HomeMy WebLinkAbout2004 Annual Budget IIS
BUDGET
City of Rmmh Washington
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CITY OF REI TON
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to City of Renton, Washington UT r
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2004 BUDGET
Acknowledgments
Victoria Runkle Finance and Information Services Administrator
Elaine Gregory Fiscal Services Director
Sylvia Doerschel Finance Analyst Supervisor
Jill Masunaga Finance Analyst III
Rose Johnson Finance Analyst I
DeAnna Fricke Administrative Secretary II
rr Linda Parks Finance Analyst Supervisor
Linda Dixon Finance Analyst II
Nancy Violante Grant Account
Beth Haglund Form Graphics Technician
Deborah Willard Print and Mail Coordinator
Cover Design NancyEllen Regier, City of Seattle
Contact
Renton City Hall
rrr, 1055 South Grady Way
Renton,Washington 98055
Phone: 425-430-6858
Fax: 425-430-6855
Website: www.ci.renton.wa.us
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N Table of Contents
Page
im GFOA Award ix
Mission Statement and Business Plan Goals x
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City of Renton Mayor and City Council Photographs xi
2003 Boards,Commissions,and Committees xii-xiii
Reader's Guide to the Budget xiv
I INTRODUCTION
Budget Message from the Mayor
Financial and Operational Policies 1-1
2 BUDGET AT A GLANCE
The Budget Process 2-1
Table 2-1. Schedule of the Budget Process 2-3
Financial Structure 2-4
Table 2-2. The Total Budget for 2004 2-7
Table 2-3. Revenue Detail Over Time 2-8
Figure 2-1. Fund Groups 2-9
to Figure 2-2. Employment History- City of Renton 2-10
2004 Increases to Staffing- 8.1 FTE Increase 2-10
Table 2-4. Expenditure Over Time 2-11
Economic Overview 2-12
3 OPERATING BUDGET
irr Introduction 3-1
Table 3-1. Staffing Comparison by Department 3-2
Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses 3-4
Legislative 3-7
Mission Statement 3-7
Division Core Services 3-7
Table 3-3. City Council Members and Committees 3-7
Figure 3-1.Legislative Overview 3-8
Figure 3-4.Position Listing-Legislative 3-10
Administrative,Judicial,and Legal Services 3-11
Mission Statement 3-11
Division Core Services 3-11
Figure 3-2.Administrative,Judicial, and Legal Services Overview 3-13
Major Department Changes for 2004 3-14
Mayor's Office 3-15
1W City Clerk 3-19
City Attorney 3-21
Hearing Examiner 3-23
10 Court Services 3-25
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Table of Contents(continued) Page
3 OPERATING BUDGET(continued)
Table 3-5.Administrative,Judicial, and Legal Services Performance and
Workload Indicators 3-27 r
Table 3-6.Administrative,Judicial, and Legal Services Position Listing 3-28
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Economic Development,Neighborhoods,and Strategic Planning 3-29
Mission Statement 3-29
Division Core Services 3-29
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Major Department Changes for 2004 3-31
Figure 3-3. Economic Development Overview 3-32
Table 3-7. Economic Development Performance and Workload Indicators 3-33
Table 3-8. Economic Development, Neighborhoods, and Strategic Planning Position Listing 3-34
Finance and Information Services 3-35
Mission Statement 3-35
Division Core Services 3-35
Figure 3-4. Finance and Information Services Overview 3-36
Major Department Changes for 2004 3-37
Finance Division 3-38
Information Services Division 3-40
Table 3-9. Finance and Information Services Performance and Workload Indicators 3-43
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Table 3-10.Finance and Information Services Position Listing 3-43
Human Resources and Risk Management 3-45
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Mission Statement 3-45
Division Core Services 3-45
Figure 3-5.Human Resources and Risk Management Overview 3-46
Major Department Changes for 2004 3-47 rli
Administration and Civil Service Division 3-49
Risk Management Division 3-51
Table 3-11. Human Resources and Risk Management Department
Performance and Workload Indicators 3-53
Table 3-12. Human Resources and Risk Management Position Listing 3-53
Police Department 3-55
Mission Statement 3-55
Division Core Services 3-55
Figure 3-6. Police Department Overview 3-57
Major Department Changes for 2004 3-58
Administration Division 3-60
Patrol Operations Division 3-62
Patrol Services Division 3-64
Investigation Division 3-66
Administrative Services Division 3-68
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3 OPERATING BUDGET(continued)
Staff Services Division 3-70
ON Auxiliary Services Division 3-72
Table 3-13. Police Department Performance and Workload Indicators 3-74
Table 3-14.Police Department Position Listing 3-75
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Fire Department 3-77
Mission Statement 3-77
sr Division Core Services 3-77
Figure 3-7. Fire Department Overview 3-78
Major Department Changes for 2004 3-79
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Administration Division 3-82
Emergency Response Division 3-85
iter Prevention Division 3-88
Training Division 3-91
Disaster Management Division 3-94
ift Table 3-15.Fire Apparatus by Station 3-97
Table 3-16. Fire Apparatus by Vehicle 3-97
Table 3-17. Fire Department Performance and Workload Indicators 3-98
Table 3-18. Fire Department position Listing 3-99
Community Services 3-101
Mission Statement 3-101
Division Core Services 3-101
Figure 3-8. Community Services Overview 3-103
Major Department Changes for 2004 3-104
Administration Division 3-106
Facilities Division 3-108
Parks Division 3-110
Parks Division-Maplewood Golf Course 3-113
Recreation Division-Recreation Services 3-115
Recreation Division-Renton Community Center 3-118
Recreation Division-Renton Senior Activity Center 3-121
Human Services Division 3-123
as Library Division 3-127
Table 3-19. Community Services Performance and Workload Indicators 3-129
Table 3-20. Community Services Position Listing 3-131
No Planning/Building/Public Works 3-137
Mission Statement 3-137
to Division Core Services 3-137
Figure 3-9.Planning/Building/Public Works Overview 3-139
Major Department Changes for 2004 3-140
to Administration Division 3-143
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Table of Contents(continued) Page
3 OPERATING BUDGET(continued)
Development Services Division 3-146
Maintenance Services Division 3-149
Transportation Systems Division 3-152 ,
Utility Systems Division 3-155
Table 3-21. PlanningBuilding/Public Works Department Performance and
Workload Indicators 3-159
Table 3-22. Planning/Building/Public Works Position Listing 3-161
Other City Services 3-167
Mission Statement 3-167
Figure 3-10. Other City Services Overview 3-167
Major Department Changes for 2004 3-169
4 DEBT SERVICE
Introduction 4-1
Figure 4-1. Debt Margin Availability 4-1
Table 4-1. Projected Limitation of Indebtedness for General Purposes City and
Overlapping Tax Rates, and Property Tax Revenue 4-2
Figure 4-2. Property Tax Allocation Among Overlapping "Jurisdictions"-2004 4-4
Table 4-2.Long-Term Debt 4-5
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Table 4-3. Debt Service Requirement to Maturity Long-Term Debt Summary
as of December 31, 2003 (Dollars in Thousands) 4-6
Figure 4-3. Limited Tax General Obligation Debt Through 2010 4-7
Table 4-4.Limited Tax General Obligation Debt Per Capita 4-7
Table 4-5. Outstanding Debt 4-8
Limited(Nonvoted)Tax General Obligation Debt 4-10
Unlimited(Voted)Tax General Obligation Debt 4-12
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Certificates of Participation 4-13
Revenue Bonds 4-13
Public Works Trust Fund Load Debt 4-14
5 CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program 5-1
Table 5-1. CIP Financial Participation 5-2
Table 5-2.Acquisition Expenditures(in thousands of dollars) 5-3
Table 5-3. Development Expenditures(in thousands of dollars) 5-3
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Table 5-4. Major Maintenance Expenses(in thousands of dollars) 5-3
Table 5-5. Cost of Regulatory Compliance(in thousands of dollars) 5-3
Table 5-6. Summary of Administration CIP Projections 5-4
Table 5-7. Summary of Community Services CIP Projections 5-6
Table 5-8. Summary oj'Transportation CIP Projections 5-8
Table 5-9. Summary oj'Renton Airport CIP Projections 5-12
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Table of Contents(continued) Page
5 CAPITAL IMPROVEMENT PROGRAM(continued)
Table 5-10. Summary of Maplewood Golf Course CIP Projections 5-14
Table 5-11. Summary of Water Utility CIP Projections 5-16
Table 5-12. Summary oj'Wastewater Utility CIP Projections 5-18
Table 5-13. Summary of Surface Water Utility CIP Projections 5-20
6 BUDGET BY FUND
Budget by Fund 6-1
r Table 6-1. New Revenue Budget Comparisons by Fund,All Funds 6-2
Table 6-2. Committed Expenditures Budget Comparisons by Fund,All Funds 6-3
Table 6-3. Fund 000, General Fund 6-5
Table 6-4. Fund 007, Parking Garage Maintenance Fund 6-6
Table 6-5. Fund 101, Park Fund 6-7
Table 6-6. Fund 102,Arterial Street Fund 6-8
Table 6-7. Fund 103, Street Fund 6-9
Table 6-8. Fund 104, Community Development Block Grant Fund 6-10
Table 6-9. Fund 106, Library Fund 6-11
Table 6-10.Fund 110, Hotel/Motel Fund 6-12
Table 6-11. Fund 118, Reserve for Paths and Trails Fund 6-13
Table 6-12. Fund 125, 1 Percent for Art Fund 6-14
Table 6-13. Fund 127, Cable Communications Development Fund 6-15
Table 6-14.Fund 131, Park Memorial Fund 6-16
Table 6-15. Funds 201120712121215, Limited Tax General Obligation Bond Funds 6-17
Table 6-16. Funds 201,Limited Tax General Obligation Bond Fund(City Hall) 6-18
Table 6-17.Fund 207, Limited Tax General Obligation Bond Fund(Senior Center) 6-19
Table 6-18.Fund 212, Limited Tax General Obligation Refunding Bonds Fund
(City Shops) 6-20
Table 6-19.Fund 215, General Governmental Miscellaneous Debt Service Fund 6-21
am Table 6-20.Funds 2131219, Unlimited Tax General Obligation Bond Funds 6-22
Table 6-21. Fund 213, Unlimited Tax General Obligation Refunding Bond Fund
(Coulon Park) 6-23
No Table 6-22.Fund 219, Unlimited Tax General Obligation Bond Fund(Senior Housing) 6-24
Table 6-23.Fund 220, L.LD.Debt Service Fund 6-25
Table 6-24. Fund 221,L.I.D. Guaranty Fund 6-26
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Table 6-25.Fund 301, Garage Capital Improvement Project Fund 6-27
Table 6-26.Fund 303, Community Development Impact Mitigation Fund 6-28
io Table 6-27. Fund 304, Fire Impact Mitigation Fund 6-29
Table 6-28. Fund 305, Transportation Impact Mitigation Fund 6-30
Table 6-29. Fund 306,Leased City Properties 6-31
i1r Table 6-30.Fund 307,Aquatics Center 6-32
Table 6-31.Fund 316, Municipal Facilities Capital Improvement Fund 6-33
as Table 6-32. Fund 317, Transportation Capital Improvement Fund 6-34
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Table of Contents(continued) Page
6 BUDGET BY FUND
Table 6-33. Fund 401, Waterworks Utility Fund 6-35 "
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Table 6-34. Fund 402,Airport Fund 6-36
Table 6-35. Fund 403, Solid Waste Utility Fund 6-37
Table 6-36. Fund 404, Municipal Golf Course System Fund 6-39
Table 6-37. Fund 421, Waterworks Utility Construction Fund 6-40
Table 6-38. Fund 424, Municipal Golf Course System Capital Improvement Fund 6-41 '
Table 6-39. Fund 451, Waterworks Revenue Bond Fund 6-42
Table 6-40. Fund 461, Waterworks Bond Reserve 6-43
Table 6-41. Fund 471, Waterworks Rate Stabilization Fund 6-44
Table 6-42. Fund 501, Equipment Rental 6-45
Table 6-43. Funds 5021512,Insurance Funds 6-47
Table 6-44. Fund 502,Insurance Fund 6-48
Table 6-45. Fund 512, Insurance, Healthcare Fund 6-49
Table 6-46. Fund 601, Firemen's Pension Fund 6-50
7 DETAILS
Details 7-1
Table 7-1. Revenue Detail,All Funds 7-2
Table 7-2. Expenditure Detail,All Funds 7-3
Table 7-3, 2004 Revenue, Expenditures, Fund Sources,All Funds 7-4
8 APPENDIX
Appendix 8-1
Table 8-1.Largest Taxpayers 8-2
Table 8-2.Principal Employers 8-2
Figure 8-1. City of Renton Full-Time Employee(FTE)Staffing Levels
per 1,000 Renton Citizens 8-3
Figure 8-2. 2003 Comparison of Renton Taxes and Rates 8-4
Table 8-3. Index of Positions and Pay Ranges-Elected Officials, Management,
and Nonunion Supervisory 8-6
Table 8-4.Index of Positions and Pay Ranges-Local 2170 8-9
Table 8-5. Index of Positions and Pay Ranges-Fire Department,
Commissioned Officers 8-12
Table 8-6. Index of'Positions and Pay Ranges-Police Department
Commissioned Officers 8-13
Table 8-7. Index of Positions and Pay Ranges-Police Department
Non-Commissioned Officers 8-14
Table 8-8. Hourly Nonregular Salary Schedule 8-15
Did You Know? 8-16
General Information 8-18
Budget Glossary 8-19
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1
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budg et Presentation
A ward
PRESENTED To
' City of Renton
Washington
For the Fiscal Year Beginning
January 1,2002
President Executive Director
The Government Finance Officers Association of the United States and Canada
(GFOA)presented an award of Distinguished Budget Presentation to the City of Renton
1 for its annual budget for the fiscal year beginning January 1, 2002.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 will submit
' the final 2003 Budget to GFOA to determine its eligibilityfor another award
1 ix
CITY OF
T_ ry
VISION
Renton: A world-class city where
people choose to live, work, and play
MIS SIGN
�'"�"1;;.. The City of Renton, in partnership with residents,
businesses, and schools is dedicated to:
- Xm,..
WIN • Providing a healthy atmosphere to live and raise families
•ws � rt
' > Encouraging responsible growth and promoting economic vitality
•Creating a positive community work environment
•Meeting service demands through innovation and commitment to
excellence
11 2009
BUSINESS PLAN GOALS
�• Promote citywide economic development
f > Continue aggressive redevelopment efforts downtown
• Facilitate quality development of waterfront land
• Recruit and retain businesses to ensure a diversified employment base
• Transition surplus industrial properties to their highest and best use
Promote neighborhood revitalization
^ Create a more viable business district in the Highlands
• Support the vitality of neighborhoods through community involvement and
improved infrastructure
• Ensure quality development in South Renton
Promote the City's image in the community and region
> Broaden the City's marketing efforts through expanded partnerships
• Encourage all City employees to promote Renton's image through service delivery
• Build physical amenities that enhance quality of life
Meet the service demands that contribute to the livability
af, g of the community
• Maintain quality City infrastructure,amenities,and services '
• Provide services more efficiently through partnering, innovation,and
outcome management and communicate those efficiencies to the public
Support productivity through training,tools,and technology ,
Influence regional decisions that impact the City
/r - Aggressively pursue transportation and other regional improvements and services
that benefit Renton '
> Respond to transfer of service responsibilities,
annexation requests, and other agreements in
ways that benefit Renton R E N T O N
• Actively oppose unfunded mandates and other '
proposals that negatively impact Renton "",\D OF I III ' U R V
X
ar
Mayor of City of Renton
Kathy Keolker-Wheeler
IIS
Renton City Council
From left to right: Marcie Palmer, Don Persson, Terri Briere, Denis Law,
Dan Clawson, Toni Nelson, and Randy Corman
i
1 x;
2004 Boards, Commissions, and Committees
Group Name and Members Location Day Time
Board of Adjustment Council Chambers 4th Wednesday 7:30 p.m.
Jay Wallace, Mark Rigos, George Feighner, Ralph Evans,
Steve Maxwell, Wayne Jones, James H.Jacques
Civil Service Commission 7th Floor HR Conference Room 4th Tuesday 4:30 p.m.
William Larson,James Phelan, Randall Rockhill, Ricahrd Fisher, and James Matthew
Board of Ethics 7th Floor HR Training Room As Necessary 5:30 p.m.
Gerry Marsh, Pastor Bonnie Chandler-Warren, Vacant(Mr.Holt's term expired 12131/02), Rosemary Parris*,and Joy Poff
Firemen's Pension Board Mayor's Conference Room 3rd Wednesday 10:00 a.m.
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Mayor Kathy Keolker-Wheeler, Randy Corman, City Council, Bonnie Walton, City Clerk*,
Ray Barrilleaux, Ret.Firefighter, William Henry, Ret. Firefighter, William Larson,Ret.Firefighter
Housing Authority 2900 NE 10th St 2nd Monday 9:00 a.m.
Phillip Beckley, Kay Johnson, Gerald Marsh,Joyce Nakashima, Lawrence Wood,
Maxine Anderson(6th member)and Thomas Tasa-Housing Director* ,
Human Services Committee Conference Room 511 3rd Tuesday 3:00 p.m.
Cristen Baca, Rolf Dragseth, Margie Albritton,Alice Watson-Campbell,
Carol Chappelle*, Janet Bertagni, Pamela Wilson, Laura Brock, and Robin Jones
Human Rights Commission 7th Floor HR Conference Room 2nd Monday 6:30 p.m.
Vacant(Edythe Gandy resigned), Vern Nicols,Antonio Cube, Sr., Lari White, Charles Thomas, Glenda Williams, Sandel Demastus
Leoff Board 7th Floor HR Conference Room 4th Tuesday 9:00 a.m.
Toni Nelson, City Council, Denis Law, City Council, Richard Anderson, Police,
Robert Deines, Fire,Jim Phelan, Member-at-Large
Library Board Highlands Library 2nd Wednesday 10:00 a.m.
Gene Craig-President, Vacant(Cynthia Colombi resigned), Lynne Shioyama, Secretary, Ken Ragland, Connie Sholdra, V-President
Park Board Conference Room 511 2nd Tuesday 4:30 p.m.
Cynthia Burns*, Troy Wigestrand, Ralph Evans, Michael O'Donin, Ron Regis, Timothy Searing, Majorie Richter
Municipal Arts Commission** 7th Floor Council Conference Room 1st Wednesday 8:00 a.m.
Gifford Visick,Jeremy Chambers, Vacant(Paul Webb resigned), Diana Hagen,Jerri Everett, Michael O'Halloran*, Elenaor Simpson
Doug Kyes,Nancy Hoben, Renne Saling, Edythe Gandy, Vacant(Ava Hammond removed)
Nishiwaki Sister City Advisory committee*** 7th Floor Council Conference Room 2nd Tuesday 4:30 p.m.
Roger Richert*, Vacant, (Sylva Coppock resigned), Steve Dobson, Wyman Dobson, Larry Rude, '
Richard Morris, Betty Vaughn, Becky Gibbs, Ray Sled, Sonja Mejlaender, and Julie Brewer
Planning Commission**** Council Chambers 1st/3rd Wednesdays 6:00 p.m.
Natalie Dohrn, Eugene Ledbury, Ray Giometti, Rosemary Quesenberry,Jerrilyn Hadley,
Vacant(Eric Cameron resigned), Gerraldine Jacson
Senior Activity Center Advisory Committee Senior Activity Center 1st/3rd Mondays 10:00 a.m.
Dinty Moore,Ernie Scott, Fern Ziebell, Secretary, Ben Cheney, Chair*, Madeline Donckers,
Dick Tarasuk, Margie Conchran-Reep, Helen Frick, Elaine Koehler, Mary Ann Ellingson, Treasurer,
Mary Burns-Haley, Edie Mae Lawyer, Rose Warren, Vivian Pappas,Louise Bertozzi
+rte
* Chair/contact
** No meeting in August
*** No meetings in July and August
**** Reduced from 9 to 7 members in 2002 Updated Jan 23 2004
zii
Boards, Commissions, and Committees
Group Name and Members Location Day Time
Airport Advisory Committee 7th Floor HR Training Room 1st Tuesday 5:30 p m
Kennydale Neighborhood-Vacant(Marcie Palmer resigned), Marleen Mandt
Highlands Neighborhood-Philip Beckley, Michael O'Halloran
Talbot Hill Neighborhood- Vacant
North Renton Neighborhood-Marjorie Richter, Beverly Franklin
ar
South Renton Neighborhood-Robert Moran, Glenn Reynolds
West Hill Neighborhood-Vacant
..� Renton Hill/Monterey Terrace-John Giuliani, Sr., Michael Shultz
Airport Leaseholders-Allan Blake, Kurt Boswell,Howard Wolvington, Michael Rice
Airport-at-Large-Diane Paholke, Michael Rogan, Kenneth Whitfield, Greg Garner
The Boeing Company-Jan Fedor
Aircraft Owner's and Pilot's Associations-Vacant, Karen Stemwell
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Updated Jan 23 2004
' xiii
Readers Guide To The Budget '
The following Reader's Guide lists each major section of this document in the
order that it appears and provides a brief description of what you will find in
that section. Please refer to the Table of Contents for specific section locations
and content details.
Section 1: Introduction
The Introduction presents the Mayor's budget message. His letter articulates '
City initiatives and issues for the 2003 Budget. Following this are the Financial
and Operational Policies.
Section 2. Budget at a Glance '
Here we present a condensed view of the budget, covering everything from a
summary of the budget process to a brief economic overview. And in between ,
we provide summaries for fund types, department expenditures and
employment history, new program decisions, and revenue sources and levels.
Section 3: Operating Budget '
In this, the longest section, we present budget information organized by
department an division. Each department, and each division within that
department, presents its mission statement, core services, expenditures budget,
staffing levels, and funding decision. The last subsection, labeled Other City
Services, provides for miscellaneous services that benefit all the City
department, such as the insurance fund.
Section 4: Debt Services
In a look back at what we've achieved, we offer an extensive overview of
renton's debt program. It includes financial data on debt limitations, property
tax rates and revenues, long-term debt service requirements, and a schedule of
the City's overall outstanding debt.
Section 5: Capital Improvement Program (CIP) ,
This project listing provides a summary of the six-year CIP plan. We list
projects by activity and by managing department. ,
Section 6: Budget by Fund
We begin with the expenditure budget comparisons by funds. Next is a display
for each fund's revenue, expenditures, and fund balance that compares current
program levels with those of past years.
Xiv
to
kr Section 7: Details
In order to best summarize specific information for some of our tables,
we had to compress them and delete some associated details. Here we
jim are providing the expanded tables complete with their related details.
Section 8: The Appendix
im In this appendix,we provide selected demographics,economic statistics,
an index of salaries and pay ranges, and some general information about
the City of Renton. We have also included here a glossary of commonly
iN used budget terms.
ift Budget Detail
The Annual Detail Budget is issued as a separate document to support this
budget. It provides actual and budget revenue and expenditures by account
number, by year.
XV
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2004
Introduction
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ow & CITY OF RENTON
MAU Mayor
Kathy Keolker-Wheeler
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January 1, 2004
f
Dear Citizens and Councilmembers:
The 2004 Budget presented by our past Mayor and adopted in December 2003 by the City
Council, of which I was a member, represents a sound budget. It maintains current levels of
service to citizens and provides a small surplus of savings from 2003.
As the Council reviewed the previous Mayor's final budget last year, we understood that it was a
%W status quo plan. The Council made only three changes to the proposed 2004 Budget, all in
capital budgets.
The first change set aside $95,000 to begin the development of a plan for the area known as the
Narco property, located across the Cedar River from our Community Center. We realized that
the opening of the Aquatic Center, combined with numerous other summer activities, would
place new pressures on our Community Center space. However, as a member of the Council,
and now as Mayor, I agree that we need to begin planning for parks in a more comprehensive
manner. Therefore, this $95,000 will remain as a reserve in the 2004 Budget until the Council
and I talk more about our overall park needs and our city policies with regard to our park system.
The second change was to reserve the $2.2 million in mitigation monies that King County is
paying the City for performing work at the wastewater treatment plant located within our city
limits. The County is altering the plant to generate electricity from the methane gas produced by
treating the waste. This is a very interesting idea, but will translate into a utility tax reduction of
over $150,000 annually for the City's general fund. The proposed Budget recommended that
$2.2 million be dedicated to street and sidewalk improvements. Until the Council has the
opportunity to discuss the use of these monies, this $2.2 million will remain in reserve.
The third and final change was adding $1.5 million to the Transportation Capital Fund for the
purpose of beginning to plan for streets in the south end of Lake Washington. This property,
scheduled to be surplused by The Boeing Company, has been used for parking and factory use.
There are no public streets and little other infrastructure in this area. In order to maximize the
opportunity for development, the City agreed to invest in the infrastructure. This $1.5 million
will permit us to begin planning for streets in this area so that we are ready to help developers
access this site. This effort is already underway.
No new programs were added to the 2004 Budget. While the City currently has a sound
financial base, we know that another property tax initiative is pending. If passed, it will reduce
the City's general governmental revenues by $5.2 million and force us to make unprecedented
changes to our service levels. I am very mindful of this possibility as we proceed with
discussions about available fund balance allocations.
1055 South Grady Way-Renton,Washington 98055-(425)430-6500/FAX(425)430-6523 R E N T O N
Ir
®This paper contains 50%recycled material,30%post consumer AHEAD OF THE CURVE
I look forward to continuing to provide the outstanding services to our citizens that we have
delivered over the past twenty years during my service as a councilmember. Through
collaboration, community involvement, and synergy, I have confidence that we will successfully �.
meet the challenges before us. We will build on our solid foundation and rise to the next level.
Sincerely,
Kathy Keolker-Wheeler
Mayor
..
VW
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6RCITY OF RENTON
Mayor
Jesse Tanner
November 1, 2003
Dear City Councilmembers and Citizens:
With this budget, our City makes a transition from one Administration to another. We are
fortunate that this Administration's final budget will be carefully considered and adopted by a
`r City Council with one member who will ultimately assume this office and provide leadership for
our City. The order and continuity that is built into our system of government has the outgoing
Administration and Council setting the budget and policy direction that the new Administration
will use to govern during its first year in office.
Over the past eight years I prepared - and you adopted - budgets with conservative revenue
estimates and spending plans. Too many of our neighboring cities built budgets that could not be
sustained, and we are watching them reduce their expenditures now to meet their revenue
estimates. We knew the extraordinary economic growth of the past eight years could not
continue indefinitely. Thus, since 1996, we have developed sustainable budgets. Each year, this
strategy left us with fund balances, which we have used to fund one-time capital improvements.
This strategy of living well within our means has helped us find the necessary dollars to invest in
our downtown core. First, we invested in property left vacant by the relocation of auto dealers to
our automall area adjacent to 1-405. On some of that property, we built a park, the Piazza. We
augmented that open space with a new downtown facility, the Pavilion Building, which when
completed in December, will provide many future private and public opportunities for the
community to meet in downtown. We used some of our property to build one of the first high
quality transit centers outside of Seattle. We built the downtown Parking Garage to provide
parking capacity for transit center users, to supplement the Pavilion parking, and to provide
parking for downtown core area uses. We have already reaped benefits from the garage with its
use on Tuesday Market events and other downtown celebrations. We invested in the Renton
School District's IKEA Performing Arts Center, which will bring people to our downtown core
for special events such as the Jalisco Week celebration we had in September. Finally, we
completed a Veteran's Memorial Park, utilizing ideas and financial support from many
individuals to recognize those who served this nation.
All of these improvements translated into setting a foundation, which the private sector
enhanced. Leveraging our investment in the downtown property, private developers built 292
new multi-family housing units in our downtown core. With the move of our largest downtown
retailer, McLendon's Hardware, to our largest empty retail space along Rainier Avenue, more
housing and retail businesses will grow into the downtown core. Having McLendon's remain in
our City in a prominent location is a positive accomplishment. Freeing up the current space in
the downtown is also a plus. McLendon's property is a prime location near the river, and we
already have developers interested in the land.
1055 South Grady Way-Renton,Washington 98055-(425)430-6500 J FAX(425)430-6523 RENT O N
AHEAD OF THE CURVE
This paper contains 50%recycled material,30%post consumer
By the end of the year our new Aquatic Center will be completed and will be a marvelous
facility, including a wave action machine, lazy river, and interactive play equipment. This new
Aquatic Center, combined with the Community Center, the improved Skateboard Park, ball
fields, and Library, all in the same area, defines the district as very family-oriented with an
emphasis on youth activities.
Over the past eight years we have supported neighborhood groups through our Neighborhood
Program, which has matched over $150,000 of neighborhood investment for gateway signs, �.
newsletters, and picnics for citizens and neighbors to meet each other. Neighborhood
involvement translates into interested citizens, safer streets, and a connection between our
citizens and their government. Taw
Over the past few years, The Boeing Company has dramatically decreased the amount of
property it owns and leases in our City, and the number of employees who work in our City. In
prior years, City revenues would have had a corresponding downward spiral with these
reductions. However, because of our successful economic development program, we have
diversified our economic base and now are impacted less by Boeing business cycles. Our
revenues have remained stable or have increased. However, The Boeing Company and its
divisions are still a major presence and force in our community, and it is imperative that we
continue to work with them as they plan future consolidation moves, and surplus additional
property.
Over the last year we have devoted an enormous amount of time planning for the large block of
land owned by The Boeing Company. I have already presented my vision for this area to you. I
see great possibilities that, if taken advantage of, will strengthen Renton's position of
preeminence in this region well into this century. We can position ourselves through proper land
use and zoning to take advantage of new and expanding industries, businesses, and employment
opportunities that will help to maintain the quality of life in this community that truly makes us a
world class city. ..
As we have done with other areas of the City, we will need to invest in infrastructure in this area
to help aid its redevelopment. My staff continues to work diligently with Boeing representatives ..
on the specifics of infrastructure improvements, but I believe we will need to set aside $1.5
million from unallocated balances in the 2004 budget to jump start arterial street and utility
improvements in the area.
Overview
This last budget is no different than previous ones, as it is also based on conservative revenue ...
estimates and expenditures. I am proposing total expenditures of $145,700,500 in 2004. In
addition, we will be setting aside appropriate reserves, for a total budget of$147,093,300. This
is a 2.3 percent increase over our 2003 total budget. Of this total, $65,990,600 is for general -
governmental purposes, including setting aside $70,000 for 2004 costs to maintain the new
Parking Garage. This budget is 2.9 percent above the 2003 Budget. This is a very small
increase, given that the General Governmental budget is where most of our operating staff costs w.
are budgeted.
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Revenues. Building a budget begins with an analysis of our revenues. If we do not have the
S, money to pay for services, then we must look to expenditures, because the City has limited
options to generate more revenue. Our general operating needs are met through four basic areas:
property, sales, and utility taxes, and charges for services. Our water, sewer, surface water, and
IM solid waste needs are met through charges for services.
Property taxes meet over 30.0 percent of our general government needs. As the Council is
6W aware, 2004 will be the second year the City has operated under the 1.0 percent limitations of I-
747. Under this statute, we are restricted from collecting more than a 1.0 percent increase in
revenues from our regular levy each year. However, we are allowed to receive property taxes on
w new construction over and above this 1.0 percent limitation. This source of revenue is
surpassing all expectations. In 2004 the City will have a total assessed valuation of$6.2 billion,
a 5.0 percent increase over last year. Of this total, a record $285 million is added from new
ow construction, an astounding total. This is over $100 million higher than any amount we have
ever added to the base in any given year, including the new construction for the Boeing
Commercial Airplane Headquarters.
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This new construction valuation will add over $907,000 of one-time monies to our revenue base.
Again, because of the 1.0 percent levy limitation, we can add only 1.0 percent of this amount to
our on-going levy. We are recommending we spend $450,000 of this amount on technology—as
we have always done in the past. We are leaving the balance of over$450,000 for the Council to
appropriate.
The 1.0 percent limitation will result in a lower property tax rate. As illustrated in the following
graph, over the past eight years our general property tax levy rate has decreased from the legal
limit of$3.60 per $1,000 of Assessed Valuation (AV) to $3.16 per $1,000 of AV. This is a 12.0
percent decrease. Some of this decrease was due to the 1.0 percent limitation. However, prior to
that, we began to lower this levy in an effort to make the City more attractive to home seekers
"' and businesses.
3.6
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3.3-
3.2-
3.14
.33.23.1 ■Property Tax
Rate
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6, 2.9
1995 1997 2000 2002 2004
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Sales taxes also demonstrate our efforts in economic development. In the first six months of the
year, the health of Renton businesses was stable,but not improving over 2002 when our sales tax
rw receipts were actually lower by 1.2 percent from the previous year. Beginning with June sales,
we began to see an increase from increased consumer purchases. As of October, our 2003 sales
tax revenues are 5.0 percent higher than in 2002. This is remarkable in that we had expected
•' Fry's Electronics to open earlier than their late August opening. Further, we assumed Sam's
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Club was beginning construction in March instead of May. Our revenues in the first six months
of the year were actually doing fairly well. Since June, the growth has been much better than we we
expected.
Our 2004 sales tax estimates remain conservative. We continue to see layoffs at Boeing. r
Interest rates are expected to increase in 2004. While these increases will likely be in small
increments, they will quickly impact car and home sales. We are still in the midst of a jobless
economic recovery. While we are gaining from the opening of Fry's Electronics and Sam's Club •
in 2004, we are losing revenues from the relocation of Multiple Zones to Auburn in 2004.
Finally, we must be extra vigilant in monitoring State actions that could impact our resources—
particularly our sales tax collections. The proposal to change the source of sales tax collection
and distribution from where the sale takes place to where the goods are delivered will translate
into an annual loss of more than $1.2 million for the City of Renton. This means we would lose
revenue equivalent to that received by one or more of our larger "Big Box" retail stores. Thus,
our estimates "err" on the side of caution.
We are recommending some small increases to boat launch fees, ball field lighting fees, and golf
green fees on 18-hole play. I have referred previously for your consideration increases in certain
utility impact fees. While I have also presented information on utility rates for your
consideration, I am not recommending utility rate increases in this budget.
Our projections for other revenue sources do not raise significant concerns, with the exception of
electric utility and gambling taxes. Electric utility taxes are diminishing quickly because of the
Washington Utilities and Transportation Commission's decision to permit Boeing to purchase
their electricity from the open market and exempt them from paying utility tax on this purchase.
This is costing the City approximately$500,000 in lost tax revenue annually.
Gambling taxes are lower than expected by $200,000 and we believe this is a reaction to both the
general economic conditions and to the fact that these establishments must compete with the
casinos located on tribal lands. One of the larger Indian casinos is a mere twenty miles from our
City, and is significantly larger than the card rooms permitted by State law.
All other resources are expected to be at least equal to our original 2003 estimates. In recent
years, Renton has had stronger population growth than the four-county Puget Sound economy, as r►
well as stronger rates of new home construction. In the past five years, Renton's average
population growth has been 3.0 percent annually. This compares to only 1.1 percent for the
entire Puget Sound area. In the past year, Renton's population growth has been 2.0 percent as
compared to a mere 0.7 percent for the region. We expect growth to continue.
Expenditures. When developing our expenditure estimates, we analyze two things: the costs of
the current staff and current program costs, and redeployment of the staff and other current
resources to program priorities. Once these costs are analyzed, we then may begin to consider
additions to or new programs and/or projects. ..
We are a business of service provision, and staff costs are our greatest expenditure. With the
cost of living increase and regular changes to salaries, the total salary costs will increase by $1.9 r
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million or 4.7 percent. Like the rest of the nation, we are struggling under the ever-increasing
WN costs of providing health care benefits. Our employees have joined us in reviewing ways to
lower these costs, and are sharing in the increased costs. Even with this positive approach, the
City's 2004 Budget assumes a 10.0 percent increase in health costs. This equates to more than a
aw $700,000 increase in healthcare costs alone. As stated earlier in this letter, despite these
increases in employee costs, the overall general budget increase is just 2.9 percent, which reflects
our significant attempt to create as many operating efficiencies and budget savings as possible
•• within our current programs. These changes are highlighted in the detail section of the budget.
While we have no new programs, we continue to meet ever-changing needs. My 2004 Budget
ow includes monies to open and operate the new Aquatic Center without any changes in our other
aquatic programs. We will generate approximately $550,000 in fees, and this revenue will help
meet the operational costs of all our aquatic programs.
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The changes we made to the jail operations, using Yakima County instead of King County as our
long-term inmate facility, will save us $100,000. My budget recommends we leave these dollars
+r in the Police Department to meet the increased overtime costs of providing concentrated security
at the Downtown Transit Center and other downtown locations. Opening the new police
substation in the parking structure in 2004 will augment this effort.
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We have been working with our partners in Emergency 911 service provision. We scrutinized
the Valley Communications Center budget the same way we did our own budget, with the
resulting outcome that we have implemented budget principles, processes, and a format that will
better serve as a management tool in the future. There is more work to do but, through this
process, we were able to identify reserves over and above those required for Valley Comm's
continued operations that have been designated to pay for the debt service on the new building
for 2004 — and likely for 2005 and 2006. This will result in a reduced direct cost to the City's
budget for the next three years.
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My recommendation included in this budget is to dedicate some of the monies that would have
to been required for this debt service, coupled with other one-time revenues, to complete our
wireless communications network. This network, using 802.11 technology, permits Police and
Fire officers to access the City's network in the field. As the Council observed in a recent
demonstration, Valley Comm's existing wireless modem system can be easily overwhelmed by
the amount of data transferred from our Police and Fire records management systems. They can
access their own records management systems without human intervention, and can do it more
quickly because they do not have to go through as many pieces of technology. This provides
�r faster and more efficient field operations. When this new technological initiative is completely
finished, we will maximize its investment by providing access to street and parks crews. The
2004 investment is $500,000. The total investment in this project will be approximately
$700,000, as we already have one section of the City on 802.11 at the present time.
As referenced above, the 2004 Budget implements the second year of a three-year installation of
our Fire Department Records Management System. This system will ultimately provide our fire
emergency response crews with much improved information while enroute to calls, and while
r operating in the field.
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As you are aware, we are also receiving $2.2 million from King County for mitigation at the
wastewater treatment facility. In compliance with the County's mitigation policy, we have we
allocated the funds to our street and sidewalk systems. We will add $500,000 to our reserves to
improve Strander Boulevard, thus placing nearly $1.5 million in this account. We will also
dedicate $1.2 million to State Route 169 Improvements, thereby demonstrating to the State and .r
the region our resolve to improve that corridor. Sidewalks and walkways will receive over
$300,000 of these funds and the remainder will be used for our Arterial Rehabilitation Program.
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The 2004 Budget includes over $800,000 for capital improvements to our parks and facilities.
Next year, the City will replace the playground equipment at Sunset Park and Jones Park. The
Boat Launch area will have over $150,000 of improvements. The Parks Division of the r
Community Services Department will resurface Springbrook Trail and the carpet at our main
Library will be replaced. We will do work that is not necessarily exciting but very necessary,
such as replacing the Community Center roof.
The Budget also proposes $95,000 to develop a master site plan for the 57-acre open space
referred to as the Narco site — named for the brick manufacturing plant formerly located on the *�
property. The facility was purchased in 1993 with Open Space Funds. It is across the river from
our Community Center and new Aquatic Center, and along our Cedar River Trail. The
residential and commercial growth in our City has put new stresses on our developed downtown
park properties, and it is now time to begin planning for its long-term use.
The Future
The last eight years have laid a solid foundation upon which to build the future. We began with
a new City Hall. It is well used for regional meetings, and is the envy of many of our
neighboring cities. We invested heavily in our downtown core. The Piazza, Pavilion Building,
and Parking Garage have set the stage for more development and for new businesses. The IKEA
Performing Arts Center is another asset in which we invested in a joint partnership with the
School District, the private sector, IKEA, and many individuals from the Renton community. It,
too, will bring people to our downtown core and add to the vitality of our City. We have built
for our children. The new Aquatic Center will be a regional draw, but we are pricing it to ensure
our citizens receive the greatest benefits from it. r
We invested in walkways and sidewalks throughout our neighborhoods. We have provided
funds for neighborhood beautification and improvement projects. We have set aside even more
dollars to continue these efforts in the next years. Our streets are well maintained. Between
Washington State and City funds, all of Grady Way and Lind Avenue have had major overlays in
the past three years.
We completed the construction of Fire Station 14 in the Valley, purchased property for the
construction of a future new fire station in Kennydale, and purchased a site and completed the
construction of Fire Station 12 in the Highlands. We have set aside $1.5 million to meet other
potential opportunities in the Highlands in order to enrich an area that has an active
neighborhood base.
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We continue to dedicate over $1 million each year to the maintenance of our assets. We
rw completed more athletic fields at our eastern boundary— at Ron Regis Park. We added acreage
for the future development of Heather Downs Park. The County will release more park land to
us to the east of our City as our city limits stretch in that direction.
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I am extremely proud of the foundation we have laid. However, we did not complete everything.
Each year there will be new challenges,but there are a few major ones that I want to highlight.
We need to plan for the replacement of our Parks Maintenance Facility. Our current facility on
Maple Valley Highway has many constraints, the greatest of which is that the State needs to have
some of that land for their planned - and much needed — improvements to the Highway.
Therefore, this facility is quickly becoming the number one capital facility that the City needs.
r As mentioned earlier, we must plan for infrastructure improvements on the Boeing property. We
will be able to share these costs with future developers. But, as with all economic development,
the City will have to identify its willingness to invest in order to maximize the use of property.
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The completion of the Cedar River Trail will be a major long-term investment. We have held
$200,000 in reserve for this purpose, but it will be a $2 million project to connect the trail from
the end of the Cedar River around Boeing property to Coulon Park.
The Heather Downs property needs to be developed. Now that we have the acreage reserved for
future generations, we will need to install some playground equipment, walkways, open play
areas, and other improvements on the property.
An unfortunate incident allowed us to replace the Highlands Community Center. However, the
North Highlands Community Center also needs to be replaced. It is extremely substandard, and
is greatly needed by this very important community.
Ball field lighting needs to be expanded. We do generate some income from this activity, which
continues to grow as King County reduces its recreation programs. It is a need we continue to
have.
Technological investment will not stop. We have been fortunate enough to find a minimum of
°' $1 million a year to meet technological demands. We have met our needs with cash — some
cities borrowed for their investment. The greatest challenge before the City in this area is
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records management for the entire City. That will be another multi-million-dollar system.
Over the past eight years we have fully funded the Equipment Rental Fund with one exception—
aw dollars set aside for the replacement of fire engines and a ladder truck. These are major
replacement costs. A new fire engine will cost more than $400,000. Our current fleet is on an
eight-year replacement cycle for front line vehicles. With the construction of Fire Station 12 and
Im the purchase of land for Fire Station 15, we made a decision to extend the replacement cycle to
ten years for front line vehicles. Our maintenance analysis indicates that this should not effect
our operations. But we do have to plan for replacement of at least one and possibly two vehicles
or
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in 2005. However, if our economic development efforts continue to be successful, the fire
mitigation fund should be able to pick up the major portion of these costs.
Even with these challenges, I think the economy is holding well. We learned of the additional
dollars from new construction after the budget was established. We began to see the increase in
Sales Tax and Real Estate Excise Tax over the past four months. This will leave the City in a
very healthy position. I realize there are growing operational needs, particularly in the area of
public safety. Therefore, as the Council reviews the budget, and the additional dollars are
identified, I would not be opposed, if the newly elected Mayor also concurs, to adding some
public safety positions. As these would be recurring costs, they would have to be sustained over
time by recurring revenues.
Given the fact that our region continues to be involved in one of its worst recessions in history,
some might look at the future, pull back, and reduce programs and staff. I look at the future with
confidence that our City's revenues will grow to meet our needs. Our population growth is
expected to be 1.3 percent and 1.4 percent, respectively, for 2004 and 2005. This is still roughly
double the regional growth rate. We will annex more land to the east of our current city limits, "
and more housing will bring more families into our City. We will work with the regional leaders
on the complex issues related to other Potential Annexation Areas. One of the things we must
guard against is to simply allow the County Government to devolve its budget shortfalls in these
annexation areas onto us, with resulting reductions of service to our citizens. I encourage the
City Council and the new Mayor to continue to be cautiously optimistican attitude I believe
has been a hallmark of my administration.
Now I am looking forward to the time my service in local government will come to an end. I
present this Budget to you and I look forward to providing a smooth transition of a City that is on
the move and in sound financial condition.
Sincerely,
Jesse Tanner
Mayor
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,. Financial and Operational Policies
The Renton City Council approved the 2004 Adopted Budget based on specific
financial and operational policies. These policies, in turn, are based on these
key budget request principles:
• Budget requests will pay for themselves in measurable dollars.
1W • Budget requests will adhere to Council priorities and strategies.
• Budget requests will have a return on investment.
0 Nonrecurring budget requests are identified.
+r. • Productivity improvements and cost effectiveness are measurable.
Following is a list of the City of Renton's financial and operational policies,
and strategies for implementing them.
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1. The City shall maintain short-term and long-term fiscal stability.
• Fund ongoing operations using ongoing revenues. (This also
applies to ongoing capital improvement costs and rehabilitation
and renovation project costs.)
1rr • Monitor and, where necessary, adjust all operating revenue and
expenditures in order to ensure that, over time, its expenditures do
not exceed its revenues.
• Continue to improve operating revenue and expenditure reports so
that managers can make timely financial adjustments.
�r . Prepare annually a set of six-year budget projections and rate
increases for all its operating and capital funds in order to forecast
both revenues and expenditures.
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• Evaluate budget initiatives as part of these six-year budget
projections.
1W • Link all initiatives to Business Plan Goals and the six-year
projection model to better understand the long-term financial
effects of sustaining each initiative.
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• Continue to conservatively project revenues and budget
expenditures at 100 percent in order to ensure budget solvency.
to • Accept new requirements for service delivery only when adequate
funding is available.
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Introduction 1-1
2. The City shall maintain sufficient liquidity to meet normal operating and
contingency obligations.
• Continue to maintain general governmental and enterprise fund balances ,
equal to one month's (8 percent) operating expenditures for all operating
funds.
• Maintain an insurance reserve for property, casualty,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 2003, the City projects a reserve of$7,600,000
or 11 percent of general governmental expenditures, as a catastrophic loss
reserve in the Insurance Fund.
• Replenish the insurance reserve portion of the insurance fund in the
following year either by transfer or premium. ,
• Budget termination benefits in nondepartmental budgets in an amount
equal to average termination costs.
The 2004 budget identifies $276,300 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 attrition.
3. The City shall protect itself from catastrophic losses.
• Maintain a contingency account equal to 8 percent of general
governmental operating expenses without grants and nonrecurring
transfers.
Currently, the City combines its insurance actuarial and contingency
requirements in the Insurance Fund. At year-end 2003, the City projects to
have $7,600,000, or 11 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 r1
Fund information.
• Only use the contingency account for either unusual fiscal conditions or
catastrophic losses outside insured limits, with any expenditure requiring
five Council votes.
This is current practice. The contingency account could be reduced as a ri
result of actual operations. Each year the contingency balance is
analyzed. A plan is developed to ensure that the balance is maintained
according to 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 in the contingency account.
1.2 Introduction ,
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4. The City shall have service users pay their fair share of program
costs.
• City utilities and the airport shall continue to be 100 percent user
supported.
• 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, new debt and capital improvement projects through
golf course fees.
Ire 0 User fees shall contribute an average of 50 percent toward all
recreation services and operations, with the exception of the
Renton Senior Activity Center.
• The City shall continue to pay 100 percent of the cost of the
Renton Senior Activity Center operations, with the users
continuing to pay the full cost of special events.
• Developers shall continue to pay at least 65 percent of the cost of
reviewing and processing their permits.
• Interfund charges shall continue to occur only when needed for
enterprise, external chargeable, mitigation, or grant-related
services and capital projects.
• The City shall continue to review annually all fees, charges, and
rates to determine whether they meet targeted cost coverage. The
City shall continue to make adjustments in conjunction with the
budget process.
The following fees were increased in 2004:golf course green fees,
water, sewer and surface water system development fees, athletic
field light fees, and boat launch fees. In addition,fees were
adopted for the new aquatic center
5. The City shall operate utilities in a responsive and fiscally sound
manner.
• Conduct utility rate studies at least every five years in order to
update assumptions and ensure the long-term solvency and
viability of its utilities.
A Utility Rate Model update was completed in 2002. In 2003 a
bond reserve fund was created per refunding bond issue
requirements. The reserve requirement represents the maximum
annual debt service. A rate stabilization fund was also created.
The purpose of the fund is to set aside net revenue for future
strategic opportunities in establishing the waterworks
infrastructure.
Introduction 1.3
• Review and adjust annually, if necessary, utility rates in order to reflect t
inflation and construction goals, maintain covenants, and avoid major
periodic increases.
The City adjusts water, wastewater(sewer), surface water (storm
drainage), and garbage rates as required. The 2004 rate increases for
Renton services are as follows: water 3 percent, wastewater 3 percent,
surface water and garbage 0 percent.
• Continue to pass through to ratepayers the cost of utility contractual '
services over which the City has no control in a manner consistent with
Council direction.
King County/Wastewater Treatment rates, tipping fees, and hazardous
waste charges are handled in this manner Wastewater Treatment rates
and tipping fees will not increase in 2004.
• Include an annual capital contribution for Waterworks Utility rates equal
to 1.5 percent of net assets.
The 2004 transfer is based on the amount of excess fund balance
available. The amount of the transfer is $1,731,000.
• Continue to maintain fund balances in enterprise funds at levels
established through rate studies or at levels equal to a target of 45 days,
with a minimum of 30 days, of O&M expenses that are necessary to meet
operating, capital, and contingency requirements.
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• Continue to use excess fund balances to offset rate increases where
possible and use any remaining balances for approved capital purposes.
6. The City shall maintain and meet infrastructure and capital needs.
• Continue to give priority to maintaining existing capital assets over
acquisition or construction of new facilities when making capital funding
decisions.
• 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; also identify funding strategies.
The City adopted a Capital Facilities Plan as part of its Comprehensive ,
Plan. A separately issued City of Renton Capital Improvements Program
document has been published for 2004 trough 2009
• Dedicate the first year of property taxes generated from newly
incorporated areas to the Capital Fund. ,
• 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.)
• Continue to 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.
1-4 Introduction
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�„ • Use voted general obligation bonds and special levies to finance
infrastructure improvements for public benefits that support
quality of life and that do not necessarily generate cost savings on
revenue streams.
• Continue to identify and include all ongoing operation and
maintenance costs prior to undertaking a capital project as part of
the policy discussion.
7. The City shall provide both a long-term and a short-term debt
,r. strategy that allow it to meet current and future needs through
borrowed capital without imposing a severe financial burden.
• Continue to review all forms of funding to determine the least
costly method and the most appropriate type of financing.
The City reviews each project to determine if revenue bonds,LIDs,
Ow or general voter-approved or council manic debt is the most
appropriate.
• When bonds are used to finance debt, issue bonds for a maximum
r` of 20 years or for the life of the asset, whichever takes less time.
• Continue to evaluate the costs and benefits of borrowing versus
.. cash financing programs and projects.
• Develop a long-term program to meet equipment needs, including
vehicles, computers, and copiers.
The 2004 budget includes$ 1,350,000 in Municipal Facilities CIP
to meet technology information and copier needs.
Continue to use nonvoter-approved debt as an alternative to other
financing options if the capital expenditure is the most cost-
effective alternative, urgent, unanticipated, or necessary to
generate revenue or prevent economic loss.
8. The City shall establish accountability in budget monitoring.
• Continue to set total appropriations at the fund level.
Appropriations are adopted at fund level in the budget.
• Make department directors responsible for managing their budgets
within the total appropriated budget.
• Approve any budget adjustment between funds.
• Continue the process whereby the Mayor approves budget
adjustments within a fund and reports them to the Council.
(Adjustments affecting program implementation require Council
approval.)
• Continue to record departmental expenditures consistent with the
State of Washington Budget, Accounting, and Reporting System.
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Introduction /_5
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9. The City shall establish consistent compensation standards for itself.
• Set minimum pay levels in the compensation policy at the 60th percentile
when compared with the median pay of comparable jurisdictions.
Current compensation is between the 60 and 75 percentile for nonpublic
safety personnel and the 90 to 95 percentile for public safety personnel.
• Have Human Resources review reclassification requests on a quarterly
basis, with the Mayor approving all recommendations prior to
implementation. The Council shall approve all reclassifications involving
a change in pay grade prior to implementation.
• Allow Human Resources to place new hires up to step C without Council
concurrence. The Council shall approve all higher step employment
placements.
10. The City shall provide financial reports in a timely and understandable ,
manner.
• Continue to provide monthly budget reports outlining the status of revenue
and expenditures to all departments, the Mayor, and the Council.
• Continue to distribute quarterly financial reports discussing major trends,
the status of Renton financial operations, and other related information to
all managers, the Mayor, and the Council. Also make them available to all
other interested parties.
Quarterly reports are prepared and submitted to interested parties.
• Continue to distribute a comprehensive annual financial report,prepared in
accordance with generally accepted accounting principles, to all interested
parties and to the Government Finance Officers Association for
certification.
The CAFR is prepared and audited annually and submitted for compliance
review.
• Continue to present budget documents in a format that provides for logical
comparison with prior years whenever possible.
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1.6 Introduction
2004
Budget at a Glance
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*City of Renton,Washington BUDGET
Renton Citizens
City Council Mayor Muncipal Court Judge
Don Persson,President; Kathy Keolker-Wheeler Terry Jurado ..
Terri Briere;Dan Clawson; 425-430-6500 425-430-6550
Randy Carman;Denis Law;
Toni Nelson,and Marcie Palmer.
425-430-6501
Chief Administrative Officer
Jay Covington ..
425-430-6500
Community Services Planning/Building/ Economic Development, Administrative,Judicial,
Dennis Culp Public Works Neighborhoods, and and Legal Services
Administrator Gregg Zimmerman, Strategic Planning 425-430-6500
425-430-6600 Administrator
Alex Pietsch,Administrator
425-430-7394 425-430-6580 Mayor's Office
Facilities Derek Todd =
Peter Renner, Director Development Services Economic Development
Neil Watts,Director Ben Wolters,Director City Clerk/Cable Mgr.
Parks Bonnie Walton
Leslie Betlach, Director Maintenance Services Neighborhoods
Michael Stenhouse,Director Court Services
Recreation Joe McGuire, Director
Sylvia Allen,Director Transportation Systems Strategic Planning
Sandra Meyer,Director Hearing Examiner �w
Human Services Fred Kaufman
Karen Bergsvik,ManagerUtility Systems
Lys Hornsby,Director City Attorney
Library
Warren Barber Fontes, P.S.
Clark Petersen, Director
Police Fire Human Resources Finance and
Garry Anderson,Chief A.Lee Wheeler,Chief and Risk Management Information Services
425-430-7507 425-430-7501 Michael Webby,Administrator Victoria Runkle,Administrator
425-430-7650 425-430-6858 ••
Operations/Support Operations
Kevin Milosevich,Deputy Chief Art Larson,Deputy Fire Chief Human Resources Finance
Elaine Gregory,Director �
Patrol Operations Emergency Response Civil Service Commission
Information Services
Patrol Services Administration/ Risk Management
Support Services Print and Mail
Investigations Glen Gordon, Operations
Deputy Fire Chief
Administrative
Services Prevention Bureau ...
Staff Services
Training
Auxiliary Services Disaster
Management
City of Renton Corporate Organization Structure
up
or Xudgd at a q&nce
an
L
The Budget Process
The City of Renton develops its budget every year from February through
September. In each odd-numbered year, the City develops a two-year budget
which includes a Forecast year. The Forecast year is not adopted. The Mayor
and the Council review the City's revenues and services in order to determine
if they need to make significant changes to the budget.
In reviewing the anticipated revenue, the Mayor's first priority is to ensure that
the City is able to continue providing the same levels of service. This may
require obtaining additional funds because the same service level now costs
more. For example, as our population increases, we need more police officers
to maintain the same response times.
City departments estimate the costs of providing existing base services for the
budget year. In addition, they submit requests for new programs that they
would like the Mayor to consider. The Mayor evaluates the department
requests and can recommend new programs for Council approval within the
context of the Council's adopted Business Plan Goals.
The Mayor and the Council hold a strategic planning retreat in the spring of
each year in order to adopt these Business Plan Goals. At that time,the Council
sets policy direction and priorities for the next budget cycle. They also
determine whether the City's current levels of service are meeting the needs of
our community.
The Mayor must provide to the Council by October 31 a proposed budget for
the following year. The Mayor also provides them with an estimate of expected
revenue in order to meet the costs of providing City services. The Council
reviews the budget and any revisions in November and December. It must
approve a balanced budget for all City expenditures by the beginning of the
budget year, which is January for the City of Renton. In order to obtain citizen
opinion about proposed expenditures, the City holds two public budget
hearings.
Once the Council adopts the budget, the Mayor must ensure that expenditures
are made within legal limits. If the economy changes or the City identifies
unanticipated needs during the year that require changing the budget, the
Mayor will recommend those changes. A Council-adopted ordinance must
accompany all budget increases. If revenues fall short, the Mayor can make
decreases to the budget to ensure that the City does not overspend available
resources. The Mayor will work closely with the Council whenever changes to
the budget must be made.
Budget at a Glance 2-1
i
Basis of Accounting
Whichever basis of accounting that the City chooses to use will determine when
revenue and expenditures or expenses are recognized in the accounts and reported in
the financial statements. All our governmental bodies account for funds by using the
modified accrual basis of accounting. These governments recognize their revenue
when they become measurable and available, and they generally recognize their
expenditures when they incur the related fund liability. However, all proprietary funds
and pension trust funds are accounted for using the accrual basis of accounting. Under
this basis of accounting, the revenue is recognized when it is earned, and the expenses
are recognized when they are incurred.
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2_2 Budget at a Glance
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Table 2-1. Schedule of the Budget Process
Description Feb Mar Apr May Jun July Aug Sep Oct Nov Dec Jan
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 D
(Council/staff retreat).
2. Council Committee of the Whole adopts the Business Plan D
Goals and Strategies.
3. Budget instructions,salary and benefit computations,and
forms are prepared and distributed to departments on or D D
before July 1.
4. Six-year Transportation Capital Improvement Program and
associated budget adjustments are adopted by Council,by D
Resolution.
5. Departments prepare and submit new operating programs,
positions and reclassifications,and six-year capital D D
improvements.
b` 6. Departments prepare line item(baseline)budget requests and
submit to Finance by the second week of August.
7. Baseline budget requests,revenue assumptions,new
programs,and capital improvement requests are compiled into D
a document for the Mayor's review in September.
8. The Mayor reviews budget requests with each department
Iro during the first two weeks in September,with decisions made D
by the end of September.
9. The property tax levy is established by ordinance the first D
Monday in October,or when available.
10.The Mayor's Preliminary Budget is prepared and filed with the
City Clerk by the first working day in November;available for D
public review.
11.The City Clerk publishes a notice of filing the preliminary
budget,and designates the date,time,and place of the public D
hearing on the final budget.
12.Council Committee of the Whole conducts budget hearings with
r department heads during the month of November.The D
hearings are open to the public.
111110
13.The final hearing on the proposed budget must begin on or
before the first Monday of December and may continue until D
the 25th day prior to the next fiscal year.
14.Year-end budget adjustments for the current budget year are
D
presented to the Council for adoption by ordinance.
15.The City Council approves amendments to the proposed
budget and,following the public hearing,adopts a final D
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 D
ensuing year.
Budget at a Glance 2-3
Financial Structure
The City's budget comprises seven major fund types or groups. The following
is a general overview of each fund type.
General Governmental Funds
These funds are used to account for resources that are generally not dedicated
for a specific purpose. They are used to meet the basic services that your local
government provides.
Major Revenues Primary Services
• Taxes • Police protection
• Fees,licenses,and permits • Fire protection/emergency medical services
• Fines and forfeitures • Parks and recreation
• Intergovernmental(Federal,State) • Municipal Courttlegal services
• Library services
• Street maintenance/planning
• Economic development/planning
• Administrative functions
Special Revenue Funds i
These funds are used to account for revenues that are to be used for a specific
purpose as required by law or administrative action.
Major Revenues Primary Services
• State and Federal grants • Economic development
• Taxes • Cable communications
• Street overlay
• Art fund
Debt Service Funds
These funds are used to account for the accumulation of dedicated revenue
and payment of principal and interest related to the City's general obligation
bond issues.
Major Revenues Primary Services
• Property tax levies • Payment of principal and interest on
outstanding bonds
• Real estate excise tax
• Special assessments
2-4 Budget at a Glance
ir.
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Capital Improvement Funds
These funds are used to account for the acquisition and construction of major
capital facilities and equipment. All projects supported by these funds can be
found in the 2002-2007 City of Renton Capital Improvement Program.
Major Revenues Primary Services
• Federal and State grants . Capital improvement projects
• Special assessments
• Property tax
• Sales tax
• Real estate excise tax
• Impact mitigation
Enterprise Funds
These funds are used to account for the operations that are financed and
operated in a manner similar to private business enterprises.
Major Revenues Primary Services
• Service(user)charges • City utilities
• Federal and State grants . Renton Municipal Airport
• Revenue bonds . Maplewood Golf Course
• State loans
Internal Service Funds
These funds are used to account for the goods and services furnished by one
city department for another department on a cost reimbursement basis.
Major Revenues Primary Services
• Charges to other city departments Fleet management
• Insurance,health/property liability
Fiduciary Funds
These funds are used to account for assets held by the City in a trustee
capacity.
Major Revenues Primary Services
• Investment interest • Fire pension fund
Budget at a Glance 2-5
i
Please refer to the following tables and figures for specific information on the budget,
fund groups, and employment history. In table 2-2, we provide details on revenue and
expenditure categories.
In table 2-3, we provide sources and amounts of revenue by year from 2001 through
2004. In figure 2-1, we show the budget percentages for each fund type and the
General Governmental Fund, by department. In table 2-4, we provide specifics for
fund expenditures and in figure 2-2,we graphically present the history of employment
for the City of Renton.
2-6 Budget at a Glance
Table 2-2. The Total Budget for 2004
General Special Debt Capital Internal
Govmt Revenue Services Impvmts Enterprise Services Fiduciary Total
Revenue
Property Tax 19,395,900 512,600 19,908,500
Sales Tax 17,181,000 130,000 17,311,000
Utility& Natural Gas 9,504,000 35,000 9,539,000
.• Gambling Excise Tax 2,380,000 2,380,000
Other Taxes 2,580,000 1,000,000 3,580,000
Fees& Permits 1,830,100 1,936,400 31,400 3,797,900
r Federal and State Grants 200,000 331,600 2,150,000 2,681,600
Intergov and Interfund Revenue 6,047,500 348,500 350,000 676,700 40,000 7,462,700
Charges for Services 2,932,300 925,000 33,126,200 1,446,000 38,429,500
Other Revenues 2,748,800 73,400 22,400 4,683,200 13,345,600 10,350,500 110,000 31,333,900
Total New Revenue 64,799,600 918,500 535,000 11,044,600 47,179,900 11,796,500 150,000 136,424,100
Use of Prior-Year Revenue 1,191,000 55,500 0 4,064,600 5,878,800 0 232,100 11,422,000
Total Resources $65,990,600 $974,000 $535,000 $15,109,200 $53,058,700$11,796,500 $382,100 $147,846,100
Expenditures
Legislative 193,100 193,100
Administrative and Judicial 2,736,900 86,600 2,823,500
Legal Services 1,080,200 1,080,200
Econ Dev, Neigh, Strgic Ping 1,223,900 200,000 150,000 1,573,900
Human Resources& Risk Mgmt 651,100 8,900,200 9,551,300
Finance and Information Sery 3,296,800 1,350,000 4,646,800
Police 15,027,900 15,027,900
Fire 12,232,100 12,232,100
Jim Planning/Building/Public Works 10,158,600 8,460,400 43,119,500 2,340,400 64,078,900
Community Services 12,405,300 331,600 1,151,000 2,072,200 15,960,100
Interfund Transfers 980,500 353,500 10,300 3,760,800 1,881,000 6,986,100
IN. Other City Services 3,378,100 1,674,100 297,400 382,100 5,731,700
Debt Service 2,556,100 518,500 3,540,300 6,614,900
Total Committed Expenditures 65,920,600 971,700 528,800 14,872,200 52,287,100 11,538,000 382,100 146,500,500
Increase to Reserves 70,000 2,300 6,200 237,000 771,600 258,500 0 1,345,600
Total Expenditures $65,990,600 $974,000 $535,000 $15,109,200 $53,058,700$11,796,500 $382,100 $147,846,100
Ir.
Budget at a Glance 1.7
Table 2-3. Revenue Detail Over Time
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Tax Revenues
Property Taxes 16,776,846 18,381,694 19,541,000 19,352,806 19,908,500 1.9%
Retail Sales and Use Tax 16,724,786 16,431,456 17,055,000 17,334,831 17,653,000 3.5%
Utility Taxes 10,348,682 8,669,865 9,130,000 8,952,000 9,197,000 0.7%
Real Estate Excise Tax 2,895,147 2,709,652 2,305,000 3,104,519 2,311,000 0.3%
Gambling Excise Tax 2,322,136 2,110,861 2,455,000 1,922,211 2,380,000 -3.1%
Other Taxes 1,150,932 1,598,319 1,245,000 1,485,714 1,269,000 1.9%
Total Tax Revenue 50,218,529 49,901,847 51,731,000 52,152,081 52,718,500 1.9%
Operating Revenue
Licenses and Permits
Business Licenses and Permits 2,522,223 2,333,878 2,374,400 2,139,911 2,375,300 0.0%
Building Permits 1,528,797 1,883,233 1,345,500 2,129,296 1,394,500 3.6%
Non-Business Licenses/Permits 50,938 43,869 34,000 57,315 28,100 -17.4%
Total Licenses and Permits 4,101,958 4,260,980 3,753,900 4,326,522 3,797,900 1.2%
Intergovernmental Revenue
Federal Grants 2,145,634 3,934,701 5,492,161 4,912,009 2,338,200 -57.4%
State Shared Revenue 2,309,603 2,391,930 1,989,800 1,758,741 2,091,800 5.1%
Intrgovl Service and Interlocal Grants 2,160,313 1,126,747 1,240,000 1,479,319 1,169,000 -5.7%
Total Intergovernmental Revenue 6,615,550 7,453,378 8,721,961 8,150,069 5,599,000 -35.8%
Charges for Services
Utility and Environment 28,820,964 30,239,382 30,366,400 31,287,637 31,386,600 3.4%
Recreation 2,407,640 2,475,373 2,357,800 2,470,275 2,969,200 25.9%
Plan Checking Fees 665,777 730,376 550,000 943,892 566,500 3.0%
Planning/Zoning/EIS Fees 512,696 205,960 1,121,000 1,164,803 121,000 -89.2%
Mitigation Fees:Transp, Fire&Parks 1,133,230 1,904,095 950,000 1,237,051 925,000 -2.6%
Other Transportation 52,903 6,476 5,000 5,546 4,900 -2.0%
Other Charges for Services 2,479,733 2,448,584 2,333,100 1,939,938 2,347,000 0.6%
Total Charges for Services 36,072,943 38,010,246 37,683,300 39,049,142 38,320,200 1.7%
Total Operating Revenue 46,790,451 49,724,604 50,159,161 51,525,733 47,717,100 -4.9%
Other Revenues
Fines and Forfeits 993,093 1,043,199 957,100 991,753 985,000 2.9% Aw
Interest Earnings 3,838,898 1,642,302 1,713,700 2,510,785 1,451,800 -15.3%
Rents/Leases/Concessions 2,365,785 2,473,800 2,395,200 2,442,067 2,446,600 2.1%
Employee Insurance Premiums 5,163,412 5,750,910 6,361,600 6,719,636 7,076,800 11.2%
Intrfund Depart. Service Charges 4,266,798 4,676,755 4,405,200 4,390,232 4,251,900 -3.5%
Other Revenue 2,266,379 2,145,055 2,306,306 2,072,747 1,663,400 -27.9%
Interfund Transfers 24,614,377 33,769,767 11,915,194 12,773,312 18,113,000 52.0%
Total Other Revenue 43,508,742 51,501,788 30,054,300 31,900,532 35,988,500 19.7%
TOTAL NEW REVENUES $140,517,722 $151,128,239 $131,944,461 $135,578,346$136,424,100 3.4%
2_8 Budget ata Glance
Figure 2-1. Fund Croups
,r.
Internal Serv/Fiduciary-8%
General Governmental-45%
Community Services
12,405,300
Streets
6,055,400
General Fire
Governmental 12,232,100
by City Services
Department 16,663,300
Police
15,027,900 \
Debt& ransfer out
3,5600
.. Special Rev/Debt Sery-1%
Capital Improvement-10
Enterprise-36%
s
General Governmental 65,920,600
Special Revenue 971,700
Debt Service 528,800
Capital Project 14,872,200
bw Enterprise: Utilities 48,872,400
Airport 805,900
Golf Course 2,608,800
Internal Service 11,538,000
Fiduciary 382,100
Total Committed Expenditures $146,500,500
Budget ata Glance Z_9
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Figure 2-2. Employment History- City of Renton
700MAdmitistrative
pr-
600 MOW
pCommunity Services
500
400 -
pEnterpris a/Utilizes
300 - -- -
200 —_ OP lanning/P ublic Works
100 — —--- —
M F re
0
1999 2000 2001 2002 2003 2004
Actual Actual Actual Actual Actual Budget 0Police
2004 Changes to Staffing— 8.1 FTE Increase
Community Services Department:
The 1.0 FTE Limited Term Capital Improvement Project Coordinator position
for the Parking Garage ended in 2003.
The 1.0 FTE Limited Term Capital Improvement Project Coordinator position
for Fire Station 12 will end in February 2004.
The opening of the Aquatics Center in 2004 results in an addition of 10.2 FTE
equivalents. All positions added are part time. Positions include the following:
pool manager, assistant manager, lifeguards, instructors, concession staff, guest
service staff, custodial service staff and others.
Legislative Department:
Part time help decreased by 0.1 FTE
2004 FTE Count
The total authorized FTE count for the City is 696.3 (regular, full-time, and
limited term, and part time temporary and intermittent staff).
2-10 Budget at a Glance
Table 2-4. Expenditure Over Time
.. 2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Salaries and Wages
Salaries 34,091,564 36,086,856 38,487,378 37,540,681 40,158,000 4.3%
Overtime 1,743,607 1,982,522 1,734,800 1,952,333 1,896,900 9.3%
Total Salaries and Wages $35,835,171 $38,069,378 $40,222,178 $39,493,014 $42,054,900 4.6%
Personnel Benefits
Retirement/FICA 3,750,360 3,474,202 3,743,500 3,665,760 3,871,200 3.4%
Medical and Employee Insurance 10,343,584 11,574,404 13,306,000 12,976,344 13,758,000 3.4%
Total Personnel Benefits $14,093,944 $15,048,606 $17,049,500 $16,642,104 $17,629,200 3.4%
Supplies
Operating Supplies/Equipment $3,999,179 $3,781,993 $4,946,500 $3,894,536 $5,051,400 2.1%
�. Other Services and Charges
Professional Services 11,120,250 11,179,462 13,586,383 11,698,081 11,853,300 -12.8%
Operating Rentals and Leases 3,280,955 3,225,799 3,440,700 2,660,228 2,968,500 -13.7%
Property/Liability Insurance 2,830,934 2,967,571 3,824,800 3,829,319 3,487,400 -8.8%
Public Utility Services 9,089,589 10,089,982 10,292,000 9,432,968 10,475,900 1.8%
Operating Services and Charges 3,567,617 3,461,667 4,247,875 3,351,695 3,738,000 -12.0%
Total Other Services and Charges $29,889,345 $30,924,481 $35,391,758 $30,972,291 $32,523,100 -8.1%
Intergovernmental Services
Total Intergovernmental Services $4,265,724 $4,419,324 $4,683,300 $4,482,436 $4,733,400 1.1%
Capital Outlay
Land, Buildings, and Equipment 6,879,817 11,511,053 23,222,025 15,203,002 2,427,300 -89.5%
Construction 16,687,324 13,273,801 26,811,500 15,996,000 25,150,400 -6.2%
Total Capital Outlay $23,567,141 $24,784,854 $50,033,525 $31,199,002 $27,577,700 -44.9%
. Debt Service(Principal and Interest)
Principal 4,802,196 6,325,459 4,692,200 4,707,131 3,898,100 -16.9%
Interest and Related Debt Costs 2,244,867 3,007,956 3,440,500 3,236,263 2,972,000 -13.6%
Total Debt Service $7,047,063 $9,333,415 $8,132,700 $7,943,394 $6,870,100 -15.5%
Interfund Payments and Transfers $18,152,136 $15,805,956 $14,070,646 $12,068,858 $10,060,700 -28.5%
Total Committed Expenditures $136,849,703 $142,168,007 $174,530,107 $146,695,635 $146,500,500 -16.1
+rr
Budget at a Glance �_
ECONOMIC OVERVIEW
The adage"when Boeing gets a cold, Renton gets pneumonia" is officially no longer
applicable to the City's fiscal health. While Boeing continues to be very important to
the City and to the region,major changes occurred in the late 1990's to the region and
the City that mitigated the overall impact Boeing had on our economy.
Employment within the City of Renton over the past twelve years, as measured by
Business License payments, is as follows:
Employment Decreased by Oyer 8,000 Employees
Between 2002 and 2003
50,000
40,000
30,000
20,000
10,000 ■Boeing
0 ■Employment Other
'92 '93 '94 '95 '96 '97 198 199 100 101 '02 '03 ,
In the early 1990's when Boeing employment fell, all other revenue fell. Home values
decreased, and assessed valuation with new construction actually decreased or
remained flat between 1992 and 1996. In 1992 and 1993 Renton was in a recession.
Boeing employment is actually lower today than it was in 1993. Yet, this past year, a
record number of homes sold in the City of Renton. Home values are higher than last
year and new construction valuation in 2003 was valued at a record$285 million
dollars. The total valuation of all property within the city limits of Renton is now at
$6.3 billion dollars.
Why the Difference?In 1993 Renton embarked on an assertive economic development
program. This program has many aspects. The City changed the way we issued
building permits—becoming a model for many other cities and an example the State
uses to illustrate how cities can be more effective in encouraging private enterprise.
The State's tax system, given the numerous Initiatives in the 1990's, emphasizes sales
taxes over other sources of revenue. The City of Renton has to work with that
constraint in order to grow its economy. To that end, the City aggressively sought
regional retail businesses. We have IKEA, Wal Mart, Sam's Club, and Fry's
Electronics stores. We have also re-zoned property that Boeing is selling on our
northern boundary, and stated it must be used for commercial/retail purposes.
At the Same Time the Economic Base Has Changed. As will be illustrated, all this
effort has brought forth major increases in our property and sales tax receipts. '
However, as these changes occur,there are other major changes in our economic base.
A State Initiative, I-747, limits our annual general property tax levy to one percent of
the previous year's total,plus new construction. This is not a major issue in times of
low inflation, as the City had already limited its base to reflect salary agreements.
However,when inflation increases again, this will have a major impact on our
revenue.
242 Budget at a Glance
1`a
to Also in the past few years, the State exempted sales tax on manufacturing
goods and activities. This lowers the City's sales tax collections by$1 million
per year. Added to that, the State agreed to eliminate the Motor Vehicle Excise
Yr Tax, which created an annual loss of over$600,000.
Another voter- approved Initiative eliminated the Vehicle License Fee. This
$15 fee was on each vehicle licensed. The fee generated$350,000 to$450,000
to annually and was directed entirely to the maintenance of the city's streets.
The final actual change was the State's decision to permit Boeing and other
so large organizations to purchase their electricity on the open market. This
practice, known as "wheeling," ensures that businesses are getting the lowest
cost possible for their electricity. The electricity is then sent through the wires
to owned by Puget Sound Energy. We applaud efforts to keep costs low for
businesses. However, by doing this, the State of Washington's Utilities and
Transportation Commission(WUTC) also exempted these businesses from
Ow paying the utility tax on this commodity. This change impacted the city's
general governmental revenues by over$400,000. The companies have both
purchased electricity on the open market, and switched their use from natural
gas to electricity. Thus, we have lost in both areas. According to the State's
Department of Revenue, we will lose over$100,000 annually in every
circumstance from the natural gas utility tax switch.
The Future. Washington cities must operate within this fiscal environment.
Another Initiative to lower property taxes has been filed. This effort would
lower the cities and all other junior taxing districts, exempting school districts,
by 25 percent. This would be a loss to general governmental revenues of$5.2
million. These are the revenues that pay for public safety and other basic
services. These are not monies used to meet the utilities and other special
revenues the City has that are very limited in their uses. Whether this Initiative
passes or not, constant pressure remains on the City to maintain services at the
lowest cost possible.
To that end, the City continues its economic development efforts. In 2003 the
City worked with the Boeing Company to define the land use of property that
Boeing is vacating in Renton. Through that process, there are now 50 acres of
land zoned retail and mixed use at the northern boundary of our city. This adds
real value to property that was once parking lots.
The agreement with Boeing spans over 150 acres and articulates a vision of the
City for the property at the south end of Lake Washington; ensures that space
will be used for the highest use possible to generate value for both Boeing and
the City; and will create good jobs and purposes for the residents. The
agreement also requires the City to invest nearly $33 million dollars for
infrastructure as the property is vacated.
Summary. The State economic base will continue to change. Renton, however,
will continue to be a growing voice in the Puget Sound. Renton had the fastest
growing housing market in King County over the past year. In Renton, land is
still available less than 15 minutes from downtown Seattle, in a geographic
area where all three of the area's transportation systems meet. We have
Budget at a Glance 2_13
brought to the City large regional retailers—IKEA and Fry's, in particular, exist
nowhere else in the Puget Sound area. Finally, the City is embarking on a total
reshaping of its destiny with the new Boeing agreement that will change the use of that
area over the next 50 years.
The following are highlights of our General Governmental and Enterprise revenues for
2004. Please refer to the Revenue Manual for details of every revenue source over the
past few years, and our assumptions for the future.
General Governmental Revenues.
Most of the City's general services, such as police, fire,parks, libraries, street,
building, and economic development are paid from general-governmental type of
revenues. These include, but are not limited to, property, sales and utility taxes,
charges for services and other miscellaneous fees.
Property Taxes. ,
Property tax and assessed valuation are very important to the City of Renton. Due to a
voter-approved Initiative, the City can increase its property tax levy by only one-
percent, plus new construction and annexations. This means that without new
construction, in particular, the City can increase its levy by only $200,000 in 2005.
While this is a significant amount of money for the average individual, when this
amount is spread across the $6.3 billion in assessed valuation the amount of the
increase is less than
one-third of one Assessed Valuation Grew by 6.5% Between 2003 and
cent for each 2004
$1,000 of Assessed $7,500,000,000
Valuation. The ❑New Const
average home $6,000,000,000
X4,500,000,000 3Tota I AV
value in Renton is
approximately $3,000,000,000
$230,000. This �,Soo,000,0$0
$200,000 increase $0
a" 14- 0
means that a �1. � oo oo ,00 ,0`1' ,o°`
homeowner pays
$7.30 more a year.
Further, $200,000 a year will not cover the annual salary increases for police officers.
Thus, we need new construction, plus growth in all other areas of revenue to pay for
ongoing services. t
Property tax comprises approximately 30 percent of our total general governmental
revenue sources. In 2004, our total levy will be $20 million. Of this total over
$900,000 is generated from $285 million of new construction. This was a record year.
This graph illustrates our assessed valuation has grown from$3.1 million at the
beginning of the last recession to over$6.3 million in 2004.
2.14 Budget at a Glance
aft,
to Since 1995, the City chose to lower its tax rate. Our legal property tax rate in
1995 was $3.60. In 1998, in order to encourage economic development, the
City decided to impose a lower levy to lower the tax rate. This, combined with
kw the Statewide Initiative, has lowered the tax rate from $3.60 to $3.16 in the
past decade.
to General Go\emmental Property Tax Rate
Decreases by 12.4 Percent in the Past Decade
r $3.60
$3.40
—♦—Tax Rate
rr $3.20-
$3.00
95 96 97 98 99 '00 '01 '02 '03 '04
�r
tr
Sales Taxes.
Sales tax receipts comprise approximately 24 percent of resources for general
governmental purposes. Renton's sales tax receipts mirrored the national
,r economy in 2003. We receive sales tax collections two months after they are
paid at the source. Thus, there is a two-month lag between collections and
receipts. Between November 2002 and May 2003, our total receipts grew by
only 1.5 percent. However, beginning in June, collections began to grow
substantially and by the end of the year, our total receipts were 6.6 percent
ahead of last year.
2003 Sales Tax Receipts began to grow by June
$1,800,000 25%
$1,500,000 20%
$1,200,000 15%
U
2 $900,000 ► 10%
C:
$600,000 ' ► 5%
Q $300,000 0% 1
$- -5%
J01 Jac�a��rQ�\�,aA,J�P,J\A Jr,���,���,& �2��p,� 2002 Amt Received
QJQ�Do�ooX2003 Amt Received
5e %Change
Budget at a Glance 2-15
The monthly receipts tell the story of the change through 2003. Between January and
May receipts, our collections grew only by no more than 1.5 percent in any given
month. In fact, during two months receipts were lower than receipts in 2002. In June,
collections were nearly 5 percent higher. The July receipts—May collections were
actually 20 percent higher. The remainder of the year's sales taxes grew each month
over the previous year's receipts.
This growth rate is not expected to continue. We will lose one major sales tax payer in
2004. While this loss will be offset by gains from Sam's Club, it also means that the
revenue generated from Sam's Club will not be a net gain for Renton. Further, the
2003 sales tax from construction activity comprised 13 percent of our total collections
-$2.1 million of the $16 million generated. This was nearly 12 percent higher than last
year; reflected the construction of not only housing development but also the building
of two major new commercial enterprises: Sam's Club and the Paccar building. We do
expect to see this again once construction begins on the fifty acres of Boeing property.
However, that will not begin until late 2004 or 2005. Overall, we expect to have a
good year in sales tax receipts, but one that reflects more closely the actuals of 2003.
Sales Tax Collections were 3.2 Percent Above Estimates
in 2003
$16,500,000
$16,000,000 0 Budget
$15,500,000 0 Collections
$15,000,000
$14,500,000
$14,000,000
i4tf
100 101 '02 '03 '04
Building Activity
Building activity generates various types of revenue. As noted, sales taxes are
generated from building activity. Building and plan check fees are imposed on
construction activities. When homes and commercial production occurs within the
City, the City also receives revenue from mitigation fees and connection related
charges in the utilities area.
Renton Issues 519 SF Permits in 2003
600 $120,000,000
c
E 450 $90,0009000 .o
a� CU
o_ 2
0 300 $60,000,000 >
E
z150 $30,000,000 d
0 $
Renton Kent Redmond Number of Permits
—*—Valuation
2_16 Budget at a Glance
Renton has had a phenomenal few years in the area of residential construction.
Between 1999 and 2003,residential construction averaged 13.3 units per 1,000
of population in Renton as compared to 7.1 units region wide. The following
graph shows the comparison of single family homes in Renton, Kent, and
Redmond. We have been tracking these same cities for the past two years
based on the proximity and the similarity in cities.
Renton issued 519 single family housing permits in 2003, as compared to
Kent's 298, and Redmond's 251. Based on the valuation, Renton's average
single family house permit was for a $210,000 home. In Kent the valuation
was $175,500. Redmond's total valuation of$67.5 million translated into an
average $268,000 home.
yr
Building and Plan Check Fees Surpass Budget by more than One
Million Dollars
■Plan Check
$4,000,000 ■Bldg
$3,000,000
$2,000,000
$1,000,000
$0
99 100 101 '02 '03 Bdgt '03 Act
The real story here is the number of single-family housing permits. Renton and
Redmond also issued 33 and 22 permits, respectively, for apartments and
condos for total housing units of 135 and 161. Kent's numbers identify no
permits for multi-housing units.
In 2003, over$2.9 million was generated from Building and Plan Check fees.
Our budget for these two types of revenue was just $1.8 million. This total
represented 4.6 percent of our total general governmental resources.
Budget at a Glance 2_17
+
Utility Taxes.
On the utilities of water, sewer, solid waste, electric, natural gas, and all phone usage,
the city imposes a six percent(6%) utility tax on the total cost. In 2003 we collected
nearly $9 million from these combined sources.
However, there were some challenges in this amount. The actual collected was 4
percent lower than we expected. As stated earlier, the real issues are found in the
electric and natural gas utilities. The following illustrates the estimates and the actuals
for 2003:
03 Actual 03 Budget % Difference
Electricity $2,977,193 $3,300,000 (10%)
Natural Gas 836,314 1,175,000 (40%)
Transfer Station 387,710 425,000 (9%)
Cable TV 595,988 530,000 19%
Telephone 1,289,484 1,300,000 (1%)
Cellular 1,137,231 1,000,000 14%
City Utilities 1,856.450 1 725.000 1 800
Total Utilities $9,080,370 $9,455,000 (40/6)
The gains and losses by major type is as follows:
Collections Over and Under Estimates
$200,000
$100,00
$
$0 __ M It-- -
-$100,000
-$200,000
-$300,000
-$400,000 City Electric Natural Gas Cell Phone
Over/Under Est $131,450 ($322,807) 1 ($338,686) $137,231 ($10,516)
The 2004 estimates reflect 2003 estimates. This means the 2004 natural gas and
electric utility estimates are overstated by $600,000. This will be corrected in 2005.
Other Funds.
New construction generates several different kinds of revenue. As illustrated, there
were over 500 single-family permits issued. Each home pays a park and fire mitigation
fee as well as connection charges for water/sewer services. These revenue sources are
also significantly higher than budget. The mitigation fees generated$848,280 on
estimates of$450,000. All of this revenue is used for one-time capital investment. In
2004 these are budgeted at approximately $450,000.
1.18 Budget at a Glance
JYr
Connection fees for all pipe utilities were expected to generate $1 million
dollars. The actual revenue from these sources of revenue was $1,200,000.
This revenue is used to offset the City's infrastructure costs.
Real Estate Valuation and Changes.
M Another aspect of the local economy is the valuation of real estate. There is an
interesting balance between affordable homes and ensuring the valuation of the
property within a City continues to increase; or, at least hold its value. Over the
past six years we have been tracking all home sales within the City of Renton.
The following graph illustrates how property value has changed over that
period.
Number of Homes Sold Grew by 30 Percent
$300,000 1,800
�Number ofHomes Sold
$225,000 f-Median price in
� 1,350
$150,000 900 i
w
o
� $75,000 450
z
$0 0
'97 198 199 100 101 '02 '03
In 2003 there were nearly 1,500 homes sold within our geographic boundaries.
This is 30 percent more than sold in 2002.
The table below illustrates the number of homes sold in each price range. In
2003 there were 102 homes sold with a price tag of$400,000 or more. This is
double the number in 2002.
97 98 99 00 01 02 03
10K+ 145 128 133 152 68 59 53
100K + 549 613 550 522 429 437 486
200K+ 95 189 200 259 389 470 649
300K + 30 38 45 78 117 170 210
400K+ 4 25 28 30 45 60 102
Total 823 993 956 1041 1048 1196 1500
Budget at a Glance 2.19
On each property sold within the City limits, there is a City excise tax of one-half of
one percent of its selling price. State law dictates this revenue must be used for one-
time capital items or the debt service for capital expenditures. The following graph
demonstrates our collections and estimates.
We tend to be conservative on the estimate of this source of revenue. Since it can be
used for only capital items, when we receive the monies from this source it does not
have a major impact on our operations or addressing the needs.
Real Estate Excise Tax Collections
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000 ■Budget
$500,000 ■Tax Ttl
$0
'98 199 100 101 '02 '03 '04
BDGT BDGT
ENTERPRISE FUNDS
The City operates four utilities: water, sewer, surface water, and solid waste. These are
divided into two lines of business: water/sewer and solid waste. These two must
operate like a business. They must generate income to cover their expenditures. They
pay for some services they receive from the General Fund. However, short of that,
none of their revenue comes to the general governmental services.
These businesses generate most of their income from rates charged for services.
Water, sewer, surface water, and sewer treatment all have a monthly fee charged to all
users. The rates are as follows:
1996 1997 1998 1999 2000 2001 2002 2003 2004
Water $10.50 $10.50 $10.50 $10.50 $10.50 $10.50 $10.50 10.5 10.82
Water Usage/1000 cf $17.60 $17.60 $18.13
Wastewater 12.29 12.29 12.29 12.29 12.29 12.29 12.29 12.66 13.04
Surface Water 5.23 5.23 5.23 5.23 5.23 5.39 5.39 5.39 5.39
K.C.Sewer Treatment 19.10 19.10 19.10 19.10 19.50 19.75 23.40 23.40 23.40 Vq
Solid Waste 10.45 11.5 11.95 12.55 12.8 13.44 13.44 13.44 13.44
Total $57.57 $58.62 $59.07 $59.67 $60.32 $61.37 $82.62 $82.99 $84.21
J
2.20 Budget at a Glance
it
Ir As illustrated, rates have not increased much over the past nine years. In fact,
the rates the City charges for water and sewer did not change from 1996
through 2002. Surface Water has had only one increase in the same period.
Garbage rates increased with the new contract the City has with the private
company that picks up the waste. This, however, has remained consistent for
the past four years.
King County is responsible for sewer treatment work. This is the area with the
largest increases over the past nine years. The City only does the billing for the
County. We have no authority for setting the rates.
Interest Earnings.
he The City has an average daily investment portfolio of approximately $85
million. We expect that to decrease a bit in 2004 because we have depleted
large amounts of cash for large capital projects. Fire Station 12, the Parking
Garage, Swimming Pool, and the Pavilion Building are all nearly complete,
and used over$12 million of cash reserves that the city set aside for these
projects over the past eight years.
IIS
The actual principal balance is not a major issue in our ability to generate
investment earnings. The investment rates are our real challenge. We actually
generated more in 2003 than we had originally estimated. Interest rates are
slowly increasing,but are not approaching the level in 2002. For 2004,we kept
our estimates at essentially 2003 levels.
Investment Interest Ends Betterthan Estimated
❑Fiduciary Fund
$4,000,000 ❑proprietary Funds
$3,000,0000 Capital Funds
$2,000,000 ■General Gov't
$1,000,000
$0
101 '02 '03 Bdgt '03 Act '04
CONCLUSION
Generally, we believe that in Renton, at least, the 2004 economy will be better
than the 2003 economy. We have major economic development events
occurring within our City. Housing activity will continue. We know there is
development interest in the first 50 acres of vacant land on the Boeing
property. One of our best known retailers, McLendon's Hardware Store, will
move from their restricted downtown location to a 100,000 square foot
building on our major arterial—Rainier Way. IKEA and Fry's Electronics
continue to anchor our northern and southern boundaries.
Our trials are created from external forces. The utility tax change
and the possible Property Tax Initiative create significant
Budget at a Glance 2_11
challenges for us. As we continue to build on our economic base, that base
is eroded through Initiatives and State actions. We have met the earlier
constraints on our revenues.
The next Property Tax Initiative, if it passes,will force us into very
difficult choices. This Initiative impacts general governmental
activities: police, fire, parks, library, streets, and other basic
services. It does not impact the total budget, it impacts about 50
percent of our budget. This loss translates into an 8 percent loss of
revenue for the basic services. This is a very serious reduction of ,
resources for basic services.
As always, the City of Renton is dedicated to doing the most with '
the resources we have. We have been able to market the City and
watch revenues grow even with the reductions we have had to date.
We will do the same in the future. '
l
1
i
2.22 Budget at a Glance
rk -
�r z
rs
s
r► h��"z i"rr
2004
R '
........................
Operating Budget
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'lop
T:
a� r
9r
?n.
City of Renton,Washington BUDGET
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Jahoducam
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This section is a highlight of each department, beginning with an overview
of the staffing and the budgets of all departments. The information on the
first two pages for each department section allows a quick comparison of
' the departments to each other.
In each departmental section, the overall budget for the department is
provided. The information includes an organization chart and the budget
appropriations by categories.
We also present an historical view of the department's expenditures in the
department section.
' Over the past three years, departments have been defining their customers,
mission statement, core services, and ways to measure those core services
and performance outcomes. This information is supplied both at the
department and the division levels throughout a department's presentation.
The purpose of this work is to begin to better define the value of tax dollars
for citizens and taxpayers. Performance indicators have been added in each
Department to establish a base line and demonstrate workload.
Each department also provides at the end of each section a list of all
positions authorized. State law requires that the budget identify all
positions. The staffing page, called a position listing, identifies the position
grade and bargaining unit for each position. The pay rages for the position
are found in the appendix. The pay ranges also must be adopted as a part of
the annual budget.
' Operating Budget 3-1
Table 3-1. Staffing Comparison by Department (Sheet I of 2)
2001 2002 2003 2003 2004
Actual Actual Adj Bdgt Actual Budget
Regular Full-Time,Part-Time,Limited Term, Temporary and Intermittent Staff
Legislative Services
City Council Members 7.0 7.0 7.0 7.0 7.0
City Council Liaison 1.1 1.1 1.1 1.1 1.0
Total Legislative 8.1 8.1 8.1 8.1 8.0
Administrative,Judicial,and Legal Services
Mayor's Office 7.0 7.0 7.0 7.0 7.0
City Clerk 5.0 5.0 5.0 5.0 5.0 '
City Attorney 0.0 0.0 0.0 0.0 0.0
Hearing Examiner 1.5 1.5 1.5 1.5 1.5
Municipal Court 13.7 14.7 14.7 14.7 14.7 '
Total Administrative,Judicial, and Legal Services 27.2 28.2 28.2 28.2 28.2
Community Services '
Admin, Facilities, Parks and Recreation 122.5 122.5 122.5 121.5 130.7
Human Services/CDBG 6.2 5.2 5.2 5.2 5.2
Library Services 23.5 23.5 23.5 23.5 23.5
Municipal Golf Course 20.4 20.4 20.4 20.4 20.4
Total Community Services 172.6 171.6 171.6 170.6 179.8
Econ Dev,Neighborhoods,and Strategic Planning
Econ Dev, Neighborhoods, and Strategic Planning 13.3 13.8 13.3 13.3 13.3
Total Econ Dev, Neighborhoods, and Strategic Planning 13.3 13.8 13.3 13.3 13.3
Finance and Information Services
Finance 21.5 21.5 21.5 21.5 21.5
Information Systems 13.8 13.8 13.8 13.8 13.8
Total Finance and Information Services 35.3 35.3 35.3 35.3 35.3
Fire
Administration 5.0 6.0 6.0 6.0 6.0
Emergency Response 98.0 98.0 98.0 98.0 98.0
Prevention 10.0 10.0 10.0 10.0 10.0
Training 3.0 3.0 3.0 3.0 3.0
Total Fire 116.0 117.0 117.0 117.0 117.0
Human Resources/Risk Management ,
Administration/Civil Service Commission 6.4 6.4 6.4 6.4 5.4
Risk Management 2.0 2.0 2.0 2.0 3.0
Total Human Resources/Risk Management 8.4 8.4 8.4 8.4 8.4
3-2 Operating Budget
6
6
Table 3-1. Staffing Comparison by Department (Sheet 2 of 2)
2001 2002 2003 2003 2004
Actual Actual Adj Bdgt Actual Budget
so Planning/Building/Public Works
Administration 4.1 4.1 4.1 4.1 4.1
Development Services 40.7 40.7 40.7 40.7 40.7
Transportation 39.8 39.8 39.3 39.3 39.3
Utility Systems 25.3 26.7 26.7 26.7 26.7
Maintenance Services 66.3 66.3 67.3 67.3 67.3
r
Total Planning/Building/Public Works 176.2 177.6 178.1 178.1 178.1
Police
aw Administration 4.0 4.0 4.0 4.0 4.0
Patrol Operations 53.0 55.0 55.0 55.0 55.0
Patrol Services 10.2 11.2 11.2 11.2 11.2
to Investigations 18.0 21.0 21.0 21.0 21.0
Administrative Services 10.0 10.0 10.0 10.0 10.0
Staff Services 11.0 11.0 11.0 11.0 11.0
wr Auxiliary Services 16.0 16.0 16.0 16.0 16.0
Total Police 122.2 128.2 128.2 128.2 128.2
Total All Staffing 679.3 688.2 688.2 687.2 696.3
L
Operating Budget 3-3
Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses (Sheet 1 of2 ,
2001 2002 2003 2003 2004 Change ,
Department Actual Actual Adj Bdgt Actual Budget 2003/2004
Legislative
Legislative(City Council) 155,655 171,037 185,600 180,159 193,100 4.0% ,
Total Legislative 155,655 171,037 185,600 180,159 193,100 4.0%
Administrative,Judicial,and Legal Services ,
Mayor's Office 704,557 728,450 835,000 747,179 816,400 -2.2%
City Clerk 391,464 384,713 439,900 404,554 445,800 1.3%
Court Services 1,176,725 1,222,113 1,310,400 1,253,794 1,339,900 2.3% ,
City Attorney 1,000,907 971,312 1,049,500 981,227 1,080,200 2.9%
Hearing Examiner 126,580 117,212 129,700 120,095 134,800 3.9%
Total AJLS 3,400,233 3,423,800 3,764,500 3,506,849 3,817,100 1.4% '
Community Services
Admin/Facilities/Parks Maint/Recreation 9,440,574 11,031,819 9,577,100 9,031,144 10,407,900 8.7%
Human Services 509,175 533,013 531,500 499,549 534,100 0.5%
CDBG Block Grants 260,388 264,536 336,561 292,538 331,600 -1.5%
Library 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3%
Golf Course 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1%
Total Community Services 13,963,802 15,333,276 14,200,061 13,489,102 15,094,600 6.3%
Econ Dev, Neighborhoods and Strategic Planning "+
Econ Dev, Neighborhoods&Strategic Planning 1,084,221 1,111,505 1,420,300 1,014,907 1,223,900 -13.8%
Total EDNSP 1,084,221 1,111,505 1,420,300 1,014,907 1,223,900 -13.8%
Finance and Information Services
Finance 1,483,563 1,591,454 1,720,300 1,659,711 1,766,200 2.7%
Information Systems 1,269,969 1,432,585 1,529,000 1,426,355 1,530,600 0.1%
Total Finance and Information Services 2,753,532 3,024,039 3,249,300 3,086,066 3,296,800 1.5%
Fire
Administration 874,607 897,969 1,176,200 1,107,656 850,900 -27.7% ,
Emergency Response 8,789,556 9,199,995 9,728,800 9,608,368 10,073,600 3.5%
Prevention 745,193 808,454 868,100 833,753 889,400 2.5%
Training 347,633 365,843 394,500 370,635 403,100 2.2% ,
Disaster Management 27,672 9,958 15,100 17,139 15,100 0.0%
Total Fire 10,784,661 11,282,219 12,182,700 11,937,551 12,232,100 0.4%
Human Resources and Risk Management '
Personnel Administration/Civil Svc 621,084 635,558 724,000 595,413 651,100 -10.1%
Risk Management 7,424,780 7,261,355 9,553,500 9,117,162 9,017,600 -5.6% '
Total Human Resources/Risk Mgt 8,045,864 7,896,913 10,2779500 9,712,575 9,668,700 -5.9%
3-4 Operating Budget
to
10 Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses (Sheet 2 of 2)
2001 2002 2003 2003 2004 Change
Department Actual Actual Adj Bdgt Actual Budget 2003/2004
Planning/Building/Public Works
Administration 286,099 297,909 349,800 320,390 363,100 3.8%
Development Services 2,820,630 2,896,697 3,167,000 2,950,750 3,231,500 2.0%
Maintenance Services 16,110,775 17,597,323 18,575,394 16,432,346 17,549,600 -5.5%
Transportation Systems 3,867,372 3,852,459 4,252,300 3,998,472 4,315,800 1.5%
Utility Systems 23,806,666 21,641,946 24,228,152 23,082,148 20,042,300 -17.3%
r
Total Planning/Bldg/Pub Wks 46,891,542 46,286,334 50,572,646 46,784,106 45,502,300 -10.0%
Police
No Administration 1,834,060 1,792,907 1,858,200 1,862,314 1,549,600 -16.6%
Patrol Operations 5,087,723 5,513,115 5,726,600 5,481,823 5,962,900 4.1%
Patrol Services 884,865 1,089,633 1,243,100 1,151,535 1,291,700 3.9%
r Investigations 1,873,430 1,828,370 2,151,200 2,110,575 2,233,300 3.8%
Administrative Services 944,315 1,002,546 1,149,400 1,118,329 1,179,900 2.7%
Staff Services 561,560 572,418 636,700 592,418 658,600 3.4%
Auxiliary Services 1,717,876 1,960,713 2,206,600 1,874,562 2,151,900 -2.5%
Total Police 12,903,829 13,759,702 14,971,800 14,191,556 15,027,900 0.4%
it Other City Services
Other City Services 7,991,038 7,363,889 5,095,200 5,130,894 4,358,600 -14.5%
Limited GO Bonds 2,726,156 2,862,364 2,835,700 2,797,620 2,556,100 -9.9%
Total Other City Services 10,717,194 10,226,253 7,930,900 7,928,514 6,914,700 -12.8%
Total Operating Budget 110,700,533 112,515,078 118,605,307 111,681,385 112,821,200 -4.9%
Capital Improvement Program(CIP)
Impact Mitigation 2,900,936 1,953,866 8,246,200 5,409,161 1,689,300 -79.5%
City Hall/Garage 535,981 5,588,238 3,923,575 2,289,468 1,638,700 -58.2%
Aquatic Center 0 100,453 4,899,500 3,775,975 0 -100.0%
Municipal Facilities 3,273,748 5,313,713 8,802,200 5,201,289 3,014,900 -65.7%
Transportation 9,185,979 5,712,870 12,053,125 7,564,652 8,485,400 -29.6%
Ir CDBG 0 0 0 0 0 N/A
Golf Course 126,125 137,404 359,000 3,590 320,000 -10.9%
Waterworks Utility 8,397,029 8,174,313 15,132,900 8,392,005 16,830,000 11.2%
Total CIP Program and Other CIP Costs 24,419,798 26,980,857 53,416,500 32,636,140 31,978,300 -40.1%
Other Designated Expenses 1,729,372 2,672,072 2,358,300 2,228,110 1,551,000 -34.2%
Total Committed Expenditures 136,849,703 142,168,007 174,530,107 146,695,635 146,500,500 -16.1%
Operating Budget 3-5
This page is intentionally left blank
3.6 Operating Budget '
2004
Legislative
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City of Renton,Washington BUDGET
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Don Persson 1
Council President
Julia Medzegian 1
Council Liaison
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Terri Briere Dan Clawson Randy Corman Denis Law Toni Nelson Marcie Palmer 1
Council President Pro Tem
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Legislative Department Organization
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In this section you will find the Legislative Department Mission Statement
with a stated core service and accomplishments for the year 2003.
Mission Statement
The City Council (table 3-3) assesses the needs of the public and sets
priorities; develops and adopts the annual budget, ordinances, resolutions,
and policy alternatives to meet those needs, consistent with City goals and
objectives; and provides coordination and evaluation of programs and
service objectives.
Table 3-3. City Council Members and Committees
Council Member Term Term Expires 2004 Committee Chair Committee Meeting Days Time
Don Persson 4 Years 12/31/07 Committee of the Whole 1st 2nd 3rd 4th Mondays 06:30 PM
Toni Nelson 4 Years 12/31/07 Community Services 2°d and 4th Mondays 05:00 PM
Randy Corman 4 Years 12/31/05 Finance 2nd and 4th Mondays 05:30 PM
Terri Briere 4 Years 12/31/05 Planning&Development 1st and 3`d Thursdays 02:00 PM
r Denis Law .4 Years 12/31/07 Public Safety 1st and 3`d Mondays 05:30 PM
Marcie Palmer 4 Years 12/31/07 Transportation/Aviation 1st and 3`d Thursdays 04:00 PM
Dan Clawson 4 Years 12/31/05 Utilities 1st and 3`d Thursdays 03:00 PM
r
Core Services
• Legislation that governs the City
Outcomes
• Approve the City budget, all appropriations, levies, taxes, and grants.
• Adopt the Land Use Code.
2003 Accomplishments
• Authorized extending the Washington City and County Pipeline Safety
Consortium Interlocal agreement through December 31, 2004
• Went on record supporting and encouraging The Boeing Company to select
Washington State as the home of the 7E7 aircraft and Boeing's future
generations of commercial aircraft
• Agreed to fund the aging sidewalk replacement program.
Operating Budget-Legislative 3-7
2003 Accomplishments (continued)
• Agreed to recognize the Matricula Consular as legal identification
for Mexican citizens living in the United States
• Agreed to use the 2002 Local Law Enforcement Block Grant to
fund the City's Domestic Violence Victim Advocacy program ,
•Adopted the following:
• City of Renton's West Nile Virus Response Plan '
• "City of Renton Action Plan for Protecting Salmonid Species and
Habitat"
• Ordinance that amends Renton's penal code making it illegal to i
make or possess auto theft tools
• 2003 Long-Range Park, Recreation and Open Space Plan ,
• Approved the following
• Valley Special Response Team Interlocal agreement which creates '
a multi jurisdictional team to effectively respond to serious crime
occurrences
• Rezone of a 21.3-acre site located at 800 Garden Ave. N. from ,
Heavy Industrial to Center Office Residential 3 (Fry's Rezone)
• Joint human services application and funding program agreement
with South King County cities
• Awarded the bid for the following:
• Pavilion Building renovations
• Construction of the Henry Moses Aquatic Center
• 2003 Airport Taxiway Lighting, Signage and Paving Improvements
• Kennydale Lakefront Sewer Improvements
An overview of the Legislative Department expenditures is show in figure 3-1,
followed by expenditures by category.
Figure 3-1. Legislative Overview
Expenditure Comparison
$200,000
$160,000 ._-� ---•---,�---- -"
$120,000
$80,000
$40,000
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget
3-8 Operating Budget-Legislative '
to
os Expenditure Budget by Category-Legislative
2001 2002 2003 2003 2004 Change
ow Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 109,170 120,724 129,600 130,905 134,900 4.1%
Part-Time Salaries 0 0 1,000 0 0 -100.0%
it Overtime 549 0 0 0 0 N/A
Personnel Benefits 36,802 42,732 44,500 40,797 48,100 8.1%
Supplies 1,139 1,013 1,200 859 1,200 0.0%
go Other Services and Charges 7,994 6,568 9,300 7,598 8,900 -4.3%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Ir Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 155,655 171,037 185,600 180,159 193,100 4.0%
to CIP 0 0 0 0 0 N/A
Total 155,655 171,037 185,600 180,159 193,100 4.0%
Illy
Funding Decisions-Legislative
2003 Adjusted Budget $185,600
2004 Budget Changes
Salaries 5,300
Benefits 3,700
Intermittent Salaries&Benefits -1,100
Travel, Repairs,and maintenance -400
Total 2004 Budget $193,100
to
Staffing Levels (Full-Time Equivalent Employees-FTE) -Legislative
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 8.0 8.0 8.0 8.0 8.0 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 0.0 -100.0%
Total FTE 8.1 8.1 8.1 8.1 8.0 -1.2%
r
Divisions by Fund Number
The Legislative Services/City Council Department is included in the
General Fund (000).
L
Operating Budget-Legislative 3-9
Table 3-4. Position Listing-Legislative
2001 2002 2003 2003 2004
Actual Actual Budget Actual Budget
Grade Title
s
Legislative Services/City Council
City Council Members(Elected) 7.0 7.0 7.0 7.0 7.0
N11 City Council Liaison 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 8.0 8.0 8.0 8.0 8.0
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.0
Total Legislative Services 8.1 8.1 8.1 8.1 8.0 '
1
1
1
1
t
1 �
1
1
3-10 Operating Budget-Legislative '
2004
Administrative,Judicial,
and Legal Services
PIAZZA
tlfl ni RE�'I�1\xx
�il+f
r
r
Y�
r
r
r
*City of Renton,Washington BUDGET
Mayor ,
Kathy Keolker-Wheeler
1
Chief Administrative
Officer
Jay Covington
1
.................................................................
Mayor's Office City Clerk/ Court Services Hearing Examiner City Attorney
5 Cable Manager 14.7 1.5
5
Note: This department has 28.2 total full-time equivalent employees.
Administrative, Judicial, and Legal Services Department Organization '
1
r r r r r
and Seutweli
r
In this section you will find Administrative, Judicial, and Legal Services
Department Mission Statement with a summary list of core services provided
Irr
by division. Following the core services list,we include the mission statements
of each division, along with lists of their outcomes, accomplishments for the
r year 2003, and action plans for the year 2004.
Mission Statement
Provide executive leadership and management for the Renton city government
according to the mission, goals, and strategies for the City.
Division Core Services
.. Mayor's Office
• Manage internal and external issues and programs
• Coordinate community relations
• Facilitate city-wide communication efforts
City Clerk
• Legislative support
r. • City-wide records management
• Government access television channel operations
• Cable franchise administration
• Audio-visual services
t • Information and referral services
Operating Budget-Administrative,Judicial,and Legal Services 3-11
City Attorney '
• Misdemeanor prosecution
• Ordinance drafting and contract review
• Defense and litigation
• Day-to-day legal advice and preventative maintenance ,
Hearing Examiner
• Provide a hearing forum for the public to participate in the ,
City's development process and for them to affect the look and
livability of their neighborhood and city. ,
• Provide a forum where the development community can fairly
present proposals and explain their benefits and compliance
with City regulations and policies. ,
• Provide reports in a timely fashion that provide facts and
conclusions that may be used by the public and the City Council '
to judge land use projects proposed within the City.
Court Services '
• Case management
• Customer service
• Administrative services
An overview of Administrative, Judicial and Legal Services Department
expenditures is shown in figure 3-2, followed by expenditures by division and
category.
3-12 Operating Budget-Administrative,Judicial and Legal Services Department
r.
r
Figure 3-2. Administrative, Judicial, and Legal Services Overview
Expenditure Comparison
4,000,000
3,200,000
2,400,000
1,600,000
800,000
0
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget
llrr
Expenditure Budget by Division-Administrative,Judicial, and Legal Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Mayor's Office 704,557 728,450 835,000 747,179 816,400 -2.2%
City Clerk 391,464 384,713 439,900 404,554 445,800 1.3%
City Attorney 1,000,907 971,312 1,049,500 981,227 1,080,200 2.9%
Hearing Examiner 126,580 117,212 129,700 120,095 134,800 3.9%
us Court Services 1,176,725 1,222,113 1,310,400 1,253,694 1,339,900 2.3%
Operating Total 3,400,233 3,423,800 3,764,500 3,506,749 3,817,100 1.4%
CIP 0 0 0 0 0 N/A
Ma
Total 3,400,233 3,423,800 3,764,500 3,506,749 3,817,100 1.4%
Expenditure Budget by Category-Administrative, Judicial, and Legal Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 1,445,357 1508118 1,607,600 1 597071 1,673,600 4 1%
`t Part-Time Salaries 44,110 7,262 19,200 11,328 13,600 -29.2%
Overtime 5,348 5,050 10,200 10,797 5,000 -51.0%
Personnel Benefits 341,700 350,572 400,000 390,736 428,500 7.1%
Supplies 38,315 29,669 29,100 27,168 24,000 --17.5%
Other Services and Charges 1,480,733 1473770 1,653,800 1 424 295 1,629,800 -1 5%
Intergovernmental Services 38,648 39,777 44,600 36,619 42,600 -4.5%
Capital Outlay 6,022 9,582 0 8,735 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 3,400,233 3,423,800 3 764,500 3,506 749 3,817,100 1 4%
CIP 0 0 0 0 0 N/A
Total 3,400,233 3,423 800 3,764,500 3,506 749 3,817 100 1.4%
Operating Budget-Administrative,Judicial and Legal Services Department 3-13
Major Department Changes for 2004
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($67,000 -All Divisions)
Department salary increases include 3 percent cost of living, and 1.1 percent step
increases, longevity, and reclassifications. '
Benefits ($29,700 -All Divisions)
Department increases include 10 percent medical, 12 percent dental, and the new state
rates for industrial insurance.
Supplies, Other Services and Charges:
Contract Costs ($47,200 - City Attorney, Court Services)
Contract increases include $30,700 in Prosecutor/Legal Staff Services for a total
4 0 in Public Defender Conflict and 12 500 in
annual budget of$1,080,200, $ ,00 $ ,
g
Interpreter fees to meet increasing demands.
Equipment Rental (-$300 - Mayor's Office)
Total funding in the Equipment Rental Fund to cover equipment replacement and
maintenance charges for all City fleet vehicles will decrease by 14.5 percent. This
change is due to a reduction in the number of vehicles that need to be replaced, and
lower maintenance costs. Monthly premiums from departments to reimburse the ,
Equipment Rental Fund may differ since department costs are calculated based on
assigned vehicles and their,associated replacement and maintenance schedules.
2003 Funding Items:
Other Services and Charges (-$25,000 - Mayor's Office)
Received sponsorship donation of$25,000 to increase Fourth of July events funding
for 2003. With no sponsor at the time of the adoption of the 2004 budget the
appropriation is $4,000 for this event.
Other Operating Changes:
Department Savings (-$66,000 - All Divisions)
Department net changes are a result of management efforts to examine department
core services and line item true-ups based on prior years. Changes include-$13,000 in j
part-time salariesibenefits and overtime,-$11,300 in supplies and training,-$40,000 in
professional services and fees, and-$1,700 miscellaneous items.
I
3-1¢ Operating Budget-Administrative,Judicial and Legal Services Department
to
i.
Staffing Levels by Division-Administrative,Judicial, and Legal Services
2001 2002 2003 2003 2004 Change
im Actual Actual Adj Bdgt Actual Budget 2003/2004
Mayor's Office 7.0 7.0 7.0 7.0 7.0 0.0%
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%
Court Services 13.7 14.7 14.7 14.7 14.7 0.0%
Total FTE 27.2 28.2 28.2 28.2 28.2 0.0%
Divisions by Fund Number
The Administrative, Judicial, and Legal Services Department includes the
operations of the following divisions: in the General Fund(000) and
department number listed:
000/003 Mayor's Office
000/012 City Clerk
000/006 City Attorney
000/011 Hearing Examiner
000/002 Court Services
Mayor's Office
Following the mission statement and lists of outcomes, accomplishments,
and action plans, we include charts for the Mayor's Office Division
expenditures, 2004 funding decisions, and staffing levels.
,r• Mission Statement
Provide executive leadership and administrative direction for the City of
Renton to serve the interests of the community according to the mission,
policies, and guidelines adopted by the Renton City Council.
Outcomes
• Promote and enhance the City's positive image
• Provide opportunities for residents to become informed about and
connected to the City
• Promote a positive working environment for City employees
• Ensure regional decisions have considered Renton's interests
• Promote a positive quality of life for Renton residents
• Provide opportunities for employees to become informed and connected
' Operating Budget-Administrative,Judicial and Legal Services Department 3-15
2003 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 management in the implementation of the 2003 portion of '
the City's Business Plan contained within the City's annual operating budget.
• Provided leadership and direction in regional issues including Transportation, '
Water Quality, the Endangered Species Act, Water Resource Inventory Areas,
Pipeline Safety, Emergency Communications, Land Use, and other 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 2003 Budget, and
overall City operations.
Mayor's Office '
• Provided direction and oversight for various internal and external programs
and issues. 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. Sent out 1,178 New '
Resident Welcome Packets.
• Coordinated and disseminated public information to internal and external
customers through press releases, a monthly community newsletter
(CitySource), the employee newsletter(Grady Grapevine), an award-winning
community calendar, and a nationally recognized city website. Provided in-
house consultation to staff on public information dissemination, brochure and
newsletter production, and web page production.
• Organized and coordinated the 18th annual IKEA Renton River Days '
community festival,the City's volunteer program,the annual tour of municipal
facilities for approximately 1,000 third graders from the Renton School
District, and many other special events, groundbreakings, an Independence
Day fireworks event at Coupon Park, and other events and activities.
• Coordinated delegation visits and other activities and events associated with
Renton's Sister City relationships with Cuautla, Jalisco, Mexico and
Nishiwaki, Japan.
3-16 Operating Budget-Administrative,Judicial and Legal Services Department '
x
2004 Action Plan
Administration
{ ' • Conduct workshops with the Mayor, Council, and Department
Administrators to review and refine the City's Vision, Mission, and
Business Plan Goals.
• Provide strategic direction and oversight for the annual update of the
Comprehensive Plan and 2004 Budget.
• Work with State and Federal Legislators to bring legislative and
monetary assistance to Renton.
• Provide strategic leadership and direction in the region for responses to
a variety of issues such as Land Use, Transportation, Potential
Annexation Areas, the Endangered Species Act, and Water Quality.
• Provide strategic leadership and oversight for the City's business and
operational plans scheduled for the implementation in 2004.
Mayor's Office
• Direct the implementation of citywide Outcome Management and
provide direction and oversight for the implementation of the citywide
a employee recognition program. Provide analytical support and
9 consultation for the direction of departmental, citywide, and regional
programs,procedures, and initiatives.
• Provide continued customer service to internal and external customers.
Facilitate resolution of citizen concerns regarding various issues.
• Coordinate and disseminate public information through press releases,
the community newsletter(CitySource), the employee newsletter
(Grady Grapevine), the community calendar, and the City's website.
' • Coordinate citywide special events (including the 19th annual Renton
River Days festival and a second annual Independence Day fireworks
display at Coulon Park), groundbreakings and dedication ceremonies,
the City's volunteer program, and the Sister City program.
' Operating Budget-Administrative,Judicial and Legal Services Department 3-17
Expenditure Budget by Category-Mayor's Office
2001 2002 2003 2003 2004 Change '
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 467,031 496,261 521,100 521,036 542,500 4.1%
Part-Time Salaries 24,416 2,622 6,200 3,860 6,400 3.2% '
Overtime 3,184 2,607 0 4,993 0 N/A
Personnel Benefits 103,926 102,733 112,100 111,149 120,200 7.2%
Supplies 7,234 2,950 4,000 3,161 4,000 0.0% '
Other Services and Charges 98,765 121,277 191,600 102,980 143,300 -25.2%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A '
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 704,557 728,450 835,000 747,179 816,400 -2.2% ,
CIP 0 0 0 0 0 N/A
Total 704,557 728,450 835,000 747,179 816,400 -2.2%
Funding Decisions-Mayor's Office '
2003 Adjusted Budget $835,000
2004 Budget Changes
Salaries 21,600 '
Benefits 8,100
Professional Services -15,000
Community Relations Contracts -3,000 '
Training -5,000
Equipment Rental -300
Fourth of July(2003 funding) -25,000 ,
Total 2004 Budget $816,400
Staffing Levels (Full-Time Equivalent Employees-FTE) -Mayor's Office
2001 2002 2003 2003 2004 Change ,
Actual Actual Adj Bdgt Actual Budget 200312004
Regular 7.0 7.0 7.0 7.0 7.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.1 0.0 0.0 0.0 0.0 N/A
Total FTE 7.1 7.0 7.0 7.0 7.0 0.0%
3-18 Operating Budget-Administrative,Judicial and Legal Services Department
u. City Clerk
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for City Clerk Division expenditures, 2004
to funding decisions, and staffing levels.
Mission Statement
"' The City Clerk Division is dedicated to preserving the City's official records
and maintaining and providing accurate and timely information through
to
various forms of media to meet the needs of the community and City
departments.
Outcomes
u.
• Public process ensured for informed decision-making
• Compliance with laws, policies and mandates
r.
• Customers receive timely and accurate information
• Residents are informed of City and community issues and events via
televised programming
• Access to available cable technology services for residents
• Enhanced presentations for audiences
2003 Accomplishments
• Managed completion of City-wide Records Inventory project.
• Assisted in development and processing of ten Policy and Procedures.
• Developed new informational desk manual for City elected officials.
• Directed conversion of Council Chambers audio recording system from
analog to digital.
• Produced 12 new programs and updated reader board announcements for
cable television Channel 21.
• Processed and indexed over 850 new records; including 65 Ordinances, 71
Resolutions, 40 public disclosure requests, 206 recorded documents
2004 Action Plan
• Recommend emerging computer technologies to improve communication,
w. provide information to City Council and to engage the community.
• Analyze results of departmental records inventories and lead development
of Vital Records Disaster Recovery Program.
• Begin development of records management manuals.
• Conduct enhanced training for all departments on public disclosure and
electronic records management.
Operating Budget-Administrative,Judicial and Legal Services Department 3-19
Io
• Facilitate open public government and improve access to public ,
information.
Expenditure Budget by Category- City Clerk
2001 2002 2003 2003 2004 Change '
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 251,543 240,151 255,100 253,742 265,600 4.1%
Part-Time Salaries 0 0 0 0 0 N/A ,
Overtime 0 86 0 124 0 N/A
Personnel Benefits 56,989 57,206 68,600 67,334 74,000 7.9%
Supplies 7,727 3,993 6,100 4,091 6,600 8.2% '
Other Services and Charges 30,534 43,500 65,500 33,909 57,000 -13.0%
Intergovernmental Services 38,648 39,777 44,600 36,619 42,600 -4.5%
Capital Outlay 6,022 0 0 8,735 0 N/A
Debt Service 0 0 0 0 0 N/A ,
Interfund Payments 0 0 0 0 0 N/A
Operating Total 391,464 384,713 439,900 404,554 445,800 1.3%
CIP 0 0 0 0 0 N/A '
Total 391,464 384,713 439,900 404,554 445,800 1.3%
Funding Decisions- City Clerk ,
2003 Adjusted Budget $439,900
2004 Budget Changes ,
Salaries 10,500
Benefits 5,400
Advertising -4,000 ,
Codification -5,200
Voter Registration -2,000
All Other 1,200 '
Total 2004 Budget $445,800
Staffing Levels (Full-Time Equivalent Employees-FTE) - City Clerk
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
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%
3-20 Operating Budget-Administrative,Judicial and Legal Services Department ,
to
City Attorney
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for City Attorney Division expenditures, 2004
funding decisions, and staffing levels.
Mission Statement
Provide quality legal representation to the City and its employees in a timely,
effective, and positive manner.
Outcomes
• Efficient, effective, and fair administration of justice
• Efficient and effective administration of the City government
• Reduction of unnecessary economic losses and provision of efficient,
effective, and fair dispute resolution mechanisms
• Efficient and effective administration of City government and reduction of
unnecessary economic losses.
2003 Accomplishments
• Obtain summary judgments of dismissal on the Plano case, the Lucas
Children's Trust case and the civil rights portion of the Bosteder case.
• Provided ordinance drafting and contract review, in general on the first day
r„ after the materials were submitted to the City Attorney's office.
• Kept up with changes in the law and forwarded copies of the relevant cases or
statutes to the department head for dissemination within that department.
• Assisted in City-Boeing negotiations concerning comprehensive plan, zoning
and development agreement and gave legal advice to staff concerning these
,,. issues and environmental and other reviews necessary to that effort.
• Worked with City staff on River Rock lease renewal, Chastain trail issues,jail
contract, Barfield purchase and Edlund and Koram purchase.
• Handled numerous bidding irregularities in contract issues for capital
improvement projects.
2004 Action Plan
• Provide ordinance drafting and contract review for routine matters on the first
+� day after receipt by City Attorney's office. Provide more complicated matters
within the week. Provide very complicated or extensive matters on a
prearranged date.
• Aggressively defend litigation matters alleging negligence, with a result
favorable to the City 80 percent of the time.
Operating Budget-Administrative,Judicial and Legal Services Department 3-21
• Provide training to a City department on a substantive area of the ,
law at least twice each calendar year.
• Keep up with changes in statutory and case law and provide ,
information concerning the changes to the department administrator for
dissemination.
Expenditure Budget by Category- City Attorney t
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004 ,
Regular Salaries 0 0 0 0 0 N/A
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 0 0 0 0 0 N/A
Personnel Benefits 0 0 0 0 0 N/A
Supplies 18,055 14,103 3,300 13,901 3,300 0.0%
Other Services and Charges 982,851 957,209 1,046,200 967,326 1,076,900 2.9% '
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A '
Operating Total 1,000,907 971,312 1,049,500 981,227 1,080,200 2.9%
CIP 0 0 0 0 0 N/A
Total 1,000,907 971,312 1,049,500 981,227 1,080,200 2.9% ,
Funding Decisions- City Attorney
2003 Adjusted Budget $1,049,500
2004 Budget Changes
Contract increase 30,700
Total 2004 Budget $1,080,200
3-22 Operating Budget-Administrative,Judicial and Legal Services Department ,
Hearing Examiner
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Hearing Examiner Division expenditures,
2004 funding decisions, and staffing levels.
Mission Statement
1W Provide decisions and recommendations for the public and City Council
through a fair, impartial, open legal process. Provide compliance with laws,
policies, and mandates. Provide a public process that results in informed
decision-making.
Outcomes
r
• Provide reports in a timely fashion that provide facts and conclusions that
may be used by the public and the City Council to judge land use projects
proposed within the City.
2003 Accomplishments
.. • Reported out decisions in a timely fashion on land use permits.
• Reported out decisions in a timely fashion on other administrative subjects,
including forfeiture and impoundment proceedings.
2004 Action Plan
.w
• Consider and apply land use regulatory codes.
• Hear appeals regarding SEPA or Administrative decisions.
L
L
L
Operating Budget-Administrative,Judicial and Legal Services Department 3-23
Expenditure Budget by Category-Hearing Examiner
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 100,787 102,601 107,400 103,591 111,800 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 0 0 0 173 0 N/A
Personnel Benefits 14,608 13,441 14,600 15,069 15,300 4.8%
Supplies 297 188 700 34 700 0.0% ,
Other Services and Charges 10,888 982 7,000 1,228 7,000 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A ,
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 126,580 117,212 129,700 120,095 134,800 3.9% ,
CIP 0 0 0 0 0 N/A
Total 126,580 117,212 129,700 120,095 134,800 3.9%
Funding Decisions-Hearing Examiner
2003 Adjusted Budget $129,700
2004 Budget Changes
Salaries 4,400
Benefits 700
Total 2004 Budget $134,800
Staffing Levels (Full-Time Equivalent Employees-FTE) -Hearing Examiner
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
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%
3-24 Operating Budget-Administrative,Judicial and Legal Services Department '
Court Services
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Court Services Division expenditures, 2004
r' funding decisions, and staffing levels.
Mission Statement
Renton Municipal Court will perform all court functions in accordance with
national standards, for the public and support services.
Outcomes
• Assist public in court processes
r • Implement and comply with laws
• Provide justice with dignity in a timely manner
+� • Provide a neutral setting to resolve disputes
2003 Accomplishments
• Court processes US Passport Applications.
• Court personnel answer telephones in person and answer questions from
public regarding court business.
• Mandatory recordings of court proceedings are made digitally.
• No negative audit findings.
2004 Action Plan
r. ,• Survey public via Utility Billing to assess satisfaction and expectations of
court services.
w
• Train court staff regarding new legislation.
• Monitor status of court related claims and respond as appropriate.
• Establish baseline for filing to disposition dates.
it
0 Collect and summarize complaints from the correspondence to Mayor's
Office, City Council and Court.
w
rrr
Operating Budget-Administrative,Judicial and Legal Services Department 3-25
Expenditure Budget by Category- Court Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj 13dgt Actual Budget 2003/2004
Regular Salaries 625,995 669,105 724,000 718,702 753,700 4.1%
Part-Time Salaries 19,694 4,640 13,000 7,468 7,200 -44.6%
Overtime 2,163 2,357 10,200 5,507 5,000 -51.0%
Personnel Benefits 166,176 177,192 204,700 197,184 219,000 7.0%
Supplies 5,002 8,435 15,000 5,981 9,400 -37.3%
Other Services and Charges 357,694 350,802 343,500 318,852 345,600 0.6%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 9,582 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,176,725 1,222,113 1,310,400 1,253,694 1,339,900 2.3%
CIP 0 0 0 0 0 N/A
Total 1,176,725 1,222,113 1,310,400 1,253,694 1,339,900 2_3%
Funding Decisions- Court Services
2003 Adjusted Budget $1,310,400
2004 Budget Changes
Salaries 30,500
Benefits 15,500
Overtime, Part Time Salaries/Benefits -13,000
Supplies&Small tools -5,600
Judges Pro Tern -6,300
Professional Services/Public Defender Conflict 4,000
Interpreter fees 12,500
Witness fees -5,600
All Other -2,500
Total 2004 Budget $1,339,900
Staffing Levels(Full-Time Equivalent Employees-FTE) - Court Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj l3dgt Actual Budget 2003/2004
Regular 13.0 14.0 14.0 14.0 14.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7 N/A
Total IFTE 13.7 14.7 14.7 14.7 14.7 0.0%
3-26 Operating Budget-Administrative,Judicial and Legal Services Department
r
Table 3-5. Administrative, Judicial, and Legal Services Performance and Workload Indicators
2001 2002 2003 2003 2004
r
Actual Actual Forecast Actual Forecast
Mayor's Office
Renton's Web Site Total Hits for the Year 1,131,971 1,672,066 1,800,000 1,935,531 2,200,000
aw New Resident Welcome Packets Mailed Out 900 1,126 950 1,178 1,200
Court Services
Jury Trials Set 711 797 750 841 820
aw Jury Trials Heard 18 14 30 22 25
Non-Jury Trials Set 250 204 260 210 225
Non-Jury Trials Heard 20 17 30 12 15
10 Interpreters Used 398 349 400 415 400
Cases Heard using Interpreters 1,226 1,300
Pre-Sentence and Evaluations 246 256 250 518 750
or Probation(monthly average) 412 424 440 433 420
Court Cost Recoupment
Public Defense $136,239 $136,823 $130,000 $139,755 $130,000
it
Probation $162,250 $153,818 $150,000 $147,376 $180,000
Hearing Examiner
Total Cases 107 48 113 58 92
Property Forfeitures 3 3 6 8 8
Vehicle Impounds 9 5 10 15 15
w SEPA Appeals 5 2 5 0 3
Administrative Appeals 10 2 12 1 10
Other Jurisdiction Cases 4 1 11 10 10
w Conditional Use Permits 5 8 7 1 3
Preliminary Plats 18 7 18 8 10
Site Approvals 8 6 11 7 10
1W Short Plats 14 8 11 6 8
Variances 5 1 6 0 2
Special Permit for Fill and Grade 1 2 3 0 2
Waiver of Street Improvements 0 0 0 0 0
Rezones 15 1 10 1 4
Shoreline Management 1 2 3 0 4
Other 0 0 0 1 3
City Clerk
Ordinances Processed 49 60 50 65 55
Resolutions Processed 63 61 60 71 65
New Contracts 202 218 200 200 215
Contract Addenda 58 71 50 115 80
New Index Cards(mainframe) 810 885 1,500 856 900
Videos Produced(excluding Council Meetings) 13 12 26 12 15
Council Minutes Published 42 42 42 44 42
Recorded Documents 175 190 200 206 200
' Operating Budget-Administrative,Judicial and Legal Services Department 3-17
Table 3-6. Administrative, Judicial, and Legal Services Department Position Listing
2001 2002 2003 2003 2004
Actual Actual Budget Actual Budget
Grade Title
Mayor's Office
Mayor(Elected) 1.0 1.0 1.0 1.0 1.0
M53 Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0
M30 Assistant to Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0
M25 Community Relations Manager 1.0 1.0 1.0 1.0 1.0
N12 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
N05 Secretary 1 1.0 1.0 1.0 1.0 1.0
Total Mayor's Office 7.0 7.0 7.0 7.0 7.0
City Clerk Division
M30 City Clerk/Cable Manager 1.0 1.0 1.0 1.0 1.0
M17 Deputy City Clerk 1.0 1.0 1.0 1.0 1.0 ,
Al2 Multimedia/Records Specialist 1.0 1.0 1.0 1.0 1.0
All Records Management Coordinator 1.0 1.0 1.0 1.0 1.0
A09 Records Management Specialist 1.0 1.0 1.0 1.0 1.0
Total City Clerk Division 5.0 5.0 5.0 5.0 5.0
Hearing Examiner Services Division
M35 Hearing Examiner 1.0 1.0 1.0 1.0 1.0
A07 Hearing Examiner's Secretary 0.5 0.5 0.5 0.5 0.5
Total Hearing Examiner Division 1.5 1.5 1.5 1.5 1.5
Court Services
Municipal Court Judge(Elected) 1.0 1.0 1.0 1.0 1.0
M30 Court Services Director 1.0 1.0 1.0 1.0 1.0
A18 Probation Officer 0.0 1.0 1.0 1.0 1.0
All Judicial Specialist(Lead) 2.0 2.0 2.0 2.0 2.0
A08 Judicial Specialist 9.0 9.0 9.0 9.0 9.0
Total Regular Staffing 13.0 14.0 14.0 14.0 14.0
Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7
Total Court Services Division 13.7 14.7 14.7 14.7 14.7 `
Total Regular Staffing 26.5 27.5 27.5 27.5 27.5 I>
Total Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7
Total Administrative,Judicial,and Legal Services 27.2 28.2 28.2 28.2 28.2
.t
r
3-28 Operating Budget-Administrative,Judicial and Legal Services Department
2004
Economic
Development
Oil—
90
M
* City
of Renton,Washington BUDGET
Administrator
Alex Pietsch
1
Administrative
Support
2
Economic Development Neighborhoods Strategic Planning ,
3 1 6.3
Note: This department has 13.3 total full-time equivalent employees.
Economic Development, Neighborhoods, and Strategic Planning Department Organization
1
1
tilt
Nek"o4we-&, ar d
up srJr
ngs
In this section you will find the Economic,Neighborhoods, and Strategic
Planning Development Mission Statement with a summary list of core
services provided by division. Following the core services list, we include
the mission statements of each division, along with lists of their outcomes,
,w accomplishments for the year 2003, and action plans for the year 2004.
Mission Statement
Enhance the vitality and livability of the Renton community by creating a
prosperous economy and quality neighborhoods
r
Core Services
• Economic development
r
• Neighborhood program
• Land use and planning
• Legislative Affairs
Outcomes
• Broaden the City's tax base, diversify employment, and increase
property values.
r" • Improve Renton's image in the community and throughout the region.
• Increase neighbor-to-neighbor and neighbor-to-City communication
to to foster a more livable community.
• Promote neighborhood identification and beautification.
w. • Provide a framework to direct growth consistent with City values and
ensure predictability for property owners through comprehensive
planning and zoning, while providing creative solutions to land uses.
• Influence national and regional decisions that affect the City.
Operating Budget-Economic Development 3-19
t
2003 Accomplishments ,
• Sales tax revenue increased by 1.16 percent and Hotel/Motel tax revenue
increased by 3percent from June 2002 to June 2003.
• Efforts to bring key new business to Renton resulted in construction revenue
increasing by 2 percent.
• Effective marketing and redevelopment efforts resulted in 43 positive news
articles and a 500 percent increase in visits to the Renton Chamber and
RentonMarket websites in 2002.
• The Neighborhood program served over 9,300 residents and 3,000 households.
The number of neighborhood picnics increased by 30 percent and grants totaling
$32,000 were distributed for neighborhood improvements.
• Successfully lobbied the 2003 State Legislature on 81 percent of the issues
pursued, an increase from 64 percent in 2002.
2004 Action Plan
• Attract new businesses to Renton to increase sales tax revenue and jobs and
promote Renton's business investment opportunities.
• Increase the number of residents served by the neighborhood program through
neighborhood picnics and newsletters.
• Implement Urban Center North development strategies and complete the state-
mandated Comprehensive Plan update,Endangered Species Act and Critical Areas '
Updates.
• Lobby county, state, and federal representatives to promote Renton's interests, and
pursue funding opportunities for infrastructure and economic development.
• Promote Renton's economic goals by supporting and pursuing transportation and
other infrastructure goals in state and regional forums, including the Regional
Transportation Improvement District.
1
3-30 Operating Budget-Economic Development
Major Department Changes for 2004
Personnel Costs
rs
Salaries ($17,000)
Departmental salary increases include a 3 percent cost of living increase, and
to 1.1 percent for step increases, longevity, and reclassifications.
Benefits ($11,800)
Departmental increases include 10 percent for medical, 12 percent for dental.
And the new state rates for Industrial Insurance.
Other Operating Changes:
Department Net Changes (-$37,000)
Department net changes are a result of management efforts to examine
department core services and line item true-ups based on prior years.
Changes include -$17,000 in salaries,-$6,000 in supplies, -$6,000 in
training, -$1,000 in Repairs and Maintenance,-$6,000 in Printing and
Binding and-$1,000 in Postage.
Consultant Services (-$50,000)
Changes are due to the completion of an analysis required by the Growth
Management Act and Endangered Species Act Action Plan that established
lakeshore and riparian buffer widths. The Consulting budget is now$66,000.
w Neighborhood Grant Administration (410,000)
Changes are based on prior years actual for administering the program. The
budget is now $2,000, which will not result in reduced services.
2003 Funding Item:
Consultant Services (-159,200)
Funding for other consulting projects were for 2003 only.
r
Operating Budget-Economic Development 3-31
Figure 3-3. Economic Development Overview
Expenditure Comparison
$1,500,000
$1,200,000
$900,000
$600,000
$300,000
$0 • •
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget
Note:The Economic Development Neighborhoods,and Strategic Planning Department was created in 1997.
Expenditure Budget by Category-Economic Development, Neighborhoods, and Strategic Planning
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 681,456 736,810 803,700 681,620 819,600 2.0%
Part-Time Salaries 0 32,956 31,600 0 32,600 3.2%
Overtime 1,821 945 2,500 1,179 2,600 4.0%
Personnel Benefits 152,386 160,529 177,300 151,528 189,100 6.7%
Supplies 12,601 11,932 24,300 8,538 18,300 -24.7% ,
Other Services and Charges 223,838 166,061 370,900 162,164 151,700 -59.1%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 12,119 2,272 10,000 9,878 10,000 0.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,084,221 1,111,505 1,420,300 1,014,907 1,223,900 -13.8%
CIP 0 0 0 0 0 N/A
Total 1,084,221 1,111,505 1,420,300 1,014,907 1,223,900 -13.8%
j
all
3-31 Operating Budget-Economic Development
11x1
1r
Funding Decisions-Economic Development, Neighborhoods, and Strategic Planning
2003 Adjusted Budget 1,420,300
I` 2004 Budget Changes
Salaries 17,000
Benefits 11,800
Supplies -6,000
Consultant Services -50,000
Neighborhood Grant Admin -10,000
2003 Funding-consulting -159,200
Total 2004 Budget 1,223,900
ft
Staffing Levels (Full-Time Equivalent Employees-FTE) -Economic Development, Neighborhoods, and Strategic
Planning
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 12.0 12.0 12.0 12.0 12.0 0.0%
Temporary Part-Time 1.1 1.6 1.1 1.1 1.1 0.0%
Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 0.0%
Total FTE 13.3 13.8 13.3 13.3 13.3 0.0%
11r
Table 3-7. Economic Development Performance and Workload Indicators
2001 2002 2003 2003 2004
Actual Actual Forecast Actual Forecast
Neighborhood Liaisons to Which Training and Support are Provided 15 18 20 20 10
Code Amendments Adopted 8 22 10 20 10
Comp Plan Amendments Completed 4 2 10 10 10
Annexations/Pre-zones Analyzed and/or Completed 9 0 6 7 0
Neighborhood Associations/Residents N/A 25/8,768 N/A 28/10,598 28/12,000
Resident Picnic Attendance N/A 1,100 N/A 1,375 1,500
Number of positive news articles N/A N/A N/A 60 50
Operating Budget-Economic Development 3-33
Table 3-8. Economic Development, Neighborhoods, and Strategic Planning Position Listing
2001 2002 2003 2003 2004
Actual Actual Budget Actual Budget
Grade Title
M49 Economic Development Administrator 1.0 1.0 1.0 1.0 1.0
M38 Economic Development Director 1.0 1.0 1.0 1.0 1.0
M32 Development Manager 1.0 1.0 1.0 1.0 1.0
M32 Principal Planner 1.0 1.0 1.0 1.0 1.0
A23 Senior Planner 3.0 3.0 3.0 3.0 3.0
A16 Economic Development Specialist 1.0 1.0 1.0 1.0 1.0
A13 Planning Technician 1.0 1.0 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 1.0 1.0 1.0 1.0 1.0
Al2 Neighborhood Coordinator(LT) 1.0 0.0 0.0 0.0 0.0
Al2 Neighborhood Coordinator 0.0 1.0 1.0 1.0 1.0
Total Regular Staffing 12.0 12.0 12.0 12.0 12.0
Temporary Part-Time 1.1 1.6 1.1 1.1 1.1
Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2
Total Economic Development,Neighborhoods,and
Strategic Planning Department 13.3 13.8 13.3 13.3 13.3
J
3-34 Operating Budget-Economic Development
am
2004
..
Finance and
Information Services
r
7�77
Ynr t,i
1r
i
IT
N
.rr
*City of Renton,Washington BUDGET
Administrator
Victoria Runkle
1
L
ministrative
Support
1 I
Finance Information Services ,
19.5 13 8
Print and
Mail Services
Note:This department has 35.3 total full-time equivalent employees.
Finance and Information Services Department Organization
�- �utaiwe and .7nAwmada smice-'i
11s
In this section you will find the Finance and Information Services Mission Statement
with a summary list of core services provided by division. Following the core services
list, we include the mission statements of each division, along with lists of their
outcomes, accomplishments for the year 2003, and action plans for the year 2004.
Mission Statement
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.
Division Core Services
Finance- Manage the financial affairs of the City.
• Financial and Regulatory Accountability
• Fiscal Analysis
• Payroll Processing
• Utility Customer Services
r�
Information Services- Manage the computer systems, communications,
data support, print services, and mail management of the City.
• Citywide Voice/Data Communications
• Operating and Database Systems
• Strategic Applications
• Technical Support Help Desk
• Print Services and Mail Management
An overview of the Finance and Information Services expenditures is shown in
figure 3-4, followed by expenditures by division and category.
' Operating Budget-Finance and Information Services 3-35
Figure 3-4. Finance and Information Services Overview j
Expenditure Comparison
$3,500,000
$2,800,000 41
-
$2,100,000 ---------
$1,400,000
$700,000
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004 ,
budget
Expenditure Budget by Division-Finance and Information Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Finance 1,483,563 1,591,454 1,720,300 1,659,710 1,766,200 2.7%
Information Services 1,269,969 1,432,585 1,529,000 1,426,355 1,530,600 0.1%
Operating Total 2,753,532 3,024,039 3,249,300 3,086,065 3,296,800 1.5%
CIP 0 0 0 0 0 N/A
Total 2,753,532 3,024,039 3,249,300 3,086,065 3,296,800 1.5%
Expenditure Budget by Category-Finance and Information Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 1,586,178 1,753,533 1,886,900 1,873,464 1,956,800 3.7%
Part Time Salaries 94,296 108,851 51,400 90,511 62,000 20.6%
Overtime 27,572 28,205 9,800 23,558 45,200 361.2%
Personnel Benefits 384,649 390,891 439,800 415,020 472,000 7.3%
Supplies 131,836 150,578 137,500 135,422 130,500 -5.1%
Other Services&Charges 529,001 584,755 702,700 546,793 620,300 -11.7%
Capital Outlay 0 7,226 21,200 1,296 10,000 -52.8%
Interfund Payments 0 0 0 0 0 N/A
Operating Total 2,753,532 3,024,039 3,249,300 3,086,065 3,296,800 1.5%
CIP 0 0 0 0 0 N/A
Total 2,753,532 3,024,039 3,249,300 3,086,065 3,296,800 1.5%
3-36 Operating Budget-Finance and Information Services ,
Major Department Changes for 2004
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($80,500-All Divisions)
r" Departmental salary increases include 3 percent cost of living, and 1.1 percent
step increases, longevity, and reclassifications.
Benefits ($32,200 - All Divisions)
Departmental increases include 10 percent medical, 12 percent dental, and the
new state rates for industrial insurance.
Overtime ($35,400 -All Divisions)
Increased in order to maintain weekend coverage for monthly routine
maintenance and on-call availability for Emergency Services maintenance
24/7.
Other Operating Changes:
Department Net Changes (-$100,600)
Department changes are a result of management efforts to examine department
core services and line item true-ups based on prior years. Changes include
r. telephone systems -$25,000, training -$31,000, repairs -$18,000, capital one
time items -$11,200, other miscellaneous items - $15,400. Salaries in the
Finance Division have been reallocated to part time salaries in the Information
Services Division.
Staffing Levels by Division-Finance and Information Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Finance 21.5 21.5 21.5 21.5 21.5 0.0%
Information Services 13.8 13.8 13.8 13.8 13.8 0.0%
Total FTE 35.3 35.3 35.3 35.3 35.3 0.0%
Divisions by Fund Number
The Finance and Information Services Department is included in the General
Fund (000/004).
Operating Budget-Finance and Information Services 3-37
Finance Division ,
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Finance Division expenditures, 2004 funding decisions,
and staffing levels.
Mission Statement
Directly monitor and report all cost centers of the City and to support all city
operations through comprehensive and integrated financial information services while
complying with all mandated regulations.
Outcomes '
• Meet Federal, State, and local regulations by auditing, managing, paying billing,
and reporting all the City's financial activity
• Fulfill City directives by publishing a balanced budget and other financial ,
information tools on a timely and accurate basis for decision-makers and citizens.
• Meet the City's obligation to pay employees accurately and timely while adhering
to all internal and external guidelines to minimize the risk of fraud and meet
Federal and State requirements.
• Manage all residential, commercial, and third party vendor utility customer needs
in a courteous, timely way and with respect.
2003 Accomplishments
• Paid private vendors within 45 days of invoice date, 92 percent of the time.
• Performed financial activities resulting in clean audits for more than 10 years.
• Collected an average of 90,percent of invoices billed to persons and organizations
with which we conducted business for the year.
• Month end closing consistently achieved by the 3rd business day of the month.
• Began to accept credit card Utility Billing payments over the phone, serving
approximately 150 customers per month.
2004 Action Plan
• Continue month end closings by the 3rd business day of each month.
• Produce annual financial report for 2003 with GASB34 implementation by May
30, 2004 for audit review.
• Pay vendors within 30 days of invoice, 75 percent of the time.
3-38 Operating Budget-Finance and Information Services
• Create performance outcomes that are quantifiable, measurable and
connected to budget allocations.
• Implement an electronic funds transfer payment program with vendors to
reduce paper and postage costs.
Expenditure Budget by Category-Finance Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 994,044 1,077,741 1,163,400 1,142,181 1,203,600 3.5%
Part Time Salaries 21,451 19,121 0 17,405 0 N/A
Overtime 8,645 6,324 7,300 5,192 17,600 141.1%
Personnel Benefits 240,652 249,807 275,600 256,169 295,600 7.3%
Supplies 14,413 27,015 15,900 11,476 13,900 -12.6%
Other Services&Charges 204,358 205,364 254,100 227,288 235,500 -7.3%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 6,082 4,000 0 0 -100.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,483,563 1,591,454 1,720,300 1,659,710 1,766,200 2.7%
CIP 0 0 0 0 0 N/A
Total 1,483,563 1,591,454 1,720,300 1,659,710 1,766,200 2.7%
1K
Funding Decisions-Finance Division
2003 Adjusted Budget $1,720,300
2004 Budget Changes
Salaries 47,700
Salary reallocation to I.S. Division -7,500
Overtime 10,300
Benefits 20,000
Supplies -2,000
Training -13,000
Machinery&Equipment -4,000
All Other -5,600
Total 2004 Budget $1,766,200
Staffing Levels (Full-Time Equivalent Employees-FTE) -Finance Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 21.5 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 21.5 21.5 21.5 21.5 21.5 0.0%
Operating Budget-Finance and Information Services 3-39
Information Services
Following the mission statement and lists of outcomes, accomplishments, and action
plans,we include charts for Information Services Division expenditures,2004 funding
decisions, and staffing levels.
Mission Statement
Provide communication and data support to meet departmental function and
record keeping,and supply technical support services to all computer system
users in the City.
Outcomes
• Provide reliable voice and data communications to all City facilities.
• Provide secure operational and data base management systems as a foundation for
file,print services, and strategic applications. ,
• Provide strategic application programs to enable Departments to achieve their
goals in a timely and efficient manner.
• Provide technical support and assistance to City users.
• Meet departments document copying/printing and mailing needs.
2003 Accomplishments
• Implemented Remote Field Reporting and provided Valley Communications data
connectivity to all police vehicles for access to criminal records and mug shoots.
• Replaced 96 desktop computers and 29 mobile laptops for the Police Department.
• Consolidated the City's copiers to a two-year contract with six additional copiers r�1
without increasing lease costs.
• Negotiated a three-year contract with Qwest, for a savings of$25,000.
• Migrated the City's financial accounting system from Informix to Microsoft's
SQL reducing the number of data bases requiring support and license fees.
1
t
3-40 Operating Budget-Finance and Information Services
NK
2004 Action Plan
• Assure telephone and voice mail systems, the data network and electronic
mail are operational 99 percent of the time.
�" • Assure that strategic applications have an uptime of 99 percent and
malfunctions cause less than 8 hours of service interruption per application
aw per year.
• Provide help desk service response levels so that:
ire, a) Routine requests are responded to by the end of the next business day
and resolved within two business days.
b) Urgent requests are responded to within four business hours and
resolved within one business day.
c) Mission critical requests are responded to within thirty minutes and
work will begin within two hours.
• Assure that print/mail requests receive a proof within two business days
and products are delivered within four business days of proof approval.
• Increase the availability of the Public Safety wireless network to an 80
percent City wide coverage area for all equipped City vehicles.
Operating Budget-Finance and Information Services 3-41
Expenditure Budget by Category-Information Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 592,134 675,791 723,500 731,283 753,200 4.1%
Part Time Salaries 72,845 89,731 51,400 73,106 62,000 20.6%
Overtime 18,927 21,881 2,500 18,367 27,600 1004.0%
Personnel Benefits 143,997 141,084 164,200 158,851 176,400 7.4%
Supplies 117,423 123,563 121,600 123,946 116,600 -4.1%
Other Services&Charges 324,643 379,391 448,600 319,506 384,800 -14.2%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 1,144 17,200 1,296 10,000 -41.9%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,269,969 1,432,585 1,529,000 1,426,355 1,530,600 0.1%
CIP 0 0 0 0 0 N/A
Total 1,269,969 1,432,585 1,529,000 1,426,355 1,530,600 0.1%
Funding Decisions-Information Services
2003 Adjusted Budget $1,529,000
2004 Budget Changes
Salaries 32,800
Part Time Salaries Reallocation 7,500
Overtime 25,100
Benefits 12,200
Supplies -5,000
Training -18,000
Telephone System Maintenance -25,000
Repairs and Maintenance -15,000
Machinery&Equipment -7,200
All Other -5,800
Total 2004 Budget $1,530,600
Staffing Levels (Full-Time Equivalent Employees-FTE) -Information Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 12.0 12.0 12.0 12.0 12.0 0.0%
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 13.8 13.8 13.8 13.8 13.8 0.0%
3-42 Operating Budget-Finance and Information Services
Ila
Table 3-9. Finance and Information Services Department Performance and Workload Indicators
2001 2002 2003 2003 2004
Actual Actual Forecast Actual Forecast
'r Utility Billing
Total Customers 16,662 17,255 17,850 18,085 18,600
Payroll
Number of Employees Paid(per W-2 count) 1,094 1,058 1,100 1,089 1,100
Print Shop
Mail Machine Production 267,134 287,811 300,000 337,000 350,000
am Operations
Number of Accounts Receivable Billings 1,891 1,728 1,778 1,802 1,830
Number of Vendor Checks 10,987 10,939 11,000 11,186 11,500
69 Information Services
Calls for Service 2,035 2,014 2,100 2,236 3,000
IN
Table 3-10. Finance and Information Services Position Listing(Sheet I of 2)
ON 2001 2002 2003 2003 2004
Actual Actual Budget Actual Budget
Grade Title
Finance Division
Finance and Information Services
M49 Administrator 1.0 1.0 1.0 1.0 1.0
M38 Fiscal Services Director 1.0 1.0 1.0 1.0 1.0
M25 Finance Analyst Supervisor 3.0 3.0 3.0 3.0 3.0
A18 Accountant 1.0 1.0 1.0 1.0 1.0
as N16 Finance Analyst III 2.0 2.0 2.0 2.0 2.0
A13 Grant Accountant 0.0 0.5 0.5 0.5 0.5
A13 Grant Accountant(LT) 0.5 0.0 0.0 0.0 0.0
IN 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 1.0 1.0 2.0 1.0 1.0
N13 Finance Analyst II (I-T) 1.0 1.0 0.0 0.0 0.0
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
N10 Accounting Technician (Payroll) 1.0 1.0 1.0 1.0 1.0
N10 Finance Analyst 1 0.0 0.0 0.0 1.0 1.0
A09 Accounting Assistant IV 1.0 5.0 5.0 5.0 5.0
A07 Accounting Assistant III 3.0 0.0 0.0 2.0 2.0
A05 Accounting Assistant II 3.0 2.0 2.0 0.0 0.0
' Total Regular Staffing 21.5 21.5 21.5 21.5 21.5
Total Finance Division 21.5 21.5 21.5 21.5 21.5
Operating Budget-Finance and!?formation Services 3-43
Table 3-10. Finance and Information Services Position Listing(Sheet 2 of 2) '
2001 2002 2003 2003 2004
Actual Actual Budget Actual Budget
Grade Title
Information Services Division
M34 Information Services Manager 1.0 1.0 1.0 1.0 1.0 '
A32 Network Systems Supervisor 1.0 1.0 1.0 1.0 1.0
A30 Application Support Supervisor 1.0 1.0 1.0 1.0 1.0
M30 Information Systems Supervisor 1.0 1.0 1.0 1.0 1.0
A24 Technical Support Coordinator 1.0 1.0 1.0 1.0 1.0
A24 Sr. Network Systems Specialist 1.0 1.0 1.0 1.0 1.0
A21 Systems Analyst 1.0 1.0 1.0 1.0 1.0
A20 Network Systems Specialist 1.0 1.0 1.0 1.0 1.0
A13 Print&Mail Coordinator 1.0 1.0 1.0 1.0 1.0
A10 Form/Graphic Technician 1.0 1.0 1.0 1.0 1.0
A09 Accounting Assistant IV 0.0 1.0 1.0 0.0 0.0
A07 Print&Mail Operator 1.0 1.0 1.0 1.0 1.0
A05 Accounting Assistant II 1.0 0.0 0.0 1.0 1.0
Total Regular Staffing 12.0 12.0 12.0 12.0 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 Services Division 13.8 13.8 13.8 13.8 13.8
Total Regular Staffing 33.5 33.5 33.5 33.5 33.5
Total Temporary Part Time 0.5 0.5 0.5 0.5 0.5 'W
Total Intermittent Part Time 1.3 1.3 1.3 1.3 1.3
Total Finance and Information Services 35.3 35.3 35.3 35.3 35.3
3-44 Operating Budget-Finance and Information Services ,
2004
9
Human Resources
and Risk Management
JN/
PI��ZA
' CITY i41NTON
,'
Aw
F< .
� ut
1 '
sI1/
i
?R+�
City of Renton,Washington BUDGET
9r
Administrator ,
Michael Webby
1
Human Resources Civil Service Commission Risk Management
3.5 0.9 3
Note: This department has 8.4 total full-time equivalent employees. '
Human Resources and Risk Management Department Organization '
1
r
r
aw Xwnan ic?zj, m"m and Jr?b k J&umg"netd
r
In this section you will find the Human Resources and Risk Management
Department Mission Statement with a summary list of core services provided by
division. Following the core services list, we include the mission statements of
each division, along with lists of their outcomes, accomplishments for the year
2003, and action plans for the year 2004.
r..
Mission Statement
Provide a broad range of employee and risk management services in a timely,
responsive, and reliable manner to employees, residents, and the general public.
Ir
Core Services
•. Administration and Civil Service
• Recruitment and selection
• Classification and compensation
0 Employee relations
• Employee training and development
Risk Management
• Property and liability insurance
• Workplace health and safety
r • Employee benefits
ft An overview of Human Resources and Risk Management expenditures is show in figure 3-5, followed by
expenditures by division and category.
+r
r
L
L
Ooperating Budget-Human Resources and Risk Management 3-45
Figure 3-S. Human Resources and Risk Management Overview ,
Expenditure Comparison ,
$12,500,000
$10,000,000
$7,500,000 ..
$5,000,000 • ------ A---------*'
$2,500,000
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget ,
Expenditure Budget by Division-Human Resources and Risk Management ,
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Administration 521,003 550,744 627,000 509,419 551,600 -12.0%
Civil Service 100,080 84,814 97,000 85,994 99,500 2.6%
Risk Management 7,424,780 7,261,355 9,553,500 99117,162 2,721,300 -71.5%
Risk Management-Healthcare 0 0 0 0 6,296,300 100.0% '
Operating Total 8,045,863 7,896,913 10,277,500 9,712,575 9,668,700 -5.9%
CIP 0 0 0 0 0 N/A ,
Total 89045,863 7,896,913 10,277,500 9,712,575 9,668,700 -5.9%
Expenditure Budget by Category-Human Resources and Risk Management '
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004 '
Regular Salaries 459,370 467,638 491,100 491,307 511,200 4.1%
Part-Time Salaries 7,364 6,957 8,100 7,555 8,300 2.5%
Overtime 0 0 2,400 28 2,500 4.2%
Personnel Benefits 5,211,704 5,766,076 6,658,100 6,203,067 6,451,300 -3.1%
Supplies 3,434 4,312 21,400 3,562 21,400 0.0%
Other Services and Charges 2,190,863 1,479,759 2,916,800 2,829,135 2,550,700 -12.6%
Intergovernmental Services 2,128 1,171 3,500 1,821 3,500 0.0%
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 171,000 171,000 176,100 176,100 119,800 -32.0%
Operating Total 8,045,863 7,896,913 10,277,500 9,712,575 9,668,700 -5.9%
CIP 0 0 0 0 0 N/A
Total 8,045,863 7,896,913 10,277,500 9,712,575 9,668,700 -5.9%
i
i
3-46 Ooperating Budget-Human Resources and Risk Management
Major Department Changes for 2004
Major department changes are given below, followed by staffing levels.
r. Personnel Costs:
Salaries ($20,400 -All Divisions)
+� Department salary increases include 3 percent cost of living, and 1.1 percent
step increases, longevity, and reclassifications.
+• Benefits ($7,400 -All Divisions)
Department increases include 10 percent medical, 12 percent dental, and the
new state rates for industrial insurance.
�r
Salaries & Benefits ($0 -All Divisions)
The Insurance Fund is being split into two separate funds beginning in 2004.
All healthcare related items have been transferred from fund 502 to a new fund
512 Insurance - Healthcare. One of the Assistant Human Resources Analyst
positions is dedicated to healthcare related functions and has been transferred
from the Human Resources Division to the new Healthcare Insurance Fund.
Insurance Fund ($33,800 -Risk Management)
Changes of$48,800 to cover Citywide anticipated property and liability
insurance costs, and-$15,000 in industrial insurance costs.
Healthcare Insurance Fund (-$71,100 - Risk Management)
Healthcare increases for 2004 include 10 percent medical and 12 percent
dental. The 2003 expenditure budget in the Insurance Fund did not reflect the
anticipated changes to the union contracts under negotiations which resulted in
lower costs for the City. The net change is a budget decrease.
Interfund Payments:
Indirect Cost of Service (-$56,300 - Risk Management)
The transfer of one FTE from the General Fund, Human Resources
Department to the Healthcare Insurance Fund eliminated a portion of the
indirect cost. Cost of service to the General Fund increased by 3 percent.
2003 Funding Items:
ow Other Services and Charges (-$500,000 -Insurance Fund)
Increased 2003 appropriations in anticipation of additional liability costs.
Other Operating Changes:
ur Department Net Changes (-$39,100 -All Divisions)
Department net changes are a result of management efforts to examine
department core services and line item true-ups based on prior years. Changes
include -$19,000 in city wide training; -$12,000 in professional services for
testing and advertising, and-$8,100 in Health and Wellness program.
Ooperating Budget-Human Resources and Risk Management 3-47
Staffing Levels by Division-Human Resources and Risk Management
2001 2002 2003 2003 2004 Change '
Actual Actual Adj Bdgt Actual Budget 2003/2004
Administration 5.5 5.5 5.5 5.5 4.5 -18.2%
Civil Service 0.9 0.9 0.9 0.9 0.9 0.0% '
Risk Management 2.0 2.0 2.0 2.0 2.0 0.0%
Risk Management- Healthcare 0.0 0.0 0.0 0.0 1.0 100.0%
Total FTE 8.4 8.4 8.4 8.4 8.4 0.0% '
Divisions by Fund Number
The Human Resources and Risk Management Department includes the operations of the following '
divisions:
000 General Fund Administration
000 General Fund Civil Service Commission
502 Insurance Fund Risk Management
512 Heathcare Risk Management, Healthcare ,
Insurance Fund
r
i
3-48 Ooperating Budget-Human Resources and Risk Management
Administration and Civil Service
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Administration and Civil Service Division
ow expenditures, 2004 funding decisions, and staffing levels.
Mission Statement
r" Provide a broad range of employee and risk management services in a timely,
responsive, and reliable manner to employees, residents, and the general
public.
Outcomes
• Maintain an equitable and competitive salary structure.
• Maintain a positive work environment based on mutual trust and respect.
r.
• Provide City employee with a broad range of training programs.
• Hire and retain a diverse workforce that is skilled and motivated.
of 2003 Accomplishments
• Coordinated employee group meetings, which included union,
management and employee benefit committees.
• Coordinated and delivered 3,900 hours of training on employee benefits,
retirement and other specialized training.
• 28 percent of new hires were women and minorities.
• Less than 3 percent of new hires failed probation.
• Recruitment costs have not increased more than 5 percent.
• Completed negotiations for all open collective bargaining agreements.
2004 Action Plan
• Recruit applicants that reflect our community's diversity.
1W • Complete employment registers in less than 45 days.
• Implement Veteran's Preference Points for Non Civil Service recruitments.
• Implement new testing and selection procedures for Police department
positions.
• Improve response times for classification and compensation requests.
�r
L
Ooperating Budget-Human Resources and Risk Management 3-49
Expenditure Budget by Category-Administration and Civil Service Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 368,465 372,121 390,400 390,690 358,000 -8.3%
Part-Time Salaries 7,364 6,957 8,100 7,555 8,300 2.5%
Overtime 0 0 2,400 0 2,500 4.2%
Personnel Benefits 81,357 75,572 82,200 80,745 73,900 -10.1% ,
Supplies 3,434 4,312 21,400 3,562 21,400 0.0%
Other Services and Charges 160,463 176,596 219,500 112,861 187,000 -14.8%
Intergovernmental Services 0 0 0 0 0 N/A ,
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 621,083 635,558 724,000 595,413 651,100 -10.1%
CIP 0 0 0 0 0 N/A
Total 621,083 635,558 724,000 595,413 651,100 -10.1%
Funding Decisions-Administration and Civil Service Division
2003 Adjusted Budget $724,000
2004 Budget Changes
Salaries 16,300
Benefits 5,500
Salaries&Benefits,transfer 1 FTE to Insurance Fund -62,200 '
City wide training -19,000
Advertising -5,000
Drug/Alcohol and Medical Sery testing -7,000 '
All Other -1,500
Total 2004 Budget $651,100
Staffing Levels by Division-Administration and Civil Service Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Administration 5.5 5.5 5.5 5.5 4.5 -18.2%
Civil Service 0.9 0.9 0.9 0.9 0.9 0.0%
Total FTE 6.4 6.4 6.4 6.4 5.4 -15.6%
I
3-50 Ooperating Budget-Human Resources and Risk Management
No
,r Risk Management
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Risk Management Division expenditures,
2004 funding decisions, and staffing levels.
Mission Statement
Provide comprehensive loss control services by organizing, coordinating, and
directing all activities related to the Risk Management Division.
Outcomes
• Protect and preserve public assets.
• Maintain a comprehensive menu of affordable benefits.
• Provide a safe workplace that minimizes occupational risk and financial
r
loss.
2003 Accomplishments
• Served as a board member of Washington Cities Insurance Authority.
• The City's Human Resource Program was certified to be 100 percent
compliant with Washington Cities Insurance Authority's audit standards.
irr
• The Labor/Management Committee processed cost containment design
measures effective 1/1/03.
n" • Delivered 2,261 staff hours of safety related training and education.
• No job threatening injuries or illnesses occurred.
r
2004 Action Plan
• Expand benefit education for employees.
• Develop and implement a separate Health Benefits fund.
• Review and update the Employee Safety Manual.
• Conduct safety and loss control inspection of all City facilities.
Ooperating Budget-Human Resources and Risk Management 3-51
Expenditure Budget by Category-Risk Management Division
2001 2002 2003 2003 2004 Change ,
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 90,905 95,517 100,700 100,617 153,200 52.1%
Part-Time Salaries 0 0 0 0 0 N/A ,
Overtime 0 0 0 28 0 N/A
Personnel Benefits 5,130,347 5,690,504 6,575,900 6,122,322 6,377,400 -3.0%
Supplies 0 0 0 0 0 N/A
Other Services and Charges 2,030,400 1,303,163 2,697,300 2,716,274 2,363,700 -12.4%
Intergovernmental Services 2,128 1,171 3,500 1,821 3,500 0.0%
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 171,000 171,000 176,100 176,100 119,800 -32.0%
Operating Total 7,424,780 7,261,355 9,553,500 9,117,162 9,017,600 -5.6%
CIP 0 0 0 0 0 N/A
Total 7,424,780 7,261,355 9,553,500 9,117,162 9,017,600 -5.6%
Funding Decisions-Risk Management Division
2003 Adjusted Budget $9,553,500
2004 Budget Changes
Salaries 4,100
Benefits 1,900
Salaries&Benefits,transfer 1 FTE from General Fund 62,200
City Healthcare -71,100
Health&Wellness program -8,100
City Liability and Property Insurance 48,800
Industrial Insurance -15,000
Interfund Payment -56,300
All Other -2,400
Liability Costs(2003 funding) -500,000
Total 2004 Budget $9,017,600
Staffing Levels(Full-Time Equivalent Employees-FTE) -Risk Management Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 2.0 2.0 2.0 2.0 3.0 50.0%
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 2.0 2.0 2.0 2.0 3.0 50.0%
3-51 Ooperating Budget-Human Resources and Risk Management
IIs
1W Table 3-11. Human Resources and Risk Management Department Performance and Workload Indicators
2001 2002 2003 2003 2004
1 Actual Actual Forecast Actual Forecast
General Training
Total Hours of Training n/a 3,885 2,366 3,900 2,366
Safety Training
Total Hours of Training n/a 2,110 2,383 2,261 2,383
Applications
aw Processed 2,600 3,397 3,000 2,142 3,000
%that were Women&Minorities n/a n/a 28% 58% 58%
Employees Hired/Promoted
Hired/Promoted 63 66 60 55 50
%that were Women&Minorities n/a n/a 28% 34% 33%
Risk Management Claims 287 141 150 150 150
Table 3-12. Human Resources and Risk Management Position Listing
2001 2002 2003 2003 2004
Grade Title Actual Actual Budget Actual Budget
Administration/Civil Service Commission
M49 Human Resources/Risk Management Administrator 1.0 1.0 1.0 1.0 1.0
M30 Human Resources Manager 1.0 1.0 1.0 1.0 1.0
Human Resources Analyst/Civil Service Coordinator
M20 (0.5 Administration/0.5 Civil Service) 1.0 1.0 1.0 1.0 1.0
Assistant Human Resources Analyst
N11 (0.6 Administration/0.4 Civil Service) 1.0 1.0 1.0 1.0 1.0
N11 Assistant Human Resources Analyst 1.0 1.0 1.0 1.0 0.0
N09 Human Resources Systems Technician 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 6.0 6.0 6.0 6.0 5.0
Temporary Part-Time 0.4 0.4 0.4 0.4 0.4
Total Administration/Civil Service Commission 6.4 6.4 6.4 6.4 5.4
Risk Management
M20 Safety Officer 1.0 1.0 1.0 1.0 1.0
N11 Assistant Human Resources Analyst 0.0 0.0 0.0 0.0 1.0
N05 Secretary 1 1.0 1.0 1.0 1.0 1.0
so Total Risk Management 2.0 2.0 2.0 2.0 3.0
Total Regular Staffing 8.0 8.0 8.0 8.0 8.0
Total Temporary Part-Time 0.4 0.4 0.4 0.4 0.4
Ow Total Human Resources and Risk Management 8.4 8.4 8.4 8.4 8.4
4
Ooperating Budget-Human Resources and Risk Management 3-53
This page is intentionally left blank ,
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t
3-54 Ooperating Budget-Human Resources and Risk Management
2004
�r
aw Police Department
Ow do
{
"i
r�s
rr
r
t`
__ � r City of Renton,Washington BUDGET
l
Police Chief
Garry Anderson ,
1
Administrative
Support
2
Information/
Media
Chaplains/
Volunteers
Deputy Chief
1
Patrol Patrol Investigations Administrative Staff Auxiliary
Operations Services 21 Services Services Services
55 11.2 10 11 16
Animal Control Community Electronic
Programs Home Detention/
Jail
School
Resource Officers
Program
Training
Note: The department has 128.2 total full-time equivalent employees.
Police Department Organization
aw J dice Dei
+r
In this section you will find the Police Department Mission Statement with a
summary list of core services provided by division. Following the core
services list, we include the mission statements of each division, along with
lists of their outcomes, accomplishments for the year 2003, and action plans
,. for the year 2004.
Mission Statement
The Renton Police Department, in partnership with our community, is
dedicated to, preventing crime, enforcing laws, arresting offenders, resolving
community problems, and improving the quality of life.
Core Services
Administration
• Maximize department effectiveness with appropriate allocation of
resources and technology.
• Provide enhanced leadership opportunity, supporting community service
and individual growth.
ins
• Strategically position resources and services, ensuring successful response
to service needs and law enforcement emerging issues.
rre
Patrol Operations
• Prevent criminal conduct.
• Enforce laws and ordinances.
• Investigate criminal offenses.
• Detecting and preserving evidence and property
• Apprehend offenders.
1W
#0
L
L
Operating Budget-Police Department 3-55
Patrol Services
• Provide traffic enforcement
• Investigate major motor vehicle accidents
• Parking enforcement
• Resolve animal complaints
• Plan and organize special events
• Resolve critical incidents
Investigations
• Conduct criminal investigations
• Collect and disseminate intelligence
• Recover stolen property
• Arrest and prosecute offenders
• Process, store, and release evidence and property
Administrative Services
• Provide department personnel services '
• Provide crime prevention and community relations programs
• Provide personnel and department equipment needs
• Administer a volunteer staff
• Planning and research
• Maintain professional standards
Staff Services
• Record and disseminate information to department members and other
agencies. '
• Organize and store information
• Provide service to the public '
• Provide security for City Hall
Auxiliary Services
• Maintain a safe, secure, and contraband free jail environment
• Evaluate inmate health and living conditions
• Provide a cost effective and safe Electronic Home Monitoring Program
An overview of the Police Department expenditures is shown in figure 3-6, followed
by expenditures by division and category.
No
3-56 Operating Budget-Police Department
Figure 3-6. Police Department Overview
fMs
Expenditure Comparison
$20,000,000
$16,000,000
$12,000,000 ♦__, • ---
♦---- ---♦-
�► $8,000,000
$4,000,000
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget
Ilr
Expenditure Budget by Division-Police Department
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Irr Administration 1,834,060 1,792,907 1,858,200 1,862,314 1,549,600 -16.6%
Patrol Operations 5,087,723 5,513,115 5,726,600 5,481,823 5,962,900 4.1%
Patrol Services 884,865 1,089,633 1,243,100 1,151,535 1,291,700 3.9%
Investigations 1,873,430 1,828,370 2,151,200 2,110,575 2,233,300 3.8%
Administrative Services 944,315 1,002,546 1,149,400 1,118,329 1,179,900 2.7%
Staff Services 561,560 572,418 636,700 592,418 658,600 3.4%
Auxiliary Services 1,717,876 1,960,713 2,206,600 1,874,562 2,151,900 -2.5%
Operating Total 12,903,829 13,759,702 14,971,800 14,191,556 15,027,900 0.4%
CIP 0 0 0 0 0 N/A
r
Total 12,903,829 13,759,702 14,971,800 14,191,556 15,027,900 0.4%
Expenditure Budget by Category-Police Department
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
r Regular Salaries 7,138,004 7,577,699 8,351,500 7,807,452 8,693,800 4.1%
Part-Time Salaries 8,852 0 6,700 14,789 6,900 3.0%
Overtime 697,235 838,736 585,800 809,851 709,900 21.2%
Personnel Benefits 2,131,469 2,275,624 2,448,200 2,635,963 2,309,700 -5.7%
Supplies 435,581 339,633 469,200 507,619 469,200 0.0%
Other Services and Charges 1,217,359 1,340,537 1,589,300 1,189,137 1,387,300 -12.7%
Intergovernmental Services 1,263,351 1,387,473 1,496,100 1,224,112 1,426,100 -4.7%
Capital Outlay 11,978 0 25,000 2,633 25,000 0.0%
as Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 12,903,829 13,759,702 14,971,800 14,191,556 15,027,900 0.4%
CIP 0 0 0 0 0 N/A
Total 12,903,829 13,759,702 14,971,800 14,191,556 15,027,900 0.4%
Operating Budget-Police Department 3-57
Major Department Changes for 2004 '
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($366,600 -All Divisions)
Department salary increases include 3 percent cost of living, and 1.1 percent step
increases, longevity, and reclassifications.
Benefits ($170,900 -All Divisions) ,
Departmental increases include 10 percent medical, 12 percent dental, and the new
state rates for industrial insurance.
Overtime ($100,000 -All Divisions)
Additional funding provided from the reduction in Jail Services contract. The
department was not allocated sufficient funding to cover the increase in overtime
activity during the last three years.
Retiree Healthcare (-$309,400 -Administration)
Transfer funding for Leoffl retirees medical premiums from Police and Fire
departments to Other City Services.
Supplies, Other Services and Charges:
Equipment Rental (-$145,200 - All Divisions)
Total funding in the Equipment Rental Fund to cover equipment replacement and
maintenance charges for all City fleet vehicles will decrease by 14.5 percent. This
change is due to a reduction in the number of vehicles that need to be replaced, and
lower maintenance costs. Monthly premiums from departments to reimburse the
Equipment Rental Fund may differ since department costs are calculated based on
assigned vehicles and their associated replacement and maintenance schedules.
Contract Costs (-$120,000 -Administration, Auxiliary Services)
Valley Communications budget increase of$30,000 for a total department budget of
$946,000. The budget for the maintenance on the New World system is being changed
by -$50,000 as the project is nearing completion. The 2004 budget is $68,500.
Jail Services contract with King County is being changed by -$100,000 due to a
reduction of services from King County. The 2004 budget is $451,300.
u
3-58 Operating Budget-Police Department
r.
ow Other Operating Changes:
Department Net Changes (-$6,800 -All Divisions)
to Department net changes are a result of management efforts to examine department
core services and line item true-ups based on prior years. Changes include-$4,800 for
Washington Crime Information Center(WACIC), and-$2,000 for Subpoena services.
to
Staffing Levels by Division-Police Department
ow 2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Administration 4.0 4.0 4.0 4.0 4.0 0.0%
w, Patrol Operations 53.0 55.0 55.0 55.0 55.0 0.0%
Patrol Services 10.2 11.2 11.2 11.2 11.2 0.0%
Investigations- 18.0 21.0 21.0 21.0 21.0 0.0%
11r Administrative Services 10.0 10.0 10.0 10.0 10.0 0.0%
Staff Services 11.0 11.0 11.0 11.0 11.0 0.0%
Auxiliary Services 16.0 16.0 16.0 16.0 16.0 0.0%
to Total FTE 122.2 128.2 128.2 128.2 128.2 0.0%
"Includes VNET office
No
Divisions by Fund Number
x101 The Police Department includes the operations of all the following divisions in
the General Fund(000):
Administration
Patrol Operations
rrr Patrol Services
Investigations
Administrative Services
Staff Services
Auxiliary Services
L
i
Operating Budget-Police Department 3-59
Administration Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Administration Division expenditures, 2004 funding
decisions, and staffing levels.
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive,professional law enforcement services by preventing crime, enforcing
laws, arresting offenders, resolving community problems, and improving the quality
of life.
Outcomes
• Deaths and bodily injury resulting from crime will be 10 percent below
the national rate.
• The department will recover 65 percent of the value of property lost
due to criminal activity.
• The number of violent crimes committed per thousand population will
be below the national rate.
• The department will achieve a 25 percent clearance ratio of all reported crimes.
• The department will be fiscally responsible for administrating the
annual budget.
• 85 percent of our customers will rate our service as satisfactory.
2003 Accomplishments
• The number of violent crimes committed per thousand population was
maintained below the national rate.
• The department achieved a 25 percent clearance ratio of all reported crimes.
• The department will be fiscally responsible for administrating the
annual budget.
• Implemented new entry level testing process, thereby reducing
department resources and attracting a larger pool of qualified
applicants.
2004 Action Plan
• A "wireless" downtown/transit center precinct will be established with
facilities located in the new parking garage.
• Reduce crime, fear of crime, and overtime expenditures in downtown
and transit center areas.
• Prepare and achieve the CALEA (Commission on Accreditation for
Law Enforcement Agencies, Inc.) re-accreditation.
so
3-60 Operating Budget-Police Department
�Ir
Expenditure Budget by Category-Administration Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 350,605 312,070 323,800 314,740 337,100 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 2,752 999 4,900 4,897 5,100 4.1%
Personnel Benefits 335,619 336,275 368,400 454,878 63,800 -82.7%
Supplies 37,703 9,004 12,600 9,309 12,600 0.0%
Other Services and Charges 125,406 169,277 186,300 162,526 138,800 -25.5%
Intergovernmental Services 981,975 965,282 937,200 915,964 967,200 3.2%
Capital Outlay 0 0 25,000 0 25,000 0.0%
Debt Service 0 0 0 0 0 N/A
it Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,834,060 1,792,907 1,858,200 1,862,314 1,549,600 -16.6%
CIP 0 0 0 0 0 N/A
Iw Total 1,834,060 1,792,907 1,858,200 1,862,314 1,549,600 -16.6%
Funding Decisions-Administration Division
to
2003 Adjusted Budget $1,858,200
2004 Budget Changes
16 Salaries 13,500
Benefits 4,800
Benefits, Leoff1 Retirees Medical moved to Other City Services -309,400
llft Equipment Rental 2,500
Computer Maintenance -50,000
Valley Communications/Police dispatch&800mhz radio 30,000
Total 2004 Budget $1,549,600
Staffing Levels (Full-Time Equivalent Employees-FTE) -Administration Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 4.0 4.0 4.0 4.0 4.0 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 4.0 4.0 4.0 4.0 4.0 0.0%
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Operating Budget-Police Department 3-61
1
Patrol Operations Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Patrol Operations Division expenditures, 2004 funding
decisions, and staffing levels.
Mission Statement
To meet the vision of being a nationally recognized and regional leader in
providing comprehensive, professional law enforcement services by
preventing crime, enforcing laws, arresting offenders, resolving community
problems, and improving the quality of life.
Outcomes
The average response time is:
• Priority I 3.50 minutes
• Priority 11 8.00 minutes
• Priority III 12.00 minutes
• Priority IV 21.00 minutes
• The department can achieve a 25 percent clearance ratio of all UCR Part I
crimes reported.
• Violent crime as defined by the UCR Part I crimes is below the national
average per 100,000 population.
• 85 percent of our customers rate our service as satisfactory
2003 Accomplishments
• Response times achieved.
Jan-May 2003
• Priority 1 3.99
• Priority 11 7.67
• Priority III 10.55
• Priority IV 22.62
• The department achieved a 25 percent clearance ratio of all UCR Part I
crimes reported.
• Violent crime as defined by the UCR Part I crimes is below the national
average per 100,000 population.
• Provided 2,000 additional hours of police officer presence in downtown
and transit center, reducing crime and the fear of crime in district.
• Equipped and trained all members of the Civil Disturbance Unit Regional
Team
3-62 Operating Budget-Police Department
2004 Action Plan
• Create new patrol officer evaluation form.
• Reduce crime and improve quality of life issues in Transient Center
and downtown.
• Achieve an 85 percent approval rating on 2004 Citizen Survey.
`r
Expenditure Budget by Category-Patrol Operations Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 3,396,532 3,566,894 3,831,600 3,559,214 3,988,700 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 399,193 485,188 352,700 418,506 467,300 32.5%
Personnel Benefits 858,376 921,124 939,300 1,001,431 1,020,200 8.6%
Supplies 14,204 14,361 25,000 116,062 25,000 0.0%
Other Services and Charges 419,418 525,548 578,000 383,977 461,700 -20.1%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 2,633 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 5,087,723 5,513,115 5,726,600 5,481,823 5,962,900 4.1%
CIP 0 0 0 0 0 N/A
Total 5,087,723 5,513,115 5,726,600 5,481,823 5,962,900 4.1%
Funding Decisions-Patrol Operations Division
2003 Adjusted Budget $5,726,600
2004 Budget Changes
Salaries 171,700
Benefits 80,900
iW Overtime,funding from Jail Services Contract 100,000
Equipment Rental -116,300
Total 2004 Budget $5,962,900
i
Staffing Levels (Full-Time Equivalent Employees-FTE) -Patrol Operations Division
an 2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 53.0 55.0 55.0 55.0 55.0 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 53.0 55.0 55.0 55.0 55.0 0.0%
as
I
Operating Budget-Police Department 3-63
Patrol Services Division ,
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Patrol Services Division expenditures, 2004
funding decisions, and staffing levels.
Mission Statement
To meet the vision of being a nationally recognized and regional leader in
providing comprehensive, professional law enforcement services by preventing
crime, enforcing laws, arresting offenders, resolving community problems, and
improving the quality of life.
Outcomes
• Based on speed studies conducted by Traffic Engineering, the average motor
vehicle speed does not exceed the posted speed limit by 20 percent, 80 percent of
the time.
• The factors, which resulted in the accident, can be determined in 90 percent of all
major motor vehicle accidents.
• The Division will achieve a 75 percent clearance ratio on all accidents where crime
was determined to have been committed.
• Parking violations will be enforced consistently citywide.
• Enforcement of animal control complaints will increase by 10 percent.
• An operations plan and after-action report will be developed and reviewed on 100
percent of all special events.
• Minimal risk of injury to officers and citizens during situations where the Valley i
Special Response Team is utilized.
2003 Accomplishments
• Traffic Engineering conducted speed studies, showing that 80 percent of motor
vehicles do not exceed the posted speed limit by 20 percent.
• Completed 60 residential neighborhood traffic patrols.
• Issued 8,000 traffic and parking citations.
• Responded and managed 50 critical incidents requiring the expertise of the Special
Response Team.
2004 Action Plans
• Improve deployment of traffic enforcement resources to address neighborhood
concerns and reduce accidents.
• Reduce overtime expenditures and loss of scheduled time due to Special Response
Team Training.
r
3-64 Operating Budget-Police Department
WK
No
ow Expenditure Budget by Category-Patrol Services Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 566,241 701,204 805,300 730,220 838,300 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 38,454 61,815 69,500 68,982 72,300 4.0%
Personnel Benefits 158,769 205,585 230,200 224,660 246,800 7.2%
Supplies 9,618 9,991 8,800 14,315 8,800 0.0%
Other Services and Charges 96,187 109,530 121,700 103,165 117,900 -3.1%
bw Intergovernmental Services 10,880 1,508 7,600 10,193 7,600 0.0%
Capital Outlay 4,716 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 884,865 1,089,633 1,243,100 1,151,535 1,291,700 3.9%
CIP 0 0 0 0 0 N/A
Total 884,865 1,089,633 1,243,100 1,151,535 1,291,700 3.9%
Yr
Funding Decisions-Patrol Services Division
2003 Adjusted Budget $1,243,100
2004 Budget Changes
Salaries 35,800
Benefits 16,600
Equipment Rental -3,800
Total 2004 Budget $1,291,700
Staffing Levels (Full-Time Equivalent Employees-FTE) -Patrol Services Division
IN 2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 10.2 11.2 11.2 11.2 11.2 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 10.2 11.2 11.2 11.2 11.2 0.0%
s
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Operating Budget-Police Department 3-65
Investigation Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Investigation Division expenditures, 2004
funding decisions, and staffing levels.
Mission Statement
To meet the vision of being a nationally recognized and regional leader in
providing comprehensive,professional law enforcement services by preventing
crime, enforcing laws, arresting offenders,resolving community problems, and
improving the quality of life.
Outcomes t
• The department can achieve a 16.5 percent clearance ratio of all
property crimes reported.
• The department can recover 65 percent of the value of all stolen property.
• The division can achieve a 75 percent clearance ratio of cases assigned for
follow-up investigation.
• 80 percent of our customers rate our service as satisfactory.
• Found property is returned to its rightful owner within 30 days of the owner
being identified.
• The total number of items held for evidence is reduced by 10 percent
annually by the destruction of firearms, the destruction of narcotics, and
the disposal via auction.
2003 Accomplishments
• The department achieved a 16.5 percent clearance ratio of all property
crimes reported.
• The department recovered 65 percent of the value of all stolen property.
• The division achieved a 75 percent clearance ratio of cases assigned for
follow-up investigation.
2004 Action Plans
• Implement the Pawn and Evidence modules of the Records Management
System to increase clearance ratios of property crimes and the recovery of
the value of stolen property.
• Increase successful prosecutions against domestic violence, decreasing the
recidivism of repeat offenders.
• Reduce number of reported property crimes by effective utilization of crime
analysis and computer statistics.
. ori
3-66 Operating Budget-Police Department
1rr.
ilr
Expenditure Budget by Category-Investigations Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 1,245,629 1,230,781 1,456,600 1,366,527 1,516,200 4.1%
Part-Time Salaries 8,852 0 6,700 0 6,900 3.0%
bw Overtime 139,285 146,552 94,700 14,789 98,500 4.0%
Personnel Benefits 331,844 331,019 407,200 163,648 436,300 7.1%
Supplies 19,046 11.238 18,500 409,549 18,500 0.0%
Other Services and Charges 128,774 108,780 167,500 34,345 156,900 -6.3%
W Intergovernmental Services 0 0 0 121,717 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
r Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,873,430 1,828,370 2,151,200 2,110,575 2,233,300 3.8%
CIP 0 0 0 0 0 N/A
ba Total 1,873,430 1,828,370 2,151,200 2,110,575 2,233,300 3.8%
it
Funding Decisions-Investigations Division
2003 Adjusted Budget $2,151,200
be 2004 Budget Changes
Salaries 63,600
1110 Benefits 29,100
WACIC Contract -2,100
Equipment Rental -8,500
Ila Total 2004 Budget $2,233,300
Staffing Levels (Full-Time Equivalent Employees-FTE) -Investigations Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 18.0 21.0 21.0 21.0 21.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
rr Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 18.0 21.0 21.0 21.0 21.0 0.0%
k
I -
IOperating Budget-Police Department 3-67
Administrative Services Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Administrative Services Division
expenditures, 2004 funding decisions, and staffing levels.
Mission Statement
To meet the vision of being a nationally recognized and regional leader in
providing comprehensive,professional law enforcement services by preventing
crime, enforcing laws, arresting offenders, resolving community problems, and
improving the quality of life.
Outcomes
• Employee background investigations are completed within 30 days of
assignment.
• Every commissioned member receives a minimum of 30 hours of in-service
training annually.
• The community is provided 10 Block-watch meetings, 4 Crime Resistant
Multi-Housing Program training sessions, 2 Citizen Academy training
sessions, 1 Youth at Risk Program, and 1 Youth at Risk Fundraiser, annually.
• Department members will receive replacement authorization for equipment
and uniform within two weeks of the request.
• Department will maintain a volunteer force.
• The department's Multi-Year plan is reviewed and updated annually.
• The department maintains accreditation through Commission on
Accreditation for Law Enforcement Agencies, Inc. (CALEA) and
Washington Association of Sheriffs and Police Chiefs (WASPC).
2003 Accomplishments
• Every commissioned member received 30 hours of in-service training.
• All Renton School District Administrative staff completed Bullying
Curriculum provided by School Resource Officers.
• A Crime Resistant Multi-Housing Program training session was held in Id
conjunction with other law enforcement agencies in King County.
• Held one Youth at risk program at Tiffany Park, two Citizen Academy
sessions, one Advanced Citizen Academy session, and twenty-two Block-
watch meetings.
• Raised$8,500 for youth programs at the annual Return to Renton Car
Show.
• 25 volunteers provided 6,300 hours of annual service for department
services.
i
3.68 Operating Budget-Police Department
.. 2004 Action Plans
• CALEA Re-Accreditation in July-August 2004
• Improve the training of commissioned
personnel by utilizing Pacific Raceways for
EVOC training and sharing resources with other
w
police agencies.
6 Expenditure Budget by Category-Administrative Services Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 493,248 579,867 668,500 613,251 695,900 4.1%
s' Part-Time Salaries 0 0 0 0 0 N/A
Overtime 29,684 49,533 23,200 60,083 24,200 4.3%
Personnel Benefits 126,361 148,400 159,300 178,266 170,800 7.2%
10% Supplies 204,165 129,321 196,800 188,830 196,800 0.0%
Other Services and Charges 90,857 95,425 101,600 77,899 92,200 -9.3%
Intergovernmental Services 0 0 0 0 0 N/A
MR Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 944,315 1,002,546 1,149,400 1,118,329 1,179,900 2.7%
as CIP 0 0 0 0 0 N/A
Total 944,315 1,002,546 1,149,400 1,118,329 1,179,900 2.7%
1110,
Funding Decisions-Administrative Services Division
t 2003 Adjusted Budget $1,149,400
2004 Budget Changes
Salaries 28,400
M Benefits 11,500
Equipment Rental -9,400
Total 2004 Budget $1,179,900
Jr
Staffing Levels (Full-Time Equivalent Employees-FTE) -Administrative Services
iw Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
its Regular 10.0 10.0 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 10.0 10.0 10.0 10.0 10.0 0.0%
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Operating Budget-Police Department 3-69
Staff Services Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Staff Services Division expenditures, 2004 funding
decisions, and staffing levels.
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive,professional law enforcement services by preventing crime,enforcing
laws, arresting offenders, resolving community problems, and improving the quality
of life.
Outcomes
• The semi-annual WACIC-NCIC audit results in a"low risk"rating for the
Department.
• Records procedures are in compliance with the Revised Code of Washington.
• Records are secure and maintained in files, microfilm, and computer databanks.
• 80 percent of our customers rate our service as satisfactory.
2003 Accomplishments
• The bi-annual WACIC-NCIC audit resulted in a"low risk"rating.
• Records procedures were in compliance with Washington State Law.
2004 Action Plans
• Integrate Field Reporting System with the existing Records System
• Complete participation in the records retention/digital imaging survey
ai
3-70 Operating Budget-Police Department
Is.
110
Expenditure Budget by Category-Staff Services Division
Ira 2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 382,846 402,896 421,900 409,848 439,200 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 19,668 16,907 16,500 20,111 17,200 4.2%
Personnel Benefits 108,577 111,495 113,300 119,753 121,900 7.6%
Supplies 13,361 10,538 15,900 10,235 15,900 0.0%
1rr Other Services and Charges 29,846 30,582 69,100 32,471 64,400 -6.8%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 7,262 0 0 0 0 N/A
Aw Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 561,560 572,418 636,700 592,418 658,600 3.4%
CIP 0 0 0 0 0 N/A
w Total 561,560 572,418 636,700 592,418 658,600 3.4%
to Funding Decisions-Staff Services Division
2003 Adjusted Budget $636,700
2004 Budget Changes
Salaries 18,000
Benefits 8,600
Subpoena Services Contract -2,000
WACIC Contract -2,700
Total 2004 Budget $658,600
Staffing Levels (Full-Time Equivalent Employees-FTE) -Staff Services Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 11.0 11.0 11.0 11.0 11.0 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 11.0 11.0 11.0 11.0 11.0 0.0%
yrs
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Operating Budget-Police Department 3-71
Auxiliary Services Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Auxiliary Services Division expenditures, 2004 funding
decisions, and staffing levels.
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive,professional law enforcement services by preventing crime, enforcing
laws, arresting offenders, resolving community problems, and improving the quality
of life.
Outcomes t
• 3,000 bookings and 20,000 jail days.
• 12,000 jail days served by Electronic Home Detention clients.
• 75 percent of our customers rate our service as satisfactory.
• 50 percent of our inmate fingerprints are transmitted to King County AFIS through ,
the automated Live Scan system.
2003 Accomplishments
• Generated$100,000 in revenue from booking inmates from other agencies,
awaiting transportation to Yakima Jail.
• 3,650 bookings and jail days in the Renton Jail.
• Electronic Home Detention clients served 12,000 jail days saving $225,000.
• The first phase of the Live Scan system was accepted by King County. The City of
Renton is the 3rd largest user of the system, and transmitted 99 percent of the
fingerprints taken in the jail.
2004 Action Plans
• The jail will conduct a complete audit using an outside correctional expert.
• Implement a"fee for service"program to offset expenses and provide
approximately $25,000 in revenue.
3_72 Operating Budget-Police Department
tri
Expenditure Budget by Category-Auxiliary Services Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 702,903 783,987 843,800 813,652 878,400 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
11r Overtime 68,199 77,742 24,300 73,624 25,300 4.1%
Personnel Benefits 211,923 221,726 230,500 247,426 249,900 8.4%
Supplies 137,484 155,180 191,600 134,523 191,600 0.0%
Other Services and Charges 326,871 301,395 365,100 307,382 355,400 -2.7%
Intergovernmental Services 270,496 420,683 551,300 297,955 451,300 -18.1%
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,717,876 1,960,713 2,206,600 1,874,562 2,151,900 -2.5%
CIP 0 0 0 0 0 N/A
Total 1,717,876 1,960,713 2,206,600 1,874,562 2,151,900 -2.5%
Funding Decisions-Auxiliary Services Division
2003 Adjusted Budget $2,206,600
2004 Budget Changes
its Salaries 35,600
Benefits 19,400
Equipment Rental -9,700
County Jail Contract,transfer to Overtime -100,000
Total 2004 Budget $2,151,900
Staffing Levels (Full-Time Equivalent Employees-FTE) -Auxiliary Services Division
11119 2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 16.0 16.0 16.0 16.0 16.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
tltt Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 16.0 16.0 16.0 16.0 16.0 0.0%
Operating Budget-Police Department 3_73
Table 3-13. Police Department Performance and Workload Indicators
2001 2002 2003 2003 2004
Patrol Services Actual Actual Forecast Actual Forecast
Calls for Service 47,221 50,675 52,500 53,369 55,000
Traffic Accidents Investigated 1,766 1,675 1,800 1,796 1,800
Investigation
Clearance Ratio,% 87.00% 73.20% 75.00% 82.0% 75.0%
Total Crimes Investigated 9,172 9,426 8,300 9,540 9,600
Staff Services
Case Reports 12,164 12,473 12,500 12,621 13,000
Citations 12,120 12,386 12,500 12,199 12,500
Auxiliary Services
Electronic Home Detention(EHD)
EHD Days 13,170 12,282 14,000 12,395 14,000
Average Daily Population 36 34 40 34 40
Jail
Bookings 3,160 3,665 4,000 3,654 4,000
Jail Days 45,359 53,780 55,000 60,146 65,000
Average Daily Population 60 65 65 64 65
Average Daily Outplacement 25 43 50 64 65
1
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3-74 Operating Budget-Police Department
wr.
Table 3-14. Police Department Position Listing(Sheet I of 2)
2001 2002 2003 2003 2004
Actual Actual Budget Actual Budget
� Grade Title
Administration
Commissioned Officers
M49 Police Chief 1.0 1.0 1.0 1.0 1.0
M45 Deputy Chief 0.0 1.0 1.0 1.0 1.0
M38 Deputy Chief 1.0 0.0 0.0 0.0 0.0
Total Commissioned Officers 2.0 2.0 2.0 2.0 2.0
Non-Commissioned Personnel
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
am PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 2.0 2.0 2.0 2.0 2.0
Total Administration Division 4.0 4.0 4.0 4.0 4.0
am Patrol Operations
Commissioned Officers
M36 Commander 2.0 2.0 2.0 2.0 2.0
41111111 PC61 Sergeant 5.0 6.0 6.0 6.0 6.0
PC52/59/60 Police Officer-Corporal Assignments 1.0 1.0 1.0 1.0 1.0
PC52/59/60 Police Officer-Patrol 41.0 42.0 42.0 42.0 42.0
dMM PC52/59/60 Police Officer-Bicycle Patrol 4.0 4.0 4.0 4.0 4.0
Total Commissioned Officers 53.0 55.0 55.0 55.0 55.0
Total Patrol Operations Division 53.0 55.0 55.0 55.0 55.0
Patrol Services
mom 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
Total Commissioned Officers 8.0 8.0 8.0 8.0 8.0
Non-Commissioned Personnel
d"11111 PN52 Animal Control Officer 1.0 2.0 2.0 2.0 2.0
PN50 Traffic Controller 1.2 12 1.2 1.2 12
Total Non-Commissioned 2.2 3.2 3.2 3.2 3.2
..w Total Patrol Services Division 10.2 11.2 11.2 11.2 11.2
Investigations
Commissioned Officers
A�= M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 2.0 2.0 2.0 2.0 2.0
PC52/59/60 Police Officer/Detectives 11.0 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
PC52/59/60 Police Officer-VNET' 1.0 1.0 1.0 1.0 1.0
Total Commissioned Officers 16.0 16.0 16.0 16.0 16.0
Non-Commissioned Personnel
PN61 Crime Analyst 0.0 1.0 1.0 1.0 1.0
PN60 Domestic Violence Victim Advocate 0.0 1.0 1.0 1.0 1.0
PN53 Evidence Technician 1.0 2.0 2.0 2.0 2.0
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 2.0 5.0 5.0 5.0 5.0
Total Investigations Division 18.0 21.0 21.0 21.0 21.0
Operating Budget-Police Department 3-75
Table 3-14. Police Department Position Listing(Sheet 2 of 2)
2001 2002 2003 2003 2004
Grade Title Actual Actual Budget Actual Budget
Administrative Services
Commissioned Officers
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 1.0 1.0 1.0 1.0 1.0
PC52/59/60 Police Officer-Youth Programs 2.0 2.0 2.0 2.0 2.0
PC52/59/60 Police Officer-SRO* 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 7.0 7.0 7.0 7.0 7.0
Non-Commissioned Personnel
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
PN54 Police 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 Division 10.0 10.0 10.0 10.0 10.0
Staff Services
Non-Commissioned Personnel
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 Enforcement 1.0 1.0 1.0 1.0 1.0
PN51 Police Service Specialists 8.0 8.0 8.0 8.0 8.0 P'
Total Non-Commissioned 11.0 11.0 11.0 11.0 11.0
Total Staff Services Division 11.0 11.0 11.0 11.0 11.0 'P"
Auxiliary Services(Jail)
Non-Commissioned Personnel
M34 Police Manager 1.0 1.0 1.0 1.0 1.0 Elm
PN52 Jail Sergeant 2.0 2.0 2.0 2.0 2.0
PN52 Jailer 10.0 10.0 10.0 10.0 10.0
PN51 Police SecretarylTransportation Coordinator 1.0 1.0 1.0 1.0 1.0 TOM
Total Non-Commissioned 14.0 14.0 14.0 14.0 14.0
Total Auxiliary Services(Jail) 14.0 14.0 14.0 14.0 14.0
Auxiliary Services (Electronic Home Detention) wpm
Non-Commissioned Personnel
PN52 Jailer 2.0 2.0 2.0 2.0 2.0
Total Auxiliary Service(Electronic Home Detention) 2.0 2.0 2.0 2.0 2.0 a�
Total Auxiliary Services Division 16.0 16.0 16.0 16.0 16.0
Total Commissioned Officers 86.0 88.0 88.0 88.0 88.0
Total Non-Commissioned Officers 36.2 40.2 40.2 40.2 40.2 wpm
Total Police Department 122.2 128.2 128.2 128.2 128.2
*Note
One Task Force Officer and two School Resource Officers are grant funded
One Task Force Officer(VNET)not previously included in the City FTE count. w
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3-76 Operating Budget-Police Department
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2004
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im Fire Department
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F City of Renton,Washington BUDGET
Fire Chief
A. Lee Wheeler
1
Administrative
Support
3
Deputy Chief Deputy Chief
Operations Administration/
1 Support Services
1
4LI Chaplains/Volunteers ,
Emergency Administration Training Prevention Disaster
Response 3 Bureau Management
98 10
Fire Suppression ManaHgement Fire SuHppression Business Emergency
Response and Planning Training Inspections Operations Center
H -_ --- - H (EOC)
Emergency Data Emergency Investigations
Medical Response Management Medical Training =Drills
Technical Rescue Fire Station Technical Rescue Plans Review
Response Operations Training Citizen/Business
Preparedness
Apparatus/ Public Training
Equipment Education
Note: This department has 117 total full-time equivalent employees.
Fire Department Organization
movie 0epwdM4ffd
In this section you will find the Fire Department Mission Statement with a
summary list of core services provided by division. Following the core services
list, we include the mission statements of each division, along with lists of their
outcomes, accomplishments for the year 2003, and action plans for the year 2004.
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Mission Statement
Provide protection and service with excellence: Life—Property—Environment.
Division Core Services
" Administration
0 Management and planning
• Data management
• Apparatus/equipment
0 Fire station operations
Emergency Response
• Fire suppression response
• Emergency medical response
• Technical rescue response
Prevention
• Business inspections
0 Investigations
• Plans review
• Public education
Training
• Emergency medical training
�r • Fire suppression training
• Technical rescue training
Operating Budget-Fire Department 3-77
Disaster Management
• Emergency Operations Center(EOC) response
• Disaster drills
• Community disaster training
An overview of the Fire Department expenditures is shown in figure 3-7,
followed by expenditures by division and category.
Figure 3-7. Fire Department Overview
Expenditure Comparison
$15,000,000
$72,000,000 • ------""•
$9,000,000
$6,000,000
$3,000,000
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget
Expenditure Budget by Division-Fire Department
2001 2002 2003 2003 2004 Change
Actual Actual Adi Bdgt Actual Budget 2003/2004
Administration 737,551 761,935 954,700 971,201 667,300 -30.1%
Communications 137,056 136,034 221,500 136,455 183,600 -17.1%
Total Administration 874,607 897,969 1,176,200 1,107,656 850,900 -27.7%
Emergency Response
Suppression 8,606,460 9,031,545 9,548,500 9,447,718 9,902,500 3.7%
Facilities 56,926 56,751 62,900 58,318 57,400 -8.7%
Haz-Mat 32,294 17,233 16,100 11,479 18,700 16.1%
Dive Team 38,273 37,981 40,500 34,482 34,200 -15.6%
EMS Life Support 55,603 56,485 60,800 56,371 60,800 0.0%
Total Emergency Response 8,789,556 9,199,995 9,728,800 9,608,368 10,073,600 3.5%
Fire Prevention 745,193 808,454 868,100 833,753 889,400 2.5%
Training 347,633 365,843 394,500 370,635 403,100 2.2%
Disaster Management 27,672 9,958 15,100 17,139 15,100 0.0%
Operating Total 10,784,661 11,282,219 12,182,700 11,937,551 12,232,100 0.4%
CIP 0 0 0 0 0 N/A
Total 10,784,661 11,282,219 12,182,700 11,937,551 12,232,100 0.4%
3-78 Operating Budget-Fire Department
Expenditure Budget by Category-Fire Department
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 7,287,450 7,769,258 8,161,000 8,162,568 8,495,600 4.1%
Part-Time Salaries 16,945 7,340 0 4,313 0 N/A
Overtime 787,112 859,873 842,100 844,682 826,000 -1.9%
Personnel Benefits 1,610,338 1,707,985 2,019,700 2,021,109 1,798,300 -11.0%
Supplies 238,650 232,489 265,500 218,284 245,700 -7.5%
Other Services and Charges 721,083 598,560 703,400 580,814 715,200 1.7%
Intergovernmental Services 106,298 106,159 161,700 105,781 151,300 -6.4%
Capital Outlay 16,785 555 29,300 0 0 -100.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 10,784,661 11,282,219 12,182,700 11,937,551 12,232,100 0.4%
CIP 0 0 0 0 0 N/A
Total 10,784,661 11,282,219 12,182,700 11,937,551 12,232,100 0.4%
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Major Department Changes for 2004
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($367,300-All Divisions)
Department salary increases include 3 percent cost of living, and 1.1 percent
step increases, longevity, and reclassifications.
Benefits ($186,300 -All Divisions)
Department increases include 10 percent medical, 12 percent dental, and the
new state rates for industrial insurance.
Retiree Healthcare (-$207,700 -Administration)
Transfer funding for Leoffl retirees medical premiums from Fire and Police
departments to Other City Services.
Supplies, Other Services and Charges:
Integrated Record Management System ($35,000 -Administration)
Department costs associated with the implementation of a new records
management system. This multi-year project replaces the current outmoded
reporting system which is no longer supported by the vendor. Refer to the
Capital Improvement Program (CIP) document for additional project
information.
Operating Budget-Fire Department 3_79
Equipment Rental (-$3,900 -All Divisions)
Total funding in the Equipment Rental Fund to cover equipment replacement and
maintenance charges for all City fleet vehicles will decrease by 14.5 percent. This
change is due to a reduction in the number of vehicles that need to be replaced, and
lower maintenance costs. Monthly premiums from departments to reimburse the
Equipment Rental Fund may differ since department costs are calculated based on
assigned vehicles and their associated replacement and maintenance schedules.
Contract Costs (-$10,400- Administration)
Valley Communications change of-$10,400 for a total budget of$151,300.
2003 Funding Items:
Overtime (-$39,000 - Emergency Response)
Funding for 2003 includes $25,000 for military obligations during 2003 only, and
$14,000 for dive team training originally appropriated in 2002. Required training for
the dive team was rescheduled from 2002 to 2003.
Benefits (-$60,000 - All Divisions)
Additional 2003 funding for industrial insurance due to unanticipated rate increase for
2003.
Retiree Healthcare (-$140,000 -Administration)
Additional 2003 funding for retiree medical premium insurance due to unanticipated
rate increase for 2003.
Machinery and Equipment (-$22,500 -Administration)
Funding for radio replacements was for 2003 only.
Other Services and Charges (-$9,700 -Emergency Response, Prevention)
Funding for certifications and firestoppers program was for 2003 only.
Other Operating Changes:
Department Net Changes (-$46,000 -All Divisions)
Department net changes are a result of management efforts to examine department
core services and line item true-ups based on prior years. Changes include -$9,800 in
overtime; -$14,900 in supplies and small tools; -$15,100 in repairs and maintenance,
other services and charges; -$6,200 in capital outlay.
3-80 Operating Budget-Fire Department
Staffing Levels by Division-Fire Department
2001 2002 2003 2003 2004 Change
to Actual Actual Adj Bdgt Actual Budget 2003/2004
Administration 5.0 6.0 6.0 6.0 6.0 0.0%
Emergency Response 98.0 98.0 98.0 98.0 98.0 0.0%
iN Fire Prevention 10.0 10.0 10.0 10.0 10.0 0.0%
Training 3.0 3.0 3.0 3.0 3.0 0.0%
Total FTE 116.0 117.0 117.0 117.0 117.0 0.0%
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Operating Budget-Fire Department 3-81
Administration Division ,
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Administration Division expenditures, 2004 funding
decisions, and staffing levels.
Mission Statement
Provide management and direction for the City of Renton Fire Department and assist
the City in meeting its mission to maintain a safe environment for the citizens of
Renton.
Outcomes
• Provide financial management of all budget accounts
• Manage personnel relations
• Develop plans and policies
• Conduct governmental relations within and without the City
• Manage and analyze data records
• Manage emergency apparatus assignments and maintenance
• Control emergency apparatus equipment inventories i
• Manage current fire station operations and maintenance
• Plan and purchase new fire stations
2003 Accomplishments
• All Standard Operating Procedures were reviewed and reissued.
• An initial community focus group meeting was held to start determining
customer expectations.
• Emergency vehicles received preventive maintenance and annual testing as
required by WAC (Washington Administrative Code) 296-305-04507 (3)(b).
• All fire stations were inspected monthly as required by WAC (Washington
Administrative Code) 296-305-01505.
• Completed Fire Station 12.
• Tested, inspected and certified all fire hoses, personal protective equipment, self-
contained breathing apparatus, per standards as dictated by National Fire
Protection Association or Washington Administrative Codes.
3-82 Operating Budget-Fire Department
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2004 Action Plan
• Implement the IRMS (Integrated Record Management System) to improve
data base system entry and analysis.
• Conduct Neighborhood Association briefings to ensure customer
expectation data is collected and analyzed.
r�. • Comply with all required testing and maintenance as required by
manufacturer and/or state law.
• Oversee completion of all capital improvement projects and maintain fire
department facility investments.
• Evaluate and revise Standard Operating Procedures to meet national
rrr standards and/or state law.
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Operating Budget-Fire Department 3-83
Expenditure Budget by Category-Administration Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 370,006 399,972 456,300 459,080 475,000 4.1%
Part-Time Salaries 16,945 7,340 0 4,313 0 N/A
Overtime 6,533 5,873 0 1,344 0 N/A
Personnel Benefits 266,091 285,252 420,200 414,115 78,700 -81.3%
Supplies 20,147 16,671 21,300 12,691 18,800 -11.7%
Other Services and Charges 88,587 76,702 94,200 110,332 127,100 34.9%
Intergovernmental Services 106,298 106,159 161,700 105,781 151,300 -6.4%
Capital Outlay 0 0 22,500 0 0 -100.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 874,607 897,969 1,176,200 1,107,656 850,900 -27.7%
CIP 0 0 0 0 0 N/A
Total 874,607 897,969 1,176,200 1,107,656 850,900 -27.7%
Funding Decisions-Administration Division
2003 Adjusted Budget $1,176,200
2004 Budget Changes
Salaries 18,700
Benefits 6,400
Benefits, Leoffl Retirees Medical moved to Other City Services -207,700
Benefits, Industrial Insurance(2003 funding) -200
Benefits, Retiree Healthcare(2003 funding) -140,000
Supplies -2,500
Other Services&Charges -2,500
Equipment Rental 400
IRMS Project 35,000
Valley Communications/Fire Dispatch&800mhz radio -10,400
Radio replacement(2003 funding) -22,500
Total 2004 Budget $850,900
Staffing Levels (Full-Time Equivalent Employees-FTE) -Administration Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 5.0 6.0 6.0 6.0 6.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A ,
Total FTE 5.0 6.0 6.0 6.0 6.0 0.0%
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3-84 Operating Budget-Fire Department
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Emergency Response Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Emergency Response Division
expenditures, 2004 funding decisions, and staffing levels.
Mission Statement
Provide protection of life and property in the greater Renton area through
quick professional response of fire, emergency medical and technical teams
year round, 24 hours a day.
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Outcomes
• Rapidly suppress all fires
• Rapidly provide emergency medical care
• Provide technical rescue services
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2003 Accomplishments
• No death of firefighters, or volunteer rescuers while working on emergency
incidents or fire incidents.
• Fires were contained to the room of origin 58 percent of the time.
• Fire loss was less than$.00030 per thousand of assessed value. $06 per
$200,000 or$.3 per$1,000,000)
• Aid cars transported patients to local hospitals 44 percent of the time.
• Response times:
• Six minutes or less for suppression units in 80 percent of responses
within their"first due" districts.
• "First alarm" apparatus on location within ten minutes of
dispatch in 90 percent of confirmed fire responses.
• Six minutes or less for emergency medical units 83 percent within their
"first-due" districts.
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Operating Budget-Fire Department 3-85
2004 Action Plan i
• Create and maintain a highly trained force that will provide fire suppression,
rescue and emergency medical service that ensures the greatest protection of lives
and property.
• Ensure incident command structure, tactics and safety standards are adhered to at
emergency scenes.
• Provide strategic deployment of resources and rapid response of personnel and
equipment for all types of incidents. i
• Analyze emergency response staffing to determine standards of deployment. ■
• Monitor Fire Department transport of EMS patients.
3-86 Operating Budget-Fire Department
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acct
Expenditure Budget by Category-Emergency Response Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 6,132,663 6,530,412 6,834,000 6,821,257 7,114,200 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 726,501 796,075 779,400 798,667 762,800 -2.1%
Personnel Benefits 1,179,564 1,247,204 1,404,800 1,416,727 1,511,400 7.6%
Supplies 177,890 185,838 197,000 168,123 186,300 -5.4%
Other Services and Charges 556,153 439,911 513,600 403,594 498,900 -2.9%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 16,785 555 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 8,789,556 9,199,995 9,728,800 9,608,368 10,073,600 3.5%
CIP 0 0 0 0 0 N/A
Total 8,789,556 9,199,995 9,728,800 9,608,368 10,073,600 3.5%
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Funding Decisions-Emergency Response Division
2003 Adjusted Budget $9,728,800
2004 Budget Changes
Salaries 310,400
Overtime, (2003 funding) -39,000
Benefits 163,500
' Benefits, Industrial Insurance(2003 funding) -56,900
Equipment Rental -1,300
Recertifications, NAPD, and Rope Rescue, (2003 funding) -4,200
Small tools, (2003 funding) -1,300
Suppression, operating changes -20,800
Facilities, operating changes -5,500
Dive Team, operating changes -2,700
Haz-mat,operating changes 2,600
Total 2004 Budget $10,073,600
Staffing Levels (Full-Time Equivalent Employees-FTE) -Emergency Response Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 98.0 98.0 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 98.0 98.0 98.0 98.0 98.0 0.0%
1
Operating Budget-Fire Department 3-87
Prevention Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Prevention Division expenditures, 2004 funding
decisions, and staffing levels.
Mission Statement
Keeping our community fire-safe at home, work and play.
Outcomes
• Reduce death and injuries
• Reduce environmental damage
• Increase public awareness
• Reduce property loss
• Increase customer satisfaction
2003 Accomplishments ,
• Conducted annual fire safety inspection for all businesses, including licensed adult
care family home facilities and businesses with regulated hazardous materials,
with all violations followed to conclusion.
• Certified Uniform Fire Code inspectors completed 30 percent of fire safety
inspections. ,
• All fires referred to the Bureau were investigated to determine their cause; arson
fires were forwarded to the police department, and referred juvenile fire setters
were offered intervention.
• All plans submitted for either new construction or tenant remodels were reviewed
and field inspected to ensure compliance with the Uniform Fire Code.
• Requests for public education were delivered 95 percent of the time by either a
public educator or uniformed firefighters.
2004 Action Plan
• Provide and oversee the completion of business inspections and project plan
reviews that are compliant with the Uniform Fire code and related standards.
• Provide fire investigations to determine cause and coordinate involvement with the
police department for prosecution of suspected arson.
• Monitor need for juvenile arson intervention and refer individuals to appropriate
programs.
3-88 Operating Budget-Fire Department
• Interface with building department to streamline plans review process.
• Implement the IRMS (Integrated Record Management System) to improve
' data collection, to schedule and track data fire inspections and begin risk
hazard analysis of occupancies in the city.
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Operating Budget-Fire Department 3-89
Expenditure Budget by Category-Prevention Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 534,447 576,639 600,000 604,989 624,600 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 29,331 38,020 35,700 26,714 37,100 3.9%
Personnel Benefits 123,684 133,513 148,200 148,864 158,300 6.8%
Supplies 11,295 13,162 19,700 12,862 16,100 -18.3%
Other Services and Charges 46,436 47,120 57,700 40,324 53,300 -7.6%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 6,800 0 0 -100.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 745,193 808,454 868,100 833,753 889,400 2.5%
CIP 0 0 0 0 0 N/A
Total 745,193 808,454 868,100 833,753 889,400 2.5%
Funding Decisions-Prevention Division
2003 Adjusted Budget $868,100
2004 Budget Changes
Salaries 26,000
Benefits 12,300
Benefits, Industrial Insurance(2003 funding) -2,200
Equipment Rental -3,000
Firestoppers Program, (2003 funding) -4,200
Machinery&equipment,true-up -6,800
All Other -800
Total 2004 Budget $889,400
Staffing Levels (Full-Time Equivalent Employees-FTE) -Prevention Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 10.0 10.0 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 10.0 10.0 10.0 10.0 10.0 0.0%
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3-90 Operating Budget-Fire Department
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as Training Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Training Division expenditures, 2004
funding decisions, and staffing levels.
Mission Statement
" Provide realistic training that emphasizes safety for all uniform department
members in the areas of fire suppression, emergency medical services, and
technical rescue.
Outcomes
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• Operate and maintain the Fire Training Facilities
• Conduct regular evaluations of skills
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• Provide regular live fire training and multi-company evolutions
• Administer the Annual Training Objectives program
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• Document all completed training
• Maintain all required educational media
• Update the Fire Department Training Manual
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2003 Accomplishments
• All firefighters completed their training without injury.
0 Serviced the live fire training props bi-annually as required by the
manufacturer.
1W • All engine, ladder and aid companies participated monthly in multi-
company fire suppression drills, which were supervised by Fire Training
Officers as required by the Washington Administrative Code.
• All firefighters through the rank of captain completed training as required
by the Washington Administrative Code.
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• Reviewed and updated the library of required references and The Fire
Training Manual quarterly.
• All firefighters through the rank of captain completed the following
training classes (as required):
' • Emergency Medical Technician Competency Based Training
• Cardiac Defibrillation
• Annual blood borne and air borne pathogens awareness
Operating Budget-Fire Department 3-91
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2004 Action Plan ,
• Update and train firefighters Journeyman Certification Level I and II so
that they meet national standards and/or state law.
• Update company officers through MCTO module.
• Update and train Battalion Chiefs to Incident Command Module.
• Update and train firefighters to King County Emergency Medical
Technician Certification Requirements.
• Update training manual and references.
• Improve the coordination of fire suppression companies' through multi-
company training and exercises.
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3-91 Operating Budget-Fire Department
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Expenditure Budget by Category- Training Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 250,334 262,235 270,700 277,242 281,800 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
so Overtime 24,747 19,905 27,000 17,957 26,100 -3.3%
Personnel Benefits 40,999 42,016 46,500 41,403 49,900 7.3%
Supplies 9,971 8,762 18,500 7,920 15,500 -16.2%
ft Other Services and Charges 21,582 32,925 31,800 26,113 29,800 -6.3%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 347,633 365,843 394,500 370,635 403,100 2.2%
CIP 0 0 0 0 0 N/A
~ Total 347,633 365,843 394,500 370,635 403,100 2.2%
Mn Funding Decisions- Training Division
2003 Adjusted Budget $394,500
2004 Budget Changes
'r Salaries 12,200
Overtime, operating changes -2,000
Benefits 4,100
Benefits, Industrial Insurance(2003 funding) -700
All Other -5,000
Total 2004 Budget $403,100
Staffing Levels (Full-Time Equivalent Employees-FTE) - Training Division
to 2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 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 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 3.0 3.0 3.0 3.0 3.0 0.0%
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Operating Budget-Fire Department 3-93
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Disaster Management Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Disaster Management Division '
expenditures, 2004 funding decisions, and staffing levels.
Mission Statement
Provide direction and control over the City's activities before, during, and
after a disaster or threat such as a flood, earthquake, volcanic eruption, or
terrorist activity
Outcomes ,
• Save lives
• Reduce injury
• Reduce environmental impact ,
• Reduce economic impact
• Reduce property loss
• Reduce emotional impact on families
• Increase coordination of city resources j
• Increase inter-agency cooperation
2003 Accomplishments
• Amateur radio operators received Emergency Operations Center training
bi-annually.
• Emergency Operations Center training was offered to key City personnel
bi-annually.
• Self-help disaster training was provided to those individuals that requested
training.
3-94 Operating Budget-Fire Department
2004 Action Plan
• Evaluate and revise Standard Operating Procedures following all exercises
and disaster incidents.
r. • Provide liaison,and update activation rosters,checklists and procedures for
amateur radio operator groups.
r. • Review and propose procedures in place for terrorist activity.
• Coordinate disaster education efforts with requests from the public.
r • Test communications equipment in the Emergency Operations Center.
• Utilize drill feedback to improve information flow at the Emergency
Operations Center.
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Operating Budget-Fire Department 3-95
Expenditure Budget by Category-Disaster Management Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 0 0 0 0 0 N/A
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 0 0 0 0 0 N/A
Personnel Benefits 0 0 0 0 0 N/A
Supplies 19,347 8,056 9,000 16,688 9,000 0.0%
Other Services and Charges 8,325 1,902 6,100 451 6,100 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A '
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 27,672 9,958 15,100 17,139 15,100 0.0%
CIP 0 0 0 0 0 N/A
Total 27,672 9,958 15,100 17,139 15,100 0.0%
Funding Decisions-Disaster Management Division
2003 Adjusted Budget $15,100
2004 Budget Changes
N/A 0
Total 2004 Budget $15,100
Staffing Levels (Full-Time Equivalent Employees-FTE) -Disaster Management Division '
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 0.0 0.0 0.0 0.0 0.0 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 0.0 0.0 0.0 0.0 0.0 0.0% ,
r
so
3-96 Operating Budget-Fire Department
to
IN
Table 3-15. Fire Apparatus by Station
Scheduled for
r Year Purchased Replacement
Station 11: Aid Car 1999 2006
Engine 1998 2013
r Ladder 1999 2015
Command Car 2001 2009
Haz Mat 1990 2004
r• Reserve Engine 1989 2004
Reserve Ladder 1992 2007
Reserve Command Car 1995 2005
as Station 12: Aid Car 1999 2006
Engine 1999 2014
Dive Rig 1999 2009
to Dive Boat 1999 2009
Reserve Engine 2003 2018
Station 13: Aid Car 1999 2006
ON
Engine 1999 2015
Reserve Engine 1996 2011
Station 14: Aid Car 1999 2007
Engine 1999 2014
Reserve Engine 1996 2011
Aw Station 16(Owned by District 25): Aid Car 2000 2008
Engine 1996 2011
Engine 2002 2019
irin
Table 3-16. Fire Apparatus by Vehicle
Total Vehicles Dive Rig&Boat
First Run Vehicles Aid Cars 5
Engines 6
r Ladder 1
Command Car 1
Haz Mat 1
r Dive Rig 1
Dive Boat 1
Total First Run Apparatus 14 2
r
Reserve Vehicles Engines 4
Ladders 1
r Command Car 1
Total Reserve Apparatus 6
Grand Total 20 2
Ir
L
Operating Budget-Fire Department 3-97
Table 3-17. Fire Department Performance and Workload Indicators
2001 2002 2003 2003 2004 '
Emergency Response Operations Actual Actual Forecast Actual Forecast
Fire Rating(Washington Survey and Rating Bureau) 3 3 3 3 3
Number of Fire Stations(Includes District No.25) 5 5 5 5 5
Average Response Time—Fire, Minutes 5.5 5.3 5.1 5.5 5.3
Average Response Time—Aid, Minutes 4.7 5.0 4.7 4.9 4.8
Responses
Life Support 6,030 5,963 6,137 6,232 6,426
Structure Fires 103 99 130 103 106
Vehicle Fires 96 80 98 95 98
Other Fires 149 186 200 221 228
Overpressure Ruptures 52 61 60 42 43
Hazardous Conditions 205 184 270 203 209 ,
Service 541 483 550 491 506
Good Intent 264 246 310 301 310 ,
False Alarms- Malicious 57 71 85 61 63
False Alarms-Other 768 854 850 804 829
All Other 8 6 9 29 30
Total Responses 8,416 8,233 8,699 8,582 8,848
Fire Prevention
UFC Inspections 2,269 2,261 2,300 2,681 2,500
UFC Reinspections 1,093 1,189 1,100 1,178 1,200
Fire Protection/Plans Reviewed 523 667 560 828 700
Hazardous Materials(HazMat) Plans Reviewed 31 36 55 51 60
Public Education Programs 97 257 110 272 250
Fires Investigated 52 48 52 41 48
Actual and Budgeted Revenues $111,399 $98,147 $108,000 $118,078 $112,000 '
3-98 Operating Budget-Fire Department
Mr
Table 3-18. Position Listing-Fire Department Position Listing (Sheet I of 2)
2001 2002 2003 2003 2004
Grade Title Actual Actual Budget Actual Budget
r Administration
Commissioned Officers
M49 Fire Chief(Non-Union Salary Matrix) 1.0 1.0 1.0 1.0 1.0
M45 Deputy Chief(Emergency Response) 0.0 0.0 1.0 1.0 1.0
Deputy Chief(Administrative and Support Services,
M45 Disaster Management) 0.0 0.0 1.0 1.0 1.0
M43 Deputy Chief(Emerg Resp and Admin/Support Serv) 0.0 2.0 0.0 0.0 0.0
F74 Deputy Chief(Emerg Resp and Admin/Support Serv) 2.0 0.0 0.0 0.0 0.0
Total Commissioned Officers 3.0 3.0 3.0 3.0 3.0
Administration
Non-Commissioned Personnel
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
A07 Data Base Systems Technician 1.0 1.0 1.0 1.0 1.0
A05 Secretary 1 0.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 2.0 3.0 3.0 3.0 3.0
Total Administration Division 5.0 6.0 6.0 6.0 6.0
Emergency Response(Suppression, Facilities, HazMat, Dive Team, EMS/Life Support)
t 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
In F71 Lieutenant 13.0 13.0 13.0 13.0 13.0
F70 Firefighter 77.0 77.0 77.0 77.0 77.0
Total Emergency Response Division 98.0 98.0 98.0 98.0 98.0
Prevention
Commissioned Officers
F73 Battalion Chief(Fire Marshal) 1.0 1.0 1.0 1.0 1.0
ow Total Commissioned Officers 1.0 1.0 1.0 1.0 1.0
Prevention
a
Non-Commissioned Personnel
M23 Assistant Fire Marshal 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 2.0 2.0 2.0 2.0 2.0
A20 Fire Plan Reviewer 1.0 1.0 1.0 1.0 1.0
A18 Fire Inspector II 1.0 1.0 1.0 1.0 1.0
•o A16 Fire Inspector 1 1.0 1.0 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
Total Non-Commissioned 9.0 9.0 9.0 9.0 9.0
Total Prevention Division 10.0 10.0 10.0 10.0 10.0
Operating Budget-Fire Department 3-99
Table 3-18. Position Listing-Fire Department Position Listing (Sheet 2 of 2) 1
2001 2002 2003 2003 2004
Grade Title Actual Actual Budget Actual Budget
Training
Commissioned Officers
F73 Battalion Chief(Training) 1.0 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 Division 3.0 3.0 3.0 3.0 3.0
Total Commissioned Officers 105.0 105.0 105.0 105.0 105.0
Total Non-Commissioned Officers 11.0 12.0 12.0 12.0 12.0
Total Fire Department 116.0 117.0 117.0 117.0 117.0 '
1
1
i
1
i
1
1
1
1
1
3-100 Operating Budget-Fire Department
2004
Community
�- Services
000,10"l-
F�-7�%
*City
of Renton,Washington BUDGET
F
rr
Administrator
Dennis Culp
1
Administrative '
Support
8.2 '
Facilities Parks Recreation Human Services Library '
27.3 56.7 57.9 5 2 23.5
Leased Park Board Park Board Human Services Library ,
City Properties Advisory Board
H . .... �.,, ... H �.. _. .__. Committee
Capital Parks Recreation Renton
Improvement Maintenance Services Community Historical
Projects L Development Museum ,
Maplewood Renton Block Grants
Golf Course Community
Center '
LCapital
Improvement Renton Senior
Projects Activity Center ,
I
Note: This department has 179.8 total full-time equivalent employees. '
Community Services Department Organization ,
r smim
w.
In this section you will find the Community Services Mission Statement with a
No summary list of core services provided by division. Following the core
services list, we include the mission statements of each division, along with
lists of their outcomes, accomplishments for the year 2003, and action plans
.. for the year 2004.
Mission Statement
Promote and support a more livable Renton community by providing
recreation, library and human services programs, modern parks and facilities,
and undisturbed natural areas.
Division Core Services
r
Administration- Provide leadership, guidance, and resources.
• Budget preparation
• Leadership and management
• Communication with Mayor's Office, City Council, and appointed boards
• Set and approve department goals and programs
Facilities-Facilities development and management.
• Service delivery management
• Asset protection
• Building performance
• Tenant services
Parks
' • Management, maintenance, and improvement of City parks and other
identified City-owned grounds and urban vegetation.
' • Preservation and protection of City-owned open space and natural areas
• Park and open space planning, acquisition, and development
Operating Budget-Community Services 3-101
1
Maplewood Golf Course ,
• Manage, maintain, and improve the public golf facility.
• Program a variety of golf activities. '
Recreation '
• Offer a variety of well-balanced, diverse programs that reflect the needs and
interests of the community
• Provide high quality leadership and well maintained equipment to encourage ,
participation in physical activities promoting fitness and wellness
• Encourage social interaction and quality of life
• Provide exposure to the arts
• Provide opportunities for enjoying aquatic activities '
Human Services
• Provide information and assistance ,
• Maintain affordable housing
• Fund non-profit human service agencies to ensure persons with low/moderate
incomes and/or disabilities have access to human services
Library ,
• Collection Development
• Children's Services
• Information Services ,
An overview of the Department of Community Services expenditures is shown in
figure 3-8, followed by expenditures by division and category.
r
3-102 Operating Budget-Community Services '
110
as Figure 3-8. Community Services Overview
Expenditure Comparison
M $18,000,000
$15,000,000 '
$12,000,000 __ /
$9,000,000
$6,000,000
$3,000,000
M $0
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget
Expenditure Budget by Division- Community Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Administration 835,818 825,385 839,100 752,779 868,400 3.5%
go Facilities 2,143,238 2,272,421 2,578,000 2,466,288 2,751,100 6.7%
Parks 3,539,906 4,885,276 3,257,300 2,908,857 3,276,400 0.6%
Recreation Services 997,867 1,017,874 1,242,500 1,267,310 1,877,500 51.1%
Community Center 1,313,533 1,462,260 1,068,200 1,159,101 1,090,400 2.1%
Senior Center 610,212 568,603 592,000 476,809 544,100 -8.1%
Human Services/CDBG 769,563 797,549 868,061 792,087 865,700 -0.3%
Library 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3%
Ir Golf Course 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1%
Operating Total 13,963,802 15,333,276 14,200,061 13,489,103 15,094,600 6.3%
CIP-CDBG 0 0 0 0 0 N/A
CIP-Leased City Properties 440,962 1,191,044 487,500 464,821 507,900 4.2%
CIP-Golf Course 0 0 0 0 0 N/A
Total 14,404,764 16,524,320 14,687,561 13,953,924 15,602,500 6.2%
Expenditure Budget by Category- Community Services
' 2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 4,767,878 4,993,273 5,365,778 5,213,336 5,588,700 4.2%
Part Time Salaries 1,659,409 1,758,865 1,635,400 1,760,355 1,917,500 17.3%
Overtime 64,400 56,121 86,000 55,679 77,700 -9.7%
Personnel Benefits 1,484,443 1,527,645 1,724,200 1,695,044 1,875,200 8.8%
Supplies 996,465 913,469 1,002,500 863,384 1,060,700 5.8%
Other Services&Charges 3,167,370 3,130,559 3,549,783 3,009,161 3,576,500 0.8%
Intergovernmental Services 1,111,196 2,250,000 150,000 217,300 150,000 0.0%
Capital Outlay 140,749 114,510 101,000 94,590 259,300 156.7%
Debt Service 458,893 473,533 466,600 461,453 466,600 0.0%
Interfund Payments 112,999 115,300 118,800 118,800 122,400 3.0%
Operating Total 13,963,802 15,333,276 14,200,061 13,489,103 15,094,600 6.3%
CIP 440,962 1,191,044 487,500 464,821 507,900 4.2%
Total 14,404,764 16,524,320 14,687,561 13,953,924 15,602,500 6.2%
Operating Budget-Community Services 3-103
Major Department Changes for 2004 ,
Major department changes are given below, followed by staffing levels.
Personnel Costs: '
Salaries ($265,522 - All Divisions) '
Departmental salary increases include 3 percent cost of living, and 1.1 percent step
increases, longevity, and reclassifications. '
Salaries ($231,200 - Recreation Division)
Funding to staff the new Aquatic Center scheduled to open in 2004. '
Benefits ($151,000 -All Divisions)
Departmental increases include 10 percent medical, 12 percent dental, and the new ,
state rates for industrial insurance.
Supplies and Other Services and Charges: '
Supplies ($53,100 - Recreation Division)
Funding for chlorine and concessionaire supplies for the Aquatic Center. ,
Utilities ($105,900 -All Divisions)
All utilities are calculated at a 4 percent increase and$54,500 is funding for the '
Aquatic Center.
Equipment Rental (-$66,000 - All Divisions) ,
Total funding in the Equipment Rental Fund to cover equipment replacement and
the maintenance charges for all City fleet vehicles will decrease by 14 percent.
This change is due to a reduction in the number of vehicles that need to be
replaced, and lower maintenance costs. Monthly premiums from departments to
reimburse the Equipment Rental Fund may differ since department costs are '
calculated based on assigned vehicles and their associated replacement and
maintenance schedules.
Repairs and Maintenance ($68,700 - Parking Garage) '
Funding for repairs and maintenance at the new Parking Garage.
Capital Outlay: '
Machinery & Equipment ($158,300 - Recreation Division) '
Funding for furniture and fixtures for the Aquatic Center.
CIP Leased City Properties: '
Interfund Loan Repayment ($55,200 - Facilities- Leased Property)
Fund 306, Leased Property Fund, has borrowed money from other funds to pay
for building improvements. The total loan payment for 2004 will be $432,800.
3-104 Operating Budget-Community Services
w
Other Operating Changes:
Department Net Changes (-$103,000 -All Divisions)
it Department changes are a result of management efforts to examine
department core services and line item true-ups based on prior years. Self
sustaining program funding and related revenue -Summer Lunch and
Senior Extended Travel -changed by -$78,000. In addition parking lot
sweeping was changed by-$6,000, contract maintenance by -$19,000.
2004 Fee Increases:
Maplewood Golf Course Fees
Gene Coulon Park Picnic Shelters Fees
Gene Coulon Park Boat Launch Fees
Athletic Field Lights Fees
Renton Community Center Damage Deposit and After Hours Fees
w�
Aquatic Center Fees
Staffing Levels by Division- Community Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Administration 10.2 9.2 9.2 9.2 9.2 0.0%
Facilities 26.3 25.3 25.3 28.3 27.3 7.9%
Parks 34.3 36.3 36.3 36.3 36.3 0.0%
Recreation Services 24.6 24.6 21.7 21.7 31.9 47.0%
Community Center 19.5 19.5 22.4 19.4 19.4 -13.4%
Senior Activity Center 7.6 7.6 7.6 6.6 6.6 -13.2%
Human Services/CDBG 6.2 5.2 5.2 5.2 5.2 0.0%
Library 23.5 23.5 23.5 23.5 23.5 0.0%
Golf Course 20.4 20.4 20.4 20.4 20.4 0.0%
Total FTE 172.6 171.6 171.6 170.6 179.8 4.8%
Divisions by Fund Number
The Community Services Department includes the operations of the following divisions:
' 000 General Fund Human Services
007 Parking Garage Facilities
Maintenance Fund
' 101 Parks Fund Administration, Facilities, Parks, and Recreation
104 CDBG Fund Community Development Block Grants
106 Library Fund Libraries and Museum
306 Leased City Properties Facilities
' 404 Golf Course Fund
Operating Budget-Community Services 3-105
Administration Division ,
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Administration Division expenditures, '
2004 funding decisions, and staffing levels.
Mission Statement !
Provide leadership, guidance, and resources to allow the various divisions within the
department to perform their respective functions in accordance with the City Business
Plan, administration and council policy directives, and the general needs of the ,
populations they serve.
Outcomes '
• Completed annual budget and six-year CIP.
• Implemented Division programs and activities that are consistent with the '
City business plan and departmental philosophy and goals.
• Developed and implemented budgetary control measures. '
• Maintain successful employee recognition program.
• Quality support is provided to the Mayor, the Council, and Boards and '
Commissions; and citizen concerns are resolved quickly.
• Divisions receive guidance and approval in sufficient time to successfully
implement work programs.
2003 Accomplishments
• Completed budget materials that provided resources and financial direction for
department operations.
• Maintained national accreditation.
• Provided information to the Mayor, the Council and appointed Board
members on request.
• Implemented policy directives from City officials.
• Conducted a series of surveys that indicate a high level of satisfaction with
Community Services facilities and programs.
2004 Action Plan
• Complete an accurate budget
• Maintain national accreditation
• Continue development of Outcome Management action plans
• Organize departmental processes to accommodate the reality of having to govern
within our means !
!
3-106 Operating Budget-Community Services '
Expenditure Budget by Category-Administration Division
2001 2002 2003 2003 2004 Change
r Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 634,668 629,051 634,200 578,499 660,200 4.1%
Part Time Salaries 2,625 425 3,300 400 3,400 3.0%
Overtime 24 569 0 0 0 N/A
Personnel Benefits 136,720 129,244 133,900 127,528 143,300 7.0%
Supplies 6,751 8,587 7,500 6,498 7,500 0.0%
Other Services&Charges 55,030 57,509 60,200 39,854 54,000 -10.3%
Intergovernmental Services 0 0 0 0 0 N/A
10 Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
to Operating Total 835,818 825,385 839,100 752,779 868,400 3.5%
CIP 0 0 0 0 0 N/A
Total 835,818 825,385 839,100 752,779 868,400 3.5%
Funding Decisions-Administration Division
2003 Adjusted Budget $839,100
2004 Budget Changes
Salaries 26,100
Benefits 9,400
r Equipment Rental -6,200
Total 2004 Budget $868,400
Staffing Levels (Full-Time Equivalent Employees-FTE) -Administration Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 10.0 9.0 9.0 9.0 9.0 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 10.2 9.2 9.2 9.2 9.2 0.0%
IOperating Budget-Community Services 3-107
Facilities Division ,
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Facilities Division expenditures, 2004 funding decisions, ,
and staffing levels.
Mission Statement ,
Develop and maintain City buildings and manage the delivery of building-related
services to the public in a safe, customer-focused manner. ,
Outcomes
• Ensure work is completed according to client's schedule and expectations
• Protect the value of City buildings
• Provide the best possible places in which to work and recreate '
• Deliver desired services in a friendly, courteous, responsive manner
2003 Accomplishments ,
• Completed construction of the Police Evidence building, the Renton Municipal
Parking Garage, and the Traffic Management Center.
• Continued renovation of the Pavilion Building. It was dedicated in December. '
• Began construction of the Henry Moses Aquatic Center. It was dedicated in
December and will open for its inaugural season on Memorial Day, 2004. ,
• Continued construction of Fire Station 12, which was also dedicated in December.
• Indoor air exchanges met the air balancing requirements 100 percent of the time.
• Security incident reports were reduced over those received in 2002.
• The number of compliments received by the Division outnumbered the
complaints by 6:1.
2004 Action Plan
• Obtain customer agreement with scope, schedule and quality 100 percent of the
time.
• Have zero reports of the public being affected by the work to protect the value of
the buildings.
• Reduce hot cold calls by 10 percent over those received in 2003.
• Customers know within 7 days of the kick-off meeting that there is
agreement on scope, schedule, cost and quality or the remaining issues are
elevated to higher management.
• The CIP program is implemented as budgeted.
3-[pg Operating Budget-Community Services ,
to
to
Expenditure Budget by Category-Facilities Division
2001 2002 2003 2003 2004 Change
1W Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 883,829 945,490 1,098,800 1,092,559 1,143,900 4.1%
Part Time Salaries 82,973 100,896 91,700 80,652 94,500 3.1%
No Overtime 16,015 17,867 13,300 15,444 13,800 3.8%
Personnel Benefits 270,219 289,903 350,900 359,075 383,000 9.1%
Supplies 125,675 122,841 150,500 117,439 150,500 0.0%
to Other Services&Charges 764,527 795,424 872,800 801,120 965,400 10.6%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
ow Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 2,143,238 2,272,421 2,578,000 2,466,288 2,751,100 6.7%
CIP 440,962 1,191,044 487,500 464,821 507,900 4.2%
Total 2,584,200 3,463,465 3,065,500 2,931,110 3,259,000 6.3%
Funding Decisions-Facilities Division
2003 Adjusted Budget $3,065,500
2004 Budget Changes
Salaries 48,400
Benefits 32,100
10 Equipment Rental -5,400
Utilities 29,300
Parking Garage Repairs and Maintenance 68,700
Interfund Loan Repayment 55,200
Repairs and Maintenance -34,800
Total 2004 Budget $3,259,000
' Staffing Levels (Full-Time Equivalent Employees-FTE) -Facilities Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 23.0 22.0 22.0 25.0 24.0 9.1%
Temporary Part-Time 2.1 2.1 2.1 2.1 2.1 0.0%
Intermittent Part-Time 1.2 1.2 1.2 1.2 1.2 0.0%
Total FTE 26.3 25.3 25.3 28.3 27.3 7.9%
Note:2.0 Capital Project Coordinator FTEs were funded in Capital Project Funds.Projects were completed in 2003.
1 Note:2.0 Maintenance Custodian FTEs and 2.0 Custodian FTEs were reallocated to Facilities from the Community Center and
Senior Center to consolidate custodial positions.
' Operating Budget-Community Services 3409
Parks Division ,
Following the mission statement and lists of outcomes, accomplishments, and action
plans,we include charts for Parks Division expenditures, 2004 funding decisions, and ,
staffing levels.
Mission Statement ,
Provide a safe, clean, attractive, accessible, and well-maintained environment for the
public's enjoyment of active and passive recreational opportunities along with natural
resource and wildlife preservation and stewardship. ,
Outcomes ,
• Safe and accessible parks, clean, attractive, and well-maintained environment;
informed and satisfied public
• Natural environment preserved and protected; clean, attractive, and well- '
maintained environment; informed and satisfied public
• Park and open space planning, acquisition, and development
2003 Accomplishments
• Dedicated the Veterans Memorial Park. '
• Grand opening for the Coulon Park Play Area renovation and future Sam Chastain
Waterfront Trail project. ,
• Replaced the play equipment at Windsor Hill Park and Kennydale Beach Park.
• Completed Highlands Park irrigation renovation and installation, Big Liberty
infield renovation and the skate park addition.
• Executed the Interlocal Cooperative Agreement with King County for a $250,000
Conservation Futures Grant.
• Acquired 2.8 acres to complete the Heather Downs property acquisition.
• Completed hazardous tree removal at three City parks, implemented the Park
Avenue Tree Removal and Replacement Project, and completed the Tree
Inventory and Assessment.
• Installed Art at the Highlands Library, Piazza, Main Library, and Tonkins Park.
• Completed court repairs and resurfacing at ten City parks.
• Completed Williams and 2nd Street S. sidewalk repairs and tree replacement.
• Initiated computerized irrigation controller program.
3_//
0 Operating Budget-Community Services ,
Mu
2004 Action Plan
• Complete preliminary plans for the Sam Chastain Waterfront Trail, apply
for local, state and federal permits and apply for grants.
r • Replace play areas at Sunset Court Park and Jones Park.
• Renovations to infield at Philip Arnold Park and launch ramps 1 through 4
ow at Coulon Park.
• Develop the Urban and Community Forestry Strategic Plan.
to • Develop a street tree ordinance as part of the Urban Forestry Program.
• Upgrade security lighting at South Beach Area at Coulon Park.
rr • Install concrete walk in Highlands Park.
• Replace gangways at Coulon Park.
t • Resurface Springbrook trail.
i
t
t
1 .
Operating Budget-Community Services 3-111
Expenditure Budget by Category-Parks Division
2001 2002 2003 2003 2004 Change ,
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 924,962 973,383 1,173,400 1,148,500 1,221,500 4.1%
Part Time Salaries 289,279 287,421 293,400 281,770 302,200 3.0%
Overtime 22,067 16,925 16,300 15,345 16,800 3.1%
Personnel Benefits 286,351 304,730 369,300 363,316 397,700 7.7% ,
Supplies 220,010 200,074 221,200 180,059 221,200 0.0%
Other Services&Charges 997,237 1,002,742 1,183,700 919,867 1,117,000 -5.6%
Intergovernmental Services 800,000 2,100,000 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 3,539,906 4,885,276 3,257,300 2,908,857 3,276,400 0.6%
CIP 0 0 0 0 0 N/A
Total 3,539,906 4,885,276 3,257,300 2,908,857 3,276,400 0.6% ,
Funding Decisions-Parks Division ,
2003 Adjusted Budget $3,257,300
2004 Budget Changes
Salaries 57,400
Benefits 28,400
Equipment Rental -48,100
Utilities 11,400
Contract maintenance contract -19,000
Repairs and Maintenance -5,000
Parking lot sweeping contract -6,000
Total 2004 Budget $3,276,400
Staffing Levels (Full-Time Equivalent Employees-FTE) -Parks Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 21.0 23.0 23.0 23.0 23.0 0.0%
Temporary Part-Time 4.1 4.1 4.1 4.1 4.1 0.0%
Intermittent Part-Time 9.2 9.2 9.2 9.2 9.2 0.0%
Total FTE 34.3 36.3 36.3 36.3 36.3 0.0%
3-112 Operating Budget-Community Services ,
1rr
,WM Parks Division- Maplewood Golf Course
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Maplewood Golf Course expenditures,
to 2004 funding decisions, and staffing levels.
Mission Statement
o" Provide a safe, clean, attractive, accessible, and well-maintained environment
for the public's enjoyment of active and passive recreational opportunities
along with natural resource and wildlife preservation and stewardship.
rr
Outcomes
• Financially solvent golf facility
• Safe, accessible, clean, attractive, and well-maintained environment
• Informed and satisfied public
• Natural environment preserved and protected
r
• Increased level of physical fitness
• New and improved skills
r.
• Greater enjoyment of life
• Increase in social interaction
2003 Accomplishments
• Completed construction of tournament scoreboard and patio.
• Sold 70,000 rounds of golf and 80,000 range tokens.
0 Purchased 40 new Club Car golf carts.
• Successfully implemented seagull deterrent.
2004 Action Plan
• Begin construction of new 52 stall parking addition.
• Overhead netting replacement on West end of driving range.
• Improve areas of front nine cart path from tree root damage.
• Reconstruction of# 8 green and drainage of hillside to allow play year
round without use of a temporary winter green.
• Maintain quality driving range through rotation program of new range balls
and range mats on a biannual basis.
• Implement equipment purchase program to continue quality work and
safety for employees.
• Turf carpet repair in driving range.
Operating Budget-Community Services 3-113
1
1
Expenditure Budget by Category-Maplewood Golf Course
2001 2002 2003 2003 2004 Change ,
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 401,018 424,916 479,500 475,896 499,200 4.1%
Part Time Salaries 271,386 245,281 250,800 250,861 258,400 3.0%
Overtime 5,958 6,189 9,200 2,960 9,500 3.3%
Personnel Benefits 174,574 173,494 204,900 201,401 216,100 5.5%
Supplies 314,442 244,274 287,900 264,898 294,700 2.4% ,
Other Services&Charges 204,965 144,951 174,900 174,078 171,900 -1.7%
Intergovernmental Services 311,196 150,000 150,000 150,000 150,000 0.0%
Capital Outlay 140,749 100,823 100,000 94,590 100,000 0.0%
Debt Service 458,893 473,533 466,600 461,453 466,600 0.0%
Interfund Payments 112,999 115,300 118,800 118,800 122,400 3.0%
Operating Total 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1%
CIP 0 0 0 0 0 N/A
Total 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1%
Funding Decisions-Maplewood Golf Course
2003 Adjusted Budget $2,242,600 '
2004 Budget Changes
Salaries 27,600
Benefits 11,200
Supplies 6,800
Repairs and Maintenance -5,500
Indirect cost reimbursement to General Fund(3 percent) 3,600
All Other 2,500
Total 2004 Budget $2,288,800
Staffing Levels (Full-Time Equivalent Employees-FTE) -Maplewood Golf Course
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 10.0 10.0 10.0 10.0 10.0 0.0%
Temporary Part-Time 3.9 3.9 3.9 3.9 3.9 0.0%
Intermittent Part-Time 6.5 6.5 6.5 6.5 6.5 0.0%
Total FTE 20.4 20.4 20.4 20.4 20.4 0.0%
/
3-114 Operating Budget-Community Services ,
r
1W Recreation Division- Recreation Services
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Recreation Services expenditures, 2004
funding decisions, and staffing levels.
Mission Statement
The Recreation Division of the Community Services Department promotes and
supports a more livable community by providing opportunities for the public to
r
participate in diverse recreational, cultural, athletic, and aquatic programs and
activities.
Outcomes
• New classes and programs are introduced
• Popular and base programs are maintained or increased to reflect
community interest
• Increased levels of physical fitness and wellness
• Increased social interaction by providing opportunities for families,
workgroups, neighborhoods and the community to gather
•■ 2003 Accomplishments
• Post-program evaluation data indicated a 95 percent rating of"5"(highest)
for satisfaction in the adult athletic programs.
• Eighty-five percent of the 2002 Itty Bitty Camp evaluations resulted in the
addition of six sessions for 2003 and registration for 60 additional
participants.
• Over 250 volunteers donated more than 4,000 hours to the Special
Populations program.
• The 2003 youth t-ball program expanded to three game and practice sites,
due to a 31 percent increase in participation.
• Five new after-school programs were developed at three sites for the 2003
school year, in response to input from school principals and PTA members.
• An advisory role on the Board of Park Commissioners was created for
Renton Youth Council, beginning May 2003.
Operating Budget-Community Services 3-115
w1
2004 Action Plan
• Maintain national accreditation standards.
• Reallocate after-school program resources to effectively address site interests and
neighborhood/school partners.
• Develop a Special Populations program parent/guardian packet for easier
transition into community recreation programs.
• Continue implementation of programs recommended by teen focus groups.
• Address program growth through effective communication, insuring
program standards can be maintained and growth accommodated with
available resources.
New Division Added
Recreation Services- Henry Moses Family Aquatic Center
Recreation Services has added a new division in 2003, the Henry Moses Family
Aquatic Center. Following is the list of outcomes and action plans for the Aquatic '
Center.
Outcomes ,
• New classes and programs are introduced
• Increased levels of physical fitness and wellness
• Increased social interaction by providing opportunities for families, workgroups,
neighborhoods and the community to gather
2004 Action Plan
• Open the new Aquatic Center in the summer of 2004
The proposed cost for the Henry Moses Family Aquatic Center program is $516,898.
Community Services is proposing Aquatic Center admission fees to cover the
operating costs.
3-116 Operating Budget-Community Services
rtr
Expenditure Budget by Category-Recreation Services
2001 2002 2003 2003 2004 Change
#' Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 350,906 374,458 416,800 397,804 442,200 6.1%
Part Time Salaries 341,777 338,917 407,400 385,541 674,500 65.6%
to Overtime 13,713 9,923 18,000 11,939 20,500 13.9%
Personnel Benefits 142,276 139,495 158,400 163,050 181,300 14.5%
Supplies 36,509 37,981 29,300 33,631 82,400 181.2%
Other Services&Charges 112,686 104,175 212,600 275,346 318,300 49.7%
Intergovernmental Services 0 12,925 0 0 0 N/A
Capital Outlay 0 0 0 0 158,300 100.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 997,867 1,017,874 1,242,500 1,267,310 1,877,500 51.1%
CIP 0 0 0 0 0 N/A
Total 997,867 1,017,874 1,242,500 1,267,310 1,877,500 51.1%
Funding Decisions-Recreation Services
�r 2003 Adjusted Budget $1,242,500
2004 Budget Changes
Salaries 63,800
Aquatic Center salaries 231,200
Benefits 22,900
Skyhawks Camp-reallocation from Community Center plus additional funding 40,000
Aquatic Center Supplies 53,100
Aquatic Center Utilities 54,500
Aquatic Center furniture and fixtures 158,300
All Other 11,200
Total 2004 Budget $1,877,500
ve
tlr Staffing Levels (Full-Time Equivalent Employees -FTE) -Recreation Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 8.0 8.0 7.0 7.0 7.0 0.0%
Temporary Part-Time 4.8 4.8 4.8 4.8 4.8 0.0%
Intermittent Part-Time 11.8 11.8 9.9 9.9 20.1 103.0%
Total FTE 24.6 24.6 21.7 21.7 31.9 47.0%
k
Operating Budget-Community Services 3-117
Recreation Division- Renton Community Center
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Renton Community Center expenditures, 2004 funding
decisions, and staffing levels.
Mission Statement ,
The Recreation Division of the Community Services Department promotes and
supports a more livable community by providing opportunities for the public to
participate in diverse recreational, cultural, athletic, and aquatic programs and
activities.
Outcomes
• New classes and programs are introduced
• Popular and base programs are maintained or increased to reflect community
interest
• Increased levels of physical fitness and wellness
• Increased exposure to the arts
• Opportunities for enjoying aquatic activities
• Increased social interaction by providing opportunities for families, workgroups,
neighborhoods and the community to gather
2003 Accomplishments
• Improved the youth dance program in response to parent feedback by enlarging the
dance floor, and installing a small playground for participants' siblings. i
• Sponsored a variety of artistic expression: the Renton City Concert Band, Summer
Teen Musical, Renton Youth Symphony Orchestra, Valley Community Players'
theater, and Coulon Family Concert Series. r
• Increased youth drama class offerings by 25 percent, resulting in 45 percent more
teens auditioned.
• New paybox at Coulon Memorial Beach generated an additional $50,000 in fee
revenue.
• Developed the "Picnic Planner"brochure to answer common picnic shelter
questions and streamline the reservation process.
• The "Renton Riches" brochure received an Award of Merit by the Washington
Recreation and Parks Association.
2004 Action Plan
• Maintain national accreditation standards.
• Successfully open Henry Moses Family Aquatic Center with a variety of activities
and special events.
3-118 Operating Budget-Community Services
rs
• Relocate staffing resources at the Community Center for better efficiency
and to meet the changing demands of the public.
• Continue to improve the visibility and marketing of Carco Theatre.
• Begin a successful relationship with the IKEA Performing Arts Center.
1W
or
t
Operating Budget-Community Services 3-119
Expenditure Budget by Category-Renton Community Center
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 436,732 470,586 378,200 338,535 393,600 4.1%
Part Time Salaries 344,084 440,940 243,100 407,441 250,300 3.0%
Overtime 2,370 2,059 9,300 2,744 9,600 3.2%
Personnel Benefits 153,713 170,407 147,300 134,970 166,200 12.8%
Supplies 30,356 27,374 41,900 28,575 41,900 0.0%
Other Services&Charges 346,278 350,893 248,400 246,837 228,800 -7.9%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,313,533 1,462,260 1,068,200 1,159,101 1,090,400 2.1%
CIP 0 0 0 0 0 N/A
Total 1,313,533 1,462,260 1,068,200 1,159,101 1,090,400 2.1% '
Funding Decisions-Renton Community Center
2003 Adjusted Budget $1,068,200
2004 Budget Changes
Salaries 22,900
Benefits 18,900
Skyhawks Camp reallocation to Recreation Services -30,000
Utilities 5,400
Class Software Maintenance Agreement 5,000
Total 2004 Budget $1,090,400
Staffing Levels (Full-Time Equivalent Employees-FTE) -Renton Community Center
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 10.0 10.0 11.0 8.0 8.0 -27.3%
Temporary Part-Time 3.8 3.8 3.8 3.8 3.8 0.0% oil
Intermittent Part-Time 5.7 5.7 7.6 7.6 7.6 0.0%
Total FTE 19.5 19.5 22.4 19.4 19.4 -13.4%
Note:1.0 Maintenance Custodian FTE and 2.0 Custodian FTEs were reallocated to Facilities to consolidate custodial positions.
3-120 Operating Budget-Community Services
VW
W Recreation Division- Renton Senior Activity Center
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Renton Senior Activity Center
expenditures, 2004 funding decisions, and staffing levels.
Mission Statement
The Recreation Division of the Community Services Department promotes and
supports a more livable community by providing opportunities for the public to
participate in diverse recreational, cultural, athletic, and aquatic programs and
activities.
Outcomes
• New or improved recreational skills
• Increased levels of physical fitness and wellness
r.
• Increased social interaction and greater enjoyment of life
2003 Accomplishments
• Maintained national accreditation standards.
• Participation of over 400 senior citizens in Senior Activity Center's
r" programs which are consistently rated "very high"on post-course
evaluations.
w • Increased number and wider range of computer classes were offered in
response to the seniors' high interest.
• Addition of a salad bar and extension of meal-serving times were
recommended by seniors and implemented, resulting in a 10 percent
increase in daily participation.
• The enlarged coffee bar is the center for socialization, currently hosting
more than 120 seniors per day.
2004 Action Plan
• Expand services and classes useful for independent living.
• Administer course evaluation surveys for each class at least once a year.
• Administer trip evaluation forms for both day trips and 2-to-3 day trips.
• Provide customer service training to all staff, volunteer receptionists, and
welcome desk volunteers.
• Offer programs that focus on current trends.
Operating Budget-Community Services 3-121
Expenditure Budget by Category-Renton Senior Activity Center
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 192,495 190,751 152,700 150,139 159,000 4.1%
Part Time Salaries 107,471 108,527 106,900 123,000 110,100 3.0%
Overtime 2,723 2,279 4,000 1,084 4,100 2.5%
Personnel Benefits 70,665 74,932 79,800 68,355 87,000 9.0%
Supplies 11,625 13,243 10,900 11,866 10,900 0.0%
Other Services&Charges 225,233 178,871 237,700 122,366 173,000 -27.2%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 610,212 568,603 592,000 476,809 544,100 -8.1%
CIP 0 0 0 0 0 N/A
Total 610,212 568,603 592,000 476,809 544,100 -8.1%
Funding Decisions-Renton Senior Activity Center p
2003 Adjusted Budget $592,000
2004 Budget Changes
Salaries 9,600
Benefits 7,200
Utilities 2,300
Equipment Rental -6,400
Senior Extended Travel -60,600
Total 2004 Budget $544,100
Staffing Levels(Full-Time Equivalent Employees-FTE) -Renton Senior Activity Center
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 4.0 4.0 4.0 3.0 3.0 -25.0%
Temporary Part-Time 2.2 2.2 2.2 2.2 2.2 0.0%
Intermittent Part-Time 1.4 1.4 1.4 1.4 1.4 0.0%
Total FTE 7.6 7.6 7.6 6.6 6.6 -13.2%
Note:1.0 Maintenance Custodian FTE was reallocated to Facilities to consolidate custodial positions.
3-122 Operating Budget-Community Services
M
%W Human Services Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Human Services Division expenditures,
2004 funding decisions, and staffing levels.
Mission Statement
The City of Renton Human Services Division, in partnership with the
community, will help provide services, resources and opportunities so that
residents have food, clothing and shelter, are healthy and safe, and develop to
rr their fullest capacity.
Outcomes
Aw
• Increased knowledge of available resources
• Informed public
• Increased satisfaction
• Improved feeling of safety `
• Increased support to continue living independently
• Accountable service providers that deliver quality services
2003 Accomplishments
• Assisted 154 households with 866 repairs for the Housing Repair
Assistance Program (HRAP). The repairs prevent imminent harm and
danger to the security, safety, or health of the household as well as
maintenance and rehabilitation activities.
• Had a 76 percent return rate on a customer service questionnaire sent to
clients of HRAP. 78 percent rated overall satisfaction with the quality of
services received as excellent.
• Administered 29 contracts with agencies/City programs that are funded by
the General Fund and Community Development Block Grants.
r
• Participated in a demonstration project in South King County, where cities
funded by the same agencies had a joint contract. There were 4 contracts,
No and Renton was the lead on the joint contract with King County Sexual
Assault Resource Center.
to • Updated and published the Renton Resource directory in English, Spanish,
Vietnamese, Ukrainian, and Somalian.
• Distributed 29,500 resource directories.
• Purchased 31 "Where to Turn Books" for City staff for resource
information.
fir
L
�a.. Operating Budget-Community Services 3-123
2004 Action Plan
• Will participate in 9 joint contracts with other cities in South King County, and
will be the lead on 4 contracts.
• Will assist 155 unduplicated households in the Housing Repair Program, and
perform 558 repairs.
• Will administer thirty contracts with agencies.
• Plan to publish 31,500 resource directories.
3-124 Operating Budget-Community Services
`r
Expenditure Budget by Category-Human Services Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 150,878 161,565 133,200 129,054 138,700 4.1%
Part Time Salaries 15,820 6,879 5,700 4,814 7,500 31.6%
Overtime 67 0 1,600 0 0 -100.0%
Personnel Benefits 39,589 31,515 27,000 27,463 29,600 9.6%
t Supplies 5,343 2,850 200 1,031 300 50.0%
to Other Services&Charges 297,478 330,204 363,800 269,887 358,000 -1.6%
Intergovernmental Services 0 0 0 67,300 0 N/A
of Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
IMP Operating Total 509,175 533,013 531,500 499,549 534,100 0.5%
CIP 0 0 0 0 0 N/A
Total 509,175 533,013 531,500 499,549 534,100 0.5%
Mr
Expenditure Budget by Category- Community Development Block Grant(CDBG)
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 124,190 126,453 147,778 136,084 148,400 0.4%
Part Time Salaries 23,056 19,528 30,000 25,661 30,000 0.0%
110 Overtime 594 0 2,000 0 1,000 -50.0%
Personnel Benefits 29,843 29,293 36,600 33,536 39,400 7.7%
Supplies 10,083 10,592 16,800 15,708 15,000 -10.7%
as Other Services&Charges 72,622 78,670 103,383 81,549 97,800 -5.4%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Mr Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 260,388 264,536 336,561 292,538 331,600 -1.5%
CIP 0 0 0 0 0 N/A
Total 260,388 264,536 336,561 292,538 331,600 -1.5%
N,
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.
6
L
Operating Budget-Community Services 3-125
Funding Decisions-Human Services Division and CDBG
Human Services
2003 Adjusted Budget-Human Services $531,500
2004 Budget Changes
Salaries 5,700
Benefits 2,600
Summer Lunch Program -17,400
Grant for Housing Repair 12,500
All Other -800
Total 2004 Budget $534,100
CDBG
2003 Adjusted Budget-CDBG $336,561
2004 Budget Changes
Salaries -378 ,
Benefits 2,800
Operating Supplies -1,800
CDBG Public Services -5,583
Lead testing and upgrade Access database 9,500
Consultants -10,000
All Other 500
Total 2004 Budget $331,600
Staffing Levels (Full-Time Equivalent Employees-FTE) -Human Services Division and CDBG
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 3.0 2.0 2.0 2.0 2.0 0.0%
Regular-CDBG 3.0 3.0 3.0 3.0 3.0 0.0%
Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 0.0%
Total FTE 6.2 5.2 5.2 5.2 5.2 0.0%
III
3-126 Operating Budget-Community Services
r
,w Library Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Library Division expenditures, 2004
.r funding decisions, and staffing levels.
Mission Statement
Renton Public Library supports lifelong learning for the public by anticipating
and responding to community needs for information, and by inspiring and
encouraging the community's desire to read.
r
Outcomes
w
• Library materials that meet current customer needs.
• Library reading program enjoyed by children of all ages.
IN
• Library activities that introduce children to books and reading.
• Broad range of current library materials.
• Access to local, regional, statewide, national, and international print and
electronic information resources.
2003 Accomplishments
• Acquired, cataloged, and processed 9,000 books, 500 magazine
subscriptions, and 2,000 videos and circulated 456,982 items.
• Attracted 9,000 participants to special activities and programs with over
5,000 children attending storytimes.
• Developed Grant Information directory for business and education
purposes.
• Completed the Children's Services, and Information Services surveys.
• Technology improvements include the upgrade of the WEB interface to
iPAC computer catalog providing access to off-site library resources, and
the addition of public access workstations.
2004 Action Plan
in • Continue to operate and keep the Renton Public Library open 64 hours per
week, and the Highlands Library open to the public 43 hours per week.
• Continue development of a basic Information Services collection of books,
u` databases, and periodicals.
• Acquire, catalog, and process library materials that meet current customer
us needs and support interlibrary loan activities.
• Maintain the current level of children's programs year round to introduce
children to books and reading.
• Complete Museum operating agreement between the City of Renton and
the Renton Historical Society.
Ilr
Operating Budget-Community Services 3-127
Expenditure Budget by Category-Library Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 668,200 696,619 751,200 766,266 782,000 4.1%
Part Time Salaries 180,938 210,051 203,100 200,217 186,600 -8.1%
Overtime 869 310 12,300 6,164 2,400 -80.5%
Personnel Benefits 180,493 184,631 216,100 216,350 231,600 7.2%
Supplies 235,671 245,654 236,300 203,678 236,300 0.0%
Other Services&Charges 91,314 87,119 92,300 78,258 92,300 0.0%
Intergovernmental Services 0 762 0 0 0 N/A
Capital Outlay 0 0 1,000 0 1,000 0.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3%
CIP 0 0 0 0 0 N/A
Total 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3%
Funding Decisions-Library Division
2003 Adjusted Budget $1,512,300
2004 Budget Changes
Salaries 4,400
Benefits 15,500
Total 2004 Budget $1,532,200
Staffing Levels (Full-Time Equivalent Employees-FTE) -Library Division
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 15.0 15.0 15.0 15.0 15.0 0.0%
Temporary Part-Time 1.6 1.6 1.6 1.6 1.6 0.0%
Intermittent Part-Time 6.9 6.9 6.9 6.9 6.9 0.0%
Total FTE 23.5 23.5 23.5 23.5 23.5 0.0%
3-128 Operating Budget-Community Services
ow
Table 3-19. Community Services Performance and Workload Indicators (Sheet I of 2)
2001 2002 2003 2003 2004
Actual Actual Forecast Actual Forecast
Facilities
Work Orders Processed 2,550 2,150 2,500 2,964 3,112
Event Setups and Teardowns-Senior Activity Center N/A N/A N/A 1,612 1,620
rr Vandalism Repair$ $5,500 $3,030 $2,200 $11,476 $5,500
Total Square Feet Maintained in City Buildings 412,000 550,470 747,170 746,991 746,991
to City Custodial Staff: Number of Square Feet Per Custodian Per Day 21,300 21,300 21,300 21,318 21,512
Parks-Maintenance
Maintenance Facilities
o, Developed Parks-Acres Maintained 254.68 254.68 254.68 254.68 259.68
Developed Parks Maintained 26 26 26 26 27
Open Space-Acres Maintained 732.67 732.67 734.73 734.73 794.73
as Municipal Building Grounds-Number of Sites 11 11 11 11 11
Trails Maintained, Miles 12.5 12.5 12.5 12.5 12.5
Mowing, Acres 150 150 149 149 172
so Bark Beds, Square Feet 271,929 271,929 271,929 271,929 271,929
Ball Fields 14 14 14 14 14
Soccer Fields 6 6 6 6 6
ow Street Miles Maintained 9.5 10.5 10.5 10.5 10.5
Traffic Islands/Parks/Gateways- Number of Sites 8 8 8 8 8
Contracted Maintenance Services/Sites 22 22 21 21 24
rs
Contracted Maintenance Services Miles/Acres 23.5/8 23.5/8 23.7/8 23.7/8 23.9/9.5
Parks-Maplewood Golf Course
Revenue from Green Fees $1,267,200 $1,212,443 $1,200,000 $1,168,614 $1,247,100
Number of Golf Rounds 71,000 64,581 66,000 64,453 67,500
Revenue from Driving Range $370,000 $364,312 $343,000 $365,790 $363,600
Number of Driving Range Tokens Sold 80,000 95,051 95,100 99,837 98,000
Revenue from Banquet Facility, Restaurant, and Lounge $200,000 $194,228 $199,500 $181,900 $204,500
Revenue from Sale of Merchandise $195,000 $166,712 $192,100 $171,467 $175,000
tllr Revenue from Golf Cart, Pull Cart, and Club Rentals $217,000 $223,330 $217,000 $224,305 $234,000
Miscellaneous Revenue/Investment Interest $50,000 $125,209 $82,100 $110,661 $64,600
Recreation-Recreation Services
Athletic Programs 119,422 126,534 100,000 137,811 120,000
Teen Programs 6,456 5,026 5,500 3,898 4,500
Highlands Neighborhood Center 39,997 74,644 50,000 77,762 55,000
North Highlands Neighborhood Center 17,181 29,576 25,000 40,959 25,000
Summer Programs 35,000 43,780 35,000 44,400 35,000
Developmentally Disabled 11,317 10,327 9,725 10,381 9,725
Picnic Shelter Rentals 33,330 32,023 29,200 33,145 33,000
After-School/Neighborhood Programs and Park Use 104,017 116,389 95,000 129,000 95,000
Special Events 37,136 32,434 30,500 36,205 30,500
Carco/Theatre/Cultural Arts Program 28,814 30,000 32,000 34,100 34,000
Renton Community Center 225,000 220,000 220,000 220,000 220,000
iW
Operating Budget-Community Services 3-129
iW
Table 3-19. Community Services Performance and Workload Indicators (Sheet 2 of 2)
2001 2002 2003 2003 2004
Actual Actual Forecast Actual Forecast ,
Recreation-Renton Community Center
Fitness(weight room) 39,000 42,600 42,000 43,210 43,000
Gym Programs 37,500 36,400 37,000 43,681 43,000
Racquetball/Wallyball 4,100 3,580 3,500 3,830 3,700
Classroom Rentals 4,300 5,540 5,000 6,741 6,800
Banquet Room Rentals 24,600 20,810 21,000 23,391 23,000
Classes 65,000 54,040 55,000 52,058 54,000
Recreation-Renton Senior Activity Center
Renton Senior Activity Center 142,000 137,700 138,000 135,500 135,000
Total Lunch Meals Served 21,365 21,006 21,500 19,400 18,000
Medical Clinic(total visits) 1,392 1,420 1,450 1,455 1,460
Foot Care(total visits) 1,426 1,208 1,300 1,124 1,100
Blood Pressure by Volunteer Nurses 4,125 3,840 3,900 3,635 3,500
Meals on Wheels 20,599 22,347 22,500 32,628 33,000
Mental Health(total visits) 125 121 150 132 125
Transportation (one-way trips provided) 5,950 4,850 4,900 3,700 3,700
Human Services
Renton Resource Directories Distributed 15,300 22,000 24,000 29,500 31,500
Scholarships Distributed 140 145 120 100 120
Victims of Domestic Violence Contacted by Letter 520 690 N/A N/A N/A
Victims Assisted by the Court Advocate 300 350 N/A N/A N/A
Households Assisted by the Housing Repair Assistance Program 157 144 150 154 155
Number of Critical Emergency Repairs/Housing Repair
Assistance Program 210 606 540 866 558
Library
Registered Library Card Holders 28,374 34,003 35,000 40,034 45,000
Registered City Card Holders 21,176 25,162 24,000 29,402 35,000
Registered King County Library System Card Holders 7,198 8,841 9,000 10,500 10,000
Total Library Circulation 382,443 456,982 470,000 499,792 530,000
Total Holdings Added 11,118 13,767 11,000 11,547 10,000
Total Holdings 148,758 155,463 150,000 158,676 155,000
Total Titles Added 7,286 8,402 7,000 7,114 7,000
Total Titles 106,281 110,832 105,000 112,894 110,000
Titles Borrowed From Other Libraries-Interlibrary Loan 527 453 400 357 400
Renton Library Titles Loaned 2,956 3,304 3,500 2,906 3,000
Interlibrary Loan Borrowing Libraries 623 737 800 869 900
Internet 6,509 10,728 15,000 30,326 40,000
Museum Outreach 4,205 719 800 850 1,500
Museum Visitors 3,307 2,618 2,900 3,200 3,500
K
3-130 Operating Budget-Community Services
it
it Table 3-20. Community Services Position Listing(Sheet I of 5)
2001 2002 2003 2003 2004
Actual Actual Budget Actual Budget
r.r Grade Title
Administration Division
M49 Community Services Administrator 1.0 1.0 1.0 1.0 1.0
10 M38 Recreation Director 0.0 1.0 1.0 1.0 1.0
M37 Recreation Director 1.0 0.0 0.0 0.0 0.0
M38 Parks Director 0.0 1.0 1.0 1.0 1.0
M37 Parks Director 1.0 0.0 0.0 0.0 0.0
M38 Facilities Director 0.0 1.0 1.0 1.0 1.0
r M37 Facilities Director 1.0 0.0 0.0 0.0 0.0
M28 Capital Improvement Project Manager 1.0 0.0 0.0 0.0 0.0
M26 Recreation Manager 1.0 1.0 1.0 1.0 1.0
ift N11 Administrative Secretary EX 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 3.0 3.0 3.0 3.0 3.0
Total Regular Staffing 10.0 9.0 9.0 9.0 9.0
r Intermittent Part Time 0.2 0.2 0.2 0.2 0.2
Total Administration Division 10.2 9.2 9.2 9.2 9.2
Facilities Division
Facilities
M26 Facilities Manager 1.0 1.0 1.0 1.0 1.0
A25 Capital Improvement Project Coordinator 3.0 0.0 0.0 0.0 0.0
A25 Facilities Coordinator 1.0 1.0 1.0 1.0 1.0
A20 Facilities Supervisor 1.0 1.0 1.0 1.0 1.0
A19 HVAC Systems Technician 1.0 1.0 1.0 1.0 1.0
A17 Custodial Services Supervisor 2.0 2.0 2.0 2.0 2.0
A13 Facilities Technician 1 3.5 3.5 3.5 3.5 3.5
A07 Maintenance Custodian 5.0 5.0 5.0 7.0 7.0
A04 Lead Custodian 1.0 1.0 1.0 1.0 1.0
A01 Custodian 3.0 3.0 3.0 5.0 5.0
r Total Regular Staffing 21.5 18.5 18.5 22.5 22.5
Temporary Part Time 2.1 2.1 2.1 2.1 2.1
Intermittent Part Time 1.2 1.2 1.2 1.2 1.2
oft Total Facilities Division 24.8 21.8 21.8 25.8 25.8
Leased City Properties
110 A13 Facilities Technician 0.5 0.5 0.5 0.5 0.5
A01 Custodian 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 1.5 1.5 1.5 1.5 1.5
Total Leased City Properties 1.5 1.5 1.5 1.5 1.5
s:
L
Operating Budget-Community Services 3-131
Table 3-20. Community Services Position Listing(Sheet 2 of S)
2001 2002 2003 2003 2004
Actual Actual Budget Actual Budget
Grade Title
Capital Improvement
Capital Improvement Project Coordinator
A25 (Limited Term) 0.0 2.0 2.0 1.0 0.0
Total Regular Staffing 0.0 2.0 2.0 1.0 0.0
Total Capital Improvement 0.0 2.0 2.0 1.0 0.0
Total Regular Staffing 23.0 22.0 22.0 25.0 24.0
Temporary Part Time 2.1 2.1 2.1 2.1 2.1
Intermittent Part Time 1.2 1.2 1.2 1.2 1.2
Total Facilities Division 26.3 25.3 25.3 28.3 27.3
Parks Division
Parks ,
M26 Park Maintenance Manager 1.0 1.0 1.0 1.0 1.0
A25 Capital Improvement Project Coordinator 0.0 2.0 2.0 2.0 2.0
A21 Park Maintenance Supervisor 2.0 2.0 2.0 1.0 1.0
A16 Lead Park Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Al2 Park Maintenance Worker III 14.0 12.0 12.0 14.0 14.0
A08 Park Maintenance Worker II 1.0 1.0 1.0 2.0 2.0
A04 Park Maintenance Worker 1 1.0 3.0 3.0 1.0 1.0
Total Regular Staffing 21.0 23.0 23.0 23.0 23.0
Temporary Part Time 4.1 4.1 4.1 4.1 4.1
Intermittent Part Time 9.2 9.2 9.2 9.2 9.2
Total Parks 34.3 36.3 36.3 36.3 36.3
Golf Course
Golf Course Administration
M26 Golf Course Manager 1.0 1.0 1.0 1.0 1.0
A08 Golf Course Operations Specialist 1.0 1.0 1.0 1.0 1.0
A07 Maintenance Custodian 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
Intermittent Part Time 0.5 0.5 0.5 0.5 0.5
Total Golf Administration 3.5 3.5 3.5 3.5 3.5
Golf Course Maintenance
M21 Golf Course Supervisor 1.0 1.0 1.0 1.0 1.0
A16 Lead Golf Course Maintenance Worker 1.0 1.0 1.0 1.0 1.0
All Grounds Equipment Mechanic 1.0 1.0 1.0 1.0 1.0
A08 Golf Course Maintenance Worker II 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 4.0 4.0 4.0 4.0 4.0
Temporary Part Time 2.2 2.2 2.2 2.2 2.2
Intermittent Part Time 2.2 2.2 2.2 2.2 2.2
Total Golf Maintenance 8.4 8.4 8.4 8.4 8.4
3-132 Operating Budget-Community Services
to
to Table 3-20. Community Services Position Listing(Sheet 3 of S)
2001 2002 2003 2003 2004
Actual Actual Budget Actual Budget
Grade Title
so
Pro-Shop/Driving Range
M20 Golf Professional 1.0 1.0 1.0 1.0 1.0
or N11 Assistant Golf Professional 1.0 1.0 1.0 1.0 1.0
A04 Pro Shop Assistant 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
Is Temporary Part Time 1.7 1.7 1.7 1.7 1.7
Intermittent Part Time 3.8 3.8 3.8 3.8 3.8
Total Pro-Shop/Driving Range 8.5 8.5 8.5 8.5 8.5
rr Total Regular Staffing 10.0 10.0 10.0 10.0 10.0
Total Temporary Part Time 3.9 3.9 3.9 3.9 3.9
Total Intermittent Part Time 6.5 6.5 6.5 6.5 6.5
Total Golf Course 20.4 20.4 20.4 20.4 20.4
Total Regular Staffing 31.0 33.0 33.0 33.0 33.0
Total Temporary Part Time 8.0 8.0 8.0 8.0 8.0
w
Total Intermittent Part Time 15.7 15.7 15.7 15.7 15.7
Total Parks Division 54.7 56.7 56.7 56.7 56.7
r
Recreation Division
Recreation Services
M25 Recreation Supervisor 1.0 1.0 1.0 1.0 1.0
1111111 A18 Recreation Program Coordinator 3.0 3.0 2.0 2.0 2.0
A14 Recreation Specialist II 3.0 3.0 3.0 4.0 4.0
A11 Recreation Specialist 1 1.0 1.0 1.0 0.0 0.0
0 Total Regular Staffing 8.0 8.0 7.0 7.0 7.0
Temporary Part Time 4.8 4.8 4.8 4.8 4.8
Intermittent Part Time 11.8 11.8 9.9 9.9 20.1
is Total Recreation Services 24.6 24.6 21.7 21.7 31.9
Community Center
M25 Recreation Supervisor 1.0 1.0 1.0 1.0 1.0
lw M20 Community Center& Rec Coordinator 1.0 1.0 1.0 1.0 1.0
A18 Recreation Program Coordinator 1.0 1.0 2.0 2.0 2.0
A14 Recreational Specialist 11 1.0 1.0 1.0 1.0 1.0
Irr
Al2 Desktop Publishing Operator 1.0 1.0 1.0 1.0 1.0
A08 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0
A07 Maintenance Custodian 1.0 1.0 1.0 0.0 0.0
A05 Office Assistant III 1.0 1.0 1.0 1.0 1.0
A01 Custodian 2.0 2.0 2.0 0.0 0.0
Total Regular Staffing 10.0 10.0 11.0 8.0 8.0
Temporary Part Time 3.8 3.8 3.8 3.8 3.8
p, Intermittent Part Time 5.7 5.7 7.6 7.6 7.6
Total Community Center 19.5 19.5 22.4 19.4 19.4
i Operating Budget-Community Services 3-133
Table 3-20. Community Services Position Listing(Sheet 4 of S)
2001 2002 2003 2003 2004
Actual Actual Budget Actual Budget
Grade Title
Renton Senior Activity Center
M20 Senior Services Coordinator 1.0 1.0 1.0 1.0 1.0
A14 Recreation Specialist II 1.0 1.0 1.0 1.0 1.0
A07 Maintenance Custodian 1.0 1.0 1.0 0.0 0.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 4.0 4.0 4.0 3.0 3.0
Temporary Part Time 2.2 2.2 2.2 2.2 2.2
Intermittent Part Time 1.4 1.4 1.4 1.4 1.4
Total Senior Activity Center 7.6 7.6 7.6 6.6 6.6
Total Regular Staffing 22.0 22.0 22.0 18.0 18.0
Temporary Part Time 10.8 10.8 10.8 10.8 10.8
Intermittent Part Time 18.9 18.9 18.9 18.9 29.1
Total Recreation Division 51.7 51.7 51.7 47.7 57.9
Human Services Division
Human Services
M28 Human Services Manager 0.0 1.0 1.0 1.0 1.0
M26 Human Services Manager 1.0 0.0 0.0 0.0 0.0
A14 Court Advocate(LT) 1.0 0.0 0.0 0.0 0.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 2.0 2.0 2.0 2.0
Intermittent Part Time 0.2 0.2 0.2 0.2 0.2
Total Human Services 3.2 2.2 2.2 2.2 2.2
Community Development Block Grants(CDBG)
A18 Housing Assistant Specialist 1.0 1.0 1.0 1.0 1.0
A18 CDBG Specialist 0.0 0.0 1.0 1.0 1.0
A18 CDBG Specialist(LT) 1.0 1.0 0.0 0.0 0.0
A07 Housing Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
Total CDBG 3.0 3.0 3.0 3.0 3.0
Total Regular Staffing 6.0 5.0 5.0 5.0 5.0
Intermittent Part Time 0.2 0.2 0.2 0.2 0.2
Total Human Services Division 6.2 5.2 5.2 5.2 5.2
3-134 Operating Budget-Community Services
Table 3-20. Community Services Position Listing(Sheet S of 5)
2001 2002 2003 2003 2004
Actual Actual Budget Actual Budget
Grade Title
Library Division
Library Administration
art M38 Library Director 0.0 1.0 1.0 1.0 1.0
M37 Library Director 1.0 0.0 0.0 0.0 0.0
M23 Assistant Library Director 1.0 1.0 1.0 1.0 1.0
lit, N12 Museum Supervisor 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Library Administration 4.0 4.0 .4.0 4.0 4.0
rr Library Services
A17 Librarian 3.0 3.0 3.0 3.0 3.0
Al2 Library Supervisor 2.0 2.0 2.0 2.0 2.0
A07 Library Technical Assistant 1.0 1.0 1.0 1.0 1.0
A03 Library Assistant 1 5.0 5.0 5.0 5.0 5.0
Total Library Services 11.0 11.0 11.0 11.0 11.0
Total Regular Staffing 15.0 15.0 15.0 15.0 15.0
Temporary Part Time 1.6 1.6 1.6 1.6 1.6
Intermittent Part Time 6.9 6.9 6.9 6.9 6.9
Total Library Division 23.5 23.5 23.5 23.5 23.5
Total Department Regular Staffing 107.0 106.0 106.0 105.0 104.0
Total Temporary Part Time 22.5 22.5 22.5 22.5 22.5
Total Intermittent Part Time 43.1 43.1 43.1 43.1 53.3
Total Community Services Department 172.6 171.6 171.6 170.6 179.8
�s
r�
Operating Budget-Community Services 3-135
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3-136 Operating Budget-Community Services
2004
Planning, Building,
and Public Works
a
r. ,S
rtPr �
z, e ;
r
� < City of Renton,Washington BUDGET
i
Administrator
Gregg Zimmerman
1
Administrative
Support
3.1
Development Maintenance Transportation Utility
Services Services Systems Systems
40.7 67.3 39.3 26.7 '
Development Street/ Operations Water
Planning Solid Waste
PW Inspections Waste Water/ Design Surface Water
and Permits Surface Water
Building Water Planning Waste Water/
Inspections and Technical
Permits Services
Fleet Airport
Solid
Waste
Note: This department has 178.1 total full-time equivalent employees.
Planning/Building/Public Works Department Organization
J "utin#1 jc3 r ,,9 ub& We4b
In this section you will find the Planning/Building/Public Works Department
Mission Statement with a summary list of core services provided by division.
Following the core services list, we include the mission statements of each
division, along with lists of their outcomes, accomplishments for the year 2003
and action plans for 2004.
Mission Statement
The Planning/Building/Public Works Department manages and maintains
Renton's utility and transportation systems and conducts land use permitting and
code compliance services in a skillful, professional, and caring manner so as to
improve the lives of our residents and business customers.
Division Core Services
Administration- Provide management and direction.
Aw • Prepare department budget
• Prepare piped utility rates
• Prepare annual department Work Plans and Hit & Miss reports
• Provide regional influence
• Provide leadership and direction
• Provide political liaison
Development Services- Create and maintain a safe and pleasant physical
environment.
• Providing public information; and
• Providing permit plan intake services; and
�rrr
• Providing plan review services; and
• Issuing permits and collecting associated fees; and
• Providing inspection services.
Operating Budget-Planning/Building/Public Works 3-137
Maintenance Services- Operate and maintain the City's infrastructure.
• Division administration
• Street maintenance
• Water maintenance
• Wastewater(sewer/storm) maintenance
• Fleet maintenance
• Solid waste maintenance
Transportation Systems-Plan, design, construct, operate, and maintain a trans-
portation system.
• Administration Services
• Transportation Planning and Programming '
• Traffic Operations and Maintenance
• Design and construction management
• Airport Operations and Maintenance
• Bridge inspection and Maintenance
Utility Systems- Ensure the public health and safety of the water,
wastewater, surface water, and solid waste systems.
• Utility engineering, planning, and plan review
• Capital improvement program implementation
• Garbage collection management
• Data and database management, and GIS
• Property management
• Regulatory compliance and monitoring
• Environmental education
• Regional representation and coordination
An overview of the Planning/Building/Public Works Department expenditures is
shown in Figure 3-9, followed by expenditures by division and category.
od
3-138 Operating Budget-Planning/Building/Public Works
11r
Figure 3-9. Planning/Building/Public Works Overview
Expenditure Comparison
$60,000,000.00
$48,000,000.00
$36,000,000.00 ;
$24,000,000.00
$12,000,000.00
$0.00
1996 1997 1998 1999 2000 2001 2002 2003 2004
budget
6 Expenditure Budget by Division-Planning/Building/Public Works
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
1110 Administration 286,099 297,909 349,800 320,390 363,100 3.8%
Development Services 2,820,630 2,896,697 3,167,000 2,950,749 3,231,500 2.0%
Maintenance Services 16,110,775 17,597,323 18,575,394 16,432,344 17,549,600 -5.5%
Transportation Systems 3,867,372 3,852,459 4,252,300 3,998,471 4,315,800 1.5%
Utility Systems 23,806,483 21,641,946 24,228,152 23,082,146 20,042,300 -17.3%
Operating Total 46,891,359 46,286,334 50,572,646 46,784,100 45,502,300 -10.0%
Airport CIP 831,930 933,310 4,391,925 3,302,294 25,000 -99.4%
Total 47,723,289 47,219,644 54,964,571 50,086,394 45,527,300 -17.2%
is
Expenditure Budget by Category-Planning/Building/Public Works
W 2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 8,265,518 8,634,431 9,388,300 9,027,425 9,723,600 3.6%
Part-Time Salaries 268,190 298,938 423,500 297,967 389,200 -8.1%
Overtime 168,266 192,615 196,000 206,169 203,000 3.6%
Personnel Benefits 2,185,062 2,233,240 2,546,500 2,407,362 2,729,900 7.2%
Supplies 1,430,976 1,661,486 1,888,100 1,714,278 1,856,500 -1.7%
Other Services and Charges 18,206,765 18,693,637 19,873,900 17,645,214 19,058,600 -4.1%
1 Intergovernmental Services 2,911,406 4,412,009 2,923,200 3,012,175 3,055,700 4.5%
Capital Outlay 1,190,854 1,191,313 1,210,100 690,243 671,000 -44.6%
Debt Service 3,696,624 5,889,095 6,841,152 6,704,653 3,276,100 -52.1%
Interfund Payments 8,567,698 3,079,570 5,281,894 5,078,614 4,538,700 -14.1%
Operating Total 46,891,359 46,286,334 50,572,646 46,784,100 45,502,300 -9.4%
Airport CIP 831,930 933,310 4,391,925 3,302,294 25,000 -99.4%
Total 47,723,289 47,219,644 54,964,571 50,086,394 45,527,300 -17.2%
' Operating Budget-Planning/Building/Public Works 3-139
Major Department Changes for 2004
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($420,600-All Divisions) '
Departmental salary increases include a 3% cost of living, and
1.1% for step increases, longevity, and reclassifications.
Benefits ($183,400- All Divisions)
Departmental increases include 10%medical, 12% dental, and the '
new state rates for industrial insurance.
Supplies and Other Services and Charges: '
Electricity/Pumping ($27,700- Maintenance,Transportation Systems)
Puget Sound Energy has proposed a four percent rate increase for ,
electricity in 2004.
Solid Waste Contractor (-$471,300 - Utility Systems)
This year an updated version of the Solid Waste Rate Model was used to
calculate and balance costs and revenues for a two year period. Projections
for the 2004 budget to cover contract payments resulted in a true up for
contractor payments. The total cost of the contract is projected to be
$6,860,000 which includes an increase for 80% of the CPI.
Equipment Rental Fees (-$238,900 - Maintenance, Transportation,
Airport, Equipment Rental)
Total funding in the Equipment Rental Fund to cover equipment replacement '
and maintenance charges for all City fleet vehicles will decrease by 14.5
percent. This change is due to a reduction in the number of vehicles that need
to be replaced, and lower maintenance costs. Monthly premiums from
departments to reimburse the Equipment Rental Fund may differ since
department costs are calculated based on assigned vehicles and there
associated replacement and maintenance schedules.
Sidewalk Maintenance in the Downtown Core - 2003 Funding Item (-$140,000) -
Street Maintenance
A program was developed to address sidewalks in the downtown area, Repairs in the
amount of$140,000 were identified. This was a one time program with repairs beinga
completed in 2003.
3-140 Operating Budget-Planning/Building/Public Works '
Intergovernmental Services:
Taxes ($132,500 - Utility Systems)
Taxes paid on gross receipts for water, sewer, and wastewater
treatment increase based on calculated usage.
r. CAPITAL OUTLAY
Machinery and Equipment (-$521,100- Equipment Rental)
Maintenance records were reviewed for all vehicles scheduled for replacement
in 2004. If maintenance was low the equipment was removed from the
replacement list resulting in a need to purchase fewer vehicles in 2004.
Debt Service
Revenue Bond Debt Service (-$402,000)
In 2003 there was a refunding of 1993 and 1994 bonds. This refunding resulted
in reduced debt service payments in 2004.
Public Works Trust Fund (-$106,200 - Utility Systems)
Outstanding debt obligation was changed based on the debt schedule. No new
trust funds have been added in 2004.
Bond Reserve Fund - 2003 Funding Item -2003 Funding item
(-$2,606,852)
A Bond Reserve Fund was created in order to track arbitrage and insure
bond reserves equal amount designated in bond covenants. The reserve
amount located in Fund 451 (Waterworks Revenue Bond Fund) was
transferred to Fund 461 (Waterworks Bond Reserve). This was a one time
funding item for 2003.
Bond Closing- 2003 Funding Item (-$450,000)
In 2003 the City refunded 1998 and 1999 Waterworks Revenue Bonds.
The City was required to transfer funds to an Escrow account for bond
closing. This was a one time funding item for 2003.
Interfund Services:
Indirect Cost of Service $81 600 - Utility S
Service ($81,600 Y stem Y s)
Cost of Service to the General Fund increased by 3%.
Transfer to Capital Improvement Fund (-$219,000 - Utility Systems)
The transfer to the Capital Improvement Fund (Fund 42 1) was changed by -
$219,000. The transfer fluctuates each year based on available funds in the
enterprise operating budget. The total transfer for 2004 is $1,731,100.
Operating Budget-Planning/Building/Public Works 3-141
Transfer to the Insurance Fund- 2003 Funding Item (-$359,494)
A transfer to the Insurance Fund(Fund 502) was made in
2003 to address unanticipated liability costs in the
Insurance Fund. This was a one time transfer in 2003.
Capital Improvement Projects:
Airport CIP projects (-$760,000)
No major projects are scheduled to begin in 2004 at the Airport.
Other Operating Changes
Department Net Changes (-$390,700 -All divisions)
Department net changes are a result of management efforts to examine
department core services and line item true-ups based on prior years.
Changes include-$112,600 in salaries due to retirements,replacements,
and changes in part time,-$31,600 supplies. An internal fund transfer of
-$246,500 was eliminated from revenue and expenditures for a net
effect of$0 in Fund 401.
Staffing Levels by Division -Planning/Building/Public Works
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Administration 4.1 4.1 4.1 4.1 4.1 0.00%
Development Services 40.7 40.7 40.7 40.7 40.7 0.00%
Transportation Systems 39.8 39.8 39.3 39.3 39.3 0.00%
Utility Systems 25.3 26.7 26.7 26.7 26.7 0.00%
Maintenance Services 66.3 66.3 67.3 67.3 67.3 0.00%
Total Planning/Building/Public Works 176.2 177.6 178.1 178.1 178.1 0.00%
Divisions by Fund Number
The Planning/Building/Public Works Department includes the operations of the following divisions:
000 General Fund Administration
Technical Services
Development Services
103 Street Fund Transportation Systems
Street Maintenance Services
401 Waterworks Utility Systems - Water, Sewer, Surface Water
Utility Fund Utility Maintenance, Water, Sewer, Surface Water '
402 Airport Fund Airport
403 Solid Waste Fund Solid Waste Systems
Solid Waste Maintenance Services
451 Waterworks Bond Fund
501 Equipment Rental Fund Equipment Rental Services
3-142 Operating Budget-Planning/Building/Public Works
r
Administration
Following the mission statement and lists of outcomes we include charts for
Administration division expenditures, 2004 funding decisions, and staffing
levels.
Mission Statement
Provide leadership,resources, and regional influence to enable the Department
to meet its responsibilities in a manner that is responsible to the needs of our
customers and consistent with the City Business Plan goals
Outcomes
• Acquire sufficient funding to perform duties at accepted service levels.
• Establish sufficient revenue stream to manage piped utilities at established
service levels.
0 Low utility rates for customers.
• Implement City Business Plan goals.
• Establish Department service and activity goals.
• Establish progress tracking/reporting system.
• Incorporate City of Renton perspectives and needs into regional policy
decisions.
• • Department staff follow policy directions.
• Department staff understand policy objectives.
�. • Policy makers supportive of Department activities.
2003 Accomplishments
• Managed and directed the efforts of four divisions of Planning/Building/
Public Works: Development Services, Maintenance Services,
' Transportation Systems, and Utility Systems to achieve the goals of the
City.
• Ensured that the City's transportation and utilities infrastructure was
maintained and necessary improvements achieved.
• Provided communication on public works matters to citizens and the
media, and represented the City on various regional planning bonds and
committees.
• Continued to keep water rates at 1996 levels and deliver quality drinking
water and efficient sewers.
Operating Budget-Planning/Building/Public Warks 3-143
2004 Action Plan
• Improve existing utilities infrastructure and build necessary facilities to
maintain the quality of water, sewer, and storm services and accommodate
economic development.
• Improve traffic flow through the City and ease congestion in city streets by
implementing improvements in the transportation infrastructure and A
introducing transit alternatives.
• Provide efficient processing of permits and land use approvals for
construction activities.
• Operate and maintain the public works infrastructure in an efficient and
effective manner.
• Increase water and sewer rates by 3 percent.
1
i
3-144 Operating Budget-Planning/Building/Public Works
n.
Expenditure Budget by Category-Administration
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 233,890 248,854 278,900 268,623 290,300 4.1%
Part-Time Salaries 1,071 1,800 2,200 0 2,300 4.5%
to Overtime 0 0 1,300 0 1,400 7.7%
Personnel Benefits 46,728 43,351 57,100 46,086 60,800 6.5%
Supplies 2,443 1,864 4,100 1,149 3,100 -24.4%
JIM Other Services and Charges 1,967 2,040 6,200 4,532 5,200 -16.1%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
IN Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 286,099 297,909 349,800 320,390 363,100 3.8%
CIP 0 0 0 0 0 N/A
Vw Total 286,099 297,909 349,800 320,390 363,100 3.8%
ar
Funding Decisions-Administration
M 2003 Adjusted Budget $349,800
2004 Budget Changes
Salaries 11,600
Benefits
3,700
Equipment Rental -2,000
Total 2004 Budget $363,100
Staffing Levels (Full-Time Equivalent Employees-FTE) -Administration
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 4.0 4.0 4.0 4.0 4.0 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 4.1 4.1 4.1 4.1 4.1 0.0%
Operating Budget-Planning/Building/Public Works 3-145
Development Services Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Development Services division expenditures, 2004
funding decisions, and staffing
Mission Statement
Create and maintain a safe and pleasant physical environment by ensuring compliance
with codes and land use regulations and assisting the public and the development
community through the regulatory process in a polite, professional, helpful manner.
Outcomes
• 80% or more of the completed customer survey cards for the public information
staff are rated good or better.
• 95% or more of new single-family permit applications are reviewed within
two weeks.
• 90 % of new commercial or industrial permit applications are reviewed within
5 weeks.
• 90% or more of inspection requests are responded to within 24 hours.
• Average code compliance resolution will be within 15 days.
• 65% or more of the code compliance requests will be resolved through voluntary
compliance.
• 90% or more of pre-application requests are completed within 3 weeks.
• 90% or more of administrative decisions are issued within 6 weeks of complete
application.
• 90% or more of Hearing Examiner decisions will be completed with 12 weeks of
complete application. 75% or more will be completed within 10 weeks.
• 95% or more of the required testing of public works improvements are completed
and verified prior to acceptance of the project.
2003 Accomplishments
• All pre-application requests were completed within 3 weeks, 97.2% of new
single-family permit applications were reviewed in 2 weeks and all new
commercial permit applications were reviewed within 5 weeks.
• 97.5% or more of inspection requests were responded to within 24 hours.
• Code compliance resolution was within 11.3 days and 64%of the code compliance
requests were resolved through voluntary compliance.
• 90% of administrative decisions were issued within 6 weeks of complete
application.
• 96% of Hearing Examiner decisions were completed within 12 weeks of complete
application. 60% were completed within 10 weeks.
3-146 Operating Budget-Planning/Building/Public Works
r
r.
2004 Action Plan
• 90% or more of pre-application requests are completed within 3 weeks.
• 95% of new single-family permit applications are reviewed within 2
weeks.
• 90% of new commercial permit applications are reviewed within 5 weeks.
* 90% or more of inspection requests are responded to within 24 hours.
• Average code compliance resolution will be within 15 days and 65% or
more of code compliance requests will be resolved through voluntary
compliance.
• 90% or more of administrative decisions are issued within 6 weeks of
complete application.
• 90% or more of Hearing Examiner decisions will be completed with
12 weeks of complete application. 75% or more will be completed
within 10 weeks.
it
Operating Budget-Planning/Building/Public Works 3-147
Expenditure Budget by Category-Development Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 2,022,624 2,079,704 . 2,230,700 2,156,275 2,322,100 4.1%
Part-Time Salaries 41,858 56,247 79,500 42,797 31,900 -59.8%
Overtime 38,504 24,513 25,600 23,412 26,700 4.3%
Personnel Benefits 511,789 502,576 547,800 529,430 590,700 7.8%
Supplies 23,002 21,777 25,400 14,884 25,400 0.0%
Other Services and Charges 182,853 211,880 258,000 183,951 234,700 -9.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Dept Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A ,
Operating Total 2,820,630 2,896,697 3,167,000 2,950,749 3,231,500 2.0%
CIP 0 0 0 0 N/A
Total 2,820,630 2,896,697 3,167,000 2,950,749 3,231,500 2.0%
Funding Decisions-Development Services
2003 Adjusted Budget $3,167,000
2004 Budget Changes
Salaries 91,400
Part time salaries -47,600
Overtime 1,100
Benefits 42,900
Repairs and Professional Services -24,500
Equipment Rental 1,200
2004 Budget $3,231,500
Staffing Levels (Full-Time Equivalent Employees-FTE) -Development Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 38.7 38.7 38.7 38.7 38.7 0.0% _
Temporary Part-Time 1.1 1.1 1.1 1.1 1.1 N/A
Intermittent Part-Time 0.9 0.9 0.9 0.9 0.9 0.0%
Total FTE 40.7 40.7 40.7 40.7 40.7 0.0%
3-148 Operating Budget-Planning/Building/Public Works
Maintenance Services Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Maintenance Services division
0 expenditures, 2004 funding decisions, and staffing
Mission Statement
Support the operating sections of the Public Works Maintenance Division:
• Provide planning, budgeting, goal setting, and management
• Provide purchasing and inventory support
• Establish effective liaison and project coordination
s" • Perforin administrative, customer service contact, and record systems
management
Aw Outcomes
• 85 percent of the citizens contacting the division rate our service as
Aw satisfactory.
• A street Overall Condition Index (OCI)rating of 80 is maintained.
• High-quality water is provided in sufficient quantity.
Ir
• Surface water flooding and sewer overflows are minimized.
,r.
• Ensure safe, available, and reliable vehicles and equipment.
• Within the resource provided, keep Renton's right-of-way clean.
,., 2003 Accomplishments
Street Maintenance
r • The necessary tool, equipment and materials were available 85% of the
time, purchasing and inventory records received a satisfactory audit rating,
the overall division program performance index increased at a rate of 2%,
the cost efficiency index increased at a rate of I%, a street overall
condition index rating (OCI) of 80 was maintained resulting in a lower
number of paid claims.
Wastewater Maintenance
• The cost of pipe system and lift station preventative maintenance was
within 5% of the previous three-year average, the number of emergency
call outs was within 5%per capita, city risk was minimized by maintaining
the number of paid claims at five per year, at 34" of rain annually.
i
Operating Budget-Planning/Building/Public Works 3-149
1
Water Maintenance
• Water quality met or exceeded Federal and State regulatory requirements,
restored water service within 4 hours during emergency shut downs 98% of the
time, drop-in meters were installed within 5 working days from the customer
request 98% of the time and new water service meters were installed within three
weeks from the customer request 98% of the time, and responded to customer
requests for service on water leaks within 3 working days 98% of the time.
Equipment Rental j
• City vehicles and motorized equipment"uptime"was 90%, unscheduled repairs
were reduced by 10%, and maintenance cost was maintained at 2.5%below local
contracted fleet services.
2004 Action Plan
Street Maintenance
• 85 percent of the citizens contacting the division rate our service as satisfactory,
maintain a street Overall Condition Index (OCI) rating of 80 and keep Renton's
right-of-way clean.
Water Maintenance
• High-quality water is provided in sufficient quantity
Wastewater Maintenance.
• Surface water flooding and sewer overflows are minimized.
Fleet Maintenance
• Ensure safe, available, and reliable vehicles'and equipment.
3-150 Operating Budget-Planning/Building/Public Works
aw
Expenditure Budget by Category-Maintenance Services
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 2,724,789 2,859,784 3,168,200 2,962,326 3,261,400 2.9%
.. Part-Time Salaries 73,691 60,679 113,100 70,748 110,800 -2.0%
an Overtime 88,713 119,203 127,800 122,833 126,000 -1.4%
Personnel Benefits 815,388 841,546 982,600 921,291 1,055,300 7.4%
Supplies 1,197,830 1,427,327 1,620,600 1,487,396 1,619,000 -0.1%
Other Services and Charges 9,173,695 10,089,768 10,336,200 9,279,186 10,028,900 -3.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 1,091,321 1,187,617 1,192,100 609,584 671,000 -43.7%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 945,398 1,011,399 1,034,794 978,980 677,200 -34.6%
Operating Total 16,110,825 17,597,323 18,575,394 16,432,344 17,549,600 -3.7%
Aw CIP 0 0 0 0 0 N/A
Total 16,110,825 17,597,323 18,575,394 16,432,344 17,549,600 -5.5%
Il1r Funding Decisions-Maintenance Services
2003 Adjusted Budget $18,575,394
2004 Budget Changes
Salaries 129,800
Salaries-retirements -36,600
Part time Salaries -2,300
Overtime -1,800
Benefits 72,700
so Supplies -1,600
Other Services and Charges
Dump Fees -11,700
Metro Service Charge-pass through 82,000
Equipment Rental -215,600
Indirect cost to General Fund-3%increase 17,200
Pilot Project Sidewalk Repair-2003 Funding Item -140,000
Capital Outlay- Reduced purchase of fleet vehicles -521,100
Interfund payment to Insurance Fund-2003 Funding Item -359,494
All other -37,300
Total 2004 Budget $17,549,600
Staffing Levels (Full-Time Equivalent Employees-FTE) -Maintenance Services
' 2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 61.0 61.0 62.0 62.0 62.0 0.0%
Temporary Part-Time 1.6 1.6 1.6 1.6 1.6 N/A
Intermittent Part-Time 3.7 3.7 3.7 3.7 3.7 0.0%
Total FTE 66.3 66.3 67.3 67.3 67.3 0.0%
Operating Budget-Planning/Building/Public Works 3-151
rt
Transportation Systems Division rf
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Transportation Systems division expenditures,
2004 funding decisions, and staffing
Mission Statement
To plan,design, construct, operate and maintain the City's transportation system to
assure the public health and safety of the general public in a skillful, professional,
and caring manner so as to enhance the lives of our residents and business
customers. The Division aggressively pursues mobility improvements that benefit
Renton and the region consistent with the Six-Year Business Plan.
Outcomes
• Provide leadership and administrative support
• Plan and pursue funding for future multi-modal needs
• Operate and Maintain a safe transportation system
• Construct new transportation infrastructure
• Manage, operate, and maintain the airport to provide a safe, fully leased facility
that is compatible with City policy
• Maintain safe structures
2003 Accomplishments
Design
• Completed final design plans for the SRI 69 project, design and construction
of S. Grady Way concrete approach project, construction of railroad
crossings at Lake Washington Boulevard and Southport, design and
construction of Logan Avenue bridge project, and first year monitoring of
Oakesdale Ph II, and associated wetlands
Operations and Maintenance
• Completed 7,917 work orders from internal and external customers,
implementation of new central advanced traffic management system, design of
new traffic signal located at SW7th and Lind, upgrade of traffic signal
emergency pre-empt hardware, and first phase of monitor upgrade project
Planning and Programming
• Completed Citywide Walkway Study,NE 3rd/4th Corridor Study, 2030 Traffic
forecasting and the 6 year TIP. Secured the third Renton Sound Transit bus
route to be implemented in Sept. 2003. Secured $2.2 million of grant funding.
Assisted in the examination of Boeing EIS studies.
3-152 Operating Budget-Planning/Building/Public Works
Airport
• Completed phase I and II of the Airport Security Gate and Fencing Project,
updated the Airport Rules and Regulations and Minimum Standards,
completed a substantial portion of the 2003 Paving, Lighting and Signage
Project for the eastside taxiways, initiated a vehicle drivers training
program and distributed security access cards.
2004 Action Plan
Design
• Complete construction of traffic signal at NE 4th and Hoquiam, the design
of Duvall Avenue, 30% design of Strander Boulevard, design of arterials
for Boeing Redevelopment Project, design and construct Downtown Curb
Ramps Project and design and construct priority walkways.
Operations and Maintenance
• Upgrade five critical traffic signalized'Intersections to improve efficiency
and reduce electricity costs and traffic signal fail-safe hardware, complete
assigned work orders (9,000 estimate) and integration of new traffic
}
control system with King County transit priority schedule.
Planning and Programming
• Complete the Rainier Avenue Corridor Study and participate in regional
discussions on Regional and Statewide transportation funding packages,
pursue funding for SR169, SW27th/Strander,NE 3rd/4th Corridor, Rainier
Avenue, and other capital projects, and complete Renton Rush Study.
Airport
• Maintain increased security measures, lease out vacant parcels, no reports
of foreign object damage and install public utilities on Apron C.
Operating Budget-Planning/Building/Public Works 3-153
Expenditure Budget by Category- Transportation Systems
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 1,800,367 1,883,005 2,053,000 2,004,403 2,124,300 3.5%
Part-Time Salaries 116,272 132,898 154,200 139,994 167,800 8.8%
Overtime 40,474 47,813 32,100 59,200 39,300 22.4%
Personnel Benefits 449,403 483,858 543,500 528,697 578,400 6.4%
Supplies 176,199 178,573 186,800 171,164 167,800 -10.2%
Other Services and Charges 1,123,970 1,082,141 1,219,000 966,778 1,191,100 -2.3%
Intergovernmental Services 100,000 0 0 0 0 N/A
Capital Outlay 17,407 0 18,000 80,000 0 -100.0%
Debt Service 0 0 0 0 N/A
Interfund Payments 43,280 44,171 45,700 48,237 47,100 3.1%
Operating Total 3,867,372 3,852,459 4,252,300 3,998,473 4,315,800 1.5%
CIP-Airport 831,930 933,310 4,391,925 3,302,294 25,000 -99.4%
Total 4,699,302 4,785,769 8,644,225 7,300,767 4,340,800 -49.8%
Funding Decisions- Transportation Systems
2003 Adjusted Budget $8,644,225
2004 Budget Changes
Salaries 97,300
Salaries, retirements and part time -26,000
Part Time Salaries-Airport 13,600
Overtime 7,200
Benefits 34,900
Sign and signal supplies -19,000
Electricity-4$%increase 26,100
Equipment Rental -22,900
Airport Capital Equipment -18,000
Airport CIP -4,366,925
All other -29,700
Total 2004 Budget $4,340,800
Staffing Levels(Full-Time Equivalent Employees-FTE) - Transportation Systems
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 33.0 34.0 33.0 33.0 33.0 0.0%
Temporary Part-Time 1.5 1.5 1.5 1.5 1.5 N/A
Intermittent Part-Time 5.3 4.3 4.8 4.8 4.8 0.0%
Total FTE 39.8 39.8 39.3 39.3 39.3 0.0%
rr
3-154 Operating Budget-Planning/Building/Public Works
au
l
Utility Systems Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans,we include charts for Utility Systems division expenditures,2004
funding decisions, and staffing.
Mission Statement
Manage the planning, engineering, construction,and database functions for the
City's solid waste, water, wastewater, surface water and mapping systems in a
manner that ensures public health and safety, meets all regulatory
requirements, protects environmental resources, is financially sound, and
supports the City's Business Plan Goals.
Outcome
• High quality, lasting infrastructure and maintain standards.
• Reduce maintenance costs.
1 • Cleaner city and efficient, affordable waste collection and disposal.
• Efficient storage, retrieval, and dissemination of information.
• Consistent legal description and survey information available.
• Maintain compliance with regulations—no compliance orders or fines.
• Utility interests well-represented at regional level.
• Improve water quality and maintain environmental aesthetics.
2003 Accomplishments
Water Utility Engineering
• Completed the design and construction of planned Capital Improvement
Program projects including: Disinfection Contact Pipeline in Liberty Parks,
Seismic Upgrade to Rolling Hills and Highlands Elevation, Rehabilitation
of North Talbot Pump Station, Design of Maplewood Water Treatment
Facility, Water Main Replacement in East Kennydale, Water System
Vulnerability Assessment. Implemented the City's aquifer protection,
water conservation education and cross connection programs.
Surface Water Utility Engineering
• Completed the design and construction of planned Surface Water Utility
Capital Improvement Program projects including: SW 7th Street Storm
System Improvement Project(Phase I Morris Ave. to Burnett Avenue
South), NE 10th Street and Anacortes Ave NE Detention Pond and Storm
System Improvement Project, May Creek Basin Plan Implementation
Project, Habitat Enhancement Projects, Cedar River Section 205 Flood
1 Hazard Reduction Project-Landsburg Gravel Supplementation Mitigation
Project. Conducted the annual Talbot Hill area Mosquito Abatement
Program. Updated the Storm System Inventory books and published a new
edition.
Operating Budget-Planning/Building/Public Works 3-155
Wastewater Utility Engineering
• Completed planned Capital Improvement Program projects including: Design of
East Kennydale Sewer Infill Phase I, Design and Construction of Thunder Hills
Sewer Access Road Improvements, Design of East Valley Lift Station
Replacement,Design,permitting and construction for Kennydale Lakefront Sewer
Rehabilitation. Completed flow monitoring of City sewer system in conjunction
with King County.
Technical Services
• CAD Standards are current and available to all users, including a specially
designed help library and current survey control network is up to date and
available to all users.
Solid Waste
• Increased residential knowledge of natural lawn care, including integrated pest
management strategies through 10 workshops targeted at homeowners, diverted
over 51%of recyclable residential waste and 17%of recyclable multifamily waste
from the landfill,provided 35.Household Hazardous Waste Reduction workshops
to elementary school children and provided backyard yard waste composting
training and bins to over 175 residents.
2004 Action Plan
Water Utility Engineering
• Complete the following planned Capital Improvement Program projects:
Maplewood Water Treatment Facility, Water Main Replacement Projects, Water
System Plan and Emergency Response Plan Update, and Water Quality
Monitoring and Investigation, maintain"Green Permit" status by: performing
water quality monitoring, testing, reporting to meet the Department of Health's
schedule. Continue implementation of aquifer protection, water conservation and
cross-connection control programs.
Surface Water Utility Engineering
• Complete the following planned Capital Improvement Program projects: SW 7th
Street Storm System Improvement Project Phase Il, (Lind Avenue SW to Burnett
Avenue South), Springbrook Creek FEMA Floodplain Map Update, the Cedar
River Spawning Channel Replacement Project, and conduct the annual Landsburg
Gravel Supplementation project and other monitoring that are required for the
Cedar River Section 205 Flood Hazard Reduction Project.
Wastewater Utility Engineering t
• Complete the following planned Capital Improvement Program projects: East
Kennydale Sewer Infill Phase II, East Valley Lift Station Replacement and the
Earlington Sewer Rehabilitation Phase I, Sunset Sewer Interceptor Phase 11.
3-156 Operating Budget-Planning/Building/Public Works
ry
Technical Services
• Maintain databases and CAD software, update the survey control network,
provide timely reviews of legal descriptions and development applications,
fr and process property acquisitions.
Solid Waste Utility
�► • Complete and distribute the Renton Guide to Solid Waste Service to all
residential customers
r
i
1
1
Operating Budget-Planning/Building/Public Works 3-157
Expenditure Budget by Category- Utility Systems
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular Salaries 1,483,848 1,563,084 1,657,500 1,635,798 1,725,500 4.1%
Part-Time Salaries 35,298 47,314 74,500 44,428 76,400 2.6%
Overtime 575 1,086 9,200 724 9,600 4.3%
Personnel Benefits 361,804 361,909 415,500 381,858 444,700 7.0%
Supplies 31,502 31,945 51,200 39,685 41,200 -19.5%
Other Services and Charges 7,724,280 7,307,808 8,054,500 7,210,769 7,598,700 -5.7%
Intergovernmental Services 2,811,406 4,412,009 2,923,200 3,012,175 3,055,700 4.5%
Capital Outlay ' 82,126 3,696 0 659 0 N/A
Debt Service 3,696,624 5,889,095 6,841,152 6,704,653 3,276,100 -42.1%
Interfund Payments 7,579,020 2,024,000 4,201,400 4,051,397 3,814,400 -9.2%
Operating Total 23,806,483 21,641,946 24,228,152 23,082,146 20,042,300 -17.3%
CIP 0 0 0 0 0 N/A
Total 23,806,483 21,641,946 24,228,152 23,082,146 20,042,300 -17.3%
Funding Decisions- Utility Systems
2003 Adjusted Budget $24,228,152
2004 Budget Changes
Salaries 70,300
Benefits 29,200
Equipment Rental 4,600
Solid Waste Contract-based on rate model -471,300
Taxes on Utility gross receipts 132,500
Indirect cost of service to General Fund-3%increase 81,600
Debt Service- refunded bonds and trust funds -508,200
Transfer to Bond Reserve-2003 Funding Item -2,606,852
Additional debt service-2003 Funding Item -450,000
Transfer to Capital Fund -219,000
Internal fund transfer- revenue&expenditures -246,500
All other -2,200
Total 2004 Budget $20,042,300
Staffing Levels (Full-Time Equivalent Employees-FTE) - Utility Systems
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Regular 24.8 25.8 25.8 25.8 25.8 0.0%
Temporary Part-Time 0 0 0 0 0 N/A
Intermittent Part-Time 0.5 0.9 0.9 0.9 0.9 0.0%
Total HE 25.3 26.7 26.7 26.7 26.7 0.0%
3-158 Operating Budget-Planning/Building/Public Works
Mr
Table 3-21. Planning, Building and Public Works Department Performance and Workload Indicators
(Sheet I of 2)
2001 2002 2003 2003 2004
r Actual Actual Forecast Actual Forecast
Development Services
Building Permit Valuation $187,148,515 $185,463,800 $180,000,000$179,000,000$150,000,000
Building Permit Revenue $2,216,606 $2,582,800 $2,400,000 $2,013,500 $2,000,000
Building Permits Processed 4,756 5,076 4,000 5,365 4,000
Land Use Applications Processed 174 149 150 125 150
Public Works Permits Processed 668 450 480 1,324 1,000
Water Meter Applications 520 320 270 485 300
Transportation Systems
rr
Complete Construction of 80%TIP Projects 9 7 6 6 5
Complete Design of 80%TIP Projects 10 4 4 5 7
Complete Planning of 80%TIP Projects(New) 0 7 5 5 5
Respond to Customer Service Requests 1,911 1,821 2,003 1,875 1,931
Respond to Work Order Requests 7,861 7,472 8,219 7,917 8,154
CTR Program 80%Designed/Implemented 29/96% 27/100% 29/100% 24/100% 24/100%
Utility Systems
Water Utility
1r CIP Projects constructed 7 7 6 4 5
Design of CIP Completed, Number 6 6 4 3 6
Outside Funding for CIP Projects,% 0% 18% 7% 0% 36%
Wastewater Utility
CIP Projects constructed 5 4 6 2 4
Design of CIP Completed, Number 2 3 7 2 5
Outside Funding for CIP Projects,% 0% 0% 0% 0% 0%
Surface Water Utility
CIP Projects constructed 6 6 6 6 5
Design of CIP Completed, Number 8 7 8 6 8
Outside Funding for CIP Projects,% 0% 1.50% 0.50% 0% 0%
Responded to Customer Service Requests 60 65 70 68 70
Awarded Discount on Flood Insurance Rates,% 15% 15% 15% 15% 15%
Solid Waste Utility
Special Collection Events,Total Tons 2/156 2/234 2/100 2/253 2/250
Household Hazardous Waste Workshops, Number 26 0 20 35 20
' Residential Diversion,% 55% 53% 55% 51% 55%
Multifamily Diversion,% 20% 16% 16% 17% 16%
Solid Waste, Garbage Total Tons 46,177 42,372 43,000 42,404 43,800
Operating Budget-Planning/Building/Public Works 3-159
Table 3-21. Planning, Building and Public Works Department Performance and Workload Indicators
(Sheet 2 of 2)
2001 2002 2003 2003 2004
Actual Actual Forecast Actual Forecast
4d
Maintenance Services
Street Maintenance
Street Asphalt Repair,sq.ft. 163,691 221,523 250,000 283,286 250,000
Utility Cut Patching,sq.ft. 51,335 57,793 68,300 71,653 50,000
Cracked Sealed City Streets, lineal ft. 79,666 138,676 92,100 11,180 50,000
Streetside Vegetation Mowing, Swath Miles 563 536 550 687 500
Snow/Ice Control, Lane Miles 538 519 500 17 500
Sidewalk Repairs, Labor Days 285 234 332 91 100
Surface Water Maintenance
Clean Storm Lines, Lineal Feet 51,836 77,099 91,000 73,121 80,000
Refurbish Catch Basins 69 39 55 74 50
Clean Catch Basins 1,305 1,510 1,350 1,693 1,500
TV Inspections, Feet 1,081 7,338 1,500 2,980 1,500
Backup Reduction, Catch Basins 6,730 11,908 6,500 8,947 7,000
Water Maintenance
Conduct Leak Detection on Water Mains/Lineal Feet 41,341 7,896 14,000 10,187 10,000
Test City Water for High Quality, Samples 406 404 1,200 706 1,000
Inspect/Operate Hydrants 5,976 5,999 5,900 5,883 5,000
Meter Reading, Routes 423 587 480 556 500
New Main Connections,Tie-in 63 110 65 167 100
Wastewater Maintenance(Sewer)
Clean Sewer Line, Lineal Feet 136,766 193,145 140,500 183,296 15,000
TV Inspect, Lineal Feet 57,718 56,558 28,000 107,620 50,000
Wet Well Washing 244 242 228 282 200
Root Cut Lines, Lineal Feet 20,963 42,860 18,000 27,564 20,000
Manhole Cleaning 1,344 1,632 1,300 2,218 1,500
Solid Waste/Litter Control Program
Trash Collected,Tons 63 83 38 216 100
Equipment Services
Vehicle Services and Repairs 2,550 2,745 2,600 2,478 2,500
Replacement, Number of Vehicles 39 31 34 15 15
Outfitted, Number of Vehicles 10 11 10 8 10
M
3-160 Operating Budget-Planning/Building/Public Works
lir
on Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet I of 6)
2001 2002 2003 2003 2004
Grade Title Actual Actual Budget Actual Budget
go Administration Division
M49 Ping/Bldg/Public Works Administrator 1.0 1.0 1.0 1.0 1.0
M24 Principal Finance and Admin Analyst 1.0 1.0 1.0 1.0 1.0
F
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
A5 Office Assistant III 0.5 0.5 0.5 0.5 0.5
A3 Office Assistant II 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 4.0 4.0 4.0 4.0 4.0
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1
rr
Total Administration Division 4.1 4.1 4.1 4.1 4.1
Development Services Division
Administration
M38 Dev Services Director 1.0 1.0 1.0 1.0 1.0
~ A9 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 Administration 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
1r A23 Senior Planners 3.0 4.0 4.0 3.0 3.0
A19 Associate Planner 1.0 0.0 0.0 2.0 2.0
A18 Land Use Compliance Inspector 2.0 2.0 2.0 2.0 2.0
rti A15 Assistant Planner 1.0 1.0 1.0 0.0 0.0
A5 Secretary 1 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 10.0 10.0 10.0 10.0 10.0
Temporary Part-Time 0.1 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 10.3 10.3 10.3 10.3 10.3
Public Works Inspections and Permits
M33 Development Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 0.0 1.0 1.0 1.0 1.0
A23 Engineering Specialist III 3.0 3.0 3.0 3.0 3.0
A21 Lead Construction Inspector 0.0 1.0 1.0 1.0 1.0
A21 Lead Field Engr Specialist 1.0 0.0 0.0 0.0 0.0
A19 Engineering Specialist II 1.0 0.7 0.7 0.7 0.7
A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0
A18 Construction Inspector II 0.0 4.0 4.0 4.0 4.0
A18 Field Engineering Specialist 4.0 0.0 0.0 0.0 0.0
A14 Construction Inspector 1 0.0 1.0 1.0 1.0 1.0
A14 Utility Locator/Inspector 1.0 0.0 0.0 0.0 0.0
A13 Engineering Specialist 1 0.7 0.0 0.0 0.0 0.0
A8 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 13.7 13.7 13.7 13.7 13.7
Temporary Part-Time 1.0 1.0 1.0 1.0 1.0
Total Inspections and Permits 14.7 14.7 14.7 14.7 14.7
Operating Budget-Planning/Building/Public Workr 3-161
Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet 2 of 6)
2001 2002 2003 2003 2004
Grade Title Actual Actual Budget Actual Budget
Building Inspections and Permits .
M32 Building Official 1.0 1.0 1.0 1.0 1.0
A23 Building Plan Reviewer 1.0 1.0 1.0 1.0 1.0
A18 Building Inspector/Electrical 2.0 2.0 2.0 2.0 2.0
A18 Building 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
A5 Permit Technician 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 Building Inspections and Permits 13.6 13.6 13.6 13.6 13.6
Total Regular Staffing 38.7 38.7 38.7 38.7 38.7
Total Temporary Part-Time 1.1 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 Division 40.7 40.7 40.7 40.7 40.7
Transportation Systems Division
Administration
M38 Transportation Systems Director 1.0 1.0 1.0 1.0 1.0
A9 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0
A5 Secretary 1 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
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 3.0 3.0 3.0 3.0 3.0
Transportation Planning
M33 Transportation Planning Supervisor 1.0 1.0 1.0 1.0 1.0
A29 Program Development Coordinator II 1.0 . 1.0 1.0 1.0 1.0
A24 Transportation Planner 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer 111 (1.5 Limited Term) 2.5 2.5 1.5 1.5 1.5
A19 Civil Engineer 1 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 6.5 6.5 5.5 5.5 5.5
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 Transportation Planning 6.5 6.5 5.5 5.5 5.5
Transportation Design
M33 Transportation Design Supervisor 1.0 1.0 1.0 1.0 1.0 VM
A27 Civil Engineer III 3.0 2.0 2.0 1.0 1.0
A23 Civil Engineer 11 0.0 0.0 0.0 1.0 1.0
A23 Engineering Specialist Ili 1.0 1.0 1.0 1.0 1.0
A19 Civil Engineer 1 0.0 1.0 1.0 1.0 1.0
Total Regular Staffing 5.0 5.0 5.0 5.0 5.0
Temporary Part-Time 0.7 0.7 0.7 0.7 0.7 W
Intermittent Part-Time 0.4 0.4 0.4 0.4 0.4
Total Transportation Design 6.1 6.1 6.1 6.1 6.1
a
3-162 Operating Budget-Planning/Building/Public Works
aw
! Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet 3 of 6)
2001 2002 2003 2003 2004
Grade Title Actual Actual Budget Actual Budget
in Transportation Operations/Maintenance
M33 Transportation Operations Manager 1.0 1.0 1.0 1.0 1.0
M27 Transportation Maint Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III (0.5 Limited Term) 1.5 1.5 1.5 1.5 1.5
A23 Engineering Specialist III 2.0 2.0 2.0 2.0 2.0
A21 Signal/Electronics Sys Tech II 6.0 6.0 6.0 6.0 6.0
Ur A17 Traffic Sign and Paint Supervisor 1.0 1.0 1.0 1.0 1.0
Al2 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
an Total Regular Staffing 16.0 16.0 16.0 16.0 16.0
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 Transportation Operations/Maintenance 18.0 18.0 18.0 18.0 18.0
Airport
iw M32 Airport Manager 1.0 1.0 1.0 1.0 1.0
All Airport Maintenance Worker 1.0 2.0 2.0 2.0 2.0
A5 Secretary 1 0.5 0.5 0.5 0.5 0.5
to Total Regular Staffing 2.5 3.5 3.5 3.5 3.5
Intermittent Part-Time 3.7 2.7 2.7 2.7 2.7
Total Airport 6.2 6.2 6.2 6.2 6.2
Total Regular Staffing 33.0 34.0 33.0 33.0 33.0
Total Temporary Part-Time 1.5 1.5 1.5 1.5 1.5
Total Intermittent Part-Time 5.3 4.3 4.8 4.8 4.8
Total Transportation Systems Division 39.8 39.8 39.3 39.3 39.3
Utility Systems Division
1 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 Assistant II 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 3.5 3.5 3.5 3.5 3.5
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1
Total Utility Systems Administration 3.6 3.6 3.6 3.6 3.6
Water Utility Systems
M33 Utility Engr Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 1.0 1.0 2.0 2.0 2.0
' A23 Civil Engineer II 2.0 2.0 1.0 1.0 1.0
A23 Engineering Specialist III 0.0 0.0 0.0 0.5 0.5
A19 Engineering Specialist 11 2.5 2.5 2.5 2.0 2.0
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
Operating Budget-Planning/Building/Public Works 3-163
Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet 4 of 6)
2001 2002 2003 2003 2004
Grade Title Actual Actual Budget Actual Budget
Wastewater Utility Systems and Technical Services
M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A29 Mapping Coordinator 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 2.0 2.0 2.0 2.0 2.0
A25 Property Services Agent 1.0 1.0 0.0 0.0 0.0
A23 Engineering Specialist III 2.0 2.0 3.0 3.5 3.5
A19 Engineering Specialist II(1.0 Limited Term) 0.5 1.5 1.5 1.0 1.0
Total Regular Staffing 7.5 8.5 8.5 8.5 8.5
Temporary Part-Time 0.0 0.0 0.0 0.0 0
Intermittent Part-Time 0.0 0.4 0.4 0.4 0.4
Total Wastewater Utility Sys and Tech Svcs 7.5 8.9 8.9 8.9 8.9 '
Surface Water Utility Systems
M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 1.0 1.0 1.0 2.0 2.0
A23 Civil Engineer II 2.0 2.0 2.0 2.0 2.0
A19 Engineering Specialist II 1.0 1.3 1.3 0.3 0.3
A13 Engineering Specialist 1 0.3 0.0 0.0 0.0 0.0 ,
Total Regular Staffing 5.3 5.3 5.3 5.3 5.3
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0
Total Surface Water Utility Systems 5.3 5.3 5.3 5.3 5.3 '
Solid Waste Utility Systems
M25 Solid Waste Coordinator 1.0 1.0 1.0 1.0 1.0
A13 Program Specialist 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 1.5 1.5 1.5 1.5 1.5
Total Solid Waste Utility Systems 1.5 1.5 1.5 1.5 1.5 No
Total Regular Staffing 24.8 25.8 25.8 25.8 25.8
Total Temporary Part-Time 0.0 0.0 0.0 0.0 0.0
Total Intermittent Part-Time 0.5 0.9 0.9 0.9 0.9
Total Utility Systems Division 25.3 26.7 26.7 26.7 26.7
Maintenance Services Division
Maintenance Administration
M38 Maintenance Services Director 1.0 1.0 1.0 1.0 1.0
A26 Waste Water/Special Operations Manager 0.5 0.5 0.5 0.5 0.5
A17 Maintenance Buyer 1.0 1.0 1.0 1.0 1.0
A17 Pavement Mgmt Technician 1.0 1.0 1.0 1.0 1.0
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
A5 Office Assistant III 0.0 1.0 1.0 1.0 1.0
A3 Office Assistant II 1.0 0.0 0.0 0.0 0.0
Total Regular Staffing 6.5 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 7.2 7.2 7.2 7.2 7.2
3-164 Operating Budget-Planning/Building/Public Works ,
IN
IN Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet S of 6)
2001 2002 2003 2003 2004
Grade Title Actual Actual Budget Actual Budget
1r Streets/Solid Waste Maintenance Services
A23 Street Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
A16 Lead Maint Services Worker 2.0 2.0 2.0 2.0 2.0
am Al2 Maint Services Worker III/Street 8.0 8.0 9.0 9.0 9.0
A8 Maint Services Worker II/Street 3.0 3.0 3.0 3.0 3.0
A4 Solid Waste Mtc Worker 1.0 1.0 1.0 1.0 1.0
Illy Total Regular Staffing 15.0 15.0 16.0 16.0 16.0
Intermittent Part-Time 1.1 1.1 1.1 1.1 1.1
Total Streets/Solid Waste Maint Sery 16.1 16.1 17.1 17.1 17.1
Wastewater/Surface Water Maintenance Services
M26 Waste Water/Special Operations Manager 0.4 0.4 0.4 0.4 0.4
A23 Wastewater Maint Supr(Waste/Surface Water) 1.0 1.0 1.0 1.0 1.0
A16 Lead Maintenance Services Worker 0.0 0.0 1.0 0.0 0.0
A14 Lift Station Technician 2.0 2.0 2.0 2.0 2.0
lir Al2 Maintenance Svc Wkr III (Waste/Surface Water) 0.0 0.0 5.0 7.0 7.0
A08 Maintenance Svc Wkr II (Waste/Surface Water) 7.0 7.0 1.0 0.0 0.0
Total Regular Staffing 10.4 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 Waste Water/Surface Water Maint Sery 12.1 12.1 12.1 12.1 12.1
Water Maintenance Services
M33 Water Maintenance Manager 1.0 1.0 1.0 1.0 1.0
M26 Waste Water/Special Operations Manager 0.1 0.1 0.1 0.1 0.1
A21 Water Maintenance Services Supervisor 1.0 1.0 1.0 1.0 1.0
A21 Water Utility Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
A17 Water Treatment Plant Operator 0.0 2.0 2.0 2.0 2.0
A16 Lead Maintenance Services Worker 2.0 2.0 2.0 2.0 2.0
A15 Water Utility Maint Technician 1.0 1.0 1.0 1.0 1.0
A15 Water Treatment Plant Operator 2.0 0.0 0.0 0.0 0.0
Al2 Maintenance Services Worker III 9.0 7.0 7.0 7.0 7.0
A8 Maintenance Services Worker II 1.0 3.0 3.0 3.0 3.0
A5 Meter Reader 3.0 3.0 3.0 3.0 3.0
Total Regular Staffing 21.1 21.1 21.1 21.1 21.1
' Intermittent Part-Time 0.5 0.5 0.5 0.5 0.5
Total Water Maintenance Services 21.6 21.6 21.6 21.6 21.6
1
Operating Budget-Planning/Building/Public Works 3-165
Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet 6 of 6)
2001 2002 2003 2003 2004
Grade Title Actual Actual Budget Actual Budget '
Equipment Maintenance Services
M30 Fleet Manager 1.0 1.0 1.0 1.0 1.0
A17 Lead Vehicle and Equipment Mechanic 2.0 2.0 2.0 2.0 2.0
A13 Vehicle and Equipment Mechanic 1 3.0 3.0 3.0 3.0 3.0
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
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 Services 9.3 9.3 9.3 9.3 9.3 ,
Total Regular Staffing 61.0 61.0 62.0 62.0 62.0
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 Division 66.3 66.3 67.3 67.3 67.3
Total Regular Staffing 161.5 163.5 163.5 163.5 163.5
Total Temporary Part-Time 4.2 4.2 4.2 4.2 4.2
Total Intermittent Part-Time 10.5 9.9 10.4 10.4 10.4
Total Public Works Department 176.2 177.6 178.1 178.1 178.1
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3-166 Operating Budget-Planning/Building/Public Works
2004
Other City
Services
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'% City of Renton,Washington BUDGET
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aft" euy., smmm
In this section you will find the Other City Services Mission Statement, an
overview of Other City Services expenditures (figure 3-10), followed by
expenditures by division and category.
Mission Statement
Provide for miscellaneous payments that benefit all City departments.
Overview of Other City Services
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 obligations debt payments, and
kemployee termination payments.
An overview of Other City Services expenditures is shown in figure 3-10,
followed by expenditures by division and category.
Figure 3-10. Other City Services Overview
f Expenditure Comparison
$10,000,000
$8,000,000
$6,000,000
I $4,000,000
$2,000,000
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004
rr budget
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Operating Budget-Other City Services 3-167
Expenditure Budget by Division- Other City Services
2001 2002 2003 2003 2004 Change ,
Actual Actual Adj Bdgt Actual Budget 2003/2004
Other City Services 7,991,038 7,363,889 5,095,200 5,130,894 4,358,600 -14.5%
Limited Tax General Obligation Bonds 2,726,156 2,862,364 2,835,700 2,797,620 2,556,100 -9.9% '
Operating Total 10,717,194 10,226,253 7,930,900 7,928,514 6,914,700 -12.8%
CIP 0 0 0 0 0 N/A
Total 10,717,194 10,226,253 7,930,900 7,928,514 6,914,700 -12.8% '
Expenditure Budget by Category- Other City Services '
2001 2002 2003 2003 2004 Change
Actual Actual Adj Bdgt Actual Budget 2003/2004
Salaries 0 26,420 0 30,015 0 N/A
Retirement/Term Payments 12,216 185,226 125,000 248,723 130,100 4.1%
Disaster Response Overtime 217,927 0 0 391.29 25,000 100.0%
Personnel Benefits 220,642 234,228 236,200 305,929 972,900 311.9%
Supplies 1,319 0 0 0 0 N/A
Other Services and Charges 1,887,968 2,589,278 3,104,800 2,929,418 2,195,900 -29.3% '
Intergovernmental Services 5,593,892 4,323,494 1,629,200 1,609,629 1,034,700 -36.5%
Capital Outlay 57,074 5,243 0 6,789 0 N/A
Operating Total 7,991,038 7,363,889 5,095,200 5,130,894 4,358,600 -14.5% '
CIP 0 0 0 0 0 N/A
Total 7,991,038 7,363,889 5,095,200 5,130,894 4,358,600 -14.5%
Expenditure Budget by Category-Limited Tax General Obligation Bonds- Other City Services
2001 2002 2003 2003 2004 Change ,.
Actual Actual Adj Bdgt Actual Budget 2003/2004
Debt Service
Principal 1,441,447 1,229,269 1,210,100 1,186,041 1,093,500 -9.6% '
Interest 574,709 1,078,893 1,625,600 1,611,579 1,462,600 -10.0%
Operating Transfer Out 710,000 554,202 0 0 0 N/A
Total Limited Tax General '
Obligation Bonds 2,726,156 2,862,364 2,835,700 2,797,620 2,556,100 -9.9%
CIP 0 0 0 0 0 N/A
Total 2,726,156 2,862,364 2,835,700 2,797,620 2,556,100 -9.9% ,
3-/68 Operating Budget-Other City Services
Major Department Changes for 2004
Major department changes are given below, followed by staffing levels.
.. Personnel Costs:
Retirement/Term Payments ($5,100)
Funding to provide for anticipated retirement pay outs.
Retiree Health Care ($736,700)
Transfer funding for LEOFF 1 retirees medical premiums from Fire and Police
departments to Other City Services plus a 10 percent increase.
2003 Funding Items:
Disaster Response Overtime ($25,000)
r Reinstate funding that was removed in 2003.
Supplies and Other Charges:
r
Equipment Rental/Motor Pool (-$5,700)
r Total funding in the Equipment Rental Fund to cover equipment replacement
and maintenance charges for all City fleet vehicles will decrease by 14.5
percent. This change is due to a reduction in the number of vehicles that need
to be replaced, and lower maintenance costs. Monthly premiums from
departments to reimburse the Equipment Rental Fund may differ since
department costs are calculated based on assigned vehicles and their associated
,. replacement and maintenance schedules.
Downtown Renton (-$20,000)
r. Changes to the parade float will not be made in 2004.
Liability Insurance ($115,000)
Increase premiums for property and liability insurance including the Aquatic
Center.
Intergovernmental Services:
Transfer to Fund 316 (-$19,500)
Change the transfer to the Municipal Capital Improvement Fund for a total
transfer of$980,500.
2003 Funding Items:
' EIS Consulting (-$1,000,000)
Funding for two large Environmental Impact Statements; $800,000 for the
' Boeing EIS and $200,000 for the Barbee Mills EIS, was for 2003 only.
' Operating Budget-Other City Services 3-169
Transfer to Fund 317 (-$575,000)
Funding for the pre-engineering analysis of the Strander Boulevard extension project was for 2003 only.
Staffing Levels by Division- Other City Services
2001 2002 2003 2003 2004 Change
Actual Actual Budget Actual Budget 2003/2004 Ed
Other City Services 0.0 0.0 0.0 0.0 0.0 N/A
Limited Tax General
Obligation Bonds 0.0 0.0 0.0 0.0 0.0 N/A as
Total FTE 0.0 0.0 0.0 0.0 0.0 N/A
Divisions by Fund Number '
This department is part of the General Fund(000): Other City Services (005).
3-/70 Operating Budget-Other City Services '
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2004
"' Debt Service
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• City of Renton,Washington BUDGET
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Introduction
The Debt Services section provides an extensive overview of the City's debt
program. It includes financial data on debt limitations, property tax rates and
property tax revenues, long-term debt service requirements, limited (non-voted)
general obligation debt per capita, individual debt summaries, and a schedule of
the City's overall outstanding debt.
to Figure 4-1 shows debt margin availability from 1999 through 2008. Table 4-1
provides an overview of the City's outstanding debt, including the total debt
am availability from 1999 through 2008. The table also includes a breakdown of
property tax rates and property tax revenues.
Figure 4-1. Debt Margin Availability
F;.
$210
�—Non-Vote
$180 —OF—Vote 192.5
183.3
174.1
$150 165.3
156.9
O142.8
Q $120 T37.4
c . 124.1
110.8
$90 102.5
92.9
79.8 86.2
$60 70.0 75.8
50.8 56.4 582
$30 43.6 48.8
$0
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Projected
f�
Debt Service 4-1
Table 4-1. Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates, and Property
Tax Revenue (Sheet I of 2)
Title 1999 2000 2001 2002 2003
Indebtedness for General Purposes:
Assessed Valuation(AV)Used for Next Yr's Levy/
Rates $4,258,500,750 $4,545,321,019 $5,062,641,752 $5,593,880,488 $5,793,213,325
Without a Vote:
Legal Limit: 1.5% AV 63,877,511 68,179,815 75,939,626 83,908,207 86,898,200
General Obligation Bonds Outstanding 21,203,906 20,151,906 25,580,583 28,272,581 29,575,010
Installment Notes/Contracts Outstanding 242,856 218,831 193,707 167,440 139,972
Total Outstanding Debt 21,446,762 20,370,737 25,774,290 28,440,021 29,714,982
Less:Amount Available for Debt Service 1,151,400 951,092 654,025 977,826 1,026,717
Debt Margin Without A Vote $43,582,149 $48,760,170 $50,819,361 $56,446,012 $58,209,935
With a 3/5%Vote:
Legal Limit: 2.50%of AV $106,462,519 $113,633,025 $126,566,044 $139,847,012 $144,830,333 '
Outstanding Debt 5,020,000 3,975,000 3,515,000 3,030,000 2,665,000
Less:Amount in Debt Service Funds 1,103,600 1,145,663 1,048,876 560,698 588,733
Debt Margin Available With Vote $102,546,119 $110,803,688 $124,099,920 $137,377,710 $142,754,066
Total Debt Margin Available $146,128,268 $159,563,859 $174,919,281 $193,823,723 $200,964,001 '
City and Overlapping Tax Rates:
(Per$1000 of Assessed Value)
City of Renton General Levy $3.42726 $3.39877 $3.27385 $3.26036 $3.18871 '
City of Renton Special Levy 0.31981 0.28488 0.10078 0.09397 0.08865
Total City of Renton Tax Rate $3.74707 $3.68365 $3.37463 $3.35433 $3.27736 '
King County 1.77385 1.68951 1.55218 1.44949 1.34948
Port of Seattle 0.23898 0.21585 0.19029 0.18956 0.25895 ,
Hospital District#1 0.15354 0.11830 0.09873 0.09643 0.09254
Renton School District#403 3.78290 3.65397 3.36669 3.11288 2.98691 '
State of Washington 3.35872 3.30278 3.14502 2.98946 2.89680
Emergency Medical Services 0.29000 0.27299 0.24624 0.25000 0.24143
Total Property Tax Rate $13.34506 $12.93705 $11.97378 $11.44215 $11.10347 '
Property Tax Revenue:
General Levy $14,310,777 $15,125,785 $16,253,829 $17,871,034 $18,758,300 '
Special Levy 1,339,623 1,275,911 523,017 510,660 507,700
Total Property Taxes $15,650,400 $16,401,696 $16,776,846 $18,381,694 $19,266,000 '
4-2 Debt Service
Table 4-1. Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates, and Property
Tax Revenue (Sheet 2 of 2)
Projected
Title 2004 2005 2006 2007 2008
Indebtedness for General Purposes:
Assessed Valuation(AV)Used for Next Yr's Levy/
y. Rates $6,343,166,272 $6,660,324,586 $6,993,340,815 $7,343,007,856 $7,710,158,248
Without a Vote:
Legal Limit: 1.5% AV 95,147,494 99,904,869 104,900,112 110,145,118 115,652,374
General Obligation Bonds Outstanding 26,094,154 25,158,449 26,248,501 25,169,575 24,107,000
Instal lmentNotes/Contracts Outstanding 111,250 81,217 49,813 16,976 0
Total Outstanding Debt 26,205,404 25,239,666 26,298,314 25,186,551 24,107,000
Less:Amount Available for Debt Service 1,078,053 1,131,956 1,188,554 1,247,981 1,310,380
�- Debt Margin Without A Vote $70,020,143 $75,797,159 $79,790,352 $86,206,548 $92,855,754
With a 3/5%Vote:
Legal Limit: 2.50%of AV $158,579,157 $166,508,115 $174,833,520 $183,575,196 $192,753,956
Outstanding Debt 2,280,000 1,870,000 1,440,000 985,000 985,000
Less:Amount in Debt Service Funds 618,170 649,078 681,532 715,609 751,389
Debt Margin Available With Vote $156,917,326 $165,287,193 $174,075,052 $183,305,805 $192,520,345
Total Debt Margin Available $226,937,470 $241,084,351 $253,865,404 $269,512,353 $285,376,099
City and Overlapping Tax Rates:
(Per$1000 of Assessed Value)
City of Renton General Levy $3.22060 $3.25280 $3.28533 $3.31818 $3.35137
City of Renton Special Levy 0.07801 0.06865 0.06041 0.05316 0.04678
, Total City of Renton Tax Rate $3.29861 $3.32145 $3.34574 $3.37135 $3.39815
King County 1.36297 1.37660 1.39037 1.40427 1.41832
Port of Seattle 0.26154 0.26415 0.26680 0.26946 0.27216
r
Hospital District#1 0.09347 0.09440 0.09534 0.09630 0.09726
Renton School District#403 3.01678 3.04695 3.07742 3.10819 3.13927
State of Washington 2.92577 2.95503 2.98458 3.01442 3.04457
Emergency Medical Services 0.24384 0.24628 0.24875 0.25123 0.25375
Total Property Tax Rate $11.20298 $11.30487 $11.40899 $11.51523 $11.62347
Property Tax Revenue:
General Levy $18,945,883 $19,136,000 $19,328,000 $19,522,000 $19,718,000
Special Levy 507,700 515,610 514,815 517,463 517,463
Total Property Taxes $19,453,583 $19,651,610 $19,842,815 $20,039,463 $20,235,463
Source
Assessed Valuation,and Property Tax Rates: 1998-2002 King County Department of Assessments.
Debt Margin:City of Renton Finance Department
r
Debt Service q_;
Figure 4-2 provides the percentage breakout and the total property taxes paid by all
taxpayers within the City of Renton for 2004. These tax totals are based on
$1000,000 assessed valuation.
Figure 4-2. Property Tax Allocation Among Overlapping "Jurisdictions"-2004
Emergency Medical '
$24,2%
State of Washington
$293,26% City of Renton
$330,30%
IGng County
,....,..._
$136, 12%
Renton Schools '
$302,27% - ______ Port of Seattle
$26,2% '
i
Hospital District
4-4 Debt Service '
as
W Table 4-2 describes the City's long-term debt program and shows the various
forms of debt.
as
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
r 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
to bond indenture agreements. The City's most current bond ratings from Fitch,
and Standard and Poor rating agency for General Obligation Bonds and Revenue
Bonds are A+and AA-, respectively.
to
Table 4-2 is a summary of long-term debt transactions of the City for the year
ending December 31, 2003.
IN
Table 4-2. Long-Term Debt
General
Obligation Public Works Special Total
Long Term Revenue Trust Fund contract/ Assessment Long-Term
Item Debt Bonds Loans Lease Debt Debt Debt
Outstanding 1/02/03 $33,797,023 $31,230,000 $8,222,135 $7,238 $0 $73,256,396
Issued 0 8,035,000 0 78,192 0 8,113,192
Redeemed 1,551,041 10,195,000 642,689 24,614 0 12,413,344
Outstanding 12/31/03 $32,245,982 $29,070,000 $7,579,446 $60,816 $0 $68,956,244
Debt Service 4.5
Debt Service to Maturity
Table 4-3 is a schedule showing the debt service requirements to maturity for
the City's long-term debt. '
Table 4-3. Debt Service Requirement to Maturity Long-Term Debt Summary as of December 31, 2003 (Dollars '
in Thousands)
General Obligation Revenue Public Works Trust Contract/ Special Total
Long Term Debt Bonds Fund Loans Leases Debt Assessment Debt Long-Term Debt '
Year Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest
2004 1,478 1,575 1,725 1,201 643 90 24 2 0 0 3,870 2,868 '
2005 1,522 1,788 1,890 1,150 608 83 25 0 0 0 4,045 3,021
2006 1,503 1,811 1,950 1,092 608 76 9 0 0 0 4,070 2,979
2007 1,567 1,812 2,025 1,022 608 69 0 0 0 0 4,200 2,903 '
2008 1,560 1,815 2,105 939 608 62 0 0 0 0 4,273 2,816
2009 1,665 1,688 2,185 860 608 55 0 0 0 0 4,458 2,603 '
2010 1,704 1,137 2,265 777 608 48 0 0 0 0 4,577 1,962
2011 1,768 1,067 2,355 688 608 40 0 0 0 0 4,731 1,795
2012 1,857 995 2,455 584 608 33 0 0 0 0 4,920 1,612
2013 1,940 900 1,150 483 582 26 0 0 0 0 3,672 1,409 '
2014 2,031 800 1,105 447 412 20 0 0 0 0 3,548 1,267
2015 2,133 694 1,145 396 407 15 0 0 0 0 3,685 1,105
2016 1,995 582 765 342 313 9 0 0 0 0 3,073 933
2017 2,095 479 805 307 99 3 0 0 0 0 2,999 789
2018 1,615 371 1,000 270 50 1 0 0 0 0 2,665 642 '
2019 1,705 287 1,000 218 50 1 0 0 0 0 2,755 506
2020 1,800 199 1,000 165 50 0 0 0 0 0 2,850 364
2021 1,885 108 1,045 113 50 0 0 0 0 0 2,980 221
2022 285 14 1,100 58 27 0 0 0 0 0 1,412 72 '
Total $32,108 $18,122 $29,070 $11,112 $7,547 $631 58 $2 $0 $0 $68,783 $29,867
4-6 Debt Service
' Figure 4-3 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 obligaiton debt
is incurred with voter approval. Table 4-4 further calculates limited tax
general obligation debt per capita.
Figure 4-3. Limited Tax General Obligation Debt Through 2010
LIMITED TAX GENERAL OBLIGATION DEBT SERVICE
$3,000
$2,500
c
$2,000
0
L
~ $1,500
c
.r N
5 $1,000
0
E
$500
$0 -- - -
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
rr
i
■Other LTGO Debt ❑2001 LTGO(Parking Garage) ❑2002 LTGO(Fire Station)
rtr
Table 4-4. Limited Tax General Obligation Debt Per Capita
Limited Tax GO Annual Debt Service
.. Year (Amounts in 000's) Population Per Capita
1995 $1,900 44,890 $42.33
1996 1,839 45,170 $40.71
1997 1,884 45,920 $41.03
1998 1,977 46,270 $42.73
1999 2,008 47,620 $42.17
2000 1,990 48,270 $41.23
2001 2,016 51,140 $39.42
2002 2,316 53,840 $43.02
2003 2,544 54,286 $46.86
2004 2,542 54,732 $46.44
2005 2,795 55,178 $50.65
2006 2,800 55,624 $50.34
2007 2,861 56,070 $51.03
2008 2,856 56,516 $50.53
2009 2,835 56,962 $49.77
1 2010 2,841 57,409 $49.49
1
Note
"The 2001 LTGO(Parking Garage),2002 LTGO(Fire Station)Debt Service and Valley Communications
debt is included in the Limited Tax GO Annual Debt Service column in this table)
"Population projections 2003-2010 provided by City of Renton Economic Development,Neighborhoods,
' Strategic Planning Department. Population growth assumptions exclude potential annexation areas.
' Debt Service 4-7
Table 4-5 provides a schedule of all the City's outstanding debt for limited and
unlimited tax general obligation bonds, installment contracts, revenue bonds,
Public Works Trust Fund loans, capital leases, and local improvement district
(LID)bonds and notes. The table further outlines interest rates, issue and
maturity dates, and the total amount of debt issued. It also provides a financial
summary of the outstanding status of the debt.
Table 4-5. Outstanding Debt (Sheet 1 of 2)
Total Outstanding
Interest Issue Maturity Amount
Item Rates Date Date Issued 1/12003 Issued Redeemed 12/31/2003
General Obligation Bonds:
Limited
1994 G O Bonds 4.60%-6.30% 12/01/94 12/01/04 980,000 65,000 0 30,000 35,000
1996 G O Bonds 4.25%-5.40% 10/15/96 10/15/06 553,337 396,012 0 10,000 386,012
1997 G O Refunding Bonds 5.25%-5.55% 05/01/97 12/01/06 2,683,827 2,683,827 0 849,573 1,834,254
1997 G O Bonds 5.55%-5.75% 05/01/97 12/01/17 14,697,744 2,037,744 0 0 2,037,744
2000 G O Valley
Communications 5.31% 09/15/00 12/01/15 2,551,600 2,327,000 0 134,000 2,193,000
2001 G O Refunding Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 13,195,000 0 0 13,195,000
2001 G O Bonds 4.90%-5.00% 10/18/01 12/01/21 6,000,000 6,000,000 0 0 6,000,000
2002 G O Bonds 2.50%-5.00% 07/15/02 12/01/22 3,895,000 3,895,000 0 135,000 3,760,000
Subtotal Limited GO 44,866,508 30,599,583 0 1,158,573 29,441,010
Unlimited ,
1993 G O Refunding Bonds-
Sr.Housing 2.70%-5.20% 09/01/93 02/01/09 4,270,000 3,030,000 0 365,000 2,665,000
Subtotal Unlimited GO 4,270,000 3,030,000 0 365,000 2,665,000 ,
Total General Obligation Bonds 49,136,508 33,629,583 0 1,523,573 32,106,010
Installment Contracts:
Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 167,440 0 27,468 139,972 '
Total Installment Contracts 278,172 167,440 0 27,468 139,972
Total General Obligation Debt 49,414,680 33,797,023 0 1,551,041 32,245,982
Revenue Bonds: ,
1993 Water/Sewer 3.00%-5.375% 08/01/93 04/01/13 5,285,000 3,530,000 0 3,530,000 0
1993 Water/Sewer Refunding 3.00%-5.375% 08/01/93 04/01/10 8,860,000 5,650,000 0 5,650,000 0
1994 Water/Sewer 5.45%-6.55% 11/01/94 11/01/04 3,570,000 420,000 0 420,000 0
1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 5,545,000 0 245,000 5,300,000
1999 Golf System Refunding 3.25%-5.30% 04/01/99 12/01/15 5,040,000 4,105,000 0 235,000 3,870,000 ,
2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 11,980,000 0 115,000 11,865,000
2003 Water/Sewer Refunding 2.00%-3.70% 10/01/03 06/01/13 8,035,000 0 8,035,000 0 8,035,000
Total Revenue Bonds 48,890,000 31,230,000 8,035,000 10,195,000 29,070,000 '
0
q-g Debt Service
IN
Table 4-5. Outstanding Debt (Sheet 2 of 2)
Total Outstanding
Interest Issue Maturity Amount
Item Rates Date Date Issued 1/12003 Issued Redeemed 12/31/2003
Public Works Trust Fund Loans:
Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 256,425 0 25,642 230,783
Central Renton Sewer
Replacement 1.00% 06/14/93 07/01/15 1,631,800 1,066,354 0 87,484 978,870
East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 1,480,270 0 134,570 1,345,700
Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 61,237 0 5,103 56,134
Sanitary Sewer Grouting 2.00% 05/19/94 07/01/04 349,011 123,605 0 61,802 61,803
NE 27th/Aberdeen Drainage
Improvements 1.00% 06/27/95 07/01/15 731,000 553,667 0 42,590 511,077
E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 1,635,962 0 116,855 1,519,107
Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 1,356,208 0 96,872 1,259,336
Corrosion Control Treatment
Facilities 1.00% 03/26/96 07/01/17 1,106,000 740,354 0 49,357 690,997
Maplewood Water Treatment
Improvements 0.50% 01/17/02 07/01/06 425,873 425,873 0 22,414 403,459
Construct CT Pipeline for
Wells 0.50% 11/5/02 07/01/22 522,180 522,180 0 0 522,180
Total Public Works Trust Fund Loans 12,228,296 8,222,135 0 642,689 7,579,446
Capital Leases:
Yamaha Golf Course Carts 5.437% 04/01/00 04/01/03 80,668 7,238 0 7,238 0
Club Car Gold Course Carts 3.810% 04/01/03 04/01/06 78,192 0 78,192 17,376 60,816
Total Capital Leases 158,860 7,238 78,192 24,614 60,816
Total Outstanding Debt 110,691,836 73,256,396 8,113,192 12,413,344 68,956,244
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
y 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, contract/lease debt and other
miscellaneous debt such as interfund loans and joint venture debt obligations. 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.
r
Debt Service 4-9
LIMITED (NON-VOTED) TAX GENERAL OBLIGATION DEBT
1994 Limited Tax General Obligation Bonds (Ordinance #4483): The 1994
Limited Tax General Obligation Bonds were issued in the amount of$980,000 and
dated December 1, 1994. The average interest rate is 5.76%. These bonds were
issued to finance the acquisition of various equipment rental additions and
replacements. The debt service was 100% apportioned to the Equipment Rental
Fund (501). However, beginning in 1999, the debt service is now accounted for
100% in the General Governmental Miscellaneous Debt Service Fund (215).
Interest rate coupons on outstanding bonds range from 5.3% through 6.3%. The
final bonds will mature on December 1, 2004. $670,000 of these bonds was
refunded May 1, 1997. See 1997 Limited Tax General Obligation Refunding
Bonds Series A. The last two maturities (2003 and 2004) remain unrefunded.
1996 Limited Tax General Obligation Bonds (Ordinance #4635): The 1996
Limited Tax General Obligation Bonds were issued in the amount of$553,337 and
dated October 15, 1996. The average interest rate is 5.95%. The bonds were issued
in denominations of$1,000. The bonds consisted of$410,000 serial bonds and
$240,000 capital appreciation bonds ($143,336.72 Principal and $96,663.28
Interest). The capital appreciation bonds are due in years 2001, 2005, and 2006
where interest, at rates of 5.1%, 5.5%, and 5.6%, 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 purposes 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% through 5.4%. These bonds were t
not rated. The debt service for these bonds is accounted for in the General
Governmental Miscellaneous Debt Service Fund (215). ,
1997 Limited Tax General Obligation Refunding Bonds Series A (Ordinance
#4661): The 1997 Limited Tax General Obligation Refunding Bonds Series A were '
issued in the amount of$2,683,826.70 and dated May 1, 1997 with an average
interest rate of 6.63% for purposes of advance refunding the following bonds: 1978
Limited Tax General Obligation Bonds,maturing February 1, 1998,with an average
interest rate of 5.50% all apportioned to 1978 Limited Tax General Obligation
Bonds-Senior Center Fund(207); 1989 Limited Tax General Obligation Bonds, '
maturing March 1, 1998 through March 1, 2002, with an average interest rate of
6.9% apportioned 80.1% to the General Governmental Miscellaneous Debt Service
Fund (215) and 19.9% to the Equipment Rental Fund(501); 1992 Limited Tax '
General Obligation Bonds, maturing October 28, 1997 through December 1, 2002,
with an average interest rate of 4.55% apportioned 77% to the General ,
Governmental Miscellaneous Debt Service Fund (215) and 23% to the Equipment
Rental Fund(501); 1993 Limited Tax General Obligation Bonds,maturing February
22, 1997 through December 1, 1999, with an average interest rate of 4.75% all
4-10 Debt Service ,
to
apportioned to the Solid Waste Utility Fund (403); and 1994 Limited Tax
General Obligation Bonds, maturing December 5, 1997 though December 31,
2002, with an average interest rate of 5.7%all apportioned to Equipment Rental
Fund (501). Beginning in 1999, the debt service for these bonds is now
accounted for 97.11% in the General Governmental Miscellaneous Debt Service
Fund(215) and 2.89% in the 1978 Limited Tax General Obligation Bonds-
Senior Center Fund (207).
1997 Limited Tax General Obligation Bonds Series B (Ordinance#4662):
The 1997 Limited Tax General Obligation Bonds Series B were issued in the
amount of$14,697,743.60 and dated May 1, 1997. The bonds consisted of
6 $12,660,000 serial bonds, with an average interest rate of 5.79%, and
$3,830,000 capital appreciation bonds ($2,037,743.60 Principal and
$1,792,256.40 Interest), with an average interest rate of 7.79%. The capital
appreciation bonds are due in years 2006,2007,2008 and 2009 where interest, at
rates of 5.55%, 5.6%, 5.65% and 5.75%, will accrue from date of issuance and
be paid at maturity. The proceeds from the bonds were used to acquire the Main
and Grady Building. The $12,660,000 serial bonds were refunded November 1,
2001. See 2001 Limited Tax General Obligation Refunding Bonds. The
$3,830,000 capital appreciation bonds remain unref ended. The debt service for
these bonds is accounted for in the 1997 Limited Tax General Obligation Bonds-
City Hall Fund (201).
2001 Limited Tax General Obligation Refunding Bonds Series A
(Ordinance #4922): The 2001 Limited Tax General Obligation Refunding
Bonds Series A were issued in the amount of$13,505,000 and dated November
1,2001 with an average interest rate of 5.02%for purposes of advance refunding
the serial bond portion of the 1997 Limited Tax General Obligation Bonds with
an average interest rate of 5.79%. This resulted in a positive cash flow
im difference of$393,062. Proceeds of the 1997 Limited Tax General Obligation
Bonds were used to acquire the Main and Grady building. Interest rate coupons
on outstanding bonds range from 2.15% through 5.25%. The last bonds will
mature December 1, 2017. The debt service for these bonds is accounted for in
the 1997 Limited Tax General Obligation Bonds—City Hall Fund (201).
2001 Limited Tax General Obligation Bonds Series B (Ordinance#4922):
The 2001 Limited Tax General Obligation Bonds Series B were issued in the
amount of$6,000,000 and dated November 1,2001,with an average interest rate
of 5.11%. The proceeds of the bonds were used to finance the construction of a
' downtown parking facility. Interest rate coupons on outstanding bonds range
from 5.00%through 5.25%. The last bonds will mature December 1,2021. The
debt service for these bonds is accounted for in the General Governmental
Miscellaneous Debt Service Fund(215).
Debt Service 4.11
2002 Limited Tax General Obligation Bonds (Ordinance#4977): The 2002
Limited Tax General Obligation Bonds were issued in the amount of$3,895,000 and
dated July 15, 2002, with an average interest rate of 4.53%. The proceeds of the '
bonds were used to finance the construction of a new fire station. Interest rate
coupons on outstanding bonds range from 2.5%through 5.00%. The last bonds will '
mature December 1, 2022. The debt service for these bonds is accounted for in the
General Governmental Miscellaneous Debt Service Fund (215).
Valley Communications Center Development Authority Bonds (Ordinance '
#4836) were issues and dated September 15, 2000 in the amount of$12,758,000
(City of Renton portion $2,551,600) with an average interest rate of 4.74%. The '
bonds were issued for the purpose of providing funds to acquire, construct and equip
a new facility, including land acquisition, for the operation of the Valley
Communications Center. Valley Communications Center provides emergency ,
communication services, an essential government service, to the Cities of Auburn,
Federal Way, Kent, Renton, Tukwila, and other governmental agencies in South '
King County. The City of Renton, in accordance with Ordinance No. 4836, is
responsible for the payment of their one-fifth share of principal and interest. Interest
rate coupons on outstanding bonds range from 4.3%through 5.375%. The last
bonds will mature December 1, 2015. The debt service for these bonds is accounted
for in the General Governmental Miscellaneous Debt Service Fund(215).
A review of Valley Communication Center records was performed in 2003 and
additional reserves were identified over and above those required. As a result, the
City will not be required to pay their debt service payment due for 2004. Additional
analysis will be performed for 2005 and 2006.
UNLIMITED (VOTED) TAX GENERAL OBLIGATION DEBT
1993 Unlimited Tax General Obligation Refunding Bonds (Ordinance#4417):
The 1993 Unlimited Tax General Obligation Refunding Bonds were issued in the
amount of$4,270,000 and dated September 1, 1993. The average interest rate is
4.92%. These bonds were issued for purposes of refunding the callable portion of
the outstanding 1989 Unlimited Tax General Obligation Bonds to realize savings
from a reduction in interest rates, or a savings in property tax to homeowners of '
about 45 cents per year on a $100,000 home. The last bonds will be fully redeemed
on February 1, 2009. Interest rate coupons on outstanding bonds range from 5.2%
through 6.1%. The debt service on these bonds is accounted for in the 1989 ,
Unlimited Tax General Obligation Bonds-Senior Housing Fund(219).
4-I2 Debt Service
is
CERTIFICATES OF PARTICIPATION
1998 Certificates of Participation (Resolution #3346): The 1998 Certificates
of Participation were issued through a State administered Lease Purchase
agreement in September 1998 for the purchase of Energy Conservation/Lighting
Retrofit Project for the new city hall. The lease agreement terms are
$278,171.50 for ten(10) years at 4.51% interest. The debt service for these
certificates is accounted for in the General Governmental Miscellaneous Debt
Service Fund(215).
ire
REVENUE BONDS
1998 Water/Sewer Refunding Revenue Bonds (Ordinance#4709): The 1998
Water/Sewer Refunding Revenue Bonds were issued in the amount of
$6,120,000 and dated March 1, 1998. The average interest rate is 4.456%.
These bonds were issued to refund a portion of the 1977, 1992, and 1994 Water/
Sewer Revenue Bonds. As a result of the 2003 Refunding Revenue Bonds, the
reserve requirement is an amount equal to highest annual debt service on the
bonds. The reserve currently being held on these bonds is $726,329.
1999 Golf System Refunding Revenue Bonds (Ordinance#4772): The 1999
Golf System Refunding Revenue Bonds were issued in the amount of
$5,040,000 and dated April 1, 1999. The average interest rate is 4.9634%.
These bonds were issued to refund the 1994 Golf System Revenue Bonds. The
reserve requirement is an amount equal to the least of(a) maximum annual debt
service on all outstanding bonds and parity bonds, (b) 125% of average annual
ka debt service on all outstanding bonds and parity bonds or(c) 10% of the
proceeds of the bonds and parity bonds. The reserve currently being held on
Im these bonds is $441,358.
2002 Water/Sewer Revenue Bonds (Ordinance#4976): The 2002 Water/
IN Sewer Revenue Bonds were issued in the amount of$11,980,000 and dated July
1, 2002. The average interest rate is 4.80%. As a result of the 2003 Refunding
Revenue Bonds, the reserve requirement is an amount equal to the highest
to annual debt service of the bonds. The reserve currently being held on these
bonds is $1,496,862.
2003 Water/Sewer Refunding Revenue Bonds(Ordinance#5019): The 2003
Water/Sewer Refunding Revenue Bonds were issued in the amount of
$8,035,000 and dated October 1, 2003. The purposes of these bonds were to
defease the entire City's outstanding Water/Sewer Bonds for 1993 and 1994.
The average interest rate is 3.20%. As a result of this bond, the reserve
requirement is an amount equal to the highest annual debt service of the bonds.
Debt Service 4.13
PUBLIC WORKS TRUST FUND LOAN DEBT '
Sierra Heights Sewer Repair (CAG 92-065): This public works trust fund loan
was issued in the amount of$888,462 and dated January 20, 1992. The interest rate
is 2%. This loan was for the installation of approximately 5,500 lineal feet of 8-inch
diameter gravity sewer main to service the Sierra Heights area. This will include the
neighborhood mains as well as an interceptor line down to the existing Honey Creek
Interceptor.
Central Renton Sewer Replacement (CAG 93-056/95-057): 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 I%. This loan was for the replacement of approximately 10,400 '
linear feet of existing 8" concrete sewer pipe within the Central Renton Subbasin
with new 8" sewer pipe, replacement of 40-50 manholes, replacement of
approximately 8,400 linear feet of alleyway as well as an undetermined quantity of '
storm drainage improvements.
East Renton Interceptor (CAG 93-055): This public works trust fund loan was '
issued in the amount of$2,542,704 and dated June 7, 1993. The interest rate is 1%.
This loan was for the construction of approximately 9,865 feet of 8,12,15 and 18
inch pipe from the East Renton area(NE 4th and Duvall Ave NE)westerly along NE
4th Street southerly to the Maple Valley Highway, installation of manholes, street
restoration and landscaping.
Dayton Avenue NE (CAG 94-045): This public works trust fund loan was issued
in the amount of$96,957.47 and dated May 12, 1994. The interest rate is 2%. This
loan was for the installation of approximately 870 linear feet of 8" sanitary sewer
main, 3 manholes, and 22-side sewer stubs and street restoration including an
asphalt overlay. Expansion to our current infrastructure that will provide sanitary
sewer service to a portion of an existing developed single-family neighborhood that
currently is utilizing on-site septic systems.
Sanitary Sewer Grouting (CAG 94-046): 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 (CAG 95-058): This public works
trust fund loan was issued in the amount of$731,000 and dated May 15, 1995. The
interest rate is I%. 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. '
4-14 Debt Service '
East Kennydale Interceptor(CAG 96-079): This public works trust fund loan
was issued in the amount of$2,093,740 and dated January 24, 1998. The
interest rate is 2%. This loan was for construction of approximately 5,200 linear
feet of 12 to 15 inch sanitary sewer pipe, 14 sewer manholes, replacement of the
Devil's Elbow sanitary sewer lift station, 300 linear feet of 6 inch sanitary force
main, fish habitat improvements, repair of access road, and associated asphalt
patching and paving.
Honeycreek(Sunset)Interceptor(CAG 96-078): This public works trust fund
loan was issued in the amount of$1,840,568.45 and dated December 4, 1995.
The interest rate is 2%. This loan was for construction of approximately 5,785
j 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.
Corrosion Control Treatment Facilities (CAG 96-031/97-130): This public
works trust fund loan was issued in the amount of$1,106,000 and dated January
6, 1997. The interest rate is 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.
Maplewood Water Treatment Improvement(CAG 01-175): This public
works trust fund loan was issued in the amount of$425,873 and dated January
17, 2002. The interest rate is .5%. This loan was to fund the costs to eliminate
quality problems in water from the Maplewood wellfield wells.
CT Pipeline for Wells RW-1, RW-2 and RW-3 (CAG 02-082): This public
works trust fund loan was issued in the amount of$522,180 and dated
November 5, 2002. The interest rate is .5%. This loan was for construction of
the CT detention pipeline for wells RW-1, RW-2 and RW-3 at Liberty Park.
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Debt Service
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a ; City of Renton,Washington BUDGET
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Debt sewice
Introduction
The Debt Services section provides an extensive overview of the City's debt
program. It includes financial data on debt limitations, property tax rates and
property tax revenues, long-term debt service requirements, limited (non-voted)
general obligation debt per capita, individual debt summaries, and a schedule of
the City's overall outstanding debt.
Figure 4-1 shows debt margin availability from 1999 through 2008. Table 4-1
provides an overview of the City's outstanding debt, including the total debt
availability from 1999 through 2008. The table also includes a breakdown of
property tax rates and property tax revenues.
Figure 4-1. Debt Margin Availability
$2v
�--Non-Vote
$1B0 —�—Vote 192.5
- 183.3
174.1
$150 165.3
156.9
0 142.8
Q $T20 137.4
c� 124.1
O
11D.8
$90 D2.5
92.9
79.8 86.2
$60 70.0 75.8
' 4 50.8 56.4 58.2
$30 43.6 48.8
$0
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Projected
' Debt Service 4-1
Table 4-1. Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates, and Property
Tax Revenue (Sheet I of 2)
Title 1999 2000 2001 2002 2003
Indebtedness for General Purposes:
Assessed Valuation(AV)Used for Next Yr's Levy/
Rates $4,258,500,750 $4,545,321,019 $5,062,641,752 $5,593,880,488 $5,793,213,325
Without a Vote:
Legal Limit: 1.5% AV 63,877,511 68,179,815 75,939,626 83,908,207 86,898,200 ,
General Obligation Bonds Outstanding 21,203,906 20,151,906 25,580,583 28,272,581 29,575,010
Installment Notes/Contracts Outstanding 242,856 218,831 193,707 167,440 139,972
Total Outstanding Debt 21,446,762 20,370,737 25,774,290 28,440,021 29,714,982
Less:Amount Available for Debt Service 1,151,400 951,092 654,025 977,826 1,026,717
Debt Margin Without A Vote $43,582,149 $48,760,170 $50,819,361 $56,446,012 $58,209,935 '
With a 3/5%Vote:
Legal Limit: 2.50%of AV $106,462,519 $113,633,025 $126,566,044 $139,847,012 $144,830,333 '
Outstanding Debt 5,020,000 3,975,000 3,515,000 3,030,000 2,665,000
Less:Amount in Debt Service Funds 1,103,600 1,145,663 1,048,876 560,698 588,733 '
Debt Margin Available With Vote $102,546,119 $110,803,688 $124,099,920 $137,377,710 $142,754,066
Total Debt Margin Available $146,128,268 $159,563,859 $174,919,281 $193,823,723 $200,964,001 '
City and Overlapping Tax Rates:
(Per$1000 of Assessed Value)
City of Renton General Levy $3.42726 $3.39877 $3.27385 $3.26036 $3.18871 '
City of Renton Special Levy 0.31981 0.28488 0.10078 0.09397 0.08865
Total City of Renton Tax Rate $3.74707 $3.68365 $3.37463 $3.35433 $3.27736 ,
King County 1.77385 1.68951 1.55218 1.44949 1.34948
Port of Seattle 0.23898 0.21585 0.19029 0.18956 0.25895 ,
Hospital District#1 0.15354 0.11830 0.09873 0.09643 0.09254
Renton School District#403 3.78290 3.65397 3.36669 3.11288 2.98691
State of Washington 3.35872 3.30278 3.14502 2.98946 2.89680
Emergency Medical Services 0.29000 0.27299 0.24624 0.25000 0.24143
Total Property Tax Rate $13.34506 $12.93705 $11.97378 $11.44215 $11.10347
Property Tax Revenue:
General Levy $14,310,777 $15,125,785 $16,253,829 $17,871,034 $18,758,300
Special Levy 1,339,623 1,275,911 523,017 510,660 507,700
Total Property Taxes $15,650,400 $16,401,696 $16,776,846 $18,381,694 $19,266,000
4_2 Debt Service '
Table 4-1. Projected Limitation oflndebtedness,for General Purposes City and Overlapping Tax Rates, and Property
Tax Revenue (Sheet 2 of 2)
Projected
Title 2004 2005 2006 2007 2008
Indebtedness for General Purposes:
Assessed Valuation(AV)Used for Next Yr's Levy/
Rates $6,343,166,272 $6,660,324,586 $6,993,340,815 $7,343,007,856 $7,710,158,248
Without a Vote:
MLegal Limit: 1.5% AV 95,147,494 99,904,869 104,900,112 110,145,118 115,652,374
General Obligation Bonds Outstanding 26,094,154 25,158,449 26,248,501 25,169,575 24,107,000
Installment Notes/Contracts Outstanding 111,250 81,217 49,813 16,976 0
'M
Total Outstanding Debt
g 26,205,404 25,239,666 26,298,314 25,186,551 24,107,000
Less:Amount Available for Debt Service 1,078,053 1,131,956 1,188,554 1,247,981 1,310,380
Debt Margin Without A Vote $70,020,143 $75,797,159 $79,790,352 $86,206,548 $92,855,754
With a 3/5%Vote:
Legal Limit: 2.50%of AV $158,579,157 $166,508,115 $174,833,520 $183,575,196 $192,753,956
Outstanding Debt 2,280,000 1,870,000 1,440,000 985,000 985,000
Less:Amount in Debt Service Funds 618,170 649,078 681,532 715,609 751,389
Debt Margin Available With Vote $156,917,326 $165,287,193 $174,075,052 $183,305,805 $192,520,345
Total Debt Margin Available $226,937,470 $241,084,351 $253,865,404 $269,512,353 $285,376,099
City and Overlapping Tax Rates:
(Per$1000 of Assessed Value)
City of Renton General Levy $3.22060 $3.25280 $3.28533 $3.31818 $3.35137
City of Renton Special Levy 0.07801 0.06865 0.06041 0.05316 0.04678
Total City of Renton Tax Rate $3.29861 $3.32145 $3.34574 $3.37135 $3.39815
King County 1.36297 1.37660 1.39037 1.40427 1.41832
Port of Seattle 0.26154 0.26415 0.26680 0.26946 0.27216
Hospital District#1 0.09347 0.09440 0.09534 0.09630 0.09726
Renton School District#403 3.01678 3.04695 3.07742 3.10819 3.13927
State of Washington 2.92577 2.95503 2.98458 3.01442 3.04457
Emergency Medical Services 0.24384 0.24628 0.24875 0.25123 0.25375
Total Property Tax Rate $11.20298 $11.30487 $11.40899 $11.51523 $11.62347
Property Tax Revenue:
General Levy $18,945,883 $19,136,000 $19,328,000 $19,522,000 $19,718,000
Special Levy 507,700 515,610 514,815 517,463 517,463
Total Property Taxes $19,453,583 $19,651,610 $19,842,815 $20,039,463 $20,235,463
Source
Assessed Valuation,and Property Tax Rates: 1998-2002 King County Department of Assessments.
Debt Margin:City of Renton Finance Department
Debt Service 4_;
Figure 4-2 provides the percentage breakout and the total property taxes paid by all
taxpayers within the City of Renton for 2004. These tax totals are based on
$1000,000 assessed valuation.
Figure 4-2. Property Tax Allocation Among Overlapping "Jurisdictions"-2004
Emergency Medical '
$24,2%
State of Washington
$293,260/6 City of Renton ,
$330,30%
IGng County
$136, 12%
Renton Schools
Port
-- of Seattle
$302,27% - -
$26,2% ,
Hospital District
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4-4 Debt Service '
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110 Table 4-2 describes the City's long-term debt program and shows the various
forms of debt.
an 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
Ir revenue of the individual proprietary funds are used to satisfy this debt which
includes Revenue Bonds, Public Works Trust Fund Loans and Contact/Lease
IN debt); and 3) Special Assessment Long Term debt(special assessment payments
from participants in each special assessment district are used to satisfy this debt).
The City is in compliance with all Washington State debt limitation statutes and
bond indenture agreements. The City's most current bond ratings from Fitch,
and Standard and Poor rating agency for General Obligation Bonds and Revenue
Bonds are A+and AA-, respectively.
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Table 4-2 is a summary of long-term debt transactions of the City for the year
ending December 31, 2003.
Table 4-2. Long-Term Debt
General
Obligation Public Works Special Total
Long Term Revenue Trust Fund contract/ Assessment Long-Term
Item Debt Bonds Loans Lease Debt Debt Debt
' Outstanding 1/02/03 $33,797,023 $31,230,000 $8,222,135 $7,238 $0 $73,256,396
Issued 0 8,035,000 0 78,192 0 8,113,192
Redeemed 1,551,041 10,195,000 642,689 24,614 0 12,413,344
' Outstanding 12/31/03 $32,245,982 $29,070,000 $7,579,446 $60,816 $0 $68,956,244
Debt Service 4-5
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Debt Service to Maturity r
Table 4-3 is a schedule showing the debt service requirements to maturity for
the City's long-term debt. ,
Table 4-3. Debt Service Requirement to Maturity Long-Term Debt Summary as of December 31, 2003 (Dollars
in Thousands)
General Obligation Revenue Public Works Trust Contract/ Special Total
Long Term Debt Bonds Fund Loans Leases Debt Assessment Debt Long-Term Debt '
Year Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest
2004 1,478 1,575 1,725 1,201 643 90 24 2 0 0 3,870 2,868 '
2005 1,522 1,788 1,890 1,150 608 83 25 0 0 0 4,045 3,021
2006 1,503 1,811 1,950 1,092 608 76 9 0 0 0 4,070 2,979
2007 1,567 1,812 2,025 1,022 608 69 0 0 0 0 4,200 2,903 '
2008 1,560 1,815 2,105 939 608 62 0 0 0 0 4,273 2,816
2009 1,665 1,688 2,185 860 608 55 0 0 0 0 4,458 2,603 ,
2010 1,704 1,137 2,265 777 608 48 0 0 0 0 4,577 1,962
2011 1,768 1,067 2,355 688 608 40 0 0 0 0 4,731 1,795 '
2012 1,857 995 2,455 584 608 33 0 0 0 0 4,920 1,612
2013 1,940 900 1,150 483 582 26 0 0 0 0 3,672 1,409 '
2014 2,031 800 1,105 447 412 20 0 0 0 0 3,548 1,267
2015 2,133 694 1,145 396 407 15 0 0 0 0 3,685 1,105
2016 1,995 582 765 342 313 9 0 0 0 0 3,073 933 '
2017 2,095 479 805 307 99 3 0 0 0 0 2,999 789
2018 1,615 371 1,000 270 50 1 0 0 0 0 2,665 642 ,
2019 1,705 287 1,000 218 50 1 0 0 0 0 2,755 506
2020 1,800 199 1,000 165 50 0 0 0 0 0 2,850 364
2021 1,885 108 1,045 113 50 0 0 0 0 0 2,980 221
2022 285 14 1,100 58 27 0 0 0 0 0 1,412 72 '
Total $32,108 $18,122 $29,070 $11,112 $7,547 $631 58 $2 $0 $0 $68,783 $29,867
4_6 Debt Service '
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Figure 4-3 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 obligaiton debt
is incurred with voter approval. Table 4-4 further calculates limited tax
a general obligation debt per capita.
j Figure 4-3. Limited Tax General Obligation Debt Through 2010
LIMITED TAX GENERAL OBLIGATION DEBT SERVICE
.. $3,000
$2,500
Ccc
$2,000
0
c
$1,500
o $1,000
E
a $500
1- HJ I
$0
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
■Other LTGO Debt p2001 LTGO(Parking Garage) [3 2002 LTGO(Fire Station)
Table 4-4. Limited Tax General Obligation Debt Per Capita
Limited Tax GO Annual Debt Service
Year (Amounts in 000's) Population Per Capita
1995 $1,900 44,890 $42.33
1996 1,839 45,170 $40.71
bow 1997 1,884 45,920 $41.03
1998 1,977 46,270 $42.73
1999 2,008 47,620 $42.17
2000 1,990 48,270 $41.23
2001 2,016 51,140 $39.42
2002 2,316 53,840 $43.02
2003 2,544 54,286 $46.86
2004 2,542 54,732 $46.44
2005 2,795 55,178 $50.65
2006 2,800 55,624 $50.34
2007 2,861 56,070 $51.03
2008 2,856 56,516 $50.53
' 2009 2,835 56,962 $49.77
2010 2,841 57,409 $49.49
Note
The 2001 LTGO(Parking Garage),2002 LTGO(Fire Station)Debt Service and Valley Communications
debt is included in the Limited Tax GO Annual Debt Service column in this table)
•Population projections 2003-2010 provided by City of Renton Economic Development,Neighborhoods,
' Strategic Planning Department. Population growth assumptions exclude potential annexation areas.
Debt Service 4-7
Table 4-5 provides a schedule of all the City's outstanding debt for limited and
unlimited tax general obligation bonds, installment contracts, revenue bonds,
Public Works Trust Fund loans, capital leases, and local improvement district
(LID) bonds and notes. The table further outlines interest rates, issue and
maturity dates, and the total amount of debt issued. It also provides a financial
summary of the outstanding status of the debt.
Table 4-5. Outstanding Debt (Sheet 1 of 2)
Total Outstanding
Interest Issue Maturity Amount
Item Rates Date Date Issued 1/12003 Issued Redeemed 12/31/2003 '
General Obligation Bonds:
Limited
1994 G O Bonds 4.60%-6.30% 12/01/94 12/01/04 980,000 65,000 0 30,000 35,000 ,
1996 G O Bonds 4.25%-5.40% 10/15/96 10/15/06 553,337 396,012 0 10,000 386,012
1997 G O Refunding Bonds 5.25%-5.55% 05/01/97 12/01/06 2,683,827 2,683,827 0 849,573 1,834,254
1997 G O Bonds 5.55%-5.75% 05/01/97 12/01/17 14,697,744 2,037,744 0 0 2,037,744 ,
2000 G O Valley
Communications 5.31% 09/15/00 12/01/15 2,551,600 2,327,000 0 134,000 2,193,000
2001 G O Refunding Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 13,195,000 0 0 13,195,000
2001 G O Bonds 4.90%-5.00% 10/18/01 12/01/21 6,000,000 6,000,000 0 0 6,000,000 '
2002 G O Bonds 2.50%-5.00% 07/15/02 12/01/22 3,895,000 3,895,000 0 135,000 3,760,000
Subtotal Limited GO 44,866,508 30,599,583 0 1,158,573 29,441,010
Unlimited '
1993 G O Refunding Bonds-
Sr.Housing 2.70%-5.20% 09/01/93 02/01/09 4,270,000 3,030,000 0 365,000 2,665,000
Subtotal Unlimited GO 4,270,000 3,030,000 0 365,000 2,665,000 '
Total General Obligation Bonds 49,136,508 33,629,583 0 1,523,573 32,106,010
Installment Contracts:
Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 167,440 0 27,468 139,972
Total Installment Contracts 278,172 167,440 0 27,468 139,972
Total General Obligation Debt 49,414,680 33,797,023 0 1,551,041 32,245,982
Revenue Bonds:
1993 Water/Sewer 3.00%-5.375% 08/01/93 04/01/13 5,285,000 3,530,000 0 3,530,000 0
1993 Water/Sewer Refunding 3.00%-5.375% 08/01/93 04/01/10 8,860,000 5,650,000 0 5,650,000 0
1994 Water/Sewer 5.45%-6.55% 11/01/94 11/01/04 3,570,000 420,000 0 420,000 0
1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 5,545,000 0 245,000 5,300,000
1999 Golf System Refunding 3.25%-5.30% 04/01/99 12/01/15 5,040,000 4,105,000 0 235,000 3,870,000 '
2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 11,980,000 0 115,000 11,865,000
2003 Water/Sewer Refunding 2.00%-3.70% 10/01/03 06/01/13 8,035,000 0 8,035,000 0 8,035,000
Total Revenue Bonds 48,890,000 31,230,000 8,035,000 10,195,000 29,070,000 '
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4-8 Debt Service j
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Table 4-5. Outstanding Debt (Sheet 2 of 2)
Total Outstanding
Interest Issue Maturity Amount
Item Rates Date Date Issued 1/12003 Issued Redeemed 12/31/2003
Public Works Trust Fund Loans:
Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 256,425 0 25,642 230,783
Central Renton Sewer
Replacement 1.00% 06/14/93 07/01/15 1,631,800 1,066,354 0 87,484 978,870
East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 1,480,270 0 134,570 1,345,700
Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 61,237 0 5,103 56,134
Sanitary Sewer Grouting 2.00% 05/19/94 07/01/04 349,011 123,605 0 61,802 61,803
NE 27th/Aberdeen Drainage
Improvements 1.00% 06/27/95 07/01/15 731,000 553,667 0 42,590 511,077
E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 1,635,962 0 116,855 1,519,107
Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 1,356,208 0 96,872 1,259,336
Corrosion Control Treatment
Facilities 1.00% 03/26/96 07/01/17 1,106,000 740,354 0 49,357 690,997
Maplewood Water Treatment
Improvements 0.50% 01/17/02 07/01/06 425,873 425,873 0 22,414 403,459
Construct CT Pipeline for
r Wells 0.50% 11/5/02 07/01/22 522,180 522,180 0 0 522,180
Total Public Works Trust Fund Loans 12,228,296 8,222,135 0 642,689 7,579,446
Capital Leases:
r Yamaha Golf Course Carts 5.437% 04/01/00 04/01/03 80,668 7,238 0 7,238 0
' Club Car Gold Course Carts 3.810% 04/01/03 04/01/06 78,192 0 78,192 17,376 60,816
Total Capital Leases 158,860 7,238 78,192 24,614 60,816
Total Outstanding Debt 110,691,836 73,256,396 8,113,192 12,413,344 68,956,244
The ram s Cit ' debt program conforms to the '
City's p g e City s overall financial policy of
' maintaining a fiscally stable position to achieve short and long-term goals. A
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, contract/lease debt and other
miscellaneous debt such as interfund loans and joint venture debt obligations. 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.
' Debt Service 4-9
LIMITED NON-VOTED) TAX GENERAL OBLIGATION DEBT '
1994 Limited Tax General Obligation Bonds (Ordinance#4483): The 1994
Limited Tax General Obligation Bonds were issued in the amount of$980,000 and '
dated December 1, 1994. The average interest rate is 5.76%. These bonds were
issued to finance the acquisition of various equipment rental additions and '
replacements. The debt service was 100%apportioned to the Equipment Rental
Fund(501). However,beginning in 1999, the debt service is now accounted for
100% in the General Governmental Miscellaneous Debt Service Fund(215). '
Interest rate coupons on outstanding bonds range from 5.3% through 6.3%. The
final bonds will mature on December 1, 2004. $670,000 of these bonds was '
refunded May 1, 1997. See 1997 Limited Tax General Obligation Refunding
Bonds Series A. The last two maturities (2003 and 2004) remain unrefunded.
1996 Limited Tax General Obligation Bonds (Ordinance#4635): The 1996 ,
Limited Tax General Obligation Bonds were issued in the amount of$553,337 and
dated October 15, 1996. The average interest rate is 5.95%. The bonds were issued '
in denominations of$1,000. The bonds consisted of$410,000 serial bonds and
$240,000 capital appreciation bonds ($143,336.72 Principal and$96,663.28
Interest). The capital appreciation bonds are due in years 2001, 2005, and 2006
where interest, at rates of 5.1%, 5.5%, and 5.6%, 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 purposes 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%through 5.4%. These bonds were
not rated. The debt service for these bonds is accounted for in the General
Governmental Miscellaneous Debt Service Fund(215). ,
1997 Limited Tax General Obligation Refunding Bonds Series A (Ordinance
#4661): The 1997 Limited Tax General Obligation Refunding Bonds Series A were '
issued in the amount of$2,683,826.70 and dated May 1, 1997 with an average
interest rate of 6.63% for purposes of advance refunding the following bonds: 1978
Limited Tax General Obligation Bonds,maturing February 1, 1998,with an average '
interest rate of 5.50% all apportioned to 1978 Limited Tax General Obligation
Bonds-Senior Center Fund(207); 1989 Limited Tax General Obligation Bonds, '
maturing March 1, 1998 through March 1, 2002, with an average interest rate of
6.9% apportioned 80.1%to the General Governmental Miscellaneous Debt Service
Fund(215) and 19.9%to the Equipment Rental Fund(501); 1992 Limited Tax '
General Obligation Bonds, maturing October 28, 1997 through December 1, 2002,
with an average interest rate of 4.55% apportioned 77%to the General '
Governmental Miscellaneous Debt Service Fund(215) and 23% to the Equipment
Rental Fund(501); 1993 Limited Tax General Obligation Bonds,maturing February
22, 1997 through December 1, 1999, with an average interest rate of 4.75% all '
4_10 Debt Service ,
im
apportioned to the Solid Waste Utility Fund (403); and 1994 Limited Tax
General Obligation Bonds, maturing December 5, 1997 though December 31,
2002, with an average interest rate of 5.7% all apportioned to Equipment Rental
Fund(501). Beginning in 1999, the debt service for these bonds is now
accounted for 97.11%in the General Governmental Miscellaneous Debt Service
Fund(215) and 2.89% in the 1978 Limited Tax General Obligation Bonds-
Senior Center Fund (207).
1997 Limited Tax General Obligation Bonds Series B (Ordinance#4662):
The 1997 Limited Tax General Obligation Bonds Series B were issued in the
amount of$14,697,743.60 and dated May 1, 1997. The bonds consisted of
$12,660,000 serial bonds, with an average interest rate of 5.79%, and
$3,830,000 capital appreciation bonds ($2,037,743.60 Principal and
ka $1,792,256.40 Interest), with an average interest rate of 7.79%. The capital
appreciation bonds are due in years 2006,2007,2008 and 2009 where interest, at
rates of 5.55%, 5.6%, 5.65% and 5.75%, will accrue from date of issuance and
be paid at maturity. The proceeds from the bonds were used to acquire the Main
and Grady Building. The $12,660,000 serial bonds were refunded November 1,
2001. See 2001 Limited Tax General Obligation Refunding Bonds. The
$3,830,000 capital appreciation bonds remain unrefunded. The debt service for
these bonds is accounted for in the 1997 Limited Tax General Obligation Bonds-
City Hall Fund(201).
2001 Limited Tax General Obligation Refunding Bonds Series A
(Ordinance #4922): The 2001 Limited Tax General Obligation Refunding
Bonds Series A were issued in the amount of$13,505,000 and dated November
' 1,2001 with an average interest rate of 5.02%for purposes of advance refunding
the serial bond portion of the 1997 Limited Tax General Obligation Bonds with
an average interest rate of 5.79%. This resulted in a positive cash flow
difference of$393,062. Proceeds of the 1997 Limited Tax General Obligation
Bonds were used to acquire the Main and Grady building. Interest rate coupons
on outstanding bonds range from 2.15% through 5.25%. The last bonds will
mature December 1, 2017. The debt service for these bonds is accounted for in
the 1997 Limited Tax General Obligation Bonds—City Hall Fund(201).
2001 Limited Tax General Obligation Bonds Series B (Ordinance#4922):
The 2001 Limited Tax General Obligation Bonds Series B were issued in the
' amount of$6,000,000 and dated November, 1,2001,with an average interest rate
of 5.11%. The proceeds of the bonds were used to finance the construction of a
downtown parking facility. Interest rate coupons on outstanding bonds range
from 5.00% through 5.25%. The last bonds will mature December 1,2021. The
debt service for these bonds is accounted for in the General Governmental
Miscellaneous Debt Service Fund(215).
Debt Service
4-11
2002 Limited Tax General Obligation Bonds (Ordinance#4977): The 2002
Limited Tax General Obligation Bonds were issued in the amount of$3,895,000 and
dated July 15, 2002, with an average interest rate of 4.53%. The proceeds of the
bonds were used to finance the construction of a new fire station. Interest rate
coupons on outstanding bonds range from 2.5%through 5.00%. The last bonds will
mature December 1, 2022. The debt service for these bonds is accounted for in the
General Governmental Miscellaneous Debt Service Fund(215).
Valley Communications Center Development Authority Bonds (Ordinance '
#4836) were issues and dated September 15, 2000 in the amount of$12,758,000
(City of Renton portion $2,551,600) with an average interest rate of 4.74%. The
bonds were issued for the purpose of providing funds to acquire, construct and equip
a new facility, including land acquisition, for the operation of the Valley
Communications Center. Valley Communications Center provides emergency '
communication services, an essential government service, to the Cities of Auburn,
Federal Way, Kent, Renton, Tukwila, and other governmental agencies in South ,
King County. The City of Renton, in accordance with Ordinance No. 4836, is
responsible for the payment of their one-fifth share of principal and interest. Interest
rate coupons on outstanding bonds range from 4.3% through 5.375%. The last
bonds will mature December 1, 2015. The debt service for these bonds is accounted
for in the General Governmental Miscellaneous Debt Service Fund(215). '
A review of Valley Communication Center records was performed in 2003 and
additional reserves were identified over and above those required. As a result, the '
City will not be required to pay their debt service payment due for 2004. Additional
analysis will be performed for 2005 and 2006.
UNLIMITED (VOTED) TAX GENERAL OBLIGATION DEBT
1993 Unlimited Tax General Obligation Refunding Bonds (Ordinance#4417):
The 1993 Unlimited Tax General Obligation Refunding Bonds were issued in the
amount of$4,270,000 and dated September 1, 1993. The average interest rate is
4.92%. These bonds were issued for purposes of refunding the callable portion of
the outstanding 1989 Unlimited Tax General Obligation Bonds to realize savings
from a reduction in interest rates, or a savings in property tax to homeowners of
about 45 cents per year on a $100,000 home. The last bonds will be fully redeemed
on February 1, 2009. Interest rate coupons on outstanding bonds range from 5.2%
through 6.1%. The debt service on these bonds is accounted for in the 1989
Unlimited Tax General Obligation Bonds-Senior Housing Fund(219).
4.12 Debt Service
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CERTIFICATES OF PARTICIPATION
1998 Certificates of Participation (Resolution #3346): The 1998 Certificates
of Participation were issued through a State administered Lease Purchase
agreement in September 1998 for the purchase of Energy Conservation/Lighting
Retrofit Project for the new city hall. The lease agreement terms are
$278,171.50 for ten (10) years at 4.51% interest. The debt service for these
certificates is accounted for in the General Governmental Miscellaneous Debt
Service Fund(215).
REVENUE BONDS
1998 Water/Sewer Refunding Revenue Bonds(Ordinance#4709): The 1998
Water/Sewer Refunding Revenue Bonds were issued in the amount of
$6,120,000 and dated March 1, 1998. The average interest rate is 4.456%.
These bonds were issued to refund a portion of the 1977, 1992, and 1994 Water/
Sewer Revenue Bonds. As a result of the 2003 Refunding Revenue Bonds, the
reserve requirement is an amount equal to highest annual debt service on the
bonds. The reserve currently being held on these bonds is $726,329.
1999 Golf System Refunding Revenue Bonds (Ordinance #4772): The 1999
Golf System Refunding Revenue Bonds were issued in the amount of
$5,040,000 and dated April 1, 1999. The average interest rate is 4.9634%.
These bonds were issued to refund the 1994 Golf System Revenue Bonds. The
reserve requirement is an amount equal to the least of(a) maximum annual debt
service on all outstanding bonds and parity bonds, (b) 125% of average annual
debt service on all outstanding bonds and parity bonds or(c) 10% of the
proceeds of the bonds and parity bonds. The reserve currently being held on
Ithese bonds is $441,358.
2002 Water/Sewer Revenue Bonds (Ordinance#4976): The 2002 Water/
Sewer Revenue Bonds were issued in the amount of$11,980,000 and dated July
1, 2002. The average interest rate is 4.80%. As a result of the 2003 Refunding
Revenue Bonds, the reserve requirement is an amount equal to the highest
annual debt service of the bonds. The reserve currently being held on these
bonds is $1,496,862.
' 2003 Water/Sewer Refunding Revenue Bonds(Ordinance#5019): The 2003
Water/Sewer Refunding Revenue Bonds were issued in the amount of
' $8,035,000 and dated October 1, 2003. The purposes of these bonds were to
defease the entire City's outstanding Water/Sewer Bonds for 1993 and 1994.
The average interest rate is 3.20%. As a result of this bond, the reserve
requirement is an amount equal to the highest annual debt service of the bonds.
Debt Service 4-13
PUBLIC WORKS TRUST FUND LOAN DEBT
Sierra Heights Sewer Repair(CAG 92-065): This public works trust fund loan
was issued in the amount of$888,462 and dated January 20, 1992. The interest rate
is 2%. This loan was for the installation of approximately 5,500 lineal feet of 8-inch
diameter gravity sewer main to service the Sierra Heights area. This will include the
AN
neighborhood mains as well as an interceptor line down to the existing Honey Creek
Interceptor.
Central Renton Sewer Replacement (CAG 93-056/95-057): 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 I%. This loan was for the replacement of approximately 10,400
linear feet of existing 8" concrete sewer pipe within the Central Renton Subbasin
with new 8" sewer pipe, replacement of 40-50 manholes, replacement of
approximately 8,400 linear feet of alleyway as well as an undetermined quantity of
storm drainage improvements.
East Renton Interceptor (CAG 93-055): This public works trust fund loan was ,
issued in the amount of$2,542,704 and dated June 7, 1993. The interest rate is 1%.
This loan was for the construction of approximately 9,865 feet of 8,12,15 and 18 ,
inch pipe from the East Renton area(NE 4th and Duvall Ave NE)westerly along NE
4th Street southerly to the Maple Valley Highway, installation of manholes, street
restoration and landscaping. ,
Dayton Avenue NE (CAG 94-045): This public works trust fund loan was issued
in the amount of$96,957.47 and dated May 12, 1994. The interest rate is 2%. This
loan was for the installation of approximately 870 linear feet of 8" sanitary sewer
main, 3 manholes, and 22-side sewer stubs and street restoration including an
asphalt overlay. Expansion to our current infrastructure that will provide sanitary
sewer service to a portion of an existing developed single-family neighborhood that
currently is utilizing on-site septic systems.
Sanitary Sewer Grouting (CAG 94-046): 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 (CAG 95-058): This public works
trust fund loan was issued in the amount of$731,000 and dated May 15, 1995. The '
interest rate is I%. 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.
4-14 Debt Service
East Kennydale Interceptor(CAG 96-079): This public works trust fund loan
was issued in the amount of$2,093,740 and dated January 24, 1998. The
interest rate is 2%. This loan was for construction of approximately 5,200 linear
feet of 12 to 15 inch sanitary sewer pipe, 14 sewer manholes, replacement of the
Devil's Elbow sanitary sewer lift station, 300 linear feet of 6 inch sanitary force
main, fish habitat improvements, repair of access road, and associated asphalt
patching and paving.
Honeycreek(Sunset)Interceptor(CAG 96-078): This public works trust fund
loan was issued in the amount of$1,840,568.45 and dated December 4, 1995.
The interest rate is 2%. This loan was for construction of approximately 5,785
linear feet of 15 to 18 inch sanitary sewer main, 15 sewer manholes, 3,300
square yards of asphalt paving, and related appurtenances to the construction of
a sanitary sewer main.
Corrosion Control Treatment Facilities (CAG 96-031/97-130): This public
works trust fund loan was issued in the amount of$1,106,000 and dated January
6, 1997. The interest rate is 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.
Maplewood Water Treatment Improvement (CAG 01-175): This public
works trust fund loan was issued in the amount of$425,873 and dated January
17, 2002. The interest rate is .5%. This loan was to fund the costs to eliminate
' quality problems in water from the Maplewood wellfield wells.
CT Pipeline for Wells RW-1, RW-2 and RW-3 (CAG 02-082): This public
' works trust fund loan was issued in the amount of$522,180 and dated
November 5, 2002. The interest rate is .5%. This loan was for construction of
the CT detention pipeline for wells RW-1, RW-2 and RW-3 at Liberty Park.
' Debt Service 4.15
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2004
Capital Improvement Program
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The Capital Improvement Program of the City of Renton is supported by several
city departments, Transportation Systems, the Waterworks Utility and the City-
owned Renton Airport and Maplewood Golf Course, support the Capital
Improvement Program of the City of Renton. Table 5-1 summarized the
financial support and projected investment in capital improvement. Tables 5-2
through 5-5 provide a detailed look at the projected total investment.
Capital Improvement Program 5-I
Table 5-1. CIP Financial Participation (in thousands of dollars)
Capital Improvement Program
Participation by Department 2004 2005 2006 2007 2008 2009 Total
Administration 1,525 2,715 9,375 1,375 1,375 1,375 17,740
Community Services 983 8,387 8,824 4,715 1,325 5,625 29,859
Transportation 8,462 7,967 5,655 19,629 46,323 37,930 125,966
Airport 25 170 275 - - - 470
Golf Course 320 335 155 350 1,960 175 3,295
Water Utility 8,430 3,830 3,690 2,900 2,800 4,000 25,650
Wastewater Utility 4,250 2,400 2,600 2,600 2,600 2,600 17,050
Surface Water Utility 4,150 2,000 2,000 2,200 1,950 1,650 13,950
Total CIP By Department 28,145 27,804 32,574 33,769 58,333 53,355 233,980
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5-2 Capital Improvement Program
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Table 5-2. Acquisition Expenditures (in thousands of dollars)
Acquisition by Department 2004 2005 2006 2007 2008 2009 Total
Administration -
Community Services
Transportation
°j Airport
( Golf Course
Water Utility
Wastewater Utility
Surface Water Utility
Total Acquisition
Table 5-3. Development Expenditures (in thousands of dollars)
Development by Department 2004 2005 2006 2007 2008 2009 Total
Community Services 215 7,100 7,950 3,800 285 3,275 22,625
Transportation 8,031 7,562 5,250 19,224 45,918 37,525 123,510
Airport _ _ _ _ _ _
Golf Course 180 185 - 180 1,900 75 2,520
Water Utility 7,070 2,440 2,440 1,440 1,040 2,040 16,470
Wastewater Utility 3,000 1,000 - - - - 4,000
Surface Water Utility 3,505 1,500 1,540 1,750 1,500 800 10,595
Total Development 23,526 22,502 26,555 27,769 52,018 45,090 197,460
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Table 5-4. Major Maintenance Expenses (in thousands of dollars)
Major Maintenance by Department 2004 2005 2006 2007 2008 2009 Total
' Community Services 768 1,287 874 915 1,040 2,350 7,234
Transportation 431 405 405 405 405 405 2,456
Airport 25 170 275 - - - 470
Golf Course 140 150 155 170 60 100 775
Water Utility 1,120 1,270 1,170 1,370 1,670 1,870 8,470
Wastewater Utility 1,200 1,300 2,600 2,600 2,600 2,600 12,900
Surface Water Utility 425 400 360 350 350 750 2,635
Total Major Maintenance 4,109 4,982 5,839 5,810 6,125 8,075 34,940
Table 5-5. Cost of Regulatory Compliance (in thousands of dollars)
Regulatory Compliance by Department 2004 2005 2006 2007 2008 2009 Total
Community Services 768 1,287 874 915 1,040 2,350 7,234
Transportation 431 405 405 405 405 405 2,456
Airport 25 170 275 - - - 470
Community Services _ _ _
Transportation
Airport _
' Golf Course _ _ _
Water Utility 240 120 80 90 90 90 710
Wastewater Utility 50 100 - - - - 150
' Surface Water Utility 220 100 100 100 100 100 720
Total Regulatory Compliance 510 320 180 190 190 190 1,580
Capital Improvement Program 5-3
Administration Department CIP Allocation by Development
Table 5-6 shows yearly CIP projections for the 8 projects included in the
administration category.
Table 5-6. Summary of Administration CIP Projections
Development 2004 2005 2006 2007 2008 2009 Total t
Fire Station 12 - - - -
Fire Station 13 - 990 3,500 4,490 ,
Fire Station 15 25 350 4,500 4,875
Highlands Redevelopment - - -
Information Services Division 1,350 1,325 1,325 1,325 1,325 1,325 7,975
Neighborhood Grant Program 50 50 50 50 50 50 300
Parking Garage - - - - "
South Lake Washington Redevelopment 100 100
Explore Life - - -
Total Development 1,525 2,715 9,375 1,375 1,375 1,375 17,740
Total Administration CIP 1,525 2,715 9,375 1,375 19375 1,375 17,740
5.4 Capital Improvement Program '
CIP MAP - Administration
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6' �� City Wide
t * Neighborhood Grant Program
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Capital Improvement Program 5-5
Community Services Department
Table 5-7 shows yearly CIP projection for 14 development projects
and 5 maintenance projects. ,
Table 5-7. Summary of Community Services CIP Projections
Development 2004 2005 2006 2007 2008 2009 Total
Black River Riparian Forest - - - 85 75 160
Cedar River Ball Field Lighting 200 - - - 200 '
Cedar River Trail Extension - 1,000 1,000 2,000
City Neighborhood Beautification 20 - - 20
Comprehensive Plan Update - - '
Family Aquatic Center - - - -
Grant Matching Program 100 200 200 200 200 200 1,100
Heather Downs Development - 50 750 - - 800 '
Liberty Park Playground - - - - -
Maplewood Community Park Development - 500 3,000 3,000 6,500
New Maintenance Facility - 5,500 3,000 - - 8,500
Parks Contingency Plan 95 - - 95
North Highlands Community Center - 150 2,000 2,150
Pavilion Improvement - -
Police Department Storage Bldgs -
Regis Park Athletic Field Expansion - - 500 600 - - 1,100
Total 215 7,100 7,950 3,800 285 3,275 22,625
Major Maintenance
Operational Facilities - 300 64 135 70 569
Leased Facilities - 290 - - - - 290
Public Facilities 370 242 420 225 90 80 1,427
Pavement Repair Program 70 140 - 70 70 70 420
Parks Major Maintenance Projects 328 315 390 485 810 2,200 4,528
Total Major Maintenance 768 1,287 874 915 1,040 2,350 7,234
Total Community Services CIP 983 8,387 8,824 4,715 1,325 5,625 29,859
5-6 Capital Improvement Program ,
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CIP MAP - Community Services
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Relocation Lighting Renovation
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Medica l B. Cedar River Trail
Design/Playground Renovation at
Gene Coulon Park
C. Pavilion Improvements
D. Police Department Storage Building
Capital Improvement Program S_7
Transportation Department CIP
Capital improvements affecting surface transportation include these 54
development projects and one major maintenance project
Table 5-8. Summary of Transportation CIP Projects (Sheet 1 of 2)
Development 2004 2005 2006 2007 2008 2009 Total
Arterial Circulation Program 200 200 200 200 250 250 1,300
Arterial HOV Program 30 10 - - - - 40
Arterial Rehab.Prog. 104 113 301 287 96 154 1,054
Benson Rd S/S 31 st St 62 - - - - 62
Bicycle Route Dev.Program 20 18 18 110 80 80 326
Boeing Redevelopment 1,500 - - - - - 1,500
Bridge Inspection&Repair 19 140 614 40 19 40 872
Carr/Mill Signal 5 10 20 340 400 - 775
CBD Bike&Ped.Connections 68 10 10 590 410 5 1,093
1%for the Arts 50 30 30 50 30 30 220
Duvall Ave NE 983 2,242 - - - - 3,225
Duvall Ave NE-King County 927 1,929 1,680 - - - 4,536
Environmental Monitoring 100 75 50 25 25 25 300
GIS Needs Assessment 10 10 10 10 10 10 60
Grady Wy Approach at Rainier Av 20 - - - - - 20
Grady Wy Corridor Study 45 120 70 520 1,270 1,270 3,295
Houser Wy S-Main to Burnett - - - 810 - - 810
1-405 HOV Direct Access 20 10 5 - 35
Interagency Signal Coord. 12 - - - 12
Lake Wash.By Slip Plane 100 147 378 625
Lake Wash.Bv-Coulon to NE 44th 10 10 - 20
Lake Wash.By-Park to Coulon Pk 15 - - 15
Lind Av-SW 16th-SW 43rd 5 10 1,914 626 2,555
Logan Av Bridge Seismic Retrofit 3 - - - 3
Logan Av Concrete Panel Repair - - 460 - 460
Loop Replacement Program 20 20 20 20 20 20 120
Missing Links Program 30 30 30 30 30 30 180
NE 4th St/Hoquiam Av NE 358 - - - - - 358
NE 3rd/NE 4th Corridor 184 315 808 3,017 2,000 2,100 8,424
Oakesdale Ave.SW Phase 2 20 - - - - - 20
Park-Sunset Corridor 5 50 100 1,190 650 - 1,995
Pole Program 48 48 25 25 25 25 197
Project Development/Predesign 175 175 200 200 200 200 1,150
Rainier Av Corridor Study/Improv. 160 20 20 920 5,120 4,020 10,260
Renton Urban Shuttle(RUSH) 60 55 55 55 55 55 335 W
RR Crossing Safety Prog. 5 5 10 - - 10 30
Sign Replacement Program 8 7 8 7 8 7 45
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South Renton Project 135 - - - - - 135
SR167/SW 27th SU Strander By 10 10 10 10 10 10 60
Strander By/SW 27th St Connect. 1,400 700 517 3,983 30,700 28,700 66,000
SR169 HOV-140th to SR900 38 - - 3,519 3,400 - 6,957
Sunset/DuvallIntersection - 381 - - 381
SunseU1-405 Interchange 10 - - 10
SW 7th St./Lind Ave SW 12 - - - 12 ,
TDM Program 64 64 64 64 64 64 385
S-8 Capital Improvement Program
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Table 5-8. Summary of Transportation CIP Projects (Sheet 2 of 2)
Development 2004 2005 2006 2007 2008 2009 Total
Traffic Efficiency Program 252 252 30 30 30 30 624
Traffic Safety Program 109 40 40 40 40 40 309
Trans Concurrency 40 10 10 40 10 10 120
Trans Valley ITS 5 - - - - 5
Transit Center Video 20 20
Transit Priority Signal System 239 - - - - - 239
Transit Program 40 35 35 80 80 80 350
Trans-Valley&Soos Creek Corr. 17 - - - - - 17
Walkway Program 250 250 250 250 250 250 1,500
WSDOT Coordination Program 10 10 10 10 10 10 60
Total Development 8,031 7,562 5,250 19,224 45,918 37,525 123,510
Major Maintenance
Street Overlay Program 431 405 405 405 405 405 2,456
Total Maintenance 431 405 405 405 405 405 2,456
Total Transportation CIP 8,462 7,967 5,655 19,629 46,323 37,930 125,966
Capital Improvement Program 5-9
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5-10 Capital Improvement Program
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CIP MAP - Transportation
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B.SR 169 HOV— I40th Way SE to SR 900
C.Duvall Avenue NE—SR 900 to North City Limits
D.CBD Bicycle&Pedestrian Connections
E. Rainier Avenue—SR 167 to South 2nd St
F. NE 3rd/4th Street Corridor Study and Signal Synchronization.
G.NE Sunset By/Duvall Av NE Intersection
H.SW 7th St/Lind Av SW Signal
1.Benson Rd S/S 31 st Street Signal
City Wide:
*Transit Priority Signal System *Transit Program
*Walkway Program *Arterial HOV Program
*Missing Links Program *Bicycle Route Program
*Street Overlay Program *Environmental M onitoring
*Traffic Safety Program *Traffic Efficiency Program
Capital Improvement Program 5.11
Renton Airport Allocation by Development
Table 5-9 shows yearly CIP projection for 14 development projects
and 5 maintenance projects.
Table 5-9. Summary of Renton Airport CIP Projections
Development 2004 2005 2006 2007 2008 2009 Total
Air Side/Land Side Separation - - 275 - - - 275
Apron C Utility Installation
Runway Taxiway Lighting,Signage,Pavement
Total Development - - 275 - - - 275
Maintenance
Blast Fence Reconstruction 25 - - 25 '
Shoreline Stabilization - 70 70
Airport Layout Plan Update - 100 100
Total Maintenance 25 170 - - - - 195
Total Airport CIP 25 170 275 - - - 470
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5-12 Capital Improvement Program
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CIP MAP - Renton Airport
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A. Airside/Landside
Separation
B. Apron C Utilities
C. Runway/Taxiway
Lighting, Signage
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=1 Stablization
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Capital Improvement Program 5-13
Maplewood Golf Course CIP
The City plans for four development projects and one major
maintenance project.
Table 5-10. Summary of Maplewood Golf Course CIP Projections
Development 2004 2005 2006 2007 2008 2009 Total
Landscape and Patio Improvements - - - - - - -
Parking Stall Addition and Cart Path Paving 185 - 185
Maintenance Bldg&Pump House - - 180 1,800 1,980
Reconstruction of the 8th Green and Fairway 180 - - 180
Reconstruction of the 13th and 15th Greens - 100 100
Reconstruction of the 1 st and 3rd Tee Boxes - - 75 75
Total Development 180 185 180 1,900 75 2,520
Major Maintenance
Golf Course Major Maintenance 140 150 155 170 60 100 775
Total Major Maintenance 140 150 155 170 60 100 775
Total Golf Course CIP 320 335 155 350 1,960 175 3,295
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5-14 Capital Improvement Program
CIP MAP - Maplewood Golf Course
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Capital Improvement Program 5-15
Water Utility Department CIP Allocation
In order to improve and better protect our watershed, storage, and
pumping facilities, the City of Renton plans for a variety of
acquisition, development, and maintenance projects.
Table 5-11. Summa ryof Water Utility Department CIP Projections
Development 2004 2005 2006 2007 2008 2009 Total
New Reservoirs and Pump Stations - 400 2,000 700 500 2,000 5,600
Supply Development&Water Quality
Improvements 7,070 2,040 440 740 540 40 10,870
Total Development 7,070 2,440 2,440 1,440 1,040 2,040 16,470
Major Maintenance
Water Main Rehabilitation 1,000 1,100 1,000 1,000 1,000 1,500 6,600
Main Replacement So.Downtown&Highlands - - - - - - -
Automatic Meter Reading Conversion - - - 200 500 200 900
Water Utility Major Maintenance 120 170 170 170 170 170 970
Total Major Maintenance 1,120 1,270 1,170 1,370 1,670 1,870 8,470
Regulatory Compliance
Water Utility Regulatory Compliance Program 240 120 80 90 90 90 710
Total Regulatory Compliance 240 120 80 90 90 90 710
Total Water UtilityCIP 8,430 3,830 3,690 2,900 2,800 4,000 25,650
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5-16 Capital Improvement Program
CIP MAP - Water Utility
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C. 565 Zone Reservoir and
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Pump Station
Valley
Medical D. 196 Zone Reservoir and
Pump Station
E. Talbot Hill Water Mains
Improvements
F. Highlands Water Mains
Improvements
G. Earlington Water Mains
Improvements
Capital Improvement Program 5-17
Wastewater Utility Department CIP Allocation +�
Improvements to Renton's wastewater facilities will include
extending sanitary sewer mains and major infrastructure
maintenance.
Table 5-12. Summary of Wastewater Utility Department CIP Projections
Development 2004 2005 2006 2007 2008 2009 Total
Sanitary Sewer Main Extensions 3,000 1,000 - - - - 4,000
Total Development 3,000 1,000 - - - - 4,000
Major Maintenance
Kennydale Lakefront Sewer Rehabilitation - -
Miscellaneous/Emergency Projects 75 75 75 75 75 75 450
Thunder Hill Access Road Repair - - - - - - -
Main Replacement&Rehabilitation 850 1,200 2,500 2,500 2,500 2,500 12,050
Lift Station Replacement&Rehabilitation 250 - - - - - 250
Miscellaneous Minor Capital Improvements 25 25 25 25 25 25 150
Total Major Maintenance 1,200 1,300 2,600 2,600 2,600 2,600 12,900
Regulatory Compliance
2004 Long-Range Wastewater
Management Plan Update 50 100 150
Total Regulatory Compliance 50 100 - - - - 150
Total Wastewater CIP 4,250 2,400 2,600 2,600 2,600 2,600 17,050
1
} 5-18 Capital Improvement Program
,�. CIP MAP - Wastewater Utility
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2. Central Plateau Interceptor
3. Sunset Interceptor Phase III
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va B.Major Maintenance
Medical 1. Earlington Sewer Replacement
C.Lift Station Replacement
1. Misty Cove Lift Station Rehabilitation
2.Lake Washington Flush Station
e=_ Rehabilitation
Capita!Improvement Program 5-19
Surface Water Utility Department CIP Allocation
In order to better manage its surface water runoff, the City plans
for five development projects and two major maintenance
programs. We will also improve our surface water utility plans in
order to better comply with current regulations.
Table 5-13. Summary of Surface Water Utility Department CIP Projections
Development 2004 2005 2006 2007 2008 2009 Total
Wetland Mitigation Bank 10 10 50 1,300 - 1,370
Storm System Improvement&Replacement 3,275 1,055 630 220 1,000 700 6,880
Springbrook Creek Improvements 60 150 850 100 100 100 1,360
Cedar River Basin - - - 120 400 - 520
Green River Ecosystem Restoration 10 10 10 10 - 40
May Creek Basin Plan CIP Implementation 150 275 - - - - 425
Total Development 3,505 1,500 1,540 1,750 1,500 800 10,595
Major Maintenance
Small Drainage&Emergency Storm Projects 150 150 150 150 150 150 900
Lower Cedar River Sediment Management 275 250 210 200 200 600 1,735
Total Major Maintenance 425 400 360 350 350 750 2,635
Regulatory Compliance
Surface Water Utility Plans and Programs 220 100 100 100 100 100 720
Total Regulatory Compliance 220 100 100 100 100 100 720
Total Surface Water Utility 4,150 2,000 2,000 2,200 1,950 1,650 13,950
5-20 Capital Improvement Program
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UP CIP MAP - Surface Water Utility
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1.SW 7th Street Storm Improvement Project(Phase II)
C.Green River Ecosystem Restoration Projects
D. Springbrook Creek Floodplain Map Update
E.May Creek Basin Plan Implementation
Capital Improvement Program 5_21
r
This page is intentionally left blank r
5.21 Capital Improvement Program
_
2004
r
Budget by Fund
• s
_
City of Renton,Washington BUDGET
1
1
1
1
1
1
1
1
I
, �
1
1
1
1
1
1
1
1
1
Xudgd 6# .fund
In tables 6-1 and 6-2,we provide detailed comparisons by fund
category of the Revenue(table 6-1)and Expenditure(table 6-2)
Budget. This budget contains the following categories:
• General Governmental Funds.
• Special Revenue Funds.
• Debt Service Funds.
• Capital Project Funds.
e Enterprise Funds
• Internal Service Funds
• Fiduciary Funds.
In tables 6-3 through 6-46,you will find revenue and expenditure
totals for each specific fund,presented in the order of their fund
identification number.
i
1
i
Budget by Fund 6-1
Table 6-1. New Revenue Budget Comparisons by Fund, All Funds
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
GENERAL GOVERNMENTAL FUNDS: '
000 General 42,298,585 42,443,589 44,472,600 46,280,448 44,611,900 0.3%
007 Parking Garage Maintenance 0 0 0 0 138,700 100.0%
101 Park 10,648,303 9,287,076 9,348,100 9,330,452 9,905,300 6.0% '
103 Street 5,493,183 5,877,711 5,911,400 5,513,097 6,055,400 2.4%
106 Library 1,193,164 1,484,571 1,435,100 1,490,248 1,532,200 6.8%
201 Ltd GO Bonds Gen Govt Misc Debt 736,919 650,054 654,300 654,300 654,300 0.0%
2071978 Limited GO Bonds 4,264 803 35,100 35,342 28,900 -17.7% ,
212 1989 Limited Ref GO Bonds 311,568 301,617 0 0 0 N/A
215 Gen Govt Misc Debt Service 1,503,280 2,233,691 2,146,300 2,187,570 1,872,900 -12.7%
SPECIAL REVENUE FUNDS:
102 Arterial Street 353,399 354,943 353,500 360,115 350,500 -0.8%
104 Community Dev Block Grant 300,543 263,586 336,561 317,647 331,600 -1.5%
110 Hotel Motel 170,991 209,439 200,000 181,848 197,500 -1.3%
118 Reserve for Paths&Trails 0 0 0 0 0 N/A
1251% For Art 88,981 15,629 75,000 60,269 0 -100.0%
127 Cable Communication 38,927 34,289 32,700 43,442 38,900 19.0%
131 Park Memorial 0 0 0 50,000 0 0.0% '
DEBT SERVICE FUNDS:
213 1983 Unlimited Ref GO Bonds 17,414 17,047 0 0 0 N/A
219 1989 Unlimited GO Bonds 533,420 515,879 512,700 521,735 517,600 1.0%
220 L.I.D.Debt Service 434,732 364,977 334,600 335,137 17,400 -94.8% �.
221 L.I.D.Guaranty 5,907 566 0 0 0 N/A
CAPITAL PROJECT FUNDS(CIP):
301 City Hall/Garage CIP 10,014,099 127,879 100,000 312,823 0 -100.0%
303 Community Dev Mitigation 398,224 425,484 290,000 490,843 237,000 -18.3%
304 Fire Mitigation 472,597 4,428,677 225,000 479,707 225,000 0.0%
305 Transportation Mitigation 600,156 1,092,179 585,000 550,115 650,000 11.1%
306 Leased City Properties 576,560 1,085,644 610,000 575,173 546,400 -10.4%
307 Aquatics Center 0 5,031,594 0 76,246 0 N/A
316 Municipal Facilities CIP 3,486,818 3,817,239 2,367,600 3,477,092 2,060,500 -13.0%
317 Transportation CIP 6,666,096 6,089,231 6,946,500 5,706,965 7,325,700 5.5% .,
ENTERPRISE FUNDS:
401 Waterworks Utility 19,317,136 20,682,938 19,415,800 20,944,336 21,501,100 10.7%
402 Airport 977,953 1,840,094 4,935,100 3,197,299 882,300 -82.1%
403 Solid Waste Utility 8,497,909 8,646,485 9,074,500 8,651,949 8,715,300 -4.0%
404 Golf Course 2,376,370 2,287,567 2,218,500 2,222,739 2,288,800 3.2%
421 Waterworks Utl Construction 7,013,604 15,105,353 4,028,000 3,519,144 11,120,000 176.1%
424 Golf Course Capital 315,737 154,233 154,000 156,366 154,000 0.0%
451 Waterworks Revenue Bond 2,863,348 4,646,723 3,320,900 3,340,772 2,518,400 -24.2%
461 Waterworks Bond Reserve 0 0 0 2,606,852 0 N/A
471 Waterworks Rate Stabilization 0 0 0 0 0 N/A ..
INTERNAL SERVICE FUNDS:
501 Equipment Rental 3,427,150 3,117,098 2,991,200 2,585,240 2,778,900 -7.1%
502 Insurance 9,208,725 8,333,083 8,687,400 9,139,673 2,721,300 -68.7%
512 Insurance, Healthcare 0 0 0 0 6,296,300 100.0%
FIDUCIARY FUNDS:
601 Firemen's Pension 171,660 161,272 147,000 183,362 150,000 2.0%
TOTAL NEW REVENUE 140,517,722 151,128,240 131,944,461 135,578,346 136,424,100 3.4%
6-2 Budget by Fund
Table 6-2. Committed Expenditure Budget Comparisons by Fund, All Funds
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
GENERAL GOVERNMENTAL FUNDS:
000 General 43,787,659 44,909,291 46,159,600 43,905,677 45,437,900 -1.6%
007 Parking Garage Maintenance 0 0 0 0 68,700 100.0%
101 Park 9,382,475 10,982,369 9,510,200 8,968,215 10,270,300 8.0%
103 Street 5,817,858 5,915,677 6,212,700 5,558,444 6,055,400 -2.5%
106 Library 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3%
201 Ltd GO Bonds Gen Govt Misc Debt 732,411 652,068 654,300 652,063 654,300 0.0%
207 1978 Limited GO Bonds 160,003 7 35,100 34,544 28,900 -17.7%
212 1989 Limited Ref GO Bonds 305,040 354,558 0 0 0 N/A
215 Gen Govt Misc Debt Service 1,528,701 1,855,731 2,146,300 2,111,012 1,872,900 -12.7%
SPECIAL REVENUE FUNDS:
102 Arterial Street 353,500 353,500 353,500 353,500 353,500 0.0%
104 Community Dev Block Grant 260,388 264,536 336,561 292,538 331,600 -1.5%
110 Hotel Motel 119,746 214,727 261,200 199,785 200,000 -23.4%
118 Reserve for Paths&Trails 0 0 0 0 0 N/A
"* 125 1%For Art 29,100 23,071 75,000 45,701 50,000 -33.3%
127 Cable Communication 37,250 30,413 31,600 23,393 36,600 15.8%
131 Park Memorial 0 0 0 0 0 0.0%
DEBT SERVICE FUNDS:
213 1983 Unlimited Ref GO Bonds 142,540 516,716 0 0 0 N/A
219 1989 Unlimited GO Bonds 504,705 504,388 511,500 507,920 511,500 0.0%
220 L.I.D.Debt Service 206,364 536,911 759,600 735,600 17,300 -97.7%
221 L.I.D.Guaranty 0 152,132 0 0 0 N/A
CAPITAL PROJECT FUNDS(CIP):
301 City Hall/Garage CIP 535,981 5,588,238 3,923,575 2,289,468 1,638,700 -58.2%
303 Community Dev Mitigation 4,238 59,550 1,275,000 992,272 0 -100.0%
304 Fire Mitigation 1,955,189 694,316 4,519,800 3,704,564 300,000 -93.4%
305 Transportation Mitigation 941,509 1,200,000 2,451,400 712,325 1,389,300 -43.3%
306 Leased City Properties 499,061 1,240,493 554,400 527,752 576,800 4.0%
307 Aquatics Center 0 100,453 4,899,500 3,775,975 0 -100.0%
316 Municipal Facilities CIP 2,832,786 4,122,668 8,314,700 4,736,467 2,507,000 -69.8%
317 Transportation CIP 8,354,050 4,779,559 7,661,200 4,262,358 8,460,400 10.4%
ENTERPRISE FUNDS:
401 Waterworks Utility 18,663,243 19,999,512 21,086,700 19,770,847 20,805,900 -1.3%
402 Airport 1,495,416 1,604,640 5,185,225 4,035,815 805,900 -84.5%
403 Solid Waste Utility 8,776,670 8,424,641 9,093,900 8,376,072 8,718,100 -4.1%
404 Golf Course 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1%
421 Waterworks Utl Construction 8,397,029 8,174,313 15,132,900 8,392,005 16,830,000 11.2%
424 Golf Course Capital 126,125 137,404 359,000 3,590 320,000 -10.9%
451 Waterworks Revenue Bond 6,762,249 4,909,723 5,977,252 5,968,644 2,518,400 -57.9%
461 Waterworks Bond Reserve 0 0 0 0 0 N/A
471 Waterworks Rate Stabilization 0 0 0 0 0 N/A
INTERNAL SERVICE FUNDS:
501 Equipment Rental 2,623,805 2,760,927 3,374,094 2,613,845 2,520,400 -25.3%
502 Insurance 7,424,780 7,261,355 9,553,500 9,117,162 2,721,300 -71.5%
512 Insurance,Healthcare 0 0 0 0 6,296,300 100.0%
II! FIDUCIARY FUNDS:
601 Firemen's Pension 336,167 340,213 365,900 362,211 382,100 4.4%
TOTAL COMMITTED EXPENDITURES 136,849,703 142,168,008 174,530,107 146,695,635 146,500,500 -16.1%
Budget by Fund 6-3
L
Fund 000,General Fund
The General Fund is the primary operating fund of the city. It is
used to account for the resources and disbursements of ordinary
City operations that are not required to be accounted for in another ,
fund. These include the costs of public safety, building, planning,
human services, and general administration. The major source of
revenue is property taxes,utility taxes and sales taxes. Licenses and ,
permits,charges for services, and fines and forteits provide
additional support.
6-4 Budget by Fund
Table 6-3. Fund 000, General Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
Real&Personal Property Tax 6,777,353 7,276,734 8,637,500 8,737,047 9,045,300 4.7%
«- Sales Tax 15,343,552 15,037,534 15,550,000 16,007,449 16,100,000 3.5%
Sales Tax/Criminal Justice 1,012,546 986,344 1,050,000 1,025,048 1,081,000 3.0%
Utility Taxes 5,474,749 4,931,700 4,950,000 5,266,865 5,085,500 2.7%
Gambling Excise Tax 2,322,137 2,110,861 2,455,000 1,922,211 2,380,000 -3.1%
Other Taxes 495,253 1,712,648 1,350,000 1,625,620 1,380,000 2.2%
Business License Fees 443,387 444,841 397,500 390,358 340,500 -14.3%
Building and Street Use Permits 1,603,743 1,949,900 1,420,300 2,167,824 1,461,500 2.9%
Other Licenses&Permits 11,328 19,564 4,000 13,758 4,100 2.5%
Federal/State Grants 176,239 309,464 215,000 304,929 200,000 -7.0%
State Shared Revenue 722,042 755,541 480,600 559,554 577,600 20.2%
Fire District#25 999,502 1,057,852 1,065,000 1,270,849 1,119,000 5.1%
Other Intergovernmental 1,782 22,917 0 0 0 N/A
Zoning Fees 176,543 150,797 1,121,000 1,106,653 121,000 -89.2%
Plan Checking Fees 665,777 730,376 550,000 943,892 566,500 3.0%
Other Charges for Services 790,466 783,239 815,000 592,467 815,000 0.0%
Municipal Court&Other Fines 959,047 1,004,893 929,100 950,571 956,100 2.9%
Investment Interest 1,491,789 444,484 560,000 648,937 560,000 0.0%
�. Other Miscellaneous 259,659 104,080 396,700 150,589 189,500 -52.2%
Other Financing Sources 55,168 104,825 0 19,129 0 N/A
Interfund Revenues 2,516,524 2,504,995 2,525,900 2,576,698 2,629,300 4.1%
TOTAL NEW REVENUE 42,298,585 42,443,589 44,472,600 46,280,448 44,611,900 0.3%
Use of Prior Yr Revenue 0 0 1,687,000 0 826,000 -51.0%
TOTAL RESOURCES 42,298,585 42,443,589 46,159,600 46,280,448 45,437,900 -1.6%
EXPENDITURES:
Regular Salaries 21,501,250 22,767,921 24,397,100 23,781,953 25,324,300 3.8%
Part Time Salaries 243,219 292,312 220,600 189,675 180,800 -18.0%
Overtime 1,558,206 1,757,322 1,481,300 1,713,870 1,644,300 11.0%
�. Personnel Benefits 5,616,938 5,871,670 6,554,000 6,707,747 7,032,300 7.3%•
Salary and Benefit Reserves 0 0 0 0 20,800 100.0%
Supplies 913,815 817,995 1,010,400 949,860 961,600 -4.8%
Professional Services 2,651,995 2,657,341 4,175,000 3,545,774 2,957,100 -29.2%
Postage/Telephone 386,241 383,746 413,900 384,895 407,100 -1.6%
Travel/Training 223,306 214,809 279,400 132,151 211,400 -24.3%
Other Rentals 119,998 119,206 166,900 78,113 166,400 -0.3%
F Equipment Rental 1,304,463 1,281,084 1,394,700 1,034,680 1,234,300 -11.5%
Insurance 1,200,000 1,861,200 1,374,700 1,374,700 1,489,700 8.4%
Public Utility Services 11,491 12,350 13,500 11,204 13,500 0.0%
Repairs& Maintenance 226,278 291,139 418,700 273,655 337,400 -19.4%
Other Services&Charges 687,717 699,415 842,300 654,628 757,200 -10.1%
Intergovernmental Services 1,452,189 1,583,844 1,756,600 1,468,440 1,674,200 -4.7%
Operating Transfer Out 5,550,000 4,273,059 1,575,000 1,575,000 980,500 -37.7%
Capital Outlay 140,554 24,878 85,500 29,332 45,000 -47.4%
TOTAL COMMITTED EXPENDITURES 43,787,659 44,909,291 46,159,600 43,905,677 45,437,900 -1.6%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 43,787,659 44,909,291 46,159,600 43,905,677 45,437,900 -1.6%
Fund Balance,January 1 7,744,589 6,255,515 3,789,813 3,789,813 6,164,584 62.7%
Total New Revenue 42,298,585 42,443,589 44,472,600 46,280,448 44,611,900 0.3%
Total Committed Expenditures (43,787,659) (44,909,291) (46,159,600) (43,905,677) (45,437,900) -1.6%
Fund Balance Plus Reserves 6,255,515 3,789,813 2,102,813 6,164,584 5,338,584 153.9%
8%Operating Reserves 3,503,013 3,592,743 3,692,768 3,512,454 2,935,032 -20.5%
Undesignated Fund Balance, December 31 2,752,502 197,070 (1,589,955) 2,652,130 2,403,552 -251.2%
Budget by Fund 6-5
3
i
Fund 007,Parking Garage Maintenance Fund
This fund was created in 2003. The purpose of the fund is to pay for
the operational and maintenance costs of the downtown parking
garage in 2004 and 2005. Funding is from the construction fund
interest earnings.
Table 6-4. Fund 007, Parking Garage Maintenance Fund t
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Parking Garage Fees 0 0 0 0 0 N/A
Transfer In from Fund 301 0 0 0 0 138,700 100.0%
TOTAL NEW REVENUE 0 0 0 0 138,700 100.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 0 0 0 138,700 100.0%
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 68,700 100.0%
TOTAL COMMITTED EXPENDITURES 0 0 0 0 68,700 100.0%
Increase to Reserves 0 0 0 0 70,000 100.0%
TOTAL EXPENDITURES 0 0 0 0 138,700 100.0%
Fund Balance,January 1 0 0 0 0 0 N/A
Total New Revenue 0 0 0 0 138,700 100.0%
Total Committed Expenditures 0 0 0 0 (68,700) 100.0%
Fund Balance Plus Reserves 0 0 0 0 70,000 100.0%
Designated Fund Balance 0 0 0 0 70,000 100.0%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
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6-6 Budget by Fund
vp
Fund 101, Park Fund
r
The Park Fund accounts for the City's parks and recreation
programs: operations, maintenance, and improvements for
municipal buildings; and the landscaping and street tree functions.
See the Community Services operating budget section of this
document for more information on park fund program budget and
staffing.
Table 6-5. Fund 101, Park Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Real&Personal Property Taxes 4,521,895 4,950,000 4,756,200 4,756,200 4,806,200 14%
r Utility Tax/Electricity 4,755,927 2,899,375 3,300,000 2,977,193 3,201,000 -3.0%
KC/Cultural Fac Prog Art Grant 7,500 0 0 3,000 0 N/A
Charges for Services 776,803 844,788 832,500 963,316 1,423,800 71.0%
Investment Interest 91,856 39,907 30,000 99,072 30,000 0.0%
Rents/Leases/Concessions 480,324 534,568 426,400 448,580 441,200 3.5%
Contributions/Donations 12,492 11,995 3,000 81,643 3,100 3.3%
Other Miscellaneous 1,505 6,444 0 1,447 0 N/A
TOTAL NEW REVENUE 10,648,303 9,287,076 9,348,100 9,330,452 9,905,300 6.0%
Use of Prior Yr Revenue 0 0 162,100 0 365,000 125.2%
TOTAL RESOURCES 10,648,303 9,287,076 9,510,200 9,330,452 10,270,300 8.0%
EXPENDITURES:
Regular Salaries 3,376,920 3,542,974 3,802,000 3,655,182 3,966,200 4.3%
Part Time Salaries 1,168,209 1,277,126 1,145,800 1,278,803 1,395,000 21.7%
.. Overtime 56,690 49,618 60,900 46,531 104,800 72.1%
Personnel Benefits 1,048,738 1,100,013 1,224,800 1,204,241 1,343,800 9.7%
Supplies 430,926 410,099 461,300 378,069 514,400 11.5%
Professional Services 95,179 123,897 129,700 95,643 129,700 0.0%
Postage/Telephone/Other 20,487 25,465 17,100 21,428 17,100 0.0%
Travel/Training 25,557 34,198 34,800 23,449 35,300 1.4%
�. Advertising 6,885 3,988 3,100 4,062 3,100 0.0%
Other Rentals 2,258 8,017 15,500 6,832 15,500 0.0%
Equipment Rental 510,125 445,482 485,800 349,750 419,700 -13.6%
Public Utility Services 803,218 817,212 958,000 915,820 1,060,900 10.7%
Repairs& Maintenance 553,505 576,597 694,600 545,757 678,300 -2.3%
Miscellaneous 483,778 454,758 476,800 442,650 428,200 -10.2%
Transfer out Fund 502 800,000 0 0 0 0 N/A
Transfer out Fund 307 0 2,100,000 0 0 0 N/A
Capital Outlay 0 12,925 0 0 158,300 100.0%
TOTAL COMMITTED EXPENDITURES 9,382,475 10,982,369 9,510,200 8,968,215 10,270,300 8.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 9,382,475 10,982,369 9,510,200 8,968,215 10,270,300 8.0%
Fund Balance,January 1 1,693,070 2,958,898 1,263,604 1,263,604 1,625,841 28.7%
Total New Revenue 10,648,303 9,287,076 9,348,100 9,330,452 9,905,300 6.0%
Total Committed Expenditures (9,382,475) (10,982,369) (9,510,200) (8,968,215) (10,270,300) 8.0%
Fund Balance Plus Reserves 2,958,898 1,263,604 1,101,504 1,625,841 1,260,841 14.5%
�. 8%Operating Reserves 750,598 878,590 760,816 717,457 821,624 8.0%
Undesignated Fund Balance, Dec 31 2,208,300 385,014 340,688 908,384 439,217 28.9%
Budget by Fund 6-7
aw
Fund 102,Arterial Street Fund
The Arterial Street Fund was established pursuant to state law
allocating the one-half cent State Gasoline Tax revenue to cities and
towns for construction, improvements, and major repair of streets.
In order for a project to qualify for funding, it has to be a part of the
City's Six-Year Transportation Improvement Program and must be
approved by the State Highway Department's District State Aid
Engineer. The fund allows the City to accomplish approved r
projects using either City forces or contractors, and provides the
capability of matching LID participation and outside agency grants.
In 2004, $353,500 will be transferred to the Transportation Capital
Improvement Program (CIP)Fund 317,to provide funding for the
continuing street overlay program.
Table 6-6. Fund 102, Arterial Street Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adl Bdgt Actual Budget 03-04
REVENUE:
Arterial Street Fuel Tax 345,619 347,983 348,500 358,239 348,500 0.0%
Investment Interest 7,780 6,960 5,000 1,876 2,000 -60.0%
TOTAL NEW REVENUE 353,399 354,943 353,500 360,115 350,500 -0.8%
Use of Prior Year Revenue 0 0 0 0 3,000 100.0%
TOTAL RESOURCES 353,399 354,943 353,500 360,115 353,500 0.0%
EXPENDITURES:
(
Transfer-Out to CIP/Overlay Program 353,500 353,500 353,500 353,500 353,500 0.0%
TOTAL COMMITTED EXPENDITURES 353,500 353,500 353,500 353,500 353,500 0.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 353,500 353,500 353,500 353,500 353,500 0.0%
Fund Balance,January 1 153,069 152,968 154,411 154,411 161,026 4.3%
Total New Revenue 353,399 354,943 353,500 360,115 350,500 -0.8%
Total Committed Expenditures (353,500) (353,500) (353,500) (353,500) (353,500) 0.0%
Designated Fund Balance 152,968 154,411 154,411 161,026 158,026 2.3%
Undesignated Fund Balance, December 31 0 0 0 0 0 N/A
r
6-8 Budget by Fund
Fund 103, Street Fund
The Street Fund revenue comes from general tax sources such as
sales, property, and gas utility taxes providing 70 percent of 2004
funding. Street fuel taxes, a state shared revenue source, provides 13
percent of 2004 financing. The balance, or 17 percent, comes from
interfund revenue, investment interest, and permits. There are two
divisions of the Planning/Building/Public Works Department in this
fund: Transportation Systems(103/016)and Street Maintenance
Services(103/019).
Table 6-7. Fund 103, Street Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Real&Personal Property Taxes 2,771,019 3,193,800 2,926,300 2,926,300 3,014,500 3.0%
Utility Taxes 1,048,273 1,067,570 1,175,000 836,315 1,217,500 3.6%
^� Licenses&Permits 39,610 24,305 30,000 43,557 24,000 -20.0%
State Shared Revenue 739,186 765,855 778,700 766,176 775,700 -0.4%
a, Investment Interest 36,670 21,999 20,000 6,779 20,000 0.0%
Other Miscellaneous 517 10,860 25,000 95 57,800 131.2%
Other Financing Sources 6,754 0 0 0 0 N/A
Interfund Revenue 851,154 793,322 956,400 933,875 945,900 -1.1%
TOTAL NEW REVENUE 5,493,183 5,877,711 5,911,400 5,513,097 6,055,400 2.4%
Use of Prior Yr Revenue 0 0 301,300 0 0 -100.0%
TOTAL RESOURCES 5,493,183 5,877,711 6,212,700 5,513,097 6,055,400 -2.5%
Irr EXPENDITURES:
Regular Salaries 2,596,679 2,698,373 2,983,300 2,785,179 3,056,100 2.4%
Part Time Salaries 99,639 104,457 124,700 85,484 109,700 -12.0%
Overtime 50,626 66,831 61,800 59,640 57,300 -7.3%
Personnel Benefits 689,737 705,915 820,100 767,718 872,200 6.4%
Supplies 350,715 341,999 349,000 340,861 331,000 -5.2%
Professional Services 41,788 55,240 64,700 52,019 45,700 -29.4%
Postage/Telephone/Other 9,449 10,886 7,200 8,390 9,700 34.7%
Travel/Training 18,338 43,835 49,500 32,374 49,500 0.0%
i Other Rentals 1,604 5,105 9,800 3,374 5,800 -40.8%
Equipment Rental 696,309 683,008 749,500 535,894 644,900 -14.0%
Public Utility Services 752,936 737,055 780,200 732,447 800,500 2.6%
Repairs&Maintenance 26,847 14,115 190,800 129,187 50,800 -73.4%
Miscellaneous 19,214 14,231 19,100 15,104 19,100 0.0%
Interfund Payments 13,975 9,627 3,000 10,773 3,100 3.3%
Operating Transfers-Out 450,000 425,000 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 5,817,858 5,915,677 6,212,700 5,558,444 6,055,400 -2.5%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 5,817,858 5,915,677 6,212,700 5,558,444 6,055,400 -2.5%
Fund Balance,January 1 1,299,138 974,464 936,498 936,498 891,151 -4.8%
Total New Revenue 5,493,184 5,877,711 5,911,400 5,513,097 6,055,400 2.4%
Total Committed Expenditures (5,817,858) (5,915,677) (6,212,700) (5,558,444) (6,055,400) -2.5%
�. Fund Balance Plus Reserves 974,464 936,498 635,198 891,151 891,151 40.3%
8%Operating Reserves 465,429 473,254 497,016 444,676 484,432 -2.5%
Undesignated Fund Balance,Dec 31 509,035 463,244 138,182 446,475 406,719 194.3%
Budget by Fund 6-9
r
Fund 104, Community Development Block Grant Fund
The CDBG fund collects and disburses Community Development
grant monies. Current programs include Visiting Nurse Services,
YWCA Emergency Housing, Renton Communities in Schools,
Emergency Feeding, Domestic Abuse Women's Shelter, CHCKC
Primary Dental, City of Renton Housing Repair, King County
Housing Repair,ElderHealth/Connections, and Dawn Shelter
Support.
Table 6-8. Fund 104, Community Development Block Grant Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Comm Dev Block Grants 250,543 263,586 336,561 317,647 331,600 -1.5%
Operating Transfer 50,000 0 0 0 0 N/A
TOTAL NEW REVENUE 300,543 263,586 336,561 317,647 331,600 -1.5%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 300,543 263,586 336,561 317,647 331,600 -1.5%
EXPENDITURES: '
Salaries 124,190 126,453 147,778 136,084 148,400 0.4%
Part Time Salaries 23,056 19,528 30,000 25,661 30,000 0.0%
Overtime 593 0 2,000 0 1,000 -50.0%
Personnel Benefits 29,843 29,293 36,600 33,536 39,400 7.7%
Supplies 10,083 10,592 16,800 15,708 15,000 -10.7%
Professional Services 69,185 75,088 95,783 77,057 89,700 -6.4%
Postage/Telephone/Other 1,027 1,346 1,400 904 1,800 28.6%
Travel/Training 110 844 2,500 1,119 2,400 -4.0%
Equipment Rental 2,064 1,115 2,500 1,781 2,700 8.0%
Public Utility Services 238 277 300 46 300 0.0%
Repairs&Maintenance 0 0 0 67 600 100.0%
Miscellaneous 0 0 900 574 300 -66.7%
SUB-TOTAL OPERATING BUDGET 260,388 264,536 336,561 292,538 331,600 -1.5% ,
Capital Improvement Project Plan 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 260,389 264,536 336,561 292,538 331,600 -1.5% '
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 260,389 264,536 336,561 292,538 331,600 -1.5%
Fund Balance,January 1 (44,992) (4,838) (5,788) (5,788) 19,321 -433.6% ,
Total New Revenue 300,543 263,586 336,561 317,647 331,600 -1.5%
Total Committed Expenditures (260,389) (264,536) (336,561) (292,538) (331,600) -1.5%
Designated Fund Balance (4,838) (5,788) (5,788) 19,321 19,321 -433.8%
Undesignated Fund Balance,December 31 0 0 0 0 0 N/A
s
6-10 Budget by Fund
Fund 106, Library Fund
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 2004, 97 percent
of the resources will come from property taxes,with 3 percent
from service charges for photocopies, library fines, investment
+�• interest, and contributions from the annual book sale. See the
Community Services operating budget section of this document for
more information on library fund program budget and staffing.
to
Table 6-9. Fund 106, Library Fund
2001 2002 2003 2003 2004 Change
yr Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
to Real&Personal Property Tax 1,141,872 1,425,000 1,397,600 1,435,471 1,493,800 6.9%
Charges for Services 7,740 8,296 6,000 9,344 6,000 0.0%
Library Fines 34,046 38,306 28,000 41,182 28,900 3.2%
Investment Interest 6,584 2,131 2,000 (24) 2,000 0.0%
`' Contributions/Book Sale 2,913 10,775 1,500 2,896 1,500 0.0%
Other Miscellaneous Revenue 8 62 0 1,378 0 N/A
TOTAL NEW REVENUE 1,193,164 1,484,571 1,435,100 1,490,248 1,532,200 6.8%
to Use of Prior Yr Revenue 0 0 77,200 0 0 -100.0%
TOTAL RESOURCES 1,193,164 1,484,571 1,512,300 1,490,248 1,532,200 1.3%
EXPENDITURES:
go Regular Salaries 668,200 696,619 751,200 766,266 782,000 4.1%
Part Time Salaries 180,938 210,051 203,100 200,217 186,600 -8.1
Overtime 869 310 12,300 6,164 2,400 -80.5%
Ilr Personnel Benefits 180,493 184,631 216,100 216,350 231,600 7.2%
Supplies 14,501 18,764 22,800 12,453 22,800 0.0%
Supplies/Library Books 221,170 226,890 213,500 191,226 213,500 0.0%
Professional Services 54,814 70,586 45,400 58,167 45,400 0.0%
Postage/Telephone/Other 0 0 0 0 0 N/A
Travel/Training 10,430 5,878 9,600 6,467 9,600 0.0%
Other Rentals 0 466 600 0 600 0.0%
Repairs&Maintenance 14,312 3,708 30,800 6,348 30,800 0.0%
Miscellaneous 11,757 6,481 5,900 7,276 5,900 0.0%
Capital Outlay 0 762 1,000 0 1,000 0.0%
TOTAL COMMITTED EXPENDITURES 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 1,357,485 1,425,145 1,512,300 1,470,933 1,532,200 1.3%
rr
Fund Balance,January 1 331,999 167,677 227,103 227,103 246,418 8.5%
Total New Revenue 1,193,164 1,484,571 1,435,100 1,490,248 1,532,200 6.8%
Total Committed Expenditures (1,357,485) (1,425,145) (1,512,300) (1,470,933) (1,532,200) 1.3%
Fund Balance Plus Reserves 167,677 227,103 149,903 246,418 246,418 64.4%
8%Operating Reserves 108,599 114,012 120,984 117,675 122,576 1.3%
Undesignated Fund Balance,Dec 31 59,079 113,092 28,919 128,744 123,842 328.2%
ar
Budget by Fund 6-I1
Fund 110,Hotel/Motel Fund
During the 1997 Legislative session, SSB 5867 was passed. SSB
5867 allows Washington State cities to impose an increase in the
hotel/motel tax of up to 1 percent for the purpose of increasing
tourism. On October 13, 1997,the Renton City Council passed
Resolution No. 3288 establishing a Hotel/Motel Lodging Tax
Advisory Committee. The Committee investigated the feasibility of
implementing the 1 percent tax and made a recommendation to the
City Council to enact this tax. The Council adopted the tax with
Ordinance No. 4697 on December 15, 1997. ,
Table 6-10. Fund 110, Hotel/Motel Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE: ,
Hotel/Motel Tax 162,460 148,798 130,000 143,960 130,000 0.0%
Marketing Contributions 0 56,901 66,000 35,525 65,000 -1.5%
Investment Interest 8,531 3,740 4,000 2,363 2,500 -37.5%
TOTAL NEW REVENUE 170,991 209,439 200,000 181,848 197,500 -1.3%
Use of Prior Yr Revenue 0 0 61,200 0 2,500 -95.9%
TOTAL RESOURCES 170,991 209,439 261,200 181,848 200,000 -23.4%
EXPENDITURES:
Marketing 74,415 135,805 150,100 103,818 100,000 -33.4%
Tourism 45,331 78,922 111,100 95,966 100,000 -10.0% ,
TOTAL COMMITTED EXPENDITURES 119,746 214,727 261,200 199,784 200,000 -23.4%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 119,746 214,727 261,200 199,784 200,000 -23.4%
Fund Balance,January 1 216,090 267,335 262,047 262,047 244,111 -6.6%
Total New Revenue 170,991 209,439 200,000 181,848 197,500 -1.3%
Total Committed Expenditures (119,746) (214,727) (261,200) (199,784) (200,000) -23.4%
Designated Fund Balance 267,335 262,047 200,847 244,111 241,611 20.3%
Undesignated Fund Balance,December 31 0 0 0 0 0 N/A
6-12 Budget by Fund
Fund 118,Reserve for Paths and Trails Fund
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
or accommodating, establishing, and maintaining certain paths and
trails. Accumulated funds must be used within a ten-year period.
r
Table 6-I1. Fund 118, Reserve for Paths and Trails Fund
2001 2002 2003 2003 2004 Change
to Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
Street Fuel Tax-1/2 of 1% 0 0 0 0 0 N/A
TOTAL NEW REVENUE 0 0 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 0 0 0 0 N/A
rr
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A
r Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 0 N/A
Fund Balance,January 1 2,807 2,807 2,807 2,807 2,807 0.0%
Total New Revenue 0 0 0 0 0 N/A
Total Committed Expenditures 0 0 0 0 0 N/A
Designated Fund Balance 2,807 2,807 2,807 2,807 2,807 0.0%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
l
1
i
1
l
1
Budget by Fund 6-13
Fund 125, 1% for Art Fund
The 1 percent for Art Fund was established to account for art
expenditures in municipal construction projects. Guidelines for
determining art expenditures are as follows: 1) The project cost
must exceed $10,000. 2) The project must be either new
construction or a significant renovation of an existing structure that
allows an existing structure an expanded or different use of the
facility. Routine or periodic maintenance expenditures have been
excluded. 3) Land acquisition is not included. 4)Acquisition of
equipment,vehicles, or machinery is not included. 5)All funds
specifically limited to the construction and improvement of the
transportation system have been excluded; such as Federal aid,
forward thrust, and half-cent gasoline tax. In 2004 art projects will
be selected for the Downtown Parking Garage and the Aquatic
Center. ,
Table 6-12. Fund 125, 1%for Art Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
Investment Interest 896 1,437 0 969.41 0 N/A
Bond Proceeds 75,000 0 75,000 0 0 -100.0%
Other Financing Sources 13,085 14,192 0 0 0 N/A
Transfer in 304 0 0 0 26,926 0 N/A '
Transfer in 307 0 0 0 32,374 0 N/A
TOTAL NEW REVENUE 88,981 15,629 75,000 60,269 0 -100.0%
Use of Prior Yr Revenue 0 0 0 0 50,000 100.0%
TOTAL RESOURCES 88,981 15,629 75,000 60,269 50,000 -33.3%
EXPENDITURES: ,
Capital Projects 15,900 23,071 75,000 45,701 50,000 -33.3%
Transfer out to 316 13,200 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 29,100 23,071 75,000 45,701 50,000 -33.3%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 29,100 23,071 75,000 45,701 50,000 -33.3%
Fund Balance,January 1 29,406 89,287 81,845 81,845 96,413 17.8%
Total New Revenue 88,981 15,629 75,000 60,269 0 -100.0%
Total Committed Expenditures (29,100) (23,071) (75,000) (45,701) (50,000) -33.3%
Designated Fund Balance 89,287 81,845 81,845 96,413 46,413 -43.3%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
ri
6-14 Budget by Fund
..
Fund 127, Cable Communications Development Fund
an The Cable Communications Development Fund was established to
provide promotion and development of cable communications.
The City uses a character generator to issue public information
�.. over a municipal access cable TV channel (Channel 21). The City
Clerk's office is responsible for gathering, formatting and
programming the information submitted by City departments and
r 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
rr
the City. This included major private and public capital projects
and highlights of major City sponsored events.
Table 6-13. Fund 127, Cable Communications Development Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Utility Tax/TV Cable 30,000 30,000 30,000 30,000 35,000 16.7%
Investment Interest 7,427 1,289 1,200 13,442 2,400 100.0%
Other Misc. Revenue 1,500 3,000 1,500 0 1,500 0.0%
TOTAL NEW REVENUE 38,927 34,289 32,700 43,442 38,900 19.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 38,927 34,289 32,700 43,442 38,900 19.0%
EXPENDITURES:
Supplies 2,370 2,151 2,500 1,375 3,500 40.0%
Professional Services 15,751 20,950 21,100 18,657 25,100 19.0%
Repairs and Maintenance 37 7,312 8,000 3,361 8,000 0.0%
Capital Outlay 19,092 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 37,250 30,413 31,600 23,393 36,600 15.8%
Increase to Reserves 0 0 1,100 0 2,300 109.1
TOTAL EXPENDITURES 37,250 30,413 32,700 23,393 38,900 19.0%
Fund Balance,January 1 170,536 172,213 176,089 176,089 196,138 11.4%
Total New Revenue 38,927 34,289 32,700 43,442 38,900 19.0%
Total Committed Expenditures (37,250) (30,413) (31,600) (23,393) (36,600) 15.8%
Designated Fund Balance 172,213 176,089 177,189 196,138 198,438 12.0%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
L
Budget by Fund 6-15
Fund 131,Park Memorial Fund
This fund was created in 2001. The fund was created to accept all
gifts for park and recreation purposes.
Table 6-14. Fund 131, Park Memorial Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Donations 0 0 0 50,000 0 N/A
TOTAL NEW REVENUE 0 0 0 50,000 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 0 0 50,000 0 N/A
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 0 N/A
Fund Balance,January 1 0 0 0 0 50,000 100.0%
Total New Revenue 0 0 0 50,000 0 N/A
Total Committed Expenditures 0 0 0 0 0 N/A
Designated Fund Balance 0 0 0 50,000 50,000 100.0% ...
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
6-16 Budget by Fund
Funds 201/207/212/215,Limited Tax General Obligation Bond Funds
Council-approved general obligation debt is also known as limited
tax general obligation debt(LTGO)or councilmanic debt. The
City maintains three funds to account for existing bond revenue
rr and expenditures. Fund 201 (table 6-16) maintains the revenue
and expenditures for the 1997 and 2001 debt issues associated
with the Main and Grady building (new Renton City Hall)
purchase and renovation. The remaining funds (207 and 215)
(tables 6-17 and 6-19) maintain the revenue and expenditures
associated with various issues including but not limited to 1994
issue for various equipment rental additions and replacements;
1996 mini-bond issue for two fire pumper replacements; 1997
refunding issue of$2.6 million that refunded five separate LTGO
issues; 1998 Certificates of Participation for lighting
improvements at City Hall; 2001 issue for the downtown parking
r
garage; and the 2002 issue for a new fire station. For more detail
on any of these debt issues, see the separately published City of
Renton Debt Manual. The outstanding balance for all limited tax
general obligation debt as of January 1, 2004 was $29,624,982.
' Table 6-15. Funds 201120712121215, Limited Tax General Obligation Bond Funds
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
Property Tax(General Levy) 1,041,690 1,025,500 1,315,700 977,875 1,036,100 -21.3%
Real Estate Excise Tax 1,398,393 1,297,662 1,200,000 1,584,211 1,200,000 0.0%
Investment Interest/Allocation 38,299 32,245 20,000 17,126 20,000 0.0%
Transfer in from Fire Mitigation Fund 304 0 0 300,000 298,000 300,000 0.0%
Transfer in from Water Fund 401 77,650 77,700 0 0 0 N/A
Transfer in from General Fund 000 0 753,059 0 0 0 N/A
TOTAL NEW REVENUE 2,556,032 3,186,165 2,835,700 2,877,212 2,556,100 -9.9%
Use of Prior Year Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 2,556,032 3,186,165 2,835,700 2,877,212 2,556,100 -9.9%
EXPENDITURES:
Debt Service:Principal 1,441,447 1,229,269 1,210,100 1,186,041 1,093,500 -9.6%
Debt Service:Interest 574,708 1,078,894 1,625,600 1,611,579 1,462,600 -10.0%
Trf-Out 207 to 502 160,000 0 0 0 0 N/A
Trf-Out 215 To 316/Excess Reet 550,000 500,000 0 0 0 N/A
I Trf-Out 212 FB to Fund 316 0 54,202 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 2,726,155 2,862,364 2,835,700 2,797,620 2,556,100 -9.9%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,726,155 2,862,364 2,835,700 2,797,620 2,556,100 -9.9%-
Fund Balance,January 1 824,147 654,024 977,825 977,825 1,057,418 8.1%
Total New Revenue 2,556,032 3,186,165 2,835,700 2,877,212 2,556,100 -9.9%
Total Committed Expenditures (2,726,155) (2,862,364) (2,835,700) (2,797,620) (2,556,100) -9.9%
Fund Balance Plus Reserves 654,024 977,825 977,825 1,057,418 1,057,418 8.1%
Debt Service Reserves 0 753,000 753,000 753,000 785,000 4.2%
Undesignated Fund Balance,Dec 31 654,024 224,825 224,825 304,418 272,418 21.2%
Budget by Fund 6-17
i
Fund 201, Limited Tax General Obligation Bond Fund
(City Hall)
Fund 201 (table 6-16)maintains the revenue and expenditures for
the 1997 and 2001 debt issues associated with the Main and Grady ,
building(new Renton City Hall)purchase and renovation.
Table 6-16. Fund 201, Limited Tax General Obligation Bond Fund(City Hall)
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Property Tax(General Levy) 735,765 650,000 654,300 654,300 654,300 0.0%
Investment Interest 1,154 54 0 0 0 N/A
TOTAL NEW REVENUE 736,919 650,054 654,300 654,300 654,300 0.0%
Use of Prior Year Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 736,919 650,054 654,300 654,300 654,300 0.0%
EXPENDITURES:
Debt Service:Principal 310,000 0 0 0 0 N/A
Debt Service:Interest 422,411 652,068 654,300 652,063 654,300 0.0%
TOTAL COMMITTED EXPENDITURES 732,411 652,068 654,300 652,063 654,300 0.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 732,411 652,068 654,300 652,063 654,300 0.0%
Fund Balance,January 1 8,805 13,313 11,299 11,299 13,536 19.8%
Total New Revenue 736,919 650,054 654,300 654,300 654,300 0.0%
Total Committed Expenditures (732,411) (652,068) (654,300) (652,063) (654,300) 0.0%
Fund Balance Plus Reserves 13,313 11,299 11,299 13,536 13,536 19.8%
Debt Service Reserves 0 0 0 0 0 N/A
Undesignated Fund Balance,Dec 31 13,313 11,299 11,299 13,536 13,536 19.8%
6-18 Budget by Fund
w.
Fund 207, Limited Tax General Obligation Bond Fund (Senior Center)
w In May 1997, limited tax general obligation refunding bonds were
issued in the amount of$2.6 million. The refunding amount
apportioned to the 1978 limited tax general obligation bonds for
�r the Renton Senior Activity Center was 2.89 percent. The first
annual principal and interest payment was paid December 2003.
Table 6-17. Fund 207, Limited Tax General Obligation Bond Fund(Senior Center)
2001 2002 2003 2003 2004 Change
Item Actual Actual Adl Bdgt Acutal Budget 03-04
REVENUE:
Property Tax(General Levy) 500 500 35,100 35,100 28,900 -17.7%
!r Investment Interest 3,764 303 0 242 0 N/A
TOTAL NEW REVENUE 4,264 803 35,100 35,342 28,900 -17.7%
Use of Prior Year Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 4,264 803 35,100 35,342 28,900 -17.7%
EXPENDITURES:
Debt Service:Principal 0 0 24,600 24,553 19,000 -22.8%
Debt Service:Interest 3 7 10,500 9,992 9,900 -5.7%
Trf-Out 207 to 502 160,000 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 160,003 7 35,100 34,544 28,900 -17.7%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 160,003 7 35,100 34,544 28,900 -17.7%
Fund Balance,January 1 179,202 23,463 24,259 24,259 25,057 3.3%
Total New Revenue 4,264 803 35,100 35,342 28,900 -17.7%
Total Committed Expenditures (160,003) (7) (35,100) (34,544) (28,900) -17.7%
Fund Balance Plus Reserves 23,463 24,259 24,259 25,057 25,057 3.3%
Debt Service Reserves 0 0 0 0 0 N/A
Undesignated Fund Balance,Dec 31 23,463 24,259 24,259 25,057 25,057 3.3%
Budget by Fund 6-19
i
Fund 212,Limited Tax General Obligation Refunding Bonds
Fund (City Shops)
Fund 212 (table 6-18) was closed in 2002 after the final debt service
payment was made on the debt accounted for in this fund. The fund
balance was transferred to the Municipal Facilities Capital
Improvement Fund (Fund 316).
Table 6-18. Fund 212, Limited Tax General Obligation Refunding Bonds Fund(City Shops)
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
Property Tax(General Levy) 305,425 300,200 0 0 0 N/A
Investment Interest 6,143 1,417 0 0 0 N/A
TOTAL NEW REVENUE 311,568 301,617 0 0 0 N/A
Use of Prior Year Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 311,568 301,617 0 0 0 N/A
EXPENDITURES:
Debt Service:Principal 275,000 290,000 0 0 0 N/A
Debt Service:Interest 30,040 10,356 0 0 0 N/A
Transfer Out FB to Fund 316 0 54,202 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 305,040 354,558 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 305,040 354,558 0 0 0 N/A
Fund Balance,January 1 46,413 52,941 0 0 0 0.0%
Total New Revenue 311,568 301,617 0 0 0 N/A
Total Committed Expenditures (305,040) (354,558) 0 0 0 N/A
Fund Balance Plus Reserves 52,941 0 0 0 0 0.0%
Debt Service Reserves 0 0 0 0 0 N/A
Undesignated Fund Balance,Dec 31 52,941 0 0 0 0 0.0%
6-20 Budget by Fund
Fund 215, General Governmental Miscellaneous Debt Service Fund
Fund 215 (table 6-19) maintains the revenue and expenditures for
the debt issues associated with various purchases of equipment,
construction of the Downtown Parking Garage, construction of a
.•• new fire station, and lighting project for City Hall. For more detail
on any of these debt issues, see the separately published City of
Renton Debt Manual.
Table 6-19. Fund 215, General Governmental Miscellaneous Debt Service Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
Property Tax(General Levy) 0 74,800 626,300 288,475 352,900 -43.7%
Real Estate Excise Tax 1,398,393 1,297,662 1,200,000 1,584,211 1,200,000 0.0%
Investment Interest 27,237 30,471 20,000 16,884 20,000 0.0%
Transfer In from Fire Mitigation Fund 304 0 0 300,000 298,000 300,000 0.0%
Transfer In from Water Fund 401 77,650 77,700 0 0 0 N/A
r Transfer In from General Fund 000 0 753,059 0 0 0 N/A
ws TOTAL NEW REVENUE 1,503,280 2,233,691 2,146,300 2,187,570 1,872,900 -12.7%
Use of Prior Year Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 1,503,280 2,233,691 2,146,300 2,187,570 1,872,900 -12.7%
EXPENDITURES:
Debt Service: Principal 856,447 939,269 1,185,500 1,161,488 1,074,500 -9.4%
Debt Service: Interest 122,254 416,462 960,800 949,524 798,400 -16.9%
Trf-Out 215 To 316/Excess Reet 550,000 500,000 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 1,528,701 1,855,731 2,146,300 2,111,012 1,872,900 -12.7%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 1,528,701 1,855,731 2,146,300 2,111,012 1,872,900 -12.7%
Fund Balance,January 1 589,727 564,306 942,266 942,266 1,018,824 8.1
Total New Revenue 1,503,280 2,233,691 2,146,300 2,187,570 1,872,900 -12.7%
Total Committed Expenditures (1,528,701) (1,855,731) (2,146,300) (2,111,012) (1,872,900) -12.7%
Fund Balance Plus Reserve 564,306 942,266 942,266 1,018,824 1,018,824 8.1%
Debt Service Reserves 0 753,000 753,000 753,000 785,000 4.2%
Undesignated Fund Balance,Dec 31 564,306 189,266 189,266 265,824 233,824 235%
Budget by Fund 6-21
Funds 213/219,Unlimited Tax General Obligation Bond Funds
Voter-approved general obligation debt is also known as unlimited
tax general obligation debt(ULTGO). Currently the City maintains
one fund to account for existing bond revenue and expenditures.
Fund 219 maintains the revenue and expenditures for the 1993
refunding issue relating to Senior Housing. For more detail on this
issue, see the separately published City of Renton Debt Manual.
The outstanding balance for all ULTGO debt as of January 1, 2004
was $2,665,000. Fund 213 was closed in 2002 after the final debt
service payment had been made on the debt accounted for in this
fund.
Table 6-20. Funds 213/219, Unlimited Tax General Obligation Bond Funds
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE: m►
Property Tax(Voted Levy) 523,017 510,660 507,700 519,913 512,600 1.0%
Investment Interest 27,817 22,266 5,000 1,822 5,000 0.0% `
TOTAL NEW REVENUE 550,834 532,926 512,700 521,735 517,600 1.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL REVENUE 550,834 532,926 512,700 521,735 517,600 1.0%
EXPENDITURES:
Debt Service:Principal 460,000 485,000 365,000 365,000 365,000 0.0%
Debt Service: Interest 187,245 163,848 146,500 142,920 146,500 0.0%
Transfer out FB to Fund 502 0 372,256 0 0 0
TOTAL COMMITTED EXPENDITURES 647,245 1,021,104 511,500 507,920 511,500 0.0%
Increase for Designated Fund Balance 0 0 1,200 0 6,100 408.3%
TOTAL EXPENDITURES 647,245 1,021,104 512,700 507,920 517,600 1.0%
Fund Balance,January 1 1,145,287 1,048,876 560,698 560,698 574,513 2.5%
Total New Revenue 550,834 532,926 512,700 521,735 517,600 1.0%
Total Committed Expenditures 647,245 (1,021,104) (511,500) (507,920) (511,500) 0.0% r+
Designated Fund Balance 1,048,876 560,698 561,898 574,513 580,613 3.3%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
1�
6-22 Budget by Fund
Fund 213, Unlimited Tax General Obligation Refunding Bond Fund (Coulon Park)
Fund 213 (table 6-21) was closed in 2002 after the final debt
service payment has been made on the debt accounted for in this
fund. The fund balance was transferred to the Insurance Fund 502.
Table 6-21. Fund 213, Unlimited Tax General Obligation Refunding Bond Fund(Coulon Park)
2001 2002 2003 2003 2004 Change
Item Actual Actual Adl Bdgt Actual Budget 03-04
r REVENUE:
Investment Interest 17,414 17,047 0 0 0 N/A
TOTAL NEW REVENUE 17,414 17,047 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL REVENUE 17,414 17,047 0 0 0 N/A
ar
EXPENDITURES:
j Debt Service:Principal 130,000 140,000 0 0 0 N/A
Debt Service: Interest 12,540 4,460 0 0 0 N/A
Transfer out FB to Fund 502 0 372,256 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 142,540 516,716 0 0 0 N/A
Increase for Designated Fund Balance 0 0 0 0 0 N/A
TOTAL EXPENDITURES 142,540 516,716 0 0 0 N/A
Fund Balance,January 1 624,795 499,669 0 0 0 N/A
Total New Revenue 17,414 17,047 0 0 0 N/A
Total Committed Expenditures (142,540) (516,716) 0 0 0 N/A
Designated Fund Balance 499,669 0 0 0 0 N/A
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
r
L
r
Budget by Fund 6-23
+
Fund 219,Unlimited Tax General Obligation Bond Fund
(Senior Housing)
Fund 219 (table 6-22) maintains the revenue and expenditures for
the 1993 refunding issue relating to Senior Housing.
Table 6-22. Fund 219, Unlimited Tax General Obligation Bond Fund(Senior Housing
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Property Tax(Voted Levy) 523,017 510,660 507,700 519,913 512,600 1.0%
Investment Interest 10,403 5,219 5,000 1,822 5,000 0.0%
TOTAL NEW REVENUE 533,420 515,879 512,700 521,735 517,600 1.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL REVENUE 533,420 515,879 512,700 521,735 517,600 1.0%
EXPENDITURES:
Debt Service:Principal 330,000 345,000 365,000 365,000 365,000 0.0%
Debt Service:Interest 174,705 159,388 146,500 142,920 146,500 0.0%
TOTAL COMMITTED EXPENDITURES 504,705 504,388 511,500 507,920 511,500 0.0%
Increase for Designated Fund Balance 0 0 1,200 0 6,100 408.3%
TOTAL EXPENDITURES 504,705 504,388 512,700 507,920 517,600 1.0%
Fund Balance,January 1 520,492 549,207 560,698 560,698 574,513 2.5%
Total New Revenue 533,420 515,879 512,700 521,735 517,600 1.0%
Total Committed Expenditures (504,705) (504,388) (511,500) (507,920) (511,500) 0.0%
Designated Fund Balance 549,207 560,698 561,898 574,513 580,613 3.3%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
t
6-24 Budget by Fund
Fund 220,Local Improvement District Debt Service Fund
The Local Improvement District(LID)Debt Service Fund
accounts for assessment collections and debt service payments for
the LID's located within the City. A LID is created to construct
public improvements deemed to benefit the property owners such
as sidewalks or sewer lines. The City sells bonds to finance these
projects. The benefited property owners are billed for their share
and given an extended period of time to repay their assessments
plus interest. As of January 1, 2003,there is no LID debt
outstanding, however there are still outstanding assessments being
collected.
Table 6-23. Fund 220, L.LD. Debt Service Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adl Bdgt Actual Budget 03-04
REVENUE:
LID Assessments&Interest 415,462 364,534 293,000 295,674 13,300 -95.5%
Investment Interest 19,270 443 41,600 39,463 4,100 -90.1
TOTAL NEW REVENUE 434,732 364,977 334,600 335,137 17,400 -94.8%
Use of Prior Yr Revenue 0 0 425,000 0 0 -100.0%
TOTAL RESOURCES 434,732 364,977 759,600 335,137 17,400 -97.7%
EXPENDITURES:
Operating Transfer-Out 0 67,621 465,000 465,000 10,300 -97.8%
Transfer out to 316 0 323,000 267,600 267,600 0 -100.0%
Debt Service:Principal 185,000 135,000 0 0 0 N/A
Debt Service:Interest 21,364 11,290 27,000 3,000 7,000 -74.1%
TOTAL COMMITTED EXPENDITURES 206,364 536,911 759,600 735,600 17,300 -97.7%
Increase to Reserves 0 0 0 0 100 100.0%
TOTAL EXPENDITURES 206,364 536,911 759,600 735,600 17,400 -97.7%
Fund Balance,January 1 374,719 603,087 431,153 431,153 30,690 -92.9%
+ter Total New Revenue 434,732 364,977 334,600 335,137 17,400 -94.8%
Total Committed Expenditures (206,364) (536,911) (759,600) (735,600) (17,300) -97.7%
Designated Fund Balance 603,087 431,153 6,153 30,690 30,790 400.4%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
Budget by Fund 6-25
I
Fund 221, Local Improvement District Guaranty Fund
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 fund if sufficient monies are not +rrri
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 at
amount not less than 10 percent of the net outstanding obligations
guaranteed by the fund. Fund 221 was closed in 2002 after the
final LID debt service payment had been made. Guaranty funds are
not required to be maintained when there are no LID bonds
outstanding.
Table 6-24. Fund 221, L.I.D. Guaranty Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE: t
Investment Interest 5,907 566 0 0 0 N/A
TOTAL NEW REVENUE 5,907 566 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 5,907 566 0 0 0 N/A
EXPENDITURES:
Transfer Out to Insurance Fund 502 0 152,132 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 152,132 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 152,132 0 0 0 N/A
Fund Balance,January 1 145,660 151,567 0 0 0 0.0%
Total New Revenue 5,907 566 0 0 0 N/A
Total Committed Expenditures 0 (152,132) 0 0 0 N/A
Designated Fund Balance 151,567 1 0 0 0 0.0%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
1
!1
r
1
6-26 Budget by Fund
. ................_._...........
Fund 301, Garage Capital Improvement Project Fund
Beginning in 2001 Fund 301 has been specifically used for the
completion of a parking garage in downtown Renton. In 2001 a
Residual Equity Transfer from the General Fund (000) was made
for$4 million. Limited General Obligation Bonds were issued in
2001 for$6 million.
Table 6-25. Fund 301, Garage Capital Improvement Project Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Parking Garage Fees 0 0 0 832 0 N/A
LTGO Bonds 5,947,691 0 0 0 0 N/A
Investment Interest 66,408 127,879 100,000 311,992 0 -100.0%
Residual Equity Transfer in from 000 4,000,000 0 0 0 0 N/A
TOTAL NEW REVENUE 10,014,099 127,879 100,000 312,823 0 -100.0%
Use of Prior Yr Revenue 0 0 3,823,575 0 1,638,700 -57.1
TOTAL RESOURCES 10,014,099 127,879 3,923,575 312,823 1,638,700 -58.2%
EXPENDITURES:
Regular Salaries 0 49,073 0 33,118 0 N/A
Personnel Benefits 0 13,012 0 8,686 0 N/A
Supplies 0 745 0 0 0 N/A
Travel/Training 0 422 0 0 0 N/A
Capital Outlay 436,550 5,524,985 3,872,200 2,247,272 0 -100.0%
Debt Service 99,431 0 0 0 0 N/A
Other 0 0 51,375 392 0 -100.0%
Transfer Out 007 0 0 0 0 138,700 100.0%
Transfer Out 317 0 0 0 0 1,500,000 100.0%
TOTAL COMMITTED EXPENDITURES 535,981 5,588,238 3,923,575 2,289,468 1,638,700 -58.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 535,981 5,588,238 3,923,575 2,289,468 1,638,700 -58.2%
Fund Balance,January 1 0 9,478,118 4,017,759 4,017,759 2,041,115 -49.2%
Total New Revenue 10,014,099 127,879 100,000 312,823 0 -100.0%
Total Committed Expenditures (535,981) (5,588,238) (3,923,575) (2,289,468) (1,638,700) -58.2%
Designated Fund Balance 9,478,118 4,017,759 194,184 2,041,115 402,415 107.2%
Undesignated Fund Balance, December 31 0 0 0 0 0 N/A
Ilr.
I
Budget by Fund 6-27
t
Fund 303, Community Development Impact Mitigation Fund
Beginning in 1999, Fund 303 was created for the purpose of
identifying Community Development Impact Mitigation revenue
and expenditures. Previously, Transportation, Fire, and Community
Development(Park)mitigation activities were budgeted in Fund
105. The Designated Fund Balance is for identified projects in the
2004-2009 CIP.
Table 6-26. Fund 303, Community Development Impact Mitigation Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Community Dev.Mitigation Fees 362,343 383,784 250,000 476,603 225,000 -10.0%
Investment Interest 35,881 41,699 40,000 14,240 12,000 -70.0%
TOTAL NEW REVENUE 398,224 425,484 290,000 490,843 237,000 -18.3%
Use of Prior Yr Revenue 0 0 985,000 0 0 -100.0%
TOTAL RESOURCES 398,224 425,484 1,275,000 490,843 237,000 -81.4%
EXPENDITURES:
Community Dev.Mitigation Proj 4,238 59,550 1,275,000 992,272 0 -100.0%
TOTAL COMMITTED EXPENDITURES 4,238 59,550 1,275,000 992,272 0 -100.0%
Increase to Reserves 0 0 0 0 237,000 100.0%
TOTAL EXPENDITURES 4,238 59,550 1,275,000 992,272 237,000 -81.4%
Fund Balance,January 1 801,590 1,195,576 1,561,510 1,561,510 1,060,081 -32.1%
Total New Revenue 398,224 425,484 290,000 490,843 237,000 -18.3%
Total Committed Expenditures (4,238) (59,550) (1,275,000) (992,272) 0 -100.0%
Designated Fund Balance 1,195,576 1,561,510 576,510 1,060,081 1,297,081 125.0%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A `l
Wills
rrl
rrll
4
1
6-28 Budget by Fund
Fund 304,Fire Impact Mitigation Fund
Fund 304 was created for the purpose of identifying Fire Impact
Mitigation revenue and expenditures. Mitigation fees are charged
to new development near existing fire stations and developments
located further out. Revenue is collected at the time a permit is
issued. The Designated Fund Balance is for identified projects in
the 2004-2009 CIP. Bonds were issued in 2002 for the completion
of Fire Station 12 which will be completed in 2004.
Table 6-27. Fund 304, Fire Impact Mitigation Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adl Bdgt Actual Budget 03-04
REVENUE:
Fire Mitigation Fees 405,850 518,665 200,000 371,680 200,000 0.0%
Bond Proceeds 0 3,879,038 0 0 0 NIA
Investment Interest 66,747 30,974 25,000 108,027 25,000 0.0%
TOTAL NEW REVENUE 472,597 4,428,677 225,000 479,707 225,000 0.0%
Use of Prior Yr Revenue 0 0 4,294,800 0 75,000 -98.3%
TOTAL RESOURCES 472,597 4,428,677 4,519,800 479,707 300,000 -93.4%
EXPENDITURES:
Regular Salaries 21,868 44,409 0 56,854 0 NIA
Personnel Benefits 5,090 12,365 0 16,115 0 NIA
Supplies 282 880 0 364 0 NIA
Debt Service Costs 0 73,487 0 0 0 NIA
Fire Mitigation Projects 1,927,949 563,175 4,221,800 3,306,305 0 -100.0%
Transfer Out to 125 0 0 0 26,926 0 NIA
Transfer Out to 215 0 0 298,000 298,000 300,000 0.7%
TOTAL COMMITTED EXPENDITURES 1,955,189 694,316 4,519,800 3,704,564 300,000 -93.4%
Increase to Reserves 0 0 0 0 0 NIA
TOTAL EXPENDITURES 1,955,189 694,316 4,519,800 3,704,564 300,000 -93.4%
Fund Balance,January 1 2,471,291 988,699 4,723,060 4,723,060 1,498,203 -68.3%
Total New Revenue 472,597 4,428,677 225,000 479,707 225,000 0.0%
Total Committed Expenditures (1,955,189) (694,316) (4,519,800) (3,704,564) (300,000) -93.4%
Designated Fund Balance 988,699 4,723,060 428,260 1,498,203 1,423,203 232.3%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 NIA
Budget by Fund 6-29
Fund 305,Transportation Impact Mitigation Fund
Fund 305 was created for the purpose of identifying Transportation
Impact Mitigation revenue and expenditures. Mitigation fees are
charged to new development projects within Renton city limits
using a vehicle trip rate which has been established based on the
number of vehicle trips generated between 1990 and 2010 by new
development. The Designated Fund Balance is for city identified
projects in the 2004-2009 Capital Improvement Program (CIP) and
the 2004-2009 Transportation Capital Improvement Program
(TCIP).
Table 6-28. Fund 305, Transportation Impact Mitigation Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE: j
Transportation Mitigation Fees 365,038 1,001,645 500,000 388,768 500,000 0.0%
Investment Interest 235,118 90,534 85,000 161,347 150,000 76.5%
TOTAL NEW REVENUE 600,156 1,092,179 585,000 550,115 650,000 11.1
Use of Prior Yr Revenue 0 0 1,866,400 0 739,300 -60.4%
TOTAL RESOURCES 600,156 1,092,179 2,451,400 550,115 1,389,300 -43.3%
EXPENDITURES: Will
Transfer out to 317 941,509 1,200,000 2,451,400 712,325 1,389,300 -43.3%
TOTAL COMMITTED EXPENDITURES 941,509 1,200,000 2,451,400 712,325 1,389,300 -43.3%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 941,509 1,200,000 2,451,400 712,325 1,389,300 -43.3%
Fund Balance,January 1 4,470,570 4,129,217 4,021,396 4,021,396 3,859,186 -4.0% 1
Total New Revenue 600,156 1,092,179 585,000 550,115 650,000 11.1% +�
Total Committed Expenditures (941,509) (1,200,000) (2,451,400) (712,325) (1,389,300) -43.3%
Designated Fund Balance 4,129,217 4,021,396 2,154,996 3,859,186 3,119,886 44.8%
Undesignated Fund Balance,December 31 0 0 0 0 0 N/A
i
i
6-30 Budget by Fund
w
Fund 306, Leased City Properties
Beginning in 1999, Fund 306 is created for the purpose of
identifying Leased City Properties revenue and expenditures.
Table 6-29. Fund 306, Leased City Properties
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
Sale of Specs 1,415 0 0 0 0 N/A
Investment Interest 9,089 2,370 4,000 0 0 -100.0%
Interfund Loan Proceeds 0 600,000 0 0 0 N/A
Sale of General Fixed Assets 0 0 0 200 0 N/A
Leases-200 Mill Ave 101,987 171,003 311,400 224,421 251,400 -19.3%
Leases-New City Hall 464,069 312,271 294,600 350,552 295,000 0.1
TOTAL NEW REVENUE 576,560 1,085,644 610,000 575,173 546,400 -10.4%
Use of Prior Yr Revenue 0 0 0 0 30,400 100.0%
TOTAL RESOURCES 576,560 1,085,644 610,000 575,173 576,800 -5.4%
EXPENDITURES:
Regular Salaries 46,672 40,745 52,100 50,854 54,200 4.0%
Overtime 222 4 0 24 0 N/A
Personnel Benefits 11,205 8,699 14,800 12,053 14,700 -0.7%
Property Management Services 3,494 18,200 0 (3,350) 0 N/A
Repairs and Mntc 67,122 61,463 109,900 12,572 75,100 -31.7%
Upgrades/Improvements-200 Mill Ave 6,432 796,181 0 0 0 N/A
Upgrades/Improvements-RCN 113 0 0 0 0 N/A
Interfund Loan Repayment 0 315,200 377,600 455,600 432,800 14.6%
Tfr-Out to 316 363,800 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 499,061 1,240,493 554,400 527,752 576,800 4.0%
Increase to Reserves 0 0 55,600 0 0 -100.0%
TOTAL EXPENDITURES 499,061 1,240,493 610,000 527,752 576,800 -5.4%
Fund Balance,January 1 188,173 265,672 110,823 110,823 158,244 42.8%
Total New Revenue 576,560 1,085,644 610,000 575,173 546,400 -10.4%
Total Committed Expenditures (499,061) (1,240,493) (554,400) (527,752) (576,800) 4.0%
Designated Fund Balance 265,672 110,823 166,423 158,244 127,844 -23.2%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund 6-31
Fund 307,Aquatics Center
Fund 307 was created in 2002 for the purpose of identifying
Aquatic Center revenue and expenditures. The Designated Fund
Balance is for identified projects in the 2004-2009 Capital
Improvement Program (CIP). ..
Table 6-30. Fund 307, Aquatics Center
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
Transfer In Fund 000 0 1,800,000 0 0 0 N/A
Transfer In Fund 101 0 2,100,000 0 0 0 NIA
Transfer In Fund 103 0 425,000 0 0 0 N/A ..
Transfer In Fund 215 0 500,000 0 0 0 N/A
Transfer In Fund 316 0 175,000 0 0 0 N/A
Investment Interest 0 31,594 0 76,246 0 N/A
TOTAL NEW REVENUE 0 5,031,594 0 76,246 0 N/A
Use of Prior Yr Revenue 0 0 4,899,500 0 0 -100.0%
TOTAL RESOURCES 0 5,031,594 4,899,500 76,246 0 -100.0%
EXPENDITURES:
Capital Outlay 0 100,453 4,899,500 3,743,601 0 -100.0%
Transfer Out Fund 125 0 0 0 32,374 0 N/A
TOTAL COMMITTED EXPENDITURES 0 100,453 4,899,500 3,775,975 0 -100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 100,453 4,899,500 3,775,975 0 -100.0%
Fund Balance,January 1 0 0 4,931,142 4,931,142 1,231,412 -75.0%
Total New Revenue 0 5,031,594 0 76,246 0 N/A
Total Committed Expenditures 0 (100,453) (4,899,500) (3,775,975) 0 -100.0% ..
Designated Fund Balance 0 4,931,142 31,642 1,231,412 1,231,412 3791.8%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
rs
6-32 Budget by Fund
ow
1
Fund 316, Municipal Facilities Capital Improvement Fund
This fund is used to accumulate resources to fund facility
improvements and renovations, property acquisitions for parks and
City space needs,parks development and equipment, and major
Ir. capital requirements such as computer technology and copier
needs benefiting all general governmental operations.
Table 6-31. Fund 316, Municipal Facilities Capital Improvement Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adl Bdgt Actual Budget 03-04
REVENUE:
Real Estate Excise Tax 1,398,393 1,297,663 1,000,000 1,380,401 1,000,000 0.0%
Investment Interest 346,246 119,393 100,000 220,591 80,000 -20.0%
Donations 0 39,788 0 0 0 N/A
Sale of General Fixed Assets 6,000 0 0 151,920 0 N/A
Sale of Plans&Specs/Parks 920 2,195 0 980 0 N/A
EPA Grant-Port Quendall 16,021 0 0 0 0 N/A
Other Grants 74,688 0 0 0 0 N/A
Misc. Revenue 7,550 0 0 0 0 N/A
Interfund Loan Repayment 0 315,200 0 455,600 0 N/A
1,1-In 125/Fund Balance 13,200 0 0 0 0 N/A
Trf-In/000 Gen Fund 1,260,000 1,720,000 1,000,000 1,000,000 980,500 -2.0%
Trf-In/220 LID 0 323,000 267,600 267,600 0 -100.0%
Trf-In 306 Leased City Properties 363,800 0 0 0 0 N/A
TOTAL NEW REVENUE 3,486,818 3,817,239 2,367,600 3,477,092 2,060,500 -13.0%
Use of Prior Yr Revenue 0 0 5,947,100 0 446,500 -92.5%
TOTAL RESOURCES 3,486,818 3,817,239 8,314,700 3,477,092 2,507,000 -69.8%
EXPENDITURES:
Technology Plan/ComputerAcq 869,237 936,416 1,330,000 1,138,051 1,350,000 1.5%
Copier Acquisitions-Other Rentals 133,409 113,587 150,000 112,166 0 -100.0%
Library Projects 34,851 2,076 0 0 0 N/A
Econ Dev/Neighbrhds/Strat Ping Proj 120,805 112,740 325,000 140,729 150,000 -53.8%
Main &Grady Improvements 67,181 35,880 35,000 15,150 0 -100.0%
Municipal Facilities(incl Parks Proj) 1,119,422 1,579,054 1,897,100 973,575 907,000 -52.2%
Highlands Redevelopment 0 0 1,500,000 0 0 -100.0%
Pavillion Project 0 46,733 2,625,200 2,035,022 0 -100.0%
Performing Arts Center 200,000 250,000 0 0 0 N/A
Valley Com Center 245,882 250,595 25,000 0 0 -100.0%
Veterans Memorial Park 0 20,587 327,400 321,774 0 -100.0%
Comm Svc Grant Matching Funds 0 0 100,000 0 100,000 0.0%
Trf-Out/000 0 175,000 0 0 0 N/A
Trf-Out/306 0 600,000 0 0 0 N/A
Trf-Out/317 42,000 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 2,832,786 4,122,668 8,314,700 4,736,467 2,507,000 -69.8%
d.. Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,832,786 4,122,668 8,314,700 4,736,467 2,507,000 -69.8%
Fund Balance,January 1 5,888,908 6,542,939 6,237,510 6,237,510 4,978,135 -20.2%
Total New Revenue 3,486,818 3,817,239 2,367,600 3,477,092 2,060,500 -13.0%
Total Committed Expenditures (2,832,786) (4,122,668) (8,314,700) (4,736,467) (2,507,000) -69.8%
Undesignated Fund Balance, Dec 31 6,542,939 6,237,510 290,410 4,978,135 4,531,635 1460.4%
Budget by Fund 6-33
Fund 317,Transportation Capital Improvement Fund
This fund supports City of Renton Transportation projects and
projects linked with various State and Federal Funding programs.
Many of the projects are dependent on acquisition of outside grants,
formation of LID's and mitigation revenue. Investment earnings
generated on the fund balance throughout the year are credited to
the General Fund.
Table 6-32. Fund 317, Transportation Capital Improvement Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Per Capita Business License Fees 1,967,436 1,790,890 1,880,000 1,667,475 1,936,400 3.0%
Transportation Grants 2,441,158 2,277,504 911,600 2,114,881 2,150,000 135.8%
Local Vehicle License Fee/Transp 452,053 466,822 350,000 11,683 350,000 0.0%
King County Mit 0 0 0 0 0 N/A
Charges for Svcs/Plan Sales,Misc 33,440 515 0 1,126 0 N/A
Miscellaneous 10,000 0 0 0 0 N/A
Trf-In Fm 000 0 0 575,000 575,000 0 -100.0%
Trf-In Fm 103 100,000 0 0 0 0 N/A
Trf-In Fm 125 42,000 0 0 0 0 N/A
Trf-In Fm 220 0 0 425,000 425,000 0 -100.0%
Trf-In Fm 301 0 0 0 0 1,500,000 100.0%
Trf-In Fm 305 941,509 1,200,000 2,451,400 558,300 1,389,300 -43.3%
Trf-In Fm Arterial Str Fd/Overlay Prgm 678,500 353,500 353,500 353,500 0 -100.0%
TOTAL NEW REVENUE 6,666,096 6,089,231 6,946,500 5,706,965 7,325,700 5.5%
Use of Prior Yr Revenue 0 0 714,700 0 1,134,700 58.8%
TOTAL RESOURCES 6,666,096 6,089,231 7,661,200 5,706,965 8,460,400 10.4%
EXPENDITURES:
TBZ Planning Studies 1,440 0 0 0 0 N/A
Transportation Projects 8,352,610 4,779,559 7,661,200 4,262,358 8,460,400 10.4%
TOTAL COMMITTED EXPENDITURES 8,354,050 4,779,559 7,661,200 4,262,358 8,460,400 10.4%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 8,354,050 4,779,559 7,661,200 4,262,358 8,460,400 10.4%
Fund Balance,January 1 7,225,572 5,537,618 6,847,290 6,847,290 8,291,897 21.1
Total New Revenue 6,666,096 6,089,231 6,946,500 5,706,965 7,325,700 5.5%
Total Committed Expenditures (8,354,050) (4,779,559) (7,661,200) (4,262,358) (8,460,400) 10.4%
Undesignated Fund Balance,Dec 31 5,537,618 6,847,290 6,132,590 8,291,897 7,157,197 16.7%
6-34 Budget by Fund
Fund 401,Waterworks Utility Fund
.r
Utility charges and fees provide revenue for the operation and maintenance of the
water, wastewater and surface water utilities and Public Works Trust Fund Loan
payments. Fund 451 was established for revenue bond debt service payments and
bond reserves. A portion of water, wastewater, and surface water fees are allocated
to Fund 451 in order to make revenue bond debt payments.
Table 6-33. Fund 401, Waterworks Utility Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Water Collections 5,899,407 6,120,656 5,573,400 6,401,984 6,530,000 17.2%
Wastewater(City) 3,037,158 3,074,720 2,378,200 2,663,528 3,172,100 33.4%
Metro Revenue 6,536,744 7,338,790 7,436,100 7,678,319 7,822,400 5.2%
Surface Water Fees&Charges 2,171,600 2,227,355 2,420,700 2,422,811 2,503,000 3.4%
imp Other Utility Fees&Charges 309,819 322,889 312,400 336,648 296,400 -5.1%
Interfund Revenue 924,283 857,765 921,900 873,315 675,500 -26.7%
Investment Interest 116,217 52,518 87,900 106,930 87,900 0.0%
Other Misc Revenue 106,591 418,555 103,900 135,591 103,400 -0.5%
Water Installation 215,317 202,069 141,300 285,210 300,000 112.3%
Operating Transfers-In 0 67,621 40,000 40,000 10,400 -74.0%
TOTAL NEW REVENUE 19,317,136 20,682,938 19,415,800 20,944,336 21,501,100 10.7%
Use of Prior Yr Revenue 0 0 1,670,900 0 0 -100.0%
TOTAL RESOURCES 19,317,136 20,682,938 21,086,700 20,944,336 21,501,100 2.0%
EXPENDITURES:
Regular Salaries 2,563,444 2,645,983 2,866,600 2,783,815 2,984,200 4.1%
Part Time Salaries 38,950 42,540 80,900 53,828 83,000 2.6%
Overtime 121,054 89,438 102,400 105,228 106,600 4.1%
Personnel Benefits 637,657 713,021 819,500 767,611 880,100 7.4%
Supplies/Inventory 640,141 696,261 686,300 682,595 684,700 -0.2%
Professional Services 84,396 100,774 155,200 106,194 166,700 7.4%
Postage/Telephone/Other 10,050 13,288 25,100 10,300 12,100 -51.8%
Travel/Training 14,128 16,717 29,500 16,356 26,200 -11.2%
Other Rentals 7,178 9,617 15,100 14,116 15,200 0.7%
Equipment Rental 467,100 481,826 476,900 455,500 367,000 -23.0%
Insurance 83,693 83,700 83,700 83,700 83,700 0.0%
Public Utility Services 592,022 523,812 609,900 541,770 648,000 6.2%
King County Wastewater Treatment ChargE 6,785,354 7,924,164 7,740,000 7,113,451 7,822,000 1.1%
Repairs& Maintenance 159,392 146,047 198,000 191,149 198,000 0.0%
Miscellaneous 35,958 92,576 117,900 39,613 73,000 -38.1%
State Tax 527,877 513,460 556,800 571,812 581,200 4.4%
Interfund Taxes 1,205,729 1,228,627 1,272,800 1,352,414 1,330,900 4.6%
Operating Transfers Out 77,650 177,700 0 0 0 N/A
Residual Equity Transfers to 421 1,436,700 1,500,000 1,950,000 1,799,997 1,731,000 -11.2%
Capital Outlay 45,548 19,157 25,200 650 25,200 0.0%
Debt Service: Principal 751,432 620,274 767,700 642,689 670,400 -12.7%
" Debt Service: Interest 105,293 97,899 96,200 93,320 87,300 -9.3%
Interfund Payments 2,272,499 2,262,631 2,411,000 2,344,739 2,229,400 -7.5%
TOTAL COMMITTED EXPENDITURES 18,663,243 19,999,512 21,086,700 19,770,847 20,805,900 -1.3%
Increase to Reserves 0 0 0 0 695,200 100.0%
TOTAL EXPENDITURES 18,663,243 19,999,512 21,086,700 19,770,847 21,501,100 2.0%
Fund Balance,January 1 2,454,343 3,108,236 3,791,662 3,791,662 4,965,151 30.9%
Total New Revenue 19,317,136 20,682,938 19,415,800 20,944,336 21,501,100 10.7%
Total Committed Expenditures (18,663,243) (19,999,512) (21,086,700) (19,770,847) (20,805,900) -1.3%
Fund Balance Plus Reserves 3,108,236 3,791,662 2,120,762 4,965,151 5,660,351 166.9%
8%Operating Reserves 1,170,897 1,283,140 1,315,456 1,224,849 1,342,536 2.1%
Fund Balance,December 31 1,937,339 2,508,522 805,306 3,740,302 4,317,815 436.2%
Budget by Fund 6-35
VW
Fund 402,Airport Fund
The Airport Fund supports administration, operation, improvement,
and maintenance of the Renton Municipal Airport. The Airport is a
section of the Planning/Building/Public Works Transportation
Systems.
Table 6-34. Fund 402, Airport Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
FAA Grants 8,231 904,573 1,150,000 44,232 0 -100.0%
Charges for Services 14,010 6,476 5,000 5,547 4,900 -2.0%
Investment Interest 176,375 60,583 50,000 111,420 100,000 100.0%
Airport Leases 729,116 867,656 680,800 715,739 714,200 4.9%
Runway 15 Safety Improvement 44,799 0 3,040,000 2,254,622 0 -100.0%
Other Miscellaneous Revenue 5,422 806 9,300 65,739 63,200 579.6%
TOTAL NEW REVENUE 977,953 1,840,094 4,935,100 3,197,299 882,300 -82.1%
Use of Prior Yr Revenue 0 0 250,125 0 0 -100.0%
TOTAL RESOURCES 977,953 1,840,094 5,185,225 3,197,299 882,300 -83.0%
EXPENDITURES:
Regular Salaries 135,291 173,938 185,100 184,264 192,700 4.1%
Part Time Salaries 45,876 50,629 67,900 76,690 91,900 35.3%
Overtime 5,810 9,123 4,200 17,128 10,300 145.2%
Personnel Benefits 37,513 60,206 62,400 72,918 68,400 9.6%
Supplies 19,295 32,638 42,300 42,956 41,300 -2.4%
Professional Services 181,931 101,831 79,300 34,311 70,500 -11.1%
Postage/Telephone/Other 524 2,361 300 5,217 3,300 1000.0%
Travel/Training 1,533 494 3,000 994 1,700 -43.3%
Other Rentals 1,013 1,000 7,300 10,943 7,300 0.0%
Equipment Rental 34,800 34,600 35,600 24,200 24,000 -32.6%
Insurance 42,069 48,417 48,600 24,100 48,600 0.0%
Public Utility Services 62,222 63,947 83,400 70,848 78,000 -6.5%
Repairs&Maintenance 34,863 21,859 64,300 37,170 64,300 0.0%
Miscellaneous 60 1,864 27,900 3,544 13,500 -51.6%
Machinery&Equipment 17,407 31,186 18,000 0 18,000 0.0%
Capital Outlay/Operating 0 0 18,000 0 0 -100.0%
Interfund Payments 43,280 44,171 45,700 48,237 47,100 3.1%
SUBTOTAL OPERATING BUDGET 663,486 678,264 793,300 653,520 780,900 -1.6%
Airport Capital Improvements 831,929 926,376 4,391,925 3,382,295 25,000 -99.4% 1�
TOTAL COMMITTED EXPENDITURES 1,495,416 1,604,640 5,185,225 4,035,815 805,900 -84.5%
Increase to Reserves 0 0 0 0 76,400 100.0%
TOTAL EXPENDITURES 1,495,416 1,604,640 5,185,225 4,035,815 882,300 -83.0%
Fund Balance,January 1 3,465,150 2,947,687 3,183,141 3,183,141 2,344,625 -26.3%
Total New Revenue 977,953 1,840,094 4,935,100 3,197,299 882,300 -82.1%
Total Committed Expenditures (1,495,416) (1,604,640) (5,185,225) (4,035,815) (805,900) -84.5%
Fund Balance Plus Reserves 2,947,687 3,183,141 2,933,016 2,344,625 2,421,025 -17.5%
8%Operating Reserves 53,079 54,261 63,464 52,282 62,472 -1.6%
Capital Reserves 2,894,608 3,128,880 2,869,552 2,292,343 2,358,553 -17.8%
Fund Balance Dec 31 0 0 0 0 0 N/A
6-36 Budget by Fund
Fund 403, Solid Waste Utility Fund
The Solid Waste Utility Fund accounts for contracted garbage
collection services to 13,125 customers. There are two sections of
the Planning/Building/Public Works Department supported by this
f. fund; Solid Waste Utility Systems (403/18), and Solid Waste
Maintenance (403/19).
Table 6-35. Fund 403, Solid Waste Utility Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Solid Waste Fees 8,336,385 8,445,489 8,844,700 8,457,348 8,444,300 -4.5%
Interfund Revenues 4,738 5,674 1,000 6,345 3,200 220.0%
Investment Interest 23,671 3,849 4,000 17,906 4,900 22.5%
Franchise Fees 60,500 60,500 66,000 72,286 68,000 3.0%
Other Misc 100 0 0 0 0 N/A
DOE Grants 13,205 51,451 59,300 10,085 83,300 40.5%
King County Grant Programs 59,309 43,593 79,800 75,079 90,600 13.5%
Local Hazardous Wste Mgt Grant 0 35,929 19,700 12,900 21,000 6.6%
TOTAL NEW REVENUE 8,497,909 8,646,485 9,074,500 8,651,949 8,715,300 -4.0%
Use of Prior Yr Revenue 0 0 19,400 0 2,800 -85.6%
TOTAL RESOURCES 8,497,909 8,646,485 9,093,900 8,651,949 8,718,100 -4.1%
EXPENDITURES:
Regular Salaries 105,287 110,660 125,200 124,305 130,300 4.1
Part Time Salaries 18,135 21,681 25,700 25,599 26,500 3.1
Personnel Benefits 28,651 31,235 32,400 33,069 36,000 11.1%
Supplies 4,076 1,463 9,800 5,064 9,800 0.0%
Garbage Contractor 7,139,787 6,798,874 7,331,300 6,729,860 6,860,000 -6.4%
Professional Services 22 647 10,600 0 14,000 32.1
�•• Solid Waste Programs 123,293 76,438 156,700 73,268 154,500 -1.4%
Postage/Telephone/Other 63 53 2,100 65 1,100 -47.6%
Travel/Training 155 133 2,700 184 1,300 -51.9%
Equipment Rental 11,800 14,000 13,900 11,100 10,600 -23.7%
Public LIM Sv/Dump Fees 2,198 2,194 6,600 3,246 6,600 0.0%
1 Repairs& Maintenance 0 0 600 0 600 0.0%
Miscellaneous 3,763 4,301 8,600 2,490 40,800 374.4%
K Co Hazardous Materials Assmt 190,670 182,490 186,800 179,259 236,800 26.8%
State Excise Tax 118,102 121,656 120,200 119,016 120,200 0.0%
State Refuse Collection Tax 283,445 291,974 288,400 285,638 288,400 0.0%
Interfund Taxes 486,291 496,102 498,200 504,035 498,200 0.0%
Interfund Payments 260,933 270,740 274,100 279,874 282,400 3.0%
TOTAL COMMITTED EXPENDITURES 8,776,670 8,424,641 9,093,900 8,376,072 8,718,100 -4.1%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 8,776,670 8,424,641 9,093,900 8,376,072 8,718,100 -4.1%
1 Fund Balance,January 1 666,951 388,190 610,034 610,034 885,911 45.2%
a.
Total New Revenue 8,497,909 8,646,485 9,074,500 8,651,949 8,715,300 -4.0%
Total Committed Expenditures (8,776,670) (8,424,641) (9,093,900) (8,376,072) (8,718,100) -4.1
1 Fund Balance Plus Reserves 388,190 610,034 590,634 885,911 883,111 49.5%
Vii• Operating Reserves 0 0 0 0 697,448 100.0%
Designated Fund Balance 388,190 610,034 590,634 885,911 185,663 -68.6%
Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund 6-37
Fund 404,Municipal Golf Course System Fund
Ordinance#3884, approved in January 1985, created the Golf
Course Fund and authorized issuance of$3,965,000 Council Voted
General Obligation Bonds to acquire, improve,and develop the
facility. The golf course is an 18-hole golf complex operated and
maintained by the City through the Parks Division of the
Community Services Department. In 1994, $5 million in revenue
bonds were issued to construct a driving range and new clubhouse,
including pro shop, restaurant,and meeting rooms. The major
source of support is user fees, including 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.
6-38 Budget by Fund
Table 6-36. Fund 404, Municipal Golf Course System Fund
VA 2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Golf Course Green Fees 1,237,587 1,212,443 1,200,000 1,168,615 1,247,100 3.9%
Driving Range Fees 347,095 364,313 343,000 365,791 363,600 6.0%
Other Charges for Services 328,855 220,543 246,300 268,186 261,000 6.0%
Investment Interest 47,606 18,127 15,000 36,436 15,000 0.0%
Concessions:Restaurant/Rtls/Pro Shop 327,789 417,559 408,600 369,170 396,500 -3.0%
Miscellaneous Revenue 72,014 21,877 5,600 14,542 5,600 0.0%
Other Financing Sources 15,422 32,707 0 0 0 N/A
TOTAL NEW REVENUE 2,376,370 2,287,567 2,218,500 2,222,739 2,288,800 3.2%
Use of Prior Year Revenue 0 0 24,100 0 0 -100.0%
TOTAL RESOURCES 2,376,370 2,287,567 2,242,600 2,222,739 2,288,800 2.1%
.sr
EXPENDITURES:
I' Regular Salaries 401,019 424,916 479,500 475,896 499,200 4.1%
Part Time Salaries 273,106 244,303 250,800 250,861 258,400 3.0%
Overtime 4,239 7,168 9,200 2,960 9,500 3.3%
Personnel Benefits 174,575 173,494 204,900 201,401 216,100 5.5%
Supplies 314,442 244,274 287,900 264,898 294,700 2.4%
Postage/Telephone/Other 8,117 5,936 5,500 4,617 6,000 9.1%
Travel/Training 7,964 7,229 7,700 5,815 6,700 -13.0%
Advertising 0 9,776 3,100 5,008 3,600 16.1%
Other Rentals 4,620 6,364 5,700 6,194 5,700 0.0%
Insurance 8,464 8,500 8,500 8,500 8,500 0.0%
Public Utility Services 78,713 7,461 42,000 42,293 45,000 7.1%
Repairs&Maintenance 77,626 77,015 78,200 79,555 72,700 -7.0%
Miscellaneous 19,458 22,671 24,200 22,096 23,700 -2.1%
Capital Outlay 140,749 100,823 100,000 94,590 100,000 0.0%
Debt Service:Principal 234,317 260,916 264,200 257,923 264,200 0.0%
Debt Service:Interest 224,576 212,617 202,400 203,530 202,400 0.0%
404 Trf to 424/Capital Fund 311,196 150,000 150,000 150,000 150,000 0.0%
Interfund Payments 112,999 115,300 118,800 118,800 122,400 3.0%
TOTAL COMMITTED EXPENDITURES 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,396,180 2,078,763 2,242,600 2,194,938 2,288,800 2.1%
Fund Balance,January 1 1,145,231 1,125,421 1,334,226 1,334,226 1,362,027 2.1%
Total New Revenue 2,376,370 2,287,567 2,218,500 2,222,739 2,288,800 3.2%
L Total Committed Expenditures (2,396,180) (2,078,763) (2,242,600) (2,194,938) (2,288,800) 2.1%
Fund Balance Plus Reserves 1,125,421 1,334,226 1,310,126 1,362,027 1,362,027 4.0%
Bond Reserve 441,358 441,358 441,358 441,358 441,358 0.0%
L8%Operating Reserves 154,983 128,418 142,080 138,679 145,776 2.6%
Undesignated Fund Balance, Dec 31 529,080 764,449 726,688 781,990 774,893 6.6%
L
Budget by Fund 6-39
Fund 421,Waterworks Utility Construction Fund
This fund supports Water, Sewer and Surface Water Utility
Improvement projects. In 2002 the City issued bonds in the amount
of$10 milllion to finance the Capital Improvement Program. Utility
collection fees, Special Assessment fees, and connection charges
also fund Capital Improvement projects.
tri
Table 6-37. Fund 421, Waterworks Utility Construction Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
Charges for Services 7,839 9,323 5,000 8,207 5,000 0.0%
Investment Interest 59,424 60,974 200,000 86,054 100,000 -50.0%
Revenue Bond Proceeds 0 10,002,100 0 0 7,360,000 100.0%
Reimb Army Corp of Eng/Cdr Riv Dred 300,000 71,955 0 26,937 0 N/A
Special Assessment District 303,334 327,290 250,000 269,853 182,000 -27.2%
Residual Equity Transfer-In 5,436,700 1,600,000 2,420,000 1,799,997 2,100,000 -13.2%
Connection Charges 906,307 1,524,680 1,003,000 1,193,491 1,231,000 22.7%
PWTF Loans 0 948,053 0 0 142,000 100.0%
Transfer In from Fund 103 0 0 136,000 0 0 -100.0%
Interfund Reimbursements 0 515,000 0 0 0 N/A
Other Financing Sources 0 45,978 14,000 134,605 0 -100.0%
TOTAL NEW REVENUE 7,013,604 15,105,353 4,028,000 3,519,144 11,120,000 176.1
Use of Prior Yr Revenue 0 0 11,104,900 0 5,710,000 -48.6%
TOTAL RESOURCES 7,013,604 15,105,353 15,132,900 3,519,144 16,830,000 11.2%
EXPENDITURES:
Capital Improvement Program CIP:
Wastewater CIP 1,898,518 2,107,215 4,822,900 2,285,567 4,250,000 -11.9%
Water CIP 4,225,974 3,948,873 7,100,000 3,807,319 8,430,000 18.7%
Surface Water CIP 2,272,537 2,118,225 3,210,000 2,299,119 4,150,000 29.3%
Total Capital Improvements 8,397,029 8,174,313 15,132,900 8,392,005 16,830,000 11.2%
Debt Issuance Costs 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 8,397,029 8,174,313 15,132,900 8,392,005 16,830,000 11.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 8,397,029 8,174,313 15,132,900 8,392,005 16,830,000 11.2%
Fund Balance,January 1 491,149 (892,276) 6,038,764 6,038,764 1,165,903 -80.7%
Total New Revenue 7,013,604 15,105,353 4,028,000 3,519,144 11,120,000 176.1
Total Committed Expenditures (8,397,029) (8,174,313) (15,132,900) (8,392,005) (16,830,000) 11.2%
Fund Balance,Dec 31 (892,276) 6,038,764 (5,066,136) 1,165,903 (4,544,097) -10.3%
6-40 Budget by Fund
rs
Fund 424,Municipal Golf Course System Capital Improvement Fund
This fund was established in 1996 to account for the major capital
improvements at the Maplewood Golf Course separately from the
operating fund. Funding for capital improvements is through a
green fee of$2.00 per round of golf.
Table 6-38. Fund 424, Municipal Golf Course System Capital Improvement Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adl Bdgt Actual Budget 03-04
REVENUE:
Investment Interest 4,541 4,233 4,000 2,516 4,000 0.0%
Other Misc Revenue 0 0 0 3,850 0 N/A
Residual Equity Transfer-In 311,196 150,000 150,000 150,000 150,000 0.0%
TOTAL NEW REVENUE 315,737 154,233 154,000 156,366 154,000 0.0%
Use of Prior Yr Revenue 0 0 205,000 0 166,000 -19.0%
TOTAL RESOURCES 315,737 154,233 359,000 156,366 320,000 -10.9%
EXPENDITURES:
Golf Course Capital Improvements 126,125 137,404 359,000 3,590 320,000 -10.9%
TOTAL COMMITTED EXPENDITURES 126,125 137,404 359,000 3,590 320,000 -10.9%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 126,125 137,404 359,000 3,590 320,000 -10.9%
Fund Balance,January 1 44,562 234,174 251,003 251,003 403,778 60.9%
Total New Revenue 315,737 154,233 154,000 156,366 154,000 0.0%
Total Committed Expenditures (126,125) (137,404) (359,000) (3,590) (320,000) -10.9%
Designated Fund Balance 234,174 251,003 46,003 403,778 237,778 416.9%
Fund Balance,Dec 31 0 0 0 0 0 N/A
aw
Budget by Fund 6-41
Fund 451, Waterworks Revenue Bond Fund
Fund 451 was established in 1998 for Waterworks Utilities revenue
bond debt service payments and revenue bond reserves. This debt
service was previously shown in Fund 401. In 2003 refunded
revenue bonds were issued. The bond reserve was moved to a newly
created Fund 461 per bond issue requirements.
Table 6-39. Fund 451, Waterworks Revenue Bond Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
Waterworks collections 2,711,588 2,586,400 3,300,900 3,300,900 2,518,400 -23.7%
Revenue Bond Proceeds 0 2,022,247 0 0 0 N/A
Investment Interest 151,760 38,076 20,000 39,872 0 -100.0%
TOTAL NEW REVENUE 2,863,348 4,646,723 3,320,900 3,340,772 2,518,400 -24.2%
Use of Prior Yr Revenue 0 0 2,656,352 0 0 -100.0%
TOTAL RESOURCES 2,863,348 4,646,723 5,977,252 3,340,772 2,518,400 -57.9%
EXPENDITURES:
Debt Service: Principal 1,730,000 3,595,000 2,085,200 2,255,478 1,505,000 -27.8%
Debt Service: Interest 1,032,249 1,102,762 1,282,200 1,105,274 1,013,400 -21.0%
Debt Issue Costs 0 210,188 0 0 0 N/A
Bond Registration Costs 0 1773 3,000 1,040 0 -100.0%
Transfer to Fund 421 4,000,000 0 0 0 0 N/A
Transfer to Fund 461 0 0 2,606,852 2,606,852 0 -100.0%
TOTAL COMMITTED EXPENDITURES 6,762,249 4,909,723 5,977,252 5,968,644 2,518,400 -57.9%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 6,762,249 4,909,723 5,977,252 5,968,644 2,518,400 -57.9%
Fund Balance,January 1 6,918,793 3,019,892 2,756,892 2,756,892 129,020 -95.3%
Total New Revenue 2,863,348 4,646,723 3,320,900 3,340,772 2,518,400 -24.2%
Total Committed Expenditures (6,762,249) (4,909,723) (5,977,252) (5,968,644) (2,518,400) -57.9%
Fund Balance Plus Reserves 3,019,892 2,756,892 100,540 129,020 129,020 28.3% 1i
Bond Reserve 2,661,553 2,661,553 2,661,553 0 0 -100.0%
Fund Balance,Dec 31 358,339 95,339 (2,561,013) 129,020 129,020 -105.0%
Jl�
)
t�
6-42 Budget by Fund
Fund 461, Waterworks Bond Reserve Fund
Fund 461 was created in 2003 per refunding bond issue
requirements. The reserve requirement represents the maximum
annual debt service.
f Table 6-40. Fund 461, Waterworks Bond Reserve
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
Transfer In from Fund 451 0 0 0 2,606,852 0 N/A
Investment Interest 0 0 0 0 0 N/A
TOTAL NEW REVENUE 0 0 0 2,606,852 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 0 0 2,606,852 0 N/A
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 0 N/A
Fund Balance,January 1 0 0 0 0 2,606,852 100.0%
Total New Revenue 0 0 0 2,606,852 0 N/A
Total Committed Expenditures 0 0 0 0 0 N/A
Fund Balance Plus Reserves 0 0 0 2,606,852 2,606,852 100.0%
{ Bond Reserve 0 0 0 2,606,852 2,606,852 100.0%
Fund Balance,Dec 31 0 0 0 0 0 N/A
A
iW
L
L
Budget by Fund 6-43
an
Fund 471, Waterworks Rate Stabilization Fund
Fund 471 was created in 2003. The purpose of this fund is to set
aside net revenue for future strategic opportunities in establishing
the waterworks infrastructure. '
Table 6-41. Fund 471, Waterworks Rate Stabilization Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE: '
Transfer In from Fund 451 0 0 0 0 0 N/A
Investment Interest 0 0 0 0 0 N/A
TOTAL NEW REVENUE 0 0 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 0 0 0 0 N/A
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A a>11111
TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 0 N/A
Fund Balance,January 1 0 0 0 0 0 N/A
Total New Revenue 0 0 0 0 0 N/A
Total Committed Expenditures 0 0 0 0 0 N/A
Fund Balance,December 31 0 0 0 0 0 N/A
1d
t
6-44 Budget by Fund
Fund 501,Equipment Rental
Equipment Rental is an internal service fund used for maintaining
and replacing 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 replacement
of police patrol vehicles. Equipment purchases are funded with
available cash from maintenance and capital recovery payments
�r charged to Departments.
Table 6-42. Fund 501, Equipment Rental
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
Vehicle/Eqp Repair Chrgs 29,598 27,472 30,000 46,984 30,000 0.0%
Equipment Rental Charges 1,583,625 1,605,396 1,385,000 1,194,532 1,416,000 2.2%
Vehicle/Equip Capital Recovery 1,461,354 1,357,629 1,417,900 1,226,185 1,317,900 -7.1%
Investment Interest 264,969 67,242 75,000 70,349 15,000 -80.0%
Other Miscellaneous Revenues 876 59,359 83,300 47,190 0 -100.0%
Other Financing Sources 86,727 0 0 0 N/A
TOTAL NEW REVENUE 3,427,150 3,117,098 2,991,200 2,585,240 2,778,900 -7.1%
Use of Prior Yr Revenue 0 0 382,894 0 0 -100.0%
TOTAL RESOURCES 3,427,150 3,117,098 3,374,094 2,585,240 2,778,900 -17.6%
EXPENDITURES:
Regular Salaries 370,533 403,898 419,900 419,922 437,100 4.1%
Part Time Salaries 9,760 3,380 27,400 0 28,200 2.9%
Overtime 955 2,075 700 265 700 0.0%
Personnel Benefits 112,790 120,839 133,000 127,592 142,200 6.9%
Supplies 576,008 543,609 738,700 595,426 738,700 0.0%
Postage/Telephone/Other 0 0 200 494 200 0.0%
Professional Services 3,046 4,622 0 0 0 N/A
Travel/Training 2,605 10,316 6,400 2,391 6,400 0.0%
Other Rentals 29 0 5,400 0 5,400 0.0%
Equipment Rental 21,900 26,125 28,500 16,333 21,100 -26.0%
Insurance 234,800 234,800 234,800 234,800 234,800 0.0%
Public Utility Services 1,196 1,511 1,100 1,844 1,100 0.0%
Repairs&Maintenance 2,130 3,094 8,500 5,292 8,500 0.0%
Miscellaneous 6,419 5,902 4,500 4,907 4,500 0.0%
Capital Outlay 1,054,401 1,172,156 1,166,900 609,585 645,800 -44.7%
Interfund Payments 227,232 228,600 238,600 235,500 245,700 3.0%
Transfer to Fund 502 0 0 359,494 359,494 0 -100.0%
TOTAL COMMITTED EXPENDITURES 2,623,805 2,760,927 3,374,094 2,613,845 2,520,400 -25.3%
Increase to Reserves 0 0 0 0 258,500 100.0%
TOTAL EXPENDITURES 2,623,805 2,760,927 3,374,094 2,613,845 2,778,900 -17.6%
Fund Balance,January 1 2,287,487 3,090,831 3,447,002 3,447,002 3,418,397 -0.8%
Total New Revenue 3,427,150 3,117,098 2,991,200 2,585,240 2,778,900 -7.1%
Total Committed Expenditures (2,623,805) (2,760,927) (3,374,094) (2,613,845) (2,520,400) -25.3%
Fund Balance his Reserves 3,090,831 3,447,002 3,064,108 3,418,397 3,676,897 20.0%
8%Operating Reserves 125,552 127,102 176,576 160,341 170,648 -3.4%
Replacement Reserves 2,965,278 3,319,900 2,887,532 3,258,056 3,506,249 21.4%
Fund Balance,Dec 31 0 0 0 0 0 N/A
Budget by Fund 6-45
1
Funds 502/512, Insurance Funds
Funds 502 and 512 are internal service funds which provides
accounting for self-insurance services to all City departments for
losses on property, liability, worker's compensation, unemployment
compensation and healthcare programs which include medical and
dental. Expenses are paid by the Insurance Funds and rates are
charged to departments based on use and/or coverage requirements.
Effective January 1,2004 a new Fund 512, Healthcare Insurance �►
Fund was created to report all healthcare related items.
,
6-46 Budget by Fund
Ir.
Table 6-43. Funds 502/512, Insurance Funds
2001 2002 2003 2003 2004 Change
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE:
FIR Interest Earnings 251,572 119,746 100,000 193,312 100,000 0.0%
Liab/Prop Ins Premiums 1,551,026 1,537,300 1,725,800 1,725,800 1,840,800 6.7%
•"' Industrial Insurance Premiums 516,380 560,216 586,200 750,761 715,800 22.1
Unemployment Comp Premiums 65,900 113,000 114,700 114,700 114,700 0.0%
Medical Premiums 3,671,141 4,078,622 4,391,200 4,987,457 5,132,800 16.9%
Dental Premiums 909,991 999,071 1,269,500 909,080 1,113,500 -12.3%
Judgements/Settlements/Misc 60,000 183,755 0 53,383 0 N/A
Other Miscellaneous 82,715 162,783 140,506 45,686 0 -100.0%
Other Financing Sources 2,100,000 578,590 359,494 359,494 0 -100.0%
TOTAL NEW REVENUE 9,208,725 8,333,083 8,687,400 9,139,673 9,017,600 3.8%
Use of Prior Yr Revenue 0 0 866,100 0 0 -100.0%
' TOTAL RESOURCES 9,208,725 8,333,083 9,553,500 9,139,673 9,017,600 -5.6%
EXPENDITURES:
Regular Salaries 90,905 95,517 100,700 100,645 153,200 52.1
Personnel Benefits 25,391 24,581 27,000 26,555 42,700 58.1
All Personnel Benefits:
Prescriptions 0 0 0 938,718 1,033,400 100.0%
HMA Medical Claims 3,801,760 4,445,198 5,085,600 3,361,984 3,216,900 -36.7%
Group Health 0 0 0 223,794 263,800 100.0%
Medical Excess Coverage 0 0 0 175,278 292,800 100.0%
Dental Claims 735,675 718,245 821,300 786,500 920,000 12.0%
Worker's Compensation 500,790 411,522 500,000 466,829 467,000 -6.6%
Unemployment Compensation 66,730 90,959 142,000 142,664 142,000 0.0%
Professional Services:
Health Ins Admin Costs 177,276 221,734 275,100 201,269 415,000 50.9%
Broker Fees/Charles Group 17,403 19,231 20,000 18,267 0 -100.0%
Industrial Ins Administrative Costs 129,204 182,440 232,000 177,918 250,000 7.8%
125 Plan Enrollment Fee 3,693 4,776 5,000 7,433 9,000 80.0%
Other Miscellaneous Services 55,245 50 57,000 5,241 57,000 0.0%
Travel/Training 8 214 2,000 651 2,000 0.0%
Insurance:
I Property/Liability Claims 834,977 295,856 1,400,000 1,534,220 989,000 -29.4%
Premiums&Assessment Fees 426,931 435,099 674,500 569,299 634,300 -6.0%
Miscellaneous:
Memberships/Reg/Publications 1,130 805 2,500 1,000 2,500 0.0%
r Health&Wellness Program 8,788 8,577 12,100 3,843 4,000 -66.9%
Misc Insurance Premium Costs 100 0 2,000 0 2,000 0.0%
Employee Assistance Program 12,375 13,844 15,000 13,079 0 -100.0%
Emergency Services 363,271 120,536 100 184,054 100 0.0%
�r. State Self-Insurance Tax 2,128 1,171 3,500 1,821 3,500 0.0%
Interfund Payments 171,000 171,000 176,100 176,100 117,400 -33.3%
TOTAL COMMITTED EXPENDITURES 7,424,780 7,261,355 9,553,500 9,117,162 9,017,600 -5.6%
® Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 7,424,780 7,261,355 9,553,500 9,117,162 9,017,600 -5.6%
Fund Balance,January 1 4,733,405 6,517,350 7,589,078 7,589,078 7,611,589 0.3%
Total New Revenue 9,208,725 8,333,083 8,687,400 9,139,673 9,017,600 3.8%
Total Committed Expenditures (7,424,780) (7,261,355) (9,553,500) (9,117,162) (9,017,600) -5.6%
Fund Balance Plus Reserves 6,517,350 7,589,078 6,722,978 7,611,589 7,611,589 13.2%
Anti Recessionary 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 0.0%
Healthcare IBNR (20%of claims) 0 0 0 1,017,400 1,100,000 100.0%
Operating Reserves of GG Funds 4,827,638 4,931,680 4,917,472 4,792,262 3,969,160 -19.3%
Fund Balance,Dec 31 (410,288) 557,398 (294,494) (298,073) 442,429 -250.2%
Budget by Fund 6-47
Fund 502,Insurance Fund
Fund 502, (table 6-44) is an internal service fund which provides
accounting for self-insurance services to all City departments for
losses on property, liability,worker's compensation, unemployment
compensation and a healthcare program. Expenses are paid by the
Insurance Fund and rates are charged to departments based on use
and/or coverage requirements. Effective January 1, 2004 a new
Fund 512, Healthcare Insurance Fund was created to report all
healthcare related items.
Table 6-44. Fund 502, Insurance Fund
2001 2002 2003 2003 2004 Change '
Item Actual Actual Adj Bdgt Actual Budget 03-04
REVENUE: '
Interest Earnings 50,000 100.0%
Liab/Prop Ins Premiums 1,840,800 100.0%
Industrial Insurance Premiums 715,800 100.0%
Unemployment Comp Premiums 114,700 100.0%
TOTAL NEW REVENUE 2,721,300 100.0%
Use of Prior Yr Revenue 0 N/A
TOTAL RESOURCES 2,721,300 100.0%
EXPENDITURES:
Regular Salaries 104,800 100.0%
Personnel Benefits 28,900 100.0% '
Other Benefits:
Worker's Compensation 467,000 100.0%
Unemployment Compensation 142,000 100.0% '
Professional Services:
Industrial Ins Administrative Costs 250,000 100.0%
Other Miscellaneous Services 42,000 100.0% '
Insurance:
Property/Liability Claims 989,000 100.0%
Premiums&Assessment Fees 634,300 100.0%
Travel/Training 2,000 100.0% ,
Miscellaneous:
Memberships/Reg/Publications 2,500 100.0%
Emergency Services 100 100.0% ,
Interfund Payments 58,700 100.0%
TOTAL COMMITTED EXPENDITURES 2,721,300 100.0%
Increase to Reserves 0 N/A
TOTAL EXPENDITURES 2,721,300 100.0% '
Fund Balance,January 1 7,611,589 100.0%
Reallocation from Fund 502 to Fund 512* (1,100,000) 100.0% ,
Total New Revenue 2,721,300 100.0%
Total Committed Expenditures (2,721,300) 100.0%
Fund Balance Plus Reserves 6,511,589 100.0%
Anti Recessionary 2,100,000 100.0%
Operating Reserves of GG Funds* 3,969,160 100.0%
Fund Balance,Dec 31 442,429 100.0%
*Note: Transfer$1,100,000 of Operating Reserve from Fund 502 to Fund 512,Healthcare Insurance Fund per the '
Carryforward Ordinance in 2004.
6-48 Budget by Fund
r
Fund 512, Healthcare Insurance Fund
r Fund 512 was created in 2004 for the purpose of identifying
Healthcare Insurance revenue and expenditures. This is an
internal service fund which provides accounting for self-insurance
services to all City departments for health care programs.
Expenses are paid by the Healthcare Insurance Fund and rates are
charged to departments based on use and/or coverage
requirements.
' Table 6-45. Fund 512, Healthcare Insurance Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
' REVENUE:
Interest Earnings 50,000 100.0%
Medical Premiums 5,132,800 100.0%
' Dental Premiums 1,113,500 100.0%
TOTAL NEW REVENUE 6,296,300 100.0%
Use of Prior Yr Revenue 0 N/A
' TOTAL RESOURCES 6,296,300 100.0%
EXPENDITURES:
Regular Salaries 48,400 100.0%
Personnel Benefits 13,800 100.0%
Healthcare Benefits:
Prescriptions 1,033,400 100.0%
HMA Medical Claims 3,216,900 100.0%
Group Health 263,800 100.0%
Medical Excess Coverage 292,800 100.0%
Dental Claims 920,000 100.0%
Professional Services:
Admin/PPO Costs 415,000 100.0%
Broker Fees/Charles Group 0 N/A
Employee Assistance Program 0 N/A
125 Plan Enrollment Fee 9,000 100.0%
Other Miscellaneous Services 15,000 100.0%
Miscellaneous:
Misc Insurance Premium Costs 2,000 100.0%
Health&Wellness Program 4,000 100.0%
State Self-Insurance Tax 3,500 100.0%
Interfund Payments 58,700 100.0%
TOTAL COMMITTED EXPENDITURES 6,296,300 100.0%
IBNR
0 N/A
TOTAL EXPENDITURES 6,296,300 100.0%
Fund Balance,January 1 0 N/A
Reallocation from Fund 502 to Fund 512 * 1,100,000 100.0%
Total New Revenue 6,296,300 100.0%
Total Committed Expenditures (6,296,300) 100.0%
~ Fund Balance Plus Reserves 1,100,000 100.0%
Healthcare IBNR (20%of claims) 1,100,000 100.0%
Fund Balance,Dec 31 0 N/A
*Note: Transfer$1,100,000 of Operating Reserve from Fund 502 to Fund 512,Healthcare Insurance Fund per the
Carryforward Ordinance in 2004.
Budget by Fund 6-49
e
Fund 601,Firemen's Pension Fund
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 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.
Table 6-46. Fund 601, Firemen's Pension Fund
2001 2002 2003 2003 2004 Change
Item Actual Actual Adi Bdgt Actual Budget 03-04
REVENUE:
Fire Insurance Premium Tax 50,703 55,730 32,000 63,088 40,000 25.0%
Investment Interest 120,957 105,542 115,000 120,274 110,000 -4.3%
TOTAL NEW REVENUE 171,660 161,272 147,000 183,362 150,000 2.0% ,
Use of Prior Yr Revenue 0 0 218,900 0 232,100 6.0%
TOTAL RESOURCES 171,660 161,272 365,900 183,362 382,100 4.4%
EXPENDITURES: '
Fire Pensions 323,127 333,706 355,000 350,745 375,000 5.6%
Supplies 0 207 400 391 400 0.0%
Professional Services/Actuarial 6,860 0 4,000 4,575 0 -100.0%
Interfund Payments 6,180 6,300 6,500 6,500 6,700 3.1%
TOTAL COMMITTED EXPENDITURES 336,167 340,213 365,900 362,211 382,100 4.4%
Increase to Reserves 0 0 0 0 0 N/A '
TOTAL EXPENDITURES 336,167 340,213 365,900 362,211 382,100 4.4%
Fund Balance,January 1 5,655,611 5,491,104 5,312,163 5,312,163 5,133,314 -3.4% '
Total New Revenue 171,660 161,272 147,000 183,362 150,000 2.0%
Total Committed Expenditures (336,167) (340,213) (365,900) (362,211) (382,100) 4.4%
Designated Fund Balance 5,491,104 5,312,163 5,093,263 5,133,314 4,901,214 -3.8%
Fund Balance,Dec 31 0 0 0 0 0 N/A
6-50 Budget by Fund
2004
.. Details
—
PIA, .
r,t
-
-
C
-
V City of Renton,Washington BUDGET
r
Odaib
' In order to best display the information for some of our tables, we chose to
summarize specific subjects and delete some associated details. Here we
are providing those tables re-expanded and complete with all associated
' data. Each table here makes reference to a table in the Budget at a Glance
section that it enhances.
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,as well as by year.
Details 7-1
Table 7-1. Revenue Detail, All Funds
2001 2002 2003 2003 2004 Change
Revenue Actual Actual Adj Bdgt Actual Budget 03-04
Tax Revenues
Property Tax-General Levy 16,253,829 17,871,034 19,033,300 18,832,893 19,395,900 1.9%
Property Tax-Special Levy 523,017 510,660 507,700 519,913 512,600 1.0%
Total Property Taxes 16,776,846 18,381,694 19,541,000 19,352,806 19,908,500 1.9%
Retail Sales and Use Tax 16,724,786 16,431,456 17,055,000 17,334,831 17,653,000 3.5%
Utility Taxes 10,348,682 8,669,865 9,130,000 8,952,000 9,197,000 0.7%
Other Taxes
Admissions Tax 269,136 632,715 310,000 526,846 310,000 0.0% r
Franchise Fees 484,904 492,479 500,000 509,787 510,000 2.0%
Excise Taxes 2,895,147 2,709,652 2,305,000 3,104,519 2,311,000 0.3%
Emergency Medical Service 396,892 473,125 435,000 449,081 449,000 3.2%
Gambling Excise Tax 2,322,136 2,110,861 2,455,000 1,922,211 2,380,000 -3.1%
Total Other Taxes 6,368,215 6,418,832 6,005,000 6,512,444 5,960,000 -0.7%
Total Tax Revenue 50,218,529 49,901,847 51,731,000 52,152,081 52,718,500 1.9% _
Licenses and Permits
Business Licenses and Permits 2,522,223 2,333,878 2,374,400 2,139,911 2,375,300 0.0%
Building Permits 1,528,797 1,883,233 1,345,500 2,129,296 1,394,500 3.6% '
Non-Business Licenses/Permits 50,938 43,869 34,000 57,315 28,100 -17.4%
Total Licenses and Permits 4,101,958 4,260,980 3,753,900 4,326,522 3,797,900 1.2%
Intergovernmental Revenue '
Federal Grants 1,941,133 2,758,252 4,956,261 4,031,730 1,037,200 -79.1%
State Grants 204,501 1,176,449 535,900 880,279 1,301,000 142.8%
Motor Vehicle Excise Tax(MVET) 275,101 282,190 19,400 18,962 50,000 157.7%
Local Vehicle License Fee/Transp 452,053 466,822 350,000 11,684 350,000 0.0% '
State DUI 7,811 8,863 0 9,117 0 N/A
State/Street Fuel Taxes 1,084,805 1,113,837 1,127,200 1,124,415 1,124,200 -0.3%
State/Fire Insurance Premium Tax 50,703 55,730 32,000 63,088 40,000 25.0%
State/Liquor Board Profits/Excise Tax 439,130 464,488 461,200 531,475 527,600 14.4% '
Intrgovl Service and Interlocal Grants 2,160,313 1,126,747 1,240,000 1,479,319 1,169,000 -5.7%
Total Intergovernmental Revenue 6,615,550 7,453,378 8,721,961 8,150,069 5,599,000 -35.8%
Charges for Services '
General Government 297,520 254,199 260,100 271,186 243,000 -6.6%
Public Safety 568,990 561,518 658,000 427,236 658,000 0.0%
Utility and Environment 28,820,964 30,239,382 30,366,400 31,287,637 31,386,600 3.4%
Transportation Mitigation 365,038 1,001,645 500,000 388,768 500,000 0.0% '
Other Transportation 52,903 6,476 5,000 5,546 4,900 -2.0%
Plan Checking Fees 665,777 730,376 550,000 943,892 566,500 3.0%
Fire and Park Mitigation 768,192 902,450 450,000 848,283 425,000 -5.6%
Planning/Zoning/EIS Fees 512,696 205,960 1,121,000 1,164,803 121,000 -89.2%
Recreation 2,407,640 2,475,373 2,357,800 2,470,275 2,969,200 25.9%
Equipment Repair/Maintenance Charges 1,613,223 1,632,867 1,415,000 1,241,516 1,446,000 2.2%
Total Charges for Services 36,072,943 38,010,246 37,683,300 39,049,142 38,320,200 1.7%
Total Fines and Forfeits 993,093 1,043,199 957,100 991,753 985,000 2.9%
Miscellaneous Revenue
Interest and Other Earnings 3,838,898 1,642,302 1,713,700 2,510,785 1,451,800 -15.3%
LID/Special Assessment Principal 333,056 312,908 293,000 295,674 13,300 -95.5%
Rents/Leases/Concessions 2,365,785 2,473,800 2,395,200 2,442,067 2,446,600 2.1%
Equipment Capital Recovery Charges 1,461,354 1,357,629 1,417,900 1,226,185 1,317,900 -7.1%
Intrfund Proprty Liability Ins Premiums 1,551,027 1,537,300 1,725,800 1,725,800 1,840,800 6.7% '
Employee Insurance Premiums 5,163,412 5,750,910 6,361,600 6,719,636 7,076,800 11.2%
Contributions from Private Sources 191,877 159,592 95,500 232,702 94,600 -0.9%
Other Miscellaneous 280,092 314,926 499,906 318,186 237,600 -52.5%
Total Miscellaneous Revenue 15,185,501 13,549,367 14,502,606 15,471,035 14,479,400 -0.2% '
Interfund Dept Service Charges 4,266,798 4,676,755 4,405,200 4,390,232 4,251,900 -3.5%
Total Non-Revenues 7,894,891 17,667,412 2,173,100 2,376,616 10,222,300 370.4%
Total Other Financing Sources 15,168,459 14,565,055 8,016,294 8,670,896 6,049,900 -24.5% '
TOTAL NEW REVENUE $140,517,722 $151,128,239 $131,944,461 $135,578,346 $136,424,100 3.4%
7-2 Details
Table 7-2. Expenditure Detail, All Funds
2001 2002 2003 2003 2004 Change
Expenditures Actual Actual Adj Bdgt Actual Budget 03-04
Salaries And Wages
Regular Salaries 31,929,610 33,747,043 36,231,378 35,281,075 37,645,700 3.9%
Part Time Salaries 2,099,167 2,265,407 2,176,900 2,186,818 2,430,100 11.6%
r„ Uniform Allowance 62,787 74,406 79,100 72,788 82,200 3.9%
Overtime 1,743,607 1,982,522 1,734,800 1,952,333 1,896,900 9.3%
F Total Salaries And Wages 35,835,171 38,069,378 40,222,178 39,493,014 42,054,900 4.6%
Personnel Benefits
Retirement/PERS 798,161 448,883 536,700 503,949 545,900 1.7%
Retirement/LEOFF 436,647 373,142 400,700 407,020 403,300 0.6%
FICA 2,189,216 2,316,867 2,442,600 2,404,046 2,538,500 3.9%
Medical Insurance 3,159,892 3,602,802 4,178,200 4,242,533 4,562,300 9.2%
LEOFF Retired Medical Insurance 456,132 480,277 621,600 700,340 713,400 14.8%
Industrial Insurance 476,336 516,740 645,000 709,839 715,800 11.0%
' Life Insurance 111,926 117,389 110,800 120,043 110,800 0.0%
Dental Insurance 892,650 992,316 994,000 901,869 1,113,500 12.0%
Unemployment Compensation 65,900 113,000 114,700 114,700 114,700 0.0%
r Fire Pensions 323,127 333,706 355,000 350,745 375,000 5.6%
PERS Prior Service Liability 3,209 1,604 8,500 0 8,500 0.0%
Long Term Disability 75,793 85,956 92,800 91,252 92,800 0.0%
Self-Insurance Medical/Dental 4,537,435 5,163,443 5,906,900 5,486,275 5,725,700 -3.1%
Self-Insurance Workmen's Comp 500,790 411,522 500,000 466,829 467,000 -6.6%
Self-Insurance Unemployment Comp 66,730 90,959 142,000 142,664 142,000 0.0%
Total Personnel Benefits 14,093,944 15,048,606 17,049,500 16,642,104 17,629,200 3.4%
Supplies
' Office/Operating Supplies 2,811,986 2,745,262 3,199,000 2,752,780 3,212,400 0.4%
Purchased Merchandise/Inventory 355,440 339,374 313,000 382,044 311,000 -0.6%
Small Equipment 831,753 697,357 1,434,500 759,712 1,528,000 6.5%
Total Supplies 3,999,179 3,781,993 4,946,500 3,894,536 5,051,400 2.1%
Other Services&Charges
Professional Services 11,120,250 11,179,462 13,586,383 11,698,081 11,853,300 -12.8%
Communications 432,925 442,817 472,100 436,306 467,700 -0.9%
Travel and Training 310,989 335,556 425,800 221,953 355,800 -16.4%
Volunteer Travel/Meals 23,906 22,971 28,100 20,954 28,100 0.0%
Operating Rentals&Leases 3,280,955 3,225,799 - 3,440,700 2,660,228 2,968,500 -13.7%
Property/Liability Ins Premiums&Claims 2,830,934 2,967,571 3,824,800 3,829,319 3,487,400 -8.8%
Subtotal Misc Charges 17,999,959 18,174,176 21,777,883 18,866,841 19,160,800 -12.0%
Public Utility Services 9,089,589 10,089,982 10,292,000 9,432,968 10,475,900 1.8%
Repairs and Maintenance 1,159,131 1,226,601 1,867,175 1,284,504 1,602,500 -14.2%
Other Miscellaneous Services 1,640,666 1,433,722 1,454,700 1,387,978 1,283,900 -11.7%
k Total Other Services And Charges 29,889,345 30,924,481 35,391,758 30,972,291 32,523,100 -8.1%-
Intergovernmental Services
Intergovernmental Professional Services 1,452,189 1,583,844 1,756,600 1,468,440 1,674,200 -4.7%
External Taxes&Operating Assessments 1,122,222 1,110,750 1,155,700 1,157,546 1,230,100 6.4%
Interfund Taxes 1,691,313 1,724,730 1,771,000 1,856,450 1,829,100 3.3%
Total Intergovernmental Services 4,265,724 4,419,324 4,683,300 4,482,436 4,733,400 1.1y.-
Capital
.1%Capital Outlay
Land 257,588 100,776 1,734,000 989,085 515,000 -70.3%
Buildings, Structures&Oth Imprvmnts 4,830,666 9,494,106 19,729,725 12,712,557 937,000 -95.3%
Machinery and Equipment 1,791,563 1,916,171 1,758,300 1,501,360 975,300 -44.5%
Construction Projects 8,424,946 8,644,580 19,336,600 11,680,113 16,830,000 -13.0%
Street Improvement Projects/CIP 8,262,378 4,629,221 7,474,900 4,315,887 8,320,400 11.3%
law l Total Capital Outlay 23,567,141 24,784,854 50,033,525 31,199,002 27,577,700 -44.9%-
Debt Service
Principal 4,802,196 6,325,459 4,692,200 4,707,131 3,898,100 -16.9%
Interest and Related Debt Costs 2,244,867 3,007,956 3,440,500 3,236,263 2,972,000 -13.6%
L Total Debt Service 7,047,063 9,333,415 8,132,700 7,943,394 6,870,100 -15.5%
Total Interfund Payments 3,071,177 3,108,370 3,273,800 3,220,522 3,077,400 -6.0%
Total Non-Expenditures 6,198,300 2,509,923 470,000 530,293 430,000 -8.5%
Total Other Financing Uses 8,882,659 10,187,663 10,326,846 8,318,043 6,553,300 -36.5%
TOTAL COMMITTED EXPENDITURES $136,849,703 $142,168,007 $174,530,107 $146,695,635 $146,500,500 -16.1
Details
7-3
Table 7-3. 2004 Revenue, Expenditures, Fund Sources, All Funds
General Governmental
000 007 101 103 106 201/207/215
General Garage Op Parks Street Library Limited GO Total 2004
Revenue
Property Tax 9,045,300 4,806,200 3,014,500 1,493,800 1,036,100 19,395,900
Sales Tax 16,100,000 16,100,000
Sales Tax/Criminal Justice 1,081,000 1,081,000
Admissions Tax 310,000 310,000
Utility Tax&Natural Gas Use Tax 5,085,500 3,201,000 1,217,500 9,504,000
Real Estate Excise Tax 1,200,000 1,200,000
EMS Levy Funds 449,000 449,000
Gambling Excise Tax 2,380,000 2,380,000
Franchise/Leasehold Excise 621,000 621,000
Sub-Total Taxes 35,071,800 0 8,007,200 4,232,000 1,493,800 2,236,100 51,040,900
Business License Fee 340,500 340,500
Building Permits 1,461,500 1,461,500 .>
Other Licenses/Permits 4,100 24,000 28,100
Community Dev Block Grants 0
Other Federal/State Grants 200,000 200,000
State Shared Revenue 577,600 775,700 1,353,300
Other Intergovernmental 1,119,000 1,119,000
Charges for Services 1,502,500 1,423,800 6,000 2,932,300
Fines and Forfeits 956,100 28,900 985,000
Interest Earnings 560,000 30,000 20,000 2,000 20,000 632,000 ..
Miscellaneous Revenue 189,500 444,300 57,800 1,500 693,100
Non-Revenue 0
Other Financing Sources 138,700 300,000 438,700
Interfund Revenue 2,629,300 945,900 3,575,200
Total New Revenue 44,611,900 138,700 9,905,300 6,055,400 1,532,200 2,556,100 64,799,600
Use of Prior Yr Revenue 826,000 0 365,000 0 0 0 1,191,000
Total Resources 45,437,900 138,700 10,270,300 6,055,400 1,532,200 2,556,100 65,990,600
Expenditures
Legislative 193,100 193,100
AJLS: Mayor's Office 816,400 816,400
City Clerk 445,800 445,800 '
City Attorney 1,080,200 1,080,200
Hearing Examiner 134,800 134,800
Court Services 1,339,900 1,339,900
Econ Dev,Neighbrhds&Strat Ping 1,223,900 1,223,900
Human Resources&Risk Mgmt: 651,100 651,100
Insurance , 0
Finance&Information Systems 3,296,800 3,296,800
Other City Services/Misc 3,378,100 3,378,100 '
Debt Service 2,556,100 2,556,100
Police 15,027,900 15,027,900
Fire 12,232,100 12,232,100
Planning/Building/Pub Wks: '
Administration 363,100 363,100
Development Services 3,231,500 3,231,500
Transportation 3,534,900 3,534,900
Utility Systems&Technical Sery 508,600 508,600
Maintenance Services 2,520,500 2,520,500
r
Community Services:
General Services/Parks 68,700 10,270,300 10,339,000
Housing&Human Services 534,100 534,100 '
Comm Dev Block Grants 0
Library 1,532,200 1,532,200
Golf Course 0
Transfers-Out 980,500 980,500 '
Total Committed Expenditures 45,437,900 68,700 10,270,300 6,055,400 1,532,200 2,556,100 65,920,600
Increase to Reserves 0 70,000 0 0 0 0 70,000
Total Expenditures 45,437,900 138,700 10,270,300 6,055,400 1,532,200 2,556,100 65,990,600
Fund Balance, January 1 6,164,584 0 1,625,841 891,151 246,418 1,057,418 9,985,412 ,
Total New Revenue 44,611,900 138,700 9,905,300 6,055,400 1,532,200 2,556,100 64,799,600
Total Committed Expenditures (45,437,900) (68,700) (10,270,300) (6,055,400) (1,532,200) (2,556,100) (65,920,600)
Fund Balance Plus Reserves 5,338,584 70,000 1,260,841 891,151 246,418 1,057,418 8,864,412 '
8%Operating Reserves 2,935,032 0 821,624 484,432 122,576 0 4,363,664
Other Reserves/IBNR 0 0 0 0 0 785,000 785,000
Fund Balance(Undesig/Designated) 2,403,552 70,000 439,217 406,719 123,842 272,418 3,715,748
7-4 Details
Table 7-3. 2004 Revenue, Expenditures, Fund Sources, All Funds
Special Revenue
102 104 110 118 125 127 131
Revenue Arter Str CDBG Hotel/Motel Paths 1%Art Cable Com Park Memorial
Property Tax
Sales Tax 130,000
' Sales Tax/Criminal Justice
Admissions Tax
Utility Tax&Natural Gas Use Tax 35,000
Real Estate Excise Tax
' EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 0 0 130,000 0 0 35,000 0
Business License Fee
Building Permits
Other Licenses/Permits
Community Dev Block Grants 331,600
Other Federal/State Grants
State Shared Revenue 348,500
Other Intergovernmental
Charges for Services
' Fines and Forfeits
Interest Earnings 2,000 2,500 2,400
Miscellaneous Revenue 65,000 1,500
Non-Revenue
Other Financing Sources
Interfund Revenue
Total New Revenue 350,500 331,600 197,500 0 0 38,900 0
Use of Prior Yr Revenue 3,000 0 2,500 0 50,000 0 0
Total Resources 353,500 331,600 200,000 0 50,000 38,900 0
Expenditures
Legislative
AJLS: Mayor's Office 50,000
' City Clerk 36,600
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Flog 200,000
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems
Other City Services/Misc
Debt Service
Police
Fire
' Planning/Building/Pub Wks:
Administration
Development Services
Transportation
Utility Systems&Technical Sery
Maintenance Services
Community Services:
General Services/Parks
Housing&Human Services
Comm Dev Block Grants 331,600
Library
Golf Course
' Transfers-Out 353,500
Total Committed Expenditures 353,500 331,600 200,000 0 50,000 36,600 0
Increase to Reserves 0 0 0 0 0 2,300 0
Total Expenditures 353,500 331,600 200,000 0 50,000 38,900 0
Fund Balance, January 1 161,026 19,321 244,111 2,807 96,413 196,138 50,000
Total New Revenue 350,500 331,600 197,500 0 0 38,900 0
Total Committed Expenditures (353,500) (331,600) (200,000) 0 (50,000) (36,600) 0
Fund Balance Plus Reserves 158,026 19,321 241,611 2,807 46,413 198,438 50,000
' 8%Operating Reserves 0 0 0 0 0 0 0
Other Reserves/IBNR 0 0 0 0 0 0 0
Fund Balance(Undesig/Designated) 158,026 19,321 241,611 2,807 46,413 198,438 50,000
Details 7-5
Table 7-3. 2004 Revenue, Expenditures, Fund Sources, All Funds
Debt Service ( Capital Project
213/219 220 I 301 303 304 305 306 ,
Unlim G.O. LID Debt Sv Garage CIP C D Mitig Fire Mitig Trans Mitig Leased City
Revenue i
Property Tax 512,600
Sales Tax
Sales Tax/Criminal Justice ,
Admissions Tax
Utility Tax&Natural Gas Use Tax
Real Estate Excise Tax
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 512,600 0 0 0 0 0 0
Business License Fee
Building Permits
Other Licenses/Permits
Community Dev Block Grants
Other Federal/State Grants '
State Shared Revenue
Other Intergovernmental
Charges for Services 225,000 200,000 500,000 '
Fines and Forfeits
Interest Earnings 5,000 4,100 12,000 25,000 150,000
Miscellaneous Revenue 13,300 546,400
Non-Revenue
Other Financing Sources '
Interfund Revenue
Total New Revenue 517,600 17,400 0 237,000 225,000 650,000 546,400
Use of Prior Yr Revenue 0 0 1,638,700 0 75,000 739,300 30,400
Total Resources 517,600 17,400 1,638,700 237,000 300,000 1,389,300 576,800
Expenditures
Legislative
AJLS: Mayor's Office
City Clerk '
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Ping
Human Resources& Risk Mgmt:
Insurance
Finance&Information Systems
Other City Services/Misc '
Debt Service 511,500 7,000
Police
Fire
Planning/Building/Pub Wks: '
Administration
Development Services
Transportation
Utility Systems&Technical Sery
Maintenance Services
r
Community Services:
General Services/Parks 144,000
Housing&Human Services '
Comm Dev Block Grants
Library
Golf Course '
Transfers-Out 10,300 1,638,700 300,000 1,389,300 432,800
Total Committed Expenditures 511,500 17,300 1,638,700 0 300,000 1,389,300 576,800
Increase to Reserves 6,100 100 0 237,000 0 0 0
Total Expenditures 517,600 17,400 1,638,700 237,000 300,000 1,389,300 576,800 '
Fund Balance, January 1 574,514 30,6902,041,115 1,060,081 1,498,203 3,859,186 158,244
Total New Revenue 517,600 17,400 0 237,000 225,000 650,000 546,400
Total Committed Expenditures (511,500) (17,300)(((( (1,638,700) 0 (300,000) (1,389,300) (576,800)
Fund Balance Plus Reserves 580,614 30,790 402,415 1,297,081 1,423,203 3,119,886 127,844
8%Operating Reserves 0 0 0 0 0 0 0
Other Reserves/IBNR 0 0 0 0 0 0 0
Fund Balance(Undesig/Designated) 580,614 30,790 402,415 1,297,081 1,423,203 3,119,886 127,844
7-6 Details
' Table 7-3. 2004 Revenue, Expenditures, Fund Sources, All Funds
Capital Project Enterprise
307 316 317 401 421 451 461
'
Aquatic Ctr Mun Fac Trans CIP W/S/S Util W/S/S Const W/S/S Rev B W/S/S B Resv
Revenue
Property Tax
Sales Tax
Sales Tax/Criminal Justice
Admissions Tax
Utility Tax&Natural Gas Use Tax
Real Estate Excise Tax 1,000,000
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 0 1,000,000 0 0 0 0 0
Business License Fee 1,936,400
Building Permits
Other Licenses/Permits 31,400
Community Dev Block Grants
Other Federal/State Grants 2,150,000
State Shared Revenue 350,000
Other Intergovernmental
Charges for Services 20,323,900 5,000 2,518,400
Fines and Forfeits
Interest Earnings 80,000 87,900 100,000
Miscellaneous Revenue 74,000
Non-Revenue 300,000 9,284,000
Other Financing Sources 980,500 2,889,300 10,400 1,731,000
Interfund Revenue 673,500
Total New Revenue 0 2,060,500 7,325,700 21,501,100 11,120,000 2,518,400 0
Use of Prior Yr Revenue 0 446,500 1,134,700 0 5,710,000 0 0
Total Resources 0 2,507,000 8,460,400 21,501,100 16,830,000 2,518,400 0
Expenditures
Legislative
AJLS: Mayor's Office
City Clerk
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Ping 150,000
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems 1,350,000
Other City Services/Misc 1,277,700
Debt Service 757,700 2,518,400
Police
Fire
Planning/Building/Pub Wks:
Administration
Development Services 432,500
Transportation 8,460,400
Utility Systems&Technical Sery 4,170,700 16,830,000
Maintenance Services 12,436,300
Community Services:
General Services/Parks 1,007,000
Housing&Human Services
Comm Dev Block Grants
Library
Golf Course
Transfers-Out 1,731,000
Total Committed Expenditures 0 2,507,000 8,460,400 20,805,900 16,830,000 2,518,400 0
Increase to Reserves 0 0 0 695,200 0 0 0
Total Expenditures 0 2,507,000 8,460,400 21,501,100 16,830,000 2,518,400 0
Fund Balance, January 1 1,231,412 4,978,135 8,291,897 4,965,151 1,165,903 129,020 2,606,852
Total New Revenue 0 2,060,500 7,325,700 21,501,100 11,120,000 2,518,400 0
Total Committed Expenditures 0 2,507,000 8,460,400 20,805,900 16,830,000 2,518,400 0
Fund Balance Plus Reserves 1,231,412 4,531,635 7,157,197 5,660,351 (4,544,097) 129,020 2,606,852
8%Operating Reserves 0 0 0 1,342,536 0 0 0
Other Reserves/IBNR 0 0 0 0 0 0 2,606,852
Fund Balance(Undesig/Designated) 1,231,412 4,531,635 7,157,197 4,317,815 (4,544,097) 129,020 0
r
Details 7-7
Table 7-3. 2004 Revenue, Expenditures, Fund Sources, All Funds '
Enterprise Internal Service
471 402 403 404 424 1501 502/512
W/S Stabil Airport Sol Waste Golf Crs Golf CIP 1 Eq Rental Insurance ,
Revenue
Property Tax
Sales Tax
Sales Tax/Criminal Justice ,
Admissions Tax
Utility Tax&Natural Gas Use Tax
Real Estate Excise Tax
EMS Levy Funds ,
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 0 0 0 0 0 0 0
Business License Fee '
Building Permits
Other Licenses/Permits
Community Dev Block Grants
Other Federal/State Grants
State Shared Revenue
Other Intergovernmental
Charges for Services 4,900 8,444,300 1,829,700 1,446,000
Fines and Forfeits '
Interest Earnings 100,000 4,900 15,000 4,000 15,000 100,000
Miscellaneous Revenue 777,400 68,000 444,100 11317,900 8,917,600
Non-Revenue 194,900 150,000
Other Financing Sources ,
Interfund Revenue 3,200 €
Total New Revenue 0 882,300 8,715,300 2,288,800 154,000 2,778,900 9,017,600
Use of Prior Yr Revenue 0 0 2,800 0 166,000 0 0
Total Resources 0 882,300 8,718,100 2,288,800 320,000 2,778,900 9,017,600
Expenditures
Legislative i
AJLS: Mayor's Office
City Clerk ,
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Ping
Human Resources&Risk Mgmt:
Insurance ; 8,900,200
Finance&Information Systems
Other City Services/Misc 33,700 240,300 122,400 180,000 117,400 '
Debt Service 264,200
Police
Fire
Planning/Building/Pub Wks:
Administration 3,900 10,900
Development Services 700
}
Transportation 768,300
Utility Systems&Technical Sery 8,395,100
Maintenance Services 71,100 2,340,400
Community Services:
General Services/Parks
Housing&Human Services j
Comm Dev Block Grants
Library
Golf Course 1,752,200 320,000
Transfers-Out 150,000
Total Committed Expenditures 0 805,900 8,718,100 2,288,800 320,000 2,520,400 9,017,600
Increase to Reserves 0 76,400 0 0 0 i 258,500 0
Total Expenditures 0 882,300 8,718,100 2,288,800 320,000 i 2,778,900 9,017,600
Fund Balance, January 1 0 2,344,625 885,911 1,362,027 403,778 3,418,397 7,611,589 '
Total New Revenue 0 882,300 8,715,300 2,288,800 154,000 ? 2,778,900 9,017,600
Total Committed Expenditures 0 (805,900) (8,718,100) (2,288,800) (320,000) (2,520,400) (9,017,600)
Fund Balance Plus Reserves 0 2,421,025 883,111 1,362,027 237,778 1 3,676,897 7,611,589
8%Operating Reserves 0 62,472 697,448 145,776 0 170,648 3,969,160
Other Reserves/IBNR 0 2,358,553 0 441,358 0 j 3,506,249 3,200,000
Fund Balance(Undesig/Designated) 0 0 185,663 774,893 237,778 0 442,429
7-8 Details
of
Table 7-3. 2004 Revenue, Expenditures, Fund Sources, All Funds
Fiduciary All Funds
601 Total
' Fire Pension 2004
Revenue
Property Tax 19,908,500
Sales Tax 16,230,000
Sales Tax/Criminal Justice 1,081,000
Admissions Tax 310,000
Utility Tax&Natural Gas Use Tax 9,539,000
Real Estate Excise Tax 2,200,000
EMS Levy Funds 449,000
Gambling Excise Tax 2,380,000
Franchise/Leasehold Excise 621,000
Sub-Total Taxes 0 52,718,500
Business License Fee 2,276,900
Building Permits 1,461,500
Other Licenses/Permits 59,500
Community Dev Block Grants 331,600
Other Federal/State Grants 2,350,000
State Shared Revenue 40,000 2,091,800
Other Intergovernmental 1,119,000
Charges for Services 38,429,500
' Fines and Forfeits 985,000
Interest Earnings 110,000 1,451,800
Miscellaneous Revenue 12,918,300
Non-Revenue 9,928,900
Other Financing Sources 6,049,900
Interfund Revenue 4,251,900
Total New Revenue 150,000 136,424,100
Use of Prior Yr Revenue 232,100 11,422,000
Total Resources 382,100 147,846,100
Expenditures
Legislative 193,100
AJLS: Mayor's Office 866,400
City Clerk 482,400
City Attorney 1,080,200
Hearing Examiner 134,800
Court Services 1,339,900
Econ Dev,Neighbrhds&Strat Ping 1,573,900
Human Resources&Risk Mgmt: 651,100
Insurance 8,900,200
Finance&Information Systems 4,646,800
Other City Services/Misc 382,100 5,731,700
Debt Service 6,614,900
Police 15,027,900
Fire 12,232,100
' Planning/Building/Pub Wks:
Administration 377,900
Development Services 3,664,700
Transportation 12,763,600
Utility Systems&Technical Sery 29,904,400
Maintenance Services 17,368,300
Community Services:
General Services/Parks 11,490,000
Housing&Human Services 534,100
Comm Dev Block Grants 331,600
Library 1,532,200
Golf Course 2,072,200
Transfers-Out 6,986,100
Total Committed Expenditures 382,100 146,500,500
Increase to Reserves 0 1,345,600
Total Expenditures 382,100 147,846,100
Fund Balance, January 1 5,133,314
Total New Revenue 150,000
Total Committed Expenditures 382,100
Fund Balance Plus Reserves 4,901,214
8%Operating Reserves 0
Other Reserves/IBNR 0
Fund Balance(Undesig/Designated) 4,901,214
' Details
7-9
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1
7-10 Details
�r
2004
Appendix '
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*City of Renton,Washington BUDGET
—
t
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appmax
' In this section you will find a wide range of economic statistics, demographic
data (Did You Know?, page 8-16), and general information about the City of
Renton(page 8-18). We have also included a glossary of commonly used budget
' terms starting on page 8-19.
Table 8-1 lists the largest taxpayers, and table 8-2 lists the principal employers in
the City of Renton.
Figure 8-1 shows the number of full-time employees working for the City, as
well as the number of employees for every 1,000 Renton citizens.
Figure 8-2 compares our taxes and rates to those of surrounding communities.
Tables 8-3 to 8-8 provide detailed specifics on City staffing positions and pay
ranges for all represented and non-represented positions. The percent salary
increase for 2004 is noted on each table.
1
k
Appendix 8-1
Table 8-1. Largest Taxpayers
2004 Real Property Percentage of
Taxpayer Type of Business Assessed Valuation Assessed Valuation
The Boeing Company Aerospace&Computer Services 650,682,049 10.21%
PACCAR Heavy Manufacturing 78,498,260 1.23%
Puget Sound Energy Electric/Gas Utility 76,542,676 1.20%
Qwest Corporation Telephone Utility 49,135,534 0.77%
AMB Property Corp. Commercial Property Owners 46,087,800 0.72% '
Renton Properties LLC Real Estate Developer 33,097,000 0.52%
Avalon Bay Communities Inc. Apartment Building 31,782,000 0.50%
Fred Meyer Stores Inc. Retail 23,699,457 0.37%
Walton Renton Investors III Commercial Property Owners 22,825,100 0.36%
BRE Properties Private Households 20,727,900 0.33%
Total Assessed Valuation- Largest Taxpayers 1,033,077,776 16.21%
Total Assessed Valuation-All Others 5,339,554,346 83.79%
Total Assessed Valuation 6,372,632,122 100.00%
Source
Assessed Valuation:King County Department of Assessments,both real and personal property assessment where applicable
11
Table 8-2. Principal Employers
2003 Full-Time Percentage of
Principal Employers Type of Business Equivalent Employees Employees
The Boeing Company Aerospace&Computer Services 12,568 32.55%
Valley Medical Center Medical Services 1,627 4.21%
Renton School District Public Education 1,315 3.41%
PACCAR Inc Heavy Manufacturing 1,210 3.13%
Federal Aviation Association Federal Government 850 2.20%
City of Renton City Government 688 1.78%
Wal Mart Retail 477 1.24%
IKEA Retail 382 0.99% ,
Young's Columbia of WA LLC Wholesale 340 0.88%
ER Solutions Loan Brokers 330 0.85% '
Total Number of Employees- Principal Employers 19,787 51.24%
Total Number of Employees-All Other Employers 18,829 48.76%
Total Employees Working Within Renton 38,616 100.00% ,
Source
Number of Employees:City of Renton Business License Records and individual inquiry where applicable.
8-2 Appendix
I
kFigure 8-1 represents the number of regular full-time employees (FTE) working for
the City of Renton, as well as the number of employees per every 1,000 Renton
citizens. The number of FTEs has increased 12.2 percent between 1994 and 2003,
while the population of Renton grew 24.85 percent during that same time period.
The number of FTEs per 1,000 Renton citizens remained fairly constant until 2OO1.
' The high was in 1994 at 12.24 FTE per 1,000 citizens. The low is projected for 2004
at 10.82 per 1,000 citizens.
' Figure 8-1. City of Renton Full-Time Employee (FTE)Staffing Levels per],000 Renton Citizens
D Population
Emp(FTE)/1000 Population
60,000 - 12.5
50,000 12
40,000 --
11.5
30,000
20,000 11
10,000 10.5
0 i 10
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Year Regular FTEs Employees Per 1,000 Population Total Population of Renton
1994 538.0 12.24 43,970
1995 541.0 12.05 44,890
1996 549.0 12.15 45,170
1997 553.0 12.04 45,920
1998 565.0 12.21 46,270
1999 573.7 12.05 47,620
2000 583.7 12.09 48,270
2001 594.7 12.16 48,900
2002 598.7 11.71 51,140
2003 603.7 11.00 54,900
so 2004 Budget 602.7 10.82 55,700
Source
' Population:State of Washington Office of Program Planning and Fiscal Management.
All other information:City of Renton Finance Department.
' Appendix 8-3
Figure 8-2. 2003 Comparison of Renton Taxes and Rates ,
$9.20 t
$7.33 $27.18 '
$15.78
$4.33
$5.39 $11.50
$28.13
$24.39 $9.07 $17.62
75.00
$17.55 $15.27 75.00 ,
50.00
$27.63
55.00 '
67.50
50.00 0.00
$10.40
$9.04 $12.26
$16.10 $12.35
$15.33
$11.50 $13.69 $10.41
$12.29 $33A1 $35.40
$31.27 $9.31 $30.40
$13.44 $
$9,83 9.57
$13.04 $9.25 $9.19
_r
Renton Auburn Bellevue Kent Redmond Seattle Tukwila
■Wastewater [3Solid Waste El Property Tax ■Business License ■Water ■Storm '
Renton's Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila
Population-April 1,2003 4 54,900 45,355 116,400 84,210 46,480 571,900 17,230
Tax Rates '
Avg. Prop Tax/$1,000 AV 4 $11.501 $12.291 $9.042 $12.262 $9.312 $10.399 $12.351
Electric Utility 2 6.0% 5.0% 4.5% 6.0% 5.5% 6.09% 4.0%
Cable TV(1) 2 6.0% 5.0% 4.8% 5.0% 5.0% 10.09% 4.0%
B&O(2) N/A N/A N/A 0.15% N/A N/A 0.215% N/A
Admissions(3) 1 5.0% 5.0% 3.0% 0.0% 5.0% 5.0% 5.0%
Licenses&Fees ,
Business-Renewal(4) 4 $55 $50 $0 $75 $67.50 $75 $50
Golf(18 holes)(5) 2 $30 $30 $29.50 $28 N/A $31 $25
Dog License(6) 7 $20 $60 $60 $60 $60 $40 $60
Utility Rates ,
Water(750 CF) (7) 4 $24.39 $17.55 $27.63 $15.78 $17.62 $27.18 $28.13
Wastewater 5 $13.04 $9.25 $33.41 $31.27 $9.19 $35.40 $30.40
Storm(8) 6 $5.39 $9.07 $15.27 $7.33 $11.50 $9.20 $4.33
Solid Waste(9) 4 $13.44 $9.83 $15.33 $13.69 $9.57 $16.10 $10.41
8-4 Appendix '
Notes:
(1) Redmond and Kent collect a franchise fee instead of a utility tax.
(2) Seattle has a second B&O rate for service related businesses (0.415%).
(3) Kent's admission tax will increase from 0 percent to 5 percent effective July 2004.
(4) Cities calculate business license fees using a variety of different methods. Bellevue is
participating in a joint licensing program with the State. 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.
(5) Kent, Auburn, Tukwila, Bellevue, and Renton fees differ for weekday/weekend. Based on
summer weekend rates when applicable.
(6) With the exception of Renton and Seattle, all cities surveyed use King County Animal Control.
Fees are for unaltered animals for one year. Renton has a$20 two year license.
(7) Based on summer rates when applicable.
(8) 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.
(9) Service for Bellevue, Kent, Redmond, and Tukwila provided and billed by an outside contractor.
Rates are based on a 32-gal size can.
Appendix 8-5
1
Table 8-3. Index of Positions andPay Ranges-Elected Officials Management, and Non-Union Supervisory r
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step 0, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
Elected Officials
e10 Mayor(3 percent Increase for 2004) 9,111 109,332
ell Municipal Court Judge 8,954 107,448
e09 City Council Members 950 11,400
e08 6,996 83,952 7,351 88,212 7,721 92,652 8,113 97,356 8,522 102,264
Management and Supervisory
Non-Union(3 percent increase for 2004)
m53 Chief Administrative Officer* 9,180 110,160 9,646 115,752 10,133 121,596 10,645 127,740 11,178 134,137
m52 8,954 107,448 9,407 112,884 9,887 118,644 10,388 124,656 10,906 130,867
m51 8,736 104,832 9,180 110,160 9,646 115,752 10,133 121,596 10,645 127,740
m50 8,522 102,264 8,954 107,448 9,407 112,884 9,887 118,644 10,388 124,656
m49 Economic Development Administrator* 8,315 99,780 8,736 104,832 9,180 110,160 9,646 115,752 10,133 121,596
Finance/Information Services Administrator*
Community Services Administrator*
Fire Chief*
Human Resources&Risk Mgmt
Administrator*
Planning/Building/PW Administrator*
Police Chief*
m48 8,113 97,356 8,522 102,264 8,954 107,448 9,407 112,884 9,887 118,644
m47 7,916 94,992 8,315 99,780 8,736 104,832 9,180 110,160 9,646 115,752
m46 7,721 92,652 8,113 97,356 8,522 102,264 8,954 107,448 9,407 112,884
m45 Police Deputy Chief* 7,534 90,408 7,916 94,992 8,315 99,780 8,736 104,832 9,180 110,160
Deputy Fire Chief*
m44 1 7,351 88,212 7,721 92,652 8,113 97,356 8,522 102,264 8,954 107,448
m43 7,171 86,052 7,534 90,408 7,916 94,992 8,315 99,780 8,736 104,832
m42 6,996 83,952 7,351 88,212 7,721 92,652 8,113 97,356 8,522 102,264
m41 6,826 81,912 7,171 86,052 7,534 90,408 7,916 94,992 8,315 99,780
m40 6,660 79,920 6,996 83,952 7,351 88,212 7,721 92,652 8,113 97,356
m39 6,497 77,964 6,826 81,912 7,171 86,052 7,534 90,408 7,916 94,992
m38 Development Services Director 6,339 76,068 6,660 79,920 6,996 83,952 7,351 88,212 7,721 92,652 ,
Economic Development Director
Facilities Director
Fiscal Services Director
Library Director
Maintenance Services Director '
Parks Director
Recreation Director
Transportation Systems Director
Utility Systems Director
m37 6,186 74,232 6,497 77,964 6,826 81,912 7,171 86,052 7,534 90,408 '
m36 Police Commander*' 6,034 72,408 6,339 76,068 6,660 79,920 6,996 83,952 7,351 88,212
m35 Hearing Examiner 5,886 70,632 6,186 74,232 6,497 77,964 6,826 81,912 7,171 86,052
m34 Information Services Manager 5,741 68,892 6,034 72,408 6,339 76,068 6,660 79,920 6,996 83,952 ,
Police Manager**
m33 Development Engineering Supervisor 5,601 67,212 5,886 70,632 6,186 74,232 6,497 77,964 6,826 81,912
Transportation Design Supervisor
Transportation Operations Manager
Transportation Planning Supervisor
Utility Engineering Supervisor
Water Maintenance Manager
r
r
8.6 Appendix
Table 8-3. Index of Positions and Pay Ranges-Elected Officials, Management, and Non-Union Supervisory
Step A, 12 Mos Step B 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
m32 Airport Manager 5,465 65,580 5,741 68,892 6,034 72,408 6,339 76,068 6,660 79,920
Building Official
Development Manager
Principal Planner
m31 5,331 63,972 5,601 67,212 5,886 70,632 6,186 74,232 6,497 77,964
m30 Assistant to the Chief Administrative Officer 5,202 62,424 5,465 65,580 5,741 68,892 6,034 72,408 6,339 76,068
' City Clerk/Cable Manager
Court Services Director
Fleet Manager
Human Resources Manager
r
Information Systems Supervisor
m29 5,073 60,876 5,331 63,972 5,601 67,212 5,886 70,632 6,186 74,232
m28 Human Services Manager 4,952 59,424 5,202 62,424 5,465 65,580 5,741 68,892 6,034 72,408
m27 Transportation Maintenance Supervisor 4,832 57,984 5,073 60,876 5,331 63,972 5,601 67,212 5,886 70,632
m26 Facilities Manager 4,713 56,556 4,952 59,424 5,202 62,424 5,465 65,580 5,741 68,892
Golf Course Manager
Wastewater/Special Operations Manager
Public Works Maintenance Manager
Recreation Manager
m25 Community Relations Manager 4,598 55,176 4,832 57,984 5,073 60,876 5,331 63,972 5,601 67,212
Recreation Supervisor
Solid Waste Coordinator
Supervising Finance Analyst
m24 Principal Financial&Administrative Analyst 4,487 53,844 4,713 56,556 4,952 59,424 5,202 62,424 5,465 65,580
m23 Assistant Fire Marshal 4,375 52,500 4,598 55,176 4,832 57,984 5,073 60,876 5,331 63,972
Assistant Library Director
t:
m21 Golf Course Supervisor 4,165 49,980 4,375 52,500 4,598 55,176 4,832 57,984 5,073 60,876
m20 Community Center Coordinator 4,064 48,768 4,271 51,252 4,487 53,844 4,713 56,556 4,952 59,424
Golf Professional
Human Resources Analyst/Civil Service Coordinator
Senior Services Coordinator
Safety Officer
M19 3,966 47,592 4,165 49,980 4,375 52,500 4,598 55,176 4,832 57,984
m18 3,867 46,404 4,064 48,768 4,271 51,252 4,487 53,844 4,713 56,556
m17 Deputy City Clerk 3,774 45,288 3,966 47,592 4,165 49,980 4,375 52,500 4,598 55,176
Non-Union(Clerical,Other)
Non-Union(3 percent increase for 2004)
n16 Finance Analyst 111 3,667 44,004 3,852 46,224 4,043 48,516 4,250 51,000 4,461 53,532
n15 3,572 42,864 3,756 45,072 3,947 47,364 4,147 49,764 4,356 52,272
n14 3,489 41,868 3,667 44,004 3,852 46,224 4,043 48,516 4,250 51,000
Executive Secretary
n13 Finance Analyst 11 3,402 40,824 3,572 42,864 3,756 45,072 3,947 47,364 4,147 49,764
n12 Museum Supervisor 3,322 39,864 3,489 41,868 3,667 44,004 3,852 46,224 4,043 48,516
Community Relations Specialist
n11 Admin Secretary ll,Com Svc/Fire/PBPW/FIS 3,239 38,868 3,402 40,824 3,572 42,864 3,756 45,072 3,947 47,364
Admin Secretary It/Economic Assistant
Assistant Golf Professional
City Council Liaison
+� Assistant Human Resources Analyst
r
r
Appendix 8-7
Table 8-3. Index of Positions and Pay Ranges-Elected Officials, Management, and Non-Union Supervisory
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
Accounting Technician(Payroll)
n10 Finance Analyst 1 3,158 37,896 3,322 39,864 3,489 41,868 3,667 44,004 3,852 46,224
n09 Human Resources Systems Technician 3,085 37,020 3,239 38,868 3,402 40,824 3,572 42,864 3,756 45,072
n08 3,008 36,096 3,158 37,896 3,322 39,864 3,489 41,868 3,667 44,004
n07 Secretary 11 EX 2,936 35,232 3,085 37,020 3,239 38,868 3,402 40,824 3,572 42,864
n06 2,863 34,356 3,008 36,096 3,158 37,896 3,322 39,864 3,489 41,868
n05 Secretary I EX 2,794 33,528 2,936 35,232 3,085 37,020 3,239 38,868 3,402 40,824
n04 2,727 32,724 2,863 34,356 3,008 36,096 3,158 37,896 3,322 39,864
n03 2,662 31,944 2,794 33,528 2,936 35,232 3,085 37,020 3,239 38,868
n02 2,596 31,152 2,727 32,724 2,863 34,356 3,008 36,096 1 3,158 37,896
n01 2,537 30,444 2,662 31,944 2,794 33,528 2,936 35,232 3,085 37,020
* Not eligible for Longevity/Education or Uniform allowance.
** Receive Education/Longevity and Uniform Allowance based on Union contract.
Non-Union Longevity Schedule
Completion of 5 years $85 per month
Completion of 10 years $125 per month
Completion of 15 years $165 per month
Completion of 20 years $205 per month
Completion of 25 years $255 per month
Deferred Compensation
The City contributes 2 percent of the employee's base wage per year to a deferred compensation account for
Management and Non-Represented employees.
8-8 Appendix '
Table 8-4. Index of Positions and Pay Ranges-Local 2170
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
i
Union-Local 2170
(3 percent increase for 2004)
a34 5,663 67,956 5,947 71,364 6,245 74,940 6,556 78,672 6,885 82,620
a33 5,525 66,300 5,806 69,672 6,101 73,212 6,409 76,908 6,726 80,712
a32 Network Systems Supervisor 5,391 64,692 5,663 67,956 5,947 71,364 6,245 74,940 6,556 78,672
a31 5,258 63,096 5,525 66,300 5,806 69,672 6,101 73,212 6,409 76,908
A a30 Application Support Supervisor 5,130 61,560 5,391 64,692 5,663 67,956 5,947 71,364 6,245 74,940
a29 Program Development Coordinator 11 5,007 60,084 5,258 63,096 5,525 66,300 5,806 69,672 6,101 73,212
Mapping Coordinator
a28 4,884 58,608 5,130 61,560 5,391 64,692 5,663 67,956 5,947 71,364
a27 Civil Engineer 111 4,765 57,180 5,007 60,084 5,258 63,096 5,525 66,300 5,806 69,672
a26 4,648 55,776 4,884 58,608 5,130 61,560 5,391 64,692 5,663 67,956
a25 Capital Project Coordinator 4,535 54,420 4,765 57,180 5,007 60,084 5,258 63,096 5,525 66,300
Facilities Coordinator
Program Development Coordinator I
Property Services Agent
a24 Senior Network Systems Specialist 4,423 53,076 4,648 55,776 4,884 58,608 5,130 61,560 5,391 64,692
Senior Systems Analyst
Transportation Planner
a23 Building Plan Reviewer 4,318 51,816 4,535 54,420 4,765 57,180 5,007 60,084 5,258 63,096
Civil Engineer 11
Engineering Specialist III
Senior Planner
Street Maintenance Services Supervisor
Waste Water Maintenance Services
Supervisor
a22 4,214 50,568 4,423 53,076 4,648 55,776 4,884 58,608 5,130 61,560
a21 Lead Construction Inspector 4,109 49,308 4,318 51,816 4,535 54,420 4,765 57,180 5,007 60,084
Park Maintenance Supervisor
Signal/Electronics Systems Technician 11
Systems Analyst
Technical Support Coordinator
Water Maintenance Services Supervisor
Water Utility Maintenance Supervisor
a20 Facilities Supervisor 4,008 48,096 4,214 50,568 4,423 53,076 4,648 55,776 4,884 58,608
Fire Inspector III
' Fire Plan Reviewer/Inspector III
Hazardous Materials Specialist
Network Systems Specialist
a19 Associate Planner 3,910 46,920 4,109 49,308 4,318 51,816 4,535 54,420 4,765 57,180
Civil Engineer I
Engineering Specialist 11
HVAC Systems Technician
a18 Accountant 3,817 45,804 4,008 48,096 4,214 50,568 4,423 53,076 4,648 55,776
Building Inspector-Electrical
Building Inspector/Combination
CDBG Specialist
Code Compliance Inspector
Construction Inspector II
Development Services Representative
Fire Inspector 11
Fire Plan Reviewer/Inspector II
Housing Assistance Specialist
Probation Officer
Recreation Program Coordinator
r
Appendix R y
t
Table 8-4. Index of Positions and Pay Ranges-Local 2170 ,
Step A, 12 Mos Step B. 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
a17 Custodial Services Supervisor 3,722 44,664 3,910 46,920 4,109 49,308 4,318 51,816 4,535 54,420
Lead Vehicle&Equipment Mechanic
Librarian*
Maintenance Buyer
Pavement Management Technician
Signal/Electronic Systems Tech I
Traffic Sign&Paint Supervisor
Water Quality/Treatment Plant Operator
a16 Economic Development Specialist 3,634 43,608 3,817 45,804 4,008 48,096 4,214 50,568 4,423 53,076
Fire Inspector I
Fire Plan Reviewer/Inspector I
Lead Golf Course Maintenance Worker
Lead Maintenance Services Worker
Lead Park Maintenance Worker
a15 Assistant Planner 3,541 42,492 3,722 44,664 3,910 46,920 4,109 49,308 4,318 51,816
Facilities Technician II
Water Utility Maintenance Technician
a14 Construction Inspector 1 3,458 41,496 3,634 43,608 3,817 45,804 4,008 48,096 4,214 50,568
Lift Station Technician
Recreation Specialist II '
a13 Accounting Supervisor 3,372 40,464 3,541 42,492 3,722 44,664 3,910 46,920 4,109 49,308
Engineering Specialist I
Facilities Technician
Grants Accountant
Planning Technician II
Print&Mail Coordinator
Solid Waste Program Specialist
Signal/Electronics System Assistant II
Utility Accounts Supervisor
Vehicle&Equipment Mechanic I
a12 Desktop Publishing Operator 3,291 39,492 3,458 41,496 3,634 43,608 3,817 45,804 4,008 48,096
Fire Inspector Trainee
Golf Course Maintenance Worker III
Library Supervisor
Neighborhood Coordinator
Maintenance Services Worker III
Multimedia/Records Specialist
Parks Maintenance Worker III
Traffic Maintenance Worker II
all Administrative Secretary II 3,211 38,532 3,372 40,464 3,541 42,492 3,722 44,664 3,910 46,920
Airport Maintenance Worker
Grounds Equipment Mechanic
Lead Judicial Specialist
Records Management Coordinator
Recreation Specialist
a10 Form/Graphic Technician 3,131 37,572 3,291 39,492 3,458 41,496 3,634 43,608 3,817 45,804
Permit Technician
a09 Accounting Assistant IV 3,055 36,660 3,211 38,532 3,372 40,464 3,541 42,492 3,722 44,664
Administrative Secretary I
Fleet Management Technician
Library Assistant 11
Mechanic's Assistant
Records Management Specialist
Planning Technician I
Signal/Electronics Systems Assistant I
8-10 Appendix '
Table 8-4. Index of Positions and Pay Ranges-Local 2170
Step A, 12 Mas Step B, 12 Mos Step C, 12 Mas Step 0, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
a08 Golf Course Operations Specialist 2,981 35,772 3,131 37,572 3,291 39,492 3,458 41,496 3,634 43,608
.. Golf Course Maintenance Worker II
Judicial Specialist
Lead Office Assistant
Maintenance Services Worker II
,.. Parks Maintenance Worker II
raffic Maintenance Worker I
a07 Accounting Assistant III 2,910 34,920 3,055 36,660 3,211 38,532 3,372 40,464 3,541 42,492
Data Base Systems Technician
Hearing Examiner's Secretary
Housing Maintenance Worker
Library Technical Assistant
Maintenance Custodian
Print&Mail Operator
Purchasing Assistant
ecretary 11
a06 2,842 34,104 2,981 35,772 3,131 37,572 3,291 39,492 3,458 41,496
+r a05 ccounting Assistant II 2,770 33,240 2,910 34,920 3,055 36,660 3,211 38,532 3,372 40,464
ffice Assistant III
ecretary I
Nater Meter Reader
r a04 ead Custodian 2,704 32,448 2,842 34,104 2,981 35,772 3,131 37,572 3,291 39,492
Golf Course Maintenance Worker I
Maintenance Services Worker I
Parks Maintenance Worker I
Pro Shop Assistant
Solid Waste Maintenance Worker
a03 8,ccounting Assistant 1 2,638 31,656 2,770 33,240 2,910 34,920 3,055 36,660 3,211 38,532
brary Assistant
,., ffice Assistant II
a02 2,577 30,924 2,704 32,448 2,842 34,104 2,981 35,772 3,131 37,572
a01 7,ustodian 2,511 30,132 2,638 31,656 2,770 33,240 2,910 34,920 3,055 36,660
ffice Assistant I
i
* 5%Lead Pay/Circulation Librarian
Local 2170 Longevity Schedule
Completion of 5 years $85 per month
Completion of 10 years $125 per month
w. Completion of 15 years $165 per month
Completion of 20 years $205 per month
Completion of 25 years $255 per month
Deferred Compensation
The City contributes 2 percent of the employee's base wage per year to a deferred compensation account for
•� Local 2170 employees.
r
UP
Appendix 8-11
M
Table 8-5. Index of Positions and Pay Ranges-Fire Department, Commissioned Of
facers '
Step A, 6 Mos Step B, 12 Mos Step C, 18 Mos Step 0, 37 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
f70 Fire Fighter 3,796 -45,547 1 3,879 46,548 1 4,189 50,268 5,092 161,108
The above salary schedule is effective for employees hired before January 1,2003.
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step 0, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
f70a Fire Fighter 3,796 45,547 1 3,879 46,548 1 4,189 50,268 15,092 61,108
The above salary schedule is effective for employees hired on or after January 1,2003.
f71 Lieutenant (15%over D Step Fire Fighter) 5,856 70,274
f72 Captain (13%over Lieutenant) 6,618 79,413
f73 Battalion Chief (11%over Captain) 7,346 88,152
Deputy Fire Chief For Salary information,See Management and Supervisory Matric,Grade m45
Fire Chief I For Salary information,See Management and Supervisory Metric,Grade m49
Note:3 percent increase for 2004.
Fire Department Longevity Schedule
Longevity is based on the following schedule, rounded to the nearest whole dollar.
Percent of D Step Firefighter Salary = $5,092
Percent Monthly Amount
Completion of 5 years 2% $102
Completion of 10 years 4% $204 ,
Completion of 15 years 6% $306
Completion of 20 years 10% $509
Completion of 25 years 12% $611
Fire Department Day Shift Differential
Personnel assigned to day shift for 30 consecutive days or more(excluding light duty).
Grades 71, 72 and 73 - 4 percent of base wage per pay period
Fire Department Educational Incentive Pay
Percent of D step Firefighter, rounded to nearest whole dollar.
Monthly% Step D
Fire Science Certification 2% $102
Fire Science Degree (Two Year) 4% $204
Four Year and Fire Science Degrees 6% $306
For Grades 70, 71, 72, and 73 only; percent based on D Step Firefighter Base Pay.
Deferred Compensation/Income Protection Plan ,
For Grades 70, 71,and 72 the City contributes 3%of employee's base wage per year to a deferred compensation or
other income protection plan. For Grade 73,the City contributes 2 percent.
For Grades 70, 71, 72, and 73,the City will contribute 2.5 percent of deferred compensation for passing physical
fitness prior to the beginning of each year.
Uniform Allowance
For grades 70, 71, 72 and 73 the Uniform allowance will be 1%of top step of firefighter annual base pay.
Hours of Work: 2,430 Hours/Year; 46.6 Hours/Week.
8-12 Appendix ,
Table 8-6. Index of Positions and Pay Ranges-Police Department, Commissioned Officers
_Step A, 12 Mos Step 8, 12 Mos Step C, 12 Mos Step 0, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
as pc60 Police Officer 3,804 45,648 1 4,127 49,524 1 4,450 53,400 1 4,771 57,252 5,092 61,104
pc61 Sergeant (15%over Police Officer) 15,856 170,272
Police Commander See Management&Supervisory Matrix,Grade m36
Police Deputy Chief See Management&Supervisory Matrix,Grade m45
Police Chief See Management&Supervisory Matrix,Grade m49
Police Manager See Management&Supervisory Matrix,Grade m34(non-commissioned)
bill Note:3 percent increase for 2004.
Commissioned Police Officer's Hazard Duty and Premium Pay
As compensation for hazardous duty, or for performing in a position requiring advanced training
and skills, the following pay premiums are provided:
Percent
Bicycle Officers 3%
r Detectives 3%
Traffic Assignment 3%
Canine Officer 3%
Ihr Corporal Assignment 7.5%
Training Officer 3%
SRT Assignment 4%
SRO Assignment 3%
Physical Fitness (Deferred Comp) 3%
Patrol Officer- 12 Hr Differential 5.24%
Bomb Squad Paid at rate of double time including
time of search, with 2.5 hrs minimum.
Special Response Team Paid at rate of time and one half
with 3 hrs minimum when called to an
emergency requiring their expertise.
Crisis Communication Unit Paid at rate of double time including
10 time when called to an emergency
situation to assist SRT, with 3 hrs minimum.
Civil Disturbance Unit Paid at rate of double time with 3 hrs
minimum when called to an emergency
requiring their expertise.
Police Commissioned Monthly Longevity Incentive Pay Schedule
Completed Years of Service 5 10 15 20 25
Longevity 2% 4% 6% 10% 12%
nr Monthly Educational Incentive Pay Schedule
AA Degree/90 credits 4%
BA Degree/Masters Degree 6%
■. Deferred Compensation
The City also contributes 3.0 percent of employee's wage base toward deferred compensation.
The City will contribute 3.0 percent of employee's wage base toward deferred compensation for
1rn passing physical fitness prior to beginning of each calendar year.
Police Patrol: Effective 7-1-95, schedule revised to 12 hour(3 on/3 off) shift resulting in additional
109 hours worked per officer per year--2,189 total
Appendix 8-13
Table 8-7. Index of Positions and Pay Ranges-Police Department, Non-Commissioned
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mas
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
n50 Traffic Controller 2 342 28 104 2 546 30,552 2,831 33,972 3,145 37,740 3,298 39,576
n51 Police Service Specialist 21602 31,224 2,810 33,720 3,092 37,104 3,402 40,824 3,570 42,840
n51 Police Secretary 2,602 31,224 2,810 33,720 3,092 37,104 3,402 40,824 3,570 42,840
n52 Animal Control Officer 3,012 36,144 3,254 39,048 3,581 42,972 3,938 47,256 4,133 49,596
n52 I Jailer 3,012 36,144 3,254 39,048 3,581 42,972 3,938 47,256 4,133 49,596
n53 Evidence Technician 3,161 37,932 3,413 40,956 3,756 45,072 4,133 49,596 4,344 52,128
n54 Police Community Program Coordinator 3,392 40,704 3,665 43,980 4,027 48,324 4,342 52,104 4,560 54,720
n56 Electronic Home Detention Jailer 3,314 39,768 3,579 42,948 3,940 47,280 4,331 51,972 4,547 54,564
pn57 Police Service Specialist Lead 3,838 46,056
7.5%above Specialist step E
pn58 Police Service Specialist Supervisor 4,106 49,272
15%above Specialist step E
n59 Jail Sergeant, 15%above Jailer step E 4,754 57,048
n60 Domestic Violence Victim Advocate 1 3,018 36,216 3,281 39,372 3,645 43,740 4,006 48,072 4,217 50,604
n61 Crime Analyst 3,166 37,992 3,440 41,280 3,823 45,876 4,201 50,412 4,423 53,076
Note:3 percent increase for 2004.
Step A, 12 Mos Step B, 12 Mos Step C, 12 Mos Step D, 12 Mos Step E, 12 Mos
Grade Position Title Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly
pn55 Police Administrative Secretary II 3,254 39,048 1 3,421 41,052 F 3,593 43,116 13,775 45,300 3,967 47,604
Position is Non-Union/Salary Increases&Benefits Based on those Negotiated by Police Non-Commissioned:
Police Non-Commissioned Premium Pay
Percent Grade
Bilingual Premium 2% Base Pay
Training Pay/Police Service Specialist 1 hour of straight pay for each day as Trainer
Crisis Communication Unit Paid at rate of double time with 3 hours minimum
Police Non-Commissioned Monthly Longevity Incentive Pay Schedule
Completed Years of Service 5 10 15 20 25
Longevity 2% 4% 6% 10% 12%
Monthly Educational Incentive Pay Schedule
AA Degree/90 credits 4%
BA Degree/Masters Degree 6%
Deferred Compensation
The City contributes 1.5 percent of the employee's base wage to a deferred compensation plan
for all union members in recognition of Police Department's national accreditation.
8-14 Appendix
a<
Table 8-8. Hourly Nonregular Salary Schedule
Grade Step A Step B Step C Step 0 Step E
h01 7.16 7.25
h02 7.50 7.75 8.00 8.25 8.50
h03 8.75 9.00 9.25 9.50 9.75
ti 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
WO 17.50 17.75 18.00 18.25 18.50
h 11 18.75 19.00 19.25 19.50 19.75
h12 20.00 20.50 21.00 21.50 22.00
1113 22.50 23.00 23.50 24.00 24.50
1114 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
Note: Salary Schedule is effective January 1,2004
Suggested Salary Ranges by Position Type
Position Type From To
Office/Engineering Aide 1 $7.16 $9.75
Office/Engineering Aide II $8.75 $13.50
Office/Engineering Aide III $12.50 $18.50
Planner/Coordinator $7.50 $22.00
Laborer $7.16 $13.50
Library Page $7.16 $9.75
Library Associate 1 $10.00 $12.25
Library Associate II/III $12.50 $19.75
Lifeguard/Aquatic $7.50 $14.50
Recreation Leader/Attendant $7.16 $12.00
Recreation Manager/Director $8.75 $14.50
Recreation Asst.Mgr/Director $7.50 $12.25
Instructor $1.00 $1.00
Engineer/Professional $20.00 $50.00
i Note:Nonregular Seasonal,Intermittent,and Project-Specific positions#9900 series.
Appendix 8-15
1
i
RENTON
AHEAD OF THE CURVE
Did You Know?
• Last year, the City of Renton processed 1,101 building permits, including permits
for 34 new multifamily residences, 556 new single-family houses, and 70 new
commercial buildings.
• City staff members volunteered as Neighborhood Liaisons to provide a direct link
between City government and residents.
• Renton's Cable Channel 21 features several City-produced programs and provides
coverage of Council meetings, City events, and development activities.
• The Renton Senior Activity Center offers senior citizens over 55 the opportunity
for fun, friendship, health, and socialization through a variety of activities and ,
services.
• Renton has an impressive public art collection, two professional theater
companies and an active arts community.
• The City of Renton opened a skate park in Liberty Park in 2001.
• The Cedar River Boathouse is home to Cascade Canoe and Kayak Center. For a
fun outdoor experience, rent a canoe or kayak and explore the Cedar River and
the shoreline of Lake Washington.
• Renton ranked fifth among all cities in King County for retail sales with ,
$16.007 million in retail sales taxes collected last year.
• The Kidd Valley Summer Concert Series at Gene Coulon Park offers free
family entertainment.
• Renton offers many redevelopment opportunities and has a permit process that
is fast, efficient, and a role model for the region.
• More than 320 new Renton business licenses were issued to companies that
opened, relocated in Renton, or moved to Renton last year.
• The new 550-seat Renton Community IKEA Performing Arts Center was
constructed in conjunction with Renton High School renovation and was ,
completed in 2003.
• The Renton Community Center offers a variety of summer outdoor recreation
opportunities, including mountain biking, hiking, and sailing.
8-16 Appendix
M
wr
• Gene Coulon Memorial Beach Park, a stunning 55-acre park, has nearly 1.5 miles
of Lake Washington waterfront and more than 1.4 million visitors a year.
• The City of Renton website, www.ci.renton.wa.us, is nationally recognized for its
design, content and ease of use. The site registered more than 1.9 million hits in 2003.
• The numbers of individuals within the Renton community who have completed four or
more years of college is nearly twice the national average.
• The City has maintained a public library system since 1914 and now provides a
reciprocal agreement with the King County Library, allowing citizens to use either
system.
• Renton has a friendly, pro-business climate and ample development opportunities,
j providing room for a multitude of new businesses.
• The IKEA Renton River Days festival attracted nearly 50,000 visitors.
• The Renton Transit Center, a collaborative effort between King County Metro and the
City of Renton, serves as a bus hub for commuters.
• Renton, the fifth largest city in King County, has more than 54,500 residents and more than
to 38,500 jobs.
• The Piazza, a public park in the heart of downtown, the Parking Garage, and the Pavilion
to building all contribute to the revitalization of downtown Renton.
• The Renton Historical Museum has interesting artifacts, information, and memorabilia
documenting Renton's history.
• Clam Lights shine each year at Gene Coulon Memorial Beach Park, providing an exciting
display of thousands of lights.
• Almost 1,500 volunteers participated in different volunteer opportunities and last year,
contributed more than 55,000 hours to the City of Renton.
• A farmers market was located at the Piazza from June through September in 2003.
• Construction began in 2003 for the new Henry Moses Family Aquatic Center, scheduled to open
summer of 2004.
L
it
L
Appendix 8-17
City of Renton, Washington - General Information
DATE OF INCORPORATION.........................September 6, 1901 ELECTIONS:
FORM OF GOVERNMENT...............................Mayor-Council Number of Precincts................. .
TYPE OF GOVERNMENT......................Non-Charter,Code City Number of Registered Voters(2003)............................... 25,334
LOCATION.............:................................11 Miles South of Seattle LICENSES&PERMITS:2003
LAND AREA.......................................................17.2 Square Miles General Business Licenses................................................ 4,560
RANK IN SIZE-STATE OF WASHINGTON.........................10 Amusement Devices............................................................. 141
RANK IN SIZE-KING COUNTY..............................................5 Animal Licenses(Dog&Cat 1,097
POPULATION Official 4/1/03............................................ 54,900
2003 KING CO CERTIFICATION OF ASSESSED VALUATION FIRE PROTECTION:
For the 2003 Tax Roll Year.................................$5,960,091,270 Number of Commissioned Fire Fighting Personnel.............. 105
CITY EMPLOYEES-2004 Budget Number of Non-Commissioned Personnel............................. 12
Full Time Equivalents/FTE) 696.3 Total Number of Fire Personnel('04 Budget)...................... 117
2004 PROPERTY TAX LEVY: (Projected) Number of Fire Stations(includes FD#25)..............................5
General Levy(Includes Fire Pension).....................$18,871,536 Life Support Responses(2003)......................................... 6,232
Special Levy(Excess)................................................. $507,700 All Other Responses(2003).............................................. 2,350
TOTAL 2004 PROPERTY TAX LEVY.....................$19,379,236 Total Number of Responses(2003)................................... 8,582
2004 PROPERTY TAX RATES: (Per$1,000 of Assessed Value) POLICE PROTECTION:
City of Renton-General Levy...................................... $3.1602 Number of Commissioned Police Personnel....................... 88.0
City of Renton-Special Lev..............................................0832 Number of Non-Commissioned Police Personnel............... 40.2
TOTAL CITY OF RENTON PROPERTY TAX RATE $3.2432 Total Number of Police Personnel('04 Budget)................ 128.2
King County.....................................................................1.4315 Number of Calls for Service.............................................53,369
Port of Seattle......................................................................2540 PARKS&RECREATION:
Hospital District#1..............................................................0920 Total Parks&Open Space Acreage1,180
...................................
Renton School District#403 ............................................3.4860 Number of Developed Parks and Playgrounds........................26
State of Washington School Fund.....................................2.7570 Major Facilities: '
Emergency Medical Service................................................2370 Liberty Park
TOTAL 2004 PROPERTY TAX RATES............................$11.5009 Gene Coulon Memorial Beach Park(Lake Washington)
UTILITY TAX RATES: Cedar River Trail
Electricity,Gas(Utility&Use),and City Utilities Maplewood Golf Course
(Water Sewer,Storm Drain,and Solid Waste).......................6% Renton Senior Activity Center
River Park:
TV Cable,Telephone,and Cellular Phone.............................6% Cedar edararco Theatre
SALES TAX RATE: Renton Community Center
State................ 6.5% STREETS:2003
....................................................................
King County Metro..............................................................0.6% State Signed Routes(Arterials).......................................... 10.82
Transit and Traffic Congestion(effective 4/1/01)...............0.2% City Arterials........................................................................62.3
RTA(effective 4/1/97).........................................................0.4% Local Access Streets......................................................... 129.45
City of Renton Local Option................. 1.0% Alleys.................................................................................. 11.10
Total Streets.............. .213.67
.........................................
City of Renton Local Option-Criminal Justice..................0.1% Number of signalized intersections....................................... 105
TOTAL SALES TAX RATE......................................................8.8% UTILITIES:2003
King County Stadium Tax Rate on Food&Beverage WATER UTILITY:
Sales at Restaurants,Bars&Taverns..................................0.5% Total Water Customers.................................................... 15,405
Hotel/Motel Tax.........................................................................1.0% Gallons of Water Produced..................................2,767,052 000
Public Facilities/Rental Car.......................................................1.0% Number of Fire Hydrants...................................................3,162
ADMISSION TAX RATE: Miles of Water Main..............................................................291
Theaters and Other Events......................................................5% SANITARY SEWER UTILITY:
Total Sanitary Sewer Customers..................................... 13,578
BUSINESS LICENSE FEE.......................$55 Per Employee/Year Miles of Gravity Sewer and Force Main............................ 176.7
TWO-YEAR ANIMAL LICENSE FEES: Not Altered Altered STORM DRAINAGE UTILITY:
Dog License $20.00 $10.00 Number of Accounts....................................................... 13,754
Cat License $8.00 $4.50 Miles of Storm Sewers..................................................... 199.42
(Lifetime tags for senior citizens offered at one-time fee.) SOLID WASTE UTILITY:(Contracted Services)
2004 UTILITY RATES: (Reduced rates for low income senior Total Accounts................................................................... 13,125
citizens,and disabled persons available.) AIRPORT:2003
WATER: Area in acres..................................................................... 167.21
Basic Service Charge(3/4"Meter)..................$10.82/Month Feet of Asphalt/Concrete Runway.....................................5'379
ft
Commodity Rate: $1.81/100 C.F.for First 1000 cubic a Total Operations............................................................ 113 260
month,$1.94 charged in excess of 1000 cubic feet. LIBRARY:2003
CITY SEWER:(Single Family Residence)..........$13.04/Month Libraries(Main and Highlands)................................................2
METRO SEWER:(Single Family Residence).......$23.40/Month Number of City Resident Borrowers............................... 29,402
STORM SEWER:(Single Family Residence)..........$5.39/Month Number of Non-Resident/King County Borrowers........, 10,500
GARBAGE RATES:(Residential) Number of Interlibrary Loan Borrowing Libraries.............. 869
1 can(32 gal)/Wk,curbside..................................$13.44/Month Total Books/Holdings .................................................. 158,676
1 additional can,weekly.........................................$8.00/Month Total Titles..................................................................... 112,894
Total Circulation............................................................ 499,792
8-18 Appendix
Budget Glossary
Accounting System: The total set of records and procedures, which are used
to record, classify, and report information on the financial status and
operations of an entity.
Accrual Basis: A basis of accounting in which transactions are recognized at
the time they are incurred, as opposed to when cash is received or spent. Also,
see Modified Accrual Basis of Accounting.
Activity: A combination of people, technology, supplies, methods, and
environment that produce a given product or service.
Ad Val Orem Taxes: A tax levied on the assessed value of real property.
Agency Fund: A fund used to account for assets held by a government as an
agent for individuals, private organizations, other governments, and/or other
r
funds.
Appropriation: Legislation by the City Council that approves budgets for
individual funds. Appropriation ordinances authorize spending in the
personnel services, non-personnel services, employee benefits, equipment
accounts,debt service, and capital categories. Departments cannot 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.
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.
r.
Biennial Budget: A budget applicable to a two-year fiscal period.
Bond(Debt Instrument): A written promise to pay (debt) a specified sum of
money (called principal or face value) at a specified future date (called the
maturity date) along with periodic interest paid at a specified percentage of the
principal (interest rate). Bonds are typically used for long-term debt to pay for
specific capital expenditures.
Budget: Budget adopted by Renton's City Council that goes into effect on
it January 1 st, including amendments through December 31 st, of the current
year.
y Appendix 8-19
Budget(Operating): 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 j
officially approved expenditure ceilings under which the City and its departments
operate.
Budget Adjustment: A procedure to revise a budget appropriation either by City
Council approval through the adoption of a supplemental appropriation ordinance for
any 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 L
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.
8-20 Appendix
a
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.
Council manic Bonds: Council manic 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. Council manic bonds must not exceed .75 percent of the
assessed valuation and voted bonds 1.75 percent.
Debt Manual: A manual that provides comprehensive reference material and
information relevant to City of Renton legal debt responsibilities, limitations,
and authority.
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.
r.
Deficit: (1) The excess of an entity's liabilities over its assets (see Fund
Balance). (2) Expenses exceeding revenue during a single accounting period.
Department: Basic organizational unit of City government responsible for
carrying out a specific function.
rico 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
ke an expense during a particular period.
Division: A group of homogeneous cost centers within a department.
in 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.
IN 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.
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.
Appendix 8-21
Expenditures: Where accounts are kept on the accrual or modified accrual basis of t
accounting, the cost of goods received or services rendered whether cash payments
have been made or not. Where accounts are kept on a cash basis, expenditures are
recognized only when the cash payments for the above purposes are made.
FICA: Federal Insurance Contribution Act is an employment tax levied against both
an employee and employer for Social Security and Medicare taxes.
FEMA: The Federal Emergency Management Act is a Federal initiative designed to
provide financial assistance in the event of an emergency. ,
Fund: An independent fiscal and accounting entity with a self-balancing set of
accounts recording cash and/or other resources together with all related liabilities,
obligations, reserves, 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.
General Obligation Bonds: Bonds for which the full faith and credit of the insuring
government are pledged for payment.
Goal: The end toward which effort or ambition is directed. Condition or state to be
brought about by a course of action.
Indebtedness: The state of owing financial resources to other financial institutions
and investors.
Interfund Payments: Expenditures made to other funds for services rendered. This ,
category includes interfund repairs and maintenance.
Intergovernmental Services: Intergovernmental purchases of those specialized
services typically performed by local governments.
8-22 Appendix
s
Intermittent Employee: An intermittent employee is one who is hired to work
for an indefinite or intermittent period, as needed. An intermittent employee
may work a fluctuating schedule or on an on-call basis, limited to a maximum
of four months of full-time and/or may not work more than 69 hours per
month, not to exceed 1,500 hours in a calendar year.
Internal Service Fund: Funds used to account for the financing of goods or
services provided by one department or agency to other departments or
agencies of the City, or to other governments, on a cost-reimbursement basis.
International Firefighters Union (684): Labor union representing firefighter
officers, lieutenants, captains, and fire battalion chiefs.
LEOFF: Law Enforcement Officers and Firefighters Retirement System
provided in the State of Washington.
LID: Local Improvement District or Special Assessments made against
j� 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
in budgeted exempt or non-exempt position with full or prorated City benefits
and compensated according to the City of Renton Index of Positions and Pay
Ranges.
Long Term Debt: Debt with a maturity of more than one year after the date of
issuance.
Mill: The property tax rate that is based on the valuation of property. A tax
rate of one mill produces one dollar of taxes on each $1,000 of property
valuation.
Mission: A succinct description of the scope and purpose of an organization.
Mitigation Fees: Fees paid by developers toward the cost of future
improvements to City infrastructure, which improvements are required due to
the additional demands generated by new development.
to Modified Accrual Basis of Accounting: The accrual basis of accounting
adapted to the governmental fund-type measurement focus. Under this form of
accounting, revenue and other financial resource increments (e.g., bond
proceeds) are recognized when they become both measurable and available to
finance expenditures of the current period. Expenditures are recognized when
the fund liability is incurred except for certain inventory materials and supplies
10 and prepaid insurance. All governmental funds, expendable trust funds, and
agency funds are accounted for using the modified accrual basis of accounting.
Appendix 8-23
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 Funds: Recurring revenue sources used to finance ongoing operating
expenditures and pay-as-you-go capital projects.
8% Operating Reserve: Unavailable fund balance that represents eight percent of the
operating expenditures.
Operating Transfer: Routine and/or recurring transfers of assets between funds.
Other Services and Charges: A basic classification for services other than personnel
services that are needed by the City. This item includes professional services,
communication, travel, advertising, rentals and leases, insurance, public utility
services, repairs and maintenance, and miscellaneous.
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.
Program: A group of related services or activities that are provided or administered '
by a department or division and accounted for in its budget.
Public Works Trust Fund Loans: A State revolving loan fund that provides low-
interest loans to help local governments maintain or improve essential public works
systems.
Reallocation: The 2003 Original Budget plus salary and benefit reallocations due to I
union contracts settled after the passage of the 2003 budget.
Reserve: See fund balance.
Resources: Total dollars available for appropriations including estimated revenue,
fund transfers, and beginning fund balances.
Retained Earnings: An equity account reflecting the accumulated earnings of the
City.
Revenue: Income received by the City in support of a program of services to the
community. It includes such items as property taxes, fees, user charges, grants, fines
and forfeits, interest income and miscellaneous revenue.
8-24 Appendix '
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
1k from a specific revenue source for some future period, typically, a future fiscal
year.
lu Revenue Manual: A manual that provides comprehensive reference material
and information on City of Renton revenue including legal authority and
parameters.
ra Revenue for Reserve: Revenue placed in a fund balance reserve account.
Salaries and Wages: Amounts paid for personal services rendered by
IN employees in accordance with rates,hours, terms and conditions authorized by
law or stated in employment contracts. This category also includes overtime
and temporary help.
"" Special Revenue Fund: A fund used to account for the proceeds of specific
revenue sources that are legally restricted to expenditure or specified purposes.
ik Supplemental Appropriation: An appropriation approved by the Council after
the initial budget appropriation.
in 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
IN equipment.
TIP: Transportation Improvement Program is a comprehensive program used
to identify specific transportation projects for improvement to enhance local,
ik, 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.
in Trust Fund: Funds used to account for assets held by a government in a
trustee capacity for individuals, private organizations, other governments, and/
or other funds.
UTGO: Unlimited Tax General Obligation bonds are voter approved and
retired by a tax levy commonly referred to as an excess levy.
10 Use of Prior Year Revenue: Fund balance from prior year revenue to be used
to offset current year expenditures.
Washington State Council of County and City Employees, Local 2070
(Division ofAFSCME): Labor union representing all regular non-exempt
personnel, grades 1 through 29.
Appendix 8-25
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8-26 Appendix