 Yearly Inches of Rainfall 0 —Paid Claims over 1995 1996 1997 1998 1999 2000 $1,000 wr 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ► ■ Public Works Maintenance Administration: 85% of the citizens contacting the 4 division rate the services as satisfactory. ■ Water Maintenance Section: All hydrants will be tested two times per year 4 and repaired as needed to ensure fire protection for all customers, as listed in the Washington Survey and Rating Bureau Code. r ■ Street Maintenance Section: The number of paid claims against the city for 4 damages from street failures is below the average of CY 1996, 1997, and 1998. ■ Waste Water Maintenance: The number of emergency call outs is reduced 4 by 5% per capita of the 1998 baseline. ■ Fleet Maintenance Section: Will have an Annual Customer Satisfaction rating 4 of 85% or better. Aw 3-191 PLANNING/BuILDING/PUBLIC WORKS MAINTENANCE SERVICES APPROPRIATION BY OBJECT OF EXPENDITURE Division consists of Street Fund Maintenance Fund 103/19), The Maintenance Services ( Waterworks Utility Maintenance (Fund 401/19), Solid Waste Maintenance (403/19), and Equipment Rental (Fund 501). 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 2,332,856 2,486,231 2,696,094 2,591,193 2,856,569 6.0% Part Time Salaries 102,111 52,852 118,826 64,064 118,839 0.0% Overtime 86,837 73,720 109,266 60,579 112,623 3.1% Personnel Benefits 792,893 815,467 890,852 841,577 913,614 2.6% Supplies 1,237,130 1,375,300 1,531,475 1,373,110 1,625,566 6.1% Other Services&Charges 8,382,300 9,069,295 8,779,884 8,128,217 9,002,877 2.5 Intergovernmental Services 41,866 369,468 0 0 0 N/A Capital Outlay 679,494 2,301,196 1,293,200 1,045,970 1,090,200 -15.7% Debt Service 42,359 0 0 403,831 0 N/A Interfund Pa ments 574,528 605,360 884,497 236,489 603,426 -31.8% OperatingOperaflng Total 14,272,374 17,148,889 16,304,094 14,745,030 16,323,714 0.1 CIP 0 0 0 0 0 N/A Total 14,272,374 17,148,889 16,304,094 14,745,030 16,323,714 0.1% 3-192 PLANNING/BUILDING/PUBLIC WORKS MAINTENANCE SERVICES • 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $15,776,424 2001 CHANGES: Salaries 125,488 Benefits 15,062 Street Fund Maintenance Fund 103/19 rr Office Supplies 6,300 Street Cleaning -35,890 Dump Fees 35,890 All Other 18,953 Waterworks Utility Maintenance Fund 401/19 Metro Service Charge 174,350 Puget Sound Energy Rates 10,750 Software Maintenance Contract 2,000 Dump Fees 5,000 Office/Operating Supplies 6,010 Meter Reader, 0.5 FTE 20,000 2001 Changes (Continued): Maintenance Worker/Utility Locator, 0.5 FTE 22,700 All Other -24,490 Equipment Rental Fund 501 *" Petroleum Products 176,500 Equipment Rental 21,000 g. Vehicle Purchases -46,000 Liability Insurance 27,435 All Other -13,768 �r. 2001 OiuGiNAL ADOPTED BUDGET $16,323,714 1W Note: Original adopted budget does not include budget adjustments. aw ow aw to 3-193- 4� �e�0 ��Zx� ab a e a ♦ 'Ra �@ aRa ��i ,� �x''� 4� ,��; TRANSPORTATION SysTEMS 'e� s a1� ka••. ,:. k R g � R g 1 a $. PROGRAM MISSION Plan, design, construct, operate, and maintain a transportation system that provides safe and efficient movement of people and goods, enhances environmental quality, and is compatible with local and regional mobility goals and development objectives. DIVISION OVERVIEW Expenditure Comparison $5,500,000 $4,400,000 $3,300,000 $2,200,000 $1,100,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget EXPENDITURE BUDGET 1998 1999 2000 2000 2001 %Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 4,030,373 3,921,228 5,193,128 3,543,156 4,733,123 -8.9% PROGRAM ACTIVITY fid Transportation Design coordinates transportation improvements with other agencies, provides project management, design and construction engineering for roadways, walkways, traffic signals, street lighting, signing, channelization, and bridges. Transportation Planning develops the Renton arterial program, high occupancy vehicle (HOV) and transit programs, prepares the Six-Year Transportation Capital Improvement Program (TCIP), pursues and manages grant activity, coordinates local transit service and long range Sound Transit programs, and manages Transportation Demand Management/Commute Trip Reduction (TDM/CTR) implementation. 3-194 ow PLANNING/BuILDING/PUBLIC WORKS TRANSPORTATION Symms a Renton has 16 major employers affected by the State CTR Law, and the section works with major employers to develop and implement programs at 24 sites. The section also manages ' the travel demand forecasting model which is used to develop multi-modal plans and provide a basis for future traffic volumes developed for use by all sections in the Division. '" Transportation Operations and Maintenance Operations manages the traffic signal system; compiles, maintains and analyzes traffic records and statistics; develops and ensures proper application of signal, signing and street lighting standards; and investigates and resolves ow requests for assistance. Maintenance is responsible for approximately 100 signals, 2,600 street lights, over 800 types of radio, video, audio, computer, and associated equipment, 15 miles of interconnecting signal wiring and circuitry. Maintenance also maintains 6,355 signs and 65 miles of pavement markings. The signal and sign shops are also responsible for installing and removing the banners, and providing and setting up the traffic control devices for Renton River Days and other special events. w� Renton Municipal Airport administers leases, sub-leases, easements and operating agreements for approximately 2,500,200 square feet of leased property; compiles and maintains monthly and annual aircraft operations statistics; receives and answers aviator and general public inquiries, and coordinates with airport tenants concerning safety and operations. Airport management also pursues and manages grant activity in compliance with Federal Aviation Administration (FAA) procedures. The airport staff perform runway safety inspections seven days per week and are responsible for cleaning, maintenance and daily inspection of airport navigational aids (navaids) which include 54 runway lights, 171 taxiway lights, 16 threshold lights, 8 obstruction lights, 1 rotating beacon, 4 Runway End Indicator Light units, 4 Precision Approach Path Indicator units, approximately 7,000 feet of aw security fencing and gates; and maintenance and adjustment of 6 hydraulically operated gates, 1 electric gate and 1 electric slide gate. Services also include providing 7 day per week, 24-hour per day, on-call emergency response needs. Airport maintenance staff maintains 41 acres of grass areas, 18 miles of pavement markings, plus 44 acres of runway `r' and taxiway pavement, directly or through contract for major work. to STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1998 1999 2000 2000 2001 %Chg i1w Staff Type/FTE Actual Actual Budget Actual Budget 2000 2001 Regular 32.0 32.0 33.0 33.0 33.0 0.01yo Temporary Part Time 1.5 1.5 1.5 1.5 1.5 0.0% 11W Intermittent Part Time 3.1 5.3 5.3 5.3 5.3 0.0% total FTE 36.6 38.8 39.8 39.8 39.8 0.0% to No aw 60 3-195 PLANNING/BIIILDING/PUBLIC WORKS TRANSPORTATION SYSTEMS 2000 ACCOMPLISHMENTS: ■ Completed construction of Main Avenue improvements and sidewalks on Park Avenue North and North 30th Street. ■ Worked extensively with Sound Transit to ensure that voter approved (Regional Transit Authority) services including $85 million (2001 dollars) of capital expenditures in Renton are secured. The $85 million had been designated for two high-occupancy vehicle direct access interchanges. ■ Worked extensively with Washington State Department of Transportation (Office of Urban Mobility) and all jurisdictions along 1-405 corridor to develop a plan that addresses existing and future mobility needs. ■ Completed installation of new HVAC equipment in the airport control tower building. • Completed 29 scheduled preventive maintenance projects. These programs increase the life span and level of service of the City's Transportation infrastructure and radio communication system. DIVISION HIGHLIGHT RENTON TRANSIT RIDERSHIP 14000 Tn c o a m 12000 m C 10000 v d „ a`r 8000 a � 70 Z 6000 1994 1995 1996 1997 1998 1999 Year Beginning in 1996, the Transportation Systems Division, in conjunction with King County (Metro), made several significant investments in developing and improving transit service. These projects and programs included construction of an interim Downtown Transit Center, early implementation of Metro's Six-Year Transit Development Plan, and the development of a downtown circulator shuttle, the RUSH (Renton Urban Shuttle). In the four years prior to these improvements, transit ridership had been growing at an annual rate of less than 3 percent. Since these improvements were implemented, ridership has increased at a rate exceeding 15 percent annually. Renton continues to work with King County as well as Sound Transit to further develop transit facilities and services that will help meet future transportation needs. 1 3-196 "W PLANNING/BUILDING/PUBLIC WORKS TRANSPORTATION SYSTEMS The Transportation Systems Division is continuing to pursue other projects and programs to increase transit usage even more, including construction of a permanent Transit Center utilizing $2 million in grant funds and related roadway improvements and working with Sound Transit to bring regional express bus routing to Renton. 2001 OBJECTIVES AS RELATED GOAL# ow TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Complete construction of Oakesdale Avenue extension Phases 1 B and 2; 1 rehabilitation of East Valley Road/SW 43rd Street; Downtown Renton Transit Center (in partnership with King County Metro); and walkways and curb ramps in Highlands neighborhood. ■ Continue pre-design of SW 27th/Strander Boulevard, including a HOV direct 5 ow access interchange with SR 167. ■ Major corridor studies for NE 3rd/4th Street and Rainier Avenue. 5 aw • Pursue grants for major improvements such as Duvall, Maple Valley Highway, 2 SW 2th/Strander, and Rainier Avenue. Renton Municipal Airport: Establish and staff an advisory committee 4 ' comprised of citizens from surrounding neighborhoods, as well as airport operators, to resolve issues of common interest. err APPROPRIATION BY OBJECT OF EXPENDITURE The Transportation Systems Division consists of the Street Fund Transportation Systems (Fund 103/16) and the Airport Fund (Fund 402/16). 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 1,655,232 1,666,851 1,841,561 1,623,377 1,948,924 5.8% Part Time Salaries 115,883 100,888 152,246 87,819 155,770 2.3% Overtime 37,005 39,118 30,292 24,198 31,200 3.0% Personnel Benefits 474,456 467,086 491,755 452,725 493,353 0.3% er Supplies 96,309 111,235 173,495 126,163 175,232 1.0% Other Services 8,Charges 816,068 854,076 1,010,830 924,519 1,130,695 11.9% Intergovernmental Services 0 0 100,000 100,000 100,000 0.0170 so Capital Outlay 26,236 8,811 0 161,273 0 N/A Interfund Payments 41,700 42,695 42,949 43,082 42,949 0.0% Operating Total 3,262,889 3,290,760 3,843,128 3,543,156 4,078,123 6.1% ar CIP(Airport Fund 767,484 630,468 1,350,000 0 655,000 -51.5% Total 4,030,373 3,921,228 5,193,128 3,543,156 4,733,123 -8.9% ow er as 3-197 PLANNING/BUILDING/PUBLIC WORKS TRANSPORTATION SYSTEMS 2001 FUNDING DECISIONS k 2000 ORIGINAL ADoPTED BUDGET: $5,093,128 2001 CHANGES: Salaries 110,887 Benefits 1,598 Street Fund Transportation Systems Fund 103/16 Equipment Rental 10,935 Electricity 8,389 All Other 1,997 Airport Fund 402116 Capital Outlay -613,000 Contract Changes 15,715 Non-Construction Consultant 70,600 Business Plan Consultant 8,000 Rotary Mower 18,000 All Other 6,874 2001 ORIGINAL ADOPTED BUDGET $4,733,123 Note: Original adopted budget does not include budget adjustments. 3-198 s W.r irr UTILITY SYSTEMSlow p PROGRAM MISSION iw Ensure Water, Wastewater, Surface Water, and Solid Waste systems are characterized by quality planning, engineering, operations, financial integrity, and customer service. ow DIVISION OVERVIEW Expenditure Comparison $30,000,000 $24,000,000 $18,000,000 ow $12,000,000 $6,000,000 $0 n 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget in EXPENDITURE BUDGET 1998 1999 2000 2000 2001 Chg Actual Actual Budget Actual Budget 2000/2001 Total Appropriation 25,727,403 20,391,284 21,084,010 20.276,820 20,397,972 -3.3% it PROGRAM ACTIVITY Water, Wastewater (Sewer), and Surface Water Utility Systems. Each section provides overall utility management through direct services such as engineering, capital improvement project management, policy development, system planning, plan review, and by working with staff of other divisions and agencies for services such as i" development and plan review, maintenance and operations, billing, and legal advice. "" Technical Services is responsible for management of property database and property information services; automated mapping, geographic information and data processing support; CAD *W management and support; and maintenance of survey monumentation. `. `r 3-199 PLANNINGMILDINGRUBLIC WORKS UTILITY SYSTEMS Solid Waste Utility develops and manages the recycling, waste reduction, and hazardous waste education and collection programs; administers the solid waste collection contract; provides regional coordination and legislative review and compliance; and resolves customer service issues. STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1998 1999 2000 2000 2001 %Chg Staff Type/FTE Actual Actual Budget Actual Bud et 2000/2001 Regular 24.2 24.2 24.7 24.7 24.7 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A W Intermittent Part Time 0.5 0.5 0.5 0.5 0.5 0.0% Total FTE 24.7 24.7 25.2 25.2 25.2 0.0% 2000 ACCOMPLISHMENTS ■ Started construction of the new 3 million-gallon reservoir and pump station in the Rolling Hills area to provide adequate fire flow storage as required by the Washington State Department of Health. ■ Completed the hydraulic fire flow analysis of computer modeling of the City's water system, and updated and printed the water main, hydrant and valve books. ■ The Solid Waste staff conducted 46 backyard compost/worm bin workshops, presented 20 Household Hazardous Waste Education sessions to elementary schools and conducted 2 special recycling events that collected over 125 tons of recyclable material. • Completed design, permitting and construction of the Maplewood Creek Ravine Stabilization project. ■ Completed construction of the South Renton Phase II Sewer Replacement and the Talbot Crest Lift Station Replacement. DIVISION HIGHLIGHT In 1992 and again in 1993 the Water Utility sampled tap water at over sixty residences served by the drinking water system. The sampling was required by the Lead and Copper Rule of the Safe Drinking Water Act. Analysis of tests obtained from the samples revealed that the amount of dissolved copper at customer taps exceeded the EPA action level of 1.3 milligrams per liter (mg/L). Copper levels in 1992 and 1993 were 3.3 and 3.8 mg/L, respectively. The EPA action level is set at 1.3 mg/L because higher levels of copper can cause taste and staining problems, and in rare cases, stomach discomfiture. Also, since dissolved copper comes from plumbing pipes, high levels of dissolved copper can reduce the life of copper pipes. The City and its consultants conducted laboratory and analytical 3-200 PLANNING/BUILDING/PUBLIC WORKS UTILITY SYSTEMS studies which lead to the design and construction of treatment facilities to deal with the problem. Overall the utility invested $1.9 million in this project. In November 1999 the first of two rounds of post treatment tap sampling was conducted. The laboratory tests of these samples indicated that the treatment has been successful in reducing the dissolved copper to below the action level. w COPPER LEVELS AT CITY OF RENTON w, CUSTOMM TAPS 4 aw CL 3 ° Treatment � Started 2 March 1999 v a a Action Level=1.3 0 U 1 d 0 H 6 3 0M 1992 1993 1999 2000 w so 2001 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Develop and implement procedures for the publication of GIS data on the 1,2,4 to City's intranet using MapGuide. ■ Continue the sewer replacement program in North Renton and the 1,2,4,5 w Highlands, and continue installation of new sewer mains in areas with high levels of failed or failing septic systems including Kennydale and West Hill. ■ Complete construction and place into operation the three million-gallon 2,4 Rolling Hills reservoir and pump station. ■ Start the construction of Well EW-3 pump station. 1,2,4 ■ Design and construct water system and drainage improvement in the South 1,2,4,5 Renton and Highlands neighborhoods. ■ Complete construction of the Sunnydale Downstream Storm System 1,2,4,5 Replacement project and the Aberdeen Ave N.E. Utility Improvement project. w 1W 3-201 PLANNING/BuILDING/PUBLIC WORKS UTILITY SYSTEMS APPROPRIATION BY OBJECT OF EXPENDITURE The Utility Systems and Technical Services Division consists of Waterworks Utility Systems Fund (401/18), Solid Waste Utility Systems Fund (403/18), Waterworks Revenue Bond Fund (451), and the Technical Services section in the General Fund (000/017). 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 1,224,800 1,280,353 1,376,122 1,423,784 1,492,024 8.4% Part Time Salaries 31,755 29,300 56,859 24,982 56,859 0.0% Overtime 4,250 951 8,195 372 8,500 3.7% Personnel Benefits 335,785 344,154 364,533 364,638 389,768 6.9% Supplies 29,301 27,251 41,788 32,147 42,214 1.0% Other Services 8,Charges 6,606,112 7,405,334 7,798,990 7,692,953 7,691,757 -1.4% Intergovernmental Services 11,697,090 5,193,132 4,954,386 4,952,964 4,467,419 -9.8% Capital Outlay 11,057 146,834 0 69,956 0 N/A Debt Service 3,707,032 3,863,905 4,241,151 3,572,697 4,107,111 -3.2% Interfund Payments 2,080,221 2,100,070 2,142,326 2,142,327 2,142,320 0.0% 4 Operating Total 25,727,403 20,391,284 20,984,350 20,276,820 20,397,972 -2.8% CIP 0 0 99,660 0 0 -100.00 Total 25,727,403 20,391,284 21,084,010 20,276,820 20,397,972 -3.3% i 3-202 w, PLANNING/BUILDING/PUBLIC WORKS UTILITY SYSTEMS to 2001 FUNDING DECISIONS 2000 ORIGINAL ADOPTED BUDGET: $19,9221610 2001 CHANGES: Salaries 115,902 Benefits 25,235 Waterworks Utility Fund 401118: Debt Service 36,685 Transfer to Waterworks CIP Fund 479,700 Taxes 41,703 Purchased Water for Boeing (Offset by 70,000 Revenue) Software Maintenance Contract 15,000 WRIA Planning 25,000 All Other 39,671 Solid Waste Utility Systems Fund 403118: Payment to Solid Waste Contractor -178,036 „ Taxes -33,646 All Other 302 Waterworks Revenue Bond Fund 451 Debt Service -167,725 Technical Services Fund 000 Copier Maintenance Contract 4,275 All Other 1,296 2001 O1UGNAL ADOPTED BUDGET $20,397,972 Note: Original adopted budget does not include budget adjustments. +r. w Aw 3-203 PLANNING/BUILDING/PUBLIC WORKS POSITION LISTING 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget Planning, Building,Public Works Administration M43 Ping/Bldg/Pub Wks Administrator 1.0 1.0 1.0 1.0 1.0 M26 Principal Finance &Admin Analyst 1.0 1.0 1.0 1.0 0.5 M24 Principal Finance &Admin Analyst 0.0 0.0 0.0 0.0 0.5 N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0 A5 Office Assistant III 0.0 0.0 0.5 0.5 0.5 A3 Office Assistant II 0.0 0.0 0.5 0.5 0.5 Al Office Assistant 1 0.5 0.5 0.0 0.0 0.0 Total Regular Staffing 3.5 3.5 4.0 4.0 4.0 ` Temporary Part Time 0.5 0.5 0.0 0.0 0.0 Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 TOTAL ADMINISTRATION 4.1 4.1 4.1 4.1 4.1 ` Development Services Administration M38 Dev Services Director 1.0 1.0 1.0 1.0 1.0 N9 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 2.0 2.0 2.0 2.0 2.0 Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 Total Development Services Admin 2.1 2.1 2.1 2.1 2.1 Development and Planning M32 Principal Planner 1.0 1.0 1.0 1.0 1.0 A23 Senior Planners 3.0 3.0 3.0 3.0 3.0 A19 Associate Planner 1.0 1.0 1.0 1.0 1.0 A18 Land Use Compliance Inspector 2.0 2.0 2.0 2.0 2.0 A15 Assistant Planner 0.0 1.0 1.0 1.0 1.0 A13 Engineering Specialist 1 0.7 0.7 0.7 0.7 0.7 A8 Lead Office Assistant 0.0 0.0 0.0 1.0 1.0 A5 Secretary 1 1.0 1.0 1.0 0.0 0.0 A3 Office Assistant II 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 9.7 10.7 10.7 10.7 10.7 Temporary Part Time 1.1 0.1 0.1 0.1 0.1 Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 Total Development and Planning 11.0 11.0 11.0 11.0 11.0 Public Works Inspections and Permits M33 Development Engineering Supervisor 1.0 1.0 1.0 1.0 1.0 A23 Engr Specialist III 1.0 1.0 1.0 1.0 3.0 A21 Lead Field Engr Specialist 1.0 1.0 1.0 1.0 1.0 A19 Engr Specialist II 3.0 3.0 3.0 3.0 1.0 A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0 A18 Field Engr Specialist 5.0 5.0 4.0 4.0 4.0 A14 Utility Locator/Inspector 1.0 1.0 1.0 1.0 1.0 A07 Maintenance Services Worker II 0.0 0.0 0.0 0.0 0.5 A5 Office Assistant III 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 14.0 14.0 13.0 13.0 13.5 Temporary Part Time 1.0 1.0 1.0 1.0 1.0 Total Inspections and Permits 15.0 15.0 14.0 14.0 14.5 3-204 Ow PLANNING/BUILDING/PUBLIC WORKS POSITION LISTING 1r 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget wr Building Inspections and Permits M32 Building Official 1.0 1.0 1.0 1.0 1.0 to A23 Bldg Plan Reviewer 1.0 1.0 1.0 1.0 1.0 A18 Building Inspector 2.0 2.0 2.0 2.0 2.0 A18 Bldg Inspectors/Combination 5.0 5.0 5.0 5.0 5.0 A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0 A7 Secretary II 1.0 1.0 1.0 1.0 1.0 A3 Office Assistant II 2.0 2.0 2.0 2.0 2.0 Total Regular Staffing 13.0 13.0 13.0 13.0 13.0 Intermittent Part Time 0.6 0.6 0.6 0.6 0.6 Total Bldg Inspections and Permits 13.6 13.6 13.6 13.6 13.6 Total Regular Staffing 38.7 39.7 38.7 38.7 39.2 Total Temporary Part Time 2.1 1.1 1.1 1.1 1.1 Total Intermittent Part Time 0.9 0.9 0.9 0.9 0.9 TOTAL DEVELOPMENT SERVICES 41.7 41.7 40.7 40.7 41.2 TRANSPORTATION SYSTEMS: Administration, Planning and Design rr M38 Transportation Systems Director 1.0 1.0 1.0 1.0 1.0 M33 Transportation Planning Supervisor 1.0 1.0 1.0 1.0 1.0 M33 Transportation Design Supvr 1.0 1.0 1.0 1.0 1.0 r,u A27 uivu tngineer m (i Limited i erm) 5.0 5.0 6.0 6.0 6.0 A25 Program Development Coordinator 1 1.0 1.0 1.0 1.0 1.0 A24 Transportation Planner 1.0 1.0 1.0 1.0 1.0 A23 Civil Engineer II 1.0 1.0 1.0 1.0 1.0 A23 Engineering Specialist III 1.0 1.0 1.0 1.0 1.0 A9 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0 w A5 Secretary 1 0.0 0.0 0.0 1.0 1.0 A3 Office Assistant II 1.0 1.0 1.0 0.0 0.0 Total Regular Staffing 14.0 14.0 15.0 15.0 15.0 a, Temporary Part Time 0.7 0.7 0.7 0.7 0.7 Intermittent Part Time 0.4 0.4 0.4 0.4 0.4 Total Trans Sys/Admin and Design 15.1 15.1 16.1 16.1 16.1 1W fto #W %W 00 wo &205 PLANNING/BUILDING/PUBLIC WORKS POSITION LISTING 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget Transportation Operations/Maintenance M33 Transportation Operations Manager 1.0 1.0 1.0 1.0 1.0 M27 Transportation Maint Supervisor 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer III 1.0 1.0 1.0 1.0 1.0 A23 Engineering Specialist III 2.0 2.0 2.0 2.0 2.0 A21 Signal/Electronics Sys Tech II 2.0 2.0 2.0 2.0 2.0 A17 Traffic Sign &Paint Supvr 1.0 1.0 1.0 1.0 1.0 A17 Signal/Electronics Systems Tech 1 2.0 2.0 2.0 2.0 2.0 A13 Signal/Electronics Sys Asst II 2.0 2.0 2.0 2.0 2.0 All Traffic Maintenance Worker II 3.0 3.0 3.0 3.0 3.0 A5 Office Assistant III 0.5 0.5 0.5 0.5 0.5 Total Regular Staffing 15.5 15.5 15.5 15.5 15.5 Temporary Part Time 0.8 0.8 0.8 0.8 0.8 Intermittent Part Time 1.2 1.2 1.2 1.2 1.2 Total Operations/Maintenance 17.5 17.5 17.5 17.5 17.5 Airport M32 Airport Supervisor 1.0 1.0 1.0 1.0 1.0 All Airport Maintenance Worker 1.0 1.0 1.0 1.0 1.0 A5 Secretary 1 0.5 0.5 0.5 0.5 0.5 Total Regular Staffing 2.5 2.5 2.5 2.5 2.5 Intermittent Part Time 1.5 3.7 3.7 3.7 3.7 Total Airport 4.0 6.2 6.2 6.2 6.2 Total Regular Staffing 32.0 32.0 33.0 33.0 33.0 Total Temporary Part Time 1.5 1.5 1.5 1.5 1.5 Total Intermittent Part Time 3.1 5.3 5.3 5.3 5.3 TOTAL TRANSPORTATION SYSTEMS 36.6 38.8 39.8 39.8 39.8 UTILITY SYSTEMS: Administration M38 Utility Systems Director 1.0 1.0 1.0 1.0 1.0 A9 Admin Secretary 1 1.0 1.0 1.0 1.0 1.0 A7 Secretary II 1.0 1.0 1.0 1.0 1.0 A3 Office Assisstant II 0.0 0.0 0.5 0.5 0.5 Total Regular Staffing 3.0 3.0 3.5 3.5 3.5 Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 Total Utility Administration 3.1 3.1 3.6 3.6 3.6 ,k 3-206 PLANNING/BUILDING/PUBLIC WORKS POSITION LISTING 19" 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget Water Utility Systems M33 Utility Engr Supervisor 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer III 2.0 2.0 2.0 2.0 1.0 A23 Civil Engineer II 2.0 2.0 2.0 2.0 2.0 A19 Engineering Specialist II 1.0 1.0 1.0 1.0 2.0 A13 Engineering Specialist 1 0.5 0.5 0.5 0.5 0.5 A13 Program Specialist 0.5 0.5 0.5 0.5 0.5 Total Regular Staffing 7.0 7.0 7.0 7.0 7.0 Intermittent Part Time 0.4 0.4 0.4 0.4 0.4 Total Water Utility Systems 7.4 7.4 7.4 7.4 7.4 I1 Wastewater Utility Systems and Technical Services f M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0 A27 Mapping Supervisor 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer III 1.0 2.0 2.0 2.0 2.0 A23 Engr Specialist III 1.0 1.0 2.0 2.0 2.0 A21 Property Services Supervisor 1.0 1.0 1.0 1.0 1.0 A19 Engineering Specialist II 0.0 1.0 0.0 0.0 0.0 „ A13 Engineering Specialist 1 2.5 0.5 0.5 0.5 0.5 Total Regular Staffing 7.5 7.5 7.5 7.5 7.5 Total Wastewater Utility Sys &Tech Svcs 7.5 7.5 7.5 7.5 7.5 Surface Water Utility Systems M33 Util Engr Supervisor 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer III 2.0 2.0 2.0 2.0 1.0 A23 Civil Engineer 11 1.0 1.0 1.0 1.0 2.0 A19 Engineering Specialist II 1.0 1.0 1.0 1.0 1.0 A13 Engineering Specialist 1 0.3 0.3 0.3 0.3 0.3 *� Total Regular Staffing 5.3 5.3 5.3 5.3 5.3 Total Surface Water Utility Systems 5.3 5.3 5.3 5.3 5.3 Solid Waste Utility Systems M25 Solid Waste Coordinator 0.9 0.9 0.9 0.9 0.9 A13 Program Specialist 0.5 0.5 0.5 0.5 0.5 Total Solid Waste Utility Systems 1.4 1.4 1.4 1.4 1.4 �r Total Regular Staffing 24.2 24.2 24.7 24.7 24.7 Total Intermittent Part Time 0.5 0.5 0.5 0.5 0.5 TOTAL UTILITY SYSTEMS 24.7 24.7 25.2 25.2 25.2 wr �.r w w 3-207 PLANNING/BUILDING/PUBLIC WORKS L POSITION LISTING 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget MAINTENANCE SERVICES: Maintenance Administration M38 Maintenance Services Director 1.0 1.0 1.0 1.0 1.0 A26 Street Maintenance Manager 0.0 0.5 0.5 0.5 0.5 A17 Maintenance Buyer 1.0 1.0 1.0 1.0 1.0 A16 Pavement Mgmt Technician 0.0 0.0 0.0 1.0 1.0 A15 Pavement Mgmt Technician 1.0 1.0 1.0 0.0 0.0 W A7 Purchasing Assistant 1.0 1.0 1.0 1.0 1.0 A7 Secretary II 1.0 1.0 1.0 1.0 1.0 A3 Office Assistant II 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 6.0 6.5 6.5 6.5 6.5 Temporary Part Time 0.6 0.6 0.6 0.6 0.6 Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 Total Maintenance Administration 6.7 7.2 7.2 7.2 7.2 Streets/Solid Waste Maintenance Services A23 Street Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 A15 Lead Maint Services Worker 3.0 3.0 3.0 3.0 2.0 All Maint Services Wkr III/Street 9.0 10.0 10.0 10.0 10.0 A7 Maint Services Wkr II/Street 0.0 0.0 0.0 0.0 1.0 A3 Solid Waste Mtc Wkr 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 14.0 15.0 15.0 15.0 15.0 Intermittent Part Time 1.1 1.1 1.1 1.1 1.1 Total Streets/Solid Waste Maint Sery 15.1 16.1 16.1 16.1 16.1 Wastewater/Surface Water Maintenance Services M26 Public Works Maintenance Manager 1.0 0.4 0.4 0.4 0.4 A23 Wastewater Maint Supr(Wste/Surf Wtr) 1.0 1.0 1.0 1.0 1.0 A15 Lead Maintenance Svc Wkr 0.0 1.0 1.0 0.0 0.0 All Maintenance Svc Wkr III/Waste Wtr 5.0 4.0 4.0 3.0 3.0 All Maintenance Svc Wkr III/Storm 4.0 4.0 4.0 4.0 4.0 All Lift Station Technician 0.0 0.0 0.0 2.0 2.0 Total Regular Staffing 11.0 10.4 10.4 10.4 10.4 Temporary Part Time 0.5 0.5 0.5 0.5 0.5 Intermittent Part Time 1.2 1.2 1.2 1.2 1.2 Total Wste Wtr/Surf Wtr Maint Sery 12.7 12.1 12.1 12.1 12.1 3-208 PLANNING/BUILDING/PUBLIC WORKS POSITION LISTING 1998 1999 2000 2000 2001 Grade Title Actual Actual Budget Actual Budget ow Water Maintenance Services M26 Water Maintenance Manager 1.0 1.0 1.0 1.0 1.0 M26 Public Works Maintenance Manager 0.0 0.1 0.1 0.1 0.1 60 A20 Water Maintenance Services Supervisor 1.0 1.0 1.0 1.0 1.0 A20 Water Utility Maintenance Supr 1.0 1.0 1.0 1.0 1.0 A15 Water Quality Technician 1.0 1.0 1.0 1.0 1.0 6w A15 Water Utility Maint Technician 1.0 1.0 1.0 1.0 1.0 A15 Lead Maintenance Services Worker 2.0 2.0 2.0 2.0 2.0 A15 Water Treatment Plant Operator 1.0 1.0 1.0 1.0 1.0 u" All Maintenance Services Worker III 9.0 9.0 9.0 9.0 9.0 A07 Maintenance Services Worker II 0.0 0.0 0.0 0.0 0.5 A5 Meter Reader 2.0 2.5 2.5 2.5 3.0 arr Total Regular Staffing 19.0 19.6 19.6 19.6 20.6 Intermittent Part Time 0.5 0.5 0.5 0.5 0.5 Total Water Maintenance Services 19.5 20.1 20.1 20.1 21.1 Orr Equipment Maintenance Services M30 Fleet Manager 1.0 1.0 1.0 1.0 1.0 4r A17 Lead Vehicle &Equipment Mechanic 1.0 1.0 1.0 2.0 2.0 A15 Vehicle &Equipment Mechanic II 1.0 1.0 1.0 0.0 0.0 A13 Vehicle &Equipment Mechanic 1 3.0 3.0 3.0 3.0 3.0 wr A9 Fleet Maintenance Technician 1.0 1.0 1.0 1.0 1.0 A9 Mechanic's Assistant 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 8.0 8.0 8.0 8.0 8.0 im Temporary Part Time 0.5 0.5 0.5 0.5 0.5 Intermittent Part Time 0.8 0.8 0.8 0.8 0.8 Total Equipment Maintenance 9.3 9.3 9.3 9.3 9.3 40 Total Regular Staffing 58.0 59.5 59.5 59.5 60.5 Total Temporary Part Time 1.6 1.6 1.6 1.6 1.6 Total Intermittent Part Time 3.7 3.7 3.7 3.7 3.7 TOTAL MAINTENANCE SERVICES 63.3 64.8 64.8 64.8 65.8 to Total Regular Staffing 156.4 158.9 159.9 159.9 161.4 Total Temporary Part Time 5.7 4.7 4.2 4.2 4.2 Total Intermittent Part Time 8.3 10.5 10.5 10.5 10.5 60 TOTAL PUBLIC WORKS DEPARTMENT 170.4 174.1 174.6 174.6 176.1 Note: 2000 Budget numbers include one limited term position in to Transportation Systems. `r to ow rwr 3-209 a, `X. sr} i 3-210 j Ir. lrr Non-Departmental L x r e. 6 L a y a THE DEPARTMENT PROGRAM MISSION Provide for miscellaneous payments that benefit all City Departments. DEPARTMENT OVERVIEW The Finance and Information Services Department manages this accounting department. The primary activity is to receive revenue and to make property and liability payments to the insurance fund, interfund payments, intergovernmental payments, Limited General Obligation Debt payments, and employee termination payments. Expenditure Comparison $10,000,000 .. $8,000,000 $6,000,000 $4,000,000 w. $2,000,000 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget it APPROPRIATION BY OBJECT OF EXPENDITURE 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 397,255 232,585 733,023 327,406 102,000 -86.3% Overtime 15.000 0 25,000 17,713 25.000 0.0% w Personnel Benefits 275,022 177,575 182,158 168,335 182,158 0.0% Other Services&Charges 1,559,608 1,449,874 1,546,431 1.592.631 1,958,955 26.7% Intergovernmental Services 5,522,200 2,441,351 1.639,151 1.601,852 1,080.500 -30.6% it Capital Outlay 263,681 0 0 0 0 N/A Debt Service 38,714 35,866 0 0 0 N/A Operating Total 8,071,480 4,337,251 4,125,763 3,707,937 3,348,613 -18.8% CIP 0 207,105 0 0 0 N/A ow Total 8,071,480 4,544,356 4,125,763 3,707,937 3,348,613 -18.8% to m •r 3-211 NON-DEPARTMENTAL APPROPRIATION BY OBJECT OF EXPENDITURE— LIMITED GENERAL OBLIGATION BONDS 1998 1999 2000 2000 2001 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Debt Service: Principal 569,418 1,039,976 1,086,720 1,076,025 1,131,448 4.1% Interest 912.722 968,210 923,795 931,517 864.753 -6.4% Operatinq Transfer Out 600,000 0 855,000 855,000 0 -100.0% Ltd General Obligation 2,082,140 2,008,186 2,865,515 2,862,542 1,996,201 -30.3% Bonds Total CIP 0 0 0 0 0 N/A Total 2,082,140 2,008,186 2,865,015 2,862,542 1,996,201 -30.3% L DIVISIONS BY FUND NUMBER k This Department is part of the General Fund (000): Non-Departmental (005) ACTIVITY BY DIVISION The primary activity for this Department is to make payments for various miscellaneous activities that serve the City of Renton. For example, membership payments to such organizations as the Association of Washington Cities (AWC), National League of Cities, Puget Sound Regional Council, Renton Chamber of Commerce, and several other organizations. Other types of payment include state purchasing subscription fee, bank fees, FICA administration costs, postage, and many other similar types of payments. Limited Term General Obligation Bonds principle and interest payments are budgeted separately in this department. i MAJOR DEPARTMENT CHANGES 2001: Oil • Transfer to 502 for Liability Property Insurance and Claims ($110,670) This transfer will pay for increased costs associated with liability property insurance and claims. • Contract Services ($147,254) The majority of this increase is to pay for computer program consultants ($134,845). azi <r 3-212 �. NON-DEPARTMENTAL aw • Centennial Celebration ($106,000) This is to pay for The Centennial Advisory Committee proposed activities, events, and materials that will showcase Renton over the past 100 years. • Transfer to 316 for all other CIP Projects($1,000,000) To meet capital project funding requirements. For information on the specific projects funded by this transfer, see the Capital projects listing sections in this budget or City of Renton 2001-2006 Capital Improvement Program. rr • Salary Reserve (-$641,013) This money was put in the 2000 Budget to insure that the City had enough to pay +�► for personnel contract increases that were settled at the beginning of 2000. This money was then appropriated to pay for these increases. As such, these funds will not be housed in the non-departmental fund in 2001, but rather dispersed into the appropriate departments salary line items. �w EXPENDITURE BUDGET BY DIVISION 1998 1999 2000 2000 2001 %Chg Divisions Actual Actual Budget Actual Budget 2000/2001 Non-Departmental 8.071,480 4,337,251 4,125,763 3,707,937 3.348,613 -18.8% Ltd Term Obligation Bonds 2.082,140 2,008,186 2,865,015 2,862,542 1,996,201 -29.9% Operaflng Total 10,153,620 6,345,437 6,990.778 6,570,479 5,344,814 -18.7% CIP 0 207,105 0 0 0 N/A Total 10,153,620 6,552,542 6,990,778 6,570,479 5,344,814 -23.5% STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees — FTE) 1998 1999 2000 2000 2001 %Chg Dlvlsion FTE Actual Actual Budget Actual Budget 2000/2001 as Non-Departmental 0.0 0.0 0.0 0.0 0.0 N/A Limited Term Obligation Bonds 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 0.0 0.0 0.0 0.0 0.0 N/A it ow am 1W W 3-213 NON-DEPARTMENTAL 2001 FUNDING DECISIONS r 2000 O1UGtNAL ADOPTED BUDGET: $4,054,003 2001 CHANGES: Telephone Services 25,000 Salary Reserve -641,013 Contract Services 147,254 Centennial Celebration 106,000 Vi Transfer to 502 for Liability Property Insurance 110,670 and Claims Transfer to 316 for All Other CIP Projects -478,291 Postage 5,000 All Other 19,990 2001 OwGNAL ADOPTED BUDGET $3,348,613 Note: Original adopted budget does not include budget adjustments. 3-214 r Performance Measures R � u "Al p� s M� h t? a k- w ALL DEPARTmem iW PERFORMANCE MEASURES In 1996, the City of Renton formed the Performance Measures Group of the 2002 Committee to research performance-based systems in other public and private organizations, and to identify how to institute performance measurement in the City of Renton. The committee involved all City departments in the performance measurement research. The committee identified several guiding performance measurement principles: ➢ Performance measurement must be flexible. ➢ Departments and organizational units must own the performance measures. ➢ Measures should be developed in an inclusive manner that allows for clear understanding of organizational priorities to allow departments to align with overall City lines of business. The committee worked through 1998 to complete the following products: ➢ An assessment of current practices used to measure each city department performance and a catalogue of those measures published. A survey was completed of local, County, and State governments that have recently undertaken performance measurement modifications to understand the experience and results each entity was able to achieve. The findings of this effort were published in the Performance Measures Group's "Interim Report." ➢ An outcome management pilot project was developed and implemented in the Public Works Maintenance Division. This project was intended to evaluate the change in performance outcomes when utilizing a system that seeks to understand internal and external customer expectations and build in specific accountability for specific results. ➢ A template was developed to model Department and Division relationships in line with business concepts. This model maps a process that connects citywide goals, measurable outcomes, program outputs and resource/program inputs for all entities in the iW City structure. Portions of the model were used in the 1999-2000 Budget development process. It is the opinion of the committee, that further refinement and implementation of the model in r. budget development and actual operations could help the City of Renton continue to work towards the completion of its Business Plan. 4-1 ALL DEPARTMII M The committee noted the importance of developing a system that is mission- driven, customer-oriented, results-focused, and links resource allocation and organizational results. Performance measurement and monitoring systems serve as one mechanism to link an organization's strategic plan to its budget. The research and analysis of performance measurement systems is consistent with the City's Business Plan. Renton is committed to finding appropriate ways to study and measure the benefits and outcomes of all of the City's activities and services. While the current measurement systems maintained within each Department provide a useful understanding of various outputs and workloads as well as a measure of understanding concerning the result of the budget, a sense of how the outputs achieve the desired outcomes may be missing in some cases. Benchmarks that measure success are another important element that is needed for the true management of desired outcomes. Building from the work of the pilot program in the Public Works Maintenance Division, a system of Outcome Management was introduced citywide during the last quarter of 2000. The intent is that over the next several years Outcome Management will be woven into the fabric of the City organization and the way it does its business. In future years, this section of the budget document will include some of the results and findings of this effort. The following is a sampling of the existing performance measures and workload indicators currently tracked within each of the City departments. s 42 o PERFORMANCE MEASURES i. 1998 1999 2000 2000 2001 COMMUNITY SERVICES ACTUAL ACTUAL FORECAST ACTUAL FORECAST FACILmES: Work Orders Processed 2,055 2,623 2,500 2,668 2,850 Vandalism (in dollars) $2,360 $6,363 $2,209 $4,771.14 $3,400 err Total Square Feet (sf) Maintained/City Bldgs: 461,500 400,000 400,000 412,000 412,000 City Custodial Staff (#sf Per Custodian/Per Day) 21,300 21,300 21,300 21,300 21,300 PARKS-MAINTENANCE: MAINTENANCE FACILITIES: Developed Parks-Acres Maintained 208.74 253.74 253.74 253.74 254.68 Developed Parks Maintained 27 26 26 26 26 Open Space-Acres Maintained 746.64 732.67 732.67 732.67 732.67 Municipal Bldg.Grounds-No.of sites 11 11 11 11 11 Trails Maintained (miles) 11 12 12 12 12.5 Mowing (acres) 135.34 150 150 150 150 Bark Beds (square feet) 266,307 271,929 271,929 271,929 271,929 Ballfields 13 14 14 14 14 Soccer Fields 5 6 6 6 6 it Street Miles Maintained 9.5 9.5 9.5 9.5 9.5 Traffic Islands/Parks/Gateways-No.of sites 6 6 7 7 8 Contracted Maintenance Services/Sites 5 10 22 22 22 Contracted Maintenance Services 14.5 17.5 23.5/8 23.5/8 23.5/8 Miles/Acres PARKS-MAPLEWOOD GOLF COURSE: tr Revenue from Green Fees $1,131,573 $1,194,765 $1,220,000 $1,218,332 $1,340,000 Number of Golf Rounds 73,874 71,084 72,000 71,667 $72,000 Revenue from Driving Range $313,283 $347,154 $340,000 $314,299 $340,000 ow Number of Driving Range Tokens Sold 86,782 88,772 87,000 80,383 87,000 Revenue from Banquet Facility, Restaurant $185,514 $205,660 $185,000 $222,571 $185,000 &Lounge Revenue from Sale of Merchandise $201,785 $190,636 $195,000 $197,466 $195,000 10 Revenue from Golf Car, Pull Cart and Club $193,656 $217,640 $192,500 $232,383 $192,500 Rentals Miscellaneous Revenue/Investment Interest $18,887 $43,846 $30,000 $69,874 $30.000 to RECREATION- RECREATION SERVICES: Athletic Programs 89,820 86,527 87,000 96,376 87,000 Teen Programs 5,849 5,006 6,400 4,003 6,000 60 Highlands Neighborhood Center 39,273 Rebuild 20,000 12,916 39,000 N, Highlands Neighborhood Center 29,580 43,130 29,580 31,950 28,000 Summer Programs 14,330 21,400 16,000 20,278 17,000 Developmentally Disabled 8,140 10,144 8,000 10,855 9,000 Picnic Shelter Rentals 27,300 30,985 28,000 27,487 31,000 After School/Neighborhood Programs &Park 74,620 80,829 76,000 106,798 76,000 Use 6. Special Events 24,730 26,255 24,500 34,596 25,000 Carco/Theatre/Cultural Arts Program 34,759 36,000 37,000 30,156 34,000 Renton Community Center 219,750 206,771 225,000 220,000 225,000 Gene Coulon Memorial Beach Park 1,500,000 1,500,000 1,500,000 1,500,000 1,504,000 60 lKennydale Beach Park 4,900 4,000 5,500 6,000 6,500 go ow 4-3 PERFORMANCE MEASURES 1998 1999 2000 2000 2001 COMMUNITY SERVICES ACTUAL ACTUAL FORECAST ACTUAL FORECAST RECREATION- RENTON COMMUNITY CENTER: Fitness (weight room) 25,594 24,580 25,000 27,080 25,000 Gym Programs 44,808 34,727 40,000 42,295 40,000 Racquetball/Wallyball 5,293 4,815 5,000 4,396 4,400 Spa/Shower(not applicable) 1,020 1,100 1,000 N/A N/A Classroom Rentals (including game room in 3,478 3,538 4,000 4,191 5,000 2000) Banquet Room Rentals 19,746 26,025 25,000 25,270 24,500 Fitness Classes (combined with classes in 2000) 21,770 17,521 19,000 N/A N/A Game Room (combined in with classroom 2,454 2,198 2,500 N/A N/A rentals in 2000) Classes (including fitness classes) 30,164 33,537 35,000 53,002 58,000 RECREATION-RENTON SEMOR ACTIVITY CENTER: Renton Senior Activity Center 149,000 147,500 148,443 144,600 148,000 Total Lunch Meals Served 25,690 24,236 24,445 23,295 24,000 Medical Clinic (total visits) 1,250 1,267 1,300 1,326 1,300 Foot Care (total visits) 1,400 1,430 1,500 1,385 1,500 Blood Pressure by Volunteer Nurses 4,850 4,605 4,660 4,224 4,500 Meals on Wheels 14,720 20,149 20,000 16,639 20,000 Mental Health (total visits) 310 242 250 210 230 Transportation: One way Trips Provided 7,100 6,901 7,300 6,850 7,350 HUMAN SERvllas: Renton Resource Directories Distributed 6,000 12,000 13,000 16,600 17,000 Scholarships Distributed 92 82 95 94 110 Victims of Domestic Violence Contacted by 600 650 360 520 550 Letter Victims Assisted by the Court Advocate 300 300 300 364 350 Will Households Assisted by the Housing Repair 157 158 150 154 170 Assistance Program Number of Critical Emergency Repairs/ 159 112 100 236 160 Housing Repair Assistance Program LIBRARY: Registered Library Card Holders 25,695 30,260 31,000 34,858 33,500 Registered City Card Holders 19,778 22,999 24,000 26,149 26,000 Registered King County Library System Card 5,579 6,868 6,500 8,593 7,000 Holders Total Library Circulation 310,996 334,619 330,000 352,334 350,000 Total Holdings Added 0 9,250 9,000 8,042 9,000 Total Holdings 144,685 153,935 154,000 147,818 154,000 Total Titles Added 0 6,074 7,000 6,818 7,000 Total Titles 100,962 107,036 112,000 104,073 110,000 Titles Borrowed from Other Libraries-Interlibrary 511 432 500 408 500 Loan Renton Library Titles Loaned 2,438 1,901 2,700 2,244 2,000 Interlibrary Loan Borrowing Libraries 338 394 375 416 400 Internet 1,262 3,553 3,000 4,417 4,000 Museum 3rd Grade Tour Visitors 1,256 1,200 1,200 1,200 1,200 Museum Visitors 7,100 7,500 8,500 9,200 8,500 4-4 ow PERFORMANCE MEASURES ECONOMIC DEV,NEIGHBORHOODS, 1998 1999 2000 2000 2001 at STRATEGIC PLANNING ACTUAL ACTUAL FORECAST ACTUAL FORECAST Neighborhood Liaisons to which Training and 14 15 21 8 8 Support is Provided Code Amendments Adopted 11 9 10 12 10 Orr Comp Plan Amendments Completed 18 9 12 11 10 Annexations/Pre-zones Analyzed and/or 7 3 2 4 3 Com feted �r. 1998 1999 2000 2000 2001 EXECUTIVE ACTUAL ACTUAL FORECAST ACTUAL FORECAST MAYOR'S OFFICE: Renton's Web Site Total Hits for the Year 227,196 409,768 N/A 720,190 N/A MUNICIPAL COURT: Jury Trials Set 752 883 780 830 850 Jury Trials Heard 50 25 60 30 35 Non-Jury Trials Set 651 566 670 241 260* Non-Jury Trials Heard 54 44 60 44 18* Interpreters Used 254 300 300 271 300 Pre-Sentence and Evaluations 238 250 260 221 250 Probation (Monthly average) 209 215 225 318 275 Court Cost Recoupment: Public Defense $83,329 $138,147 $102,000 $136,456 $130,000 Probation $154,039 $158,698 $135,000 $176,548 $165,000 Witness/Juror fees $608 $370 $1,000 $20 $1,000 HEARING EXAMINER: Total Cases 75 107 130 95 100 Types of Cases Filed: Property Forfeitures 2 8 9 6 8 Vehicle Impounds 4 10 12 9 9 SEPA Appeals 3 5 6 4 4 Administrative Appeals 4 5 4 5 5 Other Jurisdiction Cases 12 18 23 18 20 Conditional Use Permits 10 12 17 10 11 Preliminary Plats 6 8 10 8 8 Final Plats 0 0 0 0 0 Site Approvals 12 14 18 12 12 Short Plats 4 5 6 5 5 Variances 6 7 9 7 7 Special Permit for Fill and Grade 3 4 5 3 3 r„ Waiver of Street Improvements 0 0 0 0 0 Rezones 4 5 3 2 2 Shoreline Management 5 6 8 6 6 Conditional Approvals 0 0 0 0 0 err 4-5 PERFORMANCE MEASURES 1998 1999 2000 2000 2001 EXECUTIVE ACTUAL ACTUAL FORECAST ACTUAL FORECAST CITY CLERK-. Ordinances Processed 63 64 60 63 N/A Resolutions Processed 68 63 50 57 N/A New Contracts 168 194 195 184 N/A Contract Addenda 53 55 54 59 N/A New Index Cards (mainframe) 765 750 850 866 N/A Videos Produced 17 23 25 25 N/A Council Minutes Published 40 43 42 41 N/A Recorded Documents 145 200 N/A 1998 1999 2000 2000 2001 FIRE ACTUAL ACTUAL FORECAST ACTUAL FORECAST -_ OPERATIONS: Fre Rating (Washington Survey& Rating 3 3 3 3 3 Bureau) Number of Fire Stations (includes District No, 5 5 6 5 6 25) Average Response Time-Fire (Minutes) 5.1 5.1 5.1 5.0 5.1 Average Response Time-Aid (Minutes) 4.8 4.8 4.8 4.7 4.8 Responses: Life Support 5,475 5,358 5,480 5,714 5,550 Structure Fires 113 134 140 121 145 Vehicle Fires 113 83 115 94 118 Other Fires 194 133 198 160 200 Overpressure Ruptures 54 45 55 55 60 Hazardous Conditions 179 239 250 169 270 Service 484 413 494 415 530 Good Intent 268 327 343 237 350 False Alarms-Malicious 83 87 86 60 85 False Alarms-Other 846 872 880 848 885 All Other 3 7 8 22 8 Total Responses 7,812 7,698 8,049 7,895 8,201 FIRE PREVENnom UFC Inspections 1,870 2,021 1,950 2,192 2,193 UFC Re-inspections 987 1,021 850 1,052 1,097 Fre Protection/Plans Reviewed 665 492 600 567 600 Hazardous-Materials (HazMat) Plans Reviewed 176 118 150 64 120 Public Education Programs 94 105 120 87 130 Fires Investigated 38 39 25 38 35 Actual and Budgeted Revenues $125,111 $102,230 $135,000 $108,363 $125,000 4-6 *. PERFORMANCE MEASURES 60 1998 1999 2000 2000 2001 POLICE ACTUAL ACTUAL FORECAST ACTUAL FORECAST aw OPERATIONS: PATROL: Calls for Service 48,960 45,121 46,000 45,744 47,241 Traffic Accidents Investigated 1,834 1,617 1,617 1,696 1,700 INVESTIGATION. Clearance Ratio 75.9% 77.3% 79.0% 70.5% 75.0% Total Crimes Investigated 9,088 8,110 8,200 8,211 8,300 STAFF SERVICES: Case Reports 12,963 11,490 12,500 11,938 12,500 Citations 13,024 11,543 11,553 12,290 12,500 AwaLIARY SERVICES: ELECTRONIC HOME DETENnON(EHD): ' EHD Days 11,556 9,989 18,033 12,856 15,000 Average Daily Population 31.7 27.5 50.7 35.0 40.0 JAIL' Bookings 3,259 3,199 3,493 3,380 3,600 Jail Days 31,374 28,949 46,693 42,935 46,000 Avg,Daily Population 60 59 68 68 75 Avg,Daily Outplacement 25 38 24 15 20 yr PLANNING, BUILDING 8t 1998 1999 2000 2000 2001 PUBLIC WORKS ACTUAL ACTUAL FORECAST ACTUAL FORECAST ADMINISTRATION: Completed Utility CIP Monthly Transfers ($) $595,000 $615,245 $552,000 $721,885 $550,00 1 am Support to Board of Public Works 100% 100% 10070 10070 1000/0 Regional Representation on Issues 100% 100% 100% 100% 10070 DEVELOPMENT SERVICES: Ir Building Permit Valuation $206,294,666 $131,950,593 $210,150,000 $238,424,000 $216,300,00 Building Permit Revenue $3,448,829 $2,906,614 $1,800,000 3,875,622 $1,854,000 Building Permits Processed 3,744 3,209 3,500 3,838 3,600 go Land Use Applications Processed 262 191 250 172 260 Public Works Permits Processed 466 582 480 575 460 Water Meter Applications 644 512 450 443 450 aw TRANSPORTATION SYSTEMS: Completed Construction of TIP Projects 7 7 8 4 9 sw Completed Design of TIP Projects 6 13 6 5 8 Responded to Customer Service Requests 1,642 1,650 1,680 1,701 2,204 Responded to Work Order Requests New New New 6,932 3,308 Coordinated Renton's interest in regional 6/100% 6/100% 6/100% 6/100% 6/10017o 10 transportation interests CTR Program Designed/Implemented 23/100% 23/100% 23/100% 23/100% 23/1007o r rrr 4-7 PERFORMANCE MEASURES PLANNING, BUILDING at 1998 1999 2000 2000 2001 PUBLIC WORKS ACTUAL ACTUAL FORECAST ACTUAL FORECAST UnLITY SYSTEM: WATER UTILITY: x Construction of CIPS Completed (#) 11 7 8 4 7 Design of CIP Completed (#) 11 7 8 6 4 Outside Funding for CIP Projects (%) 15% 27% 0% 1% 0% WASTEWATER UTILITY: Construction of CIPs Completed (#) 4 3 2 3 7 Design of CIP Completed (#) 3 3 1 3 2 Outside Funding for CIP Projects (%) 527o 22% 10% 4% 0% SURFACE WATER UTILITY: Construction of CIPs Completed (#) 10 10 6 4 7 JA Design of CIP Completed (#) 8 6 11 6 8 Outside Funding for CIP Projects (%) 30% 69% 0% 27% 0% Responded to Customer Service Requests 50 60 45 65 60 111111 Awarded Discount on Flood Insurance Rates 10% 15% 15% 15% 15% SOLID WASTE UTILITY: Special Collection Events (#/Tons) 2/144 2/143 2/125 2/166 2/130 Household Hazardous Waste Workshops (#) 15 0 10 20 15 Residential Diversion (%) 52% 53% 55% 55% 58% Multi-Family Diversion (%) 14110 17% 147o' 16% 16% Solid Waste (Garbage Total Tons) 49,400 44,320 48,000 48,600 49,500 Mmaoima SERvICEs: STREET MAINTENANCE: Utility Cut Patching (sq,feet) 57,343 95,369 55,500 55,500 53,765 Cracked Sealed City Streets (lineal feet) 86,281 106,000 150,000 150,000 170,872 Street Side Vegetation Mowing (swath miles) 798 518 480 480 553 Snow/Ice Control (lane miles) 840 230 6,500 6,500 1785 Sidewalk Repairs (labor days) 268 298 300 300 280 SURFACE WATER MAINTENANCE: Clean Storm Lines (lineal feet) 83,853 71,883 80,000 80,000 101,802 Refurbish Catch Basins 82 20 35 35 60 71 Clean Catch Basins 1,369 1,169 850 850 1,082 TV Inspections (feet) 4,066 3,329 20,000 20,000 2,640 Backup reduction (catch basins) 0 15 50 50 8,016 WATER MAINTENANCE: Conduct Leak Detection on Water 3,710 18,451 27,000 27,000 27,400 Mains/lineal feet Test City Water for High Quality (samples) 843 950 1,400 1,400 1,200 Inspect/Operate Hydrants 2,726 5,350 5,525 5,525 5,700 Meter Reading (routes) 603 550 555 555 480 New Main Connections tie-in 136 125 130 130 45 4-8 NO PERFORMANCE MEASURES t. PLANNING, BUILDING 8t 1998 1999 2000 2000 2001 PUBLIC WORKS ACTUAL ACTUAL FORECAST ACTUAL FORECAST to MAINTENANCE SERVICES:(continued) WASTEWATER MAINTENANCE(SEWER): jr Clean Sewer Line (lineal feet) 146,184 125,316 90,000 90,000 100,033 TV Inspect (lineal feet) 27,913 54,700 23,800 23,800 23,817 Wet Well Washing 230 192 240 240 228 Root Cut Lines (lineal feet) 21,390 19,353 22,000 22,000 19,054 Manhole Cleaning 732 526 1,000 1,000 680 SOLID WASTE/UTTER CONTROL PROGRAM: Trash Collected (tons) 27 30 40 40 38 it EQUIPMENT SERVICES: Vehicle Services and Repairs 3,485 2,601 3,400 3,400 2,600 Replacement (#vehicles) 32 68 23 23 35 Outfitted # vehicles 10 12 8 8 6 FINANCE AND INFORMATION SERVICES INSTALL AND OPERATE A NEW CITY-WIDE SYSTEMS: • The Finance & Information Services Department completed the installation and testing of a new io Timekeeping System in 2000. The completion of this system will directly contribute to the City Council's Business Plan Goal for increased service productivity and innovation in the work place. The new system will increase timekeeping flexibility, improve payroll information and reports, and improve workday scheduling capabilities. In 2001 this system, combined with a card swipe program, will be provided to all city W employees. This system will permit all employees to electronically download their time into the payroll system which will eliminate paper timesheets,and double keying of time into multiple systems. • The Finance &Information Services Department completed the installation of a new Utility Billing System it in 2000. The successful completion of this system supports the City Council's Business Plan Goals by contributing to an increase in the service productivity of the department. It will also ensure that necessary revenues are received by the City to support other department activities that work to complete other City Council Business Plan Goals. The new billing system will provide more billing information to the customer, o and allow for utility bill averaging. to HUMAN RESOURCES 8t 1998 1999 2000 2000 2001 RISK MANAGEMENT ACTUAL ACTUAL FORECAST ACTUAL FORECAST Bloodborne Pathogen Training 419 415 440 364 440 wo Drug Alcohol Testing 38 23 45 17 35 Applications Processed 1,864 1,146 2,500 2,119 3,300 Employees Hired/Promoted 99 68 60 87 80 Risk Management Claims Processed 161 190 175 136 95 rr� �r it Yr 49 � m � q � � � - y>� . � � � . � � m � »e Debt Services 77 t K � 4 �� INTRODUcnoN The Debt Services section provides an extensive overview of the City's debt program. It includes financial data on debt limitations, property tax rates and 60 property tax revenues, long-term debt service requirements, limited (non- voted) general obligation debt per capita, individual debt summaries, and a schedule of the City's overall outstanding debt. �r Table 7 provides an overview of the City's outstanding debt including the total debt margin availability from 1996 through 2000, and projected ow indebtedness and debt margin availability from 2001 through 2005. The table also includes legal debt limitations, a breakdown of property tax rates and total property tax revenues from 1996 through 2005, and the 2001 property tax allocation. Table 8 describes the City's long-term debt program and the various forms of debt. Long-term debt includes General Obligation debt, Proprietary-type Long Term debt (Revenue Bonds, Public Works Trust Fund Loans, Contract/Lease debt), and Special Assessment debt. General Obligation debt is the responsibility of the City and is paid from property taxes. Proprietary-type Long Term debt is recovered from operating revenues of proprietary funds rather than the general tax base. Special Assessment debt is paid by a selected group of participants within local special assessment districts for the purpose of financing the construction of public facilities. �r Table 9 summarizes the City's Limited Tax General Obligation debt from 1995 through 2010. Limited Tax General Obligation debt is incurred without the vote of the Renton populace while Unlimited Tax General Obligation debt is incurred with voter approval. The table further calculates Limited Tax General Obligation debt per capita. Table 10 provides a schedule of all of the City's Outstanding Debt for Limited and Unlimited Tax General Obligation Bonds, Installment Contracts, Revenue Bonds, Public Works Trust Fund Loans, Capital Leases, and Local Improvement District (L.I.D) Bonds and Notes. The table further outlines interest rates, issue and maturity dates, and the total amount of debt issued. It also provides a financial summary of the outstanding status of the debt. The City's debt program conforms to the City's overall financial policy of maintaining a fiscally stable position to achieve short and long-term goals. A irr separate City Debt Manual has been prepared and is included as reference in the Finance Department's library. The Debt Manual has been utilized as a vital guide in the preparation of the City's debt program. The manual provides extensive information on general obligation debt, revenue bonds, public works trust fund loans, special assessment debt, and contract/lease debt. It also includes the City's most current bond ratings by various independent rating agencies, the City's debt capacity and margin of available indebtedness, and long-term projections for the City's debt service. tr 5-1 TABLE 7 PROJECTED LIMITATION OF INDEBTEDNESS FOR GENERAL PURPOSES CITY AND OVERLAPPING TAX RATES, AND PROPERTY TAX REVENUE PROJECTED LIMITATION OF INDEBTEDNESS $180 --0 Non-Vote $150 -l--Vote 144.6 137.2 $120 123.5 130.2 110.8 �11 Millions of 102.5 Dollars $90 81.7 84.6 90.6 $60 62.8 67.7 72.7 48.6 53.2 58.1 $30 44.2 43.6 35.4 31.8 so 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Projected YEAR 1996 1997 1998 1999 INDEBTEDNESS FOR GENERAL PURPOSES: WITHOUT A VOTE: Assessed Valuation(AV)Used for Next Yr's Levy/Rate 3,546,097,162 3,625,601,764 3,825,109,334 4,258,500,750 Legal Limit:1.5% AV 53,191,457 54,384,026 57,376,640 63,877,511 General Obligation Bonds Outstanding 9,498,337 23,177,908 22,220,906 21,203,906 Installment Notes/Contracts Outstandinq 89,608 13,361 265,832 242,856 Total Outstanding Debt 9,587,945 23,191,269 22,486,738 21,446,762 Less:Amount Available for Debt Service 570,379 600,279 522,976 1,151,400 DEBT MARGIN WITHOUT VOTE $44,173,891 $311,793,037 35,412,878 $43,582,149 WITH A 3/5%VOTE: Legal Limit:2.50%of AV $88,652,429 $90,640,044 $95,627,733 $106,462,519 Outstanding Debt 7,795,000 6,930.000 6,000,000 5,020,000 Less:Amount in Debt Service Funds 856,335 877,162 1,004,955 1,103,600 DEBT MARGIN AVAILABLE WITH VOTE $81,713,764 $84,587,206 $90,632,688 $102,546,119 TOTAL DEBT MARGIN AVAILABLE $125,887,655 $116,380,243 $126,045,566 $146,128,268 dd CITY AND OVERLAPPING TAX RATES: (Per$1000 of Assessed Value) City of Renton General Levy $3.60000 $3.60000 $3.55000 $3.42726 City of Renton Special Levy 0.34413 0.38781 0.34608 0.31981 TOTAL CITY OF RENTON TAX RATE $3.94413 $3.98781 $3.89608 $3.74707 King County 2.20943 2.13173 1.85109 1.77385 Port of Seattle 0.29211 0.28261 0.26466 0.23898 Hospital District#1 0.15698 0.15959 0.15934 0.15354 Renton School District#403 3.71940 3.53615 3.49222 3.78290 State of Washington 3.49966 3.52499 3.51138 3.35872 Emergency Medical Services 0.24987 0.25000 0.00000 0.29000 TOTAL PROPERTY TAX RATE $14.07158 $13.87288 $13.17477 $13.34506 PROPERTY TAX REVENUE: 1i General Levy $12,692,037 $12,983,154 $13,518,488 $14,488,143 Special Levy 1,195,002 1,378,038 1,299,990 1,340,032 TOTAL PROPERTY TAXES 1 $13,887,039 $14,361,192 $14,818,478 $15,828,175 Source of Information: Assessed Valuation,and Property Tax Rates: 1996-2000 King County Department of Assessments. Debt Margin: City of Renton Finance Department. 5-2 so TABLE 7 PROJECTED LIMITATION OF INDEBTEDNESS FOR GENERAL PURPOSES ow CITY AND OVERLAPPING TAX RATES, AND PROPERTY TAX REVENUE 2001 PROPERTY TAX ALLOCATION Emergency Medical$25 2% State of City of Renton Washington $385 28% $333 26% irrr King County $171 Renton School 13% $369L Port of Seattle 287o Hospital District $22 $12 2% `r 1% Projected 2000 2001 2002 2003 2004 2005 ,545,321,019 4,772,587,070 5,011,216,423 5,261,777,244.62 5,524,866,107 5,801,109,412.19 68,179,815 71,588,806 75,168,246 78,926,659 82,872,992 87,016,641 20,151,906 19,045,581 17,842,581 16,953,008 16,029,152 15,238,447 218,831 193,709 167,440 139,972 111,250 81,217 im 20,370,737 19,239,290 18,010,021 17,092,980 16,140,402 15,319,664 824,666 865,899 909,194 954,654 1,002,387 1,052,506 $48,633,744 $53,215,415 $58,067,420 $62,788,333 67,734,976 $72,749,483 lr $113,633,025 $119,314,677 $125,280,411 $131,544,431 $138,121,653 $145,027,735 3,975,000 3,515,000 3,030,000 2,665,000 2,280,000 1,870,000 1,145,286 1,202,550 1,262,678 1,325,812 1,392,102 1,461,707 110,803,311 $117,002,227 $123,513,088 $130,205,243 $137,233,755 $144,619,443 $159,437,056 $170,217,642 $181,580,508 $192,993,575 $204,968,731 $217,368,926 $3.39877 $3.27385 $3.44763 $3.44763 $3.44763 $3.44763 0.28488 0.10078 0.08869 0.07804 0.06868 0.06044 $3.68365 $3.37463 $3.53631 $3.52567 $3.51631 $3.50806 1.68951 1.55218 1.56770 1.58338 1.59921 1.61520 0.21585 0.19029 0.19219 0.19411 0.19606 0.19802 0.11830 0.09873 0.09972 0.10071 0.10172 0.10274 3.65397 3.36669 3.40036 3.43436 3.46870 3.50339 3.30278 3.14502 3.17647 3.20823 3.24032 3.27272 0.27299 0.24624 0.24870 0.25119 0.25370 0.25624 $12.93705 $11.97378 $12.22145 $12.29766 $12.37602 $12.45637 $15,349,018 $16,454,100 $17,276,805 $18,140,645 $19,047,678 $20,000,061 1,274,981 636,025 604,224 574,013 545,312 518,046 $16,623,999 $17,090,125 $17,881,029 $18,714,658 $19,592,989 $20,518,108 •o No 5-3 TABLE 8 LONG TERM DEBT The City's long-term debt is accounted for in three areas: 1) General Obligation Long Term debt (debt in this classification is paid from property taxes and is a general obligation of the City); 2) Proprietary- type Long Term debt (operating revenue of the individual proprietary funds are used to satisfy this debt which includes Revenue Bonds, Public Works Trust Fund Loans and Contact/Lease debt); and 3) Special Assessment Long Term debt (special assessment payments from participants in each special assessment district are used to satisfy this debt). The City is in compliance with all Washington State debt limitation statutes and bond indenture agreements. The City has an Al/A+ bond rating from independent rating agencies for both its General Obligation Bonds and Revenue bonds. The following is a summary of long-term debt transactions of the City for the year ending December 31,2000. + General Obligation Public Works Special Total Long Term Revenue Trust Fund Contract/ Assessment Long-Term Item Debt Bonds Loans Lease Debt Debt Debt Outstanding 1/01/00 $26,466,763 $26,860,000 $9,024,460 $178,813 $680,000 $63,210,036 Issued 0 0 321,074 80,668 0 401,742 Redeemed 2,121,026 1,840,000 699,747 102,712 360,000 5,123,485 Outstanding 12/31/00 $24,345,737 $25,020,000 $8,645,787 $156,769 $320,000 $58,488,293 t Debt Service to Maturity: The following is a schedule showing the debt service requirements to maturity for the City's long-term debt. Formulas have been implemented to compute the principal and interest obligations for the special assessment debt as it is redeemed in direct proportion with special assessment collections from district participants. A formula has also been used to compute the interest requirements on the general obligation debt that carries a variable interest rate tied directly to the prime rate. DEBT SERVICE REQUIREMENT TO MATURITY LONG-TERM DEBT SUMMARY AS OF DECEMBER 31, 2000 (DOLLARS IN THOUSANDS) General Obligation Revenue Public Works Trust Contract/ special Total Lono Term Debt Bonds Fund Loans Leases Debf Assessment Debt Lon -Term Debt Year Principal Int Principal Int Principal Int Principal Int Principal Int Principal Int 2001 $1,591 $1,048 $1,950 $1,239 $751 $106 $111 $9 $175 $17 $4,578 $2,419 2002 1,714 959 2,030 1,139 620 98 39 1 145 8 4,548 2,205 2003 1,282 1,249 2,160 1,033 621 89 7 0 0 0 4,070 2,371 2004 1,338 1,192 2,275 920 621 81 0 0 0 0 4,234 2,193 2005 1,231 1,304 2,390 794 558 75 0 0 0 0 4,179 2,173 2006 1,200 1,338 2,270 674 558 68 0 0 0 0 4,028 2,080 2007 1,182 1,349 1,870 569 558 61 0 0 0 0 3,610 1,979 2008 1,153 1,368 1,965 473 558 55 0 0 0 0 3,676 1,896 2009 1,245 1,258 1,720 379 558 48 0 0 0 0 3,523 1,685 2010 1,265 721 1,645 295 559 40 0 0 0 0 3,469 1,056 2011 1,340 639 1,360 219 559 33 0 0 0 0 3,259 891 2012 1,415 563 1,430 148 559 26 0 0 0 0 3,404 737 2013 1,495 482 1,150 82 533 20 0 0 0 0 3,178 584 2014 1,580 396 395 42 363 10 0 0 0 0 2,338 448 2015 1,675 306 410 22 358 9 0 0 0 0 2,443 337 2016 1,770 209 0 0 263 4 0 0 0 0 2,033 213 2017 1,870 108 0 0 49 1 0 0 0 0 1,919 109 Total $24,346 $14,489 $25,020 $8,028 $8,646 24 157 10 20 25 $58,489 $23,376 t 5-4 60 INDIVIDUAL DEBT SUMMARIES LIMITED (NON-VOTED) TAX GENERAL OBLIGATION DEBT 1989 Limited Tax General Obligation Refunding Bonds: The 1989 limited tax general obligation refunding bonds were issued and dated June 1, 1989 in the amount of $2,085,000 with an average interest rate of 6.95 percent. The purpose was refunding the 1983 limited tax general obligation refunding bonds with an average interest rate of 10.78 percent, resulting in a positive cash flow difference of $177,000. The 1983 refunding bonds were issued to retire the 1982 limited tax general obligation bonds that were used to finance the construction of the City Shop facility. The 1989 limited tax general obligation refunding bonds will be fully redeemed May 1, 2002. Interest rate coupons on outstanding bonds range from 6.9 percent through 7 percent. The debt service for these bonds is accounted for in Fund 212. 1 40 1993 Limited Tax General Obligation Refunding Bonds: The 1993 limited tax general obligation refunding bonds were issued in the amount of$4,910,000 and dated August 1, 1993 with an average interest rate of 4.53 percent. The purpose was to advance refund the 1986 limited tax general obligation bonds (maturing June 1, 1997 through June 1, 2002) with an average interest rate of 7.46 percent. Allocation of the debt service is apportioned 42.5 percent to the General Governmental Miscellaneous Debt Service Fund (215); 8.8 percent to the Waterworks Utility Fund (401); 44.4 percent to the Municipal Golf Course System Fund (404);and 4.3 percent to the Equipment Rental Fund (501). Proceeds of the 1986 limited tax rrr general obligation bonds were used to redeem and retire the City's outstanding limited tax general obligation golf course bond anticipation note dated 1985; to expand the City library; to purchase wetlands to control drainage and provide and preserve wildlife habitat; to acquire various equipment rental replacements; and to construct a community center. As part of the golf course purchase, the Waterworks Utility enter into an agreement to purchase water rights in the amount of $811,000. Interest rate coupons on outstanding bonds range from 4 percent through 4.8 percent. The last bonds will mature on June 1,2002. The debt service for these bonds is accounted for in Fund 215. 1994 Limited Tax General Obligation Bonds: On December 5, 1994, the City issued $980,000 limited tax general obligation bonds, dated December 1, 1994. These bonds were issued to finance the acquisition i1w of various equipment rental additions and replacements. The debt service is 100 percent apportioned to the Equipment Rental Fund (501). Interest rate coupons on outstanding bonds range from 5.3 percent through 6.3 percent. The final bonds will mature on December 1, 2004. The debt for these bonds is 60 accounted for in Fund 215. 1996 Limited Tax General Obligation Bonds (Mini-Bonds): The City issued $553,337 in limited tax general obligation bonds, dated October 15, 1996, in denominations of $1,000. The bonds consisted of $410,000 serial bonds and $240,000 capital appreciation bonds. The capital appreciation bonds are due in years 2001, 2005, and 2006 where interest, at rates of 5.1 percent, 5.5 percent, and 5.6 percent, will accrue from date of issuance and be paid at maturity. The proceeds from the bonds were used to acquire two fire apparatus pumpers. The bond sale was handled by City staff for the purpose of selling the bonds to local citizens. The last bonds will mature October 15, 2006. Interest rate coupons on serial bonds range from 4.25 percent through 5.4 percent. These bonds were not rated. The debt service for these bonds is accounted for in Fund 215. 1997 Limited Tax General Obligation Refunding Bonds (Series A): The 1997 limited tax general obligation ko refunding bonds were issued and dated May 1, 1997 in the amount of $2,683,826.70, with an average interest rate of 6.63 percent. The bonds were issued for the purpose of refunding 1978 limited tax general obligation bonds ($75,000), 1989 limited tax general obligation bonds ($785,000); 1992 limited tax general obligation bonds ($900,000); 1993 limited tax general obligation bonds ($165,0000); and 1994 limited tax general obligation bonds ($670,000). The 1997 limited tax general obligation refunding bonds will be fully redeemed December 1,2006. The debt service for these bonds is accounted for in Fund 215. 5-5 INDIVIDUAL DEBT SUMMARIES 1997 Limited Tax General Obligation Bonds (Series B): The City issued $14,697,743 in limited tax general obligation bonds, dated May 1, 1997. The bonds consist of $12,660,000 serial bonds and $2,037,743 capital appreciation bonds. The capital appreciation bonds are due in years 2006, 2007, 2008 and 2009 where interest, at rates of 5.55 percent, 5.6 percent,5.65 percent and 5.75 percent,will accrue from date of issuance and be paid at maturity. The proceeds from the bonds were used to acquire the Main and Grady Building (Renton City Hall.) The last bonds will mature December 17, 2017. Interest rate coupons on serial bonds range from 5.5 percent through 5.7 percent. The debt service for these bonds is accounted for in Fund 201. UNLIMITED (VOTED) TAX GENERAL OBLIGATION DEBT 1993 Unlimited Tax General Obligation Refunding Bonds: The City issued $4,270,000 in unlimited tax general obligation refunding bonds, dated September 1, 1993. The purpose of refunding the callable portion of the outstanding 1989 unlimited tax general obligation bonds is to realize savings from a reduction in interest rates, or a savings in property tax to homeowners of about 45 cents per year on a $100,000 home. The last bonds will be fully redeemed on February 1, 2009. Interest rate coupons on outstanding bonds range from 5.2 percent through 6.1 percent. The debt service on these bonds is accounted for in Fund 219. 1993 Unlimited Tax General Obligation Refunding Bonds (Taxable): The 1993 unlimited tax general obligation refunding bonds (taxable) were issued to retire the outstanding 1983 unlimited tax general obligation refunding bonds. The issue totaled $4,660,000 and was dated September 15, 1993. The issue is taxable due to arbitrage requirements in order to realize a refunding gain that benefits property owners. Homeowners will save approximately $2.24 in property taxes per year on a $100,000 home. The 1983 unlimited tax general obligation refunding bonds were used to refund the 1980 and 1982 unlimited tax general obligation bonds. The bond proceeds were used to acquire park land and to fund development of the Gene Coulon Memorial Beach Park. The final 1993 bonds will mature May 1, 2002. Interest rate coupons on outstanding bonds range from 5.2 percent through 6.1 percent. The debt service for these bonds is accounted for in Fund 213. CERTIFICATES OF PARTICIPATION 1998 Certificates of Participation: The City entered into a State administered lease purchase agreement in September 1998 for the purchase of an Energy Conservation/Lighting Retrofit Project for the Renton City Hall (Main & Grady building.) The lease agreement terms are $278,171.50 for ten (10) years at 4.51 percent interest. REVENUE BONDS 1992 Water/Sewer Revenue Bonds: The 1992 water/sewer revenue bonds were issued in the amount of $4,000,000 and dated June 1, 1992. The average interest rate is 6.28%. $2,585,000 was refunded in 1998 leaving a remaining balance of$805,000. 1992 Water/Sewer Refunding Revenue Bonds: The 1992 water/sewer refunding revenue bonds were issued in the amount of $4,635,000 and dated June 1, 1992. The average interest rate is 5.9417o. These bonds were issued to refund a portion of the 1983, 1986 and 1987 Water/Sewer Revenue Bonds. 5-6 to INDIVIDUAL DEBT SUMMARIES it 1993 Water/Sewer Revenue Bonds: The 1993 water/sewer revenue bonds were issued in the amount of $5,285,000 and dated August 1, 1993. The average interest rate is 4.74%. 1993 Water/Sewer Refunding Revenue Bonds: The 1993 water/sewer refunding revenue bonds were issued in the amount of $8,860,000 and dated August 1, 1993. The average interest rate is 4.80%. These err bonds were issued to refund a portion of the 1988, 1989, 1989 Ref, and 1990 Water/Sewer Revenue Bonds. 1994 Water/Sewer Revenue Bonds: The 1994 water/sewer revenue bonds were issued in the amount of $3,570,000 and dated November 1, 1994. The average interest rate is 6.34%. $2,605,000 was refunded in 1998 leaving a remaining balance of$965,000. 1998 Water/Sewer Refunding Revenue Bonds: The 1998 water/sewer refunding revenue bonds were issued in the amount of$6,120,000 and dated March 1, 1998. The average interest rate is 4.4567o. These bonds were issued to refund a portion of the 1977, 1992, and 1994 Water/Sewer Revenue Bonds. +`+ 1999 Golf System Refunding Revenue Bonds: The 1999 golf system refunding revenue bonds were issued in the amount of $5,040,000 and dated April 1, 1999. The average interest rate is 4.96347o. These bonds were issued to refund the 1994 Golf System Revenue Bonds. �r PUBLIC WORKS TRUST FUND LOAN DEBT Northwest 7th Sewer Repair: This public works trust fund loan was issued in the amount of $84,779 and dated August 29, 1991. The interest rate is 57o. This loan was for the design and construction of the dislocated sewer main located in an unstable steep slope within the vacated portion of NW 7th Street that lies between Rainier Avenue North and Taylor Avenue Northwest. Sierra Heights Sewer Repair: This public works trust fund loan was issued in the amount of $888,462 and dated January 20, 1992. The interest rate is 2%. This loan was for the installation of approximately 5,500 lineal feet of 8-inch diameter gravity sewer main to service the Sierra Heights area. This will include the neighborhood mains as well as �r an interceptor line down to the existing Honey Creek Interceptor. Central Renton Sewer Replacement: This public works trust fund loan was issued in the amount of $1,631,800.47 and dated May 24, 1993. The interest rate is 1%. This loan was for the replacement of approximately 10,400 linear feet of existing 8" concrete sewer pipe within the Central Renton Subbasin with new 8" sewer pipe, replacement of 40-50 manholes, replacement of approximately 8,400 linear feet of alleyway as well as an undetermined quantity of storm drainage improvements. East Renton Interceptor: This public works trust fund loan was issued in the amount of $2,542,704 and dated June 7, 1993. The interest rate is 1%. This loan was for the construction of approximately 9,865 feet of 8,12,15 and 18 inch pipe from the East Renton area (NE 4th and Duvall Ave NE) westerly along NE 4th Street southerly to the Maple Valley Highway,installation of manholes,street restoration and landscaping. crit Dayton Avenue NE: This public works trust fund loan was issued in the amount of $96,957.47 and dated May 12, 1994. The interest rate is 2%. This loan was for the installation of approximately 870 linear feet of 8" sanitary sewer main, 3 manholes, and 22-side sewer stubs and street restoration including an asphalt overlay. Expansion to our current infrastructure that will provide sanitary sewer service to a portion of an existing developed single family neighborhood that currently is utilizing on-site septic systems. it it 5-7 INDIVIDUAL DEBT SUMMARIES Sanitary Sewer Grouting: This public works trust fund loan was issued in the amount of $349,010.80 and dated May 12, 1994. The interest rate is 2%. This loan was for the grouting and rehabilitation of Honey Creek and South Highlands subbasins including mainline and manhole grouting, various pipe-lining techniques and removal of inflow sources from the sewer system to a storm system. NE 27th/Aberdeen Drainage Improvements: This public works trust fund loan was issued in the amount of $731,000 and dated May 15, 1995. The interest rate is 1%. This loan was for surveying, design, permitting and construction of approximately 2,800 feet of new 18 or 24-inch stormwater pipe. The project includes manholes, catch basins, control structures, relocation of conflicting utilities, pavement patching and overlay and restoration of all areas disturbed by construction. East Kennydale Interceptor: This public works trust fund loan was issued in the amount of$2,093,740 and dated January 24, 1998. The interest rate.is 2%. This loan was for construction of approximately 5,200 linear feet of 12 to 15 inch sanitary sewer pipe, 14 sewer manholes, replacement of the Devil's Elbow sanitary sewer lift station,300 linear feet of 6 inch sanitary force main, fish habitat improvements, repair of access road,and associated asphalt patching and paving. Honeycreek (Sunset) Interceptor: This public works trust fund loan was issued in the amount of $1,840,568.45 and dated December 4, 1995. The interest rate is 2%. This loan was for construction of approximately 5,785 linear feet of 15 to 18 inch sanitary sewer main, 15 sewer manholes, 3,300 square yards of asphalt paving,and related appurtenances to the construction of a sanitary sewer main. Rolling Hills Reservoir: This public works trust fund loan was issued in the amount of $154,400 and dated February 5, 1996. The interest rate is 1%. This loan was for pre-construction activities leading to the development of plans, specifications, bid documents, and permitting documentation for a new drinking water storage reservoir and pump station on a city-owned site. Corrosion Control Treatment Facilities: This public works trust fund loan was issued in the amount of $1,106,000 and dated January 6, 1997. The interest rate is 1%. This loan was for construction of a building on City property in Cedar River Park between well PW-8 and well PW-9 to store and pump chemicals for treating the water from wells RW-1, RW-2, RW-3, PW-8 and PW-9. CONTRACT/LEASE DEBT Cedar River Trunk Phase III - Sewer Rehabilitation: Contract between the City of Renton and Metro in 1997 in the amount of$314,951.87. The interest rate is 5.70%. This contract is to reimburse costs for design and construction associated with local sewage facilities improvements. The debt service for this contract is accounted for in the Water&Sewer Construction Fund 421. Golf Course Capital Lease: Lease in the amount of $42,473 and dated August 1997. This lease is for the purchase of John Deere lawn equipment. Payments are made monthly at an interest rate of 10.39%. The debt service for this lease is accounted for in the Municipal Golf Course System Fund 404. Golf Course Capital Lease: Lease in the amount of$21,298.27 and dated October 1997. This lease is for r the purchase of John Deere lawn equipment. Payments are made monthly at an interest rate of 9.50%. The debt service for this lease is accounted for in the Municipal Golf Course System Fund 404. Golf Course Capital Lease: Lease in the amount of $80,668 and dated April 1, 2000. This lease if for the purchase of Yamaha golf carts. Payments are made monthly at an interest rate of 5.437%. The debt service for this lease is accounted for in the Municipal Golf Course System Fund 404. 5-8 INDIVIDUAL DEBT SUMMARIES SPECIAL ASSESSMENT DEBT 1 Local Improvement District (LID) Bonds #329: These bonds were issued in the amount of $1,654,063 and dated April 1, 1993. The average interest rate is 4.53%. This debt was incurred for construction and to installation of certain street improvements including curbs and gutters, sidewalks, streetlights, signals, utility adjustments, storm drains and all necessary appurtenances in the vicinity of South 43rd Street from Talbot Road South to SR-167. �r irr wr rr 4' 5-9 TABLE 9: DEBT THROUGH 2010 LIMITED TAX GENERAL OBLIGATION DEBT SERVICE ®1997 Limited Tax GO(Main &Grady) $2,500 ■Other Limited Tax GO Debt N $2,000 0 $1,500 } $1,000 c $500 $0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 s.Y a. Limited Tax GO Annual Debt Svc Year (Amounts in 000's) Population Per Capita 1995 $1,900 44,890 $42.33 1996 1,997 45,170 $44.21 1997 2,097 45,920 $45.67 1998 1,977 46,270 $42.73 1999 2,008 47,620 $42.17 2000 1,990 48,270 $41.23 2001 1,992 49,117 $40.56 2002 2,025 49,979 $40.52 2003 2,023 50,856 $39.78 2004 2,020 51,748 $39.04 2005 2,019 52,656 $38.34 2006 2,023 53,580 $37.76 2007 2,014 54,520 $36.94 2008 2,002 55,476 $36.09 2009 1,985 56,449 $35.16 2010 1,986 57,409 $34.59 (The 1997 Limited GO(Main&Grady) Debt Service is included in the Limited GO Annual Debt Svc column in this table) Population projections 2001 -2010 provided by City of Renton Economic Development, Neighborhoods, & Strategic Planning Department. Population growth assumptions exclude potential annexation areas. 5-10 Us TABLE 10: OUTSTANDING DEBT interest Issue Maturity Total Amt 0utstandin tow Item Rates Date Date Issued 1/11/2000 Issued Redeemed 12/31/2000 General Obligation Bonds: Umfted 1989 G O Refunding Bonds 6.75%-7.00% 06/01/89 05/01/02 2,085,000 815,000 0 250,000 565,000 at 1993 G O Refunding Bonds 3.00%-4.80% 08/01/93 06/01/02 4,910,000 2,455,000 0 785,000 1,670,000 1994 G O Bonds 4.60%-6.30% 12/01/94 12/01/04 980,000 65,000 00 65,000 1996 G O Bonds 4.25%-5.40% 10/15/96 10/15/06 553,337 487,337 0 17,000 470,337 1997 G O Refunding Bonds 5.25%-5.55% 05/01/97 12/01/06 2,683,827 2,683,827 0 0 2,683,827 trr 1997 G O Bonds 5.55%-5.75% 05/01/97 12/01/17 14,697 744 14,697 744 0 0 14,697 744 Subtotal Limited GO 25,909 908 21,203,9081 0 1,052, 20,151,908 UnUmffed 1993 G O Refunding Bonds-Coulon Pk(Tx) 4.00%-6.10% 09/01/93 05/01/02 4,660,000 1,000,000 0 730,000 270,000 1993 G O Refunding Bonds-Sr.Housing 2.70%-5.20% 09/01/93 02/01/09 4,270,000 4,020,000 0 315,000 3,705,000 Subtotal Unlimited GO 8,930,000 5,020,000 0 1,045,000 3,975,000 Total General Obligation Bonds 34,839,908 26,223,908 0 2,097,000 24,126,908 Instalment Contracts: Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 242,855 0 24,026 218,829 Total Instalment Contracts 278,172 242,855 0 24,026 218,829 Total General Obligation Debt 35,118,080 26,466,763 0 2,121,026 24,345,737 Revenue Bonds: 1990 Water/Sewer 5.90%-7.37% 11/01/90 10/01/00 4,100,000 175,000 0 175,000 0 1992 Water/Sewer 3.50%-6.50% 06/01/92 12/01/02 4,000,000 510,000 0 160,000 350,000 0 1992 Water/Sewer Refunding 3.50%-6.35% 06/01/92 12/01/06 4,635,000 2,865,000 0 335,000 2,530,000 1993 Water/Sewer 3.00%-5.375% 08/01/93 04/01/13 5,285,000 4,190,000 0 210,000 3,980,000 1993 Water/Sewer Refunding 3.00%-5.375% 08/01/93 04/01/10 8,860,000 7,700,000 0 525,000 7,175,000 1994 Water/Sewer 5.45%-6.55% 11/01/94/94 11/01/04 3,570,000 965,000 0 175, 790,000 1998 Water/Sewer Refunding 3.7096-5.10% 03/01/98 06/01/13 6,120,000 5,695,000 0 50,000 5,645,000 1999 Golf System Refunding 3.25%-5.30% 04/01/991 12/01/15 5,040,000 4 760 000 0 210,000 4,550,000 Total Revenue Bonds 41,610,000 26,860,000 0 1,840,000 25,020,000 Public Works Trust Fund Loans: Northwest 7th Sewer Repair 5.00% 12/31/91 07/01/01 84,779 18,839 0 9,420 9,419 Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 333,352 0 25,642 307,710 Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 1,328,805 0 87,484 1,241,321 East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 1,883,980 0 134,570 1,749,410 Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 76,546 0 5,103 71,443 Sanitary Sewer Grouting 2.00% 05/19/94 07/01/04 349,011 309,011 0 61,802 247,209 NE 27th/Aberdeen Drainage Improvement 1.00% 06/27/95 07/01/15 731,000 608,337 73,100 42,590 638,847 W E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 1,764,067 209,374 103,769 1,869,672 Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 1,646,824 0 96,872 1,549,952 Rolling Hills Reservoir 1.00% 03/26/96 07/01/01 154,400 57,900 38,600 28,950 67,550 Corrosion Control Treatment Facilities 1.00% 03 26/96 07/01/17 1,106,000 996,799 0 103,545 893,254 W Total Public Works Trust Fund Loans 11,519,422 91024,460 321,074 699,747 8,645,787 Instalment Contracts(Proprietary): Metro Cedar River Trunk Project 5.00%-5.25% 12/01/96 12/01/01 314,952 136,537 0 66,377 70,160 Total Instalment Contracts 314,952 136,537 0 66,377 70,160 Capital Leases: Golf Course Carts 5.62% 7/19/96 06/19/00 29,725 4,635 0 4,635 0 Golf Course John Deere Equipment 9.50% 10/01/97 09/01/02 21,298 12,502 0 4,323 8,179 Golf Course John Deere Equipment 10.39% 10/01/97 09/01/02 42,473 25,139 0 8,625 16,514 Golf Course Carts 5.437% 04/01/00 04/01/03 80,668 0 80,668 18,752 61,916 Total Capital Leases 174,164 42,276 80,668 36,335 86,609 LID Bonds and Notes: to 332 Street/Utilities 6.00%-7.75% 10/15/88 10/15/00 3,450,183 175,000 0 175,000 0 329 Street/Utilities 3.00%-5.50% 04/01/93 04/01/02 1,654,063 505,000 0 185,000 320,000 Total LID Bonds and Notes 5,104,246 680,000 0 360,0001 320,000 Tofal Outstanding Debt 93,840,864 63,210,036 401,742 5,123,485 58,488,293 Ikll rrr 5-11 5-12 yj y , z y f a*l* rewt Program r p aw 2001-2006 o Capital Improvement Program Transmitted for your information is the City of Renton's Six-Year Capital Improvement Program (CIP) for the fiscal years 2001/06. The Six-Year CIP serves OW as a detailed guide for the Council, City Staff, and Renton citizenry to the City's planning and scheduling of capital improvements projects. The scope of the projects outlined reflects the City's Vision Statement, Mission Statement, and Business Plan Goals. Identified in this six-year plan are projects that enhance the various neighborhoods, park and recreation facilities, public safety, and the future economic well being of the community. The CIP document addresses the projects that add to and increase the usability of the infrastructure. There are large segments of the budget identifying capital rr expenditures that are operational in nature; activities that will be carried out to preserve, monitor and maintain existing facilities, infrastructure, and programs. These activities are reserved for the budget and are not reflected in this CIP. A primary example of a budget expenditure that is not included in the CIP is the Equipment Rental Fund replacement of vehicles for $1,055,000 for the year 2001. wr The budget document for 2001 shows a substantial investment in capital expenditures by the City. The 2001 Capital Improvement Program includes $21.9 million in projects, of which Transportation improvements represent 31 percent of the spending plan. Highlighted for 2001-2006 is the Port Quendall project at $84 million, which includes transportation changes. In addition, $45 million is allocated to SR 167/SW 27th Street HOV/Strander Boulevard ` Connections. The CIP process is based on guidelines that mirror the budget process. For this the current year, all projects are to have defined funding sources. In certain transportation projects, grant applications are accepted and included as current year financing. This is done to assure the ability to perform the projects that are presented. For the years 2002 to 2006, project funding may not be fully defined at this stage. The value of this presentation is the ability to review future infrastructure requirements and to have the ability to prioritize the use of our +�• limited resources The CIP will continue to be a separate document from the budget and will be w updated annually. It is presented to the City Council to provide an overview and explanation of the major capital programs. As always, funding for these programs will be formally appropriated as part of the normal budget process. �r. The following tables summarize the proposed CIP for 2001 to 2006. err 6-1 2001-2006 Capital Improvement Program Table 1 2001 PROPOSED CIP ALLOCATIONS BY ACTIVITY Acquisition: Fire Station 12 $800,000 Fire Station 15 $600,000 $1,400,000 Development. Administration $2,085,000 Community Services 100,000 Transportation - 6,333,000 Funded Airport 201,000 Golf Course 100,000 Water Utility 2,490,000 Wastewater Utility 800,000 Surface Water Utility 2,590,000 $14,699,000 Major Maintenance: Administration $415,000 Community Services 825,000 1, s Transportation 453,000 Airport 436,000 Golf Course 46,000 Water Utility 2,080,000 Wastewater Utility 1,127,000 Surface Water Utility 460,000 $5,842,000 Did You Know? ri The Renton Public Library is uniquely situated over the Cedar River and offers spectacular views Oil of the river and surrounding park. 6-2 2001-2006 Capital Improvement Program r Table 2 2001 PROPOSED CIP ALLOCATIONS BY DEPARTMENT Administration: Acquisition $1,400,000 Development 2,085,000 Major Maintenance 415,000 $3,900,000 Community Services: Acquisition $0 Development 100,000 Major Maintenance 825,000 $925,000 Transportation: Acquisition $0 Development 6,333,000 Major Maintenance 453,000 $6,786,000 rrr Airport: Acquisition $0 Development 201,000 1W Major Maintenance 436,000 $637,000 r„ Goff Course: Acquisition $0 Development 100,000 Major Maintenance 46,000 $146,000 Water Utility: Acquisition $0 Development $2,490,000 Major Maintenance 2,080,000 r $4,570,000 Wastewater. Acquisition $0 Development 800,000 Major Maintenance 1,127,000 $1,927,000 Surface Water Utility: Acquisition $0 Development 2,590,000 Major Maintenance 460,000 $3,050,000 r +fir 6-3 Administration - Year 2001 y r z LAKE BOAV hJ a v � x C 4 > } l :. - C a z kill Boeirg E �t 737 Punt Ren on `PA R Q z4tp Kenw rth R �� Tem Callege NE S. N� A in,St 1t�plewood d Golf Course yj r ti�` Gut `iCr fices Trauning enh �i k; Vey Office er A. Highlands Improvements Program B. Port Quendall Development a�. C. Fre Station 15 " D. Performing Arts Center ,jl Valley E. Fire Station 12 City Wide " Neighborhood Grant Program 6-4 ir. 2001-2006 ,w Capital Improvement Program AcqdWpn Page 2000 2001 2002 2003 2004 2005 2006 Total Fire Station 15 600 600 Fire Station 12 800 800 Total of Projects $1,400 ar DaWoprilwnt Page 2000 2001 2002 2003 2004 2005 2006 Total Neighborhood Grant Program 4 5 50 50 50 50 50 50 305 Highlands Improvement Program 5 55 85 140 ®. Port Quendail Development* 6 500 280 7,616 6,616 3,416 18,428 Information Services Development 7 280 445 300 300 300 300 300 2,225 Fire Station IS 9 1 350 1,500 1,851 Fire Station 12 10 4 350 1,500 1,854 Fire Station 13 11 1,600 1,600 r Valley Communications Center 12 300 300 300 300 300 300 1,800 Performing Arts Center 13 50 200 200 450 Veteran's Memorial Park 14 25 25 Total of Projects: $28,678 +rr Ha*Mgnteium Page 2000 2001 2002 2003 2004 2005 2006 Total iw Information Services Major 15 250 415 400 400 400 400 400 2,665 Maintenance Total of Projects: $2,665 r Amounts are in thousands of dollars. 1W * Refer to project 1-405/NE 44th Avenue Interchange in the Transportation section for road work on the Port Quendall development. w OW 6-5 Community Services - Year 2001 ------------ -r � lY - J V 737 Punt Renton 4 = PAC R Renton R ton Kenw Pla Technical College 1 ' s a,a \ r sw 7th�. M�iewood GCM come Gut ices Trag ent i.; Valley Office Center 613 A. Skatepark Development B. Acquire Trail Access Rights/Renovate Playground wH: Area at Gene Coulon Park a ak C. Pavilion Improvements `f� Y D. Police Department Storage Building —�, City Wide * Comprehensive Plan Update ix -; 6-6 rr 2001-2006 Capital Improvement Program ACgdddon Page 2000 2001 2002 2003 2004 2005 2006 Total None Total of Projects: $0 11 Devekp nt Page 2000 2001 2002 2003 2004 2005 2006 Total Regis Park Athletic Field Expansion 20 400 400 Heather Downs Development 21 50 500 550 New Maintenance Facility 22 500 3,000 3,500 Family Aquatic Center 23 200 5,000 5,200 trr Cedar River Trail Extension 24 100 1.100 1,200 Total of Projects: $10,850 Ha*Mahit@r1anm Page 2000 2001 2002 2003 2004 2005 2006 Total io Operational Facilities 25 40 70 70 225 405 �wr Public Facilities 27 200 520 482 445 135 125 1,907 Leased Facilities 30 20 55 20 250 345 Pavement Repair Program 32 50 60 110 80 80 380 Major Maintenance Projects 34 515 95 200 360 1,170 Total of Projects $4,207 VW Amounts are in thousands of dollars. Y�r �r +rr 6-7 +rr Transportation - Year 2001 , .?y.., LAK& BOUN � } G r .: 737 Plant g Renton � D `PAC TReMon E WrIto sM 7%st � cow C r1 1 ! S A. Downtown Transit Access Program �'I H B. Oakesdale Avenue SW Phase I B t C. Oakesdale Avenue SW Phase II Cter D. CBD Bicycle&Pedestrian Connections E. SR 169 HOV-140'"Way SE to SR 900 fs i F. Park/Sunset Corridor HOV � G. I-405/NE 44th Ave Interchange H. SR 167/SW 27th Street HOV/Strander Connection a : v sM 13ra SL I. Duvall Avenue NE-SR 900 to North City Limits j( Vaky City wide r Medal " Transit Priority Signal System ff • Transit Program j Walkway Program I • Arterial HOV Program • Missing Links Program ' Bicycle Route Program 6-8 illi it 2001-2006 Capital Improvement Program Dad ppnl@nt Page 2000 2001 2002 2003 2004 2005 2006 Total Downtown Transit Access Program 41 1,084 467 1,551 rr Transit Priority Signal System 42 563 387 950 Oakesdale Avenue SW Phase I B 43 615 13 628 ow Oakesdale Avenue SW Phase It 44 784 1,558 2,342 CBD Bicycle and Pedestrian 45 25 364 946 10 10 10 10 1,375 to Connections SR 169 HOV- 140th Way SE to SR 900 46 150 373 1,100 1,677 3,300 Park/Sunset Corridor Improvements 47 0 198 72 528 798 1-405/NE 44th Avenue Interchange' 48 2,350 1,164 10,066 30,500 24,400 68,480 Transit Program 49 280 100 100 100 100 100 100 880 Walkway Program 50 1,170 170 170 170 170 170 170 2,190 SR 167/SW 271h Street HOV/Strander 51 100 806 950 7,946 13,703 15,651 7,582 46,738 Boulevard Connection Duvall Avenue NE-SR 900 to North 52 20 80 250 2,080 1,320 3,750 City Limits 4' Arterial HOV Program 53 100 18 140 15 441 300 15 1,029 Missing Links Program 54 30 30 30 30 30 30 30 210 ON Bicycle Route Program 55 34 100 110 18 18 80 80 440 Valley Connections to West 56 49 110 1,100 1,259 ib City Gateway Program 57 69 69 55 55 55 303 NE 3rd/NE 4th Corridor Improvements 58 10 224 290 1,986 2,510 Oakesdale Avenue SW to SR 900 59 60 2,753 9,399 12,212 on Benson Road S/South 31st Street 60 10 10 130 150 SW 7th Street/Lind Avenue SW 61 32 218 250 irr Lind Avenue-SW 161h Street to SW 62 60 1,914 626 2,600 43rd Street w Total of Projects: $153,945 tw Ma*r nOE Page 2000 2001 2002 2003 2004 2005 2006 Total Sheet Overlay Program 63 606 410 410 410 410 410 410 3,066 in South 2nd Street-Wells Avenue to 64 216 43 259 Logan Avenue Safety Improvements Total of Projects: $3,325 Amounts are in thousands of dollars. W 6-9 Renton Municipal Airport- Year 2001 2 S S Y.. >. r { ' 975} rr = LAKE eaPEN .r B ray.:er vs,a C ,, PJant Renton Z,4} PAC enton ° A R omi d RTedmirA CAge NE Ab St S tad `tom wntown . � � sw 2u�. Ms�plewood GDI CMM ing Cult ices }: Traking e►rt /t ij � ! Valley Office C mte A. Aircraft Washing Facility B. Perimeter Fence Hydraulic Gate C. US Customs Facility st Xtra st H Valley ,i Mekil t 6-10 err 2001-2006 i„ Capital Improvement Program ACgl dit Page 2000 2001 2002 2003 2004 2005 2006 Total None Total of Projects: $0 Ow D@'Ve/Op111M Page 2000 2001 2002 2003 2004 2005 2006 Total Aircraft Washing Facility 68 104 104 Perimeter Fence Hydraulic Gate 69 22 22 US Customs Facility 70 75 75 Realign Taxiways E, G, L and N 71 385 385 Total of Projects: $586 aw MaJw MaInW am Page 2000 2001 2002 2003 2004 2005 2006 Total Major Maintenance Projects 72 165 436 191 256 165 1,213 Total of Projects $1,213 Amounts are in thousands of dollars. Ow ern b ill Ar Maplewood Golf Course - Year 2001 _ :Y i3 qE A? ? 6. ,. r LAKE 80P.E'N -- Y�7ti'd\ fie; � L e h Y 3 „ -.�s cv+vGSrmv.. s F t Y � a `---- Y F i 737 Plant s Renton t� PAC Re" �Ea K ReTedir" Cosege S � oMm St i Cust r4m Trainins nt rY E Valley Office C enter I' .g A. Reconsturct#17 Green B. Old Clubhouse Demolition C. Maintenance Building Construction v j' SW 13r!Sl Valley a irl Jf � c N 6-12 aw 2001-2006 ;W Capital Improvement Program ACQdddon Page 2000 2001 2002 2003 2004 2005 2006 Total None Total of Projects: $0 Devejop mnt Page 2000 2001 2002 2003 2004 2005 2006 Total OW Reconstruct#17 Green 78 40 40 Old Clubhouse Demolition and Area 79 40 40 Restoration No Irrigation Pump House Construction 80 100 100 Maintenance Building Construction 81 20 915 935 ,,, Reconstruct 8th Green and Fairway 82 200 200 Reconstruct 13th and 15th Green 83 100 100 Total of Projects: $1,415 ilr Major Mahlte wm Page 2000 2001 2002 2003 2004 2005 2006 Total Major Maintenance Projects 84 62 46 80 160 120 300 768 Total of Projects $768 Amounts are in thousands of dollars. it Yr 6W W +rr 6-13 Utility - Water - Year 2001 ----------------- y =' u: M mss' S It n � c x m ff z 4c i ' 1 1 00&g 737 Plant Renton K K PACJR Renton enw Pia Tedy" College R ton NE 41h St j wok. r` s as A SW 7m St C Maplewood 1 t Goll Course 4� Gust Se ices ` B nt Tragi ,E s 4U f Valley Office C enter I' Vim, A. Well EW-3 Well House B. New Reservoirs& Booster Pump Stations ^ C. Downtown &Highlands Water Main Improvements u A od St City Wide Valley r Medicl Water Supply Development r �f 0 f� 'les G._� - ; _;.---- s 6-14 r 2001-2006 Capital Improvement Program Acgt& OfI Page 2000 2001 2002 2003 2004 2005 2006 Total None Total of Projects: $0 Devekpnlellt Page 2000 2001 2002 2003 2004 2005 2006 Total ow New Reservoirs and Pump Stations 90 2,000 1,500 200 1,600 1,600 6,900 Rehabilitation Well EW-3 and 92 200 600 800 Construction of New Well House iw Water Supply Development 94 126 235 625 1,065 1,865 1,535 35 5,486 Emergency Power Supply to Wells 97 100 100 200 and Pump Stations 110 Total of Projects: $13,386 to Major Mak tenam Page 2000 2001 2002 2003 2004 2005 2006 Total Water Main Rehabilitation 98 810 600 600 600 600 600 3,810 S. Downtown and Highlands Water 100 700 400 550 550 550 350 3,100 Main Replacement Maplewood Wells Pipe 102 250 250 Replacement Various Major Maintenance Projects 103 320 290 370 420 320 420 2,140 Total of Projects $9,300 Res da my COAPAUKe Page 2000 2001 2002 2003 2004 2005 2006 Total Various Regulatory Programs and 106 55 100 75 75 75 95 475 Plans Total of Projects $475 Amounts are in thousands of dollars. it fir 6-15 Utility - Wastewater - Year 2001 sLAKE 8aU x t z S tiL Y .. F< B-1 A-3 t m .. . P A-1 B-3 � Renton PAC Renton A-2 Q R ton �, Technical Cokge NEOt% W%# C- B-4 - .. ntown sw 7%% J WR cam"M" it B-2 �� �. . tw 4` fruit IM L.... t Traking ent ;y Valley Office A. Sanitary Sewer Main Extensions 1. Aberdeen Avenue NE Sewer Main Extension fME 2. 80th Avenue South Sewer Main Extension 3. Highgate Lift Station Elimination B. Major Maintenance B-5 ' sw 4W St H 1. Kennydale lakefront Sewer Replacement jj Valleyµ 2. Thunderhill Access Road Repair 3. North Renton Sewer Replacement `-� 4. Renton Transit Center-Sewer Replacement f5. South 180th Grade Separation Sewer Relocation C. Lift Station Replacement 1. Earlington Lift Station Replacement 6-16 2001-2006 Capital Improvement Program AcgdWm Page 2000 2001 2002 2003 2004 2005 2006 Total None Total of Projects: $0 DeVek/1' nt Page 2000 2001 2002 2003 2004 2005 2006 Total Sanitary Sewer Main Extension 112 280 800 600 800 800 1,000 1,000 Total of Projects: $5,280 Major Mabotum Page 2000 2001 2002 2003 2004 2005 2006 Total Kennydale Lakefront Sewer 114 160 60 350 570 Rehabilitation OW Thunder Hill Access Road Repair 115 20 20 300 340 Miscellaneous/Emergency Sanitary 116 40 80 50 100 100 370 Sewer Projects 4v Sanitary Sewer Main Replacement/ 117 600 792 300 500 1,000 500 900 4,592 Rehabilitation Liff Station Replacement/ 120 250 50 300 600 400 1,600 Rehabilitation Miscellaneous Minor Capital 122 350 125 25 25 25 25 25 600 Improvements Total of Projects $8,072 r Amounts are in thousands of dollars. OW rYN go OW 6-17 Utility - Surface Water - Year 2001 Y 3 0-N LAKE B©REN n & i tiUJ rj IF x t= g_3 t 737 Plant lento A PAC R B" Rem R tones T r 41h� .w> S Sad g_2 wntown SW 7%StB-4 Maplewood �."'� gulf come S i➢i ?t es `g , } Valley Office ter C_i_ A. Lower Cedar River Sediment Management B. Storm System Improvement and Replacement k 1. NE 9m Street&Monroe Avenue NE a £y *d% 2. Sunnydale Downstream Valley j' Medical 3. NE 10th Street&Anacortes ,moi 4. South Renton Storm Improvements `�- C. Springbrook Creek Improvements 1. Oakesdale to SW 23rd Street 2. Springbrook Creek Riparian Planting Project a7 6-18 6. Budget By fund 5 r, i g z ow Table 11 Expenditure Budget Comparisons by Fund - All Funds row 1998 1999 2000 2000 2001 %Chq %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 GENERAL GOVERNMENT FUNDS: 000/General 38,806,123 37,186,912 39,613,525 38,307,913 40,436,243 2.5% 2.1% 101/Park 7,555,233 7,527,260 8,835,170 8,680,442 8,802,970 9.2% -0.4% 103/Street 4,755,208 5,349,443 5,645,145 5,080,312 5,768,651 -2.5% 2.2% 106/1-ibrary 1,184,624 1,248,203 1,338,300 1,337,294 1,389,250 4.1% 3.8% 201/Ltd GO Bonds/Gen Govt Mis 735,372 735,169 738,765 737,042 735,765 0.4% -0.4% 207/1978 Limited GO Bonds 9 3 35,200 35,009 500 17500.0% -98.6% 212/1989 Limited Ref GO Bonds 290,913 300,392 306,500 306,455 305,425 2.0% -0.4% to 215/Gen Govt Misc Debt Service 1,055,846 972,622 1,785,050 1,784,036 954,511 83.5% -46.5: TOTAL 54,383,328 53,320,004 58,297,655 56,268,503 58,395,315 4.4% 0.2% SPECIAL REVENUE FUNDS: to 102/Arterial Street 320,000 343,180 353,500 353,500 353,500 3.0% 0.0% 104/Community Dev Block Grant 323,355 399,267 499,035 346,085 279,675 -18.4% -44.0% 105/Impact Mitigation " 6,316,598 0 0 0 N/A N/A 110/Hotel/Motel Fund 0 53,050 285,000 90,902 170,352 185.0% -40.2% 118/Reserve for Paths 8,Trails 0 0 0 0 0 N/A N/A 125/1%For Art 3,750 0 1,250 0 13,200 0.0% 956.0% 127/Cable Communication 24,560 21,350 60,500 56,682 30,500 70.4% -49.6% it TOTAL 671,665 7,133,445 1,199,285 847,169 847,227 -83.8% -29.4% DEBT SERVICE FUNDS: 213/1983 Unlimited Ref GO Bond: 770,424 758,367 772,500 767,805 142,940 0.7% -81.5% rr 219/1989 Unlimited GO Bonds 498,664 505,860 515,000 506,215 505,585 0.0% -1.8% 220/L.I.D.Debt Service Fund 674,514 745,303 537,678 497,642 230,995 -28.5% -57.0% 221/L.I.D.Guaranty Fund 605,000 200,000 100,000 100,000 0 -50.0% -100.0% it TOTAL 2,548,602 2,209,530 1,925,178 1,871,662 879,520 -13.8% -54.3% CAPITAL PROJECT FUNDS(CIP): 301/City Hall CIP 4,687,433 2,921,058 0 0 0 -100.0% N/A 00 302/Open Space Construction 616,687 0 0 0 0 N/A N/A 303/Community Dev Mitigation F 193,467 395,907 121,000 22,416 550,000 -77.8% 354.5% 304/Fire Mitigation Fund 730,963 689,222 1,550,000 1,436,825 2,100,000 25.0% 35.5% 305 Transportation Mitigation Fun 3,562,393 183,375 1,006,360 1,006,360 1,091,627 6.7% 8.5% as 306/1-eased City Properties 0 525,157 1,552,500 949,874 427,100 190.2% -72.5% 316/Municipal Facilities CIP 3,522,250 6,492,097 10,965,960 5,768,141 3,047,100 -0.4% -72.2% 317/Transportation CIP 6,148,562 6,339,498 14,597,500 5,207,795 6,796,448 -6.9% -53.4% Iwo 320/L.I.D.Construction Fund 19,426 157,455 0 0 0 -100.0% N/A TOTAL 19,481,181 17,703,769 29,793,320 14,391,411 14,012,275 -10.7% -53.0% ENTERPRISE FUNDS: m 401/Waterworks Utility 24,607,726 19,392,609 19,197,050 18,297,988 19,146,024 -2.5% -0.3% 402/Airport 1,162,671 1,019,538 1,921,428 649,725 1,340,500 -21.7% -30.2% 403/Solid Waste Utility 7,853,639 8,351,665 8,916,640 8,871,965 8,708,450 0.2% -2.3% 404/Golf Course 2,335,739 2,507,998 2,227,300 2,179,537 2,416,254 -13.9% 8.5% 1110 421/Waterworks Utl Construction 11,726,402 6,702,470 11,924,000 5,875,407 9,690,800 11.4% -18.7% 424/Golf Course Capital Fund 0 0 553,000 423,626 146,000 100.0% -73.6% 451/Waterwork revenue Bond Fur 3,103,608 3,124,809 3,374,140 2,744,447 3,203,415 8.0% -5.1% TOTAL 50,789,785 41,099,089 48,113,558 39,042,695 44,651,443 1.4% -7.2% INTERNAL SERVICE FUNDS: 50]/Equipment Rental 2,213,098 3,764,072 3,116,815 2,535,520 2,852,300 -22.4% -0.5% 502/Insurance 4,831,077 6,721,471 5,909,120 5,898,946 6,400,045 -12.5% 8.3% TOTAL 7,044,175 10,485,543 9,025,935 8,434,466 9,252,345 -16.2% 2.5% FIDUCIARY FUNDS: %W 601/Firemen's Pension 307,500 309,274 331,670 319,469 341,550 1.8% 3.0% TOTALS 135,226,236 132,260,654 148,686,601 121,175,375 128,379,675 -5.6% -13.7% Activity has been moved to Funds 303,304,and 305 7-1 Fund 000 General Fund F 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 4 REVENUE: Real&Personal Property Tax 11,023,160 11,490,777 11,157,836 10,499,785 6,977,624 -4.8% -37.5% Sales Tax 8,857,562 9,030,376 9,361,714 9,676,903 15,382,200 -0.4% 64.3% Sales Tax/Criminal Justice 822,364 890,773 880,000 1,004,716 950,000 4.7% 8.0% Utility Taxes 2,753,711 2,996,381 4,475,000 4,743,944 4,660,000 62.0% 4,1% Gambling Excise Tax 1,984,097 2,459,571 2,404,328 2,320,841 2,460,000 21.5% 2.3% Other Taxes 673,275 1,183,345 1,105,875 1,614,096 1,170,000 -8.2% 5.8% Business License Fees 388,611 400,257 468.000 468,014 425,000 16.9% -9.2% Building and Street Use Permits 1,603,191 1,151,836 929,520 1,963,372 983,800 -5.0% 5.8% Other Licenses&Permits 163,300 127,594 125,100 127,428 110,000 19.8% -12.1% Federal/State Grants 110,933 341,548 190,000 272,711 60,000 100.0% -68.4% State Shared Revenue 1,129,920 1,129,482 528,024 749,823 721,000 -51.9% 36.5% Fire District#25 768,756 812,756 876,230 893.284 925,000 14.7% 5.6% City of Newcastle 545,310 0 0 0 0 N/A N/A Other Intergovernmental 82,147 68,916 1,000 5,144 0 0.0% -100.0% Zoning Fees 189,023 178,838 103,397 159,095 147,400 4.3% 42.6% Plan Checking Fees 582,273 459,364 450,000 815,510 472,700 0.0% 5.0% Other Charges for Services 599,972 625,612 612,360 725,132 663,500 -3.5% 8.4% Municipal Court&Other Fines 687,492 797,657 727,440 903,864 789,600 -5.3% 8.5% Investment Interest 1,102,653 1,019,349 758,600 1,108,224 918,000 1.1% 21.0% Other Miscellaneous 98,503 75,404 52,190 100,446 39,000 -80.0% -25.3% Residual Equity Transfer In 63,111 0 0 0 0 N/A N/A Other Financing Sources 1,500 0 0 78,963 0 N/A N/A Interfund Revenues 2,625,881 2,585,506 2,562,139 2,447,809 2,507,950 0.1% -2.1% TOTAL NEW REVENUE 36,856,745 37,825,342 37,768,753 40,679,105 40,362,774 2.7% 6.9% Use of Prior Yr Revenue 0 0 1,844,772 0 75,469 -1.8% -95.9% TOTAL RESOURCES 36,856,745 37,825,342 39,613,525 40,679,105 40,438,243 2.5% 2.1% EXPENDITURES: Regular Salaries 18,524,575 19,144,179 20,965,913 20,692,191 22,134,703 6.4% 5.6% Part Time Salaries 284,555 258,297 206,909 186,097 200,655 -28.3% -3.0% Overtime 1,188,160 1,471,657 1,292,540 1,546,137 1,359,590 3.8% 5.2% Personnel Benefits 5,023,901 5,194,355 5,479,860 5,498,338 5,640,292 0.1% 2.9% Salary and Benefit Reserves 0 0 684,171 0 53,158 100.0% -92.2% Supplies 726.079 709,977 878,666 802,397 904,001 -3.2% 2.9% Professional Services 2,462,866 2,472,925 2,546,087 2,455,943 2,739,614 6.9% 7.6% Postage/Telephone 445,600 537,508 375,090 377,891 431,678 -25.1% 15.1% Travel/Training 182,968 228,061 279,267 243,252 287,683 -5.7% 3.0% Other Rentals 180,081 130,513 219,061 109,877 205,620 34.5% -6.1% Equipment Rental 773,277 1,094,304 1,217,905 1,224,731 1,287,905 10.5% 5.7% Insurance 1,067,866 864,500 1,089,330 1,089,330 1,200,000 26.2% 10.2% Public Utility Services 7,771 11,032 9,605 11,667 9,700 1.0% 1.0% Repairs&Maintenance 157,864 211,838 460,019 256,604 469,957 3.3% 2.2% Other Services&Charges 433,297 418,937 586,008 527,207 713,847 16.7% 21.8% Intergovernmental Services 1,462,546 1,459,642 1,571,248 1,531,849 1,660,045 5.7% 5.7% Operating Transfer Out 5,495,810 2,368,989 1,560,051 1,560,051 1,000,000 -34.1% -35.9% Residual Equity Transfer Out 0 7,839 0 0 0 -100.0% N/A Capital Outlay 350,193 566,493 191,795 194,351 139,795 -78.3% -27.1% Debt Service 38,714 35,866 0 0 0 -100.0% N/A TOTAL COMMITTED EXPENDITURES 38,806,123 37,186,912 39,613,525 38,307,913 40,438,243 2.5% 2.1% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 38,806,123 37,186,912 39,613,525 38,307,913 40,4 ,243 2.5% 2.1% Fund Balance,January 1 6,685,646 4,736,268 5,374,698 5,374,698 7,745,890 13.5% 44.1% Total New Revenue 36,856,745 37,825,342 37,768,753 40,679,105 40,362,774 2.7% 6.9% Total Committed Expenditures (38,806,123) (37,186,912) (39,613,525) (38,307,913) (40,438,243) 2.5% 2.1% Fund a ance Plus Reserves Year End Operating Reserves 3,104,490 2,974,953 3,169,082 3,064,633 3,235,059 2.5% 2.1% Fund Balance,December 31 1,631,778 2,399,745 360,844 4,681,257 4,435,361 -253.6% 1129.2% 7-2 +11110 Fund 101 Park Fund r 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: rrr Real&Personal Property Taxes 966,000 1,600,000 1,938,300 1,938,300 4,521,895 21.1% 133.3% Sales Tax 2,535,932 2,305,439 2,405,000 2,405,000 0 0.2% -100.0% Utility Tax/Electricity 2,820,290 2,792,875 2,975,000 3,379,582 3,100,000 3.8% 4.2% iiw KC/Cultural Fac Prog Art Grant 5,500 5,325 0 12,825 0 N/A N/A Other Intergovernmental 450 0 0 2,035 0 N/A N/A Charges for Services 659,913 640,270 489,800 761,493 612,800 8.1% 25.1% imm Investment Interest 45,663 36,317 25,000 97,944 35,000 0.0% 40.0% Rents/Leases/Concessions 438,102 453,203 448,500 464,041 458,500 -3.2% 2.2% Contributions/Donations 16,539 21,438 0 19,393 0 N/A N/A 611111 Other Miscellaneous 507 112 0 1,893 0 N/A N/A Residual Equity Transfer In 0 7,839 0 0 0 -100.0% N/A Other Financing Sources 15,299 0 0 0 0 N/A N/A Interfund Revenue 49,623 0 0 0 0 -100.0% N/A ow TOTAL NEW REVENUE 7,553,818 7,862,818 8,281,600 9,082,507 8,728,195 5.8% 5.4% Use of Prior Yr Revenue 0 0 553,570 0 74,775 107.1% -86.5% EXPENDITURES: Regular Salaries 3,053,416 3,124,167 3,388,381 3,210,942 3,555,416 2.5% 4.9% Part Time Salaries 868,647 913,267 1,012,826 989,644 1,076,355 3.9% 6.3% Overtime 53,278 58,387 54,788 52,244 55,680 31.9% 1.6% Personnel Benefits 1,041,728 1,046,585 1,106,511 1,069,665 1,094,000 -4.0% -1.1% Supplies 370,503 403,027 429,049 412,677 444,427 0.4% 3.6% Professional Services 48,386 62,551 98,589 89,604 141,524 12.1% 43.5% Postage/Telephone/Other 7,585 6,810 3,968 16,924 4,008 0.7% 1.0% Travel/Training 19,403 29,872 23,649 28,174 23,884 1.0% 1.0% INS Advertising 2,323 3,954 3,029 3,054 3,059 1.0% 1.0% Other Rentals 14,217 6,914 20,574 2,686 20,780 1.0% 1.0% Equipment Rental 323,416 361,025 372,625 374,825 509,294 3.2% 36.7% Public Utility Services 797,848 737,585 884,853 941,983 894,499 1.6% 1.1% goPublic 8,Maintenance 337,928 384,745 513,290 481,174 604,971 11.9% 17.9% Miscellaneous 400,611 388,371 371,360 454,349 375,073 2.3% 1.0% Transfer Out/Liberty Park Air Cond. 195,778 0 550,000 550,000 0 100.0% -100.0% `0110 Capital Outlay 20,166 0 1,678 2,497 0 100.0% -100.0% TOTAL COMMITTED EXPENDITURES 7,555,233 7,527,260 8,835,170 8,680,442 8,802,970 9.2% -0.4% Increase to Reserves 0 0 0 0 0 N/A N/A err -0.4W Fund Balance,January 1 957,042 955,627 1,291,185 1,291,185 1,693,250 35.1% 31.1% Total New Revenue 7,553,818 7,862,818 8,281,600 9,082,507 8,728,195 5.8% 5.4% 610 Total Committed Expenditures (7,555,233) (7,527,260) (8,835,170) (8,680,442) (8,802,970) 9.2% -0.4% Fund Balance Plus Reserves 955,627 1,291,185 737,615 1,693,250 1,618,475 7.2% 119.4% Year End Operating Reserves 604,419 602,181 706,814 694,435 704,238 9.2% -0.4% 1-und Balance,Uecember -24.4% 2868.29r The Park Fund accounts for the City's parks and recreation programs: operations, maintenance, and improvements for 610 municipal buildings; and the landscaping and street tree functions. Tax revenues will provide$7.6 million or 87 percent of 2001 resources, and park fees and investment interest will provide $1.1 million or 13 percent. See the Community Services operating budget section of this document for more information on park fund program budget and staffing. rir bw 7-3 Fund 102 Arterial Street Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-2000 00-01 REVENUE: Arterial Street Fuel Tax 332,295 333,141 357,600 337,317 338,400 6.1% -5.4% Investment Interest 7,056 9,631 6,000 15,578 6,000 0.0% 0.0% TOTAL NEW REVENUE 339,351 342,772 363,600 352,895 344,400 6.0% -5.3% Use of Prior Year Revenue 0 0 0 0 9,100 N/A 100.0% TOTAL RESOURCES 339,351 342,772 363,600 352,895 353,500 6.0% -2.8% EXPENDITURES: Transfer-Out to CIP/Overlay Program 320,000 343,180 353,500 353,500 353,500 3.0% 0.0% TOTAL COMMITTED EXPENDITURES 320,000 343,180 353,500 353,500 353,500 3.0% 0.0% Increase to Reserves 0 0 10,100 0 0 100.0% -100.0% TOTAL EXPENDITURES 320,000 343,180 363,600 353,500 353,500 6.0% -2.8% Fund Balance,January 1 134,731 154,082 153,674 153,674 153,069 -0.3% -0.4% Total New Revenue 339,351 342,772 363,600 352,895 344,400 6.0% -5.3% Total Committed Expenditures (320,000) (343,180) (353,500) (353,500) (353,500) 3.0% 0.0% Designated Fund Balance 154,082 153,674 163,774 153,069 143,969 6.3% -12.1% Fund Balance,December 31 0 0 0 0 0 N/A N/A The Arterial Street Fund was established pursuant to state law allocating the one-half cent State Gasoline Tax revenue to cities and towns for construction,improvements,and major repair of streets. In order for a project to qualify for funding, it has to be a part of the City's Six Year Transportation Improvement Program and must be approved by the State Highway Department's District State Aid Engineer. The fund allows the City to accomplish approved projects using either City forces or contractors, and provides the capability of matching L.I.D. participation and outside agency grants. In 2001, $353,500 will be transferred to the Transportation Capital Improvement Program(CIP) Fund 317,to provide funding for the continuing street overlay program. t 7-4 Fund 103 Street Fund aw 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-2000 00-01 W REVENUE: Sales Tax 2,527,191 2,591,046 2,978,286 3,052,194 0 10.4% -100.0% Real&Personal Property Taxes 0 0 0 0 2,921,019 N/A 100.0% Utility Taxes 581,335 648,225 600,000 568,174 600,000 -19.4% 0.0% No Licenses&Permits 35,078 52,676 20,000 61,018 20,000 0.0% 0.0% Grants/96 Flood Emergency Rel 209,423 0 0 0 0 N/A N/A State Shared Revenue 710,805 712,556 756,070 721,433 718,000 4.2% -5.0% 411111 Charges for Services 0 0 0 0 N/A N/A Investment Interest 34,154 49,625 90,000 61,040 90,000 0.0% 0.0% Other Miscellaneous 2,220 23,864 66,015 7,706 25,000 100.0% -62.1% ow Interfund Loan Repayment 0 148,000 0 0 0 N/A N/A Other Financing Sources 22,712 39,468 0 30,000 0 N/A N/A Interfund Revenue 1,176,842 984,566 1,064,104 924,454 945,490 0.7% -11.1% TOTAL NEW REVENUE , 4, -4.6% Nr Use of Prior Yr Revenue 0 0 70,670 0 449,142 -84.5% 535.5% TOTAL RESOURCES 5,299,760 5,250,026 5,645,145 5,426,019 5,768,651 -2.5% 2.2% to EXPENDITURES: Regular Salaries 2,284,180 2,363,806 2,624,948 2,347,043 2,772,126 3.8% 5.6% Part Time Salaries 116,982 87,624 122,528 92,601 122,532 1.6% 0.0% Overtime 49,500 50,841 55,703 31,397 57,423 2.5% 3.1% ow Personnel Benefits 684,194 693,225 751,591 704,346 752,011 -3.7% 0.1% Supplies 222,294 322,751 428,820 343,072 332,145 -0.1% -22.5% Professional Services 25,126 53,048 50,405 25,059 50,909 0.7% 1.0% Postage/Telephone/Other 5,397 3,681 4,564 8,114 4,610 1.0% 1.0% Travel/Training 29,648 36,103 38,923 35,326 39,315 0.5% 1.0% Other Rentals 9,501 3,501 10,614 7,511 10,721 1.0% 1.0% Equipment Rental 500,074 625,445 672,300 674,519 695,600 7.5% 3.5% Public Utility Services 702,308 667,625 721,865 633,015 767,774 1.0% 6.4% Repairs&Maintenance 25,823 40,609 42,940 37,897 43,371 1.0% 1.0% Miscellaneous 15,539 23,280 16,884 19,035 17,054 1.0% 1.0% 60 Capital Outlay 34,777 8,811 0 12,047 0 -100.0% N/A Interfund Payments 7,998 4,094 3,060 9,330 3,060 1.0% 0.0% Operating Transfers-Out 41,866 365,000 100,000 100,000 100,000 -72.6% 0.0% r TOTAL COMMITTED EXPENDITURES 4,755,207 5,349,444 5,645,145 5,080,312 5,7 ,651 -2.5% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 4,755,207 5,349,444 5,645,145 5,080,312 5,768,651 -2.5% 2.2% Fund Balance,January 1 508,297 1,052,850 953,432 953,432 1,299,139 -9.4% 36.3% Total New Revenue 5,299,760 5,250,026 5,574,475 5,426,019 5,319,509 4.5% -4.6% Total Committed Expenditures (4,755,207) (5,349,444) (5,645,145) (5,080,312) (5,768,651) -2.5% 2.2% WrFund Balance Plus Reserves - Year End Operating Reserves 380,417 427,956 451,612 406,425 461,492 -2.5% 2.2% Fund Balance,December 31 672,433 525,476 431,150 892,714 388,505 220.9% -9.9% VW The Street Fund revenue comes from general tax sources such as sales, property, and gas utility taxes that provide $3.5 million, or 66 percent of 2001 funding. The other significant resource is street fuel taxes, a state 41110 shared revenue source,which will provide$718,000,or 14 percent of 2001 financing. The balance,or 20 percent of 2001 support, will come from reimbursements for service from other funds, investment interest, and permits. There are two divisions of the Planning/Building/Public Works Department in this fund which are Transportation Systems(Fund 103/16)and Street Maintenance Services(Fund 103/19). `r 7-5 Fund 104 Community Development Block Grant Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Federal Comm Dev Block Grants 331,732 397,032 499,035 346,679 279,675 26.9% -44.0% TOTAL NEW REVENUE 331,732 397,032 499,035 346,679 279,675 26.9% -44.0% Use of Prior Yr Revenue 0 0 0 0 0 -100.0% N/A TOTAL RESOURCES 331,732 397,032 499,035 346,679 279,675 -18.4% -44.0% EXPENDITURES: Salaries 79,737 84,815 147,438 130,223 136,728 14.0% -7.3% Part Time Salaries 59,446 61,632 21,776 21,956 25,070 0.0% 15.1% Overtime 518 1,013 1,036 744 1,200 -0.1% 15.8% Personnel Benefits 36,290 35,919 44,395 35,571 35,128 7.3% -20.9% Supplies 15,031 14,005 9,300 10,698 10,000 -4.4% 7.5% Professional Services 68,789 63,836 72,790 71,958 66,249 1.2% -9.0% Postage/Telephone/Other 1,219 1,055 800 1,247 800 0.0% 0.0% Travel/Training 2,833 167 1,500 177 500 0.0% -66.7% Advertising 238 0 0 0 0 N/A N/A Equipment Rental 0 120 2,000 1,059 2,000 -20.9% 0.0% Public Utility Services 0 639 2,000 452 2,000 0.0% 0.0% Miscellaneous 166 0 0 0 0 N/A N/A 41 Operating Transfer-Out 0 0 0 0 0 N/A N/A Capital Outlay 1,085 0 196,000 72,000 0 100.0% -100.0% SUB-TOTAL OPERATING BUDGET 265,352 263,201 499,035 346,085 279,675 77.0% -44.0% Capital Improvement Project Plan 58,003 136,066 0 0 0 -100.0% N/A TOTAL COMMITTED EXPENDITURES 323,355 399,267 499,035 346,085 279,675 -18.4% -44.0% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 323,355 399,267 499,035 346,085 279,675 -18.4% -44.0% Fund Balance,January 1 (51,728) (43,351) (45,586) (45,586) (44,992) 5.2% -1.3% Total New Revenue 331,732 397,032 499,035 346,679 279,675 26.9% -44.0% Total Committed Expenditures (323,355) (399,267) (499,035) (346,085) (279,675) -18.4% -44.0% Designated Fund Balance (43,351) (45,586) (45,586) (44,992) (44,992) -82.6% -1.3% Fund Balance,December 31 0 0 0 0 0 N/A N/A 7-6 +.W Fund 106 Library Fund No 1998 1999 2000 2001 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Real&Personal Property Tax 0 0 1,296,800 1,296,800 1,141,872 100.0% -11.9% Utility Tax/Telephone 1,028,595 1,246,943 0 0 0 -100.0% N/A Mobile Home Excise Tax 13,329 13,890 0 0 0 -100.0% N/A ter' Charges for Services 9,661 9,003 8,000 8,539 8,000 -20.0% 0.0% Library Fines 34,562 33,670 25,000 33,825 27,500 2.0% 10.0% Investment Interest 7,554 10,207 7,500 13,757 7,500 0.0% 0.0% 111111111 Contributions/Book Sale 2,016 2,782 1,000 8,506 11000 100.0% 0.0% Other Miscellaneous Revenue (37) (49) 0 30 0 N/A N/A TOTAL NEW REVENUE 1,095,680 1,316,446 1,338,300 1,361,457 1,185,872 5.5% -11.4% i„r, Use of Prior Yr Revenue 0 0 0 0 203,378 -100.0% 100.0% TOTAL RESOURCES 1,095,680 1,316,446 1,338,300 1,361,457 1,389,250 4.1% 3.8% EXPENDITURES: Regular Salaries 659,260 670,732 691,760 679,336 715,900 1.5% 3.5% Part Time Salaries 114,636 119,028 149,440 155,925 170,680 2.0% 14.2% Overtime 1,206 1,393 2,111 1,042 2,200 1.5% 4.2% Personnel Benefits 192,738 191,284 193,230 192,820 195,694 -5.6% 1.3% Supplies 25,892 27,351 19,613 25,085 19,810 1.0% 1.0% Supplies/Library Books 128,154 174,710 197,776 198,179 199,753 12.0% 1.0% to Professional Services 33,300 42,082 54,211 53,519 55,404 116.6% 2.2% Postage/Telephone/Other 193 86 645 104 0 0.9% -100.0% Travel/Training 9,787 7,198 9,560 6,475 9,655 0.6% 1.0% err Other Rentals 3,571 893 601 0 607 -2.9% 1.0% Repairs&Maintenance 576 3,759 16,500 10,962 15,665 1.0% -5.1% Miscellaneous 1,639 2,561 2,853 6,821 2,882 1.0% 1.0% io Capital Outlay 13,672 7,126 0 7,026 1,000 N/A 100.0% TOTAL COMMITTED EXPENDITURES 1,184,624 1,248,203 1,338,300 1,337,294 1,389,250 4.1% 3.8% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 1,184,624 1,248,203 1,338,300 1,337,294 1,389,250 4.1% 3.8% Fund Balance,January 1 328,537 239,593 307,836 307,836 331,999 28.5% 7.8% Total New Revenue 1,095,680 1,316,446 1,338,300 1,361,457 1,185,872 5.5% -11.4% Total Committed Expenditures (1,184,624) (1,248,203) (1,338,300) (1,337,294) (1,389,250) 4.1% 3.8% Fund Balance Plus Reserves 239,593 307,836 307,836 331,999 128,621 38.3% -58.2% Year End Operating Reserves 94,770 99,856 107,064 106,984 111,140 4.1% 3.8% Fund Balance,December 31 144,823 207,980 200,772 225,015 17,481 67.7% -91.3% The Library Fund accounts for the operation of two City libraries and the City Historical Museum. It is a part of general governmental funds since the majority of support for library services is derived from general tax revenues. In 2001, 96 01110 percent of the resources will come from property taxes,with 4 percent from service charges for photocopies,library fines, investment interest,and contributions from the annual book sale. See the Community Services operating budget section of this document for more information on library fund program budget and staffing. to be tw err 7-7 Fund 110 Hotel/Motel Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Hotel/Motel Tax 69,273 130,880 175,000 146,666 130,000 16.7% -25.7% Investment Interest 304 2,944 0 9,975 3,000 N/A 100.0% TOTAL NEW REVENUE 69,577 133,824 175,000 156,641 133,000 16.7% -24.0% Use of Prior Yr Revenue 0 0 110,000 0 37,352 100.0% -66.0% TOTAL RESOURCES 69,577 133,824 285,000 156,641 170,352 90.0% -40.2% EXPENDITURES: Marketing 0 53,050 285,000 90,902 85,176 185.0% -70.1% Tourism 0 0 0 0 85,176 N/A 100.0% TOTAL COMMITTED EXPENDITURES 0 53,050 285,000 90,902 170,352 185.0% -40.2% Increase to Reserves 0 0 0 0 0 -100.0% N/A TOTAL EXPENDITURES 0 53,050 285,000 90,902 170,352 90.0% -40.2% Fund Balance,January 1 0 69,577 150,351 150,351 216,090 116.1% 43.7% Total New Revenue 69,577 133,824 175,000 156,641 133,000 16.7% -24.0% Total Committed Expenditures 0 (53,050) (285,000) (90,902) (170,352) 185.0% -40.2% Designated Fund Balance 69,577 150,351 40,351 216,090 178,738 -66.3% 343.0% Fund Balance,December 31 0 0 0 0 0 N/A #REFI During the 1997 Legislative session, SSB 5867 was passed. SSB 5867 allows Washington State cities to impose an increase in the hotel/motel tax of up to 1 percent for the purpose of increasing tourism. On October 13, 1997, the Renton City Council passed Resolution No. 3288 establishing a Hotel/Motel Lodging Tax Advisory Committee. The Committee investigated the feasibility of implementing the 1 percent tax and made a recommendation to the City Council to enact this tax. The Council adopted the tax with Ordinance No.4697 on December 15, 1997. ! 7-8 6W Fund 118 Reserve for Paths and Trails Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 1wr REVENUE: Street Fuel Tax-1/2 of 1% 0 0 350 0 3,600 0.0% 928.6% TOTAL NEW REVENUE 0 0 350 0 3,600 0.0% 928.6% +rw Use of Prior Yr Revenue 0 0 0 0 0 N/A N/A TOTAL RESOURCES 0 0 350 0 3,600 0.0% 928.6% EXPENDITURES: Miscellaneous Costs 0 0 0 0 0 N/A N/A aw TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A N/A Increase to Reserves 0 0 350 0 3,600 0.0% 928.6% TOTAL EXPENDITURES 0 0 350 0 3,600 0.0% 928.6% aw 0 Fund Balance,January 1 2,807 2,807 2,807 2,807 3,157 0.0% 12.5% it Total New Revenue 0 0 350 0 3,600 0.0% 928.6% Total Committed Expenditures 0 0 0 0 0 N/A N/A Designated Fund Balance 2,807 2,807 3,157 2,807 6,757 0.0% 114.0% rr Fund Balance,December 31 0 0 0 0 0 N/A N/A ow This reserve fund for paths and trails was established under authority of Washington State Law(Sections 2,3,4 and 5, Chapter 103, Extraordinary Session Laws of 1972) for the purpose of accommodating, establishing, and maintaining certain paths and trails. One-half of one percent of motor vehicle fuel tax revenue distributed to the City by the State,is allocated to this fund each year. Accumulated funds must be used within a ten-year period. so err 1W ow 1W rr bw aw 7-9 Fund 125 1% for Art Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Investment Interest 1,375 1,279 1,250 1,576 1,300 0.0% 4.0% TOTAL NEW REVENUE 1,375 1,279 1,250 1,576 1,300 0.0% 4.0% Use of Prior Yr Revenue 0 0 0 0 11,900 N/A 100.0% TOTAL RESOURCES 1,375 1,279 1,250 1,576 13,200 0.0% 956.0% EXPENDITURES: Misc Administrative Expenditures 0 0 1,250 0 13,200 0.0% 956.0% Capital Projects 3,750 0 0 0 0 N/A N/A TOTAL COMMITTED EXPENDITURES 3,750 0 1,250 0 13,200 0.0% 956.0% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 3,750 0 1,250 0 13,200 0.0% 956.0% N/A N/A Fund Balance,January 1 28,926 26,551 27,830 27,830 27,830 4.8% 0.0% Total New Revenue 1,375 1,279 1,250 1,576 1,300 0.0% 4.0% Total Committed Expenditures (3,750) 0 (1,250) 0 (13,200) 0.0% 956.0% Designated Fund Balance 26,551 27,830 27,830 29,406 15,930 4.8% 42.8% Fund Balance,December 31 0 0 0 1 0 N/A N/A The 1 percent for Art Fund was established to account for art expenditures in municipal construction projects. Guidelines for determining art expenditures are as follows: 1)The project cost must exceed$10,000, 2) The project must be either new construction or a significant renovation of an existing structure that allows expansion, new construction, or a significant renovation of an existing structure that allows an expanded or different use of the facility. Routine or periodic maintenance expenditures have been excluded. 3) Land acquisition is not included. 4) Acquisition of equipment, vehicles, or machinery is not included. 5) All funds specifically limited to the construction and improvement of the transportation system have been excluded; such as Federal aid, forward thrust,and half-cent gasoline tax. In 1997,art was purchased for the Oakesdale project and for Fire Station No. 14. In 2000 the Arts Commission was responsible for selecting a piece of art for the new Renton City Hall at Main and Grady. 7-10 • Fund 127 Cable Communications Development Fund 1W 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 nnr REVENUE: Utility Tax/TV Cable 24,500 30,000 30,000 30,000 30,000 0.0% 0.0% Investment Interest 4,895 7,332 5,500 8,934 5,500 0.0% 0.0% Other Misc.Revenue 1,500 1,500 0 1,500 1,500 N/A 100.0% TOTAL NEW REVENUE 30,895 38,832 35,500 40,434 37,000 0.0% 4.2% lir Use of Prior Yr Revenue 0 0 25,000 0 0 100.0% -100.0% TOTAL RESOURCES 30,895 38,832 60,500 40,434 37,000 17.4% 70.4% EXPENDITURES: Supplies 1,871 6,087 2,000 2,127 2,000 0.0% 0.0% Professional Services 13,908 13,086 20,500 23,177 20,500 0.0% 0.0% Repairs and Maintenance 425 2,177 8,000 3,976 8,000 0.0% 0.0% Capital Outlay 8,356 0 30,000 27,402 0 500.0% -100.0% TOTAL COMMITTED EXPENDITURES 24,560 21,350 60,500 56,682 30,500 70.4% -49.6% Increase to Reserves 0 0 0 0 6,500 N/A 100.0% TOTAL EXPENDITURES 24,560 21,350 60,500 56,682 37,000 70.4% -38.8% Fund Balance,January 1 162,967 169,302 186,784 186,784 170,536 10.3% -8.7% 11WTotal New Revenue 30,895 38,832 35,500 40,434 37,000 0.0% 4.2% Total Committed Expenditures (24,560) (21,350) (60,500) (56,682) (30,500) 70.4% -49.6% Designated Fund Balance 169,302 186,784 161,784 170,536 177,036 -4.4% 9.4% 6W Fund Balance,December 31 0 0 0 0 0 N/A N/A The Cable Communications Development Fund was established to provide promotion and development of cable 1W communications. The City uses a character generator to issue public information over a municipal access cable TV channel (Channel 21). The City Clerk's office is responsible for gathering, formatting and programming the information submitted by City departments and external organizations for broadcast. On May 8, 1995, Council authorized the broadcasting of weekly Council meetings on Channel 21. In December 1995,Council authorized the broadcasting of the Committee of the Whole meetings. In 1998 the City began to produce quarterly videos on various highlights of the City. This included major private and public capital projects and highlights of major City sponsored events. Yrr ow to it w 7-11 Fund 201/207/212/215 Limited General Obligation Bond Funds 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Properly Tax(General Levy) 1,130,000 1,150,000 1,263,400 1,263,400 1,041,690 9.9% -17.5% Real Estate Excise Tax 650,245 1,066,070 637,500 1,151,101 850,000 2.0% 33.3% Investment Interest/Allocation 224,591 20,880 12,465 43,299 20,000 76.4% 60.4% Transfer in from General Fund 0 77,612 77,650 77,650 77,650 0.0% 0.0% Transfer in from General Fund 0 321,889 0 0 0 -100.0% N/A TOTAL NEW REVENUE 2,004,836 2,636,451 1,991,015 2,535,450 1,989,340 -8.7% -0.1% Use of Prior Year Revenue 0 0 874,500 0 6,861 9228.0% -99.2% TOTAL RESOURCES 2,004,836 2,636,451 2,865,515 2,535,450 1,996,201 30.8% -30.3% EXPENDITURES: Debt Service:Principal 569,418 1,039,976 1,086,720 1,076,025 1,131,448 4.5% 4.1% Debt Service:Interest 912,722 968,210 923,795 931,517 864,753 -4.7% -6.4% Trf-Out 207/215 To 316/Excess Reet 350,000 0 855,000 855,000 0 100.0% -100.0% Trf-Out To 317/Sidewalk Program 250,000 0 0 0 0 -100.0% N/A TOTAL COMMITTED EXPENDITURES 2,082,140 2,008,186 2,865,515 2,862,542 1,996,201 30.8% -30.3% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 2,082,140 2,008,186 2,865,515 2,862,542 1,996,201 30.8% -30.3% Fund Balance,January 1 600,278 522,974 1,151,239 1,151,239 824,147 120.1% -28.4% Total New Revenue 2,004,836 2,636,451 1,991,015 2,535,450 1,989,340 -8.7% -0.1% Total Committed Expenditures (2,082,140) (2,008,186) (2,865,515) (2,862,542) (1,996,201) 30.8% -30.3% Fund Balance Plus Reserves 522,974 1,151,239 276,739 824,147 817,286 -46.1% 195.3% Reserve for Debt Service 522,974 1,151,239 276,739 824,147 817,286 -46.1% 195.3% Fund Balance,December 31 0 0 0 0 0 N/A N/A w Council approved General Obligation Debt is also known as Limited Tax General Obligation Debt (LTGO) or Councilmanic Debt, The City maintains four funds to account for existing bond revenue and expenditures. Fund 201 maintains the revenue and expenditures for the 1997 debt issue associated with the Main and Grady building (new Renton City Hall) purchase and renovation. The remaining funds (207, 212, and 215) maintain the revenue and expenditures associated with various issues including but not limited to: the 1989 refunding issue for the City Shop facility; 1993 refunding issue for the golf course,library expansion,wetlands acquisition and various equipment rental needs; 1994 issue for various equipment rental additions and replacements; 1996 mini-bond issue for two fire pumper replacements;and the 1997 refunding issue of$2.6 million that refunded five separate LTGO issues. For more detail on any of these debt issues,see the separately published City of Renton Debt Manual. The most recent debt is the 1998 Certificates of Participation for lighting improvements in the new Main and Grady building. The outstanding balance for all limited term obligation debt as of January 1,2001 with be$20,370,737. 7-12 •• Fund 201 1997 Limited General Obligation Bond Fund (City Hall) 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Property Tax(General Levy) 740,000 735,000 735,000 735,000 735,765 0.0% 0.1% Investment Interest 0 0 765 236 0 0.0% -100.0% Ire TOTAL NEW REVENUE 740,000 735,000 735,765 735,236 735,765 0.0% 0.0% Use of Prior Year Revenue 0 0 3,000 0 0 100.0% -100.0% Yr TOTAL RESOURCES 740,000 735,000 738,765 735,236 735,765 0.4% -0.4% EXPENDITURES: to Debt Service:Interest 735,372 735,169 738,765 737,042 735,765 0.4% -0.4% TOTAL COMMITTED EXPENDITURES 735,372 735,169 738,765 737,042 735,765 0.4% -0.4% Increase to Reserves 0 0 0 0 0 N/A N/A w TOTAL EXPENDITURES 735,372 735,169 738,765 737,042 735,765 0.4% -0.4% Fund Balance,January 1 6,152 10,780 10,611 10,611 8,805 -1.6% -17.0% w Total New Revenue 740,000 735,000 735,765 735,236 735,765 0.0% 0.0% Total Committed Expenditures (735,372) (735,169) (738,765) (737,042) (735,765) 0.4% -0.4% Fund Balance Plus Reserves 10,780 10,611 7,611 8,805 8,805 -29.4% 15.7% io Reserve for Debt Service 10,780 10,611 7,611 8,805 8,805 -29.4% 15.7% Fund Balance,December 31 0 0 0 0 0 N/A N/A iw wil to tir No it Uw 41w rr ow 7-13 Fund 207 Limited General Obligation Bond Fund (Senior Center) 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Property Tax(General Levy) 0 0 0 0 500 N/A 100.0% Investment Interest 0 4,318 200 11,147 0 -33.3% -100.0% TOTAL NEW REVENUE 196,281 4,318 200 11,147 500 -33.3% 150.0% Use of Prior Year Revenue 0 0 35,000 0 0 100.0% -100.0% TOTAL RESOURCES 196,281 4,318 35,200 11,147 500 11633.3% -98.6% EXPENDITURES: Debt Service:Interest 9 3 200 9 500 0.0% 150.0% Trf-Out 207 to 316 0 0 35,000 35,000 0 100.0% -100.0% TOTAL COMMITTED EXPENDITURES 9 3 35,200 35,009 500 17500.0% -98.6% Increase to Reserves 0 0 0 0 0 -100.0% N/A TOTAL EXPENDITURES 9 3 35,200 35,009 500 11633.3% -98.6% Fund Balance,January 1 2,477 198,749 203,064 203,064 179,202 2.2% -11.8% lid Total New Revenue 196,281 4,318 200 11,147 500 -33.3% 150.0% Total Committed Expenditures (9) (3) (35,200) (35,009) (500) 17500.0% -98.6% Fund Balance Plus Reserves 198,749 203,064 168,064 179,202 179,202 -15.5% 6.6% 1 Reserve for Debt Service 198,749 203,064 168,064 179,202 179,202 -15.5% 6.6% Fund Balance,December 31 0 0 0 0 0 N/A N/A In May 1997, limited tax general obligation refunding bonds were issued in the amount of$2.8 million. The refunding amount apportional to the 1978 limited tax general obligation bonds for the Renton Senior Activity Center was 2.9 percent. The first annual principal and interest payment is due in December 2003. The equity allocation in 1998 was made in anticipation of the first payment. t' 7-14 +w Fund 212 1989 Limited General Obligation Refunding Bonds Fund (City Shops) lar 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 to REVENUE: Properly Tax(General Levy) 290,000 290,000 297,000 297,000 305,425 2.8% 2.8% Investment Interest 1,000 0 1,500 3,186 0 50.0% -100.0% No TOTAL NEW REVENUE 291,000 290,000 298,500 300,186 305,425 2.6% 2.3% Use of Prior Year Revenue 0 0 8,000 0 0 -15.6% -100.0% TOTAL RESOURCES 291,000 290,000 306,500 300,186 305,425 2.0% -0.4% ow EXPENDITURES: iw Debt Service:Principal 210,000 235,000 250,000 250,000 275,000 6.4% 10.0% Debt Service:Interest 80,913 65,392 56,500 56,455 30,425 -13.7% -46.2% TOTAL COMMITTED EXPENDITURES 290,913 300,392 306,500 306,455 305,425 2.0% -0.4% owIncrease to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 290,913 300,392 306,500 306,455 305,425 2.0% -0.4% Fund Balance,January 1 62,987 63,074 52,682 52,682 46,413 -16.5% -11.9% Total New Revenue 291,000 290,000 298,500 300,186 305,425 2.6% 2.3% Total Committed Expenditures (290,913) (300,392) (306,500) (306,455) (305,425) 2.0% -0.4% No Fund Balance Plus Reserves 63,074 52,682 44,682 46,413 46,413 -16.6% 3.9% Reserve for Debt Service 63,074 52,682 44,682 46,413 46,413 -16.6% 3.9% Fund Balance,December 31 0 0 0 0 0 N/A N/A WW go ow wr ow Wr iw tr %W sm 7-15 Fund 215 General Governmental Miscellaneous Debt Service 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Property Tax(General Levy) 100,000 125,000 231,400 231,400 0 85.1% -100.0% Real Estate Excise Tax 650,245 1,066,070 637,500 1,151,101 850,000 2.0% 33.3% Investment Interest 27,310 16,562 10,000 28,730 20,000 100.0% 100.0% Transfer in from Water Fund 0 77,612 77,650 77,650 77,650 0.0% 0.0% Transfer in from General Fund 0 321,889 0 0 0 -100.0% N/A TOTAL NEW REVENUE 777,555 1,607,133 956,550 1,488,881 947,650 -17.1% -0.9% Use of Prior Year Revenue 0 0 828,500 0 6,861 100.0% -99.2% TOTAL RESOURCES 777,555 1,607,133 1,785,050 1,488,881 954,511 54.6% -46.5% EXPENDITURES: Debt Service:Principal 359,418 804,976 836,720 826,025 856,448 3.9% 2.4% Debt Service:Interest 96,428 167,646 128,330 138,011 98,063 -23.5% -23.6% Trf-Out 215 To 316/Excess Reet 350,000 0 820,000 820,000 0 100.0% -100.0% Trf-Out to 317/Sidewalk Program 250,000 0 0 0 0 N/A N/A TOTAL COMMITTED EXPENDITURES 1,055,846 972,622 1,785,050 1,784,036 954,511 83.5% -46.5% Increase to Reserves 0 0 0 0 0 -100.0% N/A TOTAL EXPENDITURES 1,055,846 972,622 1,785,050 1,784,036 954,511 54.6% -46.5% Fund Balance,January 1 528,662 250,371 884,882 884,882 589,727 253.4% -33.4% Total New Revenue 777,555 1,607,133 956,550 1,488,881 947,650 -17.1% -0.9% Total Committed Expenditures (1,055,846) (972,622) (1,785,050) (1,784,036) (954,511) 83.5% -46.5% Fund Balance Plus Reserve 250,371 884,882 56,382 589,727 582,866 -87.0% 933.8% Reserve for Debt Service 250,371 884,882 56,382 589,727 582,866 -87.0% 933.8% Fund Balance,December 31 0 0 0 0 0 N/A N/A F 7-16 fto Fund 213/219 Unlimited General Obligation Bond Funds im 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 60 REVENUE: Property Tax(Voted Levy) 1,390,793 1,339,623 1,275,000 1,275,912 636,025 0.4% 0.4% Investment Interest 6,089 23,222 12,500 39,821 12,500 -37.5% 0.0% k1w TOTAL NEW REVENUE 1,396,882 1,362,845 1,287,500 1,315,733 648,525 8.8% 0.4% Use of Prior Yr Revenue 0 0 0 0 0 -100.0% N/A TOTAL REVENUE 1,396,882 1,362,845 1,287,500 1,315,733 648,525 1.0% 0.4% so EXPENDITURES: Debt Service:Principal 930,000 980,000 1,045,000 1,045,000 460,000 5.4% 6.6% Debt Service:Interest 339,088 284,227 242,500 229,020 188,525 -11.0% -19.8% TOTAL COMMITTED EXPENDITURES 1,269,088 1,264,227 1,287,500 1,274,020 648,525 1.0% 0.4% Increase for Designated Fund Balance 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 1,269,088 1,264,227 1,287,500 1,274,020 648,525 1.0% 0.4% Fund Balance,January 1 877,162 1,004,956 1,103,574 1,103,574 1,145,287 14.6% 9.8% Total New Revenue 1,396,882 1,362,845 1,287,500 1,315,733 648,525 8.8% 0.4% Total Committed Expenditures (1,269,088) (1,264,227) (1,287,500) (1,274,020) (648,525) 1.0% 0.4% Designated Fund Balance 1,004,956 1,103,574 1,103,574 1,145,287 1,145,287 27.8% 9.8% Fund Balance,December 31 0 0 0 0 0 N/A N/A `v Voter-Approved(Unlimited) General Obligation Debt includes the 1993$4.7 million taxable refunding issue for the purchase of Gene Coulon Memorial Beach Park development, the 1989$5.5 million issue to provide housing for low-income elderly residents,and the 1993$4.3 million refunding issue for the some housing bonds. The balance outstanding as of December 31, 1998 was$5.9 million. The debt is funded by a voter-approved excess property tax levy. The original funded Housing ilii' Bonds will be refired in 1999. The City then will be paying debt on the refunded bonds. irlr Itir rlr �' 7-17 Fund 213 1983 Unlimited General Obligation Refunding Bond Fund (Coulon Park) 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Property Tax(Voted Levy) 786,107 803,774 765,000 765,547 135,440 0.7% -82.3% Investment Interest 2,630 14,496 7,500 24,212 7,500 0.0% 0.0% TOTAL NEW REVENUE 788,737 818,270 772,500 789,759 142,940 0.7% -81.5% Use of Prior Yr Revenue 0 0 0 0 0 N/A N/A TOTAL REVENUE 788,737 818,270 772,500 789,759 142,940 0.7% -81.5% EXPENDITURES: Debt Service:Principal 655,000 680,000 730,000 730,000 130,000 7.4% -82.2% Debt Service:Interest 115,424 78,367 42,500 37,805 12,940 -51.4% -69.6% TOTAL COMMITTED EXPENDITURES 770,424 758,367 772,500 767,805 142,940 0.7% -81.5% Increase for Designated Fund Balance 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 770,424 758,367 772,500 767,805 142,940 0.7% -81.5% Fund Balance,January 1 524,625 542,938 602,841 602,841 624,795 11.0% 3.6% Total New Revenue 788,737 818,270 772,500 789,759 142,940 0.7% -81.5% Total Committed Expenditures (770,424) (758,367) (772,500) (767,805) (142,940) 0.7% -81.5% Designated Fund Balance 542,938 602,841 602,841 624,795 624,795 11.0% 3.6% Fund Balance,December 31 0 0 0 0 0 N/A N/A „rte 7-18 '" Fund 219 1989 Unlimited General Obligation Bond Fund (Senior Housing) t. 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 No REVENUE: Property Tax(Voted Levy) 604,686 535,849 510,000 510,365 500,585 0.0% -1.8% 60 Investment Interest 3,459 8,726 5,000 15,609 5,000 0.0% 0.0% TOTAL NEW REVENUE 608,145 544,575 515,000 525,974 505,585 0.0% -1.8% Use of Prior Yr Revenue 0 0 0 0 0 N/A N/A it TOTAL REVENUE 608,145 544,575 515,000 525,974 505,585 0.0% -1.8% EXPENDITURES: or Debt Service:Principal 275,000 300,000 315,000 315,000 330,000 5.0% 4.8% Debt Service:Interest 223,664 205,860 200,000 191,215 175,585 -7.0% -12.2% TOTAL COMMITTED EXPENDITURES 498,664 505,860 515,000 506,215 505,585 0.0% -1.8% Increase for Designated Fund Balance 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 498,664 505,860 515,000 506,215 505,585 0.0% -1.8% Fund Balance,January 1 352,537 462,018 500,733 500,733 520,492 8.4% 3.9% Total New Revenue 608,145 544,575 515,000 525,974 505,585 0.0% -1.8% Total Committed Expenditures (498,664) (505,860) (515,000) (506,215) (505,585) 0.0% -1.8% Designated Fund Balance 462,018 500,733 500,733 520,492 520,492 8.4% 3.9% Fund Balance,December 31 0 0 0 0 0 N/A N/A to be to No iW 0 wr 6W iwr 7-19 Fund 220 L.I.D. Debt Service 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: LID Assessments&Interest 741,579 843,317 431,678 435,165 376,068 -12.6% -12.9% Investment Interest 14,854 15,150 7,000 37,769 0 7.7% -100.0% TOTAL NEW REVENUE 756,433 858,467 438,678 472,934 376,068 -12.4% -14.3% Use of Prior Yr Revenue 0 0 99,000 0 0 -60.6% -100.0% TOTAL RESOURCES 756,433 858,467 537,678 472,934 376,068 -28.5% -30.1% EXPENDITURES: oil Operating Transfer-Out 50,950 0 95,000 92,898 0 105.6% -100.0% Debt Service:Principal 500,000 655,000 380,000 360,000 195,000 -38.7% -48.7% Debt Service:Interest 123,564 90,303 62,678 44,744 35,995 -26.8% -42.6% TOTAL COMMITTED EXPENDITURES 674,514 745,303 537,678 497,642 230,995 -28.5% -57.0% Increase to Reserves 0 0 0 0 145,073 N/A 100.0% TOTAL EXPENDITURES 674,514 745,303 537,678 497,642 376,068 -28.5% -30.1% lk Fund Balance,January 1 204,343 286,262 399,426 399,426 374,718 39.53% -6.2% Total New Revenue 756,433 858,467 438,678 472,934 376,068 -12.38% -14.3% Total Committed Expenditures (674,514) (745,303) (537,678) (497,642) (230,995) -28.49% -57.0% Designated Fund Balance 286,262 399,426 300,426 374,718 519,791 756.84% 73.0% Fund Balance,December 31 0 0 0 0 0 N/A N/A The Local Improvement District (LID) Debt Service Fund accounts for assessment collections and debt service payments for the LID's located within the City. A LID is created to construct public improvements deemed to benefit the property owners such as sidewalks or sewer lines. The City sells bonds to finance these projects. The benefited property owners are billed for their share and given an extended period of time to repay their assessments plus interest. fi Illli� ti. 7-20 Fund 221 L.I.D. Guaranty Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 to REVENUE: Investment Interest 33,961 17,342 9,500 8,625 0 -43.5% -100.0% iris TOTAL NEW REVENUE 33,961 17,342 9,500 8,625 0 -43.5% -100.0% Use of Prior Yr Revenue 0 0 90,500 0 0 -50.6% -100.0% TOTAL RESOURCES 33,961 17,342 100,000 8,625 0 -50.0% -100.0% 60 EXPENDITURES: Transfers-Out 605,000 200,000 100,000 100,000 0 -50.0% -100.0% to TOTAL COMMITTED EXPENDITURES 605,000 200,000 100,000 100,000 0 -50.0% -100.0% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 605,000 200,000 100,000 100,000 0 -50.0% -100.0% +r Fund Balance,January 1 990,732 419,693 237,035 237,035 145,660 -43.5% -38.5% Total New Revenue 33,961 17,342 9,500 8,625 0 -43.5% -100.0% ON Total Committed Expenditures (605,000) (200,000) (100,000) (100,000) 0 -50.0% -100.0% Designated Fund Balance 419,693 237,035 146,535 145,660 145,660 -38.0% -0.6% Fund Balance,December 31 0 0 0 0 0 N/A N/A rr The Local Improvement District (LID) Guaranty Fund was established in accordance with State law for the purpose of guaranteeing the payment of outstanding LID bonds and coupons. Payments are made from this to fund if sufficient monies are not collected from LID assessments during the prescribed time period. State law requires that this fund be maintained as long as there are any outstanding LID bonds. Sources of revenue to this fund can include general property taxes, investment interest, and any surplus remaining in an LID after all obligations have been met. State law allows transfers from this fund to the General Fund,limited to an amount 60 not less than 10 percent of the net outstanding obligations guaranteed by the fund. aw IW so +rr gar 7-21 Fund 301 City Hall Capital Improvement Project Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Investment Interest 309,491 94,786 0 0 0 -100.0:1 N/A Sales of Plans for Main&Grady 7,743 0 0 0 0 N/A N/A TOTAL NEW REVENUE 317,234 94,786 0 0 0 -100.0% N/A Use of Prior Yr Revenue 0 0 0 0 0 -100.0% N/A TOTAL RESOURCES 317,234 94,786 0 0 0 -100.0% N/A EXPENDITURES: Professional Services 60,186 59,990 0 0 0 N/A N/A Improvements 4,627,247 2,861,068 0 0 0 -100.0% N/A TOTAL COMMITTED EXPENDITURES 4,687,433 2,921,058 0 0 0 -100.0% N/A 1 Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 4,687,433 2,921,058 0 0 0 -100.0% N/A Fund Balance,January 1 7,196,470 2,826,272 0 0 0 -100.0% N/A Total New Revenue 317,234 94,786 0 0 0 -100.0% N/A Total Committed Expenditures (4,687,433) (2,921,058) 0 0 0 -100.0% N/A Designated Fund Balance 2,826,272 0 0 0 0 -100.0% N/A Fund Balance,December 31 0 0 0 0 0 N/A N/A Fund 301 was established in 1997 to account for resource and expenditures related to the purchase and remodeling of the office building at the comer of Main Ave South and South Grady Way for the new Renton City Hall. Limited General Obligation Bonds were issued in 1997 for$14.7 million and the building was purchased in May 1997. Remodeling started in 1998 and six of the seven floors were occupied by late summer. Resources not expended in 1998 were carried forward to 1999 to complete the remaining remodeling work and complete all contract transactions encumbered in 1998. 7-22 Fund 303 Community Development Impact Mitigation Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 IN REVENUE: Community Dev.Mitigation Fees 170,626 223,648 100,000 367,547 175,000 0.0% 75.0% Investment Interest 34,390 31,422 21,000 27,564 25,000 2.4% 19.0% ift Residual Equity Transfer in Frm 105 0 569,732 0 0 0 N/A N/A TOTAL NEW REVENUE 205,016 824,802 121,000 395,111 200,000 0.4% 65.3% frm Use of Prior Yr.Revenue 0 0 0 0 350,000 -100.0% 100.0% TOTAL RESOURCES 205,016 824,802 121,000 395,111 550,000 -77.8% 354.5% EXPENDITURES: Community Dev.Mitigation Proj 193,467 195,907 121,000 22,416 550,000 -77.8% 354.5% Transfer out to 316/Piazza 0 200,000 0 0 0 N/A N/A TOTAL COMMITTED EXPENDITURES 193,467 395,907 121,000 22,416 550,000 -77.8% 354.5% Yrr Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 193,467 395,907 121,000 22,416 550,000 -77.8% 354.5% Fund Balance,January 1 553,456 0 428,895 428,895 428,895 -24.1% 0.0% Total New Revenue 205,016 824,802 121,000 395,111 200,000 0.4% 65.3% Total Committed Expenditures (193,467) (395,907) (121,000) (22,416) (550,000) -77.8% 354.5% Designated Fund Balance 565,005 428,895 428,895 801,590 78,895 204.1% -81.6% Fund Balance,December 31 0 0 0 0 0 N/A N/A Beginning in 1999, Fund 303 was created for the purpose of identifying Community Development Impact Mitigation revenue and expenditures. Previously,Transportation, Fire,and Community Development(Park) mitigation activities IN were budgeted in Fund 105. The Designated Fund Balance is for identified projects in the 2001-2006 CIP. ift kv trr Irr 7-23 Fund 304 Fire Impact Mitigation Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Fire Mitigation Fees 758,531 595,118 450,000 805,359 300,000 0.0% -33.3% Investment Interest 163,665 124,997 45,000 155,098 100,000 -25.0% 122.2% Residual Equity Transfer in Frm 105 0 2,916,766 0 0 0 N/A N/A TOTAL NEW REVENUE 922,196 3,636,881 495,000 960,457 400,000 -2.9% -19.2% Use of Prior Yr Revenue 0 0 1,055,000 0 1,700,000 44.5% 61.1% TOTAL RESOURCES 922,196 3,636,881 1,550,000 960,457 2,100,000 25.0% 35.5% EXPENDITURES: Fire Mitigation Projects 730,963 689,222 1,550,000 1,436,825 2,100,000 25.0% 35.5% TOTAL COMMITTED EXPENDITURES 730,963 689,222 1,550,000 1,436,825 2,100,000 25.0% 35.5% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 730,963 689,222 1,550,000 1,436,825 2,100,000 25.0% 35.5% Fund Balance,January 1 2,736,518 0 2,947,659 2,947,659 2,471,291 0.7% -16.2% Total New Revenue 922,196 3,636,881 495,000 960,457 400,000 -2.9% -19.2% Total Committed Expenditures (730,963) (689,222) (1,550,000) (1,436,825) (2,100,000) 25.0% 35.5% Designated Fund Balance 2,927,751 2,947,659 1,892,659 2,471,291 771,291 -13.9% -59.2% Fund Balance,December 31 0 0 0 0 0 N/A N/A Beginning in 1999, Fund 304 was created for the purpose of identifying Fire Impact Mitigation revenue and expenditures. Previously, Transportation, Fire, and Community Development (Park) mitigation activities were budgeted in Fund 105.The Designated Fund Balance is for identified projects in the 2001-2006 CIP. J ;: 7-24 60 Fund 305 Transportation Impact Mitigation Fund im 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Acutal Budget 99-2000 00-01 it REVENUE: Transportation Mitigation Fees 973,729 855,407 500,000 775,180 500,000 0.0% 0.0% im Investment Interest 163,305 160,787 85,000 271,491 100,000 0.0% 17.6% Transfer in from 317 0 767,341 0 0 0 -100.0% N/A Residual Equity Transfer in Frm 105 0 2,830,099 0 0 0 N/A N/A to Contributions 1,974,897 0 0 0 0 N/A N/A TOTAL NEW REVENUE 3,111,931 4,613,634 585,000 1,046,671 600,000 -56.7% 2.6% Use of Prior Yr Revenue 0 0 421,360 0 491,627 100.0% 16.7% TOTAL RESOURCES 3,111,931 4,613,634 1,006,360 1,046,671 1,091,627 -25.6% 8.5% EXPENDITURES: Transport Mitigation Projects 3,562,393 140,107 0 0 0 -100.0% N/A Transfer out to 317 0 43,268 1,006,360 1,006,360 1,091,627 2225.9% 8.5% �e TOTAL COMMITTED EXPENDITURES 3,562,393 183,375 1,006,360 1,006,360 1,091,627 6.7% 8.5% Increase to Reserves 0 0 - 0 0 0 -100.0% N/A TOTAL EXPENDITURES 3,562,393 183,375 1,006,360 1,006,360 1,091,627 -25.6% 8.5% Fund Balance,January 1 3,274,304 0 4,430,259 4,430,259 4,470,570 56.9% 0.9% Total New Revenue 3,111,931 4,613,634 585,000 1,046,671 600,000 -56.7% 2.6% Total Committed Expenditures (3,562,393) (183,375) (1,006,360) (1,006,360) (1,091,627) 6.7% 8.5% Designated Fund Balance 2,823,842 4,430,259 4,008,899 4,470,570 3,978,943 24.0% -0.7% Fund Balance,December 31 0 0 0 0 0 N/A N/A Fund 305 was created in 1999 for the purpose of identifying Transportation Impact Mitigation revenue and expenditures. Previously, Transportation, Fire, and Community Development (Park) mitigation activities were budgeted in Fund 105. The Designated Fund Balance is for identified projects in the 2001-2006 Capital Improvement Program(CIP)and the 2001-2006 Transportation Capital Improvement Program(TCIP). io m to im to rr Irr 7-25 tz Fund 306 Leased City Properties 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Property Tax 0 70,000 52,500 52,500 0 100.0% -100.0% Investment Interest 0 0 0 16,674 0 N/A N/A Sale of General Fixed Assets 0 0 0 100 0 N/A N/A Interfund Loan Proceeds 0 300,000 1,000,000 0 0 325.5% -100.0% Transfer in from 316 0 300,000 0 700,000 0 -100.0% N/A Leases/200 Mill Ave 8,RCH 0 35,888 320,000 188,042 427,100 100.0% 33.5% TOTAL NEW REVENUE 0 705,888 1,372,500 957,316 427,100 156.5% -68.9% Use of Prior Yr.Revenue 0 0 180,000 0 0 N/A -100.0% TOTAL RESOURCES 0 705,888 1,552,500 957,316 427,100 100.0% -72.5% EXPENDITURES: Regular Salaries 0 0 25,200 6,967 50,400 100.0% 100.0% Personnel Benefits 0 0 9,800 2,105 19,600 100.0% 100.0% Property Management Services 0 83,900 201,972 181,856 36,000 100.0% -82.2% Upgrades/Improvements-200 Mill Ave 0 441,257 1,005,528 355,238 74,000 87.9% -92.6% Upgrades/Improvements-RCH 0 0 310,000 280,708 0 100.0% -100.0% Tfr-Out to 316 0 0 0 123,000 247,100 N/A 100.0% TOTAL COMMITTED EXPENDITURES 0 525,157 1,552,500 949,874 427,100 190.2% -72.5% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 0 525,157 1,552,500 949,874 427,100 100.0% -72.5% Fund Balance,January 1 0 0 180,731 180,731 188,173 100.0% 4.1% Total New Revenue 0 705,888 1,372,500 957,316 427,100 156.5% -68.9% Total Committed Expenditures 0 (525,157) (1,552,500) (949,874) (427,100) 100.0% -72.5% Designated Fund Balance 0 180,731 731 188,173 188,173 100.0% 25641.9% Fund Balance,December 31 0 0 0 0 0 N/A N/A Beginning in 1999,Fund 306 is created for the purpose of identifying Leased City Properties revenue and expenditures. 41 7-26 Fund 316 6W Municipal Facilities Capital Improvement Fund 1998 1999 2000 2000 2001 %Chg Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Property Tax 0 200,000 0 0 0 N/A N/A Sales Tax 0 0 300,000 300,000 400,000 50.0% 33.3% Real Estate Excise Tax 1,618,245 1,175,468 637,500 1,107,100 850,000 100.0% 33.3% Additional 1/4%REET 0 0 0 0 0 -100.0% N/A Investment Interest 199,973 350,318 200,000 308,093 200,000 -20.0% 0.0% K City Arts Comm/CARCO HVAC 0 0 0 0 N/A N/A Sale of General Fixed Assets 338,677 0 355,000 661,176 350,000 100.0% -1.4% Sale of Plans&Specs/Parks 775 0 0 0 0 N/A N/A EPA Grant-Port Quendall 0 0 0 136,220 0 N/A N/A CDBG 0 0 72,000 250,321 0 80.0% -100.0% Other Grants 0 0 0 128,513 0 N/A N/A Valley Com 0 120,956 0 0 0 -100.0% N/A Insurance Proceeds/Highlands CC 0 528,283 0 270,166 0 N/A N/A Port Quendall Donations 0 39,000 729,000 0 0 100.0% -100.0% Misc.Revenue 0 0 0 0 0 N/A N/A Interfund Loan Repayment Proceeds 0 0 300,000 123,000 0 100.0% -100.0% Residual Equity Transfer-LTG Funds&221 0 0 955,000 955,000 0 100.0% -100.0% Trf-In 101/fund Balance 195,778 0 550,000 550,000 0 100.0% -100.0% Trf-In/000/Main&Grady Equip 470,000 0 0 0 0 N/A N/A Trf-In/000 Gen Fund 3,007,108 2,047,100 1,560,051 1,560,051 1,000,000 -23.8% -35.9% Trf-In/LID Guar Fund 0 200,000 0 0 0 -100.0% N/A Trf-In/104/ADA Improvements 0 0 0 0 0 N/A N/A Trf-In 215/Excess REET 350,000 0 0 0 0 N/A N/A Trf-In/303 Parks Mitigation/Piazza 0 200,000 0 0 0 -100.0% N/A Trf-In 306 Leased City Properties 0 0 0 0 247,100 N/A 100.0% Trf-In 103/Fund Balance 41,866 0 0 0 0 N/A N/A Trf-In/LID Guar-LID Closed 60,000 0 0 0 0 N/A N/A TOTAL NEW REVENUE 6,282,422 4,861,125 5,658,551 6,349,640 3,047,100 53.3% -46.2% Use of Prior Yr Revenue 0 0 5,307,409 0 0 -27.5% -100.0% TOTAL RESOURCES 6,282,422 4,861,125 10,965,960 6,349,640 3,047,100 -0.4% -72.2% EXPENDITURES: Technology Plan/ComputerAcq 682,418 1,055,349 1,125,000 656,552 907,600 -28.6% -19.3% Copier Acquisitions 75,149 67,300 75,000 64,481 75,000 0.0% 0.0% Phone System 0 548,059 150,000 59,140 0 -70.0% -100.0% Police/Fre Projects 356,617 160,082 45,000 920 0 -78.0% -100.0% Library Projects 100 1,467 160,000 118,717 0 88.2% -100.0% Econ Dev/Neighbrhds/Strat Ping Proj 3,294 269,385 1,132,880 505,423 414,500 146.6% -63.4% Main&Grady Access 559,676 875,716 1,289,290 1,228,016 0 -34.4% -100.0% Downtown Redevelopment(Public Sq) 296,089 1,179,066 2,703,170 440,532 0 80.9% -100.0% Municipal Facilities(incl Parks Proj) 811,315 1,377,888 4,235,620 1,994,360 1,150,000 10.3% -72.8% Main&Grady Equipment 731,857 357,785 0 0 0 -100.0% N/A iso Performing Arts Center 0 0 50,000 0 200,000 100.0% 300.0% Valley Com Center 0 0 0 0 300,000 N/A 100.0% Interfund Loan Payment to 306 0 300,000 0 700,000 0 N/A N/A Trf-Out/101/Contract Landscape Maint 0 0 0 0 N/A N/A Trf-Out/301/Main&Grady Improv 0 0 0 0 N/A N/A Trf-Out/306/Old City Hall Upgrades 0 300,000 0 0 0 -100.0% N/A Trf-Out/317/Lo an Ave Pipeline 5,735 0 0 0 0 N/A N/A TOTAL COMMITTED EXPENDITURES 3,522,250 6,492,097 10,965,960 5,768,141 3,047,100 7.4% -72.2% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 3,522,250 6,492,097 10,965,960 5,768,141 3,047,100 -0.4% -72.2% Fund Balance,January 1 4,178,209 6,938,381 5,307,409 5,307,409 5,888,908 -23.5% 11.0% Total New Revenue 6,282,422 4,861,125 5,658,551 6,349,640 3,047,100 53.3% -46.2% Total Committed Expenditures 3,522,250 6,492,097 10,965,960 5,768,141 3,047,100 -0.4% -72.2% Fund Balance Plus Reserves 6,938,381 5,307,409 0 5,888,908 5,888,908 -100.0% 100.0% Reserve for Downtown Redevelopment 800,000 800,000 0 0 0 -100.0% N/A Fund Balance,December 31 6,138,381 4,507,409 0 5,888,908 5,888,908 -100.0% 100.0% The purpose of this fund is to accumulate resources to fund facility improvements and renovations,various property acquisitions for parks and City space needs,parks development and equipment,and major capital requirements such as computer technology and copier needs benefiting all general governmental City operations. 7-27 Fund 317 Transportation Capital Improvement Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Per Capita Business License Fees 2,059,440 2,047,940 1,872,000 1,927,600 2,000,000 16.4% 6.8% Transportation Grants 7,862,229 1,397,029 2,407,486 2,498,837 2,059,241 -59.4% -14.5% Local Vehicle License Fee/Transp 396,664 426,142 350,000 437,915 350,000 0.0% 0.0% Charges for Svcs/Plan Sales,Misc 77,984 438 0 778 0 N/A N/A Intergov Service/KC/Oakdsl,etc. 45,257 0 0 0 0 N/A N/A Miscellaneous 6,541 0 40,000 30,000 0 100.0% -100.0% Sale of Property-Logan Pipeline 0 0 0 363,282 0 N/A N/A Trf-In Fm 316/Logan Ave Pipeline 5,735 0 0 0 0 N/A N/A Trf-In Fm 000 1,675,000 243 0 46,936 0 N/A N/A Trf-In Fm 103 0 365,000 100,000 100,000 0 -72.6% -100.0% Trf-In Fm 305 93,516 43,268 1,006,360 1,006,360 1,091,627 2225.9% 8.5% Trf-In Fm Arterial Str Fd/Overlay Prgrr 320,000 343,180 353,500 353,500 353,500 3.0% 0.0% Proposed Transportation Grants 0 0 2,799,995 0 0 100.0% -100.0% TOTAL NEW REVENUE 12,542,366 4,623,240 8,929,341 6,765,208 5,854,368 -0.7% -34.4% t Use of Prior Yr Revenue 0 0 5,668,159 0 942,080 -19.4% -83.4% TOTAL RESOURCES 12,542,366 4,623,240 14,597,500 6,765,208 6,796,448 -8.9% -53.4% EXPENDITURES: TBZ Planning Studies 0 0 10,000 0 10,000 0.0% 0.0% Transportation Projects 6,148,562 6,339,498 14,587,500 5,207,795 6,786,448 -8.9% -53.5% TOTAL COMMITTED EXPENDITURES 6,148,562 6,339,498 14,597,500 5,207,795 6,796,448 -8.9% -53.4% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 6,148,562 6,339,498 14,597,500 5,207,795 6,796,448 -8.9% -53.4% Fund Balance,January 1 990,613 7,384,417 5,668,159 5,668,159 7,225,572 -23.2% 27.5% Total New Revenue 12,542,366 4,623,240 8,929,341 6,765,208 5,854,368 -0.7% -34.4% Total Committed Expenditures (6,148,562) (6,339,498) (14,597,500) (5,207,795) (6,796,448) -8.9% -53.4% Fund Balance Plus Reserves 7,384,417 5,668,159 0 7,225,572 6,283,492 -100.0% 100.0% Fund Balance,December 31 7,384,417 5,668,159 0 7,225,572 6,283,492 -100.0% 100.0% Investment earnings generated on the fund balance throughout the year are credited to the General Fund. Mitigation revenue is transferred to this fund as project funding is needed. w� 7-28 an Fund 320 Local Improvement District (L.I.D.) Construction Fund 10 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 11111111 REVENUE: Investment Interest 5,498 2,020 0 0 0 N/A N/A LID Bond Proceeds 0 38,990 0 0 0 N/A N/A rrr TOTAL NEW REVENUE 5,498 41,010 0 0 0 N/A N/A Use of Prior Yr Revenue 0 0 0 0 0 -100.0% N/A it TOTAL RESOURCES 5,498 41,010 0 0 0 -100.0% N/A EXPENDITURES: Capital Outlay 19,426 0 0 0 0 N/A N/A n Interfund Loan Disbursements 0 148,000 0 0 0 -100.0% N/A Residitual Equity Transfer Out 0 1,538 0 0 0 N/A N/A Road and Street Construction 0 7,917 0 0 0 N/A N/A TOTAL COMMITTED EXPENDITURES 19,426 157,455 0 0 0 -100.0% N/A Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 19,426 157,455 0 0 0 -100.0% N/A Fund Balance,January 1 130,372 116,445 0 0 0 -100.0% N/A Total New Revenue 5,498 41,010 0 0 0 N/A N/A Total Committed Expenditures (19,426) (157,455) 0 0 0 -100.0% N/A Fund Balance,December 31 116,445 0 0 0 0 -100.0% N/A ilr The Local Improvement District Construction Fund accounts for the construction phase of a Local Improvement District (LID),which is created to construct public improvements deemed to benefit property owners. The City ()lr sells bonds to finance these projects and the benefited property owners are billed for their share and given an extended period of time to pay their assessments plus interest. During the construction of an LID project, the City issues short term debt,or secures an interfund loan for financing. Once the project is complete,long term financing replaces the short term debt and the LID is transferred to the debt service fund(220)for accounting. +rr rr r 7-29 Fund 401 Waterworks Utility Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Water Collections 7,512,081 5,588,020 5,472,465 5,703,375 5,749,350 1.4% 5.1% Wastewater(City) 3,706,323 2,912,836 3,142,408 3,017,676 3,301,409 5.6% 5.1% Metro Revenue 6,349,445 6,202,313 6,487,450 6,264,685 6,550,000 2.3% 1.0% Surface Water Fees&Charges 2,382,792 2,106,954 1,936,987 1,859,485 1,949,316 -8.4% 0.6% Other Utility Fees&Charges 266,160 363,022 225,900 339,041 337,600 1.8% 49.4% WSDOT Reimb/1-405 Retention Pond 0 14,472 10,000 0 0 -66.7% -100.0% Interfund Revenue 905,671 857,077 896,448 1,158,253 781,800 13.3% -12.8% Investment Interest 336,773 105,740 135,000 142,205 105,000 -51.9% -22.2% Other Misc Revenue 81,455 173,849 105,434 186,663 121,100 1.5% 14.9% Water Installation 224,769 155,756 135,000 176,166 135,000 -3.6% 0.0% Operating Transfers-In 0 0 0 0 N/A N/A N/A N/A TOTAL NEW REVENUE 21,765,469 18,480,039 18,547,092 18,847,549 19,030,575 0.8% 2.6% Use of Prior Yr Revenue 0 0 649,958 0 115,449 -50.0% -82.2% TOTAL RESOURCES 21,/65,469 18,480,039 19,1 Y1,030 18,847,54Y 19,146,024 -2.5% -0.3�6 EXPENDITURES: Regular Salaries 2,148,779 2,267,568 2,446,107 2,453,092 2,622,695 2.0% 7.2% Part Time Salaries 79,728 32,514 84,881 34,516 84,881 2.0% 0.0% Overtime 73,260 59,078 87,405 38,213 90,100 3.1% 3.1% Personnel Benefits 671,377 692,258 742,224 721,322 780,584 -3.4% 5.2% Supplies 531,575 551,025 702,421 573,516 712,724 0.9% 1.5% Professional Services 140,478 167,648 145,725 95,903 163,243 -33.0% 12.0% Postage/Telephone/Other 1,765 2,767 11,916 10,158 11,524 0.1% -3.3% Travel/Training 15,480 11,912 26,619 11,552 27,380 -6.3% 2.9% Other Rentals 8,269 16,158 12,286 6,825 12,410 0.6% 1.0% Equipment Rental 493,521 466,926 520,531 520,531 467,100 2.3% -10.3% Insurance 76,149 77,000 77,680 77,680 83,693 1.0% 7.7% Public Utility Services 462,037 591,063 617,571 566,314 669,096 0.6% 8.3% Metro Sewer 6,153,678 6,812,587 6,487,450 6,019,998 6,661,800 2.3% 2.7% Repairs&Maintenance 264,770 264,651 159,348 111,507 177,974 1.0% 11.7% Miscellaneous 22,403 97,312 37,969 35,783 41,215 -79.1% 8.5% State Tax 527,548 532,938 555,979 531,066 578,800 0.5% 4.1% Interfund Taxes 1,198,954 1,197,276 1,205,848 1,271,201 1,250,006 0.7% 3.7% Operating Transfers Out/451 Debt Svc 3,122,199 0 0 0 0 N/A N/A Operating Transfers Out/215 Debt Svc 0 77,612 77,650 77,650 77,650 0.0% 0.0% IIS Residual Equity Transfers Out 5,802,827 2,319,000 1,957,000 1,957,000 1,436,700 -15.6% -26.6% Capital Outlay 47,597 198,468 134,860 65,870 35,200 -58.4% -73.9% Debt Service:Principal 516,214 616,518 731,561 699,746 748,246 3.3% 2.3% Debt Service:Interest 86,981 122,578 135,450 128,504 155,450 -3.4% 14.8% Interfund Payments 2,162,137 2,217,752 2,238,569 2,290,041 2,257,553 2.0% 0.8% TOTAL COMMITTED EXPENDITURES 24,607,726 19,392,609 19,197,050 18,297,988 19,146,024 -2.5% -0.3% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 24,607,726 19,392,609 19,197,050 18,297,988 19,146,024 -2.5% -0.3% Fund Balance,January 1 5,691,381 2,849,124 1,936,554 1,936,554 2,486,115 -32.0% 28.4% Total New Revenue 21,765,469 18,480,039 18,547,092 18,847,549 19,030,575 0.8% 2.6% Total Committed Expenditures (24,607,726) (19,392,609) (19,197,050) (18,297,988) (19,146,024) -2.5% -0.3% Fund a ance Plus Reserves - Year End Operating Reserves 1,318,016 1,168,344 1,168,897 1,096,838 1,198,146 -1.1% 2.5% Fund a ance,December - A separate fund (451) was established in 1998 for revenue bond debt service payments and bond reserves. The only debt service remaining in Fund 401 consists of Public Works Trust Fund Loan payments.A portion of water,wastewater, and surface water fees are allocated to Fund 451 in order to make revenue bond debt payments. 7-30 No Fund 402 Airport Fund go 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 io REVENUE: FAA Grants 0 574,468 642,000 0 517,000 28.4% -19.5% Charges for Services 6,599 7,558 7,000 7,738 7,000 0.0% 0.0% IW Investment Interest 160,993 101,057 80,000 216,778 80,000 0.0% 0.0% Airport Leases 892,568 712,996 627,000 645,036 691,000 0.0% 10.2% Runway 15 Safety Improvement 0 0 0 97,636 0 wo FAA Airport Improvement 0 0 0 17,957 0 Other Miscellaneous Revenue (681) 9,516 0 12,431 0 N/A N/A TOTAL NEW REVENUE 1,059,479 1,405,595 1,356,000 997,576 1,295,000 11.7% -4.5% Orli Use of Prior Yr Revenue 0 0 565,428 0 45,500 -54.4% -92.0% TOTAL RESOURCES 1,059,479 1,405,595 1,921,428 997,576 1,340,500 -21.7% -30.2% EXPENDITURES: Regular Salaries 128,606 132,561 135,769 138,384 143,323 1.5% 5.6% Part Time Salaries 35,175 31,607 70,415 28,850 73,935 2.0% 5.0% Overtime 3,232 3,908 3,959 5,895 4,100 1.5% 3.6% ills Personnel Benefits 40,588 39,504 41,996 38,097 43,805 -6.5% 4.3% Supplies 1,853 9,717 33,050 18,603 33,380 821.6% 1.0% Professional Services 4,235 13,165 40,333 5,000 119,235 0.8% 195.6% Postage/Telephone/Other 315 234 1,022 33 259 1.1% -74.7% Travel/Training 0 70 2,142 187 2,163 1.0% 1.0% Other Rentals 1,000 1,000 22,392 1,000 22,616 1.0% 1.0% Equipment Rental 29,616 30,360 30,425 30,425 35,574 0.2% 16.9% Insurance 18,730 12,200 11,925 31,925 24,069 1.0% 101.8% Public Utility Services 61,577 61,566 69,367 59,448 73,751 1.0% 6.3% Ila Repairs&Maintenance 28,308 10,428 63,692 96,709 64,329 1.0% 1.0% Miscellaneous 252 55 1,992 136 2,012 1.0% 1.0% Interfund Payments 41,700 42,695 42,949 43,081 42,949 2.0% 0.0% to SUBTOTAL OPERATING BUDGET 395,187 389,070 571,428 497,773 685,500 5.2% 20.0% Airport Capital Improvements 767,484 630,468 1,350,000 151,952 655,000 -29.4% -51.5% TOTAL COMMITTED EXPENDITURES 1,162,671 1,019,538 1,921,428 649,725 1,340,500 -21.7% -30.2% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURE 1,162,671 1,019,538 1,921,428 649,725 1,340,500 -21.7% -30.2% Fund Balance,January 1 2,834,434 2,731,242 3,117,299 3,117,299 3,465,150 14.1% 11.2% Total New Revenue 1,059,479 1,405,595 1,356,000 997,576 1,295,000 11.7% -4.5% Total Committed Expenditures (1,162,671) (1,019,538) (1,921,428) (649,725) (1,340,500) -21.7% -30.2% Fund Balance Plus Reserves 2,731,242 3,117,299 2,551,871 3,465,150 3,419,650 71.1% 34.0% Year End Operating Reserves 31,615 31,126 45,714 39,822 107,240 5.2% 134.6% Capital Reserves 2,699,627 3,086,173 2,506,157 3,425,328 3,312,410 73.1% 32.2% Fund Balance December 31 0 0 0 0 0 N/A N/A a The Airport Fund accounts for revenue and expenditures that provide administration, operation, improvement,and maintenance of the Renton Municipal Airport. Staff includes a full time supervisor, .5 FTE secretarial support, and a maintenance worker. Capital projects planned for 2001 include construction of a seaplane docking area, remodeling a portion of the the old restaurant building for a U.S.customs facility,and installing a new hydraulic gate. rr The Airport is a section of the Planning/Building/Public Works Transportation Systems. 7-31 Fund 403 Solid Waste Utility Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Solid Waste Fees 8,011,868 8,235,787 8,831,010 8,810,835 8,642,450 1.4% -2.1% Interfund Revenues 2,992 2,479 1,040 660 1,040 2.0% 0.0% Miscellaneous Revenues 9,982 19,843 15,000 43,183 16,000 50.0% 6.7% Franchise Fees 0 0 0 38,500 0 N/A N/A Other Misc 0 0 0 313 0 N/A N/A Coordinated Prevention Grant 0 0 62,980 64,889 0 27.6% -100.0% DOE 26/39 Grant 30,397 0 0 0 0 -100.0% N/A King County Grant Programs 15,211 26,947 66,220 74,473 25,000 67.4% -62.2% Local Hazardous Wste Mgt Grant 9,033 13,040 33,000 29,632 10,000 37.5% -69.7% TOTAL NEW REVENUE 8,079,483 8,298,096 9,009,250 9,062,485 8,694,490 1.8% -3.5% Use of Prior Yr Revenue 0 0 0 0 13,960 -100.0% 100.0% TOTAL RESOURCES 8,079,483 8,298,096 9,009,250 9,062,485 8,708,450 1.2% -3.3% EXPENDITURES: Regular Salaries 92,772 89,692 108,361 100,320 117,144 1.5% 8.1% Part Time Salaries 0 21,546 24,220 14,407 24,220 4.6% 0.0% Personnel Benefits 32,078 26,273 34,421 30,935 33,875 -4.0% -1.6% Supplies 3,334 41,850 10,775 3,610 10,883 -78.8% 1.0% Garbage Contractor 6,355,318 6,655,687 7,287,079 7,286,979 7,103,999 3.2% -2.5% Solid Waste Programs 49,870 165,310 0 0 0 -100.0% N/A Postage/Telephone/Other 47 12 2,110 3,020 2,131 1.0% 1.0% _1 Travel/Training 131 577 2,230 171 2,252 1.0% 1.0% `` Equipment Rental 8,400 13,580 13,852 13,852 13,852 2.0% 0.0% 4 Public Util Sv/Dump Fees 1,792 3,559 6,363 2,849 6,427 1.0% 1.0% Repairs&Maintenance 1,331 0 562 0 568 1.1% 1.1% Miscellaneous 0 987 7,825 6,026 7,903 0.4% 1.0% K Co Hazardous Materials Assmt 176,084 182,831 195,825 186,126 260,796 5.0% 33.2% State Excise Tax 127,718 120,129 131,452 126,641 116,685 5.7% -11.2% State Refuse Collection Tax 255,305 263,108 287,571 285,370 280,043 5.7% -2.6% Interfund Taxes 486,457 500,238 543,061 517,418 466,739 5.7% -14.1% Capital Outlay 2,262 3,717 0 28,149 0 N/A N/A Debt Issue Costs 228 0 0 0 0 N/A N/A Interfund Payments 260,512 262,569 260,933 266,092 260,933 2.0% 0.0% TOTAL COMMITTED EXPENDITURES 7,853,639 8,351,665 8,916,640 8,871,965 8,708,450 0.2% -2.3% Increase to Reserves 0 0 92,610 0 0 100.0% -100.0% TOTAL EXPENDITURES 7,853,639 8,351,665 9,009,250 8,871,965 8,708,450 1.2% -3.3% Fund Balance,January 1 251,687 477,531 423,962 423,962 614,482 -11.2% 44.9% Total New Revenue 8,079,483 8,298,096 9,009,250 9,062,485 8,694,490 1.8% -3.5% Total Committed Expenditures (7,853,639) (8,351,665) (8,916,640) (8,871,965) (8,708,450) 0.2% -2.3% Fund Balance Plus Reserves 477,531 423,962 516,572 614,482 600,522 20.2% 16.3% Operating Reserves 157,073 167,033 178,333 0 0 0.2% -100.0% Designated Fund Balance 320,458 256,929 338,239 614,482 600,522 34.4% 77.5% Fund Balance,December 31 0 0 0 0 0 N/A N/A The Solid Waste Utility Fund accounts for contracted garbage collection services to 12,131 customers. There are two sections of the Planning/Building/Public Works Department supported by this fund:Solid Waste Utility Systems (403/18), and Solid Waste Maintenance (403/19). Detail operating budget information is included in the Planning/Building/Public Works Department Operating Budget section of this document. 7-32 Fund 404 Municipal Golf Course System Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-2001 REVENUE: Golf Course Green Fees 1,131,573 1,194,765 1,220,000 1,218,333 1,347,245 0.08 10.48 Driving Range Fees 313,283 347,155 340,000 314,299 350,000 1.58 2.98 Other Charges for Services 241,573 230,719 234,800 251,952 242,000 0.38 3.18 Investment Interest 31,295 45,913 30,000 73,724 50,000 53.88 66.78 Concessions:Restaurant/Rtls/Pro Shop 379,171 423,302 376,500 454,956 402,000 3.98 6.88 Revenue Bond Proceeds/Improvements N/A N/A Miscellaneous Revenue (252) 2,661 0 115 0 N/A N/A Refunding Bond Proceeds 0 441,357 0 0 0 N/A Other Financing Sources 24,003 30,205 25,000 24,347 25,000 0.08 0.08 Tronsferin From Gen Fd-Debi Service 318,702 0 0 0 0 N/A N/A TOTAL NEW REVENUE 2,439,348 2,716,077 2,226,300 2,337,726 2,416,245 -16.18 8.58 Use of Prior Year Revenue 0 0 11000 0 9 100.08 -99.18 TOTAL RESOURCES 2,439,348 2,716,077 2,227,300 2,337,726 2,416,254 -16.08 8.58 EXPENDITURES: Regular Salaries 349,364 345,345 411,019 365,672 448,381 6.08 9.18 Part Time Salaries 185,405 220,887 209,244 249,689 248,685 7.18 18.88 Overtime 6,607 6,009 9,374 4,777 9,568 1.78 2.18 Personnel Benefits 147,646 148,447 156,414 154,067 175,954 -5.08 12.58 Supplies 301,829 276,724 329,638 286,928 321,389 2.08 -2.58 Professional Services(Pro Serv) 131 1,738 4,080 1,075 4,121 1.08 1.08 Postoge/Telephone/Other 1,424 1,360 1,020 8,194 4,030 1.08 295.18 Travel/Training 9,186 7,409 9,993 6,706 12,031 55.68 20.48 Advertising 1,036 421 3,060 1,334 3,100 1.08 1.38 1W Other Rentals 2,705 4,080 3,060 6,147 3,091 2.08 1.08 Equipment Rental 33,027 5,945 6,810 0 0 5.08 -100.08 Insurance 7,025 7,100 7,166 7,166 8,464 1.08 18.18 Public Utility Services 30,084 21,404 31,190 45,961 33,502 1.08 7.48 Ml Repairs&Maintenance 66,286 68,935 46,925 62,581 47,391 1.08 1.08 Miscellaneous 21,457 18,980 25,847 24,926 24,604 13.18 -4.88 Capital Outlay 0 0 70,000 51,730 130,000 100.08 85.78 Interfund Loan Repayments 52,680 0 0 0 0 N/A N/A Debt Service:Principal 516,532 319,810 227,124 227,677 234,198 10.88 3.18 Debt Service:Interest 382,958 154,325 231,337 230,908 221,310 -21.98 -4.38 Payment to Refunding Trustee 0 456,645 0 0 0 N/A 404 Trf to 424/Capital Fund 0 128,200 331,000 331,000 373,436 158.28 12.88 tll/ Interfund Payments 151,214 154,238 112,999 112,999 112,999 -26.78 0.08 SUB-TOTAL OPERATING BUDGET 2,266,596 2,348,002 2,227,300 2,179,537 2,416,254 -9.1% 8.58 Golf Course Capitol Improvements 69,143 159,996 0 0 0 -100.08 N/A TOTAL COMMITTED EXPENDITURES 2,335,739 2,507,998 2,227,300 2,179,537 2,416,254 -13.9% 8.5% ttli Increase to Reserves 0 0 0 0 0 -100.08 N/A TOTAL EXPENDITURES 2,335,739 2,507,998 2,227,300 2,179,537 2,416,254 -16.0% 8.5% Fund Balance,January 1 219,209 322,818 530,897 530,897 529,897 64.58 -0.28 Total New Revenue 2,439,348 2,716,077 2,226,300 2,337,726 2,416,245 -16.18 8.58 Total Committed Expenditures 2,335,739 2,507,998 2,227,300 2,179,537 2,416,254 -13.98 8.58 Fund Balance Plus Reserves 322,818 530,897 529,897 689,086 529,888 36.28 0.08 Year End O erating Reserves 105,154 149,909 141,507 137,676 156,860 -9.38 10.8% Fund Balance,December 31 217,664 380,988 388,390 551,410 373,028 66.68 -4.08 Ordinance#3884, approved in January 1985, created the Golf Course Fund and authorized issuance of$3,965,000 Council Voted General Obligation Bonds to acquire,improve,and develop the facility. The golf course is an 18-hole golf complex operated and maintained by the City through the Parks Division of the Community Services Department. In 1994,$5 million in revenue bonds were issued to construct a driving range and new clubhouse, including pro shop, restaurant, and meeting rooms. The major source of support is user fees,including an additional green fee of$2.00 per round of golf, reserved for capital improvements. In 1997 and beyond,the additional green fees will be used for payment of the annual debt service on the revenue bonds. In 1998 the operating reserve was recalculated to reflect debt service payments that are held in reserve on the balance sheet. See the Community Services operating budget section for more information. IYr 7-33 Fund 421 Waterworks Utility Construction Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 s REVENUE: Charges for Services 6,109 5,724 5,000 29,028 5,000 25.0% 0.0% Miscellaneous Revenue 200,166 58,156 130,000 101,146 60,000 61.7% -53.8% Revenue Bond Proceeds 0 0 6,555,000 0 7,500,000 135.7% 14.4% Public Works Trust Fund Loans 4,288,566 395,621 1,597,974 282,474 0 100.0% -100.0% Federal and State Grants 0 1,617,716 0 0 0 N/A N/A Cedar River Flood Control/King Cnty 1,050,000 0 0 0 0 N/A N/A Special Assessment District 0 148,832 0 0 85,000 N/A 100.0% Residual Equity Transfer-In 2,744,000 2,319,000 1,957,000 1,957,000 1,436,700 -15.6% -26.6% WA Natural Gas Settlement 0 226,628 0 0 0 N/A N/A Other Contributed Capital 1,308,904 1,775,336 950,000 1,603,133 1,010,000 -5.9% 6.3% Sale of Gravel frm Cedar Rivr Dredge 0 486,743 0 391,384 0 N/A N/A Other Financing Sources 24,800 0 0 47,799 0 -100.0% N/A TOTAL NEW REVENUE 9,622,545 7,033,756 11,194,974 4,411,964 10,096,700 80.4% -9.8% Use of Prior Yr Revenue 0 0 729,026 0 0 -83.8% -100.0% TOTAL RESOURCES 9,622,545 7,033,756 11,924,000 4,411,964 10,096,700 11.4% -15.3% EXPENDITURES: Capital Improvement Program CIP: Wastewater CIP 3,016,434 2,389,055 3,555,000 1,859,400 1,927,000 -14.4% -45.8% Water CIP 3,311,613 1,375,180 5,495,000 2,771,145 4,570,000 129.1% -16.8% Surface Water CIP 5,398,355 2,938,235 2,808,000 1,244,862 3,050,000 -31.4% 8.6% Total Capital Improvements 11,726,402 6,702,470 11,858,000 5,875,407 9,547,000 11.4% -19.5% Debt Issuance Costs 0 0 66,000 0 143,800 18.7% 117.9% TOTAL COMMITTED EXPENDITURES 11,726,402 6,702,470 11,924,000 5,875,407 9,690,800 11.4% -18.7% Increase to Reserves 0 0 0 0 405,900 N/A 100.0% TOTAL EXPENDITURES 11,726,402 6,702,470 11,924,000 5,875,407 10,096,700 11.4% -15.3% Fund Balance,January 1 3,727,163 1,623,306 1,954,592 1,954,592 491,149 20.4% -74.9% Total New Revenue 9,622,545 7,033,756 11,194,974 4,411,964 10,096,700 80.4% -9.8% Total Committed Expenditures (11,726,402) (6,702,470) (11,924,000) (5,875,407) (9,690,800) 11.4% -18.7% Fund Balance Plus Reserves 1,623,306 1,954,592 1,225,566 491,149 897,049 -142.7% -26.8% Fund Balance,December 31 1,623,306 1,954,592 1,225,566 491,149 897,049 -142.7% -26.8% Irk y 7-34 WW Fund 424 Municipal Golf Course System Capital Improvement Fund aw 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 to REVENUE: Investment Interest 0 489 0 8,499 0 N/A N/A Residual Equity Transfer-In 0 128,200 331,000 331,000 373,436 158.2% 12.8% io Loan Proceeds 0 0 200,000 0 0 100.0% -100.0% TOTAL NEW REVENUE 0 128,689 531,000 339,499 373,436 314.2% -29.7% Use of Prior Yr Revenue 0 0 22,000 0 0 100.0% -100.0% r TOTAL RESOURCES 0 128,689 553,000 339,499 373,436 331.4% -32.5% EXPENDITURES: Golf Course Capital Improvements 0 0 153,000 423,626 146,000 100.0% -4.6% Land Acquisition 0 0 400,000 0 0 100.0% -100.0% TOTAL COMMITTED EXPENDITURES 0 0 553,000 423,626 146,000 100.0% -73.6% aw Increase to Reserves 0 0 0 0 227,436 -100.0% 100.0% TOTAL EXPENDITURES 0 0 553,000 423,626 373,436 331.4% -32.5% 10 Fund Balance,January 1 0 0 128,689 128,689 106,689 100.0% -17.1% Total New Revenue 0 128,689 531,000 339,499 373,436 314.2% -29.7% Total Committed Expenditures 0 0 (553,000) (423,626) (146,000) 100.0% -73.6% Designated Fund Balance 0 128,689 106,689 44,562 334,125 -16.8% 213.2% Fund Balance,December 31 0 0 0 0 0 N/A N/A This fund was established in 1996 to account for the major capital improvements at the Maplewood Golf Course separately from the operating fund. Funding for capital improvements is through a green fee of$2.00 per round of golf. r�W rr rrr rWe to to ow 7-35 Fund 451 Waterworks Revenue Bond Fund 999 1998 1 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-2000 00-01 REVENUE: Waterworks collections 0 3,124,810 3,135,160 3,135,160 3,107,380 0.3% -0.9% Investment Interest 0 153,483 110,000 195,463 110,000 100.0% 0.0% Transfer in from 401 6,255,469 0 0 0 0 N/A N/A TOTAL NEW REVENUE 6,255,469 3,278,293 3,245,160 3,330,623 3,217,380 3.9% -0.9% Use of Prior Yr Revenue 0 0 128,980 0 0 100.0% -100.0% TOTAL RESOURCES 6,255,469 3,278,293 3,374,140 3,330,623 3,217,380 8.0% -4.6% EXPENDITURES: Debt Service: Principal 1,855,326 1,925,000 1,930,000 1,630,000 1,901,047 0.3% -1.5% Debt Service: Interest 1,248,282 1,199,809 1,444,140 1,114,447 1,302,368 20.4% -9.8% TOTAL COMMITTED EXPENDITURES 3,103,608 3,124,809 3,374,140 2,744,447 3,203,415 8.0% -5.1% Increase to Reserves 0 0 0 0 13,965 N/A 100.0% TOTAL EXPENDITURES 3,103,608 3,124,809 3,374,140 2,744,447 3,217,380 8.0% -4.6% Fund Balance,January 1 0 3,151,861 3,305,345 3,305,345 3,891,521 4.9% 17.7% Total New Revenue 6,255,469 3,278,293 3,245,160 3,330,623 3,217,380 3.9% -0.9% Total Committed Expenditures (3,103,608) (3,124,809) (3,374,140) (2,744,447) (3,203,415) 8.0% -5.1% Fund Balance Plus Reserves 3,151,861 3,305,345 3,176,365 3,891,521 3,905,486 0.8% 23.0% Bond Reserve 3,151,861 3,027,272 3,027,272 3,027,272 3,195,402 0.0% 5.6% Undesignated Fund Balance 0 278,073 149,093 864,249 710,084 19.7% 376.3% Fund 451 was established in 1998 for Waterworks Utilities revenue bond debt service payments and revenue bond reserves. This debt service was previously shown in Fund 401. 7-36 61110 Fund 501 Equipment Rental to 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Real&Personal Property Taxes 0 0 75,000 75,000 0 100.0% -100.0% Vehicle/Eqp Repair Chrgs 42,879 33,569 30,000 30,489 30,000 0.0% 0.0% Equipment Rental Charges 1,409,506 1,416,777 1,615,646 1,574,312 1,634,700 9.4% 1.2% so Vehicle/Equip Capital Recovery 786,610 1,195,987 1,205,225 1,285,963 1,453,200 2.5% 20.6% Investment Interest 0 0 38,000 50,228 38,000 100.0% 0.0% Other Miscellaneous Revenues 85,571 56,069 0 3,925 0 -100.0% N/A Residual Equity Transfer-In 0 0 0 0 0 N/A N/A 1111111110 Tsf-In/LID Guaranty Fund 545,000 0 0 0 0 N/A N/A Tsf-In frm 000/Reel Reserve 250,000 0 0 0 0 N/A N/A Gen Obrg Ref Bond Proceeds 0 0 0 0 0 N/A N/A to Other Financing Sources 34,728 122,611 10,000 160,188 20,000 0.0% 100.0% TOTAL NEW REVENUE 3,154,294 2,825,013 2,973,871 3,180,105 3,175,900 8.9% 6.8% Use of Prior Yr Revenue 0 0 142,944 0 0 -88.9% -100.0% IV IAL Nt5ULIK(�E5 J,154,2Y4 21625,U 1 j J,116,1315 J,I dul 105 J,I/51yLXj to EXPENDITURES: Regular Salaries 357,724 365,360 382,446 369,308 404,100 1.5% 5.7% Part Time Salaries 16,564 3,073 25,887 0 25,900 2.0% 0.1% i111 Overtime 398 318 686 1,139 700 1.5% 2.0% Personnel Benefits 114,728 117,118 120,949 113,670 126,600 -2.5% 4.7% Supplies 589,234 568,864 549,438 555,294 731,400 1.0% 33.1% Postage/Telephone/Other 0 0 154 0 160 1.3% 3.9% Professional Services 0 1,120 0 3,041 0 N/A N/A Travel/Training 1,724 2,109 7,854 6,309 7,930 1.0% 1.0% Other Rentals 0 20 5,385 29 5,400 1.0% 0.3% tYM Equipment Rental 0 16,610 20,385 20,385 21,900 22.7% 7.4% Insurance 201,397 205,000 207,365 207,365 234,800 1.0% 13.2% Public Utility Services 837 1,042 1,078 1,047 1,100 1.0% 2.0% Repairs&Maintenance 31,439 8,388 8,388 5,299 8,470 1.0% 1.0% Miscellaneous 5,495 5,208 4,539 6,296 4,580 0.9% 0.9% Capital Outlay 627,097 2,244,363 1,258,000 1,019,179 1,055,000 -49.2% -16.1% Debt Service:Principal 30,960 0 0 0 0 N/A N/A 6111 Payment to Refunding Trustee 0 0 0 0 0 N/A N/A Debt Service:Interest 11,399 0 0 0 0 N/A N/A Interfund Payments 224,102 225,479 524,261 227,159 224,260 135.0% -57.2% TOTAL COMMITTED EXPENDITURES 2,213,098 3,764,072 3,116,815 2,5 ,520 2,852,300 -22.4% -8.5% Increase to Reserves 0 0 0 0 323,600 N/A 100.0% Fund Balance,January 1 1,640,205 2,581,401 1,642,342 1,642,342 2,286,927 -36.4% 39.2% Total New Revenue 3,154,294 2,825,013 2,973,871 3,180,105 3,175,900 8.9% 6.8% Total Committed Expenditures (2,213,098) (3,764,072) (3,116,815) (2,535,520) (2,852,300) -22.4% -8.5% Fund Balance Plus Reserves 2,581,401 1,642,342 1,499,398 2,286,927 2,610,527 15.8% 74.1% Year End Operating Reserves 123,491 121,577 148,705 121,307 169,672 20.5% 14.1% Replacement Reserves 2,457,910 1,520,765 1,350,693 2,165,620 2,440,855 15.3% 80.7% t-unci Balance, ecem er Equipment Rental is an internal service fund which accounts for the costs of maintaining and replacing all City vehicles and auxiliary equipment;except for golf course equipment which is accounted for in Fund 404.The Equipment Rental Fund is assigned to the Planning/Building/Public Works Department, Maintenance Services Division. In 1997, resources were allocated to the fund for maintenance of fire apparatus, Parks'vehicles, and for replacement of police patrol vehicles. Maintenance charges pay for all ow operating costs. Replacement or capital recovery costs include a finance charge that is paid to retire outstanding debt. Equipment purchased prior to 1983 were funded by replacement reserves collected through the estimated life of each piece of equipment. Since 1983,the City has financed equipment purchases with 5-7 year GO Bond debt. In 1995,equipment purchases were funded with available cash. In 1996, both methods of funding were utilized with debt financing used exclusively for fire apparatus 611111, replacement. Retirement of this debt will be funded by general purpose revenues in the General Governmental Misc Debt Service Fund 215. In 1997 and 1998, excess fund balances from the LID Guaranty Fund were transferred into the fund for equipment purchases. Beginning in 1999,equipment purchases will be funded with available cash. to 7-37 Fund 502 Insurance Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 REVENUE: Intergovernmental Revenues 10,420 125,551 0 0 0 N/A N/A Interest Earnings 196,895 172,086 128,750 222,493 150,000 3.0% 16.5% Liab/Prop Ins Premiums 1,358,177 1,155,800 1,393,467 1,393,466 1,551,000 20.6% 11.3% Industrial Insurance Premiums 444,358 466,895 436,821 462,597 456,494 2.8% 4.5% Unemployment Comp Premiums 64,650 65,300 65,863 65,863 114,744 0.9% 74.2% Medical Premiums 2,578,660 2,871,631 3,430,803 3,630,612 3,532,161 11.5% 3.0% Dental Premiums 684,028 793,182 886,746 921,085 879,310 15.1% -0.8% Emp Industrial Ins Premiums 0 0 13,100 150 0 3.1% -100.0% Judgements/Settlements/Misc 9,489 14,211 0 0 0 N/A N/A Other Miscellaneous 3,660 219,717 0 0 0 N/A N/A Interfund Loan Repayments 0 0 0 0 0 N/A N/A TOTAL NEW REVENUE 5,350,337 5,884,373 6,355,550 6,696,266 6,683,709 12.9% 5.2% Use of Prior Yr Revenue 0 0 0 0 0 -100.0% N/A TOTAL RESOURCES 5,350,337 5,884,373 6,355,550 6,696,266 6,683,709 -5.9% 5.2% EXPENDITURES: Regular Salaries 70,713 81,627 89,500 86,670 92,500 3.1% 3.4% Personnel Benefits 16,798 24,607 22,120 24,726 27,500 -7.3% 24.3% Supplies 0 87,039 0 0 0 N/A N/A All Personnel Benefits: Medical Benefits 2,167,565 2,651,481 2,713,350 2,934,514 2,992,800 11.4% 10.3% Dental Claims 562,124 629,134 743,950 651,199 818,345 10.0% 10.0% Life Insurance Payments 0 0 15,000 0 15,000 0.0% 0.0% Worker's Compensation 251,612 318,663 270,000 427,723 270,000 1.4% 0.0% Unemployment Compensation 74,027 74,225 90,500 68,209 108,600 31.5% 20.0% Professional Services: Gallagher Bassett Services 463 19,215 2,000 319 2,000 -90.0% 0.0% Health Ins Admin Costs 134,681 141,367 150,000 158,274 157,500 3.4% 5.0% Health&Wellness Program 7,223 7,216 10,000 8,521 10,000 0.0% 0.0% Industrial Ins Administrative Cost: 105,008 113,280 150,200 136,673 151,600 42.1% 0.9% Other Miscellaneous Services 1,352 2,731 30,000 770 40,000 50.0% 33.3% 125 Plan Enrollment Fee 559 3,756 0 6,125 0 -100.0% N/A Travel/Training 1,442 114 2,000 1,836 2,000 -42.9% 0.0% Insurance: Property/Liability Claims 820,064 1,918,397 961,500 812,820 1,043,600 -56.7% 8.5% Arthur Gallagher Ins Program 399,119 452,916 450,000 378,964 461,000 0.0% 2.4% Milli Miscellaneous: Memberships/Reg/Publications 680 866 2,500 1,724 2,500 150.0% 0.0% Misc Insurance Premium Costs 0 0 2,000 699 0 0.0% -100.0% Broker Fees/Charles Group 13,383 17,353 18,000 17,848 18,000 -10.0% 0.0% Employee Assistance Program 11,484 11,484 12,000 9,615 12,600 20.0% 5.0% State Self-Insurance Tax 1,011 0 3,500 717 3,500 0.0% 0.0% Interfund Payments 160,214 166,000 171,000 171,000 171,000 3.0% 0.0% Residual Equity Transfer Out 31,555 0 0 0 0 N/A N/A TOTAL COMMITTED EXPENDITURES 4,831,077 6,721,471 5,909,120 5,898,946 6,400,045 -12.5% 8.3% Increase to Reserves 0 0 446,430 0 283,664 100.0% -36.5% TOTAL EXPENDITURES 4,831,077 6,721,471 6,355,550 5,898,946 6,683,709 -5.9% 5.2% Fund Balance,January 1 4,253,923 4,773,183 3,936,085 3,936,085 4,382,515 -17.5% 11.3% Total New Revenue 5,350,337 5,884,373 6,355,550 6,696,266 6,683,709 12.9% 5.2% 1 Total Committed Expenditures (4,831,077) (6,721,471) (5,909,120) (5,898,946) (6,400,045) -12.5% 8.3% Fund a ance Plus Reserves , Antirecession/Rainy Day Reserve 4,350,666 4,265,600 4,590,244 4,312,997 4,662,497 2.7% 1.6% Fund Balance,December 31 422,517 (329,515) (207,729) 420,409 3,682 -74.6% -101.8% 7-38 • Fund 601 Fireman's Pension Fund 1998 1999 2000 2000 2001 %Chg %Chg Item Actual Actual Budget Actual Budget 99-00 00-01 im REVENUE: Fire Insurance Premium Tax 61,776 75,340 69,000 44,581 69,000 1.2% 0.0% Investment Interest 92,740 74,386 62,000 102,001 65,000 29.2% 4.8% No Interfund Loan Repaymt/Golf Crs 52,680 0 0 0 0 N/A N/A TOTAL NEW REVENUE 207,196 149,726 131,000 146,582 134,000 12.7% 2.3% Use of Prior Yr Revenue 0 0 200,670 0 207,550 -4.3% 3.4% 60 TOTAL RESOURCES 207,196 149,726 331,670 146,582 341,550 1.8% 3.0% EXPENDITURES: W Fire Pensions 301,558 302,775 325,000 313,035 335,000 3.2% 3.1% Supplies 0 319 370 134 370 0.0% 0.0% Interfund Payments 5,942 6,180 6,300 6,300 6,180 1.9% -1.9% Irk TOTAL COMMITTED EXPENDITURES 307,500 309,274 331,670 319,469 341,550 1.8% 3.0% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 307,500 309,274 331,670 319,469 341,550 1.8% 3.0% 6 Fund Balance,January 1 6,088,351 5,988,047 5,828,499 5,828,499 5,655,612 -2.7% -3.0% Total New Revenue 207,196 149,726 131,000 146,582 134,000 12.7% 2.3% Total Committed Expenditures (307,500) (309,274) (331,670) (319,469) (341,550) 1.8% 3.0% Designated Fund Balance 5,988,047 5,828,499 5,627,829 5,655,612 5,448,062 -2.6% -3.2% Fund Balance,December 31 0 0 0 0 0 N/A N/A 00 The Firemen's Pension Fund is a closed system with membership limited to fire fighters employed prior to March 1, 1970; when the Law Enforcement Officers and Fire Fighters(LEOFF) Retirement System was established. This fund provides full io benefits for fire fighters (and beneficiaries) retiring prior to March 1, 1970, and excess benefits over LEOFF pensions for those fire fighters retiring thereafter who are members of the plan. io o 6W lrr 11111 to 6W 40 7-39 r k Q 7.40 �r �i Non- l ut�k�.� li-f, ;L t�?f� +":2'.-i.R;,➢^'1..,�` � J�'` ^"'R„' � ,P^ � � 4h h k t •• TABLE 12: LARGEST TAXPAYERS AND PRINCIPAL EmoYERS 1. 2000 Real Property Percent of Taxpayer Type of Business Assessed Assessed Valuation Valuation The Boeing Company Aerospace&Computer Services $761,396,292 16.75% PACCAR Heavy Manufacturing 74,938,646 1.657o' Puget Sound Energy Electric/Gas Utility 74,489,513 1.64% Pacific NW Group A Variety 45,347,300 1.0070 University Street Properties Office Building 39,014,100 0.867o US West Telephone Utility 37,069,300 0.827a Roundup (Fred Meyer) Retail-Miscellaneous 24,141,923 0.53% rr Rosche One Int Office Building 17,908,000 0.39% RVA (Renton Village Associates) Shopping Center 17,781,100 0.39% lir Avalon Bay Communities Inc Apartment Building 17,500,000 0.39% Total Assessed Valuation-Largest Taxpayers 1,109,586,174 24.427o Total Assessed Valuation-All Others 3,435,734,845 75.587o Total Assessed Valuation-Excluding New Construction $4,545,321,019 100.007. 2000 Pull Time Principal Employers Type of Business Equivalent Percent of o, Employees Employees The Boeing Company Aerospace&Computer Services 19,058 42.627o Valley Medical Center Medical Services 2,351 5.13% Renton School District Public Education 1,242 2.71% PACCAR Heavy Manufacturing 1,112 2.43% 1W Federal Aviation Administration Federal Government 819 1.79% Multiple Zones International Computer Hardware/Software Retail 661 1.447o City of Renton City Government 655 1.43% Wizards of the Coast Retail-Miscellaneous 625 1.377o' HomeGrocers.Com Inc Retail-Miscellaneous 332 0.73% IKEA-Seattle Retail-Miscellaneous 330 0.7217a Total Number of Employees-Principal Employers 27,185 59.3817o iW Total Number of Employees-All Other Employers 18,600 40.627o Total Employees Worldng Within Renton 45,785 100.00% s Source Assessed Valuation: King County Department of Assessments,both +Ir real and personal property assessment where applicable. Number of Employees: City of Renton Business License Records and individual inquiry where applicable. �r &1 TABLE 13: CITY OF RENTON FULL TIME EMPLOYEE (FTE) STAFFING LEVELS PER 1,000 RENTON CITIZENS I This chart represents the number of full-time employees working for the City of Renton, as . well as the number of employees per every 1,000 Renton citizens. The number of FTE's has increased 8.5 percent between 1993 and 2000,while the population of Renton grew 11 percent during that same time period. The number of FTE's per 1,000 Renton citizens has remained fairly constant through these years. The high was in 1993 at 12.47 FTE per 1,000 citizens. STAFFING 590 Regular FTE Employees 13.50 ,. CL —♦—Employees Per 1,000 Population C 1300 c 570 . c a 550 -- 12.50 c c £ o CL 0. 530 12.00 c `u Z W 510 11.50 E 490 11.00 Z 1993 1994 1995 1996 1997 1998 1999 2000 2001 Budget Budget Year Regular FTE Employees Per Total Population Year Employees 1,000 Population of Renton 1993 542 12.47 43,470 1994 538 12.24 43,970 1995 541 12.05 44,890 1996 549 12.15 45,170 1997 553 12.04 45,920 1998 565 12.21 46,270 1999 573 12.03 47,620 2000 Budget 583 12.08 48,270 2001 Budget 1 589 112.04 148,900 Source of Information: Population: State of Washington Office of Program Planning and Fiscal Management. All other information: City of Renton Finance Department &2 "" TABLE 14: COMPARISON OF RENTON TAXES AND RATES ®Storm ■water $is $is ' p Business License sir 'sao .Sss -.su ■Property Tax D Solidwaste ■Wastewater Renton Auburn Bellevue Kent Redmond Seattle Tukwila "' 2001 COMPARISON Renton's Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila it Population-April 1,2000 4 48,270 41,670 106,400 73,140 44,902 540,900 14,900 Tax Rates: Avg. Prop Tax/$1,000 AV 4 $11.973 $14.130 $10.510 $14.630 $11.380 $11.510 $15.050 kw Electric Utility 1 6.0% 4.5% 4.5% 4.8% 5.5% 6.0% N/A Cable TV (1) 2 6.0% 5.0% 4.8% 5.0% 5.0% 10.0% 5.0% B &O (2) N/A N/A N/A 0.15% N/A N/A 0.215% N/A Admissions 1 5.0% 5.0% 3.0% N/A 5.0% 5.0% 5.0% Kiri Licenses&Fees: Business-Renewal (3) 3 $55 $25 $0 $75 $55 $75 $50 Golf(18 holes) (4) 2 $28 $28 $18 $30 N/A $22 $23 to Dog License (5) 7 $20 $55 $55 $55 $55 $33 $55 Utility Rates: Water(750 CF) (6) 2 $23.70 $8.93 $22.65 $11.48 $7.55 $21.23 $24.13 Wastewater 6 $12.29 $8.75 $22.55 $27.44 $26.05 $26.94 $24.75 e Storm (7) 7 $5.39 $9.07 $18.71 $7.33 $11.50 $8.23 $4.33 Solid Waste (8) 1 5 1 $13.44 1 $9.37 1 $14.75 1 $21.50 $10.75 $20.35 $19.06 Notes: (1) Redmond collects a franchise fee instead of a utility tax. (2)Seattle has a second B&O rate for service related businesses (0.415%). (3) Cities calculate business license fees using a variety of different methods. Bellevue has a$37 one time fee. Kent's fee for the first year is$75 with a lower renewal fee. Tukwila rates are$50 for 0-5 employees and$100 for 6- 100 employees and $200 for 101 employees and above. (4) Kent, Auburn, Tukwila and Renton fees differ for weekday/weekend. Based on summer weekend rates when applicable. (5) With the exception of Renton and Seattle, all cities surveyed use King County Animal Control. Fees are for unaltered animals for one year. Renton has a$13 two year license. (6) Based on summer rates when applicable. Kent rate based on 700 CF. (7) Storm water rates are based on average single family residence. Kent rates are based on drainage basins located in the lower Mill Creek and Valley areas. (8) Recycle and yard waste collections are included when available. Service for Bellevue,Kent,Redmond,and Tukwila provided and billed by an outside contractor. �r Ow 8-3 2001 1ND©C OF SALARIES 4[PAY RANGES mmmmi ELECTED OFFICIALS Monthly Pay: Step A Step B Step C Step D Step E Mayor 8,338 Council Person 700 Council Person Elected on or after November 1999 950 Municipal Court Judge 6,402 6,727 7,066 7,425 7,799 DEFERRED COMPENSATION The City contributes 2%of the Elected Official's base wage per year to a deferred compensation account. MANAGEMENT AND SUPERVISORY NON-UNION (Grade Code M) Grade/Monthly Pay: Step A Step B Step C Step D Step E M17 3,453 3,629 3,812 4,004 4,208 M18 3,539 3,719 3,909 4,106 4,314 M19 3,629 3,812 4,004 4,208 4,421 M20 3,719 3,909 4,106 4,314 4,532 M21 3,812 4,004 4,208 4,421 4,643 M22 3,909 4,106 4,314 4,532 4,760 M23 4,004 4,208 4,421 4,643 4,879 M24 4,106 4,314 4,532 4,760 5,001 M25 4,208 4,421 4,643 4,879 5,126 M26 4,314 4,532 4,760 5,001 5,254 M27 4,421 4,643 4,879 5,126 5,387 N28 4,532 4,760 5,001 5,254 5,521 M29 4,643 4,879 5,126 5,387 5,661 M30 4,760 5,001 5,254 5,521 5,801 3.0%Increase for 2001 M31 4,879 5,126 5,387 5,661 5,946 M32 5,001 5,254 5,521 5,801 6,095 M33 5,126 5,387 5,661 5,946 6,247 M34 5,254 5,521 5,801 6,095 6,402 LONGEVITY M35 5,387 5,661 5,946 6,247 6,562 5 years $ 85 per month M36 5,521 5,801 6,095 6,402 6,727 10 years $ 125 per month M37 5,661 5,946 6,247 6,562 6,895 15 years $ 165 per month M38 5,801 6,095 6,402 6,727 7,066 20 Years $ 205 per month M39 5,946 6,247 6,562 6,895 7,244 25 years $ 255 per month M40 6,095 6,402 6,727 7,066 7,425 M41 6,247 6,562 6,895 7,244 7,610 M42 6,402 6,727 7,066 7,425 7,799 M43 6,562 6,895 7,244 7,610 7,995 DEFERRED COMPENSATION M44 6,727 7,066 7,425 7,799 8,194 The City contributes 2%of the M45 6,895 7,244 7,610 7,995 8,401 Management and Supervisory Non- M46 7,066 7,425 7,799 8,194 8,609 Union employee's base wage per M47 7,244 7,610 7,995 8,401 8,827 year to a deferred compensation M48 7,425 7,799 8,194 8,609 9,048 account. M49 7,610 7,995 8,401 8,827 9,273 M50 7,799 8,194 8,609 9,048 9,506 M51 7,995 8,401 8,827 9,273 9,742 M74 7,146 8-4 ar ow 2001 INDEX OF SALARIES 8L PAY RANGES 6w CLERICAL NON-UNION (Grade Code N) Grade/Monthly Pay: Step A Step B Step C Step D Step E N01 2,321 2,436 2,557 2,686 2,752 NO2 2,376 2,496 2,620 2,752 2,823 NO3 2,436 2,557 2,686 2,823 2,964 ON N04 2,496 2,620 2,752 2,890 3,040 N05 2,557 2,686 2,823 2,964 3,114 N06 2,620 2,752 2,890 3,040 3,192 N07 2,686 2,823 2,964 3,114 3,269 N98 2,752 2,890 3,040 3,192 3,355 N09 2,823 2,964 3,114 3,269 3,438 3.0%Increase for 2001 N10 2,890 3,040 3,192 3,355 3,525 N11 2,964 3,114 3,269 3,438 3,612 N12 3,040 3,192 3,355 3,525 3,700 N13 3,114 3,269 3,438 3,612 3,795 N14 3,192 3,355 3,525 3,700 3,889 N 15 3,269 3,438 3,612 3,795 3,986 N16 3,355 3,525 3,702 3,889 4,083 iii LONGEVITY 5 years $ 85 per month 10 years $ 125 per month qw 15 years $ 165 per month 20 Years $ 205 per month 25 years $ 255 per month w DEFERRED COMPENSATION The City contributes 2%of the Clerical Non-Union employee's base wage per year to a deferred compensation account. 4w wr rr ow ow *w 8-5 2001 1NDFX OF SALARIES 8i PAY RANGES UNION LOCAL 2170 (Grade Code A) Grade/Monthly Pay: Step A Step B Step C Step D Step E A01 2,298 2,414 2,535 2,663 2,796 A02 2,358 2,475 2,601 2,728 2,865 A03 2,414 2,535 2,663 2,796 2,938 A04 2,475 2,601 2,728 2,865 3,012 A05 2,535 2,663 2,796 2,938 3,086 A06 2,601 2,728 2,865 3,012 3,164 A07 2,663 2,796 2,938 3,086 3,241 A08 2,728 2,865 3,012 3,164 3,325 A09 2,796 2,938 3,086 3,241 3,407 3.0%Increase for 2001 A10 2,865 3,012 3,164 3,325 3,493 All 2,938 3,086 3,241 3,407 3,578 Al2 3,012 3,164 3,325 3,493 3,668 A13 3,086 3,241 3,407 3,578 3,760 A14 3,164 3,325 3,493 3,668 3,856 A15 3,241 3,407 3,578 3,760 3,951 A16 3,325 3,493 3,668 3,856 4,048 A17 3,407 3,578 3,760 3,951 4,150 A18 3,493 3,668 3,856 4,048 4,254 A19 3,578 3,760 3,951 4,150 4,360 A20 3,668 3,856 4,048 4,254 4,470 A21 3,760 3,951 4,150 4,360 4,582 A22 3,856 4,048 4,254 4,470 4,695 A23 3,951 4,150 4,360 4,582 4,812 A24 4,048 4,254 4,470 4,695 4,934 A25 4,150 4,360 4,582 4,812 5,056 A26 4,254 4,470 4,695 4,934 5,183 A27 4,360 4,582 4,812 5,056 5,314 A28 4,470 4,695 4,934 5,183 5,443 A29 4,582 4,812 5,056 5,314 5,583 LONGEVITY 5 years $ 85 per month 10 years $ 125 per month 15 years $ 165 per month 20 Years $ 205 per month 25 years $ 255 per month DEFERRED COMPENSATION The City contributes 2%of the Union Local 2170 employee's base wage per year to a deferred compensation account. 8-6 2001 INDEX OF SALARIES a PAY RANGES POLICE GUILD-COMMISSIONED OFFICERS (Grade Code PC) 1W Grade/Monthly Pay: Step A Step B Step C Step D Step E PC52 3,481 3,777 4,072 4,366 4,661 PC61 5,360 r,r See MANAGEMENT&SUPERVISORY TABLE for:Police Commander,Police Deputy 3.0%Increase for 2001 r Chief,Police Chief,Staff Services Manager to POLICE GUILD-COMMISSIONED OFFICERS HAZARD DUTY AND PREMIUM PAY tr Position Step Hazard Pa Motorcycle Officers Step E 3%of Base Pay We Detectives Traffic Assignment Canine Officer Field Training Officer Bicycle Officer SRO/DARE Emergency Services Unit(ESU) 4%of Base Pay Corporal Assignment Step E 7.5%of Base Pay ter Bomb Squad Paid at rate of double time including time of search,with 2.5 hrs minimum. Emergency Service Unit Paid at rate of time and one-half,with 1W 3.0 hrs minimum. Patrol Officer-12 hr Differential 5.24%of Base Pay do Police Patrol: Step E Effective 7/1/95,schedule revised to 12 hour(3-on/3-off)shift resulting in 109 additional hours worked per officer per DEFERRED COMPENSATION year. A total of 2,189 hours per year. to The City contributes 3.0%of the Police Guild Commissioned employee's wage base toward deferred compensation: 1% In recognition of the Police Department's national accreditation. 40 0.5% In exchange for 30 hours of mandatory(in-service)training at a straight time rate. 1.5% In exchange for savings realized through modification of salary scale,effective January 1,1997. Iwo 8-7 2001 INDE K OF SALARIES 8C PAY RANGES POLICE GUILD-COMMISSIONED OFFICERS POLICE MANAGEMENT AND SUPERVISORY PERSONNEL Longevity Pay (Percent Calculated on Base Wage and Completed Years of Service) 5 years 10 years 15 years 20 years 25 years 27o 47o 6% 1070 127o Educational Pa Y AA Degree or 90 credits 4%of base wage BA Degree 6%of base wage 'Police Management and Supervisory personnel eligible for Longevity and Education Pay. Physical Fitness Deferred Compensation (On Completion of a Physical Fitness Exam Administered by a Civil Service Exam) • The City contributes 1.5 percent of the employee's base wage to a deferred compensation or deferred insurance plan,effective January 1,2000. • The City contributes 2.5 percent of the employee's base wage to a deferred compensation tl or deferred insurance plan,effective January 1,2001. ■ The City contributes 3 percent of the employee's base wage to a deferred compensation or deferred insurance plan,effective January 1,2002 and all subsequent years thereafter. Uniform Allowance Non-uniformed Commissioned Officers and Police Department Management shall receive $450.00 per year as clothing allowance. A quartermaster system is in effect for employees required to wear police uniforms. 8-8 wr. 2001 INDEK OF SALARIES a PAY RANGES iW POLICE GUILD-NON-COMMISSIONED OFFICERS (Grade Code PN) ;to Grade/Monthly Pay: Step A Step B Step C Step D Step E PN50 2,144 2,330 2,591 2,878 3,018 PN51 2,381 2,572 2,830 3,114 3,267 PN52 2,756 2,978 3,278 3,604 3,783 iW PN53 2,893 3,123 3,438 3,783 3,974 PN54 3,104 3,353 3,685 3,974 4,173 PN55 2,978 3,130 3,287 3,454 3,630 PN56 3,032 3,275 3,606 3,964 4,161 ow PN57 3,512 PN58 3,757 PN59 4,351 POLICE GUILD-NON-COMMISSIONED MONTHLY LONGEVITY rrr Years of Service 5-9 10-14 15-19 20-24 2S Longevity 2% 4% 6% 107o 12% (Percent calculated on base wage) rr Monthly Education Incentive AA Degree 4% BA Degree 6% (Percent calculated on base wage) DEFERRED COMPENSATION The City contributes 1%of the Police Guild Non- Commissioned employee's base wage per year to a deferred compensation plan for all Union members in recognition of the Police Department's National 4 Accreditation. Ir Uniform Allowance Crime Prevention Coordinators shall receive$450.00 per year as clothing allowance. A quartermaster system is in effect for Jailers, Police Service Specialists, Police Secretaries, Animal Control Officers, Traffic Controllers and Evidence/Identification Technicians. iW 8-9 e 2001 INDEX OF SALARIES 8L PAY RANGES FRE DEPARTMENT COMMISSIONED OFFICERS (Grade Code F) Grade/Monthly Pay: Step A Step B Step C Step D Step E 3.5%Increase for 2001 i F70 3,457 3,532 3,815 46.17 4,638 F71 5,334 F72 6,027 F73 6,690 Note: E Step reflects a .5%differential over the D Step for employees who are officers or who have a full defibrillation certificate (EMT/DEFIB) from King County Emergency Medical Services and 36 months of service. 4 'See Management&Supervisory Table for: Fre Chief and Fire Deputy Chief Longevity Pay(Percent Calculated on Base Pay of Grade 70/E Step and Completed Years of Service 5 years 10 years 15 years 20 years 25 years 2% 47o 6% 1070 12% t Education Fire Science Certification 2 Percent of Base Pay-Grade 70/E Step Fire Science Degree 4 Percent of Base Pay-Grade 70/E Step Fire Science Degree plus any 4-Year Degree 6 Percent of Base Pay-Grade 70/E Step 'Fire Department Management eligible for Longevity and Education Pay. Physical Fitness Deferred Compensation (On Completion of a Physical Fitness Exam Administered by a Civil Service Exam) ■ The City contributes.5 percent of the employee's base wage to a deferred compensation or deferred insurance plan,effective January 1,2000. • The City contributes.5 percent of the employee's base wage to a deferred compensation or deferred insurance plan,effective January 1,2001. ■ The City contributes 2.5 percent of the employee's base wage to a deferred compensation or deferred insurance plan,effective January 1,2002 and subsequent years after. Deferred Compensation/Income Protection Plan Grade 70,71,72 The City contributes a total of 3 percent of the employee's base wage to a deferred compensation or deferred insurance plan. Two percent of this total is in exchange for 96 hours of overtime at straight time pay. Grade 73 The City contributes 1 percent of the employee's base wage to a deferred compensation or deferred insurance plan in exchange for all overtime at straight time pay. 8-10 "IBM 2001 INDEX OF SALARIES a PAY RANGES 1W FIRE DEPARTMENT— COMMISSIONED OFFICERS (Grade Cock F) to Day Shift Differential(30 Consecutive Days or More) Grade 71 and 72 4%of Base Pay Grade 73 3%of Base Pay Annual shift hours equal 2,430 hours/year,46.7 hours/week Uniform Allowance $450 Per Year Effective January 1,2000&January 1,2001 1%of Base Wage Effective January 1,2002&Subsequent Years After "Fire Department Management eligible for Uniform Allowance. ow iW tip trier trrr 6V t4r r B-11 =NDEX OF SALARIES Y RANGES HOURLY NON-REGULAR SALARY SCHEDULE(Grade Code H) Grade/Hourly Pay: Step A Step B Step C Step D Step E H01 6.75 7.00 7.25 H02 7.50 7.75 8.00 8.25 8.50 H03 8.75 9.00 9.25 9.50 9.75 H04 10.00 10.25 10.50 10.75 11.00 H05 11.25 11.50 11.75 12.00 12.25 H06 12.50 12.75 13.00 13.25 13.50 H07 13.75 14.00 14.25 14.50 14.75 H08 15.00 15.25 15.50 15.75 16.00 H09 16.25 16.50 16.75 17.00 17.25 1-110 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 1.00 H17 30.00 35.00 40.00 45.00 50.00 Suggested Salary Ranges by PosMon Type Position Grade Office Engineering Aide 1 1-101 Office Engineering Aide 11 H03 Office Engineering Aide III H06 Planner/Coordinator H02 Laborer H01 Library Page 1-101 Library Associate I H04 Library Associate II/III H06 Lifeguard/Aquatic H02 Recreation Leader/Attendant H01 Recreation Manger/Director H03 Recreation Assistant Manager/Director H02 Instructor H16 Engineer/Professional H12 j. 8-12 BUDGET GLOSSARY a Accounting System: The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of an entity. Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Also, see Modified Accrual Basis of Accounting. Acdvtty: A combination of people, technology, supplies, methods, and environment that produce a given product or service. ar Ad Valorem Taxes: A tax levied on the assessed value of real property. Agency Fund: A fund used to account for assets held by a government as an agent for individuals, private organizations, other governments, and/or other funds. Approprladon: Legislation by the City Council that approves budgets for individual funds. Appropriation ordinances authorize spending in the personnel services, non-personnel services, employee benefits, equipment accounts, debt service, and capital categories. Departments cannot spend more money than is approved in these categories. Appropriations can only be adjusted by passage of a subsequent ordinance of the City Council upon recommendation by the Mayor. rrr Arbitrage: The excess of the yield on investments acquired with gross proceeds of a bond issue over the bond yield of the issue. This excess must be rebated to the United States Treasury, and is called arbitrage rebate. Assessed Valuation: The estimated value placed upon real and personal property by the King County Assessor as the basis for levying property taxes. BARS: The State of Washington prescribed Budgeting, Accounting, Reporting System Manual required for all governmental entities in the State of Washington. Base Budget: Ongoing expense for personnel, contractual services, and the replacement of supplies and equipment required to maintain service levels previously authorized by the City Council. Btenntal Budget: A budget applicable to a two-year fiscal period. Bond (Debt Instrument): A written promise to pay (debt) a specified sum of money (called principal or face value) at a specified future date (called the maturity date) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are typically used for long-term debt to pay for specific capital expenditures. �r Budget: Budget adopted by Renton's City Council that goes into effect on January 1St, including amendments through December 31St, of the current year. Budget (Operadng): A plan of financial operation embodying an estimate of proposed expenditures for a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates). The term is also used to denote the officially approved r expenditure ceilings under which the City and its departments operate. iW r. &13 BUDGET GLOSSARY Budget Adjustment A procedure to revise a budget appropriation either by City Council approval through the adoption of a supplemental appropriation ordinance for any interdepartmental or interfund adjustments, or authorization by the Mayor to adjust appropriations within a departmental budget. Budgets and Budgetary Accounting: The City of Renton budgets its funds in accordance with the Revised Code of Washington (RCW) 35A.33. In compliance with the Code, annual appropriated budgets are adopted for the General, Special Revenue, Debt Service, and Capital Projects Funds. Any unexpended appropriations lapse at the end of the fiscal year. For Governmental Funds, there is no substantial difference between budgetary basis and generally accepted accounting principles. Annual appropriated- budgets are adopted at the fund level. Budget Calendar. The schedule of key dates or milestones that the City follows in the preparation and adoption of the budget. Budget Document The official written statement prepared by the budget office and supporting staff which presents the proposed budget to the City Council. Budgetary Control: The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources. CDBG: Community Development Block Grant is funding for the purpose of carrying out eligible community development and housing activities. CIP: See Capital Improvement Program. Capital Assets: Assets of significant value, which assets have a useful life of several years. Capital assets are also called fixed assets. Capital Improvement Program: A separately published plan for capital expenditures to be incurred each year over a period of six future years, which sets forth each capital project identifying the expected beginning and ending date for each project, the amount to be expended in each year, and the method of financing those expenditures. Capital Outlay: Expenditures, which result in the acquisition of, or additions to, fixed assets. Examples include land, buildings, machinery and equipment, and construction projects. Cash Basis: A basis of accounting in which transactions are recognized only when cash is received or disbursed. The City of Renton operates on a cash basis. Committed Expenditures: Appropriated_expenditures (see definition of appropriation.) Comprehensive Plan: A general plan that outlines growth and land use for residential, commercial, industrial, and open space areas. Contingency: A budgetary reserve set-aside for emergencies or unforeseen expenditures not otherwise budgeted for. Cost Center. An organization budget/operating unit within each City division or department. B-14 tw BUDGET GLOSSARY ON Coundimank Bonds: Councilmanic bonds refer to bonds issued with the approval of the Council, as opposed to voted bonds which must be approved by vote of the public. Councilmanic bonds must not exceed .75 percent of the assessed valuation and voted "� bonds 1.75 percent. Debt Manual: A manual that provides comprehensive reference material and information o„ relevant to City of Renton legal debt responsibilities, limitations, and authority. Debt Service: Payment of interest and repayment of principal to holders of the City's debt instruments. Debt Service Fund: A fund established to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Defldb (1) The excess of an entity's liabilities over its assets (see Fund Balance). (2) Expenses exceeding revenue during a single accounting period. rr Depariment: Basic organizational unit of City government responsible for carrying out a specific function. ow Depreciation: (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy of obsolescence. (2) That portion of the cost of a capital asset that is charged as an expense during a particular period. 6 Division: A group of homogeneous cost centers within a department. EOC: The Emergency Operations Center is located at Fire Station 14 and is to be used by the Emergency Management Team as the command center in the event of an emergency in the greater Renton area. ESA: The Endangered Species Act provides for the designation and protection of invertebrates, wildlife, fish, and plant species that are in danger of becoming extinct and mandates conservation of the ecosystems on which endangered species depend. r Equipment Rental Fund: An internal service fund used to account for the cost of maintaining and replacing all City vehicles and auxiliary equipment except for golf course equipment. Enterprise Fund: Separate financial accounting used for government operations that are financed and operated in a manner similar to business enterprises, and for which preparation of an income statement is desirable. itr Expenditures: Where accounts are kept on the accrual or modified accrual basis of accounting, the cost of goods received or services rendered whether cash payments have been made or not. Where accounts are kept on a cash basis, expenditures are recognized only when the cash payments for the above purposes are made. FICA: Federal Insurance Contribution Act is an employment tax levied against both an employee and employer for Social Security and Medicare taxes. FEMA: The Federal Emergency Management Act is a Federal initiative designed to provide ow financial assistance in the event of an emergency. 6 8-15 BUDGET GLOSSARY Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves, and equities which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Full-Time Equivalent Position (FTE): FTE is a measure of a position by its budgeted hours. For example, 1 FTE equals 2,080 hours and .75 FTE equals 1,566 hours. Fund Balance: Difference between fund assets and fund liabilities (the equity) in governmental funds. Fund balances will be classified as reserved or undesignated. Reserved funds: An account used to indicate that a portion of fund equity is legally restricted for a specific purpose. Undesignated fund balance: The funds remaining after reduction for reserved balances. In addition, many of the special funds are themselves restricted as to use, depending on the legal restrictions governing the levy of the funds they contain. Examples are Debt Service Fund and the Capital Improvement Fund. GAAP: Generally Accepted Accounting Principles are standards used for accounting and reporting used for both private industry and governments. GASB: Government Accounting Standards Board established in 1985 to regulate the rules and standards for all governmental units. General Fund: The fund supported by taxes, fees, and other revenue that may be used for any lawful purpose. 't General Obligation Bonds: Bonds for which the full faith and credit of the insuring government are pledged for payment. Goal: The end toward which effort or ambition is directed. Condition or state to be brought about by a course of action. Indebtedness: The state of owing financial resources to other financial institutions and investors. lnterfund Payments: Expenditures made to other funds for services rendered. This category includes interfund repairs and maintenance. Intergovemmental Services: Intergovernmental purchases of those specialized services typically performed by local governments. Intermittent Employee: An intermittent employee is one who is hired to work for an indefinite or intermittent period, as needed. An intermittent employee may work a fluctuating schedule or on an on-call basis, limited to a maximum of four months of full-time and/or may not work more than 69 hours per month, not to exceed 1,500 hours in a calendar year. Internal Service Fund: Funds used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City, or to other governments, on a cost-reimbursement basis. 8-16 'W BUDGET GLOSSARY International Firefi gltters Union (684): Labor union representing firefighter officers, lieutenants, captains, and fire battalion chiefs. LEOFF: Law Enforcement Officers and Firefighters Retirement System provided in the State of Washington. to LID: Local Improvement District or Special Assessments made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. LTGO: Limited Tax General Obligation bonds are non-voter approved bonds for which the full faith and credit of the insuring government are pledged for payment. Limited Term Employee: An individual hired to work a full or part-time schedule for a pre- determined period not to exceed three years or unless extended by the City Council. A limited term position is an authorized and budgeted exempt or non-exempt position with full or prorated City benefits and compensated according to the City of Renton Index of Positions and Pay Ranges. Long Terns Debt: Debt with a maturity of more than one year after the date of issuance. �rrr MIR: The property tax rate that is based on the valuation of property. A tax rate of one mill produces one dollar of taxes on each $1,000 of property valuation. Mission: A succinct description of the scope and purpose of an organization. Mitigation Fees: Fees paid by developers toward the cost of future improvements to City infrastructure, which improvements are required due to the additional demands generated by new development. Modified Accrual Basle of Accoundng: The accrual basis of accounting adapted to the governmental fund-type measurement focus. Under this form of accounting, revenue and other financial resource increments (e.g., bond proceeds). are recognized when they become both measurable and available to finance expenditures of the current period. Expenditures are recognized when the fund liability is incurred except for certain inventory materials and supplies and prepaid insurance. All governmental funds, expendable trust funds, and agency funds are accounted for using the modified accrual basis of accounting. Object: As used in expenditure classification, this term applies to the type of item purchased or the service obtained (as distinguished from the results obtained from expenditures). Examples are personnel services, contractual services, and materials and supplies. Objective: Desired accomplishment that can be measured and achieved within a given time frame. Operating Fund: Recurring revenue sources used to finance ongoing operating expenditures rr and pay-as-you-go capital projects. Operating Transfer. Routine and/or recurring transfers of assets between funds. rr w 8-17 BUDGET GLOSSARY Other Services and Charges: A basic classification for services other than personnel services that are needed by the City. This item includes professional services, communication, travel, advertising, rentals and leases, insurance, public utility services, repairs and maintenance, and miscellaneous. PERS: Public Employees Retirement System provided for, other than Police and Fire, by the State of Washington. PWTF: See Public Works Trust Fund. Performance Measures: Indicators of program performance that are collected to show the impact of resources spent on city services directly tied to program results. Personnel Benefits: Those benefits paid by the City as part of the conditions of employment. Examples include insurance and retirement benefits. Police Guild Union: Represents commissioned police officers and sergeants, and non- commissioned personnel. 5 Program: A group of related services or activities that are provided or administered by a department or division and accounted for in its budget. Public Works Trust Fund Loans: A State revolving loan fund that provides low-interest loans to help local governments maintain or improve essential public works systems. Reserve: See fund balance. Resources: Total dollars available for appropriations including estimated revenue, fund transfers, and beginning fund balances. Retained Earnings: An equity account reflecting the accumulated earnings of the City. Revenue: Income received by the City in support of a program of services to the community. It includes such items as property taxes, fees, user charges, grants, fines and forfeits, interest „' income and miscellaneous revenue. Revenue Bonds: Bond issued pledging future revenue (usually water, sewer, or drainage charges) to cover debt payments in addition to operating costs. Revenue Estimate: A formal estimate of how much revenue will be earned from a specific revenue source for some future period; typically, a future fiscal year. Revenue Manual: A manual that provides comprehensive reference material and information on City of Renton revenue including legal authority and parameters. Revenue fur Reserve: Revenue placed in a fund balance reserve account. Salaries and Wages: Amounts paid for personal services rendered by employees in accordance with rates, hours, terms and conditions authorized by law or stated in employment contracts. This category also includes overtime and temporary help. s-i s aw BuDGET GLOSSARY I. Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure or specified purposes. ow Supplemental Appropriation: An appropriation approved by the Council after the initial budget appropriation. Supplies: A basic classification of expenditures for articles and commodities purchased for consumption or resale. Examples include office and operating supplies, fuel, power, water, gas, inventory or resale items, and small tools and equipment. ' TIP: Transportation Improvement Program is a comprehensive program used to identify specific transportation projects for improvement to enhance local, regional, State, and Federal transportation systems. Temporary Employee: A temporary employee is one who was hired prior to January 1, 1996, to work in a position designated and specifically budgeted as "temporary" for that purpose. Temporary employees are entitled to accrue "general leave" after serving in the position for two consecutive years. That Fund: Funds used to account for assets held by a government in a trustee capacity for individuals, private organizations, other governments, and/or other funds. UTGO: Unlimited Tax General Obligation bonds are voter approved and retired by a tax 4r levy commonly referred to as an excess levy. Use of Prior Year Revenue: Fund balance from prior year revenue to be used to offset current w year expenditures. Washington State Council of County and City Employees, Local 2070 (Division of AFSCME): Labor union representing all regular non-exempt personnel, grades 1 through 29. �r err Irr �r irr 8-19 Honor our past. Celebrate our present. Imagine our future. sten IX&Y&WXnow ? In what is now Renton,the native Duwamish The Black River flowed between Lk. ti 1�,�9�,'�p��41g9��A�����E�WI Lake Washington Beach inhabited villages all along the Black River in Washington and the Duwamish Park opened in 1969 and the 1850's. River around the base of Earlington was re-named Gene Hill.The Cedar River flowed into Coulon Memorial Beach The City was named after Captain William the Black River until Lk. Park in 1978 in memory Renton,who assisted in financing and Washington was lowered in 1916. of the former Park opening a coal mine in town in the 1870's, Director.An expansion giving Renton its economic start. Hattie Butler was installed as the g g was completed in 1982. first woman City Council member in Renton Coal was in 1919. A$100,000 grant from the Pacific Car and discovered Foundry Foundation in 1969 provided A in Renton in Sartori granted a piece of land to the City to funding for Carco Theatre,which opened in 1873.Coal create City Park,it was renamed Liberty Park 1971.The theatre is a beautiful,municipally miners '° in 1919. owned and operated performing arts center. came from Wales, Maplewood Golf Course opened in 1927 and Now listed as a Washington State Historic Italy, was purchased by the City in 1985. building,the former Renton Fire Station at 3rd Austria,Scotland and other European Charles A.Lindbergh flew over Renton in and Mill was converted to a Historical nations,giving Renton a diverse culture that Museum in 1979. is still evident today. 1928. Triple XXX Barrel was a very popular Constructed in 1979,the Cedar River Trail Erasmus M.Smithers filed the original plat Renton hangout.When it opened in the extending from the Renton Public Library to for Renton in 1875,platting part of his land the mouth of the river.In 1995 the trail was 1930's it was the first drive-in restaurant on into city lots. the west coast. extended east to the Maplewood Golf Course, making the trail nearly five Tonkin Grocery,built in 1884,served as the Movie star Clint Eastwood served as miles. official meeting place for City Council a lifeguard at Renton's Kennydale meetings for several years. Beach. An archeological dig was conducted in 1980 at a 11 Renton was once home to the largest brick longhouse site on the former built manufacturing plant in the world,the Denny In IRenton Fire Station was Earlington Golf Course.The t aat t 3 and Mill as a Work Renton Clay and Coal Company. Project Administration project. dig uncovered important information about the Logging was an important industry in early In what was possibly the deal of the century, Duwamish Indians. Renton history and big business in Kennydale the City purchased the Renton airport from in the mid-1900's.Logging created jobs, the Federal government for just$1 in 1946. Renton Senior Activity Center opened in cleared land,and provided timber for homes 1985. r{ and businesses. In 1954,the Boeing Company ushered in the Jet Age and built the world's first successful Combining a variety of community events in Renton was incorporated on September 6, jetliner,the Boeing 707at its Renton plantthe same week,Renton River Days debuted 1901 and became an official City. , , . in 1986. No Official City meetings took place at the Young and old alike enjoyed The Renton Community Tonkin Store,in the little triangle now known swimming in the Henry Moses Pool, g Center opened to the which opened in 1955 and was closed as Tonkin Park,between Williams and public in 1989,offering a Burnett on 4`h Street. in 1997. variety of recreational Built in 1909,the Springbrook water In the 1960's,teens would frequently activities,events,and reservoir on Talbot Hill improved Renton's cruise the Renton loop. classes. system of waterworks.Renton is fortunate to The face of transportation changed On a tour through the have an aquifer that provides an abundant dramatically in the 1960's with the United States,the supply of water to residents. construction of Interstate 405. Olympic Torch passed Dredging began on Cedar I The Renton Public Library, through Renton in 1996. River in 1912 dedicated in 1966,is famous for its Consolidating the former municipal campus Henry Moses,the last design over the Cedar River. along the Cedar River,City Hall moved in hereditaryChief of the 1998 to a building at the corner of Main A Renton Historical Society organized Avenue and Grady Way. Duwamish,starred on the in 1966. Renton High School Renton's newest park,the Piazza,was , basketball team that won The Lions Club for a sister-city opened in the heart of downtown in 2000 and the state championship in 1916.The team relationship with Nishiwaki,Japan in 1969. adds to the revitalization efforts underway. was named"Indians"in honor of Henry. &20 o. CITY OF RENTON, WASHINGTON — GENERAL INFORMATION DATE OF INCORPORATION..................................September 6,1901 LICENSES&PERMITS: FORM OF GOVERNMENT...........................................Mayor-Council General Business Licenses(2000)...........................................3,906 Jnr TYPE OF GOVERNMENT...............................Non-Charter,Code City Amusement Devices..................................................................182 LOCATION....................................................i l Miles South of Seattle Animal Licenses(Dog&Cat)(2000).....................................1,791 LAND AREA.............................................................16.90 Square Miles RANK IN SIZE-STATE OF WASHINGTON..........................................13 FIRE PROTECTION: to RANK IN SIZE-KING COUNTY.............................................................5 Number of Commissioned Fre Fighting Personnel...............105 POPULATION Official 4/1/00....................................................... ...............48,270 Number of Non-Commissioned Personnel...............................j] 2000 KING CO CERTIFICATION OF ASSESSED VALUATION Total Number of Fire Personnel('01 Budget).........................116 for the 2000 Tax Roll Year........................................$4,545,321,0.19 Number of Fre Stations(includes FD#25)..................................5 CITY EMPLOYEES-'00 Budget(Full Time Equivalents/FTE).....673.8 Life Support Responses(2000)................................................5,714 to All Other Responses(2000).....................................................2.181 2001 PROPERTY TAX LEVY: (Ordinance#4889) Total Number of Responses(2000)........................................7,895 General Levy(Includes Fire Pension)........................$15,992,100 Special Levy(Excess)..........................................................462,000 POLICE PROTECTION: 6110 TOTAL 2001 PROPERTY TAX LEVY.....................................$16,454,100 Number of Commissioned Police Personnel.........................83.0 Number of Non-Commissioned Police Personnel................ 2000 PROPERTY TAX RATES: (Per$1,000 of Assessed Value) Total Number of Police Personnel('01 Budget).................119.2 City of Renton-General Levy.........................................$3.27385 Number of Calls for Service(2000)......................................45,744 City of Renton-Special Levy...............................................10078 1W TOTAL CITY OF RENTON PROPERTY TAX RATE...............$3.37463 PARKS&RECREATION: King County..........................................................................1.55218 Total Parks&Open Space Acreage(2000)........................1,180 Port of Seattle..........................................................................19029 Number of Developed Parks and Playgrounds.......................28 Hospital District#I..................................................................09873 Major Facilities: Renton School District#403.................................................3.3669 Liberty Park av State of Washington School Fund....................................3.14502 Gene Coulon Memorial Beach Park(Lake Washington) Emergency Medical Services...............................................24624 Cedar River Trail TOTAL 2000 PROPERTY TAX RATES......................................$11.97395 Maplewood Golf Course Renton Senior Activity Center UTILITY TAX RATES: Cedar River Park: to Electricity,Gas(Utility&Use),and City Utilities Carco Theatre (Water Sewer,Storm Drain,and Solid Waste).........................6% Renton Community Center TV Cable,Telephone,and Cellular Phone..............................6% STREETS: SALES TAX RATE: State Signed Routes(Arterials)(2000)...................................10.65 goState.............................................................................................6.5% City Arterials(2000)..................................................................66.25 King County Metro....................................................................0.6% Local Access Streets(2000)..................................................112.32 Transit and Traffic Congestion(effective 4/1/01)................0.2% Alleys(2000).................................................................................¢,21 RTA(effective 4/1/97)...............................................................0.4% TOTAL STREETS(2000)..............................................................195.43 10 City of Renton Local Option....................................................1.0% NUMBER OF SIGNALIZED INTERSECTIONS.................................102 City of Renton Local Option-Criminal Justice....................QJS TOTAL SALES TAX RATE...................................................................8.8% UTILITIES: WATER UTILITY: King County Stadium Tax Rate on Food&Beverage Customers(Inside the City)...................................................13,657 Salesat Restaurants,Bars&Taverns......................................0.5% Customers(Outside the City)....................................................567 Hotel/Motel Tax...............................................................................1.0% Total Water Customers..........................................................14,224 Public Facilities/Rental Car...........................................................1.0% Gallons of Water Produced(2000)........................2,710,655,000 Number of Fire Hydrants(2000).............................................2,888 ADMISSION TAX RATE: Miles of Water Main(2000).....................................................268.7 Theaters and Other Events..........................................................5% SANITARY SEWER UTILITY: Total Customers(Inside the City).........................................13,412 BUSINESS LICENSE FEE..................................$55 Per Employee/Year Total Customers(Outside the City)............................................6Q Total Sanitary Sewer Customers...........................................13,472 ion TWO YEAR ANIMAL LICENSE FEES: Not Altered Altered Miles of Gravity Sewer and Force Main(2000)...................162.5 Dog License $20.00 $10.00 STORM DRAINAGE UTILITY: Cat license $8.00 $4.50 Number of Accounts.............................................................12,378 (Lifetime tags for senior citizens offered at one-time fee.) Miles of Storm Sewers(2000)..................................................180.9 SOLID WASTE UTILITY:(Contracted Services) 2001 UTILITY RATES: (Reduced rates for low income senior Total Accounts........................................................................12,141 citizens,and disabled persons available.) WATER: AIRPORT: Basic Service Charge(3/4"Meter)........................$10.50/Month Area in acres...........................................................................167.21 Commodity Rate:1.761100 C.F.for First 1000 cubic ft a month, Feet of Asphalt/Concrete Runway.......................................5,379 to $1.88 charged in excess of 1000 cubic feet. Total Operations(10/99-09/00).......................................131,274 CITY SEWER:(Single Family Residence.....................$12.29/Month METRO SEWER:(Single Family Residence................$19.75/Month LIBRARY: STORM SEWER:(Single Family Residence..................$5.39/Month Libraries(Main and Highlands).....................................................2 jam, GARBAGE RATES:(Residential) Number of City Resident Borrowers....................................26,149 1 can(32 gal)/Wk,curbside...................................$13.44/Month Number of Non-Resident/King County Borrowers..............8,211 1 additional can,weekly...........................................$7.93/Month Number of Interlibrary loan Borrowing Libraries...................416 Total Registered Borrowers(2000).......................................34,858 ELECTIONS: Total Books/Holdings(2000)................................................147,818 to Number of Precincts......................................................................71 Total Titles(2000)...................................................................104,073 Number of Registered Voters(1/27/01).............................27,148 Total Circulation(2000).......................................................352,334 1110 ON &21 �YPgr S C 5 f 8-22 �r Details r: x a s w s 4 i' No TABLE 15: REVENUE DETAIL - ALL FUNDS Im REVENUE 1998 1999 2000 2000 2001 %Chg %ChB Actuals Actuals Budget Actuals Budget 99-00 00.01 TAX REVENUES: PropertyTax-GeneralLevy $13,119,160 $14,310,777 $15,656,336 $14,998,285 $16,454,100 9.1% 4.2% 40 Property Tax-Special Levy 1,390,793 1,339,623 1,402,500 1,403,411 636,025 0.4% -50.1% Total Property Taxes 14,509,953 15,650,400 17,058,836 16,401,696 17,090,125 8.4% 0.2% Retail Sales and Use Tax 14,948,815 15,282,981 16,100,000 16,585,478 17,012,200 2.1% 5.7% Utility Taxes 7,071,938 7,579,958 8,080,000 8,721,701 8,390,000 7.3% 3.8% im Other Taxes: Admissions Tax 281,148 309,199 275,000 710,085 310,000 0.0% 12.7% Franchise Fees 292,237 366,188 325,000 390,900 350,000 18.2% 7.7% ire Excise Taxes 2,368,380 2,316,523 1,347,900 2,338,339 1,775,000 2.1% 31.7% Emergency Medical Service Levy Ft 0 432,973 432,975 432,973 435,000 -26.0% 0.5% Gambling Excise Tax 1,984,097 2,459,571 2,404,328 2,320,841 2,461,000 21.5% 2.4% Total Other Taxes 4,925,862 5,884,454 4,785,203 6,193,138 5,331,000 7.9% 11.4% N TOTAL TAX REVENUE 41,456,568 44,397,793 46,024,039 47,902,013 47,823,325 5.8% 3.9% LICENSES AND PERMITS: Business Licenses&Permits 2,597,025 2,572,812 2438,800 2,522,868 2,532,000 15.8% 3.8% Building Permits 1,619,621 1,174,166 948,620 1,986,872 1,006,400 -4.9% 6.1% to Non-Business Licenses/Permits 53,670 51,045 49,800 80,721 23,000 60.7% -53.8% TOTAL LICENSES AND PERMITS 4,270,316 3,798,023 3,437,220 4,590,461 3,561,400 9.7% 3.6% INTERGOVERNMENTAL REVENUE:- Federal EVENUE:Federal Grants 4,231,632 2,433,828 3,810,521 1,850,372 3,000,916 -4.2% -15.4% 60 State Grants 4,118,105 439,683 50,000 1,878,502 0 -98.3% -100.0% Motor Vehicle Excise Tax(MVET) 673,129 738,918 71,109 297,797 249,000 -90.6% 250.2% Local Vehicle License Fee/Transp 396,664 426,142 350,000 437,915 350,000 0.0% 0.0% State DUI 0 9,655 0 6,779 0 N/A N/A State/Street Fuel Taxes 1,043,100 1,045,698 1,114,020 1,058,750 1,060,000 4.8% -4.87. State/Fire Insurance Premium Tax 61,775 75,340 69,000 44,582 69,000 1.2% 0.0% State/Liquor Board Profits/Excise Tax 470,120 394,800 456,915 445,248 387,000 28.1% -15.3% intergovernmental Service&Interloc 1,622,421 886,997 877,230 933,314 925,000 -13.8% 5.4% TOTAL INTERGOVERNMENTAL REVENUE 12,616,946 6,451,061 6,798,795 6,953,259 6,040,916 -36.0% -7.6% CHARGES FOR SERVICES: General Government 348,499 275,361 252,800 295,185 263,500 1.6% 4.2% Public Safety 463,459 453,726 462,315 497,886 503,000 -3.3% 8.8% Utility&Environment 28,285,771 28,618,502 29,314,025 29,334,310 29,719,905 1.0% 1.5% Transportation Mitigation 973,729 855,407 500,000 775,180 500,000 0.0% 0.0% Other Transportation 24,034 7,522 7,000 37,738 7,000 0.0% 0.0% Plan Checking Fees 582,273 459,364 450,000 815,510 472,700 0.0% 5.0% Fire&Park Mitigation 929,157 818,766 550,000 1,172,905 475,000 0.0% -13.6% Planning/Zoning/EIS Fees 189,024 178,838 103,397 159,095 147,400 -4.3% 42.6% Recreation 2,144,477 2,222,153 2,089,600 2,348,611 2,351,045 2.1% 12.5% Equipment Repair/Maintenance Ch( 1,452,384 1,450,346 1,645,646 1,604,801 1,664,700 9.2% 1.2% TOTAL CHARGES FOR SERVICES 35,392,807 35,339,985 35,374,783 37,041,221 36,104,250 1.3% 2.2% TOTAL FINES AND FORFEITS 722,054 831,327 752,440 937,689 817,100 -5.1% 8.6% MISCELLANEOUS REVENUE: Interest&Other Earnings 3,764,433 2,992,427 2,022,939 3,522,021 2,302,085 -15.3% 13.8% L.I.D./Special Assessment Principal 568,241 689,930 431,678 352,648 309,657 -12.6% -28.3% Rents/Leases/Concessions 1,847,085 1,720,560 1,846,830 1,885,520 2,068,250 -8.1% 35.5% Equipment Capital Recovery Charge 786,610 1,195,987 1,205,225 1,285,963 1,453,200 2.5% 20.6% Interfund Prop Liab Insurance Premiu 1,358,177 1,155,800 1,393,467 1,393,466 1,551,000 20.6% 11.3% Employee Insurance Premiums 3,771,697 4,197,008 4,820,233 5,080,157 4,982,709 11.2% 3.4% Contributions from Private Sources 2,007,882 318,011 754,510 64,093 16,000 1234.2% -97.8% Other Miscellaneous 49,151 920,343 99,615 537,061 50,100 -52.0% -49.7% TOTAL MISCELLANEOUS REVENUE 14,153,276 13,190,066 12,574,497 14,120,928 12,733,001 6.7% 4.0% INTER-FUND DEPARTMENT SERVICE CHi 4,635,057 4,429,555 4,428,641 4,334,430 4,235,256 0.2% -4.4% ft TOTAL NON-REVENUES 12,813,941 13,261,844 14,173,174 6,331,171 10,822,236 90.7% -15.9% TOTAL OTHER FINANCING SOURCES 11,042,573 5,944,846 4,132,561 5,393,661 2,917,777 -38.8% -14.37 TOTAL REVENUES $137,103,538 $127,644,500 $127,696,150 $127,604,833 $125,055,261 3.6% 0.0% ow 'i"' 9-1 w TABLE 16: EXPENDITURE DETAIL - ALL FUNDS EXPENDITURES 1998 1999 2000 2000 2001 %Chg %Chg Actual Actual Budget Actual Bud 99-00 00-01 SALARIES AND WAGES: Regular Salaries 27,729,883 28,653,271 31,356,882 30,518,276 33,133,516 5.3% 5.7% Part Time Salaries 1,720,402 1,705,787 1,928,126 1,773,686 2,052,913 -1.0% 6.5% Uniform Allowance 59,385 59,672 59,960 61,323 59,900 2.5% -0.1% Overtime 1,376,753 1,653,201 1,507,602 1,682,137 1,580,561 4.4% 4.8% TOTAL SALARIES AND WAGES 30,886,423 32,071,931 34,852,570 34,035,422 36,826,890 4.9% 5.7% PERSONNEL BENEFITS: Retirement/PERS 1,461,665 1,186,586 970,803 913,440 1,014,444 -34.0% 4.5% Retirement/LEOFF 634,945 582,743 574,100 491,614 566,000 -18.8% -1.4% FICA 1,871,298 1,954,447 2,118,151 2,063,294 2,264,050 4.8% 6.9% Medical Insurance 2,400,953 2,752,382 3,086,504 3,160,798 3,106,704 10.4% 0.7% LEOFF Retired Medical Insurance 314,401 311,066 355,134 377,785 355,100 4.9% 0.0% Industrial Insurance 416,078 406,163 441,132 428,433 479,340 1.5% 8.7% Life Insurance 98,027 100,370 112,483 108,290 105,835 5.8% -5.9% Dental Insurance 670,842 778,947 885,365 904,170 877,818 12.4% -0.9% Unemployment Compensation 64,650 65,300 65,863 65,863 65,900 0.9% 0.1% Fire Pensions 301,558 302,775 325,000 313,035 335,000 3.2% 3.1% PERS Prior Service Liability 4,187 3,194 8,500 2,941 8,500 3.6% 0.0% Long Term Disability 65,019 68,377 85,476 69,033 81,352 11.1% -4.8% Self-Insurance Medical/Dental 2,729,689 3,280,615 3,457,300 3,585,713 3,811,145 11.1% 10.2% Self-Insurance Life Insurance 0 0 15,000 0 15,000 0.0% 0.0% Self-Insurance Workmen's Comp 251,612 318,663 270,000 427,723 270,000 1.4% 0.0% Self-Insurance Unemployment Comp 74,027 74,225 90,500 68,209 108,600 31.5% 20.0% TOTAL PERSONNEL BENEFITS 11,358,951 12,185,853 12,861,311 12,980,341 13,464,788 2.1% 4.7% SUPPLIES: Office/Operating Supplies 2,278,318 2,604,101 3,019,606 2,714,143 3,140,636 1.0% 4.0% Purchased Merchandise/Inventory 431,325 291,209 326,168 304,585 324,349 2.2% -0.6% Small Equipment 220,675 299,964 245,142 213,908 1,054,898 -13.0% 330.3% TOTAL SUPPLIES 2,930,318 3,195,274 3,590,916 3,232,636 4,519,883 0.0% 25.9% OTHER SERVICES 8t CHARGES: Professional Services 9,559,117 10,219,315 11,333,461 10,775,828 11,288,374 4.3% -0.4% Communications 463,546 553,513 400,644 425,581 459,240 -23.9% 14.6% Travel and Training 249,019 296,651 376,076 316,835 386,926 -0.6% 2.9% Volunteer Travel/Meals 23,583 26,941 27,661 23,330 27,937 1.0% 1.0% Operating Rentals&Leases 2,392,518 2,790,252 3,148,806 3,009,761 3,314,470 8.5% 5.3% Property/Liability Ins Premiums&Claims 2,590,350 3,537,113 2,804,966 2,605,250 3,063,626 -26.9% 9.2% Subtotal Misc Charges 15,278,133 17,423,785 18,091,614 17,156,585 18,540,573 -2.4% 2.5% Public Utility Services 8,217,932 8,906,101 8,831,342 8,282,735 9,119,649 2.0% 3.3% Repairs and Maintenance 913,420 995,530 1,418,164 1,086,012 1,514,726 13.7% 6.8% Other Miscellaneous Services 885,253 944,017 1,038,021 1,061,362 1,169,482 -6.4% 12.7% TOTAL OTHER SERVICES AND CHARGES 25,294,738 28,271,433 29,379,141 27,586,694 30,344,430 -0.6% 3.3% INTERGOVERNMENTAL SERVICES: Intergovernmental Professional Services 1,462,545 1,459,642 1,571,248 1,531,849 1,660,045 5.7% 5.7% External Taxes&Operating Assessments 1,087,666 1,099,005 1,174,327 1,129,919 1,239,824 3.0% 5.6% Interfund Taxes 1,685,410 1,697,515 1,748,909 1,788,618 1,716,745 2.2% -1.8% TOTAL INTERGOVERNMENTAL SERVICES 4,235,621 4,256,162 4,494,484 4,450,386 4,616,614 3.6% 2.7% CAPITAL OUTLAY: Land 103,785 643,799 1,518,000 663,613 1,026,000 168.7% -32.4% Buildings,Structures&Oth Imprvmnts 7,258,167 7,647,357 10,687,838 4,789,709 4,291,500 -20.1% -59.8% Machinery and Equipment 3,160,034 5,617,139 4,579,733 3,631,882 1,597,195 -40.8% -65.1% Construction Projects 12,864,498 6,838,536 11,940,000 5,947,406 9,547,000 9.9% -20.0% Street Improvement Projects/CIP 9,636,865 5,719,326 14,546,500 5,190,421 6,751,190 -9.5% -53.6% a TOTAL CAPITAL OUTLAY 33,023,349 26,466,157 43,272,071 20,223,031 23,212,885 -11.0% -46.4% DEBT SERVICE:(Principal and Interest) Principal 4,951,467 5,569,323 5,400,405 5,038,448 4,669,939 -2.0% -13.5% Interest and Related Debt Costs 3,110,918 3,278,944 3,105,900 2,679,139 2,912,201 -11.8% -6.2% TOTAL DEBT SERVICE 8,062,385 8,848,267 8,506,305 7,717,587 7,582,140 -5.8% -10.9% TOTAL INTERFUND PAYMENTS 3,013,819 3,074,544 3,744,242 3,126,003 3,132,032 23.0% -16.4% TOTAL NON-EXPENDITURES 5,889,778 9,221,175 4,243,000 4,082,816 2,057,236 -52.5% -51.5% TOTAL OTHER FINANCING USES 10,530,854 4,669,858 3,742,561 3,740,459 2,622,777 -17.0% -29.9% TOTAL EXPENDITURES 135,226,236 132,260,654 148,686,601 121,175,375 128,379,675 -5.6% -13.7% 9-2 am • r. rr fir 1rr r sir �" 9-3 TABLE 17: 2001 REVENUE, EXPENDITURES, FUND SOURCES -ALL FUNDS Ger M comm" it Spedai Reverwe 000 101 103 1 106 201/207/212/215 Total 102 104 General I Parks I Street Lbrary Lknked GO 2001 Arter Str CDBG REVENUE Property Tax 6,977,624 4,521,895 2,771,019 1,141,872 1,041,690 16,454,100 4 Safes Tax 15,382,200 15,382,200 Sales Tax/Criminal Justice 950,000 950,000 Admissions Tax 310,000 310,000 Utility Tax&Natural Gas Use Tax 4,660,000 3,100,000 750,000 8,510,000 Real Estate Excise Tax 850,000 850•000 EMS Levy Funds 435,000 435,000 Gambling Excise Tax 2,461,000 2,461,000 Franchise/Leasehold Excise 425,000 425,000 Sub-Total Taxes 31,600,824 7,621,895 3,521,019 1,141,872 1,891,690 45,777,300 0 0 Business License Fee 425,000 425,000 t Building Permits 983,800 983,800 Other Licenses/Permits 110,000 20,000 130.000 Community Dev Block Grants 0 279,675 Other Federal/State Grants 145,000 145,000 State Shared Revenue 214,000 718,000 932,000 338,400 _'• Other Intergovernmental 1,347,000 1,347,000 Charges for Services 1,283,600 612,800 8,000 1,904,400 Fines and Forfeits 789,600 27,500 817,100 Interest Earnings 918,000 35,000 90,000 7,500 20,000 1,070,500 6,000 Miscellaneous Revenue 39,000 458,500 25,000 1,000 523,500 Non-Revenue 0 Other Financing Sources 77,650 77,650 Interfund Revenue 2,506,950 945,490 3,452,440 TOTAL NEW REVENUE 40,362,774 8,728,195 5,319,509 1,185,872 1,989,340 57,585,690 344,400 279,675 Use of Prior Yr Revenue 75,469 74,775 449,142 203,378 6,861 809,625 9,100 0 TOTAL RESOURCES 40,438,243 8,802,970 5,768,651 1,389,250 1,996,201 58,395,315 353,500 279,675 EXPENDITURES Legislative 143,747 143,747 Executive: Administration(Mayor) 719,083 719.083 Municipal Court 1,233,600 1.233,600 Legal Services 932,372 932372 Hearing Examiner 122,303 122,303 City Clerk 435,025 435,025 Econ Dev,Neighbrhds&Strat Ping 1,288,177 1,288,177 Human Resources&Risk Mgmt: 669,708 669,708 Insurance 0 Finance&Information Services: 1 Finance&Information Systems 2,950,011 2,950,011 Non-Departmental/Misc 2,348,613 2,348,613 Debt Service 1,996,201 1,996,201 Police 13,323,134 13,323,134 Fire 11,028,000 11,028,000 Planning/Building/Pub Wks: Administration 316,858 316,858 Development Services 3,017,653 3,017,653 Transportation 3,392,623 3,392,623 Utility Systems&Technical Sery 435,469 435,469 Maintenance Services 2,376,028 2,376,028 Community Services: General Services/Parks 8,802,970 8,802,970 Housing&Human Services 474,490 474,490 Comm Dev Block Grants 0 279,675 Library 1,389,250 1,389,250 Golf Course 0 Transfers-Out 1,000,000 1,000,000 353,500 TOTAL COMMITTED EXPENDITURES 40,438,243 8,802,970 5,768,651 1,389,250 1,996,201 58,395,315 353,500 279,675 Increase to Reserves 0 0 0 0 0 0 0 0 TOTAL EXPENDITURES 40,438,243 8,802,970 5,768,651 1,389,250 1,996,201 58,395,315 353,500 279,675 Fund Balance, January 1 7,745,890 1,693,250 1,299,139 331,999 824,147 11,894,425 153,069 (44,992) Total New Revenue 40,362,774 8,728,195 5,319,509 1,185,872 1,989,340 57,585,690 344,400 279,675 111111111 Total Committed Expenditures (40,438,243) (8,802,970) (5,768,651) (1,389,250) (1,996,201) (58,395,315) (353,500) (279,675) Fund Balance Pius Reserves 7,670,421 1,618,475 849,997 128,621 817,286 11,084,800 143,969 (44,992) Operating Reserves 3,235,059 704,238 461,492 111,140 0 4,511,929 0 0 Other Reserves 0 0 0 0 0 0 0 0 TOTAL ENDING FUND BALANCE 4,435,362 914,237 388,505 17,481 817,286 6,572,871 143,969 44,992 9-4 1111. TABLE 17: 2001 REVENUE, EXPENDITURES, FUND SOURCES -ALL FUNDS Spetiaf Reverme Debt Servke C Ad IMP 105110 118 125 127 213/219 220 221 301 Impar Mh Hollelo el Paths 1%Art Cable Com UnBm G.O. LID Debt Sv LID Gua Cky Hall CIP REVENUE Property Tax 636,025 Sales Tax 130,000 Sales Tax/Criminal Justice Admissions Tax Utility Tax&Natural Gas Use Tax 30,000 Real Estate Excise Tax EMS Levy Funds Gambling Excise Tax Franchise/Leasehold Excise Sub-Total Taxes 0 130,000 0 0 30,000 636,025 0 0 0 Business License Fee Building Permits Other Licenses/Permits Community Dev Block Grants Other Federal/State Grants State Shared Revenue 3,600 Other Intergovernmental Charges for Services Fines and Forfeits Interest Earnings 3,000 1,300 5,500 12,500 Miscellaneous Revenue 1,500 376,068 Non-Revenue Other Financing Sources Interfund Revenue TOTAL NEW REVENUE 0 133,000 3,600 1,300 37,000 648,525 376,068 0 0 M Use of Prior Yr Revenue 0 37,352 0 11,900 0 0 0 0 0 TOTAL RESOURCES 0 170,352 3,600 13,200 37,000 648,525 376,068 0 0 EXPENDITURES Legislative 111111110 Executive: Administration(Mayor) 13,200 30,500 Municipal Court Legal Services Hearing Examiner City Clerk Econ Dev,Neighbrhds&Strat Ping 170,352 Human Resources&Risk Mgmt: Insurance Finance&Information Services: Finance&Information Systems Non-Departmenta I/Misc Debt Service 648,525 230,995 Police Fire Planning/Building/Pub Wks: Administration Development Services Transportation Utility Systems&Technical Sery Maintenance Services Community Services: General Services/Parks Housing&Human Services Comm Dev Block Grants Library Golf Course Transfers-Out TOTAL COMMITTED EXPENDITURES 0 170,352 0 13,200 30,500 648,525 230,995 0 0 Increase to Reserves 0 0 3,600 0 6,500 0 145,073 0 0 TOTAL EXPENDITURES 0 170,352 3,600 13,200 37,000 648,525 376,068 0 0 imp Fund Balance, January 1 0 216,091 2,807 29,406 170,536 1,145,287 374,718 145,660 0 Total New Revenue 0 133,000 3,600 1,300 37,000 648,525 376,068 0 0 Total Committed Expenditures 0 (170,352) 0 (13,200) (30.500) (648,525) (230,995) 0 0 Fund Balance Plus Reserves 0 178,739 6,407 17,506 177,036 1,145,287 519,791 145,660 0 io Operating Reserves 0 0 0 0 0 1,145,287 0 0 0 Other Reserves 0 0 0 0 0 0 0 0 0 TOTAL ENDING FUND BALANCE 0 178,739 6,407 17,506 177,036 0 519,791 145,660 0 No a. 9-5 TABLE 17: 2001 REVENUE, EXPENDITURES, FUND SOURCES -ALL FUNDS i cap"fffvvvvnm EnferWin 303304 305 306 316 317 320 401 421 C D Flrc Tans Leered Mun Fac Tram CIP LID Constr W/5/5 Udl W/s/s Caat REVENUE Property Tax Sales Tax 400,000 Sales Tax/Cominal Justice Admissions Tax Utility Tax&Natural Gas Use Tax Real Estate Excise Tax 850•000 EMS Levy Funds Gambling Excise Tax Franchise/Leasehold Excise Sub-Total Taxes 0 0 0 0 1,250,000 0 0 0 0 1a Business License Fee 2•000•0 Building Permits 22,600 Other Licenses/Permits Community Dev Block Grants Other Federal/State Grants 2,059,241 State Shared Revenue 350,000 Other Intergovernmental Charges for Services 175,000 300,000 500,000 427.100 17,865,075 5,000 Fines and Forfeits Interest Earnings 25,000 100,000 100,000 200,000 142,874 60,000 Miscellaneous Revenue 350•000 83.250 Non-Revenue 135.000 10,031.700 Other Financing Sources 1,247,100 1,445,127 Interfund Revenue 0 781,776 TOTAL NEW REVENUE 200,000 400,000 600,000 427,100 3,047,100 5,854,368 0 19,030,575 10,096,700 Use of Prior Yr Revenue 350,000 1,700,000 491,627 0 0 942,080 0 115,449 0 id TOTAL RESOURCES 550,000 2,100,000 1,091,627 427,100 3,047,100 6,796,448 0 19,146,024 10,096,700 EXPENEIrM S a Legislative Executive: Administration(Mayor) 525,000 Municipal Court Legal Services w Hearing Examiner City Clerk Econ Dev,Neighbrhds&Strat Ping 414,500 Human Resources&Risk Mgmt: Insurance Finance&Information Services: Finance&Information Systems 907,600 Non-Departmental/Misc 75,000 1,180,417 Debt Service 981,346 143,800 Police Fire 2,100,000 Planning/Building/Pub Wks: Administration 306.287 Development Services 399,499 Transportation 6,796,448 Utility Systems&Technical Sery 3,816,987 9,547,000 Maintenance Services 11,024,788 Community Services: General Services/Parks 550,000 180,000 925,000 Housing&Human Services Comm Dev Block Grants 200,000 Library Golf Course Transfers-Out 1,091,627 247,100 1,436,700 TOTAL COMMITTED EXPENDITURES 550,000 2,100,000 1,091,627 427,100 3,047,100 6,796,448 0 19,146,024 9,690,800 Increase to Reserves 0 0 0 0 0 0 0 0 405,900 TOTAL EXPENDITURES 550,000 2,100,000 1,091,627 427,100 3,047,100 6,796,448 0 19,146,024 10,096,700 Fund Balance, January 1 801,589 2,471,291 4,470,570 188,173 5,888,908 7,225,572 0 2,486,115 491,149 Total New Revenue 200,000 400,000 600,000 427,100 3,047,100 5,854,368 0 19,030,575 10,096,700 Total Committed Expenditures (550,000) 12,100,0001 (1,091,627) (427,100) (3,047,100) (6,796,448) 0 (19,146,024) (9,690,800) Fund Balance Plus Reserves 451,589 771,291 3,978,943 188,173 5,888,908 6,283,492 0 2,370,666 897,049 Operating Reserves 0 0 0 0 0 0 0 1,198,146 0 Other Reserves 0 0 0 0 0 0 0 0 0 TOTAL ENDING FUND BALANCE 451,589 771,291 3,978,943 188,173 5,888,908 6,283,492 0 1,172,520 897,049 9-6 TABLE 17: 2001 REVENUE, EXPENDITURES, FUND SOURCES -ALL FUNDS Er"Prhe Intera Servke Fidudary ToW All Funds 451 402 403 404 424 501 502 601 ToW W7S/S Rev B AhWrt Sol Wxte Golf crs Golf aP N14rifill Inwrana Fke Pwslon 2001 REVENUE Property Tax 17,090,125 Sales Tax 15,912,200 to Sales Tax/Criminal Justice 950,000 Admissions Tax 310,000 Utility Tax&Natural Gas Use Tax 8,540,000 Real Estate Excise Tax 1,700,000 EMS Levy Funds 435,000 to Gambling Excise Tax 2,461,000 Franchise/Leasehold Excise 425,000 Sub-Total Taxes 0 0 0 0 0 0 0 0 47,823,325 Business License Fee 2,425,000 Building Permits 1,006,400 Other Licenses/Permits 130,000 Community Dev Block Grants 279,675 Other Federal/State Grants 517,000 2,721,241 State Shared Revenue 69,000 1,693,000 Other Intergovernmental 35,000 1,382,000 Charges for Services 3,107,380 7,000 8,642,450 1,933,245 1,664,700 36,531,350 Fines and Forfeits 817,100 Interest Earnings 110,000 80,000 16,000 50,000 38,000 150,000 65,000 2,235,674 • Miscellaneous Revenue 691,000 408,000 1,453,200 6,533,709 10,420,227 Non-Revenue 373,436 10,540,136 Other Financing Sources 25,000 20,000 2,814,877 Interfund Revenue 1,040 4,235,256 TOTAL NEW REVENUE 3,217,380 1,295,000 8,694,490 2,416,245 373,436 3,175,900 6,683,709 134,000 125,055,261 �► Use of Prior Yr Revenue 0 45,500 13,960 9 0 0 0 207,550 4,734,152 TOTAL RESOURCES 3,217,380 1,340,500 8,708,450 2,416,254 373,436 3,175,900 6,683,709 341,550 129,789,413 EXPENDITURES Legislative 143,747 to Executive: Administration(Mayor) 1,287,783 Municipal Court 1,233,600 Legal Services 932,372 Hearing Examiner 122,303 fill City Clerk 435,025 Econ Dev,Neighbrhds&Strat Ping 1,873,029 Human Resources&Risk Mgmt: 669,708 Insurance 6,229,045 6,229,045 Finance&Information Services: Finance&Information Systems 3,857,611 Non-Departmental/Misc 31,072 231,181 112,999 166,400 171,000 341,550 4,658,232 Debt Service 3,203,415 455,508 7,659,790 Police 13,323,134 t0 Fire 13,128,000 Planning/Building/Pub Wks: Administration 3,550 24,245 650,940 Development Services 691 3,417,843 Transportation 1,305,878 11,494,949 Utility Systems&Technical Sery 8,381,735 22,181,191 Maintenance Services 70,598 2,685,900 16,157,314 Community Services: General Services/Parks 10,457,970 Housing&Human Services 474,490 Comm Dev Block Grants 479,675 Library 1,389,250 Golf Course 1,474,311 146,000 1,620,311 Transfers-Out 373,436 4,502,363 4w TOTAL COMMITTED EXPENDITURES 3,203,415 1,340,500 8,708,450 2,416,254 146,000 2,852,300 6,400,045 341,550 128,379,675 Increase to Reserves 13,965 0 0 0 227,436 323,600 283,664 0 1,409,738 TOTAL EXPENDITURES 3,217,380 1,340,500 8,708,450 2,416,254 373,436 3,175,900 6,683,709 341,550 129,789,413 so Fund Balance, January 1 3,891,521 3,465,150 614,482 689,086 44,562 2,286,928 4,733,405 5,655,612 59,491,120 Total New Revenue 3,217,380 1,295,000 8,694,490 2,416,245 373,436 3,175,900 6,683,709 134,000 125,055,261 Total Committed Expenditures (3,203,415) (1.340,500) (8,708,450) (2,416,254) (146,000) (2,852,300) (6,400,045) (341,550) (128,379,675) Fund Balance Plus Reserves 3,905,486 3,419,650 600,522 689,077 563,998 2,610,528 5,017,069 5,448,062 56,166,706 to Operating Reserves 0 107,240 0 193,300 0 169,672 4,671,625 5,448,062 17,445,261 Other Reserves 3,195,402 3,312,410 600,522 0 0 2,440,856 0 0 9,549,190 TOTAL ENDING FUND BALANCE 710,084 0 0 495,777 563,998 0 345,444 0 29,172,255 ow iftr 9-7 AA 9-8