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:ITY OF RENTON
RLuEIVED
;i I Y CLERK'S OFFICE City of Renton, Washington
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� 2005 BUDGET
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Acknowledgments
Michael Wilson Interim Finance and Information Services Administrator
Sylvia Doerschel Finance Analyst Supervisor
Jill Masunaga Finance Analyst III
David Lemenager Accounting Assistant III
Vidyalakshmi Vinod Budget Intern
DeAnna Fricke Administrative Secretary II
llfli Linda Parks Finance Analyst Supervisor
Linda Dixon Finance Analyst III
ow Nancy Violante Grant Account
Beth Haglund Form/Graphics Technician
Deborah Willard Print and Mail Coordinator
Cover Design Keiler Design
imp Contact
Renton City Hall
aw 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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lime Table of Contents
Page
GFOA Award ix
to Mission Statement and Business Plan Goals x
City of Renton Mayor and City Council Photographs xi
to Reader's Guide to the Budget xiv
1 INTRODUCTION
Budget Message from the Mayor
so Financial and Operational Policies 1-1
2 BUDGET AT A GLANCE
io 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 2005 2-7
Table 2-3. Revenue Detail Over Time 2-8
Table 2-4. Expenditure Over Time 2-9
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Figure 2-1. Fund Groups 2-10
Figure 2-2. Employment History- City of Renton 2-11
r 2005 Staffing Levels 2-11
Economic Overview 2-12
3 OPERATING BUDGET
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
to Division Core Services 3-7
Table 3-3. City Councilmembers and Committees 3-7
to Figure 3-1. Legislative Overview 3-9
Table 3-4. Position Listing-Legislative 3-11
Administrative,Judicial, and Legal Services 3-13
am Mission Statement 3-13
Division Core Services 3-13
to Figure 3-2.Administrative, Judicial, and Legal Services Overview 3-15
Major Department Changes for 2005 3-16
Mayor's Office 3-17
City Clerk 3-21
City Attorney 3-24
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Hearing Examiner 3-26
Court Services 3-28
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Table of Contents iii
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3 OPERATING BUDGET(continued)
Table 3-5.Administrative, Judicial, and Legal Services Performance and
Workload Indicators 3-30
Table 3-6.Administrative, Judicial, and Legal Services Position Listing 3-31
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Economic Development,Neighborhoods, and Strategic Planning 3-33
Mission Statement 3-33
Division Core Services 3-33
Major Department Changes for 2005 3-35
Figure 3-3. Economic Development Overview 3-36 -
Table 3-7. Economic Development Performance and Workload Indicators 3-37
Table 3-8. Economic Development, Neighborhoods, and Strategic Planning Position Listing 3-38
Finance and Information Services 3-39
Mission Statement 3-39—
Division Core Services 3-39
Figure 3-4. Finance and Information Services Overview 3-40
Major Department Changes for 2005 3-41
Finance Division 3-42
Information Services Division 3-45
Table 3-9. Finance and Information Services Performance and Workload Indicators 3-48
Table 3-10. Finance and Information Services Position Listing 3-48
Human Resources and Risk Management 3-51
Mission Statement 3-51
Division Core Services 3-51
Figure 3-5. Human Resources and Risk Management Overview 3-52
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Major Department Changes for 2005 3-53
Administration and Civil Service Division 3-55
Risk Management Division 3-57
Table 3-11. Human Resources and Risk Management Department
Performance and Workload Indicators 3-59
Table 3-12. Human Resources and Risk Management Position Listing 3-59
Police Department 3-61
Mission Statement 3-61
Division Core Services 3-61
Figure 3-6. Police Department Overview 3-63
Major Department Changes for 2005 3-64
Administration Division 3-66
Patrol Operations Division 3-68
Patrol Services Division 3-70
Investigation Division 3-72
Administrative Services Division 3-74
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3 OPERATING BUDGET(continued)
Staff Services Division 3-76
Auxiliary Services Division 3-78
Table 3-13. Police Department Performance and Workload Indicators 3-80
Table 3-14. Police Department Position Listing 3-81
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Fire Department 3-83
Mission Statement 3-83
err Division Core Services 3-83
Figure 3-7. Fire Department Overview 3-84
Major Department Changes for 2005 3-85
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Administration Division 3-87
Emergency Response Division 3-90
ON Prevention Division 3-92
Training Division 3-94
Disaster Management Division 3-97
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Table 3-15. Fire Apparatus by Station 3-99
Table 3-16. Fire Apparatus by Vehicle 3-99
Table 3-17. Fire Department Performance and Workload Indicators 3-100
Table 3-18. Fire Department Position Listing 3-t01
Community Services 3-103
Mission Statement 3-103
Division Core Services 3-103
Figure 3-8. Community Services Overview 3-104
Major Department Changes for 2005 3-106
Administration Division 3-108
Facilities Division 3-110
Parks Division 3-112
to Parks Division-Maplewood Golf Course 3-115
Recreation Division-Recreation Services 3-117
Recreation Division-Aquatic Center 3-119
im Recreation Division-Renton Community Center 3-121
Recreation Division-Renton Senior Activity Center 3-123
do Human Services Division 3-125
Library Division 3-128
Table 3-19. Community Services Performance and Workload Indicators 3-130
go Table 3-20. Community Services Position Listing 3-132
Planning/Building/Public Works 3-137
Mission Statement 3-137
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Division Core Services 3-137
Figure 3-9. Planning/Building/Public Works Overview 3-139
im Major Department Changes for 2005 3-140
Table of Contents v
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3 OPERATING BUDGET(continued)
Administration Division 3-144
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Development Services Division 3-147
Maintenance Services Division 3-150
Transportation Systems Division 3-153
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Utility Systems Division 3-158
Table 3-21. Planning/Building/Public Works Department Performance and
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Workloadindicators 3-163
Table 3-22. Planning/Building/Public Works Position Listing 3-165
Other City Services 3-171
Mission Statement 3-171
Figure 3-10. Other City Services Overview 3-171
Major Department Changes for 2005 3-173
4 DEBT SERVICE
Introduction 4-1
Figure 4-1. Debt Margin Availability 4-1
Table 4-l. 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, 2004(Dollars in Thousands) 4-6
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Figure 4-3. Limited Tax General Obligation Debt Through 2022 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 4-12
Revenue Bonds 4-12
Public Works Trust Fund Load Debt 4-13
5 CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program 5-1
Table 5-l. 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
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 5-5
Table 5-8. Summary of Transportation CIP Projections 5-6
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5 CAPITAL IMPROVEMENT PROGRAM(continued)
Table 5-9. Summary of Renton Airport CIP Projections 5-8
Table 5-10. Summary of Maplewood Golf Course CIP Projections 5-9
Table 5-11. Summary of Water Utility CIP Projections 5-10
Table 5-12. Summary of Wastewater Utility CIP Projections 5-11
Table 5-13. Summary of Surface Water Utility CIP Projections 5-12
6 BUDGET BY FUND
to Budget by Fund 6-1
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
so Table 6-3. Fund 000, General Fund 6-5
Table 6-4. Fund 007, Parking Garage Maintenance Fund 6-6
Table 6-5. Fund 010, Fire Memorial Fund 6-7
Table 6-6. Fund 101, Park Fund 6-8
Table 6-7. Fund 102,Arterial Street Fund 6-9
Table 6-8. Fund 103, Street Fund 6-10
Table 6-9. Fund 104, Community Development Block Grant Fund 6-11
Table 6-10. Fund 106, Library Fund 6-12
Table 6-11. Fund 110,Hotel/Motel Fund 6-13
Table 6-12. Fund 118, Reserve for Paths and Trails Fund 6-14
Table 6-13. Fund 125, 1 Percent for Art Fund 6-15
Table 6-14. Fund 127, Cable Communications Development Fund 6-16
as Table 6-15. Fund 131, Park Memorial Fund 6-17
Table 6-16. Funds 201/207/2121215, Limited Tax General Obligation Bond Funds 6-18
Table 6-17. Funds 201, Limited Tax General Obligation Bond Fund(City Hall) 6-19
gr Table 6-18. Fund 207, Limited Tax General Obligation Bond Fund(Senior Center) 6-20
Table 6-19. Fund 212, Limited Tax General Obligation Refunding Bonds Fund
(City Shops) 6-21
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Table 6-20. Fund 215, General Governmental Miscellaneous Debt Service Fund 6-22
Table 6-21. Funds 213/219, Unlimited Tax General Obligation Bond Funds 6-23
to Table 6-22. Fund 213, Unlimited Tax General Obligation Refunding Bond Fund
(Coulon Park) 6-24
Table 6-23. Fund 219, Unlimited Tax General Obligation Bond Fund(Senior Housing) 6-25
Table 6-24. Fund 220, L.LD. Debt Service Fund 6-26
Table 6-25. Fund 221, L.LD. Guaranty Fund 6-27
Table 6-26. Fund 301, Garage Capital Improvement Project Fund 6-28
Table 6-27. Fund 303, Community Development Impact Mitigation Fund 6-29
Table 6-28. Fund 304, Fire Impact Mitigation Fund 6-30
Table 6-29. Fund 305, Transportation Impact Mitigation Fund 6-31
Table 6-30. Fund 306, Leased City Properties 6-32
Table 6-31. Fund 307,Aquatics Center 6-33
Table of Contents vii
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6 BUDGET BY FUND(continued)
Table 6-32. Fund 316, Municipal Facilities Capital Improvement Fund 6-34
Table 6-33. Fund 317, Transportation Capital improvement Fund 6-35
Table 6-34. Fund 401, Waterworks Utility Fund 6-36
Table 6-35. Fund 402,Airport Fund 6-37
Table 6-36. Fund 403, Solid Waste Utility Fund 6-38
Table 6-37. Fund 404, Municipal Golf Course System Fund 6-40
Table 6-38. Fund 421, Waterworks Utility Construction Fund 6-41
Table 6-39. Fund 424, Municipal Golf Course System Capital Improvement Fund 6-42
Table 6-40. Fund 451, Waterworks Revenue Bond Fund 6-43
Table 6-41. Fund 461, Waterworks Bond Reserve 6-44
Table 6-42. Fund 471, Waterworks Rate Stabilization.Fund 6-45
Table 6-43. Fund 481, Waterworks Bond Fund 6-46
Table 6-44. Fund 501, Equipment Repair and Replacement 6-47
Table 6-45. Funds 502/512/522,Insurance Funds 6-49 `
Table 6-46. Fund 502, Insurance Fund 6-50
Table 6-47. Fund 512, Insurance, Healthcare Fund 6-51
Table 6-48. Fund 522, LEOFFI Retiree Healthcare Insurance Fund 6-52
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Table 6-49. Fund 601, Firemen's Pension Fund 6-53
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, 2005 Revenue, Expenditures, Fund Sources,All Funds 7-4
8 APPENDIX
Appendix 8-1
General Information 8-2
Table 8-1. Largest Taxpayers 8-4
Table 8-2. Principal Employers 8-4
Figure 8-1. Full-Time Employee(FTE)Staffing Levels per/,000 Renton Citizens 8-5
Figure 8-2. 2002 Comparison of Renton Taxes and Rates 8-6 IiW
Did You Know? 8-8
Budget Glossary 8-12
Table 8-3. Index of Positions and Pay Ranges-Elected Officials, Management,
and Nonunion Supervisory 8-19
Table 8-4. Index of Positions and Pay Ranges-Local 2170 8-22
Table 8-5. Index of Positions and Pay Ranges-Fire Department,Commissioned Officers 8-25
Table 8-6. Index of Positions and Pay Ranges-Police Department,Commissioned Officers 8-26
Table 8-7. Index of Positions and Pay Ranges-Police Department
Non-Commissioned Officers 8-27
Table 8-8.Hourly Nonregular Salary Schedule 8-28
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,,. GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
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City of Renton
.. Washington
For the Fiscal Year Beginning
January 1, 2004
President Executive Director
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The Government Finance Officers Association of the United States and Canada
�. (GFOA) presented an award of Distinguished Budget Presentation to the City of Renton
for its annual budget for the fiscal year beginning January 1, 2004. In order to receive this
award, a government unit must publish a budget document that meets program criteria as
1, 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 contin-
ues to conform to program requirements and we will submit the final 2005 Budget to GFOA
an to determine its eligibility for another award.
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CITY OF -�
VISION
Renton: A world-class city where people
choose to live, work, and play
x MISSION
�,. . The City of Renton, in partnership with
residents, businesses,and schools is dedicated to:
... •Providing a healthy atmosphere to live and raise families
•Encouraging responsible growth and promoting economic vitality
•Creating a positive community work environment '
•Meeting service demands through innovation and commitment to excellence
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y
�4
BUSINESS PLAN GOALS • 2005-2010
Promote ; Promote ; Promote the : Meet the service ; Influence
citywide ; neighborhood City's image in ; demands that regional
economic revitalization the community contribute to the decisions that
development and region livability of the impact the City
*Support the vitality
• community
*Continue aggressive of neighborhoods •Engage our diverse ; *Aggressively pursue
redevelopment efforts through community citizenry in City goals, transportation and
Downtown and in the involvement and ; challenges,and ; •Develop and ; other regional
Highlands improved achievements maintain quality improvements and
infrastructure City infrastructure, ; services that benefit
*Facilitate quality •Continue the City's amenities,and services Renton
development of *Ensure quality marketing efforts '
waterfront land development citywide through expanded ; *Provide efficient ; *Ensure that
partnerships services through annexations,service
*Recruit and retain *Create opportunities partnering,innovation, changes,and other
businesses to ensure for new investment •Project Renton's and outcome agreements benefit
a diversified ; in the Highlands ; positive image through management Renton
employment base and South Renton superior service
neighborhoods delivery *Support productivity *Actively oppose
*Transition surplus through training,tools, unfunded mandates
industrial properties to ; and technology and other proposals
their highest and best that negatively impact
use
. Renton
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1 Mayor of City of Renton
Kathy Keolker-Wheeler
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Renton City Council
From left to right: Marcie Palmer, Don Persson, Terri Briere, Denis Law,
Dan Clawson, Toni Nelson, and Randy Corman
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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. Her letter articulates
City initiatives and issues for the 2005 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.
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 are providing the
expanded tables complete with their related details.
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Section 8: The Appendix
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
used budget terms.
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Budget Detail
The Annual Detail Budget is issued as a separate document to support this
1 budget. It provides actual and budget revenue and expenditures by account
number, by year.
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Introduction
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G �
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Gty of Renton
2005 Budget
Ls;, CITY OF RENTON
RMayor
Kathy Keolker-Wheeler
March 31, 2005
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.. Dear Citizens of the City of Renton and Honorable Renton City Councilmembers:
I would like to extend my sincere appreciation to the Renton City Councilmembers and City staff for the
dedicated effort put forth in the preparation and adoption of the City of Renton's 2005 Annual Budget. This
collaborative partnership resulted in the City Council's final approval of a dynamic budget document that
effectively addresses the delivery of essential services, programs, and projects to our citizens through this
year. Complementary to the 2005-2010 Business Plan Goals, our primary focus in 2005 will be to: 1)build
new relationships, 2) foster existing partnerships, 3) support activities that nurture the community, and 4)
enhance our connections with the business community.
We are facing an interesting and perplexing challenge in addressing the future financial health and welfare of
our City. Although the City of Renton's economy is strong, we face ongoing changes to a State funding
structure that may continue to adversely impact the City's future fiscal stability. We will be challenged in
ft 2005 to examine how we do business. In order to continue to sustain adequate levels of City services and
programs for our citizens, we will need to explore new ways to expand our tax base, examine our fees for
services, and investigate potential reductions in non-mandatory and non-essential programs.
As we began the 2005 budget preparation process early last year, we learned that our General Governmental
funds could be reduced by an additional eight percent as a result of another proposed citizen initiative. The
prospect of a revenue shortfall of this magnitude prompted the City Administration and Council to question
our budgetary assumptions and forced us to focus on a comprehensive review of General Governmental
services and programs. This type of comprehensive budget and funding review is a real change in the way
we plan,prioritize, and deliver municipal services,but it will be a necessary and continuing process to ensure
we are using our resources wisely.
Considerable effort was made to improve the budget preparation process this year through innovative
r• planning and use of new ideas to create synergy. The 2005 budget document was constructed based on the
idea that overhead, management, and internal services could be reduced. We built this budget by creatively
examining how we could be better organized and operate in a more efficient and cost-effective manner.
2005 BUDGET OVERVIEW
® The City of Renton's 2005 Annual Budget is comprised of 43 separate funds. The adopted 2005 Annual
Budget totals $150,349,200. This compares with the 2004 Adjusted Annual Budget of$184,431,100 and the
2004 actual year-end expenditures of$152,073.700. The Annual Budget includes the following seven fund
categories: General Governmental funds, Special Revenue funds, Debt Service funds, Enterprise funds,
r Capital Project funds, Internal Service funds, and Trust/Agency funds. In addition to preparing a
comprehensive overview/summary of each of the major budgets, a comparison of the 2005, 2004, and 2003
expenditures of each fund is provided in the following paragraphs.
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The City's basic financial structure will be challenged in 2005 and beyond to continue to produce the
necessary revenues to meet rising operational and capital expenses. Over the last few years, our revenues
s and our expenditures have not always been properly aligned, with the City often having to balance the
General Governmental expenditures with existing fund balances. This financial dilemma is due to a number
of factors including past decisions by the State Legislature and recent decisions by the voters of our State to
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1055 South Grady Way-Renton,Washington 98055-(425)430-6500/FAX(425)430-6523 R E N T O N
®This paper contains 50%recycled material,30%post consumer AHEAD OF THE CURVE
restrict tax growth. Legislative decisions to provide tax breaks to manufacturing and research companies to
cut back on revenues the State shares with local government, and the decision to cap property taxes have
further complicated the City's ability to produce adequate revenues to fund traditional levels of services and
programs. Over the last several years, these adverse State actions have largely offset the gains the City has
made through our progressive economic development efforts.
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The one percent limitation on our property tax collections enacted by Initiative 747 has severely reduced the
growth in property tax revenues we have been accustomed to using for General Governmental services. As a
result of this property tax lid,the City's portion of this year's property tax rate will decrease by two cents per
thousand dollars of assessed property valuation.
Although the challenges of our new fiscal environment may be difficult to overcome, last year did raise
many promising signs for the health of our local economy that we hope will continue to improve. A positive no
indicator of the City's economic health was the four percent growth in our sales tax revenue base. Another
indicator was the tremendous growth in the collection of real estate excise taxes resulting from the strong real
estate sale activity in 2004. This revenue source more than doubled over the previous year's collection, ■i
resulting in nearly $2.3 million of additional revenues generated for capital projects. We witnessed
continued significant growth in revenues from new construction, with over $200 million in new assessed
valuation added to our property tax rolls last year. Single-family housing construction and sales continued to so
boom with 500 building permits issued and 1,771 homes sold last year. We have also seen renewed interest
in new development projects in downtown Renton and the Valley that should bring new jobs and housing
opportunities in this new year.
While Renton lost 12,000 Boeing jobs over the past five years due to relocation of employees and the
termination of Boeing's 757 program, the company's employment levels have stabilized. Production of the
737 is actually increasing and the future of the 737 in Renton appears secure well beyond this decade. The
Federal Government's decision to award the Navy's Multi-Mission Maritime Aircraft to The Boeing
Company, and Boeing's decision to build what is projected to be 300 of the new "submarine hunters" at the
Renton Plant means more than 1,000 additional jobs in our community. Production is also ramping up at
PACCAR's Kenworth Plant,resulting in the addition of more than 550 jobs this past year.
We are looking forward to the redevelopment of surplus property at Boeing's Renton Plant commencing in ri
late 2005. Boeing has secured a developer to plan and construct a significant retail and entertainment center
on forty-six acres of under utilized property. This major redevelopment project will begin the transformation
of the emerging South Lake Washington neighborhood. This exciting development will provide Renton ,r
residents with a new community gathering place and will bring a new array of retail shopping opportunities
to our City.
Ed
I. GENERAL GOVERNMENTAL FUNDS
The General Governmental Funds are a category of funds that provide the primary general government
services to the City. The 2005 City Budget includes eight General Governmental funds that include the to
General Fund, Parking Garage Maintenance, Parks, Street, Library and three Debt Service funds. These
combined General Governmental budgets total $68,803,000. This compares with the 2004 General
Government actual expenditures in 2004 of$66,845,146. In 2004, the General Governmental budgets were +r
balanced by using $1.4 million of available "fund balance." In 2005, less than $1.1 million of available
"fund balance"is needed to balance the combined General Governmental budgets.
• General Fund (Fund 000) — This is the primary operating fund of the City that includes the cost of rrl
public safety, planning and building, human services, economic development, community services,
legal, finance/information services, and general administration. The 2005 beginning fund balance of
ed
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this Fund was budgeted at $6,682,351. Since less than $1.1 million of this fund balance was used to
balance the Budget, the General Fund is expected to end the year with a cash balance in excess of
$5.6 million.
• Parking Garage Maintenance (Fund 007) — This fund was created in 2003 to pay for the operations
and maintenance of the parking garage in 2004 and 2005 with revenues from interest earnings and
fees from the Garage CIP Fund. The 2005 beginning fund balance of this Fund was budgeted at
$70,000.
• Parks (Fund 101) — This fund accounts for the City's parks and recreation programs, operations,
maintenance, improvements to municipal buildings, and landscaping and street tree maintenance.
The 2005 beginning fund balance of this Fund was budgeted at$953,155.
• Street (Fund 103) — The Street program generates 71 percent of its revenue from general tax sources
including property and utility taxes. The 2005 beginning fund balance of this Fund was budgeted at
" $828,172.
• Library (Fund 106) — This fund accounts for the operation of two City libraries and the City
Historical Museum with 97 percent of the revenues coming from property taxes. The 2005
beginning fund balance of this Fund was budgeted at$639,588.
• LTGO Bonds/Gen Govt. Misc. (Fund 201) — This fund was established to account for the 1997 and
2001 debt issues associated with the Main and Grady building purchase and renovation. The 2005
beginning fund balance of this Fund was budgeted at$15,806.
• 1978 LTGO Bonds (Fund 207) — This debt issue for the Senior Center was refunded in 1997. The
2005 beginning fund balance of this Fund was budgeted at$27,030.
r • Gen Govt. Misc. Debt Service. (Fund 215) — This fund maintains the revenue and expenditures for
the debt issues associated with the purchases of equipment, lighting project for City Hall, and
construction of the downtown parking garage and new fire station. The 2005 beginning fund balance
of this Fund was budgeted at$1,647,203.
Fund 2003 Actual 2004 Budget 2005 Budget
,,. General Fund $43,905,677 $48,876,800 $47,933,500
Parking Garage Maintenance -0- 68,700 70,000
Parks 8,968,215 10,708,800 10,462,100
r Street 5,558,444 6,455,000 6,286,200
Library 1,470,933 1,646,300 1,494,700
LTGO Bonds/Gen. Govt. Misc. Debt Service 652,063 654,300 654,300
1978 LTGO Bonds (Senior Center) 34,544 28,900 35,900
General Govt. Misc. Debt Services 2,111,012 2,255,900 1,866,300
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General Governmental Funds $62,700,888 $70,694,700 $68,803,000
The adopted 2005 General Fund budget, comprised of sixteen departments,totals$47,933,500. The General
Fund departments consist of the following: Legislative, Court Services, Executive, Finance/Information
Services, City Attorney, Planning/Building/Public Works (split into three budgeted departments), Police,
Fire, Hearing Examiner, City Clerk, Human Resources, Parks, Economic Development, and Non-
Departmental. The 2005 General Fund will see increased expenditures due to increased payments to the
LEOFF I Healthcare fund, rising cost of employee medical benefits and salary increases, and increases in
contributions to employees' PERS and LEOFF benefit programs. PERS rates will increase from 1.38 percent
VM to 4.72 percent and LEOFF II rates will increase from 3.25 percent to 5.21 percent. These rate increases will
go into effect in July 2005 and will cost the City $500,000 for this six-month period.
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These escalating employee benefit costs are being offset with cuts in staff. The 2005 Budget eliminates five
regular City positions: Judicial Specialist, Finance Analyst Supervisor, Human Resources Analyst, Assistant
Library Director, and a Capital Project Coordinator. In addition, 2.2 equivalent full-time positions were cut
through reductions in temporary and part-time help in the Planning/Building/Public Works Department. The
2005 Budget includes the addition of two new positions in the Police Department: a Code Enforcement
Officer and a Police Specialist. r
The most distinguishable objectives in the 2005 General Fund budget are as follows:
1) Implement the Renton Statistics (RenStat) program to meet the citizens' priorities for better, stronger
neighborhoods by using computer statistics to guide law enforcement personnel efforts and the Renton's
Enhanced nuisance Abatement and Code enforcement Team (REACT) program by using code
enforcement and law enforcement personnel to effectively respond to a variety of"quality of life" issues
throughout the City of Renton. The addition of a Police Specialist and Code Enforcement Officer in the
2005 Budget will assist in these programs.
2) Begin implementing the redevelopment plans for the South Lake Washington area consistent with the
Urban Center North Comprehensive vision and design guideline. r
3) Develop the Highland Subarea Plan to establish a vision and process to create a vibrant retail and
neighborhood area.
4) Implement financial management initiatives to include upgrade of the payroll employee timekeeping r
system, citywide credit card acceptance program, and developing an on-line bill paying system for utility
customers.
5) Complete major park facility planning and construction projects to include the following: replace play r
areas at Kennydale Lions and Burnett Linear Parks; renovate tennis courts at Liberty Park and Coulon
Park; refurbish Riverside Park bridge deck; renovate volleyball courts at Coulon Park; develop a master
plan for the Narco property and Heather Downs Park.
6) Plan transportation and utilities infrastructure on the Boeing property and work to secure funding to
extend Strander Boulevard.
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II. OTHER FUNDS
Most City of Renton programs are funded from revenue sources outside the General Governmental funds. ..
These other funds have combined expenditures well in excess of the General Governmental budgets
amounting to nearly 67 percent of the total City Budget. The nature of the sources of revenue for these funds
mandates that these monies be used exclusively for specific purposes. As a result, they are budgeted and
accounted for in separate funds. Summaries for each fund can be found in the total Expenditure/Expense
table.
A. Special Revenue Funds
The Special Revenue Funds are a category of funds that account for proceeds of specific revenue sources that
are legally restricted for specific purposes and expenditures. The 2005 Budget includes seven special
revenue funds:
r
• Arterial Streets (Fund 102) — This is a dedicated capital construction fund for the purpose of making
capital improvements to the City's arterial street system as provided in the City's Transportation
Improvement Plan,with the primary source of revenue coming from the half-cent State gasoline tax.
The entire budget amount from this fund in 2005 will be transferred into the Transportation CIP
Fund(Fund 317)to fund the continuing street overlay program. The 2005 beginning fund balance of
this Fund was budgeted at$204,419. w
r
go
• Community Development Block Grant (Fund 104) — The CDBG program is responsible for the
administration of the federal Community Development Block Grant program. The 2005 beginning
fund balance of this Fund was budgeted at$28,634.
• Hotel/Motel Tax (Fund 110) —This fund was established as a special revenue fund for the collection
and expenditure of lodging taxes that are to be used for stadium facilities, convention center
facilities, performing arts facilities, visual arts centers, and the promotion of tourism. The 2005
beginning fund balance of this Fund was budgeted at$254,848.
• Reserve for Paths & Trails (Fund 118) — This fund provides a reserve source of funds for the
establishment and maintenance of certain pedestrian pathways and trails. The 2005 beginning fund
w balance of this Fund was budgeted at$2,826.
•
1% For Arts (Fund 125) — This fund was created to account for artwork expenditures in municipal
construction projects. An art project will be selected in 2005 for the Downtown Parking Garage. The
'r 2005 beginning fund balance of this Fund was budgeted at$98,548.
• Cable Commission (Fund 127) — This fund provides for the costs of promotion and development of
the cable commission and the broadcast of public information over the government access cable
channel. The 2005 beginning fund balance of this Fund was budgeted at$205,438.
• Parks Memorial (Fund 131) — This fund accounts for the collection of all gifts made to the City for
benefit of the Parks and Recreation programs. The 2005 beginning fund balance of this Fund was
r budgeted at$100,690.
Fund 2003 Actual 2004 Budget 2005 Budget
Arterial Street $353,500 $353,500 $353,500
Community Development Block Grant 292,538 288,521 314,500
Hotel/Motel Tax 199,784 215,500 220,000
Reserve for Paths and Trails -0- -0- -0-
1%for Arts 45,701 50,000 50,000
Cable Commission 23,393 36,600 38,900
Park Memorial -0- -0- -0-
Special Revenue Funds $914,916 $944,121 $976,900
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B. Debt Service Funds
The Debt Service Funds are budgeted in order to establish a clearer understanding of the accounting and
�. expenditure of such debt service accounts. The City currently has two debt service funds:
• Unlimited GO Bonds/Senior Housing (Fund 219) — This fund was established to account for the
accumulation of resources for the payment of principal and interest for various general obligation
1° and local improvement district (LID) bonds used to fund capital improvement projects and
equipment acquisitions. The 2005 beginning fund balance of this Fund was budgeted at$572,661.
• LID Debt Service (Fund 220) — This fund was established to account for the accumulation of
resources for the payment of principal and interest for various general obligation and local
improvement district bonds used to fund capital improvement projects and capital equipment
acquisition. The 2005 beginning fund balance of this Fund was budgeted at$43,188.
VM
Fund 2003 Actual 2004 Budget 2005 Budget
Unlimited Tax GO Bond Fund $507,920 $536,500 $519,100
LID Debt Service 735,600 17,400 12,800
Debt Service Funds $1,243,520 $553,900 $540,459
C. Capital Improvement Funds
The Capital Improvement Funds account for the acquisition and/or construction of major capital projects by
the City unless projects are financed by Proprietary funds. The City of Renton currently has eight Capital
Improvement Funds:
• Garage Capital Project (Fund 301) — This capital fund was established to account for and fund the
planning, design and construction of the new Downtown Parking Garage. After 2005, this fund can
be deleted with the residual balance being transferred into Municipal Facilities capital fund or used
to pay down existing debt. The 2005 beginning fund balance of this Fund was budgeted at$172,992.
• Community Development Mitigation (Fund 303) —This fund was established to account for and fund
mitigation of development impacts relating to Community Development/Parks. The 2005 beginning ..
fund balance of this Fund was budgeted at$300,411.
• Fire Mitigation (Fund 304) — This fund was established to account for and fund mitigation of
development impacts relating to Fire capital equipment/facilities. The 2005 beginning fund balance `
of this Fund was budgeted at$742,174.
• Transportation Mitigation (Fund 305)—This fund was established to account for and fund mitigation
of development impacts relating to Transportation system capital improvements. The 2005
beginning fund balance of this Fund was budgeted at$4,196,343.
• Leased City Properties (Fund 306) — This fund was established to account for the collection of
revenues and expenditures for leased City property. The 2005 beginning fund balance of this Fund ..
was budgeted at$651,675.
• Aquatics Center (Fund 307) — This fund was established to account for and fund the construction of
the new Henry Moses Aquatic Center. After 2005, this fund can be deleted with the residual balance ...
being transferred into Municipal Facilities capital fund or used to pay down existing debt. The 2005
beginning fund balance of this Fund was budgeted at$177,390.
• Municipal Facilities Capital Improvements (Fund 316) —This fund accounts for expenditures related
to General Government capital projects, major leases and equipment purchases and special projects.
The most significant projects to be funded in 2005 include Parks development projects and computer
system acquisitions. Excise tax from real estate sales is the major source of revenue receipted into
this fund. The 2005 beginning fund balance of this Fund was budgeted at$8,182,809.
• Transportation Capital Improvements (Fund 317) — This fund accounts for the transportation system
capital improvement projects highlighted by some of the following 2005 projects: complete
construction of Phase I, SR-169 project; complete design of Phase I, SW 27th/ Strander Blvd;
complete design of Rainier Avenue project; complete Benson Road Curb ramps/sidewalks; complete
construction of Lake Washington slip plane project; complete design of South Lake Washington
Phase I project; construct the 2005 overlay project; signalize intersection at NW 4<h Street and
Hoquiam; and begin Houser Way Bridge painting project. The 2005 beginning fund balance of this
Fund was budgeted at$10,539,176.
Fund 2003 Actual 2004 Budget 2005 Budget
Garage Capital Project $2,289,468 $1,915,200 $ -0-
Community Development Mitigation 992,272 1,275,000 255,000
Fire Mitigation 3,704,564 1,596,300 300,000
Transportation Mitigation 712,325 1,389,300 1,313,400
Leased City Properties 527,752 877,000 446,700
Aquatics Center 3,775,975 1,123,500 -0-
Municipal Facilities Capital Improvements 4,736,467 9,150,400 4,335,000
Transportation Capital Improvements 4,262,358 10,676,400 7,986,500
Capital Improvement Funds $21,001,181 $28,003,100 $14,636,600
r
r
D. Enterprise Funds
The Enterprise Funds are proprietary funds containing activities that operate in a manner similar to private
business. The City has budgeted funding for ten Enterprise Funds for 2005:
• Waterworks Utility (Fund 401) — This fund program was established to account for and fund the
combined water, sewer, and stormwater utility operations, with the main source of revenues coming
r from utility charges and fees. The Budget includes small rate increases in 2005 for the City's water
and sewer services and no increase in the stormwater charge. These water and sewer rate increases,
two percent and three percent respectively, added 90 cents to the average monthly utility bill. The
Metro King County Council, however, increased the water treatment rate by 9.4 percent. This
County pass-through charge increases the monthly wastewater bill from$23.40 to$25.60 resulting in
an additional $2.20 increase. These combined utility rate changes increase the average monthly
water/sewer/storm bill from $66.23 to $69.33. The 2005 beginning fund balance of this Fund was
budgeted at$6,868,140.
• Airport (402) — This fund was created to fund the operation, capital improvements, and maintenance
of the Renton Municipal Airport. The 2005 beginning fund balance of this Fund was budgeted at
+� $2,343,581.
• Solid Waste Utility (Fund 403) —This fund was established to account for and fund the collection and
disposal of garbage through a contract service provider. The 2005 beginning fund balance of this
,. Fund was budgeted at$1,297,935.
• Golf Course Operating (Fund 404) — This enterprise fund was established to fund the operation and
maintenance of the Maplewood Golf Course. The 2005 beginning fund balance of this Fund was
,,. budgeted at$1,296,105.
• Waterworks Utility Construction (Fund 421) — This fund provides capital funding support for water,
sewer, and stormwater capital projects identified within the six-year CIP program. The primary
,• sources of revenue come from system development charges, loans, and revenue bonds. Projects
programmed for 2005 are: Maplewood Water Treatment Facility, water main replacement projects,
Highlands 565 Reservoir, Sunset Interceptor Phase II and III, Earlington Interceptor, Renton Center
sewer extension, SW 7th Street storm system, Wells/Williams Avenue S. utility improvement
project, Renton Village storm system improvement project, N. 26th Street and Park Place N. storm
improvement project, SW 34th Street culvert replacement, Cedar River spawning channel
replacement, annual Landsburg Gravel supplemental project, and update Surface Water Utility
System Plan. The 2005 beginning fund balance of this Fund was budgeted at$905,267.
• Golf Course Capital (Fund 424) — This fund was established to provide funding for major capital
improvements at the Maplewood Golf Course facility, with revenue generated through a $2.00 per
r round golf fee. The 2005 beginning fund balance of this Fund was budgeted at$357,124.
• Waterworks Revenue Bond (Fund 451) — This fund accounts for debt payments of revenue bonds
issued by the combined Waterworks utility,with the main source of revenue coming from utility rate
r collections. The 2005 beginning fund balance of this Fund was budgeted at$111,883.
• Waterworks Bond Reserve (461) — This fund was created to meet the 2003 Water/Sewer Refunding
Bond covenants that required the establishment and funding of a reserve fund. The 2005 beginning
fund balance of this Fund was budgeted at$2,606,852.
• Waterworks Rate Stabilization (Fund 471) — This is a new fund established in 2004 as an optional
fund used to set aside net utility revenues for the purpose of providing a rate reserve to meet Bond
r rate covenants. No funds were budgeted for this rate stabilization account for 2005.
• 2004 Water/Sewer Bonds (481) — This fund was established in 2004 to account for the issuance and
tracking of 2004 water/sewer revenue bonds. The 2005 beginning fund balance of this Fund was
r
budgeted at$3,095,283,which is a sufficient level to cover bond reserve requirements.
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Fund 2003 Actual 2004 Budget 2005 Budget
Waterworks Utility $19,770,848 $21,501,100 $23,982,300
Airport 4,035,815 2,317,700 1,960,000
Solid Waste Utility 8,376,072 8,748,800 9,078,700
Golf Course 2,194,938 2,412,000 2,321,200
Waterworks Utility Construction 8,392,005 20,841,500 9,450,000
Golf Course Capital 3,590 675,400 310,000
Waterworks Revenue Bond Fund 5,968,644 2,613,400 3,049,800
Waterworks Bond Reserve -0- -0- -0-
Waterworks Rate Stabilization -0- -0- -0-
Waterworks Bonds -0- 10,575,000 -0-
Enterprise Funds $48,714,912 $69,684,900 $50,152,000
E. Internal Service Funds
The Internal Service Funds are used to account for the financing of goods and services provided by one
department/agency to another department/agency on a cost reimbursement basis. Within the City budget,
there are four Internal Service Funds. r.
• Equipment Reserve/Revolving (Fund 501) — This fund provides funding for the maintenance and
replacement of City vehicles and auxiliary equipment, except golf course equipment. Equipment
purchases are funded through charges to the various departments. The 2005 beginning fund balance
of this Fund was budgeted at$4,086,141.
• Insurance (Fund 502) — This fund provides accounting for the City's self-insurance services to all
departments for losses on property, liability, worker's compensation, unemployment compensation,
and a healthcare program. An adequate level of reserve funds will be maintained to continue to
provide the City with security for the general fluctuation of insurance premiums and claims. The
2005 beginning fund balance of this Fund was budgeted at $9,480,398. This fund balance includes .r
operating reserves for the General Governmental funds in the amount of $5,299,720 and "anti-
recessionary"reserves in the amount of$2,100,000.
• Healthcare Insurance (Fund 512) — This fund was created in 2004 to account for self-insurance ..
services to all departments for the healthcare programs. The 2005 beginning fund balance of this
Fund was budgeted at$1,306,802.
• LEOFF 1 Retirees Healthcare Insurance (Fund 522) — This fund was created in 2004 to account for
the self-insurance activities of all LEOFF 1 retirees' healthcare programs. The 2005 beginning fund
balance of this Fund was budgeted at$229,486.
Fund 2003 Actual 2004 Budget 2005 Budget
Equipment Rental and Reserve $2,613,845 $2,938,900 $3,176,900
Insurance 9,117,162 3,823,800 3,549,300
Healthcare Insurance -0- 6,296,300 6,490,400
LEOFF I Retirees Healthcare Insurance -0- 963,400 1,359,900
Internal Service Funds $11,731,007 $14,022,400 $14,576,500
F. Trust/Agency Funds
The Trust/Agency (Fiduciary)Funds account assets are held by the City of Renton in a trustee capacity or as
w. an agent for individuals,private organizations, or other governmental units or funds:
• Firefighter's Pension (Fund 601) — This fund accounts for payments for pension benefits for
firefighters hired under the pre-LEOFF 1 and LEOFF 1 retirement programs. The revenue that funds
this program comes from the Fire Insurance Premium Tax, fund balance, and investment interest.
The 2005 beginning fund balance of this Fund was budgeted at $4,976,121.
Fund 2003 Actual 2004 Budget 2005 Budget
Fire Pension $362,211 $382,100 $672,300
Trust/AgencyTrust/Agency Funds 362,211 382,100 672,300
III. SUMMARY
The City of Renton is moving in the right direction as we forge new partnerships with our residents, the
business community, and our schools in a collaborative effort to enhance the environment of our community.
We are committed to continue to provide services at levels we can afford, attract new high-quality
development that will enhance our business centers, look for efficiencies and service improvements, and
maintain an open community dialogue as we focus on efforts to renew trust in local government.
The 2005 Annual Budget document provides the necessary policy direction and funding to carry out our
"2005-2010 Business Plan Goals." This Budget supports essential municipal services and programs and sets
forth a collaborative effort to provide high-quality development as we work to revitalize our community. We
need to protect the investment of residents and business owners by making sure new development makes a
positive contribution to Renton's quality of life and our sense of community. As we work to channel growth
in ways that will increase our quality of life, we will focus strong efforts on promoting citywide economic
development and neighborhood revitalization. Our priorities will also be directed toward enhancing the
City's image in the community and region, meeting the service demands that contribute to the livability of
the community, and influencing regional decisions that impact the City. We will work on tapping the diverse
makeup of our City and explore how these groups and individuals can contribute to the broader community.
We are excited about the new challenges and opportunities that this new year will bring as we strive to make
the "Community of Renton" a world-class, culturally diverse city where people choose to live, learn, work,
and play.
Sincerely,
Kathy Keolker-Wheeler
Mayor
IIII
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Financial and Operational Policies
The Renton City Council approved the 2005 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.
• Budget requests will adhere to Council priorities and strategies.
i • Budget requests will have a return on investment.
■ • Nonrecurring budget requests are identified.
• 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.
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.)
• 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.
• 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.
• Evaluate budget initiatives as part of these six-year budget
projections.
• 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.
• Continue to conservatively project revenues and budget
expenditures at 100 percent in order to ensure budget solvency.
' • Accept new requirements for service delivery only when adequate
funding is available.
Introduction
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 2004, the City projects a reserve of$9,500,000 or
14 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 2005 budget identifies $367,100 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 2004, the City projects to
have$9,500,000, or 14 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 Cityfs risk management program. '
Through the Washington Cities Insurance Authority, the City of Renton
carries excess coverage in all areas. These are found in the Insurance Fund '
information.
• 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 '
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. '
Introduction
/-2
1.
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.
• 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.
tThe 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
I-3
• Review and adjust annually, if necessary, utility rates in order to reflect '
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 2005 rate increases for Renton services
are as follows: water 2 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 increase 9.4 percent in 2005.
• Include an annual capital contribution for Waterworks Utility rates equal to
1.5 percent of net assets.
• 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.
• 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 2005 through 2010.
• 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.
Introduction
/-4 ,
so
• 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
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,
or general voter-approved or council manic debt is the most
appropriate.
• When bonds are used to finance debt, issue bonds for a maximum
im of 20 years or for the life of the asset, whichever takes less time.
• Continue to evaluate the costs and benefits of borrowing versus
r cash financing programs and projects.
• Develop a long-term program to meet equipment needs, including
to vehicles, computers, and copiers.
The 2005 budget includes $ 1,164,000 in Municipal Facilities CIP
4: 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
r 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
1-S
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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.
Introduction
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Budget at a Glance
1
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C" Of Renton
2005 Budget
Renton Citizens
City Council EKath
ayor Muncipal Court Judge
Terri Briere,President olker-Wheeler Terry Jurado
Randy Corman,Dan Clawson 430-6500 425-430-6550
Denis Law,Toni Nelson
Marcie Palmer,and Don Persson
425-430-6501 1E
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
Fadlities Derek Todd ..
Peter Renner,Director Development Services Economic Development
Neil Watts, Director Ben Wolters,Director CityCIerWC I I Mgr.
Bonnie Waton
Leslie Betlach,Director Maintenance Services Neighborhoods w
Michael Stenhouse, Director Court Services
Recreation Joe McGuire,Director
Sylvia Allen,Director Transportation Systems Strategic Planning
Sandra Meyer, Director Hearing Examiner
Human Services Fred Kaufman
Karen Bergsvik,Manager Utility Systems
Lys Hornsby,Director City Attorney
Library Warren Barber Fontes, P.S.
Vacant,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 Michael Wilson,Interim Administrator
425-430-7650 425-430-6858
Operations/Support Operations
Kevin Milosevi0, Deputy Chief Art Larson,Deputy Fire Chief Human Resources Finance
Linda Parks,Director
Patrol Operations Emergency Response Civil Service Commission
Information Services
Patrol Services Administration/ LF Risk Management
Support Services Print and Mail
Investigations Larry Rude, Operations
Deputy Fire Chief
Administrative
Services Prevention Bureau
Staff Services
Training
Auxiliary Services Disaster
Management
City of Renton Corporate Organization Structure
Xadgxt at a q&wce,
The Budget Process
The City of Renton develops its budget every year from February through
September. 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.
L 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
tbudget 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
tcontext 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
tdecreases 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
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. ,
Budget at a Glance '
2-2
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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.
W 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
Ift Goals and Strategies.
3. Budget instructions,salary and benefit computations,and
forms are prepared and distributed to departments on or D D
110 before July 1.
4. Six-year Transportation Capital Improvement Program and
associated budget adjustments are adopted by Council,by D
Resolution.
to
5. Departments prepare and submit new operating programs,
positions and reclassifications,and six-year capital D D
improvements.
IN
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
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
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
department heads during the month of November.The D
hearings are open to the public.
13.The final hearing on the proposed budget must begin on or
before the first Monday of December and may continue until D
the 25th day prior to the next fiscal year.
14.Year-end budget adjustments for the current budget year are
presented to the Council for adoption by ordinance.
15.The City Council approves amendments to the proposed
r 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
r available to the public during the first three months of the D
ensuing year.
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"! 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 Court/legal services
• Library services ,
• Street maintenance/planning
• Economic development/planning
• Administrative functions t
Special Revenue Funds
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 accumulation of dedicated revenue
and payment of principal and interest related to the City's general
obligation bond issues.
Budget at a Glance
2-4
Major Revenues Primary Services
• Property tax levies Payment of principal and interest
on outstanding bonds
• Real estate excise tax
• Special assessments
Capital Improvement Funds
These funds are used to account for the acquisition and construction of major
jcapital facilities and equipment. All projects supported by these funds can be
found in the 2005-2010 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 operations that are financed
and operated in a manner similar to private business enterprises.
Major Revenues Primary Services
t • 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.
jMajor Revenues Primary Services
• Charges to other city departments Fleet management
lInsurance, health/property liability
Budget at a Glance
2-5
Fiduciary Funds 1
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
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 2002 through 2005. 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. ,
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Budget at a Glance
2-6
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Table 2-2. The Total Budget for 2005
General Special Debt Capital Internal
Govmtal Revenue Services Imprvmts Enterprise Services Fiduciary Total
Revenue
Property Tax 20,724,400 514,100 21,238,500
Sales Tax 18,427,600 150,000 18,577,600
Utility&Natural Gas 9,779,800 35,000 9,814,800
Gambling Excise Tax 2,005,000 2,005,000
Other Taxes 2,607,000 1,500,000 4,107,000
Fees&Permits 1,989,100 1,600,000 45,000 3,634,100
Federal and State Grants 200,000 314,500 1,920,500 827,000 3,262,000
Intergov and Interfund Revenue 6,058,100 351,500 1,311,300 737,800 260,000 60,000 8,778,700
w
Charges for Services 3,061,400 1,025,000 35,053,600 1,653,900 40,793,900
Other Revenues 2,818,500 75,900 14,500 3,338,600 11,406,900 11,901,300 100,000 29,655,700
r• Total New Revenue 67,670,900 926,900 528,600 10,695,400 48,070,300 13,815,200 160,000 141,867,300
Use of Prior-Year Revenue 1,132,100 50,000 3,300 3,941,200 2,081,700 761,300 512,300 8,481,900
Total Resources $68,803,000 $976,900 $531,900 $14,636,600 $50,152,000 $14,576,500 $672,300 $150,349,200
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Expenditures
Legislative 220,100 220,100
Administrative and Judicial 2,881,800 88,900 2,970,700
Legal Services 1,101,300 1,101,300
Econ Dev, Neigh,Strgic Ping 1,294,200 220,000 175,000 1,689,200
w Human Resources &Risk Mgmt 620,800 11,276,200 11,897,000
Finance and Information Svcs 3,444,400 1,155,000 4,599,400
Police 15,877,000 15,877,000
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Fire 13,042,800 13,042,800
Planning/Building/Public Works 10,544,700 7,986,500 38,642,900 2,840,800 60,014,900
w Community Services 12,568,200 314,500 3,161,700 2,069,900 18,114,300
Interfund Transfers 980,500 353,500 9,300 1,903,400 3,550,000 6,796,700
Other City Services 3,670,700 1,724,300 308,800 672,300 6,376,100
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Debt Service 2,556,500 522,600 4,127,200 7,206,300
Total Committed Expenditure! 68,803,000 976,900 531,900 14,381,600 50,114,300 14,425,800 672,300 149,905,800
Increase to Reserves 0 0 0 255,000 375700 150,700 0 443,400
Total Expenditures $68,803,000 $976,900 $531,900 $14,636,600 $50,152,000 $14,576,500 $672,300 $150,349,200
to
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Budget at a Glance
2-7
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Table 2-3. Revenue Over Time
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Tax Revenues
Property Taxes 18,381,694 19,352,806 19,908,500 20,110,105 21,238,500 6.791.
Retail Sales and Use Tax 16,431,456 17,334,831 17,653,000 18,071,140 18,792,600 6.5%
Utility Taxes 8,669,865 8,952,000 9,197,000 8,957,389 9,599,800 4.4%
Real Estate Excise Tax 2,709,652 3,104,519 2,311,000 4,610,770 2,814,000 21.8%
Gambling Excise Tax 2,110,861 1,922,211 2,380,000 2,117,985 2,005,000 -15.8%
Other Taxes 1,598,319 1,485,714 1,269,000 1,557,653 1,293,000 1.9%
Total Tax Revenue 49,901,847 52,152,081 52 718,500 55 425,042 55,742,900 5.796
Operating Revenue
Licenses and Permits
Business Licenses and Permits 2,333,878 2,139,911 2,375,300 2,086,040 2,107,600 -11.3%
Building Permits 1,883,233 2,129,296 1,394,500 2,252,851 1,495,800 7.3%
Non-Business Licenses/Permits 43,869 57,315 28,100 45,282 30,700 9.3%
Total Licenses and Permits 4,260,980 4,326,522 3,797,900 4,384,173 3,634,100 -4.3%
Intergovernmental Revenue
Federal and State Grants 3,934,701 4,912,009 2,394,800 1,932,184 3,262,000 36.2%
State Shared Revenue 2,391,930 1,758,741 2,091,800 1,871,333 1,960,000 -6.3%
Intrgovl Svc and Interlocal Grants 1,126,747 1,479,319 3,655,100 3,975,960 2,424,300 -33.7%
Total Intergovernmental Revenue 7,453,378 8,150,069 8,141,700 7,779,477 7,646,300 -6.1%
Charges for Services
Utility and Environment 30,239,382 31,287,637 31,386,600 32,223,826 33,296,000 6.1%
Recreation 2,475,373 2,470,275 2,969,200 3,028,333 3,182,000 7.2%
Plan Checking Fees 730,376 943,892 566,500 976,686 582,000 2.7%
Planning/Zoning/EIS Fees 205,960 1,164,803 121,000 162,251 124,200 2.6%
Mitigation Fees:Transp,Fire,Parks 1,904,095 1,237,051 925,000 1,820,252 1,025,000 10.8%
Other Transportation 6,476 5,546 4,900 6,657 5,100 4.1%
Other Charges for Services 2,448,584 1,939,938 2,347,000 2,326,686 2,579,600 9.9%
Total Charges for Services 38,010,246 39,049,142 38,320,200 40,544,691 40,793,900 6.5%
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Total Operating Revenue 49,724,604 51,525,733 50,259,800 52,708,341 52,074,300 3.6%
Other Revenues
Fines and Forfeits 1,043,199 991,753 985,000 1,025,151 999,000 1.4% §
Interest Earnings 1,642,302 2,510,785 1,451,800 1,296,448 1,475,200 1.6%
Rents/Leases/Concessions 2,473,800 2,442,067 2,449,200 2,786,977 2,449,400 0.0%
Employee Insurance Premiums 5,750,910 6,761,998 7,790,200 7,290,739 8,345,900 7.1%
Interfund Dept.Service Charges 4,676,755 4,390,232 4,251,900 4,341,623 4,134,400 -2.8%
Other Revenue 2,145,055 2,030,385 1,768,400 1,812,011 1,840,400 4.1%
Interfund Transfers 33,769,767 12,773,312 32,650,000 35,720,467 14,805,800 -54.7%
Total Other Revenue 51,501,788 31,900,532 51,346,500 54,273,416 34 050100 -33.7%
Total New Revenues $151,128,239 $135,578,346 $154,324,800 $162,406,799 $141,867,300 -8.1
Budget at a Glance
2-8
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Table 2-4. Expenditure Over Time
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Salaries and Wages
Salaries 36,086,856 37,540,681 40,297,200 37,510,357 41,818,500 3.8%
Overtime 1,982,522 1,952,333 1,963,500 2,085,720 1,981,800 0.9%
Total Salaries and Wages 38,069,378 39,493,014 42,260,700 39,596,077 43,800,300 3.6%
�. Personnel Benefits
Retirement/FICA 3,474,202 3,665,760 3,882,800 3,549,686 4,471,800 15.2%
Medical and Employee Insurance 11,574,404 12,976,344 14,906,600 13,471,446 16,020,600 7.5%
Total Personnel Benefits 15,048,606 16,642,104 18,789,400 17,021,132 20,492,400 9.1%
Supplies
Operating Supplies/Equipment 3,781,993 3,894,536 5,371,800 4,384,438 4,913,100 -8.5%
Other Services and Charges
Professional Services 11,179,462 11,698,081 11,991,900 11,316,152 12,037,900 0.4%
Operating Rentals and Leases 3,225,799 2,660,228 3,052,500 2,865,104 3,313,200 8.5%
Property/Liability Insurance 2,967,571 3,829,319 3,487,400 3,278,326 4,398,300 26.1%
Public Utility Services 10,089,982 9,432,968 10,475,900 10,312,915 11,188,700 6.8%
Operating Services and Charges 3,461,667 3,351,695 3,905,200 3,362,326 3,686,900 -5.6%
Total Other Services and Charges 30,924,481 30,972,291 32,912,900 31,134,823 34,625,000 5.2%
Intergovernmental Services
Total Intergovernmental Services 4,419,324 4,482,436 4,733,400 4,878,309 5,191,500 9.7%
Capital Outlay
Land, Buildings,and Equipment 11,511,053 15,203,002 14,221,700 6,310,129 5,828,800 -59.0%
Construction 13,273,801 15,996,000 32,260,000 19,956,803 17,311,500 -46.3%
�.. Total_Capital Outlay 24,784,854 31,199,002 46,481,700 26,266,932 23,140,300 -50.2%
Debt Service(Principal and Interest)
Principal 6,325,459 4,707,131 3,898,100 3,920,294 4,013,400 3.0%
Interest and Related Debt Costs 3,007,956 3,236,263 3,242,000 3,161,138 3,404,100 5.0%
Total Debt Service 9,333,415 7,943,394 7,140,100 7,081,432 7,417,500 3.9%
Interfund Payments and Transfers 15,805,956 12,068,858 26,072,700 21,710,656 10,325,700 -60.4%
Total Committed Expenditures $142,168,007 $146,695,635 $183,762,700 $152,073,799 $149,905,800 -18.4%
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Budget at a Glance
2-9
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Figure 2-I. Fund Groups
1
Internal Serv/Fiduciary- General Governmental-
1
8% 45%
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ommunity Services
12,568,200,', Streets
6,286,200
Fire
General 13,042,800
Governmental Cityservwe$
by 17,491,800'
Dep artment \
Police j
\ 15,877,000
De nsf eer t
000
i
Special Rev/Debt Sery-
\ 1%
Capital Improvement-
Enterprise-36% 10%
1
General Governmental 68,803,000
Special Revenue 976,900
Debt Service 531,900
Capital Project 14,381,600
Enterprise: Utilities 45,523,100
Airport 1,960,000 i
Golf Course 2,631,200
Internal Service 14,425,800
Fiduciary 672,300
Total Committed Expenditures $149,905,800
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Budget at a Glance
2-10
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Figure 2-2. Employment History- City of Renton
ow
750
600 ■Administrative
■Community Services
N 450
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❑Enterprise/Utilites
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O 300 ■Planning/Public Works
IM ■Fire
150
■Police
0
'0& X01
ti ti
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2004 Staffing Count - Original Budget - 696.3 FTE's
2004 Staffing Changes (7.5 FTE's)
One position added to Administrative, Judicial and Legal Services
One position added to Finance
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Two positions added to Fire
One and one-half position added to Planning/Building/Public Works
2005 Staffing Changes (4.7 FTE's)
One position decreased in Administrative, Judicial and Legal Services.
One position decreased in Finance
One-half position decreased in Human Resources.
Two positions added in Police
Two positions decreased in Community Services
.. Two and two-tenths positions decreased in Planning/Building/Public Works.
2005 Budget Staffing Count - 699.1 FTE's
r The total authorized FTE count for the City is 699.1 (regular, full-time, limited term,
and part time temporary and intermittent staff).
Budget at a Glance
2-11
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ECONOMIC OVERVIEW
The story of Renton's economy in the first years of the 21 st Century is one of resilience
and resurgence. After enduring a three-year recession that resulted in a net loss of
80,000 jobs, our region's economy is making moderate gains. Over the last year, the
region had a net increase of nearly 20,000 jobs with the construction and non-
manufacturing sectors generating the most overall growth.By the beginning of 2005,the '
jobless rate in the State of Washington dipped to its lowest levels in four years. In April
2002,Washington boasted one of the worst unemployment rates in the nation, at
7.7 percent. By January 2005, that number dropped to 5.5 percent, which is a rate lower
than Oregon and California.
A recent report shows that South King County business income, taxable retail sales,
and employment is growing. The South King County share of the overall County
business income grew from 16 percent in 1997, to nearly 19 percent in 2004. Renton
has been a significant part of that overall growth as gross business income in the City
grew by 60 percent, to $4.3 billion over the same timeframe. Within the City limits,
there were 2,385 active business licenses at the end of 2004 resulting in a 20 percent
increase from 2003. L
The total number of employees working within Renton average 35,600,just 700 jobs
shy of the 2003 total. While this may appear as a negative at first glance, it is
important to understand that Renton lost more than 1,900 Boeing jobs due to
Boeing's consolidation efforts during that time frame. Growth in other sectors is
overcoming that loss. At the current rate, Renton should be back to its 2003
employment levels by mid-2005.
In the manufacturing sector, Renton's two largest private employers are both
experiencing job growth once again. Production is ramping up at PACCAR's Kenworth
Plant. The company added more than 550 new positions in 2004 and constructed a new
state-of-the-art research and development facility in Renton. For the first time in six
years, the plant began operating two shifts in 2004, and is producing approximately 30
trucks each day -roughly twice the rate at the height of the recession.
At Boeing, employment levels are significantly lower than in 1990, which was one of
Boeing's peak years. At that time, Boeing's Renton operations accounted for 59 percent
of all the jobs in town.After 15 years and a reduction of 12,000 jobs,that percentage has
dropped to 31 percent. However, in 2005 Boeing employment appears to have
stabilized. While the last 757 rolled out of production and took flight from Renton
Municipal Airport in the Fall of 2004, the 737 continues to be the shining star of
Boeing's commercial airplane portfolio. The growing backlog of orders for the 737 will
ensure that the airplane maker continues to assemble airplanes at the Renton Plant well
in to the next decade. Additionally, Boeing's award of the Navy's Multi-Mission
Maritime Aircraft,and its decision to assemble what is projected to be as many as 300 of
the submarine hunters in Renton, will bring more than 1,100 new employees to the City.
Renton continues to make great strides in its business recruitment and retention efforts
as well. Employment is increasing in the wholesale, retail, and business service sectors.
These job opportunities are coming in the form of new and growing small and medium
Budget at a Glance
2-12
I
size companies that are leaders in their sectors. Renton is proud to be home to leading
and emerging companies such as: Wizards of the Coast, a division of Hasbro Inc.;
Classmates Online;Microscan;Kaye Smith Business Graphics;TOPICS Entertainment;
Casabyte; Al1Pak; and Java Trading Company. Renton's recruitment efforts paid off in
2004 when the Seattle Branch of the Federal Reserve Bank of San Francisco chose to
relocate its facility from downtown Seattle to the Longacres Office Park in Renton. The
City worked aggressively to bring this marquis user to the community. This state-of-the-
art cash processing facility will open in 2007, immediately employing more than 100
people, and will affirm Renton as a world-class location for high-profile corporate
activity.
On the housing side, Renton is reliving its boomtown days of a century ago. Instead of
moving here to work the coal mines when the City was known as the "City of Pay
Checks," families are choosing Renton because of its high quality of life, central
location, and relatively affordable housing. In 2004, Renton watched as more than $200
a million of new assessed valuation was constructed with the primary source of
construction being single-family housing. The City issued permits for 500 single-family
houses and a record number of 1,771 homes were sold in the City resulting in a 13
percent increase from 2003. This housing activity is driving up the cost of housing as
well. The median price of all homes sold in the City increased to$247,000, a 7.4 percent
increase from the previous year's median price of$230,000.
The impact of Renton's economic development strategy continues to pay dividends. The
proof is in the numbers:
• Assessed valuation has increased 85 percent, from $3.4 billion to $6.7 billion
since 1994.
t • Over the same period, sales tax collections have increased 75 percent.
• Renton has managed this economic growth while maintaining a high quality of
life as evidenced by a 26 percent population growth in the past decade.
Renton witnessed the highest level of sales tax revenue gains in 2004 with a 4 percent
increase, which was higher than any other city in King County. Total sales tax revenue
increased by 4 percent and the City is expected to experience similar growth in 2005.
The construction, transportation, and general retail sectors witnessed double-digit
growth in sales tax revenue last year. With the addition of a full year of Fry's Electronics
and Sam's Club, Renton's retail sector grew 15 percent in generated sales tax revenue.
Of course, the mainstay of this sector is IKEA. Ten years and three significant
I expansions after the Swedish furniture giant decided to locate in Renton, it is now the
largest single-story IKEA in the nation and one of the highest grossing operations.
In 2005, the stage is set for Renton to emerge as a powerful force in the Puget Sound
region's economy. Boeing's efforts to right-size its labor force and streamline its
assembly operations at the Renton plant will allow Renton to recapture and capitalize on
a tremendous opportunity to redefine itself. In December 2004, Boeing sold 46 acres of
surplus property to Dallas-based developer. By the end of the first quarter of 2006, the
company is expected to transform this former industrial site and parking lot into a
destination retail, entertainment, and residential center. With as much as 800,000 square
feet of shops, restaurants, a Cineplex and as many as 850 housing units, the South Lake
Budget at a Glance
2-13
1
Washington neighborhood will emerge as a vibrant center of activity. This development
will change perceptions of Renton, driving the next phases of the Southport mixed-use
development on Lake Washington and ensure that future Boeing surplus properties are
exciting and attractive sites for the high-paying jobs in the industries of the future.
The following are 2005 highlights of the City's General Governmental and Enterprise
revenue. Refer to the Revenue Manual for year-to-year comparisons and future
assumptions for specific revenue sources.
GENERAL GOVERNMENTAL FUNDS OVERVIEW
General Governmental funds are made up of General, Parking Garage Maintenance,
Street, Parks, Library, and Limited General Obligation funds. These funds are used to
meet the basic services the City of Renton provides to citizens. These services include
police protection, fire protection and emergency medical services, parks and
recreation, municipal court, legal services, library services, street maintenance,
planning and building, economic development, and administrative services. Council
approved debt expenditures that financially-impact the General Fund are also paid
from this category of funds.
General Governmental Cash Flow
The 2005 Cash Flow projections for the General Governmental funds illustrate the
strong positive cash flow projected throughout most of the year. The General Fund's
cash flow is budgeted to begin the year with$6,682,351 and end the year with
approximately$5.6 million, assuming there are no significant amendments to the 2005 j
General Fund budget. It is the City's policy to maintain a minimum fund balance of 8
percent of the operating revenue.This minimum fund balance is intended as a set aside
for cash flow purposes that are needed primarily to cover the two property tax
2005 Cash Flow Projection
$8,000,000
$7.000,000 __._ -.---------._- -
$6,000,000
$5,000,000
$4,000,000
$3,000,000 -
$2,000,000 -
$1,000,000
$0
($i,000,000)
Dec-04 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
—t—General —A Parks A Street --*--Library A, LTGO
Budget at a Glance
2-14
Icollection cycles that occur in April/May and October/November. The $2.9 million
set aside of fund balance in the General Fund is considered to be sufficient to cover
these revenue collection cycles. Because of the Parks, Library, and Street funds are
dependent upon property taxes as the primary source of revenue; these funds could
experience insufficient levels of cash in September due to the timing of property tax
collections.
Cash Flow Pro'ection
Funds Dec-04 Jan Feb Mar Apr May Jun Jul AugSep Oct Nov Dec
General 6,828,260 5,547,814 5,276,460 4,598,431 5,754,479 6,013,370 5,192,234 4,493,084 4,127,756 3,550,647 4,121,502 6,141,331 5,698,86
Parks 953,155 865,273 744,959 555,595 963,617 1,982,626 1,133,103 713,572 121,417 (144,321) 731,357 1,561,002 953,15
Street 828,172 672,156 504,797 365,716 640,091 1,217,898 878,966 655,047 412,272 169,518 591,543 1,046,873 825,47
Library 639,588 538,098 418,074 297,602 459,329 707,151 593,554 474,128 436,611 337,961 530,030 757,972 639,58
LTGO 1,690,040 1,951,570 2,062,011 2,156,346 2,155,324 2,480,255 1,610,278 1,777,473 1,852,634 2,012,415 2,070,704 2620096 1,690,040
General Governmental Revenue
The General Governmental funds include the following category of revenue sources:
taxes, licenses and permits, intergovernmental revenue, charges for goods and services,
fines and forfeits, and miscellaneous revenue. The City of Renton has benefited from
steady and generally reliable revenue resources with progressive revenue growth
occurring each year over the last decade. Since 1996,the General Governmental revenue
have increased on an average of 4.7 percent per year. In 2004, actual revenue increased
3.4 percent over 2003 actuals. In 2005, revenues are estimated at approximately $67
million, which represents an increase of 2.6 percent over the previous year's budgeted
revenue. In comparing the historical average of the past decade with the current trend,
the General Governmental revenues are leveling out. This is primarily due to State and
tvoter-approved initiatives to cut or restrict growth in taxes.
General Governmental Revenue
75,000,000
50,000,000
25,000,000
WWffl 0 Ifl I
92 93 94 95 96 97 98 99 00 01 02 03 04 05
Bdgt
Budget at a Glance
2-15
The chart of 2005 General Governmental
Revenue Sources highlights the most
significant sources of revenue. Property, 2005 General Governmental Revenue Sources
sales, and utility taxes comprised nearly 71 User Fees
percent of total revenue resources in 2004. 14%
These three sources of revenue are Mlsc Property Tax
projected to grow in 2005 by contributing 7% °
° r
73.5 percent of the revenue base for the Other Taxes
General Governmental funds. The growth
in these revenue sources is filling in the gap Utility Tax
created by the loss of over$1 million these 14%
Sales Tax
last two years due to the elimination of the 27%
Motor Vehicle Excise Tax and the County
Vehicle License fee. The following
information highlights these three major revenues.
Property Tax
Property tax represents 31 percent of the total General Governmental revenue. In 2001,
State voters approved Initiative 747 that limits annual increases in property tax
collections to 1 percent, plus taxes on new construction and annexations. Since the levy
rate is based on the City's overall growth in assessed valuation (AV), the total AV
indicators are very important. The assessed valuation for the City of Renton in 2005 is
nearly $6.7 billion, which represents a 5.2 percent increase in assessed valuation. The
2005 property tax levy is estimated to generate $20.8 million resulting in $857,900 of
additional tax revenue. Of this increase, $199,000 is attributable to the 1 percent limit
factor and $658,000 is generated from new construction.
Assessed Valuation
$8,000,000,000
$7,000,000,000
$6,000,000,000
$5,000,000,000 -
$4,000,000,000
$3,000,000,000
$2,000,000,000 —
$1,000,000,000
$0
t r
95 96 97 98 99 00 01 02 03 04 05
Although the property tax levy has increased, the actual tax rate continues to decrease
g p P Y y
each year. This is due to two factors: the Mayor and Council made a decision in 1998 to
lower the property tax rate, and Initiative 747 limited property tax levy growth to
1 percent. The City's general levy property tax rate in 2005 decreased to $3.14 per
$1,000 of assessed valuation.
Budget at a Glance
2-16
s
General Levy Rate Per $1,000 of AV
3.70
3.60 �--
3.50
3.40
3.30
3.20 -- - -
3.10 - -
3.00 -- ---- -
2.90 7—
I 96 97 98 99 00 01 02 03 04 05
Sales Tax
Sales tax generates the second largest source of General Governmental revenue,
representing 27 percent of the total revenue resource. It is also one source that can
change significantly based on population growth, construction, and taxable retail sales.
In 2004, sales tax increased by 4 percent over 2003 due to one full year of sales from the
Iopening of two new large businesses in Renton(Fry's Electronics and Sam's Club), and a
significant increase in gross sales at another established large business. Housing permits
in Renton have been stronger than in the overall Puget Sound region, a trend that is
expected to continue in 2005. Sales tax revenue for 2005 is projected to increase by 4
percent based on the expected acceleration in taxable sales in the overall Puget Sound
area.
Sales Tax Collections
$17,500,000
$17,000,000 -
$16,500,000 ----
$16,000,000
$15,500,000
$15,000,000
$14,500,000
00 01 02 03 04 05 Budget
Budget at a Glance
2-17
1
Utility Tax
Utility Tax is the third largest resource of General Governmental revenue comprising
14 percent of the total resources. The City currently collects a 6 percent utility tax on the
gross revenue generated by both public and private utilities that conduct business in the
City. In 2004, utility tax collections totaled $8.9 million. This revenue source is
expected to increase in 2005 by 7.6 percent due to anticipated increased revenues
generated by the private and public utilities.
Utility Taxes
04 Budget 04 Actual 05 Budget
Electricity $3,201,000 $2,820,262 $3,251,700
Natural Gas 875,500 854,370 1,048,900
Transfer Station 425,000 395,038 400,000
Cable TV 557,000 626,565 626,000
Telephone 1,313,000 1,250,640 1,326,100
Cellular 1,030,000 1,219,051 1,136,900
City Utilities 1,760,500 1,756,462 1,810,200
Total Utilities $9,162,000 $8,922,388 $9,599,800
OTHER REVENUE SOURCES
Real Estate Excise Tax (REET)
Real Estate Excise Tax is charged on the sale of all residential and commercial property
within the City of Renton at the rate of 0.5 percent of the property sale. State law
restricts the use of this tax to specific capital expenditures or payment of debt service.
Due to low mortgage rates, housing sales began to increase in 2002. Renton witnessed a
significant activity in real estate transactions in 2004 resulting in a 51 percent increase in
real estate excise tax. This generated a total of$4.4 million in revenue that was $2.23
million more than anticipated.
Real Estate Excise Tax Collecitons
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$0
00 01 02 03 04 05 Budget
Budget at a Glance
2-18 '
Between 2003 and 2004, home sales in Renton increased by 13 percent and home values
increased by 7.4 percent. Although the market is still sound, rising interest rates and
increasing home values suggest a possible leveling in home sales. The forecast for
housing sales in 2005 reflects activity similar to 2003.
Housing Units
2,000 300,000
1,500 250,000
200,000
1,000 150,000
500 100,000
50,000
97 98 99 00 01 02 03 04 05
Forecast
i
Interest Earnings
The City has an average daily investment portfolio of approximately $62.5 million. The
City of Renton investment risk constraints are in order of priority, safety, liquidity, and
return on investment. Investment earnings continue to be moderately low due to market
conditions.The average rate on the City's investment portfolio in 2004 was a rate of 2.02
percent. The City's investment portfolio and the interest rate on investments are
expected to increase slightly in 2005.
" Interest Earnings
Fund Type 101 `02 `03 `04 `05 Budget
Gen. Governmental $ 1,558,128 $ 430,602 $ 650,628 $ 292,498 $ 591,000
Capital 759,489 444,444 892,441 367,073 230,000
Proprietary 1,096,584 424,019 626,923 343,689 343,900
Fiduciary 120,957 105,542 120,274 154,281 100,000
Total $3,535,158 $1,404,607 $2,290,267 $1,157,540 $1,264,900
ENTERPRISE FUNDS
Enterprise Funds are proprietary funds which contain activities that operate in a manner
similar to a private business. Major sources of revenue generated by these Enterprise
Funds are: user charges, federal and state grants, and revenue bonds. The City of
j Renton has three primary enterprise operations: Utilities (Water,Wastewater, Surface
Water, and Solid Waste); the Renton Municipal Airport; and the Maplewood Golf
Course.
}
Utility Rate Revenue
The City operates four utilities: water, sewer, surface water, and solid waste. The
primary sources of revenue for the Utilities are monthly user fees and system
Budget at a Glance
2-19
development charges assessed on new development. Utility rates have remained at the
same level for several years. The first water increase in over ten years was approved in
2004. In 2005, water rates were increased by 2 percent and sewer rates were increased
by 3 percent. King County is responsible for the sewer treatment operation. As a result, 1
King County costs for operating the sewer treatment facilities are treated as a pass
through charge to Renton utility customers. The City of Renton does not have authority
to change the sewer treatment rate;therefore, Renton is required to pass on any increases
enacted by King County to its utility customers. In 2005, the sewer treatment charge was
increased by 9.4 percent. TV
Average Monthly Utility Bill
`96 `97 198 199 100 101 102 `03 `04 `05
Water 3/d' meter 10.50 10.50 10.50 10.50 10.50 10.50 10.50 10.50 10.82 11.03
Water Usage/1000cf 17.60 17.60 17.60 17.60 17.60 17.60 17.60 17.60 18.13 18.50
Wastewater-City 12.29 12.29 12.29 12.29 12.29 12.29 12.29 12.66 13.04 13.43
Wastewater-County 19.10 19.10 19.10 19.10 19.50 19.75 23.40 23.40 23.40 25.60
Surface Water 5.23 5.23 5.23 5.23 5.23 5.39 5.39 5.39 5.39 5.39
Solid Waste 10.45 11.50 11.95 12.55 12.80 13.44 13.44 13.44 13.44 13.44
Total 75.17 76.22 76.67 77.27 77.92 78.97 82.62 82.99 84.22 87.39
Renton Municipal Airport
The Renton Municipal Airport receives revenue from Airport leases, charges for
services, and investment interest. The 2005 Airport operating expenditures are budgeted
at$819,100. Airport lease revenue accounts for 92 percent of total operating revenue.
Airport operations include administration, operations, and maintenance. The Airport
Fund also includes capital projects that are reimbursed by Federal Aviation
Administration grants. A $3.4 million project was completed in 2004 to resurface and
rehabilitate pavement on several taxiways. Phase one of the installation of security
improvements began in 2002 in cooperation with The Boeing Company, other airport
Airport Revenue
$1,000,000
$800,000 --
$600,000
$400,000
$200,000
$0
00 01 02 03 04 05 Budg
- -Misc - Interest ->k-Leases
Budget at a Glance
2-20
tenants, and the Federal Aviation Administration. Phase two is scheduled for completion
in 2005 if federal funding is available.
Maplewood Golf Course
The revenue generated by the Maplewood Golf Course includes green fees, driving
range fees, and golf cart rental fees of which $2.00 per round of golf is reserved for
capital improvements. Although golf course activities are dependent on weather, the
Pacific Northwest is mild enough to generally accommodate golf year round. Over
70,000 rounds of golf are played each year at the City's Golf Course. A concessionaire is
under contract with the City to operate a full service restaurant, lounge, and banquet
facility. The City also sells golf equipment in the Clubhouse.
Golf Course Revenue
$2,500,000
$2,000,000
$1,500,000
$1,000,000 -
$500,000
$-
00 01 02 03 04 05 Budg
■Golf Course■Concessionaire p Merchandise
` CONCLUSION
The City of Renton ended 2004 in a healthier financial condition than projected,
primarily sparked by increased building, real estate activity, and commercial sales.
Overall, revenues were nearly 6 percent higher than estimates. Building activity
generated over$1 million more in building fees and plan check fees than anticipated.
This building activity also resulted in increased revenue generated from mitigation fees,
connection fees,real estate excise tax, and monthly utility user fees. Revenue from
water and sewer utilities exceeded the amount budgeted by approximately 3 percent.
Sales taxes ended the year 4 percent higher than the previous year. Although a
recovering economy is producing an increase in revenue, the cost to conduct the current
level of municipal services and programs may continue to grow at a level higher than the
revenue needed to support these services. In addressing the financial health and welfare
of the City, the challenge will be to focus on striking a reasonable balance between
efficiently managing the cost of municipal services and responsibly generating sufficient
revenue to support City's operations.
Budget at a Glance
2-21
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Budget at a Glance
2-22
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Jawductian
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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 a historical view of the department's expenditures in the
department section.
Over the past four 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
rtaxpayers. 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 ranges 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 1 of 2)
2002 2003 2004 2004 2005
Department Actual Actual Adi Bdqt 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 1.0 1.0 1.0
Total Legislative 8.1 8.1 8.0 8.0 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 14.7 14.7 15.7 15.7 14.7
Total Administrative,Judicial,and Legal Services 28.2 28.2 29.2 29.2 28.2
Community Services
Admin, Facilities, Parks and Recreation 122.5 121.5 130.7 130.7 129.7
Human Services and CDBG 5.2 5.2 5.2 5.2 5.2
Library Services 23.5 23.5 23.5 23.5 22.5
Municipal Golf Course 20.4 20.4 20.4 20.4 20.4
Total Community Services 171.6 170.6 179.8 179.8 177.8
Economic Development, Neighborhoods,and Strategic Planning ,
Econ Dev, Neighbds, and Strategic Planning 13.8 13.3 13.3 13.3 13.3
Total Econ Dev, Neighbds,and Strategic Planning 13.8 13.3 13.3 13.3 13.3
Finance and Information Services
Finance 21.5 21.5 21.5 21.5 20.5
Information Systems 13.8 13.8 14.8 14.8 14.8
Total Finance and Information Services 35.3 35.3 36.3 36.3 35.3
Fire
Administration 6.0 6.0 7.0 7.0 7.0
Emergency Response 98.0 98.0 99.0 99.0 99.0
Prevention 10.0 10.0 10.0 10.0 10.0 w
Training 3.0 3.0 3.0 3.0 3.0
Total Fire 117.0 117.0 119.0 119.0 119.0
Human Resources and Risk Management
Administration and Civil Service Commission 6.4 6.4 5.4 5.4 4.9
Risk Management 2.0 2.0 3.0 3.0 3.0 w
Total Human Resources and Risk Management 8.4 8.4 8.4 8.4 7.9
Operating Budget
3-2
to
0o Table 3-1. Staffing Comparison by Department(Sheet 2 of 2)
2002 2003 2004 2004 2005
ur Department Actual Actual Adj Bdgt Actual Budget
Planning/Building/Public Works
Administration 4.1 4.1 4.1 4.1 3.9
1r Development Services 40.7 40.7 40.7 40.7 40.2
Transportation 39.8 39.3 40.8 40.8 39.3
Irr
Utility Systems 26.7 26.7 26.7 26.7 26.7
Maintenance Services 66.3 67.3 67.3 67.3 67.3
Total Planning/Building/Public Works 177.6 178.1 179.6 179.6 177.4
w Police
Administration 4.0 4.0 4.0 4.0 4.0
Patrol Operations 55.0 55.0 56.0 56.0 47.0
Patrol Services 11.2 11.2 1 1.2 1 1.2 19.8
Investigations 21.0 21.0 21.0 21.0 21.0
Administrative Services 10.0 10.0 10.0 10.0 11.0
rr
Staff Services 1 1.0 1 1.0 1 1.0 1 1 .0 12.4
Auxiliary Services 16.0 16.0 17.0 17.0 17.0
Total Police 128.2 128.2 130.2 130.2 132.2
Total All Staffing 688.2 687.2 703.8 703.8 699.1
r
rr
vw
r
■rr
rr
Operating Budget
3-3
Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses (Sheet I of 2)
2002 2003 2004 2004 2005 Change
Department Actual Actual Adi Bdgt Actual Budget 04/05
Legislative
Legislative(City Council) 171,037 180,159 194,100 179,538 220,100 13.4%
Total Legislative 171,037 180,159 194,100 179,538 220,100 13.4%
Administrative,Judicial,and Legal Services
Mayor's Office 728,450 747,179 818,500 793,771 848,900 3.7%
City Clerk 384,713 404,554 447,100 411,386 465,500 4.1%
Court Services 1,222,1 13 1,253,794 1,379,000 1,296,172 1,425,800 3.4%
City Attorney 971,312 981,227 1,080,200 1,105,397 1,101,300 2.0%
Hearing Examiner 117,212 120,095 134,900 123,059 141,600 5.0%
Total AJLS 3,423,800 3,506,849 3,859,700 3,729,785 3,983,100 3.2%
Community Services
Admin,Facilities,Parks Maint,&Recreation 11,031,819 9,031,144 10,846,600 10,454,237 10,613,700 -2.1%
Human Services 533,013 499,549 534,600 499,809 541,400 1.3%
CDBG Block Grants 264,536 292,538 362,100 288,521 314,500 -13.1%
Library 1,425,145 1,470,933 1,646,300 1,560,557 1,494,700 -9.2%
Golf Course 2,078,763 2,194,938 2,412,000 2,255,714 2,321,200 -3.8%
Total Community Services 15,333,276 13,489,102 15,801,600 15,058,838 15,285,500 -3.3%
Economic Development,Neighborhoods and Strategic Planning
Econ Dev,Neighbds and Strategic Planning 1,111,505 1,014,907 1,321,600 1,081,161 1,294,200 -2.1%
Total EDNSP 1,111,505 1,014,907 1,321,600 1,081,161 1,294,200 -2.1%
Finance and Information Services
Finance 1,591,454 1,659,711 1,771,300 1,664,640 1,773,700 0.1%
Information Systems 1,432,585 1,426,355 1,568,500 1,516,038 1,670,700 6.5% ..
Total Finance and Information Services 3,024,039 3,086,066 3,339,800 3,180,678 3,444,400 3.1%
Fire
Administration 897,969 1,107,656 875,300 778,587 873,400 -0.2% +�
Emergency Response 9,199,995 9,608,368 10,235,900 9,706,439 10,812,000 5.6%
Prevention 808,454 833,753 892,000 862,213 919,000 3.0%
Training 365,843 370,635 404,200 384,195 423,300 4.7%
Disaster Management 9,958 17,139 49,500 38,974 15,100 -69.5%
Total Fire 11,282,219 11,937,551 12,456,900 11,770,408 13,042,800 4.7%
r.
Human Resources and Risk Management
Personnel Administration and Civil Svc 635,558 595,413 652,200 500,729 620,800 -4.8%
Risk Management 7,261,355 9,1 17,162 11,083,500 9,823,886 11,399,600 2.9%
Total Human Resources and Risk Mgt 7,896,913 9,712,575 11,735,700 10,324,615 12,020,400 2.4%
Operating Budget
3-4 ,
Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses (Sheet 2 of 2)
2002 2003 2004 2004 2005 Change
Department Actual Actual Adj Bdgt Actual Budget 04/05
Planning/Building/Public Works
Administration 297,909 320,390 364,100 302,738 363,700 -0.1%
Development Services 2,896,697 2,950,750 3,288,000 3,159,450 3,360,600 2.2%
Maintenance Services 17,597,323 16,432,346 18,117,800 16,652,589 19,286,900 6.5%
Transportation Systems 3,852,459 3,998,472 4,759,900 4,285,354 4,525,200 -4.9%
Utility Systems 21,641,946 23,082,148 20,175,200 19,639,793 22,992,600 14.0%
Total Planning/Bldg/Public Works 46,286,334 46,784,106 46,705,000 44,039,924 50,529,000 8.2%
Police
Administration 1,792,907 1,862,314 1,580,600 1,616,210 1,601,100 1.3%
Patrol Operations 5,513,115 5,481,823 5,977,900 5,403,724 5,191,800 -13.2%
Patrol Services 1,089,633 1,151,535 1,295,900 1,129,911 2,331,500 79.9%
Investigations 1,828,370 2,110,575 2,262,600 2,331,108 2,378,700 5.1%
Administrative Services 1,002,546 1,118,329 1,182,500 1,039,042 1,330,000 12.5%
Staff Services 572,418 592,418 660,800 602,564 786,700 19.1%
Auxiliary Services 1,960,713 1,874,562 2,155,900 2,314,334 2,257,200 4.7%
Total Police 13,759,702 14,191,556 15,116,200 14,436,893 15,877,000 5.0%
Other City Services
Other City Services 7,363,889 5,130,894 5,064,700 4,575,694 4,651,200 -8.2%
Limited GO Bonds 2,862,364 2,797,620 2,939,100 2,891,510 2,556,500 -13.0%
Total Other City Services 10,226,253 7,928,514 8,003,800 7,467,204 7,207,700 -9.9%
Total Operating Budget 112,515,078 111,831,385 118,534,400 111,269,044 122,904,200 3.7%
Capital Improvement Program(CIP)
Impact Mitigation 1,953,866 5,409,161 4,260,600 3,591,841 1,613,400 -62.1%
City Hall/Garage 5,588,238 2,289,468 1,915,200 1,869,811 0 -100.0%
Aquatic Center 100,453 3,775,975 1,123,500 1,1 16.359 0 -100.0%
Municipal Facilities 5,313,713 5,201,289 9,958,300 3,392,976 4,700,100 -52.8%
Transportation 5,712,870 7,564,652 12,112,300 5,919,535 9,061,500 -25.2%
Golf Course 137,404 3,590 675,400 320,233 310,000 -54.1%
Waterworks Utility 8,174,313 8,392,005 20,841,500 13,408,670 9,450,000 -54.7%
Total CIP Program and Other CIP Costs 26,980,857 32,636,140 50,886,800 29,619,425 25,135,000 -50.6%
Other Designated Expenses 2,672,072 2,228,1 10 14,341,500 11,185.330 1,866,600 -87.0%
Total Committed Expenditures 142,168,007 146,695,635 183,762,700 152,073,799 149,905,800 -18.4%
Operating Budget
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Operating Budget '
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Legislative
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City of Renton
6 2005 Budget
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Terri Briere
Council President 1
Julia Medzegian
Council Liaison
Randy Carman Dan Clawson Denis Law Toni Nelson Marcie Palmer Don Persson
Council President Pro Tem
Legislative Department Organization
Pxgb
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In this section you will find the Legislative Department Mission Statement
r with a stated core service and accomplishments for the year 2004.
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 Councilmembers and Committees
Cotwilmember Term TermFxpires 2005 Con nittee Chair Committee Meeting Days Time
Tem Briere 4 years 12/31/2005 Committee of the Whole 1st,2nd,3rd,4th Mondays 6:30 p.m
Randy Cormin 4 years 12/31/2005 Utilities lst and 3rd Thursdays 4:00 p.m
Dan Clawson 4 years 12/31/2005 Planning&Development lst and 3rd Thursdays 2:00 p.m
Denis Law 4years 12/31/2007 Public Safety 1st and 3rd Mondays 6:00p.m
Toni Nelson 4 years 12/31/2007 Community Services 2nd and 4th Mondays 5:30 p.m
Marcie Palmer 4years 12/31/2007 Trans portation/Aviation 1st and 3rd Thursdays 3:00 p.m
Don Persson 4 years 12/31/2007 Finance 2nd and 4th Mondays 6:00 p.m
16
Core Services
ift • Legislation that governs the City
Outcomes
• Approve the City budget, all appropriations, levies, taxes, and grants
• Adopt the Land Use Code
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Operating Budget-Legislative
3-7
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2004 Accomplishments
• Awarded grants for six neighborhood projects and three neighborhood
newsletters through the 2004 Neighborhood Grant Program
• Adopted the following:
• A resolution updating the City's Six-Year Transportation
Improvement Program
• 2003 International Fire Code, 2003 international Building Code,
2003 International Residential Code, International Mechanical Code,
Uniform Plumbing Code, International Fuel and Gas Code,
Washington State Energy Code, and Washington State Ventilation
Indoor Air Quality Code ,
• An ordinance outlawing all fireworks (effective 2005) and
establishing penalties for violation of the fireworks laws (effective
June 20, 2004)
• 2002 National Electrical Code with City of Renton Amendments
• Approved the following:
• A memorandum of understanding establishing a cooperative
relationship with the Washington State Department of Transportation ,
for the I-405 congestion relief and transit projects
• The purchase and installation of playground equipment at Sunset
Court Park
• The traffic safety improvements at the intersection of Edmonds Ave.
SE and SE 2nd Pl.
• The Trans-Valley Corridor Intelligent Traffic Management System
Interlocal agreement
Operating Budget-Legislative
3-8
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Major Department Changes for 2005
Personnel Costs:
.,. Salaries ($5,500)
Departmental salary increases include a 3 percent cost of living increase, and
1.1 percent for step increases, longevity, and reclassifications.
Benefits ($3,700)
Department increases include 7 percent medical and dental and 10.6 percent for
Industrial Insurance. The PERS rate increases from 1.38 percent to 4.72 percent,
the LEOFF rate increases from 3.25 percent to 5.21 percent effective July 1, 2005.
Supplies, Other Services and Charges:
Small Tools and Minor Equipment ($500)
Other Services and Charges ($16,300)
Transfer funding for the Council Retreat and Hospitality from Other City Services to
Legislative.
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Figure 3-1. Legislative Overview
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Expenditure Comparison
$250,000
$200,000
-r---------r
$150,000
$100,000
Us
$50,000
rs $0
1997 1998 1999 2000 2001 2002 2003 2004 2005 Budget
ti1M'
Operating Budget-Legislative
3-9
Expenditure Budget by Category- Legislative
2002 2003 2004 2004 2005 Change a
Actual Actual Adj Bdgt Actual Budget 04/05 r
Regular Salaries 120,724 130,905 134,900 128,328 140,400 4.1%
Part Time Salaries 0 0 0 0 0 N/A
Overtime 0 0 0 0 0 N/A
Personnel Benefits 42,732 40,797 49,100 45,386 52,800 7.5%
Supplies 1,013 859 1,200 1,374 1,700 41.7%
Other Services&Charges 6,568 7,598 8,900 4,451 25,200 183.1%
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 171,037 180,159 194,100 179,539 220,100 13.4%
CIP 0 0 0 0 0 N/A
Total 171,037 180,159 194,100 179,539 220,100 13.4%
Funding Decisions - Legislative
2004 Adjusted Budget $194,100
2005 Budget Changes
t
Salaries 5,500
Benefits 3,700
Supplies 500
Council Retreat,reallocation from Other City Services 14,000
Hospitality,reallocation from Other City Services 2,300
2005 Total Budget $220,100
Staffing Levels(Full-Time Equivalent Employees - FTE) - Legislative
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
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 0.0 0.0 0.0 N/A
Total FTE 8.1 8.1 8.0 8.0 8.0 0.0%
Divisions by Fund Number
The Legislative Services/City Council Department is included in the General Fund (000).
Operating Budget-Legislative
3-10
4
to
is Table 3-4. Legislative Department Position Listing
2002 2003 2004 2004 2005
Grade Title Actual Actual Budget Actual Budget
as
Legislative Services/City Council
City Council Members(Elected) 7.0 7.0 7.0 7.0 7.0
r N12 City Council Liaison 0.0 0.0 1.0 1.0 1.0
N11 City Council Liaison 1.0 1.0 0.0 0.0 0.0
Total Regular Staffing 8.0 8.0 8.0 8.0 8.0
r Intermittent Part-Time 0.1 0.1 0.0 0.0 0.0
Total Legislative Services 8.1 8.1 8.0 8.0 8.0
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Operating Budget-Legislative
3-12
Administrative, Judicial,
and Legal Services
Clot of Renton
2005 Budget
Mayor
Kathy Keolker-Wheeler
1
Chief Administrative
Officer
Jay Covington
1
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................................................................,
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
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aWmmb
r Judicid,
�. Grnd SeAutceli
In this section you will find Administrative, Judicial, and Legal
iServices 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
flists of their outcomes, accomplishments for the year 2004, and
action plans for the year 2005.
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
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Mayor's Office
• Manage internal and external issues and programs
• Coordinate community relations
• Facilitate city-wide communication efforts
City Clerk
• Legislative Support
• City-wide Records Management
• Government Access Television Channel Operations
• Cable Franchise Administration
• Audio-Visual Services
• Information and Referral Services
Operating Budget-Administrative,Judicial,and Legal Services
3-13
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 the Administrative, Judicial, and Legal Services Department
expenditures is shown in figure 3-2, followed by expenditures by division and category.
Operating Budget-Administrative,Judicial and Legal Services Department
3-14
Figure 3-2. Administrative, Judicial, and Legal Services Department Overview
Ila
Expenditure Comparison
$5,000,000
Irk
$4,000,000
to $3,000,000 r r
$2,000,000
to $1,000,000
$0
+tom 1997 1998 1999 2000 2001 2002 2003 2004 2005 Budget
Expenditure Budget by Division - Administrative, Judicial, and Legal Services
2002 2003 2004 2004 2005 Change
Actual Actual Adi Bdgt Actual Budget 04/05
Mayor's Office 728,450 747,179 818,500 793,771 848,900 3.7%
-City Clerk 384,713 404,554 447,100 411,386 465,500 4.1%
ow City Attorney 971,312 981,227 1,080,200 1,105,397 1,101,300 2.0%
Hearing Examiner 117,212 120,095 134,900 123,059 141,600 5.0%
Court Services 1,222,113 1,253,794 1,379,000 1,296,172 1,425,800 3.4%
6 Operating Total 3,423,800 3,506,849 3,859,700 3,729,785 3,983,100 3.2%
CIP 0 0 0 0 0 N/A
Total 3,423,800 3,506,849 3,859,700 3,729,785 3,983,100 3.2%
1* Expenditure Budget by Category - Administrative, Judicial, and Legal Services
2002 2003 2004 2004 2005 Change
Actual Actual Adi Bdgt Actual Budget 04/05
fm Regular Salaries 1,508,118 1,597,071 1,697,100 1,603,611 1,742,500 2.7%
Part-Time Salaries 7,262 11,328 13,600 20,404 14,000 2.9%
Overtime 5,050 10,797 5,000 15,099 5,200 4.0%
aw Personnel Benefits 350,572 390,736 447,600 394,405 491,400 9.8%
Supplies 29,669 27,168 24,000 35,197 24,000 0.0%
Other Services and Charges 1,473,770 1,424,395 1,629,800 1,590,336 1,663,400 2.1%
Intergovernmental Services 39,777 36,619 42,600 35,457 42,600 0.0%
Capital Outlay 9,582 8,735 0 35,277 0 N/A
so Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
-Operating Total 3,423,800 3,506,849 3,859,700 3,729,785 3,983,100 3.2%
CIP 0 0 0 0 0 N/A
Total 3,423,800 3506 849 3,859,700 3729785 3,983,100 3.2%
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Operating Budget-Administrative,Judicial and Legal Services Department
3-15
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Major Department Changes for 2005
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($96,200 - All Divisions)
Department salary increases include 3 percent cost of living, and 1.1 percent
for step increases, longevity, and reclassifications.
Benefits ($43,800 - All Divisions)
Department increases include 7 percent medical and dental and 10.6 percent for
Industrial Insurance. The PERS rate increases from 1.38 percent to t
4.72 percent, the LEOFF rate increases from 3.25 percent to 5.21 percent effective
July 1, 2005.
Staffing Changes (-$55,000 — Court Services)
Department net changes are a result of cost-saving measures. This includes
salaries and benefits for a 1.0 FTE reduction in Court Services with the
elimination of a Judicial Specialist.
Supplies, Other Services and Charges:
Contract Costs ($43,300—Mayor's Office, City Attorney, Court Services)
Contract increases include$21,100 in Prosecutor/Legal Staff Services, $7,700 in
Judges Pro Tem and Public Defender, $12,600 in Interpreter fees, and $1,900 in
Community Relations to meet increasing demands.
City Vehicle(-$4,900—Mayor's Office)
A modification of the Mayor's city vehicle benefit from a City-provided vehicle to a monthly
vehicle allowance was authorized in the third quarter. This change results in annual savings
of approximately $4,900.
Operating Budget-Administrative,Judicial and Legal Services Department
3-/6
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Wo Staffing Levels by Division
2002 2003 2004 2004 2005 Change
tw Actual Actual Adl Bd t Actual Budget 04/05
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%
4W 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 14.7 14.7 15.7 15.7 14.7 -6.4%
r Total FTE 28.2 28.2 29.2 29.2 28.2 -3.4%
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,
r. 2005 funding decisions, and staffing levels.
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
r.r • 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
taw
Operating Budget-Administrative,Judicial and Legal Services Department
3-17
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2004 Accomplishments ,
Administration
• Conducted workshops with the Mayor, Council, and Department Administrators
to review and refine the City's Vision, Mission, and Business Plan Goals and
prepare for emerging issues
• Provided executive management in the implementation of the 2004 portion of
the City's Business Plan contained within the City's annual operating budget
• Provided leadership and direction in regional issues including
Transportation, Land Use, Potential Annexation Areas, Water Resource
Inventory Areas, and Emergency Communications
• 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 2005 Budget, and
overall City operations
Mayor's Office
• Provided direction and oversight for various internal and external programs
• Provided management support and consultation for the direction of
departmental, citywide, regional programs, policies, and initiatives
• Provided assistance to internal and external customers. Facilitated resolution
of citizen concerns on various issues. Responded to an estimated 5,000 phone
calls and office visits, produced more than 380 pieces of written
correspondence from the Mayor, and sent out approximately 1,750 New
Resident Welcome Packets
• Coordinated and disseminated public information to internal and external i
customers through press releases, a monthly community newsletter
(CitySource), the employee newsletter(the Grady Grapevine), daily electronic
news for employees (the e-Grapevine), a community calendar, and the City's
website. Provided in-house consultation to staff on public information
dissemination, brochure and newsletter production, and web page production
• Organized and coordinated the 19th annual Renton River Days community
festival; Renton's 2nd annual an Independence Day fireworks event at Coulon
Park; the City's volunteer program; the annual tour of municipal facilities for
approximately 1,050 third graders from the Renton School District; delegation
visits and other activities and events for Renton's Sister City relationships with
Cuautla, Mexico and Nishiwaki, Japan; and several other outreach events and
activities
Operating Budget-Administrative,Judicial and Legal Services Department
3-18
2005 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 and prepare for emerging issues
• Provide strategic direction and oversight for the annual update of the
Comprehensive Plan and 2006 Budget
• Work with State and Federal Legislators to bring legislative and monetary
assistance to Renton
• Provide strategic leadership and direction on a variety of regional issues
such as Transportation, Land Use, Potential Annexation Areas, Water
Resource Inventory Areas, and Emergency Communications
• Provide strategic leadership and oversight for the City's business and
operational plans scheduled for implementation in 2005
Mayor's Office
• Direct the City's efforts in Outcome Management. Provide management
support and consultation for the direction of departmental, citywide, and
regional programs, policies, 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, a
community news source, an employee news source, the community
calendar, and the City's website. Find methods of information
dissemination that reduce costs
• Coordinate citywide special events (including the 20th annual Renton
River Days festival and the 3rd annual Independence Day fireworks
display at Coulon Park), the City's volunteer program, and the Sister City
program. Plan for the inevitability of assisting the community in the
production of these "quality of life"programs in a way that does not over-
obligate the City's limited financial resources
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Operating Budget-Administrative,Judicial and Legal Services Department
3-19
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Expenditure Budget by Category - Mayors Office
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 496,261 521,036 542,500 536,979 567,200 4.6%
Part-Time Salaries 2,622 3,860 6,400 6,119 6,600 3.1%
Overtime 2,607 4,993 0 4,956 0 N/A
Personnel Benefits 102,733 111,149 122,300 112,640 135,600 10.9%
Supplies 2,950 3,161 4,000 3,632 4,000 0.0%
Other Services and Charges 121,277 102,980 143,300 129,445 135,500 -5.4%
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 728,450 747,179 818,500 793,771 848,900 3.7%
CIP 0 0 0 0 0 N/A
Total 728,450 747,179 818,500 793,771 848,900 3.7%
Funding Decisions-Mayor's Office
2004 Adjusted Budget $818,500
2005 Budget Changes
Salaries 20,100 ,
Benefits 13,300
City Vehicle Allowance 4,800
Equipment Rental -9,700
Professional Services 1,900
2005 Total Budget $848,900
Staffing Levels (Full-Time Equivalent Employees - FTE) - Mayor's Office
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
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 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 7.0 7.0 7.0 7.0 7.0 0.0%
Operating Budget-Administrative,Judicial and Legal Services Department
3-20
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City Clerk
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for City Clerk Division expenditures, 2005 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 various forms
iof media to meet the needs of the community and City departments
Outcomes
• Public process ensured for informed decision-making
• Compliance with laws, policies and mandates
• 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
2004 Accomplishments
• Completed city-wide and departmental records retention and disposition
schedule project; inventoried microfiche
• Re-filled the Records Management Coordinator position
• Conducted Information Desk Volunteer training session
i • Performed annual records audit for destruction; audited various historical
records
• Issued weekly agenda and minutes for regular Council meetings prior to
the next regular meeting
• Documented legislative history upon approval of ordinances and
resolutions
• Coordinated codification of ordinances and processing of policies and
procedures
• Revised contract checklist and contract policy and procedure
• Provided customer assistance to both internal and external customers.
Facilitated Council referral to administration process
• Coordinated and disseminated public information to internal and external
customers through cable channel 21 operations
• Participated in national and regional Clerk's associations, and national
telecommunications officers association
Operating Budget-Administrative,Judicial and Legal Services Department
3-21
2005 Action Plan j
• Improve access to public information and facilitate open public government
• Continue to provide responsive service and support to the public, elected
officials, the administration and staff
• Conduct staff training regarding records management, micrographics
media, agenda process, and contract process
• Implement new and improved policies and procedures related to work of
the Office
• Develop records management manuals
Operating Budget-Administrative,Judicial and Legal Services Department
3-22
Expenditure Budget by Category - City Clerk
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 240,151 253,742 265,600 229,673 276,500 4.1%
Part-Time Salaries 0 0 0 4,455 0 N/A
fes, Overtime 86 124 0 0 0 N/A
Personnel Benefits 57,206 67,334 75,300 64,173 82,800 10.0%
Supplies 3,993 4,091 6,600 8,357 6,600 0.0%
Other Services and Charges 43,500 33,909 57,000 46,661 57,000 0.0%
Intergovernmental Services 39,777 36,619 42,600 35,457 42,600 0.0%
Capital Outlay 0 8,735 0 22,610 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
V Operating Total 384,713 404,554 447,100 411,386 465,500 4.1%
CIP 0 0 0 0 0 N/A
Total 384,713 404,554 447,100 411,386 465,500 4.1%
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Funding Decisions- City Clerk
IN
2004 Adjusted Budget $447,100
2005 Budget Changes
Oft Salaries 10,900
Benefits 7,500
2005 Total Budget $465,500
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to Staffing Levels (Full-Time Equivalent Employees - FTE) - City Clerk
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
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%
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Operating Budget-Administrative,Judicial and Legal Services Department
3-23
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City Attorney
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for City Attorney Division expenditures, 2005 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
2004 Accomplishments
• Provided ordinance drafting and contract review, in general on the first day
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
• Handled numerous bidding and other irregularities in construction contracts for
capital improvement projects j
• Obtained favorable settlements in the Grassi, Frederickson, Knecht and
McDaniel cases
• Participated in successful challenge of Snohomish County ordinances limiting the
location of the Brightwater sewage treatment facility
• Successfully litigated the Holt case
2005 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
• 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
Operating Budget-Administrative,Judicial and Legal Services Department
3-24
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wz Expenditure Budget by Category- City Attorney
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 0 0 0 0 0 N/A
Part-Time Salaries 0 0 0 0 0 N/A
it Overtime 0 0 0 0 0 N/A
Personnel Benefits 0 0 0 0 0 N/A
Supplies 14,103 13,901 3,300 15,745 3,300 0.0%
IK Other Services and Charges 957,209 967,326 1,076,900 1,089,652 1098 000 2.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
is Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
it Operating Total 971,312 981,227 1,080,200 1,105,397 1,101,300 2.0%
CIP 0 0 0 0 0 N/A
Total 971,312 981,227 1,080 200 1,105,397 1,101,300 2.0%
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Funding Decisions- City Attorney
2004 Adjusted Budget $1,080,200
2005 Budget Changes
s
Contract Increase 21,100
2005 Total Budget $1,101,300
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Staffing Levels (Full-Time Equivalent Employees - FTE) - City Attorney
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bd t Actual Budget 04/05
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
io
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%
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Operating Budget-Administrative,Judicial and Legal Semites Department
3-25
Hearing Examiner
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Hearing Examiner Division expenditures,
2005 funding decisions, and staffing levels.
Mission Statement
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
• Provide reports in a timely fashion that provide facts and conclusions j
that may be used by the public and the City Council to judge land use
projects proposed within the City
2004 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
2005 Action Plan
• Consider and apply land use regulatory codes
• Hear appeals regarding SEPA or Administrative decisions
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Wa
Expenditure Budget by Category - Hearing Examiner
2002 2003 2004 2004 2005 Change
Iw Actual Actual Adi Bdgt Actual Budget 04/05
Regular Salaries 102,601 103,591 111,800 105,469 116,400 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 0 173 0 441 0 N/A
Personnel Benefits 13,441 15,069 15,400 15,932 17,500 13.6%
Supplies 188 34 700 0 700 0.0%
Other Services and Charges 982 1,228 7,000 1,217 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 117,212 120,095 134,900 123,059 141,600 5.0%
CIP 0 0 0 0 0 N/A
Total 117,212 20,095 134,900 123,059 141,600 5.0%
Funding Decisions- Hearing Examiner
2004 Adjusted Budget $134,900
2005 Budget Changes
to Salaries 4,600
Benefits 2,100
2005 Total Budget $141,600
tea
Staffing Levels (Full-Time Equivalent Employees - FTE) - Hearing Examiner
6 2002 2003 2004 2004 2005 Change
Actual Actual Adi Bd t Actual Budget 04/05
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%
rir
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Operating Budget-Administrative,Judicial and Legal Services Department
3-27
Court Services ,
Following the mission statement and lists of outcomes,accomplishments, and
action plans, we include charts for Court Services Division expenditures,
2005 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
• Implement and Comply with Laws
• Provide Justice with Dignity in a Timely Manner
• Provide a Neutral Setting to Resolve Disputes r
2004 Accomplishments
• Established and filled Probation Clerk Position
• Reorganized office tasks and procedures to eliminate one
Judicial Specialist Position
• Equipped and established protocol for sampling probationers for
use of alcohol or foreign substances
• No negative audit findings
• Surveyed Jurors for satisfaction of use of time and quality of experience
2005 Action Plan
• Train court staff regarding new legislation
• Adjust jury management to mitigate juror concerns
• Survey public via utility billing to assess satisfaction with and expectations j
of court services
• Continue tracking complaints to Mayor's Office, City Council, City Clerk,
and Court regarding court business activity
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Operating Budget-Administrative,Judicial and Legal Services Department
3-28
art
Expenditure Budget by Category - Court Services
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 669,105 718,702 777,200 731,490 782,400 0.7%
Part-Time Salaries 4,640 7,468 7,200 9,830 7,400 2.8%
Overtime 2,357 5,507 5,000 9,701 5,200 4.0%
Personnel Benefits 177,192 197,184 234,600 201,660 255,500 8.9%
Supplies 8,435 5,981 9,400 7,463 9,400 0.0%
Other Services and Charges 350,802 318,952 345,600 323,362 365,900 5.9%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 9,582 0 0 12,666 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,222,113 1,253,794 1,379,000 1,296,172 1,425,800 3.4%
CIP 0 0 0 0 0 N/A
Total 1,222,113 1,253,794 1,379,000 1,296,172 1,425,800 3.4%
be
Funding Decisions- Court Services
2004 Adjusted Budget $1,379,000
2005 Budget Changes
Salaries 60,600
Benefits 20,900
is
Staffing Changes,-1.0 FTE Judicial Specialist -55,000
Professional Services,Judges Pro Tem and Public Defenders 7,700
Interpreter Fees 12,600
2005 Total Budget $1,425,800
Staffing Levels (Full-Time Equivalent Employees - FTE) - Court Services
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular 14.0 14.0 15.0 15.0 14.0 -6.7%
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 0.0%
Total FTE 14.7 14.7 15.7 15.7 14.7 -6.4%
Operating Budget-Administrative,Judicial and Legal Services Department
3-29
r
Table 3-5. Administrative, Judicial, and Legal Services Performance and Workload Indicators
2002 2003 2004 2004 2005
Actual Actual Forecast Actual Forecast
Mayor's Office
Renton's Web Site Hits for the Year 1,672,066 1,935,531 2,200,000 2,083,433 2,200,000
New Resident Welcome Packets Mailed Out 1,126 1,178 1,200 1,671 1,800
Court Services
Jury Trials Set 797 841 820 918 900 ,
Jury Trials Heard 14 22 25 26 35
Non-Jury Trials Set 204 210 225 232 250
Non-Jury Trials Heard 17 12 15 63 65
Interpreters Used 349 415 400 370 400
Cases Heard using Interpreters 1,226 1,300 1,174 1,300
Pre-Sentence and Evaluations 256 518 750 854 850
Probation(monthly average) 424 433 420 389 400 '
Court Cost Recoupment
Public Defense $136,823 $139,755 $130,000 $114,351 $115,000
Probation $153,818 $147,376 $180,000 $139,588 $150,000
Hearing Examiner
Cases
Property Forfeitures 3 8 8 9 9
Vehicle Impounds 5 15 15 10 15
SEPA Appeals 2 0 3 1 2
Administrative Appeals 2 1 10 3 4
Other Jurisdiction Cases 1 10 10 5 7
Conditional Use Permits 8 1 3 1 3
Preliminary Plats 7 8 10 13 15
Site Approvals 6 7 10 2 6
Short Plats 8 6 8 10 10
Variances 1 0 2 0 2
Special Permit for Fill and Grade 2 0 2 0 0
Waiver of Street Improvements 0 0 0 0 0
Rezones 1 1 4 1 2
Shoreline Management 2 0 4 1 2
Other 0 1 3 3 3
Total Hearing Examiner Cases 48 58 92 59 80
City Clerk
Ordinances Processed 60 65 55 58 60
Resolutions Processed 61 71 65 48 55
New Contracts 218 200 215 160 190
Contract Addenda 71 115 80 52 70
New Index Cards (mainframe) 885 856 900 788 825
Videos Produced(excluding Council Meetings) 12 12 15 10 10
Council Minutes Published 42 44 42 44 43
Recorded Documents 190 206 200 224 220
i
Operating Budget-Administrative,Judicial and Legal Services Department '
3-30
it
Table 3-6. Administrative, Judicial, and Legal Services Department Position Listing
irr
2002 2003 2004 2004 2005
Grade Title Actual Actual Budget Actual Budget
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
M17 Executive Secretary 0.0 0.0 0.0 1.0 1.0
r N15 Community Relations Specialist 0.0 0.0 1.0 1.0 1.0
N13 Executive Secretary 1.0 1.0 0.0 0.0 0.0
N12 Community Relations Specialist 1.0 1.0 1.0 0.0 0.0
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
rrr -
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
0Hearing 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 1.0 1.0 1.0 1.0 1.0
A15 Judicial Specialist(Lead) 0.0 0.0 2.0 2.0 2.0
A10 Judicial Specialist/Trainer 2.0 2.0 0.0 0.0 0.0
All Judicial Specialist(Lead) 0.0 0.0 1.0 1.0 1.0
A08 Judicial Specialist 9.0 9.0 8.0 8.0 7.0
A08 Probation Clerk 0.0 0.0 1.0 1.0 1.0
Total Regular Staffing 14.0 14.0 15.0 15.0 14.0
Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7
Total Court Services Division 14.7 14.7 15.7 15.7 14.7
Total Regular Staffing 27.5 27.5 28.5 28.5 27.5
Total Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7
Total Administrative,Judicial,and Legal Services 28.2 28.2 29.2 29.2 28.2
Operating Budget-Administrative,Judicial and Legal Services Department
3-31
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Operating Budget-Administrative,Judicial and Legal Services Department
3-32
� Eco.om,c o...loam.n,
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1
1
1 �
�
City of Renton
� 2005 Budget
1
s
3
Administrator
Alex Pietsch
1
Administrative
Support
2
Economic Development Neighborhoods Strategic Planning
3 1 6.3
i
Note: This department has 13.3 total full-time equivalent employees. ,
Economic Development, Neighborhoods, and Strategic Planning Department Organization
r
&Anemic owdepmVd,
..
A/
and Stuitegic Ytafutiag
In this section you will find the Economic, Neighborhoods, and
Strategic Planning Development Mission Statement with a summary
W 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 2004, and action
plans for the year 2005.
Mission Statement
Enhance the vitality and livability of the Renton community by
creating a prosperous economy and quality neighborhoods
Core Services
• Economic Development
• Neighborhood Program
r • Land use and Planning
• Legislative affairs
Outcomes
• Broaden the City's tax base, diversify employment, and
increase property values
0 Improve Renton's image in the community and throughout the region
• Increase neighbor-to-neighbor and neighbor-to-City
communication to foster a more livable community
• Promote neighborhood identification and beautification
• 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
3-33
r
2004 Accomplishments ,
• Total sales tax revenue increased by almost 6 percent, and Hotel/Motel tax revenue
increased by 14.5 percent from September 2003 to September 2004
• The percentage of key new business tax contributions increased from 1 percent to
almost 6 percent '
• Construction revenue increased by 31 percent from 2003 to 2004, a significant and
unusual increase over the 2002 to 2003 growth rate of 12 percent
• Effective marketing and redevelopment efforts resulted in 192 positive news articles ,
and a 36 percent increase in hits to RentonMarket website from 2003 to 2004
• The Neighborhood program served over 12,000 residents and 4,500 households. The
number of neighborhood picnics increased by 30 percent(from 10 to 13), even as
some neighborhoods held combined picnics
• Grant applications exceeded the $50,000 limit by almost$20,000, a first for the
program as it increases in popularity
• Successfully lobbied the 2004 State Legislature on 51 percent of our key issues and
achieved the City's legislative goals on retiree health insurance, SR 169 supplemental
funds, water rights, and law and justice. Important issues such streamlining sales tax
and gambling land use restrictions were successfully carried over for further '
discussion in 2005
2005 Action Plan
• Begin implementing the redevelopment plans for the South Lake Washington area,
including working with the property owner and other City divisions to affect positive ,
results in this changing area. As part of implementing South Lake Washington
redevelopment, apply the Urban Center North Comprehensive Plan vision and design
guidelines
• Develop the Highlands Subarea Plan to establish a vision and process to create a
vibrant retail and neighborhood area
• Attract new businesses to Renton to increase sales tax revenue and jobs and to '
promote Renton's business investment opportunities
• Increase the opportunity for resident's participation in the community through ,
consolidated neighborhood picnics, more effective intra-neighborhood
communication, and increased participation in the grant program
• 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
Operating Budget-Economic Development
3-34
r
Major Department Changes for 2005
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($34,700)
r
Departmental salary increases include a 3 percent cost of living increase,
and 1.1 percent for step increases, longevity, and reclassifications.
r
Benefits ($23,800)
Department increases include 7 percent medical and dental and 10.6 percent
y for Industrial Insurance. The PERS rate increases from 1.38 percent to 4.72
percent, the LEOFF rate increases from 3.25 percent to 5.21 percent
effective July 1, 2005.
r.
Supplies, Other Services and Charges:
Consultant Contracts ($9,000)
A 5.2 percent increase for ongoing professional services is proposed for
cost of service in 2005. The total consulting budget is $75,000.
r
2004 Funding Item:
,i. Consultant Services (-$94,900)
2004 funding for one time consulting projects include: Shorelines, Urban
Center-North, Highlands Sub-area plan, and annexations.
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Operoting Budget-Economic Development
¢: 3-35
Figure 3-3. Economic Development Overview
Expenditure Comparison
$1,500,000
$1,200,000
$900,000
$600,000
$300,000
$0 i
1997 1998 1999 2000 2001 2002 2003 2004 2005 Budget
Expenditure Budget by Category - Economic Development, Neighborhoods, and Strategic Planning
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdqt Actual Budget 04/05
Regular Salaries 736,810 681,620 819,600 722,945 853,200 4.1%
Part-Time Salaries 32,956 0 32,600 570 33,600 3.1%
Overtime 945 1,179 2,600 2,345 2,700 3.8%
Personnel Benefits 160,529 151,528 191,900 159,644 215,700 12.4% 4
Supplies 11,932 8,538 18,300 17,344 18,300 0.0%
Other Services and Charges 166,061 162,164 246,600 178,075 160,700 -34.8%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outla2,272 9,878 10,000 239 10,000 0.0%
0 0 N/A
0 0 0
Debt Service �
Interfund Payments 0 0 0 0 0 N/A so
Operating Total 1,111,505 1,014,907 1,321,600 1,081,162 1,294,200 -2.1%
t
CIP 0 0 0 0 0 N/A
Total 1,111,505 1014907 1,321,600 1 081 162 1,294,200 -2.1%
b
1
S
1
Operating Budget-Economic Development
3-36
Funding Decisions- Economic Development, Neighborhoods, and Strategic Planning
2004 Adjusted Budget $1,321,600
2005 Budget Changes
Salaries 34,600
Overtime
100
Benefits 23,800
Consultant Services 9,000
Consultant Services (2004 Funding) -94,900
2005 Total Budget
$1,294,200
rr
Staffing Levels(Full-Time Equivalent Employees- FTE) - Economic Development, Neighborhoods, and
Strategic Planning
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
Regular 12.0 12.0 12.0 12.0 12.0 0.0%
Temporary Part-Time 1.6 1.1
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 13.8 13.3 13.3 13.3 13.3 0.0%
Table 3-7. Economic Development Performance and Workload Indicators
2002 2003 2004 2004 2005
Neighborhood Liaisons to which training and support are Actual Actual Forecast Actual Forecast
provided 18 20 10 20 10
Code Amendments adopted 22 20 10 12 10
Comp Plan Amendments completed 2 10 10 12 10
Annexations/Pre-zones analyzed and completed 0 7 0 6 0
Neighborhood Associations/Residents 24/8,768 28/10,598 28/12,000 34/11,678 34/12,000
Resident picnic attendance 1,100 1,375 1,500 1,550 1,600
Number of positive news articles N/A 60 50 63 50
IM
Operating Budget-Economic Development
3-37
Table 3-8. Economic Development Neighborhoods, and Strategic Planning Position Listing
2002 2003 2004 2004 2005
Grade Title Actual Actual Budget Actual Budget
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 II 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 1.0 1.0 1.0 1.0 1.0
Al2 Neighborhood Coordinator 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 12.0 12.0 _12.0 12.0 12.0 a
i
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 r1
Strategic Planning Department 13.3 13.8 13.3 13.3 13.3
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Operating Budget-Economic Development
3-38
t
t
Finance and information
Services
t
� city of Renton
� 2005 Budget
1
1
1
t
1
Interim Administrator
Michael Wilson
1
Administrative
Support
1
Finance Information Services
18.5 14.8
Print and
Mail Services
Note:This department has 35.3 total full-time equivalent employees.
Finance and Information Services Department Organization
ow �futawx and Jaf0WMtiaa SeWiC40J
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 2004, and action plans for the year 2005.
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
P • Financial and Regulatory Accountability
r
• Fiscal Analysis
• Payroll Processing
• Utility Customer Services
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 HelpDesk
• Print Services and Mail Management
O1' 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
3-39
Figure 3-4. Finance and Information Services Overview
Expenditure Comparison
$3,750,000
$3,000,000
$2,250,000 ......
$1,500,000
so
$750,000
$0
1997 1998 1999 2000 2001 2002 2003 2004 2005 Budget
Expenditure Budget by Division - Finance and Information Services
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05 to
Finance 1,591,454 1,659,710 1,771,300 1,664,640 1,773,700 0.1%
Information Services 1,432,585 1,426,355 1,568,500 1,516,038 1,670,700 6.5%
Operating Total 3,024,039 3,086,066 3,339,800 3,180,678 3,444,400 3.1%
CIP 0 0 0 0 0 N/A
Total 3,024,039 3,086,066 3,339,800 3,180,678 3,444 400 3.1%
Expenditure Budget by Category- Finance and Information Services »
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
r
Regular Salaries 1,753,533 1,873,465 1,983,000 1,879,467 2,032,300 2.5% r
Part-Time Salaries 108,851 90,613 62,000 98,278 63,900 3.1%
Overtime 28,205 23,456 45,200 35,417 47,000 4.0%
Personnel Benefits 390,891 415,020 488,800 420,795 525,800 7.6%
Supplies 150,578 135,422 130,500 158,225 130,500 0.0%
Other Services&Charges 584,755 546,793 620,300 582,651 634,900 2.4%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outla7,226 1,296 10,000 5,845 10,000 0.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 3,024,039 3086066 3,339,800 3180 678 3,4441400 3.1%
CIP 0 0 0 0 0 N/A
Total 3,024,039 3,086,066 3,339,800 3,180,678 3,444,400 3.1%
Operating Budget-Finance and Information Services
3-40
Major Department Changes for 2005
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($117,000 -All Divisions)
Department salary increases include 3 percent cost of living, and 1.1 percent for
step increases, longevity, and reclassifications.
Benefits ($57,700- All Divisions
Department increases include 7 percent medical and dental and 10.6 percent for
Industrial Insurance. The PERS rate increases from 1.38 percent to 4.72 percent,
the LEOFF rate increases from 3.25 percent to 5.21 percent effective July 1, 2005.
Staffing Changes (-$86,500 - Finance Division)
Department net changes are a result of cost-savings measures. This includes
salaries and benefits for a 1.0 FTE reduction in Finance Services with the
elimination of a Financial Analyst Supervisor.
Supplies, Other Services and Charges:
Consultant Contracts ($14,600—All Divisions)
A 5.2 percent increase for ongoing professional services is proposed for cost of
service in 2005. The total consulting budget is $75,000.
Staffing Levels by Division - Finance and Information Services
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bd t Actual Budget 04/05
Finance 21.5 21.5 21.5 21.5 20.5 -4.7%
Information Services 13.8 13.8 14.8 14.8 14.8 0.0%
Total FTE 35.3 35.3 36.3 36.3 35.3 -2.8%
j Divisions by Fund Number
The Finance and Information Services Department is included in the
General Fund (000/004).
s
Operating Budget-Finance and Information Services
3-41
Finance Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Finance Division expenditures, 2005 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 i
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
2004 Accomplishments
• Continued month end closings within the 3rd business day following the
finalization of the payroll process for the month
• Changed the payroll dates from the 5th and 20th to the 10th and 25th of the
month, which allowed real time payroll calculations and eliminated prior
period adjustments
• Produced the annual financial report for 2003 with implementation of
GASB Statements 34, 37, 38, and 40; and received clean audit report
• Paid vendors within 30 days of invoice, 75 percent of the time
• Implemented an upgrade to the Springbrook Utility System software,
transparent to the external users, which provides more pertinent data to
internal users and enhanced on-line billing capabilities
• Implemented an electronic funds transfer payment program with vendors to
reduce paper and postage costs. Seventy-seven (77) vendors have taken
advantage of this process
Operating Budget-Finance and Information Services
3-42
2005 Action Plan
• Develop an on-line bill paying system for Utility customers
t • Implement Citywide credit card acceptance for all City
departments using a common software application
• Upgrade the payroll employee timekeeping system to replace the
current system that is no longer supported by the vendor
• Interpret and implement all GASB pronouncements established
by the Board within their respective implementation dates
• Analyze the current Business Licensing process for proposed
changes to improve the efficiency and effectiveness of the
process which will include the feasibility of replacing the
Business Licensing system
1
Operating Budget-Finance and Information Services
3-43
Expenditure Budget by Category - Finance Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 1,077,741 1,142,181 1,203,600 1,117,439 1,187,800 -1.3%
Part-Time Salaries 19,121 17,441 0 36,677 0 N/A
Overtime 6,324 5,156 17,600 14,255 18,300 4.0%
Personnel Benefits 249,807 256,169 300,700 253,375 316,400 5.2%
Supplies 27,015 11,476 13,900 35,463 13,900 0.0%
Other Services&Charges 205,364 227,288 235,500 207,431 237,300 0.8%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 6,082 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 1,591,454 1,659,711 1,771,300 1,664,640 1,773,700 0.1%
CIP 0 0 0 0 0 N/A
Total 1,591,454 1,659,711 1,771,300 1,664,640 1,773,700 0.1%
Funding Decisions - Finance Division
2004 Adjusted Budget $1,771,300
2005 Budget Changes
Salaries 50,000
Overtime 700
Benefits 36,400
Staffing Changes -1.0 FTE Financial Analyst Supervisor -86,500
Consultant Contracts 1,800
2005 Total Budget $1,773,700
t
1
4
Staffing Levels (Full-Time Equivalent Employees- FTE) - Finance Division Ed
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular 21.5 21.5 21.5 21.5 20.5 -4.7%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A f
Total FTE 21.5 21.5 21.5 21.5 20.5 -4.7%
3
Operating Budget-Finance and Information Services
3-44
j
s Information Services
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Information Services Division expenditures,
2005 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 data/voice
( 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
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2004 Accomplishments
• Assured Telephone and Voice Mail systems, the data network and
electronic mail were operational 99 percent of the time
• Assured that strategic applications have an uptime of 99 percent and
malfunctions cause less than 8 hours of service interruption per application,
per year
• Provided help desk service response levels so that:
Routine requests were responded to by the end of the next business
day and 67 percent of them are resolved within two business days
• Urgent requests were responded to within four business hours and
83 percent of them were resolved within one business day
• Mission critical requests were responded to within thirty minutes and
work will begin within two hours
• Assured that print/mail requests received a proof within two business days,
and products were delivered within four business days of proof approval
Operating Budget-Finance and Information Services
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2005 Action Plan
• Continue support services of new software applications or upgrades, such as
the Fire Department Management system, Payroll Timekeeping system, and
the Business Licensing system, to provide improved services for internal and
external customers
• Replace the remaining Windows 98 computers identified in the City's
inventory with the City's standard operating system
• Provide 75 percent of the Business Systems Analyst position to provide direct
support to the Police Department for implementing the police records system
• Continue to analyze print source options for City departments in order to
provide the most economical print options available for City production
projects
• Support and assist the Departments in selecting and implementing a new
maintenance management and reporting system to replace the obsolete DOS-
based systems currently in place
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Expenditure Budget by Category- Information Services Division
tip 2002 2003 2004 2004 2005 Change
Actual Actual Ad'Bd t Actual Budget 04/05
Regular Salaries 675,791 731,284 779,400 762,027 844,500 8.4%
to Part-Time Salaries 89,731 73,172 62,000 61,601 63,900 3.1%
Overtime 21,881 18,301 27,600 21,162 28,700 4.0%
No Personnel Benefits 141,084 158,851 188,100 167,421 209,400 11.3%
Supplies 123,563 123,946 116,600 122,762 116,600 0.0%
Other Services&Charges 379,391 319,506 384,800 375,220 397,600 3.3%
I! Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 1,144 1,296 10,000 5,845 10,000 0.0%
Debt Service 0 0 0 0 0 N/A
it Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,432,585 1 426,355 1,568,500 1 16,038 1,670,700 6 5%
to UP 0 0 0 0 0 N/A
Total 1,432,585 1,426,355 1,568,500 1,516,038 1,670,700 6.5%
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Funding Decisions - Information Services Division
2004 Adjusted Budqet $1,568,500
2005 Budget Changes
Salaries 67,000
Overtime 1,100
Benefits 21,300
tri Consultant Contracts 12,800
2005 Total Budget $1,670,700
Staffing Levels (Full-Time Equivalent Employees- FTE) - Information Services Division
2002 2003 2004 2004 2005 Change
Actual Actual Ad'Bd t Actual Budget 04/05
Regular 12.0 12.0 13.0 13.0 13.0 0.0%
Temporary Part-Time 0.5 -0.5 0.5 0.5 0.5 0.0%
rr Intermittent Part-Time 1.3 1.3 1.3 1.3 1.3 0.0%
Total FTE 13.8 13.8 14.8 14.8 14.8 0.0%
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Operating Budget-Finance and Information Services
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Table 3-9. Finance and Information Services Department Performance and Workload Indicators
2002 2003 2004 2004 2005
Actual Actual Forecast Actual Forecast
Finance
Utility Billing Customers 17,255 18,085 18,600 18,504 19,100
Employees Paid(per W2 count) 1,058 1,089 1,100 1,207 1,200
Accounts Receivable Billings 1,728 1,802 1,830 1,778 1,800
Vendor Checks 10,939 11,186 11,500 10,650 11,000
Information Services
Calls for Service 2,014 2,236 3,000 3,155 3,300
Print and Mail Operations
Mail Machine Production 287,811 337,000 350,000 343,000 350,000
Table 3-10. Finance and Information Services Position Listing (Sheet I of 2)
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2002 2003 2004 2004 2005
Grade Title Actual Actual Budget Actual Budget
Finance Division
M49 Finance and Information Srvs Administrator 1.0 1.0 1.0 1.0 1.0
i
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 2.0
A23 Business Systems Analyst 0.0 0.0 1.0 1.0 1.0
A19 Accounting Supervisor 0.0 0.0 1.0 1.0 1.0
A19 Utility Accounts Supervisor 0.0 0.0 1.0 1.0 1.0
A18 Accountant 1.0 1.0 1.0 1.0 1.0
N16 Finance Analyst III 2.0 2.0 1.0 2.0 2.0
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A13 Grant Accountant 0.5 0.5 0.5 0.5 0.5
A13 Accounting Supervisor 1.0 1.0 0.0 0.0 0.0
A13 Utility Accounts Supervisor 1.0 1.0 0.0 0.0 0.0
N13 Finance Analyst II 1.0 1.0 1.0 0.0 0.0
N13 Finance Analyst II(Limited Term) 1.0 0.0 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 1.0 1.0 1.0 1.0
A09 Accounting Assistant IV 5.0 5.0 5.0 5.0 5.0
A07 Accounting Assistant III 0.0 2.0 2.0 2.0 2.0 fi
A05 Accounting Assistant II 2.0 0.0 0.0 0.0 0.0
Total Regular Staffing 21.5 21.5 21.5 21.5 20.5
Total Finance Division 21.5 21.5 21.5 21.5 20.5
Operating Budget-Finance and Information Services
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Table 3-10. Finance and Information Services Position Listing (Sheet 2 of 2)
2002 2003 2004 2004 2005
Grade Title Actual Actual Budget Actual Budget
rs
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
r 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
aw 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
A23 Business Analyst 0.0 0.0 1.0 1.0 1.0
"'r 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
of 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 1.0 0.0 0.0 0.0 0.0
W A07 Print&Mail Operator p 1.0 1.0 1.0 1.0 1.0
A07 Accounting Assistant III 0.0 0.0 0.0 1.0 1.0
A05 Accounting Assistant II 0.0 1.0 1.0 0.0 0.0
Total Regular Staffing 12.0 12.0 13.0 13.0 13.0
Temporary Part Time 0.5 0.5 0.5 0.5 0.5
i Intermittent Part Time 1.3 1.3 1.3 1.3 1.3
Total Information Services Division 13.8 13.8 14.8 14.8 14.8
Total Regular Staffing 33.5 33.5 34.5 34.5 33.5
Total Temporary Part Time 0.5 0.5 0.5 0.5 0.5
Total Intermittent Part Time 1.3 1.3 1.3 1.3 1.3
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Total Finance and Information Services 35.3 35.3 36.3 36.3 35.3
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Human Resources and
Risk Management
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Cityof Menton
2005 Budget
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Administrator
Michael Webby
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Human Resources Civil Service Commission Risk Management
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Note: This department has 7.9 total full-time equivalent employees.
Human Resources and Risk Management Department Organization
rNuman qts amm /Jqb k
rManagvnea Dep
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
2004, and action plans for the year 2005.
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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
" Core Services
Administration and Civil Service
' • Recruitment and selection
• Classification and compensation
• Employee relations
• Employee training and development
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Risk Management
• Property and liability insurance
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• Workplace health and safety
• Employee benefits
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Operating Section-Human Resources and Risk Management Department
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Figure 3-5. Human Resources and Risk Management Overview
Expenditure Comparison
$12,500,000
$10,000,000
$7,500,000
$5,000,000
$2,500,000
$o j1997 1998 1999 2000 2001 2002 2003 2004 2005 Budget
Expenditure Budget by Division - Human Resources and Risk Management
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Administration 550,744 509,419 552,600 423,377 557,600 0.9%
Civil Service 84,814 85,994 99,600 77,352 63,200 -36.5%
Risk Mgmt, Property and Liability 7,261,355 9,117,162 3,823,800 3,656,234 3,549,300 -7.2%
Risk Mgmt Healthcare 0 0 6,296,300 5,407,028 6,490,400 3.1%
Risk Mgmt Leoffi Retirees HC 0 0 963,400 760,624 1,359,900 41.2%
Operating Total 7,896,913 9,712,575 11,735,700 10,324,615 12,020,400 2.4%
CIP 0 0 0 0 0 N/A
Total 7,896,913 9,712,575 11,735,700 10,324,615 12,020,400 2.4%
Expenditure Budget by Category - Human Resources and Risk Management I�lil
2002 2003 2004 2004 2005 Change
Actual Actual Ado Bdqt Actual Budget 04/05
Regular Salaries 467,638 491,307 511,200 471,445 472,200 -7.6% r
Part-Time Salaries 6,957 7,555 8,300 9,101 28,500 243.4%
Overtime 0 28 2,500 0 2,600 4.0%
Personnel Benefits 5,766,076 6,203,067 7,392,300 6,500,225 7,876,200 6.5%
Supplies 4,312 3,562 21,400 8,391 13,900 -35.0%
Other Services and Charges 1,479,759 2829 135 2,576,700 2,114,559 3,500,100 35.8%
Intergovernmental Services 1,171 1,821 3,500 1,094 3,500 0.0%
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 171,000 176,100 1,219,800 1,219,800 123,400 -89.9%
Operating Total 7,896 913 9,712,575 11,735,700 10,324,615 12,020,400 2.4%
CIP 0 0 0 0 0 N/A
Total 7,896,913 9,712,575 11,735,700 10,324,615 12,020,400 2.4%
Operating Section-Human Resources and Risk Management Department
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Major Department Changes for 2005
Major department changes are given below, followed by staffing levels.
1
Personnel Costs:
Salaries ($21,200 - All Divisions)
Department salary increases include 3 percent cost of living, and 1.1 percent for
step increases, longevity, and reclassifications.
Benefits ($12,900 -All Divisions
Department increases include 7 percent medical and dental and
10.6 percent for Industrial Insurance. The PERS rate increases
from 1.38 percent to 4.72 percent,the LEOFF rate increases from
3.25 percent to 5.21 percent effective July 1, 2005.
Staffing Changes (-$51,900—Administration and Civil Service)
The department net change of-.5 FTE is a result of a-1.0 FTE regular Human
Resources Analyst/Civil Service Coordinator position, and a .5 FTE part-time
secretary in Civil Service.
j Healthcare Insurance Funds ($1,288,200—Risk Management)
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Healthcare increases for 2005 include $1,162,200 in claims for prescriptions,
medical, vision, and dental coverage, and $126,000 for administrative costs.
Supplies, Other Services and Charges:
Other Operating Changes (-$40,700—Administration and Civil Service
Department net changes are a result of cost-saving measures. These
include -$16,100 for advertising of open positions, -$14,600 for employee
training/development and citywide supervisory training, -$7,500 in
supplies, and -$2,500 for the employee recognition program.
Consultant Services ($38,500—Administration and Civil Service)
Changes for employee relation issues. Transfer of funds made available by
j staffing changes.
Property and Liability Insurance Fund ($818,100—Risk Management)
i Changes of$749,200 to cover citywide anticipated property and liability claims,
and $68,900 to cover insurance premiums for boiler and machinery, underground
storage tank pollution, airport, WCIA liability, and property.
Interfund Payments:
Indirect Cost of Service($3,600—Risk Management)
Cost of service to the General Fund increased by 3 percent.
Operating Section-Human Resources and Risk Management Department
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Long Term Care LEOFFI Retirees ($260,000 - Risk Management) q*
Changes for anticipated cost of nursing home care. Currently three LEOFF 1 Retired
Firefighters are utilizing this benefit.
2004 Funding Items:
Creation of LEOFFI Retirees Health Care Fund ($-713,400 - Risk Management) „r
New fund separates retiree health care costs from active employee costs.
Long Term Care LEOFFI Retirees ($-250,000 - Risk Management)
Changes for 2004 anticipated cost of nursing home care for three LEOFF 1 retired firefighters.
Transfer Reserve from Fund 502 to New Fund 512 ($4,100,000 - Risk Management)
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Created fund 512 to separate healthcare costs from fund 502.
Staffing Levels by Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdqt Actual Budget 04/05
Administration 5.5 5.5 4.5 4.5 4.4 -2.2%
Civil Service 0.9 0.9 0.9 0.9 0.5 -44.4%
Risk Mgmt, Property and Liability 2.0 2.0 2.0 2.0 2.0 0.0%
Risk M mt,Healthcare 0.0 0.0 1.0 1.0 1.0 0.0%
Risk M mt,Leoffl Retirees HC 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 8.4 8.4 8.4 8.4 7.9 -6.0%
Divisions by Fund Number
The Human Resources and Risk Management Department includes the operations of the
following divisions:
000 General Fund Administration
Civil Service Commission
502 Insurance Fund Risk Management
512 Heathcare Risk Management, Healthcare
Insurance Fund
522 LEOFFI Retiree Risk Management, Healthcare
Healthcare Fund
Operating Section-Human Resources and Risk Management Department
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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
expenditures, 2005 funding decisions, and staffing levels.
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
Outcomes
• Maintain an equitable and competitive salary structure
• Maintain a positive work environment based on mutual trust and respect
• Provide City employee with a broad range of training programs
�. • Hire and retain a diverse workforce that is skilled and motivated
2004 Accomplishments
• Implemented diverse training mediums for employees in discrimination
and harassment
• Coordinated and delivered 2,884 hours of training on employee benefits
and other specialized training
• Thirty-one percent of new hires were women and minorities
• Over 90 percent of new hires passed probation
• The total cost of Recruitment has not increased
• Implemented Veteran's Preference Points for Non Civil Service
recruitments
• Implemented new testing and selection procedures for Police Officer and
Jailer positions
2005 Action Plan
} ® • Recruit applicants that reflect our community's diversity
i • Negotiate Collective Bargaining Agreements with five Bargaining Units
• Review and revise Human Resources Policies
• Train employees on new/revised Human Resources Policies
g Operating Section-Human Resources and Rask Management Department
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Expenditure Budget by Category - Administration and Civil Service Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 372,121 390,690 358,000 314,827 312,700 -12.7%
Part-Time Salaries 6,957 7,555 8,300 9,101 28,500 243.4%
Overtime 0 0 2,500 0 2,600 4.0%
Personnel Benefits 75,572 80,745 75,000 64,375 70,800 -5.6%
Sup lies 4,312 3,562 21,400 8,391 13,900 -35.0%
Other Services and Charges 176,596 112,861 187,000 104,035 192,300 2.8%
Intergovernmental Services 0 0 0 0 0 N/A 4
Capital Outla0 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 635,558 595,413 652,200 500,729 620,800 -4.8%
CIP 0 0 0 0 0 N/A
Y
Total 635,558 595,413 652,200 500,729 620,800 -4.80/6
Funding Decisions-Administration and Civil Service Division
2004 Adjusted Budget $652,200
2005 Budget Changes
Salaries 14,900
Benefits 7,800
Staffing Changes,-1.0 FTE Human Resources Analyst/Civil Service Coordinator -73,500
Staffing Changes +0.5 FTE Part-time Civil Service 21,600
Small Tools/Minor Equipment -7,500
Labor and Personnel Consultants 38,500
Training Employee and City Wide Supervisory -14,600
Advertising/Pers onnel -16,100
Employee Recognition Program -2,500
2005 Total Budget $620,800
Staffing Levels (Full-Time Equivalent Employees - FTE) - Administration and Civil Service Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05 t
Administration 5.5 5.5 4.5 4.5 4.4 -2.2%
Civil Service 0.9 0.9 0.9 0.9 0.5 -44.40/.
Total FTE 6.4 6.4 5.4 5.4 4.9 -9.3%
Operating Section-Human Resources and Risk Management Department
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Risk Management
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Risk Management Division expenditures,
2005 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 loss
2004 Accomplishments
• Served as a Executive Committee member on the Board of the
Washington Cities Insurance Authority
• Implemented Health Insurance Portability and Accountability Act
(HIPPA) requirements
• Conducted safety and loss control inspection of major City facilities
• Delivered 2,407 staff hours of safety related training and education
• Developed and implemented separate Health Benefit funds for the active
employee group and LEOFFI retired employees
2005 Action Plan
• Expand benefit education for employees
• Review and update the Employee Safety Manual and Safety Policies
&Procedures
• Conduct safety and loss control inspection of major City facilities
• Facilitate a comprehensive Return-to-Work Program for job-injured
employees
• Train employees on Incident& Claim Reporting Procedures
' Operating Section-Human Resources and Risk Management Department
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Expenditure Budget by Category - Risk Management Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 95,517 100,617 153,200 156,618 159,500 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 0 28 0 0 0 N/A
Personnel Benefits 5,690,504 6,122,322 7,317,300 6,435,850 7,805,400 6.7%
Supplies
0 0 0 0 0 N/A
Other Services and Charges 1,303,163 2,716,274 2,389,700 2,010,524 3,307,800 38.4%
Intergovernmental Services 1,171 1,821 3,500 1,094 3,500 0.0%
Capital Outla0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 171,000 176,100 1,219,800 1,219,800 123,400 -89.9%
Operating Total 7,261,355 9,117 162 11,083,500 9,823 886 11,399,600 2.9%
CIP 0 0 0 0 0 N/A
Total 7,261,355 9 117 162 11 083,500 9,823,886 11 399 600 2.9%
Funding Decisions - Risk Management Division
2004 Adjusted Bud et $11,083,500
2005 Budget Changes
Salaries 6,300
Benefits
3,300
City Liability and Property Insurance Claims and Premiums 818,100
Healthcare Costs,Active Employees 941,700
Healthcare Costs,LEOFFI Retirees 346,500
Interfund Payments 3,600
Long Term Care,LEOFFI Retirees 260,000
Creations of Fund 522 LEOFFI Retirees Health Care(2004 Funding) -713,400
Transfer from General Fund for LEOFFI Retirees(2004 Funding) -250,000
Transfer reserve from fund 502 to new fund 512(2004 Funding) -1,100,000
2005 Total Budget $11.390,600
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Staffing Levels (Full-Time Equivalent Employees - FTE) - Risk Management Division
2002 2003 2004 2004 2005 Change ,
Actual Actual Ado Bdgt Actual Budget 04/05
Regular 2.0 2.0 3.0 3.0 3.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 NIA ,
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 2.0 2.0 3.0 3.0 3.0 0.0%
Operating Section-Human Resources and Risk Management Department '
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r Table 3-11. Human Resources and Risk Management Performance and Workload Indicators
2002 2003 2004 2004 2005
w Actual Actual Forecast Actual Forecast
Training
General Training 3,885 3,900 2,366 1,875 4,300
lin Safety Training 2,110 2,261 2,383 2,301 2,350
Applications
Total Processed 3,397 2,142 3,000 2,920 3,000
Women and Minorities Processed,% N/A 58% 58% 43% 43%
Employees Hired/Promoted
Total Hired/Promoted 66 55 50 34 35
Women and Minorities Hired/Promoted,% N/A 34% 33% 24% 24%
Claims
Risk Management 141 150 150 122 150
Table 3-12. Human Resources and Risk Management Position Listing
2002 2003 2004 2004 2005
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
M20 Human Resources Analyst/Civil Service Coordinator 1.0 1.0 1.0 1.0 0.0
(0.5 Administration/0.5 Civil Service)
N11 Assistant Human Resources Analyst 0.0 0.0 0.0 0.0 1.0
N11 Assistant Human Resources Analyst Y 1.0 1.0 1.0 1.0 0.0
(0.6 Administration/0.4 Civil Service)
N11 Assistant Human Resources Analyst 1.0 1.0 0.0 0.0 0.0
N11 Human Resources Systems Technician 0.0 0.0 0.0 1.0 1.0
N09 Human Resources Systems Technician 1.0 1.0 1.0 0.0 0.0
Total Regular Staffing 6.0 6.0 5.0 5.0 4.0
• Temporary Part-Time 0.4 0.4 0.4 0.4 0.9
Total Administration/Civil Service Commission 6.4 6.4 5.4 5.4 4.9
Risk Management
M20 Safety Officer 1.0 1.0 1.0 1.0 1.0
M20 Benefits Analyst 0.0 0.0 0.0 1.0 1.0
N11 Assistant Human Resources Analyst 0.0 0.0 1.0 0.0 0.0
N11 Admin Secretary II/Risk M mt Assistant 0.0 0.0 0.0 1.0 1.0
N05 Secretary 1 1.0 1.0 1.0 0.0 0.0
Total Regular Staffing 2.0 2.0 3.0 3.0 3.0
Total Risk Management 2.0 2.0 3.0 3.0 3.0
Total Regular Staffing 8.0 8.0 8.0 8.0 7.0
Total Temporary Part-Time 0.4 0.4 0.4 0.4 0.9
Total Human Resources and Risk Management 8.4 8.4 8.4 8.4 7.9
Operating Section-Human Resources and Risk Management Department
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Operating Section-Human Resources and Risk Management Department
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Police Department
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.\ aCity Of Re ask
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2405 Budget
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Police Chief
Garry Anderson
Administrative
Support
2
Information/
Media
Chaplains/
Volunteers
Deputy Chief
1
Patrol Patrol Investigations AdministrativeStaff Auxiliary
Operations Services 21 Services Services Services
48 19.8 10 12.4 17
Animal Control Community Electronic
Programs Home Detention/
Jail
School a.
Resource Officers
Program
Training
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Note: The department has 132.2 total full-time equivalent employees.
Police Department Organization
Depa4hnvd
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 2004, and action plans for the year 2005.
•
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
r Administration
• Maximize department effectiveness with appropriate allocation of
resources and technology
• Provide enhanced leadership opportunity, supporting community service
and individual growth
`. • Strategically position resources and services, ensuring successful response
to service needs and law enforcement emerging issues
Patrol Operations
• Prevent criminal conduct
• Enforce laws and ordinances
• Investigate criminal offenses
•
• Detecting and preserving evidence and property
• Apprehend offenders
Operating Section-Police Department
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Patrol Services
• Provide traffic enforcement
• Investigate major motor vehicle accidents
• Parking enforcement
• Resolve animal complaints t
• Plan and organize special events
• Resolve critical incidents
• Code Enforcement and Nuisance Abatement
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
Operating Section-Police Department
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Figure 3-6. Police Department Overview
IN
Expenditure Comparison
$20,000,000
IN
$16,000,000
1 66 $12,000,000 -----------*..........r
$8,000,000
65 $4,000,000
$0
ift 1997 1998 1999 2000 2001 2002 2003 2004 2005 Budget
IN
Expenditure Budget by Division - Police Department
2002 2003 2004 2004 2005 Change
Actual Actual Adi Bd t Actual Budget 04/05
Administration 1,792,907 1,862,314 1,580,600 1,616,210 1,601,100 1.3%
Patrol Operations 5,513,115 5481823 5,977,900 5 403724 5,191,800 -13 2%
Patrol Services 1,089,633 1,151,535 1,295,900 1,129,911 2,331,500 79.9%
Investigations 1,828,370 2110 575 2,262,600 2331108 2,378,700 5 1%
Admin Services 1,002,546 1,118,329 1,182,500 1,039,042 1,330,000 12.5%
Staff Services 572,418 592,418 660,800 602,564 786,700 19.1%
Auxiliary Services 1,960,713 1874562 2,155,900 2314334 2,257,200 4 7%
Operating Total 13,759,702 14,191,556 15,116,200 14,436,893 15 877,000 5.0%
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CIP 0 0 0 0 0 N/A
Total 13,759,702 14,191,556 15,116,200 14,436,893 15,877,000 5.0%
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Expenditure Budget by Category - Police Department
2002 2003 2004 2004 2005 Change
Actual Actual Adi Bdgt Actual Budget 04/05
Regular Salaries 7,577,699 7807452 8,693,800 7805 315 9,159,800 5 4%
Part-Time Salaries 0 14,789 6,900 0 7,100 2.9%
Overtime 838,736 809,851 709,900 855,765 738,900 4.1%
Personnel Benefits 2,275,624 2,635,963 2,346,000 2,286,102 2,610,000 11.3%
Supplies 339,633 507,619 469,200 414,240 469,200 0.0%
Other Services and Charges 1,340,537 1189 137 1,427,300 1371577 1,390,100 -2 6%
Intergovernmental Services 1,387,473 1224112 1,426,100 1703 894 1,476,900 3 6%
ti Capital Outlay 0 2,633 37,000 0 25,000 -32.4%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 13 759,702 14 191,556 15,116,200 14,436,893 15,877,000 5.0%
CIP 0 0 0 0 0 N/A
Total 13,759,702 14,191,556 15,116,200 14,436,893 15,877,000 5.0%
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Operating Section-Police Department
3-63
•.
Major Department Changes for 2005
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($385,600 -All Divisions)
Department salary increases include 3 percent cost of living, and 1.1 percent for step ,
increases, longevity, and reclassifications.
Benefits ($224,600 - All Divisions)
Department increases include 7 percent medical.and dental and 10.6 percent
for Industrial Insurance. The PERS rate increases from 1.38 percent to 4.72 ,
percent, the LEOFF rate increases from 3.25 percent to 5.21 percent effective
July 1, 2005.
Department Reorganization ($0—Patrol Operations,Patrol Services, ,
Staff Services)
Department net changes are a result of cost-saving measures. Due to current budget
restraints the proposal is to implement REACT and RenStat by reorganizing the
department. The following staffing changes are proposed: transfer 2.0 FTE Sergeants
and 6.0 FTE Officers in Patrol Operations to Patrol Services, transfer .4 Traffic
Controller in Patrol Services to Staff Services. Additional staffing change transfers
one officer from Patrol Operations to Administrative Services Division.
New Program Staffing ($149,000 - Patrol Services, Staff Services) t
Add 1.0 FTE Code Compliance Inspector in Patrol Services ($80,000), and 1.0 FTE
Police Specialist in Staff Services ($69,000) for REACT and RenStat programs.
Supplies, Other Services and Charges:
Equipment Rental (-$14,800—All Divisions)
Total funding in the Equipment Rental Fund to cover equipment replacement and '
maintenance charges for all City fleet vehicles will increase by 9 percent. This change
is due to higher fuel 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 ($66,700—Administration,Auxiliary Services)
Valley Communications dispatch and 800 MHZ radio contract change of$28,300 for
a total budget of $974,300. Jail Services contract with King County is being changed '
by $22,500 for a total budget of$473,800. Health Officer Services is being changed
by $15,900 or 10 percent to meet increasing demands.
2004 Funding Decisions: '
Other Services and Charges (-$40,000—Administration, Investigations)
2004 funding items included$18,000 for records management software, and '
$22,000 for the evidence van.
Machinery and Equipment(-$12,000 - Administration)
Funding for the podium data station was a one time funding item for 2004.
Operating Section-Police Department
3-64
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No
Staffing Levels by Division - Police Department
2002 2003 2004 2004 2005 Change
on Actual Actual Budget Actual Budget 04/05
Administration 4.0 4.0 4.0 4.0 4.0 0.0%
Patrol Operations 53.0 55.0 56.0 56.0 47.0 -16.1%
Patrol Services 10.2 11.2 11.2 11.2 19.8 76.8%
Investigations 18.0 21.0 21.0 21.0 21.0 0.0%
Admin Services 10.0 10.0 10.0 10.0 11.0 10.0%
r Staff Services 11.0 11.0 11.0 11.0 12.4 12.7%
Auxiliary Services 16.0 16.0 17.0 17.0 17.0 0.0%
Total FTE 122.2 128.2 130.2 130.2 132.2 1.5%
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Divisions by Fund Number
W The Police Department includes the operations of the following divisions in the General Fund (000):
Administration
in Patrol Operations
Patrol Services
■. Investigations
Administrative Services
Staff Services
Auxiliary Services
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Operating Section-Police Department
3-65
Administration Division �.
Following the mission statement and lists of outcomes, accomplishments,
and action plans, we include charts for Administration Division
expenditures, 2005 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
• 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
2004 Accomplishments
• Achieved re-accreditation by CALEA (Commission on
Accreditation for Law Enforcement Agencies, Inc.)
• Responded to an additional 10,000 calls-for-service as compared to
2003 with no additional staffing. This is an approximate 20 percent
increase in calls-for-service
2005 Action Plan t
• Implement"RENSTAT"—using computer statistics to guide our enforcement
efforts. This philosophy includes specific objectives, timely and accurate
intelligence, effective strategies and tactics,rapid deployment of personnel and t
resources, and relentless follow-up and assessment
• Reduce the number of uniform police response to 911 calls by developing a
new program for receiving web-based incident reports from victims, and by
implementing a phone-reporting unit to handle non-emergency calls
• Implement"REACT"—(Renton's Enhanced nuisance Abatement and Code
enforcement Team) This will be a joint effort between code enforcement and
law enforcement to effectively respond to a wide variety of"quality of life"
issues through out the City of Renton
Operating Section-Police Department
3-66
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Expenditure Budget by Category - Administration Division
2002 2003 2004 2004 2005 Change
Actual Actual Ad' Bd t Actual Budget 04/05
Regular Salaries
312,070 314,740 337,100 330,001 350,900 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 999 4,897 5,100 392 5,300 3.9%
Personnel Benefits 336,275 454,878 64,800 68,926 70,800 9.3%
Supplies 9,004 9,309 12,600 8,346 12,600 0.0%
Other Services and Charges 169,277 162,526 156,800 192,110 141,000 -10.1%
Intergovernmental Services 965,282 915,964 967,200 1,016,435
995 500 2.9%
Capital Outlay 0 0 37,000 0 25,000 -32.4%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,792 907 1,862,314 115-8-0-16-0-0- 1,616,210 1,601,100 1.3%
CIP 0 0 0 0 0 N/A
Total 1,792,907 1862314 1,580,600 1616210 1,601,100 1.3%
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Funding Decisions-Administration Division
2004 Adjusted Budget $1,580,600
2005 Budget Changes
Salaries
14,000
Benefits 6,000
Equipment Rental 2,200
Contracts,Valley Communications 28,300
Records Management Software(2004 Funding) -18,000
Podium Data Station(2004 Funding) -12,000
2005 Total Budget $1,601,100
Staffing Levels (Full-Time Equivalent Employees - FTE) - Administration Division
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
Regular 40 40 40 40 40 00%
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%
t�
Operating Section-Police Department
3-67
Patrol Operations Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Patrol Operations Division expenditures,
2005 funding decisions, and staffing levels.
Mission Statement
1
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 average response time is:
Priority I 3.50 minutes
Priority II 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
2004 Accomplishments:
• Response times achieved (Jan-May 2004): t
Priority I 3.09 minutes
Priority II 7.91 minutes
Priority III 11.29 minutes
Priority IV 22.93 minutes
• Created and implemented a new patrol officer evaluation, which provides ,
more accurate and meaningful feedback and evaluation of officers
• Provided 1,383 additional hours of officer presence in the downtown
and Transit Center area(Jan-Aug 2004)
• Achieved an 84.5 percent approval rating on the 2004 Citizen Survey
2005 Action Plan
• Expand and implement new patrol officer evaluation forms to
address first-level supervision
• Continue to improve quality of life issues in the Downtown and
Transit Center areas
• Evaluate and prioritize police service delivery to increase available time for
implementation of RENSTAT
Operating Section-Police Department
3-68
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to
Expenditure Budget by Category - Patrol Operations Division
2002 2003 2004 2004 2005 Change
ow Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 3,566,894 3559214 3,988,700 3 459016 3,423,600 14 2%
Part-Time Salaries 0 0 0 0 0 N/A
in Overtime 485,188 418,506 467,300 454,474 432,500 -7.4%
Personnel Benefits 921,124 1,001,431 1,035,200 1,004,041 895,100 -13.5%
Supplies 14,361 116,062 25,000 22,737 25,000 0.0%
Other Services and Charges 525,548 383,977 461,700 452,687 415,600 -10.0%
Intergovernmental Services 0 0 0 10,769 0 N/A
Capital Outlay 0 2,633 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 5,513,115 5,481,823 5,977,900 5,403,724 5,191 800 -13.2%
CIP 0 0 0 0 0 N/A
Total 5,513,115 5 481823 5,977,900 5 403 724 5,191,800 -13.2%
Funding Decisions- Patrol Operations Division
2004 Adjusted Budget $5,977,900
2005 Budget Changes
!D Salaries 182,700
Benefits 101,700
Department Reorganization,-2.0 Sergeants and-6.0 Officers to Patrol Services Division -927,700
Department Reorganization,-1.0 Officer to Administrative Services -96,700
Equipment Rental -46,100
2005 Total Budget $5191,800
Staffing Levels(Full-Time Equivalent Employees- FTE) - Patrol Operations Division
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
Regular 55.0 55.0 56.0 56.0 47.0 -16.1%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 55.0 55.0 56.0 56.0 47.0 -16.1%
tts
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Operating Section-Police Department
3-69
Patrol Services Division
Following the mission statement and lists of outcomes, accomplishments,
and action plans, we include charts for Patrol Services Division t
expenditures, 2005 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 Special Response Team is utilized
2004 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
• Increased animal control enforcement by over 25 percent
• Responded and managed 50 critical incidents requiring the
expertise of the Special Response Team
2005 Action Plan
• Improve deployment of traffic enforcement resources by analysis of
accidents and speed studies to address neighborhood concerns and
reduce accidents
• Reduce overtime expenditures and loss of scheduled time due to
Special Response Team Training t
• Implement REACT (Renton's Enhanced Nuisance Abatement and
Code Enforcement Team)
Operating Section-Police Department
3-70
65
to
Expenditure Budget by Category - Patrol Services Division
2002 2003 2004 2004 2005 Change
an Actual Actual Adi Bdgt Actual Budget 04/05
Regular Salaries 701,204 730,220 838,300 695,134 1,562,500 86 4%
Part-Time Salaries 0 0 0 0 0 N/A
x1111 Overtime 61,815 68,982 72,300 70,499 122,200 69.0%
Personnel Benefits 205,585 224,660 251,000 218,158 493,400 96.6%
an Supplies 9,991 14,315 8,800 15,063 8,800 0.0%
Other Services and Charges 109,530 103,165 117,900 121,512 137,000 16.2%
Intergovernmental Services 1,508 10,193 7,600 9,545 7,600 0.0%
40 Capital Outlay p
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 1,089,633 1,151,535 1,295 900 1,129,911 2,331 500 79.9%
CIP 0 0 0 0 0 N/A
Total 1,089,633 1151535 1,295,900 1 129 911 2,331,500 79.9%
•
to Funding Decisions- Patrol Services Division
2004 Adjusted Budget $1,295,900
an 2005 Budget Changes
Salaries 21,700
Benefits 13,000
to Department Reorganization,+2.0 Sergeants and+6.0 Officers from Patrol Operations Division 927,700
Department Reorganization,-0.4 FTE Traffic Controller to Staff Services Division -25,900
Staffing Changes,+1.0 FTE Code Compliance Inspector 80,000
Equipment Rental 19,100
2005 Total Budget $2,331,500
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Staffing Levels (Full-Time Equivalent Employees - FTE) - Patrol Services Division
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
Regular 11.2 11.2 11.2 11.2 19.8 76.8%
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 11.2 11.2 11.2 11.2 19.8 76.8%
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Operating Section-Police Department
3-71
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Investigation Division !
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Investigation Division expenditures, 2005 funding t
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 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
2004 Accomplishments
• The department achieved a 21 percent clearance ratio of all property
crimes reported in the first eight months of 2004
• The department recovered 61 percent of the value of all stolen
property in the first eight months of 2004
• The division achieved an 85 percent clearance ratio of cases assigned
for follow-up investigation in the first eight months of 2004
• The division began providing real time crime analysis !
• The evidence function disposed 125 percent of the amount of
property that was submitted into the property room
2005 Action Plan
• 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
• Implement Computer Forensics and Analysis function in the division
Operating Section-Police Department
3-72
• Reduce number of reported property crimes by effective
dissemination of crime analysis and computer statistics through
the RENSTAT initiative
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Expenditure Budget by Category - Investigation Division
2002 2003 2004 2004 2005 Change
Actual Actual Ad' Bd t Actual Budget 04/05
Regular Salaries 1,230,781 1366527 1,516,200 1525150 1,593,000 5 1%
M Part-Time Salaries 0 14,789 6,900 0 7,100 2.9%
Overtime 146,552 163,648 98,500 192,975 103,500 5.1%
Personnel Benefits 331,019 409,549 443,600 463,107 492,700 11.1%
+rr
Supplies 11,238 34,345 18,500 16,709 18,500 0.0%
Other Services and Charges 108,780 121,717 178,900 133,167 163,900 -8.4%
Intergovernmental Services 0 0 0 0 0 N/A
M 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
r derating Total 1,828,370 2,110,575 2,262,600 2,331,108 2,378,700 5.1%
CIP 0 0 0 0 0 N/A
M Total 1,828,370 2110 575 2,262,600 2331108 2,378,700 5.1%
M Funding Decisions- Investigations Division
2004 Adjusted Budget $2,262,600
2005 Budget Changes
Salaries
82,000
Benefits 49,000
Equipment Rental 5,300
All Other 1,800
Evidence Van(2004 funding) -22,000
2005 Total Budget $2 378,700
irY
Staffing Levels (Full-Time Equivalent Employees - FTE) - Investigation Division
to 2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
Regular 21.0 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
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 21.0 21.0 21.0 21.0 21.0 0.0%
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Operating Section-Police Department
3-73
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tG
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Administrative Services Division
j �
Following the mission statement and lists of outcomes, accomplishments,
and action plans, we include charts for Administrative Services Division t
expenditures, 2005 funding decisions, and staffing levels.
Mission Statement i
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. (GALEA) and Washington Association of
Sheriffs and Police Chiefs (WASPC)
2004 Accomplishments
• Every commissioned member received 30 hours of in-service training
• Pre-employment backgrounds were completed within 45 days
• All Renton School District Administrative staff completed Bullying
Curriculum provided by School Resource Officers
• Two Crime Resistant Multi-Housing Program training session were held in
conjunction with other law enforcement agencies in King County
• Held one Youth-at-Risk program at Tiffany Park, three Citizen
Academy sessions, two Advanced Citizen Academy session, and
twenty-four Block-watch meetings
• Raised$4,300 for youth programs at the annual Return to
Renton Car Show
• 24 volunteers provided 5,200 hours of annual service for
department services
• The Multi-Year Plan was updated as part of our CALEA
RE-accreditation process
Operating Section-Police Department
3-74
1rt
2005 Action Plan
• Improve the training of commissioned personnel by utilizing federal
grant funds to train police, fire, and school district personnel in school
violence preparedness.
jrr
• WASPC Re-accreditation
Expenditure Budget by Category - Administrative Services Division
fly 2002 2003 2004 2004 2005 Change
Actual Actual Ad' Bd t Actual Budget 04/05
Regular Salaries 579,867 613,251 695,900 548,057 793,100 14.0%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 49,533 60,083 24,200 59,854 31,200 28.9%
Personnel Benefits 148,400 178,266 173,400 158,125 212,100 22.3%
wo Supplies 129,321 188,830 196,800 193,356 196,800 0.0%
Other Services and Charges 95,425 77,899 92,200 79,650 96,800 5.0%
ow 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 1,002,546 1,118,329 1,182,500 1,039,042 1,330,000 12.5%
CIP 0 0 0 0 0 N/A
Am Total 1.002,546 1,118,329 1182500 1,039,042 1 330000 12.5%
Funding Decisions-Administrative Services Division
2004 Adjusted Budget $1,182,500
2005 Budget Changes
Salaries 29,500
Benefits 16,700
IIIc Department Reorganization +1.0 FTE from Patrol Operations Division 96,700
Equipment Rental 4,600
2005 Total Budget $1,330,000
SIe
Staffing Levels (Full-Time Equivalent Employees - FTE) - Administrative Services Division
2002 2003 2004 2004 2005 Change
r Actual Actual Budget Actual Budget 04/05
Regular 10.0 10.0 10.0 10.0 11.0 10.0%
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 11.0 10.0%
Ir
Operating Section-Police Department
3-75
IIr
Staff Services Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Staff Services Division expenditures, 2005 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
2004 Accomplishments
• The bi-annual WACIC-NCIC audit resulted in a"moderate" rating in
court orders and was "low risk" in other categories
• Records procedures were in compliance with Washington State Law
2005 Action Plan
• Integrate Field Reporting System with the existing Records System
• Modify existing storage practices to maximize storage and reduce the
need to microfilm all cases
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ur
Operating Section-Police Department
3-76
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Expenditure Budget by Category - Staff Services Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bd t Actual Budget 04/05
Regular Salaries 402,896 409,848 439,200 396,821 522,300 18.9%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 16,907 20,111 17,200 25,512 17,900 4.1%
Personnel Benefits 111,495 119,753 124,100 125,482 166,200 33.9%
Supplies 10,538 10,235 15,900 21,880 15,900 0.0%
Other Services and Charges 30,582 32,471 64,400 32,869 64,400 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 572,418 592,418 660,800 602,564 786,700 19.1%
CIP 0 0 0 0 0 N/A
Total 572,418 592,418 660,800 602,564 786,700 19.1%
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Funding Decisions- Staff Services Division
2004 Adjusted Budget $660,800
2005 Budget Changes
Salaries
18,700
Benefits
12,300
Department Reorganization +0.4 FTE Traffic Controller from Patrol Services Division 25,900
Staffing Change,+1.0 FTE Police Service Specialist 69,000
2005 Total Budget $786,700
Staffing Levels (Full-Time Equivalent Employees - FTE) - Staff Services Division
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
Regular 11.0 11.0 11.0 11.0 12.4 12.7%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time
0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 11.0 11.0 11.0 11.0 12.4 12.7%
Operating Section-Police Department
3-77
Auxiliary Services Division
Following the mission statement and lists of outcomes, accomplishments,
and action plans, we include charts for Auxiliary Services Division i
expenditures, 2005 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
• 3,000 bookings and 20,000 jail days
• 12,000 jail days served by Electronic Home Detention clients i
• 50 percent of our inmate fingerprints are transmitted to King County
AFIS through the automated Live Scan system
2004 Accomplishments
• Generated $100,000 in revenue from booking inmates from other agencies,
awaiting transportation to Yakima Jail
• 3,600 bookings and jail days in the Renton Jail '
• Electronic Home Detention clients served 12,000 jail days saving $225,000
• 90 percent of our fingerprints are transmitted via Live Scan
2005 Action Plan
• Implement a booking fee program to offset expenses and provide
approximately $30,000 in revenue
• Implement bookings from other agencies and generate approximately
$300,000 in revenue
• Continue to work with King County Jail to address regional
correctional issues
Operating Section-Police Department
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Expenditure Budget by Category - Auxiliary Services Division
2002 2003 2004 2004 2005 Change
In Actual Actual Ad' Bd t Actual Budget 04/05
Regular Salaries 783,987 813,652 878,400 851,136 914,400 4.1%
Part-Time Salaries 0 0
Overtime 0 0 0 N/A
at - 77,742 73,624 25,300 52,059 26,300 4.0%
Personnel Benefits 221,726 247,426 253,900 248,263 279,700 10.2%
Supplies 155,180 134,523 191,600 136,149 191,600 0.0%
as Other Services and Charges 301,395 307,382 355,400 359,582 371,400 4.5%
Intergovernmental Services 420,683 297 955 451,300 667,145 473,800 5.0%
IN 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
IN Operating Total 11960,713 1 874,562 2 155 900 2,314 334 2,257,200 4.7%
CIP 0 0 0 0 0 N/A
Total 1 960 713 1 874 562 2 155 900 2 314 334 2 257 200 4.7%
IMM
an Funding Decisions-Auxiliary Services Division
2004 Adjusted Budget $2,155,900
2005 Budget Changes
Irr Salaries
37,000
Benefits
Equipment Rental 25,800
10 Health Officers Contract 100
15,900
King County Jail Contract 22,500
IN 2005 Total Budget $2,257,200
w
YA Staffing Levels (Full-Time Equivalent Employees - FTE) - Auxiliary Services Division
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Bud et 04/05
Regular 16.0 16.0 17.0 17.0 17.0 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 16.0 16.0 17.0 17.0 17.0 0.0%
Operating Section-Police Department
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!
Table 3-13. Police Department Performance and Workload Indicators ,
2002 2003 2004 2004 2005 ••
Actual Actual Forecast Actual Forecast
Patrol Services
Calls for Service 50,675 53,369 55,000 64,317 63,000
Traffic Accidents Investigated 1,675 1,796 1,800 1,880 1,900
Investigation
73.2% 82.0% 75.0% 82.0% 75.0%
Clearance Ratio,%
Crimes Investigated 9,426 9,540 9,600 9,893 9,800
Staff Services
12,473 12,621 13,000 13,357 13,500
Case Reports
Citations 12,386 12,199 12,500 12,910 12,500
Auxiliary Services '
Electronic Home Detention(EHD)
EHD Days 12,282 12,395 14,000 11,455 11,500
Average Daily Population 34 34 40 31 31
Jail
Bookings 3,665 3,654 4,000 3,554 4,000
Jail Days
53,780 60,146 65,000 60,626 62,250
Average Daily Population 65 64 65 57 60
Average Daily Outplacement 43 64 65 80 80
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Operating Section-Police Department
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Table 3-14. Police Department Position Listing(Sheet I of 2)
.r
2002 2003 2004 2004 2005
Grade Title Actual Actual Budget Actual Budget
Administration
Commissioned Officers
M49 Police Chief 1.0 1.0 1.0 1.0 1.0
M45 Deputy Chief 1.0 1.0 1.0 1.0 1.0
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
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
as 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
Patrol Operations
Commissioned Officers
M36 Commander 2.0 2.0 2.0 2.0 2.0
PC61 Sergeant 6.0 6.0 6.0 6.0 4.0
PC60 Police Officer-Corporal Assignments 1.0 1.0 1.0 1.0 1.0
PC60 Police Officer-Patrol 42.0 42.0 43.0 43.0 40.0
PC60 Police Officer-Bicycle Patrol 4.0 4.0 4.0 4.0 0.0
Total Commissioned Officers 55.0 55.0 56.0 56.0 47.0
Total Patrol Operations Division 55.0 55.0 56.0 56.0 47.0
Patrol Services
Commissioned Officers
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 1.0 1.0 1.0 1.0 3.0
PC60 Police Officer-Traffic 6.0 6.0 6.0 6.0 6.0
PC60 Police Officer 0.0 0.0 0.0 0.0 2.0
PC60 Police Officer-Bicycle Patrol 0.0 0.0 0.0 0.0 4.0
Total Commissioned Officers 8.0 8.0 8.0 8.0 16.0
Non-Commissioned Personnel
A21 Code Compliance Inspector 0.0 0.0 0.0 0.0 1.0
PN62 Animal Control Officer 0.0 0.0 0.0 0.0 2.0
PN52 Animal Control Officer 2.0 2.0 2.0 2.0 0.0
PN50 Traffic Controller 1.2 1.2 1.2 1.2 0.8
Total Non-Commissioned 3.2 3.2 3.2 3.2 3.8
Total Patrol Services Division 11.2 11.2 11.2 11.2 19.8
Investigations
Commissioned Officers
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 2.0 2.0 2.0 2.0 2.0
PC60 Police Officer/Detectives 11.0 11.0 11.0 11.0 11.0
s PC60 Police Officer-Gambling Tax Enforcement 1.0 1.0 1.0 1.0 1.0
PC60 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 1.0 1.0 1.0 1.0 1.0
PN60 Domestic Violence Victim Advocate 1.0 1.0 1.0 1.0 1.0
PN53 Evidence Technician 2.0 2.0 2.0 2.0 2.0
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 5.0 5.0 5.0 5.0 5.0
Total Investigations Division 21.0 21.0 21.0 21.0 21.0
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Operating Section-Police Department
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Table 3-14. Police Department Position Listing(Sheet 2 of 2)
2002 2003 2004 2004 2005
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
PC60 Police Officer-Youth Programs 2.0 2.0 2.0 2.0 2.0
PC60 Police Officer-SRO 2.0 2.0 2.0 2.0 2.0
PC60 PoliceOfficer-Training 1.0 1.0 1.0 1.0 2.0
Total Commissioned Officers 7.0 7.0 7.0 7.0 8.0
Non-Commissioned Personnel "P
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 11.0
Staff Services
Non-Commissioned Personnel
PN51 Service Specialist Supervisor 1.0 1.0 1.0 1.0 1.0 .w
PN51 Service Specialist Lead 1.0 1.0 1.0 1.0 1.0
PN51 Police Svc 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 9.4
Total Non-Commissioned 11.0 11.0 11.0 11.0 12.4
Total Staff Services Division 11.0 11.0 11.0 11.0 12.4 '
Auxiliary Services(Jail)
Non-Commissioned Personnel
M34 Police Manager 1.0 1.0 1.0 1.0 1.0
PN52 Jail Sergeant 2.0 2.0 2.0 2.0 2.0
PN52 Jailer 10.0 10.0 11.0 11.0 11.0
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned Personnel 14.0 14.0 15.0 15.0 15.0
Total Auxiliary Services(Jail) 14.0 14.0 15.0 15.0 15.0
Auxiliary Services(Electronic Home Detention)
Non-Commissioned Personnel
PN52 Jailer 2.0 2.0 2.0 2.0 2.0
Total Non-Commissioned Personnel 2.0 2.0 2.0 2.0 2.0
Total Auxiliary Services(Electronic Home Detention) 2.0 2.0 2.0 2.0 2.0
Total Auxiliary Services Division 16.0 16.0 17.0 17.0 17.0
Total Commissioned Officers 88.0 88.0 89.0 89.0 89.0
Total Non-Commissioned Personnel 40.2 40.2 41.2 41.2 43.2
Total Police Department 128.2 128.2 130.2 130.2 132.2
Operating Section-Police Department '
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Fire Department
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C' of penton
2005 Budget
Fire Chief ••.
A. Lee Wheeler
1
.r.
Administrative
Support
4
Deputy Chief Deputy Chief
Operations Administration/
1 Support Services
1
Chaplains/Volunteers lilll►
Emergency Administration Training Prevention Disaster
Response 3 Bureau Management
99 10
Fire Suppression Management Fire Suppression Business Emergency
Response and Planning Training Inspections Coordination Center
(ECC)
Emergency Data Emergency Investigations
Medical Response Management Medical Training Disaster
Drills
Technical Rescue Fire Station Technical Rescue Plans Review
Response Operations Training Citizen/Business
Preparedness
Apparatus/ Public Training
Equipment Education
Note: This department has 119 total full-time equivalent employees.
Fire Department Organization
movie DepaWtne&
i
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
1 outcomes, accomplishments for the year 2004, and action plans for the year 2005.
Mission Statement
Provide protection and service with excellence: Life - Property - Environment
' Division Core Services
Administration
1 • Management and planning
• Data management
' • Apparatus/equipment
• Fire station operations
1 Emergency Response
• Fire suppression response
' • Emergency medical response
• Technical rescue response
1 Prevention
• Business inspections
• Investigations
• Plans review
• Public education
Training
• Emergency medical training
' • Fire suppression training
• Technical rescue training
Operating Budget-Fire Department
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Disaster Management
• Emergency Operations Center (EOC) response
• Disaster drills
• Community disaster training
An overview of 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
$12,000,000
$9,000,000
$6,000,000
$3,000,000
$0
1997 1998 1999 2000 2001 2002 2003 2004 2005 Budget
Expenditure Budget by Division - Fire Department
2002 2003 2004 2004 2005 Change
Actual Actual Adi Bdqt Actual Budget 04/05
Administration 761,935 971,201 669,200 622,400 701,300 4.8%
Communications 136,034 136,455 206,100 156,187 172,100 -16.5%
Total Administration 897,969 1,107,656 875,300 778,587 873,400 -0.2%
Emergency Response
Suppression 9,031,545 9 447,718 10,061,000 9,540,586 10,654,600 5.9%
Facilities 56,751 58,318 57,400 57,699 48,200 -16.0%
Haz-Mat 17,233 11,479 22,500 15,288 18,700 -16.9%
Dive Team 37,981 34,482 34,200 36,279 30,800 -9.9%
EMS Life Support 56,485 56,371 60,800 56,587 59,700 -1.8%
Total Emergency Response 9,199,995 9 608 368 10,235,900 9,706,439 10,812,000 5.6%
Fire Prevention 808,454 833,753 892,000 862,213 919,000 3.0%
Training 365,843 370,635 404,200 384,195 423,300 4.7%
Disaster Management 9,958 17,139 49,500 38,974 15,100 -69.50/.
Operating Total 11,282,219 11,937,551 12,456,900 11,770,408 13,042,800 4.7%
CIP 0 0 0 0 0 N/A
Total 11282,219 11,937,551 12,456,900 11,770,408 13,042,800 4.7%
Operating Budget-Fire Department
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Expenditure Budget by Category - Fire Department
2002 2003 2004 2004 2005 Change
to Actual Actual Adj Bdqt Actual Budget 04/05
Regular Salaries 7,769,258 8162568 8,528,000 8058138 8,901,400 4 4%
Part-Time Salaries 7,340 4,313 0 0 0 N/A
Overtime 859,873 844,682 892,600 904,258 867,700 -2.8%
Personnel Benefits 1,707,985 2,021,109 1,849,200 1,746,934 2,052,600 11.0%
Supplies 232,489 218,284 298,100 276,888 232,100 -22.1%
Other Services and Charges 598,560 580,814 715,200 646,194 847,800 18.5%
Intergovernmental Services 106,159 105,781 151,300 115,706 141,200 -6.7%
Capital Outlay 555 0 22,500 22,290 0 -100.0%
rM
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 11,282,219 11,937,551 12,456,900 11 770,408 13,042,800 4.7%
CIP 0 0 0 0 0 N/A
Total 11,282,219 11,937,551 12,456,900 11,770,408 13,042,800 4.7%
Inr
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Major Department Changes for 2005
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($410,700 - All Divisions)
Department salary increases include 3 percent cost of living, and 1.1 percent
for step increases, longevity, and reclassifications.
+r Benefits ($203,400 - All Divisions)
Department increases include 7 percent medical and dental and 10.6 percent for Industrial
Insurance. The PERS rate increases from 1.38 percent to 4.72 percent, the LEOFF rate increases
from 3.25 percent to 5.21 percent effective July 1, 2005.
Supplies, Other Services and Charges:
Other Operating Changes (-$31,600—All Divisions)
Department net changes are a result of cost-saving measures. These include
eliminating non-mandated training, deferring station purchases, reducing laundry
service and publications.
Ir
IN
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Operating Budget-Fire Department
3-85
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Equipment Rental ($150,600-All Divisions)
Total funding in the Equipment Rental Fund to cover equipment replacement and
maintenance charges for all City fleet vehicles will increase by 9 percent. This change ,
is due to higher fuel 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 (-$10,100-Administration)
Valley Communications contract change of-$10,100 for a total budget of $141,200. '
2004 Funding Items:
Overtime (-$62,200 - Emergency Response) ,
(
Additional funding due to grant revenue received from the Office of Emergency
Management. Grant funding was for 2004.
Supplies,Other Services and Charges: (-$52,400-Emergency Response,Disaster
Management)
2004 funding items included $11,300 for a thermal imaging camera. Additional
funding of$41,100 due to grant revenue received from the Office of Emergency
Management. Grant funding was for 2004. ,
Machinery and Equipment (-$22,500 - Administration)
Funding for radio replacement was a one time funding item for 2004.
Staffing Levels by Division
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04105
Administration 6.0 6.0 7.0 7.0 7.0 0.0%
Emergency Response 98.0 98.0 99.0 99.0 99.0 0.0%
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 117.0 117.0 119.0 119.0 119.0 0.0%
i
Operating Budget-Fire Department
3-86
Administration Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Administration Division expenditures,
2005 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
t • Manage and analyze data records
• Manage emergency apparatus assignments and maintenance
' • Control emergency apparatus equipment inventories
• Manage current fire station operations and maintenance
•
Plan and purchase new fire stations as appropriate
2004 Accomplishments
• Standard Operating Procedures were reviewed and reissued
• Fire Station#12 was completed and dedicated
t • 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
fTested, 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
• Ordered new fire engine for delivery in 2005
• Installed new radio system in Fire Department Headquarters
• Re-organized cubicles for more efficient flow of work
Operating Budget-Fire Department
3-87
2005 Action Plan ,
• Analyze ways to streamline delivery of service
• Continue to implement the IRMS (Integrated Record Management '
System) to improve database system entry and analysis
• Conduct Neighborhood Association briefings to ensure customer '
expectation data is collected and analyzed
• 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
standards and/or state law
Operating Budget-Fire Department
3-88
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Expenditure Budget by Category-Administration Division
2002 2003 2004 2004 2005 Change
Actual Actual Adi Bdqt Actual Budget 04/05
Regular Salaries 399,972 459,080 475,000 462,409 494,500 4.1%
Part-Time Salaries 7,340 4,313 0 0 0 N/A
Overtime 5,873 1,344 0 248 0 N/A
Personnel Benefits 285,252 414,115 80,600 76,908 87,500 8.6%
Supplies 16 671 12,691 18,800 8,393 17,900 -4.8%
fi Other Services and Charges 76,702 110,332 127,100 92,633 132,300 4.1%
Intergovernmental Services 106,159 105,781 151,300 115,706 141,200 -6.7%
Capital Outlay 0 0 22,500 22,290 0 -100.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
o Operating Total 897,969 1,107,656 875 300 778,587 873,400 -0.2%
CIP 0 0 0 0 0 N/A
Total 897,969 1,107,656 875 300 778,587 873,400 -0.2%
IM
Funding Decisions -Administration Division
2004 Adjusted Budget $875,300
2005 Budget Changes
Salaries 19,500
Benefits 6,900
'1rr Supplies -900
Equipment Rental 8,600
Other Services and Charges -3,400
rrr Contracts,Valley Communications Dispatch
-10,100
Radio Replacement(2004 Funding) -22,500
2005 Total Budget $873,400
Staffing Levels(Full-Time Equivalent Employees- FTE) - Administration Division
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
Regular 6.0 6.0 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 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 6.0 6.0 7.0 7.0 7.0 0.0%
No
Operating Budget-Fire Department
3-89
Emergency Response Division
g Y
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Emergency Response Division expenditures,
2005 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
Outcomes
• Rapidly suppress all fires .rr
• Rapidly provide emergency medical care
• Provide technical rescue services 7
2004 Accomplishments
• No death of firefighters or volunteer rescuers while working on emergency
incidents or fire incidents
• Fires were contained to the room of origin 86 percent of the time
• Fire loss was less than $.00020 per thousand of assessed value.
(.04 per 200,000 or$.2 per 1,000,000)
• Fire Department Aid Cars transported 27 percent of patients requiring ,
transport to local hospitals
• Response times:
• Six minutes or less for suppression units in 99 percent of responses within
their "first-due" districts
• Six minutes or less for emergency medical units in 99 percent of responses r
within their"first-due" districts
y
2005 Action Plan
• 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
• Analyze emergency response staffing to determine standards of deployment
• Monitor Fire Department transport of EMS patients
Operating Budget-Fire Department m
3-90
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Expenditure Budget by Category- Emergency Response Division
2002 2003 2004 2004 2005 Change
a�
Actual Actual Adi Bdgt Actual Budget 04/05
Regular Salaries 6,530 412 6,821,257 7146600 6,717,580 7463 300 4.4%
Part-Time Salaries 0 0 0 0 0 N/A
aar Overtime 796,075 798,667 829,400 841,630 801,900 -3.3%
Personnel Benefits 1,247,204 1,416,727 1,556,700 1,469,916 1,730,000 11.1%
Supplies 185,838 168,123 204,300 196,736 175,300 -14.2%
Other Services and Charges 439,911 403,594 498,900 480,577 641,500 28.6%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 555 0 0 0 0 N/A
1rr Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Iw Operating Total 9,199,995 9,608,368 10 235,900 9,706,439 10,812 000 5.6%
CIP 0 0 0 0 0 N/A
Total 9.199,995 9,608,368 10,235,900 9,706,439 10 812000 5.6%
Funding Decisions- Emergency Response Division
2004 Adjusted Budget $10,235,900
2005 Budget Changes
Salaries 351,400
Benefits 173,300
Supplies -11,000
to Equipment Rental 155,900
Other Services and Charges -13,300
ECC related Overtime(2004 Grant Funding) -62,200
ECC related Supplies (2004 Grant Funding) -6,700
Thermal Imaging Camera(2004 Funding) -11,300
- 2005 Total Budget $10,812,000
Staffing Levels(Full-Time Equivalent Employees- FTE) - Emergency Response Division
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
Regular 98.0 98.0 99.0 99.0 99.0 0.0%
SO 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 99.0 99.0 99.0 0.0%
No
aw
Operating Budget-Fire Department
3-91
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■r►
Prevention Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Prevention Division expenditures, 2005 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
2004 Accomplishments
• The 2003 International Fire Code (IFC) was adopted by City Ordinance
• The Fireworks ban was adopted by City Ordinance and effective in
June of 2005
• Conducted annual fire safety inspections for all businesses, including licensed
adult care family home facilities and businesses with regulated hazardous
materials, with all violations followed to conclusion
• 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 ad
reviewed and field inspected to ensure compliance with the Fire Code
• Implemented the IRMS (Integrated Records Management System) to improve a
data collection, to schedule and track data and fire inspections
• Implemented Customer Satisfaction Survey
r
2005 Action Plan
• Provide and oversee the completion of business inspections and project
plan reviews that are compliant with the 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
• Continue interfacing with the Building Department on plans review and
inspection process
• Begin risk hazard analysis for target hazards using the IRMS
• Continue to develop IRMS to expand the property database
• Analyze customer survey feedback data for modification of future
service delivery
Operating Budget-Fire Department
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Expenditure Budget by Category- Prevention Division
2002 2003 2004 2004 2005 Change
r
Actual Actual Adi Bdqt Actual Budget 04/05
Regular Salaries 576,639 604,989 624,600 599,591 650,200 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
as Overtime 38,020 26,714 37,100 37,855 38,600 4.0%
Personnel Benefits 133,513 148,864 160,900 154,723 177,700 10.4%
Supplies 13,162 12,862 16,100 21,679 14,400 -10.6%
to Other Services and Charges 47,120 40,324 53,300 48,365 38,100 -28.5%
Intergovernmental Services 0 0 0 0 0 N/A
ow 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
,ow Operating Total 808,454 833,753 892,000 862,213 919,000 3.0%
CIP 0 0 0 0 0 N/A
Total 808,454 833,753 892,000 862,213 919,000 3.0%
Funding Decisions- Prevention Division
2004 Adjusted Budget $892,000
2005 Budget Changes
r Salaries 27,100
Benefits 16,800
Supplies -1,700
tl� Equipment Rental -13,900
Other Services and Charges -1,300
2005 Total Budget $919,000
r1r
Staffing Levels (Full-Time Equivalent Employees - FTE) - Prevention Division
2002 2003 2004 2004 2005 Change
r Actual Actual Budget Actual Budget 04/05
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-Fire Department
3-93
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Training Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Training Division expenditures, 2005 funding decisions, l
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
• Operate and maintain the Fire Training equipment and educational materials
• Conduct regular evaluations of skills based on regional and national standards
• Provide regular live fire training
• Administer the Annual Training Objectives program to comply with
WAC 296-305
• Document all completed training utilizing the Fire Department
Integrated Records Management System (IRMS)
• Update the Fire Department Training Manual
• Actively pursue outside funding for training and department wide programs
• Recruits achieve Hazardous Materials Operation Level certification
• Joint Apprenticeship Training (JATC) program record keeping and monitoring
• Provide training and certification to personnel in Firefighter Level II, and
Fire Officer I and II "
• Ensure NAPD certification is maintained for applicable personnel
• Ensure 100 percent participation of emergency response personnel r
in monthly training
• Secure grant funding for department programs
2004 Accomplishments
• Sixteen firefighters achieved IFSAC State certification to the Firefighter II
level
• All engine, ladder and aid companies participated in monthly training sessions
supervised by training officers or their designee
• All engine and aid companies were evaluated twice a year(twice to Firefighter
II standards and once to Fire Officer II)
• Reviewed and updated the Fire Training Manual and the library of required
references
• All firefighters, through the rank of Captain, completed the entire Annual
Training Objectives program as required by WAC 296-305
Operating Budget-Fire Department
3-94
• All firefighters, through the rank of Captain, completed the five required
Emergency Medical Technician Competency Based Training (CBT)
classes, three required Cardiac Defibrillation classes, annual blood borne
and air borne pathogens awareness training
• All required training was recorded in the IRMS and King County
Emergency Medical Services (KCEMS) programs
• Provided training based on identified hazards within our jurisdiction
• Evaluated defibrillator and equipment replacement schedule
2005 Action Plan
• Seek equivalency from the State of Washington for Fire Officer II and
Instructor I Level Certifications
• Perform departmental needs assessment regarding training and support
services
• Purchase defibrillators and equipment
• Improve IRMS database reporting to include quarterly reports
• Improve Incident Management System(IMS) by providing standards of
deployment information and revision of training manual
• Update pumper qualifications to NFPA 1002 standards
• Promote regional partnerships to improve services and training:
• King County Training Officers
• Zone III Training Officers
• Zone III Ops Chiefs
• Officer Development Academy
• Tukwila/District#40 Quarterly Training
• Police/Public Works Education Sessions
• Participate with State of Washington agency in developing certification
programs
• Pursue grant funding for department programs
Operating Budget-Fire Department
3-95
Expenditure Budget by Category - Training Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdqt Actual Budget 04/05
Regular Salaries 262,235 277,242 281,800 278,558 293,400 4.1%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 19,905 17,957 26,100 24,525 27,200 4.2%
Personnel Benefits 42,016 41,403 51,000 45,387 57,400 12.5%
Supplies 8,762 7,920 15,500 11,345 15,500 0.0%
Other Services and Charges 32,925 26,113 29,800 24,380 29,800 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 365,843 370,635 404,200 384,195 423,300 4.7%
CIP 0 0 0 0 0 N/A
Total 365,843 370,635 404,200 384,195 423,300 4.7%
Funding Decisions- Training Division
2004 Adjusted Budget $404,200
2005 Budget Changes
Salaries 12,700
Benefits 6,400
2005 Total Budget $423,300
Staffing Levels (Full-Time Equivalent Employees- FTE) - Training Division
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
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%
Operating Budget-Fire Department
3-96
Disaster Management Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Disaster Management Division expenditures,
2005 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
• Increase inter-agency cooperation
2004 Accomplishments
• Amateur radio operators received Emergency Coordination Center(ECC)
training bi-annually
• ECC training was offered to key City personnel bi-annually
• Self-help disaster training was provided to those individuals that requested
training
2005 Action Plan
• Evaluate and revise Standard Operating Procedures following all exercises
and disaster incidents
• Provide liaison, and update activation rosters,checklists and procedures for
amateur radio operator groups
• Review and propose procedures in place for terrorist activity
• Coordinate disaster education efforts with request from the public
• Improve and test communications equipment in the ECC
• Utilize drill feedback to improve information flow at the ECC
i
• Update the Renton Emergency Management Plan
• Ensure readiness of the new Renton ECC facility
• Implement a revised Renton ECC City Resources Directory
Operating Budget-Fire Department
3-97
Expenditure Budget by Category - Disaster Management Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
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 8,056 16,688 43,400 38,735 9,000 -79.3%
Other Services and Charges 1,902 451 6,100 239 6,100 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outla0 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 9,958 17,139 49,500 38,974 15,100 -69.5%
UP 0 0 0 0 0 N/A 16
Total 9,958 17,139 49,500 38,974 15,100 -69.5%
va
Funding Decisions - Disaster Management Division
2004 Adjusted Budget $49,500
2005 Budget Changes
EOC related Small Tools (2004 Grant Funding) -33,400
EOC related Supplies(2004 Grant Funding) -1,000
2005 Total Budget $15,100
Staffing Levels(Full-Time Equivalent Employees - FTE) - Disaster Management Division
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
Regular 0.0 0.0 0.0 0.0 0.0 N/A
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 N/A
+r
i
Operating Budget-Fire Department
3-98
1w Table 3-I5. Fire Apparatus by Station
Year Scheduled for
Station
Station 11 Purchased Replacement
Aid Car 1999 2006
Engine 1998 2013
rs Ladder 1999 2015
Commander Car 2001 2009
Haz Mat 1990 2004
Reserve Engine 1989 2004
Reserve Ladder 1992 2006
Reserve Command Car 1995 2005
aw Station 12
Aid Car 1999
Engine 2006
1999 2014
r Dive Rig 1999 2009
Dive Boat 1999 2009
Reserve Engine 1989 2005
Station 13
Im Aid Car 1999 2006
Engine 1999 2015
Reserve Engine 1996 2011
+r Station 14
Aid Car 1999
2007
Engine 1999 2015
Reserve Engine 1996 2011
_Station 16(Owned by District 25)
Aid Car 2000
2008
Engine 1996 2011
Reserve Engine 2003 2019
Table 3-16. Fire Apparatus by Vehicle
First Run Reserve Total
Vehicles Vehicles Vehicles Apparatus
rr
Aid Cars 5 0 5
Engines 5 5 10
r Ladder 1 1 2
Command Car 1 1 2
Haz Mat
1
to Total 0 1
13 7 20
Dive Rig and Boat
Dive Rig
go Dive Dive Boat 1
Total
2
an
r
Operating Budget-Fire Department
3-99
r
Table 3-17. Fire Department Performance and Workload Indicators
2002 2003 2004 2004 2005
Actual Actual Forecast Actual Forecast
Emergency Response Operations i
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 5.3 5.5 5.3 5.2 6.0
Average Response Time—Aid,Minutes 5.0 4.9 4.8 4.4 5.3'
Responses
5,963 6,232 6,426 6,428 6,611
Life Support
Structure Fires 99 103 106 118 123
Vehicle Fires 80 95 98 73 79
Other Fires 186 221 228 204 207
Overpressure Ruptures 61 42 43 64 66
s
Hazardous Conditions 184 203 209 242 249
Service 483 491 506 495 509
Good Intent 246 301 310 437 448
False Alarms-Malicious 71 61 63 106 108
False Alarms-Other 854 804 829 799 824
All Other 6 29 30 18 19
Total Responses 8,233 8,582 8,848 8 984 9,243
Fire Prevention
2,261 2,681 2,500 2,539 3,000
IFC Inspections "
IFC Reinspections 1,189 1,178 1,200 1,217 1,400
Fire Protection/Plans Reviewed 667 828 700 703 700
Hazardous Materials (HazMat) Plans Reviewed 36 51 60 79 65
Public Education Programs
257 272 250 152 125
Fires Investigated 48 41 48 50 50
Actual and Budgeted Revenues $98,147 $118,078 $112,000 $107,311 $101,000
*Response time calculation: Effective 2005 time starts when the 911 call was received by the
dispatch center to when the first unit is on scene. Prior to 2005 time starts when the emergency
units were dispatched to when the first unit is on scene.
**IFC Inspections: Effective 2005 annual business inspections are per building and suite
address. Prior to 2005 inspections were per business address.
Operating Budget-Fire Department t
3-100
Table 3-18.Position Listing - Fire Department Post
taon Listing (Sheet 1 of 2)
2002 2003 2004 2004 2005
Grade Title Actual Actual Budget Actual Budget
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 1.0 1.0 1.0 1.0
Deputy Chief(Administrative and Support Svcs,
M45 Disaster Management) 0.0 1.0 1.0 1.0 1.0
M43 Deputy Chief(Emer Resp and Admin/Support Svcs) 2.0 0.0 0.0 0.0 0.0
Total Commissioned Officers 3.0 3.0 3.0 3.0 3.0
Non-Commissioned Personnel
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
A07 Data Base Systems Technician 1.0 1.0 1.0 1.0 1.0
A05 Secretary 1 1.0 1.0 1.0 1.0 1.0
A05 Office Assistant III(LT) 0.0 0.0 1.0 1.0 1.0
Total Non-Commissioned 3.0 3.0 4.0 4.0 4.0
Total Administration Division 6.0 6.0 7.0 7.0 7.0
Emergency Response(Suppression Facilities HazMat,Dive Team,EMS/Life Support)
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
F71 Lieutenant 13.0 13.0 13.0 13.0 13.0
770/70a Firefighter 77.0 77.0 78.0 78.0 78.0
_Total Emergency Response Division 98.0 98.0 99.0 99.0 99.0
Prevention
Commissioned Officers
F73 Battalion Chief(Fire Marshal) 1.0 1.0 1.0 1.0 1.0
Total Commissioned Officers 1.0 1.0 1.0 1.0 1.0
Non-Commissioned Personnel
M23 Assistant Fire 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
ira
A18 Fire Inspector II 1.0 1.0 1.0 1.0 1.0
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
r
Operating Budget-Fire Department
3-101
�r
Table 3-18.Position Listing - Fire Department Position Listing (Sheet 2 of 2)
2002 2003 2004 2004 2005
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 105.0 105.0 106.0 106.0 106.0
Total Non-Commissioned Officers 12.0 12.0 13.0 13.0 13.0
Total Fire Department 117.0 117.0 119.0 119.0 119.0
t
1
t
I
t
Operating Budget-Fire Department
3-102
Community Services
L
L
L
L
L
L
L
L
L
L
L
� ti
C* of Renton
L
L 2005 Budget
t
Administrator
Dennis Culp
1
Administrative
Support
8.2
Facilities Parks Recreation Human Services Library
27 3 55.7 57.9 5.2 22.5 i
Leased Park Board Park Board Human Services Library
City Properties Advisory Board
Committee
Capital Parks Recreation Renton
Improvement Maintenance Services Community Historical
Projects Development Museum
Maplewood Renton Block Grants
Golf Course Community
Center
Capital
Improvement Renton Senior
Projects Activity Center
Note: This department has 177.8 total full-time equivalent employees.
Community Services Department Organization �'
r Smdcej,
r
In this section you will find the Community Services Mission Statement
r 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 2004,
rs and action plans for the year 2005.
Mission Statement
rr 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
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
as 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
�r
Operating Budget-Community Services
3-103
for
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 of 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 ,
• Circulation Services
• 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
Figure 3-8. Community Services Department Overview
Expenditure Comparison
$20,000,000
$16,000,000 ----------
----------
$12,000,000
___ ---
- - ---$12,000,000 -
$8,000,000
$4,000,000
$0
1997 1998 1999 2000 2001 2002 2003 2004 2005 Budget
r
Operating Budget-Community Services
3-104
r
to
Expenditure Budget by Division - Community Services Department
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Administration 825,385 752,779 870,700 814,651 915,100 5.1%
Facilities 2,272,421 2,466,288 2,757,400 2,642,235 2,885,700 4.7%
Parks 4,885,276 2,908,857 3,700,400 3,214,002 3,360,800 -9.2%
Recreation Services 1,017,874 1,267,310 1,879,600 2,109,377 1,775,600 -5.5%
Community Center 1,462,260 1,159,101 1,092,800 1,204,069 1,112,100 1.8%
Senior Center 568,603 476,809 545,700 469,903 564,400 3.4%
Human Services/CDBG 797,549 792,087 896,700 788,330 855,900 -4.6%
Library 1,425,145 1,470,933 1,646,300 1,560,557 1,494,700 -9.2%
Golf Course 2,078,763 2,194,938 2,412,000 2,255,714 2,321,200 -3.8%
1r
Operating Total 15,333,276 13,489,103 15,801,600 15,058,838 15,285,500 -3.3%
CIP-CDBG 0 0 0 0 0 N/A
Vw CIP-Leased City Properties 1,191,044 464,821 807,900 498,351 365,100 -54.8%
CIP-Golf Course 0 0 0 0 0 N/A
Total 16,524,320 13,953,924 16,609 500 15,557,189 15,650,600 -5.8%
Expenditure Budget by Category - Community Services
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 4,993,273 5,213,336 5,588,700 5,093,876 5,662,800 1.3%
Part-Time Salaries 1,758,865 1,760,355 1,917,500 2,149,200 1,964,600 2.5%
Overtime 56,121 55,679 77,700 71,868 80,400 3.5%
Personnel Benefits 1,527,645 1,695,044 1,904,200 1,776,169 2,047,400 7.5%
1�
Supplies 913,469 863,384 1,060,700 1,045,678 1,040,700 -1.9%
Other Services&Charges 3,130,559 3,009,161 3,644,500 3,317,163 3,646,100 0.0%
,w Intergovernmental Services 2,250,000 217,300 730,000 740,250 150,000 -79.5%
Capital Outlay 114,510 94,590 289,300 274,422 101,000 -65.1%
Debt Service 473,533 461,453 466,600 467,811 466,400 0.0%
Interfund Payments 115,300 118,800 122,400 122,400 126,100 3.0%
Operating Total 15,333,276 13,489,103 15,801,600 15,058,837 15,285,500 -3.3%
CIP 1,191,044 464,821 807,900 498,352 365,100 -54.8%
Total 16,524,320 13,953,924 16,609 500 15,5 7 189 15 650,600 -5.8%
r10
rr
Operating Budget-Community Services
3-105
No
Major Department Changes for 2005
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($275,200 - All Divisions)
Department salary increases include 3 percent cost of living, and 1.1 percent for step
increases, longevity, and reclassifications.
Benefits ($184,100 - All Divisions)
Department increases include 7 percent medical and dental and 10.6 percent for
Industrial Insurance. The PERS rate increases from 1.38 percent to 4.72 percent, the
LEOFF rate increases from 3.25 percent to 5.21 percent effective July 1, 2005.
Staffing Changes (-$192,200—Parks & Library Divisions)
Department net changes are a result of cost-saving measures. This includes salaries
and benefits for a 1.0 FTE reduction in Parks division with the elimination of the CEP
Coordinator and a 1.0 FTE reduction in Library Division with the elimination of the
Assistant Library Director.
Supplies, Other Services and Charges:
Supplies (-$20,000— Golf Course)
Net change in purchase of merchandise for the Golf Course to true up the budget based
on prior year actual.
Equipment Rental ($62,800—All Divisions)
Total funding in the Equipment Rental Fund to cover equipment replacement and
maintenance charges for all City fleet vehicles will increase by 9.0 percent. This
change is due to higher fuel 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.
Recreation Programs/Services (-$29,900—Recreation Division)
Recreation Classes and Programs offered to children, teens, adults and seniors that do j
not cover full costs will not be offered in 2005.
Utilities ($36,900—All Divisions)
All utilities are calculated at 3.7 percent increase from 2004.
Capital Outlay:
CIP Payments (-$142,800—Facilities Division)
Fund 306, Leased Property Fund, has borrowed money from other funds to pay for
building improvements. The total interfund payments will decrease by $142,800 in
2005.
Operating Budget-Community Services
3-106
r
2004 Funding Items:
Professional Services (-$50,000 - Parks Division)
Increase in funding for Endangered Species Act relating to Integrated Pest
W" Management. This was a 2004 funding item.
Interfund Services:
s Interfund Transfers (-$580,000 - Parks, Library, Golf Course Divisions)
2004 funding for one-time transfers: transfer$300,000 made from the Parks Fund
to Fund 306 for the Chiller replacement, transfer$160,000 made from the Parks
and Library Fund to Fund 502 for anti recessionary purposes, transfer$120,000
made from 404 made to the Golf Course Capital fund 424.
W Capital Outlay:
Chiller Replacement (-$300,000-Facilities Division)
irr 2004 funding for one time chiller replacement for Fund 306.
CIP Plan (-$30,000- CDBG)
2004 funding increase due to additional grant funds received in 2004.
Machinery & Equipment (- $158,300-Aquatic Center)
2004 funding was for one time machinery and equipment expense in the Aquatic
Center.
VK
Staffing Levels by Division - Community Services
2002 2003 2004 2004 2005 Change
UL Actual Actual Adi Bd t Actual Budget 04/05
Administration 9.2 9.2 9.2 9.2 9.2 0.0%
Facilities 25.3 28.3 27.3 27.3 27.3 0.0%
r Parks 36.3 36.3 36.3 36.3 35.3 -2.8%
Recreation Services 24.6 21.7 31.9 31.9 31.9 0.0%
Community Center 19.5 19.4 19.4 19.4 19.4 0.0%
IN Senior Activity Center 7.6 6.6 6.6 6.6 6.6 0.0%
Human Services/CDBG 5.2 5.2 5.2 5.2 5.2 0.0%
Library 23.5 23.5 23.5 23.5 22.5 -4.3%
Golf Course 20.4 20.4 20.4 20.4 20.4 0.0%
Total FTE 171.6 170.6 179.8 179.8 177.8 -1.1%
lis
r
Operating Budget-Community Services
3-107
sw
Divisions by Fund Number
r
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 i
106 Library Fund Libraries and Museum
306 Leased City Facilities
Properties
404 Golf Course Fund
Administration Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Administration Division expenditures, 2005 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
2004 Accomplishments
• Completed budget materials that provided resources and financial direction for
department operations
• Maintained national accreditation
Operating Budget-Community Services
3-108
Ira
• 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
2005 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
Expenditure Budget by Category -Administration Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 629,051 578,499 660,200 604,284 687,300 4.1%
Part-Time Salaries 425 400 3,400 10,450 3,500 2.9%
Overtime 569 0 0 0 0 N/A
Personnel Benefits 129,244 127,528 145,600 141,400 161,400 10.9%
Supplies 8,587 6,498 7,500 6,765 7,500 0.0%
is Other Services &Charges 57,509 39,854 54,000 51,752 55,400 2.6%
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 825,385 752,779 870,700 814,651 915,100 5.1%
CIP 0 0 0 0 0 N/A
Total 825,385 752,779 870,700 814,651 915,100 5.1%
Funding Decisions- Administration Division
s 2004 Adjusted Budget $870,700
2005 Budget Changes
Salaries 27,200
Benefits 15,800
Equipment Rental 1,400
2005 Total Budget $915,100
Staffing Levels(Full-Time Equivalent Employees- FTE) -Administration Division
ti 2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular 9.0 9.0 9.0 9.0 9.0 0.0%
t� 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 9.2 9.2 9.2 9.2 9.2 0.0%
to
Operating Budget-Community Services
3-109
r
Facilities Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Facilities Division expenditures, 2005 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
2004 Accomplishments
• Completed construction of the Henry Moses Aquatic Center and
Fire Station 12
• Iindoor air exchanges met the air balancing requirements 100
percent of the time
• Security incident reports were reduced over those received from 2003
• The number of compliments received by the Division outnumbered the
complaints by 6:1
2005 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
Operating Budget-Community Services
3-110
be
he
Expenditure Budget by Category - Facilities Division
2002 2003 2004 2004 2005 Change
is Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 945,490 1,092,559 1,143,900 1,112,023 1,197,100 4.7%
Part-Time Salaries 100,896 80,652 94,500 79,325 97,300 3.0%
IN Overtime 17,867 15,444 13,800 14,576 14,400 4.3%
Personnel Benefits 289,903 359,075 389,300 365,096 429,400 10.3%
Supplies 122,841 117,439 150,500 133,193 150,500 0.0%
M Other Services&Charges 795,424 801,120 965,400 938,023 997,000 3.3%
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 2,272,421 2,466,288 2,757,400 2,642,236 2,885,700 4.7%
CIP 1,191,044 464,821 807,900 498,351 365,100 -54.8%
Total 3,463,465 2,931,110 3,565,300 3,140,587 3,250,800 -8.8%
Funding Decisions - Facilities Division
2004 Adjusted Budget $3,565,300
2005 Budget Changes
Salaries 56,600
Benefits 40,100
Equipment Rental 9,400
Utilities 20,900
Parking Garage Repair and Maintenance 1,300
CIP Payments -142,800
Capital Outlay-Chiller(2004 Funding) -300,000
2005 Total Budget $3,250,800
Staffing Levels(Full-Time Equivalent Employees - FTE) - Facilities Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular 22.0 25.0 24.0 24.0 24.0 0.0%
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 25.3 28.3 27.3 27.3 27.3 0.0%
Operating Budget-Community Services
3-111
Parks Division '
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Parks Division expenditures, 2005 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
2004 Accomplishments
• Installed new play equipment at Jones Park and Sunset Court Park
• Renovated Philip Arnold Park infield
• Replaced metal guardrail at Philip Arnold Park with timber guardrail
• Acquired the Edlund/Korum property
• Applied for and awarded a King County Conservation Futures Grant
• Re-paved the Springbrook Trail
• Developed Draft Strategic Urban Forestry Plan
• Continued installing computerized irrigation
• Continued easement negotiations for the Sam Chastain Waterfront Trail
• Awarded contract for repair of launch lane ramps 1-4 at Coulon Park
• Replaced Coulon Park day moorage and floating picnic pad gangways
• Upgraded security lighting at Coulon Park South Beach area
i
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1
Operating Budget-Community Services
3-112 '
,r 2005 Action Plan
• Replace play areas at Kennedy Lions and Burnett Linear Parks
• Renovate tennis courts at Liberty Park and Coulon Park
• Refurbish Riverview Park bridge deck
• Complete the Long Range Park, Recreation, Open Space and Trails Plan
• Renovate volleyball courts at Coulon Park
• Continue easement negotiations for the Sam Chastain Waterfront Trail
• Develop Master Plan for the Narco property
• Develop a Master Plan, design and construction drawings to construct
Heather Downs Park
• Install picnic shelter at Maplewood Park
• Renovate infield at Teasdale Park
• Prepare design, secure permits and renovate Riverview Park bridge deck
• Finalize Urban and Community Forestry Strategic Plan
• Repair, seal coat and restripe Cedar River Park Parking lot
Operating Budget-Community Services
' 3-113
Expenditure Budget by Category - Parks Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 973,383 1,148,500 1,221,500 1,081,445 1,205,600 -1.3%
Part-Time Salaries 287,421 281,770 302,200 252,981 311,200 3.0%
Overtime 16,925 15,345 16,800 18,361 17,400 3.6%
Personnel Benefits 304,730 363,316 403,700 352,343 420,600 4.2%
1
Supplies 200,074 180,059 221,200 202,418 221,200 0.01/1
Other Services&Charges 1,002,742 919,867 1,185,000 956,454 1,184,800 0.0%
Intergovernmental Services 2,100,000 0 350,000 350,000 0 -100.0%
Capital Outlay 0 0 0 0 0 N/A
so
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 4,885,276 2,908,857 3,700,400 3,214,002 3,360,800 -9.2% do
CIP 0 0 0 0 0 N/A
Total 4,885,276 2,908,857 3,700,400 3,214,002 3,360,800 -9.2%
go
Funding Decisions- Parks Division ri
2004 Adjusted Budget $3,700,400
2005 Budget Changes
Salaries 59,700
Benefits 37,900
Staffing Changes,-1.0 FTE CIP Coordinator -87,000
Equipment Rental 53,800
Utilities 10,900
Consultant Contracts 3,000
Edlund maintenance -18,000
All Other 100
Chiller Replacement(2004 Funding) -300,000
Professional Services (2004 Funding) -50,000
Transfer to Fund 502(2004 Funding) -50,000
2005 Total Budget $3,360,800
Staffing Levels(Full-Time Equivalent Employees- FTE) - Parks Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular 23.0 23.0 23.0 23.0 22.0 -4.3%
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 36.3 36.3 36.3 36.3 35.3 -2.8%
Operating Budget-Community Services ,
3-114
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, 2005
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
t natural resource and wildlife preservation and stewardship
Outcomes
•, • Financially solvent golf facility
• Safe, accessible, clean, attractive, and well-maintained environment
' • Informed and satisfied public
• Natural environment preserved and protected
' • Increased level of physical fitness
3
• New and improved skills
• Greater enjoyment of life
• Increase in social interaction
2004 Accomplishments
• Completed reconstruction of#8 Green and Hillside Drainage Project
F
• Completed#16 Tee box relocation and construction
• Sold 70,000 rounds of golf and 80,000 range tokens
• Completed renovation/drainage of six (6) greenside bunkers
• Initiated membership with the Audubon Cooperative Sanctuary Program
2005 Action Plan
• Completion 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
• Continue renovation of six (6) additional greenside bunkers
• 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
• Pursue certification of Audubon Cooperative Sanctuary Program
• Replace carpet in Clubhouse and Driving Range
• Paint Clubhouse and Driving Range interiors
• Replace banquet room dance floor
• Repair kitchen floor(RiverRock)
Operating Budget-Community Services
3-115
Expenditure Budget by Category - Maplewood Golf Course
2002 2003 2004 2004 2005 Change
Actual Actual Adi Bdgt Actual Budget 04/05
Regular Salaries 424,916 475,896 499,200 418,647 519,700 4.1%
Part-Time Salaries 245,281 250,861 258,400 275,183 266,200 3.0%
Overtime 6,189 2,960 9,500 3,870 9,800 3.2%
Personnel Benefits 173,494 201,401 219,300 205,197 241,900 10.3%
1
Supplies 244,274 264,898 294,700 264,975 274,700 -6.8%
Other Services&Charges 144,951 174,078 171,900 128,882 166,400 -3.2%
Intergovernmental Services 150,000 150,000 270,000 270,000 150,000 -44.4%
Capital Outlay 100,823 94,590 100,000 98,749 100,000 0.0%
Debt Service 473,533 461,453 466,600 467,811 466,400 0.0%
Interfund Payments 115,300 118,800 122,400 122,400 126,100 3.0%
Operating Total 2,078,763 2,194,938 2,412,000 2,255,714 2,321,200 -3.8%
CIP 0 0 0 0 0 N/A
Total 2,078,763 2,194,938 2,412,000 2,255,714 2,321,200 -3.8%
Funding Decisions- Maplewood Golf Course
2004 Adjusted Budget $2,412,000
2005 Budget Changes
Id
Salaries 28,600
Benefits 22,600
Supplies -20,000
Utilities -2,300
Repairs&Maintenance -3,200
Debt Service -200
Interfund Payments 3,700
Transfer to Fund 424(2004 Funding) -120,000 ti
2005 Total Budget $2,321,200 rid
Staffing Levels (Full-Time Equivalent Employees - FTE) - Maplewood Golf Course
2002 2003 2004 2004 2005 Change y
Actual Actual Adi Bdgt Actual Budget 04/05
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% 14
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%
Operating Budget-Community Services ,
3-116
= i
Recreation Division - Recreation Services
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Recreation Services expenditures, 2005 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
t 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
2004 Accomplishments
• Maintained national accreditation standards through continued training,
expanded marketing to multi-cultural groups, and quality reviews of all
program areas
• Reallocated after-school program resources to effectively address site
interests resulting in 24 percent increase in participation
• Worked with Renton School District's G.O.A.L.S. (Goals Oriented Adult
Life Skills) Program to host two parent nights to provide parents of
potential special population program participants' information about their
student's transition from school to community recreation and resources
• Implemented programs recommended by teen focus groups and the Renton
Youth Council including the Flashlight Egg Hunt with over 300
participants and two middle-school dances with over 350 participants
• The Sum R Craze day camp program was expanded to two sites resulting in
18 percent increase in program participation
• Completed adult athletic web page for implementation on City's web site
' Operating Budget-Community Services
3-117
2005 Action Plan
• Continued to meet or exceed national parks and recreation accreditation
standards
• Develop a site based operations manual for the Highlands and North Highlands
Neighborhood Centers
• Develop volunteer opportunities to address staffing needs for special event
programs
• Identify and adjusted to changes in services and needs for all youth and adult
athletic program delivery levels
• Encourage staff from local businesses to participate in City athletic leagues
enhancing their fitness, wellness and social interaction
• Work with interested teens to develop and enhance programming
for City teens '
Operating Budget-Community Services '
3-118
j
lRecreation Division - Aquatic Program
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Aquatic Program expenditures, 2005 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
fOutcomes
• 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 Accomplishments
• Met or exceeded all national accreditation standards
• Successful first year of operating the New Henry Moses Aquatic Center
with an attendance of 76,662
• Development of a new employment application packet and job fair resulted
in the successful hiring of 104 staff
• On-line evaluation data indicated 65 percent rated the new aquatic center as
excellent and 27 percent rated it good. Ninety eight percent responded that
they would return next year
• Opportunities for enjoying aquatic activities included three sockeye fishing
openings, with 24 hour staffing and increased revenues of$20,000
2005 Action Plan
• Continue to meet or exceed all national accreditation standards.
• Purchase new equipment and add amenities to the Henry Moses Aquatic
Center in response to recommendations from public surveys
• Create express gate for season pass holders
• Reevaluate family passes or group pass policies in response to customer
requests
• Increase swimming lesson program
• Implement Automatic External Defibrillator(AED) program at the aquatic
t center
i
Operating Budget-Community Services
3-119
Expenditure Budget by Category - Recreation Services
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
ti♦
Regular Salaries 374,458 397,804 442,200 411,735 460,300 4.1%
Part-Time Salaries 338,917 385,541 674,500 820,899 694,700 3.0%
Overtime 9,923 11,939 20,500 19,797 21,200 3.4%
Personnel Benefits 139,495 163,050 183,400 239,656 202,000 10.1%
Supplies 37,981 33,631 82,400 124,128 82,400 0.0%
Other Services &Charges 104,175 275,346 318,300 323,799 315,000 -1.0%
Intergovernmental Services 12,925 0 0 0 0 N/A
Capital Outlay 0 0 158,300 169,363 0 -100.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,017,874 1,267,310 1,879,600 2,109,377 1,775,600 -5.5%
CIP 0 0 0 0 0 N/A
Total 1,017,874 1 267 310 1,879,600 2,109,377 1,775,600 -5.5%
Funding Decisions- Recreation Services
2004 Adjusted Budget $1,879,600
2005 Budget Changes
Salaries 39,000
Benefits 18,600
Self Sustaining Programs -5,300
Utilities 2,000
Capital Outlay-Machinery&Equipment(2004 Funding) -158,300
2005 Total Budget $1,775,600
1
Staffing Levels(Full-Time Equivalent Employees- FTE) - Recreation Services
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular 8.0 7.0 7.0 7.0 7.0 0.0°%
Temporary Part-Time 4.8 4.8 4.8 4.8 4.8 0.0
a,
Intermittent Part-Time 11.8 9.9 20.1 20.1 20.1 0.0°% [i✓
Total FTE 24.6 21.7 31.9 31.9 31.9 0.0%
Operating Budget-Community Services
3-120 J.
i
i
t
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,
2005 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
t 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
j • Increased exposure to the arts
• Opportunities for enjoying aquatic activities
s1 •
Increased social interaction by providing opportunities for families,
workgroups, neighborhoods and the community to gather
2004 Accomplishments
• Met or exceeded all standards for national accreditation
• Increased social interaction by offering new successful special events:
"Arachnimania", "Wizard Schools", and "Grateful for Grandparents"
• Expanded birthday party packages with the purchase of the popular
t bounce inflatable
• Increased the visibility of Carco Theater with a grant of$7,500 from
4Culture, (formerly King County Arts Commission), for the summer
teen musical program
• Expanded the successful relationship with IKEA Performing Arts
t Center and Carco Theater with the organization of "Renton Live
Theater Alliance"
2005 Action Plan
• Maintain national accreditation standards
5 • Re-market on-line/IVR registration, to increase usage
• Increase attendance in weight room with creative marketing and pricing
• Increase mid-week banquet room rentals with increased marketing
• Implement "Friends of the Teen Musical" fund raising program for
providing scholarships to student actors
• Produce the teen musical, GREASE, to celebrate its 20th anniversary
Operating Budget-Community Services
3-121
Expenditure Budget by Category- Renton Community Center
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 470,586 338,535 393,600 360,881 409,700 4.1%
Part-Time Salaries 440,940 407,441 250,300 382,588 257,900 3.0%
Overtime 2,059 2,744 9,600 4,379 9,900 3.1% ..4
Personnel Benefits 170,407 134,970 168,600 138,882 183,700 9.0%
Supplies 27,374 28,575 41,900 43,586 41,900 0.0% ..p
Other Services&Charges 350,893 246,837 228,800 273,754 209,000 -8.7%
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 1,462,260 1,159,101 1,092,800 1,204,070 1,112,100 1.8%
CIP 0 0 0 0 0 N/A
Total 1,462,260 1,159,101 1,092,800 1,204,070 1,112,100 1.8%
Funding Decisions- Renton Community Center
2004 Adjusted Budget $1,092,800
2005 Budget Changes
Salaries 24,000
Benefits 15,100
Self Sustaining Programs -23,600
Utilities 3,800
2005 Total Budget $1,112,100
Staffing Levels(Full-Time Equivalent Employees - FTE) - Renton Community Center
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular 10.0 8.0 8.0 8.0 8.0 0.0%
Temporary Part-Time 3.8 3.8 3.8 3.8 3.8 0.0°%
Intermittent Part-Time 5.7 7.6 7.6 7.6 7.6 0.0%
Total FTE 19.5 19.4 19.4 19.4 19.4 0.0% ..f
Operating Budget-Community Services
3-122
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, 2005 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
• Increased social interaction and greater enjoyment of life
t2004 Accomplishments
• Continued to meet or exceed all national accreditation standards
• Expand services and classes useful for independent living by offering free
monthly hearing test, cooking demonstrations, and yoga exercise program
• Increased customer feedback opportunities by implementing a new course
evaluation survey January in Janua 2004
• Improved customer service by providing customer service training to all
full-time staff in April 2004
• Completed volunteer applications and background checks for all volunteer
• Offered programs that focused on current trends including changing
the Friday Night Dance to a Dinner Dance Social resulting in 300
percent increased in attendance, added additional computer classes,
and started a yoga class
• Hosted a successful Renton Senior Activity Center 25th anniversary
celebration
2005 Action Plan
• Meet or exceed all national accreditation standards
• Revamp/Improve mental health program
• Offer support groups at the Senior Activity (i.e. Parkinson's, arthritis,
Alzheimer's)
I • Offer basic home repair classes geared toward women
• Provide customer service training to volunteers
Operating Budget-Community Services
3-123
rl1
Expenditure Budget by Category- Renton Senior Activity Center
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05 to
Regular Salaries 190,751 150,139 159,000 149,261 165,500 4.1%
Part-Time Salaries 108,527 123,000 110,100 96,889 113,400 3.0%
Overtime 2,279 1,084 4,100 1,585 4,200 2.4%
Personnel Benefits 74,932 68,355 88,600 68,756 96,400 8.8%
Supplies 13,243 11,866 10,900 16,089 10,900 0.0%
Other Services&Charges 178,871 122,366 173,000 137,323 174,000 0.6%
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 568,603 476,809 545,700 469,903 564,400 3.4%
CIP 0 0 0 0 0 N/A
Total 568,603 476,809 545,700 469,903 564,400 3.4%
Funding Decisions- Renton Senior Activity Center
2004 Adjusted Budget $545,700
2005 Budget Changes
Salaries 9,900
Benefits 7,800
Self Sustaining Programs -1,000
Equipment Rental 400
Utilities 1,600
2005 Total Budget $564,400
Staffing Levels(Full-Time Equivalent Employees - FTE) - Renton Senior Activity Center
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular 4.0 3.0 3.0 3.0 3.0 0.0%
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 6.6 6.6 6.6 6.6 0.0%
Operating Budget-Community Services
3-124
Human Services Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Human Services Division expenditures, 2005
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 their fullest capacity
Outcomes
• 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
t2004 Accomplishments
• Published resource directory in five languages
• In South King County, had eleven joint contracts with other cities that fund
the same non-profit agencies. Renton was the lead on four of them
I • For the 2005/2006 funding cycle, had one funding application for all cities
in South King County—so agencies that requested funding from multiple
cities had to just complete one application versus submitting an application
to each city
• Continued to improve the process for applying for scholarships with
Recreation staff; the recreation staff now can give immediate approvals
for scholarships
• Completed and distributed The Changing Face of Renton
• The Human Services Element of the Comprehensive Plan was completed
2005 Action Plan
• The City of Renton will be a partner and the lead for an Earned
Income Tax Credit site—which will enable low-income families to
file their taxes electronically and get the tax credit
• An ad-hoc committee will develop funding criteria for the 2007/2008
funding cycle
• Seek other funding sources for the scholarship program
• Develop web pages for capital projects funded by City of Renton
Community Development Block Grants, so that the progress of the projects
can be tracked
Operating Budget-Community Services
3-125
Expenditure Budget by Category - Human Services Division
2002 2003 2004 2004 2,005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 161,565 129,054 138,700 129,396 144,400 4.1%
Part-Time Salaries 6,879 4,814 7,500 4,735 7,700 2.7%
Overtime 0 0 0 274 0 N/A
Personnel Benefits 31,515 27,463 30,100 29,160 33,200 10.3%
Supplies 2,850 1,031 300 0 300 0.0% a
Other Services&Charges 330,204 269,887 358,000 325,995 355,800 -0.6°%
Intergovernmental Services 0 67,300 0 10,250 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 533,013 499,549 534,600 499,810 541,400 1.3%
CIP 0 0 0 0 0 N/A
Total 533,013 499,549 534,600 499,810 541,400 1.3%
Expenditure Budget by Category - CDBG
2002 2003 2004 2004 2,005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 126,453 136,084 148,400 132,519 144,400 -2.7%
Part-Time Salaries 19,528 25,661 30,000 24,211 20,500 -31.7%
Overtime 0 0 1,000 618 1,000 0.0%
Personnel Benefits 29,293 33,536 39,900 31,214 39,500 -1.0%
Supplies 10,592 15,708 15,000 11,295 15,000 0.0%
Other Services&Charges 78,670 81,549 97,800 82,354 94,100 -3.8%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 30,000 6,310 0 -100.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 264,536 292,538 362,100 288,521 314,500 -13.1%
CIP 0 0 0 0 0 N/A
Total 264,536 292,538 362,100 288,521 314,500 -13.1%
Operating Budget-Community Services
3-126
Funding Decisions- Human Services Division and CDBG
Human Services Division
2004 Adjusted Budget $534,600
2005 Budget Changes
Salaries 5,900
Benefits 3,100
Equipment Rental -2,200
IK 2005 Total Budget $541,400
M
CDBG division
an 2004 Adjusted Budget $362,100
2005 Budget Changes
Salaries -13,500
ar Benefits -400
CDBG Public Services -3,300
Consultants/Emergency Repair 300
Travel&Training -900
King County Transfer Fees 200
CIP Plan(2004 Funding) -30,000
to 2005 Total Budget $314,500
to Staffing Levels(Full-Time Equivalent Employees- FTE) -Human Services Division and CDBG
2002 2003 2004 2004 2005 Change
an Actual Actual Adj Bdgt Actual Budget 04/05
Regular-Human Services 2.0 2.0 2.0 2.0 2.0 0.0%
Regular-CDBG 3.0 3.0 3.0 3.0 3.0 0.0%
M Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 0.0%
Total FTE 5.2 5.2 5.2 5.2 5.2 0.0%
s
irs
so
Operating Budget-Community Services
3-127
Library Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Library Division expenditures, 2005 funding decisions, I
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
Outcomes
• Library materials that meet current customer needs
• Library reading program enjoyed by children of all ages
• 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
2004 Accomplishments
• Selected, acquired, cataloged and processed 10,700 books, 500 magazine
subscriptions, 1,300 videos,550 DVDs,500 CDs, and circulated 520,000 items
(DVDs and CDs were introduced to the collection this year)
• Attracted 15,000 participants to special activities and programs with over
9,000 children attending storytimes i
• Developed Financial Aid for Education and Your Job Search resource
directories to assist patrons with career development. These and other resource
directories were made available online with direct links to the catalog and
online items
• Technology improvements include patron self-service computer reservations,
wireless internet access, the introduction of an automotive repair database,
increased in-house accessibility to online resources, and the availability of
resume writing software t
• Developed a marketing plan for the library to be included in the Community
Services 2004 Public Information, Community Relations, and Marketing Plan
2005 Action Plan
• Continue to operate the libraries so that the Renton Public library is open to the
public 64 hours per week, and the Highlands Library 43 hours per week
• Continue development of a basic Information Services collection of books,
databases, periodicals, and other media
• Acquire, catalog, and process library materials that meet current customer
needs and supplement the existing collection with interlibrary loans j
Operating Budget-Community Services '
3-128
• Maintain the current level of children's programs year
,,. round to introduce children to books and reading
• Transition to the use of Connexions for cataloging and
FirstSearch for Interlibrary Loans
s�
Expenditure Budget by Category- Library Division
2002 2003 2004 2004 2,005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 696,619 766,266 782,000 693,687 728,800 -6.8%
Part-Time Salaries 210,051 200,217 186,600 201,941 192,200 3.0%
Overtime 310 6,164 2,400 8,409 2,500 4.2%
Personnel Benefits 184,631 216,350 235,700 204,466 239,300 1.5%
Supplies 245,654 203,678 236,300 243,231 236,300 0.0%
Other Services&Charges 87,119 78,258 92,300 98,823 94,600 2.5%
Intergovernmental Services 762 0 110,000 110,000 0 -100.0%
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 1,425,146 1,470,933 1,646,300 1,560,557 1,494,700 -9.2%
CIP 0 0 0 0 0 N/A
Total 1,425,146 1,470,933 1,646,300 1,560,557 1,494,700 -9.2%
40 Funding Decisions-Library Division
2004 Adjusted Budget $1,646,300
2005 Budget Changes
Salaries 37,800
Benefits 23,500
Staffing Changes,-1.0 FTE Asst.Library Director -105,200
Consultant Contracts 2,300
Transfer to Fund 502(2004 Funding) -110,000
2005 Total Budget $1,494,700
Staffing Levels (Full-Time Equivalent Employees - FTE) - Library Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular 15.0 15.0 15.0 15.0 14.0 -6.7%
Temporary Part-Time 1.6 1.6 1.6 1.6 1.6 0.00°
Intermittent Part-Time 6.9 6.9 6.9 6.9 6.9 0.00°
Total FTE 23.5 23.5 23.5 23.5 22.5 -4.30%
Operating Budget-Community Services
3-129
Table 3-19. Community Services Performance and Workload Indicators (Sheet 1 of 2)
2002 2003 2004 2004 2005
Actual Actual Forecast Actual Forecast
Facilities
Work Orders Processed 2,150 2,964 3,112 3,857 3,920
Event Setups and Teardowns- Senior Activity Center N/A 1,612 1,620 1,976 1,980
Event Setups and Teardowns- Renton City Hall N/A N/A N/A 271 285
Event Setups and Teardowns- Renton Community Center N/A N/A N/A 1,076 1,125
Vandalism Repair Costs $3,030 $11,476 $5,500 $8,894 $9,500
City Buildings-Square Feet Maintained 550,470 746,991 746,991 799,855 799,855
City Custodians- Square Feet/Per Custodian/Per Day 21,300 21,318 21,512 22,515 23,190
Parks
Maintenance Facilities
Developed Parks 26 26 27 26 28
Developed Parks-Acres Maintained 255 255 260 244 259
Open Space-Acres Maintained 733 735 795 723 813
Municipal Building Grounds 11 11 11 12 12
Municipal Building Grounds-Acreage Maintained 11 11 12 14 14
Hanging Baskets 100 116 116 116 116
Flower Pots 9 9 9 17 17
Trail Miles 12.5 12.5 12.5 12.5 13
Mowing-Acreage Maintained 150 149 172 164 171
Bark Beds-Square Feet Maintained 271,929 271,929 271,929 282,819 315,489
Ball Fields 14 14 14 14 14
Ball Fields- Field Preparations N/A N/A N/A 350 350
Soccer Fields 6 6 6 6 6
Soccer Fields-Field Preparations N/A N/A N/A 548 548
Street Miles Maintained 10.5 10.5 10.5 10.5 10.5
Volunteer Maintained Traffic Circles 3 3 3 4 4
Contracted Maintenance Service Sites 22 21 24 27 29
Contracted Maintenance Services- Miles 23.5 23.7 23.9 24.5 24.5
Contracted Maintenance Services-Acreage 8 8 10 30 45
Maplewood Golf Course
Rounds of Golf 64,581 64,453 67,500 63,886 68,000
Green Fees Revenue $1,212,443 $1,168,614 $1,247,100 $1,152,490 $1,254,600
Driving Range Tokens Sold 95,051 99,837 98,000 94,220 99,900
DrivingRange Revenue
g $364,312 $365,790 $363,600 $343,742 $366,600
Banquet Facility,Restaurant,and Lounge Revenue $194,228 $181,900 $204,500 $176,413 $210,000
Sale of Merchandise Revenue $166,712 $171,467 $175,000 $183,728 $180,000
Golf Cart, Pull Cart,and Club Rental Revenue $223,330 $224,305 $234,000 $246,949 $244,000
Miscellaneous Revenue/Investment Interest $125,209 $110,661 $64,600 $86,469 $66,000
Recreation Services
Athletic Programs 126,534 137,811 120,000 156,707 137,000
Teen Programs 5,026 3,898 4,500 5,399 4,900
Highlands Neighborhood Center 74,644 77,762 55,000 86,473 75,000
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North Highlands Neighborhood Center 29,576 40,959 25,000 53,748 41,000
Operating Budget-Community Services
3-/30
fta
Table 3-19. Community Services Performance and Workload Indicators (Sheet 2 of 2)
1W 2002 2003 2004 2004 2005
Actual Actual Forecast Actual Forecast
Summer Programs 43,780 44,400 35,000 51,000 45,000
ow Developmentally Disabled 10,327 10,381 9,725 16,260 12,000
Picnic Shelter Rentals 32,023 33,145 33,000 29,685 30,000
After-School,Neighborhood Programs,and Park Use 116,389 129,000 95,000 132,000 110,000
Im Special Events 32,434 36,205 30,500 29,997 25,000
Carco Theatre/Cultural Arts Programs 30,000 34,100 34,000 29,321 30,000
Renton Community Center 220,000 220,000 220,000 200,000 200,000
Renton Community Center
so Fitness/Weight Room 42,600 43,210 43,000 32,890 43,000
Gym Programs 36,400 43,681 43,000 58,355 58,000
Racquetball/Wallyball 3,580 3,830 3,700 3,636 3,700
Classroom Rentals 5,540 6,741 6,800 5,218 6,000
Banquet Room Rentals 20,810 23,391 23,000 17,109 20,000
Classes 54,040 52,058 54,000 38,049 45,000
Special Events N/A N/A N/A 17,280 20,000
Aquatic Center N/A N/A N/A 76,662 85,000
Renton Senior Activity Center
stn
Renton Senior Activity Center 137,700 135,500 135,000 128,000 125,000
Lunch Meals Served 21,006 19,400 18,000 21,265 21,690
Medical Clinic Visits 1,420 1,455 1,460 1,475 1,475
Foot Care Visits 1,208 1,124 1,100 1,238 1,250
Mental Health Visits 121 132 125 130 140
Blood Pressure by Volunteer Nurses 3,840 3,635 3,500 3,400 3,350
Meals on Wheels 22,347 32,628 33,000 30,855 31,000
a Transportation(one-way trips provided) 4,850 3,700 3,700 4,320 4,400
Human Services
Renton Resource Directories Distributed 22,000 29,500 31,500 19,101 64,000
Scholarships Distributed 145 100 120 105 100
Households Assisted by the Housing Repair Assistance Program 144 154 155 161 160
Critical Emergency Repairs/Housing Repair Assistance Program' 606 866 558 904 650
Library
Library
Registered Library Card Holders 34,003 40,034 45,000 38,205 40,000
Registered City Card Holders 25,162 29,402 35,000 27,506 28,000
Registered King County Library System Card Holders 8,841 10,500 10,000 10,699 11,000
Library Circulation 456,982 499,792 530,000 512,059 520,000
Holdings Added 13,767 11,547 10,000 13,082 12,000
Total Holdings 155,463 158,676 155,000 165,406 165,000
Titles Added 8,402 7,114 7,000 8,802 8,000
Total Titles 110,832 112,894 110,000 123,627 120,000
Int Titles Borrowed From Other Libraries-Interlibrary Loan 453 357 400 347 350
Renton Library Titles Loaned 3,304 2,906 3,000 2,855 3,000
Interlibrary Loan Borrowing Libraries 737 869 900 1,001 1,100
Internet Users 10,728 30,326 40,000 39,946 40,000
Museum
Outreach Exhibits and Presentations 719 850 1,500 825 1,000
rt
Visitors 2,618 3,200 3,500 2,600 2,800
* The number is planned to be substantially higher due to translating the directory into nine different languages.
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Operating Bridget-Cotnmunity Services
3-131
Table 3-20. Community Services Position Listing (Sheet I of 5) ,
2002 2003 2004 2004 2005
Grade Title Actual Actual Budget Actual Budget
Administration Division
M49 Community Services Administrator 1.0 1.0 1.0 1.0 1.0
M38 Recreation Director 1.0 1.0 1.0 1.0 1.0
M38 Parks Director 1.0 1.0 1.0 1.0 1.0
M38 Facilities Director 1.0 1.0 1.0 1.0 1.0
M28 Recreation Manager 0.0 0.0 0.0 1.0 1.0
M26 Recreation Manager 1.0 1.0 1.0 0.0 0.0
N11 Administrative Secretary II 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 9.0 9.0 9.0 9.0 9.0
Intermittent Part Time 0.2 0.2 0.2 0.2 0.2
Total Administration Division 9.2 9.2 9.2 9.2 9.2
Facilities Division
Facilities
M28 Facilities Manager 0.0 0.0 0.0 1.0 1.0
M26 Facilities Manager 1.0 1.0 1.0 0.0 0.0
A25 Facilities Coordinator 1.0 1.0 1.0 1.0 1.0
A21 Facilities Supervisor 0.0 0.0 0.0 1.0 1.0
A20 Facilities Supervisor 1.0 1.0 1.0 0.0 0.0 t
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 7.0 7.0 7.0 7.0
A04 Lead Custodian 1.0 1.0 1.0 1.0 1.0
A01 Custodian 3.0 5.0 5.0 5.0 5.0
Total Regular Staffing 18.5 22.5 22.5 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
Total Facilities Division 21.8 25.8 25.8 25.8 25.8
Leased City Properties
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
Operating Budget-Community Services
3-132
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Table 3-20. Community Services Position Listing (Sheet 2 of S)
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2002 2003 2004 2004 2005
r Grade Title Actual Actual Budget Actual Budget
Capital Improvement
Capital Improvement Project Coordinator
A25 (Limited Term) 2.0 1.0 0.0 0.0 0.0
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Total Regular Staffing 2.0 1.0 0.0 0.0 0.0
Total Capital Improvement 2.0 1.0 0.0 0.0 0.0
Total Regular Staffing 22.0 25.0 24.0 24.0 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 25.3 28.3 27.3 27.3 27.3
Parks Division
Parks
M28 Park Maintenance Manager 0.0 0.0 0.0 1.0 1.0
M26 Park Maintenance Manager 1.0 1.0 1.0 0.0 0.0
A25 Capital Improvement Project Coordinator 2.0 2.0 2.0 2.0 1.0
A21 Park Maintenance Supervisor 2.0 1.0 1.0 1.0 2.0
A16 Lead Park Maintenance Worker 2.0 2.0 2.0 2.0 1.0
Al2 Park Maintenance Worker III 12.0 14.0 14.0 15.0 15.0
A08 Park Maintenance Worker II 1.0 2.0 2.0 1.0 1.0
.. A04 Park Maintenance Worker 1 3.0 1.0 1.0 1.0 1.0
Total Regular Staffing 23.0 23.0 23.0 23.0 22.0
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 36.3 36.3 36.3 36.3 35.3
Golf Course
Golf Course Administration
M32 Golf Course Manager 0.0 0.0 0.0 1.0 1.0
M26 Golf Course Manager 1.0 1.0 1.0 0.0 0.0
4. 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
Al2 Golf Course Maintenance Worker III 0.0 0.0 0.0 1.0 1.0
All Grounds Equipment Mechanic 1.0 1.0 1.0 1.0 1.0
A08 Golf Course Maintenance Worker 11 1.0 1.0 1.0 0.0 0.0
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
Operating Budget-Community Services
3-133
Table 3-20. Community Services Position Listing (Sheet 3 of S)
2002 2003 2004 2004 2005
Grade Title Actual Actual Budget Actual Budget at
Pro-Shop/Driving Range
M20 Golf Professional 1.0 1.0 1.0 1.0 1.0
N11 Assistant Golf Professional 1.0 1.0 1.0 1.0 1.0 10
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
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
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 33.0 33.0 33.0 33.0 32.0
Total Temporary Part Time 8.0 8.0 8.0 8.0 8.0
Total Intermittent Part Time 15.7 15.7 15.7 15.7 15.7
Total Parks Division 56.7 56.7 56.7 56.7 55.7
Recreation Division
Recreation Services
M25 Recreation Supervisor 1.0 1.0 1.0 1.0 1.0
A18 Recreation Program Coordinator 3.0 2.0 2.0 2.0 2.0
A14 Recreation Specialist II 3.0 4.0 4.0 4.0 4.0
A11 Recreation Specialist 1 1.0 0.0 0.0 0.0 0.0
Total Regular Staffing 8.0 7.0 7.0 7.0 7.0
Temporary Part Time 4.8 4.8 4.8 4.8 4.8
Intermittent Part Time 11.8 9.9 20.1 20.1 20.1
Total Recreation Services 24.6 21.7 31.9 31.9 31.9
CommunityCenter
M25 Recreation Supervisor 1.0 1.0 1.0 1.0 1.0
M20 Community Center&Rec Coordinator 1.0 1.0 1.0 1.0 1.0
A18 Recreation Program Coordinator 1.0 2.0 2.0 2.0 2.0
A14 Recreational Specialist II 1.0 1.0 1.0 1.0 1.0
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 0.0 0.0 0.0 0.0
A05 Office Assistant III 1.0 1.0 1.0 1.0 1.0
A01 Custodian 2.0 0.0 0.0 0.0 0.0
Total Regular Staffing 10.0 8.0 8.0 8.0 8.0
Temporary Part Time 3.8 3.8 3.8 3.8 3.8 ,
Intermittent Part Time 5.7 7.6 7.6 7.6 7.6
Total Community Center 19.5 19.4 19.4 19.4 19.4
Operating Budget-Community Services
3-134
Table 3-20. Community Services Position Listing (Sheet 4 of 5)
2002 2003 2004 2004 2005
Grade Title Actual Actual Budget Actual Budget
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
.0A07 Maintenance Custodian 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 4.0 3.0 3.0 3.0 3.0
Temporary Part Time 2.2 2.2 2.2 2.2 2.2
s, Intermittent Part Time 1.4 1.4 1.4 1.4 1.4
Total Senior Activity Center 7.6 6.6 6.6 6.6 6.6
Total Regular Staffing 22.0 18.0 18.0 18.0 18.0
Temporary Part Time 10.8 10.8 10.8 10.8 10.8
Intermittent Part Time 18.9 18.9 29.1 29.1 29.1
Total Recreation Division 51.7 47.7 57.9 57.9 57.9
Human Services Division
Human Services
.. M28 Human Services Manager 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 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 0.2 0.2 0.2 0.2 0.2
Total Human Services 2.2 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 1.0 1.0 1.0 1.0
A18 CDBG Specialist(LT) 1.0 0.0 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 5.0 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 5.2 5.2 5.2 5.2 5.2
Operating Budget-Community Services
3-135
Table 3-20. Community Services Position Listing (Sheet 5 of 5) 3
2002 2003 2004 2004 2005 1
{
Grade Title Actual Actual Budget Actual Budget ri
Library Division
Library Administration
M38 Library Director 1.0 1.0 1.0 1.0 1.0 'Id
M23 Assistant Library Director 1.0 1.0 1.0 1.0 0.0
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 3.0
Library Services
A22 Librarian 0.0 0.0 0.0 3.0 3.0
A17 Librarian 3.0 3.0 3.0 0.0 0.0
A17 Library Supervisor 0.0 0.0 0.0 2.0 2.0
Al2 Library Supervisor 2.0 2.0 2.0 0.0 0.0
A07 Library Technical Assistant 1.0 1.0 1.0 1.0 1.0
A09 Library Assistant II 0.0 0.0 0.0 1.0 1.0
A03 Library Assistant 1 5.0 5.0 5.0 4.0 4.0
Total Library Services 11.0 11.0 11.0 11.0 11.0
Total Regular Staffing 15.0 15.0 15.0 15.0 14.0
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 22.5
Total Department Regular Staffing 106.0 105.0 104.0 104.0 102.0
Total Temporary Part Time 22.5 22.5 22.5 22.5 22.5
Total Intermittent Part Time 43.1 43.1 53.3 53.3 53.3
Total Community Services Department 171.6 170.6 179.8 179.8 177.8
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Operating Budget-Community Services
3-136 '
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Planning, Building, and
Public Works
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116F-I
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C" of Renton
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2005 Budget
II
Administrator
Gregg Zimmerman
1 ..
Administrative ..
Support
2.9
Development Maintenance Transportation Utility
Services Services Systems Systems
40.2 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 J
Permits Services
Fleet Airport
Solid
Waste
Note: This department has 177.4 total full-time equivalent employees.
Planning/Building/Public Works Department Organization
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J ni
tantdtz#1jBu"in#1Yub& We4&
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In this section you will find the Planning/Building/Public Works Department
Mission Statement with a summary list of core services provided by division.
r Following the core services list, we include the mission statements of each
division, along with lists of their outcomes, accomplishments for the year 2004
and action plans for 2005.
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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
r improve the lives of our residents and business customers
Division Core Services
Administration - Provide management and direction
• 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
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• Provide public information
• Provide permit plan intake services
• Provide plan review services
• Issue permits and collect associated fees
it
• Provide inspection services
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6
Operating Budget-Planning/Building/Public Works
3-/37
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 transportation system
• Division administration and oversight 40
• Regional transportation representation
• Transportation planning and programming expertise
• 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 "r
• Utility engineering, planning, and plan review
• Capital improvement program implementation
• Garbage collection management
• Data and database management, and Geographical
Information Systems (GIS)
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• Property management
• Regulatory compliance and monitoring
• Environmental education
• Regional representation and coordination
Operating Budget-Planning/Building/Public Works
3-138 i'
IN
Figure 3-9.Planning, Building, Public Works Department Overview
IN
Expenditure Comparison
$60,000,000
$48,000,000
$36,000,000
$24,000,000
$12,000,000
$0
• 1997 1998 1999 2000 2001 2002 2003 2004 2005 Budget
Expenditure Budget by Division - Plan ningBuilding/Public Works
2002 2003 2004 2004 2005 Change
N Actual Actual Adi Bd t Actual Budget 04/05
Administration 297,909 320,390 364,100 302,738 363,700 -0.1%
Development Services 2,896,697 2,950,749 3,288,000 3,159,449 3,360,600 2.2%
Maintenance Services 17,597,323 16,432,344 18,117,800 16,652,587 19,286,900 6.5%
Transportation Systems 3,852,459 3,998,471 4,759,900 4,285,355 4,525,200 -4.9%
Utility Systems 21,641,946 23,082,146 20,175,200 19,639,794 22,992,600 14.0%
Operating Total 46,286,334 46,784,100 46,705,000 44,039,923 50 529,000 8.2%
Airport CIP 933,310 3,302,294 1,435,900 639,247 1,075,000 -25.1%
Total 47,219,644 50,086,394 48,140,900 44,679,170 51,604,000 7.2%
Expenditure Budget by Category— Plan ningBuilding/Public Works
2002 2003 2004 2004 2005 Change
Actual Actual Adi Bd t Actual Budget 04/05
to Regular Salaries 8,634,431 9,027,425 9,780,700 8,996,223 10,227,700 4.6%
Part-Time Salaries 298,938 297,967 389,200 262,041 300,000 -22.9%
Overtime 192,615 206,169 203,000 200,524 211,300 4.1%
Personnel Benefits 2,233,240 2,407,362 2,793,200 2,451,733 3,096,000 10.8%
Supplies 1,661,486 1,714,278 1,858,500 1,715 234 2,011,500 8.2%
Other Services and Charges 18,693,637 17,645,214 19,292,900 18 772,291 19,997,000 3.6%
Intergovernmental Services 4,412,009 3,012,175 3,055,700 2,959,062 3,473,100 13.7%
Capital Outlay 1,191,313 690,243 1,087,000 530,785 977,800 -10.0%
Debt Service 5,889,095 6,704,653 3,371,100 3,294,075 3,842,000 14.0%
Interfund Payments 3,079,570 5,078,614 4,873,700 4,857,955 6,392,600 31.2%
Operating Total 46,286,334 46,784,100 46,705,000 44,039,923 50,529,000 8.2%
CIP 933,310 3,302,294 1,435,900 639,247 1,075,000 -25.1%
Total 47 219,644 50,086,394 48,140,900 44,679,170 51,604 000 7.2%
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Operating Budget-Planning/Building/Public Works
3-139
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Major Department Changes for 2005 ,
Major department changes are given below, followed by staffing levels.
Personnel Costs: '
Salaries ($476,600 - All Divisions)
Departmental salary increases include a 3 percent cost of living, and 1.1 percent for
step increases, longevity, and reclassifications.
Benefits ($305,700 - All Divisions)
Department increases include 7 percent medical and dental and 10.6 percent for '
Industrial Insurance. The PERS rate increases from 1.38 percent to 4.72 percent,
the LEOFF rate increases from 3.25 percent to 5.21 percent effective July 1, 2005.
Staffing Changes (-$127,800—Administration,Development Services,
Transportation Systems)
The following staffing changes are proposed as a result of implementing cost
saving measures in 2005: the Finance Analyst position in Administration is being
reduced from 1.0 to .75 FTE(—$20,000), temporary help in development services
is being reduced (-$22,800), and temporary help in transportation is being reduced ,
(430,000). Temporary Help at the Airport is being reduced to offset the cost of
adding 1.5 FTE's in 2004 (455,000).
Supplies and Other Services and Charges:
Electricity/Pumping ($45,900- Maintenance,Transportation Systems) ,
Utilities were increased by 3 percent for possible rate increases in 2005.
Street Light Program (-$60,000—Transportation Systems)
A proposal has been submitted to turn off every other arterial street light
except in the Central Business District(CBD) as a result of implementing
cost-saving measure in 2005.
Solid Waste Contractor ($137,000 - Utility Systems)
Per the contract between the City and Waste Management contractor fees increase ,
annually at the rate of 80 percent of the CPI (2 percent in 2005). The total cost of the
contract is projected to be $6,997,200. ,
King County Wastewater Treatment Charge ($704,000 - Utility Systems)
The monthly rate is being increased from$23.40 to$25.60 in 2005. This charge is a
pass through. The total budget is $8,526,000.
Operating Budget-Planning/Building/Public Works '
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i
Equipment Rental Fees ($163,600—Development Services, Maintenance,
Transportation Systems)
Total funding in the Equipment Rental Fund to cover equipment replacement and
maintenance charges for all City fleet vehicles will increase by 9 percent. This
change is due to rising fuel 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.
{
Intergovernmental Services:
' Taxes ($417,400 - Utility Systems)
Taxes paid on gross receipts for water, sewer, and the King County Wastewater
Treatment charge is based on proposed rate increases.
Capital Outlay:
Machinery and Equipment ($306,800- Maintenance Services)
Maintenance records were reviewed for all vehicles scheduled for replacement in
2005. The life of a fleet vehicle is five years. If maintenance is high the
' equipment is replaced if maintenance is low the equipment is kept for another year.
In 2004 the budget was reduced by $500,000 due to low maintenance. This year
an increase is needed because more vehicles are due for replacement. The total
budget for 2005 is $918,600.
Debt Service:
Revenue Bond Debt Service493 700-Utility y Systems)
' In 2004 a$10,000,000 bond was issued which increases total debt service. Other
changes were based on the debt schedule.
Public Works Trust Fund ($72,200 - Utility Systems)
A new Public Works Trust Fund was added in 2004 for the Maplewood
Construction project($5,150,000). The first debt payment occurs in 2005. Other
changes were based on the debt schedule.
Interfund Payments:
Indirect Cost of Service to the General Fund ($82,900 - Utility Systems,
Transportation Systems,Maintenance Services)
Cost of Service provided by the General Fund increased by 3 percent.
Reimbursement to Utility Admin ($60,000—Solid Waste Utility)
The Solid Waste contribution is being increased to 25 percent based on
contributions from Water, Sewer, and Surface Water Utilities.
' Operating Budget-Planning/Building/Public Works
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Transfer to the Capital Improvement Fund ($1,669,000- Utility Systems) '
Transfer to the CIP fluctuates each year based on available
funds in the Utilities operating budget.The total transfer for ,
2005 is $3,400,000.
Capital Improvement Projects: ,
Airport CIP projects ($1,050,000 - Transportation Systems)
There are six new projects scheduled for 2005: Air Side Land side Separation
Improvements, Airport Layout Plan, 608 Hangar Expansion-Design, Quonset Hut—
Second Fire Escape, 622 Hangar Rehabilitation, and the Fire Training Area
Rehabilitation. ,
2004 Funding Decisions:
One Time Projects (-$211,300 - Development Services,Maintenance Services,
Transportation Systems,Utility Systems)
2004 funding for one time project expenses include: reorganization move to
City Hall (-$45,000), airport plan study (-$25,000), sidewalk repair(-$50,100),
utility projects ($16,000), solid waste professional services (430,200), ,
water pump station(-$45,000).
Capital Outlay (-$1,894,600 - Maintenance Services,Transportation Systems)
2004 funding for one time capital outlay expenses include: New Vactor(-$84,000),
New fire Engine (-$400,000), Airport Runway/Taxiway project(-$373,900),
Airport Airside/Landside project(-$296,000), Apron C Utility Installation project '
(-$740,700).
Debt Service (-$50,000 - Utility Systems) '
2004 funding for one time arbitrage expense.
Interfund Payment (-$335,000 - Transportation Systems) ,
One time 2004 transfer from 103 to 502 insurance fund.
Operating Budget-Planning/Building/Public Works
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is
Staffing Levels by Division
to
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
No Administration 4.1 4.1 4.1 4.1 3.9 -4.9%
Development Services 40.7 40.7 40.7 40.7 40.2 -1.2%
Maintenance 66.3 67.3 67.3 67.3 67.3 0.0%
r Transportation Systems 39.8 39.3 40.8 40.8 39.3 -3.7%
Utility Systems 26.7 26.7 26.7 26.7 26.7 0.0%
Total FTE 177.6 178.1 179.6 179.6 177.4 -1.2%
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
a� 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 Repair and (previously Equipment Rental Services)
Replacement Fund
arr
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Operating Budget-Planning/Building/Public Works
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Administration t
Following the mission statement and lists of outcomes we include charts for
Administration division expenditures, 2005 funding decisions, and staffing levels. I
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
• Implement City Business Plan goals
• Incorporate City of Renton perspectives and needs into regional policy
decisions
• Policy makers supportive of Department activities
• Establish Department service and activity goals
• Acquire sufficient funding to perform duties at accepted service levels
• Establish progress tracking/reporting system
• Department staff understand policy objectives
• Department staff follow policy directions
• Establish sufficient revenue stream to manage piped utilities at established j
service levels
• Low utility rates for customers
• Provide superior customer service
2004 Accomplishments t
• Provided infrastructure plans for the redevelopment of the Boeing property and
met the utility infrastructure demands of the City
• Actively pursuing funding for the widening of the Highway 405 segment in
Renton, and Strander Blvd
• Secured adequate budget for the Department and kept expenditures within ,
budget.
• Provided high levels of service and quick turn-around times for the public. ,
• Obtained reasonably low utility rate increases for Water and Wastewater
Utilities to secure their ongoing financial stability.
• Provided regional leadership in role of Chair of the King County Public Works
Directors group.
Operating Budget-Planning/Building/Public Works
3-/44
2005 Action Plan
• Plan and implement transportation and utilities infrastructure on the Boeing
property and in other developing areas of the City.
• Continue to work with Sound Transit to secure funding to upgrade a transit
station in Longacres and other transit plans.
• Find efficiencies in order to maintain acceptable service at reduced
expenditure levels.
t • Continue to provide regional leadership as Chair of the King County Public
Works Directors, and through involvement with Puget Sound Regional
Council and other venues.
• Continue to strive to provide the public with the best possible services at
the lowest possible cost.
1
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Operating Budget-Planning/Building/Public Works
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Expenditure Budget by Category -Administration Division
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 248,854 268,623 290,300 254,167 288,600 -0.6% so
Part-Time Salaries 1,800 0 2,300 0 2,400 4.3%
Overtime 0 0 1,400 0 1,500 7.1%
Personnel Benefits 43,351 46,086 61,800 45,310 62,900 1.8%
Supplies 1,864 1,149 3,100 1,395 3,100 0.0%
Other Services and Charges 2,040 4,532 5,200 1,866 5,200 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 297,909 320,390 364,100 302,738 363,700 -0.1%
CIP 0 0 0 0 0 N/A
Total 297,909 320,390 364,100 302,738 363,700 -0.1%
•
Funding Decisions-Administration Division
2004 Adjusted Budget $364,100
2005 Budget Changes
Salaries 12,100
Benefits 7,500
Staffing Changes, Reduce Finance Analyst from 1.0 FTE to.75 FTE -20,000
2005 Total Budget $383,700
Staffing Levels(Full-Time Equivalent Employees - FTE) - Administration Division
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
Regular 4.0 4.0 4.0 4.0 3.8 -5.0%
`s
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 3.9 -4.9%
j
Operating Budget-Planning/Building/Public Works
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a
3
j t Development Services Division
Following the mission statement and lists of outcomes, accomplishments,
and action plans, we include charts for Development Services division
expenditures, 2005 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
• Eighty percent or more of the completed customer survey cards for the
public information staff are rated good or better
• Ninety-five percent or more of new single-family permit
applications are reviewed within two weeks
• Ninety percent of new commercial or industrial permit
applications are reviewed within 5 weeks
1 • Ninety percent or more of inspection requests are responded to
within 24 hours
• Average code compliance resolution will be within 15 days
• Sixty-five percent or more of the code compliance requests will be resolved
through voluntary compliance
( • Ninety percent or more of pre-application requests are completed
within 3 weeks
• Ninety percent or more of administrative decisions are issued within 6
weeks of complete application
' • Ninety percent or more of Hearing Examiner decisions will be completed
with 12 weeks of complete application. Seventy-five percent or more will
be completed within 10 weeks
• Ninety-five percent or more of the required testing of public works
improvements are completed and verified prior to acceptance of the project
2004 Accomplishments
• All pre-application requests were completed within 3 weeks; 92 percent of
new single-family permit applications were reviewed in 2 weeks; and all
new commercial permit applications were reviewed within 5 weeks
• Ninety-six percent or more of inspection requests were responded to within
24 hours
• Average code compliance resolution was within 14 days; and 67 percent of
the code compliance requests were resolved through voluntary compliance
Operating Budget-PlanningBuilding/Public Works
3-147
j
• Ninety percent of administrative decisions were issued within 6 weeks of
complete application
• Ninety-two percent of Hearing Examiner decisions were completed within 12
weeks of complete application; 70 percent were completed within 10 weeks
2005 Action Plan
• Ninety percent or more of pre-application requests are completed
within 3 weeks
• Ninety-five percent of new single-family permit applications are reviewed
within 2 weeks and 90 percent of new commercial permit applications are
reviewed within 5 weeks
• Ninety percent or more of inspection requests are responded to within 24
hours
• Average code compliance resolution will be within 15 days, and 65
percent or more of code compliance requests will be resolved through
voluntary compliance
• Ninety percent or more of administrative decisions are issued within 6
weeks of complete application ,
• Ninety percent or more of Hearing Examiner decisions will be completed ar►
with 12 weeks of complete application; 75 percent or more will be
completed within 10 weeks 4
d
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Operating Budget-Planning/Building/Public Works
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lIr
Expenditure Budget by Category - Development Services
2002 2003 2004 2004 2005 Change
Actual Actual Ad!Bdgt Actual Budget 04/05
Regular Salaries 2,079,704 2,156,275 2,322,100 2,256,577 2,417,300 4.1%
Part-Time Salaries 56,247 42,797 31,900 24,821 14,800 -53.6%
Overtime 24,513 23,412 26,700 28,532 27,800 4.1%
Personnel Benefits 502,576 529,430 600,200 556,046 654,900 9.1%
Supplies 21,777 14,884 27,400 28,883 25,400 -7.3%
Ift Other Services and Charges 211,880 183,951 279,700 264,590 220,400 -21.2%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
trr
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 2,896,697 2,950,749 3,288,000 3,159,449 3,360,600 2.2%
CIP 0 0 0 0 0 N/A
Total 2,896,697 2,950,749 3,288,000 3,159,449 3,360,600 2.2%
ar
Funding Decisions - Development Services
2004 Adjusted Budget $3,288,000
2005 Budget Changes
Salaries 96,300
Benefits 60,400
Staffing Changes, Reduce Part-Time Salaries and Benefits -22,800
Professional Services 4,500
Equipment Rental -18,800
Reorganization Move(2004 Funding) -45,000
Supplies (2004 Funding) -2,000
2005 Total Budget $3,360,600
Staffing Levels(Full-Time Equivalent Employees- FTE) - Development Services
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
be Regular 38.7 38.7 38.7 38.7 38.7 0.0%
Temporary Part-Time 1.0 1.0 1.0 1.0 0.5 -50.0%
Intermittent Part-Time 1.0 1.0 1.0 1.0 1.0 0.0%
10 Total FTE 39.7 40.7 40.7 40.7 40.2 -1.2%
an
Operating Budget-Planning/Building/Public Works
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go
Maintenance Services Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Maintenance Services division expenditures, 2005 I
funding decisions, and staffing.
Mission Statement I
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
• Perform administrative, customer service contact, and record
systems management
Outcomes
• Eighty-five percent of the citizens contacting the division rate our
service as satisfactory
• A street Overall Condition Index (OCI)rating of 80 is maintained
• High-quality water is provided in sufficient quantity
• Surface water flooding and sewer overflows are minimized
• Ensure safe, available, and reliable vehicles and equipment ,
• Within the resource provided, keep Renton's right-of-way clean
2004 Accomplishments
Street Maintenance
• The 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
percent of the previous three-year average
• The number of emergency call outs was within 5 percent per capita
• City risk was minimized by maintaining the number of paid claims at five per t
year, at 34" of rain annually
Water Maintenance
• Water quality met or exceeded Federal and State regulatory requirements
• Restored water service within 4 hours during emergency shut downs
98 percent of the time
• Drop-in meters were installed within 5 working days from the customer
request 98 percent of the time
Operating Budget-Planning/Building/Public Works
3-150
„r • New water service meters were installed within three weeks from the
customer request 98 percent of the time
• Responded to customer requests for service on water leaks within 3
working days 98 percent of the time
Equipment Rental
.. • City vehicles and motorized equipment "uptime” was 90 percent
• Unscheduled repairs were reduced by 10 percent
` • Maintenance cost was maintained at 25 percent below local private
vendors
2005 Action Plan
Street Maintenance
• Eighty-five percent of the citizens contacting the division rate our
service as satisfactory
+r• • A street Overall Condition Index (OCI) rating of 80 is maintained
• Within the resource provided, keep Renton's right-of-way clean
Water Maintenance
• High-quality water is provided in sufficient quantity
r.
Wastewater Maintenance
• Surface water flooding and sewer overflows are minimized
Fleet Maintenance
• Ensure safe, available, and reliable vehicles and equipment
r.
r
Operating Budget-Planning/Building/Public Works
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int
Expenditure Budget by Category- Maintenance Services
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 2,859,784 2,962,326 3,261,400 2,898,361 3,413,900 4.7%
Part-Time Salaries 60,679 70,748 110,800 63,347 114,100 3.0%
Overtime 119,203 122,833 126,000 107,726 131,100 4.0%
Personnel Benefits 841,546 921,291 1,073,400 920,871 1,192,800 11.1%
Supplies 1,427,327 1,487,396 1,619,000 1,463,381 1,774,000 9.6%
Other Services and Charges 10,089,768 9,279,186 10,163,000 10,016,006 10,943,800 7.7%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 1,187,617 609,584 1,087,000 530,785 977,800 -10.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 1,011,399 978,980 677,200 652,110 739,400 9.2%
Operating Total 17,597,323 16,432,344 18,117,800 16,652,587 19,286,900 6.5%
CIP 0 0 0 0 0 N/A
Total 17,597,323 16,432,344 18,117,800 16,652,587 19,286,900 6.5%
Funding Decisions- Maintenance Services
2004 Adjusted Budget $18,117,800
2005 Budget Changes if
Salaries 160,900
Benefits 119,400
Supplies:
Chemicals for water treatment 30,000
Water Inventory 25,000
Petroleum and oil for City fleet 100,000
Other Services and Charges: 9,700
Consultant Contract-Transp Systems- 13%increase 14,100
Utilities-electricity,gas,dump fees,etc. 22,600
King County Wastewater Charge-pass through-9%increase 704,000
Property Liability Insurance-Equipment Rental-5%increase 11,700
Equipment Rental 152,800
Capital Outlay-purchase of new fleet vehicles 306,800
Transfer to Fund 316 for Used Oil Facility 42,000
Indirect cost to General Fund- 3%increase 20,200
Transportation/Utility Projects (2004 Funding) -66,100
Capital Outlay- New Fire Engine&Vactor(2004 Funding) -484,000
2005 Total Budget $19,286,900
Staffing Levels (Full-Time Equivalent Employees- FTE) - Maintenance Services
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
Regular 61.0 62.0 62.0 62.0 62.0 0.0%
Temporary Part-Time 1.6 1.6 1.6 1.6 1.6 0.0%
Intermittent Part-Time 3.7 3.7 3.7 3.7 3.7 0.0%
Total FTE 66.3 67.3 67.3 67.3 67.3 0.0%
Operating Budget-Planning/Building/Public Works
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Transportation Systems Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Transportation Systems division
expenditures, 2005 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,
a 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
• Effective leadership and administrative support
• Proactive regional transportation representation to achieve City goals
• Aggressive pursuit and securement of grant funding for
transportation needs
• Effective operation and maintenance of a safe transportation system
• Construction of new transportation infrastructure within allocated budgets
• Management,operation,and maintenance of the Renton Airport
to provide a safe, fully leased facility that is compatible with
City policy
• Maintain safe bridge structures
2004 Accomplishments
Design
• Completed 100 percent design for Phase I, SR-169 Project
• Completed second year monitoring of the Oakesdale Phase II Wetlands
• Achieved acceptance of Oakesdale Phase I Wetland
• Completed 30 percent design of Strander Blvd
• Negotiated final design contract for Phase I of Strander Blvd
• Completed 30 percent design of Duvall Avenue and Sunset/Duvall
intersection
• Completed 2004 Overlay and Slurry Seal
• Completed construction of 7th/Lind Signal Project
9 • Completed final design on the Airport Apron C Utility Conversion Project
t • Advertised, awarded, and substantially completed construction of the
Apron C Utility Conversion Project
• Completed 100 percent design for Lake Washington Slip Plane Project
Operating Budget-Planning/Building/Public Works
3-153
1
• Completed first design contract on South Lake Washington Project
• Initiated design on Rainier Avenue (4th to 7th) Project, Benson Pedestrian
Improvements, Downtown Curb Ramps and Highlands Sidewalk Projects
�r
• Completed design and commenced construction of the Monster Road Bridge
repair
• Completed update of bridge inventory
• Conducted High Cost Bridge Inspection on Fracture Critical Bridges
• Repaired SW 43rd Street Bridge
Operations and Maintenance
• Completed 7,200 work orders from internal and external customers
• Completed and obtained acceptance of new Transportation Management
Center and central Advanced Traffic Management System
• Completed upgrade of traffic signal emergency preempt hardware
• Program, test, and install 43 new advanced traffic controllers on Grady Way,
Rainier Avenue, Sunset Blvd, Park Avenue, NE 3rd and 4th Streets, and
SR-169/13ronson Way
• Completed installation of communications fiber from Oakesdale to City Hall
(Trans-Valley ITS Project)
• Installed eight Vehicle Radio Modems (VRM's) and laptops into Fire
Department apparatus
• Installed one base station and six remotes for Fire Administration
• Completed 27 scheduled planned maintenance projects
Planning and Programming
• Provided coordination on proposed I-405 Improvements in Renton
• Provided other significant staff support for regional coordination efforts with
the South County Area Transportation Board (SCATBD), Eastside
Transportation Program(ETP), Sound Transit and other regional agencies
• Completed NE 3rd and 4th Corridor Study
• Pursued grants for major improvements on Maple Valley Highway and SW '
27th/Strander Blvd
• Secured additional funds for Maple Valley Highway
• Completed 2015 Traffic Forecasting Model
• Completed Transportation Element of the City's Comprehensive Plan
Airport
• Completed the 2003 Paving, Lighting and Signage Project
• Completed the Apron C Utility Project and the Airport Development Study t
Operating Budget-Planning/Building/Public Works
3-154
• Established a new Fixed Based Operator on the airport to sell fuel to the
public aviation community
• Crack sealed and re-striped runway
• Closed out the Airport 2003 Overlay, Signing, Lighting, and Drainage
1 Project
2005 Action Plan
Design
• Complete construction of Phase I, SR-169 Project
• Finalize design and begin construction of Duvall Avenue and
Sunset/Duvall Intersection; complete design of Phase I of SW27th/
Strander Blvd
• Complete design of Rainier Avenue between 4th and 7th
• Complete Benson Road Curb Ramps and Sidewalk Project
• Complete construction of Lake Washington Slip Plane Project
• Complete final construction and close out for Monster Road Bridge
• Complete design for Phase I of the South Lake Washington Project
• Complete design and construct the 2005 Overlay Project
' • Finish construction and close out Apron C Utility Conversion on
the Airport
• Construct 4th and Hoquiam
• Complete third year monitoring and maintenance of Oakesdale
Phase I and II Wetlands
j • Turn in BRAC for May Creek Bridge
• Complete bridge inspections scheduled for 2005
t • Begin Houser Way Bridge Painting Project
Operations and Maintenance
• Implement Intelligent Transportation Systems (ITS) Master Plan in
order to enhance funding opportunities for the expansion of the
3 Traffic Video Surveillance System
• Continue upgrade of Phase III Traffic Signal Emergency Opticom
Preemption System
• Refurbish traffic signal poles and mast arms on Rainier Avenue
• Complete second phase of Traffic Signal Safety Monitor Upgrade
Project
• Complete installation of advanced traffic controllers in remaining
coordinated corridors
Operating Budget-PlanningBuilding/Public Works
1 3-155
• Upgrade ten signalized intersections to Light Emitting Diode (LED)
displays
• Install UPS (uninterruptible power supply) systems at four critical
intersections
• Continue efforts on the Graffiti Abatement Program
Planning and Programming
• Actively participate in regional forums (SCAT13D, ETP, Sound
Transit) and other discussions on transportation funding packages to
ensure Renton's interests are presented and achieved
• Complete Rainier Corridor Study
• Initiate Grady Corridor Study
• Pursue additional funding for SR-169, SW 27th/Strander and Rainier
Avenue projects (and other grant eligible projects)
• Complete LOS Travel Time Study
yrs
Airport
• Update the Airport Layout Plan/Master Plan
• Market and lease out parcels ready for re-development
• Maintain zero claims of foreign object damage and bird strikes on
aircraft
• Continue to catch up on backlogged maintenance
Operating Budget-Planning/Building/Public Works
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Expenditure Budget by Category - Transportation Systems
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdqt Actual Budget 04/05
go Regular Salaries 1,883,005 2,004,403 2181400 1,946,160 2 307800 5.8%
Part-Time Salaries 132,898 139,994 167,800 133,648 90,600 -46.0%
Overtime 47,813 59,200 39,300 62,026 40,900 4.1%
IK Personnel Benefits 483,858 528,697 605,400 534,151 676,400 11.7%
Supplies 178,573 171,164 167,800 184,732 167,800 0.0%
ko Other Services and Charges 1,082,141 966,778 1,216,100 1033193 1,193,300 -1 9%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 80,000 0 0 0 N/A
ho Debt Service 0 0 0 0 0 N/A
Interfund Payments 44,171 48,237 382,100 391,445 48,400 -87.3%
Operating Total 3,852 459 3,998,473 4,759,900 4,285,355 4525200 -4.9%
CIP 933,310 3,302,294 1,435,900 639,247 1,075,000 -25.1%
Total 4,785,769 7,300 767 6,195,800 4924602 5,600,200 -9.6%
r
Funding Decisions- Transportation Systems
2004 Adjusted Budget $6,195,800
2005 Budget Changes
he Salaries 130,600
Benefits 76,200
Staffing Changes, Reduce Part-Time Salaries and Benefits-Transportation -30,000
Staffing Changes,Reduce Part-Time Salaries and Benefits-Airport -55,000
Other Services and Charges:
Electricity-3%increase 23,300
Reduce Street Light program -60,000
Equipment Rental 29,600
Miscellaneous 9,300
Indirect Cost to General Fund-3%increase 1,300
Airport Capital Improvement Projects 1,050,000
le Airport Plan Study(2004 Funding) -25,000
Capital Outlay-Airport(2004 Funding) -1,410,900
Interfund Payment(2004 Funding) -335,000
2005 Total Budget $5,600,200
Staffing Levels(Full-Time Equivalent Employees - FTE) - Transportation Systems
2002 2003 2004 2004 2005 Change
Actual Actual Budget Actual Budget 04/05
Regular 34.0 33.0 34.5 34.5 34.5 0.0%
Temporary Part-Time 1.5 1.5 1.5 1.5 1.0 -33.3%
Intermittent Part-Time 4.3 4.8 4.8 4.8 3.8 -20.8%
Total FTE 39.8 39.3 40.8 40.8 39.3 -3.7%
Operating Budget-Planning/Building/Public Works
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i
Utility Systems Division '
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Utility Systems division expenditures, t
2005 funding decisions, and staffing.
Mission Statement t
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 t
environmental resources, is financially sound, and supports the City's Business Plan
Goals ,
Outcomes
• High quality, lasting infrastructure and maintain standards '
• Reduce maintenance costs
• 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
2004 Accomplishments
Water Utility Engineering
• Completed the design and construction of planned Capital Improvements
Program projects including continued progress on the construction of the
Maplewood Water Treatment Facility
• Completed the replacement of water lines in Talbot Hill and East Kennydale
areas
• Substantial completion of the update of the Water System Plan and pre-design
of the new Highlands reservoir
• Completed the design of the water main improvements for the Highlands
redevelopment area
• Completed water telemetry system improvements
• Implementation of Aquifer Protection Program, and Water Conservation
Education and Cross-Connection Control Program
• Updated water system Geographical Information Systems (GIS) and
hydraulic model
Operating Budget-PlanningBuilding/Public Works
3-158
i
iSurface Water Utility Engineering
• Completed the design and construction of planned Surface Water Utility
Capital Improvement Program projects including
• Completed the design and 95 percent of Phase II construction of the SW
7th Street Storm System Improvement Project
• Completed the design of the Wells/Williams Ave S Utility Improvement
Project as part of the Surface Water Utility Small Drainage Problem
Program
• Completed the construction of the NE 10th Street and Anacortes Ave NE
Detention Pond and Storm System Improvement Project
• Completed the Cedar River Section 205 Flood Hazard Reduction Project
required monitoring
• Completed the Landsburg Gravel Supplementation Mitigation Project
• Completed the final design and permitting of the Spawning Channel
Replacement Project and submitted the updated Federal Emergency
Management Administration(FEMA) floodplain maps for Springbrook
Creek
• Conducted the annual Talbot Hill area Mosquito Abatement Program and
completed the Wetland Mitigation Bank Fence construction project
' • Updated and published new Storm System Inventory books;participated in
the Water Resource Inventory Area (WRIA) 8 & 9 Salmon Conservation
Planning effort
' • Completed the development of new and revised Critical Area Ordinances
as part of the City Comprehensive Plan update
Wastewater Utility Engineering
• Completed planned Capital Improvement Program projects including
i • Construction of East Kennydale Sewer Infill Phase II, East Valley Lift
Station Replacement, and the Kennydale Lakefront Sewer Rehabilitation
• Completed design for the Sunset Interceptor Phase II Lake Washington
Flush/Misty Cove Lift Station Rehabilitation, and the Wells/Williams
Downtown Sewer Replacement
• Made significant progress in the development of an updated Sanitary
Sewer Hydraulic Model to help support our 2005 update of our Wastewater
Management Plan
Technical Services
• Started the process of upgrading the City's GIS from Computer Assisted
i Drafting (CAD) file-based data management for map data to one that
utilizes a relational database management system
• CAD Standard details have been reformatted and updated
IV
Operating Budget-Planning/Building/Public Works
3-159
• Developed the Aerial Photography Map Book
• Developed the Police Response Maps of Area Schools
Solid Waste !
• Increased residential knowledge of natural lawn care, including integrated pest
management strategies through 10 workshops targeted at homeowners !
• Diverted over 47 percent of recyclable residential waste and 9 percent of
recyclable multifamily waste from the landfill !
• Provided 35 Household Hazardous Waste Reduction workshops to elementary
school age children
2005 Action Plan !
Water Utility Engineering !
• Complete Maplewood Water Treatment Facility
• Complete Water Main Replacement Projects !
• Complete Water System Plan Update
• Complete Design of new Highlands 565 reservoir !
• Complete Design of emergency power to pump stations
• Maintain Performing water quality monitoring, testing, and reporting to meet !
the Department of Health's schedule
• Continue implementation of Aquifer Protection Program,Water Conservation
Education and Cross-Connection Control Program !
• Continue coordination with agencies on I-405 corridor improvements, and
Boeing redevelopment
Surface Water Utility Engineering
• Complete SW 7th Street Storm System Improvement Project Phase II '
construction (Lind Avenue SW to Burnett Avenue South)
• Complete construction of the Wells/Williams Ave S Utility Improvement !
Project as part of the Surface Water Utility Small Drainage Problem Program
• Complete Design and permitting of the Renton Village Storm System
Improvement Project !
• Complete Design and construction of the N 26th Street& Park Place N Storm
Improvement Project !
• Complete Design and permitting of the SW 34th Street Culvert Replacement
Project
• Complete Construction of the Cedar River Spawning Channel Replacement !
Project
• Conduct the annual Landsburg Gravel Supplementation project !
Operating Budget-Planning/Building/Public Works !
3-/60
' • Complete Other monitoring required for the Cedar River Section 205 Flood
Hazard Reduction Project
' • Update the Surface Water Utility System Plan
• Adopt new storm water design standards
' • Participate in the Ecology's development of the National Pollutant
Discharge Elimination System(NPDES)Phase II Municipal Separate
Storm Sewer System Permit for Renton and other jurisdictions in western
Washington
Wastewater Utility Engineering
• Begin Sunset Interceptor Phase II
• Begin Sunset Interceptor Phase III
• Begin Earlington Interceptor
• Begin Renton Center Sewer Extension
Technical Services
• Continue the transition to a relational database management system for
map data
• Maintain databases and CAD & GIS software, update the survey control
network, provide timely reviews of legal descriptions and development
' applications, and process property acquisitions
Solid Waste Utility
' • Complete and distribute the Renton Guide to Solid Waste Service to all
residential customers
' • Provide 10 Natural Yard Care workshops to residential homeowners to
increase knowledge of strategies to reduce reliance on pesticides
• Educate school children about proper storage, disposal and reduction of
household hazardous waste
• Educate Renton businesses about efficient ways to reduce waste, and
' conserve natural resources
Operating Budget-PlanningBuilding/Pubtic Works
3-161
Expenditure Budget by Category - Utility Systems
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Regular Salaries 1,563,084 1,635,798 1,725,500 1,640,958 1,800,100 4.3%
Part-Time Salaries 47,314 44,428 76,400 40,225 78,100 2.2%
Overtime 1,086 724 9,600 2,240 10,000 4.2%
Personnel Benefits 361,909 381,858 452,400 395,355 509,000 12.5%
Supplies 31,945 39,685 41,200 36,843 41,200 0.0%
Other Services and Charges 7,307,808 7,210,769 7,628,900 7,456,636 7,634,300 0.1%
Intergovernmental Services 4,412,009 3,012,175 3,055,700 2,959,062 3,473,100 13.7%
Capital Outlay 3,696 659 0 0 0 N/A
Debt Service 5,889,095 6,704,653 3,371,100 3,294,075 3,842,000 14.0%
Interfund Payments 2,024,000 4,051,397 3,814,400 3,814,400 5,604,800 46.9%
Operating Total 21,641,946 23,082,146 20,175,200 19,639,794 22,992,600 14.0%
CIP 0 0 0 0 0 N/A
Total 21,641,946 23,082,146 20,175,200 19,639,794 22,992,600 14.0% we
Funding Decisions- Utility Systems
2004 Adjusted Budget $20,175,200
2005 Budget Changes Md
Salaries 76,700
Benefits 56,600
Other Services and Charges:
Permits and fees 5,800
Purchased Water reduced -20,000
Solid Waste Contract-2%increase 137,000
Solid Waste Grant completed -87,200
Taxes on Utility gross receipts due to water and sewer rate increase 417,400 a
Debt Service:
Maplewood Construction Trust Fund 72,200
Water and Sewer Revenue Bonds 493,700
Interfund Payments:
Indirect cost to General Fund-3%increase 61,400
Reimbursement to Utility Admin- Solid Waste 60,000
Increase transfer to Utility Capital Fund 1,669,000
Water/Solid Waste Projects (2004 Funding) -75,200
Debt Service(2004 Funding) -50,000 °
2005 Total Budget $22,992,600
Staffing Levels (Full-Time Equivalent Employees- FTE) - Utility Systems
2002 2003 2004 2004 2005 Change ad
Actual Actual Budget Actual Budget 04/05
Regular 25.8 25.8 25.8 25.8 25.8 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.9 0.9 0.9 0.9 0.9 0.0%
Total FTE 26.7 26.7 26.7 26.7 26.7 0.0%
Operating Budget-Planning/Building/Public Works
3-162
at
Table 3-21. Planning, Building, Public Works Department Performance and Workload Indicators(Sheet 1 of 2)
rr
2002 2003 2004 2004 2005
Actual Actual Forecast Actual Forecast
M Development Services
Building Permit Valuation $185,463,800 179,000,000 150,000,000 231,093,242 150,000,000
Building Permit Revenue $2,582,800 2,013,500 2,000,000 4,266,373 2,000,000
Building Permits Processed 4,078 5,365 4,000 4,203 4,000
Land Use Applications Processed 149 125 150 164 135
Public Works Permits Processed 450 1,324 1,000 1,655 1,000
r
Water Meter Applications 320 485 300 487 350
Transportation Systems
Complete Construction of 80%TIP Projects 7 6 5 4 4
Complete Design of 80%TIP Projects 4 5 7 6 7
Complete Planning of 80%TIP Projects 7 5 5 5 6
Respond to Customer Service Requests 1,821 1,875 1,931 1,655 1,700
Respond to Work Order Requests 7,472 7,917 8,154 6,894 7,000
CTR Program 80%Designed/Implemented 27/100% 24/100% 24/100% 22/100% 24/100%
Utility Systems
Water Utility
CIP Projects constructed 7 4 5 3 5
Design of CIP Completed,Number 6 3 6 3 6
Outside Funding for CIP Projects,% 18% 0% 36% 14% 82%
Ih1
Wastewater Utility
CIP Projects constructed 4 2 4 3 4
Design of CIP Completed,Number 3 2 5 3 6
Outside Funding for CIP Projects,% 0% 0% 0% 0% 0%
Surface Water Utility
CIP Projects constructed 6 6 5 6 5
Design of CIP Completed,Number 7 6 8 7 7
Outside Funding for CIP Projects,% 1.50% 0% 0% 0.30% 0%
Responded to Customer Service Requests 65 68 70 70 70
Awarded Discount on Flood Insurance Rates,% 15% 15% 15% 15% 15%
Solid Waste Utility
Special Collection Events,Total Tons 2/234 2/253 2/250 2/199 2/200
Household Hazardous Waste Workshops,Number 0 35 20 33 25
Residential Diversion,% 53% 51% 55% 49% 55%
Multifamily Diversion,% 16% 17% 16% 9% 12%
Solid Waste,Garbage Total Tons 42,372 42,404 43,800 45,078 45,000
Ilr
Operating Budget-Planning/Building/Public Works
3-163
Table 3-21. Planning, Building, Public Works Performance and Workload Indicators(Sheet 2 of 2)
2002 2003 2004 2004 2005
Maintenance Services Actual Actual Forecast Actual Forecast
Street Maintenance
Street Asphalt Repair,sq.ft. 221,523 283,286 250,000 132,343 204,300
Utility Cut Patching,sq.ft. 57,793 71,653 50,000 53,048 58,200
Cracked Sealed City Streets,lineal ft. 138,676 11,180 50,000 33,986 102,500
Streetside Vegetation Mowing, Swath Miles 536 687 500 511 550
Snow/Ice Control,Lane Miles 519 17 500 2,129 2,000
Sidewalk Repairs,Labor Days 234 91 100 119 300
Surface Water Maintenance
Clean Storm Lines,Lineal Feet 77,099 73,121 80,000 85,252 91,555
Refurbish Catch Basins 39 74 50 30 30
Clean Catch Basins 1,510 1,693 1,500 5,510 1,800
TV Inspections,Feet 7,338 2,980 1,500 4,453 4,000
Backup Reduction,Catch Basins 11,908 8,947 7,000 10,129 9,000
Water Maintenance
r
Conduct Leak Detection on Water Mains/Lineal Feet 7,896 10,187 10,000 93,530 13,900
Test City Water for High Quality,Samples 404 706 1,000 446 1,250 r
Inspect/Operate Hydrants 5,999 5,883 5,000 5,418 6,400
Meter Reading,Routes 587 556 500 615 480
New Main Connections,Tie-in 110 167 100 58 70
Wastewater Maintenance(Sewer)
Clean Sewer Line,Lineal Feet 193,145 183,296 142,000 214,050 146,350
TV Inspect,Lineal Feet 56,558 107,620 112,300 146,846 142,000 r
Wet Well Washing 242 282 200 249 252
Root Cut Lines,Lineal Feet 42,860 27,564 20,000 30,898 19,000
Manhole Cleaning 1,632 2,218 1,500 1,918 1,290
Solid Waste/Litter Control Program
Trash Collected,Tons 83 216 100 63 100
Equipment Services
Vehicle Services and Repairs 2,745 2,478 2,500 2,315 2,500
Replacement,Number of Vehicles 31 15 15 13 15
Outfitted,Number of Vehicles 11 8 10 4 10
Operating Bridget-Planning/Building/Public Works
3-164
Table 3-22. Planning, Building, Public Works Department Position Listing(Sheet 1 of 6)
2002 2003 2004 2004 2005
Grade Title Actual Actual Budget Actual Budget
Public Works Administration
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 0.8
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
rr A5 Office Assistant 111 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 3.8
ar Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1
Total Administration Division 4.1 4.1 4.1 4.1 3.9
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
Total Administration 2.0 2.0 2.0 2.0 2.0
Development and Planning
M32 Principal Planner 1.0 1.0 1.0 1.0 1.0
Ir A23 Senior Planner 4.0 3.0 3.0 3.0 3.0
A19 Associate Planner 0.0 2.0 2.0 2.0 2.0
A18 Code Compliance Inspectors 2.0 2.0 2.0 2.0 2.0
r A15 Assistant Planner 1.0 0.0 0.0 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
Intermittent Part-Time 1.0 1.0 1.0 1.0 1.0
Total Development and Planning 11.0 11.0 11.0 11.0 11.0
Public Works Inspections and Permits
M33 Development Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 1.0 1.0 1.0 1.0 1.0
go A23 Engineering Specialist III 3.0 3.0 3.0 3.0 3.0
A24 Lead Construction Inspector 0.0 0.0 0.0 1.0 1.0
A21 Lead Construction Inspector 1.0 1.0 1.0 0.0 0.0
A21 Construction Inspector 11 0.0 0.0 0.0 4.0 4.0
A19 Engineering Specialist II 0.7 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 4.0 4.0 4.0 0.0 0.0
A14 Construction Inspector 1 1.0 1.0 1.0 1.0 1.0
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
r Temporary Part-Time 1.0 1.0 1.0 1.0 0.5
Total Inspections and Permits 14.7 14.7 14.7 14.7 14.2
Operating Budget-Planning/Building/Public Works
3-165
Table 3-22. Planning, Building, Public Works Position Listing (Sheet 2 of 6)
2002 2003 2004 2004 2005
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
A21 Building Inspector/Electrical 0.0 0.0 0.0 2.0 2.0
A21 Building Inspectors/Combination 0.0 0.0 0.0 5.0 5.0
A18 Building Inspector/Electrical 2.0 2.0 2.0 0.0 0.0
A18 Building Inspectors/Combination 5.0 5.0 5.0 0.0 0.0
A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0
A10 Permit Technician 0.0 0.0 0.0 2.0 2.0
A7 Secretary II 1.0 1.0 1.0 1.0 1.0
A5 Permit Technician 2.0 2.0 2.0 0.0 0.0 ,
Total Regular Staffing 13.0 13.0 13.0 13.0 13.0
Total Building Inspections and Permits 13.0 13.0 13.0 13.0 13.0
Total Regular Staffing 38.7 38.7 38.7 38.7 38.7
Total Temporary Part-Time 1.0 1.0 1.0 1.0 0.5
Total Intermittent Part-Time 1.0 1.0 1.0 1.0 1.0
Total Development Services Division 40.7 40.7 40.7 40.7 40.2
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 a
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
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
A27 Civil Engineer III(1.5 Limited Term) 2.5 1.5 1.5 1.5 1.5
A24 Transportation Planner 1.0 1.0 1.0 1.0 1.0
A19 Civil Engineer 1 1.0 1.0 1.0 1.0 1.0
3
Total Regular Staffing 6.5 5.5 5.5 5.5 5.5
Total Transportation Planning 6.5 5.5 5.5 5.5 5.5
Transportation Design
M33 Transportation Design Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 2.0 1.0 1.0 1.0 1.0 ad
A23 Civil Engineer 11 0.0 1.0 1.0 2.0 2.0
A23 Engineering Specialist III 1.0 1.0 1.0 1.0 1.0 ,
A19 Civil Engineer 1 1.0 1.0 1.0 0.0 0.0
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
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
Operating Budget-Planning/Building/Public Works
3-166 l
r
so Table 3-22. Planning, Building, Public Works Position Listing (Sheet 3 of 6)
2002 2003 2004 2004 2005
so Grade Title Actual Actual Budget Actual Budget
Transportation Operations Maintenance
M33 Transportation Operations Manager 1.0 1.0 1.0 1.0 1.0
M27 Transportation Maint Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III(0.5 Limited Term) 1.5 1.5 1.5 1.5 1.5
A23 Engineering Specialist 111 2.0 2.0 2.0 2.0 2.0
A21 Signal/Electronics Sys Tech 11 6.0 6.0 5.0 5.0 5.0
so 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
A9 Signal/Electronics System Assistant 1 0.0 0.0 1.0 1.0 1.0
A5 Office Assistant III 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 16.0 16.0 16.0 16.0 16.0
Temporary Part-Time 0.8 0.8 0.8 0.8 0.3
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 17.5
Airport
M32 Airport Manager 1.0 1.0 1.0 1.0 1.0
A23 Airport Operations Specialist 0.0 0.0 1.0 1.0 1.0
All Airport Maintenance Worker 2.0 2.0 2.0 2.0 2.0
A7 Secretary 11 0.0 0.0 0.0 1.0 1.0
A5 Secretary 1 0.5 0.5 1.0 0.0 0.0
Total Regular Staffing 3.5 3.5 5.0 5.0 5.0
Intermittent Part-Time 2.7 3.2 3.2 3.2 2.2
Total Airport 6.2 6.7 8.2 8.2 7.2
.. Total Regular Staffing 34.0 33.0 34.5 34.5 34.5
Total Temporary Part-Time 1.5 1.5 1.5 1.5 1.0
Total Intermittent Part-Time 4.3 4.8 4.8 4.8 3.8
Total Transportation Systems Division 39.8 39.3 40.8 40.8 39.3
.. Utility Systems Division
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 11 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 111 1.0 2.0 2.0 2.0 2.0
A23 Civil Engineer 11 2.0 1.0 1.0 1.0 1.0
.. A23 Engineering Specialist III 0.0 0.5 0.5 0.5 0.5
A19 Engineering Specialist 11 2.5 2.0 2.0 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
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Table 3-22. Planning, Building, Public Works Position Listing (Sheet 4 of 6)
2002 2003 2004 2004 2005 '
Grade Title Actual Actual Budget Actual Budget
Wastewater Utility Sys and Tech Svcs
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 0.0 0.0 0.0 0.0
A23 Engineering Specialist III 2.0 3.5 3.5 3.5 3.5 td
A19 Engineering Specialist II(1.0 Limited Term) 1.5 1.0 1.0 1.0 1.0
7
Total Regular Staffing 8.5 8.5 8.5 8.5 8.5
Intermittent Part-Time 0.4 0.4 0.4 0.4 0.4
Total Wastewater Utility Sys and Tech Svcs 8.9 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 2.0 2.0 2.0 2.0
A23 Civil Engineer II 2.0 2.0 2.0 2.0 2.0
A19 Engineering Specialist II 1.3 0.3 0.3 0.3 0.3
Total Regular Staffing 5.3 5.3 5.3 5.3 5.3
Total Surface Water Utility Systems 5.3 5.3 5.3 5.3 5.3
Solid Waste Utility Systems W
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
Total Regular Staffing 25.8 25.8 25.8 25.8 25.8
Total Intermittent Part-Time 0.9 0.9 0.9 0.9 0.9 ft
Total Utility Systems Division 26.7 26.7 26.7 26.7 26.7
Maintenance Services Division I 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 0.2 ' m
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 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 6.5 6.5 6.5 6.5 6.2x
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 6.9
Operating Budget-Planning/Building/Public Works
3-168
Table 3-22. Planning, Building, Public Works Position Listing (Sheet S of 6)
Grade Title Actual Actual Budget Actual Budget
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
Al2 Maint Services Worker III/Street 8.0 9.0 9.0 8.0 8.0
A8 Maint Services Worker II/Street 3.0 3.0 3.0 4.0 4.0
A4 Solid Waste Mtc Worker 1.0 1.0 1.0 0.0 0.0
A3 Solid Waste Mtc Worker 0.0 0.0 0.0 1.0 1.0
Total Regular Staffing 15.0 16.0 16.0 16.0 16.0
Intermittent Part-Time 1.1 1.1 1.1 1.1 1.1
Total Streets/Solid Waste Maintenance Services 16.1 17.1 17.1 17.1 17.1
Wastewater/Surface Water Maintenance Services
M26 Waste Water/Special Operations Manager 0.4 0.4 0.4 0.5 0.6
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 1.0 1.0
A14 Lift Station Technician 2.0 2.0 2.0 2.0 2.0
Al2 Maintenance Svc Wkr III(Waste/Surface Water) 0.0 7.0 6.0 6.0 6.0
A8 Maintenance Svc Wkr II (Waste/Surface Water) 7.0 0.0 0.0 0.0 0.0
Total Regular Staffing 10.4 10.4 10.4 10.5 10.6
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 12.2 12.3
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 0.2
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 2.0 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
Al2 Maintenance Services Worker III 7.0 7.0 7.0 7.0 7.0
A8 Maintenance Services Worker II 3.0 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 21.2
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 21.7
Operating Budget-Planning/Building/Public Works
3-169
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Table 3-22. Planning, Building, Public Works Position Listing (Sheet 6 of 6)
2002 2003 2004 2004 2005
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 62.0 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 67.3 67.3 67.3 67.3
Total Regular Staffing 163.5 163.5 165.0 165.0 164.8
Total Temporary Part-Time 4.1 4.1 4.1 4.1 3.1
Total Intermittent Part-Time 10.0 10.5 10.5 10.5 9.5
Total Public Works Department 177.6 178.1 179.6 179.6 177.4
Operating Budget-Planning/Building/Public Works
3-170 '
c
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L ion 2005 Budget
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In this section you will find the Other City Services Mission Statement,
r 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 employee 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
Expenditure Comparison
$10,000,000
IN $8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
1997 1998 1999 2000 2001 2002 2003 2004 2005 Budget
Operating Budget-Other City Services
3-171
fill
Expenditure Budget by Division - Other City Services
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budget 04/05
Other City Services 7,363,889 5 130894 5,064,700 4,575,694 4,651,200 -8.2%
Limited Tax General Obligation Bond< 2,862,364 2797620 2,939,100 2,658,510 2,556,500 -13.0%
Operating Total 10,226,253 7,928,514 8,003,800 7,234,204 7,207,700 -9.9%
CIP 0 0 0 0 0 N/A
Total 10,226,253 7,928,514 8,003,800 7,234,204 7,207,700 -9.9%
Expenditure Budget by Category - Other City Services ad
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdgt Actual Budqet 04/05
Regular Salaries 26,420 30,015 375,000 -129 0 N/A
Part-Time Salaries 185,226 248,723 0 0 214,500 64.9%
Disaster Response Overtime 0 391 155,100 206,271 26,000 4.0%
Personnel Benefits 234,228 305,929 972,900 863,348 1,124,500 42.3% Id
Supplies 0 0 0 0 0 N/A
Other Services and Charges 2,589,278 2 929 418 2,277,000 2,210,723 2,251,500 2.5%
Intergovernmental Services 4,323,494 1,609,629 1,284,700 1,294,116 1,034,700 0.0%
Capital Outlay 5,243 6,789 0 1,365 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 7,363,889 5,130,894 5,064,700 4,575,694 4,651,200 12.7%
CIP 0 0 0 0 0 N/A
Total 7,363,889 5,130,894 5,064,700 4,575,694 4,651,200 12.7%
't
Expenditure Budget by Category - Limited Tax General Obligation Bonds- Other City Services
2002 2003 2004 2004 2005 Change
Actual Actual Adj Bdqt Actual Budget 04/05
Debt Service
Principal 1,229,269 1,186,041 1,093,500 1,092,578 965,900 -11.7%
Interest 1,078,893 1,611,579 1,612,600 1,565,932 1,590,600 8.8%
Operating Transfer Out 554,202 0 233,000 233,000 0 N/A
Total Limited Tax General
Obligation Bonds 2,862,364 2,797,620 2,939,100 2,891,510 2,556,500 0.0%
CIP 0 0 0 0 0 N/A
Total 2,862,364 2,797,620 2,939,100 2,658,510 2,556,500 0.0%
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Operating Budget-Other City Services a
3-172
Major Department Changes for 2005
Major department changes are given below.
Personnel Costs:
ko Retirement/Term Payments ($70,000)
Funding to provide for anticipated salary and benefit retirement payouts.
Benefits ($154,700)
The benefit increase for LEOFF I Retiree Prepaid Medical is 18 percent(154,700).
The total LEOFFI Retiree Prepaid Medical for 2005 is $832,600.
Other Services and Charges
Fourth of July Event ($25,000)
This expense is being added to Other City Services however there is offsetting
revenue from donations.
Community Calendar (-$30,000)
' The Community Calendar will no longer be published as a result of implementing
cost measures in 2005.
1 Liability Insurance ($74,500)
Insurance costs are increased by 5 percent. Total Liability Insurance is
$1,564,200.
Staffing Levels by Division - Other City Services
2002 2003 2004 2004 2005 Change
Actual Actual Ad'Bd t Actual Budget 04/05
Other City Services 0.0 0.0 0.0 0.0 0.0 N/A
Limited Tax General Obligation Bond: 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 0.0 0.0 0.0 0.0 0.0 N/A
r. Division by Fund Number
This department is part of the General Fund (000): Other City Services (005).
rr.
Operating Budget-Other City Services
3-173
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Operating Bridget-Other City Services
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LDebt Service
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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.
Figure 4-1 shows debt margin availability from 2000 through 2009. Table 4-1
provides an overview of the City's outstanding debt, including the total debt
availability from 2000 through 2009. The table also includes a breakdown of
property tax rates and property tax revenues.
Figure 4-1. Debt Margin Availability
k $240
$210 --�—Non-Vote
—i*--V ote
_ _ 204.1
� $tao
93.9
Q 184.2
0 174.9
`ti $150 166.1
0 157.7
� 142.8
O $120 137.4
124.1
0.8
$90
100.6
93.5
86.9
$6074.3 80.4
68.3
56.4 58.5
46.8 50.8
$30
$0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
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 2000 2001 2002 2003 2004
INDEBTEDNESS FOR GENERAL PURPOSES:
Assessed Valuation(AV) Used for Next Yr's
Lev /Rates $4,545,321,019 $5,062,641,752 $5,593,880,488 $5,793,213,325 $6,372,632,122
WITHOUT A VOTE:
Legal Limit: 1.5% AV 68,179,815 75,939,626 83,908,207 86,898,200 95,589,482
General Obligation Bonds Outstanding 20,151,906 25,580,583 28,272,581 29,302,008 28,238,152
Installment Notes/Contracts Outstanding 218,831 193,707 167,440 139,972 111,250
Total Outstanding Debt 20,370,737 25,774,290 28,440,021 29,441,980 28,349,402
Less:Amount Available for Debt Service 951,092 654,025 977,826 1,026,717 1,078,053
DEBT MARGIN WITHOUT A VOTE $48,760,170 $50,819,361 $56,446,012 $58,482,937 $68,318,133
WITH A 3/5%VOTE:
Legal Limit: 2.50%of AV 113,633,025 126,566,044 139,847,012 144,830,333 159,315,803
Outstanding Debt 3,975,000 3,515,000 3,030,000 2,665,000 2,280,000
Less:Amount in Debt Service Funds 1,145,663 1,048,876 560,698 588,733 618,170
DEBT MARGIN AVAILABLE WITH VOTE $110,803,688 $124,099,920 $137,377,710 $142,754,066 $157,653,973
TOTAL DEBT MARGIN AVAILABLE $159,563,859 $174,919,281 $193,823,723 $201,237,003 $225,972,106
CITY AND OVERLAPPING TAX RATES:
(Per$1000 of Assessed Value)
City of Renton General Levy 3.39877 3.27385 3.26036 3.18871 3.16022
City of Renton Special Levy 0.28488 0.10078 0.09397 0.08865 0.08322
TOTAL CITY OF RENTON TAX RATE $3.68365 $3.37463 $3.35433 $3.27736 $3.24344
King County 1.68951 1.55218 1.44949 1.34948 1.43146
Port of Seattle 0.21585 0.19029 0.18956 0.25895 0.25402
Hospital District#1 0.11830 0.09873 0.09643 0.09254 0.09200
Renton School District#403 3.65397 3.36669 3.11288 2.98691 3.48578
State of Washington 3.30278 3.14502 2.98946 2.89680 2.75678
Emergency Medical Services 0.27299 0.24624 0.25000 0.24143 0.23717
TOTAL PROPERTY TAX RATE $12.93705 $11.97378 $11.44215 $11.10347 $11.50065
PROPERTY TAX REVENUE:
General Levy $15,125,785 $16,253,829 $17,871,034 $18,758,300 $18,832,893
Special Levy 1,275,911 523,017 510,660 507,700 519,913
id
TOTAL PROPERTY TAXES $16,401,696 $16,776,846 $18,381,694 $19,266,000 $19,352,806
Debt Service
4-2
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 2005 2006 2007 2008 2009
INDEBTEDNESS FOR GENERAL PURPOSES:
Assessed Valuation(AV) Used for Next Yr's
Levy/Rates $6,691,263,728 $7,025,826,914 $7,377,118,259 $7,745,974,171 $8,133,272,879
WITHOUT A VOTE:
Legal Limit: 1.5% AV 100,368,956 105,387,404 110,656,774 116,189,613 121,999,093
General Obligation Bonds Outstanding 27,156,447 26,114,501 25,035,575 23,973,000 22,813,000
Installment Notes/Contracts Outstanding 81,217 49,813 16,976 0 0
Total Outstanding Debt 27,237,664 26,164,314 25,052,551 23,973,000 22,813,000
Less:Amount Available for Debt Service 1,131,956 1,188,554 1,247,981 1,310,380 1,375,899
DEBT MARGIN WITHOUT AVOTE $74,263,248 $80,411,643 $86,852,204 $93,526,993 $100,561,993
WITH A 3/5%VOTE:
Legal Limit: 2.50%of AV 167,281,593 175,645,673 184,427,956 193,649,354 203,331,822
Outstanding Debt 1,870,000 1440 000 985,000 505,000 0
Less:Amount in Debt Service Funds 649,078 681,532 715,609 751,389 788,958
DEBT MARGIN AVAILABLE WITH VOTE $166,060,671 $174,887,205 $184,158,565 $193,895,743 $204,120,780
TOTAL DEBT MARGIN AVAILABLE $240,323,919 $255,298,848 $271,010,769 $287,422,736 $304,682,773
CITY AND OVERLAPPING TAX RATES:
(Per$1000 of Assessed Value)
City of Renton General Levy 3.19182 3.22374 3.25598 3.28854 3.32142
City of Renton Special Levy 0.07323 0.06445 0.05671 0.04991 0.04392
TOTAL CITY OF RENTON TAX RATE $3.26506 $3.28819 $3.31269 $3.33844 $3.36534
King County 1.44577 1.46023 1.47483 1.48958 1.50448
Port of Seattle 0.25656 0.25913 0.26172 0.26433 0.26698
Hospital District#1 0.09292 0.09385 0.09479 0.09574 0.09669
Renton School District#403 3.52064 3.55584 3.59140 3.62732 3.66359
State of Washington 2.78435 2.81219 2.84031 2.86872 2.89740
.. Emergency Medical Services 0.23954 0.24194 0.24436 0.24680 0.24927
TOTAL PROPERTY TAX RATE $11.60484 $11.71137 $11.82010 $11.93093 $12.04375
PROPERTY TAX REVENUE:
General Levy 19,589,250 20,576,548 22,255,594 23,145,818 24,071,650
Special Levy 520,855 522,157 523,462 524,771 526,083
TOTAL PROPERTY TAXES $20,110,105 $21,098,705 $22,779,056 $23,670,589 $24,597,733
Source
Assessed Valuation, and Property Tax Rates:2000-2004 King County Department of Assessments.
tir Debt Margin: City of Renton Finance Department
Debt Service
4-3
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 $100,000
assessed valuation.
Figure 4-2. Property Tax Allocation Among Overlapping "Jurisdictions" -2004
Emergency Medical -$24
2%
City of Renton-$327 i
i
i 28%
State of Washington-$278
24%
up
King County- $145
12%
.r
Renton Schools- $352
31% --
r
Port of Seattle- $26
Hospital District- $9 2%
1% i
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Debt Service
LM
4-4
Table 4-2 describes the City's long-term debt program and shows the various
forms of debt.
' The City's long-term debt is accounted for in three areas: 1) General Obligation
Long Term debt(debt in this classification is paid from property taxes and is a
' general obligation of the City); 2) Proprietary-type Long Term debt(operating
revenue of the individual proprietary funds are used to satisfy this debt which
includes Revenue Bonds, Public Works Trust Fund Loans and Contact/Lease
debt); and 3) Special Assessment Long Term debt(special assessment payments
from participants in each special assessment district are used to satisfy this debt).
The City is in compliance with all Washington State debt limitation statutes and
' bond indenture agreements. The City'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.
' Table 4-2 is a summary of long-term debt transactions of the City for the year
ending December 31, 2004.
' Table 4-2. Long-Terni 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 1/01/04 $32,106,980 $29,070,000 $7,551,954 $58,105 $0 $68,787,039
Issued $0 $10,335,000 $1,468,537 $0 $0 $11,803,537
Redeemed $1,477,578 $1,725,000 $670,171 $24,271 $0 $3,897,020
]Outstanding 12/31/04 $30,629,402 $37,680,000 $8,350,320 $33,834 $0 $76,693,556
' 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, 2004
(Dollars in Thousands)
General Obligation Revenue
Public Works Trust Contract/ Special Total
Lonq 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
2005 1,522 1,788 1,890 1,657 632 87 25 1 0 0 4,069 3,533
2006 1,503 1,811 1,950 1,599 686 79 9 0 0 0 4,148 3,489
2007 1,567 1,812 2,025 1,529 685 71 0 0 0 0 4,277 3,412
2008 1,559 1,815 2,105 1,446 686 64 0 0 0 0 4,350 3,325
2009 1,665 1,688 2,185 1,368 685 56 0 0 0 0 4,535 3,112
2010 1,704 1,137 2,265 1,284 686 49 0 0 0 0 4,655 2,470
2011 1,768 1,068 2,355 1,195 685 41 0 0 0 0 4,808 2,304
2012 1,857 995 2,455 1,092 686 34 0 0 0 0 4,998 2,121
2013 1,940 900 1,355 991 660 26 0 0 0 0 3,955 1,917
2014 2,031 800 1,340 947 490 19 0 0 0 0 3,861 1,766
2015 2,133 694 1,395 888 485 14 0 0 0 0 4,013 1,596
2016 1,995 583 1,025 824 390 9 0 0 0 0 3,410 1,416
2017 2,095 479 1,075 776 177 5 0 0 0 0 3,347 1,260
2018 1,615 371 1,130 726 128 3 0 0 0 0 2,873 1,100
2019 1,705 287 1,185 667 128 3 0 0 0 0 3,018 957 y
2020 1,800 199 1,245 605 128 2 0 0 0 0 3,173 806
2021 1,885 109 1,310 540 128 2 0 0 0 0 3,323 651
2022 285 14 1,380 472 97 1 0 0 0 0 1,762 487
2023 0 0 1,450 401 54 1 0 0 0 0 1,504 402
2024 0 0 1,520 328 54 1 0 0 0 0 1,574 329
2025 0 0 1,600 252 0 0 0 0 0 0 1,600 252
2026 0 0 1,680 172 0 0 0 0 0 0 1,680 172
120271 0 0 1,760 88 0 0 0 0 0 0 1,760 88
Total $30,629 $16,5501 $37,680 $19,847 $8,350 $567 $34 $1 $0 $0 $76,693 $36,965
d
Debt Service
{
4-6
IN
r Figure 4-3 summarizes the City's limited tax general obligation
debt from 2005 through 2022. Limited tax general obligation
debt is incurred without the vote of the Renton populace while
10 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 2022
L&WM TAX GENERAL OMMTION OST SEWM
$3,000
$2,500
c
a
$2,000
' o
L
c $1,500
N
S $1,000
O
Q $500
f2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
■Other LTGO Debt ■2001 LTGO(Parldng Garage) p 2002 LTGO(Fire Station)
Table 4-4. Limited Tax General Obligation Debt Per Capita
Limited Tax GO
!� Annual Debt Svc
Year (Amounts in 000's) Population Per Capita
2005 $2,795 55,265 $50.57
2006 2,800 55,633 $50.33
2007 2,861 56,003 $51.09
2008 2,856 56,375 $50.66
2009 2,835 56,750 $49.96
2010 2,841 57,127 $49.73
2011 2,836 57,507 $49.32
2012 2,852 57,890 $49.27
2013 2,840 58,275 $48.73
2014 2,831 58,662 $48.26
2015 2,827 59,052 $47.87
2016 2,578 59,445 $43.37
2017 2,574 59,840 $43.01
2018 1,986 60,238 $32.97
2019 1,992 60,639 $32.85
2020 1,998 61,042 $32.73
2021 1,993 61,448 $32.43
2022 299 61,856 4.83
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 2005-2022 provided by City of Renton Finance Department based on a yearly approximate percentage increase
from previous history.
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)
.MI
Interest Issue Maturity Total Amt Outstandin
Item Rates Date Date Issued 1/1/2004 Issued Redeemed 12/31/2004 ,
General Obligation Bonds:
Limited
1994 G O Bonds 4.60%-6.30% 12/01/94 12/01/04 980,000 35,000 0 35,000 0
1996 G O Bonds 4.25%-5.40% 10/15/96 10/15/06 553,337 386,012 0 259,000 127,012
1997 G O Refunding Bonds 5.25%-5.55% 05/01/97 12/01/06 2,683,827 1,834,253 0 629,856 1,204,397
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 2,193,000 0 139,000 2,054,000
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 3,760,000 0 140,000 3,620,000
Subtotal Limited GO 44,866,508 29,441,009 01 1,202,856 28,238,153
Unlimited
1993 G O Refunding Bonds-Sr. Housing 2.70%-5.20% 09/01/93 02/01/09 4,270,000 2,665,000 0 385,000 2,280,000
Subtotal Unlimited GO 4,270,000 2,665,000 0 385,000 2,280,000
Total General Obligation Bonds 49,136,508 32,106,009 0 1,587,856 30,518,153
Installment Contracts:
Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 139,972 0 28,722 111,250
Total Installment Contracts 278,172 139,972 0 28,722 111,250
3
Total General Obligation Debt 49,414,680 32,245,981 0 1,616,578 30,629,403
Revenue Bonds:
1993 Water/Sewer 3.00%-5.375% 08/01/93 04/01/13 5,285,000 0 0 0 0
1993 Water/Sewer Refunding 3.00%-5.375% 08/01/93 04/01/10 8,860,000 0 0 0 0
1994 Water/Sewer 5.45%-6.55% 11/01/94 11/01/04 3,570,000 0 0 0 0
1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 5,300,000 0 255,000 5,045,000
1999 Golf System Refunding 3.25%-5.30% 04/01/99 12/01/15 5,040,000 3,870,000 0 250,000 3,620,000
2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 11,865,000 0 120,000 11,745,000
2003 Water/Sewer Refunding 2.00%-3.70% 10/01/03 06/01/13 8,035,000 8,035,000 0 1,100,000 6,935,000
2004 Water/Sewer 1 3.55%-5.00% 11/1/04 12/1/27 10,335,000 0 10,335,000 0 10,335,000
Total Revenue Bonds 59,225,0001 29,070,000 10,335,000 1,725,000 37,680,000
so
Nd
old
Debt Service
4-8
aw
Table 4-5 Outstanding Debt(Sheet 2 of 2)
Interest Issue Maturity Total Amt Outstanding
Item Rates Date Date Issued 1/1/2004 Issued Redeemed 12/31/2004
Public Works Trust Fund Loans:
Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 230,783 0 25,642 205,141
Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 978,870 0 87,484 891,386
69 East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 1,345,700 0 134,570 1,211,130
Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 56,134 0 5,103 51,031
Sanitary Sewer Grouting 2.00% 05/19/94 07/01/04 349,011 61,803 0 61,803 0
NE 27th/Aberdeen Drainage Improvements 1.00% 06/27/95 07/01/15 731,000 511,077 0 42,590 468,487
E Kenn dale Interceptor 2.00%
Y P 06/26/96 07/01/16 2,093,740 1,519,107 0 116,855 1,402,252
Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 1,259,336 0 96,872 1,162,464
Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 690,997 0 49,357 641,640
Maplewood Water Treatment Improvements 0.50% 01/17/02 07/01/06 425,873 403,459 141,958 30,301 515,116
Construct CT Pipeline for Wells 0.50% 11/5/02 07/01/22 522,180 522,180 292,347 42,870 771,657
Maplewood Water Treatment Improvements 0.50% 07/01/04 06/30/24 1,030,000 0 1,030,000 0 1,030,000
Total Public Works Trust Fund Loans 13,258,296 7,579,446 1,464,305 693,4471 8,350,304
Capital Leases:
Yamaha Golf Course Carts 5.44% 04/01/00 04/01/03 80,668 0 0 0 0
Club Car Gold Course Carts 3.81% 04/01/03 04/01/06 73,780 58,105 0 24,271 33,834
Total Capital Leases 154,448 58,105 0 24,271 33,834
�r 7otal Outstanding Debt 122,052,4241 68,953,532 11,799,305 4,059,296 76,693,541
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Debt Service
4-9
LIMITED (NON—VOTED) TAX GENERAL OBLIGATION DEBT tow
1996 Limited Tax General Obligation Bonds(Ordinance#4635)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. t
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 apportioned to the t
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). r
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$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).
Debt Service
4-10
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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).
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
i
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.
Debt Service
4-11
UNLIMITED (VOTED) TAX GENERAL OBLIGATION DEBT j
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 i
accounted for in the 1989 Unlimited Tax General Obligation Bonds-Senior Housing Fund
(219).
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 f
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 these 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-/2
2004 Water/Sewer Revenue Bonds (Ordinance#5098) were issued in the
amount of$10,335,000 and dated November 1, 2004. The average interest rate
is 4.330%. These bonds were issued for the purpose of providing a part of the
funds necessary to carry out the system or plan for additions to and betterments
and extensions of the waterworks utility. The reserve requirement is an amount
equal to the highest annual debt service on all revenue bonds combined.
6
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
I%. 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.
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 1%. This loan was for surveying, design, permitting
and construction of approximately 2,800 feet of new 18 or 24-inch stormwater
pipe. The project includes manholes, catch basins, control structures, relocation
of conflicting utilities, pavement patching and overlay and restoration of all
areas disturbed by construction.
East Kennydale Interceptor(CAG 96-079): This public works trust fund loan
jwas 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
Debt Service
4-13
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.
x
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.
Maplewood Water Treatment Improvement(CAG 04-053): This public works trust
fund loan was issued in the amount of$1,030,000 and dated June 3, 2004. The interest
rate is .5%. This loan was to fund the costs for the construction of drinking water
treatment improvements at Maplewood.
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Debt Service
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Capital Improvement Program
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., City of Renton
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The Capital Improvement Program of the City of Renton is supported by
in several city departments,Transportation Systems, the Waterworks Utility and
the City-owned Renton Airport and Maplewood Golf Course. Table 5-1
summarizes the financial support and projected investment in capital
NK improvement. Tables 5-2 through 5-12 provide a more detailed look at the
projected total investment.
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Capital Improvement Program
5-/
Table S-1. CIP Financial Participation (in thousands of dollars)
Capital Improvement Program .�
Participation by Department 2005 2006 2007 2008 2009 2010 Total
Administration 1,330 2,740 9,400 1,400 1,400 1,400 17,670
Community Services 3,005 7,177 10,305 3,935 3,885 4,000 32,307
Transportation 7,987 9,711 3,364 28,965 55,821 58,366 164,214
Airport 1,075 0 0 1,070 100 0 2,245
Golf Course 310 165 350 1,990 175 180 3,170
Water Utility 5,050 4,110 3,320 3,020 4,020 3,185 22,705
Wastewater Utility 2,400 2,600 2,600 2,600 2,600 2,600 15,400
Surface Water Utility 2,000 2,700 2,800 2,400 2,600 2,500 15,000
Total CIP by Department 23,157 29,203 32,139 45,380 70,601 72,231 272,711
Capital Improvement Program
5-2
Table 5-2. Acquisition by Department
Acquisition by Department 2005 2006 2007 2008 2009 2010 Total
Administration = _ _ _ _ _ _
Community Services
Transportation
Airport
Golf Course
Water Utility
Wastewater Utility
Surface Water Utility
Total CIP by Department - - - - - -
Table 5-3. Development by Department
Development by Department 2005 2006 2007 2008 2009 2010 Total
Administration 1,330 2,740 9,400 1,400 1,400 1,400 17,670
Community Services 2,101 6,045 9,470 2,655 3,295 1,720 25,286
Transportation 7,582 9,306 2,959 28,560 55,416 57,961 161,784
Airport 950 0 0 0 0 0 950
Golf Course 145 0 180 11900 75 150 2,450
Water Utility 3,540 2,440 1,440 1,040 2,040 1,100 11,600
Wastewater Utility 2,000 0 0 0 0 0 2,000
Surface Water Utility 1,385 2,140 2,240 1,840 1,690 885 10,180
Total CIP by Department 19,033 22,671 25,689 37,395 63,916 63,216 231,920
Table 5-4. Major Maintenance by Department
Major Maintenance by Department 2005 2006 2007 2008 2009 2010 Total
Administration 0 0 0 0 0 0 0
Community Services 904 1,132 835 1,280 590 2,280 7,021
Transportation 405 405 405 405 405 405 2,430
Airport 125 0 0 11070 100 0 1,295
Golf Course 165 165 170 90 100 30 720
Water Utility 1,390 1,590 1,790 1,890 1,890 1,890 10,440
Wastewater Utility 350 2,600 2,600 2,600 2,600 2,600 13,350
Surface Water Utility 505 450 450 450 800 1,500 4,155
Total CIP by Department 3,844 6,342 6,250 7,785 6,485 8,705 39,411
Table 5-5. Regulatory Compliance by Department
Regulatory Compliance by
Department 2005 2006 2007 2008 2009 2010 Total
Water Utility 120 80 90 90 90 195 665
Wastewater Utility 50 0 0 0 0 0 50
Surface Water Utility 110 110 110 110 110 115 665
Total CIP by Department 280 190 200 200 200 310 1,380
Capital Improvement Program
5-3
Administration Department CIP
Table 5-6. Summary of Administration CIP Projections
Development by Department 2005 2006 2007 2008 2009 2010 Total
Fire Station 13 0 990 3,500 0 0 0 4,490
Fire Station 15 0 350 4,500 0 0 0 4,850
Highlands Redevelopment 0 0 0 0 0 0 0
Highlands Sub-area Long Range
Plan 75 0 0 0 0 0 75
Information services Division 1,155 1,350 1,350 1,350 1,350 1,350 7,905
Neighborhood Grant Program 50 50 50 50 50 50 300
South Lake Washington •-
Redevelopment 50 0 0 0 0 0 50
Total Development 1,330 2,740 9,400 1,400 1,400 1,400 17,670
Total Administration CIP 1,330 2,740 9,400 1,400 1,400 1,400 17,670
Capital Improvement Program
_5-4
Community Services Department CIP
Table 5-7. Summary of Community Services CIP Projections
Development 2005 2006 2007 2008 2009 2010 Total
Black River Riparian Forest 0 0 0 85 75 0 160
Cedar River Trail Extension 100 900 3,000 0 0 0 4,000
Family Aquatic Center 120 120 120 120 120 120 720
Grant Matching Program 200 100 100 100 100 100 700
Heather Downs Development 1,250 0 0 0 0 0 1,250
Henry Moses Aquatic Center Lighting 200 0 0 0 0 0 200
Maplewood Community Park
w Development 0 500 3,000 0 3,000 0 6,500
New Maintenance Facility 0 3,500 0 0 0 1,500 5,000
North Highlands Community Center 0 0 250 1,750 0 0 2,000
Parks Long Range Plan 25 25 3,000 0 0 0 3,050
Regis Park Athletic Field Expansion 0 900 0 600 0 0 1,500
Tiffancy Park Recreation Building 206 0 0 0 0 0 206
Total Development 2,101 6,045 9,470 2,655 3,295 1,720 25,286
Major Maintenance
Operational Facilities 157 109 170 90 0 0 526
Leased Facilities 5 8 0 0 0 0 13
Public Facilities 172 500 190 320 90 90 1,362
Pavement Repair Program 140 70 70 70 70 70 490
Parks Major Maintenance 430 445 405 800 430 2,120 4,630
Total Major Maintenance 904 1,132 835 1,280 590 2,280 7,021
Total Community Services CIP 3,005 7,177 10,305 3,935 3,885 4,000 32,307
Capital Improvement Program
5-5
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Transportation Department CIP
Table 5-8. Summary of Transportation CIP Projects(Sheet I of 2)
Development 2005 2006 2007 2008 2009 2010 Total .
1%for the Arts 50 30 30 50 30 30 220
Arterial Circulation Program 200 200 200 200 250 250 1,300
Arterial HOV Program 10 10 0 0 0 0 20
Arterial Rehab. Program 195 240 205 340 230 180 1,390
Benson Rd -S 26th to Main 459 3 0 0 0 0 462
Benson Rd S-S 31 st St 62 0 0 0 0 0 62
Bicycle Route Dev. Program 20 18 18 110 80 80 326
Bridge Inspection & Repair 40 140 40 615 40 30 905
Carr/Mill Signal 5 10 20 340 400 10 785 ...
CBD Bike&Ped.Connections 50 50 10 590 410 5 1,115
Duvall Ave NE 1,259 1,692 0 0 0 0 2,951
Duvall NE -King County 1,311 2,811 0 0 0 0 4,122
Environmental Monitoring 85 75 50 25 25 25 285
GIS Needs Assessment 35 35 20 20 20 20 150
Grady Way Corridor Study 35 120 80 230 1,810 1,020 3,295
Houser Way S-Main to Burnett 0 0 0 810 0 0 810
1-405 Improvements in Renton 30 20 10 0 0 0 60
Interagency Signal Coordination 12 0 0 0 0 0 12
Lake Washington By Slip Plane 11 0 0 0 0 0 11
Lake Washington By-Park to Coulon 80 0 149 0 0 0 229
Lind Av-SW 16th -SW 43rd 5 5 0 1,914 626 0 2,550
Logan Av Concrete Panel Repair 0 0 0 460 0 0 460
Loop Replacement Program 20 20 20 20 20 20 120
Missing Links Program 30 30 30 30 30 30 180
Monster Road Bridget 12 0 0 0 0 0 12
NE 3rd/NE 4th Corridor 315 808 0 5,017 2,100 2,100 10,340
NE 4th St/Hoguiam Av NE 345 0 0 0 0 0 345
Park-Sunset Corridor 25 50 390 1,691 1,059 0 3,215
Pole Program 25 48 25 25 25 25 173
Project Development/Predesign 175 175 200 200 200 200 1,150
Ranier Ave -SW 7th to 4th PI 585 2,150 855 0 0 0 3,590
Rainier Av Corridor Study/Improv 20 20 20 261 2,964 3,165 6,450
Renton Urban Shuttle (RUSH) 5 5 5 5 5 5 30
RR Crossing Safety Program 5 5 10 0 0 10 30
S. Lake Wash. Roadway Improv. 0 0 0 1,850 14,300 23,800 39,950
Sign Replacement Program 8 7 8 7 8 7 45
Sound Transit HOV Direct Access 10 5 0 0 0 0 15
South Renton Project 18 0 0 240 0 0 258 ..
Capita!Improvement Program
5-6
Table 5-8. Summary of Transportation CIP Projects(Sheet 2 of 2)
Development 2005 2006 2007 2008 2009 2010 Total
SR 167/SW 27th St/Strander By 10 10 10 10 10 5 55
SR 169 Corridor Study 50 0 0 0 0 0 50
SR 169 HOV- 140th to SR900 10 0 55 3,680 2,350 0 6,095
Strander BV/SW 27th St Connection 800 0 0 9,395 28,000 26,500 64,695
Sunset/DuvallIntersection 381 0 0 0 0 0 381
SW 7th St/Lind Ave SW 26 0 0 0 0 0 26
TDM Program 64 64 64 64 64 64 384
Traffic Efficiency Program 252 114 75 30 30 30 531
Traffic Safety Program 80 40 40 40 40 40 280
Trans Concurrency 40 10 40 10 10 30 140
Trans Valley ITS 5 5 0 0 0 0 10
Transit Center Video 10 0 0 0 0 0 10
Transit Priority Signal System 30 0 0 0 0 0 30
Transit Program 20 21 20 21 20 20 122
Trans-Valley&Soos Creek Corr. 5 0 0 0 0 0 5
Walkway Program 237 250 250 250 250 250 1,487
® WSDOT Coordination Program 10 10 10 10 10 10 60
Total Development 7,582 9,306 2,959 28,560 55,416 57,961 161,784
Major Maintenance
Street Overlay Program 405 405 405 405 405 405 2,430
Total Major Maintenance 405 405 405 405 405 405 2,430
Total Transportation CIP 7,987 9,711 3,364 28,965 55,821 58,366 164,214
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Capita[Improvement Program
S-7
Renton Airport CIP
Table 5-9. Summary of Airport CIP Projects
Development 2005 2006 2007 2008 2009 2010 Total
Airport Layout Plan Update 200 0 0 0 0 0 200
Air Side/Land Side Separation 655 0 0 0 0 0 655
608 Hangar Expansion 50 0 0 0 0 0 50
Quonset Hut Secondary Fire Escape 45 0 0 0 0 0 45
Total Development 950 0 0 0 0 0 950
Major Maintenance
Blast Fence Reconstruciton 25 0 0 0 0 0 25
Fore Training Area Remediation 50 0 0 0 100 0 150
622 Hangar- Rehabilitation 50 0 0 0 0 0 50
Rimway 15/33 Resurfacing 0 0 0 1,000 0 0 1,000
Shoreline Stabilization 0 0 0 70 0 0 70
Total Major Maintenance 125 0 0 1,070 100 0 1,295
Total Airport CIP 1,075 0 0 1,070 100 0 2,245
Capital Improvement Program '
S-g
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Maplewood Golf Course CIP
Table 5-10. Summary of Golf Course CIP Projects
Development 2005 2006 2007 2008 2009 2010 Total
Parking Stall Addition/Cart Path
Paving 145 0 0 0 0 0 145
Maint Bldg & Pump House 0 0 180 1,800 0 0 1,980
Reconstruct 13 & 15th Greens 0 0 0 100 0 0 100
Reconstruct 1 &3 Tee Boxes 0 0 0 0 75 0 75
Reconstruct 15th Fairway 0 0 0 0 0 150 150
Total Development 145 0 180 1,900 75 150 2,450
Major Maintenance
Golf Course Major Maintenance 165 165 170 90 100 30 720
Total Major Maintenance 165 165 170 90 100 30 720
Total Golf Course CIP 310 165 350 1,990 175 180 3,170
Capital Improvement Program
5-9
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Water Utility Department CIP
Table 5-11. Summary of Water Utility CIP Projects
Development 2005 2006 2007 2008 2009 2010 Total
New Reservoirs and Pump Stations 400 2,000 700 500 2,000 1,000 6,600
Supply Development&Water Quality
Improvements 3,140 440 740 540 40 100 5,000
Total Development 3,540 2,440 1,440 1,040 2,040 1,100 11,600
Major Maintenance
Water Main Rehabilitation Main
Replacement So. 1,100 1,000 1,000 1,000 1,500 1,500 7,100
Automatic Meter Reading
Conversion 0 0 200 500 200 200 1,100
Water Utility Major Maintenance 290 590 590 390 190 190 2,240
Total Major Maintenance 1,390 1,590 1,790 1,890 1,890 1,890 10,440
Regulatory Compliance
Water Utility Regulatory Compliance
Program 120 80 90 90 90 195 665
Total Regulatory Compliance 120 80 90 90 90 195 665
Total Water Utility CIP 5,050 4,110 3,320 3,020 4,020 3,185 22,705
Capital Improvement Program
5-/0 ,
Wastewater Utility Department CIP
Table 5-12. Summary of Wastewater Utility CIP Projects
,r.
Development 2005 2006 2007 2008 2009 2010 Total
Sanitary Sewer Main Extensions 2,000 0 0 0 0 0 2,000
Total Development 2,000 0 0 0 0 0 2,000
Major Maintenance
Main Replacement& Rehabilitation 250 2,500 2,500 2,500 2,500 2,500 12,750
Miscellaneous/Emergency Projects 75 75 75 75 75 75 450
Miscellaneous Minor Capital
Improvements 25 25 25 25 25 25 150
Total Major Maintenance 350 2,600 2,600 2,600 2,600 2,600 13,350
Regulatory Compliance
2004 Long-Range Wastewater
Management Plan Update 50 0 0 0 0 0 50
Total Regulatory Compliance 50 0 0 0 0 0 50
Total Wastewater CIP 2,400 2,600 2,600 2,600 2,600 2,600 15,400
Capital Improvement Program
5-11
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Surface Water Utility Department CIP
Table 5-13. Summary of Surface Water Utility CIP Projects
Development 2005 2006 2007 2008 2009 2010 Total
Wetland Mitigation Bank 50 150 1300 0 0 0 1,500
Storm System Improvement&
Replacment 900 1130 800 1120 1580 675 6,205
Springbrook Creek Improvements 150 850 0 0 100 200 1,300
Cedar River Basin 0 0 130 700 0 0 830
Green River Ecosystem Restoration 10 10 10 20 10 10 70
May Creek Basin Plan CIP
Implementation 275 0 0 0 0 0 275
Total Development 1,385 2,140 2,240 1,840 1,690 885 10,180
Major Maintenance
Small Drainage& Emergency Storm
Projects 230 200 200 200 200 200 1,230
Lower Cedar River Sediment
Management 275 250 250 250 600 1,300 2,925
Total Major Maintenance 505 450 450 450 800 1,500 4,155
Regulatory Compliance t
Surface Water Utility Plans and
Programs 110 110 110 110 110 115 665
Total Regulatory Compliance 110 110 110 110 110 115 665
Total Surface Water CIP 2,000 2,700 2,800 2,400 2,600 2,500 15,000
Capital Improvement Program
5-12 '
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� 2005 Budget
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In tables 6-1 and 6-2,we provide detailed comparisons by fund category
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of the Revenue (table 6-1) and Expenditure (table 6-2) Budget.
This budget contains the following categories:
• General Governmental Funds
• Special Revenue Funds
0 Debt Service Funds
• Capital Project Funds
• Enterprise Funds
Internal Service Funds
• Fiduciary Funds
In tables 6-3 through 6-49, you will find revenue and expenditure totals for each
specific fund, presented in the order of their fund identification number.
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Budget by Fund
6-/
Table 6-1. New Revenue Budget Comparisons by Fund, All Funds
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
GENERAL GOVERMAENTAL FUNDS:
000 General 42,443,589 46,280,448 44,796,200 46,599,703 46,874,100 4.6%
007 Parking Garage Maintenance 0 0 138,700 149,442 0 -100.0%
010 Fire Memorial 0 0 0 31,153 0 N/A
101 Park 9,287,076 9,330,452 9,905,300 9,678,105 10,462,100 5.6%
n
103 Street 5,877,711 5,513,097 6,055,400 5,862,686 6,283,500 3.8%
106 Library 1,484,571 1,490,248 1,532,200 1,953,727 1,494,700 -2.4%
201 Ltd GO Bonds Gen Govt Misc Debt 650,054 654,300 654,300 654,730 654,300 0.0%
207 1978 Limited GO Bonds 803 35,342 28,900 29,148 35,900 24.2%
212 1989 Limited Ref GO Bonds 301,617 0 0 0 0 N/A
215 Gen Govt Misc Debt Service 2,233,691 2,187,570 1,872,900 2,840,254 1,866,300 -0.4%
SPECIAL REVENUE UE FUNDS:
102 Arterial Street 354,943 360,115 350,500 396,893 353,500 0.9%
104 Community Dev Block Grant 263,586 317,647 331,600 297,834 314,500 -5.2%
110 Hotel Motel 209,439 181,848 197,500 217,142 220,000 11.4%
118 Reserve for Paths&Trails 0 0 0 19 0 N/A
125 1%For Art 15,629 60,269 0 5,428 0 N/A
127 Cable Communication 34,289 43,442 38,900 38,524 38,900 0.0%
131 Park Memorial 0 50,000 0 50,690 0 0.0
DEBT SERVICE FUNDS:
213 1983 Unlimited Ref GO Bonds 17,047 0 0 0 0 N/A
219 1989 Unlimited GO Bonds 515,879 521,735 517,600 526,023 519,100 0.3%
220 L.I.D.Debt Service 364,977 335,137 17,400 25,083 9,500 -45.4%
221 L.I.D.Guaranty 566 0 0 0 0 N/A
CAPITAL PROJECT FUNDS(CIP):
301 City Hall/Garage CIP 127,879 312,823 0 1,688 0 N/A
303 Community Dev Mitigation 425,484 490,843 501,000 515,035 255,000 -49.1
304 Fre Mitigation 4,428,677 479,707 318,000 840,108 300,000 -5.7%
305 Transportation Mitigation 1,092,179 550,115 757,000 1,058,156 600,000 -20.7%
306 Leased City Properties 1,085,644 575,173 846,400 1,060,542 446,700 -47.2%
307 Aquatics Center 5,031,594 76,246 0 62,337 0 N/A
316 Municipal Facilities GP 3,817,239 3,477,092 4,198,500 6,099,299 2,948,500 -29.8%
317 Transportation CIP 6,089,231 5,706,965 9,541,700 7,527,568 6,145,200 -35.6%
ENTERPRISE FUNDS:
401 Waterworks Utility 20,682,938 20,944,336 21,501,100 22,076,192 22,724,100 5.7%
402 Airport 1,840,094 3,197,299 882,300 1,320,600 1,686,200 91.1%
403 Solid Waste Utility 8,646,485 8,651,949 8,715,300 8,983,953 8,866,000 1.791.
404 Golf Course 2,287,567 2,222,739 2,288,800 2,189,791 2,321,200 1.4%
421 Waterworks Utl Construction 15,105,353 3,519,144 11,120,000 13,148,034 9,269,000 -16.6%
424 Golf Course Capital 154,233 156,366 274,000 273,579 154,000 -43.8%
451 Waterworks Revenue Bond 4,646,723 3,340,772 2,518,400 2,496,666 3,049,800 21.1
461 Waterworks Bond Reserve 0 2,606,852 0 0 0 N/A
471 Waterworks Rate Stabilization 0 0 0 0 0 N/A
481 2004 Water/Sewer Bond 0 0 10,575,000 10,591,010 0 -100.0%
INTERNAL SERVICE FUNDS:
501 Equipment Repair and Replacement 3,117,098 2,585,240 2,778,900 2,888,431 3,176,900 14.3%
5021nsurance 8,333,083 9,139,673 3,661,300 3,988,755 2,883,800 -21.2%
512 Insurance,Healthcare 0 0 6,296,300 6,713,830 6,472,500 2.8%
522 Insurance,Leoff1 Retirees HC 0 0 963,400 990,110 1,282,000 33.1%
FIDUCIARY FUNDS:
601 Firemen's Pension 161,272 183,362 150,000 224,531 160,000 6.7%
TOTAL NEW REVENUE 151,128,240 135,578,346 154,324,800 162,406,799 141,867,300 -8.1%
•
Budget by Furcal
6-2
Table 6-2. Committed Expenditure Budget Comparisons by Fund, All Funds
1W 2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
GENERAL GOVERNNENITAL FUNDS:
000 General 44,909,291 43,905,677 48,876,800 46,081,936 47,933,500 -1.9%
007 Parking Garage Maintenance 0 0 68,700 34,686 70,000 1.9%
010 Fre Memorial 0 0 0 0 0 N/A
101 Park 10,982,369 8,968,215 10,708,800 10,350,792 10,462,100 -2.3%
103 Street 5,915,677 5,558,444 6,455,000 5,925,665 6,286,200 -2.6%
106 Library 1,425,145 1,470,933 1,646,300 1,560,557 1,494,700 -9.2%
201 Ltd GO Bonds Gen Govt Misc Debt 652,068 652,063 654,300 652,459 654,300 0.0%
207 1978 Limited GO Bonds 7 34,544 28,900 27,175 35,900 24.2%
212 1989 Limited Ref GO Bonds 354,558 0 0 0 0 N/A
215 Gen Govt Misc Debt Service 1,855,731 2,111,012 2,255,900 2,211,876 1,866,300 -17.3%
SPECIAL REVENUE FUNDS:
102 Arterial Street 353,500 353,500 353,500 353,500 353,500 0.0%
104 Community Dev Block Grant 264,536 292,538 362,100 288,521 314,500 -13.1%
110 Hotel Motel 214,727 199,785 215,500 206,405 220,000 2.1%
118 Reserve for Paths&Trails 0 0 0 0 0 N/A
125 1%For Art 23,071 45,701 50,000 3,293 50,000 0.0%
127 Cable Communication 30,413 23,393 36,600 29,223 38,900 6.3%
131 Park Memorial 0 0 0 0 0 0.0%
DEBT SERVICE FUNDS:
213 1983 Unlimited Ref GO Bonds 516,716 0 0 0 0 N/A
219 1989 Unlimited GO Bonds 504,388 507,920 536,500 527,874 519,100 -3.2%
220 L.I.D.Debt Service 536,911 735,600 17,300 12,585 12,800 -26.0%
221 L.I.D.Guaranty 152,132 0 0 0 0 N/A
CAPITAL PROJECT FUNDS(CIP):
301 City Hall/Garage CIP 5,588,238 2,289,468 1,915,200 1,869,811 0 -100.0%
303 Community Dev Mitigation 59,550 992,272 1,275,000 1,274,704 0 -100.0%
304 Fre Mitigation 694,316 3,704,564 1,596,300 1,596,137 300,000 -81.2%
305 Transportation Mitigation 1,200,000 712,325 1,389,300 721,000 1,313,400 -5.5%
306 Leased City Properties 1,240,493 527,752 877,000 567,111 446,700 -49.1%
307 Aquatics Center 100,453 3,775,975 1,123,500 1,116,359 0 -100.0%
316 Municipal Facilities CIP 4,122,668 4,736,467 9,150,400 2,894,625 4,335,000 -52.6%
317 Transportation CIP 4,779,559 4,262,358 10,676,400 5,280,288 7,986,500 -25.2%
ENTERPRISE FUNDS:
401 Waterworks Utility 19,999,512 19,770,847 20,905,100 20,173,202 23,982,300 14.7%
402 Airport 1,604,640 4,035,815 2,317,700 1,321,645 1,960,000 -15.4%
403 Solid Waste Utility 8,424,641 8,376,072 8,748,800 8,571,929 9,078,700 3.8%
404 Golf Course 2,078,763 2,194,938 2,412,000 2,255,713 2,321,200 -3.8%
421 Waterworks LtlConstruction 8,174,313 8,392,005 20,841,500 13,408,670 9,450,000 -54.7%
424 Golf Course Capital 137,404 3,590 675,400 320,233 310,000 -54.1%
451 Waterworks Revenue Bond 4,909,723 5,968,644 2,613,400 2,513,803 3,012,100 15.3%
Irfrr 461 Waterworks Bond Reserve 0 0 0 0 0 N/A
471 Waterworks Rate Stabilization 0 0 0 0 0 N/A
481 2004 Water/Sewer Bond 0 0 10,575,000 7,495,727 0 -100.0/
INTERNAL SERVICE FUNDS:
r 501 Equipment Repair and Replacement 2,760,927 2,613,845 2,938,900 2,220,686 3,026,200 3.0%
502 Insurance 7,261,355 9,117,162 3,823,800 3,656,234 3,549,300 -7.2%
512 Insurance,Healthcare 0 0 6,296,300 5,407,028 6,490,400 3.1%
522 Insurance,Leoff1 Retirees HC 0 0 963,400 760,624 1,359,900 41.2/
FIDUCIARY FUNDS:
601 Firemen's Pension 340,213 362,211 382,100 381,723 672,300 75.9%
TOTAL COMMITTED EXPENDITURES 142,168,008 146,695,635 183,762,700 152,073,799 149,905,800 -18.4%
1W
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Budget by Fund
6-3
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Fund 000, General Fund
The General Fund(table 6-3) is the primary operating fund of the
City of Renton. 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.
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Budget by Fund
6-4
Table 6-3. Fund 000, General Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE
Real and Personal Property Tax 7,276,734 8,737,047 9,045,300 8,838,650 9,869,700 9.1%
Sales Tax 15,037,534 16,007,449 16,100,000 16,653,825 17,327,600 7.6%
Sales Tax/Criminal Justice 986,344 1,025,048 1,081,000 1,078,603 1,100,000 1.8%
Utility Taxes 4,931,700 5,266,865 5,085,500 5,247,756 5,264,200 3.5%
Gambling Excise Tax 2,110,861 1,922,211 2,380,000 2,117,985 2,005,000 -15.8%
Other Taxes 1,712,648 1,625,620 1,380,000 1,685,072 1,418,000 2.8%
Business License Fees 444,841 390,358 340,500 341,648 410,600 20.6%
Building and Street Use Permits 1,949,900 2,167,824 1,461,500 2,299,962 1,547,800 5.9%
Other Licenses and Permts 19,564 13,758 4,100 20,279 4,400 7.3%
Federal/State Grants 309,464 304,929 256,600 222,598 200,000 -22.1%
State Shared Revenue 755,541 559,554 577,600 669,783 760,400 31.6%
Fre District#25 1,057,852 1,115,291 1,139,100 1,183,678 1,100,000 -3.4%
Other Intergovernmental 22,917 155,558 0 147,585 0 N/A
Zoning Fees 150,797 1,106,653 121,000 162,251 124,200 2.6%
Ran Checking Fees 730,376 943,892 566,500 976,686 582,000 2.7%
Other Charges for Services 783,239 592,467 815,000 774,321 837,200 2.7910
Municipal Court and Other Fines 1,004,893 950,571 956,100 980,793 969,500 1.4%
Investment Interest 444,484 648,937 560,000 334,983 657,800 17.5%
Other Miscellaneous 104,080 150,589 297,100 247,257 188,100 -36.7%
Other Financing Sources 104,825 19,129 0 2,325 0 N/A
Interfund Revenues 2,504,995 2,576,698 2,629,300 2,613,663 2,507,600 -4.6%
TOTAL NEW REVENUE 42,443,589 46,280,448 44,796,200 46,599,703 46,874,100 4.6%
on Use of Prior Yr Revenue 0 0 4,080,600 0 1,059,400 -74.0%
TOTAL RESOURCES 42,443,589 46,280,448 48,876,800 46,599,703 47,933,500 -1.9%
EXPENDITURES:
Regular Salaries 22,767,921 23,781,953 25,406,400 23,661,547 26,530,600 4.4%
Part Time Salaries 292,312 189,675 180,800 174,444 188,200 4.1%
Overtime 1,757,322 1,713,870 1,710,900 1,842,134 1,719,400 0.5%
Personnel Benefits 5,871,670 6,707,747 7,172,600 6,676,292 7,983,700 11.3%
ttlr Salary and Benefit Reserves 0 0 395,800 (129) 0 -100.0%
Supplies 817,995 949,860 1,016,000 965,538 941,000 -7.4%
Professional Services 2,657,341 3,545,774 3,119,000 2,954,155 3,067,900 -1.6%
Postage/Telephone 383,746 384,895 407,100 365,698 406,100 -0.2%
Travel/Training 214,809 132,151 211,400 129,653 212,400 0.5%
Other Rentals 119,206 78,113 166,400 102,247 166,400 0.0%
Equipment Rental 1,281,084 1,034,680 1,234,300 1,235,891 1,330,800 7.8%
Insurance 1,861,200 1,374,700 1,489,700 1,489,700 1,564,200 5.0%
Public Utility Services 12,350 11,204 13,500 11,671 14,000 3.7110
Repairs and Maintenance 291,139 273,655 355,400 244,960 333,500 -6.2%
Other Services&Charges 699,415 654,628 838,300 828,696 734,900 -12.3%
Intergovernmental Services 1,583,844 1,468,440 1,674,200 1,918,154 1,714,900 2.4%
Transfer Out 4,273,059 1,575,000 3,405,500 3,405,500 980,500 -71.2%
Capital Outlay 24,878 29,332 79,500 75,785 45,000 -43.4%
TOTAL COMMITTED EXPENDITURES 44,909,291 43,905,677 48,876,800 46,081,936 47,933,500 -1.9%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 44,909,291 43,905,677 48,876,800 46,081,936 47,933,500 -1.9%
Fund Balance,January 1 6,255,515 3,789,813 6,164,584 6,164,584 6,682,351 8.4%
Total New Revenue 42,443,589 46,280,448 44,796,200 46,599,703 46,874,100 4.6%
Total Committed Expenditures (44,909,291) (43,905,677) (48,876,800) (46,081,936) (47,933,500) -1.9%
Fund Balance Plus Reserves 3,789,813 6,164,584 2,083,984 6,682,351 5,622,951 169.8%
8%Operating Reserves 3,592,743 3,512,454 3,210,144 2,901,555 2,936,535 -8.5%
Undesignated Fund Balance,Dec 31 197,070 2,652,130 (1,126,160) 3,780,796 2,686,416 -338.5%
Irs
Budget by Fund
6-5
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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 301 interest earnings and fees.
Table 6-4. Fund 007, Parking Garage Maintenance Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE r
Parking Garage Fees 0 0 0 10,742 0 N/A
Transfer In Fund 301 0 0 138,700 138,700 0 -100.0%
TOTAL NEW REVENUE 0 0 138,700 149,442 0 -100.0%
Use of Prior Yr Revenue 0 0 0 0 70,000 100.0%
TOTAL RESOURCES 0 0 138,700 149,442 70,000 -49.5%
EXPENDITURES:
Miscellaneous Costs 0 0 68,700 34,686 70,000 1.9%
TOTAL COMMITTED EXPENDITURES 0 0 68,700 34,686 70,000 1.9%
Increase to Reserves 0 0 70,000 0 0 -100.0%
TOTAL EXPENDITURES 0 0 138,700 34,686 70,000 -49.5%
Fund Balance,January 1 0 0 0 0 114,756 100.0%
Total New Revenue 0 0 138,700 149,442 0 -100.0%
Total Committed Expenditures 0 0 (68,700) (34,686) (70,000) 1.9%
Fund Balance Plus Reserves 0 0 70,000 114,756 44,756 -36.1% a
Designated Fund Balance 0 0 70,000 114,756 44,756 -36.1
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-6
Fund 010, Fire Memorial Fund
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This fund was created in 2004. The fund was created to accept
donations from citizens for Fire related purposes.
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IN
Table 6-5. Fund 010, Fire Memorial Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
r
REVENUE-
Fire
EVENUEFre Memorial Donation 0 0 0 31,153 0 N/A
Investment Interest 0 0 0 0 0 N/A
TOTAL NEW REVENUE 0 0 0 31,153 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 0 0 31,153 0 N/A
rr EXPENDITURES:
Mscellaneous 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
r TOTAL EXPENDITURES 0 0 0 0 0 N/A
Fund Balance,January 1 0 0 0 0 31,153 100.0%
Total New Revenue 0 0 0 31,153 0 N/A
Total Committed Expenditures 0 0 0 0 0 N/A
Fund Balance Plus Reserves 0 0 0 31,153 31,153 100.0%
Designated Fund Balance 0 0 0 31,153 31,153 100.0%
r Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-7
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Fund 101, Park Fund
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 6-6. Fund 101, Park Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE
Real&Personal Property Taxes 4,950,000 4,756,200 4,806,200 4,806,200 5,135,400 6.8%
Utility Tax/Electricity 2,899,375 2,977,193 3,201,000 2,820,262 3,251,700 1.6%
KC/Cultural Fac Prog Art Grant 0 3,000 0 4,500 0 N/A
Charges for Services 844,788 876,668 1,314,500 1,458,465 1,511,800 15.0%
Investment Interest 39,907 99,072 30,000 4,391 36,700 22.3%
Rents/Leases/Concessions 534,568 535,229 550,500 566,493 523,600 -4.9%
Contributions/Donations 11,995 81,643 3,100 16,840 2,900 -6.5%
Other Miscellaneous 6,444 1,447 0 954 0 N/A
TOTAL NEW REVENUE 9,287,076 9,330,452 9,905,300 9,678,105 10,462,100 5.6%
Use of Prior Yr Revenue 0 0 803,500 0 0 -100.0%
TOTAL RESOURCES 9,287,076 9,330,452 10,708,800 9,678,105 10,462,100 -2.3%
EXPENDITURES:
Regular Salaries 3,542,974 3,655,182 3,966,200 3,663,745 4,062,800 2.4%
Part Time Salaries 1,277,126 1,278,803 1,435,000 1,643,131 1,478,000 3.0%
Overtime 49,618 46,531 64,800 58,672 67,100 3.5%
Personnel Benefits 1,100,013 1,204,241 1,364,300 1,293,282 1,474,600 8.1%
Supplies 410,099 378,069 514,400 526,178 514,400 0.0%
Professional Services 123,897 95,643 179,700 128,153 132,700 -26.2%
Postage/Telephone/Other 25,465 21,428 17,100 22,103 17,100 0.0%
Travel/Training 34,198 23,449 35,300 16,297 35,300 0.0%
Advertising 3,988 4,062 3,100 4,162 3,100 0.0%
Other Rentals 8,017 6,832 15,500 3,920 15,500 0.0%
Equipment Rental 445,482 349,750 419,700 419,765 484,700 15.5%
Public Utility Services 817,212 915,820 1,060,900 938,410 1,100,200 3.7%
Repairs&Maintenance 576,597 545,757 696,300 619,188 678,300 -2.6%
Miscellaneous 454,758 442,650 428,200 494,424 398,300 -7.0%
Transfer Out Fund 306 0 0 300,000 300,000 0 -100.0%
Transfer Out Fund 307 2,100,000 0 0 0 0 N/A
Transfer Out Fund 502 0 0 50,000 50,000 0 -100.0%
Capital Outlay 12,925 0 158,300 169,363 0 -100.0%
TOTAL COMMITTED DCPBVDITURES 10,982,369 8,968,215 10,708,800 10,350,791 10,462,100 -2.3%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 10,982,369 8,968,215 10,708,800 10,350,791 10,462,100 -2.3%
Fund Balance,January 1 2,958,898 1,263,604 1,625,841 1,625,841 953,155 -41.4%
Total New Revenue 9,287,076 9,330,452 9,905,300 9,678,105 10,462,100 5.6%
Total Committed Expenditures (10,982,369) (8,968,215) (10,708,800) (10,350,791) (10,462,100) -2.3%
Fund Balance Plus Reserves 1,263,604 1,625,841 822,341 953,155 953,155 15.9%
8%Operating Reserves 878,590 717,457 856,704 828,063 836,968 -2.3%
Undesignated Fund Balance, Dec 31 385,014 908,384 (34,363) 125,092 116,187 -438.1/
Budget by Fund
6-8
.. 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
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Program and must be approved by the State Highway Department's District
State Aid Engineer. The fund allows the City to accomplish approved projects
using either City forces or contractors,and provides the capability of matching
so LID participation and outside agency grants. In 2005,$353,500 will be
transferred to the Transportation Capital Improvement Program(CIP) Fund
317,to provide funding for the continuing street overlay program.
go
irr Table 6-7. Fund 102, Arterial Street Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
ilr
REVENUE-
Arterial
EVENUEArterial Street Fuel Tax 347,983 358,239 348,500 394,445 351,500 0.9%
Investment Interest 6,960 1,876 2,000 2,448 2,000 0.0%
TOTAL NEW REVENUE 354,943 360,115 350,500 396,893 353,500 0.9%
Use of Prior Year Revenue 0 0 3,000 0 0 -100.0%
TOTAL RESOURCES 354,943 360,115 353,500 396,893 353,500 0.0%
1111
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%
+r 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 1 152,968 154,411 161,026 161,026 204,419 26.9%
Total New Revenue 354,943 360,115 350,500 396,893 353,500 0.9%
Total Committed Expenditures (353,500) (353,500) (353,500) (353,500) (353,500) 0.0%
Designated Fund Balance 154,411 161,026 158,026 204,419 204,419 29.4%
go Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
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Budget by Favid
6-9
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 2005 funding. Street
fuel taxes, a state shared revenue source,provides 13 percent of 2005
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 6-8. Fund 103, Street Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
Real
EVENUEReal&Personal Property Taxes 3,193,800 2,926,300 3,014,500 3,014,500 3,221,000 6.9%
Utility Taxes 1,067,570 836,315 1,217,500 1,038,968 1,263,900 3.8%
Licenses&Perrnits 24,305 43,557 24,000 25,004 26,300 9.6%
State Shared Revenue 765,855 766,176 775,700 736,855 788,100 1.6%
Investment Interest 21,999 6,779 20,000 4,957 24,400 22.0%
Other Miscellaneous 10,860 95 57,800 10,915 57,800 0.0%
Interfund Revenue 793,322 933,875 945,900 1,031,487 902,000 -4.6%
TOTAL NEW REVENUE 5,877,711 5,513,097 6,055,400 5,862,686 6,283,500 3.8%
Use of Prior Yr Revenue 0 0 399,600 0 2,700 -99.3%
TOTAL RESOURCES 5,877,711 5,513,097 6,455,000 5,862,686 6,286,200 -2.6%
EXPENDITURES:
Regular Salaries 2,698,373 2,785,179 3,056,100 2,747,469 3,181,400 4.15/c
Part Time Salaries 104,457 85,484 109,700 72,925 85,700 -21.9%
Overtime 66,831 59,640 57,300 60,822 59,600 4.0%
Personnel Benefits 705,915 767,718 886,700 789,335 971,800 9.6%
Supplies 341,999 340,861 331,000 285,435 331,000 0.0%
Professional Services 55,240 52,019 45,700 16,545 60,700 32.8%
Postage/Telephone/Other 10,886 8,390 9,700 8,805 9,700 0.0%
Travel/Training 43,835 32,374 49,500 28,803 49,500 0.0%
Other Rentals 5,105 3,374 7,700 1,001 7,700 0.0%
Equipment Rental 683,008 535,894 643,000 643,054 685,900 6.7%
Public Utility Services 737,055 732,447 800,500 816,844 770,100 -3.8%
Repairs&Maintenance 14,115 129,187 100,900 85,512 50,800 -49.7%
Miscellaneous 14,231 15,104 19,100 12,077 19,100 0.0%
Machinery&Equipment 0 0 0 6,824 0 N/A
Interfund Payments 9,627 10,773 3,100 15,213 3,200 3.2%
Transfer Out 425,000 0 335,000 335,000 0 -100.0%
TOTAL COMMITTED EXPENDITURES 5,915,677 5,558,444 6,455,000 5,925,665 6,286,200 -2.6%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 5,915,677 5,558,444 6,455,000 5,925,665 6,286,200 -2.6%
Fund Balance,January 1 974,464 936,498 891,151 891,151 828,172 -7.1%
Total New Revenue 5,877,711 5,513,097 6,055,400 5,862,686 6,283,500 3.8%
Total Committed Expenditures (5,915,677) (5,558,444) (6,455,000) (5,925,665) (6,286,200) -2.6%
Fund Balance Plus Reserves 936,498 891,151 491,551 828,172 825,472 67.9%
8%Operating Reserves 473,254 444,676 516,400 474,053 502,896 -2.6%
Undesignated Fund Balance, Dec 31 463,244 446,475 (24,849) 354,119 322,576 -1398.1%
Budget by Fund
6-10
++. Fund 104, Community Development Block Grant Fund
The CDBG fund collects and disburses Community Development grant monies.
Current agencies include Visiting Nurse Services,Renton Communities in
Schools,Emergency Feeding,Domestic Abuse Women's Network Shelter,
Community Health Centers of King County,Primary Dental,ElderHealth, and
City of Renton Housing Repair.
Table 6-9. Fund 104, Community Development Block Grant Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE:-
Comm
EVENUEComm Dev Block Grants 263,586 317,647 331,600 297,398 314,500 -5.2%
Investment Interest 0 0 0 436 0 N/A
Operating Transfer 0 0 0 0 0 N/A
TOTAL NEW REVENUE 263,586 317,647 331,600 297,834 314,500 -5.2%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 263,586 317,647 331,600 297,834 314,500 -5.2%
EXPENDITURES:
M Salaries 126,453 136,084 148,400 132,519 144,400 -2.7910
Part Time Salaries 19,528 25,661 30,000 24,211 20,500 -31.7%
Overtime 0 0 1,000 618 1,000 0.0%
is Personnel Benefits 29,293 33,536 39,900 31,213 39,500 -1.0%
Supplies 10,592 15,708 15,000 11,295 15,000 0.0%
Professional Services 75,088 77,057 89,700 79,165 86,700 -3.3%
Postage/Telephone/Other 1,346 904 1,800 794 1,800 0.0%
IN Travel/Training 844 1,119 2,400 140 1,500 -37.5%
Equipment Rental 1,115 1,781 2,700 1,941 2,700 0.0%
Public Utility Services 277 46 300 314 500 66.791.
to Repairs&Maintenance 0 67 600 0 600 0.0%
CIP Plan 0 0 30,000 6,310 0 -100.0%
Miscellaneous 0 574 300 0 300 0.0%
SUB-TOTAL OPERATING BUDGET 264,536 292,538 362,100 288,521 314,500 -13.1%
Capital Improvement Project Plan 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 264,536 292,538 362,100 288,521 314,500 -13.1%
Increase to Reserves 0 0 0 0 0 N/A
s TOTAL EXPENDITURES 264,536 292,538 362,100 288,521 314,500 -13.1%
Fund Balance,January 1 (4,838) (5,788) 19,321 19,321 28,634 48.2%
Total New Revenue 263,586 317,647 331,600 297,834 314,500 -5.2%
an Total Committed Expenditures (264,536) (292,538) (362,100) (288,521) (314,500) -13.1%
Designated Fund Balance (5,788) 19,321 (11,179) 28,634 28,634 -356.1%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
rr
Budget by Fund
6-11
r
,
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 2005,97
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.
Table 6-10. Fund 106, Library Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adl Bdgt Actual Budget 04/05
REVENUE-
Real
EVENUEReal&Personal Property Tax 1,425,000 1,435,471 1,493,800 1,893,800 1,455,200 -2.6%
Charges for Services 8,296 9,344 6,000 9,533 6,200 3.3%
Library Fines 38,306 41,182 28,900 44,358 29,500 2.1%
Investment Interest 2,131 (24) 2,000 2,621 2,400 20.0%
Contributions/Book Sale 10,775 4,179 1,500 3,592 1,400 -6.7%
Other Miscellaneous Revenue 62 95 0 (177) 0 N/A
TOTAL NEW REVENUE 1,484,571 1,490,248 1,532,200 1,953,727 1,494,700 -2.4%
Use of Prior Yr Revenue 0 0 114,100 0 0 -100.0%
TOTAL RESOURCES 1,484,571 1,490,248 1,646,300 1,953,727 1,494,700 -9.2%
EXPENDITURES:
Regular Salaries 696,619 766,266 782,000 693,687 728,800 -6.8%
Part Time Salaries 210,051 200,217 186,600 201,941 192,200 3.0%
Overtime 310 6,164 2,400 8,409 2,500 4.2%
Personnel Benefits 184,631 216,350 235,700 204,466 239,300 1.5%
Supplies 18,764 12,453 22,800 25,802 22,800 0.0%
Supplies/Library Books 226,890 191,226 213,500 217,429 213,500 0.0%
Professional Services 70,586 58,167 45,400 76,158 47,700 5.1%
Travel/Training 6,344 6,467 9,600 4,650 9,600 0.0%
Other Rentals 0 0 600 0 600 0.0%
Repairs&Maintenance 3,708 6,348 30,800 10,208 30,800 0.0%
Miscellaneous 6,481 7,276 5,900 7,809 5,900 0.0%
Transfer Out Fund 502 0 0 110,000 110,000 0 -100.0%
Capital Outlay 762 0 1,000 0 1,000 0.0%
TOTAL COMMITTED EXPENDITURES 1,425,145 1,470,933 1,646,300 1,560,557 1,494,700 -9.2%
Increase to Reserves 0 0 0 0 0 N/A
a
TOTAL EXPENDITURES 1,425,145 1,470,933 1,646,300 1,560,557 1,494,700 -9.2%
Fund Balance,January 1 167,677 227,103 246,418 246,418 639,588 159.6%
Total New Revenue 1,484,571 1,490,248 1,532,200 1,953,727 1,494,700 -2.4%
Total Corrrritted Expenditures (1,425,145) (1,470,933) (1,646,300) (1,560,557) (1,494,700) -9.2%
Fund Balance Plus Reserves 227,103 246,418 132,318 639,588 639,588 383.4%
8%Operating Reserves 114,012 117,675 131,704 124,845 119,576 -9.2%
Undesignated Fund Balance, Dec 31 113,092 128,743 614 514,743 520,012 84621.5/
Budget by Fund
6-12
.. 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 hotellmotel 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.
Ira
Table 6-11. Fund 110, Hotel/Motel Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adl Bdgt Actual Budget 04/05
REVENUE
HoteVNbtel Tax 148,798 143,960 130,000 154,114 150,000 15.4%
Marketing Contributions 56,901 35,525 65,000 57,500 65,000 0.0%
Investment Interest 3,740 2,363 2,500 5,528 5,000 100.0%
TOTAL NEW REVENUE 209,439 181,848 197,500 217,142 220,000 11.4%
r Use of Prior Yr Revenue 0 0 18,000 0 0 -100.0%
TOTAL RESOURCES 209,439 181,848 215,500 217,142 220,000 2.1%
■a
EXPENDITURES:
Marketing 135,805 103,818 112,000 105,632 120,000 7.1%
Tourism 78,922 95,966 103,500 100,773 100,000 -3.4%
TOTAL COMMITTED EXPENDITURES 214,727 199,784 215,500 206,405 220,000 2.1%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 214,727 199,784 215,500 206,405 220,000 2.1%
Fund Balance,January 1 267,335 262,047 244,111 244,111 254,848 4.4%
r Total New Revenue 209,439 181,848 197,500 217,142 220,000 11.4%
Total Committed Expenditures (214,727) (199,784) (215,500) (206,405) (220,000) 2.1%
Designated Fund Balance 262,047 244,111 226,111 254,848 254,848 12.751.
is Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
ra
NK
rr
r
ra►
Budget by Fund
6-13
s
as
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 accommodating,establishing, and maintaining certain paths and
trails. Accumulated funds must be used within a ten-year period.
Table 6-12. Fund 118, Reserve for Paths and Trails Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adl Bdgt Actual Budget 04/05
REV ENUE
Street Fuel Tax- 1/2 of 1% 0 0 0 0 0 N/A
Investment Interest 0 0 0 19 0 N/A
TOTAL NEW REVENUE 0 0 0 19 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 0 0 19 0 N/A
EXPENDITURES:
f
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 2,807 2,807 2,807 2,807 2,826 0.7%
Total New Revenue 0 0 0 19 0 N/A
Total Committed Expenditures 0 0 0 0 0 N/A
Designated Fund Balance 2,807 2,807 2,807 2,826 2,826 0.7%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
11
Budget by Fund
6-14
s.
M 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
s
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 2005, an art project
will be selected for the Downtown Parking Garage.
Ir
Table 6-13. Fund 125, 1%for Art Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
Investment
EVENUE-Investment Interest 1,437 969 0 2,150 0 N/A
Bond Proceeds 0 0 0 0 0 N/A
Other Financing Sources 14,192 0 0 3,278 0 N/A
Transfer In Fund 304 0 26,926 0 0 0 N/A
Transfer In Fund 307 0 32,374 0 0 0 N/A
TOTAL NEW REVENUE 15,629 60,269 0 5,428 0 N/A
Use of Prior Yr Revenue 0 0 50,000 0 50,000 0.0%
TOTAL RESOURCES 15,629 60,269 50,000 5,428 50,000 0.0%
EXPENDITURES:
Capital Projects 23,071 45,701 50,000 3,293 50,000 0.0%
Transfer Out Fund 316 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 23,071 45,701 50,000 3,293 50,000 0.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 23,071 45,701 50,000 3,293 50,000 0.0%
Fund Balance,January 1 89,287 81,845 96,413 96,413 98,548 2.2%
Total New Revenue 15,629 60,269 0 5,428 0 N/A
Total Committed Expenditures (23,071) (45,701) (50,000) (3,293) (50,000) 0.0%
Designated Fund Balance 81,845 96,413 46,413 98,548 48,548 4.6%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
INK
Budget by Fund
6-15
Fund 127, Cable Communications Development Fund
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 external organizations for broadcast. On May 8, 1995,
Council authorized the broadcasting of weekly Council meetings on Channel
21. In December 1995,Council authorized the broadcasting of the
Committee of the Whole meetings. In 1998 the City began to produce
quarterly videos on various highlights of the City. This included major ._
private and public capital projects and highlights of major City sponsored
events.
Table 6-14. Fund 127, Cable Communications Development Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
a
REVENUE:
Utility Tax/TV Cable 30,000 30,000 35,000 35,000 35,000 0.0%
Investment Interest 1,289 13,442 2,400 2,024 2,400 0.0%
Other Nlisc.Revenue 3,000 0 1,500 1,500 1,500 0.0%
TOTAL NEW REVENUE 34,289 43,442 38,900 38,524 38,900 0.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 34,289 43,442 38,900 38,524 38,900 0.0%
EXPENDITURES:
Supplies 2,151 1,375 3,500 1,952 5,800 65.791.
Professional Services 20,950 18,657 25,100 24,540 25,100 0.0%
Repairs and Maintenance 7,312 3,361 8,000 2,732 8,000 0.0%
Capital Outlay 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 30,413 23,393 36,600 29,223 38,900 6.3%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 30,413 23,393 36,600 29,223 38,900 6.3%
Fund Balance,January 1 172,213 176,089 196,138 196,138 205,438 4.7%
Total New Revenue 34,289 43,442 38,900 38,524 38,900 0.0%
Total Conurrtted Expenditures (30,413) (23,393) (36,600) (29,223) (38,900) 6.3%
Designated Fund Balance 176,089 196,138 198,438 205,438 205,438 3.5%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-16
r
r
Fund 131, Park Memorial Fund
This fund was created in 2001. The fund was created to accept
A gifts for park and recreation purposes.
s
to Table 6-I5. Fund 131, Park Memorial Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adl Bdgt Actual Budget 04/05
to REVENUE:
Donations 0 50,000 0 50,000 0 N/A
Investment Interest 0 0 0 690 0 N/A
ap TOTAL NEW REVENUE 0 50,000 0 50,690 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 50,000 0 50,690 0 N/A
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDffURES 0 0 0 0 0 N/A
110 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 50,000 50,000 100,690 101.4%
Ir Total New Revenue 0 50,000 0 50,690 0 N/A
Total Committed Expenditures 0 0 0 0 0 N/A
Designated Fund Balance 0 50,000 50,000 100,690 100,690 101.4%
Ir Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
M
to
tIU
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Budget by Fund
6-L7
WA
Funds 201/207/212/215,Limited Tax General Obligation Bonds
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 and expenditures. Fund 201 (table 6-17)
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 6-18 and 6-20) 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 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,
2005 was $28,349,402.
Table 6-16. Funds 201/207/212/215, Limited Tax General Obligation Bond Funds
sit
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE:
Property Tax(General Levy) 1,025,500 977,875 1,036,100 1,036,100 1,043,100 0.7%
Real Estate Excise Tax 1,297,662 1,584,211 1,200,000 2,251,358 1,189,000 49%
Investment Interest/Allocation 32,245 17,126 20,000 21,674 24,400 22.0%
Transfer In Fund 000 753,059 0 0 0 0 N/A
Transfer In Fund 304 0 298,000 300,000 215,000 300,000 0.0%
Transfer In Fund 401 77,700 0 0 0 0 N/A
TOTAL NEW REVENUE 3,186,165 2,877,212 2,556,100 3,524,132 2,556,500 0.0%
Use of Prior Year Revenue 0 0 383,000 0 0 -100.0%
TOTAL RESOURCES 3,186,165 2,877,212 2,939,100 3,524,132 2,556,500 -13.0%
EXPENDITURES:
Debt Service:Principal 1,229,269 1,186,041 1,093,500 1,092,578 965,900 -11.7%
Debt Service:Interest 1,078,894 1,611,579 1,612,600 1,565,932 1,590,600 -1.4%
Transfer Out 207 to Fund 502 0 0 0 0 0 N/A
Transfer Out 215 to Fund 316 500,000 0 233,000 233,000 0 -100.0%
Transfer Out 212 to Fund 316 54202 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 2,862,364 2,797,620 2,939,100 2,891,510 2,556,500 -13.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,862,364 2,797,620 2,939,100 2,891,510 2,556,500 -13.0%
Fund Balance,January 1 654,024 977,825 1,057,418 1,057,418 1,690,040 59.8%
Total New Revenue 3,186,165 2,877,212 2,556,100 3,524,132 2,556,500 0.0%
Total Committed Expenditures (2,862,364) (2,797,620) (2,939,100) (2,891,510) (2,556,500) -13.0%
Fund Balance Plus Reserves 977,825 1,057,418 674,418 1,690,040 1,690,040 150.6%
Debt Service Reserves 753,000 753,000 785,000 785,000 785,000 0.0%
Undesignated Fund Balance, Dec 31 224,825 304,418 (110,582) 905,040 905,040 -918.4%
Budget by Fund
6-18
r.
�. Fund 201, Limited Tax General Obligation Bond Fund
(City Hall)
Fund 201 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 6-17. Fund 201, Limited Tax General Obligation Bond Fund(City Hall)
2002 2003 2004 2004 2005 Change
Item ,Actual Actual Adj Bdgt Actual Budget 04/05
r
REVENUE-
Property
EVENUEProperty Tax(General Levy) 650,000 654,300 654,300 654,300 654,300 0.0%
Investment Interest 54 0 0 430 0 N/A
TOTAL NEW REVENUE 650,054 654,300 654,300 654,730 654,300 0.0%
Use of Prior Year Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 650,054 654,300 654,300 654,730 654,300 0.0%
EXPENDITURES:
Debt Service:Principal 0 0 0 0 0 N/A
4
Debt Service:Interest 652,068 652,063 654,300 652,460 654,300 0.0%
r TOTAL COMMITTED EXPENDITURES 652,068 652,063 654,300 652,460 654,300 0.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 652,068 652,063 654,300 652,460 654,300 0.0%
Fund Balance,January 1 13,313 11,299 13,536 13,536 15,806 16.8%
Total New Revenue 650,054 654,300 654,300 654,730 654,300 0.0%
Total Committed Expenditures (652,068) (652,063) (654,300) (652,460) (654,300) 0.0%
Fund Balance Plus Reserves 11,299 13,536 13,536 15,806 15,806 16.8%
Debt Service Reserves 0 0 0 0 0 N/A
Undesignated Fund Balance, Dec 31 11,299 13,536 13,536 15,806 15,806 16.8%
Im
Budget by Fund
6-19
r
Fund 207, Limited Tax General Obligation Bond Fund •r
(Senior Center)
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 the
Renton Senior Activity Center was 2.89 percent. The first annual
principal and interest payment was paid December 2003.
Table 6-18. Fund 207, Limited Tax General Obligation Bond Fund(Senior Center)
2002 2003 2004 2004 2005 Change rd
Item Actual Acutal Adj Bdgt Acutal Budget 04/05
REVENUE:
Property Tax (General Levy) 500 35,100 28,900 28,900 35,900 24.2%
Investment Interest 303 242 0 248 0 N/A
TOTAL NEW REVENUE 803 35,342 28,900 29,148 35,900 24.2%
Use of Prior Year Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 803 35,342 28,900 29,148 35,900 24.2%
EXPENDITURES:
Debt Service:Principal 0 24,553 19,000 18,203 22,400 17.9%
Debt Service:Interest 7 9,992 9,900 8,972 13,500 36.4%
Transfer Out Fund 502 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 7 34,544 28,900 27,175 35,900 24.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 7 34,544 28,900 27,175 35,900 24.2%
Fund Balance,January 1 23,463 24,259 25,057 25,057 27,030 7.9%
Total New Revenue 803 35,342 28,900 29,148 35,900 24.2%
Total Committed Expenditures (7) (34,544) (28,900) (27,175) (35,900) 24.2%
Fund Balance Plus Reserves 24,259 25,057 25,057 27,030 27,030 7.9%
Debt Service Reserves 0 0 0 0 0 N/A
Undesignated Fund Balance, Dec 31 24,259 25,057 25,057 27,030 27,030 7.9%
t
Will
M1
Budgerby Fund
6-20
Fund 212, Limited Tax General Obligation Refunding Bonds Fund
(City Shops)
Fund 212 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).
Am
Table 6-19. Fund 212, Limited Tax General Obligation Refunding Bonds Fund(City Shops)
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE
Property Tax (General Levy) 300,200 0 0 0 0 N/A
Investment Interest 1,417 0 0 0 0 N/A
TOTAL NEW REVENUE 301,617 0 0 0 0 N/A
Use of Prior Year Revenue 0 0 0 0 0 N/A
r TOTAL RESOURCES 301,617 0 0 0 0 N/A
EXPENDITURES:
Debt Service:Principal 290,000 0 0 0 0 N/A
Debt Service:Interest 10,356 0 0 0 0 N/A
Transfer Out Fund 316 54,202 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 354,558 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 354,558 0 0 0 0 N/A
Fund Balance,January 1 52,941 0 0 0 0 0.0%
Total New Revenue 301,617 0 0 0 0 N/A
Total Committed Expenditures (354,558) 0 0 0 0 N/A
Fund Balance Plus Reserves 0 0 0 0 0 0.0%
Debt Service Reserves 0 0 0 0 0 N/A
Undesignated Fund Balance, Dec 31 0 0 0 0 0 0.0%
Ir
Budget by Fund
6-21
so
Fund 215, General Governmental Miscellaneous Debt Service Fund 0111
Fund 215 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 so
project for City Hall. For more detail on any of these debt issues,see the
separately published City of Renton Debt Manual.
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Table 6-20. Fund 215, General Governmental Miscellaneous Debt Service Fund
2002 2003 2004 2004 2005 Change INA
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
Property
EVENUEProperty Tax(General Levy) 74,800 288,475 352,900 352,900 352,900 0.0%
Real Estate Excise Tax 1,297,662 1,584,211 1,200,000 2,251,358 1,189,000 -0.9%
Investment Interest 30,471 16,884 20,000 20,996 24,400 22.0%
Transfer In Fund 000 753,059 0 0 0 0 N/A
Transfer In Fund 304 0 298,000 300,000 215,000 300,000 0.0%
Transfer In Fund 401 77,700 0 0 0 0 N/A
TOTAL NEW REVENUE 2,233,691 2,187,570 1,872,900 2,840,254 1,866,300 -0.4%
Use of Prior Year Revenue 0 0 383,000 0 0 -100.0%
TOTAL RESOURCES 2,233,691 2,187,570 2,255,900 2,840,254 1,866,300 -17.3%
EXPENDITURES:
Debt Service:Principal 939,269 1,161,488 1,074,500 1,074,375 943,500 -12.2%
Debt Service:Interest 416,462 949,524 948,400 904,500 922,800 -2.7%
Transfer Out Fund 316 500,000 0 233,000 233,000 0 -100.0%
TOTAL COMMITTED EXPENDITURES 1,855,731 2,111,012 2,255,900 2,211,875 1,866,300 -17.3%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 1,855,731 2,111,012 2,255,900 2,211,875 1,866,300 -17.3%
Fund Balance,January 1 564,306 942,266 1,018,824 1,018,824 1,647,203 61.7%
Total New Revenue 2,233,691 2,187,570 1,872,900 2,840,254 1,866,300 -0.4%
Total Committed Expenditures (1,855,731) (2,111,012) (2,255,900) (2,211,875) (1,866,300) -17.3%
Fund Balance Plus Reserve 942,266 1,018,824 635,824 1,647,203 1,647,203 159.1%
Debt Service Reserves 753,000 753,000 785,000 785,000 785,000 0.0%
Undesignated Fund Balance, Dec 31 189,266 265,824 (149,176) 862,203 862,203 -678.0%
l
Budget by Fund
6-22
M
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 (table 6-23) maintains the revenue and expenditures for the
1993 refunding issue relating to Senior Housing. For more detail on this issue, see the
IN separately published City of Renton Debt Manual. The outstanding balance for all
ULTGO debt as of January 1,2005 was $2,280,000. Fund 213 (table 6-22) was closed in
2002 after the final debt service payment had been made on the debt accounted for in this
fund.
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am Table 6-21. Funds 2131219, Unlimited Tax General Obligation Bond Funds
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04105
111110
REVENUE
Property Tax(Voted Levy) 510,660 519,913 512,600 520,855 514,100 0.3%
Investment Interest 22,266 1,822 5,000 5,167 5,000 0.0%
an TOTAL NEW REVENUE 532,926 521,735 517,600 526,022 519,100 0.3%
Use of Prior Yr Revenue 0 0 18,900 0 0 -100.0%
TOTAL REVENUE 532,926 521,735 536,500 526,022 519,100 -3.2%
EXPENDITURES:
Debt Service: Principal 485,000 365,000 365,000 385,000 410,000 12.3%
Debt Service: Interest 163,848 142,920 171,500 142,874 109,100 -36.4%
Transfer Out Fund 502 372,256 0 0 0 0
TOTAL COMMITTED EXPENDITURES 1,021,104 507,920 536,500 527,874 519,100 -3.2%
Increase for Designated Fund Balance 0 0 0 0 0 N/A
TOTAL EXPENDITURES 1,021,104 507,920 536,500 527,874 519,100 -3.2%
Fund Balance,January 1 1,048,876 560,698 574,513 574,513 572,661 -0.3%
Total New Revenue 532,926 521,735 517,600 526,022 519,100 0.3%
Total CorrynitedExpenditures 1,021,104 (507,920) (536,500) (527,874) (519,100) -3.2%
Designated Fund Balance 560,698 574,513 555,613 572,661 572,661 3.1%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
i
Budget by Fund
6-23
r
10
Fund 213, Unlimited Tax General Obligation Refunding Ed
Bond Fund(Coulon Park)
Fund 213 was closed in 2002 after the final debt service payment
has been made on the debt accounted for in this fund. The fund ■r
balance was transferred to the Insurance Fund 502.
r
Table 6-22. Fund 213, Unlimited Tax General Obligation Refunding Bond Fund(Coulon Park)
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE:
Investment Interest 17,047 0 0 0 0 N/A
TOTAL NEW REVENUE 17,047 0 0 0 0 N/A so
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL REVENUE 17,047 0 0 0 0 N/A
EXPENDITURES:
Debt Service:Principal 140,000 0 0 0 0 N/A
Debt Service:Interest 4,460 0 0 0 0 N/A
Transfer Out Fund 502 372,256 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 516,716 0 0 0 0 N/A
Increase for Designated Fund Balance 0 0 0 0 0 N/A
TOTAL EXPENDITURES 516,716 0 0 0 0 N/A
Fund Balance,January 1 499,669 0 0 0 0 N/A
Total New Revenue 17,047 0 0 0 0 N/A ,
Total ConTnitted Expenditures (516,716) 0 0 0 0 N/A
Designated Fund Balance 0 0 0 0 0 N/A
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
ad
a✓
ad
so
Budget by Fund
6-24
s Fund 219, Unlimited Tax General Obligation Bond Fund
(Senior Housing)
Fund 219 maintains the revenue and expenditures for the 1993 refunding issue
IM relating to Senior Housing.
IN
Table 6-23. Fund 219, Unlimited Tax General Obligation Bond Fund(Senior Housing)
Ift 2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
Property
EVENUEProperty Tax(Voted Levy) 510,660 519,913 512,600 520,855 514,100 0.3%
Investment Interest 5,219 1,822 5,000 5,167 5,000 0.0%
TOTAL NEW REVENUE 515,879 521,735 517,600 526,022 519,100 0.3%
Use of Prior Yr Revenue 0 0 18,900 0 0 -100.0%
TOTAL REVENUE 515,879 521,735 536,500 526,022 519,100 -3.2%
EXPENDITURES:
+� Debt Service:Principal 345,000 365,000 365,000 385,000 410,000 12.3%
Debt Service:Interest 159,388 142,920 171,500 142,874 109,100 -36.4%
TOTAL COMMITTED EXPENDITURES 504,388 507,920 536,500 527,874 519,100 -3.2%
Increase for Designated Fund Balance 0 0 0 0 0 N/A
TOTAL EXPENDITURES 504,388 507,920 536,500 527,874 519,100 -3.2%
Fund Balance,January 1 549,207 560,698 574,513 574,513 572,661 -0.3%
Total New Revenue 515,879 521,735 517,600 526,022 519,100 0.3%
Total Committed Expenditures (504,388) (507,920) (536,500) (527,874) (519,100) -3.2%
Designated Fund Balance 560,698 574,513 555,613 572,661 572,661 3.1%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-25
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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.
t
Table 6-24. Fund 220, L.LD. Debt Service Fund
.r
2002 2003 2004 2004 2005 Change
Item Actual Actual Adl Bdgt Actual Budget 04/05
REVENUE: r
LID Assessments&Interest 364,534 295,674 13,300 20,852 7,000 -47.4%
Investment Interest 443 39,463 4,100 4,231 2,500 -39.0%
TOTAL NEW REVENUE 364,977 335,137 17,400 25,083 9,500 -45.4%
Use of Prior Yr Revenue 0 0 0 0 3,300 100.0%
TOTAL RESOURCES 364,977 335,137 17,400 25,083 12,800 -26.4%
EXPENDITURES:
Operating Transfer-Out 67,621 465,000 10,300 10,300 9,300 -9.79,o'
Transfer Out Fund 316 323,000 267,600 0 0 0 N/A
Debt Service:Principal 135,000 0 0 0 0 N/A
Debt Service:Interest 11,290 3,000 7,000 2,285 3,500 -50.0%
TOTAL COMMITTED EXPENDITURES 536,911 735,600 17,300 12,585 12,800 -26.0%
Increase to Reserves 0 0 100 0 0 -100.0%
TOTAL EXPENDITURES 536,911 735,600 17,400 12,585 12,800 -26.4%
Fund Balance,January 1 603,087 431,153 30,690 30,690 43,188 40.7%
Total New Revenue 364,977 335,137 17,400 25,083 9,500 -45.4%
Total CornnittedExpenditures (536,911) (735,600) (17,300) (12,585) (12,800) -26.0%
Designated Fund Balance 431,153 30,690 30,790 43,188 39,888 29.5%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-26
rrr 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 collected from LID
assessments during the prescribed time period. State law requires that this fund be
maintained as long as there are any outstanding LID bonds. Sources of revenue to this fund
can include general property taxes,investment interest, and any surplus remaining in an LID
after all obligations have been met. State law allows transfers from this fund to the General
Fund,limited to an amount 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.
r
Table 6-25. Fund 221, L.I.D. Guaranty Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
Investment
EVENUEInvestment Interest 566 0 0 0 0 N/A
TOTAL NEW REVENUE 566 0 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 566 0 0 0 0 N/A
EXPENDITURES:
Transfer Out Fund 502 152,132 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 152,132 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 152,132 0 0 0 0 N/A
Fund Balance,January 1 151,567 1 0 0 0 0.0%
Total New Revenue 566 0 0 0 0 N/A
Total Conuritted Expenditures (152,132) 0 0 0 0 N/A
Designated Fund Balance 1 1 0 0 0 0.0%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-27
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 6-26. Fund 301, Garage Capital Improvement Project Fund
2002 2003 2004 2004 2005 Change
q
Item Actual Actual Adj Bdgt Actual Budget 04/05
Ed
REV ENUE:
Parking Garage Fees 0 832 0 0 0 N/A
Investment Interest 127,879 311,992 0 1,688 0 N/A
TOTAL NEW REVENUE 127,879 312,823 0 1,688 0 N/A
Use of Prior Yr Revenue 0 0 1,915,200 0 0 -100.0%
TOTAL RESOURCES 127,879 312,823 1,915,200 1,688 0 -100.0%
EXPENDITURES:
Regular Salaries 49,073 33,118 0 0 0 N/A
Personnel Benefits 13,012 8,686 0 0 0 N/A
Supplies 745 0 0 0 0 N/A
Traveffraining 422 0 0 0 0 N/A
Capital Outlay 5,524,985 2,247,272 101,500 55,929 0 -100.0%
Other 0 392 0 182 0 N/A
Transfer Out Fund 502 0 0 175,000 175,000 0 -100.0%
Transfer Out Fund 007 0 0 138,700 138,700 0 -100.0%
Transfer Out Fund 317 0 0 1,500,000 1,500,000 0 -100.0%
TOTAL COMMITTED EXPENDITURES 5,588,238 2,289,468 1,915,200 1,869,811 0 -100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 5,588,238 2,289,468 1,915,200 1,869,811 0 -100.0%
Fund Balance,January 1 9,478,118 4,017,759 2,041,115 2,041,115 172,992 -91.5%
Total New Revenue 127,879 312,823 0 1,688 0 N/A
Total ComrrittedExpenditures (5,588,238) (2,289,468) (1,915,200) (1,869,811) 0 -100.0%
Designated Fund Balance 4,017,759 2,041,115 125,915 172,992 172,992 37.4%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-28
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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 2005-2010 CIP.
r
Table 6-27. Fund 303, Community Development Impact Mitigation Fund
2002 2003 2004 2004 2005 Change
r Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
King
EVENUEKing County grant-Edlund 0 0 250000 250000 0 -100.0%
Community Dev.fvitigation Fees 383,784 476,603 225,000 245,054 250,000 11.1%
Investment Interest 41,699 14,240 12,000 5,981 5,000 -58.3%
Transfer In Fund 316 0 0 14,000 14,000 0 -100.0%
TOTAL NEW REVENUE 425,484 490,843 501,000 515,035 255,000 -49.1%
Use of Prior Yr Revenue 0 0 774,000 0 0 -100.0%
TOTAL RESOURCES 425,484 490,843 1,275,000 515,035 255,000 -80.0%
r EXPENDITURES:
Community Dev. Mtigation Proj 59,550 992,272 1,275,000 1,274,705 0 -100.0%
TOTAL COMMITTED EXPENDITURES 59,550 992,272 1,275,000 1,274,705 0 -100.0%
Increase to Reserves 0 0 0 0 255,000 100.0%
TOTAL EXPENDM IRES 59,550 992,272 1,275,000 1,274,705 255,000 -80.0%
Fund Balance,January 1 1,195,576 1,561,510 1,060,081 1,060,081 300,411 -71.7%
r Total New Revenue 425,484 490,843 501,000 515,035 255,000 -49.1%
Total Committed Expenditures (59,550) (992,272) (1,275,000) (1,274,705) 0 -100.0%
Designated Fund Balance 1,561,510 1,060,081 286,081 300,411 555,411 94.1%
r Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-29
r
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 2005-2010 CIP. Bonds were issued in 2002 for
the completion of Fire Station 12 completed in 2004.
Table 6-28. Fund 304, Fire Impact Mitigation Fund +r
2002 2003 2004 2004 2005 Change
Item Actual Actual Adl Bdgt Actual Budget 04/05
REVENUE-
Fire
EVENUEFire Mtigation Fees 518,665 371,680 200,000 659,446 275,000 37.5%
Bond Proceeds 3,879,038 0 0 0 0 N/A
Investment Interest 30,974 108,027 25,000 87,662 25,000 0.0%
Transfer In Fund 316 0 0 93,000 93,000 0 -100.0%
TOTAL NEW REVENUE 4,428,677 479,707 318,000 840,108 300,000 -5.7%
Use of Prior Yr Revenue 0 0 1,278,300 0 0 -100.0%
TOTAL RESOURCES 4,428,677 479,707 1,596,300 840,108 300,000 -81.2%
EXPENDITURES:
Regular Salaries 44,409 56,854 0 7,800 0 N/A
Personnel Benefits 12,365 16,115 0 1,768 0 N/A
Supplies 880 364 0 0 0 N/A
Debt Service Costs 73,487 0 0 0 0 N/A
Fre Mitigation Projects 563,175 3,306,305 1,296,300 1,371,568 0 -100.0%
Transfer Out Fund 125 0 26,926 0 0 0 N/A
Transfer Out Fund 215 0 298,000 300,000 215,000 300,000 0.0%
TOTAL COMMITTED EXPENDITURES 694,316 3,704,564 1,596,300 1,596,136 300,000 -81.2/
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 694,316 3,704,564 1,596,300 1,596,136 300,000 -81.2%
Fund Balance,January 1 988,699 4,723,060 1,498,203 1,498,203 742,174 -50.5%
Total New Revenue 4,428,677 479,707 318,000 840,108 300,000 -5.75,o'
Total ConxnittedExpenditures (694,316) (3,704,564) (1,596,300) (1,596,136) (300,000) -81.2%
Designated Fund Balance 4,723,060 1,498,203 219,903 742,174 742,174 237.5%
Undesignated Fund Balance,Dec 31 0 0 0 0 0 N/A
a
)
r�
Budget by Fund
6-30
r. 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
W 1990 and 2010 by new development. The Designated Fund Balance is for city
identified projects in the 2005-2010 Capital Improvement Program(CIP) and
the 2005-2010 Transportation Capital Improvement Program(TCIP).
to
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Table 6-29. Fund 305, Transportation Impact Mitigation Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
tri
REVENUE-
Transportation
EVENUETransportation Mtigation Fees 1,001,645 388,768 500,000 915,752 500,000 0.0%
Investment Interest 90,534 161,347 150,000 35,404 100,000 -33.3%
Transfer In Fund 316 0 0 107,000 107,000 0 -100.0%
TOTAL NEW REVENUE 1,092,179 550,115 757,000 1,058,156 600,000 -20.7%
Use of Prior Yr Revenue 0 0 632,300 0 713,400 12.8%
TOTAL RESOURCES 1,092,179 550,115 1,389,300 1,058,156 1,313,400 -5.5%
EXPENDITURES:
Transfer Out Fund 317 1,200,000 712,325 1,389,300 721,000 1,313,400 -5.5%
TOTAL COMMITTED EXPENDITURES 1,200,000 712,325 1,389,300 721,000 1,313,400 -5.5%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 1,200,000 712,325 1,389,300 721,000 1,313,400 -5.5%
Fund Balance,January 1 4,129,217 4,021,396 3,859,186 3,859,186 4,196,343 8.7%
Total New Revenue 1,092,179 550,115 757,000 1,058,156 600,000 -20.7%
Total Committed Expenditures (1,200,000) (712,325) (1,389,300) (721,000) (1,313,400) -5.5%
Designated Fund Balance 4,021,396 3,859,186 3,226,886 4,196,343 3,482,943 7.9%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
•
M
Budget by Fund
6-31
Fund 306, Leased City Properties +�
Beginning in 1999,Fund 306 was created for the purpose of identifying
Leased City Properties revenue and expenditures.
k
Table 6-30. Fund 306, Leased City Properties so
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE:
Investment Interest 2,370 0 0 6,099 0 N/A
Interfund Loan Proceeds 600,000 0 0 0 0 N/A
Sale of General Fixed Assets 0 200 0 0 0 N/A
Leases-200 Nfll Ave 171,003 224,421 251,400 382,631 251,400 0.0%
Leases-New City Hall 312,271 350,552 295,000 371,813 195,300 -33.8%
Transfer In Fund 101 0 0 300,000 300,000 0 -100.0%
TOTAL NEW REVENUE 1,085,644 575,173 846,400 1,060,542 446,700 -47.2%
Use of Prior Yr Revenue 0 0 30,600 0 0 -100.01.
TOTAL RESOURCES 1,085,644 575,173 877,000 1,060,542 446,700 -49.1%
EXPENDITURES:
Regular Salaries 40,745 50,854 54,200 55,883 62,700 15.7%
Overtime 4 24 0 26 0 N/A
Personnel Benefits 8,699 12,053 14,900 12,851 18,900 26.8%
Property Management Services 18,200 (3,350) 0 0 0 N/A
Repairs and Maintenance 61,463 12,572 75,100 927 75,100 0.0%
Upgrades/Improvements-200 Mll Ave 796,181 0 0 64,442 0 N/A
Capital Outlay-Chiller 0 0 300,000 182 0 -100.0%
Interfund Loan Repayment 315,200 455,600 432,800 432,800 290,000 -33.0%
TOTAL COMMffTED EXPENDITURES 1,240,493 527,752 877,000 567,111 446,700 -49.1%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 1,240,493 527,752 877,000 567,111 446,700 -49.1%
Fund Balance,January 1 265,672 110,823 158,244 158,244 651,675 311.8%
Total New Revenue 1,085,644 575,173 846,400 1,060,542 446,700 -47.2%
Total Committed Expenditures (1,240,493) (527,752) (877,000) (567,111) (446,700) -49.1%
Designated Fund Balance 110,823 158,244 127,644 651,675 651,675 410.5%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
a�
a
Budget by Fund
6-32
r
r Fund 307, Aquatics Center
Fund 307 was created in 2002 for the purpose of identifying Aquatic Center
revenue and expenditures. The Aquatic Center was completed in 2004. The
Designated Fund Balance is for identified projects in the 2005-2010 Capital
Improvement Program(CIP).
Iir
Table 6-31. Fund 307, Aquatics Center
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
r
REVENUE:-
Transfer In
EVENUETransferin Fund 000 1,800,000 0 0 0 0 N/A
Transfer In Fund 101 2,100,000 0 0 0 0 N/A
r Transfer In Fund 103 425,000 0 0 0 0 N/A
Transfer In Fund 215 500,000 0 0 0 0 N/A
Transfer In Fund 316 175,000 0 0 0 0 N/A
Investment Interest 31,594 76,246 0 62,337 0 N/A
TOTAL NEW REVENUE 5,031,594 76,246 0 62,337 0 N/A
Use of Prior Yr Revenue 0 0 1,123,500 0 0 -100.0%
TOTAL RESOURCES 5,031,594 76,246 1,123,500 62,337 0 -100.0%
r
EXPENDITURES:
Capital Outlay 100,453 3,743,601 1,123,500 1,116,359 0 -100.0%
M Transfer Out Fund 125 0 32,374 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 100,453 3,775,975 1,123,500 1,116,359 0 -100.0%
Increase to Reserves 0 0 0 0 0 N/A
to TOTAL EXPENDITURES 100,453 3,775,975 1,123,500 1,116,359 0 -100.0%
Fund Balance,January 1 0 4,931,142 1,231,412 1,231,412 177,390 -85.6%
Total New Revenue 5,031,594 76,246 0 62,337 0 N/A
Total Conmitted Expenditures (100,453) (3,775,975) (1,123,500) (1,116,359) 0 -100.0%
Designated Fund Balance 4,931,142 1,231,412 107,912 177,390 177,390 64.4%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-33
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Fund 316, Municipal Facilities Capital Improvement Fund ■llil
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 capital requirements such as computer
technology and copier needs benefiting all general governmental operations.
Table 6-32. Fund 316, Municipal Facilities Capital Improvement Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05 Nd
REVENUE-
Real
EVENUEReal Estate Excise Tax 1,297,663 1,380,401 1,000,000 2,231,993 1,500,000 50.0%
Investment Interest 119,393 220,591 80,000 167,902 100,000 25.0% ad
Donations 39,788 0 0 32,201 0 N/A
Sale of General Fixed Assets 0 151,920 0 115,003 0 N/A
Sale of Plans&Specs/Parks 2,195 980 0 855 0 N/A
Misc.Revenue 0 0 0 45 120,000 100.0%
Other Financing Sources 0 0 0 0 206,000 100.0% T
Interfund Loan Repayment 315,200 455,600 0 432,800 0 N/A
Transfer In fund 000 1,720,000 1,000,000 2,980,500 2,980,500 980,500 -671%
Transfer In fund 220 323,000 267,600 0 0 0 N/A
Transfer In fund 215 0 0 138,000 138,000 0 -100.0%
Transfer In fund 501 0 0 0 0 42,000 100.0%
TOTAL NEW REVENUE 3,817,239 3,477,092 4,198,500 6,099,299 2,948,500 -29.8%
Use of Prior Yr Revenue 0 0 4,951,900 0 1,386,500 -72.0%
TOTAL RESOURCES 3,817,239 3,477,092 9,150,400 6,099,299 4,335,000 -52.6%
EXPENDITURES:
Technology Plan/Cornputer Acq 936,416 1,138,051 1,486,000 1,082,452 1,065,000 -28.3%
Copier Acquisitions-Other Rentals 113,587 112,166 75,000 102,683 90,000 20.0%
Library Projects 2,076 0 0 0 0 N/A
Econ Dev/Neighbrhds/Strat Ping Proj 112,740 140,729 1,700,000 20,723 175,000 -89.7110
Main&Grady Improvements 35,880 15,150 19,800 38,690 0 -100.0%
Municipal Facilities (incl Parks Proj) 1,579,054 973,575 4,965,500 675,948 2,805,000 -43.5%
Pavillion Project 46,733 2,035,022 590,100 760,129 0 -100.0%
Performing Arts Center 250,000 0 0 0 0 N/A
Valley Com Center 250,595 0 0 0 0 N/A
Veterans Memorial Park 20,587 321,774 0 0 0 N/A
Corrin Svc Grant Matching Funds 0 0 100,000 0 200,000 100.0/
Transfer Out 775,000 0 214,000 214,000 0 -100.0/
TOTAL COMMITTED EXPENDffURES 4,122,668 4,736,467 9,150,400 2,894,625 4,335,000 -52.6%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 4,122,668 4,736,467 9,150,400 2,894,625 4,335,000 -52.6% ,
Fund Balance,January 1 6,542,939 6,237,510 4,978,135 4,978,135 8,182,809 64.4%
Total New Revenue 3,817,239 3,477,092 4,198,500 6,099,299 2,948,500 -29.8 '
Total Committed Expenditures (4,122,668) (4,736,467) (9,150,400) (2,894,625) (4,335,000) -52.6%
Fund Balance plus Reserves 6,237,510 4,978,135 26,235 8,182,809 6,796,309 25805.1%
Reserve:Highland Redevelopment 0 0 0 0 1,500,000 100.0/
Reserve:Park Maintence Facility 0 0 0 0 2,000,000 100.0/ '
Reserve:Cedar River Trail Extension 0 0 0 0 116,000 100.0/
Reserve:Heather Downs 0 0 0 0 1,250,000 100.0/
Fund Balance,Dec 31 6,237,510 4,978,135 26,235 8,182,809 1,930,309 7257.6/ '
Budget by Fund
6-34
r
r. 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.
to Table 6-33. Fund 317, Transportation Capital Improvement Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adl Bdgt Actual Budget 04/05
REVENUE
Per Capita Business License Fees 1,790,890 1,631,474 1,936,400 1,637,081 1,600,000 -17.4%
Transportation Grants 2,277,504 2,175,881 2,150,000 930,096 1,920,500 -10.7%
Local Vehicle License Fee/Transp 466,822 11,683 350,000 0 0 -100.0%
King County Mt 0 0 0 2,216,000 0 N/A
Charges for Svcs/Plan Sales,Msc 515 1,126 0 214 0 N/A
King County Reimbursement/Duvall Ave 0 0 0 169,677 1,311,300 100.0%
Transfer In Fund 000 0 575,000 0 0 0 N/A
Transfer In Fund 102 353,500 353,500 0 353,500 0 N/A
Transfer In Fund 220 0 425,000 0 0 0 N/A
Transfer In Fund 301 0 0 1,500,000 1,500,000 0 -100.0%
Transfer In Fund 305 1,200,000 533,300 1,389,300 721,000 1,313,400 -5.5%
TOTAL NEW REVENUE 6,089,231 5,706,965 7,325,700 7,527,568 6,145,200 -16.1%
NIS Use of Prior Yr Revenue 0 0 3,350,700 0 1,841,300 -45.0%
TOTAL RESOURCES 6,089,231 5,706,965 10,676,400 7,527,568 7,986,500 -25.2%
EXPENDITURES:
TBZ Planning Studies 0 0 0 0 0 N/A
Professional Services 136,146 125,495 100,000 99,885 125,000 25.0%
Transportation Projects 4,629,221 4,136,863 10,576,400 5,177,125 7,861,500 -25.7%
rr Transfer Out Fund 125 14,192 0 0 3,278 0 N/A
TOTAL COWAITTED EXPENDITURES 4,779,559 4,262,358 10,676,400 5,280,288 7,986,500 -25.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 4,779,559 4,262,358 10,676,400 5,280,288 7,986,500 -25.2%
Fund Balance,January 1 5,537,618 6,847,290 8,291,896 8,291,896 10,539,176 27.1%
Total New Revenue 6,089,231 5,706,965 7,325,700 7,527,568 6,145,200 -16.1%
Total Committed Expenditures (4,779,559) (4,262,358) (10,676,400) (5,280,288) (7,986,500) -25.2%
Fund Balance plus Reserves 6,847,290 8,291,896 4,941,196 10,539,176 8,697,876 76.0%
Reserve:KC fvltigation/Strander Blvd 0 0 0 0 500,000 100.0%
Fund Balance,Dec 31 6,847,290 8,291,896 4,941,196 10,539,176 8,197,876 65.9/
r
Budget by Favid
6-35
1111
Fund 401,Waterworks Utility Fund rr
Utility charges and fees provide revenue for the operation and maintenance of the I�
water, wastewater and surface water utilities and Public Works Trust Fund Loan
payments. Fund 451 (table 6-40) 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 6-34. Fund 401, Waterworks Utility Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE:
Water Collections 6,120,656 6,401,984 6,530,000 6,938,951 6,844,600 4.8%
Wastewater(City) 3,074,720 2,663,528 3,172,100 3,109,350 3,390,400 6.9%
Metro Revenue 7,338,790 7,678,319 7,822,400 7,707,187 8,553,600 9.3%
Surface Water Fees&Charges 2,227,355 2,442,811 2,503,000 2,709,055 2,439,200 -2.5%
Other Utility Fees&Charges 291,410 257,097 296,400 371,629 301,400 1.791.
Interfund Revenue 857,765 873,315 673,500 690,241 721,600 7.1
Investment Interest 52,518 69,056 50,000 56,681 40,000 -20.0%
Other Misc Revenue 450,034 233,016 143,300 223,173 173,400 21.0%
Water Installation 202,069 285,210 300,000 259,625 250,000 -16.7110
Operating Transfer In 67,621 40,000 10,400 10,300 9,900 -4.8%
TOTAL NEW REVENUE 20,682,938 20,944,336 21,501,100 22,076,192 22,724,100 5.797
Use of Prior Yr Revenue 0 0 0 0 1,258,200 100.0%
TOTAL RESOURCES 20,682,938 20,944,336 21,501,100 22,076,192 23,982,300 11.5%
EVENUITURES:
Regular Salaries 2,645,983 2,783,815 2,984,200 2,751,007 3,129,300 4.9%
Part Time Salaries 42,540 53,828 83,000 40,341 84,900 2.3%
Overtime 89,438 105,278 106,600 86,754 111,000 4.1%
Personnel Benef its 713,021 767,611 895,300 771,205 1,007,400 12.5%
Supplies/Inventory 696,261 682,597 684,700 640,104 739,700 8.0%
Professional Services 100,774 106,194 166,700 104,735 161,700 -3.0%
Postage/Telephone/Other 13,288 10,297 21,400 11,454 23,700 10.7%
Travel/Training 16,717 16,356 29,500 15,544 29,500 0.0%
Other Rentals 9,617 14,116 15,200 16,381 15,200 0.09/.
Equipment Rental 481,826 455,500 451,000 367,073 504,000 11.8%
Insurance 83,700 83,700 83,700 83,700 87,900 5.0%
Public Utility Services 523,812 541,770 648,000 622,742 647,500 -0.1%
King County Wastewater Treatment Chrg. 7,924,164 7,113,451 7,822,000 7,820,724 8,526,000 9.0%
Repairs&Maintenance 146,047 191,149 198,000 228,933 200,500 1.3%
Miscellaneous 92,576 39,557 60,400 43,593 63,400 5.0%
State Tax 513,460 571,812 581,200 594,911 642,900 10.6%
Interfund Taxes 1,228,627 1,352,414 1,330,900 1,275,372 1,456,600 9.4%
Operating Transfer Out 177,700 0 0 0 0 N/A
Equity Transfers to 421 1,500,000 1,799,997 1,731,000 1,731,000 3,400,000 96.4/
Capital Outlay 19,157 659 25,200 0 25,200 0.0%
Debt Service:Principal 620,274 642,689 670,400 693,445 722,200 77%
Debt Service:Interest 97,899 93,320 87,300 86,828 107,700 23.4%
Interfund Payments 2,262,631 2,344,739 2,229,400 2,187,357 2,296,000 3.0%
TOTAL COMMITTED EXPENDITURES 19,999,512 19,770,848 20,905,100 20,173,202 23,982,300 14.7110
Increase to Reserves 0 0 596,000 0 0 -100.0%
TOTAL EXPENDITURES 19,999,512 19,770,848 21,501,100 20,173,202 23,982,300 11.5%
Fund Balance,January 1 3,108,236 3,791,662 4,965,150 4,965,150 6,868,140 38.3%
Total New Revenue 20,682,938 20,944,336 21,501,100 22,076,192 22,724,100 5.71/
Total Committed Expenditures (19,999,512) (19,770,848) (20,905,100) (20,173,202) (23,982,300) 14.71/
Fund Balance Plus Reserves 3,791,662 4,965,150 5,561,150 6,868,140 5,609,940 0.9%
8%Operating Reserves 1,283,140 1,224,849 1,368,024 1,263,332 1,412,232 3.2%
Fund Balance,December 31 2,508,522 3,740,301 4,193,126 5,604,808 4,197,708 0.1%
Budget by Fund
6-36
w
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 6-35. Fund 402, Airport Fund
IN 2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE:
tllll AIPProject 0 12,820 0 0 190,000 100.0%
FAA Grants 904,573 44,232 0 119,820 0 N/A
Airside/Landslide Improvement Grant 0 0 0 0 622,000 100.0%
Charges for Services 6,476 5,547 4,900 6,657 5,100 4.1%
Investment Interest 60,583 111,420 100,000 22,980 50,000 -50.0%
Airport Leases 867,656 715,929 724,900 816,824 819,100 13.0%
Runw ay 15 Safety Improvement 0 2,254,622 0 352,145 0 N/A
Other Miscellaneous Revenue 806 52,730 52,500 2,175 0 -100.0%
TOTAL NEW REVENUE 1,840,094 3,197,300 882,300 1,320,600 11686,200 91.1%
Use of Prior Yr Revenue 0 0 1,435,400 0 273,800 -80.9%
TOTAL RESOURCES 1,840,094 3,197,300 2,317,700 1,320,600 1,960,000 -15.4%
EXPENDITURES:
Regular Salaries 173,938 184,264 249,800 168,887 297,000 18.9%
r Part Time Salaries 50,029 76,690 91,900 84,539 39,700 -56.8%
Overtime 9,723 17,128 10,300 23,289 10,700 3.9%
Personnel Benefits 60,207 72,918 87,200 74,777 109,400 25.5%
Supplies 32,638 42,956 41,300 66,516 41,300 0.0%
Professional Services
101,831 34,311 95,500 25,685 75,200 -21.3%
Pbstage/Telephone/Other 2,361 5,217 3,300 3,903 4,300 30.3%
Travel/Training 494 994 1,700 3,446 1,700 0.0%
Other Rentals 1,000 10,943 29,600 10,062 29,600 0.0%
Equipment Rental 34,600 24,200 24,000 24,000 26,400 10.0%
Insurance 48,417 24,100 48,600 24,100 51,000 4.9%
Public Utility Services 63,947 70,848 78,000 74,191 78,800 1.0%
Repairs&Maintenance 46,110 37,170 73,000 38,531 71,000 -2.7%
Miscellaneous 1,864 3,544 500 4,028 500 0.0%
Interfund Payments 44,171 48,237 47,100 56,445 48,400 2.8%
SUBTOTAL OPERATING BUDGET 671,330 653,520 881,800 682,397 885,000 0.4%
Airport Capitallmprovements 933,310 3,382,295 1,435,900 639,247 1,075,000 -25.1%
TOTAL COMMITTED EXPENDITURES 1,604,640 4,035,815 2,317,700 1,321,645 1,960,000 -15.4%
W Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 1,604,640 4,035,815 2,317,700 1,321,645 1,960,000 -15.4%
Fund Balance,January 1 2,947,687 3,183,141 2,344,625 2,344,625 2,343,581 0.0%
Total New Revenue 1,840,094 3,197,300 882,300 1,320,600 1,686,200 91.1%
Total ConmittedExpenditures (1,604,640) (4,035,815) (2,317,700) (1,321,645) (1,960,000) -15.4%
Fund Balance Plus Reserves 3,183,141 2,344,625 909,225 2,343,581 2,069,781 127.6%
8%Operating Reserves 53,706 52,282 70,544 54,592 70,800 0.4%
Capital Reserves 3,129,435 2,292,343 838,681 2,288,989 1,998,981 138.3%
Fund Balance Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-37
Td
Fund 403, Solid Waste Utility Fund
The Solid Waste Utility.Fund accounts for contracted garbage collection
services to 14,647 customers. There are two sections of the
Planning/Building/Public Works Department supported by this fund; Solid
Waste Utility Systems (403/18),and Solid Waste Maintenance (403/19).
Table 6-36. Fund 403, Solid Waste Utility Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
Solid
EV9NJESolid Waste Fees 8,445,489 8,457,348 8,444,300 8,777,760 8,614,300 2.0%
Interfund Revenues 5,674 6,345 3,200 6,232 3,200 0.0%
Investment Interest 3,849 17,906 4,900 7,599 4,900 0.0%
Franchise Fees 60,500 72,286 68,000 68,004 68,000 0.0%
Other Misc 0 0 0 43 0 N/A
DOE Grants 51,451 10,085 83,300 20,091 73,000 -12.4%
King County Grant Programs 43,593 75,079 90,600 83,266 80,600 -11.0%
Local Hazardous Wste Nlgt Grant 35,929 12,900 21,000 20,958 22,000 4.8%
TOTAL NEW REVENUE 8,646,485 8,651,949 8,715,300 8,983,953 8,866,000 1.7010
Use of Prior Yr Revenue 0 0 33,500 0 212,700 534.9%
TOTAL RESOURCES 8,646,485 8,651,949 8,748,800 8,983,953 9,078,700 3.8%
EXPENDITURES:
Regular Salaries 110,660 124,305 130,300 120,283 135,600 4.1%
Part Time Salaries 21,681 25,599 26,500 21,839 27,300 3.0%
Personnel Benefits 31,235 33,069 36,500 32,332 40,500 11.0%
Supplies 1,463 5,064 9,800 5,828 9,800 0.0%
Garbage Contractor 6,798,874 6,729,860 6,885,000 6,943,919 6,997,200 1.6%
Professional Services 647 0 19,200 12,179 14,700 -23.4%
Solid Waste Programs 76,438 73,268 187,700 42,336 100,600 -46.4%
Pbstage/Telephone/Other 53 65 1,100 66 1,100 0.0%
Travel/Training 133 184 1,300 352 1,300 0.0%
Equipment Rental 14,000 11,100 10,600 10,600 12,100 14.201.
Public Util Sv/Dump Fees 2,194 3,246 6,600 4,691 6,800 3.0%
Repairs&Maintenance 0 0 600 0 600 0.0%
5,.
Miscellaneous 4,301 2,490 7,600 1,694 7,600 0.0%
K Co Hazardous Materials Assmt 182,490 179,259 236,800 179,259 236,800 0.0%
State Excise Tax 121,656 119,016 120,200 125,999 170,200 41.6%
State Refuse Collection Tax 291,974 285,638 288,400 302,431 368,400 27.7%
Interf und Taxes 496,102 504,035 498,200 481,091 598,200 20.1%
Interfund Payments 270,740 279,874 282,400 287,031 349,900 23.9%
TOTAL COMMITTED EXPENDITURES 8,424,641 8,376,072 8,748,800 8,571,929 9,078,700 3.8%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 8,424,641 8,376,072 8,748,800 8,571,929 9,078,700 3.8%
Fund Balance,January 1 388,190 610,034 885,911 885,911 1,297,935 46.5%
Total New Revenue 8,646,485 8,651,949 8,715,300 8,983,953 8,866,000 1.7%
Total ConnittedExpenditures (8,424,641) (8,376,072) (8,748,800) (8,571,929) (9,078,700) 3.8%
Fund Balance Plus Reserves 610,034 885,911 852,411 1,297,935 1,085,235 27.3%
8%Operating Reserves 0 0 699,904 685,754 726,296 3.8%
Designated Fund Balance 610,034 885,911 152,507 612,181 358,939 135.4%
Fund Balance,Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-38
M
hu
Fund 404, Municipal Golf Course System Fund
IN Ordinance #3884,approved in January 1985,created the Golf Course Fund
(table 6-37) and authorized issuance of$3,965,000 Council Voted General
Obligation Bonds to acquire, improve, and develop the facility. The golf
W 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 a green fee of$2.00
per round of golf,reserved for capital improvements. In 1997 and beyond,
the 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.
r
r
r
r
r
Budget by Fund
6-39
3
Table 6-37. Fund 404, Municipal Golf Course System Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE: so
Golf Course Green Fees 1,212,443 1,168,615 1,247,100 1,152,490 1,254,600 0.6%
Driving Range Fees 364,313 365,791 363,600 343,743 366,600 0.8%
Other Charges for Services 220,543 231,151 219,000 257,363 229,000 4.6%
Investment Interest 18,127 36,436 15,000 10,699 15,000 0.0%
Concessions:Restaurant/Rtls/Pro Shop 417,559 406,206 438,500 423,362 454,000 3.5%
Miscellaneous Revenue 21,877 14,542 5,600 2,135 2,000 -64.3%
Other Financing Sources 32,707 0 0 0 0 N/A
TOTAL NEW REV ENU'E 2,287,567 2,222,739 2,288,800 2,189,791 2,321,200 1.4%
Use of Prior Year Revenue 0 0 123,200 0 0 -100.0%
TOTAL RESOURCES 2,287,567 2,222,739 2,412,000 2,189,791 2,321,200 -3.8%
EXPENDITURES:
Regular Salaries 424,916 475,896 499,200 418,647 519,700 4.1%
Part Time Salaries 244,303 250,861 258,400 275,183 266,200 3.0%
Overtime 7,168 2,960 9,500 3,870 9,800 3.2%
Personnel Benefits 173,494 201,401 219,300 205,197 241,900 10.3%
Supplies 244,274 264,898 294,700 264,975 274,700 -6.8%
Postage/Telephone/Other 5,676 4,617 6,000 5,239 6,000 0.0%
Travel/Training 7,229 5,815 6,700 5,667 6,700 0.0%
Advertising 10,035 5,008 3,600 5,710 3,600 0.0%
Other Rentals 6,365 6,194 5,700 8,069 5,700 0.0%
Insurance 8,500 8,500 8,500 8,500 8,500 0.0%
Public Utility Services 7,461 42,293 45,000 21,759 42,700 -5.1%
Repairs&Maintenance 77,015 79,555 72,700 53,981 69,500 -4.4%
Miscellaneous 22,671 22,096 23,700 19,958 23,700 0.0%
Capital Outlay 100,823 94,590 100,000 98,749 100,000 0.0%
Debt Service:Principal 260,916 257,923 264,200 274,271 285,200 7.9%
Debt Service:Interest 212,617 203,530 202,400 193,540 181,200 -10.5%
Transfer Out Fund 424 150,000 150,000 270,000 270,000 150,000 -44.4%
Interfund Payments 115,300 118,800 122,400 122,400 126,100 3.0%
TOTAL COMMITTEDEXPENDF-ORES 2,078,763 2,194,938 2,412,000 2,255,714 2,321,200 -3.8%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,078,763 2,194,938 2,412,000 2,255,714 2,321,200 -3.8%
Fund Balance,January 1 1,125,421 1,334,226 1,362,027 1,362,027 1,296,105 -4.8%
Total New Revenue 2,287,567 2,222,739 2,288,800 2,189,791 2,321,200 1.4%
Total Committed Expenditures (2,078,763) (2,194,938) (2,412,000) (2,255,714) (2,321,200) -3.8%
Fund Balance Plus Reserves 1,334,226 1,362,027 1,238,827 1,296,105 11296,105 4.6%
8%Operating Reserves 128,418 138,679 155,632 143,032 148,384 -4.7%
Bond Reserve 441,358 441,358 441,358 441,358 441,358 0.0%
Undesignated Fund Balance,Dec 31 764,449 781,990 641,837 711,714 706,363 10.1%
Budget by Fund
6-40
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 million to
finance the Capital Improvement Program(CIP). Utility collection fees,
Special Assessment fees,and connection charges also fund CIP Projects.
• For more detailed informaton,see the separately published City of Renton
2005-2010 CIP document.
rr' Table 6-38. Fund 421, Waterworks Utility Construction Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
FEMA
EVENUEFEMA Springbrook f loodp 0 0 0 14,647 15,000 100.0%
Charges for Services 9,323 8,207 5,000 3,268 5,000 0.0%
Investment Interest 60,974 86,054 100,000 (6,175) 50,000 -50.0%
Revenue Bond Proceeds 10,002,100 0 7,360,000 0 0 -100.0%
Reimb Army Corp of Eng/Cdr Riv Dred 71,955 26,937 0 0 0 N/A
Special Assessment District 327,290 269,853 182,000 347,758 215,000 18.1
Connection Charges 1,524,680 1,193,491 1,231,000 2,175,582 1,309,000 6.3%
PWTF Loans:
Mptwd Water Quaility Improvement 0 0 0 1,030,000 4,120,000 100.0%
WIwd Water Rights Compliance 425,873 0 142,000 141,958 142,000 0.0%
DCD/CNST CT Pipeline for Wells 522,180 0 0 292,347 0 N/A
Transfer In Fund 103 0 0 0 0 0 N/A
Transfer In Fund 401 100,000 0 0 7,417,649 0 N/A
Equity Transfer In 1,500,000 1,799,997 2,100,000 1,731,000 3,400,000 61.9%
Interfund Reimbursements 515,000 0 0 0 0 N/A
Other Financing Sources 45,978 134,605 0 0 13,000 100.0%
TOTAL NEW REVENUE 15,105,353 3,519,144 11,120,000 13,148,034 9,269,000 -16.6%
Use of Prior Yr Revenue 0 0 9,721,500 0 181,000 -98.1
TOTAL RESOURCES 15,105,353 3,519,144 20,841,500 13,148,034 9,450,000 -54.79,.'
EXPENDITURES:
Capital Improvement Program:
• Wastewater 2,107,215 2,285,567 5,591,000 1,790,018 2,400,000 -57.1%
Water 3,948,873 3,807,319 10,330,800 7,944,200 5,050,000 -51.1
Surface Water 2,118,225 2,299,119 4,919,700 3,674,452 2,000,000 -59.3%
Total Capitallmproverrents 8,174,313 8,392,005 20,841,500 13,408,670 9,450,000 -54.7%
Debt Issuance Costs 0 0
0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 8,174,313 8,392,005 20,841,500 13,408,670 9,450,000 -54.791.
Increase to Reserves 0 0 0 0 0 N/A
so TOTAL EXPENDITURES 8,174,313 8,392,005 20,841,500 13,408,670 9,450,000 -54.7%
Fund Balance,January 1 (892,276) 6,038,764 1,165,903 1,165,903 905,267 -22.4%
Total New Revenue 15,105,353 3,519,144 11,120,000 13,148,034 9,269,000 -16.6%
Total Committed Expenditures (8,174,313) (8,392,005 20,841,500 0
( ) (13,408,670) (9,450,000) -54.7/
Fund Balance,Dec 31 6,038,764 1,165,903 (8,555,597) 905,267 724,267 -108.5%
VA
Budget by Fund
6-41
Fund 424, Municipal Golf Course System Capital 'r
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 6-39. Fund 424, Municipal Golf Course System Capital Improvement Fund
i
2002 2003 2004 2004 2005 Change
Item Actual Actual Adl Bdgt Actual Budget 04/05
REVENUE-
Investment
EVENUEInvestment Interest 4,233 2,516 4,000 3,422 4,000 0.0%
Other Misc Revenue 0 3,850 0 157 0 N/A
Residual Equity Transfer-In 150,000 150,000 270,000 270,000 150,000 -44.4%
TOTAL NEW REVENUE 154,233 156,366 274,000 273,579 154,000 -43.8/
Use of Prior Yr Revenue 0 0 401,400 0 156,000 -61.1
TOTAL RESOURCES 154,233 156,366 675,400 273,579 310,000 -54.1%
e
D(PENDITURES:
Golf Course Capital Improvements proveents 137,404 3,590 675,400 320,233 310,000 54.1
TOTAL COMMITTED EXPENDITURES 137,404 3,590 675,400 320,233 310,000 -54.1/
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDrfURES 137,404 3,590 675,400 320,233 310,000 -54.1%
Fund Balance,January 1 234,174 251,003 403,778 403,778 357,124 -11.6/
Total New Revenue 154,233 156,366 274,000 273,579 154,000 -43.8%
Total Committed Expenditures (137,404) (3,590) (675,400) (320,233) (310,000) -54.1%
Designated Fund Balance 251,003 403,778 2,378 357,124 201,124 8357.8%
Fund Balance, Dec 31 0 0 0 0 0 N/A
r
Budget by Fund
6-42
s
r
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.
t:
r Table 6-40. Fund 451, Waterworks Revenue Bond Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adl Bdgt Actual Budget 04/05
REVENUE-
Waterworks
EVENUEWaterworks collections 2,586,400 3,300,900 2,518,400 2,491,853 3,049,800 21.1%
Revenue Bond Proceeds 2,022,247 0 0 0 0 N/A
r Investment Interest 38,076 39,872 0 4,813 0 N/A
TOTAL NEW REVENUE 4,646,723 3,340,772 2,518,400 2,496,666 3,049,800 21.1%
Use of Prior Yr Revenue 0 0 95,000 0 0 -100.0%
M TOTAL RESOURCES 4,646,723 3,340,772 2,613,400 2,496,666 3,049,800 16.7%
EXPENDITURES:
Debt Service: Principal 3,595,000 2,255,478 1,505,000 1,475,000 1,630,100 8.3%
an Debt Service: Interest 1,102,762 1,105,274 1,055,400 1,010,268 1,379,000 30.7%
Debt Issue Costs 210,188 0 0 0 0 N/A
Arbitrage Expense 0 0 50,000 27,250 0 -100.0%
10 Bond Registration Costs 1773 1,040 3,000 1,285 3,000 0.0%
Transfer To Fund 461
0 2,606,852 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 4,909,723 5,968,644 2,613,400 2,513,803 3,012,100 15.3%
Increase to Reserves 0 0 0 0 37,700 100.0%
tW TOTAL EXPENDITURES 4,909,723 5,968,644 2,613,400 2,513,803 3,049,800 16.7%
Fund Balance,January 1 3,019,892 2,756,892 129,020 129,020 111,883 -13.3%
am Total New Revenue 4,646,723 3,340,772 2,518,400 2,496,666 3,049,800 21.1%
Total Committed Expenditures (4,909,723) (5,968,644
(2,613,400) (2,513,803) (3,012,100) 15.3%
Fund Balance Plus Reserves 2,756,892 129,020 34,020 111,883 149,583 339.7%
Bond Reserve 2,661,553 2,661,553 2,661,553 2,661,553 0 -100.0%
ti Fund Balance,Dec 31 95,339 (2,532,533
(2,627,533) (2,549,670) 149,583 -105.7%
ti
tis
am
Budget by Fund
- 6-43
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.
Table 6-41. Fund 461, Waterworks Bond Reserve
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
Transfer
EVENUETransfer In from Fund 451 0 2,606,852 0 0 0 N/A
Investment Interest 0 0 0 0 0 N/A
TOTAL NEW REVENUE 0 2,606,852 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 2,606,852 0 0 0 N/A
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A
TOTAL COMMITTED E)CPENDIIURES 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 2,606,852 2,606,852 2,606,852 0.0%
Total New Revenue 0 2,606,852 0 0 0 N/A
Total Conxnitted Expenditures 0 0 0 0 0 N/A
Fund Balance Plus Reserves 0 2,606,852 2,606,852 2,606,852 2,606,852 0.0%
Bond Reserve 0 2,606,852 2,606,852 2,606,852 2,606,852 0.0%
Fund Balance,Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-44
r
■s
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.
rrs
�r
Table 6-42. Fund 471, Waterworks Rate Stabilization Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
Transfer
EVENUETransfer 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
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
rrri 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
r
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Budget by Fund
6-45
Fund 481, Waterworks Bond Fund
Fund 481 was established in 2004 for the issuance and tracking of a
Waterworks Bond.
Table 6-43. Fund 481, Waterworks Bond Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE
Revenue Bond Proceeds 0 0 0 10,575,952 0 N/A
Investment Interest 0 0 0 15,057 0 N/A
TOTAL NEW REVENUE 0 0 0 10,591,010 0 N/A
Use of Prior Yr Revenue 0 0 10,575,000 0 0 -100.0%
TOTAL RESOURCES 0 0 10,575,000 10,591,010 0 -100.0%
EXPENDITURES:
Debt Service: Principal 0 0 0 0 0 N/A
Debt Service: Interest 0 0 0 42,290 0 N/A
Debt Issue Costs 0 0 0 35,787 0 N/A
Transfer to Fund 421 0 0 10,575,000 7,417,649 0 -100.0%
TOTAL COMMITTED EXPENDITURES 0 0 10,575,000 7,495,727 0 -100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 10,575,000 7,495,727 0 -100.0%
Fund Balance,January 1 0 0 0 0 3,095,283 100.0%
Total New Revenue 0 0 10,575,000 10,591,010 0 -100.0%
Total Conxrutted Expenditures 0 0 (10,575,000) (7,495,727) 0 -100.0%
Fund Balance Plus Reserves 0 0 0 3,095,283 3,095,283 100.0%
Bond Reserve 0 0 0 0 3,095,283 100.0%
Fund Balance,Dec 31 0 0 0 3,095,283 0 100.0%
it
>
Budget by Fund
6-46
r.
Fund 501, Equipment Repair and Replacement
Equipment Repair and Replacement is an internal service fund used for
r maintaining and replacing vehicles and auxiliary equipment; except for golf
course equipment which is accounted for in Fund 404. The Equipment
Repair and Replacement Fund is assigned to the Planning/Building/Public
ri 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 charged to Departments.
Table 6-44. Fund 501, Equipment Repair and Replacement
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
Vehicle/Eqp Repair Chrgs 27,472 46,984 30,000 56,734 30,000 0.0%
Equipment Repair and Replacement Charges 1,605,396 1,194,532 1,416,000 1,416,000 1,623,900 74.7910
rr Vehicle/Equip Capital Recovery 1,357,629 1,226,185 1,317,900 1,303,700 1,443,000 9.5%
Investment Interest 67,242 70,349 15,000 96,619 80,000 433.3%
Other Miscellaneous Revenues 59,359 47,190 0 15,378 0 N/A
Other Financing Sources 0 0 0 0 0 N/A
TOTAL NEW REVENUE 3,117,098 2,585,240 2,778,900 2,888,431 3,176,900 14.3%
Use of Prior Yr Revenue 0 0 160,000 0 0 -100.0'/
TOTAL RESOURCES 3,117,098 2,585,240 2,938,900 2,888,431 3,176,900 8.1
EXPENDITURES:
Regular Salaries 403,898 419,922 437,100 393,411 455,000 4.1%
Part Time Salaries 3,380 0 28,200 1,040 29,000 2.8%
Overtime 2,075 265 700 388 700 0.0%
an Personnel Benefits 120,839 127,592 144,700 117,939 160,000 10.6%
Supplies 543,609 595,426 738,700 663,473 838,700 13.5%
Pbstage/Telephone/Other 0 494 200 617 1,200 500.0%
Professional Services 4,622 0 0 6,733 0 N/A
is Travel/Training 10,316 2,391 6,400 1,978 6,400 0.0%
Other Rentals 0 0 5,400 0 5,400 0.0%
Equipment Rental 26,125 16,333 21,100 21,100 20,500 -2.8%
Insurance 234,800 234,800 234,800 234,800 246,500 5.0%
V Public Utility Services 1,511 1,844 1,100 1,570 2,100 90.9%
Repairs &Maintenance 3,094 5,292 8,500 2,935 8,500 0.0%
Miscellaneous 5,902 4,907 4,500 4,832 4,500 0.0%
me Capital Outlay 1,172,156 609,585 1,061,800 523,960 952,600 -10.3%
Interfund Payments 228,600 235,500 245,700 245,909 253,100 3.0%
Other Finance Sources 0 0 0 0 0 N/A
Transfer to Fund 316 0 0 0 0 42,000 100.0'/
Transfer to Fund 502 0 359,494 0 0 0 N/A
TOTAL COMMfF D(PENDMJRES 2,760,927 21613,845 2,938,900 2,220,686 3,026,200 3.0%
Increase to Reserves 0 0 0 0 150,700 100.0%
TOTAL EXPENDITURES 2,760,927 2,613,845 2,938,900 2,220,686 3,176,900 8.1
Fund Balance,January 1 3,090,831 3,447,002 3,418,397 3,418,397 4,086,141 19.5%
Total New Revenue 3,117,098 2,585,240 2,778,900 2,888,431 3,176,900 14.3%
Total Committed Expenditures (2,760,927) (2,613,845) (2,938,900) (2,220,686) (3,026,200) 3.0%
Fund Balance Plus Reserves 3,447,002 3,418,397 3,258,397 4,086,141 4,236,841 30.0%
8%Operating Reserves 127,102 160,341 150,168 135,738 165,888 10.5%
Replacement Reserves 3,319,900 3,258,056 3,108,229 3,950,403 4,070,953 31.0%
Fund Balance,Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-47
Funds 502/512/522, Insurance Funds
Funds 502,512 and 522(table 6-45) 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 for active employees and medical for leoffI retirees. i
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(table
6-47),Healthcare Insurance Fund was created to report all healthcare related items. In t
the second half of 2004,Fund 512 was further defined and Fund 522(table 6-48) was
created to report all LeoffI Retirees healthcare related items. ,
{
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Budget by Fund
6-48
Table 6-45. Funds 502/512/522, Insurance Funds
dw
2002 2003 2004 2004 2005 Change
REVENUE: Item Actual Actual Adj Bdgt Actual Budget 04/05
Interest Earnings 119,746 193,312 100,000 131,994 100,000 0.0%
Liab/Prop Ins Premiums 1,537,300 1,725,800 1,840,800 1,840,800 1,932,400 5.0%
Industrial Insurance Premiums 560,216 750,761 715,800 831,764 786,700 9.9%
Unemployment Comp Premiums 113,000 114,700 114,700 114,700 114,700 0.0%
Medical Premiums,City paid 4,078,622 4,987,457 5,846,200 5,373,581 6,209,700 6.2%
Dental Premiums 999,071 909,080 1,113,500 973,359 1,234,800 10.9%
Judge ments/Settlements/Misc 183,755 53,383 0 136,497 0 N/A
Other Miscellaneous 162,783 45,686 0 0 0 N/A
Other Financing Sources 578,590 359,494 1,190,000 2,290,000 260,000 -78.2%
TOTAL NEW REVENUE 8,333,083 9,139,673 10,921,000 11,692,695 10,638,300 -2.6%
Use of Prior Yr Revenue 0 0 162,500 0 761,300 368.5%
aw TOTAL RESOURCES 8,333,083 9,139,673 11,083,500 11,692,695 11,399,600 2.9%
EXPENDITURES:
Regular Salaries 95,517 100,645 153,200 156,619 159,500 4.1%
.� Personnel Benefits 24,581 26,555 45,200 41,488 48,500 7.3%
All Personnel Benefits:
Prescriptions 0 938,718 1,033,400 997,744 1,173,000 13.5%
All Medical Claims 4,445,198 3,585,778 4,442,900 3,779,090 4,507,900 1.5%
Medical Excess Coverage 0 175,278 292,800 172,264 254,000 -13.3%
Dental Claims 718,245 786,500 920,000 801,534 953,000 3.6%
Leoff1 Long Term Care 0 0 0 0 260,000 100.0%
Worker's Compensation 411,522 466,829 467,000 560,310 467,000 0.0%
Unemployment Compensation 90,959 142,664 142,000 83,421 142,000 0.0%
" Professional Services:
Health Ins Admin Costs 254,809 232,615 415,000 284,254 541,000 30.4%
Industrial Ins Administrative Costs 182,440 177,918 250,000 273,983 250,000 0.0%
r 125 Ran Enrollment Fee 4,776 7,433 9,000 7,633 9,000 0.0%
Other Miscellaneous Services 50 5,241 57,000 2,500 57,000 0.0%
Travel/Training 214 651 2,000 1,517 2,000 0.0%
Insurance:
Property/Liability Claims 295,856 1,534,220 987,800 817,662 1,737,000 75.8%
Premum &Assessment Fees 435,099 569,299 634,300 619,863 703,200 10.9%
Miscellaneous:
Memberships/Reg/Publications 805 1,000 2,500 410 2,500 0.0%
.. Health&Wellness Program 8,577 3,843 4,000 395 4,000 0.0%
Misc Insurance Premium Costs 0 0 2,000 125 2,000 0.0%
Employee Assistance Program 0 0 0 0 0 N/A
Emergency Services 120,536 184,054 100 2,180 100 0.0%
State Self-Insurance Tax 1,171 1,821 3,500 1,094 3,500 0.0%
Interfund Payments 171,000 176,100 1,219,800 1,219,800 123,400 -89.9%
TOTAL COMMITTED EXPENDITURES 7,261,355 9,117,162 11,083,500 9,823,886 11,399,600 2.9%
+ Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 7,261,355 9,117,162 11,083,500 9,823,886 11,399,600 2.9%
Fund Balance,January 1 6,517,350 7,589,078 7,611,589 7,611,589 9,480,398 24.6%
Total New Revenue 8,333,083 9,139,673 10,921,000 11,692,695 10,638,300 -2.6%
�. Total Committed Expenditures (7,261,355) (9,117,162) (11,083,500) (9,823,886) (11,399,600) 2.9%
Fund Balance Plus Reserves 7,589,078 7,611,589 7,449,089 9,480,398 8,719,098 170%
Anti Recessionary 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 0.0%
South Renton Reserve 0 0 660,000 660,000 660,000 0.0%
Reserve for Claims 0 0 750,000 750,000 0 -100.0%
Healthcare IBNR (20%ofclaims) 0 1,062,200 1,100,000 1,068,700 1,314,600 19.5%
Operating Reserves of GG Funds 4,931,680 4,792,262 5,420,448 5,116,291 4,518,610 -16.6%
Fund Balance, Dec 31 557,398 (342,873) (2,581,359) (214,593) 125,888 -104.9%
Budget by Fund
60 6-49
Fund 502, Insurance Fund
Fund 502,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 6-46. Fund 502, Insurance Fund
2002 2003 2004 2004 2005 Change ad
Item Actual Actual Adi Bdgt Actual Budget 04/05
REVENUE:
Interest Earnings 50,000 124,994 50,000 0.0%
IIIIii
Liab/Prop Ins Premiums 1,840,800 1,840,800 1,932,400 5.0%
Industrial Insurance Premiums 715,800 831,764 786,700 9.9%
Unemployment Comp Premiums 114,700 114,700 114,700 0.0%
Judgements/Settlements/Misc 0 136,497 0 N/A
Other Financing Sources,Transfers in 940,000 940,000 0 -100.0%
TOTAL NEW REVENUE 3,661,300 3,988,755 2,883,800 -21.2%
Use of Prior Yr Revenue 162,500 0 665,500 309.5%
TOTAL RESOURCES 3,823,800 3,988,755 3,549,300 -7.2%
EXPENDITURES:
Regular Salaries 104,800 106,521 109,100 4.1
Personnel Benefits 31,400 27,967 32,700 4.1%
Other Benefits:
Worker's Compensation 467,000 560,310 467,000 0.0%
142,000 83,421 142,000 0.0%
Unemployment Compensation
Professional Services:
Industrial Ins Administrative Costs 250,000 273,983 250,000 0.0%
Other Miscellaneous Services 42,000 2,500 42,000 0.0%
Insurance:
Property/Liability Claims 987,800 817,662 1,737,000 75.8%
Premiums&Assessment Fees 634,300 619,863 703,200 10.9%
Travel/Training 2,000 1,517 2,000 0.0%
Miscellaneous:
Memberships/Reg/Publications 2,500 410 2,500 0.0%
Emergency Services 100 2,180 100 D.0%
Transfer Out to Fund 512 1,100,000 1,100,000 0 -100.0
59,900 59,900 61,700 3.0%
Interfund Payments
TOTAL COMMITTED EXPENDITURES 3,823,800 3,656,234 3,549,300 -7.2%
Increase to Reserves 0 0 0 N/A
TOTAL EXPENDITURES 3,823,800 3,656,234 3,549,300 -7.2%/
Fund Balance,January 1 7,611,589 7,611,589 7,944,110 4.4%
Total New Revenue 3,661,300 3,988,755 2,883,800 -21.2%
Total Cormiitted Expenditures (3,823,800) (3,656,234) (3,549,300) -7.2%
Fund Balance Plus Reserves 7,449,089 7,944,110 7,278,610 -2.3%
Anti Recessionary 2,100,000 2,100,000 2,100,000 0.0% ,
South Renton Reserve 660,000 660,000 660,000 0.0%
Reserve for Claims 750,000 750,000 0 -100.0/
Operating Reserves of GG Funds 5,420,448 5,116,291 4,518,610 -16.6/
Fund Balance,Dec 31 (1,754,359) (682,181) 0 -100.0%
Budget by Fund
6-50
i
Fund 512, Healthcare Insurance Fund
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. In the second half of 2004,Fund 512 was further
defined to report only active employees and Fund 522 was created
to report all Leoff 1 Retirees healthcare related items.
Table 6-47. Fund 512, Healthcare Insurance Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
Interest
EVENUEInterest Earnings 50,000 6,674 50,000 0.0%
Nledical Premiums 4,419,400 4,382,688 4,892,700 10.7%
rs Leoffl Retirees 713,400 0 0 -100.0%
Nledical Premiums,Employee paid 0 251,109 295,000 100.0%
Dental Premiums 1,113,500 973,359 1,234,800 10.9%
Transfer in from Fund 502,Fund Balance 0 1,100,000 0 N/A
TOTAL NEW REVENUE 6,296,300 6,713,830 6,472,500 2.8%
Use of Prior Yr Revenue 0 0 17,900 100.0%
TOTAL RESOURCES 6,296,300 6,713,830 6,490,400 3.1%
EXPENDITURES:
Regular Salaries 48,400 50,098 50,400 4.1%
Personnel Benefits 13,800 13,521 15,800 14.5%
Healthcare Benefits:
Prescriptions 782,400 890,180 893,000 14.1
HMA Medical Claims 2,800,700 2,954,207 3,731,900 33.2%
Group Health 263,800 182,073 192,100 -27.2%
Medical Excess Coverage 271,400 160,309 237,000 -12.7%
Dental Claims 920,000 801,534 953,000 3.6%
Leoffl Retirees 713,400 27,705 0 -100.0%
Professional Services:
Admin/PPO Costs 389,000 258,254 322,000 -17.2%
125 Plan Enrollment Fee 9,000 7,633 9,000 0.0%
Other Mscellaneous Services 15,000 0 15,000 0.0%
y„ Nisc Insurance Premium Costs 2,000 125 2,000 0.0%
Health&Wellness Program 4,000 395 4,000 0.0%
State Self-Insurance Tax 3,500 1,094 3,500 0.0%
Interfund Payments 59,900 59,900 61,700 3.0%
TOTAL COMMf17ED EXPENDITURES 6,296,300 5,407,028 6,490,400 3.1%
Increase to Reserves 0 0 0 N/A
TOTAL EXPENDITURES 6,296,300 5,407,028 6,490,400 3.1%
Fund Balance,January 1 0 0 1,306,802 100.0%
Reallocation from Fund 502 to Fund 512 1,100,000 0 0 -100.0%
Reallocation from Fund 512 to Fund 522 (180,000) 0 0 -100.0%
Total New Revenue 6,296,300 6,713,830 6,472,500 2.8%
Total Committed Expenditures (6,296,300) (5,407,028) (6,490,400) 3.1%
Fund Balance Plus Reserves 920,000 1,306,802 1,288,902 40.1%
Healthcare IBNR (20%of claims) 920,000 929,200 1,115,600 21.3%
Fund Balance,Dec 31 0 377,602 173,302 100.0%
Budget by Fund
6-51
Mi
Fund 522, Leoffl Retirees Healthcare Insurance Fund r
Fund 522 was created in 2004 for the purpose of identifying Leoffl
Retirees Healthcare Insurance revenue and expenditures. Previously all
active and Leoffl retirees Healthcare activitiy was reported in Fund 512.
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. In
the second half of 2004,Fund 512 was further defined to report only active
employees and Fund 522 was created to report all Leoff 1 Retirees
healthcare related items.
Table 6-48. Fund 522, Leoffl Retirees Healthcare Insurance Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adl Bdgt Actual Budget 04/05
REVENUE-
Interest Earnings 0 326 0 N/A
713,400 739,784 1,022,000 43.3% ad
Medical Earnings
Medical Premiums, Employee paid 0 0 0 N/A
Me
Dental Premiums 0 0 0 N/A
Other Financing Sources 250,000 250,000 260,000 N/A
TOTAL NEW REVENUE 963,400 990,110 1,282,000 33.1%
Use of Prior Yr Revenue 0 0 77,900 100.0%
TOTAL RESOURCES 963,400 990,110 1,359,900 41.2%
EXPENDITURES:
Healthcare Benefits:
Prescriptions 251,000 107,564 280,000 11.6%
HMA Medical Claims 633,000 563,970 496,000 -21.6%
Group Health 0 0 34,300 100.0%
Medical Excess Coverage 21,400 11,955 17,000 -20.6%
Dental Claims 0 0 0 N/A
Leoffl Medicare,Plan B 20,000 38,228 38,600 93.0%
Fire Pension Medical 12,000 12,907 15,000 25.0%
Leof 11 Long Term Care 0 0 260,000 100.0/
Professional Services:
Admin/PPO Costs 26,000 26,000 219,000 742.3%
Mscellaneous:
State Self-Insurance Tax 0 0 0 N/A
Interfund Payments 0 0 0 N/A
TOTAL COMMffTED EXPENDITURES 963,400 760,624 1,359,900 41.2%
Increase to Reserves 0 0 0 N/A
TOTAL EXPENDITURES 963,400 760,624 1,359,900 41.2%
Fund Balance,January 1 0 0 229,486 100.0%
Reallocation from Fund 512 to Fund 522 180,000 0 0 -100.0%
Total New Revenue 963,400 990,110 1,282,000 33.1%
Total Committed Expenditures (963,400) (760,624) (1,359,900) 41.2%
Fund Balance Plus Reserves 180,000 229,486 151,586 -15.8%
Healthcare IBNR (20%of claims) 182,000 139,500 199,000 9.3%
Fund Balance,Dec 31 (2,000) 89,986 (47,414) 2270.7%
Budget by Fund
6-52
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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
!Ir fighters retiring thereafter who are members of the plan.
Table 6-49. Fund 601, Firemen's Pension Fund
2002 2003 2004 2004 2005 Change
Item Actual Actual Adj Bdgt Actual Budget 04/05
REVENUE-
Fire
EVENUEFre Insurance Premium Tax 55,730 63,088 40,000 70,250 60,000 50.0%
Investment Interest 105,542 120,274 110,000 154,281 100,000 -9.1
TOTAL NEW REVENUE 161,272 183,362 150,000 224,531 160,000 6.7%
Use of Prior Yr Revenue 0 0 232,100 0 512,300 120.7510
TOTAL RESOURCES 161,272 183,362 382,100 224,531 672,300 75.9%
EXPENDITURES:
Fire Pensions 333,706 350,745 375,000 374,624 400,000 6.7%
Supplies 207 391 400 399 400 0.0%
11 Professional Services/Actuarial 0 4,575 0 0 5,000 100.0%
Interfund Payments 6,300 6,500 6,700 6,700 6,900 3.0%
Transfer Out 0 0 0 0 260,000 100.0/
TOTAL COMMITTED EXPENDITURES 340,213 362,211 382,100 381,723 672,300 75.9%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 340,213 362,211 382,100 381,723 672,300 75.9%
11119 Fund Balance,January 1 5,491,104 5,312,163 5,133,314 5,133,314 4,976,121 -3.1
Total New Revenue 161,272 183,362 150,000 224,531 160,000 6.7%
Total Committed Expenditures (340,213) (362,211) (382,100) (381,723) (672,300) 75.9%
6 Designated Fund Balance 5,312,163 5,133,314 4,901,214 4,976,121 4,463,821 -8.9%
Fund Balance,Dec 31 0 0 0 0 0 N/A
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Budget by Fund
6-54
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City of Renton
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Oetaib
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 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.
it
Details
t 7-1
Table 7-1. Revenue Detail, All Funds
2002 2003 2004 2004 2005 Change
Revenue Actual Actual Adj Bdgt Actual Budget 04/05
Tax Revenues
Property Tax I i General Levy 17,871,034 18,832,893 19,395,900 19,589,250 20,724,400 6.8%
Property Tax[I Special Levy 510,660 519,913 512,600 520,855 514,100 0.3%
Total Property Taxes 18,381,694 19,352,806 19,908,500 20,110,105 21,238,500 6.7%
Retail Sales and Use Tax 16,431,456 17,334,831 17,653,000 18,071,140 18,792,600 6.5%
Utility Taxes 8,669,865 8,952,000 9,197,000 8,957,389 9,599,800 4.4%
Other Taxes
Admissions Tax 632,715 526,846 310,000 476,424 325,000 4.8%
Franchise Fees 492,479 509,787 510,000 619,926 510,000 0.0%
Excise Taxes 2,709,652 3,104,519 2,311,000 4,610,770 2,814,000 21.8%
Emergency Medical Service 473,125 449,081 449,000 461,303 458,000 2.0%
Gambling Excise Tax 2,110,861 1,922,211 2,380,000 2,117,985 2,005,000 -15.8%
Total Other Taxes 6,418,832 6,512,444 5,960,000 8,286,408 6,112,000 2.6%
Total Tax Revenue 49,901,847 52,152,081 52,718,500 55,425,042 55,742,900 5.7%
Licenses and Permits
Business Licenses and Permits 2,333,878 2,139,911 2,375,300 2,086,040 2,107,600 -11.3%
Building Permits 1,883,233 2,129,296 1,394,500 2,252,851 1,495,800 7.3%
Non-Business Licenses/Permits 43,869 57,315 28,100 45,282 30,700 9.3%
Total Licenses and Permits 4,260,980 4 326,522 3,797,900 4 384173 3,63 '100 -4.3%
Intergovernmental Revenue
Federal Grants 2,758,252 4,031,730 1,092,600 1,212,364 1,682,000 53.9%
State Grants 1,176,449 880,279 1,302,200 719,820 1,580,000 21.3%
Motor Vehicle Excise Tax (MVET) 282,190 18,962 50,000 49,660 25,000 -50.0%
Local Vehicle License Fee/Transp 466,822 11,684 350,000 0 0 -100.0%
State DUI 8,863 9,117 0 9,288 0 N/A
State/Street Fuel Taxes 1,113,837 1,124,415 1,124,200 1,131,300 1,139,600 1.4%
State/Fire Insurance Premium Tax 55,730 63,088 40,000 70,250 60,000 50.0/
State/Liquor Board Profits/Excise Tax 464,488 531,475 527,600 610,835 735,400 39.4%
Intrciovl Service and Interlocal Grants 1,126,747 1,479,319 3,655,100 3,975,960 2,424,300 -33.701.
Total Intergovernmental Revenue 7,453,378 8,150 069 8,141,700 7,779,477 7,646 300 6.1
Charges for Services
General Government 254,199 271,186 243,000 395,345 249,700 2.8%
Public Safety 561,518 427,236 658,000 458,607 676,000 2.711.
Utility and Environment 30,239,382 31,287,637 31,386,600 32,223,826 33,296,000 6.1%
Transportation Mitigation 1,001,645 388,768 500,000 915,752 500,000 0.0% ,
Other Transportation 6,476 5,546 4,900 6,657 5,100 4.1%
Plan Checking Fees 730,376 943,892 566,500 976,686 582,000 2.7%
Fire and Park Mitigation 902,450 848,283 425,000 904,500 525,000 23.5%
Planning/Zoning/EIS Fees 205,960 1,164,803 121,000 162,251 124,200 2.6% ,
Recreation 2,475,373 2,470,275 2,969,200 3,028,333 3,182,000 7.2%
Equipment Repair/Maintenance Charges 1,632,867 1,241,516 1,446,000 1,472,734 1,653,900 14.4%
Total Charges for Services 38,010,246 39 049,142 38,320,200 40,544,691 40,793,900 6.5% ,
Total Fines and Forfeits 1,043,199 991,753 985,000 1,025,151 999 000 1.4%
Miscellaneous Revenue
Interest and Other Earnings 1,642,302 2,510,785 1,451,800 1,296,448 1,475,200 1.6%
LID/Special Assessment Principal 312,908 295,674 13,300 20,852 7,000 -47.4% '
Rents/Leases/Concessions 2,473,800 2,442,067 2,449,200 2,786,977 2,449,400 0.0%
Equipment Capital Recovery Charges 1,357,629 1,226,185 1,317,900 1,303,700 1,443,000 9.5%
Intrfund Proprty Liability Ins Premiums 1,537,300 1,725,800 1,840,800 1,977,297 1,932,400 5.0%
Employee Insurance Premiums 5,750,910 6,761,998 7,790,200 7,290,739 8,345,900 7.1% ,
Contributions from Private Sources 159,592 232,702 94,600 264,938 93,100 -1.6%
Other Miscellaneous 314,926 275,824 342,600 222,521 297,300 -13.2%
Total Miscellaneous Revenue 13,549,367 15,471,035 15,300,400 15,163,472 16,043,300 4.9%
Interfund Dept Service Charges 4,676,755 4,390,232 4,251,900 4,341,623 4,134,400 -2.8% '
Total Non Revenues 17,667,412 2,376,616 20,797,300 15,327,537 6,361,600 -69.4%
Total Other Financing Sources 14 565,055 8,670,896 10,011,900 18,415,633 6,511,800 35.0%
TOTAL NEW REVENUE $151,128,239 $135,578,346 $154,324,800 $162,406,799 $141,867,300 8.1% '
Details
7-2
Table 7-2. Expenditure Detail, All Funds
2002 2003 2004 2004 2005 Change
Expenditures Actual Actual Adm Bdqt Actual Budget 04/05
Salaries And Wages
Regular Salaries 33,747,043 35,281,075 37,784,500 34,894,570 39,323,300 4.1%
Part Time Salaries 2,265,407 2,186,818 2,430,100 2,539,592 2,411,700 -0.8%
Uniform Allowance 74,406 72,788 82,600 76,195 83,500 1.1%
Overtime 1,982,522 1,952,333 1,963,500 2,085,720 1,981,800 0.9%
Total Salaries And Wages 38,069,378 39,493,014 42,260,700 39,596,077 43,800,300 3.6%
Personnel Benefits
Retirement/PERS 448,883 503,949 547,300 339,253 862,800 57.6%
Retirement/LEOFF 373,142 407,020 404,500 436,591 563,500 39.3%
FICA 2,316,867 2,404,046 2,547,500 2,399,218 2,636,700 3.5%
Medical Insurance 3,602,802 4,242,533 4,728,200 4,311,237 5,044,100 6.7%
LEOFF Retired Medical Insurance 480,277 700,340 713,400 741,114 879,100 23.2%
Industrial Insurance 516,740 709,839 718,500 787,155 788,000 9.7%
... Life Insurance 117,389 120,043 112,300 75,548 111,300 -0.9%
Dental Insurance 992,316 901,869 1,153,500 964,933 1,234,900 7.1%
Unemployment Compensation 113,000 114,700 114,700 114,700 114,700 0.0%
Fire Pensions 333,706 350,745 375,000 374,624 400,000 6.7%
PERS Prior Service Liability 1,604 0 8,500 0 8,800 3.5%
Long Term Disability 85,956 91,252 93,900 82,398 91,600 -2.4%
Long Term Care Leoffl 0 0 0 0 260,000 100.0%
Self-Insurance Medical/Dental 5,163,443 5,486,275 6,663,100 5,750,631 6,887,900 3.4%
Self-Insurance Workmen's Comp 411,522 466,829 467,000 560,309 467,000 0.0%
Self-Insurance Unemployment Comp 90,959 142,664 142,000 83,421 142,000 0.0%
Total Personnel Benefits 15,048,606 16,642,104 18,789,400 17,021,132 20,492,400 9.1%
Supplies
Office/Operating Supplies 2,745,262 2,752,780 3,222,100 2,989,026 3,341,600 3.7%
Purchased Merchandise/Inventory 339,374 382,044 311,000 299,302 316,000 1.6%
Small Equipment 697,357 759,712 1,838,700 1096110 1,255,500 31 7.
Total Supplies 3,781,993 3,894 536 5,371,800 4384438 4,913,100 8 5%
Other Services &Charges
Professional Services 11,179,462 11,698,081 11,991,900 11,316,152 12,037,900 0.4%
Communications 442,817 436,306 467,700 418,680 471,000 0.7%
Travel and Training 335,556 221,953 355,800 208,047 355,900 0.0%
Volunteer Travel/Meals 22,971 20,954 28,100 19,858 28,100 0.0%
Operating Rentals &Leases 3,225,799 2,660,228 3,052,500 2,865,104 3,313,200 8.5%
Property/Liability Ins Premiums &Claims 2,967,571 3,829,319 3,487,400 3,278,326 4,398,300 26.1%
w Subtotal Misc Charges 18,174,176 18,866,841 19,383,400 18,106,167 20,604,400 6.3%
Public Utility Services 10,089,982 9,432,968 10,475,900 10,312,915 11,188,700 6.8%
Repairs and Maintenance 1,226,601 1,284,504 1,688,600 1,322,775 1,597,200 -5.4%
Other Miscellaneous Services 1,433,722 1,387,978 1,365,000 1,392,966 1,234,700 -9.5%
Total Other Services And Charges 30,924,481 30,972,291 32,912 900 31,134,823 34,625,000 5.2%
Intergovernmental Services
Intergovernmental Professional Services 1,583,844 1,468,440 1,674,200 1,918,154 1,714,900 2.4%
External Taxes &Operating Assessments 1,110,750 1,157,546 1,230,100 1,203,693 1,421,800 15.6%
Interfund Taxes 1,724,730 1,856,450 1,829,100 1,756,462 2,054,800 12.3%
Total Intergovernmental Services 4,419,324 4482436 4,733,400 4,878 309 5,191,500 9m 7%
Capital Outlay
Land 100,776 989,085 2,175,400 1,618,708 510,000 -76.6%
a. Buildings, Structures &Oth Imprvmnts 9,494,106 12,712,557 10,245,500 3,337,644 4,005,000 -60.9%
Machinery and Equipment 1,916,171 1,501,360 1,800,800 1,353,777 1,313,800 -27.0%
Construction Projects 8,644,580 11,680,113 21,683,600 14,779,678 9,450,000 -56.4%
Street Improvement Projects/CIP 4,629,221 4315887 10,576,400 5,177,125 7861500 -25.791.
_Total Capital Outlay 24,784,854 31,199,002 T6,481,700 26,266,932 23,140,300 -50.2%
Debt Service
Principal 6,325,459 4,707,131 3,898,100 3,920,294 4,013,400 3.0%
Interest and Related Debt Costs 3,007,956 3,236,263 3,242,000 3,161,138 3,404,100 5.0%
Total Debt Service 9,333,415 7,943,394 7,140,100 7,081,432 7,417,500 3.9%
Total Interfund Payments 3 108 370 3,220,522 3,452,400 3,040,726 3207000 -7.1%
Total Non Expenditures 2,509,923 530,293 430,000 387,003 310,000 279%
Total Other Financing Uses 10,187,663 8,318,043 22,190,300 18,282,927 6,808,700 -69.3%
TOTAL COMMITTED EXPENDITURES $142,168,007 $146,695,635 $183,762,700 $152,073,799 $149,905,800 -18.4%
r Details
7-3
Itr
Table 7-3. 2005 Revenue, Expenditures,enditures, Fund Sources, All Funds
General Governmental
000 007 010 101 103 106 201/207/215
General Garage Op Fire Memorial Parks Street Library Limited GO
Revenue
Property Tax 9,869,700 5,135,400 3,221,000 1,455,200 1,043,100
Sales Tax 17,327,600
Sales Tax/Criminal Justice 1,100,000
Admissions Tax 325,000
Utility Tax&Natural Gas Use Tax 5,264,200 3,251,700 1,263,900
Real Estate Excise Tax 1,189,000
EMS Levy Funds 458,000
Gambling Excise Tax 2,005,000
Franchise/Leasehold Excise 635,000
Sub-Total Taxes 36,984,500 0 0 8,387,100 4,484,900 1,455,200 2,232,100
Business License Fee 410,600
Building Permits 1,547,800
Other Licenses/Permits 4,400 26,300
Community Dev Block Grants
Other Federal/State Grants 200,000
State Shared Revenue 760,400 788,100 +
Other Intergovernmental 1,100,000
Charges for Services 1,543,400 1,511,800 6,200
Fines and Forfeits 969,500 29,500
Interest Earnings 657,800 36,700 24,400 2,400 24,400
Miscellaneous Revenue 188,100 526,500 57,800 1,400
Non-Revenue
Other Financing Sources 300,000
Interfund Revenue 2,507,600 902,000
Total New Revenue 46,874,100 0 0 10,462,100 6,283,500 1,494,700 2,556,500
Use of Prior Yr Revenue 1,059,400 70,000 0 0 2,700 0 0
Total Resources 47,933,500 70,000 0 10,462,100 6,286,200 1,494,700 2,556,500
Expenditures
Legislative 220,100
AJLS: Mayor's Office 848,900
City Clerk 465,500
City Attorney 1,101,300
Hearing Examiner 141,600
Court Services 1,425,800 ,
Econ Dev,Neighbrhds&Strat Pin 1,294,200
Human Resources&Risk Mgmt: 620,800
Insurance
Finance&Information Systems 3,444,400 ,
Other City Services/Misc 3,670,700
Debt Service 2,556,500
Police 15,877,000
Fire 13,042,800
Planning/Building/Pub Wks:
Administration 363,700
Development Services 3,360,600
Transportation 3,640,200
Utility Systems&Technical Svc 534,200
Maintenance Services 2,646,000
Community Services:
General Services/Parks 70,000 10,462,100 ,
Housing&Human Services 541,400
Comm Dev Block Grants
1,494,700
Library
Golf Course '
Transfers-Out 980,500
Total Committed Expenditures 47,933,500 70,000 0 10,462,100 6,286,200 1,494,700 2,556,500
Increase to Reserves 0 0 0 0 0 0 0
Total Expenditures 47,933,500 70,000 0 10,462,100 6,286,200 1,494,700 2,556,500
Fund Balance, January 1 6,682,351 114,756 31,153 953,155 828,172 639,588 1,690,040
Total New Revenue 46,874,100 0 0 10,462,100 6,283,500 1,494,700 2,556,500
Total Committed Expenditures (47,933,500) (70,000) 0 (10,462,100) (6,286,200) (1,494,700) (2,556,500)
Fund Balance Plus Reserves 5,622,951 44,756 31,153 953,155 825,472 639,588 1,690,040
8%Operating Reserves 2,936,535 0 0 836,968 502,896 119,576 0
Other Reserves/IBNR 0 0 0 0 0 0 827,836
Fund Balance(Undesig/Designal 2,686,416 44,756 31,153 116,187 322,576 520,012 862,204
Details
7-4
An Table 7-3. 2005 Revenue, Expenditures, Fund Sources, All Funds
Gen Gov't
Special Revenue
102 104 110 118 125 127
Total 2005 Arter Str CDBG Hotel/Motel Paths 1%Art Cable Com
Revenue
Property Tax 20,724,400
Sales Tax 17,327,600 150,000
Sales Tax/Criminal Justice 1,100,000
�. Admissions Tax 325,000
Utility Tax&Natural Gas Use Tax 9,779,800 35,000
Real Estate Excise Tax 1,189,000
EMS Levy Funds 458,000
Gambling Excise Tax 2,005,000
Franchise/Leasehold Excise 635,000
Sub-Total Taxes 53,543,800 0 0 150,000 0 0 35,000
Business License Fee 410,600
.. Building Permits 1,547,800
Other Licenses/Permits 30,700
Community Dev Block Grants 0 314,500
Other Federal/State Grants 200,000
., State Shared Revenue 1,548,500 351,500
Other Intergovernmental 1,100,000
Charges for Services 3,061,400
Fines and Forfeits 999,000
., Interest Earnings 745,700 2,000 5,000 2,400
Miscellaneous Revenue 773,800 65,000 1,500
Non-Revenue 0
Other Financing Sources 300,000
Interfund Revenue 3,409,600
Total New Revenue 67,670,900 353,500 314,500 220,000 0 0 38,900
Use of Prior Yr Revenue 1,132,100 0 0 0 0 50,000 0
Total Resources 68,803,000 353,500 314,500 220,000 0 50,000 38,900
Expenditures
Legislative 220,100
AJLS: Mayor's Office 848,900 50,000
City Clerk 465,500 38,900
City Attorney 1,101,300
Hearing Examiner 141,600
Court Services 1,425,800
Econ Dev, Neighbrhds&Strat Plr 1,294,200 220,000
.. Human Resources& Risk Mgmt: 620,800
Insurance
Finance&Information Systems 3,444,400
Other City Services/Misc 3,670,700
Debt Service 2,556,500
Police 15,877,000
Fire 13,042,800
Planning/Building/Pub Wks:
,. Administration 363,700
Development Services 3,360,600
Transportation 3,640,200
Utility Systems&Technical Svc 534,200
.. Maintenance Services 2,646,000
Community Services:
General Services/Parks 10,532,100
Housing&Human Services 541,400
.,, Comm Dev Block Grants 0 314,500
Library 1,494,700
Golf Course 0
Transfers-Out 980,500 353,500
Total Committed Expenditures 68,803,000353,500 314,500 220,000 0 50,000 38,900
Increase to Reserves 0 , 0 0 0 0 0 0
Total Expenditures 68,803,000 353,500 314,500 220,000 0 50,000 38,900
Fund Balance, January 1 10,939,215 204,419 28,634 254,848 2,826 98,548 205,438
y- Total New Revenue 67,670,900 353,500 314,500 220,000 0 0 38,900
Total Committed Expenditures (68,803,000) (353,500) (314,500) ('220,00,11 0 (50,000) (38,900)
Fund Balance Plus Reserves 9,807,115 204,419 28,634 254,848 2,826 48,548 205,438
8%Operating Reserves 4,395,975 0 0 0 0 0 0
Other Reserves/IBNR 827,836 0 0 0 0 0 0
Fund Balance(Undesig/Designal 41583,304 , 204,419 28,634 254,848 2,826 48,548 205,438
Details
7-5
s
Table 7-3. 2005 Revenue, Expenditures, Fund Sources, All Funds
Special Rev Debt Service Capital Project
131 213/219 220 301 303 304 305
Park Memoria Unlim G.O. LID Debt Sv Garage CIP C D Mitig Fire Mitig Trans Miti
Will
Revenue
Property Tax 514,100
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 0 514,100 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
250,000 275,000 500,000
Charges for Services
Fines and Forfeits
Interest Earnings 5,000 2,500 5,000 25,000 100,000
Miscellaneous Revenue 7,000
Non-Revenue
Other Financing Sources
Interfund Revenue
Total New Revenue 0 519,100 9,500 0 255,000 300,000 600,000
Use of Prior Yr Revenue 0 0 3,300 0 0 0 713,400
Total Resources 0 519,100 12,800 0 255,000 300,000 1,313,400
Expenditures
Legislative
AJLS: Mayor's Office 1
City Clerk
City Attorney
Hearing Examiner
Court Services "
Econ Dev,Neighbrhds&Strat Plr
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems
Other City Services/Misc
Debt Service 519,100 3,500
Police
Fire ,
Planning/Building/Pub Wks:
Administration
Development Services
Transportation '
Utility Systems&Technical Svc
Maintenance Services
Community Services:
General Services/Parks ,
Housing&Human Services
Comm Dev Block Grants
Library
Golf Course ,
Transfers-Out 9,300 300,000 1,313,400
Total Committed Expenditures 0 519,100 12,800 0 0 300,000 1,313,400
Increase to Reserves 0 0 0 0 255,000 0 0
Total Expenditures 0 519,100 12,800 0 255,000 300,000 1,313,400
Fund Balance, January 1 100,690 572,661 43,188 172,992 300,411 742,174 4,196,343
Total New Revenue 0 519,100 9,500 0 255,000 300,000 600,000
Total Committed Expenditures 0 519,100 12,800 0 0 300,000 1,313,400
Fund Balance Plus Reserves 100,690 572,661 39,888 172,992 555,411 742,174 3,482,943
8%Operating Reserves 0 0 0 0 0 0 0
Other Reserves/IBNR 0 0 0 0 0 0 0
Fund Balance(Undesig/Designal 100,690 572,661 39,888 172,992 555,411 742,174 3,482,943
Details
7-6
Table 7-3. 2005 Revenue, Expenditures, Fund Sources, All Fundy
Capital Project Enterprise
306 307 316 317 401 421 451
Revenue Leased Citv Aquatic Ctr Mun Fac Trans CIP W/S/S Util W/S/S Const W/S/S Rev B
Property Tax
Sales Tax
Sales Tax/Criminal Justice
Admissions Tax
Utility Tax&Natural Gas Use Tax
Real Estate Excise Tax 1,500,000
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 0 0 1,500,000 0 0 0 0
Business License Fee 1,600,000
Building Permits
Other Licenses/Permits 45,000
Community Dev Block Grants
Other Federal/State Grants 1,920,500 15,000
,. State Shared Revenue
Other Intergovernmental 1,311,300 13,000
Charges for Services 21,529,200 5,000 3,049,800
Fines and Forfeits
Interest Earnings 100,000 78,700 50,000
Miscellaneous Revenue 446,700 120,000 89,700
Non-Revenue
250,000 5,786,000
Other Financing Sources 1,228,500 1,313,400 9,900 3,400,000
Interfund Revenue 721,600
Total New Revenue 446,700 0 2,948,500 6,145,200 22,724,100 9,269,000 3,049,800
Use of Prior Yr Revenue 0 0 1,386,500 1,841,300 1,258,200 181,000 0
Total Resources 446,700 0 4,335,000 7,986,500 23,982,300 9,450,000 3,049,800
Expenditures
Legislative
AJLS: Mayor's Office
City Clerk
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Pln 175,000
,. Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems 1,155,000
Other City Services/Misc 1,316,000
Debt Service 829,900 3,012,100
Police
Fire
Planning/Building/Pub Wks:
., Administration
Development Services 445,400
Transportation 7,986,500
Utility Systems&Technical Svc 4,453,200 9,450,000
Maintenance Services 13,537,800
Community Services:
General Services/Parks 156,700 3,005,000
Housing&Human Services
Comm Dev Block Grants
Library
Golf Course
Transfers-Out 290,000 3,400,000
Total Committed Expenditures 446,700 0 4,335,000 7,986,500 23,982,300 9,450,000 3,012,100
Increase to Reserves 0 0 0 0 0 0 37,700
Total Expenditures 446,700 0 4,335,000 7,986,500 23,982,300 9,450,000 3,049,800
Fund Balance, January 1 651,675 177,390 8,182,809 10,539,176 6,868,140 905,267 111,883
Total New Revenue 446,700 0 2,948,500 6,145,200 22,724,100 9,269,000 3,049,800
Total Committed Expenditures 446,700 0 4,335,000 7,986,500 23,982,300 9,450,000 3,012,100
Fund Balance Plus Reserves 651,675 177,390 6,796,309 8,697,876 5,609,940 724,267 149,583
8%Operating Reserves 0 0 0 0 1,412,232 0 0
Other Reserves/IBNR 0 0 4,866,000 500,000 0 0 0
Fund Balance(Undesig/Designal 651,675 177,390 1,930,309 8,197,876 4,197,708 724,267 149,583
Details
7-7
Table 7-3. 2005 Revenue, Expenditures, Fund Sources, All Funds
Enterprise
461 471 481 402 403 404 424
W/S/S B Resv W/S Stabil W/S Bond Airport Sol Waste Golf Crs Golf CIP
Revenue
Property Tax
Sales Tax
Sales Tax/Criminal Justice
Admissions Tax
Utility Tax&Natural Gas Use Tax
Real Estate Excise Tax
EMS Levy Funds we
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 0 0 0 0 0 0 0
Business License Fee so
Building Permits
Other Licenses/Permits
Community Dev Block Grants
Other Federal/State Grants 812,000
40
State Shared Revenue
Other Intergovernmental
5,100 8,614,300 1,850,200
Charges for Services
Fines and Forfeits
50,000 4,900 15,000 4,000
Interest Earnings
819,100 68,600 456,000
Miscellaneous Revenue 175,600 150,000
Non-Revenue
Other Financing Sources
Interfund Revenue 3,200
Total New Revenue 0 0 0 1,686,200 8,866,000 2,321,200 154,000
Use of Prior Yr Revenue 0 0 0 273,800 212,700 0 156,000
Total Resources 0 0 0 1,960,000 9,078,700 2,321,200 310,000
Expenditures
Legislative
AJLS: Mayor's Office
i
City Clerk
City Attorney
Hearing Examiner
Court Services ,
Econ Dev,Neighbrhds&Strat Pln
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems ,
500 126,100
Other City Services/Mise 34,700 247,
Debt Service 285,200
Police
Fire
Planning/Building/Pub Wks:
Administration 4,000 11,500
Development Services 700
Transportation 1,921,300 ,
Utility Systems&Technical Svc 8,743,400
Maintenance Services 75,600
Community Services:
General Services/Parks '
Housing&Human Services
Comm Dev Block Grants
Library 1,759,900 310,000
Golf Course
150,000
Transfers-Out
Total Committed Expenditures 0 0 0 1,960,000 9,078,700 2,321,200 310,000
Increase to Reserves 0 0 0 0 0 0 0
Total Expenditures 0 0 0 1,960,000 9,078,700 2,321,200 310,000 ,
Fund Balance, January 1 2,606,852 0 3,095,283 2,343,581 1,297,935 1,296,105 357,124
Total New Revenue 0 0 0 1,686,200 8,866,000 2,321,200 154,000
Total Committed Expenditures 0 0 0 (1,960,000) (9,0 8 700) (2,321,200) (310,0001
Fund Balance Plus Reserves 2,606,852 0 3,095,283 2,069,781 1,085,235 1,296,105 201,124 '
8%Operating Reserves 0 0 0 70,800 726,296 148,384 0
Other Reserves/IBNR 2,606,852 0 3,095,283 1,998,981 0 441,358 0
Fund Balance(Undesig/Designal 0 0 0 0 358,939 706,363 201,124
Details
7-8
Table 7-3. 2005 Revenue, Expenditures, Fund Sources, All Funds
Internal Service Fiduciary All Funds
501 502/512/522 601 Total
E ui R&R
Revenue Insurance Fire Pension 2005
Property Tax 21,238,500
Sales Tax 17,477,600
Sales Tax/Criminal Justice 1,100,000
Admissions Tax 325,000
Utility Tax&Natural Gas Use Tax 9,814,800
Real Estate Excise Tax 2,689,000
EMS Levy Funds 458,000
. Gambling Excise Tax 2,005,000
Franchise/Leasehold Excise 635,000
Sub-Total Taxes0 0 0 55,742,900 .
Business License Fee 2,010,600
Building Permits 1,547,800
Other Licenses/Permits 75,700
Community Dev Block Grants 314,500
Other Federal/State Grants 2,947,500
State Shared Revenue 60,000 1,960,000
Other Intergovernmental 2,424,300
Charges for Services 1,653,900 40,793,900
Fines and Forfeits 999,000
Interest Earnings 80,000 100,000 100,000 1,475,200
Miscellaneous Revenue 1,443,000 10,278,300 14,568,100
Non-Revenue 6,361,600
Other Financing Sources 6,251,800
Interfund Revenue 260,000 4,394,400
Total New Revenue 3,176,900 10,638,300 160,000 141,867,300
Use of Prior Yr Revenue 0 761,300 512,300 8,481,900
Total Resources 3,176,900 11,399,600 672,300 150,349,200
Expenditures
Legislative 220,100
AJLS: Mayor's Office 898,900
City Clerk 504,400
.. City Attorney 1,101,300
Hearing Examiner 141,600
Court Services 1,425,800
Econ Dev, Neighbrhds&Strat Pir 1,689,200
..` Human Resources&Risk Mgmt: 620,800
Insurance 11,276,200 11,276,200
Finance&Information Systems 4,599,400
Other City Services/Misc 185,400 123,400 672,300 6,376,100
.. Debt Service 7,206,300
Police 15,877,000
Fire 13,042,800
Planning/Building/Pub Wks:
Administration 379,200
Development Services 3,806,700
Transportation 13,548,000
Utility Systems&Technical Svc 23,180,800
Maintenance Services 2,840,800 19,100,200
Community Services:
General Services/Parks 13,693,800
Housing&Human Services 541,400
Comm Dev Block Grants 314,500
Library 1,494,700
Golf Course I 2,069,900
Transfers-Out 6,796,700
Total Committed Expenditures 3,026,200 11,399,600 672,300 149,905,800
Increase to Reserves 150,700 0 0 443,400
Total Expenditures 3,176,900 11,399,600 672,300 150,349,200
Fund Balance, January 1 4,086,141 7480,398 4,976,121
Total New Revenue 3,176,900 10,638,300 160,000
Total Committed Expenditures 3,026,200 11,399,600 672,300
Fund Balance Plus Reserves 4,236,841 8,719,098 4,463,821 E
8%Operating Reserves 165,888 4,518,610 0
.. Other Reserves/IBNR 4,070,953 4,074,600 0
Fund Balance(Undesig/Designal 0 125,888 4,463,821
Details
�„ 7-9
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Details
7-10
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LAppendix
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1 ti .............
CkY of Renton
' � 2005 Budget
1
Oppaulix
r
In this section you will find a wide range of economic statistics, demographic
1W data (Did You Know?, page 8-8), and general information about the City of
Renton (page 8-2). We have also included a glossary of commonly used budget
terms starting on page 8-12.
Table 8-1 lists the largest taxpayers, and table 8-2 lists the principal employers in
the City of Renton.
IN 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
IN increase for 2005 is noted on each table.
I
' Appendix
8-1
City of Renton, Washington - General Information t
DATE OF INCORPORATION.........................September 6, 1901 ELECTIONS:
FORM OF GOVERNMENT...............................Mayor-Council Number of Precincts................................................................66
TYPE OF GOVERNMENT......................Non-Charter,Code City Number of Registered Voters(2004)............................... 34,623
LOCATION..............................................11 Miles South of Seattle LICENSES&PERMITS:2004
LANDAREA......................................................17.2 Square Miles General Business Licenses................................................ 4,324 ,
RANK IN SIZE-STATE OF WASHINGTON.........................10 Amusement Devices............................................................. 140
RANK IN SIZE-KING COUNTY..............................................5 Animal Licenses(Dog&Cat) .......................................... 1,651
POPULATION Official 4/l/04............................................. 55,360
2004 KING CO CERTIFICATION OF ASSESSED VALUATION FIRE PROTECTION:
Number of Commissioned Fire Fighting Personnel..............
For the 2005 Tax Roll Year.................................$6,683,310,627 Number of Non-Commissioned Personnel.............................106
CITY EMPLOYEES-2005 Budget 13
......................... 699.1 Total Number of Fire Personnel('05 Budget)...................... 119
(Full Time Equivalents/FTE)....................... Number of Fire Stations(includes FD#25)..............................5
2005 PROPERTY TAX LEVY:(Projected))
General Levy(Includes Fire Pension).....................$19,993,737......................... Life Support Responses(2004)......................................... 6,556428
,
Special Levy(Excess)................................................. $858,620 All Other Responses(2004)..............................................
2,
TOTAL 2005 PROPERTY TAX LEVY.....................$20,852,357 Total Number of Responses(2004)................................... 8,98
2005 PROPERTY TAX RATES:(Per$1,000 of Assessed Value) POLICE PROTECTION:Number of Commissioned Police Personnel....................... 89.0
City of Renton-General Levy...................................... $3.1480 Number of Non-Commissioned Police Personnel............... 41.2
City of Renton-Special Lev...............................................0786 Total Number of Police Personnel('05 Budget)................ 132.2
TOTAL City of Renton Property Tax Rate....................$3.2270 Number of Calls for Service.............................................64,317 _
KingCounty.....................................................................1.3823 '
Port of Seattle......................................................................2532 PARKS&RECREATION:
Hospital District#1..............................................................0904 Total Parks&Open Space Acreage.............. 1,180
Renton School District#403............................................3.9925 Number of Developed Parks and Playgrounds........................26
State of Washington School Fund.....................................2.6891 Major Facilities:
Emergency Medical Service................................................2318 Liberty Park
TOTAL 2004 PROPERTY TAX RATES............................$11.8668 Gene Coulon Memorial Beach Park(Lake Washington)
Cedar River Trail
UTILITY TAX RATES: Maplewood Golf Course
Electricity,Gas(Utility&Use),and City Utilities Renton Senior Activity Center
(Water Sewer,Storm Drain,and Solid Waste).......................6% Cedar River Park:
TV Cable,Telephone,and Cellular Phone.............................6% Carco Theatre
SALES TAX RATE: Renton Community Center
State.....................................................................................6.5% STREETS:2004
King County Metro..............................................................0.6%
State Signed Routes(Arterials)..........................................10.82
CityArterials...................................................................... 62.3
Transit and Traffic Congestion(effective 4/1/01)...............0.2% Local Access Streets......................................................... 129.45
,
RTA(effective 4/1/97).........................................................0.4% Alleys.................................................................................. 11.10
City of Renton Local Option...............................................1.0% Total Streets......................................................................213.67
City of Renton Local Option-Criminal Justice..................0.1% Number of signalized intersections....................................... 106
TOTAL SALES TAX RATE......................................................8.8%a UTILITIES:2004
King County Stadium Tax Rate on Food&Beverage WATER UTILITY: '
Sales at Restaurants,Bars&Taverns..................................0.5% Total Water Customers.................................................... 16,159
Hotel/Motel Tax...................................................................1.0% Gallons of Water Produced..................................2,794,516,000
Public Facilities/Rental Car.................................................1.0% Number of Fire Hydrants...................................................3,174
ADMISSION TAX RATE: Miles of Water Main...........................................................291.1
Theaters and Other Events......................................................5% SANITARY SEWER UTILITY,
Total Sanitary Sewer Customers..................................... 14,432
BUSINESS LICENSE FEE.......................$55 Per Employee/Year Miles of Gravity Sewer and Force Main............................ 183.5
TWO-YEAR ANIMAL LICENSE FEES: Not Altered Altered STORM DRAINAGE UTILITY: 14,478
Dog License $20.00 $10.00 Number of Accounts.................................................
Cat License $8.00 $4.50 Miles of Storm Sewers.....................................................204.01
(Lifetime tags for senior citizens offered at one-time fee.) SOLID WASTE UTILITY.(Contracted Services)
2005 UTILITY RATES: (Reduced rates for low income senior
Total Accounts................................................................... 14,673 ,
citizens,and disabled persons available.) AIRPORT:2004
` WATER: Area in acres.................................................................... 167.21
Basic Service Charge(3/4"Meter)..................$11.03/Month Feet of Asphalt/Concrete Runway.....................................5,379
Commodity Rate: $1.85/100 C.F.for First 1000 cubic ft a Total Operations.............................................................. 96,337
month,$1.98 charged in excess of 1000 cubic feet. LIBRARY:2004
CITY SEWER:(Single Family Residence)..........$13.43/Month Libraries(Main and Highlands)................................................2
METRO SEWER:(Single Family Residence).......$25.60/Month Number of City Resident Borrowers............................... 27,506
STORM SEWER:(Single Family Residence)..........$5.39/Month Number of Non-Resident/King County Borrowers......... 10,699
GARBAGE RATES:(Residential) Number of Interlibrary Loan Borrowing Libraries............ 1001
I can(32 gal)/Wk.,curbside.................................$13.44/Month Total Books/Holdings .................................................. 165,406
1 additional can,weekly.........................................$8.00/Month Total Titles..................................................................... 123
Total Circulation............................................................ 512,,627
059 '
Appendix
8-2
eitif J
The City of Renton is located in King County,
Washington, approximately 20 miles southeast of Seattle
and surrounds the southern end of Lake Washington.
' Renton has a population of 55,700 which ranks fifth in size
of cities in the County. The City of Renton was
' incorporated in 1901, and operated under the laws of the
State of Washington as a optional municipal code city
under a Mayor-Council form of government with a seven
member City Council. Renton is a general purpose government that provides police, fire/
emergency medical, water, wastewater, stormwater, street construction & maintenance, parks
and recreation, planning and zoning,
' municipal court and general T
To
government services to its citizens. EVWrF
5
' The economy of the area is based-
manufacturing, technology-based •O'HRL WLLE
' business, the Port of Seattle, services
industry, tourism, fishing and
agriculture. The Boeing Company's REDMOND
Renton Operation is the largest 20
employer accounting for more than
' thirty percent of the area's workforce. amu,
fsaa
_. TK
KENT.
1a
s 1$
' fALMLIRN
T
8 �
Table 8-1. Largest Taxpayers
Real Property Percentage of
Taxpayer Type of Business Assessed Valuation Assessed Valuation
The Boeing Company Aerospace&Computer Services 315,450,000 4.72%
Puget Sound Energy Electric/Gas Utility 81,118,762 1.21%
PACCAR Heavy Manufacturing 72,197,100 1.08%
Qwest Corporation Telephone Utility 45,955,646 0.69%
AMB Property Corp. Commercial Property Owners 43,820,000 0.66%
Renton Properties LLC Real Estate Developer 38,799,100 0.58%
Avalon Bay Communities Inc. Apartment Building 26,396,000 0.39%
Fred Meyer Stores Inc. Retail 25,401,500 0.38%
Walmart Retail 24,737,200 0.37%
Walton Renton Investors III Commercial Property Owners 23,398,400 0.35%
Total Assessed Valuation- Largest Taxpayers 697,273,708 10.43%
Total Assessed Valuation-All Others 5,986,036,919 89.57%
Total Assessed Valuation 6,683,310,627 100.00%
Source
Assessed Valuation: King County Department of Assessment, both real and personal property assessment where
applicable.2005 taxroll year
Table 8-2. Principal Employers
.rl
2004 Full-Time Percentage of
Principal Employers Type of Business Equivalent Employees Employees
The Boeing Company Aerospace &Computer Services 10,448 29.35%
Valley Medical Center Medical Services 1,630 4.58%
PACCAR Inc Heavy Manufacturing 1,370 3.85%
Renton School District Public Education 1,350 3.79%
City of Renton City Government 889 2.50%
Federal Aviation Association Federal Government 850 2.39%
Wal Mart Retail 442 1.24%
ER Solutions Loan Brokers 391 1.10%
IKEA Retail 355 1.00%
Fry's Electronics Retail 354 0.99%
Total Number of Employees- Principal Employers 18,079 50.79%
Total Number of Employees- All Other Employers 17,519 49.21%
Total Employees Working Within Renton 35,598 100.00%
Source
Number of Employees: City of Renton Business License Records and individual inquiry where applicable.
r
Appendix
8-4
r
Figure 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 12.6 percent between 1995 and 2004,
while the population of Renton grew 23.32 percent during that same time period.
The number of FTEs per 1,000 Renton citizens remained fairly constant until 2001.
The high was in 1998 at 12.21 FTE per 1,000 citizens. The low is projected for 2005
at 10.88 per 1,000 citizens.
Figure 8-1. City of Renton Full-Time Employee(FTE)Stang Levels per 1,000 Renton Citizens
Population -+-Emp(FTE)/1,000 Population
60,000 12.5
c
50,000 --
12.0
40,000 - - - - - - a
.2 11.5 0
' 5 30,000
CL --
o
11.0 a-
a 20,000 -- - - Cn
m
am
10,000 - -- - ___ - - 10.5 a
E
' w
0 10.0
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Budget
Regular Employees per Total Population
Year. FTE's 1,000 Population of Renton
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
2004 609.2 11.00 55,360
2005 Budget 606.0 10.88 55,700
Source
Population:State of Washington Office of Financial Management
All other inform at ion:City of Renton Finance Department
Appendix
8-5
Figure 8-2. 2004 Comparison of Renton Taxes and Rates
$10.13 >
*..
$11.50 29.675
�'� a
$5.39 $20.85
$4.33
$24.91 $9.07 $7.33
$34.35
$17.55 $14.51
$90
$3.12 $83.25
$55
$50 $29.44 $50 $50
$D
$11.87 $8.80
$12.32 $10.21
$12.27 $15.18 $9.17 $12.52
$13.44 $9.67 $16.10
$9.83 $13.73 $10.48
$43.16
$33.62 $34.22 $32.60
$39.03 $34.85 $34.79
Renton Auburn Bellevue Kent Redmond Seattle Tukwila
■Wastewater ■Solid Waste ❑Property Tax ■Business License ■Water MStomn
g
Renton's
Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila
Population 4 55,360 46,135 116,500 84,560 46,900 572,600 17,240
Tax Rates r�
Avg.Prop Tax/$1,000 AV 4 $11.867 $12.267 $8.798 $12.324 $9.166 $10.212 $12.518
Electric Utility(1) 2 6.0% 5.0% 5.0% 6.0% 5.8% 6.09% 5.0%
Cable TV (2)
2 6.0% 5.0% 4.8% 6.0% 5.0% 10.09% 5.0%
B &O (3) N/A N/A N/A 15.00% N/A N/A 0.215% N/A
Admissions (4) 1 5.0% 5.0% 3.0% 5.0% 5.0% 5.0% 5.0%
Licenses&Fees
Business-Renewal (5) 3 $55 $50 $0 $50 $83.25 $90 $50
Golf (18 holes) (6) 5 $30 $34 $32 $37 $54.50 N/A $30
Dog License (7) 7 $20 $60 $60 $60 $60 $40 $60
Utility Rates
Water (750 CF) (8) 4 $24.91 $17.55 $29.44 $14.51 $20.85 29.675 $34.35
Wastewater/Sewer 2 $39.03 $34.85 $43.16 $33.62 $34.79 $34.22 $32.60
Storm (9) 5 $5.39 $9.07 $3.12 $7.33 $11.50 $10.13 $4.33
Solid Waste (10)/Garbage 4 $13.44 1 $9.83 $15.18 1 $13.73 $9.67 $16.10 $10.48
Appendix
8-6
.r
Notes:
(1) Redmond's Electric utility taxes changed from 5.5% to 5.8% effective February 1st 2005.
(2) Redmond and Kent collect a franchise fee instead of a utility tax.
(3) Seattle has a second B&O rate for service related businesses (0.415%).
' (4) Kent's admission tax will increase from 0 percent to 5 percent effective July 2004.
(5) 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.
(6) Kent, Auburn, Tukwila, Bellevue, and Renton fees differ for weekday/weekend. Based on
summer weekend rates when applicable.
1 (7) 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 two year license for$20.
' (8) Based on summer rates when applicable.
(9) 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.
' (10) Service for Bellevue, Kent, Redmond, and Tukwila is provided and billed by an outside
contractor. Rates are based on a 32-gal size can.
it
it
Appendix
8-7
RENTON�
AHEAD OF THE CURVE
Did You Know? '
• Respondents to a 2004 Citizen Survey were satisfied with the quality of life in Renton,
with 75%rating Renton as an"excellent" (21%)or"very good" (54%)place to live,an
increase from 63%two years ago.The principal reasons people gave Renton a positive
rating were atmosphere, location, public services, and sense of community.
• Over 55,000 people live in Renton. Housing options range from lake front homes to ,
urban apartments to affordable family neighborhoods.
• City staff members serve as volunteer liaisons for the City's Neighborhood Program to
provide a direct link between City government and residents. Last year, the program ,
served over 12,000 residents and 4,500 households with neighborhood picnics, grant
programs, newsletters, and personal contact.
• Since inception, 63 matching grants awarded to 24 different neighborhoods have
helped fund local neighborhood improvements. While the City has invested nearly
$100,000 in funding the combined projects, neighbors have matched that dollar '
investment with volunteer work and sweat equity.
• In addition to maintaining a high standard of drinking water quality, the City of
Renton also diligently maintains 291 miles of pipe, 10 wells, 1 spring, 9 reservoirs,
18 pump stations, 2 water treatment facilities, 3,240 fire hydrants, and 15,181 metered
connections. ,
• The Renton Police Department responds to emergency calls within 3 minutes.
In 2004 they responded to approximately 62,000 calls for service, a 20%
increase over 2003 - with no additional staffing. ,
• According to a 2004 Citizen Survey, 93% of respondents feel safe in Renton and
95% gave the Renton Police Department a passing grade in terms of service. Top
citizen priorities include keeping police patrols in neighborhoods and investigating
and solving crimes.
• The Renton Police Department is one of only nine Washington police agencies to meet
the highest policing standards in America and be accredited by the Commission on
Accreditation for Law Enforcement Agencies, Inc.
• The City provides diverse recreation programs for all ages - preschool, youth, teen,
adult, and senior. Leisure programs, organized athletics, fitness and wellness
programs, outdoor recreational opportunities; cultural arts programs; and programs
Appendix '
8-8
designed to provides social and recreational opportunities to senior citizens and those
with special needs all add to Renton's quality of life.
L • This past year, libraries in Renton made technological improvements including
patron self-service computer reservations, wireless internet access, in-library and
home access to an online automotive repair database, and the availability of
' resume writing software.
• The City's Housing Repair Assistance Program helps low to moderate income
homeowners maintain their homes by providing services such as accessibility
modifications (ramps, grab bars, door handles), and basic structure maintenance, as
well as smoke detector and carbon monoxide detector installation. The goal is to
increase the health and safety of Renton residents and keep neighborhoods
maintained. In 2004, 162 households were served by the program.
• Over 2,050 individuals participate in various volunteer opportunities and, in 2003,
t contributed 63,000 hours of service to the City of Renton valued at over$1,000,000.
Available volunteer opportunities include representation on a City Board,
Commission,or Advisory Committee or assisting with community events or one-time
special projects.
• The City of Renton has 27 developed parks comprising 160 acres, an 18-hole public
golf course, 12.5 miles of trails, and 795 acres of open space for passive and active
recreation. The City also maintains a boathouse, theater, two community centers, two
neighborhood centers, a museum, two public libraries, and an aquatic center.
' • Last year, over 76,000 people visited the new Henry Moses Aquatic Center. Of those
surveyed,92%rated the facility good or excellent and 98% will return. As anticipated,
user fees covered all operating expenses. Revenue was generated from paid
' admissions, pass cards, swim lessons, classes, rentals, and concessions.
• The Renton Farmers Market is extremely popular and brings hundreds of people to the
Piazza in downtown Renton every Tuesday from June through September. More than
50 vendors sell a bounty of fresh, locally grown farm products, including organic
fruits and vegetables, cut flowers, baked goods, herbs, and more weekly at the Piazza.
• Many neighborhood parks feature play equipment for kids. Over the last several years,
older equipment has been replaced with colorful new equipment at many parks,
including Gene Coulon Memorial Beach, Kennydale Beach, Kiwanis, Highlands,
North Highlands, Tiffany, Maplewood, Glencoe, Teasdale, and Liberty. Equipment
will be replaced at Burnett Linear Park and Kennydale Lions Park in 2005.
• Gene Coulon Memorial Beach Park, a stunning 55-acre park, has nearly 1.5 miles of
Lake Washington waterfront and receives over 1.5 million visitors a year. Major
public events featured at Coulon Beach Park include the Freddie's Club of Renton
' Fabulous Fourth of July, the Kidd Valley Family Concert Series in the summer, and
Clam Lights in December.
• Outdoor activities continue to bring people to downtown Renton. The extremely
popular Cinema on the Piazza features free movies on the silver screen every Saturday
in July and August. Families will enjoy the best in comedy, drama and classics with
movies beginning at dusk and entertainment prior to each movie.
Appendix
8-9
• Along with other local theaters, Carco Theatre has joined the Renton Live Theater
Alliance to promote the arts in Renton. Renton has an impressive public art collection,
two professional theater companies, a youth symphony orchestra, a city concert band,
three theaters, and an active arts community. In July each year, many teens participate
in the annual Summer Teen Musical at Carco Theatre.
• The award-winning Renton River Days festival attracts nearly 50,000 visitors '
annually. The six-day community family festival includes a parade, sports events, golf
tournament, live music, art shows, craft and vendor booths, food galore, and much
more. Liberty Park, in the heart of Renton, is the focal point for the festival with '
additional events in and around the downtown core.
• Over 31,000 people are employed in Renton. In 2004, 100 new Renton business
licenses were issued to businesses that opened or moved to Renton last year.
• Over the last decade, pro-active economic development efforts have diversified
Renton's employment base. While The Boeing Company and PACCAR remain the ,
two largest private employers, many other innovative businesses have made Renton
their home, including bar-code technology developer Microscan, internet firm
Classmates Online, and software publisher Topics Entertainment.
• Revitalization efforts continue in downtown Renton with new housing, parks, a
performing arts center, and a transit center. Efforts in the Highlands will focus on
stimulating investment in the area's WWII housing stock and retail centers.
• Renton is becoming known as the place to be for regional retailers. Building on the ,
success of IKEA, which opened its only Northwest U.S. store in Renton in 1994, new
Fry's Electronics and Sam's Club stores bring millions of dollars to the local economy.
In 2004, total sales tax revenue increased by almost 6 percent,hotel/motel tax revenue
increased by 14.5 percent, and construction revenue increased by 31 percent.
• On average the City of Renton repairs 12,565 square feet of sidewalk each year. The
focus is on areas where trip hazards are most severe and on public right-of-way where
the City is responsible for maintenance and repairs.
• The City of Renton maintains and operates 23 sanitary sewer lift stations and 2 ,
stormwater pumping stations, 199 miles of stormwater pipe, and 164 miles of sanitary
sewer pipe.Crews clean an average of 86,000 feet of stormwater pipe and 180,000 feet
of sanitary sewer pipe each year to help prevent flooding and overflows.
• The City of Renton sweeps approximately 6,650 lane miles of roadway each year.Last
year, 840 tons of leaves and debris were removed from Renton's streets, making them
cleaner and safer.
• Through an aggressive recycling program, Renton residents diverted over 47% of
recyclable residential waste and 9% of recyclable multi-family waste from the landfill.
• Along with restoring street pavement after excavation by the various City of Renton
utilities, crews repair approximately 179,925 square feet of pavement each year. This
helps to limit potholes, maintain the streets Overall Condition Index rating of 80 or
better, and make streets safer, smoother, and more pleasant to drive on.
Appendix '
8-10
• According to a 2004 Citizen Survey, 91% gave the Renton Fire Department aassin
P g
grade in terms of service, with 60% giving them an "A" grade. Top citizen priorities
include putting out fires and limiting damage and providing emergency medical
services.
• Twenty-four hours a day, 365 days a year, the Renton Fire Department provides
professional and cost-effective protection of life and property to the citizens of Renton
and King County Fire District#25.
• The Renton Fire Department responded to 8,582 calls for service in 2003 that included
Emergency Medical Services, fires, and other types of emergencies. Core services for
the department include Disaster Management, Fire Suppression, Emergency Medical
Services, Technical Operations, Fire Prevention, and Public Education.
• Renton firefighters are certified EMT's and provide basic life support such as
performing cardiopulmonary resuscitation (CPR), bandaging wounds, splinting
injuries, and recognizing numerous dangerous medical emergencies. Emergency
Medical Services accounted for 73% of the department's calls in 2003.
• The best way to avoid the devastation of a fire is to prevent it from happening. The
Renton Fire Department inspects businesses for fire hazards, investigates fires,
reviews construction plans, and hosts public education activities. The Department
provides annual fire prevention programs to local schools, CPR training, senior citizen
programs, and disaster preparedness training, and participates in a countywide
intervention program for juvenile fire-setters.
• Renton Library system's collection offers a variety of media to meet the information
and entertainment needs of the city's residents, including roughly 171,000 books,
10,000 videos, 5,000 books-on-tape, 550 DVDs, and 450 magazine subscriptions for a
total of 187,000 items.
• The City maintains communications systems and support for 745 network devices, 50
miles of fiber optic and 30 miles of copper cabling, 600 phone sets, 4 PBX phone
switches, 650 GB of data backups, 32 network servers, 550 workstations, and 24
enterprise class software applications. In addition, the City handles over 723,000
outbound mail parcels annually.
• The City provides funding to a number of area human service providers using both
General Funds and Community Development Block Grant funds. For 2005, $327,422
was allocated to 28 different human service programs serving Renton residents.
$391,910 was allocated to 7 agencies for capital projects and employment service
programs.
• The City's records management program, mandated by law, ensures the timely
retrieval of information and the proper retention and disposition of the City's public
records. More than 1,800 boxes of City records are stored in inactive storage areas, the
second to last step in the records life cycle, which includes creation, filing, active use,
inactive storage, and ultimate disposition by means of confidential destruction or
transfer to the State Archives.
Appendix
8-11
t
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 i
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 t
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
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 j
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. i
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
January 1 st, including amendments through December 31 st, of the current
year.
Appendix
8-12
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 officially
n 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 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.
Appendix
8-l3
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.
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.
Depreciation: (1) Expiration in the service life of capital assets attributable to
wear and tear, deterioration, action of the physical elements, inadequacy of
obsolescence. (2)That portion of the cost of a capital asset that is charged as an
expense during a particular period.
Division: A group of homogeneous cost centers within a department.
ECC: The Emergency Coordination Center is located at Fire Station 14 and is
used by the Emergency Management Team as the command center in the event
of an emergency in the greater Renton area.
ESA: The Endangered Species Act provides for the designation and protection
of invertebrates,wildlife,fish,and plant species that are in danger of becoming
extinct and mandates conservation of the ecosystems on which endangered
species depend.
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-/4
r�
Expenditures: Where accounts are kept on the accrual or modified accrual basis of
accounting, the cost of goods received or services rendered whether cash payments
have been made or not. Where accounts are kept on a cash basis, expenditures are
recognized only when the cash payments for the above purposes are made.
FICA: Federal Insurance Contribution Act is an employment tax levied against both
an employee and employer for Social Security and Medicare taxes.
r
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.
rrF 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.
r
Appendix
8-l5
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 certain ,
properties to defray part or all of the cost of a specific improvement or service
deemed to primarily benefit those properties.
LTGO: Limited Tax General Obligation bonds are non-voter approved bonds ,
for which the full faith and credit of the insuring government are pledged for
payment.
Limited Term Employee: An individual hired to work a full or part-time
schedule for a pre-determined period not to exceed three years or unless
extended by the City Council. A limited term position is an authorized and '
budgeted exempt or non-exempt position with full or prorated City benefits
and compensated according to the City of Renton Index of Positions and Pay
Ranges. '
Long 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.
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
and prepaid insurance. All governmental funds, expendable trust funds, and '
agency funds are accounted for using the modified accrual basis of accounting.
Appendix ,
8-/6
r
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.
w
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.
an 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 2004 Original Budget plus salary and benefit reallocations due to
union contracts settled after the passage of the 2004 budget.
Reserve: See fund balance.
r Resources: Total dollars available for appropriations including estimated revenue,
fund transfers, and beginning fund balances.
r 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.
Appendix
8-17
Revenue Bonds: Bond issued pledging future revenue (usually water, sewer,
or drainage charges) to cover debt payments in addition to operating costs.
Revenue Estimate: A formal estimate of how much revenue will be earned
from a specific revenue source for some future period,typically, a future fiscal
year. ,
Revenue Manual: A manual that provides comprehensive reference material
and information on City of Renton revenue including legal authority and
parameters.
Revenue for Reserve: Revenue placed in a fund balance reserve account. ad
Salaries and Wages: Amounts paid for personal services rendered by
employees in accordance with rates, hours, terms and conditions authorized by
law or stated in employment contracts. This category also includes overtime
and temporary help.
Special Revenue Fund: A fund used to account for the proceeds of specific
revenue sources that are legally restricted to expenditure or specified purposes.
Supplemental Appropriation: An appropriation approved by the Council after
the initial budget appropriation.
Supplies: A basic classification of expenditures for articles and commodities
purchased for consumption or resale. Examples include office and operating
supplies, fuel, power, water, gas, inventory or resale items, and small tools and ,
equipment.
TIP: Transportation Improvement Program is a comprehensive program used
to identify specific transportation projects for improvement to enhance local, ,
regional, State, and Federal transportation systems.
Temporary Employee: A temporary employee is one who was hired prior to
January 1, 1996, to work in a position designated and specifically budgeted as
"temporary" for that purpose. Temporary employees are entitled to accrue
"general leave" after serving in the position for two consecutive years.
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.
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 of AFSCME): Labor union representing all regular non-exempt
personnel, grades 1 through 29. '
Appendix ,
8-18
Table 8-3. Index of Positions and Pay Ranges -Elected Officials, Management, and Non-Union Supervisory
' 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
ELECTED OFFICIALS
(3.0%Increase for 2005)
' e10 Mayor' 9,384 112,608
e11 Municipal Court Judge 9,223 110,676
e09 City-Council Members'* 950 11,400
e08 7,206 86,472 7,572 90,864 7,953 95,436 8,356 100,272 8,778 105,336
' MANAGEMENT&SUPERVISORY
NON-UNION
(3.0%Increase for 2005)
m53 Chief Administrative Officer"' 9,455 113,460 9,935 119,220 10,437 125,244 10,964 131,56-8-1-1,513138,156
' m52 9,223 110,676 9,689 116,268 10,184 122,208 10,700 128,400 11,233 134,796
m51 8,998 107,976 9,455 113,460 9,935 119,220 10,437 125,244 10,964 131,568
m50 8,778 105,336 9,223 110,676 9,689 116,268 10,184 122,208 10,700 128,400
m49 Economic Development Administrator""' 8,564 102,768 8,998 107,976 9,455 113,460 9,935 119,220 10,437 125,244
' Finance/Information Services Administrator**'
Community Services Administrator'"'
Fire Chief
Human Resources&Risk Mgmt Administrator'*'
' Planning/Bldg/PW Administrator"**
Police Chief'**
m48 8,356 100,272 8,778 105,336 9,223 110,676 9,689 116,268 10,184 122,208
m47 8,153 97,836 8,564 102,768 8,998 107,976 9,455 113,460 9,935 119,220
' m46 7,953 95,436 8,356 100,272 8,778 105,336 9,223 110,676 9,689 116,268
m45 Police Deputy Chief"' 7,760 93,120 8,153 97,836 8,564 102,768 8,998 107,976 9,455 113,460
Deputy Fire Chief***
m44 7,572 90,864 7,953 95,436 8,356 100,272 8,778 105,336 9,223 110,676
' m43 7,386 88,632 7,760 93,120 8,153 97,836 8,564 102,768 8,998 107,976
m42 7,206 86,472 7,572 90,864 7,953 95,436 8,356 100,272 81778 105,336
m41 7,031 84,372 7,386 88,632 7,760 93,120 8,153 97,836 8,564 102,768
m40 6,860 82,320 7,206 86,472 7,572 90,864 7,953 95,436 8,356 100,272
' m39 6,692 80,304 7,031 84,372 7,386 88,632 7,760 93,120 8,153 97,836
m38 Development Services Director 6,529 78,348 6,860 82,320 7,206 86,472 7,572 90,864 7,953 95,436
Economic Development Director
Facilities Director
' Fiscal Services Director
Information Services Director
Library Director
' Maintenance Services Director
Parks Director
Recreation Director
Transportation Systems Director
Utility Systems Director
m37 6,372 76,464 6,692 80,304 7,031 84,372 7,386 88,632 7,760 93,120
m36 Police Commander"'* 6,215 74,580 6,529 78,348 6,860 82,320 7,206 86,472 7,572 90,864
m35 Hearing Examiner 6,063 72,756 6,372 76,464 6,692 80,304 71031 84,372 7,386 88,632
m34 Information Services Manager 5,913 70,956 6,215 74,580 6,529 78,348 6,860 82,320 7,206 86,472
Police Manager""
m33 Development Engineering Supervisor 5,769 69,228 6,063 72,756 6,372 76,464 6,692 80,304 7,031 84,372
Transportation Design Supervisor
Transportation Operations Manager
-' Transportation Planning Supervisor
Utility Engineering Supervisor
Water Maintenance Manager
Appendix
8-19
Table 8-3. Index of Positions and Pay Ranges - Elected Officials, Management, and Non-Union Supervisory
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual '
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
m32 Airport Manager 5,629 67,548 5,913 70,956 6,215 74,580 6,529 78,348 6,860 82,320
Building Official
Development Manager
Golf Course Manager
Principal Planner
m31 5,491 65,892 5,769 69,228 6,063 72,756 6,372 76,464 6,692 80,304
m30 Assistant to the Chief Administrative Office 5,358 64,296 5,629 67,548 5,913 70,956 6,215 74,580 6,529 78,348 '
City Clerk/Cable Manager
Court Services Director
Fleet Manager
Human Resources Manager '
Information Systems Supervisor
m29 5,225 62,700 5,491 65,892 5,769 69,228 6,063 72,756 6,372 76,464
m28 Facilities Manager 5,101 61,212 5,358 64,296 5,629 67,548 5,913 70,956 6,215 74,580
Human Services Manager ,
Parks Maintenance Manager
Recreation Manager
m27 Transportation Maintenance Supervisor 4,977 59,724 5,225 62,700 5,491 65,892 5,769 69,228 6,063 72,756
m26 Wastewater/Special Operations Manager 4,854 58,248 5,101 61,212 5,358 64,296 5,629 67,548 5,913 70,956 '
m25 Community Relations Manager 4,736 56,832 4,977 59,724 5,225 62,700 5,491 65,892 5,769 69,228
Finance Analyst Supervisor
Recreation Supervisor
Solid Waste Coordinator '
m24 Principal Financial&Administrative Analys 4,622 55,464 4,854 58,248 5,101 61,212 5,358 64,296 5,629 67,548
n23 Assistant Fire Marshal 4,506 54,072 4,736 56,832 4,977 59,724 5,225 62,700 5,491 65,892
Assistant Library Director
Open Space Coordinator ,
m22 Sr HR Analyst/Civil Service Coordinator 4,399 52,788 4,622 55,464 4,854 58,248 5,101 61,212 5,358 64,296
m21 Golf Course Supervisor 4,290 51,480 4,506 54,072 4,736 56,832 4,977 59,724 5,225 62,700
m20 Community Center Coordinator 4,186 50,232 4,399 52,788 4,622 55,464 4,854 58,248 5,101 61,212
Employee Benefits Analyst '
Golf Professional
Human Resources Analyst
Senior Services Coordinator '
Safety Officer
M19 4,085 49,020 4,290 51,480 4,506 54,072 4,736 56,832 4,977 59,724
m1g 3,983 47,796 4,186 50,232 4,399 52,788 4,622 55,464 4,854 58,248
E15
Deputy City Clerk 3,887 46,644 4,085 49,020 4,290 51,480 4,506 54,072 4,736 56,832Executive Secretary
NON-UNION(CLERICAL,OTHER)
(3.0%increase for 2005)
Finance Analyst III 3,777 45,324 3,968 47,616 4,164 49,968 4,378 52,536 4,595 55,140nCommunity Relations Specialist 3,679 44,148 3,869 46,428 4,065 48,780 4,271 51,252 4,487 53,844
n14 3,594 43,128 3,777 45,324 3,968 47,616 4,164 49,968 4,378 52,536
n13 Finance Analyst II 3,504 42,048 3,679 44,148 3,869 46,428 4,065 48,780 4,271 51,252
n12 Museum Supervisor 3,422 41,064 3,594 43,128 3,777 45,324 3,968 47,616 4,164 49,968 '
City Council Liaison
n11 Admin Secretary II(Com Svc,Fire, 3,336 40,032 3,504 42,048 3,679 44,148 1 3,869 46,428 4,065 48,780
P/B/PW,FIS)
Admin Secretary Il/Economic Assistant ,
Admin Secretary II/Risk Mgmt Assistant
Assistant Golf Professional
Human Resources System Technician
Appendix ,
8-20
Table 8-3. Index of Positions and Pay Ranges -Elected Officials, Management, and Non-Union Supervisory
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
n10 Accounting Technician(Payroll) 3,253 39,036 3,422 41,064 3,594 43,128 3,777 45,324 3,968 47,616
Finance Analyst I
' n09 3,178 38,136 3,336 40,032 3,504 42,048 3,679 44,148 3,869 46,428
R0_8 3,098 37,176 3,253 39,036 3,422 41,064 3,594 43,128 3,777 45,324
n07 Secretary II EX 3,024 36,288 3,178 38,136 3,336 40,032 3,504 42,048 3,679 44,148
n06 2,949 35,388 3,098 37,176 3,253 39,036 3,422 41,064 3,594 43,128
' n05 Secretary I EX 2,878 34,536 3,024 36,288 3,178 38,136 3,336 40,032 3,504 42,048
n04 2,809 33,708 2,949 35,388 3,098 37,176 3,253 39,036 3,422 41,064
n03 2,742 32,904 2,878 34,536 3,024 36,288 3,178 38,136 3,336 40,032
n02 2,674 32,088 2,809 33,708 2,949 35,388 3,098 37,176 3,253 39,036
n01 2,613 31,356 2,742 32,904 2,878 34,536 3,024 36,288 3,178 38,136
LONGEVITY SCHEDULE
Receives$4,800 in annual car allowance in addition to salary NON-UNION
" Coucil Members salary set per Ord 4757(01/01/99) Completion of 5 Yrs $85 per month
Not eligible for Longevity/Education or Uniform Allowance Completion of 10 Yrs $125 per month
Eligible for Longevity/Education or Uniform Allowance based on Completion of 15 Yrs $165 per month
Union contract Completion of 20 Yrs $205 per month
Completion of 25 Yrs $255 per month
The City contributes 2%of employee's base wage per year to a deferred compensation account
for Management and Non-Represented employees except for CAO receives$8,500 per year
' Appendix
8-21
Table 8-4. Index of Positions and Pay Ranges - Local 2170
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual ,
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
UNION-LOCAL 2170
(3.0%Increase for 2005)
a34 5,833 69,996 6,125 73,500 6,432 77,184 6,753 81,036 7,092 85,104 ,
a33 5,691 68,292 5,980 71,760 6,284 75,408 6,601 79,212 6,928 83,136
a32 Network Systems Supervisor 5,553 66,636 5,833 69,996 6,125 73,500 6,432 77,184 6,753 81,036
a31 5,416 64,992 5,691 68,292 5,980 71,760 6,284 75,408 6,601 79,212
a30 Application Support Supervisor 5,284 63,408 5,553 66,636 5,833 69,996 6,125 73,500 6,432 77,184 ,
a29 Program Development Coordinator II 5,157 61,884 5,416 64,992 5,691 68,292 5,980 71,760 6,284 75,408
Mapping Coordinator
a28 5,031 60,372 5,284 63,408 5,553 66,636 5,833 69,996 6,125 73,500
07 Civil Engineer III 4,908 58,896 5,157 61,884 5,416 64,992 5,691 68,292 5,980 71,760 ,
a26 4,787 57,444 5,031 60,372 5,284 63,408 5,553 66,636 5,833 69,996
a25 Capital Project Coordinator 4,671 56,052 4,908 58,896 5,157 61,884 5,416 64,992 5,691 68,292
Facilities Coordinator
Program Development Coordinator I '
Property Services Agent
a24 Database Technician 4,556 54,672 4,787 57,444 5,031 60,372 5,284 63,408 5,553 66,636
Lead Construction Inspector
Senior Network Systems Specialist '
Senior Systems Analyst
Transportation Planner
a23 Airport Operations Specialist 4,448 53,376 4,671 56,052 4,908 58,896 5,157 61,884 5,416 64,992
Building Plan Reviewer
Business Systems Analyst
Civil Engineer II
Engineering Specialist III
Senior Planner
Street Maintenance Services Supervisor
Waste Water Maintenance Services Supervisor
02 Librarian' 4,340 52,080 4,556 54,672 4,787 57,444 5,031 60,372 5,284 63,408
01 Building Inspector-Electrical 4,232 50,784 4,448 53,376 4,671 56,052 4,908 58,896 5,157 61,884 ,
Building Inspector/Combination
Construction Inspector II
Facilities Supervisor
Park Maintenance Supervisor '
Signal/Electronics Systems Technician II
Systems Analyst
Technical Support Coordinator
Water Maintenance Services Supervisor '
Water Utility Maintenance Supervisor
00 Fire Inspector 111 4,128 49,536 4,340 52,080 4,556 54,672 4,787 57,444 5,031 60,372
Fire Plan Reviewer/Inspector III
Hazardous Materials Specialist ,
Network Systems Specialist
a19 Accounting Supervisor 4,027 48,324 4,232 50,784 4,448 53,376 4,671 56,052 4,908 58,896
Associate Planner
Civil Engineer I ,
Engineering Specialist 11
HVAC Systems Technician
Utility Accounts Supervisor
a18 Accountant 3,932 47,184 4,128 49,536 4,340 52,080 4,556 54,672 4,787 57,444
CDBG Specialist
Code Compliance Inspector
Development Services Representative '
Fire Inspector II
Fire Plan Reviewer/Inspector II
Housing Assistance Specialist
Probation Officer '
Recreation Program Coordinator
Appendix ,
8-22
a Table 8-4. Index of Positions and Pay Ranges -Local 2170
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
a17 Custodial Services Supervisor 3,834 46,008 4,027 48,324 4,232 50,784 4,448 53,376 4,671 56,052
Lead Vehicle&Equipment Mechanic
' Library Supervisor
Maintenance Buyer
Pavement Management Technician
Signal/Electronic Systems Tech I
' Traffic Sign&Paint Supervisor
Water Quality/Treatment Plant Operator
a16 Economic Development Specialist 3,743 44,916 3,932 47,184 4,128 49,536 4,340 52,080 4,556 54,672
Fire Inspector I
Fire Plan Reviewer/Inspector I
Lead Golf Course Maintenance Worker
Lead Maintenance Services Worker
Lead Park Maintenance Worker
a15 Assistant Planner 3,647 43,764 3,834 46,008 4,027 48,324 4,232 50,784 4,448 53,376
Facilities Technician II
Lead Judicial Specialist
Water Utility Maintenance Technician
a14 Construction Inspector 1 3,562 42,744 3,743 44,916 3,932 47,184 4,128 49,536 4,340 52,080
Lift Station Technician
Recreation Specialist II
a13 Engineering Specialist 1 3,473 41,676 3,647 43,764 3,834 46,008 4,027 48,324 4,232 50,784
Facilities Technician
Grants Accountant
Planning Technician 11
Print&Mail Coordinator
Solid Waste Program Specialist
Signal/Electronics System Assistant II
Vehicle&Equipment Mechanic I
a12 Desktop Publishing Operator 3,390 40,680 3,562 42,744 3,743 44,916 3,932 47,184 4,128 49,536
' Fire Inspector Trainee
Golf Course Maintenance Worker III
Neighborhood Coordinator
Maintenance Services Worker III
' Multimedia/Records Specialist
Parks Maintenance Worker III
Traffic Maintenance Worker II
all Administrative Secretary 11 3,307 39,684 3,473 41,676 3,647 43,764 3,834 46,008 4,027 48,324
Airport Maintenance Worker
Grounds Equipment Mechanic
Records Management Coordinator
Recreation Specialist I
' a10 Form/Graphic Technician 3,225 38,700 3,390 40,680 3,562 42,744 3,743 44,916 3,932 47,184
Judicial Specialist/Trainer
Permit Technician
a09 Accounting Assistant IV 3,147 37,764 3,307 39,684 3,473 41,676 3,647 43,764 3,834 46,008
' Administrative Secretary I
Fleet Management Technician
Library Assistant II
Mechanic's Assistant
' Records Management Specialist
Planning Technician I
Signal/Electronics Systems Assistant I
' a08 Golf Course Operations Specialist 3,070 36,840 3,225 38,700 3,390 40,680 3,562 42,744 3,743 44,916
Golf Course Maintenance Worker II
Judicial Specialist
Lead Office Assistant
' Maintenance Services Worker 11
Parks Maintenance Worker II
Traffic Maintenance Worker
Appendix
8-23
Table 8-4. Index of Positions and Pay Ranges - Local 2170
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual ,
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
iou Accounting Assistant 111 2,997 35,964 3,147 37,764 3,307 39,684 3,473 41,676 3,647 43,764
Data Base Systems Technician
Hearing Examiner's Secretary '
Housing Maintenance Worker
Library Technical Assistant
Maintenance Custodian
Print&Mail Operator ,
Purchasing Assistant
Secretary It
a06 2,927 35,124 3,070 36,840 3,225 38,700 3,390 40,680 3,562 42,744
a05 Accounting Assistant 11 2,853 34,236 2,997 35,964 3,147 37,764 3,307 39,684 3,473 41,676
Office Assistant III
Secretary I
Water Meter Reader
a04 Lead Custodian 2,785 33,420 2,927 35,124 3,070 36,840 3,225 38,700 3,390 40,680 '
Golf Course Maintenance Worker I
Maintenance Services Worker I
Parks Maintenance Worker I
Pro Shop Assistant "!
Solid Waste Maintenance Worker
a03 Accounting Assistant 1 2,717 32,604 2,853 34,236 2,997 35,964 3,147 37,764 3,307 39,684
Library Assistant 1
Office Assistant 11 '
a02 2,654 31,848 2,785 33,420 2,927 35,124 3,070 36,840 3,225 38,700
a01 Custodian 2,586 31,032 2,717 32,604 2,853 34,236 2,997 35,964 3,147 37,764
Office Assistant I
* 5%Lead Pay/Circulation Librarian ,
LONGEVITY SCHEDULE
LOCAL 2170 '
Completion of 5 Yrs $85 per month
Completion of 10 Yrs $125 per month
Completion of 15 Yrs $165 per month
Completion of 20 Yrs $205 per month '
Completion of 25 Yrs $255 per month
The City contributes 2%of employee's base wage per year to a deferred compensation account
Appendix ,
8-24
Table 8-5. Index of Positions and Pa Ranges - Fire Department,Pay g p , Commissioned Dicers
' 6 Mos Annual 12 Mos Annual 18 Mos Annual 37+Mos Annual
Grad Position Title Step A Salary Step B Salary Step C Salary Step D Salary
f70 Fire Fighter 3,910 46,920 3,995 47,940 4,315 51,780 5,245 62,940
' The above salary schedule is effective for employees hired before January 1,2003.
Entry Annual 12 Mos Annual 24 Mos Annual 36 Mos Annual Monthly Annual
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Salary Salary
' f70a Fire Fighter 3,910 46,920 3,995 47,940 4,315 51,780 5,245 62,940
The above salary schedule is effective for employees hired on or after January 1,2003.
f71 Lieutenant (15%over D Step Fire Fighter) 6,032 72,384
'
1`72 Captain (13%over Lieutenant) 6,816 81,792
173 Battalion Chief (11%over Captain) 7,566 90,792
Deputy Fire Chief For salary information,see Management&Supervisory Matrix,Grade m45
' Fire Chief For salary information,see Management&Supervisory Matrix,Grade m49
FIRE DEPARTMENT LONGEVITY SCHEDULE
Longevity is based on the following schedule,rounded to the nearest whole dollar.
' %of D Step Fire Fighter Salary= $5,245
Monthly
Percent Amount
' Completion of 5 years------------ 2% $105
Completion of 10 years---------------- 4% $210
Completion of 15 years---------------- 6% $315
' Completion of 20 years---------------- 10% $525
Completion of 25 years---------------- 12% $629
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%of base wage per pay period
FIRE DEPARTMENT EDUCATIONAL INCENTIVE PAY
%applicable to base firefighter's salary,rounded to nearest whole dollar.
' Monthly
% Step D
Fire Science Certification 2% 105
Fire Science Degree(Two Year) 4% 210
' Four Year&Fire Science Degrees 6% 315
For Grades 70,71,72,and 73 only;%Based on D Step Firefighter Base Pay.
DEFERRED COMPENSATION/INCOME PROTECTION PLAN
1 For Grades 70,71,72&73:The City contributes 3%of employee's base wage per year to a deferred compensation
or other income protection plan.
For Grades 70,71,72,and 73,the City will contribute 2.5%of employee's base wage per year to deferred
' compensation plan 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.
Note: Please refer to 2003/2005 labor agreement for specific information.
' Appendix
8-25
Table 8-6. Index of Positions and Pay Ranges -Police Department, Commissioned Officers
12 Mos Salary 12 Mos Salary 12 Mos Salary 12 Mos Salary 12 Mos Salary ,
Grade Position Title Step A Step B Step C Step D Step E
pc60 Police Officer 3,918 47,016 4,251 51,012 4,584 55,008 14,914 58,968 5,245 62,940
pc61 Sergeant (15%over Police Officer) 6,032 72,384 '
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)
COMMISSIONED POLICE OFFICER'S HAZARD DUTY AND PREMIUM PAY
Percent
Bicycle Officers-------------------------------- 3%
Detectives--------------------------------------- 3% '
Traffic Assignment---------------------------- 3%
Canine Officer--------------------------------- 3%
Corporal Assignment----------------------- 7.5%
Field Training Officer------------------------ 3% '
Training Officer------------------------------- 3%
SRT Assignment----------------------------- 4%
SRO Assignment----------------------------- 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.
Civil Disturbance Unit------------------ Paid at rate of double time with 3 hrs
minimum when called to emergency.
Crisis Communication Unit------------ Paid at rate of double time with 3 hrs
minimum when called to assist SRT. '
POLICE COMMISSIONED
MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE
Completed Yrs 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%
The City also contributes 3.0%of employee's wage base toward deferred compensation. '
The City will contribute 3.0%of employee's wage base toward deferred compensation for 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 hours per year total. '
NOTE: Please refer to 2003/2005 labor agreement for specific information ,
Appendix ,
8-26
i Table 8-7. Index of Positions and Pay Ranges -Police Department, Non-Commissioned Officers
3%Increase for 2005 exce t Jailers&Jail Sgt.2%
' 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
pn50 Traffic Controller 2,412 28,944 2,622 31,464 2,916 34,992 3,239 38,868 3,397 40,764
pn51 Police Service Specialist 2,680 32,160 2,894 34,728 3,185 38,220 3,504 42,048 3,677 44,124
' pn51 Police Secretary 2,680 32,160 2,894 34,728 3,185 38,220 3,504 42,048 3,677 44,124
pn52 Jailer 3,072 36,864 3,319 39,828 3,653 43,836 4,017 48,204 4,216 50,592
pn53 Evidence Technician 3,256 39,072 3,515 42,180 3,869 46,428 4,257 51,084 4,474 53,688
' pn54 Police Community Program Coordinator 3,494 41,928 3,775 45,300 4,148 49,776 4,472 53,664 4,697 56,364
pn56 Electronic Home Detention Jailer 3,413 40,956 3,686 44,232 4,058 48,696 4,461 53,532 4,683 56,196
pn57 Police Service Specialist Lead 7.5%above Specialist step E 3,953 47,436
pn58 Police Service Specialist Supervisor 15%above Specialist step E 4,229 50,748
' pn59 Jail Sergeant 15%above Jailer step E 4,849 58,188
pn60 Domestic Violence Victim Advocate 3,109 37,308 3,379 40,548 3,754 45,048 4,126 49,512 4,344 52,128
pn61 Crime Analyst 3,261 39,132 3,543 42,516 3,938 47,256 4,327 51,924 4,556 54,672
' pn62 Animal Control Officer 3,102 37,224 3,352 40,224 3,688 44,256 14,056 48,672 4,257 51,084
(Position is Non-Union/Salary Increases&Benefits Based on those Negotiated by Police Non-Commissioned)
' 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
pn55 Police Administrative Assistant 3,352 40,224 3,524 42,288 3,701 44,412 3,888 46,656 4,086 49,032
' POLICE NON-COMMISSIONED PREMIUM PAY
Percent Grade
r Bilingual Premium.......................................... 2% Base Pay
Jail Staff&Jail Sergeants 12 Hr.Differential....... 5.24%
Training Pay/Police Service Specialist/Jailer...... 1 hr 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
' Percent
Completion of 5 years 2%
Completion of 10 years 4%
Completion of 15 years _ 6%
Completion of 20 years 10%
Completion of 25 years 12%
MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE
AA Degree/90 credits 4%
BA Degree/Masters Degree 6%
DEFERRED COMPENSATION
The City contributes 1.5%of the employee's base wage to a deferred compensation plan
for all union members in recognition of police department's national accrediation.
The City will contribute 3.0%of employee's wage base toward deferred compensation for passing physical fitness
prior to beginning of each calendar year.
Appendix
8-27
Table 8-8. Hourly Nonregular Salary Schedule !
Grade Step A Step B Step C Step D Step E
h01 7.35
h02 7.50 7.75 8.00 8.25 8.50
h03 8.75 9.00 9.25 9.50 9.75
h04 10.00 10.25 10.50 10.75 11.00
h05 11.25 11.50 11.75 12.00 12.25
h06 12.50 12.75 13.00 13.25 13.50
h07 13.75 14.00 14.25 14.50 14.75
h08 15.00 15.25 15.50 15.75 16.00
h09 16.25 16.50 16.75 17.00 17.25 1
h10 17.50 17.75 18.00 18.25 18.50
h11 18.75 19.00 19.25 19.50 19.75
h12 20.00 20.50 21.00 21.50 22.00 1
h13 22.50 23.00 23.50 24.00 24.50
h14 25.00 25.50 26.00 26.50 27.00
h15 27.50 28.00 28.50 29.00 29.50
h16 1.00
h17 30.00 35.00 40.00 45.00 50.00
Salary schedule is effective January 1,2005
x
Suggested Salary Ranges by Position Type
Position Type From To
Office/Engineering Aide 1 $7.35 $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 $7.35 $13.50
Library Page $7.35 $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 $7.35 $12.00
Recreation Manager/Director $8.75 $14.50
Recreation Asst.Mgr/Director $7.50 $12.25 '
Instructor $1.00
Engineer/Professional $20.00 $50.00
Note:Non-Regular Seasonal, Intermittent,and Project Specific positions#9900 series
Appendix '
8-28