No preview available
HomeMy WebLinkAbout2010 Annual Budget � � � 1111i 11 ' i f _ �Aro.' z a : 41 — 5� s - tis'' k;; _ _ — �`a' •� br � A 41 • i i i• City of RENTON. AHEAD OF THE en on CURv� Renton City Hall • 1055 South Grady Way • Renton,Washington 98057 • rentonwa.gov 0 O � 0 0 Renton: The center of opportunity in the Puget Sound Region where families and businesses thrive M0 o The City of Renton, in partnership and RROR0IMcommunication with residents, businesses, and schools, is dedicated to: o Providing a healthy, welcoming atmosphere where citizens choose to live, raise families, and take pride in their community ■ Promoting planned growth and economic vitality ■ Valuing our diversity of language, housing, culture, backgrounds and choices ■ Creating a positive work environment +� ■ Meeting service demands through innovation and commitment to excellence 0 -4 NNW ` — AM Meet the service Manage growth Influence Promote Promote citywide demands that through sound decisions that Strong economic contribute to the urban planning impact the city Neighborhoods development livability of the Foster development of Demonstrate leadership by Support the vitality and Promote Renton as the community vibrant,sustainable, developing and maintaining positive appearance of progressive,opportunity- attractive,mixed-use partnerships and investment neighborhoods through rich city in the Puget Sound Prioritize services neighborhoods in strategies with other community involvement region at levels that can be established urban centers jurisdictions that improve Encourage and partner in sustained by revenue Uphold a high standard services the development of quality Capitalize on growth opportunities through bold Plan,develop and of design and property Aggressively pursue housing choices for people maintain quality services, maintenance throughout transportation and other of all ages and income levels and creative economic infrastructure,and amenities the city regional improvements and services that improve quality development strategies Ensure the safety,health, Respond to growing Provide a balance between of life and security of citizens Recruit and retain service demands while housing and high-quality through effective service businesses to ensure a meeting the unique jobs Advocate Renton's delivery dynamic,diversified requirements of a diverse Maintain services to interests through state and Promote pedestrian and employment base population through current residents while federal lobbying efforts bicycle linkages between Continue redevelopment partnerships,innovation,and welcoming annexation areas neighborhoods and efforts downtown, in the outcome management that desire to become part community focal points Highlands,and South Lake of Renton Retain a skilled workforce nt hingo by making Renton the Washington- municipal employer of choice " Balance development wit , ��Y environmental protection z ♦ t RENTON.THE CENTER OF OPPORTG y Bum, eaRI) Ham Acdama o 20009=26Rzfi Meet the service demands that contribute to the livability of the community 2009-2014 Actions: • Develop a long-term strategy to meet staff facility needs including the potential of construction of a new city hall in downtown Renton(that improves efficiency by centralizing City staff,enhances services and convenience for residents and other customers,and contributes to the continued revitalization of the City's historic business district.) • Design and construct a new Maintenance Facility. • Design and construct a Fire&Emergency Services facility to enhance service levels in Kennydale and other neighborhoods in the northern portion of the City. • Develop a plan to increase public access and enjoyment of the Cedar River through the City's Urban Center. • Complete and implement the Parks,Recreation and Open Space Plan which identifies needs and funding for acquisition and development. • Enact the recommendations of the Renton Library Master Plan that provide the desired level of service for library customers. • Develop and implement on-line systems to improve customer service and increase options for how residents get City services. • Improve the City's Fire Rating to reduce insurance costs. • Establish a CERT Team in each Community Planning Area to better prepare business and residents in the case of an emergency. • Implement a Community Planning initiative to align the City's Comprehensive Plan with related activities by geographic areas of the City through engagement with the communities themselves. Establish service delivery standards through the development of a Fire and Emergency Services Master Plan. • Complete the Renton History Museum's Master Plan and review the recommendations. Manage growth through sound urban planning 2009-2014 Actions: Develop a plan by which large scale annexations could occur without negatively impacting the existing City over time. • Review and update development regulations and mitigation fees to balance sound land use planning,economic development and environmental protection while improving efficien- cies. • Complete the State-mandated Shoreline Master Program update. • Develop"low-impact"and"green"development incentives. Influence decisions that impact the City of Renton 2009-2014 Actions: • Work with the State Legislature and King County to extend or develop funding mechanisms to offset the anticipated cost of future large-scale annexations. • Work with The Boeing Company and other aerospace companies to increase the number of industry related jobs in Renton. • In partnership with other cities,build a regional misdemeanant correctional facility. • Work with the King County Ferry District to ensure a future passenger ferry route on Lake Washington serves Renton. • Aggressively pursue development of a Bus Rapid Transit network along the Interstate 405 corridor. • Pursue a concept for a streetcar or another mode of meaningful high capacity transit connecting South Lake Washington,Downtown, and the Longacres Commuter Rall Station.(refer to Transportation Committee) • Increase the frequency and number of bus routes connecting the Renton Highlands and The Landing and Downtown Renton. • Enhance the partnership between the City and the Renton School District by pursuing joint operating agreements for like services and other potential efficiencies. • Develop strategies to improve response times for advanced life support services. • Partner with King County and neighbor cities to mitigate the impact of FEMA's updated FIRM map. Promote strong neighborhoods 2009-2014 Actions: • Work with the Renton Housing Authority and Renton School District to redevelop the North Highlands Community Center and other publicly-owned properties in the Harrington neighborhood to expand affordable housing capacity,while improving the services and amenities available to the neighborhood. • Review the recommendations of the Highlands Task Force and work to improve the quality of life in the neighborhood. • Develop and implement an"Affordable Housing"initiative with the goal of increasing the capacity of housing units affordable to people at various income levels throughout the City. • Improve the sense of safety in the community. • Complete regional trails through Renton including the Lake Washington,Springbrook/Interurban,and Cedar River Trails. • Through existing capital improvement planning,improve pedestrian connections city-wide,including the connection of The Landing to the Harrington neighborhood. • Coordinate with the various arts groups in the City to establish a cultural arts master plan. • Achieve"Tree City USA"status. Create forums and strategies to better engage the City's diverse population. ` v Investigate the ways that a historic preservation plan could contribute to maintaining Renton's distinct character. Promote citywide economic development 2009-2014 Actions: • Aggressively pursue the redevelopment of the Quendall Terminals and Pan Abode properties to their highest and best use. • Aggressively pursue redevelopment of the Sound Ford,Bryant Motors/Don-a-Lisa Hotel,and Stoneway properties. Aggressively recruit new high-profile and high-wage employers to locate in marquee office development opportunities in Renton. Direct redevelopment of the Landing-Phase II properties to their highest and best use,while mitigating impacts to the surrounding neighborhood. • Engage key downtown property owners and encourage the timelyredevelopment and/or renovation of aging buildings. • Through a public/private partnership,establish facilities for the use of seaplane and land-based aircraft. , Y O� + OF OPPORT REVN1� YQ Q CENTER �'N r Mayor Denis Law Renton City Council From left to right: Rich Zwicker(12/09), Don Persson (12/11), Terri Briere (12/09), Marcie Palmer(12/11), King Parker(12/11), Randy Corman (12/09), and Greg Taylor(12/11) Boards, Commissions, and Committees Location Day Time ADVISORY COMMISSION ON DIVERSITY Liberty Park 2nd Wednesday 6:30 p.m. Antonio Cube,Sr.,Sandel Demastus,Vern Nichols,Charles Thomas,Lari White,Barbara Clark-Elliott,Raymond Lam,Kathleen Booher,Serena Aquino(youth) AIRPORT ADVISORY COMMITTEE Meetings scheduled as needed Airport at Large:Vacant(Greg Garner),Diane Paholke, Highlands Neighborhood:Michael O'Halloran,Michael Krohn Vacant(Michael Rogan),Vacant(Todd Banks) Kennydale Neighborhood: Marleen Mandt,Vacant(Colleen Ann Deal) Airport Leaseholders:Michael O'Leary,Roger Ingersoll, North Renton Neighborhood:Lee Chicoine,Vacant(Beverly Franklin) Frank Marshall,Michael Rice Renton Hill/Monterey Terrace:Michael Schultz,Dina Davis Aircraft Owner's&Pilot's Associations:Robert Dempster,Karen Stemwell South Renton Neighborhood:Robert Moran,Vacant(Robert Bonner) The Boeing Company:Vacant(Mr.Jan Fedor) Talbot Hill Neighborhood:Jennifer Ann Rutkowski,Matthew Devine WA Pilot's Association:Alfred Banholzer West Hill Neighborhood:Roger Lewis,John Middlebrooks Mercer Island:Elliot Newman CIVIL SERVICE COMMISSION 15f Fir.HR Conf.Rm. 4th Tuesday 4:30 p.m. Richard Fisher,William Larson,James Matthew,James Phelan,Andee Jorgensen CUAUTLA SISTER CITY ADVISORY COMMITTEE Meetings scheduled as needed Celeste Brady,Jessica Burns,Sue Campbell,Theresa Clymer,Alberto Diaz,Sergio Fernandez,Alejandro Garcia,Ila Hemm,Kay Hermann,Ken Hoben,Nancy Hoben, Jonna Lee Hough,Andee Jorgensen*,Doug Kyes,Sonja Kyes,Sonja Mejlaender(City staff),Ted Rodriguez,Salvador Sahagun,Suzanne Thompson,Rich Wagner FIREMEN'S PENSION BOARD Mayor's Conf.Rm. 3rd Thursday 1:30 p.m. Ray Barilleaux(Retired Firefighter),Denis Law(Mayor),Don Persson(City Council),Bonnie Walton(City Clerk),Jill Mosunaga(Finance Department Rep.), Bruce Phillips(Retired Firefighter),Chuck Christensen(Retired Firefighter[Alternate]) ' HUMAN SERVICES ADVISORY COMMITTEE 7th Fir.Council Conf.Rm. 3rd Tuesday 3 p.m. Margie Albritton,Rob Spier,Linda Mae Smith,Anthony Costanti,Rolf Dragseth,Charles Gray,Elizabeth Stevens,Samantha Williams(youth),Robin Jones, Alicia Glenwell,Adria Krail ' LEOFF BOARD 1st Fir.HR Conf.Rm. 4th Tuesday 8a.m. Richard Anderson(Police),Chris Hanson(Fire),Greg Taylor(City Council),King Parker(City Council),Jim Phelan(At-Large) LIBRARY BOARD Renton Public Library 2nd Thursday 7 p.m. ' Peter Hartley,John DuBois,Heather Nugent,Vacant(Mr Kelly Bailey),Catherine Ploue-Smith,Vacant(youth),Amy Pieper MUNICIPAL ARTS COMMISSION" 7th Fir.Council Conf.Rm. istTuesday 4:30 p.m. , Frederick Lund,Jerri Everett,Evelyn Reingold,Linda Middlebrooks,Denise Zullig,Michael O'Halloran, Wesley Van Doren,Doug Kyes,Patricia Pepper,Valerie Gower,Britt Peterson,Dalia Amin NISHIWAKI SISTER CITY ADVISORY COMMITTEE' 7th Fir.Council Conf.Rm. 2nd Tuesday 4:30 p.m. ' Pat Auten,Theresa Clymer,Steve Dobson,Wyman Dobson,Becky Gibbs,Sonja Mejlaender(City staff),Richard Morris,Nancy Osborn,Roger Richert*,Ray Sled, Betty Vaughn NON-MOTORIZED TRANSPORTATION ADVISORY COMMITTEE Liberty Park 1st Thursday Semi- 4:30 p.m. ' Building Annually June&Dec. Bob Elliot,Margaret Feaster,Dorothy Flower,lean Hobart,Pete Maas,Craig Paynter,Robert Peterson,Frances Pieper,Janene Sestak,Paul Wantzelius PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m. ' Cynthia Burns,AI Dieckman,Michael O'Donin,Ron Regis,Larry Reymann,Timothy Searing,Troy Wigestrand,Vacant(youth) PLANNING COMMISSION Council Chambers 2nd and 4"Wednesdays 6 p.m. ' Kevin Poole,Ed Prince,Ray Giometti*,Michael Chen,Gwendolyn High,Nancy Osborn,Lisa Brines,Michael Drollinger,Shawn Duffee RENTON HOUSING AUTHORITY 2900 NE 10th St. 2nd Monday 9 a.m. Merna Wheeler,Salley Eastey,Steve Maxwell,Gerald Marsh,Maxine Anderson ' SENIOR CITIZENS ADVISORY COMMITTEE Senior Activity Center 1st and 3rd Mondays 10 a.m. Fern Ziebell,Mary Lou Gilbert,Mary Brown,Ben Cheney,Ruby Griffin,Eric Eastberg,Marge Cochran-Reep,Emilie McCue,Elaine Koehler,Mary Ann Ellingson, ' Mary Burns-Haley,Edie-Mae Lawyer,Rose Warren,Douglas Gregory,Jane Goodwin *Chair/contact Vacancies and expired appointments are shown in italics **No Meeting in August Updated 10/01/2009 ***No meeting in July/August ' GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished ' Budget Presentation Award ' PRESENTED TO City of Renton Washington for the Fiscal Year Beginning January 1, 2009 ' Prailcnt t:recutico Piratur IPtw 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, 2009. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year. We believe this budget continues to conform to program requirements and we will submit the final 2009 Budget to GFOA to determine its eligibility for another award. F City of Renton, Washington r y Y 2010 ANNUAL BUDGET JN Acknowledgments Iwen Wang Finance and Information Technology Administrator Jill Masunaga Senior Finance Analyst Kristi Rowland Senior Finance Analyst Tina Hemphill Finance Analyst III Vidyalakshmi Vinod Finance Analyst 111 Hai Nguyen Finance Analyst III Janee Hall Finance Analyst 11 Tracy Schuld Accounting Supervisor Cindy Zinck Financial Services Manager Mary Roy Administrative Assistant Karl Hurst Print and Mail Coordinator Beth Haglund Form/Graphic Technician Contact Renton City Hall 1055 South Grady Way Renton,Washington 98057 Phone: 425-430-6868 Fax: 425-430-6855 Website: rentonwa.gov Table of Contents Page EXECUTIVE SUMMARY Budget Message from the Mayor 1 2010 Budget Highlights 15 Major Revenues 33 Financial Management Policies 49 Budget at a Glance 59 RENTON RESULTS Renton Results 79 BUDGET BY DEPARTMENT Legislative 125 Executive 131 Court Services 143 City Attorney 147 Community and Economic Development(CED) 153 Finance and Information Technology(FIT) 169 Human Resources and Risk Management(HR&RM) 177 Police Department 185 Fire and Emergency Services Department 199 Community Services 207 Public Works(PW) 229 Other City Services 253 DEBT MANAGEMENT Debt Margin Overview 255 Debt Service to Maturity by Funding Sources 256 General Obligation Debt Computation of Limitation of Indebtness 256 Outstanding Debt 257 General Obligation Debt 258 Waterworks Debt Summary 262 Revenue Bonds 262 Public Works Trust Fund Loans 265 Golf Course Debt Summary 267 CAPITAL INVESTMENT PROGRAM City Wide Summary 269 General Government 271 Internal Service Funds 309 Transportation 315 Airport 357 Golf Course 377 Water 385 Wastewater 395 Surface Water 423 ii Table of Contents ' Page ' BUDGET BY FUND General Governmental 455 Special Revenue 470 Debt Service 477 Capital Investment Program 479 Enterprise 488 Internal Service 507 Investment Trust 516 APPENDIX General Information 517 Principal Employers 519 Full-Time Employee Staffing 520 Comparison of Taxes and Rates 521 , Index of Positions and Pay Ranges 522 Fee Schedule 531 Budget Glossary 542 ' t iii 1 1 1 1 1 1 1 1 1 1 RENTON CITIZENS , MAYOR MUNICIPAL COURT JUDGE CITY COUNCIL Denis Law Terry Jurado ' Don Persson,President 425-430-6500 425-430-6550 Randy Corman,Marcie Palmer,Terri Briere,King Parker,Greg Taylor,Rich Zwicker 425-430-6500 1 CHIEF ADMINISTRATIVE OFFICER Jay Covington 425-430-6500 — ' ----— COMMUNITY SERVICES PUBLIC WORKS COMMUNITY AND ECONOMIC EXECUTIVE ' Terry Higashiyama,5Administrator Gregg Zimmerman,Administrator Alex Pietsch,Administrator DEVELOPMENT Marty Wine,Assistant CAO 4225-43430--6600 425-430-7394 425-430-6500 425-430-6580 Facilities Maintenance Services Economic Development and Mayor's Office Peter Renner,Director Michael Stenhouse,Director Neighborhoods , Suzanne Dale Estey,Director Parks Planning&Natural Transportation Systems City Clerk/Cable Manager - Resources Vacant,Deputy PW Development Services Bonnie Walton,City Clerk Leslie Betlach,Director Administrator Neil Watts,Director Hearing Examiner Recreation Utility SystemsPlanning Fred Kaufman,Hearing Kris Stimpson,Interim Director Lys Hornsby,Director Chip Vincent,Director Examiner Human ServicesCommunications Karen Bergsvik,Manager Preeti Shridha r,Director Library Bette Anderson,Director Renton History Museum Elizabeth Stewart,Manager Community Resources and Events Parks&Golf Course Kelly Beymer,Director POLICE FIRE AND EMERGENCY SERVICES HUMAN RESOURCES&RISK FINANCE AND INFORMATION Kevin Milosevich,Chief Mark Peterson,Interim Chief/ MANAGEMENT TECHNOLOGY 425-430-7503 Administrator Nancy Carlson,Administrator Iwen Wang,Administrator 425-430-7501 425-430-7650 425-430-6858 Support Operations Bureau Response Operations Human Resources Chuck Marsalisi,Deputy Chief Mark Peterson,Deputy Fire Eileen Flott,Manager7 Finance Chief Vacant,Director Special Operations Risk Management ._ Safety and Support Services Robin Robertson,Manager Information Technology Investigations George McBride,Director Community Rlsk Reduction Benefits Administrative Bill Flora,Deputy Fire Chief Services Emergency Management Staff and Auxiliary Deborah Needham,Director Services CITY ATTORNEY Field Operations Bureau Larry Warren,Administrator Tim Troxel,Deputy Chief 425-255-8678 Patrol Services Patrol Operations To the Honorable members of the Renton City Council: appreciate this opportunity to present to you our balanced budget proposal for 2010. 1 believe this budget represents a turning point in the fiscal management of our city for years to come. You are well aware that we are in the middle of an economic recession of a scale not seen since the Great Depression. Foreclosures, and all the factors related to them, continue to affect our neighborhoods. The state and King County continue to report huge deficits leaving cities to deal with the fallout of their cuts in service. People and businesses are struggling, and many of the things that improve the quality of life for our residents are in jeopardy. But this is also an opportunity for us to examine ourselves carefully and we have begun the process of reinventing ourselves as a provider of city services. For a number of years, local government has been headed for a financial crisis brought on by a structural flaw in our source of funding. Property tax growth, which used to be our main revenue source, is capped by state law at 1% growth per year, and yet the cost of doing business in normal economic times increases annually at a rate closer to 4%. For a number of years, this city and most of the others in this state have been living on revenue from a booming economy and extensive commercial and residential development. Sales tax revenues and other one-time money has allowed us to keep up with the rising cost of providing public safety, parks, roads, and other services. It's predicted that it will be many years before we experience the level of economic growth of the past decade. This strategy — reliance on growth and economic development as a way to balance the city's budget — has been significantly impacted by the national recession, leaving an large gap needed to pay for the level of city services our citizens have come to expect. A complex system of taxation leaves the public with a false assumption that they are already paying the bulk of the cost for these city services. However, of the total amount paid for property tax, less than 25% goes to support all of the city w Executive Summary-Mayor's Message Page 1 of 548 services received by our citizens. The remainder goes to the county, local and state schools, the Port of Seattle, Medic 1, King County Ferry District and King County Flood District. The amount of property tax that an average home owner in Renton pays to the city is about $850 per year. So for an average of $70 a month for a typical residential family, our citizens receive fire and emergency medical services, police protection, street maintenance, and wonderful parks and trails. I point this out to you, not to suggest that this is not a lot of money for many of , our residents on small and fixed incomes, but to emphasize that our property tax system, which groups all of the taxing districts into one statement, makes it difficult for citizens to actually see how much local service they receive, from the ' city portion of their annual property taxes. A history of wasteful government spending has created a high level of mistrust with taxpayers on how their dollars are being spent. Every level of government, from the White House to City Hall, tends to be painted with the same brush. In , Renton, our employees work hard to improve our efficiencies and focus on providing quality service to our citizens. There's more we can do. But we can no longer depend on one-time resources to pay for the bulk of these services. In collaboration with our citizens, we must determine our priorities and continue to look for more efficient ways to do business. Failing to tackle this challenge will erode the quality of life in our city. , For you and me, and our 83,000 residents, that outcome is unacceptable. We've already made significant cuts during the past 18 months to balance our budgets. We have eliminated almost all travel and training, curtailed or , postponed purchases of equipment, and delayed needed maintenance. But these were quick-fix solutions and are not sustainable. This budget goes well beyond the hiring freeze and spending cuts that were implemented last year to meet the drop in revenues. , Today's proposed budget is balanced, maintaining core responsibilities, and 3.5% lower than last year's adopted budget. This budget reduces our workforce by ' 12%. Executive Summary-Mayor's Message Page 2 of 548 t We will not raise taxes next year. Renton is probably one of the only jurisdictions in our region that will not exercise the authority we have to raise the property tax. This is not a time to impact our citizens with tax increases to fill our revenue shortfall. Like a household budget, we need to reduce our spending. We will make critical choices about how to spend tax dollars we have to keep our city's finances strong. Making decisions on what to cut is not easy. Although our 2010 budget will be smaller than last year's, we will take no shortcuts in our commitment to protect critical city services. To achieve the cuts in this budget, we made some significant changes in our processes. We started earlier. We set clear objectives. We embarked on the path to reinvent ourselves as an organization and clearly define our priorities. We sought the ideas and recommendations of staff from every department to determine the programs and services that we will be able to offer our citizens next year. And, this year's budget takes the lead on multiple fronts to improve how we will do business in the future. First, we continue to find innovative, creative and cost effective approaches to service delivery, whether it's fighting crime, preventing fires, disposing of solid waste, or building a park. Our recent partnership with local residents to fund an off-leash dog park near the Renton Community Center is a great example of a creative solution that responds to a community need, even though we had very limited financial means. We collaborated with members of the community, who were able to raise the needed funds and volunteer labor from local residents and businesses. Second, we continue our efforts to diversify how we utilize the city's revenues and seek other sources of funding such as grants. Our photo enforcement program is an example where we have been able to make our streets safer while dedicating any excess revenues generated from this program to providing additional police services. This past summer, we used these revenues to help pay for additional police presence and security in our Executive Summary-Mayor's Message Page 3 of 548 neighborhoods and parks and the Transit Center, something our citizens have been requesting for years. We continue to do all we can to access new grant resources and to use acquired funds to improve our city's sustainability. This year we expect to receive a total of nearly $5 million in grant funding for various important projects: almost $2 million , for the construction and improvements to Rainier and Shattuck Avenues, over $1.5 million for police officers, and over $600,000 for energy efficiency and conservation projects. Third, we took a non-traditional approach to our budget process. Using zero- based budgeting, we focused on establishing core city services that are valued by our citizens, or are mandated, identifying key indicators to evaluate how , effectively we are delivering these services, and making choices on how we invest for the future. Rather than building on a previous year's budget, each city department's budget started at zero. Programs and activities were reviewed and ranked according to , how they meet the community's priorities. While our citizens have come to expect and enjoy many services that they receive from the city, some are not vital or mandatory. We have to prioritize between what is essential and what is desirable. I feel this budget is a prudent blueprint to meet difficult economic circumstances and lay a foundation for a responsible future. f Before I share our key priorities, and some of the impacts of the hard decisions we are recommending to you, I'd like to give you a financial summary of the 2010 , budget. The city's budget is very much like a typical family's budget. Just as residents earn income, so does the city. Just as they spend money for essential items and services, so does the city. Both have to live within their means and it's a constant , balancing act. The 2010 budget totals $212 million. Of that total, $98 million for the General Fund, which is less than half of our total budget, is available for the bulk of our city services, with the remainder dedicated to capital budgets and other operating S funds. Executive Summary-Mayor's Message Page 4 of 548 j The city's General Fund provides funding for basic services and is mostly funded by taxes, including property tax, sales tax and utility taxes. Fees for some services like building permits also contribute to the General Fund. The majority of the expenditures in the General Fund — 52% — are dedicated to public safety— which includes police, courts, fire and emergency services. Other services including maintenance on infrastructure, parks, recreation, community services, planning, and economic development — account for 30%, while internal support services make up the remainder. All of these services are provided by city employees, which is why the city's largest expense —nearly 66%— is devoted to wages and benefits. With the continued decline in the local economy, our preliminary projections indicated that maintaining current services would result in a gap of about $6 million between revenues and expenditures next year. This shortfall represents more than 6% of the General Fund Budget. In order to make up this budget gap, we must reduce our workforce. We are projecting that we will have to have to lay-off 35 employees and not fill 16 positions that are currently vacant. When you add these to the 35 positions that we left unfilled last year, we have lost 12% of our workforce and will be operating with 86 fewer people. In addition we are reducing our seasonal and part-time staff by approximately 80 positions. This will have a direct impact on services. PRIORITIES Clearly one of our key priorities is public safety and protecting our citizens. But we are also looking at all the services we provide as a city. To identify our priorities, department administrators and staff from every department helped examine our service priorities and identify the key programs and services expected by our taxpayers. Within each broad core service area, service expectations and programs and priorities were established and ranked. Here are the key priorities and service expectations for each: Safe and Healthy Community: Our citizens want Renton to be a safe and healthy community. Executive Summary-Mayor's Message Page 5 of 548 For example, one of our priority programs is the Special Operations Division of the Renton Police Department that proactively identifies and targets prolific offenders. As a result, we are much more effective at reducing crime. Livable Community: Our citizens want high quality facilities, services and public resources to make Renton a place where people choose to live, learn, work and play• Renton prides itself on its strong relationship with its neighborhoods, its beautiful parks, and its robust pursuit of economic development opportunities. These remain our priorities and we will continue to look for ways to improve the quality t of life in the community. Representative Government: Our community expects Renton to be a responsible and responsive government. Our key priority is to provide our citizens access to city government—from the elected and appointed officials who represent the community as they determine policy decisions that affect the future of our city, to our municipal court that offers a fair opportunity for our citizens to be heard. Mobility: To assure our citizens have safe and efficient access to all desired destinations, now and in the future. We will provide a network of streets, sidewalks, trails, and roads that are well maintained, connect to public and major facilities and make it easy for our community to have access. Utilities and Environment: Our community wants a clean, green, and protected environment with reliable, affordable utility service. From reliable and safe drinking water to recycling and garbage collection services to the stewardship of our environment—we will continue our commitment to these priorities, and preserve and protect our open spaces and natural systems to meet present and future needs. Executive Summary-Mayor's Message Page 6 of 548 Internal Support: Specific city departments and services enable other city departments to operate efficiently and effectively in a safe and sustainable manner. Whether it is a qualified, well trained and productive workforce, or the financial and technological system that supports this workforce, these are systems that make it possible for city government to function. We will continue to focus on the best internal support systems so that we can deliver on our promise to provide high quality service to our citizens. So as we carefully deliberated on the proposals of each department, division and program, we put them through the test to see how well they matched these priorities. If proposals were not mandated or were less critical than others, we made choices, and—as harsh as this may sound—they were potentially on the cutting block. As I mentioned earlier, in order to bring our expenses more in line with our projected revenues for 2010, we have to lay off 35 employees—each one of them in important, highly valued positions. Here are some impacts that these cuts will have on our community: • In our police department, we carefully scrutinized all the proposed cuts to ensure that we did not compromise our response times and our ability to keep our community safe. Some of the proposed budget reductions for the police department include administrative and clerical staff, resulting in police officers assuming some of those administrative functions • In our Fire and Emergency Services Department, there will be no reductions that impact our ability to provide fast and quality service. In fact, we propose to restore another full-service aid car to improve our response time and our service to our citizens. We will continue to hold open positions that we did not fill last year, not fill an open deputy chief position, and in addition reduce two fire inspector positions. The community risk reduction function will be assumed by the Emergency Management Director, and there will be some reduction in service levels related to conducting inspections and investigations. r Executive Summary-Mayor's Message Page 7 of 548 • In the Community Services Department we are reducing our seasonal/part time staff by approximately 80, which equates to approximately seven full- time employees. These reductions will eliminate the Summer Teen Musical , program and closure of the recreation buildings at Kennydale, Kiwanis, Philip Arnold, Teasdale and Tiffany Park. Free summer drop-in youth programs, volunteer recognition and holiday lights will also be compromised by total elimination or reductions. • Other impacts in the Community Services Department include staff reductions at the museum, reductions in geese control, tree removal, maintenance supplies, and the current flower program. Decreased custodial staffing will reduce frequency of cleaning public restrooms. • While Renton voters will have the opportunity to cast their vote and consider changing administration of library services in February, currently , the city cannot afford the desired level of library services and programs. We will be forced to make reductions in staffing, materials, and other programs. • We are reducing staffing in the Department of Community and Economic Development by more than 20%. While we can still meet our planning mandates with less staff, our progress on community plans and the planning support provided to other city departments will be reduced. Reductions in current planning and development services staff will increase the wait time for pre-applications, permit reviews and inspections. While we are maintaining current staffing levels in Code Compliance, reductions in other supporting departments will result in delays in cleaning up our neighborhoods. We will look for ways to allow the Municipal Arts Commission and the Renton Farmers Market to be self-sustaining in the future. And, we will continue to build on the popularity of the Neighborhood Program to enlist the community's support and assistance in our broader efforts. • In our Public Works Department we will reduce our transportation capital project management program, which will increase the timeliness of our response to citizens' requests regarding street, sidewalk, and traffic complaints. We will also reduce our work on updating the comprehensive walkway plan. There will be a decline in the maintenance of streets and utilities, and reduction of street-side litter collection. Executive Summary-Mayor's Message Page 8 of 548 , • We will provide minimum compliance with the Commute Trip Reduction program and eliminate our coordination with Sound Transit and King County METRO, reduce the contribution level of the Transportation Implementation Plan, reduce street maintenance support, and reduce administrative support. Many of these reductions will increase our response time to customers. • The Finance and Information Technology Department will eliminate project accounting and contract management, consolidate Financial Analysis and Debt Services with Financial Planning, reduce overall department clerical support and move to a biennial budget to reduce production, publication and staff costs. The reductions in the Information Technology division will result in reduced capacity to implement automation projects, deferred upgrades to the telephone and GIS systems, and additional contracted services. • Human Resources and Risk Management will eliminate technical staff and support in both the HR and Risk Management functions. These reductions will create longer turnaround times for recruitments and significantly limit our ability to provide training and professional development services. • The Executive Department, which includes the Mayor's Office and the Communications Division, will reduce staff and capabilities for print and mail, leave the communications specialist position unfilled, and eliminate the part-time videographer/multi-media position. All dues for national memberships and associations will be eliminated or significantly reduced, and we will further reduce administrative support. With reduced staffing in the City Clerk's office, it will take us longer to process requests for records. As a result of the reductions, the Courts probation officers will have to spend less time with parolees and more time on administrative functions. • Even the Council's budget has cuts. The proposed budget will reduce the - Council travel budget by nearly 60%. UTILITY FUNDS The water, wastewater, and surface water utility funds are accounted for and budgeted for separately, but are managed as a system in accordance with the city's financial management policies. Executive Summary-Mayor's Message Page 9 of 548 We worked very hard to keep our rates as low as possible. A modest increase in utility rates will be required, but Renton's utility rates will remain among the very lowest in the region. We will be presenting our proposed rates for 2010 to Council in early November. In 2010, we expect to reduce our participation in water education projects and the purchase and distribution of water saving devices. In our solid waste fund, we will eliminate the Clean-Sweep curbside clean-up and instead focus on customer service. CAPITAL FUNDING As you know, capital projects use dedicated funds, coming largely from state and federal funding sources, that can't be used for operations. We have very limited new resources for general capital projects in 2010. However, we have a few key projects that we are pleased to begin this year. Of the $29 million in proposed capital projects, over $27 million is for , transportation and utility projects, and about $2 million is for other projects. One of our largest capital projects is the Rainier Avenue project, which will cost $8 million in 2010 and $12 million in 2011 and 2012, with a significant part of the funding obtained from state and federal funds. t Renton along with six south county cities is in the process of building a multi- jurisdictional misdemeanant jail. This collaboration will provide our community with significant savings in future jail costs. We have several utility projects including water meter and water main replacements, the Highlands reservoir replacement, wastewater projects including the Earlington sewer replacement, and rehabilitation of our lift stations. The Hardee underpass stormwater system and the new system at Hawks Landing are among some of the planned surface water capital improvement projects. i While our work at the Renton Municipal Airport in 2010 will not be as complicated as the runway repaving we did this year, we are planning to dredge the seaplane base. t Executive Summary-Mayor's Message Page 10 of 548 Across the board, we have found many ways to reduce our costs while minimizing the impacts to our citizens. This budget makes some necessary and hard reductions, but preserves core services. In tough times we are continuing to deliver results. We continue to invest in crime reduction, public safety, infrastructure, and quality of life programs. We are showing that smart investments can continue to make Renton a city of opportunity. Crime rate as measured by crimes per thousand has decreased by double digits for the last three years. Currently our crime rate is one of the lowest in South King County. This wasn't easy and it wasn't an accident. We got to this place because we made public safety our top priority, and we gave our police officers the tools they need to be more effective. This year we responded to several major fires. Two of these were five-alarm fires that occurred within a three-week period. Our response was tremendous—there were no injuries to our residents, or our firefighters, and adjoining properties were saved. Earlier this year we celebrated the grand opening of Duvall Avenue, a project that saved the taxpayers $4 million and 15 months of construction time. As one of our major roadways, Duvall now has additional lanes, underground power lines and sidewalks. Our Neighborhood Program received national honors this year at the Neighborhoods USA Conference, and was the only program in the country to be recognized in two categories. We achieved tremendous success by providing our citizens with green and open spaces while making Renton a greener, healthier city. Our Maplewood Golf Course was recognized for environmental excellence by the Audubon Society. And thanks to our urban forestry plan and program, we received the Tree City USA recognition. We completed our bikes and trails plan and provided our community with pedestrian and bicycle-friendly options. And our solid waste and recycling programs reduced garbage by over 45 percent—the equivalent to diverting over 18,500 tons from our landfills every year. Renton received "Recycler of the Year" award from the Washington State Recycling Association. Executive Summary-Mayor's Message Page 11 of 548 During these challenging times, we prioritized business retention and continue to work closely with Renton Technical College and the Chamber. The Renton Small Business Development Center, for which we received funds from the state, offers valuable resources and assistance to our businesses. Every month we have new stores and restaurants opening at The Landing, and despite the economy they are doing well. We anticipate the opening of at least two more stores in time for holiday shopping. The Farmers Market enjoyed record attendance—over 4,000 people every week and 60 registered vendors. The Seahawks Training Camp brought 3,000 fans daily and a total of 15,000 people to Renton during the summer. Our local economy got a great boost from these visitors who shopped and dined in Renton. We had several significant ribbon cuttings for key employers who brought jobs to Renton—from Harley Davidson to Uwajimaya. We will soon celebrate the opening of Valley Medical Center's emergency services tower—the culmination of a $200 million expansion with state-of-the-art emergency and trauma care, and disaster recovery services. This next year we will be moving forward with the redevelopment of Quendall Terminals on Lake Washington. Construction of the Hawks Landing Hotel at the former Pan Abode site in Kennydale is scheduled for next spring. And, long-range planning efforts in the City Center and the Highlands will set the stage for new public and private investment. Renton has a record of innovation, and we won't stop just because of the economic downturn. We have to stay focused on opportunity—not in spite of the financial challenges we face, but because of them. The message in this budget is simple, but loud and clear: In the greatest economic meltdown since the Great Depression, Renton continues to do great things. I want to thank each of our administrators and all the employees who worked hard during these stressful times to find solutions to these budget challenges. I also want to thank the Council for your guidance and input as we worked on this budget. Executive Summary-Mayor's Message Page 12 of 548 We will be presenting you with more specific details on this budget proposal during the next couple weeks and welcome your feedback, concerns, and recommendations. Thank you. Denis Law r Executive Summary-Mayor's Message Page 13 of 548 This page is intentionally left blank Executive Summary-Mayor's Message Page 14 of 548 M ris City of Renton 2010 Budget Highlights General Government After a decade of growth, the local economy started faltering at the Overview beginning of the second quarter 2008. The decline became r' $15 million saved increasingly apparent and broad based in the 3rd quarter of 2008 after before 2010 Budget the bankruptcy of Leman Brothers. This turn of events not only impacted the City's 2008 and 2009 budget, but also 2010 and beyond. "! 2008 Mid-Year During 2008, to balance the reduced revenue level, each department $5 Million Required was asked to generate $5.0 million in expenditure savings between Expenditure Saving July and the end of the year. Departments suspended some services and all non-essential spending and held 32 positions vacant temporarily to make up the savings. 2009 Adopted Budget The 2009 adopted General Governmental budget of$101 million was $6 Million Expenditure Cuts $6 million lower than what it would have taken to continue 2008 original service levels. The $6 million reduction included not funding rr 35 existing positions, cutting back intermittent and seasonal helps, maintenance contracts, supplies, and minimizing capital spending that the Administration believed would have the least service disruptions r and impacts on the community and to avoid layoffs. 2009 Mid-Year Again in early 2009, with the budgeted revenue starting to fall further $4 Million Expenditure Cuts behind from revenue collections each month, again the r► $2 Million Taken from Fund Administration took early action to identify options in bridging Balance another roughly $6 million gap. Knowing we would need to address the gap with a long term solution in 2010's budget, we moved ahead 1r► with some temporary measures to balance 2009's budget. This resulted in further reducing departments' budgets and continued to not fill vacant positions which produced $2.6 million in expenditure savings. With the cooperation from all unions, a wage/benefit concession agreement was reached. Employees took unpaid furloughs, reduction in deferred compensation, or through increased err employee contributions towards medical benefits, saving the City $1.2 million. With the Council's approval, we filled the remaining $2 million of the budget gap by using the rainy day reserve in the fund rre balance. +rtr arr %W Executive Summary-Budget Highlights Page 15 of 548 i Revenue The baseline revenue projection for 2010 is $95.5 million, or $5.3 million lower than the 2009 adopted budget. The adopted 2010 Revenue would add $1.42 million in Photo Enforcement revenue to fund our Patrol Services/Traffic Unit. Using these revenues to further our traffic enforcement efforts is a good use of this revenue source, which is derived from the fines received from traffic violators. This budget anticipates that property tax collections will be at 2009 levels—we will not take the 1% increase allowed by law. However, the July implicit price deflator projected a 1% decrease in property tax collections. Therefore, the City Council will need to declare a "special need" in order to collect at the 2009 level. In addition to this adjustment, the City is also expecting annexation property taxes from New Life/Aqua Barn Annexation and slightly higher than anticipated new construction. Combined, the property tax estimate is $1 million higher than the initial estimate. With these changes, the 2010 adopted revenue total of$97.8 million is 3.8% below 2009 adopted level but is 2.3% higher than 2009 adjusted level. Expenditures The 2010 baseline expenditure budget was projected at $101.6 million without any assumed wage or benefit increases. When compared against the $95.5 million baseline revenue, this is a projected gap of$6.3 million. To bridge this projected gap on a long term basis, the City took a new approach in 2010 budget development. Instead of identifying marginal budget reductions, each department built their entire budget from the ground up, with three different funding levels. The Base Level is the resources needed to continue current services as they are. The Alternative level provides options to continue the service at a lower cost, and a minimal/mandated level which identifies the minimum level the program can continue to be performed before it is eliminated entirely, or that minimal level the program can operated and remain in compliance with State or Federal laws. The Administration staff team and Administration then prioritized these services and determined the adopted funding level for each program (the 4th or Adopted level) based on each program's relative importance to the community. This budget document presents the Baseline and the Adopted levels information only. Detailed descriptions of program proposals at these two levels are in a separate document available in the Council Office. Also on file with the City Clerk is a complete set of all programs at all levels. Using this approach, the Administration is proposing a general Executive Summary-Budget Highlights Page 16 of 548 r government budget of$97.8 million. This represents a net reduction of$3.8 million from the baseline level. When we include the increase in benefit costs to the baseline budget, the actual 2010 expenditure reduction is $4.9 million. The following section highlights the reductions and service impacts by department. More information about the department's programs, accomplishments, goals, and service measures can be found in the Budget by Department Section of this budget. Fund Balance Because the 2009 adjusted budget tapped into the $2 million anti- recession reserve, the budgeted beginning fund balance for general governmental funds is $8.3 million, which is under the 2009 adopted budget by $2.8 million. The City also maintains a $5 million catastrophic reserve in the Risk Management Fund and a well funded equipment replacement reserve. These reserves and fund balances would provide a safety net over a turbulent and uncertain period in r our history. Legislative ... Reduction: With the majority of the department's budget being fixed costs, the ($8,475) reduction cuts deep into the few line items that are flexible. The adopted budget will reduce legislative travel by $7,100 or 59% and other miscellaneous line items by $1,375 for a total department reduction of $8,475. The resulting adopted 2010 budget is 3% below the 2010 baseline budget. Executive Reduction: The Executive Department (formerly the Administrative and Judicial ($213,902) Services Department) will decrease its budget from the 2010 baseline -3.5 FTE budget by $214 thousand and 3.5 FTEs. The result of this reduction for adopted 2010 budget will be 4% below the 2010 baseline budget and will substantially reduce printed materials citywide and would require us to outsource certain printing services. Included in the budget is a $50 thousand service contract for grant rr writing. This is to help all City departments explore grants and other funding sources to maximize the impact of City resources. Court Services Reduction: The Court Services Department (formerly within the Executive ($78,253) Department) will decrease its budget from the 2010 baseline budget 10 -1 FTE by$78 thousand. The resulting adopted 2010 budget is 5% below the 2010 baseline budget. The reduction includes elimination of a vacant Probation Clerk position. If the clerical work cannot be absorbed by Illi► other judicial staff, this reduction may result in fewer contacts with offenders by the Probation Officer. to 1W Executive Summary-Budget Highlights Page 17 of 548 City Attorney Reduction: The City Attorney Department will decrease its budget from the 2010 ($16,964) baseline budget by $17 thousand. The reduction will reduce supplies, professional services, travel, and training. The adopted budget of $1.6 million is 1% below the 2010 baseline budget. CED Reduction: The Department of Community and Economic Development (CED) will ($1,599,121) decrease its budget by $1.6 million or 19% from the 2010 baseline -16.5 FTE and by 16.5 positions which represents 26% of the department's workforce. Addition: Move Property Services The adopted budget will merge the Property Services function from Function from Public Works Public Works Department into CED. This move would also allow us to (2 FTE's$261,599, net of cuts) reduce two of the four existing property services positions and result in a net increase of two positions and $261 thousand in budget. Community Services Overall Reduction: The Community Services Department will decrease its budget by $1.4 ($1,405,960, detail below) million or 6% from the 2010 baseline. See below for details of some -5.5 FTE Community Services division. Human Services The reduction in the Human Services area includes $74 thousand in ($147,322) professional services, $1 thousand in travel and training, and $71 -1 FTE thousand in personnel which reduces one position. The total reduction is$147,322 from the 2010 baseline budget. The adopted reduction of one housing repair position would impact the number of clients the program can serve. It may be possible that the City can use CDBG funds to restore this cut if approved by King County. Community Resources, Events, The reduction in Community Resources, Events, and Recreation and Recreation includes $7 thousand in supplies, $14 thousand in professional ($40,927) services, and $18 thousand in personnel which reduces a .25 position. -.25 FTE The total reduction is$41 thousand from the 2010 baseline budget. Impact from this reduction is the elimination of many free activities at the various City events; substantially reduces the Holiday Lights; eliminates the $5,000 financial support to Renton River Days which would require the event to reduce its scope and hours. Executive Summary-Budget Highlights Page 18 of 548 r W Library The reduction in the Library's budget reflects $90 thousand in .. ($223,258) supplies, $33 thousand in professional services, $7 thousand in travel and training, $69 thousand in intermittent help, and $25 thousand in overtime. The impact would be visible to the community. The hours 1W will be reduced from 60 to 50 hours per week at the Main Library, and the hours would be reduced from 42 to 34 at the Highlands branch. The reduction would be put in place only if the annexation to KCLS ballot measure fails. Parks&Golf The newly reorganized division combines maintenance and ($154,321) operations staff for Parks and Golf Course to maintain both as one system. The adopted budget reduction of $154 thousand would reduce seasonal staff by 20% which likely would result in declining cleanness and appearance of our parks. It will also eliminate the goose control contract; reduce irrigation at level 2 maintained parks by 50%which would impact the quality of athletic fields. yr Parks Planning& Natural The Parks Planning & Natural Resources division is a newly created Resources division. This division will decrease its budget by $144 thousand or .. ($144,471) 28% from the 2010 baseline. The overall reduction includes $18 thousand in supplies and $126 thousand in service contracts. The service impact will include the elimination of all flowerbeds and planters (except for the Veteran's Park), and would reduce the right- of-way vegetation maintenance contract from weekly to twice per month. Facilities Facilities will decrease its budget by $454 thousand or 9% from the ($454,094) 2010 baseline budget. These reductions include $42 thousand from nr -4 FTE intermittent help, $328 thousand from personnel costs, and $ 75 thousand from contracted repair and maintenance services. The personnel reduction will result in reducing four positions. s Recreation Services The Recreation Services Division will decrease its budget by $300 ($300,307) thousand or 6% from the 2010 baseline budget. These reductions frr -.25 FTE include $176 thousand from intermittent help, $78 thousand from supplies, $19 thousand from professional services, $7 thousand in travel and training, and $20 thousand in personnel costs. The ■rr personnel reduction will result in reducing one .25 position. The impact form these reductions would be the closure of Kennydale, to Kiwanis, Phillip Arnold, Teasdale, and Tiffany Park buildings, and eliminate the free afterschool and summer drop in these programs. in to 1W Executive Summary-Budget Highlights Page 19 of 548 Fire and Emergency Services Fire and Emergency Services Department will reduce 3 positions, one Reduction: commissioned and two civilian positions generating $286,895 in ($719,428) pay/benefit savings. The adopted budget added $64 thousand in - 3.0 FTE overtime to restore service of Aid Unit 14. This would allow both Aid Units 12 and 14 to be in service nearly full time. Other various reduction items include supplies and interfund payments to internal service funds. With the reduction of nine firefighters that took place in 2009, the department will have a force of 136 commissioned officers and 16 civilians. The reduction will make it difficult to maintain the 32-officer on-duty staffing model which could affect the operation of the aid cars, and limit the department's ability to transport. FIT Reduction: The Finance and Information Technology Department(FIT) will reduce ($1,531,046) its baseline budget $1.5 million by reducing 5 positions ($491,777), -5.0 FTE three in Finance Division and two in IT, and delaying various IT capital projects ($920,000). Other reductions include supplies, professional Addition: services,travel, and training. 1 FTE for With the elimination of the Technical Services section in Public Works GIS System Department by splitting the property service section to CED, retaining utility related GIS function in Utility Systems, the remaining two Engineering Specialist positions that perform GIS functions for other City departments are transferred into the IT section as part of Enterprise GIS services. The adopted budget would reduce one of the two positions that are currently vacant. Human Resources & Risk Management The Human Resources (HR) & Risk management (RM) reductions are Reduction: made up of various line-items and two positions. The two positions ($193,329) make up savings of $159 thousand. The various line-items include -2.0 FTE supplies, professional services,travel, and training. Executive Summary-Budget Highlights Page 20 of 548 Police M Reduction: The adopted Police budget reduction will reduce two civilian ($214,775) positions. This will reduce the adopted budget by $159 thousand ■. -2 FTE from the 2010 baseline. Other reductions include interfund payments to internal service funds. With the direction to move forward with the regional corrections .r facility SCORE, there may be opportunities the two eliminated positions may be used to support the SCORE project. Public Works General and Street Funds The general governmental portion of the Public Works Department Reduction: consists of department administration, street maintenance, and ($778,880) transportation. Technical services sections was split and moved to -5.5 FTE CED (4 positions) and FIT (2 positions) for the adopted 2010 budget. See their respective department highlights for details. "" The administration, street maintenance, and transportation divisions adopted a 5.5 position reduction which will reduce the baseline $509 thousand. Other reductions that make up the remaining $270 "" thousand include temporary/intermittent help, supplies, professional services,travel, and training. AW Impact from the reductions are the reduced Commute Trip Reduction program to the minimal level, eliminate the employee flex pass program, reduced transportation planning, and reduced traffic count and signal timing responses. „ Other City Services The "Other City Services" section of the budget is used to account for Reduction: costs that are community-wide/city-wide in nature and not directly VW ($29,500) related to a particular department. The reductions in this section are primarily due to the reduction in i various memberships and dues. The adopted budget would eliminate all national association memberships and retain those most critical or required local organizations. Reductions are also made in the City's contribution to the organizations of Renton Communities in Schools ..r and Enterprise Seattle. General Government Debt Service The adopted budget includes the amount needed to meet the City's general obligation debt service payments. New in 2010 is the •. addition of a promissory note for the acquisition of Fire Station 13 as part of the Fire District (FD) 40 Asset Transfer agreement. The note is for 20 years with annual debt service of $500,000. The amount will rr ow Executive Summary-Budget Highlights Page 21 of 548 be reduced by about 50% from the bond levy collected by FD 40 from City residents until the initial bonds are retired in 2020. r Fund Balance With all the reductions discussed above, the adopted 2010 Budget is balanced. All current expenditures are supported by current revenues. As a result, the projected fund balance will not increased nor decrease. Special Revenue Funds State law and governmental accounting practices require that we separate budgets and financial reporting for dedicated revenue accounts into "Special Revenue Funds." Arterial Streets Fund (102) The Arterial Street fund accounts for the "arterial street" fuel tax revenue we receive from the state and designated by the City to arterial street overlay and improvement programs. The monies are transferred to and managed as resources for Transportation CIP (Fund 317). The 2010 budgeted transfer is $135,000 lower than the baseline, due to the decrease in general consumption of fuel. Leased Facility Fund (108) The Leased Facility Fund generates about $1.24 million per year from leasing the 4t" Floor of City Hall, the 200 Mill Avenue building, and the parking garage in the City Center. The cost of operating these facilities in 2009 is adopted at$581,941. There is a projected 2009 Year-End fund balance of $529,744, which will be retained to cover any unexpected repairs and maintenance needs for City facilities. Hotel-Motel Tax Fund (110) The Lodging Tax revenue has been growing slowly in recent years. The adopted 2010 budget of$245,000 is 17% lower than the adopted 2009 budget primarily due to the lower revenue projection. The money collected in this fund is restricted by the state law can only be used for tourism promotion. 1%for Arts Fund (125) The sources of 1% for Arts Fund are from all eligible City capital projects. To insure that we do not over anticipate resources available, Instead of assuming capital projects will be completed as planned and true up the costs when projects are completed, we will Executive Summary-Budget Highlights Page 22 of 548 WN calculate the 1% arts funding at the completion of the capital project when the actual amount available for Arts can be ascertained. As a result of this change, we are only budgeting $50 thousand in 2010, but will make adjustments when projects are completed. s Cable TV Fund (127) With the new franchise agreement effective in the fall of 2008,for the first time Comcast Cable will be collecting a Public, Education, and �e Government (PEG) fee to allow the City to upgrade the TV21 broadcasting facility and equipment. The adopted 2010 budget will include the new resource and associated capital outlay. In addition, .. the City will continue to allocate part of the Cable TV franchise fee in an amount of$40,000 to support TV21 programming. .. Debt Service Funds The only debt service fund which is not a part of the General .. Governmental funds described previously, is the Senior Housing Voter Approved Bonds. These bonds were completely paid off in 2009. With the pre-funding requirement,the amount is fully funded in 2008 and no levy is required in 2010. The minor amount in the budget represents Fiscal Agent fees as some bond holders do not redeem their bonds upon maturity and the Fiscal Agent will maintain all .w records until all outstanding bonds are redeemed. Capital Funds Mitigation Funds (303-305) There are no significant changes to the Community Services or Fire mitigation funds. 1W We will continue to accumulate and reserve Community Services Mitigation (303) funds collected for the Ron Regis Park redevelopment which is planned for 2010. r. The Fire Mitigation Fund (304) will pay the debt service obligation on the Fire Station 12 construction ($300,000, transfer to 215 Fund) and .r any anticipated fund balance ($2.18 million) will be reserved for future debt service and station expansion/development. Transportation Impact Fees did have significant changes for 2010. .e These fees are used to supplement other funding sources to implement the adopted Transportation Improvement Plan in Fund 317. The adopted transfer in 2010 is$700,000,which is$200,000 less r than the 2009 adopted budget. ,. Capital Improvements Fund The Capital Improvements Fund implements the current year of the (316) six-year Capital Investment Plan (CIP) for general governmental and community services facilities. The 2010 Adopted Budget contains r Executive Summary-Budget Highlights Page 23 of 548 various small projects (compared to 2009 adopted budget). The two major ones are: 1) $265 thousand for public restroom renovations for ADA improvements at Jones Park. 2) $250 thousand for a grant matching program. The City annually appropriates funds to be available for unforeseen park and/or train development or acquisition opportunities, or to be available to leverage grant monies from agencies such as King County Conservation Futures, Washington Recreation and Wildlife Program, FEMA, or EECDBG. These and other projects combined will result in the adopted project total of $1.7 million. To fund these and other projects, the CIP calls for $940 thousand in new resources and $714 thousand in fund balance. See Capital Investment Section for more detail. Transportation The Transportation Improvements Fund is the account which Improvements Fund (317) implements the transportation element of the CIP. The adopted 2010 transportation improvement projects total $16.1 million. Details of the projects and use of City resources for these projects can be found in the CIP section of this budget. Enterprise Funds The City has several enterprise type (or business type) operations. These include the Water, Wastewater, and Surface Water utilities; a Solid Waste utility,the Golf Course, and the Airport. Utility Funds The Water, Wastewater, and Surface Water utility funds are accounted for and budgeted for separately, but are managed as a system in accordance with the City's Financial Management Policies. The system conducts a comprehensive rate review every six years with the assistance of outside consultants, with annual updates performed by City staff. The comprehensive rate review was last conducted in 2007 with recommended future rate increases. The City worked very hard to hold the 2010 rate increases below the model recommendation, while maintaining the system's financial and structural integrity. These efforts resulted in a lower adopted rate increases in City operated utilities as follows: Adopted Rate Increases Water—10% Wastewater—4% King Count Metro Wastewater Treatment—no increase Executive Summary-Budget Highlights Page 24 of 548 .. ns Surface Water— no increase r The adopted rates are after the utilities reduced a total of 4.2 positions in the Waterworks Utility funds. These personnel �r reductions along with reductions in intermittent help, professional services, and interfund payments to internal service funds resulted in a savings of $586 thousand from the baseline budget. The rate increases are needed to meet debt service requirements and to provide for on-going capital infrastructure replacements. w Solid Waste The City provides garbage service through its Solid Waste fund. This service is provided through a contract negotiated by the City. In 2010, the City is proposing a 4% rate increase which has council approval. .. The adopted rates and services include a reduction of one position. This reduction along with reductions in intermittent help, supplies, the Clean Sweep Program, Coordinated Prevention Grant, and interfund payments to internal service funds resulted in a savings of $407 thousand. The utility is in need of rate increase to replenish the depleted fund balance. Once the new contract and rate structure has a chance to establish more history,the pressure on rate increases may ease. Golf Fund There is no significant change in adopted 2010 Golf Course budget. w As part of the 2010 budget process, the Community Services Department is making some organizational re-alignments that will have the Parks & Golf Course Director (previously Golf Course Manager) oversee overall parks maintenance. Therefore a portion of the position's cost is now assigned to the General Governmental portion of the department's operation, reducing the Golf Course s operating cost by$48 thousand per year. Airport Fund Overall, the Airport adopted 2010 operating budget shows a decrease of 35% under the 2009 adopted budget. In 2010,the Airport will have two major projects: .. 1) $700 thousand for maintenance dredging and shoreline mitigation. 2) $475 thousand for Renton Gateway Center utilities. See CIP section of budget for details. Internal Service Funds The City operates several "businesses" that provide service internally to other City departments. These include the Equipment Rental Fund Executive Summary-Budget Highlights Page 25 of 548 rt. (Motor Pool 501), Insurance Fund (Risk Management 502), Health Insurance Fund (512), LEOFFI Retiree Healthcare Fund (522), Information Services Fund (503), Facilities Fund (504), and Communications Fund (505). Equipment Rental As with the rest of the City's operations, the equipment rental operations will see the full year's impact from the equipment Operating: acquired for the Benson Hill annexation and from the Fire District 40 service contract where the Cit will maintain Fire District's 17 $1.9 million � Y fire/emergency apparatus. The overall operating budget reflects a Adopted Equipment decrease of 41%, which includes the reduction of a mechanic's Replacement: $842,000 assistant position added mid-year 2008. Other reductions include delaying various vehicle replacement purchases of$1.8 million. The adopted budget will add no new vehicles. Information Technology The Information Technology Fund 503 (IT) was created in 2006 to W allocate the costs of the City's centralized IT program. This fund provides for the technology, telecommunications, and copier IT Capital equipment lease and maintenance for the City. ar The budget contains about half of the typical level of funding for technology investments as in past few years (typically around $2 million, $997 thousand 2010). The majority of the technology investments is to replace user equipment, maintain network integrity, and provide for essential tools for continuing operations such as copier rental and to migrate the phone system off the old technology which will not be supported in the near future. rr Also included is the equipment needed to communicate and access CAD data due to the new Valley Communication CAD system. IT division will continue implementation of the Enterprise GIS Plan and other system improvements consistent with the adopted 2007 IT Strategic Plan. Risk Management The City's Risk Management program consists of three funds, Property and Liability Insurance Fund (502), Employee Health Insurance Fund (512) and Retiree Medical Fund (522). The budget provides funds to maintain these responsibilities but no other significant changes are adopted. Facilities Facilities division was discussed earlier in the highlights section. See Executive Summary-Budget Highlights Page 26 of 548 to K Community Services section for details. Communications Although the Communications fund is a newly created fund, the division is already included in the Executive department. See Executive department for highlights. 40 trr AV 1s AK aR ilr illr+ rs trr llr ttr 3r r Executive Summary-Budget Highlights Page 27 of 548 Fund Groups Fiduciary 0% r : Intern Service: 14% 1iM E ral ment ment mm Svc ,258,275 Special Debt Service Revenue 1% 2010 Budget General Government 93,343,753 Special Revenue 1,582,614 Debt Service General Governement 4,496,333 Utilities 4,618,329 Golf Course 462,589 Capital Project 19,140,427 Enterprise Utilities 52,935,929 Airport 2,579,800 Golf Course 2,254,248 Internal Service 30,443,096 Fiduciary 550,475 Total Committed Expenditures $212,407,593 Executive Summary-Budget Highlights Page 28 of 548 w Or Employment History— City of Renton 800 700 ■Administrative 600 ■Comm&Econ Dev 500 � H ■Community Services UJ P 400 ElEnterprise/Utilities LL 0300 ■Public Works ■Fire&Emergency Svcs 200 ■Police 100 ww 0 2007 2008 2009 2009 2010 Actual Actual First Half Adj Budget Proposed 2009 Adopted Budget Staffing Count 794.15 FTEs Less: Positions held Vacant (unfunded) -34.80 i 2009 Adjustment (1.8FTEs) Community Services -0.20 Police Over hire Positions (unfunded) -4.00 Police ARRA Grant Positions 6.00 SUN Adopted 2010 Staffing Changes (-50.20 FTEs) Community & Economic Development -16.50 Community Services -5.50 Court Services -1.00 Executive -3.50 Finance and Information Technology -5.00 Fire and Emergency Services -3.00 Human Resources & Risk Management -2.00 �. Police -2.00 Public Works -11.70 .. 2010 Budget Staffing Position Count 710.95 FTEs Cumulative positions eliminated (2009-2010) total -83.2 FTE's. The total authorized FTE count .. is for regular full-time, part-time and limited term positions. Refer to the Budget by Department section for additional detail. a. UN Executive Summary-Budget Highlights Page 29 of 548 Staffing(Full-Time Equivalent Employees-FTE) Comparison by Department (I of 2) 2007 2008 2009 2009 2009 2010 Change Department Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular Full-Time,Part-Time,and Limited-Term(excludes Temporary,and Intermittent Staff) Legislative Services City Council Members 7.00 7.00 7.00 7.00 7.00 7.00 0.00 City Council Liaison 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Total Legislative 8.00 8.00 8.00 8.00 8.00 8.00 0.00 Executive Mayor's Office 6.00 7.00 5.00 5.00 7.00 4.50 -2.50 City Clerk 5.50 7.00 5.50 5.50 5.50 4.50 -1.00 Hearing Examiner 1.50 2.00 1.50 1.50 1.50 1.50 0.00 Communications 0.00 0.00 8.00 8.00 0.00 6.00 6.00 Total Executive 13.00 16.00 20.00 20.00 14.00 16.50 2.50 Court Services Municipal Court 14.00 17.50 17.00 17.00 17.00 16.00 -1.00 Total Court Services 14.00 17.50 17.00 17.00 17.00 16.00 -1.00 City Attorney City Attorney 0.00 0.00 11.75 11.75 11.75 11.75 0.00 Total City Attorney 0.00 0.00 11.75 11.75 11.75 11.75 0.00 Community Services Admin, Facilities, Events, Parks, Rec 76.00 83.00 80.30 80.30 81.50 75.80 -5.70 Human Services/CDBG 5.00 6.50 6.00 6.00 6.00 5.00 -1.00 Library Services 14.00 14.00 15.00 15.00 15.00 15.00 0.00 Museum 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Municipal Golf Course 10.00 10.00 9.50 9.50 9.50 9.50 0.00 Total Community Services 106.00 114.50 111.80 111.80 113.00 106.30 -6.70 Community and Economic Development Administration 0.00 0.00 2.00 2.00 2.00 2.00 0.00 Economic Development&Neigh 13.00 17.50 7.00 7.00 7.00 5.50 -1.50 Planning 0.00 0.00 16.00 16.00 16.00 14.00 -2.00 Development Services 46.70 49.60 35.50 35.50 35.50 26.50 -9.00 Total Community&Economic Devel 59.70 67.10 60.50 60.50 60.50 48.00 -12.50 Finance and Information Services Finance 19.50 20.00 19.00 19.00 19.00 16.00 -3.00 Information Systems 18.50 17.50 16.50 16.50 19.50 16.50 -3.00 Total Finance and Information Services 38.00 37.50 35.50 35.50 38.50 32.50 -6.00 Fire and Emergency Services Response Operations 100.00 112.00 125.00 125.00 125.00 125.00 0.00 Safety and Support Operations 10.00 10.00 14.00 14.00 14.00 14.00 0.00 Community Risk Reduction 12.00 13.00 16.00 16.00 18.00 13.00 -5.00 Total Fire and Emergency Services 122.00 135.00 155.00 155.00 157.00 152.00 -5.00 Human Resources/Risk Management Administration/Civil Svc Commission 5.50 7.50 7.50 7.50 7.50 6.00 -1.50 Risk Management 3.50 4.50 3.50 3.50 3.50 3.00 -0.50 Total Human Resources/Risk Mgmt 9.00 12.00 11.00 11.00 11.00 9.00 -2.00 Executive Summary-Budget Highlights Page 30 of 548 aw rr Staffing (Full-Time Equivalent Employees-FTE) Comparison by Department(2 of 2) 2007 2008 2009 2009 2009 2010 Change Department Actual Actual Budget Adj Budget Actual Adopted 09/10 Public Works Administration 4.25 4.00 3.50 3.50 3.50 3.00 -0.50 aw Maintenance Services 71.00 88.00 83.00 83.00 83.00 78.00 -5.00 Transportation 40.50 41.00 37.00 37.00 37.00 33.00 -4.00 Utility Systems 29.30 36.70 37.70 37.70 37.70 29.50 -8.20 ..r Total Public Works 145.05 169.70 161.20 161.20 161.20 143.50 -17.70 Police Administration 5.00 5.00 5.00 5.00 5.00 6.00 1.00 r. Patrol Operations 85.00 82.00 67.00 72.00 67.00 70.00 3.00 Special Operations 2.00 14.00 18.00 18.00 18.00 18.00 0.00 Patrol Services 10.80 11.80 13.00 13.00 13.00 13.00 0.00 Investigations 23.00 17.00 22.00 22.00 22.00 21.00 -1.00 Administrative Services 10.00 10.00 11.00 8.00 11.00 9.00 -2.00 Staff Services 14.40 14.40 12.40 12.40 12.40 12.40 0.00 Auxi liary Services 21.00 21.00 19.00 19.00 19.00 18.00 -100 Total Police 171.20 175.20 167.40 169.40 167.40 167.40 0.00 Total All Staffing 685.95 752.50 759.15 761.15 759.35 710.95 -48.40 f Executive Summary-Budget Highlights Page 31 of 548 r This page is intentionally left blank i Irt Executive Summary-Budget Highlights Page 32 of 548 CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW All Sources Uses and Change in Fund Balance All Revenue&Sources 9211.5 Million All Uses 5212.4 Million Taxes=36% +� Debt Service ChargesforInterfund �Othe 2.2% Svc&Trnsfr Interfund Services F' . Lic.& Intergovt 10% Public Works .. Permits Trnf 2% .3.0% Misc. Other Taxes Revenue 3% 14% Fire ' court Sales Tax r 0 0.9% Utility Taxes JMPolice. Community 7% Property" Capital P CED ND& Proceeds 10.8% Code Enf 2% 3.0% 2007 2008 2009 2009 2009 2010 2009 Adopt-2010 Prop. Total Resources and Uses Actual Actual Adopted Adjusted Actual Adopted $ % Revenue: Property Tax 23,991,309 29,460,534 30,903,043 30,903,043 30,763,479 31,364,643 461,600 1% Sales Tax 21,787,266 23,501,241 24,852,610 22,711,610 21,778,296 22,600,000 (2,252,610) -9% Utilit Taxes 11,463,725 13,310,334 14,823,227 14,565,227 14,581,971 14,268,000 555,227) -4% Real Estate Excise Tax 5,086,327 2,800,103 3,000,000 2,000,000 2,418,456 2,400,000 (600,000) -20% Other Taxes 4,024,664 4,696,663 5,549,852 5,344,852 5,243,599 4,637,095 (912,757) -16% Sub-total-Taxes 66,353,291 73,768,875 79,128,732 75,524,732 74,785,802 75,269,738 (3,858,994) -5% Licenses&Permits 5,968,462 5,076,537 5,358,661 3,858,661 4,099,342 4,128,151 (1,230,510) -23% intergovernmental Grants 7,040,469 16,157,562 22,555,460 30,958,185 18,377,027 16,207,897 (6,347,563) -28% State Shared Revenue 2,246,192 2,682,258 3,099,655 3,099,655 2,962,097 2,906,833 (192,822) -6% Fire Service Contracts 1,435,271 5,027,051 5,829,448 5,829,448 5,869,198 5,567,223 (262,225) -4% Charges for Services 44,055,432 44,904,347 52,182,207 53,529,125 51,097,874 52,239,435 57,228 0% Fines and Forfeits 951,270 2,110,973 1,494,000 1,974,000 3,817,008 3,577,193 2,083,193 139% Interest Earnings 4,595,857 2,549,743 3,011,914 2,011,914 4,440,181 1,485,200 (1,526,714) -51% Miscellaneous Revenue 18,698,710 23,660,607 23,269,421 23,990,342 23,044,972 24,896,625 1,627,204 7% Mitigation Fees 3,266,392 1,223,056 1,409,000 909,000 415,236 350,000 (1,059,000) -75% Bond/Loan/Capital Proceeds 5,213,108 13,337,130 5,391,244 5,983,749 1,338,630 3,627,408 1,763,836) -33% Interfund Services&Transfers 55,458,908 30,789,109 39,574,195 42,133,197 36,835,246 21,276,191 (18,298,004) -46% Total Revenue 215,283,362 221,287,249 242,303,937 249,802,008 227,082,615 211,531,894 (30,772,043) -13% Expenditures: Legislative 244,773 245,441 269,779 266,495 247,225 267,957 (1,822) -1% Court 1,836,834 1,744,122 1,779,112 1,816,546 1,819,731 2,011,393 232,281 13% dw Executive 905,514 968,352 1,489,887 2,479,185 2,171,123 2,562,607 1,072,720 72% -City Clerk 588,110 604,844 732,322 715,352 646,581 931,014 198,692 27% City Attorney 1,371,376 1,661,225 1,696,096 1,666,753 1,248,380 1,621,295 (74,801) -4% Hearing Examiner 157,199 166,820 199,328 172,493 171,911 200,440 1,112 1% CED-ND&Code Enf 5,437,980 6,162,411 7,219,829 7,888,343 6,721,421 6,413,470 806,359) -11% Community Svcs 20,859,819 25,129,868 17,697,790 33,661,798 27,207,706 22,391,669 4,693,879 27% Police 20,126,590 23,772,898 28,945,815 27,275,921 26,690,621 27,610,835 1,334,980) -5% Fire 15,637,272 21,763,640 21,280,636 20,565,447 20,375,286 21,802,109 521,473 2% Public Works 2 75,535,218 89,363,583 93,542,928 112,221,275 79,184,390 78,709,849 (14,833,079) -16% Human Resource 742,505 981,306 1,035,009 1,003,641 853,063 913,669 121,340) -12% Finance 5,898,252 6,571,140 6,864,199 7,395,746 5,864,556 6,219,298 644,901 -9% Other City Services 15,882,052 18,651,315 34,418,904 33,987,882 29,864,236 24,827,738 (9,591,166) -28% Debt Service' 8,530,414 9,882,755 10,186,772 10,338,772 10,271,860 9,577,251 (609,521) -6% Inter-Fund Transfers/Loans 77,275,512 21,694,764 24,300,417 27,390,005 21,779,015 6,347,000 (17,953,417) -74% Total Expenditures 251,029,418 229,364,486 251,658,823 288,845,654 235,117,104 212,407,593 (39,251,230) -16% ln(De)crease in Fund Balance (35,746,056) (8,077,237) (9,354,886) (39,043,646) (8,034,489) (875,699) 8,479,187 -91% Beginning FB 122,434,562 86,688,506 78,621,769 78,621,769 78,611,269 70,576,780 Ending FB 86,688,506 78,611,269 69,266,883 39,578,123 70,576,780 69,701,081 Executive Summary-Major Revenues Page 33 of 548 OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET General Fund Sources Uses and Change in Fund Balances General Fund Revenue&Sources S97 8 General Fund Uses by Department r 597.8 Million Million Taxes= 76% Other Taxes 11r Taxes A 6% Lic..& Fire Public Permits 22.3% Works Other City Fsales Tax 2% Services 4.9% 23% -4111111111MEMP 28.2% Service Interfund Charges for Trnf Property Svcs 0.0% Taxr 7% Community CEDND& Court Court Fines .,. 2.1% 4% General Mist. Govt 2% 7.7% 2007 2008 2009 2009 2009 2010 09 Adpt-10 Prop. General Government Actual Actual Adopted Adj Bgt Actual Adopted $ % Revenue: Property Tax 23,476,384 29,050,790 30,903,043 30,903,043 30,660,522 31,364,643 461,600 1.5% Sales Tax 19,851,760 20,035,372 20,702,610 18,702,610 17,995,836 18,609,000 (2,093,610) -10.1% Sales Tax/Criminal Justice 1,445,095 1,755,469 1,750,000 1,750,000 1,650,350 1,743,000 (7,000) -0.4% Sales TaxAnnexation Credit - 789,683 2,400,000 2,259,000 2,132,110 2,248,000 (152,000) -6.3% Utilit Taxes 11,463,725 13,240,334 14,782,553 14,524,553 14,581,971 14,228,000 (554,553) -3.8% Other Taxes 6,224,661 6,792,824 7,161,652 5,796,652 6,177,489 6,297,095 (864,557) -12.1% Lic.and Permits 4,060,362 2,777,238 3,317,561 2,117,561 2,284,347 2,386,376 (931,185) -28.1% Intergovt 3,961,621 7,609,008 8,810,594 9,496,739 8,953,443 8,950,764 140,170 1.6% Charges for Svcs 7,683,251 7,033,969 7,698,333 7,148,333 6,922,351 6,718,240 (980,093) -12.7% Court Fines 951,270 2,110,973 1,494,000 1,974,000 3,817,008 3,577,193 2,083,193 139.4% Miscellaneous Revenue 1,307,463 1,001,758 1,169,016 766,766 851,732 657,200 (511,816) -43.8% General Fund Operating Rev $80,425,590 $92,197,420 $100,189,362 $ 95,439,257 $96,027,158 $ 96,779,511 (3,409,851) -3.4% Transfers 2,476,109 601,276 607,666 1,162,154 1,089,710 919,863 312,197 51.4% Grants 37,399 888,411 70,000 177,682 225,184 139,324 69,324 99.0% Subtotal Other Funds $ 2,513,508 $ 1,489,687 $ 677,666 $ 1,339,836 $ 1,314,894 $ 1,059,187 381,521 56.3% Total Rev/Other Svcs $82,939,098 $93,687,106 $100,867,028 $ 96,779,093 $97,342,052 $ 97,838,698 (3,028,330) -3.0% Expenditures by Dept: Legislative $ 244,773 $ 245,441 $ 269,779 $ 266,495 $ 247,225 $ 267,957 (1,822) -0.7% Executive 1,630,456 1,738,038 2,421,537 2,337,227 2,318,239 2,766,501 344,964 14.2% Cou rt Se rvi ce s 1,836,834 1,744,122 1,779,112 1,816,546 1,819,731 2,011,393 232,281 13.1% City Attorney 1,371,376 1,661,225 1,696,096 1,666,753 1,248,380 1,621,295 (74,801) -4.4% Community&Economic Devl. 5,209,412 6,053,845 7,134,829 7,097,992 6,650,034 6,313,470 (821,359) -11.5% Finance&Information Tech. 1,728,040 1,909,652 2,037,717 2,011,004 1,969,936 1,964,890 (72,827) -3.6% Human Resources 742,505 981,306 1,035,009 1,003,641 853,063 913,669 (121,340) -11.7% Police 20,126,590 23,894,898 25,945,815 26,455,921 25,833,756 27,610,835 1,665,020 6.4% Fire&ES 15,651,366 21,771,518 21,305,636 20,590,447 20,378,891 21,827,109 521,473 2.4% Public Works 8,349,781 9,456,640 10,228,853 10,182,639 9,847,381 8,995,378 (1,233,475) -12.1% Communty Services 15,234,546 16,447,847 17,535,705 17,865,697 16,694,050 14,258,275 (3,277,430) -18.7% Other City Services 3,844,869 4,622,865 4,828,385 4,046,514 4,370,376 4,792,981 (35,404) -0.7% Tnsf to Capital Projects 2,618,303 380,264 760,000 829,599 795,446 - (760,000) -100.0% Debt Service 3,662,853 4,263,739 4,590,381 4,267,381 4,176,822 4,494,945 (95,436) -2.1% General Fund Operating Rev $82,251,705 $95,171,399 $101,568,854 $100,437,856 $97,203,328 $ 97,838,698 (3,7307156) -3.7% Beginning Fund balance 12,613,461 1 13,300,854 1 11,816,562 11,816,562 11,816,562 11,955,285 Endi ng Fund Ba la nce 13,300,854 1 11,816,562 11,114,736 8,157,799 11,955,285 11,955,285 Executive Summary-Major Revenues Page 34 of 548 CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW li General Fund Long Range Projection •mai ee.e­ ■r wuanawre rwna e.mn $140 $120 L M $80 $60 $40 i o $20 n $0 s -$20 -$40 4W -$60 Actual Actual Actual Adopted Adjusted Actual Baseline Adopted Projected Projected 2006 2007 2008 2009 2009 2009 2010 2010 2011 2012 to 2006 2007 2008 2009 2009 2009 2010 2010 2011 2012 2013 2014 Summary Actual Actual Actual Adopted Adjusted Actual Baseline Adopted Projected Projected Projected Projected Total Revenue 74,409,247 82,939,098 93,687,106 100,867,028 96,779,093 97,342,052 95,605,025 97,838,698 99,427,945 101,911,336 105,041,000 108,148,258 Total Expenditure 72,544,296 82,251,705 95,171,399 101,568,854 100,437,856 97,203,328 102,051,662 97,838,698 101,238,104 105,479,461 108,821,608 112,283,680 Am Net Change in Fund Bal 1,864,951 687,393 (1,484,292) (701,826) (3,658,763) 138,724 (6,446,637) (0) (1,810,159) (3,568,125) (3,780,608) (4,135,422) Fund Balance 12,613,461 13,300,854 11,816,562 11,114,736 8,157,798 11,955,285 1,711,161 11,955,284 10,145,125 6,577,000 2,796,392 (1,339,030) The City's fiscal policy requires the City to prepare a long-term (5-year) financial model for General Government and other funds as deemed necessary. This projection extends current operations to the " future to see if the services are sustainable and the magnitude of, if any, future financing gaps. This "glimpse" into the future allows the City to proactively plan and implement corrective measures over time to avoid sudden drastic changes in service levels or in revenue/tax policies. The following sections will provide an overview of the government operating environment, highlights of significant changes in the 2010 budget conditions, and the assumptions used in developing this budget and future projections. rBUDGET ENVIRONMENT The recession began in late 2007 with a financial sector meltdown has been recognized as the worst •lllllr since the Great Depression. Before ended, its impact would have felt through all continents and all industries. Central banks around the world worked in concert to resurrect the economy. In the U.S.,that is 7.5 million jobs lost, and 1.5 million homes "underwater" (equity value is less than the liability owing), ,. and the federal government would have pumped nearly$7 trillion into various stimulus packages to stop the downward skid of the economy. As we develop our projections for 2010 for the City, we can see the national recession is near the bottom and the consensus is that the economy will resume growth (as measured by Gross Domestic Product) to positive growth in the third quarter of 2009. However, housing and commercial development projects that fueled the growth in the Puget Sound region over the past five years could be a drag on the recovery. The combination of tightened lending guideline and greatly reduced real estate backed security market means reduced capital availability. The oversupply of multi-family housing units and office spaces means climbing vacancy rates that will take time to settle. The high jobless rate and r Executive Summary-Major Revenues Page 35 of 548 OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET low consumer confidence remain at historical levels. These data points to a slow and may be bumpy recovery. For the City of Renton, the recession required us to adjust our revenue outlook and make spending cuts repeatedly over the past 18 months. Since mid-August 2008, we have reduced a combined total of$15 million. We have modified our spending plans for 2009 to reflect this change, including employee furloughs and withdrew$2 million from fund balance. The positive side of the recession is the absence of inflation. Wages have declined since its peak in mid- 2007 due to roll back and/or unpaid furloughs. The change in CPIW from June 2008 to June 2009 stood at-0.7%, with the mid-year index (from July 2008 to July 2009) stood at 0.5%. With most labor contracts generally tied to inflation and personnel costs representing over 80% of City's operating budget, the low inflation level is welcoming news. The cost of medical benefits is an exception to this rule and is expected to continue to grow at double digit rates in 2010 and the foreseeable future. MAJOR REVENUES Seventy-six (76%) percent of our General Government services are supported by tax revenues. Among all the taxes supporting these operations, property tax is by far the most significant source, accounting for 32% of the total. This growth of this revenue is limited by statute to 1% per year plus annexation and new construction. Sales tax is another significant revenue source representing nearly 23% of our revenue base. EFFECT OF VOTER INITIATIVES With over half of the City's general resources in either restricted in growth before voter approved initiatives or subject to economic uncertainties, it is difficult to maintain services while costs tend to escalate faster than the rate of inflation.This is a known issue to all levels of governments in the state. In addition, citizen initiatives over the past decade have made a significant impact on general revenues for all local governments in Washington State, including Renton. The cumulative losses for Renton include $640,000 a year from Initiative 695 (1999) which repealed the state Motor Vehicle Tax; over $2.51 million a year from Initiative 747 (2001), limiting the property tax growth rate to the lower of inflation or 1%, plus new construction; and $750,000 a year street maintenance fund from Initiative 776 (2002) that eliminated the local option Vehicle Licensing Fee approved by voters for transportation systems in King County. This is a combined loss of nearly $4 million a year in Renton's general government revenues overall the past 10 years. The loss of these revenues not only reduced the diversity of City's revenue sources but also slowed the revenue growth. Based on the current revenue structure, the combined revenue growth rate is around 2% per year, or around 1% below the rate of inflation under normal conditions. The cost of City services, on the other hand is expected to grow at around 4% per year or around 1% above inflation, again, under normal circumstances. The higher growth rate is primarily caused by the persistent high energy costs, double digit medical benefit cost increases, and more recently, the state mandated pension costs. This 2% differences between revenue and expenditure growth rates translates into around $2 million per year structural gap based on the $98 million current General Fund annual budget. The$2.5 million is calculated base on the difference between 1%and the rate of inflation as measured by CPI-W. The loss is over$8 million a year if is calculated on 6%statute limit prior to the passage of 1-747. Executive Summary-Major Revenues Page 36 of 548 CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW The past revenue loss and the structural imbalance had already required the City to continuously reduce its services to balance the budget. Over the past ten years, the City has reduced its general expenditures by nearly $5 million and eliminated 17.4 positions. Because these service reductions were made over time, the impacts were not immediately obvious. However, the cumulative effects have now resulted in increased level of citizen complaints and demands for improvements in almost all service areas. It is under this backdrop, the City Council decided it is important to maintain the current staffing and service levels in the 2010 budget and beyond. To cover the projected deficits, Council allowed using nearly 2% designated capital utility tax revenue which will become available starting in 2010 to make up the projected budget gap, thus allow stable General/Street Fund operations up to 2010. The adopted budget reflects this important budget decision. PROPERTY TAX(RCW 84.52) Property tax Is the largest revenue source and is used for Year Assessed Value PropertyTax change 2005 6,683,310,627 21,074,039 7.6% general governmental operations. The table to the right 2006 7,300,556,316 22,043,717 4.6% shows past and projected annual property tax levy. New 2007 8,332,988,272 23,476,384 6.5% construction has contributed to substantial growth in the 2008 9,617,208,149 29.050.790 23.7% City's property tax base over the past five which 200 13'173,773,069 0 o z . y p p y years are 2010 Pro' 11,821,099,953 31,364,643 2.3°°3% added to the 1% base levy growth limit. The 23.7% increase 2011 Pro' 12,293,943,951 31,676,024 1.0% in 2008 also reflects the addition of Benson/Cascade 2012 Pro' 12,785,701,709 32,162J42 1.5% 201 Pr ' 13,297,129,778 32,647,1151.5% annexation. Other factors affect the actual property tax 2014 Proj. 13,829,014,969 32,976,853 1.0% collection is the appeals and delinquent taxes. 2015 Pro'. 14,382,175,567 33,306,687 1 1.0% The City's property tax levy amount is subject to a number of limitations in the state statutes: 1. The $1.60 Levy Cap: The state constitution establishes the maximum regular property tax levy for all $3s Past and Projected PropertyTax taxing districts combined at 1%, or $10 per $30 $1000 market value of the property. This cap c $2s is further divided by the RCW to the various taxing districts, with the maximum regular E $20 property tax levy for most cities at$3.375 per $15 thousand dollars assessed valuation (AV). $10 Cities with the Firemen's Pension Fund can $5 levy an additional $0.225 per thousand $0 dollars AV, resulting in a maximum levy of zoos 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 $3.60 per thousand dollars AV. Renton's regular levy rate is subject to the $3.6 limit. This levy cap can only be exceeded with 60% voter approval (excess levy). Future property tax projections are based on 1% 1-747 limit plus new construction. 2. The 101 percent "lid" and other limits in property tax growth rates: aw Executive Summary-Major Revenues Page 37 of 548 OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET Before 2002, a taxing district could increase the property tax levy amount annually by 6% (for a total of 106% of the amount levied in the previous year), up to the applicable levy cap. This growth rate limit was established in 1973 as the legislature responded to people's concerns that property taxes were rising too fast with the real estate boom. Initiative 747 (approved by voters in 2001) further lowered the limit to the lesser of 1% or inflation. Property tax growth resulted from new construction; changes in value of state-assessed utility property, and newly annexed property (collectively referred to as new construction") are exempted from the lid/limit factor and may be added to the tax levy. The growth limit can be "lifted" by voters. A "lid lift" vote requires a simple majority voter approval, and the amount is added to the levy base for future years. ri tion Average Total Tax City Tax 2009 Property Tax Dlst bu g Year Home Value Rate Rate City Tax$ Renton 2005 Actual $ 249,600 $ 11.87 $ 3.23 $805.46 Hospital School 2006 Actual 269,800 11.96 3.12 840.70 District#1 District State 2007 Actual 293,400 10.94 2.88 846.17 34% School 2008 Actual 335,500 9.78 2.57 862.57 5%� Fund 2009 Actual 357,900 9.95 2.37 848.22 Port of 20% 2010 Proj 304,215 11.82 2.71 824.42 Seattle 2011 Proj 316,384 11.48 2.63 832.67 2% 2012 Proj 329,039 11.15 2.56 840.99 EMS 2013 Proj 342,201 10.83 2.48 849.40 King-/ 3% County 2014 Proj. 355,889 10.52 2.41 857.90 , 12% 2015 Proj. 370,124 10.21 2.34 1 866.48 Most properties in Renton pay$9.95 per$1000 AV in 2009, of which 24% or $2.37 goes to City services. The remaining goes to the Renton School District (34%), King County (12%) for regional service,the State School fund (20%),Valley Medical (5%), Port of Seattle (2%), and Emergency Medical Services (3%). The table above shows the past and projected average home values, combined property tax rates, and the portion the City receives. SALES TAX(RCW 82.14) Sales tax is the second largest taxing Past and Projected Sales Tai source for Renton representing 23% of General Fund revenue. Similar to Annexaction Credit ■Criminal Justice ■Sales Tax property tax, the City only receives 525 approximately 10% of sales tax generated within Renton, the $20 remaining 90% goes to other government entities and to support $15 transit and public facility agencies. $to In addition to the local sales tax, the 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 City also receives a distribution of Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. Proj. voter approved criminal justice sales tax, and a 0.1%annexation sales tax for the annexation of Benson/Cascade in 2008. Executive Summary-Major Revenues Page 38 of 548 CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW The Criminal Justice Sales Tax (RCW 82.14.340) is a 0.1% voter- Annexaction % Criminal approved optional sales tax in Year Sales Tax %change Credit change Justice %change 2005 $17,108,459 2.7% $ 1,170,134 8.5% King County, collected 2006 18,690,826 9.2% 1,293,185 10.5% countywide and distributed 2007 20,342,171 8.8% 1,445,095 11.7% based on population. Because it 2008 20,956,089 3.0% 789,683 1,755,469 21.5% 2009 17,995,836 -14.1% 2,132,110 170.0% 1,650,350 -6.0% employs a more diverse tax base 2010 Proj 18,609,000 3.4% 2,248,000 5.4% 1,743,000 5.6% 4W and different distribution 2011 Proj 19,167,270 3.0% 2,248,000 0.0% 1,795,290 3.0% formula than regular sales taxes, 2012 Proj 20,029,797 4.5% 2,349,160 4.5% 1,876,078 4.5% 2013 Proj 20,931,138 4.5% 2,454,872 4.5% 1,960,502 4.5% this source is typically more 2014 Proj. 21,873,039 4.5% 2,565,341 4.5% 2,048,724 4.5% stable and is projected to grow 2015 Proj. 22,857,326 4.5% 2,680,782 4.5% 2,140,917 4.5% by the inflationary plus population growth. ar This Annexation Sales Tax Credit is a tool the State is using to encourage cities to annex urban areas currently in the unincorporated counties. The tax is credited toward the State's portion of sales tax, so no net impact on taxpayers. The credit will last 10 years and is intended to help cities who annex large urban areas to pay for service costs that exceeded revenue generated in the area. _ 2009 Sales Tax Composition The composition of the City's sales tax is relatively diverse with Retail at 29%; and Automotive, Service, and Contracting each representing around Manuf. 20%of the total. The remaining 11% is made up by Other a.7% Wholesale (big-box retail), Manufacturing, and s 2.3% other miscellaneous activities. Like many other cities in the state, Renton's sales Services tax is one of the hardest hit tax sources b the 19.6% y recession. We anticipate a decline in our base Contracting sales tax revenue by 11% in 2009, and start to 18.7% improve in the second half of 2010, but won't post wholesale a positive annual growth until 2011. The decline of 5.4% sales tax is led by the reduction in contracting and %W automotive sales, anticipated to be lowered by 40%and 12% respectively in 2009 than 2008. im Stream-lined Sales Tax: Washington State is one of the original participants of the Stream-lined Sales Tax Project and the aw Legislature made a number of changes to its sales tax codes to be consistent with the national sales tax laws. The last piece took effect on July 1, 2008 that changes which localities receives the tax revenue when customers have goods delivered instead of picked-up at the point of sales. Under previous tax %L law, tax revenue is credited to the locality where the goods are delivered from (origin point of the delivery). The law requires the tax be credited to the locality where the goods are delivered (destination based system.) r• The State's fiscal impact analysis initially suggested that Renton would be negatively impacted in the magnitude of$1 million per year, with this loss being mitigated through the State transfer ("mitigation Executive Summary-Major Revenues Page 39 of 548 we OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET Ir�r payment") as provided by the implementing legislation. As of September 2009, with one full year's actual data available, the evidence suggests Renton, as well as other cities in urban centers with substantial day-time population, are not impacted negatively as anticipated. At the same time, bedroom-communities have not seen substantial gain in their revenue as initially anticipated either. Therefore, we are pretty certain that the decline of the City's sales tax collection in 2009 is due to the state of the economy. UTILITY TAXES(RCW 82.16) Cities and towns in Washington Past and Projected UtilityTaxes State are authorized to levy a $20 business and occupation tax on $15 public utility businesses based on revenues they generate o $10 within the city or town, known = as a utility tax. The rate of $5 taxes for electric, phone, and gas utilities are limited to 6% $0 without voter approval, with zoos zoos 2007 zoos 2009 zolo zoll 2012 2013 zola 2015 Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. Proj. no limitation on other public ■Elec. ■N.Gas ■city Util. ■Phone ■Cell ■Cable ■Tr.Station utilities. The City currently levies 6% utility tax on phone (both landline and cellular services), electric, natural gas, cable, all city utilities(water, sewer, storm water,and solid waste), and transfer station. Utility tax revenue has increased substantially over the past two years, primarily due to annexation as well as higher energy costs. The 2010 budget projection assumes energy rates to moderate (natural gas rate is reduced by 17%effective October 2009); and the anticipated State Supreme Court decision which could overturn the City's ability to collect Brokered natural gas. The long term outlook for utility tax continues to grow at a modest rate based on the combination of inflation, population growth, and to a lesser degree, rate increase. The exception is the landline phone service is anticipated to stabilize at around $1 million a year while cellular service is expected to continue to grow in data services. The table below shows detail of past and projected utility taxes. Brokered City Transf % Year Electric Natural C I Utilities Cable TV Phone Cell Phone Station Total Change [2007 05 3,020,807 1,058,392 234,341 1,995,338 731,313 1,203,973 1,202,599 372,871 9,819,634 7.4% 006 3,459,615 1,281,410 365,078 2,099,260 919,978 1,073,694 1,338,416 340,989 10,878,440 10.8% �v 3,858,030 1,451,402 272,822 1,976,700 986,176 1,081,116 1,456,349 381,130 11,463,725 5.4% 2008 1 4,580,037 1,565,810 253,377 2,606,786 1,143,1681 1,032,048 1,748,1471 380,961 13,310,334 16.1% 2009 bgt 5,160,323 1,745,681 338,209 2,939,046 1,207,283 1,306,700 1,898,985 380,000 14,976,227 12.5% 2009 Esti. 4,886,735 1,945,681 80,209 2,939,046 1,200,609 1,176,030 2,026,243 270,000 14,524,553 -3.0% 2010 Proj. 5,150,000 1,858,000 - 2,880,000 1,250,000 960,000 1,900,000 230,000 14,228,000 -2.0% 2011 Proj. 5,356,000 1,932,320 2,937,600 1,300,000 960,000 2,090,000 239,200 14,815,120 4.1% 2012 Proj. 5,623,800 2,028,936 3,025,728 1,365,000 960,000 2,299,000 251,160 1 15,553,624 5.0% 2013 Proj. 5,961,228 2,150,672 3,177,014 1,446,900 960,000 2,528,900 266,230 16,490,944 6.0% 2014 Proj. 6,318,902 2,279,712 3,335,865 1,533,714 960,000 2,781,790 282,203 117,492,187 6 2015 Proj. 6,698,036 2,416,495 3,502,658 1,625,737 960,000 3,059,969 299,136 .1%18,562,031 6.1% REAL ESTATE EXCISE TAX(REET) The State of Washington is authorized to levy a real estate excise tax on all sales of real estate (measured by the full selling price, including the amount of any liens, mortgages, and other debts given to secure the purchase) at a rate of 1.28 percent. A locally-imposed tax is also authorized. All cities and Executive Summary-Major Revenues Page 40 of 548 CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW counties may levy a quarter percent tax (described as "the first quarter percent of the real estate excise tax" or "REET 1"). Cities and counties planning under the Growth Management Act (GMA) have the authority to levy a second quarter percent tax (REET 2). The statute further specifies that if a county is required to plan under GMA or if a city is located in such a county,the tax may be levied by a vote of the legislative body. If, however, the county chooses to plan under GMA, the tax must be approved by a majority of the voters. REET 1 RCW 82.46.010: r Initially authorized in 1982, cities and counties can use the receipts REET of REET 1 for all capital purposes. An amendment in 1992 states Year Revenue %change that cities and counties with a population of 5,000 or more planning 2005 Actual $4,440,795 -0.9% 2006 Actual 5,919,292 33.3% r under the GMA must spend REET 1 receipts solely on capital 2007 Actual 5,086,327 -14.1% projects that are listed in the capital facilities plan element of their 2008 Actual 2,800,103 -44.9% comprehensive plan. Capital projects are:public works projects of a 2009 Actual 2,418,456 -13.6% local government 2010 Pro' 2,400,000 -0.8% g for planning, acquisition, construction, 2011 Pro' 2,640,000 10.0% reconstruction, repair, replacement, rehabilitation, or improvement 2012 Pro' 1 2,640.000 0.0% of streets; roads; highways; sidewalks; street and road lighting 2013 Pro' 2.640,000 0.0% r systems; traffic signals; bridges; domestic water systems;storm and 2014 Pro'. 2,640,020j_ 0.0% sanitary sewer systems, parks; recreational facilities; law 2015 Proj. 2,640,000 1 0.0% enforcement facilities;fire protection facilities; trails,libraries; administrative and judicial facilities. Receipts pledged to debt retirement prior to April 1992 and/or spent prior Pastand Projected REET Revenue to June 1992 are grandfathered from $7 this restriction. $6 REET 2 RCW 82.46.035: o $ 4 ,r The second quarter percent of the E $3 real estate excise tax (authorized in $2 1990) provides funding for cities and $1 10 counties to finance capital $- 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 improvements required to occur Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. Proj. concurrently with growth under the ow Growth Management Act. An amendment in 1992 defines the "capital project" as: Public works projects of a local government for planning, acquisition, construction, reconstruction, repair, replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road ' lighting systems, traffic signals, bridges, domestic waters stems storm and sanitary sewers stems and ff� 9 9 y Y systems, planning, construction, reconstruction, repair, rehabilitation, or improvement of parks. Because of this amendment, acquisition of park land is no longer a permitted use of REET 2 after March 1, 1992. The combined two quarter-percent of the REET are expected to generate $2.4 million in 2010 and $2.6 million per year thereafter. Currently the revenues are primarily (83%) used for debt service and only $400,000 or 17% is currently available for new capital projects. GAMBLING EXCISE TAX Executive Summary-Major Revenues Page 41 of 548 OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET The City levies gambling taxes at their maximum allowed level on Gambling all activities: 5% for bingo and raffles, 2% for amusement games, Year Tax %change 5% for punchboards and pull-tabs, and 20% for card rooms (RCW 2005 Actual 2,305,120 19.9% 9.46.110). Revenues from these activities are required to be used 2006 Actual 2,064,544 -10.4% primarily for the purpose of gambling enforcement (RCW 2007 Actual 2,207,524 6.9% 2008 Actual 2,165,153 -1.9% 9.46.113). Case law has clarified that "primarily" means "first be 2009 Actual 2,143,073 -1.0% used" for gambling law enforcement purposes to the extent 2010 Proj 2,000,000 -6.7% necessary for that city. The remaining funds may be used for any 2011 Proj 2,000,000 0.0% general government purpose. The City receipts Gambling Tax in 2012 Proj 2,000,000 0.0% the General Fund and identifies the revenue as law enforcement 2013 Proj 2,000,000 0.0% 2014 Proj. 2,000,000 0.0% resources. 2015 Proj. 2,000,000 0.0% The State Legislature began allowing the operation of GamblingTax "enhanced card rooms" or mini- $2.5 casinos on non-tribal land on a pilot basis in 1997; regulations were adopted allowing them on a $2.0 permanent basis in the spring of o 2000. Over the past ten years, _ mini-casinos have proliferated $1.5 throughout the state and have become a significant source of tax $1.0 revenue in jurisdictions where 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 gambling activities are allowed. Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. Proj. The permission of non-tribal casinos has stimulated a wave of new and/or expansion of tribal casinos as well. The increased competition and the smoking ban in non-tribal establishments made non-tribal gambling businesses harder to compete. The estimated increase in 2009 is primarily due to the addition of new establishments in the Benson/Cascade annexation area and the one-time change in reporting period for larger taxpayers from quarterly basis to monthly. We expect the City's gambling tax to stabilize at around $2 million a year. LODGING TAX(RCW 67.28) Effective 1998 most cities in King County may Hotel Size levy a 1% Lodging Tax on short term overnight <60 >-60 stays at hotel, motel, campgrounds for tourism LodgingTax Rooms Rooms promotion or for acquisition and operation of State sales tax 6.50% 6.50% tourism-related facilities. This actual tax paid Local City/County Sales and Use Tax 3.00% 2.10% on overnight lodging by typical visitors is a Convention and Trade Center N/A 2.80% combination of sales tax and lodging excise tax Special Hotel Motel Tax 1.00% 1.00% at 12.4%. Total Tax on Lodging 10.50% 12.40% The City enacted the 1% lodging tax in 1999 to fund its tourism promotion program. The program is accounted for in Lodging Tax Fund with an annual budgeted resource of around $250,000. Executive Summary-Major Revenues Page 42 of 548 CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW ADMISSIONS TAx(RCW 35.21.280) Washington cities are authorized to levy an admissions tax not to exceed 5% Admission on admission charges to entertainment venues such as theaters, dance halls, Year Tax %change circus, and other activities where there is an admission charge for entering 2005 Actual 259,669 -45.5% 2006 Actual 220,358 -15.1% the facility. The higher revenue in 2005 is due to a special performance 2007 Actual 219,768 -0.3% group that had their seasonal performance in Renton. The higher projection 2008 Actual 197,740 -10.0% for 2009 and beyond is due to the new movie theater in the Landing coming 2009 Actual 260,269 31.6% 2 online in October 2008. 010 Proj 260,000 -0.1% 2011 Proj 260,000 0.0% r 2012 Proj 260,000 0.0% 2013 Proj 1 260,000 0.0% 2014 Proj. 1 260,000 1 0.0% 2015 Proj. 1 260,000 1 0.0% LEASEHOLD TAx Year Leasehold Tax%change In addition to the above taxes, the City also receives a minimal amount of 2005 Actual 105,579 -17.1% revenue from the 4% leasehold tax (RCW 82.29A). Leasehold tax is on lease 2006 Actual 84,706 -19.8% 2007 Actual 87,608 3.4% income from private business activities on tax-exempt properties in lieu of 2008Actual 190,644 117.6% property taxes. The leasehold tax is the lower of 12.84% or the equivalent 2009 Actual 146,002 -23.4% property tax rate. Of the total tax rate, 4%comes to the City and 2%goes to 2010 Proj 100,000 -31.5% 2011 Proj 100,000 0.0% King County. The City receives around $100,000 a year from this tax and uses 2012 Proj 100,000 0.0% it for general operations purposes. 2013 Proj 100,000 0.0% 2014 Pro'. 100,000 1 0.0% LICENSES AND PERMITS 2015 Proj. 100,000 1 0.0% BUSINESS LICENSE FEE a� This revenue source is a license fee based upon the number General Transp. of employees a company has within Renton's city limits. In Year Fund 000 Impv Total ur 1988, the City of Renton implemented its per-employee 2005 Actual 392,800 1,583,279 1,976,079 based business license fee with the rate set at $55 per full- 2006 Actual 449,447 1,812,907 2,262,354 time equivalent employee in response to transportation 2007 Actual 420,608 1,760,701 2,181,309 infrastructure needs in Renton. Non-profit and government 2008 Actual 477,383 1,931,506 2,408,889 entities are exempt from paying this fee. The $55 per 2009 Actual 413,155 1,726,064 2,139,219 employee rate remained constant up to this point and is 2010 Pro' 450,000 1,600,000 2,050,000 generating $2.2 million annually. The City has dedicated 2011 Proj 449,447 1,812,907 2,262,354 0 80/ of the revenue to transportation improvement 2012 Proj 420,608 1,760,701 2,181,309 projects, with the remaining 20% allocated to the General 2013 Pro' 477,383 1,931,506 1 2,408,889 Fund. In addition to providing the needed resource for 2014 Proj. 496,844 1,900,000 2,396,844 infrastructure improvements, the employment information 2015 Pro'. 504,297 1,928,5001 2,432,797 in the business license system also provides the City with important economic condition indicator both in general economy as well as its diversity. r The table below shows all jobs from Renton employers, including non-profits and government agencies who are not required to pay a license fee; but excluding jobs from businesses that do not have an office in Renton (such as construction jobs) that are subject to the license fee. The information basically tells us that while we have a substantial drop in temporary employment in Renton based on licensing fee collected,the core local based jobs remained relatively stable in 2009. Employment 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Boeing FTE 19,058 19,089 16,735 12,377 10,448 9,912 11,770 13,047 13,199 13,169 r All other FTE 24,311 24,319 23,505 24,165 25,151 26,016 29,363 26,613 30,599 30,777 Total FTE 43,369 43,408 40,239 36,542 35,598 35,929 41,134 39,660 43,798 43,946 Executive Summary-Major Revenues Page 43 of 548 OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET w PERMIT AND DEVELOPMENT FEES The City have not adjusted its development permit fees in recent years. In many cases, fees have not increased since the late 1980s. An analysis conducted in 2009 showed the City's development service fees lag the neighboring communities by substantial differences. As a result,the City Council approved a general fee increase that took effect October 2009 that would bring the City's rates to roughtly 80% of the average of the comparable jurisdcitions. The 2010 revenue projection reflects both rate increase and projected improvement in activity level. OActuBuilding& Plan % Past and Projected Development Fees a ar Fire Permits Review Total change $6.0 ctual 2,512,114 1,424,645 3,936,759 13% $5.0 ctual 2,472,816 1,584,551 4,057,367 3% ctual 3,368,184 1,743,821 5,112,004 26% $4.0 C ctual 2,283,063 903,768 3,186,830 38% $3.0 ' ctual 1,659,016 677,955 2,336,970 27% $2.0 roj 1,622,460 696,708 2,319,168 -1%roj 1,736,059 766,379 2,502,438 8% o $1.0 Proj 1,909,665 789,370 2,699,035 8%Proj 1,966,955 813,051 2,780,006 3% 2005 2006 2007 2008 2009 2010 2011 2012 2013 Proj. 2,025,963 837,443 2,863,406 3% Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. 2,149,345 862,566 3,011,911 5% FRANCHISE FEES Franchise fees are charges levied on private utilities to recoup the City costs of their use of city streets and other public properties to place utility infrastructure and costs of administering the franchise. The franchise fees on light, natural gas, and telephone utilities are limited by statute to the actual administrative expenses incurred by the City directly related to receiving and approving permits, licenses, or franchisees. Cable TV franchise fees are governed by the Federal Cable Communications Policy Act of 1994 and are negotiated with cable companies for an amount not to exceed 5% of gross revenues,which is the source of the City's franchise fee revenue. The City's franchise fee revenue is primarily generated from cable franchise. The increase in 2008 and 2009 collections reflect the annexation activities. Long term projection is based on projected rate increases and population growth. Year Franchise %change Past and Projected Franchise Fee 2005 Actual 640,845 3.4% $1.4 2006 Actual 499,324 -22.1% $1.2 2007 Actual 838,932 68.0% $1.0 2008 Actual 998,288 19.0% ' c $0.8 2009 Actual 1,039,031 4.1% g 2010 Proj 1,040,000 0.1% E $0.6 2011 Proj 1,060,800 2.0% $o.a 2012 Proj 1,092,624 3.0% $0.2 2013 Proj 1,147,255 5.0% $- 2014 Proj. 1,204,618 5.0% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2015 Proj. 1,264,849 5.0% Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. Proj. AIA Executive Summary-Major Revenues Page 44 of 548 CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW rrr INTERGOVERNMENTAL REVENUES Intergovernmental revenues include state-shared revenues, governmental grants and miscellaneous transfers, and inter-governmental service contracts such as the Fire and Emergency Services contracts r with Fire Districts 25 and 40. The following information is primarily intergovernmental revenues in the City's operating funds. There are also substantial grants in capital project funds particularly in transportation improvement projects. rr The state-shared revenues are from taxes and fees collected by the State and disbursed to municipalities based on population or other criteria. In the past,the primary sources of these shared revenues are fuel tax (tax on gasoline consumption), liquor sales profit, and excise tax. This resource once provided 14% of the City's operational funds, but has decreased to less than 7%, mainly due to the elimination of the MVET and the King County vehicle license fee. The remaining intergovernmental revenues are fuel taxes, r liquor tax and profit, and the criminal justice distribution. The increase in 2008 Contract reflects the 10-month contract with Fire District 40 that started March 1, 2008 after the Benson/Cascade Annexation. 2009 is the first full year of the contract. The increase in 2008 grants and miscellaneous transfers include the transfer from King County Library System and a $705,000 equipment grant the Fire Department received. The projected 2010 through 2012 grants r include the 3-year COPS Rehiring Grant the City received as part of the stimulus package. State Shared Grants& Year Revenue Misc. Contracts Pastand Projected Intergovernmental Revenue 2005 Actual 1,488,250 744,858 1,294,512 $10.0 �e 2006 Actual 1,503,641 874,122 1,376,764 $8.0 2007 Actual 1,667,332 896,417 1,435,271 $7.0 2008 Actual 2,031,516 1,689,870 5,027,051 1 _' $6.0 $s.o 2009 Actual 2,336,441 1,484,491 5,869,198 $4.0 2010 Proj 2,245,931 1,636,797 5,567,223 $3.0 2011 Proj2,279,620 1,549,095 5,670,039 $2.0 $1.0 2012 Proj 2,307,120 1 1,189,232 5,840,140 $- 2013 Proj 2,335,930 1,189,232 6,015,345 zoos 2006 2007 2009 2009 2010 2011 2012 2013 2014 2015 Actual Actual Actual Actual Actual Proj Proj Proj Proj Proj. Proj. 2014 Proj. 2,365,566 1,189,232 6,195,805 m State Shared Revenue m Grants&Misc. ■contracts 2015 Proj. 2,396,056 1,189,232 6,381,679 CHARGE FOR SERVICES The charge for services is revenues generated from services provided to the general public (including recreation fees, building Police and Year Court Services %change permit, land use fee, and surface water fees). This source is 2005 Actual 591,181 -11.2% projected to generate$5.7 million each year. 2006 Actual 715,501 21.0% ' 2007 Actual 691,960 -3.3% POLICE AND COURT SERVICES 2008 Actual 701,515 1.4% 2009 Actual 709,205 1.1% Police and court Service revenue includes private security, jail, 2010 Proj 647,585 -8.7% electric home detention, passport process, and miscellaneous 2011 Proj 657,299 1.5% services. Projected 2010 revenue decreases primarily reflect the 2012 Proj 667,158 1.5% decrease in private security service for construction projects, lower 12013 Proj 677,166 1.5% passport processing volume from reduced services hours, and 2014 Proj. 687,323 1.5% reduced probation revenue from the reduction of probation clerk 2015 Proj. 697,633 1.5% positions. Executive Summary-Major Revenues Page 45 of 548 r OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET PARKS&RECREATION FEES ' Overall, recreation fees are generated from recreation classes, Parks& Recreation athletic programs, leagues and field rentals, senior activity center, Year services %change community center,and aquatic center fees and rentals. The revenue 2005 Actual 2,068,867 -1.5% is projected at$2.3 million for 2010, which is 2%under 2009 budget, 2006 Actual 2,256,669 9.1% but is consistent with anticipated 2009 actual. The reduction in 2007 Actual 1 2,302,702 2.0% ' recreation revenues is due to reduction in service hours and 2008 Actual 2,355,736 2.3% 2009 Actual 2,309,446 -2.0% programs as part of the adopted budget reduction. Long term 2010 Proj 2,293,020 -0.7% projection is based on projected population increases. 2011 Proj 2,327,415 1.5% , 2012 Pro' 2,362,327 1.5% 2013 Proj 2,397,761 1.5% 2014 Proj. 2,433,728 1.5% 2015 Proj. 2,470,234 1.5% INTER-FUND SERVICES The inter-fund service charges represent reimbursements from Interfund enterprise fund (utilities, golf course, airport, etc.) operations for Year Services %change accounting, human resources, records management, legal, and 2005 Actual 3,795,352 4.1% , administration expenses. The charge is determined through an 2006 Actual 2,842,019 -25.1% indirect cost allocation model using transaction volume, full-time 2007 Actual 2,944,768 3.6% employee,size of budget as determining factors. 2008 Actual 3,072,950 4.4% 2009 Actual 3,225,745 5.0% 2010 Proj 3,080,927 -4.5% The revenue is projected at $3 million for 2010, which is 10% below 2011 Proj 3,173,355 3.0% 2009 budget due to the formation of facilities and communications 2012 Proj 3,268,555 3.0% internal service funds that recover costs from all City operations, not 2013 Proj 3,366,612 3.0% just enterprise operations. This resulted in a reduction in the amount 2014 Proj. 3,467,610 13.0% 2015 Proj. 3,571,639 3.0% of the General Fund cost and recovery. Future projection is based on projected general City operating cost increases. .� FINES AND FORFEITS Fines and Fines and forfeits account for civil and criminal penalties as authorized Year Forfeits %change by the state and adopted by the City code and collected through the 2005 Actual 720,312 -29.7% Renton Municipal Court. 2006 Actual 920,168 27.7% • 2007Actual 951,270 3.4% The 2008 Increase reflects the implementation of the traffic Photo- 2008Actual 2,110,973 121.9% Enforcement system at the high collision intersections and at school 2009 Actual 3,817,008 80.8% zones. The 2009 projected revenue shows only the portion of the 2010 Proj 3,577,193 -6.3% Photo-Enforcement revenue that is to cover the cost of the program 2011 Proj 3,630,851 1.5% 5%314 1 685, . and the $250,000 emphasis on patrol the City Council authorized to 2012 Proj 3, r use. The 2010 adopted budget recommends using this revenue to 2013 Proj 3,740,593 1.5% 2014 Proj. 3,796,702 1.5% fund the Police Department Traffic Enforcement Unit and to avoid 2015 Proj. 3,853,653 1.5% reduction services. sp Executive Summary-Major Revenues Page 46 of 548 CITY OF RENTON 2010 ADOPTED BUDGET OVERVIEW �r MISCELLANEOUS REVENUES Miscellaneous revenues include interest income, cellular tower site Year Miscellaneous %change rental, donations, sales of documents, etc. The majority of the 2005 Actual 882,486 79.8% revenue is investment interest income. With the tightened lending 2006 Actual 1,075,268 21.8% criteria, higher FDIC insurance fees, and the increase of the state's 2007 Actual 1,185,973 10.3% �w public deposit collateral requirement, banks in the State of 2008 Actual 826,245 -30.3%2009 Actual 701,325 -15.1% Washington do not need, and are not willing to pay much for deposits 2010 Proj 245,300 -65.0% from public entities. Some banks are not accepting new public 2011 Proj 288,730 17.7% • deposits at all. As a result, we anticipate the future miscellaneous 2012 Proj 288,730 0.0% revenues will remain at a lower level than what we have experienced 12013 Proj 288,730 0.0% in the past few years. 2014 Proj. 288,730 0.0% r 2015 Proj. 288,730 0.0% Enterprise • r UTILITY RATES $120.00 Monthly Utility Bill Comparasion Water and Sewer Rates - The water, sewer, $100.71 °" and storm sewer rates fund most of the costs $100.00 $91.56 -$894-- associated with providing these services as $80.00 $65.37 $68.29 $68.61-$72.03 well as necessary capital replacements in our community. Other sources include hookup $60.00 - fees, other development charges, grants, etc. $40.00 are also available but are restricted for capital purposes only. Due to increased costs to $20.00 - maintain the systems, regulatory $0.00 requirements, and higher general operating Renton Kent Auburn Tukwila Issaquah Seattle Bellevue costs, the City is reviewing the policies guiding (WM) (A) (WM) (WM) (WM&A) (WM&A) (A) these rates. ■Water ■Sewer ■Storm ■Solid Waste(32 G.can) LRate studies conducted in 2006 recommended adjustments to 2007 rates as well as futureY ears to maintain services and provide capital investments. As a result, the City adjusted the utility rates over the 6 past three years. The water rate adjustment in 2010 is to head-off steep rate increase in the future. In order to minimize financial impact of rate increases to our customers, the adopted budget includes operating cost reductions as well as delaying capital costs where possible. The preliminary rate adjustment proposals will be presented to respective Council Committees for consideration. Utility Revenue&Rate 2010 Increases 2004 2005 2006 2007 2008 2009 Proposed Water Revenue 8,547,751 8,459,074 7,370,370 9,752,005 9,511,694 10,241,776 10,496,973 Rate Increase 3.0% 2.0% 3.0% 5.0% -19.0% 4.0% 10.0% Sewer Revenue 3,928,053 4,104,314 3,816,989 4,866,672 5,100,339 5,201,928 5,476,898 Rate Increase 3.0% 3.0% 4.0% 5.0% 6.0% 4.0% 4.0% Storm Revenue 3,265,684 3,179,159 2,834,130 3,345,672 4,353,614 4,908,489 5,186,896 Rate Increase 0.0% 0.0% 3.0% 3.0% 30.0% 0.0% 0.0% Garbage Revenue 8,777,760 9,146,523 9,710,697 10,052,197 10,483,597 13,864,919 14,781,685 Rate Increase 0.0% 0.0% 0.0% 0.0% 0.0% 37.051o' 4.0% Executive Summary-Major Revenues Page 47 of 548 OVERVIEW CITY OF RENTON 2010 ADOPTED BUDGET The rate comparison illustrates the typical monthly utility bill for a single-family residence from services , provided for (or arranged for) by the City compares with similar service costs in neighboring jurisdictions. The adopted 2010 rate increases are: Water 10%, Wastewater 4%, and no increase for Surface Water. L In addition to the City provisioned utilities, King County provides sewer treatment and sets the rates for ' the service. The Service is labeled as "Metro", which was the entity initially formed for the purpose in 1958 which was assumed by King County in 1994. Golf Fees-The City's Maplewood Golf Course Fund Past and Projected Green Fees Revenue was created by Ordinance 3884 in 1985. Maplewood Golf Course is owned and operated by $1.s° $1.60 ' the City. The golf course is also a water utility $160 $1.s3 $1.59 $1.62 1.67 resource as it is the location of city wells that , provide drinking water to our community. The use -91.40 of this space as a golf course helps preserve the quality of the well water for future generations. $1.20 $1.00 The course is managed by the Community Services 2006 2006 2007 2008 2009 Department and it is operated as a separate enterprise fund of the City. It is anticipated that user fees from customers will pay the operating and capital costs of the golf course, including debt service for 1994 revenue bonds to improve the course and the clubhouse. Currently the annual debt service is around $460,000 per year. The bond's covenant requires a debt service coverage ratio of 1.25. The adopted budget currently would provide a coverage ratio of 1.14, or$50,000 shy of meeting the coverage requirement. The adopted budget recommends a fee increase of $2 per round which is expected to generate additional revenue of around $130,000 a year based on 2008 rounds. The adopted fee increase was approved by Council and therefore the revenue should be more than sufficient to make up the shortfall of the debt service coverage. 9 HOLE WEEKDAY 18 HOLE 18 HOLE 18 HOLE 9 HOLE 18 POWER 9 HOLE PROPSOED FEE INCREASE WEEKEND WEEKDAY WEEKEND SENIOR SENIOR CART POWER CART MAPLEWOOD CURRENT FEES $20.00 $29.00 $35.00 $20.00 $15.00 $24.00 $14.00 MAPLEWOOD PROPOSED FEE INCREASE $22.00 $31.00 $37.00 $22.00 $16.00 $26.00 $16.00 NET $$ INCREASE $2.00 1 $2.00 $2.00 $2.00 $1.00 $2.00 $2.00 $$Increase based on 2008 rounds $30,698 1 $17,260 $35,582 $16,878 $6,333 $18,276 $4,000 Total $129,027 ■r The comparative rates chart to the right illustrates 2009 18-Hole Weekend Rates that the Renton course rates are comparative with Comparison the market. These rates are weekend rates for 18 Riverbend $39 holes of golf. The adopted increase would bring the Foster $32 City's rate to $37, in line with the other courses in the Bellevue $36 South King County area. Auburn 39 Renton $3 $0 $10 $20 $30 $40 $50 Executive Summary-Major Revenues Page 48 of 548 Financial Management Policies Basic Policy Statement The City of Renton is committed to the highest standards of responsible financial management. The City, including the City Council, Mayor and staff will work together to ensure that all financial matters of the City are addressed with care, integrity, and in the best interest of the City. The rules and procedures contained in this section are designed to: 1. Protect the assets of the City of Renton; 2. Ensure the maintenance of open and accurate records of the City's financial activities; 3. Provide a framework of operating standards and behavioral expectations; 4. Ensure compliance with federal, state, and local legal and reporting requirements; and 5. Provide a means for the City Council to update and monitor these policies with the assistance and cooperation of the Mayor's office and the Finance and Information Services Administrator. Lines of Authority 1. The Renton City Council has the authority to execute such policies as it deems to be in the best interest of the City within the parameters of federal, state, and local law. 2. The Finance Committee has the authority to perform reviews of the organization's financial activity, determine the allocation of investment deposits, and assure that adequate internal controls are in place. 3. The Mayor and Chief Administrative Officer (CAO) have the authority to oversee the development of the annual budget, make spending decisions within the parameters of the approved budget, enter into contractual agreements, make capital asset purchase decisions and make decisions regarding the allocation of expenses within designated parameters. Unless otherwise specified in this document, principal responsibility for complying with the directives enumerated herein shall be vested in the Mayor. 4. Each Department Administrator has the authority to expend City funds within approved budget authority and in accordance with procedures prescribed by the Mayor's Office, and to recommend spending requests within the parameters of the approved budget process to the Mayor. i Executive Summary-Financial Management Policies Page 49 of 548 Accounting Records and Reports , 1. Basis of Accounting a. The City's Comprehensive Annual Financial Report (CAFR) on its financial activity , shall be presented in compliance with Generally Accepted Accounting Principles (GAAP) as defined by the Governmental Accounting Standards Board (GASB). 2. Basis of Budget a. The City budget is presented on a GAAP basis of accounting. 3. Fund Accounting a. The City of Renton's accounting and budgeting systems use a fund accounting ' consistent with guidance provided by the GASB and the Washington State Auditor's Office. ' b. The funds are grouped into categories: General Fund, Special Revenue, Debt Service, Capital Projects, Enterprise, Internal Service, and Fiduciary/Trust. c. The City Council shall create and eliminate funds as appropriate by separate , ordinance, or through the budget ordinance. d. Funds shall either be "external" or "internal" for financial reporting purposes. i. Internal funds shall be separate sets of accounts for the purpose of ' enhancing internal management control only. These funds shall reside within an external fund. For cash management purposes, internal funds may rely on their related external fund without payment of interest or violation of the City's cash management policies. (See Interfund Loan policy for further clarification). ' e. The City's financial accounting system shall assure that the status and transactions of each account and their relationship to budget authority is clear. 4. Financial Reporting a. The CAFR shall be timely and comprehensive and meet or exceed professional industry standards. b. The City's budget documents shall provide for comparison with prior years. c. Revenue and expenditure reports shall be prepared monthly and be available on the City's website. d. A written analysis of the City's monthly report shall be prepared quarterly, coordinated with the Chief Administrative Officer and Mayor, reviewed with the City Council, and available on the City's website. e. All budget amendments shall be included in the monthly report. f. Any outstanding interfund loans shall be disclosed in the quarterly report. 5. Audit a. The City shall commission an annual audit of its financial reports and related records to be conducted by the Washington State Auditor's Office. b. At the conclusion of the audit, the auditor shall be available to brief the City Council on the results. c. The results of the audit shall be available to the public. Executive Summary-Financial Management Policies Page 50 of 548 Policy on Stabilization Funds Sufficient fund balances and reserve levels are important in the long-term financial stability of the City. 1. The City shall maintain reserves required by law, ordinance and/or bond covenants. a. General Government i. The City shall maintain reserves in the General Government Funds of at least 10% of total budgeted operating expenditures. ii. In addition, the City shall maintain an additional reserve as a part of the City's Risk Management Funds in a minimum amount of$5,000,000. iii. In addition, the City shall maintain an "Anti-Recessionary Reserve" in an amount of at least 2% of General Government budgeted operating expenditures. Expenditures utilizing the "Anti Recessionary Reserve" require a two-thirds majority vote of the City Council. b. The City shall maintain one year payments in voted general obligation debt service funds. c. The City shall maintain reserves in the Enterprise Funds as follows: i. Water Utility Fund: 12% - 25% of total budgeted operating expenses ii. Golf Fund —25% - 50%of total budgeted operating expenses. iii. All other Enterprise Funds: 10%- 20% of total budgeted operating expenses d. Reserve balances of other funds shall be set through the budget process in an amount consistent with the purpose and nature of the fund. 2. Replacement reserves shall be established for equipment, and computer software should the need continue beyond the estimated initial useful life, regardless of whether the equipment is acquired via lease, gift or purchase. Service charges paid by City departments to the appropriate Internal Service funds should include an amount to provide for replacements. Financial Planning 1. The City shall maintain a long-term (five year) financial planning model. a. The financial planning model shall: L be based on the currently adopted budget; ii. utilize these policies; iii. be based on assumptions and drivers realistically expected to occur; iv. clearly document the assumptions and drivers used and the results of the use of such assumptions and drivers; v. be designed in such a way to permit analysis of alternative strategies; vi. relate to the related plans of the City to include Service Delivery Plans, Comprehensive Plans, Master Plans, etc.; and vii. shall be prepared for the General Government and such other funds as the deemed necessary. 2. Budget development a. The City shall prepare an annual budget that is consistent with: i. state law; Executive Summary-Financial Management Policies Page 51 of 548 ii. the long-term financial planning model; , iii. these policies; and iv. industry best practices. b. The City of Renton's annual budget shall be prepared using the following schedule and process as a general guide: i. Review stakeholder input such as surveys, public forums, neighborhood meeting notes and business community communication. ii. The Mayor, City Council and Chief Administrative Officer will conduct a goal-setting retreat with the Department Administrators updating the Business Plan and other policy guidance. iii. The City Council and Administration will meet to review and discuss the prior year's audited results, current year budget status, next budget , schedule, process, budget guidelines and budget preparation items of interest. iv. The Finance & IS Administrator prepares the budget preparation 1 instructions and meets with Department Administrators to distribute budget instructions and discuss budget preparation. v. The instructions will include policy priorities, estimates of compensation adjustments, internal service and indirect charges. vi. Departments will provide to the Finance & IS Department budget estimates and requests conforming to the budget instructions. vii. The Mayor submits a proposed balanced Preliminary Budget to the City Council in conformance with state law. viii. The City Council conducts public hearings on the proposed budget in conformance with state law. ix. The City Council sets the City's property tax levies. x. The City Council adopts the final budget ordinance. xi. The Final Budget Document is published and posted to the City website. c. Budget amendments should be presented for consideration when the need arises. L Budget authority shall be at the fund level. ii. Changes resulting in a need to revise the appropriation authority shall be presented as they occur. 3. Revenues a. Revenue forecasts shall assess the full spectrum of resources available to finance City programs and services. b. The City shall consider the diversification of revenue as a strategy when developing its financial plans. c. Should an economic downturn develop that results in (potential) revenue shortfalls or fewer available resources, the City will make appropriate adjustments to its budget. d. Revenue estimates shall be based on forecasting methods recommended by the Government Finance Officers Association (GFOA) and will typically be more likely to be conservative rather than aggressive. Executive Summary-Financial Management Policies Page 52 of 548 4. Expenditures a. Priority shall be given to expenditures that will improve productivity. 5. Capital Improvements a. A comprehensive six-year plan for City capital investments shall be prepared annually and adopted by the City Council as part of the City budget. i. All projects included in the Capital Investment Program (CIP) shall be consistent with the City's Comprehensive Plan. ii. The Capital Investment Program shall be prepared in consultation with Council Committees for ongoing capital investments. b. All proposed capital improvement projects shall include a recommended or likely source of funding. c. Private development (including residential, commercial and industrial projects) shall pay its fair share of the capital investments that are necessary to serve the development in the form of system development charges, impact fees, mitigation fees, or benefit districts. d. Capital project proposals should indicate the project's impact on the operating budget, including, but not limited to, long-term maintenance costs necessary to support the investment. e. Capital projects shall be budgeted for on a project life basis (rather than fiscal year). Policy on Fees and Charges 1. The City shall annually review all fees for licenses, permits, fines, rates and other miscellaneous charges as part of the budget process. 2. User charges and fees shall be established based at a percentage of the full cost of providing the service, unless otherwise provided by statute or regulation. a. Full cost incorporates direct and indirect costs, including operations and maintenance, overhead, and charges for the use of capital facilities. b. Other factors for fee or charge adjustments may also include the impact of inflation, other cost increases, the adequacy of the coverage of costs, and current competitive rates. 3. Proposed rate adjustments, user charges and fees shall be presented to the City Council for approval each year as part of the Mayor's proposed Preliminary Annual Budget to the Council. 4. The City shall rigorously collect all amounts due. Policy on Utility Funds 1. The City shall establish and maintain separate utility operating and capital investment funds and budgets for each of its utility operations. 2. Utility rate studies shall be conducted every six years to update assumptions and ensure the long-term solvency and viability of the City's Utilities. 3. Utility rates and capital fees shall be reviewed annually and necessary adjustments made to avoid major rate increases. .r Executive Summary-Financial Management Policies Page 53 of 548 .r 4. The City shall use system development charges, grants and low interest leans to fund capital projects where possible. Overall, the utilities should maintain a Jebt to equity ratio of 60/40. 5. Each Utility should fund an amount of the cost equal to the annual "deprEciation expense" of capital assets less debt service principal payments. 6. System Development Charges (SDCs) shall be established at levels to ensure that all customers seeking to connect to the City's utility systems shall bear their equitable share of the cost of both the existing and future systems. 7. Debt financing of utility improvements will be consistent with the utility master plans, council rate policies and other factors so as to smooth the effect of major improvements on utility rates. 8. The City shall strive to maintain minimum debt service "coverage" with the net revenue (gross operating revenue of the Utilities less operating and maintenance expenses) of the combined Utilities being 1.25 - 1.5 times the actual debt and the net revenue of the individual Utility being at least 1.25 times the actual debt. Policy on Debt Issuance and Management 1. Long-term borrowing shall be confined to capital investments or similar projects with an extended life when it is not practical to be financed from current revenues. The City shall not use long-term debt to finance current operations. 2. Debt payments shall not extend beyond the estimated useful life of the project being financed. The City shall keep the average maturity of general obligation bonds at or below fifteen years, unless special circumstances arise warranting the need to extend the debt schedule. 3. The City shall work to maintain strong ratings on its debt including maintaining open communications with bond rating agencies concerning its financial condition. 4. With Council approval, interim financing of capital projects may be secured from the debt financing market place or from other funds through an interfund loan as appropriate in the circumstances. 5. The City may issue interfund loans when appropriate and consistent with a separately adopted City Council policy on the subject. 6. When issuing debt, the City shall strive to use special assessment, revenue or other self-supporting bonds in lieu of general obligation bonds. 7. Long-term general obligation debt shall be utilized when necessary to acquire land or capital assets based upon a review of the ability of the City to meet future debt service requirements. The project to be financed should also be integrated with the City's long-term financial plan and Capital Investment Program. 8. General obligation debt should be used when the related projects are of a benefit to the City as a whole. a. General Obligation Bond (Voted): b. Every project proposed for financing through general obligation debt should be accompanied by a full analysis of the future operating and maintenance costs associated with the project. Executive Summary-Financial Management Policies Page 54 of 548 c. Limited Tax General Obligation Bond (Non-Voted): i. The City should avoid issuing general obligation (non-voted) debt beyond eighty percent (80%) of its general obligation debt capacity. 9. The City shall use refunding bonds where appropriate when cost savings can be achieved of at least 4% (NPV), restructuring its current outstanding debt and/or improving restrictive bond conditions. 10. The City's financial team for the issuance of debt shall consist of the Council, Mayor, CAO, Finance & IS Administrator, applicable department management (related to the projects to be financed), City Legal Counsel, designated bond counsel, financial advisor and underwriter in order to effectively plan and fund the City's capital investment projects. a. Through a competitive selection process conducted by the Finance & IS Administrator with consultation with the Mayor, Chief Administrative Officer and Legal Counsel, the City Council shall approve the most qualified financial advisor/ underwriter and bond counsel. b. These services shall be regularly monitored by the Finance & IS Administrator. 11. The City shall evaluate the best method of sale for each proposed bond issue. a. When a negotiated sale is deemed advisable (in consultation with the Mayor and City Council) the Finance & IS Administrator shall negotiate the most competitive pricing on debt issues and broker commissions in order to ensure the best value to the City. b. When a negotiated sale is used, the City shall use an independent financial advisor to advise the City's participants in matters such as structure, pricing and fees. 12. The City shall comply with IRS regulations concerning use of, and reinvestment of bond proceeds. a. The City shall monitor and comply with IRS regulations with regard to potential arbitrage earnings. If arbitrage earnings are believed to be above amounts provided by IRS regulations, the City will set aside earnings in order to pay the appropriate amount to the federal government as required by IRS regulation. 13. The City shall provide full secondary market disclosure related to outstanding debt. Related Policies • Investment Policy • Contracting Policy (Purchasing Authority) • Interfund Loans Executive Summary-Financial Management Policies Page 55 of 548 r City Funds and Fund Structure , Key Report 000 General A E 001 Community Services (formerly 101) A I (000) 003 Streets (formerly 103) A 1 (000) 004 Community Development Block Grant A I (000) 005 Museum (formerly part of 006 and 106) A I (000) t 006 Library(formerly 106) A I (000) 009 Farmers Market A I(000) 010 Fire and Emergency Services Memorial A I (000) 011 Fire and Emergency Services Health and Wellness A I (000) 031 Park Memorial (formerly 131) A I (000) 201 1997 LIM GO Bonds-City Hall A 1 (215) 215 Gen Govt Misc Debt Service A E Total General Government SPECIAL REVENUE FUNDS: 102 Arterial Streets E 108 Leased City Properties E 110 Special Hotel-Motel Tax E 118 Cum 2755 (Paths/Trails) E 125 One Percent for Art E 127 Cable Communications Development E 135 Springbrook Wetlands Bank E DEBT SERVICE FUNDS: 219 1989 Unlimited GO Bonds-Senior Housing E CAPITAL PROJECT FUNDS(CIP): 303 Community Services Impact Mitigation E 304 Fire Impact Mitigation E 305 Transportation Impact Mitigation E - 316 Municipal Facilities CIP E 317 Capital Investment E 318 South Lake Washington Infrastructure Project E 326 Housing Opportunity 1 (316) Executive Summary-Financial Management Policies Page 56 of 548 City Funds and Fund Structure (continued) ENTERPRISE FUNDS: Key Report 402 Airport Operations E 403 Solid Waste Utility E 404 Municipal Golf Course System E 405 Water Operations B E 406 Wastewater Operations B 1 (405) 407 Surface Water Operations B 1 (405) 416 King County Metro B 1 (405) 422 Airport Capital Investment 1 (402) 424 Municipal Golf Course System CIP 1 (404) 425 Water CIP B 1 (405) 426 Wastewater CIP B 1 (405) 427 Surface Water CIP B 1 (405) 461 Waterworks Bond Reserve B 1 (405) 471 Waterworks Rate Stabilization B 1 (405) 481 Future W/S Bond Proceeds B 1 (405) INTERNAL SERVICE FUNDS: 501 Equipment Rental E 502 Insurance E 503 Information Services 1 (501) 504 Facilities 1 (501) 505 Communications E 512 Healthcare Insurance 1 (502) 522 Leoffl Retirees Healthcare 1 (502) FIDUCIARY FUNDS: 611 Firemen's Pension E 650 Special Deposits E ACCOUNTING FUNDS: 631 Claims Clearing la 632 Payroll Clearing la 901 Bank Surplus Balance la 910 General Fixed Assets la +` 950 General Long Term Debt Account Group la Executive Summary-Financial Management Policies Page 57 of 548 +rr i City Funds and Fund Structure (continued) ACCOUNTING FUNDS: 999 SCORE la A. General Government Funds share general revenues. Therefore, no interest shall be charged for loans between funds. B. Water Utility Funds shall be managed as a system such that balance sheet accounts are merged for management and reporting purposes. E. External Fund for Reporting Purposes I. Internal Fund for Management Purposes Ia. Internal Fund for Accounting Purposes j t i t t t t Executive Summary-Financial Management Policies Page 58 of 548 jBudget at a q&nze The Budget Process The City of Renton develops its budget every year from February through October. The Mayor and the Council review the City's revenues and services in order to determine if they need to make significant changes to the budget. In reviewing the anticipated revenue, the Mayor's first priority is to ensure that the City is able to continue providing the same levels of service. This may require obtaining additional funds because the same service level now costs more. For example, as our population increases, we need more police officers to maintain the same response times. City departments estimate the costs of providing existing base services for the budget year. In addition, they submit requests for new programs that they would like the Mayor to consider. The Mayor evaluates the department requests and can recommend new programs for Council approval within the context of the Council's adopted Business Plan Goals. The Mayor and the Council hold a strategic planning retreat in the spring of each year in order to adopt these Business Plan Goals. At that time, the Council sets policy direction and priorities for the next budget cycle. They also determine whether the City's current levels of service are meeting the needs of our community. The Mayor must provide to the Council by October 31 a proposed budget for the following year. The Mayor also provides them with an estimate of expected revenue in order to meet the costs of providing City services. The Council reviews the budget and any revisions in November and December. It must approve a balanced budget, (funding recommendations for the operating and capital budgets that do not exceed the estimated resources) by the beginning of the budget year, which is January for the City of Renton. In order to obtain citizen opinion about proposed expenditures, the City holds two public budget hearings. Once the Council adopts the budget, the Mayor must ensure that expenditures are made within legal limits. If the economy changes or the City identifies unanticipated needs during the year that require changing the budget, the Mayor will recommend those changes. A Council- adopted ordinance must accompany all budget increases. If revenues fall short, the Mayor can make decreases to the budget to ensure that the City does not overspend available resources. The Mayor will work closely with the Council whenever changes to the budget must be made. Executive Summary-Budget at a Glance Page 59 of 548 Budgetary Basis and Basis of Accounting The budget, as adopted, constitutes the legal authority for expenditures. Budgets are adopted on the GAAP basis of accounting. The annual budget is adopted with budgetary control at the fund level so expenditures may not legally exceed appropriations at that level of detail. Transfers or revisions within funds are allowed, but only the City Council has the legal authority to increase or decrease a given fund's annual budget. Basis of accounting refers to the point at which revenues or expenditures / expenses are recognized in the accounts and reported in the financial statements. It relates to the timing of the measurement made regardless of the measurement focus applied: 1. Accrual Both governmental and business-type activities in the government-wide financial statements and the proprietary and fiduciary fund financial statements are presented on the accrual basis of accounting. Revenues are recognized when earned and expenses are recognized when incurred. 2. Modified Accrual The government funds financial statements are presented on the modified basis of accounting. Under the modified accrual basis of accounting, revenues are recorded when susceptible to 4 accrual: i.e., both measurable and available. "Available" means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Executive Summary-Budget at a Glance Page 60 of 548 s r Schedule of the Budget Process Description Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan ! The budget process and time limits are established by State law. The City of Renton adheres to the following procedures:. 1 n The Mayor,Council,and staff meet to set priorities(Council/staff retreat). ✓) 2 Council Committee of the Whole adopts the Business Plan Goals and Strategies. 3 Budget instructions,salary and benefit computations,and forms are prepared and distributed to departments on or before July 1. ow 4 Six-year Transportation Capital Investment Program and associated budget adjustments adopted by Council,by Resolution. 5 ti Departments prepare and submit new operating programs,positions and reclassifications, and six-year capital improvements. 6 Departments prepare line item(base line)budget requests and submit to Finance by the second week of August. 7 Base line budget requests,revenue assumptions,new programs and capital improvement requests are compiled into a document for the Mayor's review in September. 8 The Mayor reviews budget requests with each department during first two weeks in September,with decisions >� made by the end of September. 9 The property tax levy is established by ordinance the first Monday in October,or when available. 10 The Mayor's Preliminary Budget is prepared and filed with the City Clerk by the first working day in November; available for public review. 11 The City Clerk publishes a notice of filing the preliminary budget,and also designates the date,time,and place of the public hearing on the final budget. � 12 Council Committee of the Whole conducts budget hearings with department heads during the month of November. The hearings are open to the public. 13 The final hearing on the proposed budget must begin on or before the first Monday of December,and may continue until 40 the 25th day prior to the next fiscal year. 14 Year-end budget adjustments for the current budget year are presented to Council for adoption,by ordinance. 40 15 The City Council approves amendments to the proposed budget,and following the public hearing adopts a final balanced budget,by ordinance,prior to January 1. 16 The final Budget as adopted is published,distributed,and made available to the public during the first three months of the ensuing year. a� 1W ft 1W Executive Summary-Budget at a Glance Page 61 of 548 City of Renton Budget Fund Structure General Government is used to group those accounts that are largely supported by general taxes of the City. General Fund accounts for all general government activity not accounted for in other funds. It includes most tax revenues and such services as police, fire, engineering, long range planning, city clerk, administration, and economic development. Transportation Improvements Fund accounts for all roadway capital projects managed and funded by the City. These are capital projects found in the Capital Investment Program section of this budget. Water/Sewer Utility is comprised of a number of sub-funds working towards a mission to operate and maintain a quality water supply system, collect, convey and treat wastewater effectively and economically within the Council's rate structure, and construct water and sewer projects by contract or City participation in private projects,for infrastructure improvements consistent with the Capital Facilities Plan. Non-budgetary funds include: Reserve Retirement Contribution Fund General Fixed Assets Fund ICMA Deferred Compensation Fund Claims Clearing Fund Salary Clearing Fund Special Deposits Fund General Long Term Debt Account Group Surplus Bank Balance Fund Executive Summary-Budget at a Glance Page 62 of 548 City of Renton Budget Fund Structure Governmental Funds Proprietary Funds 'General Government Special Revenue Funds Debt Service Capital Projects Enterprise Funds Internal Service Funds General Fund Arterial Streets Unlimited GO Debt Mitigation Funds 000 102 219 303,304,305 'Utilities Equipment Rental 501 Community Services Utility Operations Fund 000-001 Leased City Properties 'CIP City Facilities 405,406,407, 416 Insurance Services 316 108 502,512,522 Street Fund Utility Construction 000-003 425,426,427 'Transportation Information Special Hotel Motel Improvements Technology gy 110 317 503 CD Block Grant Fund 000-004 Utility Debt Service Housing Opportunity Paths and Trails Fund Facilities 118 326 504 Museum Fund Solid Waste 000-005 403 Communication CArt 000-006 Golf Course Airport Parking Garage Cable Communication Maintenance Fund 127 000-007 Golf Operations Airport Operations aoa aoz Farmers Market Fund 5pringbrook 000-009 Wetlands Bank Fund 135 Golf Construction Airport Construction 424 422 Fire and Emergency Svcs Memorial Fund 000-010 Fire and Emergency ,,. Svcs Health and Wellness Fund 000-011 Limited Tax GO Bond a Funds 000-201 000-207 Miscellaneous Debt Service Fund 000-215 Major Funds are those with budgets representing ten percent or more of the City's overall budget. They are marked with an asterisk(*). For descriptions of Major Funds, see next page. Executive Summary-Budget at a Glance Page 63 of 548 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 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. Executive Summary-Budget at a Glance Page 64 of 548 Major Revenues Primary Services • Property tax levies Payment of principal and interest on outstanding bonds • Real estate excise tax • Special assessments Capital Investment Funds These funds are used to account for the acquisition and construction of major capital facilities and equipment. All projects supported by these funds can be found in the 2010-2014 City of Renton Capital Investment Program. Major Revenues Primary Services • Federal and State grants Capital investment 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 • 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. Executive Summary-Budget at a Glance Page 65 of 548 rir Major Revenues Primary Services • Charges to other city departments • Fleet management • Insurance, health / property liability • Information Services • Facilities (in transition) Fiduciary Funds These funds are used to account for assets held by the City in a trustee capacity. Major Revenues Primary Services • Investment interest • Fire pension fund Please refer to the following tables and figures for specific information on the budget, fund groups, and employment history. In The Total Budget for 2010 table, we provide details on revenue and expenditure categories. In the Total Revenue Budget Over Time table we provide sources and amounts of revenue by year from 2007 through 2010. In the Fund Groups pie chart we show the budget percentages for each fund type and the General Governmental Fund, by department. In the Total Expenditure Budget Over Time table we provide specifics for fund expenditures. In the Employment History—City of Renton graph we present the history of employment for the City of Renton. Executive Summary-Budget at a Glance Page 66 of 548 The Total Budget for 2010,All Funds General Special Debt Capital Internal Govmtal Revenue Services Imprvmts Enterprise Services Fiduciary Total Revenue Property Tax 31,364,643 - - - - - - 31,364,643 Retail Sales and Use Taxes 22,600,000 180,000 - - - - - 22,780,000 Excise Taxes 15,528,000 40,000 - - - - - 15,568,000 Other Taxes 4,997,095 - - 560,000 - - - 5,557,095 Business License and Permits 620,317 45,000 - 1,600,000 - - - 2,265,317 Other License and Permits 1,766,059 - - - 96,775 - - 1,862,834 Federal/State Grants 1,146,934 - - 6,241,002 1,875,000 - - 9,262,936 Other Intergovernmental Revenues 8,303,017 615,000 - 6,291,000 110,000 - 100,000 15,419,017 Charges for Goods and Services 5,997,460 - - 470,000 49,960,131 10,851,035 - 67,278,626 IAW Fines and Forfeits 3,577,193 - - - - - - 3,577,193 Interest and Other Earnings 434,300 5,000 - 10,000 685,900 150,000 200,000 1,485,200 Rents,Leases,and Concessions 720,780 941,533 - - 2,521,276 - - 4,183,589 Other Miscellaneous Revenues 222,900 65,000 - - 202,648 20,222,488 - 20,713,036 Proprietary Gains and Other Income - - - - 39,080 - - 39,080 Non Revenues - - - - 3,588,328 - - 3,588,328 Other Financing Sources 560,000 15,000 - 1,610,000 4,402,000 - - 6,587,000 Total New Revenue 97,838,698 1,906,533 - 16,782,002 63,481,138 31,223,523 300,000 211,531,894 Expenditures Legislative 267,957 - - - - - - 267,957 ow Administrative and Judicial 4,777,894 85,674 - - - 877,560 - 5,741,128 City Attorney 1,621,295 - - - - - - 1,621,295 Community&Economic Devel 6,313,470 295,000 - 100,000 - - - 6,708,470 Human Resources&Risk Mgmt 913,669 - - - - 18,831,824 - 19,745,493 Finance and Information Svcs 1,964,890 - - - 452,915 3,715,819 - 6,133,624 Police 27,610,835 - - - - - - 27,610,835 Fire and Emergency Services 21,827,109 - - - - - - 21,827,109 i Public Works 8,995,378 - - 16,111,973 55,429,143 2,791,684 - 83,328,178 Community Services 14,258,275 581,940 - 1,653,454 2,566,837 4,176,210 - 23,236,716 Interfund Transfers - 620,000 - 1,275,000 4,402,000 50,000 - 6,347,000 r Other City Services 4,792,981 - - - - - 550,475 5,343,456 Debt Service 4,494,945 - 1,388 - - - - 4,496,333 Total Committed Expenditures 97,838,698 1,582,614 1,388 19,140,427 62,850,895 30,443,096 550,475 212,407,593 In(De)crease to F/8&Reserves (0) 323,919 (1,388) (2,358,425) 630,243 780,427 (250,475) (875,699) Beginning Fund Balance 11,955,285 1,982,107 79,338 15,738,470 16,392,009 20,096,758 4,332,815 70,576,783 Ending Fund Balance 11,955,284 2,306,027 77,950 13,380,045 17,022,252 20,877,185 4,082,340 69,701,083 i Aw W 4W Executive Summary-Budget at a Glance Page 67 of 548 2010 Budget Summary by Fund,All Funds Budgeted 2010 Increase Revenue 2010 Expenditure (Decrease)in Ending Fund Fund/ Department Adopted Adopted Fund Balance Beg Fund Bal Balance 000 GENERAL 75,735,434 71,418,283 4,317,150 8,535,014 12,852,164 001 COMMUNITY SERVICES 8,011,778 10,354,293 (2,342,515) 958,009 (1,384,506) 003 STREETS 6,688,942 8,476,980 (1,788,038) 1,391,649 (396,389) 004 COMMUNITY DEVELOPMENT BLOCK GRANT 294,148 296,503 (2,355) (6,529) (8,884) 005 MUSEUM 192,621 194,120 (1,499) 64,705 63,206 006 LIBRARY 1,395,801 2,544,263 (1,148,462) 706,009 (442,453) 009 FARMERS MARKET 44,280 34,311 9,969 60,572 70,541 011 FIRE AND EMERGENCY SVC HEALTH&WELLNESS 25,000 25,000 - 4,303 4,303 031 PARK MEMORIAL - - 175,067 175,067 201 1997 LIM GO BONDS-CITY HALL 2,982,658 1,984,625 998,033 1,447 999,480 215 GENERAL GOVERNMENT MISC DEBT SVC 2,468,036 2,510,320 (42,284) 64,104 21,820 General Governmental 97,838,698 97,838,698 (1) 11,955,285 11,955,284 102 ARTERIALSTREETS 620,000 620,000 - 200,687 200,687 108 LEASED CITY PROPERTIES 941,533 581,940 359,593 837,612 1,197,206 110 SPECIAL HOTEL-MOTEL TAX 245,000 245,000 - 247,828 247,828 118 CUM 2755(PATHS/TRAILS) 3,264 3,264 125 ONE PERCENT FOR ART 15,000 50,000 (35,000) 143,796 108,796 127 CABLE COMMUNICATIONS DEVELOPMENT 85,000 85,674 (674) 89,392 88,718 135 SPRINGBROOK WETLANDS BANK - - 459,528 459,528 219 1989 UNUM GO BONDS-SR HOUSING - 1,388 (1,388) 79,338 77,950 303 COMMUNITY SERVICES IMPACT MITIGATION 60,000 - 60,000 1,066,594 1,126,594 304 FIRE IMPACT MITIGATION 100,000 560,000 (460,000) 2,363,522 1,903,522 305 TRANSPORTATION IMPACT MITIGATION 200,000 700,000 (500,000) 2,167,134 1,667,134 316 MUNICIPAL FACILITIES CIP 730,000 1,653,454 (923,454) 6,933,188 6,009,734 317 CAPITAL IMPROVEMENT 15,692,002 16,126,973 (434,971) 2,892,340 2,457,369 318 SOUTH LAKE WA INFRASTRUCTURE PROJECT - - - 114,038 114,038 326 HOUSING OPPORTUNITY 100,000 (100,000) 201,653 101,653 402 AIRPORT OPERATIONS 1,917,163 1,001,800 915,363 415,927 1,331,290 403 SOLID WASTE UTILITY 15,000,000 15,000,000 0 326,034 326,034 404 MUNICIPAL GOLF COURSE SYSTEM 2,483,545 2,566,837 (83,292) 798,280 714,988 405 WATER OPERATIONS 11,316,610 11,319,531 (2,921) 4,294,833 4,291,913 406 WASTEWATER OPERATIONS 6,070,737 6,389,869 (319,132) 1,887,815 1,568,682 407 SURFACE WATER OPERATIONS 5,768,148 5,647,923 120,225 2,448,844 2,569,069 416 KING COUNTY METRO 11,211,935 11,211,935 - 46,505 46,505 422 AIRPORT CAPITAL IMPROVEMENT 1,578,000 1,578,000 - 633,154 633,154 424 MUNICIPAL GOLF COURSE SYSTEM CIP 150,000 150,000 - 287,523 287,523 425 WATER CIP 2,960,000 2,960,000 2,862,275 2,862,275 426 WASTEWATER CIP 2,775,000 2,775,000 841,217 841,217 427 SURFACE WATER CIP 2,250,000 2,250,000 1,533,998 1,533,998 471 WATERWORKS RATE STABILIZATION - - - 15,604 15,604 501 EQUIPMENT RENTAL 3,631,241 2,791,684 839,557 4,593,399 5,432,956 502 INSURANCE 3,287,584 4,170,106 (882,522) 6,039,509 5,156,987 503 INFORMATION SERVICES 4,105,387 3,715,819 389,568 1,647,932 2,037,500 504 FACILITIES 4,SS5,485 4,176,210 379,275 91,174 470,449 505 COMMUNICATIONS 1,049,671 877,560 172,111 111,818 283,929 512 HEALTHCARE INSURANCE 12,358,471 12,462,810 (104,339) 4,792,451 4,688,112 522 LEOFF1 RETIREES HEALTHCARE 2,235,684 2,248,907 (13,223) 2,820,474 2,807,251 611 FIREMENS PENSION 300,000 550,475 (250,475) 4,332,815 4,082,340 All Other Funds 113,693,196 114,568,895 (875,699) 58,621,498 57,745,799 TOTAL ALL FUNDS 211,531,894 212,407,593 (875,699) 70,576,783 69,701,083 Executive Summary-Budget at a Glance Page 68 of 548 l� Total Revenue Budget Over Time,All Funds 2007 2008 2009 2009 2009 2010 Change Revenue Actual Actual Budget Adj Budget Actual Adopted 09/10 Tax Revenues Property Tax-General Levy 23,476,384 29,050,790 30,903,043 30,903,043 30,660,522 31,364,643 1.5% Property Tax-Special Levy 514,925 409,743 - - 102,957 - N/A Total Property Taxes 23,991,309 29,460,534 30,903,043 30,903,043 30,763,479 31,364,643 1.5% Retail Sales and Use Tax 22,302,198 24,008,458 25,456,019 23,057,019 22,221,568 22,780,000 -10.5% Utility Taxes 11,190,903 13,056,957 14,485,018 14,485,018 14,339,079 14,268,000 -1.5% Other Taxes Admissions Tax 219,768 197,740 606,420 241,420 260,269 260,000 -57.1% Franchise Fees 838,932 998,288 1,140,276 1,140,276 1,049,082 1,085,000 -4.8% Excise Taxes 5,173,936 2,990,747 3,136,322 2,136,322 2,564,459 2,500,000 -20.3% Emergency Medical Service 428,721 890,998 973,990 1,133,990 1,454,843 1,057,095 8.5% Gambling Excise Tax 2,207,524 2,165,153 2,472,644 2,472,644 2,143,073 2,000,000 -19.1% Total Other Taxes 8,868,881 7,242,927 8,329,652 7,124,652 7,471,726 6,902,095 -17.1% Total Tax Revenue 66,353,291 73,768,875 79,173,732 75,569,732 74,795,852 75,314,738 -4.9% Licenses and Permits Business Licenses and Permits 2,453,235 2,698,531 2,642,355 2,342,355 2,336,185 2,220,317 -16.0% Building Permits 3,379,384 2,144,138 2,518,050 1,318,050 1,563,617 1,701,834 -32.4% Non-Business Licenses/Permits 135,843 233,868 153,256 153,256 189,489 161,000 5.1% Total Licenses and Permits 5,968,462 5,076,537 5,313,661 3,813,661 4,089,292 4,083,151 -23.2% Intergovernmental Revenue Federal Grants 3,332,710 1,819,614 4,208,596 14,185,735 5,938,046 6,872,200 63.3% State Grants 2,719,008 7,449,875 5,610,247 8,791,478 6,986,619 2,402,736 -57.2% Motor Vehicle Excise Tax(MVET) 56,958 74,310 52,820 52,820 85,826 66,098 25.1% State DUI 13,574 13,376 15,000 15,000 26,990 14,668 -2.2% State/Street Fuel Taxes 1,425,861 1,700,928 1,954,675 1,954,675 1,797,029 1,755,165 -10.2% State/Fire Insurance Premium Tax 85,062 85,949 90,000 90,000 106,623 100,000 11.1% State/Liquor Board Profits/Excise Tax 698,478 857,595 1,015,980 1,015,980 971,835 1,013,000 -0.3% Intrgovl Service and Interlocal Grants 2,390,281 11,865,224 18,537,245 13,781,600 11,295,354 12,458,086 -32.8% Total Intergovernmental Revenue 10,721,932 23,866,871 31,484,563 39,887,288 27,208,322 24,681,953 -21.6% Charges for Services General Government 315,498 380,798 449,598 449,598 360,943 420,000 -6.6% Public Safety 595,068 524,565 656,620 606,620 521,484 430,000 -34.5% Utility and Environment 38,328,975 39,600,908 46,630,593 46,630,593 45,557,173 47,181,295 1.2% Transportation Mitigation 1,349,610 609,482 869,000 369,000 232,646 190,000 -78.1% Other Transportation 9,471 9,242 10,244 10,244 19,231 79,000 671.1% Plan Checking Fees 1,430,512 746,046 850,000 350,000 557,956 600,000 -29.4% Fire and Park Mitigation 1,918,283 613,575 540,000 540,000 185,154 160,000 -70.4% Planning/Zoning/EIS Fees 139,495 293,337 142,700 2,039,618 851,965 69,800 -51.1% Recreation 3,234,913 3,349,453 3,442,452 3,442,452 3,226,559 3,459,340 0.5% IS/MV Equip Repair/Replacement Chgs 4,663,008 5,195,194 5,975,462 10,694,876 10,232,168 10,851,035 81.6% Total Charges for Services 51,984,832 51,322,597 59,566,669 65,133,001 61,745,278 63,440,470 6.5% Total Fines and Forfeits 951,270 2,110,973 1,494,000 1,974,000 3,817,008 3,577,193 139.4% Miscellaneous Revenue Interest and Other Earnings 4,595,857 2,549,743 3,011,914 2,011,914 4,440,181 1,485,200 -50.7% LID/Special Assessment Principal 570,750 4,159 - - 4,563 - N/A Rents/Leases/Concessions 3,019,894 3,901,501 3,849,221 3,849,221 3,642,710 4,183,589 8.7% Insurance Premiums and Recoveries 651,960 750,363 - - 260,062 - NIA Equipment Capital Recovery Charges 2,605,078 3,320,602 3,399,557 3,373,690 3,122,295 2,435,749 -28.4% Intrfund Proprty Liability Ins Premiums 1,468,746 1,474,696 1,504,119 1,499,286 1,499,286 1,376,408 -8.5% Employee Insurance Premiums 9,992,105 12,036,293 13,682,060 13,679,655 13,727,455 15,791,637 15.4% Contributions from Private Sources 234,979 331,870 353,976 1,004,344 457,254 215,980 -39.0% Other Miscellaneous 768,363 1,866,639 515,488 619,146 662,549 932,342 80.9% Total Miscellaneous Revenue 23,907,731 26,235,867 26,316,335 26,037,256 27,816,355 26,420,905 0.4% Interfund Dept Service Charges 3,671,256 3,831,574 4,048,316 4,048,316 4,502,324 3,838,156 -5.2% Total Non-Revenues 4,599,943 13,311,614 5,356,244 5,948,749 1,266,570 3,588,328 -33.0% Total Other Financing Sources 47,124,645 21,762,341 29,550,417 27,390,005 21,841,614 6,587,000 -77.7% TOTAL NEW REVENUE 215,283,362 221,287,249 242,303,937 249,802,008 227,082,615 211,531,894 -12.7% 1w 1w Executive Summary-Budget at a Glance Page 69 of 548 Total Expenditure Budget Over Time,All Funds 2007 2008 2009 2009 2009 2010 Change Expenditures Actual Actual Budget Adj Budget Actual Adopted 09/10 Salaries And Wages Regular Salaries 42,137,653 49,249,769 55,786,757 53,657,045 53,852,589 54,393,783 -2.5% Part Time Salaries 2,581,423 2,672,306 2,541,845 2,576,042 0 1,976,335 -22.2% Uniform Allowance 101,750 113,813 150,550 148,726 141,737 141,408 -6.1% Overtime 3,010,167 4,152,380 2,339,477 2,421,479 5,115,864 2,332,330 -0.3% Total Salaries And Wages 47,830,994 56,188,269 60,818,629 58,803,292 59,110,191 58,843,855 -3.2% Personnel Benefits Retirement/PERS 1,644,947 2,196,470 2,869,643 2,901,455 2,293,556 1,800,719 -37.2% Retire m ent/LEO FF 863,609 1,199,065 1,172,282 1,172,282 1,258,684 1,161,829 -0.9% FICA 2,897,119 3,313,041 3,669,223 3,694,886 3,615,063 3,453,085 -5.9% Medical Insurance 5,872,974 7,415,647 9,418,628 9,498,161 9,360,384 10,323,801 9.6% Leoffl Retired Healthcare Insurance 1,663,995 1,733,384 2,000,686 2,000,686 1,947,004 2,205,684 10.2% Industrial Insurance 830,540 966,248 1,024,137 1,024,019 1,041,933 1,224,684 19.6% Life Insurance 80,748 89,757 105,907 106,560 98,323 100,233 -5.4% Dental Insurance 1,601,949 1,704,674 2,216,649 2,232,519 1,108,660 1,067,096 -51.9% Unemployment Compensation 153,300 153,300 143,915 144,908 173,413 684,772 375.8% Fire Pensions 439,332 527,818 515,600 515,600 447,558 525,000 1.8% PERS Prior Service Liability - - - - - - N/A Long Term Disability 102,251 81,517 99,647 100,777 92,085 89,066 -10.6% Self-Insurance Medical/Dental 7,945,219 9,809,718 12,422,922 12,422,922 10,755,032 14,134,922 13.8% Self-Insurance Workmen's Comp 608,122 438,627 553,862 553,862 916,654 812,541 46.7% Self-Insurance Unemployment Comp 35,568 35,347 71,400 71,400 95,059 677,220 848.5% Total Personnel Benefits 24,739,674 29,664,613 36,284,501 36,440,037 33,203,408 38,260,652 5.4% Supplies Office/Operating Supplies 3,873,439 4,541,044 4,065,942 4,150,029 3,716,326 3,986,582 -2.0% Purchased Merchandise/Inventory 395,914 357,963 693,947 693,947 561,926 324,207 -53.3% Small Equipment 955,524 1,192,608 781,284 934,458 843,878 777,638 -0.5% Total Supplies 5,224,876 6,091,615 5,541,173 5,778,434 5,122,131 5,088,427 -8.1% Other Services&Charges Professional Services 14,084,435 15,743,341 5,764,586 6,694,706 5,123,334 5,594,272 -3.0% Communications 519,849 555,339 621,463 701,525 576,694 599,828 -3.5% Travel and Training 339,401 265,511 141,211 176,808 103,918 175,498 24.3% Volunteer Travel/Meals 19,569 125,754 363,252 304,440 220,703 269,081 -25.9% Operating Rentals&Leases 3,620,493 318,164 462,462 902,540 817,719 882,014 90.7% Property/Liability Ins Premiums&Claims 2,876,180 3,001,290 1,855,258 1,855,258 1,663,621 1,910,916 3.0% Public Utility Services 13,362,323 13,281,914 26,845,600 26,845,600 26,279,486 27,210,649 1.4% Repairs and Maintenance 1,627,745 1,636,543 1,480,793 1,478,493 1,652,122 1,624,610 9.7% Other Miscellaneous Services 1,390,733 1,566,144 1,265,574 1,626,125 1,321,762 1,201,261 -5.1% Total Other Services And Charges 37,840,727 36,494,000 38,800,199 40,585,495 37,759,358 39,468,129 1.7% Intergovernmental Services Intergovernmental Professional Services 3,157,270 3,313,097 3,856,318 3,960,421 3,553,754 4,176,291 8.3% Intergovernmental Payments 0 - - - 498,356 - N/A External Taxes&Operating Assessments 1,369,599 1,445,460 1,723,864 1,723,864 1,592,743 1,788,526 3.8% Interfund Taxes 1,976,700 2,606,786 2,343,657 2,343,657 2,871,599 2,169,702 -7.4% Total Intergovernmental Services 6,503,569 7,365,343 7,923,839 8,027,942 8,516,452 8,134,519 2.7% Capital Outlay Land 67,361 773,031 573,000 864,398 9,711 410,000 -28.4% Buildings,Structures&Oth Imprvmnts 28,737,525 22,399,763 25,177,000 47,242,273 25,144,033 10,888,000 -56.8% Machinery and Equipment 2,420,305 6,677,494 5,838,013 4,696,294 1,500,655 2,146,007 -63.2% Street Improvement Projects/TIP 5,910,103 21,126,907 22,675,579 30,994,671 15,384,760 16,074,634 -29.1% !� Total Capital Outlay 37,135,294 50,977,195 54,263,592 83,797,636 42,039,158 29,518,641 -45.6% Debt Service Principal 4,551,773 4,004,160 5,316,139 5,791,139 5,806,285 5,601,655 5.4% Interest and Related Debt Costs 4,059,360 5,951,819 4,870,633 4,547,633 4,473,657 3,975,596 -18.4% Total Debt Service 8,611,133 9,955,979 10,186,772 10,338,772 10,279,942 9,577,251 -6.0% Total Interfund Payments 6,129,812 10,932,708 13,539,701 17,684,041 17,307,449 17,169,119 16.8% Total Non-Expenditures 0 0 0 0 0 0 N/A Total Other Financing Uses 77,275,512 21,694,764 24,300,417 27,390,005 21,779,015 6,347,000 -73.9% TOTAL COMMITTED EXPENDITURES $251,291,591 $229,364,486 $251,658,823 $288,845,654 $235,117,104 $212,407,593 -15.6% Executive Summary-Budget at a Glance Page 70 of 548 IW Revenue Detail,General Governmental Funds Ir 2007 2008 2009 2009 2009 2010 Change Revenue Actual Actual Budget Adj Budget Actual Adopted 09/10 Tax Revenues Property Tax-General Levy 23,476,384 29,050,790 30,903,043 30,903,043 30,660 522 31,364,643 1.5% Total Property Taxes 23,476,384 29,050,790 30,903,043 30,903,043 30,660,522 31,364,643 1.5% Retail Sales and Use Tax 21,569,677 22,833,902 25,190,819 22,791,819 22,021,188 22,600,000 -10.3% Utility Taxes 11,190,903 12,986,957 14,444,344 14,444,344 14,339,079 14,228,000 -1.5% Other Taxes Admissions Tax 219,768 197,740 606,420 241,420 260,269 260,000 -57.1% Franchise Fees 838,932 998,288 1,095,276 1,095,276 1,039,031 1,040,000 -5.0% r Excise Taxes 2,529,715 2,540,644 2,136,322 1,136,322 1,564,459 2,100,000 -1.7% Emergency Medical Service 428,721 890,998 850,990 850,990 1,170,657 897,095 5.4% Gambling Excise Tax 2,207,524 2,165,153 2,472,644 2,472,644 2 143 073 2,000,000 -19.1% Total Other Taxes 6,224,661 6,792,824 7,161,652 5,796,652 6,177,489 6,297,095 -11.1% Total Tax Revenue 62,461,624 71,664,473 77,699,858 73,935,858 73,198,278 74,489,738 -4.1% Licenses and Permits Business Licenses and Permits 676,851 743,013 742,355 742,355 601,264 620,317 -16.4% Building Permits 3,247,668 1,800,357 2,421,950 1,221,950 1,493,593 1,605,059 -33.7% Non-Business Licenses/Permits 135,843 233,868 153,256 153,256 189,489 161,000 5.1% Total Licenses and Permits 4,060,362 2,777,238 3,317,561 2,117,561 2,284,347 2,386,376 -28.1% r Intergovernmental Revenue Federal Grants 688,245 1,072,541 329,596 1,015,741 537,978 1,042,610 216.3% State Grants 17,708 114,523 82,000 189,682 217,336 116,324 41.9% Motor Vehicle Excise Tax(MVET) 56,958 74,310 52,820 52,820 85,826 66,098 15.1% 1 10 State DUI 13,574 13,376 15,000 15,000 26,990 14,668 -2.2% State/Street Fuel Taxes 886,713 1,074,030 1,321,200 1,321,200 1,221,980 1,140,165 -13.7% State/Liquor Board Profits/Excise Tax 698,478 857,595 1,015,980 1,015,980 971,835 1,013,000 -0.3% Intrgovl Service and Interlocal Grants 1,637,230 5,542,062 6,154,490 6,497,490 6,628,186 6057086 -1.6% Total Intergovernmental Revenue 31998,906 8,748,436 8,971,086 10,107,913 9,690,130 9,449,951 5.3% Charges for Services General Government 96,892 176,950 247,183 247,183 187,721 217,585 -12.0% Public Safety 595,068 524,565 656,620 606,620 521,484 430,000 -34.5% Utility and Environment 172,313 41,795 100,000 100,000 40,470 26,908 -73.1% Transportation Mitigation 1,500 - - - 2,564 - N/A t Plan Checking Fees 1,430,512 746,046 850,000 350,000 557,956 600,000 -29.4% Planning/Zoning/EIS Fees 139,495 115,927 142,700 142,700 76,965 69,800 -51.1% Recreation 1,617,915 1,678,818 1,674,498 1,674,498 1,631,486 1,572,240 -6.1% Total Charges for Services 41053,696 3,284,100 3,671,001 3,121,001 3,018,646 2,916,533 -20.6% Total Fines and Forfeits 951,270 2,110,973 1,494,000 1,974,000 3,817,008 3,577,193 139.4% Miscellaneous Revenue Interest and Other Earnings 1,110,626 735,910 921,616 421,616 535,314 434,300 -51.9% Rents/Leases/Concessions 684,786 676,919 716,580 716,580 677,960 720,780 0.6% Contributions from Private Sources 121,489 175,513 137,400 150,150 150,406 111,900 -18.6% Other Miscellaneous 75,461 90,336 110,000 195,000 166,012 111,000 0.9% 1� Total Miscellaneous Revenue 1,992,363 1,678,677 1,885,596 1,483,346 1,529,692 1,377,980 -26.9% Interfund Dept Service Charges 2,944,768 3,072,950 3,310,752 3,310,752 3,225,745 3,080,927 -6.9% Total Non-Revenues 72,848 (31,840) - 117,505 1,202 - N/A Total Other Financing Sources 2,403,261 382,099 517,174 611,157 577,004 560,000 8.3% w TOTAL NEW REVENUE 82,939,098 93,687,106 100,867,028 96,779,093 97,342,052 97,838,698 -3.0% i Executive Summary-Budget at a Glance Page 71 of 548 Expenditure Detail,General Governmental Funds 2007 2008 2009 2009 2009 2010 Change Expenditures Actual Actual Budget Adj Budget Actual Adopted 09/10 Salaries And Wages Regular Salaries 35,764,453 42,057,776 45,972,909 43,780,520 44,252,284 44,496,346 -3.2% Part Time Salaries 2,130,546 2,218,414 1,893,924 1,901,381 - 1,537,092 -18.8% Uniform Allowance 101,750 113,813 150,550 148,726 141,737 141,408 -6.1% Overtime 2,805,256 3,966,675 2,122,683 2,207,535 4,386,221 2,127,536 0.2% Total Salaries And Wages 40,802,005 48,356,678 50,140,066 48,038,162 48,780,241 48,302,382 -3.7% Personnel Benefits Retirement/PERS 1,259,145 1,657,274 2,050,416 2,049,682 1,608,905 1,274,304 -37.9% Retirement/LEOFF 863,609 1,199,065 1,172,282 1,172,282 1,258,684 1,161,829 -0.9% FICA 2,366,980 2,719,887 2,867,516 2,866,047 2,831,671 2,656,921 -7.3% Medical Insurance 4,953,133 6,304,790 7,669,874 7,669,874 7,597,170 8,519,609 11.1% Leoffl Retired Healthcare Insurance 1,663,995 1,733,384 2,000,686 2,000,686 1,947,004 2,205,684 10.1% Industrial Insurance 691,513 810,646 809,588 809,588 824,824 995,217 11.9% Life Insurance 66,265 76,923 87,696 87,696 81,080 82,016 -6.5% Dental Insurance 1,144,037 1,452,158 1,815,034 1,815,034 903,753 867,525 -52.1% Unemployment Compensation 117,900 117,900 115,336 115,336 140,132 649,788 463.4% Fire Pensions 12,320 15,555 15,600 15,600 3,940 - -100.0% PERS Prior Service Liability - - - - - - N/A Long Term Disability 77,826 61,709 71,206 71,206 64,943 61,000 -14.3% Total Personnel Benefits 13,216,721 16,149,291 18,675,234 18,673,031 17,262,107 18,473,893 -1.1% Supplies Office/Operating Supplies 2,012,747 2,373,785 1,867,516 1,930,409 1,574,802 1,739,914 -6.8% Purchased Merchandise/Inventory - - 334,550 334,550 323,684 206,550 -38.3% Small Equipment 183,740 888,312 384,204 512,628 403,317 372,808 -3.0% Total Supplies 2,196,488 3,262,097 2,586,270 2,777,587 2,301,803 2,319,271 -10.3% Other Services&Charges Professional Services 3,867,803 4,699,263 2,783,825 3,586,254 2,750,248 2,911,359 4.6% Communications 148,167 153,332 206,834 285,280 172,272 79,619 -61.5% Travel and Training 265,189 190,353 50,288 84,735 49,351 88,807 76.6% Volunteer Travel/Meals 19,569 123,237 350,692 291,880 216,214 256,521 -26.9% Operating Rentals&Leases 2,915,541 286,029 408,204 618,304 580,339 616,711 51.1% Property/Liability Ins Premiums&Claims 1,074,846 1,075,746 - - 7,291 N/A Public Utility Services 2,299,005 2,381,360 1,793,895 1,779,895 1,732,490 1,706,879 -4.9% Repairs and Maintenance 899,834 898,115 853,956 876,456 620,602 549,198 -35.7% Other Miscellaneous Services 1,190,542 1,365,736 1,040,211 1,399,318 1,120,168 857,952 -17.5% Total Other Services And Charges 12,680,496 11,173,171 7,487,905 8,922,122 7,248,974 7,067,046 -5.6% Intergovernmental Services Intergovernmental Professional Services 3,157,270 3,313,097 3,856,318 3,960,421 3,553,754 4,176,291 8.3% Intergovernmental Payments - - - - - - N/A External Taxes&Operating Assessments 65 65 - - 12,893 - N/A Total Intergovernmental Services 3,157,334 3,313,162 3,856,318 3,960,421 3,566,646 4,176,291 8.3% Capital Outlay N/A Land - - Buildings,Structures&Oth Imprvmnts - 200,000 - - - - N/A Machinery and Equipment 459,348 578,081 255,692 112,372 25,777 227,572 -11.0% Total Capital Outlay 459,348 778,081 255,692 112,372 25,777 227,572 -11.0% Debt Service Principal 1,110,904 2,193,976 1,700,000 1,700,000 1,700,000 2,394,238 40.8% Interest and Related Debt Costs 2,556,531 2,069,762 2,890,381 2,567,381 2,476,822 2,100,707 -27.3% Total Debt Service 3,667,435 4,263,739 4,590,381 4,267,381 4,176,822 4,494,945 -2.1% Total Interfund Payments 3,277,415 7,274,313 8,580,404 12,699,268 12,555,511 12,777,297 48.9% Total Non-Expenditures - - - ' N/A Total Other Financing Uses 2,794,463 600,867 5,396,584 987,512 1,285,446 -100.0% TOTAL COMMITTED EXPENDITURES 82,251,705 95,171,399 101,568,854 100,437,856 97,203,328 97,838,698 -3.7% Executive Summary-Budget at a Glance Page 72 of 548 ar 2010 Revenue,Expenditures,Fund Sources,All Funds General Government General 000 001 003 004 005 006 09/10/11/31 201/215 Govt General ComSvcs Street CDBG Museum Library MisFunds LTGO Total 2010 Revenue Property Tax 24,395,469 530,884 2,386,766 - 192,621 968,209 - 2,890,694 31,364,643 Retail Sales and Use Taxes 22,600,000 - - - - - - - 22,600,000 Utility Taxes 8,520,000 5,150,000 1,858,000 - - - - - 15,528,000 Other Taxes 2,997,095 - - - 2,000,000 4,997,095 Sub-Total Taxes 58,512,564 5,680,884 4,244,766 0 192,621 968,209 0 4,890,694 74,489,738 Business License and Permits 620,317 - - - - - - - 620,317 Other License and Permits 1,641,059 - 125,000 - - - - - 1,766,059 Federal/State Grants 852,786 - - 294,148 - - - - 1,146,934 Other Intergovernmental Revenues 6,802,989 - 1,140,165 - - 359,863 - - 8,303,017 Charges for Goods and Services 3,171,226 1,640,694 1,179,011 - - 6,529 - - 5,997,460 Fines and Forfeits 3,532,193 - - - - 45,000 - - 3,577,193 Interest and Other Earnings 430,000 - - - - 4,300 - - 434,300 Rents,Leases,and Concessions 51,300 635,200 - - - - 34,280 - 720,780 Other Miscellaneous Revenues 121,000 55,000 - - - 11,900 35,000 - 222,900 •�. Non Revenues - _ Other Financing Sources Bond Proceeds Sale of General Fixed Assets Transfer In - - - - - - 560,000 560,000 Total New Revenue 75,735,434 8,011,778 6,688,942 294,148 192,621 1,395,801 69,280 5,450,694 23,348,960 Use of Prior Yr Revenue - - _ Total Resources 75,735,434 8,011,778 6,688,942 294,148 192,621 1,395,801 69,280 5,450,694 97,838,698 Expenditures Legislative 267,957 267,957 City Attorney 1,621,295 1,621,295 Executive: Mayor's Office 1,635,047 1,635,047 City Clerk 931,014 931,014 Hearing Examiner 200,440 200,440 Court Services 2,011,393 2,011,393 Community&Economic Development _ Administrative 550,312 550,312 Economic Dev&Neighborhoods 1,243,330 1,243,330 Planning 1,499,834 1,499,834 Development Services 2,985,683 2,985,683 Municipal Arts Farmers Market 34,311 34,311 6W Housing Opportunity Human Resources&Risk Mgmt: 913,669 913,669 Insurance Finance&Information Systems 1,964,890 1,964,890 Other City Services/Misc 4,792,981 4,792,981 Debt Service 4,494,945 4,494,945 Police 27,610,835 27,610,835 Fire and Emergency Services 21,802,109 25,000 21,827,109 Public Works Administration 518,399 518,399 Transportation 5,110,456 5,110,456 Utility Systems&Technical Svc - Maintenance Services 3,366,524 3,366,524 Community Services: Community Services 10,354,293 10,354,293 Housing&Human Services 869,096 869,096 Comm Dev Block Grants 296,503 296,503 Museum 194,120 194,120 Library 2,544,263 2,544,263 Golf Course Transfers-Out Total Expenditures 71,418,283 10,354,293 8,476,980 296,503 194,120 2,544,263 59,311 4,494,945 97,838,698 Fund Balance,January 1 8,535,014 958,009 1,391,649 (6,529) 64,705 706,009 240,877 65,551 11,955,285 Total New Revenue 75,735,434 8,011,778 6,688,942 294,148 192,621 1,395,801 69,280 5,450,694 97,838,698 Total Committed Expenditures (71,418,283) (10,354,293) (8,476,980) (296,503) (194,120) (2,544,263) (59,311) (4,494,945) (97,838,698) Fund Balance Plus Reserves 12,852,164 (1,384,505) (396,389) (8,884) 63,206 (442,454) 250,846 1,021,300 11,955,284 Operating Reserves - _ - - - Other Reserves/IBNR Fund Balance(Undesig/Designated) 12,852,164 (1,384,505) (396,389) (8,884) 63,206 (442,454) 250,846 1,021,300 11,955,284 L h Executive Summary-Budget at a Glance Page 73 of 548 2010 Revenue,Expenditures,Fund Sources,All Funds Special Revenue Special 102 108 110 118 125 127 135 Revenue Arter Str Leased Fac. Lodging Paths 1%Art Cable Com Wetlands Total Revenue Property Tax - - " Retail Sales and Use Taxes - - 180,000 - - - - 180,000 UtilityTaxes - - - - - 40,000 - 40,000 Other Taxes - - - Sub-Total Taxes 0 0 180,000 0 0 40,000 0 220,000 Business License and Permits - - - - - 45,000 - 45,000 Other License and Permits - - - Federal/State Grants - - - - - - OtherintergovernmentalRevenues 615,000 - - - - - - 615,000 Charges for Goods and Services - Fines and Forfeits - - - - Interest and Other Earnings 5,000 - - - - - - 5,000 Rents,Leases,and Concessions - 941,533 - - - - - 941,533 Other Miscellaneous Revenues - - 65,000 - - - - 65,000 Non Revenues - - Other Financing Sources - - - - Bond Proceeds - - - - Sale of General Fixed Assets - - - -Transfer In - 15,000 - - 15,000 Total New Revenue 620,000 941,533 245,000 0 15,000 85,000 0 1,906,533 Use of Prior Yr Revenue - - - - Total Resources 620,000 941,533 245,000 0 15,000 85,000 0 1,906,533 Expenditures Legislative City Attorney Executive:Mayor's Office - 85,674 85,674 City Clerk Hearing Examiner Court Services Community&Economic Development - Administrative 245,000 245,000 Economic Dev&Neighborhoods Planning Development Services - Municipal Arts 50,000 50,000 Farmers Market Housing Opportunity Human Resources&Risk Mgmt: - Insurance Finance&Information Systems - Other City Services/Misc - Debt Service Police Fire and Emergency Services - Pu Works - Administration Transportation Utility Systems&Technical Svc - Maintenance Services Community Services: - Community Services 581,940 581,940 Housing&Human Services Comm Dev Block Grants - Museum Library Golf Course Transfers-Out 620,000 - - - - 620,000 Total Expenditures 620,000 581,940 245,000 - 50,000 85,674 - 1,582,614 Fund Balance,January 1 200,687 837,612 247,828 3,264 143,796 89,392 459,528 1,982,107 Total New Revenue 620,000 941,533 245,000 - 15,000 85,000 - 1,906,533 Total Committed Expenditures (620,000) 581,940) (245,000) - (50,000) (85,674) (1,582,614) Fund Balance Plus Reserves 200,687 1,197,206 247,828 3,264 108,796 88,718 459,528 2,306,027 Operating Reserves - - Other Reserves/IBNR - Fund Balance(Undesig/Designated) 200,687 1,197,206 247,828 3,264 108,796 88,718 459,528 2,306,027 Executive Summary-Budget at a Glance Page 74 of 548 2010 Revenue,Expenditures,Fund Sources,All Funds Debt Service Capital Project Total 219 303 304 305 316 317 318 326 Capital Unlim G.O. C 0 Mitig Fire Mitig Trans Mitig Mun Fac Trans CIP So Lk WA House Opp Funds Revenue Property Tax Retail Sales and Use Taxes Utility Taxes - OtherTaxes - - 560,000 - 560,000 Sub-Total Taxes - 0 0 0 560,000 0 0 0 560,000 Business License and Permits - - - - - 1,600,000 - - 1,600,000 Other License and Permits Federal/State Grants - - - - 50,000 6,191,002 - - 6,241,002 Other Intergovernmental Revenues - - - - - 6,291,000 - - 6,291,000 Charges for Goods and Services - 60,000 100,000 190,000 120,000 - - - 470,000 Fines and Forfeits _ _ _ Interest and Other Earnings - - - 10,000 - - - - 10,000 Rents,Leases,and Concessions - _ _ _ Other Miscellaneous Revenues Non Revenues Other Financing Sources ow Bond Proceeds - Sale of General Fixed Assets Transfer In - - - - 1,610,000 - 1,610,000 Total New Revenue 0 60,000 100,000 200,000 730,000 15,692,002 0 0 16,782,002 Use of Prior Yr Revenue _ _ Total Resources 0 60,000 100,000 200,000 730,000 15,692,002 0 0 16,782,002 Expenditures Legislative City Attorney r Executive: Mayor's Office City Clerk Hearing Examiner _ Court Services Community&Economic Development Administrative Economic Dev&Neighborhoods Planning Development Services _ Municipal Arts Farmers Market - Housing Opportunity 100,000 100,000 Human Resources&Risk Mgmt: _ Insurance Finance&Information Systems Other City Services/Mist Debt Service 1,388 _ Police Fire and Emergency Services _ Public Works Administration _ Transportation 16,111,973 16,111,973 Utility Systems&Technical Svc _ Maintenance Services _ Community Services: Community Services 1,653,454 1,653,454 Housing&Human Services _ Comm Dev Block Grants _ Museum Library Golf Course Transfers-Out 560,000 700,000 15,000 1,275,000 Total Expenditures 1,388 - 560,000 700,000 1,653,454 16,126,973 - 100,000 19,140,427 Fund Balance,January 1 79,338 1,066,594 2,363,522 2,167,134 6,933,188 2,892,340 114,038 201,653 15,738,470 Total New Revenue - 60,000 100,000 200,000 730,000 15,692,002 - - 16,782,002 Total Committed Expenditures (1,388 (560,000) (700,000) (1,653,454) (16,126,973) (100,000) (19,140,427) Fund Balance Plus Reserves 77,950 1,126,594 1,903,522 1,667,134 6,009,734 2,457,369 114,038 101,653 13,380,045 Operating Reserves - _ _ - Other Reserves/IBNR - 600,000 600,000 Fund Balance(Undesig/Designated) 77,950 1,126,594 1,903,522 1,667,134 5,409,734 2,457,369 114,038 101,653 12,780,045 ' Executive Summary-Budget at a Glance Page 75 of 548 2010 Revenue,Expenditures,Fund Sources,All Funds Enterprise Total Combined Combined 402 422 403 404 424 Enterprise Utility Cis utility CIP Airport Airport CIP Sol Waste Golf Ors Golf CIP Funds Revenue _ - - PropertyTax Retail Sales and Use Taxes Utility Taxes Other Taxes - Sub-Total Taxes - - 0 0 -0 0 0 - Business License and Permits - - - Other License and Permits 96,775 - - - - - - 96,775 Federal/State Grants - 772,000 - 1,103,000 - - 1,875,000 Other Intergovernmental Revenues - 110,000 - - - - - 110,000 Charges for Goods and Services 33,129,931 - 79,000 = 14,781,685 1,969,515 = 49,960,131 Fines and Forfeits - - Interest and Other Earnings 487,900 138,000 25,000 - 5,000 30,000 - 685,900 Rents,Leases,and Concessions 156,123 - 1,813,163 - 70,000 481,990 - 2,521,276 Other Miscellaneous Revenues 200,608 - - - - 2,040 - 202,648 Non Revenues 39,080 - - - - = 39,080 Other Financing Sources 257,013 2,713,000 - 475,000 143,315 - - 3,588,328 Bond Proceeds - - Sale of General Fixed Assets - - " Transferin 4,252,000 - 150,000 4,402,000 Total New Revenue 34,367,430 7,985,000 1,917,163 1,578,000 15,000,000 2,483,545 150,000 63,481,138 Use of Prior Yr Revenue - - Total Resources 34,367,430 7,985,000 1,917,163 1,578,000 15,000,000 2,483,545 150,000 63,481,138 Expenditures Legislative City Attorney - Executive: Mayor's Office City Clerk Hearing Examiner Court Services Community&Economic Development - Administrative Economic Dev&Neighborhoods Planning Development Services Municipal Arts - Farmers Market Housing Opportunity Human Resources&Risk Mgmt: Insurance Finance&Information Systems 316,873 136,042 452,915 Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation 1,001,800 1,578,000 2,579,800 Utility Systems&Technical Svc 11,645,012 7,985,000 14,594,312 34,224,324 Maintenance Services 18,355,373 269,646 18,625,019 Community Services: - Community Services - Housing&Human Services sit Comm Dev Block Grants Museum Library Golf Course 2,416,837 150,000 2,566,837 Transfers-Out 4,252,000 150,000 - 4,402,000 Total Expenditures 34,569,259 7,985,000 1,001,800 1,578,000 15,000,000 2,566,837 150,000 62,850,895 Fund Balance,January 1 8,693,602 5,237,491 415,927 633,154 326,034 798,280 287,523 16,392,009 Total New Revenue 34,367,430 7,985,000 1,917,163 1,578,000 15,000,000 2,483,545 150,000 63,481,138 Total Committed Expenditures 34,569,259) 7,985,000 (1,001,800) (1,578,000) 15,000,000 (2,566,837) (150,000) (62,850,895) Fund Balance Plus Reserves 8,491,773 5,237,491 1,331,290 633,154 326,034 714,988 287,523 17,022,252 Operating Reserves21794,610 - 100,180 - 326,034 526,062 - 3,746,886 Other Reserves/IBNR 3,291,358 - 1,231,110 - - 441,358 4,963,826 Fund Balance(Undesig/Designated) 2,405,805 5,237,491 - 633,154 0 (252,432) 287,523 8,311,540 Executive Summary-Budget at a Glance Page 76 of 548 2010 Revenue,Expenditures,Fund Sources,All Funds Internal Service Total Fiduciary All Funds 501 502/512/522 503 504 505 Internal 611 Total Equip R&R Insurance Inform Svc Facilities Communications Services Fire Pension 2010 Revenue Property Tax _ _ _ _ _ Retail Sales and Use Taxes _ _ - - 31,364,643 Utility Taxes _ _ _ - _ - 22,780,000 Other Taxes - - - 15,568,000 - - - 5,557,095 Sub-Total Taxes 0 0 0 0 0 75,269,738 Business License and Permits - - - - - - - 2,265,317 Other License and Permits - - - - - - - 1,862,834 Federal/State Grants - - - - - - - 9,262,936 Other Intergovernmental Revenues - - - - - - 100,000 15,419,017 Charges for Goods and Services 2,142,292 - 3,103,587 4,555,485 1,049,671 10,851,035 - 67,278,626 Fines and Forfeits - - - - - 3,577,193 Interest and Other Earnings 50,000 95,000 5,000 - - 150,000 200,000 1,485,200 Rents,Leases,and Concessions - - - _ - _ - 4,183,589 Other Miscellaneous Revenues 1,438,949 17,786,739 996,800 - - 20,222,488 - 20,713,036 Non Revenues _ - - - - 39,080 Other Financing Sources _ _ _ _ _ _ - 3,588,328 Bond Proceeds Sale of General Fixed Assets Transferin _ " - - 6,587,000 Total New Revenue 3,631,241 17,881,739 4,105,387 4,555,485 1,049,671 31,223,523 300,000 211,531,894 Use of Prior Yr Revenue _ _ Total Resources 3,631,241 17,881,739 4,105,387 4,555,485 1,049,671 31,223,523 300,000 211,531,894 Expenditures _ Legislative City Attorney - 267,957 - 1,621,295 Executive: Mayor's Office 877,560 877,560 2,512,607 City Clerk - 1,016,688 Hearing Examiner - 200,440 Court Services - 2,011,393 Community&Economic Development _ Administrative - 795,312 Economic Dev&Neighborhoods - 1,243,330 Planning - 1,499,834 Development Services - 2,985,683 Municipal Arts Farmers Market 50,000 - 34,311 Housing Opportunity - 100,000 Human Resources&Risk Mgmt: 18,831,824 18,831,824 19,745,493 Insurance Finance&Information Systems 3,715,819 3,715,819 6,133,624 Other City Services/M isc - 550,475 5,343,456 OIL Debt Service Police 4,496,333 27,610,835 Fire and Emergency Services - 21,827,109 Public Works Administration - 518,399 Transportation - 23,802,229 Utility Systems&Technical Svc - 34,224,324 Maintenance Services 2,791,684 2,791,684 24783 227 Community Services: Community Services 4,176,210 4,176,210 16,765,896 Housing&Human Services - 869,096 Comm Dev Block Grants - 296,503 Museum - 194,120 Library - 2,544,263 Golf Course 2,566,837 Transfers-Out - 50,000 - - 50,000 6,347,000 Total Expenditures 2,791,684 18,881,824 3,715,819 4,176,210 877,560 30,443,096 550,475 212,407,593 Fund Balance,January 1 4,593,399 13,652,434 1,647,932 91,174 111,818 20,096,758 4,332,815 70,576,783 Total New Revenue 3,631,241 17,881,739 4,105,387 4,555,485 1,049,671 31,223,523 300,000 211,531,894 Total Committed Ex enditures (2,791,684 (18,881,824) (3,715,819) (4,176,210) (877,560) (30,443,096) (550,475) (212,407,593) Fund Balance Plus Reserves 5,432,956 12,652,350 2,037,500 470,449 283,929 20,877,185 4,082,340 69,701,083 Operating Reserves 155,975 5,000,000 289,811 - - 5,445,785 - 9,192,672 Other Reserves/IBNR 5,276,982 4,450,774 1,747,690 470,449 283,929 1 12,229,824 17,793,650 Fund Balance(Undesig/Designated) - 3,201,576 - - - 3,201,576 4,082,340 42,804,154 ' Executive Summary-Budget at a Glance Page 77 of 548 �r This page is intentionally left blank ! ! 1 Executive Summary-Budget at a Glance Page 78 of 548 ' 1 1 Renton Results 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 t 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 A GOVERNMENT AccoUNTABILITY PROGRAM tan Results Mobility—J SupportHealth Representative RENTON nternal Government F Livable Introduction Renton Results is the City of Renton's performance management initiative originated in 2007 to clearly illustrate the services provided by the City of Renton, the resources needed to provide these services, and the results of the service efforts to facilitate policy decisions and provide accountability to the community. Services are categorized into six service areas: 1. Safety& Health: services that make Renton a safe and healthy community. 2. Representative Government: services that engage community in policy development and provide access to fair individual representation in community and personal matters. 3. Livable Community: programs and amenities that address community needs making Renton a place where people want to live, work, play, and visit. 4. Mobility:services to plan, construct, and maintain systems such as roadways, sidewalks, trails, paths, and related components, to enable residents,visitors, employees, as well as freight and commercial activities to move in, around, and through the City efficiently and safely. 5. Utilities& Environment: services that protect the environment and empower its citizens to be engaged in sustainability programs. 6. Internal Support: services that enhance the ability of the organization to function efficiently and effectively. f Renton Results Page 79 of 548 2010 Budget Development Framework We took the Renton Results initiative to its next step and combined elements of Priorities of Government(POG) process in developing the 2010 City budget. Organized 65 mid-management staff into 6 teams (Service Area Teams), with each team focused on a service area that is charged with tasks of describing the desired outcomes, identifying key result indicators, and prescribing the characters of services to achieve these results, all from a taxpayer and community stakeholder's perspective. ton Results This process requires staff changing their thinkingAM from how to deliver services to first focus on what ' services the community wants the City to provide. This subtle yet important difference opened up dialogues and opportunities to challenge status-quos and assumptions. The tangible products of this step are six ' Request for Results (RFR), one for each of the six service W areas. The RFRs were issued to departments, who then developed service offers to achieve the requested results. In addition, departments are asked to provide three service-level options to allow more policy choices in the provision of these services. The three funding levels are: Baseline level to continue current City services; , Alternative level that would require less resources and/or different service delivery models; and Minimum/Mandate level identifies the minimum resources that are needed if the service is to be continued. In certain cases, a 4t" funding level "Executive" level is developed where the Executive team believes would best match the community's needs and priorities. Prioritization Process One of the key elements of Priorities of Government is prioritization of services based on the community's needs. The 2010 proposed budget went through 3 prioritization steps. First, each Service Area Team (SAT) reviewed proposals within the particular Service Area as to whether the proposal is responsive to the "Request for Results" and how important (on a ranking of high, medium, or low)the service would be in achieving the desired results. Second, the Department Heads took the SAT comments into consideration, prioritized services across all six service areas,and identified funding levels that they felt would be appropriate. Lastly, the Mayor and the Chief Administrative Officer made their final funding level adjustments to balance within the projected resources. The proposed budget reflects this final prioritization and fund levels. Renton Results Page 80 of 548 Resources Allocation by Service Area Renton Results program expenses are presented as consolidated costs across departments and funds. As a result, the dollar amounts for Renton Results and the traditional budget are not the same. Within Renton Results we have eliminated transfers and the double counting that occurs in traditional "Fund" based budgeting. For example, the costs of the City's internal service funds are shown under "Internal .. Support" category and are not shown again in the direct service areas while the Budget by Department and by Fund would include internal support costs. This is also true for transfers between funds. An example would be from Utility Operation funds to Utility Capital funds for capital improvement projects. rr Consequently, the total operating resources for the 2010 Renton Results program budget total $172.8 million as compared to the total appropriations of$211.5 million. Also important to note is that we have included city-wide obligations in the internal support service. These include $4.5 million in general obligation debt service payments, $2.25 million in post retirement medical benefit for retirees in Law Enforcement and Fire Fighters I pension system (LEOFF 1), as well as city-wide payroll tax and benefit cost increases that have not yet allocated into budgeted positions at $2.2 million. Without these costs, the overall Internal Support costs are 12.1% of the $145.2 million operating budget and 10.5%of the$172.8 million total budget. r. The following charts describe the percent of total City resources dedicated to each of these service areas, the percent of operating (excluded CIP) City resources dedicated to each of these service areas, and the proposed staffing levels of each of the service areas. Total Resources by City Service Area: Operating Resources by City Service Area: $172.8(dollar in millions) $145.2(dollar in millions) Internal Representative I Supped,$271 Government, $5.1,3% Representative G-emmem, $5.1,4% 5% Utilities and 5% rr1 Staffing(FTE's)by City Service Area Safety and Health Proposed,348.90 Mobility Iii Proposed,58.65 Livable Community Proposed,82.42 Utilities and Environment Proposed,95.25 Representative Government Proposed,41.10 Internal Support Proposed,84.63 0.00 100.00 200.00 300.00 400.00 500.00 1111 Renton Results Page 81 of 548 Per Capita Service Cost The Chart below shows a comparison of the per capita operating cost at the Baseline Service level and the Proposed Service Level. The operating cost at the Baseline level totals $1,839 per person per year vs. $1,736 at the Proposed Level, a difference of $103 per person per year. Again, without the debt service, retiree medical obligation, and benefit cost increases to be allocated later, the per capita internal support cost would be at around $211 per year. $- $100 $200 $300 $400 $500 $600 $700 , Proposed,$ Safety and Health ' Baseline,$5858 4 , Wlities and Environment oposed,$542 Baseline,$568 Proposed,$318 Internal Support Baseline,$359 Prop Livable Community Proposed,$1 , Baseline,$166 3 Mobility Proposed,$93 Baseline,$103 Representative Proposed,$61 Government Baseline,$61 The table below summarizes the resource allocations by service area. City Service Area Summary ' Operating CIP 2010 Original Budget Tot Exp$ Tot Rev$ Tot Em7$ Tot Rev$ Tot Exp$ Tot Rev$ , Safety and Health 47,787,283 12,291,758 47,787,283 12,291,758 Representative Government 5,082,561 2,280,478 - 5,082,561 2,280,478 Livable Community 12,566,282 4,085,349 1,388,454 430,000 13,954,736 4,515,349 Mobility 7,811,664 1,954,502 17,704,973 17,270,002 25,516,637 19,224,504 Utility and Environment 45,379,538 28,645,788 8,045,000 7,985,000 53,424,538 36,630,788 InteII Support 26,602,656 - 455,000 50,000 27,057,656 50,000 Transfers and Interfund Transactions - - - 39,584,183 34,568,657 Citywide Revenue Estimate - - - - - 101,970,360 TOTAL FTE&$$ $145,229,983 $ 49,257,875 1 $ 27,593,427 $ 25,735,002 1 $212,407,593 $211,531,894 The following tables provide a list of service offers and their associated resources for each of the six service areas. i 1 Renton Results Page 82 of 548 No Safety and Health Baseline and Proposed Service Offers ow Baseline 2010 Original Bdgt Package# Description Rank FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ Safety and Health Ir 100002.0008 Probation 128 2.00 168,781 120,000 1.00 90,528 100,000 100004.0003 Business Licensing 113 1.10 82,950 496,844 1.10 82,950 525,000 100006.0001 City Attorney Prosecution 25 5.90 572,375 - 5.90 572,375 - 100007.0001 Code Enforcement program-1,3,4 43 4.00 399,044 - 4.00 399,044 - 100007.0002 Building Permits&Inspection Program-1,2, 95 14.50 1,561,851 2,071,319 12.50 1,323,378 2,220,242 100008.0001 Police Administration-1,2 57 6.00 943,087 - 6.00 943,087 - 100008.0002 HarborPatrol/Mercer Island PDContract-2 96 - 39,060 - 39,060 100008.0003 ValleyCommunications-2 1 - 1,619,466 - 1,619,466 a• 100008.0005 Investigations-2,4 1 17.00 2,141,200 17.00 2,141,200 100008.0006 Evidence Function-4 57 4.00 435,665 3.00 347,692 100008.0007 Domestic Violence Victim Advocate-1,2,3 105 1.00 107,616 1.00 107,616 100008.0008 Directed Enforcement Team(DET)-2,4 57 6.00 807,557 6.00 807,557 100008.0009 Crime Analysis-1 711 1.00 98,157 1.00 98,157 100008.0010 Wipe Out Graffiti-1 128 - 20,000 - 20,000 100008.0011 Special Enforcement Team(SET)-2,4 25 9.00 1,404,159 130,693 9.00 1,404,159 130,693 100008.0012 Valley Narcotics Enforcement Team-2,4 43 1.00 118,974 - 1.00 118,974 - 10 100008.0013 P.A.T.R.O.L.-2,4 43 1.00 109,142 1.00 109,142 100008.0016 Community Programs-1,3 105 2.00 233,625 2.00 233,625 100008.0018 Administrative Services-2 57 4.00 583,383 4.00 583,383 100008.0019 Patrol Services-2,4 1 9.00 1,760,022 1,420,022 9.00 1,760,958 1,420,022 r1 100008.0021 AubliaryServices-Jail-2,4 1 16.00 3,705,433 10,623 16.00 3,705,433 10,623 100008.0022 Electronic Home Detention Program-4 25 2.00 321,570 116,000 2.00 321,570 116,000 100008.0024 Parking Enforcement-4 87 1.00 73,658 - 1.00 72,722 - 100008.0025 StaffServices-2,4 17 13.40 1,184,098 13.40 1,184,098 100008.0026 Animal Control-2,4 123 2.00 205,257 2.00 205,257 100008.0027 Patrol Operations-2,4 1 67.00 8,007,143 66.00 7,962,016 100008.0028 Training Officer-2 57 1.00 452,532 1.00 452,532 - 100008.0032 COPS Hiring Recovery Program 68 6.00 497,513 548,324 6.00 497,513 548,000 100008.0033 SCORE Startup Costs 0 - 210,000 210,000 - 100009.0002 Administrative Services for F&ES-1,2,3 71 17.50 2,412,488 - 16.50 2,210,809 100009.0003 EMSandFire/Rescue Svcs for COR-2,3 1 78.00 9,558,056 897,095 78.00 9,437,698 909,595 100009.0004 EmergencyManagementfor the COR-1,2,3 105 2.00 296,115 35,000 2.00 296,115 150,462 r 100009.0005 Fire Code Inspect/Enforce and Invest-2,4 96 10.00 1,142,235 157,225 8.00 936,700 257,250 100009.0006 EMS and Fire/Rescue Svs for KCFD#25-2,3 25 18.50 2,404,474 1,274,723 18.50 2,432,870 1,274,723 100009.0007 EMS and Fire/Rescue Svs for KCFD#40-2,3 17 29.00 3,947,872 4,925,653 29.00 3,919,541 4,280,000 100009.0008 F&ES Health&Wellness Fund 113 - 25,000 25,000 - 25,000 25,000 100009.0011 Ba s ic Life Su pport Tra ns port 0 - - - - 228,000 - 100020.0002 Serving vulnerable/low income-1,2,3 123 4.44 949,688 30,000 3.44 803,319 30,000 100020.0009 CDBG-0 1231 1.56 293,740 294,148 1.56 293,740 294,148 r Total Safety and Health$ 357.90 48,892,986 12,762,669 348.90 47,787,283 12,291,758 Iw 1110 Renton Results Page 83 of 548 Representative Government Baseline and Proposed Service Offers Baseline 2010 Original Bdgt Package# Description (Rank I FTE Tot Exp$ Tot Rev$ FIE Tot Exp$ Tot Rev$ Representative Government 200001.0004 Legislative Operations 25 8.00 232,190 8.00 223,715 200002.0001 Court Administration 87 2.00 313,785 2.00 313,785 200002.0004 Infraction Processing 96 5.00 475,766 1,519,978 5.00 475,766 1,769,978 200002.0006 Criminal Case Processing 71 8.00 783,086 392,500 8.00 783,086 372,500 200003.0001 Communications-External Relations-3,5 105 3.00 378,900 - 3.00 362,954 - 200003.0002 Executive Operations 1 5.00 690,720 - 4.50 651,366 - 200003.0005 Cable Communication Fund 1,2,4,5 113 - 85,674 85,674 - 85,674 85,000 200003.0007 Court Public Defenders 71 409,224 - 409,224 - 200003.0010 Grant Writing and Reporting 0 50,000 50,000 50,000 50,000 200006.0001 City Attorney Civil 431 3.85 525,523 - 3.85 508,916 - 200007.0001 Intergovernmental Relations-1,2,3,5 71 0.25 149,505 0.25 149,505 200011.0001 Hearing Exa miner 71 1.50 189,221 1.50 189,221 200012.0001 Legislative Support 96 1.67 209,284 1.65 177,912 200012.0002 Elections and Voter Registration 68 0.14 173,313 0.14 337,313 200012.0003 Official Functions and Office Administration 85 0.46 91,290 0.43 60,993 200012.0004 Information Center 1371 0.93 116,935 0.88 84,494 - 200020.0001 Community Engagement-1,2,5,7 1 1051 2.15 244,153 3,000 1.90 218,635 3,000 Total Representative Government$ 1 1 41.95 5,118,569 2,051,152 41.10 5,082,561 2,280,478 , 1 � Renton Results Page 84 of 548 j up Livable Community Baseline and Proposed Service Offers %w Baseline 2010 Original Bdgt Package# Description (Rank I FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ Livable Community 300007.0003 Long Ra nge Pla nni ng-1,2,3,4,5 96 7.33 754,179 10,000 5.33 567,346 10,000 300007.0005 Current Planning-1,2,4,5 71 8.33 871,233 69,650 6.33 712,451 69,650 300007.0006 Hotel Motel Fund-1 113 - 245,000 245,000 - 245,000 245,000 r 300007.0007 Arts&Culture-3,4 139 0.50 59,121 - 0.50 51,777 - 300007.0008 FarmersMarket-1,3,4 135 - 34,311 36,780 - 34,311 44,280 300007.0009 Neighborhood Program-3,4,5 71 2.00 300,961 5,000 1.50 248,320 5,000 300007.0010 Economic Development-1,3 17 4.25 558,603 - 3.25 453,905 - 1`r 300007.0011 1%for the Arts-3,4 138 - 50,000 15,000 - 50,000 15,000 300007.0013 CED Administration-1,2,3 43 2.00 272,046 - 2.00 272,046 - 300020.0003 Museum-3 139 1.00 113,410 - 1.00 102,953 300020.0004 Library-1,3,4,5 871 15.00 2,178,734 413,192 15.00 1,955,475 427,592 mt 300020.0005 Pa rks a nd Tra i Is Progra m-1,2,3,4,5 57 24.30 3,139,824 78,454 24.30 3,099,276 78,454 300020.0007 Com Relations and Events-1,2,3,4,5 123 0.65 181,395 100,000 0.65 165,986 90,000 300020.0009 Aquatics-3,4,5 96 1.50 880,406 726,840 1.50 772,406 666,640 300020.0010 Ca rco Theate r-3,4,5 136 1.25 234,104 44,000 1.25 219,856 44,000 300020.0011 Recreation Services-3,4,5 87 7.00 1,010,563 130,000 6.75 908,745 130,000 300020.0012 Renton Community Center-3,4.5 711 6.30 1,325,716 1,186,500 6.30 1,296,516 1,186,500 300020.0013 Senior Center-4,5,6 57 3.25 606,305 131,700 3.25 559,264 131,700 300020.0015 Leased Facilities-0 87 1.50 579,285 941,533 1.50 579,285 941,533 300020.0027 Administration/Com Svcs-1,2,3,4,5 25 2.00 275,182 - 2.00 271,365 - Total Operating$ 88.17 13,670,378 4,133,649 82.42 12,566,282 4,085,349 Livable Community CIP 300007.0012 Afforda ble Housing Opportunity Fund 0 - 100,000 - - 100,000 - 300020.0016 Henry Moses Aquatic Center 0 120,000 120,000 120,000 120,000 Crr 300020.0017 Grant Matching Program-C32011 0 250,000 - 250,000 - 300020.0018 Parks,Recreation and Open Space Plan C32C 0 25,000 25,000 300020.0019 Urban Forestry Tree Replacement 0 110,000 - 110,000 300020.0020 KC Proposition 2 Cap Exp Levy Fund 01 160,000 160,000 160,000 160,000 300020.0021 Parks General Major Maintenance C32005 01 85,000 - 85,000 - 300020.0023 Tree Maintenance C32012 0 70,000 70,000 300020.0024 Capital Project Coordinator 0 68,454 68,454 300020.0025 Pathway,Side,Patio&Boardwalk C32009 0 50,000 - 50,000 - 300020.0026 Golf Course MM C42001 0 150,000 150,000 150,000 150,000 300020.0028 Disaster Repairs 0 200,000 - 200,000 - Total CIP$ 1,388,454 430,000 1,388,454 430,000 Total Livable Community$ 88.17 15,058,832 4,563,649 82.42 13,954,736 4,515,349 r Renton Results Page 85 of 548 1 Mobility Baseline and Proposed Service Offers Baseline 2010 Original Bdgt Package# Description I Rank I FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ Mobility 400015.0001 Public Works Administration 17 3.50 397,811 3.00 375,043 400016.0002 Transit Coordination/Commute Trip Reducti( 128 0.85 141,375 0.70 117,579 37,339 400016.0003 Sidewalk Program 105 0.88 97,196 0.05 6,630 - 400016.0004 Trail Planning,Development and Maintenan 123 0.48 54,271 - - 400016.0006 Building the Mobility Network 431 9.96 1,271,956 9.51 1,209,073 400016.0007 Bridges and Guardrails 57 0.33 35,528 0.33 35,528 400016.0008 Street Maintenance(Engineering Support) 113 0.06 7,028 - - 400016.0009 Trans Operations Maintenance Section 71 12.40 2,320,160 11.40 2,182,402 400016.0010 Trans Operations Engi nee ring Section 43 4.95 550,197 3.95 436,606 - 400016.0011 Airport Operations 54 5.19 912,920 1,898,520 5.16 788,361 1,917,163 400019.0001 Street Maintena nce 17 19.10 2,115,079 - 18.10 1,987,250 - 400019.0002 Public Works Maintenance Administration 96 6.45 687,089 - 6.45 673,193 - Total Operating$ 1 64.15 8,590,609 1,898,520 58.65 7,811,664 1,954,502 Mobility CIP 400016.0014 CIP Street Overlay t12108 0 - 742,300 742,300 - 742,300 742,300 400016.0015 Arterial Rehabilitation Program t12186 0 350,500 350,500 350,500 350,500 400016.0016 RainierAve lmprv-Grady Way toS2Stt127 0 7,965,833 7,540,862 7,965,833 7,540,862 400016.0017 SW 27th St/Strander Blvd Connect t12239,4 0 4,952,000 4,952,000 4,952,000 4,952,000 400016.0018 NE 3rd/NE 4th Corridor Improvements t1217, 0 223,000 223,000 0 0 400016.0019 GardenAve N Wideningt12603 01 150,000 150,000 0 0 400016.0020 Lk Washington Trail(S Lake Connector)t127 0 465,840 465,840 465,840 465,840 400016.0021 Hi la nds to La ndings Pedestria n Connection F 0 300,000 300,000 240,000 240,000 400016.0023 WalkwayProgramt00009 0 280,000 280,000 200,000 200,000 400016.0024 Sidewalk Reha b&Replacement Prgm t1280: 0 140,000 130,000 140,000 130,000 400016.0025 Bridge Inspection&Repa i r Prgm t106 0 100,000 100,000 100,000 100,000 400016.0026 Intersection Safety&Mobility Prgm t12601 01 200,000 200,000 200,000 200,000 400016.0027 Traffic Safety Prgm t12115 01 20,000 20,000 20,000 20,000 400016.0028 Preservation of Traffic Operation Devices PrE 01 57,500 57,500 57,500 57,500 400016.0029 Intelligent Transportation Systems Prgm t12 01 50,000 50,000 25,000 25,000 400016.0030 Transit Prgm t12706 01 80,000 80,000 80,000 80,000 400016.0031 Transportation Demand Management Prgm, 0 65,000 65,000 65,000 65,000 400016.0032 Bicycle route Development Prgm t12173 0 20,000 20,000 20,000 20,000 400016.0033 Barrier Free Transition Plan Implement t127 0 50,000 50,000 38,000 38,000 400016.0034 Proj Develop&Redesign Prgm t12150 0 125,000 125,000 125,000 125,000 400016.0035 Arterial Circulation Prgm t29 0 160,000 160,000 160,000 160,000 400016.0036 Transportation Concurrency/LOS Prgm t121C 01 10,000 10,000 10,000 10,000 400016.0037 Environmental Monitoring Prgm t12187 01 30,000 30,000 30,000 30,000 400016.0038 WSDOT Coordination Prgm t12146 01 60,000 60,000 60,000 60,000 400016.0039 GIS-Needs Assess&Data Develop t12206 0 15,000 15,000 15,000 15,000 400016.0040 1%for the Arts Prgm t12112 0 15,000 15,000 15,000 15,000 400016.0045 Cedar River Hangar Roof Replacement 0 100,000 100,000 100,000 100,000 400016.0047 Surface Water System Rehabilitation 0 5,000 5,000 5,000 5,000 400016.0048 Major Facility Maintenance A25088 0 130,000 130,000 130,000 130,000 400016.0049 Maint Dredging/Shoreline Mitg.a25080 01 700,000 700,000 700,000 700,000 400016.0050 Air/Land Side Separation 01 18,000 18,000 18,000 18,000 400016.0051 Lower Blast Fence(Rwy34) 0 100,000 100,000 100,000 100,000 400016.0052 Taxiway Renumbering/Sign Replace 0 50,000 50,000 50,000 50,000 400016.0053 Renton Gateway Utilities 0 475,000 - 475,000 475,000 400016.0055 S.Renton Burnett Park Neighborhood Street 0 50,000 50,000 50,000 50,000 ! Total CIP$ - 18,254,973 17,345,002 - 17,704,973 17,270,002 Total Mobility$ 64.15 26,845,582 19,243,522 58.65 25,516,637 19,224,504 r Renton Results Page 86 of 548 r Utility and Environment Baseline and Proposed Service Offers ow Baseline 2010 Original Bdgt Package# Description IRank I FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ Utility and Environment 500004.0001 Utility Billing and Cashiering 1 4.90 515,456 4.90 515,456 500007.0001 Public Works Permits and Inspections-1,3, 71 17.00 1,728,240 25,308 10.00 1,084,711 25,308 500018.0001 Wastewater Enginee ringandPIanning 39 4.50 1,460,374 - 4.50 1,460,280 - 500018.0003 Water Education 133 0.20 19,501 0.20 17,501 500018.0004 Water Engineeringand Planning 83 6.80 2,121,346 5.80 1,992,353 500018.0005 Surface Water NPDES Education 92 0.20 19,572 0.20 17,072 500018.0006 Surface Water Engineering and Planning 54 10.50 1,591,924 9.80 1,537,274 500018.0007 Solid Waste Collection 1 1.25 15,000,000 15,000,000 1.25 14,192,551 14,887,216 500018.0008 Solid Waste Education 133 0.75 175,680 45,284 0.75 151,339 37,784 500018.0009 Utility Systems Administration 39 3.50 379,227 - 3.00 325,051 - 500018.0010 Waterworks Revenue Bond Debt 39 - 3,648,770 3,648,770 500018.0011 Public Works Trust Fund Loan Debt 0 969,559 969,559 500018.0012 King County Metro Fund 1 11,211,935 11,211,935 - 11,211,935 11,211,935 500019.0001 Wastewater Maintena nce 39 7.95 917,700 - 6.95 813,993 - 500019.0002 Solid Waste Litter Control 83 2.00 149,372 1.00 76,648 500019.0003 Surface Water Maintenance 231 11.20 1,058,846 11.20 1,038,625 500019.0004 Water Maintenance 1 26.30 3,751,215 25.30 3,643,451 500020.0001 Golf Course-5 92 8.50 1,826,877 2,468,845 8.50 1,826,877 2,483,545 r 500020.0002 Urban Forestry and Nat'l Resources-1,2,3,4 113 1.90 510,413 - 1.90 393,504 - 500020.0003 Golf Course Debt Service-0 92 - 462,589 - - 462,589 TotalOperating$ 107.45 47,518,597 28,751,372 95.25 45,379,538 28,645,788 Utility and Environment CIP 500018.0017 New Reservoirs&Pump Stations U55570,59 0 - - 8,000 - - - 500018.0018 SplyDvlp&WtrgltylmprU55565,445,100,5 0 100,000 100,000 100,000 100,000 500018.0019 Water Main Replc U55170,580,572,576,59 0 1,800,000 1,800,000 1,800,000 1,800,000 500018.0020 Automatic Meter Reading Conversion U5559 0 - 350,000 - - 500018.0021 Wtr Utly MM U55260,265,584,121,595,582 0 660,000 660,000 660,000 660,000 rr 500018.0022 Regulatory Compliance 0 440,000 400,000 400,000 400,000 500018.0023 Summerwind/Stonegate LS Replacement U4 01 1,000,000 1,000,000 1,000,000 1,000,000 500018.0024 Miscellaneous/Emergency Projects U45065 01 100,000 100,000 100,000 100,000 500018.0025 Earlington Sewer Replacement U45405 0 750,000 750,000 750,000 750,000 500018.0026 Mntnc&Upgrade of Hydraulic model U4546 0 25,000 25,000 25,000 25,000 500018.0027 East Renton Lift Station Elimination U45484 0 100,000 100,000 400,000 400,000 500018.0028 Lake Washington Beach LS Elim/Rehab U454 0 300,000 300,000 500,000 500,000 r 500018.0029 SpringbrookCrk Wetland&Habitat Mit U651 0 350,000 350,000 300,000 300,000 500018.0031 Green River Ecosystem Restoration U65295 0 10,000 10,000 10,000 10,000 500018.0032 Small Drainage Projects Program U65015 0 253,000 253,000 253,000 253,000 500018.0033 Miscellaneous/Emergency Storm Projects LI0 50,000 50,000 50,000 50,000 500018.0034 Lower Cedar River Sediment Mgmt Proj U6510 250,000 250,000 250,000 250,000 500018.0036 Talbot Hill Ar Mosquito Abatement Prgm U65 0 50,000 50,000 50,000 50,000 500018.0037 Stream Flow&WtrQlty Monitoring Prgm U6! 0 10,000 10,000 10,000 10,000 500018.0038 Surface Water Utility GISU65410 01 100,000 100,000 100,000 100,000 500018.0039 Storm Sys Field Mapping Proj(NPDES)U65451 01 227,000 227,000 227,000 227,000 500018.0040 Surface Water Utility System Plan U65005 01 25,000 25,000 25,000 25,000 500018.0041 Renton Storm Water Design Manual U65241 01 25,000 25,000 25,000 25,000 • 500018.0042 Lk Wash Blvd-Hwks Land U65470 01 800,000 800,000 800,000 800,000 500018.0044 Madsen Crk Sedimentation Mntc U65050 01 50,000 50,000 50,000 50,000 500018.0045 Hardie Ave.SW Underpass Storm System Im 0 300,000 300,000 100,000 100,000 500020.0004 Irrigation Automation and ConservC32010 0 60,000 - 60,000 - r• Total CIP$ - 7,835,000 8,093,000 - 8,045,000 7,985,000 Total Utility and Environment$ 107.45 55,353,597 36,844,372 95.25 53,424,538 36,630,788 rt V Renton Results Page 87 of 548 Internal Support Baseline and Proposed Service Offers Baseline 2010 Original Bdgt Package# Description Rank FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ Internal Support , 600003.0001 Communication-Multi Media-5 113 5.00 667,196 3.00 514,605 600004.0003 Applications and Database Services 105 5.35 1,170,540 4.50 995,579 600004.0004 ITCapital 96 5.15 2,165,006 4.00 1,105,032 600004.0005 Service Desk Support 25 2.50 610,706 2.50 610,706 600004.0006 Asset,Debt,and Treasury Management 43 1.80 265,344 0.90 194,586 600004.0007 Payroll 251 2.00 162,101 - 2.00 162,101 600004.0008 Budgetingand Financial Planning 431 4.10 408,254 3.30 318,996 600004.0009 Accountingand Auditing 251 1.70 248,623 1.30 209,905 600004.0010 Finance Operations 25 6.00 511,449 5.00 434,375 600004.0011 Finance Administration 37 1.40 193,156 1.50 201,229 600004.0013 Network5ervices 1 2.47 318,194 2.47 318,194 600004.0014 Telecommunications 1 1.56 472,521 - 1.56 449,542 600004.0015 Security Services 17 1.47 247,602 1.47 237,208 600004.0017 General Government Debt 1 - 4,496,333 - 4,496,333 600005.0003 Other CitySvc-EmployeeSeparationPay 1 436,152 436,152 600005.0004 LEOFF 1 Medical Obligation 37 2,205,684 2,205,684 600005.0013 Association Dues and Contracted Services 113 319,720 290,220 600006.0002 City Attorney Administration 1 2.00 274,958 2.00 274,601 600007.0002 Technical and Property Services-4 105 4.33 500,078 2.33 310,054 600012.0001 Records Management 521 2.30 224,867 1.40 150,765 600014.0001 Employment Law 851 1.05 129,289 0.85 109,928 600014.0002 Recruitment&Selection 96 1.50 194,784 0.90 127,505 600014.0003 Classification and Compensation 71 0.45 45,989 0.45 45,989 600014.0004 Labor Relations 25 1.40 225,780 1.20 206,419 600014.0005 Risk Management 68 1.60 2,128,876 1.10 2,090,088 600014.0006 Workers'Compensation and Safety 54 1.25 274,686 1.10 273,889 600014.0007 Benefits 231 0.95 1,770,389 0.95 1,706,389 600014.0008 Wellness 113 0.55 80,704 0.55 80,704 600014.0009 Training 113 0.20 58,823 0.05 31,990 600014.0010 HR/RMAdministration 25 1.90 231,596 1.70 214,684 600014.0011 Employee Recognition and Orientation 128 0.15 20,008 0.15 16,008 600016.0001 Trans Operations Internal Support Services 132 1.90 225,164 1.90 223,169 600019.0001 Fleet Services 571 10.00 2,033,283 9.00 1,936,682 600019.0002 Fleet Services Capital Recovery 53 - 2,095,258 - 1,438,949 600020.0003 Custodial Services-2 57 19.00 1,582,231 16.00 1,293,942 600020.0004 Facilities Technical Maintenance-2 57 10.50 2,551,553 9.50 2,392,454 600020.0006 Operational Facilities MM C20004-C20009 0 - 137,000 - 137,000 600020.0009 Public Facilities MMC20011-C20021 0 - 361,000 - 361,000 TotalOperating$ 101.53 30,044,900 84.63 26,602,656 r Internal Support CIP 600020.0007 Leased Facilities C20010,020026 100,000 100,000 100,000 600020.0008 City Wide Security System Upgrades 90,000 50,000 90,000 50,000 ! 600020.0010 Public Restrooms Renovations 265,000 - 265,000 - Total CIP$ 455,000 150,000 455,000 50,000 Total Internal Support$ 101.53 30,499,900 150,000 84.63 27,057,656 50,000 ! Renton Results Page 88 of 548 ! rr Other Service Offers—Transfers, Interfund Transactions, and Reconciliation Baseline 2010 Original Bdgt Package# Description Rank FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 700003.0001 Communications lSFCost Allocation 1,049,671 1,049,671 1,049,671 1,049,671 rs 700004.0001 ITISF Cost Allocation 4,100,386 4,100,387 4,100,386 4,100,387 700005.0001 Fire Pension 550,475 300,000 550,475 300,000 700005.0002 Indirect Cost Transfer Multi Depts 2,375,134 2,375,134 2,375,134 2,375,134 700009.0002 Fire Impact Mitigation Fund 300,000 - 560,000 - 11�t 700014.0001 Insurance lSFCost Allocation 3,237,584 3,237,584 3,237,584 3,237,584 700014.0002 Healthcare Insurance lSFCost Allocation 12,318,471 12,318,471 12,318,471 12,318,471 700014.0003 Retiree Healthcare lSFCost Allocation 2,230,684 2,230,684 2,230,684 2,230,684 700014.0004 Transferfrom 502 to 317 50,000 - 50,000 yIIM - 700016.0001 Arterial Street Fund 755,000 755,000 620,000 620,000 700016.0002 Transportation Impact Mitigation Fund 1,100,000 400,000 700,000 200,000 700018.0001 Waterworks Transfers to Capital 4,252,000 - 4,252,000 - 700019.0001 Equipment Rental lSFCost Allocation 4,827,293 4,237,550 2,984,293 3,581,241 700020.0001 Facilities lSFCost Allocation 4,555,485 4,555,485 4,555,485 4,555,485 Total I nte rfu nd Transactions$ 41,702,183 35,559,966 39,584,183 34,568,657 Citywide Revenue Estimate 900005.0001 General Governmental Fund Revenues - - - 78,129,865 900005.0002 Non-GG Fund Revenues 23,840,495 Total CW Revenue Estimate$ 101,970,360 go Reconcilation to Budget By Dept and Fund Total Operation&CIP$(1-6) 761.15 181,769,465 75,615,364 710.95 172,823,410 74,992,877 to Total Interfund$(belowthe line) - 41,702,183 35,559,966 - 39,584,183 136,539,017 TOTAL FTE&$$ 761.15 223,471,648 111,175,330 710.95 212,407,593 211,531,894 No r to go bw Iw Ir to Ip Renton Results Page 89 of 548 t Renton Results Service Areas Desired Outcomes and Draft Indicators Service Area RESULT INDICATORS DATA TO BE COLLECTED(EXAMPLES) 1. Livability of homes&structures • Code enforcement • Preparedness • Housing repair • Inspections Safety and Health: 2 Increasing feeling of community&individual • Preparedness plan 1 want Renton to be a safety • Community Survey safe and healthy • Code enforcement 3. Timely responsiveness"projection of effort" • Police community. • Fire 4. Well maintained public spaces • Recreation&recreation participation • Perception of crime free • Park access community 1. Customers experience timely response in an • Survey data,number of complaints,number of concerns,number of accessible,fair,and respectful manner language presentations 2. Achieve the City's desired outcomes at the • Agenda items delivered state,regional,and federal levels Representative 3. Build community pride and capacity through • Report pride and positive associated image,number of volunteers and Government: volunteer and community partnerships volunteer time,amount of money or in-kind services leveraged/donated, I want Renton to be a number of partnerships responsible and responsive 4. Effective and responsive communications that • Items sent out,press releases,attendance at Council and other meetings, government. supports and values dialogue surveys-do they feel they influence decisions,complaints vs.population, correspondence,web analytics,response to notifications,use of referendums and initiatives 5. High degree of confidence in stewardship of • Balance budget,bond rating,meaningful and transparent,survey City resources. questions,code of ethics,meet legal mandates,number of lawsuits and claims against the City 1. Vibrant and Diverse Economy • No single employment sector exceeds 40%of the total number of jobs in the City 2. Managed Growth • GMA/King County growth targets met • Short,mid-,and long-term actions established and completed in community and comprehensive plan. t Livable Community: • Meet established benchmarks for timely processing of land use and § Provide access to building permits. high quality facilities, • #of projects that demonstrate quality development. services,and public 3. Strong Sense of Community • Support for/attendance at community programs,activities,and events 1 resources that enrich • Community satisfaction with arts/culture/recreation/events(survey) the lives of everyone • Public-private partnerships in the community 4. Diverse Learning and Enrichment Opportunities • Support for/attendance at learning and enrichment opportunities • Community satisfaction survey • Collection/resource care and maintenance 5. Nothing but Clean,Safe,Healthy,Well- • Community satisfaction survey • Complies with codes and maintained places • Program request&completed standards orders • Information in languages other than English Mobility: 1. Good Condition of the Infrastructure • OCI pavement condition numbers Safe and efficient 2. Progress on planning and building the mobility • Participation in regional forums in transportation planning and funding; access to all desired infrastructure monitoring of project progress and fiscal status; destinations,now 3. Safe Operation of the existing infrastructure • Accident Data;speed reports;violations at photo enforcement sites; and in the future. operational data on traffic volumes and signals. Utilities and 1. Quality cleanliness&appearance of • Customer survey Environment: Environment 2. Number/amount of aid claims against Utility • Number of claims submitted,dollar amount of claims 1 want to live,learn, p y � work and play in a Systems infrastructure clean and green 3. Sustainable utility rates • Renton water/sewer/garbage rate for average Residential user compared environment with to other local jurisdictions reliable,affordable 4. Reduction in peak water use • Peak day and week water usage;Irrigation volume utility service. 5. Code compliance cases completed • Number of open cases compared to completed/closed cases 6. Satisfaction score on open space distribution • Customer survey 1. Price of Government • Total city taxes&fees/aggregate personal income Internal Support: 2. Sustainable Resources • Annual debt to capital investment ratio Provide City 3. Citywide productivity loss due to sick-leave • Disability and sick-leave usage x hourly rate departments with the 4. Facility cost per sq ft • Offices M&O&Major maintenance cost/sf means to operate , 5. Fleet cost per vehicle • Total M&O&RR(in-lieu of depreciation)cost/vehicle efficiently and effectively in a safe 6. IT cost per employee • Total M&O&PC replacement cost per employee and stainable 7. Online services availability • On-line mapping,Permits and Billing manner. 8. Customer satisfaction on having means to • Customer Survey operate effectively and efficiently Renton Results Page 90 of 548 vm v Y f0 N 4w E N p to � � v M to `- t Q _0 Q M v 4- 7 . 3 , N p U o� - v m U E U 'a •s=. Q C 3 a w Oho 1= V, E -0 U t Q m > 'C aJ 3 • N a1 — aJ C N C O 7 f0 N > N }i U m L v 0 (6 Q O Q N CL to aL m o a - E Wm ' L a, 3 _0_0 O 0 i o n 0 Q •L 0 a m T) W > N E v Z L L E U N c —� U4- i Oa, 76 J O U coN `r- , - coO O —W o °' +� '^CL U a) C v o L c f° — 0 0 G 0L- CLLn O v C > ac1 0 4- m N 41 ON (O f0 = O a� E zfu 4- Q .L J 0 4 N fu >_ L � C. u o � +' E �_ O l v - t O L C O U �-+ f0 ++ fC a•+ C. Q. O N L > N � _ 0 a o Q (D nn L N > u a) 0 • L 40 4- N L N O C f6 a - aj ,o o a E a v v �.. w v N -C a L v N L O L -C w U C .L L U f6 L •L a) a) (3) N (0 c6 L L m m Q •° o o a • • • 0 N vi C N ca > v a1 a U E O' v O- U N C W rLn ; = Q +, a, v u o +, 0U N U =3 7 U o O c ++ a) L L cd N E ^ Z U H 4- O E O > � C v v ,0 O tr -O � Q Ir c o N L- " K — O N a1 v M vp o L CL E LU Q U Y m Y a N U O a li W aJ j City of Renton 2010 Request for Results Safe and Healthy Community Desired Results I want Renton to be a safe and healthy community. Indicators of Progress (Task for Results Team: the left column represents all the "safety and health"indicators. What are the 10 key indicators that show we are succeeding at having a safe and healthy community?) INDICATORS DATA TO BE COLLECTED 1. Livability of homes and structures • Code enforcement • Housing repair • Preparedness • Inspections 2. Increasing feeling of community and • Preparedness plan individual safety • Survey 3. Timely responsiveness and • Police "Projection of effort" . Fire • Code enforcement • General government 4. Well maintained public spaces • Recreation and recreation participation • Park access • Perception of crime free community Renton Results Page 92 of 548 Cause and Effect Map The Cause and Effect Map is a visual representation of the cause and effect to reach an outcome.This pathway shows the relationship between the desired results,factors would influence our abilities reaching the desired results, and the key the indicators can help us measure if we are reaching the desired result. Well prepared for Timely, Effective response . request • for service Perception of supportcrime free physical, community and I mental, sens- ant '- • • environmental • • protection healthy community Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton a safe and healthy place to live, work, learn, play, and visit include: • Perception of a crime free community and sense of security and protection. • Well prepared for emergency/disaster. • Timely, effective responses to requests for services. • Services that support physical, mental, environmental, and financial health. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1. We are seeking offers that encourage the community to self help as well as programs that promote prevention and education. Renton Results Page 93 of 548 r • Organize and support of community based prevention, self-help, and recovery assistance programs such as Community Emergency Response Team (CERT), Community Organizations Active in Disaster(COAD), and other community partnerships. • Neighborhood based programs that promote communication/connection, safety, and , clean and attractive neighborhoods. • Education and outreach programs that help the community better prepare for physical, environmental,financial threats, and events. Purchasing Strategy 2. We are seeking offers that provide timely, responsive help when the community at large, cannot help themselves. • Response to calls. • Response to major incidents/disasters. • Plan and train for orderly and safe evacuations. • Provide for emergency human service needs and or provide for the basic needs. Purchasing Strategy 3. We are seeking offers that aids in recovery and restoration for individuals and businesses after disaster strikes. • Provide temporary shelters. • Programs that would help individual and businesses be more self reliant during and after disasters. • Programs that would expedite the reconstruction, restoration, and recovery processes. • Programs that would help businesses and individuals return to productive, contributing members of the community. • Provide information and referral services of resources available. • Programs that link residents to services/information and referral. Purchasing Strategy 4. We are seeking offers that encourage residents and businesses to comply with local, state, and federal laws such as: • Code enforcement. • Prosecution. • Probation. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to "scale"the offer based on level of service,focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage resources. Renton Results Page 94 of 548 7. Innovative and creative results with an emphasis on cost effectiveness are encouraged. 2010 Program Offer Feedback Form Safe and Healthy Community Priority Tier Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks 100002.0008 Probation M Almost cost neutral and it is less than being an inmate. Some discussion needed regarding staffing. 100004.0003 Business Licensing M Provides income and licensing and the business needs to meet standards to obtain a license. Focus on why licenses are required—to ensure businesses located in appropriate land zones. The outcomes should relate to how successful the licenses are in doing this. Perhaps a better fit in Livable Community service area. 100006.0001 City Attorney Prosecution H More description of legal assistants'roles. 100007.0001 Code Enforcement programl,3,4 M 100007.0002 Building Permits and Inspection M Revenue for fees about match the expenditure. Programl,2,3 Jurisdiction must permit according to the code,plus pay for itself. It helped to clarify that the permits are in response to people asking for something. Discussion around that the City does not charge for the full cost of permits/inspection and our cost is less than other cities. Can be scheduled and delayed. 100008.0001 Police Administration H This program may be a better fit in Internal Services service area for consistency with other departments. Some confusion with multiple programs covering different elements of police administration functions. 100008.0002 Harbor Patrol/Mercer Island PD M Contract 100008.0003 Valley Communications H 100008.0005 Investigations H 100008.0006 Evidence Function H If there is investigation and prosecution then there needs to be a process for evidence collection and retention. 100008.0007 Domestic Violence Victim Advocate M Nothing in proposal about the rate of DV in City-how half cases in court are DV related-and cost of DV to City-and how this position is both prevention oriented and helps prosecution to prosecute cases. How many cases are filed? 100008.0008 Directed Enforcement Team(DET) H 100008.0009 Crime Analysis M Not sure why this is a separate proposal as position supports different division-might be too hard for budgeting purposes. Suggest including with other programs such as administration or DET. 100008.001 Wipe Out Graffiti L 100008.0011 Special Enforcement Team(SET) H Are these officers also part of uniform patrol? Program description makes this sound the same as DET. 100008.0012 Valley Narcotics Enforcement Team M Told that if we did not participate in the task force the City would lose millions of dollars that they get for the big drug busts. Nothing in proposal says how much the task force recovered/Renton's share/number of drug busts per year. 100008.0013 P.A.T.R.O.L. M Told it was critical because of the high rate of car thefts. Nothing in proposal that gave number or told of what impact this had for the average Renton resident. Renton Results Page 95 of 548 Priority Tier Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks 100008.0016 Community Programs M 100008.0018 Administrative Services H Not sure why training staff included in program description. Why is this a separate program from Police Administration? The offer description is vague, should be more relevant to what it does. 100008.0019 Patrol Services H Value of performance measures may be unclear to the public. Confusion between this and patrol operations. This is traffic and making sure roadways are coned properly. Asked about overtime and was told that a lot of it is related to traffic fatalities and the time it takes to clean up/report accident sites. No data on how many traffic related fatalities there are in a year. Where is the revenue from tickets? 100008.0021 Auxiliary Services-Jail H 100008.0022 Electronic Home Detention Program H 100008.0024 Parking Enforcement M One person that generates a lot of tickets and revenue for the City-that was the rationalization for why we need it. Wonder if the residents would agree? 100008.0025 Staff Services H Why is this a separate program from Police Administration? 100008.0026 Animal Control M 100008.0027 Patrol Operations H Criminal Patrol. Work on crimes in process. Overtime related to having to do paperwork for crimes,after shift has ended. How often does this happen...what measures can be done to help officers complete reports during shift? 100008.0028 Training Officer M Different program name suggested,such as Training, or Police Training. Perhaps not a separate program, include as part of other Administration related programs. Told that this is critical because of potential liability. Lawsuits claim poor training is why City should be liable. How many lawsuits are filed against pd in one year? Is it more or less than other departments? I don't understand why a separate position is needed,and why management can't do this part of their jobs. Or if it is that critical,why isn't this a City wide position tied to where the City is most liable? 100009.0002 Administrative Services for F&ES H Perhaps better included in the Internal Services service area for consistency with other departments. �. 100009.0003 EMS and Fire/Rescue Services for City H This is several programs combined,and should be of Renton separated. Fire response services is a different program than medical response service,and should be listed and evaluated separately. Told that the over- time is if someone calls in sick and for cleaning up after fires. How many fires does Renton have in a year where it is needed? That many people out at one time,that can't move firefighters around,is one sick or administration can't fill in? 100009.0004 Emergency Management for the City M Not mandated. Outcomes are outputs. Wonder how of Renton having this division is"value added"to the public. 100009.0005 Fire Code Inspection/Enforcement M City needs to comply with uniform fire codes but does and Invest. not specify how quickly we need to do it. Brings in revenue. Roll into or with building inspection. Use on duty firefighters. 100009.0006 EMS and Fire/Rescue Services for H It is not clear to me where Fire District 25 is. When I KCFD#25 asked,there was confusion as to if this was a newly annexed area or not. The cost is the City's portion. Cost neutral. Renton Results Page 96 of 549 Priority Tier Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks 100009.0007 EMS and Fire/Rescue Services for H Is not clear to me where Fire District 40 is. Confusion KCFD#40 as to if this part of the newly annexed area or not. Where are these stations located? 100009.0008 F&ES Health&Wellness Fund L This is not a program. Belongs as a benefit line item in administration budget,or another fire service related program. Put in administration program. Why does City pay for this,it is their job. 100020.0002 Serving vulnerable/low income-1,2,3 M Not mandated,why does City pay for it? 100020.0009 CDBG-0 M It is not clear why CDBG has a proposal but other grants that the City receives aren't in separate offers. a.. Renton Results Page 97 of 548 .r+ City of Renton 2010 Request for Results Representative Government t Desired Results I want Renton to be a responsible and responsive government. Indicators of Progress (Task for Results Team: the left column represents all the "representative government"indicators. What are the 10 key indicators that show we are succeeding at having a representative government?) INDICATORS DATA TO BE COLLECTED 1. Customers experience timely response in • Survey data an accessible,fair, and respectful manner . Number of complaints • Number of concerns • Number of language presentations 2. Achieve the City's desired outcomes at the . Legislative agenda items accomplished state, regional, and federal levels 3. Build community pride and capacity • Report pride and positive image, number of through volunteer and community volunteers and volunteer time, amount of money partnerships or in-kind services leveraged/donated, and number of partnerships 4. Effective and responsive communications . Items sent out, press releases, attendance at that supports and values dialogue Council and other meetings, surveys-do they feel they influence decisions, complaints vs. population, correspondence, web analytics, response to notifications, use of referendums and initiatives 5. High degree of confidence in stewardship of e Balance budget, bond rating, meaningful and City resources transparent, survey questions, code of ethics, meet legal mandates, number of lawsuits and claims against the City Renton Results Page 98 of 548 Cause and Effect Map Advocacy rency .. Community Engagement N • • Renton:L 40:L ant • be responsivej* a responsible and Reflective L Accountability government Influences • Policy and program decisions reflecting community values. • Opportunities for the public to be engaged in operations, understand, and influence City government. • Community interests in regional, state, and federal forums. • Open, accessible, and consistent decision process. • Clear and effective two-way communication using a variety of methods. • Policy and fiscal accountability to stakeholders. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1. We are seeking proposals that provide for policy and program decisions reflecting community values. • Informed decisions reflecting community values. • Realistic capacity, resources, and staffing. Renton Results Page 99 of 548 • Timely responses to requests. • Educating customers and staff on what the policies/processes are and what to expect? • Fair and open government. • A way to accept ideas and thoughts from our community (intake/out take process defined). Purchasing Strategy 2. We are seeking proposals that provide opportunities for the public to be engaged in operations, understand,and influence City government. • Timely responses to requests. • Create new volunteer opportunities to effectively engage more people in the community. • Proactive, accessible communications using a variety of channels to inform and engage the City's diverse population . • Provide for support and training of program leaders,volunteers, and commissioners. • Process that is timely and fair and communicated to staff and customers. • Provide open and transparent decision processes. • Provides for the public to participate and influence City government. • Provide for the development of partnerships that will assist with or offset the cost of providing services. Purchasing Strategy 3. We are seeking proposals that advocate community interest in regional,state, and federal forums. • Increase amount of funding from outside sources. • Set strategic internal agendas and policy development. • Track successes, not just participation. Should be measured in results and quality, not in quantity of how many forums we participate in. • Selective participation. • Listen to the community. Purchasing Strategy 4. We are seeking proposals that provide open, accessible,and consistent decision processes. • Transparent and consistent decision processes. • Answers to inquiries are timely and accurate. • Flexible and respectful. • Processes that are fair,timely, and communicated to staff and citizens. Purchasing Strategy S. We are seeking proposals that provide clear and effective communications that uses a variety of channels and supports and values dialogue with our community. • Proactive, accessible communications using a variety of channels to inform and engage residents, businesses, key stakeholders, including the City's diverse population. • Two-way flow of information, both internally and externally,with opportunities for customers to communicate with City officials, departments, and staff. • Answers to inquiries are timely and accurate. Renton Results Page 100 of 548 • Relevant and timely communication to residents, businesses, and key stakeholders. • Allows for the public to provide information and feedback to City officials and staff. Purchasing Strategy 6. We are seeking proposals that provide policy and fiscal accountability to stakeholders. • Fiscal accountability, provide financial numbers in a way that is understandable and includes what we do, why we do it, and how we are doing it. • Transparency of numbers. • Communicating to customers in a way that they can understand and includes what we do, why we do it, and how we are doing it. • Not hiding our decisions. • Get feedback from the public earlier than the budget public hearing stage. • Ask the customers what do they want. • Making informed policy decisions, not just quick ones. Purchasing Strategy 7. We are seeking proposals that leverage partnerships with members of the public, business community, non profits, and faith based organizations,to increase capacity and assist with or offset the cost of providing services. • Develop public-private entrepreneurial partnerships. • Create goodwill in the community. • Are cost-effective. • Provide for acceptance of gifts,grants, and endowments. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to "scale"the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage external resource. 7. Show innovation and creativity in approach to delivery of results. r w Renton Results Page 101 of 548 re 2010 Program Offer Feedback Form Representative Government Priority Tier Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks 200001.0004 Legislative N—weak M/H More details to answer purchasing strategies and address questions(who,what,why,and how). 200002.0001 Court Administration N M/H Need performance measures that are quantitative and customer service orientated. 200002.0004 Infraction Processing+0.5 JUDGE Y H Performance measures should include goals and quantitative results. 200002.0006 Criminal Case Processing+0.25 Judge Y H Performance measures should include quantitative measures and customer service responses to include jurors. 200003.0001 Communications-External Relations Y M/L 200003.0002 Executive Y H Could the customer service aspect be merged with the Communications Department,at some point? 200003.0005 CABLE COMMUNICATION FUND Y M/L Needs more details to answer purchasing strategies (revenue and to answer questions(who,what,why,how). neutral) Needs performance measures. Is this required? (The proposal is revenue neutral,but it would be nice to have more information.) 200003.0007 Court Public Defenders Y H Mandated by law. Need performance measures. 200006.0001 City Attorney Civil Y H/M 200007.0001 Intergovernmental Relationsl,2,3,5 Y M/H 200011.0001 Hearing Examiner Y M/L 200012.0001 Legislative Support N L/M What are the legal requirements for this proposal? Needs more information to answer purchasing strategies. Needs performance measures. 200012.0002 Elections and Voter Registration N M Please clarify nature of mandate. Could this be done via other means more effectively? Need performance measures and answers to the purchasing strategies as they relate to Representative Government. 200012.0003 Official Functions and Office N M Please add City Clerk to title. Performance measures Administration should be addressed with quantitative measures and goals. 200012.0004 Information Center N L/M Please add more information to performance measures. 200020.0001 Community Engagement-1,2,5,7 Y M/H Renton Results Page 102 of 548 City of Renton 2010 Request for Results LIVABLE COMMUNITY Desired Results i want high quality facilities services and public resources to make Renton a place where people choose to live, learn, work play, and visit Indicators of Progress INDICATORS DATA TO BE COLLECTED Vibrant and diverse economy • No single employment sector exceeds 40%of the total number of jobs in the City. Managed growth • GMA/King County growth targets met. • Short, mid-, and long-term actions. • Established and completed in community and comprehensive plan. • Meet established benchmarks for timely processing of land use and building permits. • Number of projects that demonstrate quality development. Strong sense of community • Support for attendance at community programs, activities, and events. • Community satisfaction with arts, culture, recreation, and events (survey). • Public-private partnerships. bk Diverse learning and enrichment opportunities • Support for attendance at learning and f enrichment opportunities. Ihs • Community satisfaction survey. • Collection/resource care and maintenance. Nothing but clean, safe, healthy, and • Community satisfaction survey. r. well-maintained places . Program request and completed orders. r • Complies with codes and standards. • Information in languages other than English. +r L Renton Results Page 103 of 548 Cause and Effect Map Sense of i Community Learning and Managed Growth 1 FPO— I want hi facilities, services and 1� public resources• and Renton.; • place maintained and Diverse Economy where people choose to live, learn, work, play, and visit. Influences ' • Vibrant and diverse economy. • Managed growth. • Avenues for residents to meet social, educational, personal, and professional needs including community engagement and dialogue. • Arts, culture, and intellectual enrichment opportunities. • Clean, safe, healthy, well-maintained, and accessible public places that connect communities. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1. We are seeking proposals that create a vibrant and diverse local economy. Specifically proposals for/that: • Foster thriving businesses and help create new family wage job opportunities. • Support entrepreneurial activity and innovation. • Enhance tourism through community marketing. • Provide strategically targeted infrastructure in order to spark new private and intergovernmental investment. • Encourage and help create safe,well-maintained, and affordable housing. Renton Results Page 104 of 548 • Provide opportunities for individual professional development and support partnerships to strengthen workforce development. Purchasing Strategy 2. We are seeking proposals that support managed growth. Specifically proposals for/that: • Foster development of vibrant, sustainable, attractive, mixed-use communities throughout the City. • Provide a balance between housing and high-quality jobs. - • Maintain services to current residents while welcoming annexation areas that desire to become part of Renton. • Ensure compliance with all federal, state, and local laws that relate to planning and permitting. • Ensure the natural features and environment of the City are enhanced and maintained. Purchasing Strategy 3. We are seeking proposals that provide avenues for residents to meet their social, educational, personal, and professional needs and that foster community engagement and dialogue. Specifically proposals for/that: • Are inclusive of all ages, abilities, and cultures. • Welcome new participants and forge new relationships among residents. • Provide diverse recreational, intellectual, cultural, and artistic activities and programs. • Strengthen and encourage a sense of belonging through volunteerism and neighborhood involvement. • Provide opportunities for social interaction, shared experiences, and cultural exchange. Purchasing Strategy 4. We are seeking proposals that provide opportunities for learning and enrichment. Specifically proposals for/that: • Provide diverse intellectual, cultural, artistic, and recreational activities and programs that meet the needs and interests of the public. • Promote opportunities for shared experiences, cultural exchange, social interaction, and volunteerism within the community. • Develop and maintain collections of materials and resources that support the intellectual and informational needs of the public. • Incorporate public art into the design and creation of community spaces. • Support formal education, life-long learning, and personal growth MW Renton Results Page 105 of 548 Purchasing Strategy S. We are seeking proposals that create clean,safe, healthy,well-maintained, and accessible places. Specifically proposals for/that: • Clean, safe,well-maintained, and accessible parks, open spaces,trails, facilities, right-of-ways, and other city properties. • Public and private development that are accessible to all, are well-landscaped, and easily maintained. • Provide safe, accessible, well-maintained, and healthy recreational programming and facilities to engage, challenge, and bring together members of the community to promote personal well- being. • Incorporate sustainability in design of facilities to adapt to change and meet community needs. • Uphold a high standard of design and property maintenance throughout the City. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to "scale" the offer based on level of service,focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage external resources. 7. Show innovation and creativity in approach to delivery of results. 8. Ensure communication with internal and external stakeholders. Renton Results Page 106 of 548 2010 Program Offer Feedback Form Livable Community Priority Tier Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks 300007.0003 Long Range Planning1,2,3,4,5 Yes H/M Includes mandated processes,can position City for next round of economic activity 300007.0005 Current Planningl,2,4,5 Yes H Includes mandated processes, customers want clear, predictable process 300007.0006 Hotel/Motel Fundi Yes H Budget neutral program Program benefits City as a whole 300007.0007 Arts&Culture3,4 Yes M/L Program focuses mostly on CED's efforts 300007.0008 Farmers Marketl,3,4 Yes M Community loved service Program generates revenue that covers most of costs 300007.0009 Neighborhood Programa,4,5 Yes M Community loved program Program supports efforts of most departments throughout the City 300007.001 Economic Developmentl,2 Yes H Efforts are important to be able to pay for other programs Updated purchasing strategies from 3 to 2 300007.0011 1%for the Arts3,4 Yes M Amount invested is small compared to result of improvement of projects 300020.0003 Museum-1,3,4 Yes M/L Weighted towards M,only program in City that performs recording and preservation of materials Updated purchasing strategies to include 1,4 300020.0004 Library-1,3,4 Yes H Community loved service but also important resources for job seekers in this economy Updated purchasing strategies to remove 5 300020.0005 Parks and Trails Program-1,2,3,4,5 Yes H Community loved service,need still exists for services in newly annexed areas and for other services 300020.0007 Com Relations and Events-1,2,3,4 Yes M Updated purchasing strategies to remove 5 Generates visitors that is important to City image& income 300020.0009 Aquatics-1,3,4,5 Yes M Updated purchasing strategies to include 1 Community loved service,generates revenue 300020.001 CARCO THEATER-3,4,5 Yes M/L Community loved service,questioned ability for other groups in town to provide similar services 300020.0011 RECREATION SERVICES-3,4,5 Yes H/M Community loved services,can others in community provide similar services(probably not) 300020.0012 RENTON COMMUNITY CENTER- Yes H Community­loved serves as"heart"of the 3,4,5 community,wished there was more centers to serve residents 300020.0013 SENIOR CENTER-4,5 Yes H Community loved center,helps with well being of .; residents Updated purchasing strategies to remove 6 300020.0015 LEASED FACILITIES-0 No N/A No program description,should this be in internal 1r. services? 300020.0027 Community Services-Admin Yes H Lacks details of what this includes. Leadership& support services necessary to run dept Renton Results Page 107 of 548 Other comments: • It was unclear how to rank the proposals against the others in the Livable Community or against all programs in the City. Also how to account for programs that generate revenue, revenue neutral, or from other fund sources. • The group struggled with not having enough information to understand the cost-benefit of each program. Many thought this was a better way to prioritize use of limited funds. -- • In the future, it would be helpful to have additional information about which positions are the FTE. • It was difficult truly ranking proposals without knowing the proposal options. Some programs may be low priority, but if an adjustment meant that they were able to achieve similar results with less resources (or different resources),then the prioritization of the program may have been higher. • More lead time is needed in this process. There wasn't enough time for programs to truly work across departments to have the discussions on ways to collaborate or to get feedback on program changes. • Some gains in efficiency require upfront costs. How can programs address this barrier? • Administrator proposals should be consistent across the City; currently some are in internal services, some costs spread across all programs, and some in service areas. Renton Results Page 108 of 548 w City of Renton 2010 Request for Results Mobility Desired Results Safe and efficient access to all desired destinations, now and in the future Indicators of Progress (Task for Results Team:the left column represents all the indicators. What are the 10 key indicators that show we are succeeding at having a safe and efficient system?) INDICATORS DATA TO BE COLLECTED(EXAMPLES) 1. Linked mobility network that connects to . Participation in regional forums in planning and public and major facilities funding. • Monitoring of project progress and fiscal status. Customer surveys. 2. Well-maintained condition of the mobility Pavement condition. infrastructure Square feet of pavement maintained and repaired. Square feet of ROW landscape maintained. 3. Optimal and safe operation of mobility • Incident reports, accident data, speed reports, infrastructure violations. • Operational data square feet sidewalks/trails constructed/re-constructed. • Customer surveys. Renton Results Page 109 of 548 Cause and Effect Map maintainedWell comprehensiveSAF AND EFFICIENT ACCESS _ Optimal network TLL DESIRED • . : safe utilization DESTINATIONS, NOW, AND IN THE FUTURE Influences • A linked, comprehensive network. • Well maintained. • Optimal and safe utilization. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs u that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1. : We are seeking proposals that provide for the development of a linked network of regional, community, and neighborhood streets,sidewalks,trails,and airport that connect to public and major facilities in a coordinated , safe,and accessible manner. Specifically, proposals should: • Meet basic core needs for business, personal travel, movement of goods, and recreation. • Meet the growth needs of the community. • Integrate the City's mobility network with that of the region. • Fill gaps in the existing infrastructure. • Maintain high level of quality assurance in providing new facilities. • Support the City's Business Plan. Renton Results Page 110 of 548 Purchasing Strategy 2. We are seeking proposals that provide well-maintained mobility infrastructure (streets, sidewalks,trails,transit,and airport). Specifically, proposals should: • Consider life-cycle costs. • Minimize disruptions to existing system use. • Maintain the infrastructure. • Reduce unsafe conditions. Purchasing Strategy 3. Optimal and safe utilization of a mobility network(streets,sidewalks,trails, transit, and airport). Specifically, proposals should: • Optimize the utilization of the existing network. • Account for aesthetic s and the environment . • Maximize safety without the use of enforcement. • Utilize enforcement to proactively achieve compliance for safety. • Where applicable, manage demand for the mobility infrastructure through heavier utilization of transit, promotion of non-motorized travel, or other means. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to "scale"the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Identify and leverage external resources (grants, local improvement or benefit districts, volunteers, labor, equipment, e.g.). 7. Consider innovative and non-conventional ("out of the box") approaches to delivery of results. 8. Ensure that any disruptions to the existing network—repairs, special events, new construction— are well coordinated with citizens, businesses, and public safety agencies. Renton Results Page 111 of 548 r 2010 Program Offer Feedback Form Mobility Priority Tier Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks 400016.0002 Transit Coordination/Commute Trip H L/M May be mandated but can perhaps address compliance Reduction through very minor perfunctory effort. The citizen would not see a major city role in transit coordination believing this to be Metro's role. 400016.0003 Sidewalk Planning and Design Program H H Comments were addressed. 400016.0004 Trail Planning,Development and H H Comments were addressed Maintenance 400016.0006 Building the Mobility Network. H H Comments were addressed 400016.0007 Bridges and Guardrails H H Comments were addressed 400016.0008 Street Maintenance(Engineering Support) L L Consider combining with Street Maintenance and not have it as a separate offer. 400016.0009 Trans Operations Maintenance Section H H Better title. Relate to maintenance of traffic control devices and signals. 400016.001 Trans Operations Engineering Section H H Add Community Services to departments coordinated. 400016.0011 Airport Operations H H Without Boeing,team thought the priority would be Low. Point out that this uses funding from leases and grants,not general fund. 400019.0001 Street Maintenance M H Vegetation Control is now in Parks based on a recent ordinance. Add metrics for miles of roads and sidewalks maintained. Language should be less"whiney." Quantify how many incidents responded to. 400019.0002 Public Works Maintenance Administration L M Difficult to see relevance to Mobility request for proposal. Explain better. Break out the part of this which is Mobility alone,without the other Utility and Fleet functions. r r. Renton Results Page 112 of 548 .. City of Renton 2010 Request for Results Utilities and Environment Desired Results I want to live, learn, work and play in a clean, green, and protected environment with reliable, affordable utility service Indicators of Progress INDICATORS DATA TO BE COLLECTED 1. Quality cleanliness and appearance of • Customer survey. environment 2. Number/amount of paid claims against • Number of claims submitted and dollar amount Utility Systems infrastructure of claims. 3. Sustainable utility rates • Renton water/sewer/garbage rate for average residential user compared to other local jurisdictions. 4. Reduction in peak water use • Peak day and week water usage. • Irrigation volume. 5. Code compliance cases completed • Number of open cases compared to completed/closed cases. 6. Satisfaction score on open space • Customer survey. distribution I Renton Results Page 113 of 548 Cause and Effect Map A visual representation of the cause and effect to reach an outcome.This pathway shows the relationship between the influences, indicators, and reaching the desired result. properties and Environmentalenvironment Operate education/outreach maintain utility infrastructure A clean, green, F and protected • • environment r environmental P1, with reliable, Operate solid standards and affordable waste program laws utility service. pe Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton a safe place to live,work, play and visit include: • Compliance with environmental standards and laws. • Environmental, conservation education, and outreach. • Well-maintained neighborhoods, properties, and environments. • Protection of open space/acquisition. • Operate and maintain piped utility infrastructure. • Manage solid waste. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. �I Renton Results Page 114 of 548 Purchasing Strategy 1. Develop a program to ensure compliance with environmental Standards and laws. Specifically, proposals should provide: • Proper implementation of SEPA process. • Timely response to code enforcement issues. • Implementing appropriate protection measures for erosion control and wetlands and stream buffers. Purchasing Strategy 2. Develop environmental and conservation education programs. Specifically, proposals should: • Promote conservation including incentive programs. • Promote reduce, reuse, and recycle concepts. • Promote environmental stewardship and sustainability. • Meet regulatory and permit requirements. Purchasing Strategy 3. Develop a program that • Provides for safe and well-maintained neighborhoods, properties, and environments. • Promotes low impact landscape practices. • Works with business and property owners to ensure compliance with code and maintenance to create safe, healthy, and attractive properties throughout the city. Purchasing Strategy 4. Provide for enhanced open space within the City by • Developing a plan to identify and acquire open space and natural systems. • Preserving and protecting open space and natural systems. • Acquiring new open space and natural systems. Purchasing Strategy S. Develop a program for the City's piped utility infrastructure that • Operates and maintains the infrastructure so that it works effectively and reduces maintenance costs. • Provides for planning, design, and construction of infrastructure improvements and upgrades to meet standards, regulations, and growth and system sustainability. • Complies with federal, state, and local regulations. w.. Purchasing Strategy 6. Develop a program to efficiently manage the City's solid waste that • Administers and enforces the City's solid waste collection contract. • Increases recycling, waste reduction, and reuse as alternatives to disposal. • Provides assistance to the public to resolve issues regarding solid waste service. Renton Results Page 115 of 548 rt Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: M 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to "scale"the offer based on level of service,focusing on how to meet the mandatory nature of the program,or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage external resources. 7. Show efficiency, innovation, and creativity in approach. at SII ri Renton Results Page 116 of 548 2010 Program Offer Feedback Form Utilities and Environment Priority Tier Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks 500004.0001 Utility Billing and Cashiering H 500007.0001 Public Works Permits and Inspections-1, 3&5 M 500018.0001 Wastewater Engineering and Planning-5 H 500018.0003 Water Education-2 M 500018.0004 Water Engineering and Planning-5 H 500018.0005 Surface Water NPDES Education-2 M 500018.0006 Surface Water Engineering and Planning- 5 H 500018.0007 Solid Waste Collection-6 H Contract/Need to do 500018.0008 Solid Waste Education-2 L 500018.0009 Utility Systems Administration—5&6 M 500018.0012 King County Metro Fund H Contract/Need to do 500019.0001 Wastewater Maintenance—2&3 H 500019.0002 Solid Waste Litter Control—2&3 M 500019.0003 Surface Water Maintenance-2&3 H 500019.0004 Water Maintenance—2&3 H 500020.0001 Golf Course-5 H Revenue generating program 500020.0002 Urban Forestry and Nat'l Resources-1,21 3&4 M Renton Results Page 117 of 548 City of Renton 2010 Request for Results Internal Support Desired Results o icientl Provide City departments with the means t0 operate a ff y and effectively in a safe and stainable manner. Indicators of Progress (Task for Results Team: the left column represents all the indicators. What are the 10 key indicators that show we are succeeding at having an effective and efficient government?) INDICATORS DATA TO BE COLLECTED 1. Price of government • Total City taxes and fees. • Aggregate personal income. 2. Debt financing as%of capital investments • 3. Citywide productivity loss due to disability • Disability and sick leave usage at hourly rate. and sick leave 4. Facility cost per square feet • Offices maintenance and operations and major maintenance cost per square feet. 5. Fleet cost per vehicle • Total maintenance and operations and replacement(in-lieu of depreciation) costs/vehicle. 6. Information technology cost/employee • Total maintenance and operations and PC replacement costs. 7. Online services availability • On-line mapping, permits, and billing. 8. Customer satisfaction on having means to • Survey. operate effectively and efficiently Renton Results Page 118 of 548 _ Cause and Effect Map A visual representation of the cause and effect to reach an outcome.This pathway shows the relationship between the influences, indicators,and reaching the desired result. r Fiscal Highly �r qualified, Provide healthy, well eq • •- -• • • trained and data that is productive reliable and workforce accessible AN b; Provide departments with Functional work the means • ••- Protect Public• environment and effectively in a assets safe • stainable L manner. Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton an efficient and effective government: • Highly qualified, healthy,well trained, and productive workforce. • Functional work environment. • Fiscal accountability. • Safeguard public interests and assets. • Equipment and data that is reliable and accessible. All of the above should be delivered in a manner that fosters: • Cooperative and collaborative relationship. • Quality and cost effective solutions(consider centralized vs. decentralized and contracting service models). Renton Results Page 119 of 548 Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which addresses the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1: Programs provide a highly qualified, healthy,well trained,and productive workforce including: • Attract and retain highly qualified applicants and employees. • Encourage and support both professional and personal development. • Ensure a quality work environment both physically and mentally. • Enhance collaborative relationships between the City and the labor organizations. Purchasing Strategy 2: Programs that strive to provide a functional work environment • New buildings and retrofits built to LEED/Energy Star certification standard. • Reasonable environment (temperature, air/water quality, cleanses) based on government- recommended (GSA) standards. • Efficient, effective, and accessible work environment for employees. • Capital Investment Program and major maintenance decisions made on basis of life cycle cost analysis. Purchasing Strategy 3: Programs ensure fiscal accountability • Cost effective government services. • Transparent,timely, and accurate fiscal processes and financial information. • Clean audit. • Strong bond rating. Purchasing Strategy 4: Programs safeguard public interests and assets • Legal counsel and advice to support City legislative and executive operations. • Fair and accurate legal advice to City staff. ., • Fair and efficient prosecution services. • Manage City's exposure to nature and manmade disasters through appropriate balance between risk retention/transfer. • Collect City revenues and manage City funds. • Maintain and preserve City facilities and other public assets. • All land survey public documents are reviewed to ensure City required elements are met. • Protect City's interests in City held properties, easements, and associated rights. • Legislative support. Purchasing Strategy 5: Programs provide equipment,data, and support that is reliable, accessible, and secure. • Appropriate equipment for service delivery. Renton Results Page 120 of 548 • Technology for efficient communication and operation. r • Efficient storage, archival, indexing, and retrieval of data and records. • Own,operate, and maintain various data sets, software applications, and user applications for Citywide use. • Mapping product services across all City departments from multiple agencies and resources. • Standardization of equipment and software applications. r., Clear, concise, and centralized communication strategy to provide cohesive communication for department-wide programs and priorities. • Expand/Enhance online services to internal and external customers. Purchasing Criteria/Consideration: ..� The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. rr 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Demonstrate innovative ("out of the box")approaches in service delivery that will generate cost savings or require less resources without sacrificing quality of service. 4. Improve internal customer and public services. 5. Improve external customer services. 6. Demonstrate options to "scale"the offer based on level of service,focusing on how to meet the mandatory nature of the program, or based on resources available. 7. Encourage community, regional, and interdepartmental collaboration and partnerships. 8. Leverage external resources. Renton Results Page 121 of 548 2010 Program Offer Feedback Form Internal Support Priority Tier Offer Number Offer Description Responsive (H/M/L) Comments/Feedbacks 600003.0001 Communication-Multi Media Yes M Consider separating Print Shop into separate offer. Recommend highlighting potential cost savings and consider including language for a needs analysis as part of work. 600004.0003 Applications and Database Services Yes H Add as a measure—Implementing new software. 600004.0004 Enterprise GIS Yes M 600004.0005 Service Desk Support Yes H Group would like to see additional staffing,including permanent staff,added to this program to increase efficiency and effectiveness. 600004.0006 Asset,Debt,and Treasury Management Yes H 600004.0007 Payroll Yes H 600004.0008 Budgeting and Financial Planning Yes M Group was split between high and medium on this offer. 600004.0009 Accounting and Auditing Yes H 600004.001 Finance Operations Yes H 600004.0011 Finance Administration Not rated—Group recommends that admin be split amongst other offers for that department. 600004.0013 Network Services Yes H Group struggled with what the offer truly entailed. Recommend a rewrite of offer to emphasize the critical and basic services offer provides. 600004.0014 Telecommunications Yes H 600004.0015 Security Services Yes H Group recommends that offer be re-written to an audience of non-technical folks. 600004.0017 General Government Debt Not reviewed,group felt this offer was not even an option and as such just needs to be implemented. 600005.0003 Other City Svc Employee Termination Pay Not reviewed,group felt this offer was not even an option and as such just needs to be implemented. 600005.0004 LEOFF 1 Medical Obligation Not reviewed,group felt this offer was not even an option and as such just needs to be implemented. 600005.0013 Association Dues and Contracted Services N/A L Group rated this offer low in order to get next level review to take a hard look at each of these items to determine necessity. 600006.0002 City Attorney Administration Not rated—Group recommends that admin be split amongst other offers for that department. 600007.0001 CED Administrativel,2,3 Not rated—Group recommends that admin be split amongst other offers for that department. 600007.0002 Technical and Property Services4 Yes H 600012.0001 Records Management Yes H 600014.0001 Employment Law Yes H 600014.0002 Recruitment&Selection Yes L Given current economic conditions,this offer appears to be a lower priority at this time. 600014.0003 Classification and Compensation Yes M 600014.0004 Labor Relations Yes H Renton Results Page 122 of 548 Offer Number Offer Description Responsive Priority Tier (H/M/L) Comments/Feedbacks 600014.0005 Risk Management Yes H 600014.0006 Workers'Compensation and Safety Yes H 600014.0007 Benefits Yes H Group feels this program should be continually reviewed and scrutinized to minimize costs while providing appropriate benefits. 600014.0008 Wellness Yes L Group felt this item to be a low priority during current economic times. 600014.0009 Training Yes L Group felt this item to be a low priority during current economic times. 600014.001 HR/RM Administration Not rated—Group recommends that admin be split amongst other offers for that department. 600014.0011 Employee Recognition and Orientation Yes L Group felt this item to be a low priority during current economic times. 600015.0001 Public Works Administration Not rated—Group recommends that admin be split amongst other offers for that department. 600016.0001 Trans Operations Internal Support Yes H Services 600019.0001 Fleet Services Yes H 600020.0003 Custodial Services-2 Yes H 600020.0004 Facilities Technical Maintenance-2 Yes H Renton Results Page 123 of 548 �y This page is intentionally left blank r w Renton Results Page 124 of 548 ' Budget by Department 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 to r Legislative rr Don Persson Council President 8.0 FTEs Julia Medzegian Council Liaison I Terriro re Pro-Tern I President Pro- Randy Corman Marcie Palmer King Parker Greg Taylor Rich Zwicker a s +w Budget by Fund-Legislative Page 125 of 548 01i Legislative Mission Statement The City Council 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. City Councilmembers Names and Committees Councilmember Term Term Expires 2009 Committee Chair Committee Meeting Days Time n Don Persson 4 years 12/31/2011 Committee of the Whole 1st,2nd,3rd,4th Mondays 6:OOpm rr Randy Corman 4 years 12/31/2013 Transportation/Aviation 2nd and 4th Thursdays 4:OOpm King Parker 4 years 12/31/2011 Finance 1st,2nd,3rd,4th Mondays S:OOpm Marcie Palmer 4 years 12/31/2011 Community Services 2nd and 4th Mondays 4:OOpm Terri Briere 4 years 12/31/2013 Planning and 1St and 3rd Thursdays 3:OOpm Development Greg Taylor 4 years 12/31/2011 Public Safety 1St and 3`d Mondays 4:OOpm Rich Zwicker 4 years 12/31/2013 Utilities 1St and 3rd Thursdays 2:OOpm 1111 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Operating Budget Summary 244,773 245,441 269,779 266,495 247,225 267,957 -0.7% Position Summary 8.00 8.00 8.00 8.00 8.00 8.00 0.0% • List of Legislative Renton Results Decision Packages: 11r Baseline Original Budget Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 200001.0004 Legislative Operations 8.00 232,190 8.00 223,715 Total 8.00 $ 232,190 8.00 $ 223,715 Legislative Performance Measures: Program Area Performance Measure 2008 2009 2010 Residents experience timely response to N/A N/A TBD information requests Residents experience timely decisionmakingthat Legislative Operations reflects theirconcems N/A N/A TBD Publictrust surveyratings Excellent TBD TBD Government welcomes citizen involvement 42% TBD 50% Government listens to citizen concerns 29% TBD 40% t Budget by Fund-Legislative Page 126 of 548 f r r Highlight of Budget Changes: • Reallocated$2,756 from Other Services&Charges to Supplies be more in lined with historical costs ■r • Reduced Other Services&Charges by$8k as part of City-wide budget reductions • Increased Interfund Payments by$10k to include insurance costs from the Insurance internal service fund Expenditure Budget by Division-Legislative � 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSalaries 144,629 145,479 151,264 147,980 148,286 151,032 -0.2% • Personnel Benefits 60,588 53,885 60,306 60,306 59,974 57,683 -4.3% Supplies 1,105 4,475 2,244 2,244 1,444 5,000 122.8% Other Services &Cha rges 5,896 10,508 21,231 21,231 3,369 10,000 -52.9% Interfund Payments 32,555 31,095 34,734 34,734 34,152 44,242 27.4% Total 244,773 245,441 269,779 266,495 247,225 267,957 -0.7% Staffing Levels by Division-Legislative 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 2009 Accomplishments Adopted the recommendations of the Highlands Phase II Task Force. Designated a portion of the NARCO property as an off-leash pet area. Approved the following: • Earlington Annexation and related zoning. 1rr • Duvall South Annexation. • Honey Creek Estates Annexation and related zoning. • Sunset East Annexation and related zoning. • Bob Singh preliminary plat; nine single-family lots on 2.14 acres. • White Fence Ranch Sanitary Sewer Extension Special Assessment District. • Central Plateau Interceptor Phase II Special Assessment District. • A$100,000 Housing Opportunity Fund grant award to the Renton Housing Authority for the proposed Edmonds/Glenwood affordable housing project. • With conditions,the Altmyer Preliminary Plat,a proposed 21 lot subdivision. • Interlocal agreement with King County Fire District#40 regarding the transfer of district assets to the City. • Springbrook Terrace Annexation and related zoning. • An agreement to accept$2,831,500 in grant funds from the Transportation Improvement Board for the Rainier Ave.S. improvement project. +� • Petitions, by election,of the West Hill and Greater Fairwood Communities annexations. • With conditions,the Welman Preliminary Plat,a 25 lot subdivision. Budget by Fund-Legislative Page 127 of 548 • The 2010-2015 Six-Year Transportation Improvement Program. • Shamrock Annexation and related zoning. • Interlocal agreement with the King County Flood Control Zone District for Opportunity Fund projects. • Highlands Water Main Improvements Special Assessment District. • Baxter Lift Station Replacement Special Assessment District. • Contract for the development of a Community Investment Strategy for the Sunset Area of the Renton Highlands. • Contract to implement Phase I of the Surface Water Utility Storm System Inventory Mapping project. • A Memorandum of Understanding with Renton Technical College to continue the work of the Renton Small Business Development Center. • City of Renton Trails and Bicycle Master Plan. • Puget Sound Energy Conservation Grant to accept$257,988 for heating,ventilation,and air conditioning rl upgrades at the 200 Mill Building. • The first round of 2009 Neighborhood Program grants in the total amount of$50,660. • Contract to develop a Museum Master Plan. • Washington State Department of Transportation grant to accept up to$2 million for the Rainier Avenue South Improvement Project-Phase I Shattuck Ave.S.Stormwater Bypass System. to • Establishment of the Earlington Sanitary Sewer Interceptor Special Assessment District. • Contract with King County to accept$1,170,657 for basic life support services for 2009. • Agreement with the Washington State Military Department to receive up to 75 percent of eligible non- insurance covered damages for the January 2009 storm event. • Amendment extending the City Center Park and Ride Garage Agreement with King County. • Mackay Annexation;approximately 7.4 acres. • Contract for the 2009 Wastewater Lift Station Pre-Design project. • Langley Meadows Final Plat;a 70-lot subdivision. Authorized the following: • The utilization of$187,932 in grant funds to upgrade approximately 51 City traffic signals/pedestrian crossings to light emitting diode(LED),saving approximately$26,265 annually in energy costs. • The creation of the South Correctional Entity Facility Public Development Authority(SCORE)relating to the regional misdemeanant jail facility. Awarded the following Contracts: , • Gene Coulon Memorial Beach Park-Asphalt Pathway Repaving project. • The 2009 Street Overlay with Curb Ramps project. • Gene Coulon Memorial Beach Park- Fishing Pier Repair&Boathouse Walkway Mitigation project. • Maplewood Creek and Madsen Creek Sediment Basin Cleaning Project 2009. • Seismic Retrofit of Renton Fire Station#11 contract. • Runway 15/33 Resurfacing contract. • Downtown Wayfinding Signage project. Accepted the following: • $1,644,972 in grant funds from the Federal COPS Hiring Recovery Program to reinstate four previously unfunded police officer positions,and authorize funding for two other police officer positions. • $109,696 in grant funds from the Washington State Department of Homeland Security for support of the emergency management program. Budget by Fund-Legislative Page 128 of 548 ' .. • Amendments to the Park Rules and Regulations. Position Listing- Legislative 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted Legislative Services/City Council E09 City Council Members (Elected) 7.00 7.00 7.00 7.00 7.00 7.00 M17 City Council Liaison 1.00 1.00 1.001.00 1.00 1.00 Total Legislative Services 8.00 8.00 8.00 8.00 8.00 8.00 r t r Budget by Fund-Legislative Page 129 of 548 r :. This page is intentionally left blank 1r tri �Ir i i Budget by fund-Legislative Page 130 of 548 rr 1. Executive 1W MAYOR Denis Law 16.5 FTEs 1W CHIEF ADMINISTRATIVE OFFICER Jay Covington r� ASSISTANTCAO Communications Marty Wine Preeti Shridhar 6.0 FTEs Mayor's Office City Clerk Hearing Examiner r 4.5 FTE s 4.5 FTEs 1.5 FTEs Media Relations i +rr IVIa or Su p port Records Management and y II MicrofilmingAppeals Graphic Design/Multi-Nledia' Strategic Leadership and Legislative and Land Use Regulatory Codes Direction Administration Support Application Website J Comprehensive Plan and PubliclnformationServices Annual Budget Oversight Print and Mail Voter Registrations and Elections Cable Channel 21 Budget by Fund-Executive Page 131 of 548 Executive Mission Statement Provide executive leadership and management for the City of Renton government to act strategically, implement decisions efficiently and accurately,apply City policies uniformly,and achieve City goals expeditiously. 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Operating Budget Summary 1,777,426 1,761,151 2,507,211 3,407,704 3,022,588 3,729,735 48.8% Position Summary 13.00 16.00 14.00 20.00 20.00 16.50 17.9% so List of Executive Renton Results Decision Packages: Baseline Original Budget Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 200003.0001 Communications - Extern 3.00 378,900 - 3.00 362,954 200003.0002 Executive Operations 5.00 690,720 - 4.50 651,366 200003.0005 Ca b I e Communication Fu - 85,674 85,674 - 85,674 85,000 200003.0007 Court Public Defenders - 409,224 - - 409,224 - 200003.0010 Grant Writing and Repor - 50,000 - - 50,000 - 200011.0001 Hearing Examiner 1.50 189,221 - 1.50 189,221 - 200012.0001 Legislative Support 1.67 209,284 - 1.65 177,912 - 200012.0002 Elections and Voter Regi 0.14 173,313 - 0.14 337,313 - 200012.0003 Official Functions and 01 0.46 91,290 - 0.43 60,993 200012.0004 Information Center 0.93 116,935 - 0.88 84,494 - 600003.0001 Communication - Multi N 5.00 667,196 - 3.00 514,605 600012.0001 Records Management 2.30 224,867 - 1.40 150,765 - 600019.0002 Fleet Services Capital Re - 12,396 - - 10,596 - Total 20.00 $ 3,299,020 $ 85,674 16.50 $ 3,085,118 $ 85,000 Budget by Fund-Executive Page 132 of 548 Executive Performance Measures: Program Area Performance Measures 2008 2009 2010 Value of services for the taxes paid to � Executive Operations N/A 45% 45% Renton The overall direction that Renton is N/A 60% taking 60% WA Percentage of appointed cases reporting they are fairly represented by the Court Public Defenders contract defense attorney regardless of N/A TBD TBD is the outcome of the case Percentage of City's key programs and initiatives that are communicated to to various target audiences via media Baseline to be relations,community relations,website, N/A established Increase by 5% Communication electronic communications,Channel 21 and city publications Number of unique visitors and page views to the website as determined by N/A 500,000/month 500,000/month aw web analytics City Clerk Percentage of agendas&minutes on 93.75% 93% TBD time r Number of new records indexed 794 719 TBD Ordinances Processed&Published 103 81 TBD Contracts&Addenda Processed 294 288 TBD W Hearing Examiner Percentage of participants in theappeal Begin measuring process surveyed report that their Baseline to be in 2010 to set matter was handled fairly regardless of N/A established baseline W the outcome. s Highlight of Budget Changes: • Moved 4 positions/FTEs from Fire, Finance and Information Technology,and Community Services to the newly created Communications division which increased Regular Salaries, Personnel Benefits,Supplies, nr and Other Services and Charges • Removed Court Services from the Executive Department. Court Services is now reported as a separate department • Intergovernmental Services increased because of higher city general/special elections due to increased population and King County Library System elections which will be held in February of 2010. These increases amount to$225k • Interfund Payments increased due to new Internal Service Fund charges from Insurance($20k), Communications($337k)which is primarily in non-department expenditures,and Facilities($189k) • Reduced staffing by 1.5 FTEs due to budget reductions 1 Budget by Fund-Executive Page 133 of 548 allli Expenditure Budget by Division-Executive 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Mayor's Office 885,147 966,373 1,489,887 1,449,382 1,499,747 1,635,047 9.7% City Clerk 735,080 627,957 817,996 801,026 681,805 1,016,688 24.3% Hearing Examiner 157,199 166,820 199,328 172,493 171,911 200,440 0.6% Communications 0 0 0 984,803 669,126 877,560 100.0% Total 1,777,426 1,761,151 2,507,211 3,407,704 3,022,588 3,729,735 48.8% Expenditure Budget by Category-Executive 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Re gu I a r S a la ries 1,014,169 1,067,696 1,165,789 1,523,082 1,300,590 1,372,883 17.8% Part-Time Salaries 29,390 22,718 0 29,547 51,049 0 N/A Overtime 1,266 3,159 0 0 11,731 0 N/A Personnel Benefits 268,762 322,857 408,744 620,770 423,670 427,288 4.5% Supplies 11,403 11,893 20,717 91,149 79,879 90,454 336.6% Other Services and Charges 232,038 160,363 592,087 752,806 752,674 826,897 39.7% Intergovernmental Services 61,114 55,040 92,250 92,250 91,556 317,000 243.6% Capital Outlay 12,289 0 40,000 85,000 0 40,000 0.0% Interfund Payments 146,995 117,424 187,624 213,100 311,440 655,213 249.2% Total 1,777,426 1,761,151 2,507,211 3,407,704 3,022,588 3,729,735 48.8% Staffing Levels by Division-Executive 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Mayor's Office 6.00 7.00 7.00 5.00 5.00 4.50 -35.7% City CI e rk 5.50 7.00 5.50 5.50 5.50 4.50 -18.2% Hearing Examiner 1.50 2.00 1.50 1.50 1.50 1.50 0.0% Communications 0.00 0.00 0.00 8.00 8.00 6.00 100.0% Total FTE 13.00 16.00 14.00 20.00 20.00 16.50 17.9% Temp/Intermit Salaries &Benefits $32,134 $24,799 $ - $ 29,547 $58,806 $ N/A 1 E Budget by Fund-Executive Page 134 of 548 , �r Mayor's Office Mission Statement Provide executive leadership and management for the City of Renton government to act strategically, implement decisions efficiently and accurately,apply City policies uniformly,and achieve City goals expeditiously. 2009 Accomplishments Administration W • Support the Mayor and Council, and coordinate input of Department Administrators, in continuous refinement of the City's Business Plan. • Ensure achievement of the City's goals and objectives by appropriately placing authority, assigning rrr accountability,and monitoring performance. • Provide strategic leadership and oversight for the City's annual budget, comprehensive plan, and business and operational plans scheduled for implementation during 2009. • Inform State and Federal legislators about Renton's needs and interests to gain maximum legislative and funding assistance for the City. • Provide strategic leadership and direction on regional,state, and national issues, including transportation, 'W land use,annexation,and sales tax streamlining. • Coordinate effective interdepartmental planning and intergovernmental agreements related to potential annexations. • Implement Renton Results internally, a community accountability effort designed to creating a results- oriented performance measurement program. • Provide direction and coordination for all Departments/Divisions to articulate desired outcomes for core services, based on citizen understanding and input and on best management practices; manage City operations toward achievement of those outcomes. • Provide excellent service to internal and external customers; ensure that citizen concerns are addressed accurately,sensitively,and in a timely manner. • Continue the redesign of the City's website with a user-centered navigation, unified image, and increased ability to interact with the City using up-to-date technology. rrr • Coordinate the City's messages and standardize formats and styles; find ways to reduce cost while maintaining high quality. 2010 Goals • Support the Mayor and Council, and coordinate input of Department Administrators, in continuous refinement of the City's Business Plan. 40 • Ensure achievement of the City's goals and objectives by appropriately placing authority, assigning g accountability,and monitoring performance. • Provide strategic leadership and oversight for the City's annual budget,comprehensive plan,and business and operational plans scheduled for implementation during 2009. • Assess the character of City services and programs and prepare recommendations to City Council to guide rr decisions on level of effort and resource allocation. • Disseminate public information through press releases, community news sources, employee news sources,the City's website,and other media. 49 • Deliver a balanced long-term funding plan for the City's major annexation areas. • Seek input from City and potential annexation area residents to understand the desired level and quality of City services. W Budget by Fund-Executive Page 135 of 548 • Develop a service and funding partnership with King County to provide information inside and outside the City about the future service impacts of growth and annexations. • Develop a community involvement approach for Renton Results, a community accountability effort designed to creating a results-oriented performance measurement of city services. • Begin the concept and design for an enterprise-wide customer service initiative focused on responsive, excellent customer service. Ensure that citizen concerns are addressed accurately, sensitively, and in a timely manner. r Expenditure Budget by Category-Mayor's Office 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular Salaries 595,689 651,038 714,146 698,641 636,172 524,940 -26.5% r Part-Time Salaries 29,390 20,643 0 0 0 0 N/A Ove rti me 685 0 0 0 0 0 N/A Personnel Benefits 139,366 178,531 212,578 212,578 177,134 117,281 -44.8% Supplies 2,705 2,577 2,430 2,430 2,423 1,736 -28.6% Other Services and Charges 51,159 57,980 453,414 428,414 443,930 466,634 2.9% Interfund Payments 66,153 55,604 107,319 107,319 240,087 524,457 388.7% Total 885,147 966,373 1,489,887 1,449,382 1,499,747 1,635,047 9.7% Staffing Levels(Full-Time Equivalent Employees-FTE)-Mayor's Office 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Budget 09/10 Regular 6.00 7.00 7.00 5.00 5.00 4.50 -35.7% Total FTE 6.00 7.00 7.00 5.00 5.00 4.50 -35.7% Temp/Intermit Salaries &Benefits $32,021 $22,419 $ - $ - $ - $ - N/A i t t t Budget by Fund-Executive Page 136 of 548 .. City Clerk Mission Statement W The Office of the City Clerk is dedicated to supporting governance and the legislative process, maintaining and preserving the City's official records, assisting and informing the public, coordinating elections, and carrying out official duties with integrity, as required by law and policy, and to meet the needs of the citizens, Mayor, City us Council,and City administrative staff. 2009 Accomplishments • Implemented electronic system citywide to support the agenda bill process o • Utilized a part-time temporary employee to help address backlogged microfilm work due to having unfilled positions; • Drafted citywide contract and bidding policy revisions +� • Trained new Records Management Coordinator • Developed online,searchable, public access to Ordinances, Resolution, minutes,and agenda packets 2010 Goals • Continue to enable accessibility of City government to the citizens • Update Councilmember Desk Manuals • Respond to increasing Records Requests and maintain official City records as required by law • Update records retention schedules to reflect department reorganizations and state changes • Train city staff on agenda,contracts,and records processes • Maintain services and legal mandates with reduced staffing W • Work toward Electronic Imaging Systems certification to allow creation of microfilm from scanned images Expenditure Budget by Category-City Clerk 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula r Sa la ries 295,738 289,561 321,044 314,074 265,004 276,518 -13.9% Part-Time Salaries 0 2,075 0 0 23,903 0 N/A Overtime 206 2,229 0 0 11,237 0 N/A Personnel Benefits 104,801 116,530 165,181 165,181 121,486 135,264 -18.1% Supplies 8,614 9,131 17,297 17,297 4,453 17,296 0.0% Other Services and Charges 180,229 100,451 111,640 101,640 102,234 111,073 -0.5% Intergovernmental Services 61,114 55,040 92,250 92,250 91,556 317,000 243.6% Capital Outlay 12,289 0 40,000 40,000 0 40,000 0.0% M Interfund Payments 72,088 52,940 70,584 70,584 61,932 119,537 69.4% Total 735,080 627,957 817,996 801,026 681,805 1,016,688 24.3% rill Staffing Levels(Full-Time Equivalent Employees-FTE)-City Clerk 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular 5.50 7.00 5.50 5.50 5.50 4.50 -18.2% Total FTE 5.50 7.00 5.50 5.50 5.50 4.50 -18.2% Temp/Intermit Salaries &Benefits $ 113 $ 2,380 $ - $ - $26,492 $ - N/A r +r in r Budget by Fund-Executive Page 137 of 548 Hearing Examiner r„r Mission Statement t Provide decisions and recommendations for the public and City Council through a fair, impartial, and open legal process. Provide compliance with laws, policies, and mandates. Provide a public process that results in informed decision-making. 2009 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. 2010 Goals at • Consider and apply land use regulatory codes. • Hear appeals regarding SEPA or Administrative decisions. Expenditure Budget by Category-Hearing Examiner 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 �r Regu I a r Sa la ries 122,742 127,097 130,599 127,764 131,769 134,088 2.7% Ove rti me 375 930 0 0 75 0 N/A Personnel Benefits 24,595 27,796 30,985 30,985 29,459 27,110 -12.5% Supplies 84 186 990 990 105 990 0.0% Other Services and Charges 650 1,932 27,033 3,033 1,081 27,033 0.0% Interfund Payments 8,754 8,880 9,721 9,721 9,421 11,219 15.4% Total 157,199 166,820 199,328 172,493 171,911 200,440 0.6% Staffing Levels(Full-Time Equivalent Employees-FTE)-Hearing Examiner 2007 2008 2009 2009 2009 2010 Change at Actual Actual Budget Adj Budget Actual Budget 09/10 Regular 1.50 2.00 1.50 1.50 1.50 1.50 0.0% Total FTE 1.50 2.00 1.50 1.50 1.50 1.50 0.0% 40 11D r� Budget by Fund-Executive Page 138 of 548 rrr u. Communications Mission Statement—The mission of the Communications Division is to • Provide Renton residents with critical and relevant information on a timely basis 10 • Make residents aware of opportunities to be involved with their community • Position Renton as a unique urban center and destination—a great place to shop, work, live,learn and Play 1W • Facilitate a two-way dialogue between city government and residents • Enhance communications at and among all levels of city government and ensure coordinated and consistent communications s 2009 Accomplishments • Created the new Communications Division to ensure strategic and coordinated communications for the City. • Developed and implemented strategic communications for key issues including the Mayor's State of the City address, budget,the new garbage and recycling service,various emergencies, Renton Heart Month, 1W the Wipe-Out Graffiti campaign,Seahawks Training Camp, Renton Film Frenzy,Shop Renton Campaign, key events such as Fourth of July, Renton River Days, Museum Key Ingredients and more. • Developed and implemented the video-technology plan for Channel 21;contracted with Puget Sound No Access for channel operations;currently enhancing content development and production. • Received grant for Americorps volunteer and developed communications and outreach program to reach diverse communities. Ift • Created and implemented the public information and communications strategy for Green River Potential Flooding. • Completed the Communications Continuity of Operations Plan. am • Established and implemented an effective media relations strategy; Issued 86 news releases in 2009 with a 100%being published in the Renton Reporter; received regional press including television stories for major stories; reached out to minority communities with contacts in 14 foreign language media and publications; published monthly Op-Eds in Renton Reporter • Enhanced the City's website with multi-media features including photo&video albums, online forms,and quick links for easy navigation;added online features including animal and business licenses, crimereports.com,court payments and more. • City averaged nearly 700,000 unique page views per month in 2009. • Developed City of Renton's online privacy policy. �' • Launched electronic employee newsletter Grady Grapevine; provided daily employee updates through e- grapevine • Created a standard graphic design to brand city's communications,ensure consistency and better r alignment,streamline process and establish standards and protocols for the use of logo, website address, ADA information,etc.;trained staff to use standard software and follow consistent design guidelines; created new letter-head and stationary standards. • Mailed Renton CityNews to nearly 45,000 residents on a regular basis;established annual strategy and content planning for citywide newsletter. • Distributed targeted direct mail on a range of issues. • In coordination with CED,established the City of Renton presence and a large fan base on Facebook, Twitter and You-Tube. • Created a city-wide informational display that was used at several community events. Budget by Fund-Executive Page 139 of 548 i • Assured that print/mail requests were delivered within four business days of submission. 2010 Goals • Develop and implement comprehensive communications strategies on key issues. • Implement citywide prioritization of print jobs;streamline print operations and use of technology to make 40 print operations more efficient and sustainable given current resources. • Provide opportunities for staff development—encourage training and professional development opportunities for staff. Ali • Develop 2010-2011 web plan. • Launch electronic communications/listsery strategy • Continue to explore ways to adapt communications to the new'digital democracy'and the new technology of communications. • Implement City-wide communications policies and guidelines. • Enhance Channel 21 operations and productions for more robust cable-programming and video- streaming. • Develop an ongoing relationship with community liaisons representing Renton's diverse communities and organizations. • Continue to work on Emergency Communications Operations Plan. Expenditure Budget by Category-Communications 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSalaries 0 0 0 382,603 267,645 437,337 100.0% Part-Time Salaries 0 0 0 29,547 27,146 0 N/A Personnel Benefits 0 0 0 212,026 95,590 147,634 100.0% Supplies 0 0 0 70,432 72,897 70,432 100.0% Other Services and Charges 0 0 0 219,719 205,429 222,157 100.0% Capital Outlay 0 0 0 45,000 0 0 N/A Interfund Payments 0 0 0 25,476 0 0 N/A Total 0 0 0 984,803 669,126 877,560 100.0% Staffing Levels(Full-Time Equivalent Employees-FTE)-Communications 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Budget 09/10 Regular 0.00 0.00 0.00 8.00 8.00 6.00 100.0% Total FTE 0.00 0.00 0.00 8.00 8.00 6.00 100.0% Temp/Intermit Salaries &Benefits $ - $ - $ - $ 29,547 $32,314 $ N/A Budget by Fund-Executive Page 140 of 548 OW 10 Executive Department Position Listing 2007 2008 2009 2009 2009 2010 Ift Grade Title Actual Actual Budget Adj Budget Actual Adopted Mayor's Office E10 Mayor(Elected) 1.00 1.00 1.00 1.00 1.00 1.00 M53 Chief Administrative Officer 1.00 1.00 1.00 1.00 1.00 1.00 in M45 Assistant Chief Administrative Officer 1.00 1.00 1.00 1.00 1.00 1.00 M38 Communications Director 1.00 1.00 1.00 0.00 0.00 0.00 M21 Communications Specialist II 0.00 1.00 1.00 0.00 0.00 0.00 an M17 Executive Secretary 1.00 1.00 1.00 1.00 1.00 1.00 N07 Secretary 11 1.00 1.00 1.00 1.00 1.00 0.50 Total Mayor's Office 6.00 7.00 7.00 5.00 5.00 4.50 City Clerk Division Ida M30 City Clerk/Cable Manager 1.00 1.00 1.00 1.00 1.00 1.00 M17 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 Al2 Multimedia/Records Specialist 1.00 1.50 1.00 1.00 1.00 0.00 low All Records Management Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 A09 Records Management Specialist 1.50 2.50 1.50 1.50 1.50 1.50 Total City Clerk Division 5.50 7.00 5.50 5.50 5.50 4.50 low Hearing Examiner Services Division M35 Hearin Examiner Hearing 1.00 1.00 1.00 1.00 1.00 1.00 A07 Hearing Examiner's Secretary 0.50 1.00 0.50 0.50 0.50 0.50 Total Hearing Examiner Division 1.50 2.00 1.50 1.50 1.50 1.50 am Communications M38 Communications Director(from Executive) 0.00 0.00 0.00 1.00 1.00 1.00 M21 Communications Specialist II (from Executive) 0.00 0.00 0.00 1.00 1.00 1.00 A21 Communications Specialist II (from Fire&ES) 0.00 0.00 0.00 1.00 1.00 1.00 A13 Print&Mail Coordinator(from FIT) 0.00 0.00 0.00 1.00 1.00 1.00 Al2 Communications Specialist I (from Community Svcs) 0.00 0.00 0.00 2.00 2.00 1.00 Al0 Form/Graphic Technician (Tnsffrom FIT) 0.00 0.00 0.00 1.00 1.00 1.00 A07 Print&Mail Operator(Tnsf from FIT) 0.00 0.00 0.00 1.00 1.00 0.00 Total Communications Division 0.00 0.00 0.00 8.00 8.00 6.00 Total Executive Department 13.00 16.00 14.00 20.00 20.00 16.50 Note:The Communication Division is a new division with FTEs transferred from different departments into Executive.History can be found in the other department sections. ■r io Budget by Fund-Executive Page 141 of 548 r This page is intentionally left blank rr r fir +r m , t Budget by Fund-Executive Page 142 of 548 Court Services MUNICIPAL COURT JUDGE Terry L.Jurado 16.0 FTEs Iff r r COURT SERVICES Joseph McGuire 15.0 FTEs i Infraction Processing Criminal Case Processing Probation 5.0 FTEs 8.0 FTEs 1.0 FTE Budget by Fund-Court Services Page 143 of 548 W 1W Court Services 40 Mission Statement Perform all court functions in accordance with national standards for the benefit of court users and the general public. Description The Renton Municipal Court is a court of limited jurisdiction that handles traffic infractions,traffic citations,and criminal citations issued in the City. 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Operating Budget Summary 1,836,834 1,744,122 1,779,112 1,816,546 1,819,731 2,011,393 13.1% Position Summary 14.00 17.50 17.00 17.00 17.00 16.00 -5.9% W List of Court Services Renton Results Decision Packages: Baseline Original Budget Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100002.0008 Probation 2.00 168,781 120,000 1.00 90,528 100,000 100004.0003 Business Licensing - - - - - 75,000 100008.0019 Patrol Services -2,4 - - 1,420,022 - - 1,420,022 200002.0001 Court Administration 2.00 313,785 - 2.00 313,785 - 200002.0004 Infraction Processing 5.00 475,766 1,519,978 5.00 475,766 1,769,978 200002.0006 Criminal Case Processinf 8.00 783,086 392,500 8.00 783,086 372,500 Total 17.00 $ 1,741,417 $ 3,452,500 16.00 $ 1,663,165 $ 3,737,500 Note: The Business License office is partly funded by fees collected for processing passports-$75,000. The Patrol services program is wholly funded by the revenue collected for Red light photo vendor pay-$1,420,022. i i Budget by Fund-Court Services Page 144 of 548 .r Court Services Performance Measures: Program Area Performance Measures 2008 2009 2010 Judge muststand forelection everyfouryears N/A TBD TBD Monitor Court compliance with annual expenditure budgets N/A TBD TBD Court Administration and applicable city policies Track age of active caseload and time to disposition for N/A TBD TBD comparison to national standards Request input regarding efficient use of time and satisfaction of the treatment by court employees from those N/A TBD TBD involved in the court process Infraction Processing and Measure resident's satisfaction with timeliness and N/A TBD TBD Criminal Case Processing completeness of information requested from the court Obtain information regarding participant's abilityto access and understand the court process as a participant or N/A TBD TBD observer,etc Obtain baseline information from probationers regarding 11�t their opinions of the probation process forthem. Is it good use oftheirtime,does it help them stay in compliance, N/A TBD TBD were they referred to proper treatment, etc. Follow up periodically especially after anychanges. Probation Through utility billing,survey public regarding knowledge of and expectations for probation and other criminal justice N/A TBD TBD functions. Survey various treatment agencies regarding differences in patient/client behavior in those on probation in Renton vs. N/A TBD TBD other cities and those not on probation. rr Highlight of Budget Changes: • Regular Salaries and Personnel Benefits decreased due to reduction of 1 Probation Clerk w. • Overtime increased by$20k due to increase in court filings • Other Services and Charges increased by$50k to account for additional costs related to Photo Enforcement processing • New Internal Service Fund charges from Insurance($29k),Communications($31k),and Facilities($191k) attributed to Interfund Payments increasing +s 2009 Accomplishments • Continue staff training in response to changes in the City Code and the Revised Code of Washington and available technology. Upgrade court sound system in order to increase recording clarity to enable defense of appeals by City Attorney. • Explore models for scanning court records in order to gain the efficiencies of dealing with fewer paper files and documents. w • Partner with law enforcement and the prosecutor to begin processing"eTickets." These electronically produced tickets will eliminate double data entry, reduce filing time,and reduce errors of all parties. 2010 Goals • Develop and implement methods to set baselines for budgetary performance measures. • Continue staff training efforts. Due to budgetary constraints move toward online training when available it Utilize grant funding to develop initial and implement initial portion of City-wide Imaging and Document Management System. • Grant funding will be used to fund new Probation Case Management system. Budget by Fund-Court Services Page 145 of 548 M Expenditure Budget by Division-Court Services r 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Court Services 1,836,834 1,744,122 1,779,112 1,816,546 1,819,731 2,011,393 13.1% Total 1,836,834 1,744,122 1,779,112 1,816,546 1,819,731 2,011,393 13.1% r Expenditure Budget by Category-Court Services r 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular Sala ries 842,461 979,737 1,037,875 1,015,341 1,033,164 1,021,922 -1.5% Part-Time Salaries 11,768 19,498 16 16 16,835 0 -100.0% Ove rti me 10,081 20,085 9,948 9,948 32,676 29,964 201.2% Personnel Benefits 283,983 365,169 426,772 426,772 406,569 385,221 -9.7% j Supplies 8,452 11,264 7,700 12,668 8,244 7,700 0.0% Other Services and Charges 571,082 197,633 168,357 223,357 204,275 218,358 29.7% Interfund Payments 109,007 150,735 128,444 128,444 117,968 348,228 171.1% Total 1,836,834 1,744,122 1,779,112 1,816,546 1,819,731 2,011,393 13.1% Staffing Levels by Division-Court Services 2007 2008 2009 2009 2009 2010 Change r Actual Actual Budget Adj Budget Actual Adopted 09/10 Court Services 14.00 17.50 17.00 17.00 17.00 16.00 -5.9% Total FTE 14.00 17.50 17.00 17.00 17.00 16.00 -5.9% Ir Temp/Intermit Salaries &Benefits $ 12,908 $21,631 $ 36 $ 36 $ 18,567 $ - -100.0% Court Services Department Position Listing 2007 2008 2009 2009 2009 2010 4 Grade Title Actual Actual Budget Adj Budget Actual Adopted Court Services E11 Municipal CourtJudge (Elected) 1.00 1.00 1.00 1.00 1.00 1.00 M38 Court Services Director 1.00 1.00 1.00 1.00 1.00 1.00 A18 Probation Officer 1.00 1.50 1.00 1.00 1.00 1.00 A15 Judicial Specialist(Lead) 2.00 2.00 2.00 2.00 2.00 2.00 f A10 Judicial Specialist/Trainer 1.00 1.00 1.00 1.00 1.00 1.00 A08 Judicial Specialist 7.00 10.00 10.00 10.00 10.00 10.00 A10 Probation Clerk 1.00 1.00 1.00 1.00 1.00 0.00 Total Court Services Division 14.00 17.50 17.00 17.00 17.00 16.00 Budget by Fund-Court Services Page 146 of 548 City Attorney f CITY ATTORNEY Larry Warren 11.75 FTEs Administrative Support 1.0 FTE Civil Criminal 3.85 FTEs 5.9 FTEs ! i i l.lr f Budget by Fund-City Attorney Page 147 of 548 i 2010 Goals • Successfully defend the photo enforcement cases. • Review City code for changes in penalties to infractions. • Draft necessary changes to the enforcement provision in the code. • Train staff for redundancy in skills,particularly legislation. • Provide routine ordinance drafting and contract review within one week of receipt and complex matters within two weeks. • Support the City Council and its committees with prompt research, legal opinions, draft ordinances, and attendance at committee meetings. • Provide training to a City department on a substantive area of the law at least twice. • Keep up with changes in statutory and case law and provide information concerning the changes to the department administrator for dissemination. And,if needed, make recommendations for the department administrator's consideration. • Aggressively defend and prevail on administrative appeals. • Provide continued legal advice,assistance and litigation for code compliance inspectors. • Reduce reliance on paper by using technology,where possible. • Switch, partially,to electronic files for municipal court case management. Expenditure Budget by Division-CityAttorney 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 CityAttorney 1,371,376 1,661,225 1,696,096 1,666,753 1,248,380 1,621,295 -4.4% Total 1,371,376 1,661,225 1,696,096 1,666,753 1,248,380 1,621,295 -4.4% Expenditure Budget by Category-City Attorney 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula r Sa la ries 0 0 890,900 871,557 882,004 984,815 10.5% Overtime 0 0 1,000 1,000 0 1,000 0.0% Personnel Benefits 0 0 486,075 486,075 268,970 273,042 -43.8% Supplies 8,876 9,228 42,000 42,000 14,356 36,500 -13.1% Other Services and Charges 1,360,800 1,648,945 239,200 75,000 39,209 60,536 -74.7% Capital Outlay 0 0 25,000 25,000 0 0 -100.0% Interfund Payments 1,699 3,052 11,921 166,121 7,301 265,403 2126.3% Total 1,371,376 1,661,225 1,696,096 1,666,753 1,248,380 1,621,295 -4.4% Staffing Levels(Full-Time Equivalent Employees-FTE)-City Attorney 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular 0.00 0.00 11.75 11.75 11.75 11.75 0.0% Total FTE 0.00 0.00 11.75 11.75 11.75 11.75 0.0% t L Budget by Fund-City Attorney Page 150 of 548 . City Attorney Department Position Listing 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted City Attorney M49 Ci ty Atto rn e y 0.00 0.00 1.00 1.00 1.00 1.00 M42 Senior Assista nt City Attorney 0.00 0.00 2.00 2.00 2.00 2.00 +Irr M35 Ass ista nt City Attorney 0.00 0.00 1.00 1.00 1.00 1.00 M35 Chief Prosecuting Attorney 0.00 0.00 1.00 1.00 1.00 1.00 M29 Prosecuting Attorney 0.00 0.00 2.00 2.00 2.00 2.00 A17 Paralegal 0.00 0.00 0.75 0.75 0.75 0.75 N14 Administrative Assistant 0.00 0.00 1.00 1.00 1.00 1.00 A07 Legal Assistant 0.00 0.00 3.00 3.00 3.00 3.00 Total City Attorney Department 0.00 0.00 11.75 11.75 11.75 11.75 Budget by Fund-City Attorney Page 151 of 548 This page is intentionally left blank Budget by Fund-City Attorney Page 152 of 548 Community and Economic Development ADMINISTRATOR II! Alex Pietsch i � 48 FTEs � 1 Administrative i 'Hotel/Motel Advisory 1 FTE Committee Development ServicesPlanning Economic Development Neil Watts and Neighborhoods Chip Vincent 26.50 FTEsSuzanne Dale Estey 14 FTEs 5.50 FTEs rr Development i j Neighborhood Economic Intergovernmental Engineering Current Planning Program Development Relations Building Inspections Renton Farmers r and d Permits� Long Range Planning Market Code Compliance LIMunicipal Arts Technical Services Commission Budget by Fund-Community and Economic Development Page 153 of 548 Community and Economic Development Mission Statement Enhance the vitality and livability of the Renton community by promoting a prosperous economy and quality neighborhoods,through economic development,sound urban planning,and streamlined land use regulation. Description In 2008, the Economic Development, Neighborhoods, and Strategic Planning Department merged with the Development Services Division of the Planning, Building,and Public Works Department to become the Department of Community and Economic Development (CED). In early 2010, the Property/Technical Services Division moved to CED's Planning Division from the Public Works Department. The Department of Community and Economic Development(CED) initiates and leads economic development, land use planning and permitting, and regulation of all aspects of the development process,while working with neighborhoods and the business community to enhance the economic prosperity, vitality, and livability of the community for Renton citizens. In addition, CED coordinates the City's intergovernmental relations, advocating Renton's interest at the county, regional, state, and federal levels, coordinates the Renton Community Marketing Campaign, which is funded in part by the City's Lodging Tax, and provides staff support for the Renton Farmers Market and the City's Planning and Municipal Arts Commissions. Coordination amongst the three CED divisions and its 15 programs is essential as each has an important role to play in achieving the Vision, Mission and Goals of the City. CED plays a leadership role in the fulfillment of a significant number of the City's Business Plan Goals and Action Items. All five Business Plan Goals are directly Ali related to the work of CED's programs. 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Operating Budget Summary 5,522,765 6,447,041 7,429,829 7,468,992 6,921,997 6,608,470 -11.1% CIP Budget Summary 228,567 157,346 85,000 1,340,351 131,387 100,000 17.6% Position Summary 59.70 67.10 60.50 60.50 60.50 48.00 -20.7% List of Community and Economic Development Renton Results Decision Packages: Baseline Original Budget Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100007.0001 Code Enforcement program- 4.00 399,044 - 4.00 399,044 100007.0002 Building Permits&Inspectior 14.50 1,561,851 2,069,319 12.50 1,323,378 2,220,242 10 200007.0001 Intergovernmental Relations 0.250 149,505 - 0.25 149,505 - 300007.0003 Long Range Planning-1,2,3 7.33 754,179 10,000 5.33 567,346 10,000 300007.0005 Current Planning-1,2,4,5 8.33 871,233 69,650 6.33 712,451 69,650 300007.0006 HotelMotel Fund-1 - 245,000 245,000 - 245,000 245,000 300007.0007 Arts&Culture-3,4 0.50 59,121 - 0.50 51,777 - 300007.0008 Farmers Market-1,3,4 - 34,311 36,780 - 34,311 44,280 300007.0009 Neighborhood Program-3,4 2.00 300,961 5,000 1.50 248,320 5,000 300007.0010 Economic Development-1,_ 4.25 558,603 - 3.25 453,905 - 300007.0011 1%for the Arts-3,4 - 50,000 15,000 - 50,000 15,000 300007.0013 CED Administration-1,2,3 2.00 272,046 - 2.00 272,046 - 500007.0001 Public Works Permits and Ins 17.00 1,728,240 25,308 10.00 1,084,711 25,308 600007.0002 Technical and Property Servi( 4.33 500,078 - 2.33 310,054 - 600019.0002 Fleet Services Capital Recove - - - - - - Total Operating 64.50 7,484,172 2,476,057 48.00 5,901,847 2,634,480 300007.0012 Affordable Housing Opportur - 100,000 - - 100,000 - Total CIP - 100,000 - 100,000 Total 64.50 $ 7,584,172 $ 2,476,057 48.00 $ 6,001,847 $ 2,634,480 t Budget by Fund-Community and Economic Development Page 154 of 548 UL Community and Economic Development Performance Measures: Program Area Performance Measures 2008 2009 2010 Code Enforcement Compliance achieved through voluntary action 70% program at a set percentage N/A N/A Building Permits& Permit review times<3 weeks for single-family applications N/A N/A 90% Inspection Program Response time for inspection request(within 24 hrs) N/A N/A 75% Intergovernmental Accomplishment or significant progress made on the top Relations priorities in the state and federal legislative N/A N/A N/A Ensure all planning laws(GMA,SMA,SEPA,and Long Range Planning N/A N/A N/A Subdivision)are current and meet the City's objectives Land use decisions processed requiring environmental r� (SEPA)review and a decision by the Hearing Examiner or Current Planning Director within 12 weeks of receipt of complete N/A N/A 67% application Im Percentage of previous calendar year's Lodging Tax Hotel/Motel Fund collections are deployed toward tourism-related N/A N/A 100% (business and leisure) marketing activities verr Arts and Culture Community funding leveraged to support arts and culture activities N/A N/A >$8,000 Farmers Market Increase total revenue to the market through vendor fees ere and sponsorships N/A N/A $18,000 Economic Annual sales tax growth at rate higher than King County N/A N/A >2% Development Increase annual property tax revenue associated with o law new construction N/A N/A >3/ 1%for Arts Successfully implement 1%for Art project(s) 1 N/A N/A project am Neighborhood Increase number of households served by recognized Program neighborhood associations N/A N/A 3% Housing Opportunity Number of new or rehabilitated affordable housing units rrr Fund created, improved or preserved N/A N/A 10 Public Works Construction permits reviewed within 3 weeks Permits and N/A N/A 90% Inspections Technical and Development reviews are processed within two weeks Property Services N/A N/A 80% Budget by Fund-Community and Economic Development Page 155 of 548 Expenditure Budget by Division-Community&Economic Development 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Administration 284,495 383,033 566,786 593,329 534,983 795,312 40.3% Economic Development&Neighborhoods 1,379,519 1,885,977 1,519,572 1,704,045 1,497,853 1,454,873 -4.3% Planning 0 0 1,499,370 1,276,726 1,274,032 1,372,602 -8.5% Development Services 3,858,751 4,178,031 3,844,101 3,894,892 3,615,129 2,985,683 -22.3% Operating Total 5,522,765 6,447,041 7,429,829 7,468,992 6,921,997 6,608,470 -11.1% CIP 228,567 157,346 85,000 1,340,351 131,387 100,000 17.6% Total 5,751,332 6,604,387 7,514,829 8,809,343 7,053,384 6,708,470 -10.7% Expenditure Budget by Category-Community&Economic Development 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular Salaries 3,530,291 3,820,271 4,292,787 3,849,585 4,037,416 3,679,999 -14.3% Part-Time Salaries 42,632 57,462 66,333 66,333 35,731 30,857 -53.5% Overtime 61,730 57,490 36,755 36,755 46,412 36,658 -0.3% Personnel Benefits 1,075,239 1,301,371 1,641,755 1,641,755 1,406,131 1,156,729 -29.5% Supplies 26,629 33,545 52,615 52,615 23,512 56,590 7.6% Other Services and Charges 665,310 903,050 883,221 1,320,586 930,544 891,015 0.9% Intergovernmental Services 65 65 0 0 0 0 N/A Capital Outlay 30,122 11,400 0 45,000 2,250 50,000 100.0% Interfund Payments 90,748 213,608 456,363 456,363 440,001 706,623 54.8% Transfer Out 0 48,780 0 0 0 0 N/A Operating Total 5,522,765 6,447,041 7,429,829 7,468,992 6,921,997 6,608,470 -11.1% CIP 228,567 157,346 85,000 1,340,351 131,387 100,000 17.6% Total 5,751,332 6,604,387 7,514,829 8,809,343 7,053,384 6,708,470 -10.7% Staffing Levels by Division-Community&Economic Development 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Administration 0.00 0.00 2.00 2.00 2.00 2.00 0.0% Economic Development&Neighborhoods 13.00 17.50 7.00 7.00 7.00 5.50 -21.4% Planning 0.00 0.00 16.00 16.00 16.00 14.00 -12.5% Development Services 46.70 49.60 35.50 35.50 35.50 26.50 -25.4% Total FTE 59.70 67.10 60.50 60.50 60.50 48.00 -20.7% Temp/Intermit Salaries&Benefits $ 48,104 $ 63,590 $ 81,155 $ 81,155 $ 39,707 $ 36,111 -55.5% Highlight of Budget Changes: • Regular/Part-Time Salaries,and Personnel Benefits decreased because of the following position reductions: o Senior Planner(1), Engineering Specialist III (1), Property Services Specialist(1), Plan Reviewer (3),Construction Inspector II (2), Building Inspectors/Combination (2),Associate Planner (1),Economic Development Specialist(1),Neighborhood Program Specialist(Reduced from 1 to.5),Assistant Planner(1), Planning Technician 1(1), Lead Office Assistant(1),Secretary II(1) • Regular Salaries and Personnel Benefits increased due to a move of FTEs from the Technical Services section under Utility Systems to the Community and Economic Development department.(Mapping Coordinator(1), Property Services Specialist(1),and Engineering Specialist III (2)). • Interfund Payments increased because of new charges for Facilities($167k),Communications($26k), Insurance($109k), Information Technology(-$6k)and a decrease in Fleet Services by( $46k). Budget by Fund-Community and Economic Development Page 156 of 549 i r Administration Division Mission Statement j Provide leadership, resources, and regional influence to enable the Department to meet its responsibilities in a manner that is responsive to the needs of its customers and consistent with the City's Business Plan Goals. 2009 Accomplishments • Closely monitored expenditures and revenues to keep within budget even though revenues were significantly lower than 2008. • Worked with C7 New Energy Partnership,a consortium of seven Eastside cities to develop energy efficiency programs in the region. Renton obtained$617,500 in federal stimulus funding through this effort. 2010 Goals !`c • Continue to work within CED and all city departments to maximize employee satisfaction and performance and find additional organizational and system improvements and efficiencies. to Expenditure Budget by Category-Administration 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular Salaries 0 0 205,299 200,842 201,196 210,792 2.7% Overtime 0 0 0 0 0 1,729 100.0% Personnel Benefits 0 0 66,487 66,487 64,074 61,254 -7.9% Other Services and Charges 284,430 382,969 295,000 326,000 269,714 245,000 -16.9% Intergovernmental Services 65 65 0 0 0 0 N/A Interfund Payments 0 0 0 0 0 276,537 100.0% Operating Total 284,495 383,033 566,786 593,329 534,983 795,312 40.3% am CIP 228,567 157,346 85,000 1,340,351 131,387 100,000 17.6% Total 513,062 540,380 651,786 1,933,680 666,370 895,312 37.4% Staffing Levels by Division-Administration 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular 0.00 0.00 2.00 2.00 2.00 2.00 0.0% Total FfE 0.00 0.00 2.00 2.00 2.00 2.00 0.0% Budget by Fund-Community and Economic Development Page 157 of 548 Economic Development and Neighborhoods Division Mission Statement Enhance the vitality and livability of the Renton community by promoting a prosperous economy and quality neighborhoods. 2009 Accomplishments Economic Development • Continued to strengthen ongoing business recruitment and retention/expansion program, including assisting several new companies as well as long-term employers facing business challenges or considering relocation. Spearheaded efforts to retain employers in the Valley and minimize recruitment fallout from significant real estate market impacts of potential flooding due to vulnerabilities at the Howard Hanson Dam. Office vacancy rate remained relatively low (7.5%), compared with other cities in the Puget Sound region. Assisted several existing employers with expansion projects, including Valley Medical Center, Walmart, First Savings Bank, Microscan, Kaye-Smith, Safeway, Puget Sound Blood Center and Cascade Lanes. Successfully recruited new employers and assisted with openings of the largest Harley Davidson in the Northwest and destination retailer Uwajimaya to Renton Village, which is stimulating additional new tenanting at this shopping center. • In partnership with the Renton Community Marketing Campaign, Renton Chamber of Commerce and Renton Reporter, led and executed the "Shop Renton, Buy Ahead of the Curve' program and effectively used the related CurveCard tool to support local businesses. More than 65,000 CurveCards were distributed and over 200 businesses are participating in the program. Executed business outreach programs,including promotion of Shop Renton,for neighborhood businesses throughout the city. • Worked with the Renton Small Business Development Center (SBDC) to provide no-cost one-on-one business advisor services to area's small businesses and entrepreneurs, including promotion of Small Business Fair and "Survive and Thrive" workshops. Successfully lobbied for $50,000 in state funding for the Renton SBDC. • Worked with developers of The Landing as more high quality restaurant and retail tenants held their grand openings in the 46-acre,$300 million,mixed-use development. Assisted with successful first annual community events,including Taste of The Landing 5K Race/Block Party and holiday events. • Assisted with hotel development efforts at Hawk's Landing, with construction anticipated to begin in Spring 2010. Successfully lobbied for $1.7 million in state funding for related infrastructure to catalyze mixed-use development to complement hotel. { • Worked with developer on land use submission for significant redevelopment of Quendall Terminals and d successfully secured approximately $10 million in state Local Revitalization Financing for infrastructure improvements in this area. • Spearheaded media campaign and community mobilization surrounding Seattle Seahawks' first Training Camp in Renton,which brought over 12,000 visitors to Renton. • Strengthened communication and coordination with Renton aerospace companies and the statewide Aerospace Futures Alliance; was a founding member of the Washington Aerospace Partnership. Continued to facilitate strengthened relationship with The Boeing Company, including ongoing interdepartmental coordination to ensure seamless interfaces with City. Boeing continues to have over 2,100 outstanding 737 orders (worth more than $157 billion) and launched its P-8A submarine hunter program,which will eventually be a$44 billion program. • In partnership with community stakeholders, continued to promote Renton as the "Center of Opportunity" through the use of a promotional video, print advertising, event sponsorship and speaking engagements. Established www.therentonformula.com to tout Renton's relative affordability. • Worked with local marketing firm and owners of several automotive dealers to establish partnerships and joint marketing efforts. • Partnered with Renton Community Marketing Campaign and the Renton History Museum on successful promotion of Smithsonian Institution exhibit, "Key Ingredients, America By Food," including broadcast from Museum of KIRO radio show and successful"Bite of Downtown"to promote Renton restaurants. • Successfully recruited and assisted with Miss Washington pageant activities in Renton, and recruited all 2010 pageant activities to be held in Renton. Budget by Fund-Community and Economic Development Page 158 of 548 Renton Farmers Market • Facilitated record setting vendor participation, increased diversity of goods for sale and record attendance of 4,000 each week at the Renton Farmers Market. • Established ongoing and significant new private sector sponsorships for the Market. Neighborhood Program • Neighborhood Program won national recognition at the Neighborhoods USA conference, receiving 2nd place for the Picnic Program and 3`d place for the Liberty Ridge Neighborhood grant project; Renton was the only city in the nation to be awarded in two categories. • Strengthened and expanded the Neighborhood Program,which now serves 57 recognized neighborhoods, with volunteer city staff liaisons assigned to each neighborhood, and held 19 neighborhood picnics (from 36 neighborhoods)serving nearly 5,000 people. • Successfully promoted the Neighborhood Grant Program and funded $83,000 toward 20 project grants and 12 communication projects. • Launched new quarterly leadership workshops regularly provide tools and information to neighborhood leaders to ensure their success and help foster vibrant, positively engaged and connected communities. Arts&Culture • Launched Arts & Culture Master Plan process and strengthened Municipal Arts Commission's participation,work program and focus. • Strengthened collaboration with arts community and built on existing partnerships with Neighborhood Program, 4Culture (King County) and State Arts Commission to identify and implement art projects and strengthen cultural activities throughout the City. • Executed successful second annual Renton FilmFrenzy, doubling participation over first year and strengthening Curvee Awards Gala and Downtown FilmWalk. Intergovernmental Relations • In addition to $1.7 million in funding for Hawk's Landing, $50,000 for the Renton Small Business Development Center, $10 million in Local Revitalization Financing and $2 million in federal stimulus funding for Rainier Avenue project, successfully lobbied for$10-20 million in state assistance with large- scale annexations and helped stimulate legislative action on managed lane/tolling the 1-405 corridor to address this heavily congested corridor. 2010 Goals Economic Development • Attract new businesses and new development to Renton to increase employment opportunities and sales and property tax revenue, and continue to promote Renton as the "Center of Opportunity" for businesses. Continue to strengthen business retention/expansion efforts, addressing existing employers' needs as they arise. • Continue to foster redevelopment efforts in the South Lake Washington area, including working with the property owners and other City departments in this emerging district. Continue to help foster the successful tenanting of The Landing and Fairfield Residential developments. Work with potential developers on Phase II of Boeing surplus land to stimulate additional development adjacent to The Landing. • Continue to support progress at Southport, moving forward on redevelopment of portions of Puget Sound Energy property, assisting with hotel and tenant recruitment as possible, and continuing efforts to proceed with the extension of Park Avenue from The Landing to Southport. • Assist with successful construction of Hawk's Landing hotel and related infrastructure projects. Continue to support and help spark clean-up efforts and redevelopment of Quendall Terminals. • Continue work with the full range of stakeholders to stimulate further revitalization of Downtown Renton and strengthen neighborhood and commercial business districts throughout the City. • In coordination with the Renton Community Marketing Campaign, capitalize on completion of Valley Medical Center's$200 million expansion project to nurture strong health services sector. • Assist with successful initial implementation of Sunset Area Investment Strategy and Highlands Task Force recommendations, including pursuit of intergovernmental funding for infrastructure and other needs and support pursuit of funding for Renton Housing Authority's efforts, supporting progress on redevelopment ' Budget by Fund-Community and Economic Development Page 159 of 548 of Sunset Terrace and mixed-use redevelopment of these properties in the future. Encourage maximizing leveraging and coordination of City-wide and Renton School District resources and investments in this area. • Capitalize on opportunities involved in Public Works projects such as the Rainier Avenue Improvements Project,and help execute effective business and neighborhood outreach and problem solving. • Further establish Renton-based aerospace working group and effectively leverage participation in statewide Aerospace Futures Alliance and Washington Aerospace Partnership to retain, expand, and recruit new aerospace business. • Expand, modify, utilize and better market existing incentives to continue to foster a diverse array of increased housing opportunities in Renton. Intergovernmental Relations Advocate for the City's adopted State and Federal Legislative Agendas,with specific focus on: o Establishing long-term and sustainable funding for Small Business Development Center through intergovernmental and private funds. o Securing funding to support implementation of the Sunset Area Community Investment Strategy (see above). o Pursue West Hill/Skyway assistance package to help close the annexation funding gap with intergovernmental and private/non-profit funding and begin to revitalize this community. o Promote Renton's interests and pursue funding opportunities for infrastructure and economic development in partnership with the City's county,state,and federal representatives. Renton Farmers Market • Significantly increase private sponsorship funding for Renton Farmers Market. • Continue to strengthen the economic performance of the Market, as well as systems and documentation of procedures and volunteer recruitment in order to prepare for an eventual self-sustaining model that includes City staffing but no dedicated City funding. • Continue to increase beneficial connections between the Market and Renton businesses. Neighborhood Program • Serve as valuable resource to other City departments for communicating with neighborhoods on emerging issues. • Continue to regularly provide tools and information to neighborhood leaders to ensure their success and help foster vibrant, positively engaged and connected communities -- Neighbor-to-Neighbor Leadership Workshop, quarterly leadership workshops, and access to elected officials and Administrators on individual issues and as guest speakers. Offer more leadership development opportunities to neighborhood groups. • Increase the number of households served by recognized neighborhood associations. • Increase the number of attendees at neighborhood picnics. • Maintain a balanced ratio of expended grant dollars per capita and continue to stimulate creative and innovative projects throughout the City. • Support the Community Planning Initiative and help ensure strong resident and business participation in , this process. Arts&Culture • Continue to help foster a "creative class" and new economy environment through enhancement of arts and culture in Renton. • Increase grant and intergovernmental revenues for the Municipal Arts Commission to implement programs. • Successfully implement a 1%for Art project. • Effectively execute the Arts & Culture Master Plan process to help the City and community increase and direct resources to ensure arts and culture are an integral part of the Renton community in the future. Budget by Fund-Community and Economic Development Page 160 of 548 ' �r Expenditure Budget by Category-Economic Development&Neighborhoods 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular Salaries 867,944 965,941 509,162 408,107 467,724 450,339 -11.6% Part-Time Salaries 536 35,422 50,788 50,788 35,179 15,300 -69.9% Overtime 1,157 2,891 500 500 167 500 0.0% Personnel Benefits 258,833 337,417 228,993 228,993 165,721 143,051 -37.5% Supplies 5,205 14,276 12,618 12,618 8,632 12,618 0.0% Other Services and Charges 124,975 369,743 399,148 639,676516,179 443,241 11.0% Capital Outlay 30,122 11,400 0 45,000 2,250 50,000 100.0% Interfund Payments 90,748 100,108 318,363 318,363 302,001 339,824 6.7% Transfer Out 0 48,780 0 0 0 0 N/A Total 1,379,519 1,885,977 1,519,572 1,704,045 1,497,853 1,454,873 -4.3% Staffing Levels by Division-Economic Development&Neighborhoods 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular 13.00 17.50 7.00 7.00 7.00 5.50 -21.4% Total FTE 13.00 17.50 7.00 7.00 7.00 5.50 -21.4% Temp/Intermit Salaries&Benefits $ 636 $ 39,047 $ 60,142 $ 60,142 $ 39,070 $ 15,300 -74.6% Budget by Fund-Community and Economic Development Page 161 of 548 Planning Division Mission Statement Direct Renton's growth based on community values, promoting a high quality of life for residents and prosperity for businesses,through sound planning and zoning,while ensuring predictability for customers. 2009 Accomplishments Long Range Planning - • Developed a proposal to amend the City Comprehensive Plan to reflect private party and City-initiated amendments. • Developed proposals to amend Title IV, to improve the City's Development Regulations for: Alleys in the RC, R-1, and R-4 Zones; Helipads; Comprehensive Plan and Title IV Amendment Requests Process; Complete Streets; Land Use Permit Procedures; Housing & Lot Definitions; County Vesting; Cottage Housing/Small Lot Design; Residential Design Standards; Indoor Recreational Uses;Setback Modifications; Stream Reclassification; Allow Live/Work Units; Household Pets and Medium and Large Lot Animals; Created Tier System for Temporary Uses; Downlighting;Accessory Dwelling Units;and Bulk Standards and Density Calculations. • Continued to make significant progress to the state mandated update of the City Shoreline Master Program in accordance with State laws and guidelines and are on track for adoption in 2010. • Developed a draft City Center Community Plan Framework based on public outreach and interdepartmental collaboration. • Continued to work to implement the Highlands Task Force recommendations including the Sunset Area Community Investment Strategy which was adopted. Current Planning • Completed 68 of 70(97%)pre-application requests within three weeks. • Reviewed 190 of 227 (84%) new single-family permit applications within two weeks and 90 percent of new commercial permit applications within five weeks. • Issued 36 of 48(75%)administrative decisions within six weeks of receipt of complete application. -_ • Processed six of eight (75%) land use decisions requiring a decision by the Hearing Examiner within 12 weeks of receipt of complete application. • Processed environmental and land use permits for notable projects including Hawks Landing, Chelan Creek PUD,Springbrook Ridge PUD, New Life Church,and Highlands Community Church. Completed work on the Real Estate Kiosk Sign pilot program and managed design and installation of the Seattle Seahawks Welcome sign at Lake Washington Boulevard and Seahawks Way. Continued work on the Triton Towers master plan,Cavalla preliminary plat,and Eagle Ridge PUD. Property/Technical Services • Developed and maintained numerous Geographic Information System (GIS) datasets, maintenance applications,and map books. • Joined King County's Transportation Network(TNet)consortium and updated much of the data within the corporate limits of Renton. • Created a new web based Land Information application. , • Continued maintenance of the Survey Control Network and monument network. Budget by Fund-Community and Economic Development Page 162 of 548 2010 Goals Long Range Planning • Complete the City Center Community Framework Plan and develop an Implementation Strategy. • Complete the state-mandated update to the City's Shoreline Master Program. • Work with Fire, Parks, Public Works& Utilities Departments,and School Districts to develop an impact fee program. • Continue to update the City Comprehensive Plan to meet the state-mandated seven-year review. • Continue to amend City Development Regulations to better implement the Comprehensive Plan by refining and streamlining the regulations,and making them easier to understand and administer. 1W • Process annexations as residents and property owners express a desire to become a part of Renton. • Support implementation of the Sunset Area Community Investment Strategy. Work with the Renton Housing Authority in its efforts to redevelop Sunset Terrace housing development and initiate a it programmatic, neighborhood-level Planned Action Environmental Impact Statement in partnership with Community Services(Parks)and Public Works(Transportation and Utilities)staff. ow Current Current Planning • Complete 80 percent or more of pre-application requests within three weeks. • Review 80 percent of new single-family permit applications within two weeks and 80 percent of new commercial permit applications within five weeks. • Issue 80 percent or more of administrative decisions within six weeks of receipt of complete application. • Process 80 percent or more of land use decisions requiring a decision by the Hearing Examiner within 12 weeks of receipt of complete application. Property/Technical Services • Provide timely reviews of legal descriptions and subdivision and other development applications. • Develop and complete City's monument database. • Continue participation in the County's TNET consortium. ' • Develop and maintain GIS databases, CAD, GIS software and applications, including Land Information and LAND. Expenditure Budget by Category-Planning 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular Salaries 0 0 1,042,964 820,320 912,923 957,594 -8.2% Part-Time Salaries 0 0 0 0 0 12 100.0% Overtime 0 0 6,140 6,140 5,171 6,395 4.2% Personnel Benefits 0 0 397,220 397,220 335,155 306,930 -22.7% ' Supplies 0 0 11,999 11,999 3,136 18,950 57.9% Other Services and Charges 0 0 41,047 41,047 17,647 82,722 101.5% Total 0 0 1,499,370 1,276,726 1,274,032 1,372,602 -8.5% Staffing Levels by Division-Planning 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular 0.00 0.00 16.00 16.00 16.00 14.00 -12.5% Total FTE 0.00 0.00 16.00 16.00 16.00 14.00 -12.5% Temp/Intermit Salaries&Benefits $ - $ - $ - $ $ $ 12 100.0% Budget by Fund-Community and Economic Development Page 163 of 548 r Development Services Division • 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. 2009 Accomplishments Building Permit Review and Inspection • Responded to nearly 100 percent of building inspection requests (16,423 out of 16,457 inspection requests)within 24 hours. 3 • Building permit applications for new single-family houses(236 applications)were completed in two weeks or less for all applications. Reviews for other building permits (426 applications) were completed in five weeks or less for all submittals. ' Public Works Plan Review and Inspection Public works plan review times for construction permits were completed on average in 10 days or less. Review comments for a total of 94 land use submittals and 70 pre-application submittals were completed on time for all submittals. Code Compliance • Contact was made with the customer requesting assistance from code enforcement within one working day of receiving the request an estimated 90 percent of the time for the 2,952 code compliance service ' requests in 2009. Average code compliance resolution remained less than 15 days, and over 80 percent of the code compliance cases were resolved through voluntary compliance. Code compliance staff continued to work , with the Police Department and City Attorney's office for further action on the few cases that do not comply voluntarily. 2010 Goals t Building Permit Review and Inspection • Respond to 90 percent of building inspection requests within 24 hours. ' • Complete building permit applications for new single-family houses in two weeks or less over 95%of the time. • Complete reviews for commercial and multi-family building permits completed in three weeks or less in ' for all submittals. Public Works Plan Review and Inspection • Complete public works plan review times for construction permits in 10 days or less. Complete review , comments for land use submittals and pre-application submittals on time for all submittals. Code Compliance • Make contact with the customer requesting assistance from code enforcement within one working day of , receiving the request 90 percent of the time. • Achieve average code compliance resolution of less than 15 days, and over 80 percent of the code compliance requests resolved through voluntary compliance. • Continue to become more pro-active, with more than 50 percent of code compliance cases generated , without a private citizen request,and all sites with verified code compliance violations in the last year will be checked at least every three months to verify continued compliance. Budget by Fund-Community and Economic Development Page 164 of 548 Expenditure Budget by Category-Development Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regu la r Sa[a ries 2,662,348 2,854,329 2,535,362 2,420,316 2,455,574 2,061,274 -18.7% • Part-Time Salaries 42,096 22,040 15,545 15,545 552 15,545 0.0% Overtime 60,573 54,600 30,115 30,115 41,074 28,034 -6.9% Personnel Benefits 816,406 963,954 949,055 949,055 841,181 645,494 -32.0% to Supplies 21,424 19,269 27,998 27,998 11,744 25,022 -10.6% Other Services and Charges 255,905 150,339 148,026 313,863 127,005 120,052 -18.7. Interfund Payments 0 113,500 138,000 138,000 138,000 90,262 -34.6% Total 3,858,751 4,178,031 3,844,101 3,894,892 3,615,129 2,985,683 -22.3% Staffing Levels by Division-Development Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular 46.70 49.60 35.50 35.50 35.50 26.50 -25.4% Total FTE 46.70 49.60 35.50 35.50 35.50 26.50 -25.4% Temp/Intermit Salaries&Benefits $ 47,468 $ 24,544 $ 21,013 $ 21,013 $ 636 $ 20,799 -1.0% 1 L I Budget by Fund-Community and Economic Development Page 165 of 548 Community&Economic Development Position Listing(1 of 2) 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted Administration Division M49 Economic Development Administrator 0.00 0.00 1.00 1.00 1.00 1.00 N14 Administrative Assistant 0.00 0.00 1.00 1.00 1.00 1.00 Total Administration Division 0.00 0.00 2.00 2.00 2.00 2.00 Economic Development&Neighborhoods Division M49 Economic Development Administrator 1.00 1.00 0.00 0.00 0.00 0.00 M38 Economic Development Director 1.00 1.00 1.00 1.00 1.00 1.00 M38 Planning Director 0.00 1.00 0.00 0.00 0.00 0.00 M33 Long Range Planning Manager 1.00 1.00 0.00 0.00 0.00 0.00 16 M32 Community Dev Project Manager 1.00 1.00 1.00 1.00 1.00 1.00 A25 Neighborhood Program Coordinator 1.00 1.00 0.00 0.00 1.00 0.00 A A25 Neighborhood Coordinator 0.00 0.00 1.00 1.00 0.00 1.00 A24 Sr.Economic Development Specialist 1.00 1.00 1.00 1.00 1.00 1.00 A24 Senior Planner 2.00 2.00 0.00 0.00 0.00 0.00 A20 Associate Planner 1.00 2.00 0.00 0.00 0.00 0.00 A20 Economic Development Specialist 0.00 1.00 1.00 1.00 1.00 0.00 A18 Neighborhood Program Specialist 0.00 1.00 0.00 0.00 0.00 0.00 A16 Neighborhood Program Assistant 0.00 0.00 1.00 1.00 1.00 0.50 A16 Assistant planner 1.00 1.00 0.00 0.00 0.00 0.00 N14 Administrative Assistant 1.00 1.00 0.00 0.00 0.00 0.00 A09 Admin Secretary 1 1.00 1.00 1.00 1.00 1.00 1.00 A09 Planning Technician 1 1.00 1.00 0.00 0.00 0.00 0.00 A05 Secretary 1 0.00 0.50 0.00 0.00 0.00 0.00 Total Economic Development Division 13.00 17.50 7.00 7.00 7.00 5.50 Planning Division M38 Planning Director 0.00 0.00 1.00 1.00 1.00 1.00 M33 Current Planning Manager 0.00 0.00 1.00 1.00 1.00 1.00 46 A29 Mapping Coordinator 0.00 0.00 0.00 0.00 0.00 1.00 A24 Senior Planner 0.00 0.00 4.00 4.00 3.00 3.00 A23 Engineering Specialist III 0.00 0.00 0.00 0.00 0.00 0.00 A23 Property Services Specialist 0.00 0.00 0.00 0.00 0.00 1.00 A20 Associate Planner 0.00 0.00 4.00 4.00 5.00 3.00 A16 Assistant planner 0.00 0.00 2.00 2.00 2.00 1.00 A15 Planning Technician II 0.00 0.00 1.00 1.00 0.00 1.00 A09 Admin Secretary 1 0.00 0.00 1.00 1.00 1.00 1.00 A09 Planning Technician 1 0.00 0.00 1.00 1.00 2.00 0.00 A05 Secretary 1 0.00 0.00 1.00 1.00 1.00 1.00 Total Planning Division 0.00 0.00 16.00 16.00 16.00 14.00 Development Services Division Administration M38 Dev Services Director 1.00 1.00 1.00 1.00 1.00 1.00 A09 Administrative Secretary 1 1.00 1.00 1.00 1.00 1.00 1.00 Total Administration 2.00 2.00 2.00 2.00 2.00 2.00 Code Enforcement M33 Current Planning Manager 1.00 1.00 0.00 0.00 0.00 0.00 A24 Senior Planner 2.00 3.00 0.00 0.00 0.00 0.00 111111111 A22 Lead Code Compliance Inspector 1.00 0.00 1.00 1.00 1.00 1.00 A20 Associate Planner 2.00 3.00 0.00 0.00 0.00 0.00 A19 Code Compliance Inspector 3.00 3.00 3.00 3.00 3.00 3.00 A16 Assistant Planner 1.00 1.00 0.00 0.00 0.00 0.00 Budget by Fund-Community and Economic Development Page 166 of 548 �r Community&Economic Development Position Listing(2 of 2) 2007 2008 2009 2009 2009 2010 Grade Title Actual Budget Budget Adj Budget Actual Adopted A09 Planning Technician 1 1.00 1.00 0.00 0.00 0.00 0.00 A05 Secretary I 1.00 1.00 0.00 0.00 0.00 0.00 Total Code Enforcement 12.00 13.00 4.00 4.00 4.00 4.00 Development Engineering M33 Development Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 A27 Civil Engineer 111 1.00 1.00 0.00 0.00 0.00 0.00 A25 Civil Engineer II 1.00 1.00 0.00 0.00 1.00 0.00 4w A24 Lead Building Inspector 0.00 1.00 0.00 0.00 0.00 0.00 A24 Lead Construction Inspector 1.00 1.00 1.00 1.00 1.00 1.00 A23 Engineering Specialist III 3.00 2.00 0.00 0.00 4.00 0.00 A23 Plan Reviewer 0.00 0.00 5.00 5.00 0.00 2.00 A21 Construction Inspector II 8.00 9.00 6.00 6.00 6.00 4.00 A19 Engineering Specialist II 0.70 1.00 1.00 1.00 1.00 1.00 A18 Dev Services Representative 1.00 1.00 1.00 1.00 1.00 1.00 A08 Lead Office Assistant 1.00 1.00 1.00 1.00 1.00 0.00 Total Engineering Development En P 9� 9 17.70 19.00 16.00 16.00 16.00 10.00 Building Inspections and Permits M32 Building Official 1.00 1.00 1.00 1.00 1.00 1.00 A23 Building Plan Reviewer 1.00 2.00 1.00 1.00 1.00 1.00 A21 Building Inspector/Electrical 2.00 2.00 2.00 2.00 2.00 2.00 A21 Building Inspectors/Combination 7.00 5.00 5.00 5.00 5.00 3.00 A19 Enrgy Pins Reviewer/Permit Rep 1.00 1.00 1.00 1.00 1.00 1.00 A10 Permit Technician 2.00 2.60 2.50 2.50 2.50 2.50 A07 Secretary II 1.00 2.00 1.00 1.00 1.00 0.00 Total Building Inspections and Permits 15.00 15.60 13.50 13.50 13.50 10.50 Total Development Services Division 46.70 49.60 35.50 35.50 35.50 26.50 Total Community&Economic Development 59.70 67.10 60.50 60.50 60.50 48.00 r r Budget by Fund-Community and Economic Development Page 167 of 548 This page is intentionally left blank w irrr Ir Iw rr Budget by Fund-Community and Economic Development Page 168 of 548 r r Finance and Information Technology ADMINISTRATOR Iwen Wang 32.5 FTEs r t Administrative Support rt 1 FTE FINANCE INFORMATION r Vacant TECHNOLOGY 15 FTEs George McBride 16.5 FTEs Operations Budget&Accounting Network Services Application Services User Services LCommunication and i Application L. heipting Budget Data Center Development Support End-user Support Operations and Maintenance Implementation Utility Billing* Financial Reporting Network Services Payroll L General Accounting Accounts Payable I Accounts Receivable *PW Department's Utility Systems Division funds pay for the 4 FTEs in Utility Billing. Budget by Fund-Finance and Information Technology Page 169 of 548 Finance and Information Technology .� Mission Statement The Finance and Information Technology Department serves the Renton community by providing the business processes and systems that enable the City to function as a unit in an efficient and accountable manner in proactive compliance with all laws and regulations. Description The department provides a centralized system of financial and technology services as described more thoroughly within our core service descriptions. Services are provided primarily to internal customers (i.e., other City departments). External services include the customer counter and utility billing services. The department operates primarily on the fifth floor of City Hall. 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 , Operating Budget Summary 8,982,018 6,629,962 6,867,309 7,403,960 5,846,974 6,231,183 -9.3% Position Summary 38.00 37.50 38.50 35.50 35.50 32.50 -15.6% List of FIT Renton Results Decision Packages: t Baseline Original Budget Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100004.0003 Business Licensing 1.10 82,950 - 1.10 82,950 - 500004.0001 Utility Billing andCashie 0.90 62,541 - 0.90 62,541 - 600004.0003 Applications and Databa 5.35 1,170,540 - 4.50 995,579 - 600004.0004 I T Ca p i to I 5.15 2,165,006 - 4.00 1,105,032 - 600004.0005 Service Desk Support 2.50 610,706 - 2.50 610,706 - 600004.0006 Asset, Debt,and Tre a s u r 1.80 265,344 - 0.90 194,586 - 600004.0007 Pa yro I I 2.00 162,101 - 2.00 162,101 600004.0008 Budgeting and Financial 4.10 408,254 - 3.30 318,996 - 600004.0009 Accounting and Auditing 1.70 248,623 - 1.30 209,905 - ' 600004.0010 Finance Operations 6.00 511,449 - 5.00 434,375 - 600004.0011 Finance Administration 1.40 193,156 - 1.50 201,229 - 600004.0013 Network Services 2.47 318,194 - 2.47 318,194 - , 600004.0014 Telecommunications 1.56 472,521 - 1.56 449,542 - 600004.0015 Se cu ri ty Se rvi ce s 1.47 247,602 - 1.47 237,208 - Total 37.50 $ 6,918,989 $ - 32.50 $ 5,382,943 $ Budget by Fund-Finance and Information Technology Page 170 of 548 FIT Performance Measures: Program Area Performance Measures 2008 2009 2010 Applications and Customer satisfaction N/A 90% 90% Database Services Satisfaction percentage of application up time N/A 95% 95% Percentage of database up time N/A 95% 95% Customer satisfaction N/A 90% 90% Service Desk Support Completion/resolution of service tickets based on the SLA N/A 90% 90% Network Services Customer Satisfaction N/A 90% 90% System uptime N/A 90% 90%/ "High" or "excellent" rating forcustomer satisfaction as measured through a Department survey. N/A High TBD Finance Operations Customers are billed accuratelyand efficiently. N/A 95% 95% Inquiries are promptly addressed. N/A 95% 95% Vendors are paid accuratelyand timely. N/A 95% 95% Highlight of Budget Changes: • Regular/Part-Time Salaries,Overtime, Personnel Benefits, and Supplies decreased due to staff reductions and the shifting of Print/Mail section from Information Technology division to the Communications division of the Executive Department. Finance and Information Technology also absorbed 1 Engineering Specialist III that was previously located in the Utility Systems Division of Public Works. This position will be part of the Enterprise GIS program • Interfund expenditures increased because of new Facilities($85k)and Insurance($32k)charges that were previously not included in the Finance and Information Technology Department • Other Services and Charges increased by$371k because the Information Technology division is now responsible for all City service contracts related to information technology `r • Capital Outlay decreased by$477k due to delaying of various Information Technology Capital Investment Programs. Budget by Fund-Finance and Information Technology Page 171 of 548 all Expenditure Budget by Division-Finance and Information Techology 2007 2008 2009 2009 2009 2010 Change to Fund/Dept Actual Actual Budget Adj Budget Actual Adopted 09/10 Finance Division 5,371,344 2,441,808 2,579,993 2,553,280 2,449,850 2,515,365 -2.5% Information Services 3,610,674 4,188,155 4,287,316 4,850,680 3,397,124 3,715,819 -13.3% Total 8,982,018 6,629,962 6,867,309 7,403,960 5,846,974 6,231,183 -9.3% Expenditure Budget by Category-Finance and Information Techology 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regu I a r Sa la ries 1,998,286 2,287,566 2,421,760 2,262,329 2,296,928 2,151,797 -11.1% Part-Time Salaries 93,458 100,649 89,151 64,598 86,014 43,166 -51.6% Overtime 39,868 40,927 61,194 58,344 39,611 19,113 -68.8% Personnel Benefits 1,015,062 1,285,866 1,353,047 1,298,760 1,207,129 1,179,269 -12.8% Supplies 818,991 392,760 426,611 383,123 437,008 381,130 -10.7% Other Services and Charges 1,018,661 895,520 944,950 852,181 945,195 1,316,231 39.3% Capital Outlay 660,088 1,328,894 1,295,058 2,209,087 579,621 817,712 -36.9% Interfund Payments 146,596 297,781 275,538 275,538 255,467 322,765 17.1% Transfer Out 3,191,007 0 0 0 0 0 N/A Total 8,982,018 6,629,962 6,867,309 7,403,960 5,846,974 6,231,183 -9.3% ' Staffing Levels by Division-Finance and Information Techology 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Finance Division 19.50 20.00 19.00 19.00 19.00 16.00 -15.8% Information Services 18.50 17.50 19.50 16.50 16.50 16.50 -15.4% Total FTE 38.00 37.50 38.50 35.50 35.50 32.50 -15.6% Temp/Intermit Salaries &Benefits $215,698 $222,740 $182,951 $153,404 $155,669 $147,035 -19.6% i 1 Budget by Fund-Finance and Information Technology Page 172 of 548 Finance Division �r Mission Statement Provide a high level of support to the City's customers and operations through a centralized comprehensive and integrated financial management system by providing customer service; training, monitoring, and oversight; and accountability and transparency in order to enhance the efficient use of community resources and maintain high credibility in City financial management. to 2009 Accomplishments • Received credit upgrade from Stand and Poor's for the city's Limited Tax General Obligation Bonds (from M AA-to AA)and Revenue Bonds(from AA to AA+). • Implemented priority based budgeting and modified new budgeting software to facilitate the zero-base budget development process. aw • Worked with city departments to modify chart of accounts to accommodate their needs while maintaining consistency for efficient system-wide administration. • Assisted SCORE (South Correction Entity) formation and worked in conjunction with member cities arranging nearly$90 million in project financing. • Converted City investment from fund based to pooled management. • Implemented process change for on-line animal and business license renewals. • Received clean audit report with no exceptions. 2010 Goals 4 • Expand on-line information and transaction services to internal and external customers. • Implement e-billing for utility customers and licensing programs. • Implement a biennial budgeting system. • Provide outstanding services with reduced staffing. Expenditure Budget by Category-Finance Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 RegularSalaries 1,055,262 1,159,667 1,230,363 1,203,650 1,227,540 1,096,191 -10.9% Pa rt-Ti me Sa I a ri es 22,157 20,531 21,432 21,432 27,469 0 -100.0% Overtime 2,901 6,078 31,004 31,004 7,006 10,000 -67.7% Personnel Benefits 742,241 909,072 940,158 940,158 865,329 876,204 -6.8% Supplies 12,363 14,764 17,153 17,153 8,033 13,145 -23.4% Other Services and Charges 198,816 98,348 158,616 158,616 153,277 197,060 24.2% Capital Outlay 0 18,530 0 0 0 0 N/A Interfund Payments 146,596 214,818 181,267 181,267 161,196 322,765 78.1% Transfer Out 3,191,007 0 0 0 0 0 N/A Total 5,371,344 2,441,808 2,579,993 2,553,280 2,449,850 2,515,365 -2.5% Staffing Levels(Full-Time Equivalent Employees-FTE)-Finance Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Budget Budget 09/10 Regular 19.50 20.00 19.00 19.00 19.00 16.00 -15.8% Total FTE 19.50 20.00 19.00 19.00 19.00 16.00 -15.8% Temp/Intermit Salaries &Benefits $133,279 $129,849 $105,141 $ 105,141 $ 87,805 $ 98,772 -6.1% Budget by Fund-Finance and Information Technology Page 173 of 548 r Information Technology Mission Statement Provide communication and data support to meet or exceed departmental requirements and supply technical support services to all data and voice system users. Provide technological leadership and vision in support of the City's business plan. 2009 Accomplishments • Work with City departments to develop a strategy for managing the City's records/documents for a more efficient archival, retrieval, and public access of the same, and inventory in compliance with federal court procedures,the state archivist,and the City Clerk's requirements. • Work with Valley Communications to insure a seamless transition for public safety to a new computerized dispatch system. • Implement a work force/timekeeping management program within the Fire Department. • Continue to work with Public Works and Community Services on the successful implementation of Enterprise Asset Management(EAM). • Improve availability and/or response time of Service Desk staff to customers in response to departmental survey of City staff. • Begin implementation of the City's 3-Year Enterprise GIS Plan. 2010 Goals • Implement Phase I of Enterprise GIS program. • Assist the implementation of ePlan (electronic permit plan submittal)and expansion of ePermit(on-line permit application) process. • Implement document management system with 2-pilot applications. Expenditure Budget by Category-Information Techology p 9 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regu I a r Sa la ries 943,024 1,127,899 1,191,397 1,058,679 1,069,389 1,055,606 -11.4% Pa rt-Ti me Sa I a d es 71,301 80,118 67,719 43,166 58,545 43,166 -36.3% Overtime 36,967 34,849 30,190 27,340 32,605 9,113 -69.8% Personnel Benefits 272,821 376,794 412,889 358,602 341,800 303,065 -26.6% Supplies 806,628 377,995 409,458 365,970 428,976 367,985 -10.1% Other Services and Charges 819,845 797,172 786,334 693,565 791,918 1,119,171 42.3% Capital Outlay 660,088 1,310,364 1,295,058 2,209,087 579,621 817,712 -36.9% Interfund Payments 0 82,963 94,271 94,271 94,271 0 -100.0% Total 3,610,674 4,188,155 4,287,316 4,850,680 3,397,124 3,715,819 -13.3% Staffing Levels(Full-Time Equivalent Employees-FTE)-Information Technology 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular 18.50 17.50 19.50 16.50 16.50 16.50 -15.4% Total FTE 18.50 17.50 19.50 16.50 16.50 16.50 -15.4% Temp/Intermit Salaries &Benefits $ 82,420 $ 92,891 $ 77,810 $ 48,263 $ 67,864 $ 48,263 -38.0% i I Budget by Fund-Finance and Information Technology Page 174 of 548 is Finance and Information Technology Position Listing(1 of 1) 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted Finance Division M49 Finance and Information Svcs Administrator 0.50 0.50 0.50 0.50 0.50 0.50 M38 Fiscal Services Director 1.00 1.00 1.00 1.00 1.00 1.00 M26 Financial Services Manager 2.00 2.00 2.00 2.00 2.00 1.00 M25 Senior Finance Analyst 1.00 2.00 2.00 2.00 2.00 2.00 Ir! A25 Financial Systems Coordinator 1.00 0.00 0.00 0.00 0.00 0.00 A19 Accounting Supervisor 1.00 1.00 1.00 1.00 1.00 0.00 A17 Grant/Purchasing Coordinator 0.00 0.00 0.00 0.00 0.00 1.00 N16 Finance Analyst III 4.00 2.50 1.50 2.50 2.50 2.50 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 N13 Finance Analyst II 0.00 2.00 2.00 1.00 1.00 0.00 Aw N13 Lead Pa yro I I Analyst 1.00 1.00 1.00 1.00 1.00 1.00 A11 Pa yro I I Analyst 1.00 1.00 1.00 1.00 1.00 1.00 A09 Accounting Assistant IV 4.00 3.00 3.00 3.00 3.00 3.00 A07 Accounting Assistant 111 0.00 0.00 0.00 3.00 3.00 2.00 Iw A05 Accounting Assistant 11 2.00 3.00 3.00 0.00 0.00 0.00 Total Finance Division 19.50 20.00 19.00 19.00 19.00 16.00 Information Technology Division M49 Finance and Information Svcs Administrator 0.50 0.50 0.50 0.50 0.50 0.50 M34 Information Services Manager 1.00 0.00 0.00 0.00 0.00 0.00 A32 Network Systems Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 A32 Network Systems Manager 0.00 1.00 1.00 1.00 1.00 1.00 A30 Application Support Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 A30 Application Support Manager 0.00 1.00 1.00 1.00 1.00 0.00 M30 Senior Network Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 TBD GIS Database Manager LT* 0.00 0.00 1.00 1.00 1.00 1.00 TBD GIS Coordinator LT* 0.00 0.00 1.00 1.00 1.00 1.00 A24 Help Desk Technical Support Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 A24 Sr.Network Systems Specialist 3.00 3.00 3.00 3.00 3.00 3.00 r A24 Database Technician 1.00 1.00 0.00 0.00 0.00 0.00 A23 Business Systems Analyst** 1.00 2.50 2.50 3.00 3.00 3.00 A23 Business Systems Analyst LT** 1.00 0.50 0.50 0.00 0.00 0.00 A23 Engineering Specialist III 0.00 0.00 0.00 0.00 0.00 1.00 TBD GIS Analyst LT* 0.00 0.00 1.00 1.00 1.00 1.00 A21 Systems Analyst 1.00 1.00 1.00 1.00 1.00 1.00 A20 Network Systems Specialist 1.00 1.00 1.00 1.00 1.00 1.00 A17 Help Desk Support Technician 1.00 1.00 1.00 1.00 1.00 1.00 A13 Print&Mail Coordinator 1.00 1.00 1.00 0.00 0.00 0.00 A10 Form/Graphic Technician 1.00 1.00 1.00 0.00 0.00 0.00 A09 AccountingAssistant IV 1.00 0.00 0.00 0.00 0.00 0.00 A07 Accounting Assistant 111 0.00 0.00 1.00 1.00 1.00 1.00 A07 Print&Mail Operator 1.00 1.00 1.00 0.00 0.00 0.00 A05 Accounting Assistant II 0.00 1.00 0.00 0.00 0.00 0.00 Total Information Technology Division 18.50 17.50 19.50 16.50 16.50 16.50 Total Finance and Information Technology 38.00 37.50 38.50 35.50 35.50 32.50 *Position Proposed in 2009 GIS Capital Project Budget. **LT position expired and converted to regular position mid-July2009. ri! Budget by Fund-Finance and Information Technology Page 175 of 548 al► This page is intentionally left blank F litr-.A I I t t t t Budget by Fund-Finance and Information Technology Page 176 of 548 .. Human Resources and Risk Management ADMINISTRATOR Nancy Carlson (i 9 FTEs Administrative Support Employee Training and 1 FTE I Development HUMAN RESOURCES BENEFITS RISK MANAGEMENT E Eileen Flott Terri Shuhart Robin Robertson f 3 FTEs 2 FTE 2 FTEs L_ + _ ----- i I I Recruitment and Selection Personnel Benefits Property and Liability Insurance ' Classification and Compensation Retiree Benefits Worker's Compensation Wellness Program Workplace Health and Safety i Unemployment I i Budget by Fund-Human Resources and Risk Management Page 177 of 548 Is Human Resources and Risk Management 40 as Mission Statement The Human Resources and Risk Management Department works in partnership with Administrators and their teams, with individual employees and groups, and with employee representatives and the community to provide programs and services that create a work environment that is positive and productive and allows all employees to serve the needs of our residents. Description The department provides a comprehensive array of programs including Recruitment and Selection, Classification and Compensation, Employee Relations, Employee Training and Development, Property/Liability, Workplace Health and Safety, and Employee Benefits. Services are provided primarily to internal customers (i.e., other City departments). For a more detailed description see our program descriptions. 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Operating Budget Summary 11,766,188 13,923,350 22,164,715 22,126,109 20,461,881 19,795,493 -10.7% Position Summary 9.00 12.00 11.00 11.00 11.00 9.00 -18.2% List of HR&RM Renton Results Decision Packages: Baseline original Budget Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 600014.0001 Employment Law 1.05 129,289 - 0.85 109,928 - 600014.0002 Recruitment&Selection 1.50 194,784 - 0.90 127,505 - 600014.0003 Classification and Comp, 0.45 45,989 - 0.45 45,989 - 600014.0004 Labor Relations 1.40 225,780 - 1.20 206,419 600014.0005 Risk Management 1.60 2,128,876 - 1.10 2,090,088 - r 600014.0006 Workers' Compensation 1.25 126,577 - 1.10 125,780 - 600014.0007 Benefits 0.95 96,198 - 0.95 96,198 600014.0008 Wellness 0.55 80,704 - 0.55 80,704 - 600014.0009 Training 0.20 58,823 - 0.05 31,990 - 600014.0010 HR/RM Administration 1.90 231,596 - 1.70 214,684 - 600014.0011 Employee Recognition ai 0.15 20,008 - 0.15 16,008 - Total 11.00 $ 3,338,623 9.00 $ 3,145,294 Budget by Fund-Human Resources and Risk Management Page 178 of 548 HR&RM Performance Measures: Program Name Performance measure 2008 2009 2010 Numberof managers and supervisors trained during Employment Law the year N/A 0% 80% Overall satisfaction surveyto management N/A N/A 75% Recruitment& Selection Average time to complete employment recruitment N/A <45 days <90 days Classification & City's salary ranking compared to similar Washington N/A Above Above Compensation cities Average Average Labor Relations Contracts negotiated N/A 100% 100% Risk Management Insurance reviews completed in a timelymanner N/A 100% 50% Tracking,trending and analysis on an annual basis N/A 100% 100% Worker's MW Compensation and Workers'Compensation claims processed in a timely N/A 100% 85% Safety manner Benefits Increased employee understanding of health and N/A N/A 60% 0 welfare and other compensation programs Wellness N/A 25% 30% Increase participation byemployees Participation Participation Highlight of Budget Changes: • Regular/Part-Time Salaries and Overtime decreased due to staff reduction of 1 Secretary II and 1 Risk Management Analyst • Personnel Benefits includes all city departments'expenses. Increase of$2.5 million is based on percentage increase for 2010 • Supplies increased by$4,500 due to moving budget from Other Services and Charges to be more aligned with historical expenses • Interfund Payments decreased because of a one-time$5 million transfer to the Capital Investment Program (fund 318)made in 2009. Without considering this and the$50k transfer to the Transportation Capital Investment Fund, Interfund Payments did not materially increase Budget by Fund-Human Resources and Risk Management Page 179 of 548 Expenditure Budget by Division-Human Resources and Risk Management 2007 2008 2009 2009 2009 2010 Change Fund/Dept Actual Actual Budget Adj Budget Actual Adopted 09/10 Administration 742,505 981,306 1,035,009 1,003,641 853,063 913,669 -11.7% Benefits 8,474,068 10,309,745 13,039,433 13,037,028 11,253,290 14,711,718 12.8% Risk Management 2,549,615 2,632,300 8,090,273 8,085,440 8,355,528 4,170,106 -48.5% Total 11,766,188 13,923,350 22,164,715 22,126,109 20,461,881 19,795,493 -10.7% , Expenditure Budget by Category-Human Resources and Risk Management 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regu I a r Sa I a ries 613,304 766,536 856,976 838,370 850,028 739,038 -13.8% Part-Time Salaries 22,860 18,737 9,771 9,771 7,532 8,102 -17.1% Overtime 0 0 2,754 2,754 0 0 -100.0% Personnel Benefits 8,763,047 10,520,186 13,340,570 13,340,570 12,024,995 15,867,138 18.9% Supplies 9,565 16,176 19,928 23,928 7,971 24,428 22.6% Other Services and Charges 2,205,346 2,330,895 2,749,598 2,725,598 2,399,788 2,913,419 6.0% Intergovernmental Services 986 0 3,500 3,500 1,277 3,500 0.0% Interfund Payments 151,080 270,820 5,181,618 5,181,618 5,170,290 239,868 -95.4% Total 11,766,188 13,923,350 22,164,715 22,126,109 20,461,881 19,795,493 -10.7% Staffing Levels by Division-Human Resources and Risk Management 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Administration 5.50 7.50 7.50 7.50 7.50 6.00 -20.0% Benefits 1.25 1.25 1.25 1.25 1.25 1.25 0.0% Risk Management 2.25 3.25 2.25 2.25 2.25 1.75 -22.2% Total FTE 9.00 12.00 11.00 11.00 11.00 9.00 -18.2% Temp/Intermit Salaries &Benefits $ 24,833 $ 20,346 $ 10,505 $ 10,505 $ 8,295 $ 8,102 -22.9% i f i Budget by Fund-Human Resources and Risk Management Page 180 of 548 Ir Administration Division Mission Statement 10 Provide a broad range of employee and risk management services in a timely, responsive, and reliable manner to employees,residents,and the general public. 2009 Accomplishments • Reviewed and revised Human Resources policies. • Developed and enhanced supervisory/managerial training program. • Enhanced Human Resources technology. 2010 Goals aw • Implement online application process. Conduct leadership training. • Train all employees in a new"Respect in the Workplace" policy. 11W Expenditure Budget by Category-Administration 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 RegularSalaries 348,579 448,460 523,592 512,224 517,537 424,422 -18.9% Part-Time Salaries 22,860 18,737 9,771 9,771 7,532 8,102 -17.1% Overtime 0 0 2,754 2,754 0 0 -100.0% Personnel Benefits 106,239 151,407 203,368 203,368 169,201 126,186 -38.0% Supplies 9,507 15,702 19,928 19,928 5,592 20,428 2.5% Other Services and Charges 186,437 239,365 174,663 154,663 62,055 144,663 -17.2% Interfund Payments 68,883 107,634 100,933 100,933 91,147 189,868 88.1% Total 742,505 981,306 1,035,009 1,003,641 853,063 913,669 -11.7% Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration and Civil Services Division r 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular 5.50 7.50 7.50 7.50 7.50 6.00 -20.0% Total FTE 5.50 7.50 7.50 7.50 7.50 6.00 -20.0% Temp/Intermit Salaries &Benefits $ 24,833 $ 20,346 $ 10,505 $ 10,505 $ 8,295 $ 8,102 -22.9% 1 i Budget by Fund-Human Resources and Risk Management Page 181 of 548 Benefits Division Mission Statement Provide comprehensive,effective employee benefit services by administering and maintaining the City's self- funded medical,dental,and vision plan,and comprehensive benefit package,which is vital for attracting and maintaining qualified staff and promoting a healthy,productive workforce. Ensure consistent,accountable compliance with federal,state,and City policies and regulations,and institute programs designed to promote the well-being of our employees. 2009 Accomplishments • Provided comprehensive benefit information to new,current,and terminating employees. • Developed information,links,and benefit forms on the City website for the convenience of employees. • Expanded City Wellness program to promote and improve quality of life,reduce occurrences of illness and injury, reduce absences,and have a positive impact to the medical plan. Dramatically increased 06 participation by City employees in wellness activities. Increased communication by creating a wellness intranet page. • Replaced the Pharmacy Benefit Management agreement for an anticipated savings of$140,000 per year in prescription benefits. 2010 Goals • Facilitate FMLA and ADA training for supervisors and employees to include the updated Policies and Procedures. • Research healthcare cost containment savings strategies. • Increase participation in Wellness Programs, including the number of employee educational Brown Bag sessions per year. Expenditure Budget by Category-Benefits 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 -Regula rSal aries 109,185 108,507 110,772 108,367 111,191 113,688 2.6% Personnel Benefits 7,972,244 9,833,310 12,448,091 12,448,091 10,778,865 14,159,797 13.8% Supplies 58 474 0 0 603 0 N/A Other Services and Charges 352,546 312,997 434,733 434,733 320,560 434,733 0.0% Intergovernmental Services 986 0 3,500 3,500 1,277 3,500 0.0% Interfund Payments 39,048 54,457 42,337 42,337 40,795 0 -100.0% Total 8,474,068 10,309,745 13,039,433 13,037,028 11,253,290 14,711,718 12.8% Staffing Levels(Full-Time Equivalent Employees-FTE)-Benefits 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular 1.25 1.25 1.25 1.25 1.25 1.25 0.0% Total FTE 1.25 1.25 1.25 1.25 1.25 1.25 0.0% r old Budget by Fund-Human Resources and Risk Management Page 182 of 548 yrt r Risk Management Division Mission Statement Provide comprehensive loss control services by organizing, coordinating, and directing all activities related to the Risk Management Division. 2009 Accomplishments • Provided trained in-house ergonomic consults available upon request by City employees. • Implemented and trained staff on revised Risk Management policies. • Implemented annual Facility Self Inspection Program. • Completed development of standardized contracts. 2010 Goals • Create online claims reporting. • All departments OSHA/WISHA compliant,with implemental policies,training,and follow-up. • Create early return-to-work opportunities while increasing safety education to Shops, Parks, Maintenance,and Police. Expenditure Budget by Category-Risk Management Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular Salaries 155,540 209,569 222,612 217,779 221,300 200,928 -9.7% Personnel Benefits 684,564 535,469 689,111 689,111 1,076,928 1,581,155 129.4% Supplies 0 0 0 4,000 1,777 4,000 100.0% Other Services and Charges 1,666,363 1,778,533 2,140,202 2,136,202 2,017,174 2,334,023 9.1% an Interfund Payments 43,149 108,729 5,038,348 5,038,348 5,038,348 50,000 -99.0% Total 2,549,615 2,632,300 8,090,273 8,085,440 8,355,528 4,170,106 -48.5% Staffing Levels(Full-Time Equivalent Employees-FTE)-Risk Management Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular 2.25 3.25 2.25 2.25 2.25 1.75 -22.2% Total FTE 2.25 3.25 2.25 2.25 2.25 1.75 -22.2%- Budget by Fund-Human Resources and Risk Management Page 183 of 548 Human Resources and Risk Management Position Listing 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted Administration/Civil Service Commission M49 Human Resources/Risk Management Administrator 0.50 0.50 0.50 0.50 0.50 0.50 M30 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 1.00 M20 Human Resources Analyst 2.00 3.00 3.00 3.00 3.00 3.00 N14 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00 N11 Human Resources Systems Technician 1.00 1.00 1.00 1.00 1.00 0.50 N07 Secretaryll 1.00 1.00 1.00 1.00 1.00 0.00 Total Administration/Civil Service Commission 5.50 7.50 7.50 7.50 7.50 6.00 Benefits M49 Human Resources/Risk Management Administrator 0.25 0.25 0.25 0.25 0.25 0.25 M22 Senior Employee Benefits Analyst 0.00 1.00 1.00 1.00 1.00 1.00 M20 Employee Benefits Analyst 1.00 0.00 0.00 0.00 0.00 0.00 Total Benefits 1.25 1.25 1.25 1.25 1.25 1.25 Risk Management M49 Human Resources/Risk Management Administrator 0.25 0.25 0.25 0.25 0.25 0.25 M30 Risk Manager 0.00 1.00 1.00 1.00 1.00 1.00 M20 Safety Officer* 1.00 1.00 0.00 0.00 0.00 0.00 M17 Risk Management Analyst 0.00 1.00 1.00 1.00 1.00 0.00 N11 Admin Secretary/Risk MgmtAssistant 1.00 0.00 0.00 0.00 0.00 0.00 N11 Human Resources Systems Technician 0.00 0.00 0.00 0.00 0.00 0.50 Total Risk Management 2.25 3.25 2.25 2.25 2.25 1.75 Total Human Resources and Risk Management 9.00 12.00 11.00 11.00 11.00 9.00 *Retirement in 2009 Budget by fund-Human Resources and Risk Management Page 184 of 548 , •r. �. Police Police Chief Kevin Milosevich 167.4 FTEs Administrative +�+ Support Score Manager 1 FTE 1 FTE Chaplains/ Staff/Auxiliary Volunteers Aw Jail Records Electronic Home Detention Field Operations Bureau Support Operations Bureau Deputy Chief Deputy Chief Tim Troxel Charles Marsalisi 84 FTEs 47 FTEs Patrol Services Patrol Operations I Patrol Operations North Sector South Sector Special Operations Investigations Administrative Services Animal Control Patrol Officers Police Officers Crime Analyst Detectives I Training Parking Enforcement Directed I School Resource Enforcement Team I Evidence Officers Program Traffic Unit Speciale Community i Enforcement Team Advocate Programs Narcotics Detectives Budget by Fund-Police Page 185 of 548 Police fA Mission Statement I 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. Description The department assumes a leadership role in the community in addressing crime and safety-related concerns. This role involves implementing reactive and proactive measures to reduce both the fear of crime and actual crime in our community. 2007 2008 2009 2009 2009 2010 Change Actual Actual First Half Adj Budget Budget Proposed 09/10 Operating Budget Summary 20,126,590 23,894,898 12,639,878 26,093,726 25,945,815 27,258,835 5.1% CIPBudget Summa ry 0 0 856,865 820,000 3,000,000 0 -100.0% Position Summary 171.20 175.20 167.40 167.40 167.40 167.40 0.0% List of Police Renton Results Decision Packages: Baseline Original Budget j Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100008.0001 Police Administration - 1 5.00 943,087 - 6.00 943,087 100008.0002 Harbor Patrol /Mercer Is - 39,060 - - 39,060 - 100008.0003 Valley Communications • - 1,619,466 - - 1,619,466 - 100008.0005 Investigations - 2,4 17.00 2,141,200 - 17.00 2,141,200 100008.0006 Evidence Function -4 4.00 435,665 - 3.00 347,692 100008.0007 Domestic Violence Victir 1.00 107,616 - 1.00 107,616 - 100008.0008 Directed Enforcement Te 6.00 807,557 - 6.00 807,557 = 100008.0009 Crime Analysis - 1 1.00 98,157 - 1.00 98,157 100008.0010 Wipe Out Graffiti - 1 - 20,000 - - 20,000 100008.0011 Special Enforcement Tea 9.00 1,404,159 130,693 9.00 1,404,159 130,693 100008.0012 Valley Narcotics Enforcer 1.00 118,974 - 1.00 118,974 - 100008.0013 P.A.T.R.O.L.-2,4 1.00 109,142 - 1.00 109,142 - 100008.0016 Community Programs - 1,: 2.00 233,625 - 2.00 233,625 - 100008.0018 Administrative Services - 4.00 583,383 - 4.00 583,383 - 100008.0019 Patrol Services -2,4 9.00 1,760,022 - 9.00 1,760,958 - 100008.0021 Auxiliary Services -Jail - 16.00 3,705,433 10,623 16.00 3,705,433 10,623 100008.0022 Electronic Home Detenti 2.00 321,570 116,000 2.00 321,570 116,000 100008.0024 Parking Enforcement-4 1.00 73,658 - 1.00 72,722 - 100008.0025 Staff Services -2,4 13.40 1,184,098 - 13.40 1,184,098 - 100008.0026 Animal Control -2,4 2.00 205,257 - 2.00 205,257 - -r 100008.0027 Patrol Operations - 2,4 67.00 8,007,143 - 66.00 7,962,016 - 100008.0028 Training Officer-2 2.00 452,532 - 1.00 452,532 - S 100008.0032 COPS Hiring Recovery Pro; 6.00 497,513 548,324 6.00 497,513 548,000 100008.0033 SCORE Startup Costs - 210,000 210,000 - - 600019.0002 Fleet Services Capital Re - 395,168 - - 325,493 - Total 169.40 $25,473,485 $ 1,015,640 167.40 $25,060,710 $ 805,316 Police Performance Measures: Budget by Fund-Police Page 186 of 548 Service Area Cases Filed Performance Measures 2008 2009 2010 � Investigations 638 584 600 Cases Cleared Ratio 86% 96% 80% Average Daily Booking N/A 7.2 10.8 Auxiliary Services -Jail Average Daily Population Renton Jail N/A 51 60 Average Daily Population King CountyJail N/A 2.7 3 Ca I I s fo r s e rvi ce 77,733 78,272 78,500 Response Time to Priority One Calls 2.9 min 2.7 min 3 min Patrol Operations Arrests N/A 5,200 5,200 Annual crime rate perthousand population as compared to other cities in South King County 56.4 55.4 tbd Highlight of Budget Changes: • Part Time Salaries increased $12k to cover part time help with the Wipe Out Graffiti program. • Other Services and Charges increased by$321k to cover the rental of the red light cameras. ' • Interfund expenditures increased because of new Facilities($544k), Insurance($307k)and increase in IT over 2008 by($172k)and a decrease in Fleet Services by($298k). Budget by Fund-Police Page 187 of 548 Expenditure Budget by Division-Police 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Administration 2,736,309 3,101,698 3,578,395 3,567,020 3,450,483 4,521,298 26.3% Patrol Operations 7,059,603 8,630,136 9,501,468 9,468,565 8,575,228 8,960,916 -5.7% Special Operations 0 1,249,228 1,718,608 2,116,803 2,327,533 2,448,847 42.5% Patrol Services 1,555,665 1,730,415 1,621,971 2,195,130 2,410,862 2,196,271 35.4% Investigations 2,777,566 2,689,906 2,882,790 2,904,431 2,992,214 2,752,930 -4.5% Administrative Services 1,557,259 1,763,978 1,518,855 1,429,766 1,424,383 1,341,023 -11.7% Staff Services 861,165 987,250 980,381 968,070 1,039,441 1,044,345 6.5% Auxiliary Services 3,579,022 3,742,288 4,143,347 3,806,136 3,613,612 4,345,205 4.9% Operating Total 20,126,590 23,894,898 25,945,815 26,455,921 25,833,756 27,610,835 6.4% CI P 0 0 3,000,000 820,000 856,865 0 -100.0% Total 20,126,590 23,894,898 28,945,815 27,275,921 26,690,621 27,610,835 -4.6% A Expenditure Budget by Category-Police 2007 2008 2009 2009 2009 2010 Change = Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular Salaries 10,149,879 12,111,057 13,030,256 12,750,983 13,017,045 13,740,447 5.5% Pa rt-Time Salaries 0 26,111 1,000 13,000 33,750 13,000 1200.0% Overtime 944,627 1,242,661 987,833 1,237,833 1,334,348 927,306 -6.1% Personnel Benefits 3,402,438 4,340,590 4,884,020 4,884,020 4,865,194 4,762,674 -2.5% Supplies 540,672 685,690 679,313 636,783 486,869 707,313 4.1% Other Services and Charges 1,557,965 1,217,298 990,782 1,770,691 1,402,158 1,311,735 32.4% Intergovernmental Services 2,808,520 2,773,057 3,260,706 3,050,706 2,625,824 3,247,242 -0.4% Capital Outlay 0 0 25,500 25,500 7,099 25,500 0.0% Interfund Payments 722,489 1,376,434 2,086,405 2,086,405 2,061,469 2,875,618 37.8% Transfer Out 0 122,000 0 0 0 0 N/A Operating Total 20,126,590 23,894,898 25,945,815 26,455,921 25,833,756 27,610,835 6.4% CI P 0 0 3,000,000 820,000 856,865 0 -100.0% Total 20,126,590 23,894,898 28,945,815 27,275,921 26,690,621 27,610,835 -4.6% Staffing Levels by Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Ad m i n i s tra ti o n 5.00 5.00 5.00 5.00 5.00 6.00 20.0% Patrol Operations 85.00 82.00 67.00 72.00 67.00 70.00 4.5% Special Operations 2.00 14.00 18.00 18.00 18.00 18.00 0.0% -Patrol Services 10.80 11.80 13.00 13.00 13.00 13.00 0.0% Investigations 23.00 17.00 22.00 22.00 22.00 21.00 -4.5% Admin Services 10.00 10.00 11.00 8.00 11.00 9.00 -18.2% Staff Services 14.40 14.40 12.40 12.40 12.40 12.40 0.0% Auxiliary Services 21.00 21.00 19.00 19.00 19.00 18.00 -5.3% Total FTE 171.20 175.20 167.40 169.40 167.40 167.40 0.0% Temp/Intermit Salaries and Bene $ - $ 29,300 $ 5,080 $ 17,080 $ 39,189 $ 13,000 155.9% Budget by Fund-Police Page 188 of 549 r Administration Division 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. to 2009 Accomplishments • A web-based crime map was developed so citizens can access the information via our web page. The web-based map information is updated daily and allows citizens to review recent criminal activity in their neighborhood. • The city of Renton's crime rate as measured in incidents per thousand population was one of the lowest rates in south King County. • The department's annual report was revised and published on our web page. • The 2009-2014 strategic plan was completed. 2010 Goals • Expand video surveillance capabilities in the transit center to increase the sense of safety and to reduce both the perception of crime and actual crime. • Incorporate the newly developed Core Values across the organization. �' • Plan and prepare for future growth and potential annexation. • Enhancement of leadership capabilities department wide. Expenditure Budget by Category-Administration Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSalaries 364,726 476,856 524,452 513,077 529,226 543,642 3.7% Ove rti m e 365 759 5,814 5,814 346 5,814 0.0% Personnel Benefits 97,855 138,884 160,877 160,877 160,479 156,139 -2.9% Supplies 7,956 12,902 10,659 10,659 5,355 10,659 0.0% Other Services and Charges 206,987 278,263 170,962 170,962 219,077 27,642 -83.8% Intergovernmental Services 1,335,933 1,583,100 1,651,026 1,651,026 1,531,831 1,651,026 0.0% Capital Outlay 0 0 25,500 25,500 0 25,500 0.0% Interfund Payments 722,489 610,934 1,029,105 1,029,105 1,004,169 2,100,876 104.1% Operating Total 2,736,309 3,101,698 3,578,395 3,567,020 3,450,483 4,521,298 26.3% CI P 0 0 3,000,000 820,000 856,865 0 -100.0% Total 2,736,309 3,101,698 6,578,395 4,387,020 4,307,348 4,521,298 -31.3% ' Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 5.00 5.00 5.00 5.00 5.00 6.00 20.0% Budget by Fund-Police Page 189 of 548 Patrol Operations Division 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. 2009 Accomplishments • Identified ways to increase productivity and efficiency. Two examples of this were the implementation of the verified alarm process and the bank alarm response procedure. • Continued to utilize computer statistics and crime analysis to more effectively deploy resources. • Coordinated our efforts with other divisions to address chronic policing problems within the City. One example was the joint effort of Patrol Operations, Special Operations and Crime Prevention to reduce crime and the perception of crime at several south end apartment complexes. • Decreased both the perception of crime and actual crime in the downtown and highlands area by increasing extra patrols and special projects. The increased visibility also enhanced our relationships with residents and businesses in those areas. 2010 Goals • Utilize crime analysis data to focus patrol efforts in problem areas. , • Increase the number of positive police contacts in areas of heightened concern,by participating in community meeting and events. • Hire and train additional Field Training Officers in anticipation of future growth and potential annexations. • Leverage technology to enhance efficiency: Utilize in-car video cameras and SECTOR collision/citation ' software to speed the processing of routine paperwork and reduce officer court time. Expenditure Budget by Category-Patrol Operations Division , 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 -Regula r Sa I a ries 4,724,769 5,671,430 6,269,102 6,236,199 5,379,987 6,020,837 -4.0% Overtime 366,713 512,257 376,278 376,278 495,618 376,278 0.0% Personnel Benefits 1,542,383 1,942,930 2,073,681 2,073,681 1,930,210 2,017,207 -2.7% Supplies 23,736 13,739 35,327 35,327 18,037 35,327 0.0% ' Oth e r Se rvi ce s and Ch a rge s 402,002 15,080 17,380 17,380 21,675 17,380 0.0% Interfund Payments 0 474,700 729,700 729,700 729,700 493,887 -32.3% Total 7,059,603 8,630,136 9,501,468 9,468,565 8,575,228 8,960,916 -5.7% Staffing Levels(Full-Time Equivalent Employees-FTE)-Patrol Operations Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 85.00 82.00 67.00 72.00 67.00 70.00 4.5% Ir Budget by Fund-Police Page 190 of 548 r Special Operations Division Goals 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. 2009 Accomplishments • Worked cooperatively with the Community& Economic Development Department, City Attorney's Office, Fire Department and Community Services to address various quality of life issues,which arose throughout the year,by using the City's REACT program. • Developed and disseminated crime analysis bulletins that were used to identify crime trends as well as prolific offenders,who accounted for a vast majority of crime occurring in the City. • Utilized the crime analysis information by conducting proactive operations that resulted in the apprehension and conviction of numerous repeat and prolific offenders. 2010 Goals • Work cooperatively with other City departments and various community resources to address quality of life issues through the city. • Develop and disseminate meaningful crime analysis information to enhance the department's efforts to identify crime trends and repeat offenders. • Deploy personnel to conduct proactive operations to observe criminal conduct and apprehend offenders by utilizing crime analysis information. • Reduce the impact of street gangs on the community by targeting known gang members, increasing our rlllr involvement with regional gang task forces and facilitating the prompt removal of graffiti. • Reduce the impact of drugs in our community by aggressively targeting middle and lower level drug dealers who supply our community with illicit drugs. Expenditure Budget by Category-Special Operations Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSalaries 0 776,260 1,090,143 1,066,534 1,448,932 1,537,524 41.0% Part-Time Salaries 0 0 0 12,000 7,611 12,000 100.0% Overtime 0 96,255 121,176 121,176 140,779 86,190 -28.9% Personnel Benefits 0 275,064 387,945 387,945 547,242 549,896 41.7% Supplies 0 7,252 9,184 17,684 21,526 37,184 304.9% Other Services and Charges 0 94,397 110,160 511,464 161,442 226,053 105.2% Total 0 1,249,228 1,718,608 2,116,803 2,327,533 2,448,847 42.5% Staffing Levels(Full-Time Equivalent Employees-FTE)-Special Operations Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 2.00 14.00 18.00 18.00 18.00 18.00 0.0% Temp/IntermitSa la ries &Benefit $ - $ - $ $ 12,000 $ 8,680 $ 12,000 100.0% Budget by Fund-Police Page 191 of 548 Patrol Services Division r 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 2009 Accomplishments • Continued to develop and monitor the Photo Enforcement Program. Completed a program review after the first year of use,and made appropriate recommendations and changes in the program. • Coordinated our efforts with other city departments to address chronic traffic problems and concerns within the city. • Identified ways to increase productivity and efficiency by leveraging new technology for parking enforcement activities. • Implemented technology used by State of Washington to transfer in-field data from driver's licenses and vehicle registrations onto required citations and forms. 2010 Goals • Utilize the media as an avenue to improve communications citywide by using the city's website to post , viable, current information for the citizens regarding high enforcement areas and photo enforcement enhancements or changes. • Improve the quality of life in neighborhoods by focusing resources on areas of reported traffic-related safety and concerns and by providing an 360 degree complaint response model. , • Proactively take leadership roles in regional issues and collaborative efforts by placing resources on regional group assignments and providing high quality regional traffic related training. Expenditure Budget by Category-Patrol Services Division 2007 2008 2009 2009 2009 2010 Change ' Actual Actual Budget Adj Budget Actual Adopted 09/10 RegularSal aries 861,788 818,290 777,909 761,068 1,010,258 994,423 27.8% Overtime 174,028 173,008 146,379 396,379 262,451 146,379 0.0% Personnel Benefits 301,670 321,565 346,941 346,941 414,205 372,093 7.2% ' Supplies 16,570 27,301 17,646 17,646 16,403 17,646 0.0% Other Services and Charges 187,668 195,540 154,932 494,932 542,847 508,396 228.1% Intergovernmental Services 13,940 16,211 13,464 13,464 0 0 -100.0% Interfund Payments 0 178,500 164,700 164,700 164,700 157,334 -4.5% Total 1,555,665 1,730,415 1,621,971 2,195,130 2,410,862 2,196,271 35.4% Staffing Levels(Full-Time Equivalent Employees-FTE)-Patrol Services Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 10.80 11.80 13.00 13.00 13.00 13.00 0.0% Budget by Fund-Police Page 192 of 548 r Investigation Division 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. 2009 Accomplishments • Reduced the inventory of evidence/property held in property room with the addition of a third Evidence Technician. The department properly disposed of over 100 percent more items in 2009 as compared to 2008. to • Expanded the duties of Police Cadets to include the response to crime scenes. • Worked in conjunction with the Special Operations Division and Patrol Division to identify and apprehend Top Ten Offenders(RENSTAT). • Refined the case assignment criteria based on changes to King County filing standards, Renton Municipal Court policies,and the City Prosecutor caseload levels. 2010 Goals • Successful implementation of Evidence-On-Q data system. • Increase use of Evidence Technicians to respond to incidents of crime to utilize patrol officers time more efficiently. • Facilitate and direct the new TOP 3 program to provide attention to prioritized and specified places, problems,and/or people. • Work together with other local agencies to create Regional Major Crime Response Team to respond to major incidents. • Reorganize the division into two distinct units, Major Crimes supervised by one sergeant, and Property Crimes supervised by one sergeant. Expenditure Budget by Category-Investigation Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular Sa la ries 1,756,315 1,756,187 1,878,567 1,838,013 1,961,850 1,889,041 0.6% Part-Time Salaries 0 13,761 1,000 1,000 26,139 1,000 0.0% Overtime 178,552 180,183 142,643 142,643 151,430 142,322 -0.2% Personnel Benefits 595,676 626,673 693,502 693,502 688,094 626,794 -9.6% Supplies 17,160 17,403 24,014 47,604 28,140 24,014 0.0% Other Services and Charges 229,863 26,898 27,564 66,169 10,869 22,480 -18.4% Intergovernmental Services 0 0 0 0 3,094 0 N/A Interfund Payments 0 68,800 115,500 115,500 115,500 47,279 -59.1% Total 2,777,566 2,689,906 2,882,790 2,904,431 2,992,214 2,752,930 -4.5% ' Staffing Levels(Full-Time Equivalent Employees-FTE)-Investigation Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 23.00 17.00 22.00 22.00 22.00 21.00 -4.5% Temp/Intermit Salaries and Bene $ $ 15,918 $ 5,080 $ 5,080 $ 30,509 $ 1,000 -80.3% Budget by Fund-Police Page 193 of 548 rli Administrative Services Division 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. 2009 Accomplishments • Received a grant as part of the Federal Stimulus Package for $1.6 million over three years for six police officer positions. Organized and completed a highly attended National Night Out event. Selected as a National Award Winner for "outstanding participation in the 26th Annual National Night Out crime, Drug, and Violence prevention program" by National Association of Town Watch. • Selected and trained new members to the Training Unit, including Training Officer, Firearms Instructor, and Defensive Tactics Instructor. • Scheduled and completed an accreditation preliminary review of the 5th edition standards. 2010 Goals • Staff and train a new Renton police department recruiting team. ' • Attract and recruit high quality personnel to meet future annexation needs. • Conduct a Teen Citizen's academy. • Staff and implement a Crime Resistant Multi-Housing program upon completion of a city ordinance. • Successfully complete an onsite inspection of Renton police department's policies and practices by the ' Commission for Accreditation of Law Enforcement Agencies. Expenditure Budget by Category-Administrative Services Division i 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 RegularSaIaries 807,707 841,225 669,189 654,720 777,102 610,059 -8.8% Overtime 109,787 120,346 84,919 84,919 75,007 59,699 -29.7% Personnel Benefits 275,637 291,592 315,659 315,659 266,988 185,493 -41.2% Supplies 254,419 394,271 337,256 262,636 212,415 337,256 0.0% , Other Services and Charges 109,709 85,443 77,032 77,032 58,071 77,032 0.0% Interfund Payments 0 31,100 34,800 34,800 34,800 71,484 105.4% Total 1,557,259 1,763,978 1,518,855 1,429,766 1,424,383 1,341,023 -11.7% Staffing Levels(Full-Time Equivalent Employees-FTE)-Administrative Services Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 10.00 10.00 11.00 8.00 11.00 9.00 -18.2% Budget by Fund-Police Page 194 of 548 r Staff Services Division rr Mission Statement To meet the vision of being a nationally recognized and regional leader in providing comprehensive and r professional law enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems,and improving the quality of life. 2009 Accomplishments • • Increased efficiencies and reduced paper consumption through expanded scanning and electronic transmission of reports. • Reviewed public records policies to ensure compliance with the State Auditor's recommendations. 2010 Goals I • Implement MDC mobile update revision 3.1 to work in conjunction with our records management system. • Utilize Washington state archives to store records over 3 years until destruction date. • Fill authorized vacancy in division to reduce overtime by 60 percent. • Utilize police cadet resources to assist with non-essential record management tasks i.e., FIRs, written warnings,and case destruction. Expenditure Budget by Category-Staff Services Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSaIaries 593,227 587,785 567,025 554,714 599,153 687,690 21.3% Part-Time Salaries 0 12,350 0 0 0 0 N/A Overtime 28,841 101,349 40,040 40,040 140,395 40,040 0.0% ' Personnel Benefits 199,061 231,915 318,232 318,232 246,300 261,531 -17.8% Supplies 9,507 28,608 19,950 19,950 7,952 19,950 0.0% Other Services and Charges 30,529 25,243 35,134 35,134 45,642 35,134 0.0% Total 861,165 987,250 980,381 968,070 1,039,441 1,044,345 6.5% Staffing Levels(Full-Time Equivalent Employees-FTE)-Staff Services Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 14.40 14.40 12.40 12.40 12.40 12.40 0.0% Temp/Intermit Salaries &Benefit $ $ 13,382 $ - $ - $ - $ - N/A I 1 t 1 Budget by Fund-Police Page 195 of 548 Auxiliary Services Division 1d Mission Statement To meet the vision of being a nationally recognized and regional leader in providing comprehensive and professional law enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems,and improving the quality of life. 2009 Accomplishments • Began design and construction of South Correctional Entity Regional Jail (SCORE). • Reduced the number of subjects booked/housed at the King County jail by utilizing contracted inmate space availability at other jail facilities. • Increased the inmate capacity from 48 to 60 within the Renton jail. 2010 Goals , • Increase Electronic Home Detention (EHD)participants to a daily average of 42. • Reduce the number of inmates out-placed to other jails by 30 percent. • Research the possibilities of introducing a work release program when SCORE opens in June 2011. , Expenditure Budget by Category-Auxiliary Services Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 10 Regu I a r Sa I a ries 1,041,348 1,183,023 1,253,869 1,126,658 1,310,538 1,457,231 16.2% Ove rti me 86,341 58,504 70,584 70,584 68,322 70,584 0.0% Personnel Benefits 390,154 511,968 587,183 587,183 611,677 593,521 1.1% Supplies 211,325 184,214 225,277 225,277 177,041 225,277 0.0% Other Services and Charges 391,207 496,434 397,618 397,618 342,536 397,618 0.0% Intergovernmental Services 1,458,647 1,173,746 1,596,216 1,386,216 1,090,899 1,596,216 0.0% Interfund Payments 0 12,400 12,600 12,600 12,600 4,758 -62.2% Transfer Out 0 122,000 0 0 0 0 N/A Total 3,579,022 3,742,288 4,143,347 3,806,136 3,613,612 4,345,205 4.9% i ill Staffing Levels(Full-Time Equivalent Employees-FTE)-Auxiliary Services Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 21.00 21.00 19.00 19.00 19.00 18.00 -5.3% r Ir �r Budget by Fund-Police Page 196 of 548 Police Department Position Listing(1 of 2) 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted Administration Commissioned Officers M49 Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 M45 Police Deputy Chief 2.00 2.00 2.00 2.00 2.00 2.00 Total Commissioned Officers 3.00 3.00 3.00 3.00 3.00 3.00 Non-Commissioned Personnel M36 Police Manager 0.00 0.00 0.00 0.00 0.00 1.00 PN55 Police Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00 Total Non-Commissioned 2.00 2.00 2.00 2.00 2.00 3.00 Total Administration Division 5.00 5.00 5.00 5.00 5.00 6.00 Patrol Operations Commissioned Officers M36 Commander 2.00 2.00 2.00 2.00 2.00 2.00 PC61 Serge a nt 9.00 9.00 8.00 8.00 8.00 8.00 PC60 Police Officer-Pa tro 1 z 74.00 67.00 53.00 56.00 53.00 0.00 PC60 Po 1 i ce Officer-Pa tro 1 3 0.00 0.00 3.00 5.00 0.00 60.00 PC60 Police Officer-Patrol 1 0.00 3.00 0.00 0.00 3.00 0.00 Total Commissioned Officers 85.00 81.00 66.00 71.00 66.00 70.00 Non-Commissioned Personnel PN51 Police Secretary 0.00 1.00 1.00 1.00 1.00 0.00 Total Non-Commissioned 0.00 1.00 1.00 1.00 1.00 0.00 Total Patrol Operations Division 85.00 82.00 67.00 72.00 67.00 70.00 Special Operations Commissioned Officers M36 Commander 0.00 1.00 1.00 1.00 1.00 1.00 PC61 Sergeant 0.00 2.00 2.00 2.00 2.00 2.00 PC60 Police Officer-Patrol 0.00 6.00 11.00 11.00 11.00 12.00 PC60 Police Officer-Bicycle Patrol 0.00 1.00 1.00 1.00 1.00 0.00 PC60 Police Officer-Gambling Tax Enforcement 1.00 1.00 0.00 0.00 0.00 0.00 PC60 Police Officer-V N ET 0.00 1.00 1.00 1.00 1.00 1.00 PC61 Police Officer-Auto Theft Task Force 0.00 1.00 1.00 1.00 1.00 1.00 Total Commissioned Officers 1.00 13.00 17.00 17.00 17.00 17.00 Non-Commissioned Personnel PN61 Crime Analyst 0.00 1.00 0.00 0.00 0.00 0.00 PN54 Crime Analyst 1.00 0.00 1.00 1.00 1.00 1.00 Total Non-Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 Total Special Operations Division 2.00 14.00 18.00 18.00 18.00 18.00 1 Includes 4.0 FTE's to fill existing vacancies due to military commitments and temporary assignments to other public agencies Z Includes 4.0 FTE's unfunded as of 7/1/09 3Includes 6.0 FTE's funded as of 7/1/09 bythe COPS ARRA Grant Patrol Services Commissioned Officers M36 Commander 1.00 1.00 1.00 1.00 1.00 1.00 PC61 Sergeant 1.00 1.00 1.00 1.00 1.00 1.00 PC60 Police Officer-Traffic 6.00 6.00 8.00 8.00 8.00 8.00 Total Commissioned Officers 8.00 8.00 10.00 10.00 10.00 10.00 Non-Commissioned Personnel PN52 Animal Control Officer 2.00 2.00 2.00 2.00 2.00 2.00 PB50 Parking Enforcement Officer 0.80 1.80 1.00 1.00 1.00 1.00 PN50 Traffic Controller 0.00 0.00 0.00 0.00 0.00 0.00 Total Non-Commissioned 2.80 3.80 3.00 3.00 3.00 3.00 Budget by Fund-Police Page 197 of 548 4 Total Patrol Services Division 10.80 11.80 13.00 13.00 13.00 13.00 Investigations Police Department Position Listing(2 of 2) 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted Commissioned Officers M36 Commander 2.00 1.00 1.00 1.00 1.00 1.00 PC61 Sergeant 3.00 2.00 3.00 3.00 3.00 3.00 PC60 Police Officer/Detectives 13.00 9.00 13.00 13.00 13.00 13.00 Total Commissioned Officers 18.00 12.00 17.00 17.00 17.00 17.00 Non-Commissioned Personnel PN61 Domestic Violence Victim Advocate 1.00 1.00 1.00 1.00 1.00 1.00 PN53 Evidence Technician 3.00 3.00 3.00 3.00 3.00 2.00 PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00 Total Non-Commissioned 5.00 5.00 5.00 5.00 5.00 4.00 Total Investigations Division 23.00 17.00 22.00 22.00 22.00 21.00 ry Administrative Services Commissioned Officers M36 Commander 1.00 1.00 1.00 1.00 1.00 2.00 PC61 Sergeant 1.00 1.00 1.00 1.00 1.00 1.00 PC60 Police Officer-Youth Programs 2.00 0.00 1.00 0.00 1.00 0.00 PC60 Police Officer-SRO 2 1.00 2.00 2.00 0.00 2.00 2.00 W PC60 Police Officer-Training 1.00 2.00 2.00 2.00 2.00 1.00 PC60 Police Officer-C1TCInstructor 1.00 1.00 1.00 1.00 1.00 0.00 Total Commissioned Officers 7.00 7.00 8.00 5.00 8.00 6.00 Non-Commissioned Personnel PN54 Police Community Program Coordinator 2.00 2.00 2.00 2.00 2.00 2.00 PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00 Total Non-Commissioned Personnel 3.00 3.00 3.00 3.00 3.00 3.00 Total Administrative Services Division 10.00 10.00 11.00 8.00 11.00 9.00 Staff Services Non-Commissioned Personnel PN58 Police Service Specialist Supervisor 2.00 2.00 1.00 1.00 1.00 1.00 PN57 Police Service Specialist Lead 1.00 1.00 1.00 1.00 1.00 1.00 PN62 Police Svc Specialist-GamblingTaxEnforce ment 1.00 1.00 1.00 1.00 1.00 0.00 PN62 Police Service Specialist 10.40 10.40 9.40 9.40 9.40 10.40 Total Non-Commissioned 14.40 14.40 12.40 12.40 12.40 12.40 Total Staff Services Division 14.40 14.40 12.40 12.40 12.40 12.40 Auxiliary Services(Jail) Non-Commissioned Personnel M36 Police Manager 1.00 1.00 1.00 1.00 1.00 0.00 PN59 Jail Sergeant 2.00 2.00 2.00 2.00 2.00 2.00 PN 52 Jailer 14.00 14.00 12.00 12.00 12.00 13.00 PN52 Transportlailer 0.00 0.00 0.00 0.00 0.00 0.00 ' PN 52 J a i l e r s 1.00 1.00 1.00 1.00 1.00 0.00 PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00 Total Non-Commissioned Personnel 19.00 19.00 17.00 17.00 17.00 16.00 Total Auxiliary Services(Jail) 19.00 19.00 17.00 17.00 17.00 16.00 Auxiliary Services(Electronic Home Detention) Non-Commissioned Personnel PN56 Electronic Home Detention Jailer 2.00 2.00 2.00 2.00 2.00 2.00 Total Non-Commissioned Personnel 2.00 2.00 2.00 2.00 2.00 2.00 Total Auxiliary Services(Electronic Home Detention) 2.00 2.00 2.00 2.00 2.00 2.00 Total Auxiliary Services Division 21.00 21.00 19.00 19.00 19.00 18.00 Total Commissioned Officers 122.00 124.00 121.00 123.00 121.00 123.00 Budget by Fund-Police Page 198 of 548 r r Fire & Emergency Services 4� Interim Fire Chief Mark Peterson 152 FTEs dw i Administrative Support 1 FTE r FAinistrative I Staff 6 FTEs i Emergency Safety Response Operations Illi Management/Community Risk Safety&Support Services Deputy Chief Reduction Interim Deputy Chief Bill Flora Deborah Needham Provisional 124 FTEs i 10 FTEs 9 FTEs Incident Emergency I Chaplains/ T Incident Response i [,management Hazard Mitigation Management StaffVolunteers Special Operations i � Fire Station Staffing -- `— Inspections/ and Management Fire Suppression Investigations I Health and Safety if Pre-Incident Survey Emergency Medical Plan Review Training and Development Post-Incident Technical Rescue L Hazmat Mitigation Logistics^1 Analysis I (Equipment, Facilities, Apparatus) Hazardous Materials IN " Budget by Fund-Fire and Emergency Services Page 199 of 548 iw Fire & Emergency Services Mission Statement To maintain a safe and livable city through: • The reduction of risks to our community; • The efficient and effective response to escalating emergencies;and • A culture of safety and support for our members. R Description The department fulfills its mission through three core services: Response Operations, Emergency Management/Community Risk Reduction, and Safety and Support Services. External services include community risk reduction activities that meet the needs of our community prior to an emergency and response operations activities focused on reacting to calls for service and assisting customers as they return to a normal or better condition. Internal services focus primarily on the safety and support of department members, while maintaining effective linkage between the department and the remainder of the city. 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Operating Budget Summary 15,651,366 21,771,518 21,305,636 20,624,600 20,378,891 21,827,109 2.4% CIP Budget Summary 300,000 300,000 300,000 300,000 300,000 560,000 86.7% ' Position Summary 122.00 135.00 157.00 155.00 155.00 152.00 -3.2% List of Fire&Emergency Services Renton Results Decision Packages: Baseline Original Budget Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100009.0002 Administrative Services f 17.50 2,412,488 16.50 2,210,809 100009.0003 EMS and Fire/Rescue Svc 78.00 9,558,056 897,095 78.00 9,437,698 909,595 100009.0004 Emergency Management 2.00 296,115 35,000 2.00 296,115 150,462 100009.0005 Fire Code Inspect/Enford 10.00 1,142,235 157,225 8.00 936,700 257,250 100009.0006 EMS and Fire/Rescue Svs 18.50 2,404,474 1,274,723 18.50 2,432,870 1,274,723 100009.0007 EMS and Fire/Rescue Svs 29.00 3,947,872 4,925,653 29.00 3,919,541 4,280,000 100009.0008 F&ES Health &Wellness - 25,000 25,000 - 25,000 25,000 100009.0011 Basic Life SupportTransr - - - - 228,000 - 600019.0002 Fleet Services Capital Re - 503,491 - 247,571 Total 155.00 $20,289,731 $ 7,314,696 152.00 $19,734,303 $ 6,897,030 1 ' 1 Budget by Fund-Fire and Emergency Services Page 200 of 548 , irr Fire&Emergency Services Performance Measures: Service Area Performance Measures 2008 2009 2010 Percentage of the annual work plan goals completed within the r! calendaryear. N/A 90% 90% Administrative Percentage of required training requires no non-reimbursable Services for F&ES expenditure of overtime. N/A 75% 75% Percentage of responses to internal service requests that are filled solelythrough Department resources are done within 1 business day. N/A 90% 90% Maintain an aspirational response time goal forthe first arriving unit of EMS and of 7 minutes 30 seconds or better 90%of the time. N/A 100% 100% Fire/Rescue SUVs Maintain an aspirational response time goal fora firstalarm for COR assignment with a minimum of 15 personnel to a working fire N/A 95% 100% incident of 15 minutes and 0seconds or better 90%of the time. Provide EMS response within 7 minutes 30 seconds or better 90%of the time. N/A 100% 100% EMS and Provide fire response with first unit on location within 7 minutes 30 Fire/Rescue Svs seconds or better 90%of the time. N/A 100% 100% for KCFD#40 Provide full first alarm response with a minimum 15 personnel to a working fire incident of 20 minutes 0seconds or better 90%of the N/A 100% 100% t time. Highlight of Budget Changes: • Overtime expenditures increased $100k to help keep Station 14 Aid Car running and contractual obligations. • Interfund expenditures increased because of new Facilities($663k), Insurance($260k),Communications Ir ($183k)and a decrease in Fleet Services by($365k). • CIP expenditures increased$260k to cover debt service on the Fire Station 13 promissory note. 11! Ilr Budget by Fund-Fire and Emergency Services Page 201 of 548 Expenditure Budget by Division-Fire&Emergency Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Response Operations 12,251,667 16,087,582 15,779,059 15,100,109 15,727,583 16,425,247 4.1% B Safety&Support Services 2,496,115 4,340,076 3,845,201 3,715,317 3,032,764 4,125,092 7.3% A Community Risk Reduction 903,584 1,343,859 1,681,376 1,809,174 1,618,544 1,276,770 -24.1% Operating Total 15,651,366 21,771,518 21,305,636 20,624,600 20,378,891 21,827,109 2.4% CI P 300,000 300,000 300,000 300,000 300,000 560,000 86.7% Total 15,951,366 22,071,518 21,605,636 20,924,600 20,678,891 22,387,109 3.6% Expenditure Budget by Category-Fire&Emergency Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular Salaries 9,496,232 12,299,258 13,677,280 13,185,640 13,260,573 13,751,851 0.5% Part-Time Salaries 2,856 16,212 0 0 0 0 N/A Overtime 1,356,639 2,264,056 724,602 560,454 709,420 825,291 13.9% Personnel Benefits 2,427,138 3,401,347 4,113,832 4,113,832 3,823,126 3,743,682 -9.0% Supplies 217,836 793,086 267,936 391,198 355,706 249,937 -6.7% Other Services and Charges 1,051,297 329,427 460,201 417,738 263,427 441,050 -4.2% Intergovernmental Services 151,654 271,988 283,050 283,050 329,533 283,049 0.0% Capital Outlay 420,989 547,111 191,872 51,672 18,631 191,872 0.0% Interfund Payments 526,726 1,849,032 1,586,863 1,586,863 1,618,474 2,340,377 47.5% Transfer Out 0 0 0 34,153 0 0 N/A Operating Total 15,651,366 21,771,518 21,305,636 20,624,600 20,378,891 21,827,109 2.4% CI P 300,000 300,000 300,000 300,000 300,000 560,000 86.7% Total 15,951,366 22,071,518 21,605,636 20,924,600 20,678,891 22,387,109 3.6% Staffing Levels by Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Response Operations 100.00 112.00 125.00 125.00 125.00 125.00 0.0% Safety&Support Services 10.00 10.00 14.00 14.00 14.00 14.00 0.0% Community Risk Reduction 12.00 13.00 18.00 16.00 16.00 13.00 -27.8% Total FTE 122.00 135.00 157.00 155.00 155.00 152.00 -3.2% Temp/Intermit Salaries and Ben $ 3,163 $ 18,129 $ $ $ 53 $ N/A i t 1 1 Budget by Fund-Fire and Emergency Services Page 202 of 548 IN Response Operations Mission Statement irr To provide efficient and effective response to escalating emergencies. 2009 Accomplishments to • Develop department specific Incident Management Field Operations Guide. • Review and update pre-incident plans at all identified high value/high hazard occupancies. ' Initiate coordination with Valley Communications for eventual implementation of an automated pre- • incident plan as part of the CAD system. 2010 Goals ' Evaluate options and implement methods to improve efficiencies in deployment models with current resources. • Initiate development of a 5-10 year master plan for Response Operations to include a predictive model for future incident call volume patterns. • Achieve NIMS compliance on working incidents 100 percent of the time. ' Complete specifications for a heavy rescue vehicle. I1 ' Utilize King County pilot RAMPART project to springboard our department's public access defibrillator program to become a system-wide program. Expenditure Budget by Category-Response Operations Division to 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSal aries 7,837,500 9,615,630 10,783,730 10,383,928 11,067,324 11,720,857 8.7% Overtime 1,209,211 2,109,806 621,034 508,886 659,831 739,063 19.0% r Personnel Benefits 1,980,125 2,642,444 3,272,523 3,272,523 3,092,563 3,148,135 -3.8% Supplies 57,646 109,402 75,000 26,000 16,519 77,000 2.7% Other Services and Charges 764,544 23,206 28,700 40,700 33,450 29,100 1.4% Capital Outlay 402,641 513,141 146,372 16,372 6,116 171,372 17.1% Interfund Payments 0 1,073,953 851,700 851,700 851,781 539,720 -36.6% Total 12,251,667 16,087,582 15,779,059 15,100,109 15,727,583 16,425,247 4.1% Staffing Levels(Full-Time Equivalent Employees-FTE)-Response Operations Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 100.00 112.00 125.00 125.00 125.00 125.00 0.0% Budget by Fund-Fire and Emergency Services Page 203 of 548 Safety&Support Services Mission Statement To foster a culture of safety and support for our members. 2009 Accomplishments • Review and revise,as necessary,probationary and performance evaluation processes. • Transition to electronic staffing system. 2010 Goals • Reorganize Safety/Training's recordkeeping process to include the purchase and implementation of software for required training. • Implement and manage a three-year driver training program for all members per state standards. • Implement an asset management system to include inventory control,budget management and protection. • Further define the Logistics Division through new and updated policies,to include a completed Logistics Division desk manual. • Evaluate and achieve efficiencies in the administrative function of the organization. Expenditure Budget by Category-Safety&Support Services Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regular Salaries 1,070,953 1,778,718 1,772,312 1,693,773 1,176,785 1,185,180 -33.1% Part-Time Salaries 2,856 0 0 0 0 0 N/A Overtime 112,246 102,077 60,728 26,728 19,988 45,228 -25.5% Personnel Benefits 258,647 447,342 472,011 439,013 357,373 309,900 -34.3% Supplies 129,522 647,472 152,436 272,636 259,833 152,437 0.0% Other Services and Charges 243,512 280,179 366,001 237,501 150,543 349,450 -4.5% Intergovernmental Services 151,654 271,988 283,050 283,050 329,533 283,049 0.0% Capital Outlay 0 32,965 44,000 33,800 12,516 19,000 -56.8% Interfund Payments 526,726 779,334 694,663 694,663 726,193 1,780,848 156.4% Transfer Out 0 0 0 34,153 0 0 N/A Operating Total 2,496,115 4,340,076 3,845,201 3,715,317 3,032,764 4,125,092 7.3% CI P 300,000 300,000 300,000 300,000 300,000 560,000 86.7% Total 2,796,115 4,640,076 4,145,201 4,015,317 3,332,764 4,685,092 13.0% Staffing Levels(Full-Time Equivalent Employees-FTE)-Safety&Support Services Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total HE 10.00 10.00 14.00 14.00 14.00 14.00 0.0% Temp/Intermit Salaries and Beni $ 3,163 $ 40 $ - $ - $ 53 $ - N/A t� Budget by Fund-Fire and Emergency Services Page 204 of 548 OW Emergency Management/Community Risk Reduction Mission Statement To work with resident and other agencies to bring about the reduction of risks to our community. Iw 2009 Accomplishments • Pursue Emergency Management capital investments. 111 ' Prepare for accreditation by the Emergency Management Accreditation Program(EMAP). • Implement a communication notification system. • Initiate City-wide continuity of operations planning. • Expand alternate communications capabilities for reliable use during disasters. • Revise the Citizen CPR Program. • Review 2009 International Fire Code and initiate local ordinance drafts. • Recommend appropriate revisions to the fire mitigation and permit fee structures. 2010 Goals • Develop and implement an all-hazards public awareness campaign. • Implement a revised damage assessment process to achieve better situational awareness in an emergency. • Recommend adoption of the 2009 Renton Fire Code. • Conduct a major disaster exercise. ' Initiate development of a Local Emergency Planning Committee. OW Expenditure Budget by Category-Community Risk Reduction Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula r Sa la ries 587,778 904,910 1,121,238 1,107,939 1,016,464 845,814 -24.6% Part-Time Salaries 0 16,212 0 0 0 0 N/A Overtime 35,182 52,173 42,840 24,840 29,600 41,000 -4.3% Personnel Benefits 188,366 311,560 369,298 402,296 373,191 285,647 -22.7% Supplies 30,669 36,212 40,500 92,562 79,354 20,500 -49.4% Other Services and Charges 43,241 26,042 65,500 139,537 79,435 62,500 -4.6% Capital Outlay 18,348 1,005 1,500 1,500 0 1,500 0.0% Interfund Payments 0 -4,255 40,500 40,500 40,500 19,809 -51.1% OB Total 903,584 1,343,859 1,681,376 1,809,174 1,618,544 1,276,770 -24.1% ir! Staffing Levels(Full-Time Equivalent Employees-FTE)-Community Risk Reduction 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 12.00 13.00 18.00 16.00 16.00 13.00 -27.8% Temp/Intermit Salaries &Benefi $ - $ 18,089 $ $ - $ - $ N/A r f u Budget by Fund-Fire and Emergency Services Page 205 of 548 40 Fire&Emergency Services Department Position Listing 2007 2008 2009 2009 2009 2010 'r Grade Title Actual Actual Budget Adj Budget Actual Adopted Response Operations M45 DeputyChief(Response Operations) 0.00 1.00 1.00 1.00 1.00 1.00 F73 Battalion Chief 3.00 3.00 6.00 6.00 6.00 6.00 F72 Captain 5.00 6.00 6.00 6.00 6.00 6.00 A F71 Lieutenant 13.00 13.00 18.00 18.00 18.00 16.00 1 F70 Firefighter 78.00 88.00 93.00 93.00 93.00 95.00 Total Commissioned Members 99.00 111.00 124.00 124.00 124.00 124.00 A09 Administrative Secretary1 1.00 1.00 1.00 1.00 1.00 1.00 Total Non-Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 Total Response Operations Section 100.00 112.00 125.00 125.00 125.00 125.00 Safety&Support Services M49 Fire Chief/Emergency Services Administrator 1.00 1.00 1.00 1.00 1.00 1.00 M45 Deputy Chief(Response Operations) 1.00 0.00 0.00 0.00 0.00 0.00 40 M45 Deputy Chief(Community Risk Reduction) 1.00 0.00 0.00 0.00 0.00 0.00 M45 Deputy Chief(SafetyandSupportServices) 0.00 1.00 1.00 1.00 1.00 1.00 F73 Battalion Chief 1.00 1.00 0.00 0.00 0.00 0.00 40 F72 Ca pta i n 1.00 1.00 2.00 2.00 2.00 2.00 F71 Lieutenant 1.00 1.00 2.00 2.00 2.00 4.00 F70 Firefighter 78.00 0.00 4.00 4.00 4.00 2.00 Total Commissioned Members 6.00 5.00 10.00 10.00 10.00 10.00 N114 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00 A09 Administrative Secretary1 0.00 0.00 1.00 1.00 1.00 1.00 s N11 Administrative Secretary 11 1.00 0.00 0.00 0.00 0.00 0.00 20 A11 Communications Specialist 0.00 1.00 0.00 0.00 0.00 0.00 A09 Fire District Liaison 1.00 1.00 1.00 1.00 1.00 1.00 A07 Data Base Systems Technician 0.00 0.00 0.00 0.00 A05 Secreta ry 1 1.00 1.00 0.00 0.00 0.00 0.00 A05 Office Assistant 111 1.00 1.00 1.00 1.00 1.00 1.00 Total Non-Commissioned 4.00 5.00 4.00 4.00 4.00 4.00 Total Safety&Support Services Section 10.00 10.00 14.00 14.00 14.00 14.00 Community Risk Reduction M45 Deputy Chief(Community Risk Reduction) 0.00 1.00 1.00 1.00 1.00 0.00 ' F73 Battalion Chief 1.00 0.00 0.00 0.00 0.00 0.00 F72 Ca pta i n 0.00 0.00 1.00 1.00 1.00 1.00 F71 Lieutenant 1.00 1.00 1.00 1.00 1.00 1.00 Total Commissioned Members 2.00 2.00 3.00 3.00 3.00 2.00 M38 Emergency Management Director 1.00 1.00 1.00 1.00 1.00 1.00 M20 EmergencyManagementCoordinator 0.00 0.00 1.00 1.00 1.00 1.00 M26 Assistant Fire Marshal 1.00 1.00 1.00 1.00 1.00 1.00 M23 Assistant Fire Marshal 0.00 0.00 0.00 0.00 0.00 0.00 A24 Lead Fire Inspector 1.00 1.00 2.00 2.00 2.00 1.00 A23 Fire Plans Examiner/Fire Inspector 111 1.00 1.00 1.00 1.00 1.00 1.00 A21 Fire Inspectorlll 2.00 2.00 2.00 2.00 2.00 2.00 A19 Fire Inspector 11 1.00 1.00 1.00 1.00 1.00 1.00 A17 Fire Inspector 1.00 2.00 2.00 2.00 2.00 1.00 A09 Administrative Secretary1 1.00 1.00 1.00 1.00 1.00 1.00 A03 Office Assistant 11 1.00 1.00 1.00 1.00 1.00 1.00 40 A21 Communications Specialist 11 0.00 0.00 1.00 0.00 0.00 0.00 Al2 Communications Specialist 0.00 0.00 1.00 0.00 0.00 0.00 Total Non-Commissioned 10.00 11.00 15.00 13.00 13.00 11.00 1 111111111 Total Community and Risk Reduction Section 12.00 13.00 18.00 16.00 16.00 13.00 Total Commissioned Members 107.00 118.00 137.00 137.00 137.00 136.00 Total Non-Commissioned Members 15.00 17.00 20.00 18.00 18.00 16.00 Total Fire&Emergency Services Department 122.00 135.00 157.00 155.00 155.00 152.00 Budget by Fund-Fire and Emergency Services Page 206 of 548 am Vw Community Services ++ ADMINISTRATOR Terry Higashiyama 106.30 FTEs AdminlstrativeSupport Parks Commission 1 FTE Recreation Parks and Golf Course Parks Planning and Facilities Natural Resources Kris Stimpson(Interim) Kelly Peter Re nn^_r 19.05 FTEs 33 FTEs Leslie Betlach 3 FTEs 20 FTEs ar I Recreation Services Parks Maintenance Urban Forestry and Facilities Maintenance j iNatural Re sources Services I 1a anning,Aquisition, i RentonCommuniby Golf Course Leased Cit Pro erties� Center and Development I P III + I Capital capitallnvetmznt Rznton5,niorActivitr� p Pro��t� Capitallm:e tm?nt Center Projects i ' r 1 Projects s Senior Advisory Board � f AdvisoryCommis ion o Div,rsity r� Human Services I Library Renton History Museum Community Resources Karen Bergsvik Bett?Anderson Elizabeth Ste,,'art � and Events 5 FTEs ( 15 FTEs 1 FTE 2.25 FTEs Housin R? air Renton Historical g p Library Board ! Assistance Program Society/Board i I Community DevelopmentBlock Grant(CDBG) Human Services Advisory Committee Budget by Fund-Community Services Page 207 of 548 i� Community Services Mission Statement Promote and support a more livable Renton community by providing recreation, library, museum, human services programs, modern parks and facilities,and undisturbed natural areas. Description The department is comprised of eight divisions - Parks and Golf Course, Recreation, Human Services, Museum, Facilities, Library, and Community Resources and Events, and Planning and Natural Resources. We provide opportunities for community involvement with quality of life experiences. We also provide internal support to all departments where needed.The teams are located throughout the city. 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Operating Budget Summa 18,789,988 19,641,402 25,319,480 27,212,973 24,603,261 21,583,262 -14.8% CIP Budget Summa ry 4,089,213 6,813,311 5,765,174 15,363,862 10,464,532 1,803,454 -68.7% Position Summary 106.00 114.50 113.00 111.80 111.80 106.30 -5.9% List of Community Services Renton Results Decision Packages: Baseline Original Budget Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100009.0033 #N/A - - - - 100020.0002 Servingvulnerable/lowi 4.44 949,688 30,000 3.44 803,319 30,000 100020.0009 CDBG-0 1.56 293,740 294,148 1.56 293,740 294,148 200020.0001 Community Enga gement- 2.15 244,153 3,000 1.90 218,635 3,000 300020.0003 Museum-3 1.00 113,410 - 1.00 102,953 - 300020.0004 Li bra ry-1,3,4,5 15.00 2,178,734 413,192 15.00 1,955,475 427,592 300020.0005 Parks and Trails Program 24.30 3,139,824 78,454 24.30 3,099,276 78,454 300020.0007 Com Relations and Even 0.65 181,395 100,000 0.65 165,986 90,000 , 300020.0009 Aquatics-3,4,5 1.50 880,406 726,840 1.50 772,406 666,640 300020.0010 Carco Theater-3,4,5 1.25 234,104 44,000 1.25 219,856 44,000 300020.0011 Recreation Services-3,4,5 7.00 1,010,563 130,000 6.75 908,745 130,000 300020.0012 Renton CommunityCente 6.30 1,325,716 1,186,500 6.30 1,296,516 1,186,500 300020.0013 Senior Center-4,5,6 3.25 606,305 131,700 3.25 559,264 131,700 300020.0015 Leased Facilities-0 1.50 579,285 941,533 1.50 579,285 941,533 300020.0027 Administration/Com Svcs 2.00 275,182 - 2.00 271,365 - 500020.0001 Golf Course-5 8.50 1,826,877 2,468,845 8.50 1,826,877 2,483,545 500020.0002 Urban Forestry and Nat'l 1.90 510,413 - 1.90 393,504 - Budget by Fund-Community Services Page 208 of 548 11s 500020.0003 Golf Course Debt Service 462,589 462,589 600019.0002 Fleet Services Capital Re - 192,026 137,287 600020.0003 Cu s to d i a I Services -2 19.00 1,582,231 16.00 1,293,942 600020.0004 Facilities Technical Mair 10.50 2,551,553 9.50 2,392,454 600020.0006 Operational Facilities M - 137,000 - 137,000 600020.0009 Public Facilities MM C20( - 361,000 - 361,000 Total Operating 111.80 19,636,195 6,548,212 106.30 18,251,474 6,507,112 300020.0016 Henry Moses Aquatic Cer - 120,000 120,000 - 120,000 120,000 300020.0017 Grant Matching Program 250,000 - 250,000 - 300020.0018 Parks,Recreation and OF 25,000 25,000 300020.0019 Urban ForestryTree Repl 110,000 - 110,000 - 300020.0020 KC Proposition 2 Cap Exp 160,000 160,000 160,000 160,000 300020.0021 Parks General Major Mai 85,000 - 85,000 - 300020.0023 Tree Maintenance C3201: 70,000 70,000 300020.0024 Capital Project Coordinat 68,454 68,454 300020.0025 Pathway,Side,Patio&Bc 50,000 - 50,000 300020.0026 Golf Course MM C42001 150,000 150,000 150,000 150,000 300020.0028 Disaster Repairs 200,000 - 200,000 - 500020.0004 Irrigation Automation an 60,000 - 60,000 600020.0007 Leased Facilities C20010, 100,000 100,000 100,000 - 600020.0008 City Wide SecuritySysten 90,000 50,000 90,000 50,000 600020.0010 Public Restrooms Renov< 265,000 - 265,000 - Total CIP 1,803,454 580,000 1,803,454 480,000 Community Services Performance Measures: Service Area Performance Measures 2008 2009 2010 � Serving vulnerable/low Number of unduplicated households- vulnerable/low Repair Assistance Program(HRAP) N/A 426 426 income to Community Engagement Output leveraged dollars/volunteers N/A 10%loss 1,273,628 Museum Number of visitors and people served by outreach N/A 4,500 4,800 Library Number of items checked out N/A 615,200 676,720 Parks and Trails Overall customer satisfaction rating is good to excellent Program in cleanliness and appearance N/A 80% 80% Community Relations and Event participants rate experience as satisfactory or better N/A N/A 80% Events Percent of patrons who express an overall"great"or" Aquatics good"rating with the pool in our annual pass card N/A 98% 98% survey Carco Theater Rental and program revenues N/A 46,000 47,000 Recreation Services Amount of program and rental revenues N/A 600,000 600,000 Renton Community Amount of program and rental revenues N/A Center 1,100,000 1,100,000 Senior Center Daily Attendance N/A 300 300 Budget by Fund-Community Services Page 209 of 548 Ogg Overall customer satisfaction rating is good to excellent N/A 85% 85% Golf Course in cleanliness and appearance Urban Forestry Customer satisfaction survey rating is good to excellent and Natural in safety,accessibility,and appearance of streets right- N/A 80% 80% Resources of-way,the downtown core,and natural areas Custodial Services IFMA 60th percentile employee sf coverage N/A 18,000 18,000 Facilities Technical Number of HelpDesk Projects complete N/A 1,945 1,945 Maintenance Highlight of Budget Changes: • Regular/Part-Time Salaries,and Personnel Benefits decreased because of the following position reductions: o Secretary II position(1 reduced to.50), Facilities Technician(2), Maintenance Custodian (2),and Custodial Services Supervisor(1). o Part-time staff reductions are outlined in the table below: Reduction Hours FTE PT/Seasonal Part-time Reduction Amount Reduction/$20 Hours/2080 Staff Recreation Services (67,200) (3,360) (1.62) (15) Carco (10,000) (500) (0.24) (10) Aquatics (47,000) (2,350) (1.13) (18) Senior Center (21,000) (1,050) (0.50) (1) Renton Community Center (16,200) (810) (0.39) (1) Total Recreation (161,400) (8,070) (3.88) (45) Parks (45,321) (2,266) (1.09) (27) Library (68,815) (3,441) (1.65) (6) Museum (8,822) (441) (0.21) (1) Total Community Services (284,358) (14,218) (6.84) (79) Notes: An hourly rate of$20 used as an average hourly amount for salary and benefits. 2080 is the total number of work hours in a year. The transfer of$15,000 from Aquatics to Parks(Boat Launch Staff)not included. • Supplies decreased by$172k as part of the overall budget reductions. • Intergovernmental services reflects an increase due to King County Library System (KCLS)cross-use study payment($278k)and decreased by(-$179k)due to expiration of agreement with Renton School District #403 to provide financial support for the Renton Pool at Lindbergh High School. • Interfund Payments increased because of new charges for Facilities($1.9m),Communications($164k), Insurance($139k),an increase in Internal payment for General Services($25k)decrease in Information Technology(-$223k)and a decrease in Fleet Services by(-$193k). • Transfer out decreased due to allocation of Facilities internal services fund charges across departments(- $4m),transfer for equipment purchases reduced to zero(-$106k),and transfer to leased facilities reduced to zero(-$571k). Budget by Fund-Community Services Page 210 of 548 Expenditure Budget by Division-Community Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Administration 1,721,070 1,043,884 4,536,773 4,424,133 4,459,381 958,648 -78.9% � Facilities 3,879,980 4,427,222 5,295,406 6,828,123 5,577,533 4,758,150 -10.1% Community Resources an( 127,392 367,627 419,915 415,925 348,185 355,694 -15.3% Parks 3,862,583 3,912,788 4,369,147 4,369,156 3,894,745 3,790,171 -13.3% Recreation Services 3,757,009 4,310,684 4,623,247 4,655,806 4,374,668 4,718,836 2.1% Human Services/CDBG 1,001,783 1,162,553 1,307,231 1,469,841 1,194,142 1,165,599 -10.8% Li bra ry 1,913,034 1,890,886 2,138,268 2,420,961 2,321,878 2,544,263 19.0% Museum 125,670 136,327 151,124 149,625 140,801 194,120 28.5% Golf Course 2,401,469 2,389,432 2,478,369 2,479,403 2,291,928 2,566,837 3.6% Parks Planning and Natur, 0 0 0 0 0 530,943 100.0% Operating Total 18,789,988 19,641,402 25,319,480 27,212,973 24,603,261 21,583,262 -14.8% CIP 4,089,213 6,813,311 5,765,174 15,363,862 10,464,532 1,803,454 -68.7% Total 22,879,201 26,454,713 31,084,654 42,576,835 35,067,793 23,386,716 -24.8% Expenditure Budget by Category-Community Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSalaries 5,998,899 6,379,070 7,111,288 6,984,298 6,876,667 6,901,652 -2.9% Part-Time Salaries 2,177,389 2,235,323 2,114,057 2,131,260 2,008,001 1,772,556 -16.2% Overtime 79,128 72,305 67,467 66,467 53,934 40,948 -39.3% Personnel Benefits 2,367,818 2,677,414 3,018,195 3,015,992 2,858,601 2,686,934 -11.0% Supplies 1,237,800 1,342,224 1,383,852 1,427,861 1,165,399 1,212,034 -12.4% Other Services and Charge 4,153,130 3,969,080 4,389,232 4,716,325 4,176,587 4,509,474 2.7% Intergovernmental Service 0 138,897 178,500 492,603 454,571 278,000 55.7% Capital Outlay 187,131 90,561 103,120 828,053 80,682 100,000 -3.0% Debt Service 519,112 462,389 462,779 462,779 466,435 462,589 0.0% Interfund Payments 1,071,311 1,703,138 1,613,616 5,578,280 5,591,844 3,469,075 115.0% Transfer Out 998,269 571,000 4,877,374 1,509,055 870,540 150,000 -96.9% Operating Total 18,789,988 19,641,402 25,319,480 27,212,973 24,603,261 21,583,262 -14.8% CIP 4,089,213 6,813,311 5,765,174 15,363,862 10,464,532 1,803,454 -68.7% 1W Total 22,879,201 26,454,713 31,084,654 42,576,835 35,067,793 23,386,716 -24.8% Staffing Levels by Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Administration 11.00 2.00 2.00 2.00 2.00 2.00 0.0% Facilities 24.00 30.00 30.00 30.00 30.00 26.00 -13.3% Community Resources anc 0.00 2.50 2.50 2.50 2.50 2.25 -10.0% Parks 24.00 27.00 26.50 23.50 23.50 23.50 -11.3% Recreation Services 17.00 21.50 20.50 19.30 19.30 19.05 -7.1% Human Services/CDBG 5.00 6.50 6.00 6.00 6.00 5.00 -16.7% Li bra ry 14.00 14.00 15.00 15.00 15.00 15.00 0.0% Museum 1.00 1.00 1.00 1.00 1.00 1.00 0.0% Golf Course 10.00 10.00 9.50 9.50 9.50 9.50 0.0% Parks Planningand Natur, 0.00 0.00 0.00 3.00 3.00 3.00 100.0% Total FTE 106.00 114.50 113.00 111.80 111.80 106.30 -5.9% Te mp/I me rmi t Sa I a ri es a i $2,520,179 $2,591,708 $2,439,238 $2,454,238 $2,337,979 $2,081,299 -14.7% Budget by Fund-Community Services Page 211 of 548 Administration Division 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. 2009 Accomplishments • Continued documentation for five-year reaccreditation process. • Implemented re-organization to promote better customer service and accountability. • Participated in 14-5 interdepartmental team. • Updated Strategic Plan • Opening of Off-Leash Dog Park • Recipient of Tree City USA • Increased participation in City-wide Emergency Management efforts 2010 Goals • Initiate new memorial/donation policy. • Complete Park, Recreation and Open space plan to represent future needs of the community. • Redefine level of service to coincide with 2010 budget • Establish city-wide Special Event Ordinance • Marketing and promoting awareness of Veteran's Park Expenditure Budget by Category-Administration Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 -Regula r Sa la ries 848,839 199,950 206,081 201,607 206,877 211,800 2.8% Part-Time Salaries 3,195 9,414 0 0 0 0 N/A Personnel Benefits 215,383 48,094 52,579 52,579 49,641 46,821 -11.0% Supplies 8,094 8,862 7,880 7,880 6,090 7,000 -11.2% Other Services and ChargE 89,946 36,802 27,347 27,347 26,659 5,744 -79.0% Intergovernmental ServicE 0 0 0 0 1,349 0 N/A Interfund Payments 555,613 740,763 201,802 4,134,720 4,168,764 687,283 240.6% Transfer Out 0 0 4,041,084 0 0 0 -100.0% Operating Total 1,721,070 1,043,884 4,536,773 4,424,133 4,459,381 958,648 -78.9% C1 4,038,011 6,655,380 5,615,174 15,032,464 10,342,785 1,653,454 -70.6% Total 5,759,081 7,699,264 10,151,947 19,456,597 14,802,165 2,612,102 -74.3% Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration Division 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 11.00 2.00 2.00 2.00 2.00 2.00 0.0% Temp/Intermit Salaries & $ 3,809 $ 10,217 $ - $ - $ 7 $ - N/A ! "j Budget by Fund-Community Services Page 212 of 548 w. Facilities Division Mission Statement Develop and maintain City buildings and manage the delivery of building-related services to the public and the City workforce in a safe,customer-focused manner. 2009 Accomplishments ~ • Improved City Building Maintenance standards. • Reduced the energy load at Fire Stations 11 and 12, Renton City Hall,and the Public Works Shops. • Completed CIP program as budgeted 2010 Goals • Implement streamlined custodial work teams • Improve energy performance at 200 Mill Building, Public Works Garage,and Renton City Hall • Obtain FEMA and PSE Grants for CIP projects Expenditure Budget by Category-Facilities Division 2007 2008 2009 2009 2009 2010 Change to Actual Actual Budget Adj Budget Actual Adopted 09/10 RegularSaIaries 1,254,243 1,539,748 1,693,802 1,657,027 1,674,205 1,526,111 -9.9% Part-Time Salaries 100,325 97,564 69,559 91,305 79,179 34,779 -50.0% Overtime 20,208 17,641 10,000 10,000 12,810 10,000 0.0% to Personnel Benefits 492,365 625,989 717,355 717,355 697,212 569,444 -20.6% Supplies 174,119 205,432 142,063 142,063 139,318 154,504 8.8% Other Services and Charge 1,165,163 1,452,248 1,828,961 1,990,139 2,095,144 2,392,543 30.8% Capital Outlay 116,842 0 0 728,053 26,150 0 N/A Debt Service 63,600 0 0 0 0 0 N/A Interfund Payments 0 102,600 262,876 262,876 262,726 70,769 -73.1% Transfer Out 493,113 386,000 570,790 1,229,305 590,790 0 -100.0% Total 3,879,980 4,427,222 5,295,406 6,828,123 5,577,533 4,758,150 -10.1% Staffing Levels(Full-Time Equivalent Employees-FTE)-Facilities 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 24.00 30.00 30.00 30.00 30.00 26.00 -13.3% Temp/Intermit Salaries & $ 119,152 $ 114,838 $ 84,528 $ 106,274 $ 94,677 $ 42,264 -50.0% i Budget by Fund-Community Services Page 213 of 548 Parks and Golf Course Division-Parks Maintenance Operations Mission Statement Provide a safe,clean,attractive,accessible,and well-maintained environment for the public's enjoyment of active and passive recreational opportunities. 2009 Accomplishments • Renovated deteriorated landscape at Cedar River and Coulon Parks. • Continued Customer Satisfaction Surveys. • Provided interdepartmental support for ongoing activities,i.e. prep.baseball and soccer fields • Provided training for staff certification and licensing. • Supported City-wide events,4th of July, Farmers Market, RiverDays,Grand opening of new Off-leash Dog Park • Continued installation of Sentinel units for automated irrigation • Purchased/utilize new trail "Sweeper" • Replace and update parks rules and other signage 2010 Goals • Continue installation of Sentinel units for automated irrigation in parks • Continue to assist with tree pruning,removal,and replacement program to promote healthy trees. • Continue to support park volunteer projects. • Continue to provide interdepartmental support for ongoing activities • Provide training for staff certification and licensing. i • Support City-wide events • Complete the update and replacement of various park signage • Provide Customer Satisfaction Surveys. Expenditure Budget by Category-Parks 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSalaries 1,245,742 1,416,111 1,759,014 1,720,823 1,546,042 1,378,482 -21.6% Pa rt-Time Sala ries 322,143 335,963 314,918 314,918 355,184 290,683 -7.7% Overtime 29,523 31,174 13,076 13,076 23,514 13,076 0.0% Personnel Benefits 486,840 593,594 710,603 710,603 637,783 568,967 -19.9% Supplies 264,914 301,190 233,639 242,339 167,649 194,839 -16.6% Othe r Se rvi ces and Cha rge 1,214,338 796,056 860,897 875,897 672,852 514,571 -40.2% Intergovernmental Service 0 0 0 0 223 0 N/A Interfund Payments 0 403,700 361,500 371,500 371,500 829,554 129.5% TransferOut 299,082 35,000 115,500 120,000 120,000 0 -100.0% Total 3,862,583 3,912,788 4,369,147 4,369,156 3,894,745 3,790,171 -13.3% - Equivalent Employees-FTE Staffing Levels(Full Time Equivale )-Parks 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 24.00 27.00 26.50 23.50 23.50 23.50 -11.3% Temp/Intermit Salaries & $ 377,158 $ 396,546 $ 368,170 $ 368,170 $ 421,948 $ 337,848 -8.2% Budget by Fund-Community Services Page 214 of 548 tis +. Parks and Golf Course Division—Maplewood Golf Course Mission Statement 1r 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. 2009 Accomplishments • Continued to promote and run Junior Golf Camps throughout the year. • Continued to competitively price the golf course in the market. • Continued joint promotions and activities with the restaurant. • Moved/installed vacated FS #13 (double-wide mobile home) to golf course and utilize as temporary Maintenance office. Removed old maintenance office from site. • Removed Locust trees according to Arborist's Tree Inspection Report. Plant new trees in vacated area. Completed Audubon Cooperative Sanctuary Certification. • Continued to follow Best Management Practices to maintain a quality golf course. • Implemented major maintenance projects as needed to provide quality product and standards for customers including but not limited to; exterior building lighting,and parking lot striping. r • Continued timely updates to website and lobby signage to include activities, projects, events, and promotions. • Continued Customer Satisfaction Surveys. 2010 Goals ° Continue to promote and run Junior Golf Camps throughout the year. • Repair and provide major maintenance to the irrigation pumps in pump house. • Sustain Audubon Cooperative Sanctuary Certification. • Continue to follow Best Management Practices to maintain a quality golf course. • Complete the installation of new drainage and synthetic turf repair in the driving range. • Install aerator in#18 pond. • Complete the removal of all Locust trees as noted on Arborist's Tree Inspection Report. Plant new trees in vacated area. • Implement major maintenance projects as needed to provide quality product and standards for customers including but not limited to; updating HVAC system,exterior building lighting, banquet room air-door repair,and parking lot striping. • Continue timely updates to website and lobby signage to include activities, projects,events,and promotions. • Continue Customer Satisfaction Surveys. illy Budget by Fund-Community Services Page 215 of 548 Expenditure Budget by Category-Golf Course 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSala ries 601,643 570,856 578,787 566,221 586,609 624,037 7.8% Part-Time Salaries 234,313 255,731 294,941 294,941 208,521 294,941 0.0% Ove rti me 1,470 11349 1,020 1,020 638 1,020 0.0% Personnel Benefits 276,127 281,343 293,412 293,412 280,756 288,204 1.8% Supplies 289,022 319,448 285,533 285,533 224,741 285,533 0.0% Other Services and Charge 206,753 146,065 175,988 189,588 184,176 189,588 7.7% Capital Outlay 69,681 87,542 100,000 100,000 54,485 100,000 0.0% Debt Se rvi ce 455,512 462,389 462,779 462,779 466,435 462,589 0.0% Interfund Payments 116,949 114,709 135,909 135,909 135,567 170,925 25.8% Transfer Out 150,000 150,000 150,000 150,000 150,000 150,000 0. Operating Total 2,401,469 2,389,432 2,478,369 2,479,403 2,291,928 2,566,837 3.66%% CI P 51,202 157,930 150,000 331,398 121,748 150,000 0.0% Total 2,452,671 2,547,362 2,628,369 2,810,801 2,413,676 2,716,837 3.4% Staffing Levels(Full-Time Equivalent Employees-FTE)-Golf Course 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 10.00 10.00 9.50 9.50 9.50 9.50 0.0% Temp/Intermit Salaries & $ 275,379 $ 301,747 $ 341,747 $ 341,747 $ 246,204 $ 341,747 0.0% i Budget by Fund-Community Services Page 216 of 548 rr Parks Planning and Natural Resources Division Mission Statement Provide a comprehensive and interrelated system of parks, recreation, open spaces and trails that responds to locally-based needs, values and conditions, provides an appealing and harmonious environment, and protects the integrity and quality of the surrounding natural systems;create a sustainable and exemplary urban forest. 1rs 2009 Accomplishments • Completed the city's first Urban and Community Forestry Strategic Plan. • Completed Benson Hill Tree Inventory and Assessment. • Recognized as a Tree City USA. • Completed the first inter-departmental Trails and Bicycle Master Plan and Trails Map in conjunction with the Transportation Systems Division. • Initiated review and update to the Parks Impact Mitigation fee. • Received $303,000 King County Conservation Futures Grant for May and Panther Creek acquisitions; $242,000 agreement for Heritage Park acquisition; and applied for $350,000 King County Conservation Futures Grant for 3.3 acre Panther Creek acquisition. • Served on joint inter-jurisdictional committee to develop concept alignment for the Lake to Sound Trail. • Pursued May Creek Trail acquisition opportunities in partnership with CED's Hawk's Landing Grant. • Completed CIP major maintenance projects including repairing trails/walks in Gene Coulon Park, installing new ADA accessible walk to Creekside shelter and ADA accessible walk to Carco Theater. Coordinated with FEMA for park damage/repair projects associated with the January 2009 flood event. ° Completed Interlocal Agreement with King County for the Soos Creek Trail. • Negotiated interim Agreement with Seattle Public Utilities for Broodstock Collection Facility. • Served as appointed representatives on federal and state committees. Ira 2010 Goals • Update the Parks, Recreation,and Open Space Plan Implementation Plan. ° Develop Forestry Ordinance in partnership with inter-departmental team. ° Participate on design team for Lake to Sound Trail section located within the City of Renton • Negotiate final Interlocal Agreement with Seattle Public Utilities for Broodstock Collection Facility. • Secure funding authorization from FEMA and coordinate with other agencies to complete damage and repair projects in parks associated with the January 2009 flood event. • Complete property acquisitions consistent with the Parks, Recreation and Open Space Implementation Plan and identified funding sources. • Complete Tree City USA Recertification. Budget by Fund-Community Services Page 217 of 548 » Expenditure Budget by Category-Parks Planning and Natural Resources 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 RegularSalaries 0 0 0 0 0 289,224 100.0% Personnel Benefits 0 0 0 0 0 84,348 100.0% Supplies 0 0 0 0 0 22,000 100.0% Other Services and Charge 0 0 0 0 0 135,371 100.0% Total 0 0 0 0 0 530,943 100.0% Staffing Levels(Full-Time Equivalent Employees-FTE)-Parks Planning and Natural Resources 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 0.00 0.00 0.00 3.00 3.00 3.00 100.0% i i t Budget by Fund-Community Services Page 218 of 548 II[ rr Recreation Division Mission Statement 10 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. Ow 2009 Accomplishments • Partnered with Renton Rowing to establish a rowing program. • Continued to expand the use of CLASS for both external and internal customer service. ' Partnered with REI to promote outdoor activities and events. • Expanded healthy options and wellness opportunities for Specialized Recreation participants. • Expanded program marketing/promotional opportunities. • Implemented successful traffic revision at RCC and HMAC. r • Worked with Renton School District to maintain current agreements,future partnerships/collaborations, and opportunities. ' In collaboration with Facilities Division and a donation from First Financial Northwest Foundation Fund a new fitness room was established at the Renton Senior Activity Center. 2010 Goals • Assure compliance with the Virginia Graeme Baker Pool and Spa Act. ba ° Partner with IS and Finance Divisions to complete PCI compliance. • Continue to work with Renton School District to improve current agreements,future partnerships/collaborations and opportunities. • Work with Communication and IS Divisions to implement an e—marketing system. ` Assure compliance with Gender Equity and Head Injury legislation. Ilia • Expand use of volunteers within programs. • Partner with Renton Housing Authority to expand voucher program. • Implement strategy for use of funds within the Renton Community Foundation, Renton Senior Activity Center Fund L Budget by Fund-Community Services Page 219 of 548 Expenditure Budget by Category-Recreation Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSalaries 920,667 1,248,311 1,314,677 1,286,133 1,323,278 1,326,777 0.9% Part-Time Salaries 1,303,978 1,316,237 1,202,435 1,197,892 1,149,456 996,959 -17.1% Overtime 9,232 12,242 12,852 12,852 12,447 11,852 -7.8% Personnel Benefits 523,497 657,378 689,994 687,791 657,263 629,720 -8.7% Supplies 210,611 150,444 358,846 374,098 294,636 272,209 -24.1% Other Services and Charge 789,025 759,875 572,430 567,178 443,514 519,270 -9.3% Intergovernmental Se rvi ce 0 138,897 178,500 214,603 175,000 0 -100.0% Interfund Payments 0 27,300 293,513 315,259 319,073 962,049 227.8% Total 3,757,009 4,310,684 4,623,247 4,655,806 4,374,668 4,718,836 2.1% Staffing Levels(Full Time Equivalent Employees-FTE)-Recreation Services q 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 17.00 21.50 20.50 19.30 19.30 19.05 -7.1% Temp/Intermit Salaries a $1,506,755 $1,521,207 $1,389,599 $1,382,853 $1,332,553 $1,181,883 -14.9% i Budget by Fund-Community Services Page 220 of 548 t r� Human Services Division Mission Statement The City of Renton Human Services Division, in partnership with the community, helps provide services, resources, and opportunities so that residents have food, clothing, and shelter, are healthy and safe, and develop to their fullest capacity. it 2009 Accomplishments • In collaboration with Renton School District, increased the number of community sites for the Summer Lunch Program. • Began an online donation demonstration project with the Finance Department. • Provided Housing Repair Assistance Program services in culturally sensitive and appropriate ways. Advertised night hours to clients that work during the day. • Continued and improved the One Night Count for the homeless. • Continued to improve the funding process-looked at needs and gaps in the community, and the Census data that is available. • Looked for opportunities to further the goals of the Ten Year Plan to End Homelessness in Renton. Assisted Habitat for Humanity with the development of their housing project. Helped Renton Housing Authority develop relationships and partnerships. • Advisory Committee and staff reviewed agency performance at regular intervals. 2010 Goals ' Working with community organizations that serve the homeless and interested residents, help coordinate the One Night Count of the homeless. • Provide support, as needed, to the churches that are planning to start a five day a week hot meal program,for the hungry and homeless in Renton. • Work with Egovalliance on an electronic funding application for agencies for the 2011/2012 funding cycle. • Continue to work with Habitat and Renton Housing Authority. • To provide current resource information on Human Services web-pages,and promote 211. Expenditure Budget by Category-Human Services/CDBG 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSalaries 302,941 338,824 382,266 401,372 375,818 333,384 -12.8% Part-Time Salaries 495 0 0 0 0 0 N/A Overtime 108 155 1,000 0 0 0 -100.0% Personnel Benefits 97,692 115,915 135,112 135,112 141,168 121,757 -9.9% Supplies 11,272 28,477 32,250 49,187 28,824 38,430 19.2% Other Services and Charge 541,903 595,846 685,125 812,692 592,831 603,488 -11.9% Interfund Payments 47,372 83,335 71,478 71,478 55,500 68,540 -4.1% Total 1,001,783 1,162,553 1,307,231 1,469,841 1,194,142 1,165,599 -10.8% Staffing Levels(Full-Time Equivalent Employees-FTE)-Human Services/CDBG 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 5.00 6.50 6.00 6.00 6.00 5.00 -16.7% Temp/Intermit Salaries & $ 585 $ 15 $ - $ - $ 13 $ - N/A Budget by Fund-Community Services Page 221 of 548 r Library Division 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. 2009 Accomplishments t • Developed and implemented an outreach program that provides library services to homebound residents, assisted living facilities and nursing homes,and to children in schools and daycare facilities. • Added 6 public access Internet computers at the Highlands branch through an Opportunities On-line grant from the Gates Foundation. • Added programs for teens at the Highlands branch. • Added story times for babies at the main library. • Negotiated an agreement with King County Library System and placed a measure on the February 2010 ballot for Renton voters to decide whether to annex to the library district. 2010 Goals • Re-negotiate Reciprocal Borrowing Agreement with the library district to reduce costs. • Begin planning for future funding stability • Begin planning for possible new buildings Expenditure Budget by Category-Library 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSa[aries 766,062 825,014 923,806 903,749 913,611 961,955 4.1% Part-Time Salaries 179,568 192,459 194,615 194,615 188,806 125,800 -35.4% Overtime 18,586 9,744 29,519 29,519 4,525 5,000 -83.1% Personnel Benefits 258,394 287,513 342,617 342,617 323,647 312,211 -8.9% Supplies 264,526 314,352 305,243 308,363 295,362 218,519 -28.4% Othe r Se rvi ces and Cha rge 52,022 65,910 94,531 109,531 66,696 53,990 -42.9% Intergovernmental Se rvi ce 0 0 0 278,000 278,000 278,000 100.0% Capital Outlay 608 3,019 3,120 0 47 0 -100.0% Interfund Payments 317,194 192,876 244,817 244,817 241,433 588,788 140.5% Transfer Out 56,074 0 0 9,750 9,750 0 N/A Total 1,913,034 1,890,886 2,138,268 2,420,961 2,321,878 2,544,263 19.0% Staffing Levels(Full-Time Equivalent Employees-FTE)-Library 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 M Total FTE 14.00 14.00 15.00 15.00 15.00 15.00 0.0% Temp/Intermit Salaries & $ 199,556 $ 215,430 $ 212,485 $ 212,485 $ 212,051 $ 143,670 -32.4% i Budget by Fund-Community Services Page 222 of 548 t r Ir Community Resources and Events Mission Statement Provide opportunities for individuals, groups, and businesses to partner with the City to facilitate funding and services that support or improve the quality of our operations,and provide leadership and direction for large scale city-wide events, volunteers, and multi-cultural programs in which citizen involvement celebrates community and enhances the quality of life for Renton citizens. 2009 Accomplishments • Provided leadership and direction for the 24th Annual Renton River Days Community Festival and Renton's Seventh Annual 4th of July Celebration and Fireworks at Gene Coulon Memorial Beach Park • 4th of July Event Incident Action Plan completed and was National Incident Management System compliant • Developed and secured new three-year (2009-2011) Title Sponsorship for "Renton's Fabulous 4th of July presented by The Landing" • Renewed Title Sponsor relationship for another three years (2010-2012) for "IKEA Renton River Days"; 2009 marked the 11th year of IKEA'S Title Sponsorship • Conducted Annual Recognition Banquet for City Volunteers • Management of Renton's Sister City programs: • Working with existing volunteer programs Continued development of Boards,Commissions,Committee members, and staff working with volunteers through training: • Engaged the community in volunteer efforts: • Use of the volunteer website was enhanced to provide more information and links to community volunteer opportunities, including how to help in a disaster.Volunteer spotlights were made available for City activities resulting in greater group participation in large volunteer projects, such as Green and Clean Saturdays and Arbor/Earth Day 2010 Goals • Evaluate,identify and sustain balance of large-scale event logistics and safety,while maintaining event appeal to both attendees and sponsors;scope of events contingent upon levels of service from supporting City departments • Develop Guidelines and Objectives as may be effective to formalize and more efficiently structure Sister City program goals and activities • Increase systemic knowledge of ICS principals and tools,and the City's Comprehensive Emergency Management Plan, in support of Community Services Department involvement in City-wide emergency preparedness incidents • Increase visibility of volunteer opportunities by implementing social networking strategy and customized networking for Renton-based use of United Way's matching capacity • Develop checklist or guide for use by departments when planning public recognition activities such as ribbon cuttings or facility openings to ensure consistency in quality and eliminate duplication of resources • Continue to work with City Departments to develop volunteer solutions to meet service needs • Introduce Special Event permitting process Budget by Fund-Community Services Page 223 of 548 Expenditure Budget by Category-Community Resources and Events 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Re gu I a r Sa la ries 0 176,435 183,792 179,802 180,942 175,474 -4.5% Part-Time Salaries 17,214 12,025 18,573 18,573 11,474 18,573 0.0% Personnel Benefits 2,276 50,102 56,834 56,834 52,276 47,738 -16.0% Supplies 15,242 14,021 18,398 18,398 8,779 19,000 3.3% Other Services and Charge 92,660 115,044 142,318 142,318 94,715 94,909 -33.3% Total 127,392 367,627 419,915 415,925 348,185 355,694 -15.3% Staffing Levels(Full-Time Equivalent Employees-FTE)-Community Resources and Events 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 0.00 2.50 2.50 2.50 2.50 2.25 -10.0% Temp/Intermit Salaries & $ 19,490 $ 13,487 $ 21,478 $ 21,478 $ 12,842 $ 21,478 0.0% l rt 1� Budget by Fund-Community Services Page 224 of 548 it Renton History Museum Mission Statement The mission of the Renton History Museum is to preserve, document, interpret, and educate about the history of greater Renton in ways that are accessible to diverse people of all ages 2009 Accomplishments • Launched Museum Master Plan that will provide a blueprint for long-term sustainable operations and reacquaint the community with the city's only heritage organization. imp • Hosted two new food exhibits-SITES's Key Ingredients and the Museum's own Sustaining A City- accompanied by educational programming that explored exhibit themes of community-building, sharing of traditions,and sustainability. • Continued to build on relationships with educators and the school district to develop new curricular materials,strengthening the Museum as a center for heritage education. • Completed renovation of offsite storage building and moved our off-site collection, thus improving the standard of collections care. ° Enhanced Museum's visibility by implementing social networking strategy and improving web sites. 2010 Goals ° Begin implementation of the Museum Master Plan. • Enhance Museum's visibility by creating new brand and identity consistent with Museum Master Plan. • Strengthen educational content on the Museum's web site by making curricular materials on Renton coal mining and the Duwamish people available for teachers and parents. • Re-examine the Museum's membership program,consistent with the earned income goals of the Master Plan. • Begin planning to host Smithsonian institution traveling exhibit Journey Stories in 2011. Expenditure Budget by Category-Museum 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adi Budget Actual Adopted 09/10 Regula rSa]aries 58,762 63,822 69,063 67,564 69,284 74,408 7.7% Part-Time Salaries 16,160 15,930 19,016 19,016 15,380 10,821 -43.1% Personnel Benefits 15,244 17,487 19,689 19,689 18,856 17,724 -10.0% Othe r Se rvi ces and Charge 1,320 1,233 1,635 1,635 0 0 -100.0% Interfund Payments 34,183 37,855 41,721 41,721 37,281 91,167 118.5% Total 125,670 136,327 151,124 149,625 140,801 194,120 28.5% Staffing Levels(Full-Time Equivalent Employees-FTE)-Museum 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 1.00 1.00 1.00 1.00 1.00 1.00 0.0% Temp/Intermit Salaries & $ 18,295 $ 18,221 $ 21,231 $ 21,231 $ 17,684 $ 12,409 -41.6% Budget by Fund-Community Services Page 225 of 548 r Community Services Position Listing(1 of 3) 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted Administration Division M49 Community Services Administrator 1.00 1.00 1.00 1.00 1.00 1.00 IIM M38 Recreation Director 1.00 0.00 0.00 0.00 0.00 0.00 M38 Parks Director 1.00 0.00 0.00 0.00 0.00 0.00 M38 Facilities Director 1.00 0.00 0.00 0.00 0.00 0.00 M28 Recreation Manager 1.00 0.00 0.00 0.00 0.00 0.00 M25 CS Resource&Funding Manager 1.00 0.00 0.00 0.00 0.00 0.00 ' N15 Community Relations Specialist 1.00 0.00 0.00 0.00 0.00 0.00 N14 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00 N11 Administrative Secretary EX 1.00 0.00 0.00 0.00 0.00 0.00 A07 Secretary II 3.00 0.00 0.00 0.00 0.00 0.00 ' Total Administration Division 11.00 2.00 2.00 2.00 2.00 2.00 Facilities Division Facilities , M38 Facilities Director 0.00 1.00 1.00 1.00 1.00 1.00 M28 Facilities Manager 1.00 1.00 1.00 1.00 1.00 1.00 A25 Facilities Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 A21 Facilities Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 A19 HVAC Systems Technician 1.00 1.00 1.00 1.00 1.00 1.00 A17 Custodial Services Supervisor 2.00 2.00 2.00 2.00 2.00 1.00 A13 Facilities Technician 1 3.50 4.50 4.50 4.50 4.50 3.50 ' A11 Lead Maintenance Custodian 0.00 1.00 1.00 1.00 1.00 1.00 A07 Maintenance Custodian 7.00 7.00 8.00 8.00 8.00 6.00 A07 Secretary II 0.00 1.00 1.00 1.00 1.00 1.00 A04 Lead Custodian 1.00 1.00 1.00 1.00 1.00 1.00 A01 Custodian 5.00 6.00 6.00 6.00 6.00 6.00 Total Facilities Division 22.50 27.50 28.50 28.50 28.50 24.50 Leased City Properties A13 Facilities Technician 1 0.50 0.50 0.50 0.50 0.50 0.50 A01 Custodian 1.00 2.00 1.00 1.00 1.00 1.00 Total Leased City Properties 1.50 2.50 1.50 1.50 1.50 1.50 Total Facilities Division 24.00 30.00 30.00 30.00 30.00 26.00 Parks and Golf Course Division Parks M38 Parks Director 0.00 1.00 1.00 0.00 0.00 0.00 M38 Parks and Golf Course Director 0.00 0.00 0.00 0.50 0.50 0.50 M32 Parks Maint Mgr/City Forester 0.00 1.00 1.00 0.00 0.00 0.00 M32 Golf Course Manager 0.00 0.00 0.50 0.00 0.00 0.00 M28 Park Maintenance Manager 1.00 0.00 0.00 0.00 0.00 0.00 A25 Capital Project Coordinator 1.00 1.00 1.00 0.00 0.00 0.00 A25 Capital Project Coordinator(LT) 1.00 1.00 0.00 0.00 0.00 0.00 A21 Park Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 A16 Lead Park Maintenance Worker 3.00 3.00 3.00 3.00 3.00 3.00 Al2 Park Maintenance Worker 111 14.00 15.00 12.00 12.00 12.00 12.00 A08 Park Maintenance Worker II 2.00 2.00 5.00 5.00 5.00 5.00 A07 Secretary II 0.00 1.00 1.00 1.00 1.00 1.00 Total Parks 24.00 27.00 26.50 23.50 23.50 23.50 Golf Course Golf Course Administration M32 Golf Course Manager 1.00 1.00 0.50 0.50 0.50 0.50 A08 Golf Course Operations Specialist 1.00 1.00 1.00 1.00 1.00 1.00 A07 Maintenance Custodian 1.00 1.00 1.00 1.00 1.00 1.00 Total Golf Administration 3.00 3.00 2.50 2.50 2.50 2.50 Budget by Fund-Community Services Page 226 of 548 Community Services Position Listing(2 of 3) 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted Golf Course Maintenance M21 Golf Course Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 A16 Lead Golf Course Maintenance Worker 1.00 1.00 1.00 1.00 1.00 1.00 A15 Grounds Equipment Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 Al2 Golf Course Maintenance Worker 111 1.00 1.00 1.00 1.00 1.00 1.00 A11 Grounds Equipment Mechanic 0.00 0.00 0.00 0.00 0.00 0.00 Total Golf Maintenance 4.00 4.00 4.00 4.00 4.00 4.00 Pro-Shop/Driving Range M20 Golf Professional 1.00 1.00 1.00 1.00 1.00 1.00 N11 Assistant Golf Professional 1.00 1.00 1.00 1.00 1.00 1.00 A04 Pro Shop Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Total Pro-Shop/Driving Range 3.00 3.00 3.00 3.00 3.00 3.00 Total Golf Course 10.00 10.00 9.50 9.50 9.50 9.50 Total Parks and Golf Course Division 34.00 37.00 36.00 33.00 33.00 33.00 Parks Planning and Natural Resources Division r M38 Parks and Natural Resources Director 0.00 0.00 0.00 1.00 1.00 1.00- M32 Urban Forestry and Natural Resources Mgr 0.00 0.00 0.00 1.00 1.00 1.00 A25 Capital Project Coordinator 0.00 0.00 0.00 1.00 1.00 1.00 Total Parks Planning and Natural Resources Division 0.00 0.00 0.00 3.00 3.00 3.00 Recreation Division Recreation Services M38 Recreation Director 0.00 0.30 1.00 1.00 1.00 1.00 M28 Recreation Manager g 0.00 0.30 1.00 1.00 1.00 1.00 M23 Recreation Supervisor 0.00 0.00 2.00 2.00 0.00 2.00 A18 Recreation Program Coordinator 2.00 2.00 4.00 4.00 2.00 4.00 r A14 Recreation Specialist II 4.00 4.00 0.00 0.00 4.00 0.00 A07 Secretary II 0.00 1.50 0.50 0.50 0.50 0.25 Total Recreation Services 6.00 8.10 8.50 8.50 8.50 8.25 Community Center,Carco Theatre&Aquatics M38 Recreation Director 0.00 0.50 0.00 0.00 0.00 0.00 M28 Recreation Manager 0.00 0.70 0.00 0.00 0.00 0.00 M25 Recreation Supervisor 1.00 1.00 0.00 0.00 0.00 0.00 M23 Recreation Supervisor 0.00 1.00 1.00 0.80 0.80 0.80 M20 Community Center Coordinator 1.00 0.00 0.00 0.00 0.00 0.00 A18 Recreation Program Coordinator 2.00 2.00 3.00 3.00 3.00 3.00 A14 Recreational Specialist II 1.00 1.00 0.00 0.00 0.00 0.00 Al2 Desktop Publishing Operator 1.00 1.00 1.00 0.00 0.00 0.00 A09 Recreation Systems Technician 0.00 0.00 2.00 2.00 2.00 2.00 A08 Lead Office Assistant 1.00 1.00 0.00 0.00 0.00 0.00 A05 Office Assistant III 1.00 1.00 0.00 0.00 0.00 0.00 A07 Secretary II 0.00 1.00 2.00 2.00 2.00 2.00 Total Community Center 8.00 10.20 9.00 7.80 7.80 7.80 Renton Senior Activity Center M38 Recreation Director 0.00 0.20 0.00 0.00 0.00 0.00 M23 Recreation Supervisor 0.00 0.00 1.00 1.00 0.00 1.00 M20 Senior Services Coordinator 1.00 1.00 0.00 0.00 1.00 0.00 rr A18 Recreation Program Coordinator 0.00 0.00 1.00 1.00 0.00 1.00 A14 Recreation Specialist II 1.00 1.00 0.00 0.00 1.00 0.00 A07 SecretaryII 1.00 1.00 1.00 1.00 1.00 1.00 Total Senior Activity Center 3.00 3.20 3.00 3.00 3.00 3.00 Total Recreation Division 17.00 21.50 20.50 19.30 19.30 19.05 Community Resources&Events Division M25 CS Resource&Funding Manager 0.00 1.00 1.00 1.00 1.00 1.00 rr M22 Community Relation&Events Coordinator 0.00 1.00 1.00 1.00 1.00 1.00 IBudget by Fund-Community Services Page 227 of 548 rel Community Services Position Listing(3 of 3) 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted A07 Secretary II 0.00 0.50 0.50 0.50 0.50 0.25 Total Community Resources&Events Division 0.00 2.50 2.50 2.50 2.50 2.25 Human Services Division Human Services M29 Human Services Manager 0.00 1.00 1.00 1.00 1.00 1.00 M28 Human Services Manager 1.00 0.00 0.00 0.00 0.00 0.00 A20 Housing Repair Coordinator 0.00 0.00 1.00 1.00 1.00 1.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 A13 Facilities Technician 1 0.00 0.00 1.00 1.00 1.00 0.00 A18 CDBG Specialist 0.00 0.00 0.44 0.44 0.44 0.44 Total Human Services 2.00 2.00 4.44 4.44 4.44 3.44 , Community Development Block Grants(CDBG) A20 Housing Repair Coordinator 1.00 1.50 0.00 0.00 0.00 0.00 A18 CDBG Specialist 1.00 1.00 0.56 0.56 0.56 0.56 ' A08 Housing Repair Technician 1.00 2.00 1.00 1.00 1.00 1.00 Total CDBG 3.00 4.50 1.56 1.56 1.56 1.56 Total Human Services Division 5.00 6.50 6.00 6.00 6.00 5.00 Library Division ' Library Administration M38 Library Director 1.00 1.00 1.00 1.00 1.00 1.00 M27 Assistant Library Director 1.00 1.00 1.00 1.00 1.00 1.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 Total Library Administration 3.00 3.00 3.00 3.00 3.00 3.00 r Library Services A22 Librarian 3.00 3.00 3.00 3.00 3.00 3.00 A17 Library Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 A22 Librarian(LT) 0.00 0.00 1.00 1.00 1.00 1.00 A07 Library Technical Assistant 1.00 1.00 1.00 1.00 1.00 1.00 A03 Library Assistant 1 4.00 4.00 4.00 4.00 4.00 4.00 A09 Library Assistant II 1.00 1.00 1.00 1.00 1.00 1.00 Total Library Services 11.00 11.00 12.00 12.00 12.00 12.00 Total Library Division 14.00 14.00 15.00 15.00 15.00 15.00 Museum Division M22 Museum Manager 1.00 1.00 1.00 1.00 1.00 1.00 N12 Museum Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 Total Museum Division 1.00 1.00 1.00 1.00 1.00 1.00 Total Department Regular Staffing 106.00 114.50 113.00 111.80 111.80 106.30 Total Community Services Department 106.00 114.50 113.00 111.80 111.80 106.30 Budget by Fund-Community Services Page 228 of 548 i Public Works ADMINISTRATOR71 Gregg Zimmerman 143.5 FTEs Adminstrative Support 2 FTEs Aw MAINTENANCE SERVICES TRANSPORTATION ---UTILITY SYSTEMS Michael Stenhouse SYSTEMS 'Vacant Lys Hornsby 78 FTEs 33 FTEs 29.5 FTEs Street Systems Maintenance Solid and Operations Waste Waste d Planning an Solid Waste Water Programming Water Design Wastewater Wastewater Airport LSurface Water Surface Water Fleet *Utility Systems Division funds pay for four(4)FTE's that work in the Finance Division of the Finance and Information Technology Department Budget by Fund-Public Works Page 229 of 548 Public Works Mission Statement The Public Works Department manages and maintains Renton's utility and transportation systems in a skillful, professional,and caring manner so as to improve the lives of our residents and business customers. , Description The department develops, builds,and maintains streets and sidewalks;develops and maintains water,wastewater, and surface water utility infrastructures;coordinates collection of garbage;and operates the airport. 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Operating Budget Summary 117,831,530 74,869,319 65,423,092 71,809,372 66,090,836 62,978,120 -3.7% CIP Budget Summary 32,171,312 39,712,833 51,108,579 71,169,195 37,065,165 26,389,973 -48.4% , Position Summary 145.05 169.70 161.20 161.20 161.20 143.50 -11.0% List of Public Works Renton Results Decision Packages: Baseline Original Budget Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 100007.0002 Building Permits &Inspe - - 2,000 - - 400015.0001 Public Works Administra 3.50 397,811 - 3.00 375,043 - 400016.0002 Transit Coordination/Cor 0.85 141,375 0.70 117,579 37,339 400016.0003 Sidewalk Program 0.88 97,196 - 0.05 6,630 - 400016.0004 Trail Planning, Developn 0.48 54,271 - - - - 400016.0006 Building the Mobility Ne 9.96 1,271,956 - 9.51 1,209,073 400016.0007 Bridges and Guardrails 0.33 35,528 - 0.33 35,528 , 400016.0008 Street Maintenance (Eng 0.06 7,028 - - - - 400016.0009 Trans Operations Mainte 12.40 2,320,160 11.40 2,182,402 400016.0010 Trans Operations Engine 4.95 550,197 - 3.95 436,606 - 400016.0011 Airport Operations 5.19 912,920 1,898,520 5.16 788,361 1,917,163 400019.0001 Street Maintenance 19.10 2,115,079 - 18.10 1,987,250 - 400019.0002 Public Works Maintenan 6.45 687,089 - 6.45 673,193 - 500004.0001 Utility Billing and Cashie 4.00 452,915 - 4.00 452,915 - 500018.0001 Wastewater Engineering 4.50 1,460,374 - 4.50 1,460,280 - 500018.0003 Water Education 0.20 19,501 - 0.20 17,501 - ' 500018.0004 Water Engineering and P 6.80 2,121,346 - 5.80 1,992,353 - 500018.0005 Surface Water NPDES Edgy 0.20 19,572 - 0.20 17,072 - 500018.0006 Surface WaterEngineerii 10.50 1,591,924 - 9.80 1,537,274 - 500018.0007 Solid Waste Collection 1.25 15,000,000 15,000,000 1.25 14,192,551 14,887,216 500018.0008 Solid Waste Education 0.75 175,680 45,284 0.75 151,339 37,784 500018.0009 Utility Systems Administi 3.50 379,227 - 3.00 325,051 - 500018.0010 Waterworks Revenue Boi - 3,648,770 - - 3,648,770 500018.0011 Public Works Trust Fund - 969,559 969,559 500018.0012 King County Metro Fund - 11,211,935 11,211,935 - 11,211,935 11,211,935 ' 500019.0001 Wastewater Maintenanc 7.95 917,700 - 6.95 813,993 - 500019.0002 Solid Waste Litter Contro 2.00 149,372 - 1.00 76,648 1 Budget by Fund-Public Works Page 230 of 548 ■Ili Baseline Original Budget Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 500019.0003 Su rfa ce W a to r Ma i me n a 1 11.20 1,058,846 11.20 1,038,625 D>• 500019.0004 Water Maintenance 26.30 3,751,215 25.30 3,643,451 600016.0001 Trans Operations InternE 1.90 225,164 - 1.90 223,169 - 600019.0001 Fleet Services 10.00 2,033,283 9.00 1,936,682 600019.0002 Fleet Services Capital Re - 992,177 718,002 IID - -Total Operating 155.20 54,769,171 28,157,739 143.50 52,238,833 28,091,437 400016.0014 CIPStreet Overlayt12108 - 742,300 742,300 - 742,300 742,300 400016.0015 Arterial Rehabilitation P 350,500 350,500 350,500 350,500 400016.0016 Rainier Ave I m pry-G ra d� 7,965,833 7,540,862 7,965,833 7,540,862 400016.0017 SW 27th St/Strander Blvd 4,952,000 4,952,000 4,952,000 4,952,000 400016.0018 NE 3rd/NE 4th Corridor Irr 223,000 223,000 - 0 0 400016.0019 Garden Ave N Widening+ 150,000 150,000 - 0 0 400016.0020 Lk Washington Trail (S La - 465,840 465,840 - 465,840 465,840 400016.0021 Hilands to Landings Pedi 300,000 300,000 - 240,000 240,000 400016.0023 Wa I kway Program t00009 - 280,000 280,000 - 200,000 200,000 400016.0024 Sidewalk Rehab &Repla - 140,000 130,000 - 140,000 130,000 400016.0025 Bridge Inspection &Repi = 100,000 100,000 - 100,000 100,000 400016.0026 Intersection Safety&Mo 200,000 200,000 200,000 200,000 400016.0027 Traffic Safety Prgm t12111 20,000 20,000 - 20,000 20,000 400016.0028 Preservation of Traffic OF = 57,500 57,500 - 57,500 57,500 400016.0029 Intel IigentTransportatic 50,000 50,000 25,000 25,000 400016.0030 Transit Prgm t12706 80,000 80,000 - 80,000 80,000 400016.0031 Transportation Demand = 65,000 65,000 - 65,000 65,000 400016.0032 Bicycle route Developme 20,000 20,000 20,000 20,000 400016.0033 Barrier Free Transition PI - 50,000 50,000 38,000 38,000 400016.0034 Proj Develop &Redesign - 125,000 125,000 - 125,000 125,000 400016.0035 Arterial Circulation Prgm - 160,000 160,000 160,000 160,000 400016.0036 Transportation Concurrei - 10,000 10,000 10,000 10,000 400016.0037 Environmental Monitorir - 30,000 30,000 - 30,000 30,000 400016.0038 WSDOT Coordination Prgi - 60,000 60,000 60,000 60,000 400016.0039 GIS- Needs Assess &Da 15,000 15,000 15,000 15,000 400016.0040 1%for the Arts Prgm t121 15,000 15,000 - 15,000 15,000 400016.0045 Cedar River Hangar Roof = 100,000 100,000 = 100,000 100,000 400016.0047 Surface Water System Re 5,000 5,000 5,000 5,000 400016.0048 Major FaciIityMaintenar 130,000 130,000 - 130,000 130,000 400016.0049 Ma i nt Dredging/Shorel i n = 700,000 700,000 - 700,000 700,000 400016.0050 Air/Land Side Separatior 18,000 18,000 18,000 18,000 400016.0051 Lower Blast Fence (Rwy 2 100,000 100,000 - 100,000 100,000 400016.0052 Taxiway Renumbering/Si = 50,000 50,000 - 50,000 50,000 400016.0053 Renton GatewayUtilitie! 475,000 475,000 475,000 400016.0054 Sunset B I vd 300,000 300,000 - - 400016.0055 S. Renton Burnett Park NE - 50,000 50,000 50,000 50,000 I500018.0017 New Reservoirs &Pump ! - 8,000 - - - 500018.0018SplyDvlp &Wtrgltylmpr - 100,000 100,000 100,000 100,000 500018.0019 Water Main RepIc U55171 - 1,800,000 1,800,000 - 1,800,000 1,800,000 500018.0020 Automatic Meter Reading - - 350,000 - - 500018.0021 Wtr Utly MM U55260,265,! 660,000 660,000 660,000 660,000 Budget by Fund-Public Works Page 231 of 548 Baseline Original Budget Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 500018.0022 Regulatory Co m p I i a n ce 440,000 400,000 400,000 400,000 500018.0023 Summerwind/Stonegate - 1,000,000 1,000,000 1,000,000 1,000,000 500018.0024 Miscellaneous/Emergen - 100,000 100,000 - 100,000 100,000 500018.0025 Earlington Sewer Replac, 750,000 750,000 - 750,000 750,000 , 500018.0026 Mntnc&Upgrade of Hydr 25,000 25,000 - 25,000 25,000 500018.0027 East Renton Lift Station E 100,000 100,000 - 400,000 400,000 500018.0028 Lake Washington Beach 300,000 300,000 - 500,000 500,000 500018.0029 Springbrook Crk Wetland 350,000 350,000 - 300,000 300,000 500018.0031 Green River Ecosystem R, 10,000 10,000 - 10,000 10,000 500018.0032 Small Drainage Projects 253,000 253,000 - 253,000 253,000 500018.0033 Miscellaneous/Emergen - 50,000 50,000 - 50,000 50,000 500018.0034 Lower Cedar River Se d i m 250,000 250,000 - 250,000 250,000 500018.0036 Talbot Hill Ar Mosquito E - 50,000 50,000 - 50,000 50,000 500018.0037 Stream Flow&Wtr QI ty N 10,000 10,000 - 10,000 10,000 500018.0038 Surface Water Utility GIS - 100,000 100,000 - 100,000 100,000 500018.0039 Storm Sys Field Mapping 227,000 227,000 - 227,000 227,000 500018.0040 Surface Water Utility Sys 25,000 25,000 - 25,000 25,000 500018.0041 Renton Storm Water Des - 25,000 25,000 - 25,000 25,000 500018.0042 Lk Wash Blvd-Hwks Land - 800,000 800,000 800,000 800,000 500018.0044 Madsen Crk Sedimentati - 50,000 50,000 - 50,000 50,000 500018.0045 Hardie Ave.SW U n d e rp a: - 300,000 300,000 100,000 100,000 Total CIP - 26,329,973 25,738,002 - 25,689,973 25,255,002 Total 155.20 $81,099,144 $53,895,741 143.50 $77,928,806 $53,346,439 Public Works Performance Measures: Description Performance Measures 2008 2009 2010 Response time to replacementof damaged N/A 1 Hour 1 Hour Trans Operations devices Number of signal lamps converted to LED type Maintenance N/A 10 intersections 10 intersections Section units Work orders completion N/A 6,000 6,000 Numberof devices repaired/installed N/A 15,000 15,000 Increase residential recycling collection by5% N/A 6,120 6,426 Solid Waste Increase residential organics collection by Collection 10% N/A 8,252 9,077 Decrease solid waste tons disposed by3% N/A 17,225 16,708 Waterqualityto meet orexceed federal and N/A 98% 98% state regulatory requirements Restore waterservice within 4 hours during N/A 98% 98% emergencyshut downs Water Drop-in meters are installed within 5 N/A 98% 98% Maintenance workingdays from the customer's request New water service meter were installed N/A 98% 98% within3 weeks from the customer's request , Respond to customer requests for service on N/A 98% 98% waterleaks within 3working days Budget by Fund-Public Works Page 232 of 548 , llr Highlight of Budget Changes: • Regular/Part-Time Salaries,and Personnel Benefits decreased because of the following position reductions: o Office Assistant III (0.5),Civil Engineer II(2), Engineering Specialist III (1),Civil Engineer III (1), Traffic Maintenance Worker II (1),Office Assistant II(0.5), Engineering Specialist II(0.7), Maintenance Service Worker III(2),Solid Waste Maintenance Worker(1), Maintenance Service Worker II(1), Mechanic's Assistant(1) • Regular Salaries and Personnel Benefits also decreased due to the Technical Services section under Utility Systems relocating to Finance and Information Technology(1 Engineering Specialist III addition, 1 Property Service Specialist reduction)and Community and Economic Development(1 Mapping Coordinator addition, 1 Property Services Specialist addition,and 2 Engineering Specialist III reductions) • Supplies and Capital Outlay decreased by$320k and$237k,respectively,due overall budget reductions Expenditure Budget by Division-Public Works 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Administration 627,667 886,867 489,010 482,440 463,533 518,399 6.0% Maintenance Services 22,593,447 27,152,698 27,049,999 27,878,503 25,777,970 24,783,227 -8.4% Transportation Services 6,890,616 6,686,738 7,541,253 7,533,014 7,310,087 6,732,256 -10.7% Utility Systems 87,719,800 40,143,017 30,342,830 35,915,415 32,539,246 30,944,239 2.0% Operating Total 117,831,530 74,869,319 65,423,092 71,809,372 66,090,836 62,978,120 -3.7% CfP 32,171,312 39,712,833 51,108,579 71,169,195 37,065,165 26,389,973 -48.4% Total 150,002,842 114,582,153 116,531,671 142,978,567 103,156,001 89,368,093 -23.3% IExpenditure Budget by Category-Public Works 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula r Sa I a ries 8,375,801 9,261,469 10,670,246 10,406,576 10,166,240 9,907,747 -7.1% Part-Time Salaries 231,391 204,379 289,877 289,877 164,866 135,572 -53.2% Overtime 271,680 278,193 269,950 269,950 348,433 276,639 2.5% Personnel Benefits 2,922,635 3,460,042 4,394,847 4,394,847 3,886,565 3,601,357 -18.1% Supplies 2,343,548 2,791,272 2,638,257 2,714,865 2,541,743 2,317,341 -12.2% Other Services and Charges 23,334,096 22,767,914 26,963,848 27,079,067 25,963,582 26,630,195 -1.2% Intergovernmental Se rvi ce s 3,345,249 4,052,181 4,064,021 4,064,021 4,450,173 3,954,728 -2.7% Capital Outlay 1,226,527 4,670,534 1,157,463 2,155,035 813,521 920,923 -20.4% Debt Service 3,894,408 4,631,929 4,610,382 5,085,382 5,107,861 4,618,329 0.2% Interfund Payments 3,130,606 4,948,789 5,839,332 5,839,332 5,628,213 5,743,289 -1.6% Transfer Out 68,755,590 17,802,616 4,524,869 9,510,420 7,019,638 4,872,000 7.7% Operating Total 117,831,530 74,869,319 65,423,092 71,809,372 66,090,836 62,978,120 -3.7% CIP 32,171,312 39,712,833 51,108,579 71,169,195 37,065,165 26,389,973 -48.4% Total 150,002,842 114,582,153 116,531,671 142,978,567 103,156,001 89,368,093 -23.3%- Staffing Levels by Division-Public Works 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Administration 4.25 4.00 3.50 3.50 3.50 3.00 -14.3% ' Maintenance Services 71.00 88.00 83.00 83.00 83.00 78.00 -6.0% Transportation Services 40.50 41.00 37.00 37.00 37.00 33.00 -10.8% Uti I i ty Syste ms 29.30 36.70 37.70 37.70 37.70 29.50 -21.8% Total FTE 145.05 169.70 161.20 161.20 161.20 143.50 -11.0% Temp/Intermit Salaries &Be $ 266,477 $ 233,035 $ 295,022 $ 292,503 $ 187,769 $ 135,472 -54.1% 1W Budget by Fund-Public Works Page 233 of 548 i Administration Division Mission Statement Provide leadership, resources and regional influence to enable the department to meet its responsibilities in a manner that is responsive to the needs of its customers and consistent with the city's Business Plan Goals. 2009 Accomplishments i • Continued design and acquisition of right-of-way for Rainier Avenue Project (South Grady Way to South 2nd Street),which will enhance bus traffic along Rainier Avenue. i • Completed construction on Duvall Avenue/Coal Creek Parkway. • Implemented new solid waste collection program that emphasizes recycling and diversion of the waste stream from the landfill. i • Successfully responded to the January 2009 major Cedar River flooding event without sustaining major damage to public infrastructure or private property. • With the completion of the Airport Layout Plan and Airport Leasing Policies, moving forward with leasing , property at the Airport including execution of the Pro Flight Renton Gateway lease. • Finalizing the development of a Renton Surface Water Design Manual to update standards to be used to control runoff from new construction and redevelopment projects to be equivalent with the Ecology 2005 , Western Washington Stormwater Manual as required to comply with NPDES Phase II Municipal Stormwater Permit for Western Washington. • Participating in multi-department efforts to pursue the Mayor's goal of improving the appearance of Renton's major transportation corridors. tt • Continuing to purchase hybrid vehicles for the City's heavy equipment fleet. • Implementing new annual program to maintain deteriorating city sidewalks, including the repair and replacement of over 4,000 linear feet of sidewalks in the Highlands neighborhood. • Continuing to provide superior customer services in Renton, which is measured by 85 percent of the citizens contacting the Maintenance Services Division to rate its services as satisfactory or better. • Reduce costs of disposing of excavated material by the operation of a mobile screening plant that allows this material to be reused as construction fill. 2010 Goals • Complete the design and property acquisition for the Rainier Avenue Improvements Project,and begin construction in late 2010/early 2011. • Complete improvements to Shattuck Avenue and open up railroad underpass early in 2010. • Prepare and implement an incident action plan to protect areas within Renton that could be impacted by Green River flooding due to damage to the Howard Hanson Dam. • Adopt Surface Water Design Manual. • Negotiate and implement a new lease for The Boeing Company at the Renton Airport. • Work with King County Metro to implement a new bus rapid transit route between Renton and Burien. • Continue to coordinate with the Washington State Department of Transportation for the successful construction of 1-405 improvements including new north and south general purpose lanes and a new interchange at Talbot Road. Budget by Fund-Public Works Page 234 of 548 Expenditure Budget by Category-Administration 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSalaries 286,878 296,943 302,616 296,046 293,844 289,117 -4.5% Part-Time Salaries 0 2,268 2,519 2,519 5,200 0 -100.0% Overtime 0 454 1,877 1,877 0 0 -100.0% Personnel Benefits 73,335 85,052 96,554 96,554 86,237 78,148 -19.1% Supplies 4,813 3,874 3,200 3,200 2,165 3,200 0.0% Other Services and Charges 1,305 1,579 5,578 5,578 2,134 4,578 -17.9% Interfund Payments 261,337 496,697 76,666 76,666 73,954 143,356 87.0% Total 627,667 886,867 489,010 482,440 463,533 518,399 6.0% Staffing Levels(Full-Time Equivalent Employees-FTE)-Administration 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 4.25 4.00 3.50 3.50 3.50 3.00 -14.3% Temp/Intermit Sala ries &Be $ $ 2,465 $ 2,733 $ 214 $ 5,645 $ - -100.0% Budget by Fund-Public Works Page 235 of 548 Maintenance Services Division Mission Statement Support the operating sections of the Public Works Maintenance Division: • Provide planning,budgeting,goal setting,and management. • Provide purchasing and inventory support. • Establish effective liaison and project coordination. • Perform administrative,customer service contact,and record systems management. 2009 Accomplishments Street Maintenance • Eighty-five percent of the citizens contacting the division to rate our service as satisfactory. • A street Overall Condition Index(OCI)rating of 80 is maintained. • Within the resources provided, keep Renton's rights-of-way clean. Water Maintenance • High-quality water is provided in sufficient quantity. Wastewater Maintenance • Surface water flooding and sewer overflows are minimized. Fleet Maintenance • Ensure safe,available,and reliable vehicles and equipment. 2009 Goals i Street Maintenance • Eighty-five percent of the citizens contacting the division to rate our service as satisfactory. • A street Overall Condition Index(OCI) rating of 60 or above is maintained. • Within the resources provided,keep Renton's rights-of-way as clean as possible. Water Maintenance ° High-quality water is provided in sufficient quantity. Wastewater Maintenance • Surface water flooding and sewer overflows are minimized. Fleet Maintenance ° Ensure safe,available,and reliable vehicles and equipment. Budget by Fund-Public Works Page 236 of 548 Ir Expenditure Budget by Category-Maintenance Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSalaries 3,632,116 4,169,820 4,803,261 4,698,974 4,663,203 4,725,466 -1.6% Part-Time Salaries 83,575 76,894 125,874 125,874 57,051 46,364 -63.2% Overtime 165,982 147,639 160,011 160,011 245,216 160,011 0.0% Personnel Benefits 1,431,039 1,756,559 2,175,055 2,175,055 1,983,447 1,865,065 -14.3% Supplies 2,128,678 2,403,349 2,372,288 2,382,288 2,299,901 2,079,048 -12.4% Other Services and Charges 12,852,711 11,560,442 12,666,356 12,681,575 12,569,940 12,426,899 -1.9% Intergovernmental Services 7,253 7,921 0 0 7,456 0 N/A Capital Outlay 1,226,527 4,668,082 1,157,423 2,154,995 813,409 920,923 -20.4% Interfund Payments 1,026,490 2,347,170 3,259,731 3,259,731 3,138,348 2,559,451 -21.5% Tra nsfer Out 39,074 14,823 330,000 240,000 0 0 -100.0% Total 22,593,447 27,152,698 27,049,999 27,878,503 25,777,970 24,783,227 -8.4% Staffing Levels(Full-Time Equivalent Employees-FTE)-Maintenance Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 71.00 88.00 83.00 83.00 83.00 78.00 -6.0% Temp/Intermit Salaries &Be $ 96,966 $ 88,957 $ 124,511 $ 124,511 $ 66,269 $ 47,389 -61.9% l ! l Budget by Fund-Public Works Page 237 of 548 ( Transportation Systems Division Mission Statement To plan,design,construct,operate,and maintain the City's transportation system to assure the health and safety of the general public in a skillful, professional,and caring manner,to enhance the lives of its residents and business customers. The division aggressively pursues mobility improvements that benefit Renton and the region consistent with the Six-Year Business Plan. 2009 Accomplishments Design • Completed design and commenced construction of Shattuck Avenue Storm Drain Bypass Project and railroad undercrossing and approaches along with the railroad sacrificial beams. • Secured a$2 million federal stimulus grant(ARRA)for the Shattuck Avenue Storm Drain Bypass Project. • Completed construction on Duvall Avenue NE/Coal Creek Parkway on schedule and under budget. • Secured WSDOT approval for the Rainier Avenue Project and completed NEPA environmental review. • Commenced right-of-way acquisition and final design on the Rainier Avenue Project(South Grady Way to South 2nd Street). • Completed design and construction of the 2009 Overlay Program. • Completed construction of the 2009 Sidewalk Program. • Completed design for the Maplewood Sidewalk Rehabilitation Project. • Performed budgeted inspections,repairs,and maintenance for the 2009 Bridge Program. • Completed the fifth year of monitoring and maintenance of the Oakesdale Phase II Wetlands and the eighth year of Phase I. • Reached final agreements with Sound Transit and Tukwila regarding Tukwila Station design and selection of a new alternative design of Phase Ila of SW 27th Street/Strander Boulevard Project. • Assisted CED in updating the Street Development Standards. • Completed conceptual design of the Garden Avenue and Park Avenue Intersection Improvements. • Completed construction of Stage I Lake Washington South Lake Connector Project(southbound bike lane). • Assisted in repair work for damages from January 2009 storms—SR 169 and the Williams Avenue Bridge. Operations and Maintenance • Installed new traffic signal at the intersection of NE Sunset Boulevard at Hoquiam Avenue NE and began construction of intersection improvements and traffic signal upgrades at South 3rd Street and Shattuck Avenue South. • Continued installation of advance traffic controllers at remaining signalized intersections for ACTRA control from the city's Traffic Management Center(TMC). • Upgraded ten signalized intersections to light emitting diode(LED)displays. • Installed six uninterruptible power supply(UPS)systems at critical intersections. • Continued efforts on the Graffiti Abatement Program. • Completed installation of school zone flashers at all locations. • Provided video images from 15 signalized intersections back to the Traffic Management Center. • Replaced 50,000 plus feet of stolen street lighting copper wire from underground conduits. • Completed the School Flasher Modem Upgrade Program. • Installed 120 miles of painted pavement markings. • Installed 1,500 new or replacement signs through regular maintenance or work orders. Budget by Fund-Public Works Page 238 of 548 rr • Performed scheduled maintenance to replace faded,damaged,and missing street signs and renew pavement markings. • Installed 10,000 raised pavement markers(RPMs). • Maintained and updated traffic signal model(SYNCHRO)control systems within the Traffic Management Center. Planning and Programming 1Mt • Continued to provide project coordination and financial oversight of 40 projects and programs within the 2009-2014 TIP and provided the planning and programming for the 2010-2015 TIP. Or • In partnership with the Parks Division,completed and Council adopted the Renton Trails and Bicycle Master Plan and published the Renton Trails and Bikeways Guide Map. • In partnership with King County and other South Sound cities,completed the Lake to Sound Feasibility Study to develop a regional trail from Lake Washington in Renton to Puget Sound in Des Moines. • Secured a$2 million federal stimulus grant(ARRA)for the Shattuck Avenue Storm Drain Bypass Project. • Secured a$4.8 million countywide federal grant for the Rainier Avenue South Improvements Project. • Collaborated with King County and the cities of SeaTac,Tukwila,and Burien to secure an $800,125 countywide federal non-motorized grant for the Lake to Sound Regional Trail. • Secured a$240,000 federal non-motorized grant to design the Highlands to Landing/Coulon Park Pedestrian Connection under 1-405. • Actively participated in regional forums(PSRC,SCATBd, ETP,Sound Transit,WSDOT)and other discussions on transportation funding packages to ensure Renton's interests are presented and achieved. • Assisted the Design Section in major project communications and public outreach including maintaining 80 project and program web site pages. • Continued to provide internal and external coordination with the state's 1-405 projects—Stage 1, Stage 2, and the Springbrook Wetlands Bank. • Supported the City's involvement in the 1-405 Tolling Committee efforts and Vision 2040 planning efforts. • Pursued additional funding for SW 27th Street/Strander Boulevard, Rainier Avenue Corridor, NE 3rd/4th streets,sidewalk,and bike projects. • Continued to work with the Department of Community and Economic Development to review and potentially revise Renton's Transportation Mitigation Fees. • Continued to partner with the Renton School District to complete identification of needed improvements to school walking routes for elementary schools. • Completed alternative analyses for the Lake Washington South Trail Connector on Logan Avenue between North 6th Street and the Cedar River Trail. • Continued to work with the 25 commute trip reduction(CTR)sites within Renton in implementing the state-mandated CTR requirements to reduce single-occupancy vehicle(SOV)trips and vehicle miles traveled. • Reviewed and provided comments on development reviews,traffic impact studies,and annexation reviews. • Assisted CED in development of the City Center Plan, Impact Fee Study,Sunset Planning Strategy and revising the Street Development Standards. • Continued to coordinate with the Technical Services Section and IS Division staff to improve the City's GIS. • Continued to work with King County Metro Facilities and Service Planning staff to respond to citizen requests and complaints. • Assisted the Parks Division in the development of the Urban Forestry Plan. Budget by Fund-Public Works Page 239 of 548 Airport • Completed a new lease for Pro Flight on Apron C. • Submitted the Airport Layout Plan to the Federal Aviation Administration. • Nearly completed lease negotiations with The Boeing Company. • Increased T-Hangar rental rates. • Successfully completed construction of the Runway 15/33 Rehabilitation Project. • Continued to secure funding to dredge the seaplane base and develop conceptual solutions. • Maintained zero claims of foreign object damage and bird strikes on aircrafts. • Continued to catch up on backlogged maintenance. • Abandoned a section of the old Boeing fire water main north of the Boeing fuel farm. 2010 Goals Design • Complete the construction of Shattuck Avenue Storm Drain Bypass Project and railroad undercrossing and i approaches along with the railroad sacrificial beams. ■ • Complete the construction of the Shattuck Avenue South/South 3rd Street Intersection Improvements. • Complete right-of-way(ROW)acquisition and design for the Rainier Avenue Improvements Project. t • Design the SW 27th Street/Strander Boulevard Project in coordination with Sound Transit's station project. • Complete design of the 2010 Street Overlay and Rehabilitation programs. • Complete design of the 2010 Sidewalk Program. • Complete design of the Highlands to Landing/Coulon Park Pedestrian Connection. • Perform budgeted inspections,repairs, and maintenance for the 2010 Bridge Program. Operations and Maintenance • Complete intersection improvements and signal upgrades at South 3rd Street and Shattuck Avenue South. • Upgrade 50 signalized intersections to light emitting diode(LED)displays. • Evaluate light emitting diode(LED)technology for street lights. • Install a minimum of six uninterruptible power supply(UPS)systems at critical intersections. • Continue efforts on the Graffiti Abatement Program. i • Install additional school zone flashers as needed for photo enforcement locations. • Upgrade Hardie Avenue Southwest and Southwest Sunset Boulevard traffic and pedestrian signal heads and pedestrian crossings and ramps to Americans with Disabilities Act(ADA)standards. • Complete 15 major preventive maintenance projects. • Install 120 miles of painted pavement markings. • Install 1,000 new or replacement signs through regular maintenance or work orders. • Perform scheduled maintenance to replace faded,damaged and missing street signs and renew pavement markings. • Install 5,000 raised pavement markers(RPMs). Budget by Fund-Public Works Page 240 of 548 rr • Maintain and update traffic signal model(SYNCHRO)control systems within the Traffic Management Center. Planning and Programming • Provide project coordination and financial oversight of 40 projects and programs within the 2010-2015 TIP and provide the planning and programming for the 2011-2016 TIP. • Aggressively pursue grants and funding opportunities for mobility improvements that benefit Renton and the region consistent with the Six-Year Business Plan. ' Continue to provide internal and external coordination with the state's 1-405 Stage 1 and Stage 2 projects. • Initiate and provide project management for the Sunset Corridor Transportation Study and Plan. • Participate in the design and environmental phases of the Lake to Sound Trail from Fort Dent through the Black River Riparian Forest. ° Assist the Department of Community and Economic Development in developing the City Center Implementation Plan. • Update the City's multimodal transportation concurrency mechanisms in conjunction with the required development of 2011 Comprehensive Plan Amendment to the Transportation Element addressing transit-oriented development and growth and transportation-efficiency centers(GTECs)in order to reduce vehicle miles traveled and transportation related greenhouse gas emissions within the City of Renton. • Actively participate in regional forums(PSRC,SCATBcl, ETP,Sound Transit,WSDOT)and other discussions on transportation funding packages to ensure Renton's interests are presented and achieved. Irt • Continue to work with the Department of Community and Economic Development to review and potentially revise Renton's Transportation Mitigation Fees. • Review and provide comments on development reviews,traffic impact studies,and annexation reviews. ° Continue to work with the 25 commute trip reduction(CTR)sites within Renton in implementing the state-mandated CTR requirements to reduce single occupancy vehicle(SOV)trips and vehicle miles traveled. • Assist the Design Section in major project communications and public outreach with emphasis on the Rainier Avenue Improvements Project construction phase. • Coordinate with the Technical Services Section and IT Division staff to improve the City's GIS. ° Work with King County Metro Facilities and Service Planning staff to respond to citizen requests and complaints. ° Continue to partner with the Renton School District to improve school walking routes for elementary schools. Airport • Complete the Boeing lease renewal. • Complete Apron C infrastructure improvements for the Renton Gateway Center fixed-base operator (FBO). • Dredge the Seaplane Base in November 2010 during the"fish window." • Replace the roof on the Cedar River Hangars. ° Maintain zero claims of foreign object damage and bird strikes on aircrafts. • Continue to catch up on backlogged maintenance. Budget by Fund-Public Works Page 241 of 548 ,sem Expenditure Budget by Category- Transportation Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula r Sa I a ri e s 2,378,644 2,597,644 2,756,434 2,696,587 2,740,505 2,550,967 -7.5% Part-Time Salaries 116,384 114,762 93,212 93,212 77,383 86,658 -7.0% Overtime 94,848 115,105 80,008 80,008 90,777 91,932 14.9% Personnel Benefits 788,610 921,389 1,031,541 1,031,541 989,599 852,174 -17.4% Supplies 204,559 357,708 220,821 272,429 213,536 216,095 -2.1% Other Services and Charges 1,437,319 1,242,819 1,423,543 1,423,543 1,267,616 1,201,522 -15.6% Intergovernmental Services 139 135 0 0 437 0 N/A Interfund Payments 330,113 612,176 797,273 797,273 791,813 1,112,908 39.6% Transfer Out 1,540,000 725,000 1,138,421 1,138,421 1,138,421 620,000 -45.5% Operating Total 6,890,616 6,686,738 7,541,253 7,533,014 7,310,087 6,732,256 -10.7% Cl P 21,081,499 25,064,905 38,883,579 52,871,779 31,822,833 18,404,973 -52.7% Total 27,972,115 31,751,643 46,424,832 60,404,793 39,132,920 25,137,229 -45.9% Staffing Levels(Full-Time Equivalent Employees-FTE)-Transportation Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 40.50 41.00 37.00 37.00 37.00 33.00 -10.8% Temp/Intermit Sala ries &Be $ 133,279 $ 129,849 $ 91,902 $ 91,902 $ 87,805 $ 85,533 -6.9% I fs to Budget by Fund-Public Works Page 242 of 548 rr Utility Systems Division Mission Statement r Manage the planning, engineering, construction, and database functions for the City's solid waste, water, wastewater, and surface water, in a manner that ensures public health and safety, meets all regulatory requirements, protects environmental resources, is financially sound and supports the City's Business Plan Goals. hr 2009 Accomplishments 1W Water Utility Engineering • Completed evaluation of systems and made recommendation to City Council for sole source procurement of a fixed network automated meter reading and meter data management system. trr • Completed an evaluation of a potential reservoir site in the Black River quarry area. • Completed design and construction of annual water main replacement program. • Awarded contract for and began the replacement of electrical transformers for Mt. Olivet and Well 8 pump stations. • Began a multi-year effort to replace remote telemetry units in the SCADA system. ° Completed installation of security Cyberlocks at all water facilities. ilrr • Replaced SCADA system auto-dialer software. • Re-designed and implemented a geodatabase for the drinking water utility to accommodate the implementation of the City's Enterprise Asset Management system. • Completed study of the viability of obtaining water from the Cascade Water Alliance. • Completed construction of the West Hill Pressure Reducing Station. ° Continued implementation of the Aquifer Protection Program, Water Conservation Education and Cross-Connection Control Program. • Continued implementation of the Water Use Efficiency Plan and WashWise Rebate Program. • Continued to maintain the"Green Operating Permit"status from the Department of Health. • Continued design and construction coordination with the City's Transportation Division and with WSDOT 10for utilities improvements for Stage 2 of the 1-405 improvements project. • Provided technical assistance to the Transportation Systems Division for construction of the water improvements associated with roadway improvements projects. • Completed interlocal agreements with Water District 90 and Soos Creek Water and Sewer District. • Continued monitoring of franchise terms with Olympic Pipeline Company,Seattle Public Utilities and with various telecommunication companies' leases of the city's water facilities. • Completed a cyber security audit of the water SCADA system with the assistance of a visiting DHS team. Wastewater Utility Engineering 1 • Completed construction of the following planned Capital Improvement Program projects: Denny's Lift Station Replacement and White Fence Ranch Sewer Extension. ° Began design for the Lake Washington Beach Lift Station Replacement, Westview Lift Station Rehabilitation and East Renton Lift Station Elimination. • Completed design for the Stonegate Lift Station Replacement and the Earlington Sewer Replacement. • Completed conversion of sewer data into geodatabase and conversion of the sewer model from DHI Mouse to DHI Mike Urban. • Completed update of our Long Range Wastewater Management Plan. k IBudget by Fund-Public Works Page 243 of 548 i Surface Water Utility Engineering Completed the following planned Capital Improvement Program projects: • Completed the draft Surface Water Utility Master Plan to define future program and resources needed to deliver services, meet regulatory requirements, and future CIP program needs for adoption by Council in 2010. • Completed the final design, permitting, and started construction of the Shattuck Avenue South Storm Drain Bypass Project in coordination with the Transportation Systems Division's Rainier Avenue South TIP. • Completed the design and construction of the Wells Avenue North and North 37`h Street Storm System Replacement Project as part of the Small Drainage Problems Program. • Started the design and permitting of the Lake Avenue South/Rainier Avenue South Storm System Replacement Project. • Completed the design, permitting, and construction of the Maplewood Creek Sedimentation Basin and , the Madsen Creek Sedimentation Basin cleaning project necessary due to the January 2009 flood. • Coordinated with WSDOT on work related to the 10-year monitoring and site management period following the completion of the initial construction of the Springbrook Creek Wetland and Habitat Mitigation Bank Project. • Conducted the annual Landsburg Gravel Supplementation Project and other required mitigation monitoring for the Cedar River Section 205 Flood Hazard Reduction Project. • Implemented the Storm System Mapping Project, code amendments related to the Illicit Discharge and Detection and Elimination Program and other requirements associated with complying with the National Pollutant Discharge Elimination System (NPDES) Phase II Municipal Stormwater Permit for Western Washington requirements. • Completed 90% of the Spawning Channel Replacement Project construction in cooperation with the U.S. Army Corps of Engineers. • Completed the development of the draft Renton Storm Water Design Manual to update design standards P P to control runoff from new construction and redevelopment projects that are equivalent to the Ecology 2005 Western Washington Stormwater Manual as required to comply with the NPDES Phase II Municipal Stormwater Permit for Western Washington,for review and approval in 2010. • Provided technical assistance to the Transportation Systems Division on the design, permitting and construction of the storm water improvements associated with the Rainier Avenue—Grady Way to South 2nd Street TIP, the Garden Avenue North TIP, signal improvement projects, and sidewalk improvement program. • Provided technical assistance to WSDOT on its 1-405 improvement projects. • Participated in the regional and city efforts to prepare for and respond to Green River flooding due to the reduced storage capacity at the U.S.Army Corps of Engineers' Howard Hanson Dam. Solid Waste Utility • Provided one Natural Yard Care workshop targeting education to residential homeowners and small landscape maintenance businesses to increase knowledge of strategies to reduce reliance on pesticides. • Implemented the Sustainable Solid Waste Collection Contract for residential and commercial services. • Implemented a residential reuse event and two special recycling events to increase diversion of materials from the landfill. ' 2010 Goals Water Utility Engineering • Award contract and begin first phase of the implementation of a fixed network automated meter reading and meter data management system. Budget by Fund-Public Works Page 244 of 548 • Complete design and construction of the annual water main replacement program. • Complete a project to recoat the interior and exterior of the West Hill reservoir and to add a cathodic protection system, handrails,and security improvements. • Continue to support implementation of the Drinking Water Quality Compliance Program including the new EPA/DOH Groundwater Rule;continue to maintain the drinking water quality monitoring database. • Continue to prepare and distribute the EPA required Consumer Confidence Report to all our customers. • Provide input for the Surface Water Design manual to ensure the City's drinking water supply is protected. Complete the repair of the groundwater monitoring wells. sir ` Begin the update of the Water System Plan. ° Continue implementation of Aquifer Protection Program, Water Conservation Education, and Cross-Connection Control Program. • Continue implementation of Water Use Efficiency Plan. • Continue to maintain "Green Operating Permit"status from the Department of Health. ° Continue to replace remote telemetry units in the SCADA system. • Complete the replacement of electrical transformers for Mt.Olivet and Well 8 pump stations. • Continue construction coordination with the City's Transportation Division and with WSDOT for utilities relocations and improvements for Stage 2 of the 1-405 improvements project. ° Provide technical assistance to the Transportation Systems Division for construction of the water improvements associated with roadway improvements projects. • Assist the water maintenance section to receive approval of a management plan from the Department of Ecology for the Maplewood wellfield. • Update the Emergency Response Plan. ' • Continue negotiations with Seattle Public Utilities for additional wholesale water. am Wastewater Utility Engineering Begin construction of the Stonegate Lift Station Replacement and Earlington Sewer Replacement projects. • Complete design and begin construction of the Lake Washington Beach Lift Station Replacement and 1t Westview Lift Station Rehabilitation projects. • Begin final design for the East Renton Lift Station Elimination Project. • Develop updated Fats/Oils/Grease Regulations, including revisions to current City code. Surface Water Utility Engineering ` Council adoption of the Surface Water Utility Master Plan to define future program and resources needed to deliver services, meet regulatory requirements and future CIP program needs. ` Complete the construction of the Shattuck Avenue South Storm Drain Bypass Project in coordination with the Transportation Systems Division's Rainier Avenue South TIP. ° Complete the design, permitting and construction of the Lake Washington Blvd./Hawks Landing Storm System Improvement Project in coordination with the water system improvements and the private development project. ° Complete the design and permitting of the Lake Avenue South/Rainier Avenue South Storm System Replacement Project. I ° Complete the construction of the Duvall Avenue Northeast and Union Avenue Northeast projects as part of the Small Drainage Problems Program. 1 ' Budget by Fund-Public Works Page 245 of 548 ar • Conduct the annual Landsburg Gravel Supplementation Project and other required mitigation monitoring for the Cedar River Section 205 Flood Hazard Reduction Project. • Complete the first phase of the Storm System Mapping Project and start work on the second phase of the project that involves collection data associated with our storm system assets as needed for complying with the National Pollutant Discharge Elimination System (NPDES) Phase II Municipal Stormwater Permit for Western Washington requirements and improving operation and maintenance of the City's storm system infrastructure. • Complete the construction of the Spawning Channel Replacement Project in cooperation with the U.S.Army Corps of Engineers and start project fish use monitoring and plant establishment. • Council adoption of updated Surface Water Design Standards to control runoff from new construction and redevelopment projects that are equivalent to the Ecology 2005 Western Washington Stormwater Manual as required to comply with the NPDES Phase II Municipal Stormwater Permit for Western Washington. • Provide technical assistance to WSDOT on its 1-405 improvement projects. • Continue participation in the regional and city effort to prepare for and respond to Green River flooding due to the reduced storage capacity at the Army Corps of Engineers Howard Hanson Dam. Solid Waste Utility • Provide two Natural Yard Care workshops targeting education to residential homeowners and small landscape maintenance businesses to increase knowledge of strategies to reduce reliance on pesticides. • Implement a residential reuse event and two special recycling events to increase diversion of materials from the landfill. • Provide technical assistance to businesses and apartment buildings to educate them about strategies to reduce waste and increase recycling. • Expand in-house recycling opportunities to include composting of food-waste generated within city facilities. Expenditure Budget by Category- Utility Systems i 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 RegularSaIaries 2,078,163 2,197,062 2,807,935 2,714,969 2,468,689 2,342,197 -16.6% Part-Time Salaries 31,431 10,455 68,272 68,272 25,233 2,550 -96.3% Overtime 10,850 14,996 28,054 28,054 12,440 24,696 -12.0% Personnel Benefits 629,651 697,042 1,091,697 1,091,697 827,282 805,971 -26.2% Supplies 5,497 26,341 41,948 56,948 26,140 18,998 -54.7% Other Services and Charges 9,042,761 9,963,075 12,868,371 12,968,371 12,123,893 12,997,196 1.0% Intergovernmental Services 3,337,857 4,044,126 4,064,021 4,064,021 4,442,280 3,954,728 -2.7% Capital Outlay 0 2,453 40 40 112 0 -100.0% Debt Service 3,894,408 4,631,929 4,610,382 5,085,382 5,107,861 4,618,329 0.2% Interfund Payments 1,512,666 1,492,746 1,705,662 1,705,662 1,624,098 1,927,574 13.0% Transfer Out 67,176,516 17,062,793 3,056,448 8,131,999 5,881,217 4,252,000 39.1% Operating Total 87,719,800 40,143,017 30,342,830 35,915,415 32,539,246 30,944,239 2.0% CIP 11,089,813 14,647,929 12,225,000 18,297,416 5,242,332 7,985,000 -34.7% Total 98,809,613 54,790,945 42,567,830 54,212,831 37,781,578 38,929,239 -8.5% Staffing Levels(Full-Time Equivalent Employees-FTE)-Utility Systems 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Total FTE 29.30 36.70 37.70 37.70 37.70 29.50 -21.8% Temp/Intermit Salaries &Be $ 36,232 $ 11,764 $ 75,876 $ 75,876 $ 28,050 $ 2,550 -96.6% ' Budget by Fund-Public Works Page 246 of 548 I Fund 501 - Equipment Rental Fund 2010 Vehicle replacements Repl Dept Assigned Charge Code Eq No. Model Make Yr Purc Life Cost Note Police Admin Pool02 A403 Taurus FORD 2001 3 $ Vehicle is being replaced with A393. Police Traffic Pool07 M047 Motorcycle BMW 2000 4 26,000 Police Traffic Pool07 M052 Motorcycle BMW 2007 4 26,000 Police Patrol P00108 A432 CmVic FORD 2005 4 30,000 Police Patrol Pool08 A433 CrnVic FORD 2005 4 30,000 Police Patrol P00108 A444 CrnVic FORD 2006 4 30,000 Police Animal Control P00111 C222 Animal trk CH EV 2003 8 - Do not replace in 2010. Street Maintenance Poo125 E108 Sweeper ELGN 2005 4 - Do not replace in 2010. Street Maintenance Poo125 E080 Loader CASE 1992 10 250,000 Fire Suppression Poo 140 F064 Aid Unit I NTE 1999 7 200,000 Replaced with Rescue Truck (New) and will add short Fire ladder (75') on Fire Engine Poo140 F081 Aerial EONE 1986 20 250,000 Suppression when the next time Fire Engine is due for replacement. Wastewater Poo142 E107 Vactor INTE 2004 5 - Do not replace in 2010. Maintenance Tota 1: $842,000 Budget by Fund-Public Works Page 247 of 548 Public Works Position Listing(Sheet 1 of 5) 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted Public Works Administration M49 Public Works Administrator 1.00 1.00 1.00 1.00 1.00 1.00 M24 Principal Finance and Admin Analyst 0.75 1.00 1.00 1.00 1.00 1.00 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 A05 Office Assistant 111 0.50 0.50 0.50 0.50 0.50 0.00 A03 Office Assistant 11 1.00 0.50 0.00 0.00 0.00 0.00 Total Administration Division 4.25 4.00 3.50 3.50 3.50 3.00 Transportation Systems Division Administration M45 De puty PW Ad mi n-Tra ns porta ti on 1.00 1.00 1.00 1.00 1.00 1.00 A09 Administrative Secretary1 1.00 1.00 1.00 1.00 1.00 1.00 A07 Secretary 11 1.00 1.00 1.00 1.00 1.00 1.00 Total Administration 3.00 3.00 3.00 3.00 3.00 3.00 Transportation Planning M33 Transportation Planning Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 A29 Program Development Coordinator 11 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer 111 1.50 1.50 1.50 1.50 1.50 1.50 A27 Civil Engineer 111 (1.5 Limited Term) 1.00 0.00 0.00 0.00 0.00 0.00 A25 Civil Engineer ll 2.00 1.00 1.00 1.00 1.00 0.00 A24 Transportation Planner 1.00 2.00 1.00 1.00 1.00 1.00 A21 Civil Engineer 1.00 0.00 0.00 0.00 0.00 0.00 Total Transportation Planning 8.50 6.50 5.50 5.50 5.50 4.50 Transportation Design M33 Transportation Design Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 A32 Principal Civil Engineer-Transp 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineerlll 3.00 3.00 2.00 2.00 2.00 2.00 A27 Transportation Design Engineer 0.00 1.00 0.00 0.00 0.00 0.00 A23 Engineering Specialist 111 1.00 1.00 1.00 1.00 1.00 0.00 A21 Civil Engineer 2.00 0.00 0.00 0.00 0.00 0.00 Total Transportation Design 8.00 7.00 5.00 5.00 5.00 4.00 Transportation Operations/Maintenance M33 Transportation Operations Manager 1.00 1.00 1.00 1.00 1.00 1.00 M27 Transportation Maint Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer III 1.50 1.50 1.50 1.50 1.50 0.50 A23 Engineering Specialist III 2.00 2.00 2.00 2.00 2.00 2.00 A21 Signal/Electronics Sys Tech 111 0.00 1.00 0.00 0.00 0.00 0.00 A21 Signal/Electronics Sys Tech II 4.00 6.00 6.00 6.00 6.00 6.00 A17 Signal/Electronics Sys Tech 1 1.00 0.00 0.00 0.00 0.00 0.00 A17 Traffic Sign and Paint Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 A13 Signal/Electronics System Assistant II 1.00 1.00 1.00 1.00 1.00 1.00 Al2 Traffic Maintenance Worker 11 3.00 4.00 4.00 4.00 4.00 3.00 A05 Office Assistant 111 0.50 1.00 1.00 1.00 1.00 1.00 Total Transportation Operations/Maintenance 16.00 19.50 18.50 18.50 18.50 16.50 Budget by Fund-Public Works Page 248 of 548 Public Works Position Listing(Sheet 2 of 5) 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual BudgetAdj Budget Actual Adopted Airport M32 Airport Manager 1.00 1.00 1.00 1.00 1.00 1.00 A23 Assistant Airport Manager 1.00 1.00 1.00 1.00 1.00 1.00 A11 Airport Maintenance Worker 2.00 2.00 2.00 2.00 2.00 2.00 A07 Secretary 11 1.00 1.00 1.00 1.00 1.00 1.00 Total Airport 5.00 5.00 5.00 5.00 5.00 5.00 w Total Transportation Systems Division 40.50 41.00 37.00 37.00 37.00 33.00 Utility Systems Division Administration r M38 Utilit S stems Director y y 1.00 1.00 0.00 0.00 0.00 0.00 A09 Admin Secretaryl 1.00 1.00 0.00 0.00 0.00 0.00 A07 Secretaryll 1.00 1.00 0.00 0.00 0.00 0.00 A03 Office Assistant 11 0.50 0.50 0.00 0.00 0.00 0.00 A19 Accounting Supervisor 1.00 1.00 0.00 0.00 0.00 0.00 A09 Accounting Assistant IV 3.00 3.00 0.00 0.00 0.00 0.00 Total Utility Systems Administration 7.50 7.50 0.00 0.00 0.00 0.00 Water Utility Systems M38 Utility Systems Director 0.00 0.00 0.25 0.25 0.25 0.25 M33 Utility EngrSupervisor 1.00 1.00 1.00 1.00 1.00 1.00 A32 Utility GIS/Engineer 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineerlll 1.00 1.00 2.00 2.00 1.00 2.00 A25 Civil Engineer 11 1.00 1.00 1.00 1.00 1.00 0.00 A23 Engineering Specialist III 1.50 1.50 0.50 0.50 1.50 0.50 A19 Accounting Supervisor 0.00 0.00 0.20 0.20 0.20 0.20 A19 Engineering Specialist 11 1.00 1.00 1.00 1.00 1.00 1.00 A13 Program Specialist 0.50 0.50 0.50 0.50 0.50 0.50 A09 Accounting Assistant IV 0.00 0.00 0.60 0.60 0.60 0.60 A09 Admin Secretary1 0.00 0.00 0.25 0.25 0.25 0.25 A07 Secreta ryI I 0.00 0.00 0.25 0.25 0.25 0.25 A03 OfficeAssistantll 0.00 0.00 0.14 0.14 0.14 0.00 Total Water Utility Systems 7.00 7.00 8.69 8.69 8.69 7.55 Wastewater Utility Sys and Tech Svcs M38 Utility Systems Director 0.00 0.00 0.25 0.25 0.25 0.25 M33 UtiIityEngineeringSupervisor 1.00 1.00 1.00 1.00 1.00 1.00 A29 Mapping Coordinator 1.00 1.00 1.00 1.00 1.00 0.00 A28 Civil Engineer 111 2.00 2.00 2.00 2.00 2.00 2.00 A23 Property Services Agent 2.00 2.00 2.00 2.00 2.00 0.00 A23 Engineering Specialist 111 1.50 3.50 3.50 3.50 3.50 0.50 A19 Accounting Supervisor 0.00 0.00 0.20 0.20 0.20 0.20 A19 Engineering Specialist II 0.00 1.00 1.00 1.00 1.00 1.00 A09 Accounting Assistant IV 0.00 0.00 0.60 0.60 0.60 0.60 A09 Admin Secretary1 0.00 0.00 0.25 0.25 0.25 0.25 A07 Secretary 11 0.00 0.00 0.25 0.25 0.25 0.25 A03 Office Assistant 11 0.00 0.00 0.12 0.12 0.12 0.00 Budget by Fund-Public Works Page 249 of 548 Public Works Position Listing(Sheet 3 of 5) 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted Total Wastewater Utility Sys and Tech Svcs 7.50 10.50 12.17 12.17 12.17 6.05 Surface Water Utility Systems M38 Utility Systems Director 0.00 0.00 0.25 0.25 0.25 0.25 M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer 111 3.00 3.00 4.00 4.00 4.00 4.00 A25 Civil Engineer ll 1.00 3.00 3.00 3.00 3.00 3.00 A23 Engineering Specialist III 0.00 1.00 1.00 1.00 1.00 1.00 A21 Civil Engineer 0.00 1.00 1.00 1.00 1.00 1.00 A19 Accounting Supervisor 0.00 0.00 0.30 0.30 0.30 0.30 A19 Engineering Specialist 11 0.30 0.70 0.70 0.70 0.70 0.00 A09 Accounting Assistant IV 0.00 0.00 0.90 0.90 0.90 0.90 A09 Admin Secretary1 0.00 0.00 0.25 0.25 0.25 0.25 A07 Secretary 11 0.00 0.00 0.25 0.25 0.25 0.25 A03 Office Assistant II 0.00 0.00 0.12 0.12 0.12 0.00 Total Surface Water Utility Systems 5.30 9.70 12.77 12.77 12.77 11.95 Solid Waste Utility Systems M38 Utility Systems Director 0.00 0.00 0.25 0.25 0.25 0.25 A09 Admin Secretary1 0.00 0.00 0.25 0.25 0.25 0.25 A07 Secretary I1 0.00 0.00 0.25 0.25 0.25 0.25 A03 Office Assistant 11 0.00 0.00 0.12 0.12 0.12 0.00 A19 Accounting Supervisor 0.00 0.00 0.30 0.30 0.30 0.30 A09 Accounting Assistant IV 0.00 0.00 0.90 0.90 0.90 0.90 M25 Solid Waste Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 A13 Program Specialist 1.00 1.00 1.00 1.00 1.00 1.00 Total Solid Waste Utility Systems 2.00 2.00 4.07 4.07 4.07 3.95 Total Utility Systems Division 29.30 36.70 37.70 37.70 37.70 29.50 Maintenance Services Division Maintenance Administration M38 Maintenance Services Director 1.00 1.00 1.00 1.00 1.00 1.00 M28 Waste Water/Special Operations Manager 0.00 0.45 0.45 0.45 0.45 0.45 M26 Waste Water/Special Operations Manager 0.45 0.00 0.00 0.00 0.00 0.00 A23 Pavement MgmtTechnician 1.00 0.00 0.00 0.00 0.00 0.00 A17 Maintenance Buyer 1.00 1.00 1.00 1.00 1.00 1.00 A08 Purchasing Assistant 1.00 1.00 1.00 1.00 1.00 1.00 A07 Secretaryll 1.00 1.00 1.00 1.00 1.00 1.00 A05 Secreta ry 1 0.00 1.00 0.00 0.00 0.00 0.00 A05 Office Assistant 111 1.00 1.00 1.00 1.00 1.00 1.00 Total Maintenance Administration 6.45 6.45 5.45 5.45 5.45 5.45 Streets/Solid Waste Maintenance Services M28 Street Maintenance Manager 0.00 1.00 1.00 1.00 1.00 1.00 A23 Street Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 A23 Pavement Mgmt Technician 0.00 1.00 1.00 1.00 1.00 1.00 A16 Lead Maint Services Worker 2.00 2.00 2.00 2.00 2.00 2.00 Al2 Ma int Services Worker 111/Street 11.00 9.00 6.00 6.00 8.00 5.00 Budget by Fund-Public Works Page 250 of 548 Public Works Position Listing(Sheet 4 of 5) 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted A08 Ma i nt Se rvi ce s Worker 11/Street 4.00 7.00 8.00 8.00 6.00 8.00 A04 Maint Services WorkerI/Street 0.00 1.00 1.00 1.00 1.00 1.00 A04 Solid Waste Mtc Worker 1.00 2.00 2.00 2.00 2.00 1.00 A08 Maintenance SvcWkrll /UtilityLocator 0.00 0.10 0.10 0.10 0.10 0.10 Total Streets/Solid Waste Maintenance Services 19.00 24.10 22.10 22.10 22.10 20.10 Wastewater Maintenance Services M28 Waste Water/Special Operations Manager 0.00 0.25 0.25 0.25 0.25 0.25 M26 Waste Water/Special Operations Manager 0.25 0.00 0.00 0.00 0.00 0.00 A23 Wastewater Maint Supr(Waste/Surface Water) 0.50 0.50 0.50 0.50 0.50 0.50 A16 Lead Maintenance Services Worker 0.00 0.00 1.00 1.00 0.00 1.00 A15 Life Station Technician 2.00 2.00 2.00 2.00 2.00 2.00 Al2 Maintenance Svc Wkr III (Waste/Surface Water) 3.00 5.00 4.00 4.00 5.00 3.00 A08 Uti I i ty Locator 0.00 0.20 0.20 0.20 0.20 0.20 Surface Water Maintenance Services M28 Waste Water/Special Operations Manager 0.00 0.20 0.20 0.20 0.20 0.20 M26 Waste Water/Special Operations Manager 0.20 0.00 0.00 0.00 0.00 0.00 A23 Wastewater Ma int Supr(Waste/Surface Water) 0.50 0.50 0.50 0.50 0.50 0.50 A16 Lead Maintenance Services Worker 1.00 2.00 1.00 1.00 2.00 1.00 Al2 Maintenance Svc Wkr III (Waste/Surface Water) 3.00 2.00 6.00 6.00 2.00 6.00 A08 Maintenance Svc Wkr II (Waste/Surface Water) 0.00 5.00 2.00 2.00 5.00 2.00 A08 Maintenance Svc Wkrll /UtilityLocator 0.00 0.50 0.50 0.50 0.50 0.50 A04 Maintenance Svc Wkrl (Waste/Surface Water) 0.00 1.00 1.00 1.00 1.00 1.00 Total Surface Water/Waste Water Maint Sery 10.45 19.15 19.15 19.15 19.15 18.15 Water Maintenance Services M33 Water Maintenance Manager 1.00 1.00 1.00 1.00 1.00 1.00 M28 Waste Water/Special Operations Manager 0.00 0.10 0.10 0.10 0.10 0.10 M26 Waste Water/Special Operations Manager 0.10 0.00 0.00 0.00 0.00 0.00 A21 Water Maintenance Services Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 A21 Water Utility Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 A19 Water UtilitylnspScadaTech 0.00 1.00 1.00 1.00 1.00 1.00 A18 Lead WtrUtilityPumpSta Mech 1.00 1.00 1.00 1.00 1.00 1.00 A18 Water Maintenance Industrial Instrument Tech 0.00 1.00 0.00 0.00 0.00 0.00 A17 Water Quality/Treatment Plant Operator 3.00 3.00 3.00 3.00 3.00 3.00 A16 Lead Maintenance Services Worker 2.00 2.00 2.00 2.00 2.00 2.00 A15 Water Utility MaintTechnician 1.00 1.00 1.00 1.00 1.00 1.00 Al2 Maintenance Services Worker 111 7.00 7.00 7.00 7.00 6.00 7.00 A08 Maintenance Services Worker ll 7.00 5.00 4.00 4.00 5.00 3.00 A08 Maintenance Svc Wkr II/Utility Locator 0.00 1.20 1.20 1.20 1.20 1.20 A07 Water Meter Reader 3.00 3.00 3.00 3.00 3.00 3.00 Total Water Maintenance Services 27.10 28.30 26.30 26.30 26.30 25.30 Equipment Maintenance Services M30 Fleet Manager 1.00 1.00 1.00 1.00 1.00 1.00 A19 Lead Vehicle and Equipment Mechanic 3.00 2.00 2.00 2.00 2.00 2.00 1 A15 Vehicle and Equipment Mechanic 1 2.00 4.00 4.00 4.00 4.00 4.00 Budget by Fund-Public Works Page 251 of 548 Public Works Position Listing(Sheet 5 of 5) 2007 2008 2009 2009 2009 2010 Grade Title Actual Actual Budget Adj Budget Actual Adopted A11 FleetManagementTech nician 1.00 1.00 1.00 1.00 1.00 1.00 A09 Mechanic's Assistant 1.00 2.00 2.00 2.00 2.00 1.00 Total Equipment Maintenance Services 8.00 10.00 10.00 10.00 10.00 9.00 } Total Maintenance Services Division 71.00 88.00 83.00 83.00 83.00 78.00 Mill Total Public Works Department 145.05 169.70 161.20 161.20 161.20 143.50 i i g L i Budget by Fund-Public Works Page 252 of 548 Other City Services r Mission Statement INN Provide for miscellaneous payments that benefit all City departments. Overview of Other City Services The Finance Division 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. 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Operating Budget Summary 10,339,471 9,791,565 10,691,996 9,592,821 .9,823,636 9,289,314 -13.1% List of Other City Services Renton Results Decision Packages: Baseline Original Budget Package# Description FTE Tot Exp$ Tot Rev$ FTE Tot Exp$ Tot Rev$ 600005.0003 Other City Svc-Employee - 436,152 - 436,152 - 600005.0004 LEOFF 1 Medical Obligati - 2,205,684 - 2,205,684 - 600005.0013 Association Dues and Cc - 319,720 - - 290,220 600014.0006 Workers' Compensation - 148,109 - 148,109 - 600014.0007 Benefits - 1,674,191 - 1,610,191 Total - $ 9,280,189 $ 546,844 - $ 9,186,689 $ 500,000 Highlight of Budget Changes: • No contingency for salary negotiations which result in a reduction of$500k in Regular Salaries • Personnel Benefits increased by$2 million due to projections in increased healthcare benefits for current and retired employees and also unemployment benefits • Other Services and Charges decreased by$73k due to budget reductions in City-Wide memberships, associations,and dues • Intergovernmental Services increased by$9k to be more in-line with historical costs of the Seattle King County Public Health Alcohol Program • Debt Service decreased by$617k due to current amortization schedule of general governmental debt • Prior to 2010,the Insurance Internal Service Fund was allocated to Other City Services for all General Governmental funds/departments. Currently,each General Governmental fund/department will incur their own costs for insurance,which results in a decrease of$1.3 million • Transfer Outs decreased by$1.2 due to budget reductions in various Capital Investment Programs i 1 Budget by Fund-Other City Services Page 253 of 548 Expenditure Budget by Division-Other City Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Other City Services 3,844,869 5,003,129 5,578,385 4,802,210 5,126,072 4,792,981 -14.1% Ltd Tax General Obligation Bonds 6,494,601 4,788,436 5,113,611 4,790,611 4,697,564 4,496,333 -12.1% Total 10,339,471 9,791,565 10,691,996 9,592,821 9,823,636 9,289,314 -13.1% Expenditure Budget by Category-Other City Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Regula rSalaries 290,279 390,163 780,500 119,644 224,367 280,500 -64.1% Personnel Benefits 1,890,792 1,935,884 2,156,338 2,156,338 1,972,484 4,119,636 91.0% Other Services and Charges 1,523,234 1,991,901 312,492 523,564 637,533 239,220 -23.4% Intergovernmental Services 135,982 74,116 41,812 41,812 65,162 51,000 22.0% Capital Outlay 0 200,000 0 0 0 0 N/A Debt Service 4,185,075 4,788,436 5,113,611 4,790,611 4,697,564 4,496,333 -12.1% ' Interfund Payments 0 30,800 1,137,243 1,137,243 1,070,830 102,625 -91.0% Transfer Out 2,314,108 380,264 1,150,000 823,609 1,155,696 0 -100.0% Total 10,339,471 9,791,565 10,691,996 9,592,821 9,823,636 9,289,314 -13.1% Expenditure Budget by Category-Other City Services 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 -Regula rSalaries 290,279 390,163 780,500 119,644 224,367 280,500 -64.1% Personnel Benefits 1,890,792 1,935,884 2,156,338 2,156,338 1,972,484 4,119,636 91.0% Other Services and Charges 1,523,234 1,991,901 312,492 523,564 637,533 239,220 -23.4% Intergovernmental Services 135,982 74,116 41,812 41,812 65,162 51,000 22.0% Capital Outlay 0 200,000 0 0 0 0 N/A Debt Service 4,582 0 0 0 0 0 N/A Interfund Payments 0 30,800 1,137,243 1,137,243 1,070,830 102,625 -91.0% Transfer Out 0 380,264 1,150,000 823,609 1,155,696 0 -100.0% Total 3,844,869 5,003,129 5,578,385 4,802,210 5,126,072 4,792,981 -14.1% Expenditure Budget by Category-Limited Tax General Obligation Bonds 2007 2008 2009 2009 2009 2010 Change Actual Actual Budget Adj Budget Actual Adopted 09/10 Debt Service 4,180,493 4,788,436 5,113,611 4,790,611 4,697,564 4,496,333 -12.1% Transfer Out 2,314,108 0 0 0 0 0 N/A Total 6,494,601 4,788,436 5,113,611 4,790,611 4,697,564 4,496,333 -12.1% Budget by Fund-Other City Services Page 254 of 548 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 DEBT MANAGEMENT s OVERVIEW The City of Renton's long-term debt consists of General Obligation (GO) Bonds backed by the full faith and credit of the City, and Revenue Bonds backed by user fee revenues. The City is in r compliance with all Washington State debt limitation statutes and bond covenants. The following table represents the bond ratings for each type of debt for which ratings are given: Type of Bonds Issued(Latest Standard& Year) Fitch Moody Poo is Water&Sewer Revenue AA- AA+ Bonds Limited GO Bonds AA- Al AA Golf System Revenue Bond Non- Non-rated rated REVENUE DEBT: The City of Renton's Revenue debt consists of Water/Sewer Revenue Bonds, Public Works Trust Fund (PWTF) Loans, Golf Bonds and Leases. As of January 1, 2009, there was $52.6 million in principal outstanding which are: Water/Sewer Revenue Bonds $40.8 million, PWTF Loan $9.2 million, and Golf Course Bonds and Leases$2.5 million. GENERAL OBLIGATION DEBT: Under RCW 39.36.020(2), the public may vote to approve bond issues for general government purposes in an amount not to exceed 2.5% of the value of all taxable property within the City. Within the 2.5% limit, the City Council may approve bond issues not to exceed 1.5%of the City's assessed valuation. Prior to the passage of new legislation in 1994, the statutory limit on councilmanic (non-voted or limited general obligation (LTGO)) debt for general government purposes was 0.75% of assessed valuation. Another 0.75% of councilmanic debt was available only for lease-purchase contracts (RCW 35.43.200). Now, these two components have been combined and can be used for any municipal purpose, including using the entire 1.5%for bonds. r, The voter approved capacity is generally referred to as unlimited tax general obligation (UTGO) debt, which requires 60% voter approval and the election must have a voter turnout of at least 40% of those who voted in the last State general election. With this vote, the voter approves additional property tax be levied above and beyond the constitutional and statutory caps on property tax. In addition to these general purpose debt capacity, RCW 39.36.030(4) also allow voter to approve park facilities and utility bond issues, each limited to 2.5% of the City's assessed ' valuation. At the end of 2009, the City's has $39.7 million limited general obligation debt (Council approved ' debt) outstanding and an available capacity of $159 million. The City made final payment of the 1998 voter approved senior housing bond in 2009 and no longer has unlimited general obligation debt outstanding at this time therefore has the full voter approved capacity of nearly $790 million available. Debt Management Page 255 of 548 DEBT MANAGEMENT OVERVIEW �r Debt Service Requirement to Maturity Long Term Debt Summary as of December 31,2009(Dollars in Thousands) so General Obligation' WaterworksZ Golf Course3 Total Year Principal Interest Total Principal Interest Total Principal Interest Total Principal Interest Total 2009 $ 1,700 $ 2,536 $ 4,236 $ 2,794 $ 1,832 $ 4,627 $ 332 $ 131 $ 463 $ 4,826 $ 4,500 $ 9,326 • 2010 2,269 1,976 4,245 2,859 1,755 4,614 348 114 463 5,476 3,845 9,321 2011 2,353 1,884 4,237 2,934 1,673 4,607 350 97 447 5,637 3,654 9,291 2012 2,467 1,786 4,253 3,019 1,577 4,597 355 80 435 5,841 3,444 9,285 s 2013 2,580 1,661 4,241 2,489 1,485 3,974 375 62 437 5,444 3,208 8,652 2014 2,701 1,532 4,233 2,369 1,423 3,792 395 42 437 5,465 2,998 8,463 2015 2,833 1,391 4,224 2,434 1,346 3,780 410 22 432 5,677 2,759 8,436 2016 2,745 1,243 3,988 2,419 1,265 3,684 - - - 5,164 2,507 7,671 2017 2,870 1,107 3,977 2,290 1,173 3,463 - 5,160 2,280 7,440 2018 2,430 960 3,390 2,326 1,083 3,409 - 4,756 2,043 6,799 , 2019 2,560 835 3,395 2,416 995 3,411 - - 4,976 1,831 6,806 2020 2,700 704 3,404 2,496 909 3,405 - - - 5,196 1,613 6,809 2021 2,830 569 3,399 2,586 819 3,404 - - - 5,416 1,388 6,804 , 2022 1,285 428 1,713 2,651 725 3,375 - - - 3,936 1,152 5,088 2023 1,040 361 1,401 2,703 627 3,330 - - - 3,743 988 4,730 2024 1,095 306 1,401 2,813 513 3,325 - - - 3,908 819 4,727 2025 1,155 249 1,404 2,660 393 3,053 - - - 3,815 642 4,457 2026 1,210 191 1,401 2,785 269 3,054 - - - 3,995 460 4,455 2027 1,275 131 1,406 2,915 138 3,053 - - - 4,190 268 4,458 2028 1,335 67 1,402 - - - - - - 1,335 67 1,402 Tota I $41,433 $19,916 $61,349 $49,956 $20,000 $69,956 $ 2,565 $ 549 $3,114 $93,954 $40,464 $134,418 'Include Inter-govt Loan with Fire District 40 for the acquisition of Station 13. 2Include PWTFLs. 3Include capital lease payment forgolfcarts. Computation of Limitation of Indebtness 31-Dec-09 General purpose Parks and Utility Non-Voted Voted Open Space Purpose (Limited GO) (Unlimited GO) Voted Voted Assessed Valuation(AV)12/31: $ 11,839,897,957 x 1.50% 2.50% 2.50% 2.50% Non Voted Debt Limits 177,598,469 (177,598,469) ' Voted Limits 295,997,449 295,997,449 295,997,449 Less General Obligation Bonds Outstanding (39,748,000) Add Cash on hand for Debt Service 1,100,000 Available Debt Capacity by Purpose $ 138,950,469 $ 118,398,980 $295,997,449 $295,997,449 Total Voted Capacity $710,393,877 Debt Management Page 256 of 548 , DEBT MANAGEMENT OVERVIEW Interest Issue Maturity Total Amt Outstanding Item Rates Date I Date Issued 01/01/2009 Issuedl Redeemed 12/31/2009 General Obligation Bonds: Limited GO 1997 GO New CH Acq&Impv Bonds' 5.55%-5.75% 05/01/97 12/01/09 2,037,744 490,000 490,000 - 2000GOVaIIeyCommunications 4.75% 09/15/00 12/01/15 2,551,600 1,428,000 - 1,428,000 2001 G 0 Refunding(97)Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 13,035,000 335,000 12,700,000 2001 G 0 DT Pa rki ng Bonds 4.90%-5.00% 10/18/01 12/01/21 6,000,000 6,000,000 160,000 5,840,000 2002 G 0 FS 12 Construction Bonds 2.50%-5.00% 07/15/02 12/01/22 3,895,000 3,020,000 160,000 2,860,000 2006 G 0 S LK WA Infr Im v Bonds 4.25%-5.00% 08/08/06 12/01/28 17,980,000 17,460,000 540,000 16,920,000 as Subtotal Limited GO 45,969,344 41,433,000 1,685,000 39,748,000 Unlimited GO: 1993 G 0 Refundi ng Bonds-Sr.Hous in 2.70%-5.20% 09/01/93 02/01/09 4,270,000 505,000 505,000 - Subtotal Unlimited GO 4,270,000 505,000 505,000 - • Total General Obligation Debt 50,239,344 41,938,000 2,190,000 39,748,000 Water/Sewer Revenue Bonds: 1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 2,915,000 570,000 2,345,000 r 2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 3,120,000 110,000 3,010,000 2003 Water/Sewer Refunding 2.00%-3.70% 10/01/03 06/01/13 8,035,000 2,670,000 1,130,000 1,540,000 2004 Water/Sewer 3.55%-5.00% 11/01/04 12/01/27 10,335,000 10,335,000 - 10,335,000 2007 Water/Sewer 4.00%-5.00% 11/06/07 12/01/22 1,430,000 1,430,000 1,430,000 2007 Water/Sewer Refunding 4.00%-5.00% 11/06/07 12/01/22 8,320,000 8,320,000 8,320,000 2008(A)Water/Sewer(Exempt) 4.00%-5.00% 01/04/08 12/01/27 9,975,000 9,975,000 9,975,000 2008 B Water/Sewer Taxable 4.00%-5.00% 01/04/08 12/01/16 2,035,000 2,035,000 - 2,035,000 Total Revenue Bonds 58,230,000 40,800,000 1,810,000 38,990,000 Water/Sewer Public Works Trust Fund Loans: Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 102,568 25,642 76,926 Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 541,451 87,483 453,968 East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 672,850 134,570 538,280 Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 30,618 5,103 25,515 NE 27th/Aberdeen Drainage Improvements 1.00% 06/27/95 07/01/15 731,000 298,130 42,590 255,540 E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 934,840 116,855 817,985 Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 774,976 96,872 678,104 Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 444,213 49,357 394,856 Maplewood WtrTreatment Improvements 0.50% 01/17/02 07/01/21 567,831 393,913 30,301 363,612 Construct CT Pipeline for Wells 0.50% 11/05/02 07/01/22 814,527 600,180 42,870 557,310 Maplewood WtrTreatmentImprovements 0.50% 07/01/04 06/30/24 1 5,150,000 4,362,353 272,647 4,089,706 Total Public Works Trust Fund Loans 17,463,590 9,156,092 904,290 8,251,802 Total WaterWorks Obligations 75,693,590 49,956,092 2,714,290 47,241,802 Golf Course Obligations: 1999 Golf Course Ref.Revenue Bonds 3.25%-5.30% 04/01/99 12/01/15 5,040,000 2,510,000 295,000 2,215,000 Yamaha Golf Course Carts Lease 5.25% 06/15/07 05/15/11 87,800 55,155 21,995 33,160 Total Golf Course Obligations 5,127,800 2,565,155 316,995 2,248,160 Total Outstanding Debt 131,060,734 94,459,247 5,221,285 89,237,962 'Series B Capital Appreciation portion only,final payment 2009. Series A portion refunded in 2001 as 2001 Refunding Bond. Debt Management Page 257 of 548 t DEBT MANAGEMENT GENERAL OBLIGATION DEBT ' CITY OF RENTON GENERAL OBLIGATION DEBT ' 1997 Limited Tax General Obligation City Hall Acquisition and Development Bonds. The bonds consisted of $12,660,000 serial bonds, 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 serial bonds were refunded November 1, 2001. The debt ' service for these bonds is accounted for in the 1997 Limited Tax General Obligation Bonds-City Hall Fund (201). 2000 Valley Communications Center Development Authority Bonds. Issued for the construct and equip of a t new facility, including land acquisition, for the operation of the Valley Communications Center, a 911 Dispatching Center service of South King County emergency services agencies. The City of Renton, along with ' the City of Auburn, Federal Way, Kent, and Tukwila are owners of the Center and each are responsible for one-fifth or $2,551,600 of the total obligation. Debt Service for these bonds is accounted for in the General Government Miscellaneous Debt Service Fund (215). ' 2001 Refunding(refund 1997)Series A Bonds. Has 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. Debt Service is accounted for in Fund (201). 2001 Series B Downtown Parking Facility Bonds. Has an average interest rate of 5.11% and accounted for in Fund (215). 2002 Fire Station 12 Construction Bonds. Has an average interest rate of 4.53%. The debt service is accounted for in Fund (215). Principal maturing after 2013 are callable on or after December 1, 2017. 2006 South Lake Washington Infrastructure Bonds. Has an average interest rate of 4.85. The debt service is accounted for in Fund (215). Principal maturing after 2017 are callable on or after December 1, 2017. ., Debt Management Page 258 of 548 i qrDEBT MANAGEMENT GENERAL OBLIGATION DEBT Ilk- 1997 LTGO Joint Venture Debt Obligation-Valley Communications Center Fund 201 Fund 215 Average Interest Rate Serial/5.79% CABs/7.79% Interest Rate 4.74% Principal Payment Date December 1 Principal Payment Date December 1 1st Interest Payment Date June 1 1st Interest Payment Date June 1 2nd Interest Payment Date December 1 2nd Interest Payment Date December 1 Year Total Annual Principal Interest Year Total Annual Principal Interest 1997 428,613 428,613 2001 250,107 96,600 153,507 1998 734,765 734,765 2002 250,595 128,000 122,595 1999 734,765 734,765 2003 250,963 134,000 116,963 2000 734,765 734,765 20041 250,067 139,000 111,067 2001 367,383 367,383 2005 250,812 146,000 104,812 2002 To(2001 LTGO Refunding Bonds) 2006 250,877 153,000 97,877 2003 - - 2007 250,839 160,000 90,839 2004 2008 250,479 167,000 83,479 2005 - - - 2009 250,630 175,000 75,630 2006 335,000 198,243 136,757 2010 250,880 184,000 66,880 2007 1,245,000 693,926 551,074 2011 250,680 193,000 57,680 2008 1,250,000 655,575 594,425 2012 250,030 202,000 48,030 2009 1,000,000 490,000 510,000 2013 257,930 220,000 37,930 Totals 6,830,290 2,037,744 4,792,547 2014 247,105 221,000 26,105 CABs Redeemed 3,830,000 2,037,744 1,792,256 2015 246,398 233,000 13,398 [Totals 3,758,391 2,551,600 1,206,791 ' 1 Due to analysis of ValleyComm's records,additional reserves were identified and the Citywas not required to paytheir debt service for 2004. Debt Management Page 259 of 548 DEBT DEBT MANAGEMENT GENERAL OBLIGATION 2001 Limited Tax General Obligation Refunding Bonds 2001 LTGO Purpose: Parking Garage Construction din g Fund 201 Fund 215 Average Interest Rate 4.98% Average Interest Rate 3.96% PPrincipal Payment Date December 1 Principal Payment Date December 1 1st Interest Payment Date June 1 1st Interest Payment Date June 1 2nd Interest Payment Date December 1 2nd Interest Payment Date December 1 I Principal Interest Year Total Annual Principal Interest Year Total Annua p 2001 25,593 25,593 2001 364,826 310,000 54,826 2002 651,253 - 651,253 2002 307,113 307,113 ' 2003 651,253 - 651,253 2003 307,113 - 307,113 2004 651,253 - 651,253 2004 307,113 - 307,113 2005 307,113 307,113 2005 651,253 651,253 2006 651,253 - 651,253 2006 307,113 - 307,113 307,113 2007 726,253 75,000 651,253 2007 307,113 - 307,113 2008 733,628 85,000 648,628 2008 307,113 - 307,113 2009 980,440 335,000 645,440 2009 307,113 - 2010 307,113 307,113 2010 1,982,375 1,350,000 632,375 2011 307,113 307,113 2011 1,978,375 1,400,000 578,375 2012 307,113 307,113 2012 1,977,375 1,455,000 522,375 2013 307,113 307,113 2013 1,975,988 1,530,000 445,988 307,113 2014 1,975,663 1,610,000 365,663 2014 307,113 - � 307,113 2015 1,976,138 1,695,000 281,138 2015 307,113 - 307,113 2016 1,977,150 1,785,000 192,150 2016 307,113 - 2017 307,113 - 307,113 2017 1,973,438 1,875,000 98,438 r Totals 21,877,909 13,505,000 8,372,909 2018 1,692,113 1,385,000 307,113 2019 1,694,400 1,460,000 234,400 2020 1,697,750 1,540,000 157,750 2021 1,695,750 1,615,000 80,750 Totals 11,719,405 6,000,000 5,719,405 ' Debt Management Page 260 of 548 R DEBT MANAGEMENT GENERAL OBLIGATION DEBT 2002 LTGO Purpose: Fire Station#12 Construction 2006 LTGO Purpose: S.Lake Wash Infrastructure Proj Fund 215 Fund 215 Average Interest Rate 4.53% Average Interest Rate 4.84% Principal Payment Date December 1 Principal Payment Date December 1 1st Interest Payment Date June 1 1st Interest Payment Date June 1 2nd Interest Payment Date December 1 2nd Interest Payment Date December 1 Year Total Annual Principal Interest Year Total Annual Principal Interest 2002 67,734 - 67,734 2006 294,420 294,420 2003 297,563 135,000 162,563 2007 883,260 883,260 2004 299,188 140,000 159,188 2008 1,403,260 520,000 883,260 2005 300,688 145,000 155,688 2009 1,401,160 540,000 861,160 2006 301,700 150,000 151,700 2010 1,403,210 565,000 838,210 2007 297,200 150,000 147,200 2011 1,401,175 585,000 816,175 2008 297,400 155,000 142,400 2012 1,401,313 610,000 791,313 2009 296,975 160,000 136,975 2013 1,400,813 640,000 760,813 2010 300,975 170,000 130,975 2014 1,402,013 670,000 732,013 2011 299,345 175,000 124,345 2015 1,396,838 700,000 696,838 2012 317,345 200,000 117,345 2016 1,410,088 750,000 660,088 2013 299,145 190,000 109,145 2017 1,402,838 775,000 627,838 2014 301,165 200,000 101,165 2018 1,404,088 815,000 589,088 2015 297,465 205,000 92,465 2019 1,403,338 855,000 548,338 2016 293,343 210,000 83,343 2020 1,405,588 900,000 505,588 2017 293,788 220,000 73,788 2021 1,405,588 945,000 460,588 ' 2018 293,558 230,000 63,558 2022 1,413,338 1,000,000 413,338 2019 297,633 245,000 52,633 2023 1,400,838 1,040,000 360,838 2020 300,750 260,000 40,750 2024 1,401,238 1,095,000 306,238 ' 2021 297,750 270,000 27,750 2025 1,403,750 1,155,000 248,750 2022 299,250 285,000 14,250 2026 1,401,000 1,210,000 191,000 Totals 6,049,957 3,895,000 2,154,957 2027 1,405,500 1,275,000 130,500 2028 1,401,750 1,335,000 66,750 Tota Is 30,646,398 17,980,000 12,666,398 Debt Management Page 261 of 548 BT DEBT MANAGEMENT WATERWORKS DE WATERWORKS DEBT SUMMARY As of January 1, 2009,the City has$50 million in total principal revenue bond debt outstanding. This revenue ' bond debt of the City has been incurred through four(4) different bond categories: • Waterworks Revenue Bond debt, for various water/sewer projects, has $40.8 million in outstanding principal debt. • Public Works Trust Fund loans, received for specific water sewer projects from the State of Washington, have$9.2 million in outstanding principal debt. All Water/Sewer debt service is accounted for in the Waterworks Utility Funds (Water 405, Sewer 406, and Surface Water 407). ' Debt Service Coverage Ratio: Per bond covenants, the City must maintain certain 2010 Debt Service Coverage Ratio Calculation for Waterworks ' debt service coverage as protection of bond holders' Utility interest against default. The City historically Total Revenues 33,904,461 maintained a debt service coverage ratio substantially higher than the required 1.25 times. The proposed Total Expensesl 25,698,930 budget will continue to meet the debt service AmountAvailable for DebtService 8,205,531 Coverage ratio. Total DebtService 4,618,329 REVENUE BONDS DEBT SERVICE RATIO 1.78 1998 Water/Sewer Refunding Revenue Bonds 'Less debt service and transfers to capital (Ordinance #4709) has an average interest rate is 4.456%. These bonds were issued to refund a portion of the 1977, 1992, and 1994 Water/Sewer Revenue Bonds. 2002 Water/Sewer Revenue Bonds (Ordinance#4976) has an average interest rate is 4.80%. On November 1, 2007, $8,320,000 was issued as 2007 Water/Sewer Revenue Refunding Bonds (02). The average interest rate is 3.79%on the remaining unrefunded amount of$3,340,000. 2003 Water/Sewer Refunding Revenue Bonds (Ordinance #5019) has an average interest rate is 3.200%. .. These bonds were issued to defease all of the outstanding 1993 Water and Sewer Refunding Revenue Bond, and to advance refund all outstanding 1994 Water and Sewer Revenue Bonds. 2004 Water/Sewer Revenue Bonds (Ordinance#5098) has an 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. 2007 Water/Sewer Revenue Bonds (Ordinance #5313) has an average interest rate is 4.22%. These bonds were issued for the purpose of financing the costs of carrying out certain capital improvements of waterworks utility. 2007 Water/Sewer Revenue Refunding Bonds (02) (Ordinance#5313) has an average interest rate is 4.15%. These bonds were issued for the purpose of refunding certain outstanding water and sewer revenue bonds of the City. Debt Management Page 262 of 548 ' q; DEBT MANAGEMENT WATERWORKS DEBT LL 1998 Water/Sewer Refunding Revenue Bonds 2002 Water/Sewer Revenue Bonds 6,120,000 11,980,000 Funds 405-406-407 Funds405-406-407 Average Interest Rate 4.46% Average Interest Rate 4.80% Principal Payment Date June 1 Principal Payment Date December 1 1st Interest Payment Date June 1 1st Interest Payment Date June 1 2nd Interest Payment Date December 1 2nd Interest Payment Date December 1 Year Total Annual Principal Interest Year Total Annual Principal Interest 1998 320,446 110,000 210,446 2007 175,765 110,000 65,765 1999 588,174 315,000 273,174 2008 237,680 110,000 127,680 2000 316,110 50,000 266,110 2009 578,830 455,000 123,830 2001 314,073 50,000 264,073 2010 736,995 630,000 106,995 2002 311,973 50,000 261,973 2011 1,092,425 1,010,000 82,425 2003 500,643 245,000 255,643 1 2012 1,067,025 1,025,000 42,025 2004 499,765 255,000 244,765 Totals 3,888,720 3,340,000 548,720 2005 723,141 495,000 228,141 2006 725,428 520,000 205,428 2007 726,329 545,000 181,329 2004 Water/Sewer Revenue Bonds 2008 725,678 570,000 155,678 10,335,000 2009 723,443 595,000 128,443 Funds 405-406-407 2010 724,460 625,000 99,460 Average Interest Rate 4.33% 2011 718,535 650,000 68,535 Principal Payment Date June 1 2012 720,485 685,000 35,485 1st Interest Payment Date June 1 2013 369,180 360,000 9,180 2nd Interest Payment Date December 1 Totals 9,007,859 6,120,000 2,887,859 � Year Total Annual Principal Interest 2004 42,290 42,290 2005 507,480 507,480 2006 507,480 507,480 2007 507,480 - 507,480 2003 Water/Sewer Refunding Revenue Bonds 2008 507,480 507,480 8,035,000 2009 507,480 - 507,480 Funds405-406-407 2010 507,480 507,480 Average Interest Rate 3.20% 2011 507,480 507,480 Principal Payment Date June 1 2012 507,480 507,480 1st Interest Payment Date June 1 2013 712,480 205,000 507,480 2nd Interest Payment Date December 1 2014 735,203 235,000 500,203 2015 741,625 250,000 491,625 Year Total Annual Principal Interest 2016 742,250 260,000 482,250 2003 48,608 - 48,608 2017 739,250 270,000 469,250 2004 1,319,248 1,100,000 219,248 2018 585,750 130,000 455,750 ' 2005 1,198,248 1,000,000 198,248 2019 634,250 185,000 449,250 2006 1,227,748 1,050,000 177,748 2020 685,000 245,000 440,000 2007 1,233,260 1,085,000 148,260 2021 692,750 265,000 427,750 ' 2008 1,238,085 1,130,000 108,085 2022 694,500 280,000 414,500 2009 900,141 825,000 75,141 2023 1,850,500 1,450,000 400,500 2010 737,425 685,000 52,425 2024 1,848,000 1,520,000 328,000 2011 390,430 355,000 35,430 2025 1,852,000 1,600,000 252,000 2012 412,375 390,000 22,375 2026 1,852,000 1,680,000 172,000 2013 422,678 415,000 7,678 2027 1,848,000 1,760,000 88,000 Totals 9,128,244 8,035,000 1,093,244 ITotais 20,315,688 10,335,000 9,980,688 Debt Management Page 263 of 548 BT DEBT MANAGEMENT WATERWORKS DE 2007 Water/Sewer Revenue Bonds 2008(B)Water/Sewer Revenue Bonds(Taxable) 1,430,000 2,035,000 Funds 405-406-407 Funds 405-406-407 Average Interest Rate 4.22% Average Interest Rate 4.17% Principal Payment Date Decemberl Principal Payment Date December 1st Interest Payment Date June 1 1st Interest Payment Date June 1 2nd Interest Payment Date December 1 2nd Interest Payment Date December 1 Year Total Annual Principal Interest Year Total Annual Principal Interest 2008 63,311 63,311 2008 90,958 90,958 2009 59,200 59,200 2009 100,138 100,138 2010 59,200 59,200 2010 100,138 100,138 2011 59,200 59,200 2011 100,138 100,138 2012 59,200 59,200 2012 100,138 100,138 2013 59,200 - 59,200 2013 710,138 610,000 100,138 2014 154,200 95,000 59,200 2014 671,468 600,000 71,468 2015 150,400 95,000 55,400 2015 672,368 630,000 42,368 2016 146,600 95,000 51,600 2016 205,238 195,000 10,238 2017 151,850 105,000 46,850 Totals 2,750,718 2,035,000 715,718 2018 301,600 260,000 41,600 2019 256,200 225,000 31,200 2020 207,200 185,000 22,200 2008(A)Water/Sewer Revenue Bonds(Exempt) 2021 194,800 180,000 14,800 9,975,000 2022 197,600 190,000 7,600 Funds 405-406-407 Totals 2,119,761 1,430,000 689,761 Average Interest Rate 4.17% Principal Payment Date December 1 2007 Water/Sewer Refunding Revenue Bonds(02) 1st Interest Payment Date June 1 8,320,000 2nd Interest Payment Date December 1 Funds 405-406-407 Average Interest Rate 4.15% Year Total Annual Principal Interest Principal Payment Date December 1 2008 377,419 377,419 1st Interest Payment Date June 1 2009 415,508 415,508 2010 415,508 415,508 2nd Interest Payment Date December 1 - 2011 415,508 - 415,508 Year Total Annual Principal Interest 2012 415,508 415,508 2008 373,076 - 373,076 2013 415,508 415,508 2009 363,850 15,000 348,850 2014 415,508 415,508 2010 363,250 15,000 348,250 2015 415,508 - 415,508 2011 362,650 15,000 347,650 2016 895,508 480,000 415,508 2012 362,050 15,000 347,050 2017 1,091,308 695,000 396,308 2013 366,450 20,000 346,450 2018 933,508 565,000 368,508 2014 1,075,650 730,000 345,650 2019 985,258 645,000 340,258 2015 1,071,450 755,000 316,450 2020 1,034,458 720,000 314,458 2016 1,066,250 780,000 286,250 2021 1,045,658 760,000 285,658 2017 1,072,250 825,000 247,250 2022 1,045,258 790,000 255,258 2018 1,231,000 1,025,000 206,000 2023 1,203,658 980,000 223,658 2019 1,180,000 1,015,000 165,000 2024 1,203,478 1,020,000 183,478 2020 1,124,400 1,000,000 124,400 2025 1,201,148 1,060,000 141,148 2021 1,119,400 1,035,000 84,400 2026 1,201,628 1,105,000 96,628 2022 1,118,000 1,075,000 43,000 2027 1,204,665 1,155,000 49,665 Totals 12,249,726 8,320,000 3,929,726 ITotals 16,331,499 9,975,000 6,356,499 Debt Management Page 264 of 548 DEBT MANAGEMENT q!7WATERWORKS DEBT PUBLIC WORKS TRUST FUND LOANS 1992 Sierra Heights Sewer Repair(CAG 92-065) loan is 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. 1993 Central Renton Sewer Replacement(CAG 93-056/95-057 loan is 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. 1993 East Renton Sewer Interceptor(CAG 93-055) loan is for the construction of approximately 9,865 feet of 8,12,15 and 18 inch pipe from the East Renton area (Northeast 4th and Duvall Avenue Northeast) westerly along Northeast 4th Street southerly to the Maple Valley Highway, installation of manholes, street restoration and landscaping. 1994 Dayton Avenue Northeast(CAG 94-045) loan is 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 service to a portion of an existing developed single-family neighborhood that currently is utilizing on-site septic systems. 1995 Northeast 27th/Aberdeen Drainage Improvements (CAG 95-058) loan is 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. 1996 East Kennydale Sewer Interceptor(CAG 96-079), $2,093,740, 2%, 20-year loan for the construction of approximately 5,200 linear feet of 12 to 15-inch sanitary sewer pipe, 14 sewer manholes, replacement of the Devil's Elbow sanitary sewer lift station, 300 linear feet of 6-inch sanitary force main, fish habitat improvements, repair of access road, and associated asphalt patching and paving. 1996 Honeycreek (Sunset) Sewer Interceptor (CAG 96-078) loan is to construct 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 sewer main. 1997 Corrosion Control Treatment Facilities (CAG 96-031/97-130). 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. 2002 Maplewood Water Treatment Improvement(CAG 01-175). This loan was to fund the costs to eliminate quality problems in water from the Maplewood wellfield wells. 2002 CT Pipeline for Wells RW-1, RW-2 and RW-3(CAG 02-082) loan is to construct the CT detention pipeline for wells RW-1, RW-2 and RW-3 at Liberty Park. 2004 Maplewood Drinking Water Treatment Improvement (CAG 04-053) loan is to construct the drinking water treatment improvements at Maplewood. Debt Management Page 265 of 548 BT DEBT MANAGEMENT WATERWORKS DE Public Works Trust Fund Loans Summary ' Year Total Annual Principal Interest 1993 15,425 - 15,425 1994 82,366 46,761 35,605 1995 205,967 151,166 54,801 1996 248,163 200,781 47,382 ' 1997 322,751 258,570 64,181 1998 437,789 371,972 65,818 1999 652,253 535,636 116,616 ' 2000 668,758 545,386 123,372 2001 659,705 558,472 101,232 2002 654,517 558,472 96,045 2003 672,971 580,887 92,084 ' 2004 717,853 631,643 86,210 2005 720,778 631,643 89,135 2006 981,755 889,143 92,612 2007 978,820 889,143 89,677 2008 985,775 904,290 81,485 2009 978,150 904,290 73,860 2010 969,560 904,290 65,270 2011 960,970 904,290 56,680 2012 952,380 904,290 48,090 2013 918,148 878,648 39,500 2014 740,035 708,612 31,423 2015 728,555 703,509 25,046 2016 627,673 608,901 18,772 2017 408,618 395,175 13,443 2018 357,038 345,818 11,220 2019 355,309 345,818 9,491 2020 353,580 345,818 7,762 2021 351,851 345,818 6,033 2022 319,821 315,517 4,304 ' 2023 275,374 272,647 2,726 2024 274,010 272,647 1,363 2025 - - - 2026 - - 2027 - - - Totals 18,576,719 16,910,053 1,666,667 Debt Management Page 266 of 548 ' DEBT MANAGEMENT GOLF COUREii-- ISE DEBT GOLF COURSE DEBT SUMMARY As of January 1, 2009,the City has$2,510,000 in principal revenue bond debt outstanding. The revenue bond debt of the City has been incurred through one (1) bond issue. The debt service for the Golf System Refunding Revenue Bonds is accounted for in the Municipal Golf Course System Fund (404). The obligation is summarized within the tables and graphs of this document and is defined below: Similar to the waterworks revenue bonds, the Golf Course Revenue Bonds are also protected by debt service coverage covenants. The proposed budget will have 1.14 debt service coverage ratio. This is below the 1.25 ratio in the bond covenant. However, the Golf Course Fund is maintaining a bond reserve of $441,358 to protect the bond holders' interest. 2010 Debt Service Ratio Calculation for Golf Course Total Revenues 2,483,545 Total Expenses' 1,954,248 Amount Available for Debt Service 529,297 Tota I De bt Se rvi ce 462,589 DEBT SERVICE RATIO 1.14 'Less debt service and transfers to capital 1999 Golf System Refunding Revenue Bonds (Ordinance #4772) has an 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 highest annual debt service on the bonds. The reserve currently being held on these bonds is$441,358. Golf Course Capital Lease (CAG 07-106). This lease is for the purchase of 50 Club Car Golf Carts. Payments are made monthly at an interest rate of 5.25%. The debt service for this lease is accounted for in the Municipal Golf Course System Fund (404). Debt Management Page 267 of 548 DEBT MANAGEMENT GOLF COURSE DEBT �' t 1999 Golf System Refunding Revenue Bonds , Fund 404 Average Interest Rate 0.049634 Principal Payment Date December , 1st Interest Payment Date June 1 2nd Interest Payment Date December 1 Golf Course Capital Lease-Golf Carts ' Total Annual Principal Interest Fund 404 1999 437,548 280,000 157,548 Interest Rate 0.0525 2000 437,223 210,000 227,223 2Principal Payment Date Monthly 001 439,348 220,000 219,348 Interest Payment Date Monthly 2002 435,548 225,000 210,548 2003 436,210 235,000 201,210 Total Annual Principal Interest 2004 441,223 250,000 191,223 2007 14,155 11,726 2,429 2005 440,348 260,000 180,348 2008 24,266 20,919 3,347 2006 438,778 270,000 168,778 2009 24,266 21,995 2,271 2007 441,358 285,000 156,358 2010 24,266 23,127 1,139 2008 437,820 295,000 142,820 2011 10,161 10,034 127 2009 438,513 310,000 128,513 Totals 97,113 87,800 9,313 2010 438,323 325,000 113,323 2011 437,073 340,000 97,073 2012 435,073 355,000 80,073 2013 436,968 375,000 61,968 2014 437,468 395,000 42,468 2015 431,730 410,000 21,730 Totals 7,440,546 5,040,000 2,400,546 Debt Management Page 268 of 548 ' Capital Investment Program r 1 1 1 1 1 1 1 1 1 1 1 1 1 1 i 1 1 1 1 CAPITAL INVESTMENT PROGRAM CITY WIDE SUMMARY Projected Projected Projected Projected Projected Projected Project Departments 2010 2011 2012 2013 2014 2015 Total General Government 1,753 10,055 10,434 16,439 5,091 12,203 55,975 Transportation 16,126 20,120 22,048 22,015 18,884 25,879 125,072 Airport 1,578 4,040 3,510 938 357 350 10,773 Golf Course 150 150 150 255 495 3,500 4,700 Water Utility 2,960 5,000 5,000 5,400 5,500 6,000 29,860 Wastewater Utility 2,775 3,225 3,375 3,225 3,225 3,225 19,050 Surface Water Utility 2,250 2,000 3,200 3,100 2,650 2,300 15,500 Total 27,592 44,590 47,717 51,371 36,203 53,457 260,930 Projected Projected Projected Projected Projected Projected Project Resources 2010 2011 2012 2013 2014 2015 Total User Fee 1,400 1,228 1,268 1,175 989 1,010 7,069 REET Fuel Tax 620 760 770 780 785 790 4,505 Utility Tax _ _ _ _ Bond Proceeds 1,485 8,286 8,706 9,018 8,120 7,775 43,390 Operating 5,195 3,126 2,370 2,495 3,013 6,411 22,609 Grants/Contribution Received 6,488 6,046 2,618 550 50 1,005 16,756 Mitigation Funds Received 700 500 600 500 700 900 3,900 Grants/Contribution Anticipated 1,233 176 697 287 157 99 2,649 Mitigation Funds Anticipated _ _ - _ _ Misc/Transfers 475 - - - - - 475 Interest Income 139 61 56 51 68 77 452 Business License Fee 1,600 1,600 1,800 2,000 2,000 2,000 11,000 Other Government Resources In-Hand 6,291 6,144 1,543 493 493 743 15,707 KC levy transfer 160 160 160 160 5 - 645 Other Proposed 484 5,168 14,767 18,242 14,906 21,446 75,013 Total 26,270 33,253 35,354 35,749 31,287 42,257 204,170 Balance Available/Unfunded Needs (1,223) (11,435) (23,798) (39,417) (44,333) (55,536) (55,536) Designated Balance 1,125 Capital Investment Program-Summary Page 269 of 548 This page is intentionally left blank r+ r Capital Investment Program-Summary Page 270 of 548 r s n r Ve n m e n t The Fire Station 12, built in the Renton Highlands area Did You Know? The City of Renton website is nationally recognized for its design,content and ease of use. www.rentonwa.gov Capital Investment Program-General Government Page 271 of 548 .r CAPITAL INVESTMENT PROGRAM SUMMARY LTD Thru Projected Projected Projected Projected Projected Projected Project # Projects Type 2009 2010 2011 2012 2013 2014 2015 Total 1 Highlands SubArea Plan E 992 - 600 - - - - 1,592 2 Housing Opportunity Fund E - 100 100 200 3 S.Lake Wash.Redevelopment E 229 - - 229 4 Downtown Wayfinding E 148 148 5 South Correction Entity(SCORE) G 820 820 6 Parking Garage at the Landing E 10,350 - - - - - 10,350 7 Security Upgrades F - 90 90 90 90 90 450 8 Henry Moses Aquatic Center F 5,243 120 120 120 120 120 5,843 9 New Maintenance Facility F 928 - 3,600 3,000 10,000 - 17,528 10 North Highlands Community Center F 38 - 2,000 - - 2,038 11 Leased Facilities F 2,577 100 260 127 140 3,204 12 Public Restroom Renovations F - 265 - 120 - - 385 13 Disaster Repairs F - 200 200 200 200 200 200 1,200 14 Grant Matching Program P/F 250 250 250 250 250 250 250 1,750 15 Black River Riparian Forest P - - 90 100 200 2,000 - 2,390 16 Maplewood Community Park P - 100 400 4,000 400 4,000 8,900 17 Parks,Recreation,&Open Space Plan P 371 25 - - - - 180 576 18 Regis Park Athletic Field Expansion P 380 300 4,400 350 4,000 9,430 19 Springbrook Trail Missing Link P 711 - - - - - 711 20 Urban Forestry P 331 110 60 100 60 200 200 1,061 21 Park Master Planning P - - 90 90 90 90 90 450 22 Highlands Library Natural Area P 50 230 - - 280 , 23 Integrated Pest Management Program P - 100 - 100 24 1-405(Talbot Road Streetscape Impr P 50 - 50 25 Offleash Dog Park Development P 50 - - - - - 50 26 KC Proposition 2 Cap Exps Levy Fd P 211 160 160 160 160 5 - 856 27 Parks General Major Maintenance P 4,211 85 1,035 375 365 695 2,395 9,161 28 Irrigation Renovation&Conservation P 352 - 425 250 250 250 400 1,927 29 Irrig Automation and Consery P 111 60 60 60 60 60 60 471 30 Parking Lot and Drive Repairs P 132 90 90 50 50 60 472 , 31 Ball Field Renovation Program P 50 50 50 50 75 50 325 32 Pathway,Sidewalk,Brdwk Repairs P 540 50 65 40 90 90 90 965 33 Court Repairs P - - 20 40 120 20 80 280 34 Tree Maintenance P 152 70 70 70 70 70 70 572 35 Capital Project Coordination P 48 1 68 70 72 74 76 78 486 Total 29,276 1 1,753 10,055 10,434 16,439 5,091 12,203 85,251 LTD Thru Projected Projected Projected Projected Projected Projected Project # Resources: 2009 2010 ?Q12 2013_ 2014 2015 Total 1 User Fee - 220 380 247 260 120 - 1,227 2 REET - - 3 Fuel Tax 4 Utility Tax 5 Bond Proceeds - 6 Operating 16,419 - - 16,419 7 Grants/Contribution Received 1,110 50 50 50 550 50 1,000 2,860 8 Mitigation Funds Received 711 - - 711 9 Grants/Contribution Anticipated - 10 Mitigation Funds Anticipated - 11 Misc/Transfers/Fund Balance 12,050 12,050 12 Interest Income 13 KC levy transfer 211 160 160 160 160 5 856 Total 1 30,501 430 590 457 970 175 1,0001 34,123 Balance Available/UnfundedNeeds (1,223) (9,563) (19,540) (35,009) (39,925) (51,128) (51,128) Designated Balance 1,2251 1,125 * NOTE:E-Economic Development,G-General,P-Parks,F-Facilities Capital Investment Program-General Government Page 272 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in . . . .. . Project Title: Highlands SubArea Redevelopment Project Type: Development and Major Maintenance Project Number: e00140H200 Total Anticipated Project Cost: $ 1,592 Current LOS ❑ Growth ❑ Both ❑ Project Description Provide urban design,land use,legal,and other consultant work related to crafting a long-range land use and redevelopment plan for the Highlands sub-area.A Mid year adjustment was done in 2009 for the Highlands SubArea Redevelopment for 900k-:$100k moved to be used for water main(recoverable when development occurs);$50k for Sunset area community investment strategy;$250k Sunset area sidewalk repairs;$300k Sunset Ave corridor design;$200k regional storm water facility feasibility/preliminary design Summary of Progress: The City engaged Mithun Architects in 2009 to assist in the development of a Sunset Area Community Investment Strategy to identify and prioritize potential public investments in the area to stimulate new private investment. Remaining funds will be carried forward to 2010 to assist in implementation. 2009 Overview Bud et Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +/- 50 Mid Year Adjustments date +/- 900 2009 Total 950 950 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ - - Consultant Services 992 992 Major Maintenance _ Construction 600 600 Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 992 600 1,592 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating 92 92 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers 1,500 1,500 Interest Income Total CIP Resources 1,592 1,592 Balance Available/(Unfunded Needs) Designated Balance I 600 600 Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 20121 2 0131 20141 2015 Total Revenue Increase/Decrease _ _ _ Expenditure Increase/Decrease Net Impact _ Capital Investment Program-General Government Page 273 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) 4 Project Title: Housing Opportunity Fund Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 200 Current LOS ❑ Growth ❑ Both ❑ Project Description In 2008,the Housing opportunity Fund(326)was established with 200,000 to provide accounting for revenues and expenditures used to assist public and private housing projects serving low and/or moderate income households and/or special-needs populations within the City limits. Summary of Progress:Pending City Council Approval,the City awarded the Renton Housing Authority a$100,000 grant from the Housing Opportunity Fund to assist it in the development of a 112-unit housing project located between Glenwood and Edmonds Avenues NE. The contribution will be leveraged against County,State, Federal,and private funding sources to fully finance the$20 million project. Remaining funds will be carried forward to 2010. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition Consultant Services Major Maintenance - - Construction 100 100 200 Inspection - - Project Management Equipment Acquisition Contingencies - - Total CIP Expenses 100 100 200 Resources: User Fee REET ' Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers/Fund Balance 200 _ _ 200 Interest Income Total CIP Resources 200 200 Balance Available/(Unfunded Needs) Designated Balance 200 100 1 - - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government Page 274 of 549 CAPITAL INVESTMENT PROGRAM 0 through 2015 (in thousands of dollars) ;OMIL— Project Title: South Lake Washington Redevelopment Project Type: Development and Major Maintenance Project Number: e00140/f201 Total Anticipated Project Cost: $ 229 Current LOS ❑ Growth ❑ Both ❑ Project Description Development of land use,economic development,and marketing strategies as redevelopment occurs on surplus industrial properties in the South Lake Washington area. Summary of Progress:The first phase of The Landing opened in 2008,with remaining retail and a first phase of multi-family residential development scheduled to open before year end.An additional 26 acres of land is available for redevelopment.Remaining funds will be requested to be carried forward to 2010. 2009 Overview Budget- Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +/- 33 Mid Year Adjustments date +/- 2009 Total 33 33 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ _ - Consultant Services 229 229 Major Maintenance Construction Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 229 229 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating 229 229 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 229 229 Balance Available/(Unfunded Needs) Designated Balance I _ Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 20121 20131 2014 2015 Total Revenuelncrease/Decrease - _ Expenditure Increase/Decrease Net Impact _ Capital Investment Program-General Government Page 275 of 548 CAPITAL INVESTMENT PROGRAM Project Title: Downtown Wayfinding Project Type: Development and Major Maintenance Project Number: e00140/f198 Total Anticipated Project Cost: $ 148 Current LOS ❑ Growth ❑ Both ❑ Project Description Signage to provide clear,consistent directions for auto and pedestrian traffic to various destinations,attractions,and landmarks. A wayfinding system may include gateway,kiosks,directional signs,or banners in a unified manner,enhancing the area's unique identity and creating artistic elements in Downtown. This will help residents and visitors feel comfortable and confident about coming Downtown,whether it is for business,culture,or entertainment. In addition,a wayfinding system in Downtown should be expanded to guide people from The Landing to Downtown. This system provides an opportunity for downtown businesses to benefit from The Landing's regional draw. Summary of Progress: Design and installation for the initial wayfinding signage linking The Landing development and the downtown core occurred in 2009. The Iremaining portion of the program was designed in 2008 and will be installed when funds become available. Remaining funding will be carried forward to 2010. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 24 (24) 2009 Total " CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 20131 2014 2015 Total Expenditures: Property Acquisition Consultant Services Major Maintenance Construction Inspection Project Management Equipment Acquisition 148 148 Contingencies Total CIP Expenses 148 148 Resources: User Fee - - REET Fuel Tax Utility Tax Bond Proceeds Operating 148 = 148 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 148 148 Balance Available/(Unfunded Needs) - Designated Balance Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 20131 2014 2015 Total Revenue Increase/Decrease - - - - Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government Page 276 of 548 CAPITAL INVESTMENT PROGRAM Project Title: South Correction Entity (SCORE) Project Type: Development and Major Maintenance Project Number: i00100 Total Anticipated Project Cost: $ 820 Current LOS ❑ Growth ❑ Both ❑ Project Description The project is being funded by transfer of the Park Maintenance Facility budget and the savings from the Parking Garage project. 2009 Overview Bud et Actual Remaining 2009 Adopted Budget 3,000 Plus:Carryforward Funds + w Mid Year Adjustments date +/- (2,180) 2009 Total 820 820 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition 820 - - - - - - 820 Consultant Services Major Maintenance Construction Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 820 820 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating 820 = = 820 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 820 820 Balance Available/(Unfunded Needs) Designated Balance Impact on Operating Funds Life to Date P r o j e c t e d Project tap Thru 2009 2010 20111 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease ` Net Impact Capital Investment Program-General Government Page 277 of 548 CAPITAL INVESTMENT PROGRAM through2010 . . . dollars) Project Title: Parking Garage at the Landing Project Type: Development and Major Maintenance Project Number: NIA Total Anticipated Project Cost: $ 10,350 Current LOS ❑ Growth ❑ Both ❑ Project Description The acquisition of the Parking Garage is being funded by transfer of Park Maintenance Facility budget and the Risk Management fund. Summary of Progress: 2009 Overview Bud et Actual Remainin 2009 Adopted Budget 12,500 , Plus:Carryforward Funds +� Mid Year Adjustments date +/- (2,150) 2009 Total 10,350 10,350 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 2014 2015 Total Expenditures: Property Acquisition 10,350 10,350 Consultant Services Major Maintenance Construction Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 10,350 10,350 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers 10,350 = _ 10,350 Interest Income Total CIP Resources 10,350 10,350 Balance Available/(Unfunded Needs) Designated Balance I - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 1 2014 2015 Total Revenue Increase/Decrease - - Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government Page 278 of 548 CAPITAL INVESTMENT PROGRAM Project Title: City-wide Security System Upgrades Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 450 Current LOS Growth ❑ Both ❑ Project Description Because vandalism and graffiti repairs are a major drain on City resources,considerable cross-departmental effort has been made to reduce these property crimes. High-quality surveilance cameras and recording equipment is essential to efforts to prevent,discourage,and prosecute crimes of these types. Cameras are also important to the security of the transit center area downtown. The coordination of departmental efforts needs to also extend to equipment and software specification,placement,and replacement. Because video equipment continues to improve and fall in price,it will be possible to continue to upgrade the City's equipment without corresponding increases in cost. Many of the older surveilance cameras already in place are degraded and in need of replacement. Summary of Progress:The City purchased and placed a number of solar powered FlashCams in 2009 that have been very effective in detering vandalism and graffiti. A web-based access program for the Police Department to access all video cameras via their laptops was also tested and put in place. Some high-pixel cameras have been placed at Coulon and the transit center;these are capable of facial recognition at considerable distances. 2009 Overview Bud et Actual Remainincl 2009 Adopted Budget Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition Consultant Services 10 10 20 Major Maintenance Construction Inspection Project Management Equipment Acquisition 80 90 80 90 90 430 Contingencies - _ _ _ Total CIP Expenses 90 90 90 90 90 450 Resources: User Fee REET Fuel Tax + Utility Tax Bond Proceeds Operating - Grants/Contribution Received 50 50 50 50 50 250 Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers p, Interest Income KC levy transfer _ Total CIP Resources 50 50 1 50 1 50 1 50 1 - 250 Balance Available/(Unfunded Needs) (40) (80) (120) (160) (200) (200) (200) Designated Balance _ - _ Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010T 2011 2012 20131 2014 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government Page 279 of 548 CAPITAL INVESTMENT PROGRAM through2010 y Project Title: Henry Moses Aquatic Center Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 5,843 Current LOS 0 Growth ❑ Both ❑ Project Description The Henry Moses Aquatic Center opened for the summer season in 2004. It contains a lap pool,a lazy river,slides,and water features,as well as a toddler area. The facility recovers all operating costs and improvements to user features through fees and charges. Summary of Progress:The Henry Moses Aquatic Center opens after the Memorial Day weekend,and runs through Labor Day. Future improvements will include waiting area cover,water features,and a cover for the lap pool. 2009 Overview —Budget Actual Remainin 2009 Adopted Budget 120 Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total 120 120 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - Consultant Services Major Maintenance - - - Construction 5,243 120 120 120 120 120 5,843 Inspection - - - - Project Management Equipment Acquisition Contingencies - Total CIP Expenses 5,243 120 120 120 120 120 5,843 Resources: User Fee 120 120 120 120 120 600 REET - - - - Fuel Tax Utility Tax Bond Proceeds Operating 5,243 5,243 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 5,243 120 1 1201 120 1 5,843 Balance Available/(Unfunded Needs) - - Designated Balance - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 20121. 2013 2014 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact - Capital Investment Program-General Government Page 280 of 548 CAPITAL INVESTMENT PROGRAM through20 10 thousands . dollars) Project Title: New Maintenance Facility Project Type: Development and Major Maintenance Project Number: C20003 Total Anticipated Project Cost: $ 17,528 Current LOS ❑ Growth ❑ Both ❑ Project Description Acquisition,design,and construction of a new maintenance facility and storage yard to replace and consolidate two existing sites,one of which is a leased facility. Summary of Progress: Original planning and programming were completed in 2001 and have since been updated to reflect City growth. We anticipate site development in 2011.The development will be funded by bond proceeds. 2009 Overview Budget Actual Remainin 2009 Adopted Budget (5,050) Plus:Carryforward Funds +/- 7,500 Mid Year Adjustments date +/- (2,100) 2009 Total 350 38 312 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - 3,600 - - 3,600 Consultant Services _ Major Maintenance - - Construction 928 3,000 10,000 13,928 Inspection - - Project Management Equipment Acquisition Contingencies _ Total CIP Expenses 928 3,600 3,000 10,000 17,528 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating 928 - - 928 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 928 928 Balance Available/(Unfunded Needs) - (3,600) (6,600) (16,600) (16,600) (16,600) (16,600) Designated Balance _ - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 20101 20111 20121 20131 20141 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact i Capital Investment Program-General Government Page 281 of 548 CAPITAL INVESTMENT PROGRAM Project Title: North Highlands Community Center Project Type: Development and Major Maintenance Project Number: C20002 Total Anticipated Project Cost: $ 2,038 Current LOS Growth ❑ Both ❑ Project Description The North Highlands Neighborhood Center is near the end of its useful life. Major work has been performed in the last two years to maintain the building. Ongoing citizen-initiated neighborhood development plans should prescribe a replacement within a few years. Summary of Progress:The City has placed much focus on North Highlands redevelopment. The North Highlands Community Center will be a prominent feature of the redevelopment. Facility replacement costs range in the area of$2,000,000 and is tentatively set to take place in 2010/2011. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/ Mid Year Adjustments date +/ 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 2014 2015 Total Expenditures: Property Acquisition - - Consultant Services Major Maintenance - Construction 38 2,000 2,038 Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 38 2,000 2,038 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating 38 - - - - - 38 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 38 38 Balance Available/(Unfunded Needs) (2,000) (2,000) (2,000) (2,000) (2,000) (2,000) Designated Balance - - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-General Government Page 282 of 548 CAPITAL INVESTMENT PROGRAM 20 10 through 2015 (in thousands of dollars) Project Title: Leased Facilities Project Type: Development and Major Maintenance Project Number: C20010, C20026 Total Anticipated Project Cost: $ 3,204 Current LOS ❑ Growth ❑ Both ❑ Project Description We completed an architectural,energy,structural,seismic,and mechanical review of the 200 Mill Building(Old City Hall)in 2008. Costs were high relative to the market value of the building,so we will continue to lease space in the building and make improvements and updates as necessary,using grant money wherever possible. In 2009,we are expecting to receive a Federal(EECBG)grant and a PSE energy grant that provided most of the funding for a substantial HVAC improvement project($730,000)that included programmable computerized controls. In 2012 and 2013,ADA bathroom upgrades on three additional floors of the 200 Mill building are planned. In 2010 we will lose Boeing electrical system support for the boathouse in Cedar River Trails Park. Replacement will involve major underground tunnelling and new electric supply and transformers($260,000). Typical major maintenance projects for the building are included in the property manager's budget(Fund 108)as well. Summary of Progress: In 2009,the first floor lobby and restrooms were updated to ADA standards and to meet the needs of the first floor tenant. Work commenced on the grant-financed dual duct HVAC system replacement as well. 2009 Overview Budget Actual Remaining 2009 Adopted Budget 110 .. Plus:Carryforward Funds +/- 100 Mid Year Adjustments date +/- 730 2009 Total 940 50 890 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition Consultant Services 12 14 26 Major Maintenance 2,577 20 - - - 2,597 Construction 260 100 108 468 Inspection _ _ _ Project Management 5 7 12 Equipment Acquisition _ _ _ Contingencies 80 - 10 11 101 Total CIP Expenses 2,577 100 260 127 140 3,204 Resources: User Fee 100 260 127 140 627 REET _ Fuel Tax Utility Tax ond Proceeds _ Operating 1,847 1,847 rants/Contribution Received 730 730 Mitigation Funds Received P_ Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer _ _ - Total CIP Resources 2,577 100 260 127 140 3,204 Balance Available/(Unfunded Needs) _ _ _ _ _ Designated Balance Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2-01-11 20121 20131 20141 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government Page 283 of 548 CAPITAL INVESTMENT PROGRAM 010 through 2015 (in thousands . .. . Project Title: Public Restroom Renovations Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost $ 385 Current LOS ❑ Growth ❑ Both ❑ Project Description Jones Park will be renovated in 2010($265,000),Maplewood project is slated for 2012($120,000). Summary of Progress: 2009 Overview Bud et Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +/ Mid Year Adjustments date +/- 2009 Total CIP Expenditures&Resource Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition Consultant Services Major Maintenance 265 120 385 Construction - - Inspection Project Management Equipment Acquisition - Contingencies - - Total CIP Expenses 265 120 385 Resources: User Fee - - REET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources Balance Available/(Unfunded Needs (265) (265) (385) (385) (385) (385) (385) Designated Balance - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - Expenditure Increase/Decrease (3) (3) (3) (3) (3) (3) (18) Net Impact (3) (3) (3) (3) (3) (3) (18) Capital Investment Program-General Government Page 284 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Disaster Repairs Project Type: Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 1,200 Current LOS ❑ Growth ❑ Both ❑ Project Description Because unpredictable events occur that result in significant repair costs to Parks Division assets impacting the 001 operating fund,project funds will be used for disaster events whenever such damage occurs. Events such as floods,windstorms,earthquakes,and the like require an immediate response to make repairs and restore pre-existing conditions. Summary of Progress: This is a new project introduction in 2010. In 2010,funding will be utilized as the required 25%FEMA match for Gabion repair work along the Cedar River Trail downstream of the Bronson Bridge. Remaining funding will be utilized only if necessitated by disaster(s). 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds Mid Year Adjustments date +/- 2009 Total CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ _ _ _ _ Consultant Services _ _ Major Maintenance 200 200 200 200 200 200 1,200 Construction _ Inspection Project Management Equipment Acquisition Contingencies - _ Total CIP Expenses 200 200 200 200 200 200 1,200 Resources: User Fee _ REET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources _ _ Balance Available/(Unfunded Needs) (200) (400) (600) (800) (1,000) (1,200) (1,200) Designated Balance _ - _ Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 20101 2011 2012 2013 2014 2015 Total Revenuelncrease/Decrease Expenditure Increase/Decrease r Net Impact tr Capital Investment Program-General Government Page 285 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands . dollars) Project Title: Grant Matching Program Project Type: Development and Major Maintenance Project Number: C32011 Total Anticipated Project Cost: $ 1,750 Annually Current LOS ❑ Growth ❑ Both ❑ Project Description The City annually appropriates funds to be available for unforeseen park and/or trail development or acquisition opportunities,or to be available to leverage grant monies from agencies such as King County Conservation Futures,Washington Recreation and Wildlife Program(WWRP),FEMA,or EECDGB. Any expenditure of these monies must have specific Council approval. Summary of Progress: Carry forward unspent funds to 2010. A FEMA Pre-Disaster Mitigation Grant for a seismic retrofit of the 200 Mill Building is being pursued; it requires a 25%match($250,000). The City applied for one Conservation Futures Grants(KCCF)and will receive notification regarding a$350,000 grant towards the purchase of a 3.28 acre parcel along Panther Creek. Reimbursement for two King County grants for property acquisitions completed along May Creek and Panther Creek were received in 2009. Applications were also submitted for a$500,000 State WWRP grant and a$100,000 King County YSFG grant for Ron Regis Park.The City did not receive the WWRP Grant but was recommended for award for the YSFG grant. 2009 Overview Bud et Actual Remainin 2009 Adopted Budget 250 Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total 250 250 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - Consultant Services Major Maintenance - - - - - - Construction 250 250 250 250 250 250 250 1,750 Inspection - - - - - Project Management Equipment Acquisition Contingencies - - - - Total CIP Expenses 250 250 250 250 250 250 250 1,750 Resources: User Fee - - - - - REET Fuel Tax Utility Tax Bond Proceeds Operating 250 250 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 250 - - 250 Balance Available/(Unfunded Needs) - (250) (500) (750) (1,000) (1,250) (1,500) (1,500) Designated Balance - - - - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government Page 286 of 548 CAPITAL INVESTMENT PROGRAM aer 2010 through 2015 (in thousands of dollars) Project Title: Black River Riparian Forest Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 2,390 Current LOS ❑ Growth ❑ Both ❑ Project Description The Black River Riparian Forest contains an active Heron colony,an estimated 75 species of avifauna,and numerous mammals. As the site will allow, future long range plans for this facility includes an interpretive learning center,soft surface paths to view wildlife,and sensitive habitat enhancement. (This project was first introduced as a CIP project in 2004.) Summary of Progress: The first phase of this project is being re-scheduled to 2011 and will include a wildlife/habitat inventory/assessment. The assessment will be utilized to determine the suitability and feasibility of a future interpretive learning center and associated amenities.The assessment will take one year to complete and be utilized to develop a Master Plan in 2012. Construction documents will be prepared in 2013 with proposed construction in 2014. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ _ _ Consultant Services Major Maintenance _ - Construction 90 100 200 2,000 2,390 Inspection _ _ Project Management Equipment Acquisition - _ Contingencies Total CIP Expenses 90 100 200 2,000 2,390 " Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources Balance Available/(Unfunded Needs) (90) (190) (390) (2,390) (2,390) (2,390) Designated Balance - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenuelncrease/Decrease Expenditure Increase/Decrease 15 60 75 Net Impact _ Capital Investment Program-General Government Page 287 of 548 CAPITAL INVESTMENT PROGRAM 1 I • • I . . . . .. Project Title: Maplewood Community Park Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 8,900 Current LOS ❑ Growth ❑ Both ❑ Project Description This 40-acre site,located adjacent to Maplewood Heights Elementary School and Maplewood Neighborhood Park,is currently owned by King County and will be transferred to the City of Renton for future use as a park site. The area is experiencing rapid residential growth and possibly,annexation to the City. Long term development plans call for a mixed-use community park that includes both active and passive uses. Consultant selection and master planning is scheduled for 2011,design development,construction document preparation,and bidding in 2012,with phase one development proposed for 2013 at a cost of$3,000,000. (This CIP project was first introduced in 2002.) Summary of Progress:The City and King County are delaying negotiations to transfer the 40-acre undeveloped parcel and the 5-acre developed Maplewood Park until some time in the future. 2009 Overview Bud et Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +� Mid Year Adjustments date +/ 2009 Total CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 2014 2015 Total Expenditures: Property Acquisition - - - - - _ _ Consultant Services Major Maintenance - - - - - Construction 100 400 4,000 400 4,000 8,900 Inspection - - - _ _ _ Project Management Equipment Acquisition Contingencies - - - Total CIP Expenses 100 400 4,000 400 4,000 8,900 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating - Grants/Contribution Received 500 500 1,000 Mitigation Funds Received - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources - 500 1 500 1,000 Balance Available/(Unfunded Needs) (100) (500) (4,000) (4,400) (7,900) (7,900) Designated Balance Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 20101 20111 2012 g0131 201412015 Total Revenue Increase/Decrease 200 200 400 Expenditure Increase/Decrease 75 75 75 150 150 525 Net Impact 1 148 148 Capital Investment Program-General Government Page 288 of 548 CAPITAL INVESTMENT PROGRAM 6 2010 through thousands . .. . Project Title: Parks, Recreation, and Open Space Plan Project Type: Development and Major Maintenance Project Number: C32002 Total Anticipated Project Cost: $ 576 Current LOS ❑ Growth ❑ Both ❑ Project Description The Parks,Recreation,and Open Space Plan is an implementation document including a strategic plan,inventory of existing facilities,service levels, needs assessment,user demands,and surveys to develop recommendations for the City's future needs(intro 1999). A habitat component also comprises this planning document. A Trails and Bicycle Plan will be incorporated into the Plan and was completed in partnership with the Transportation Division. This plan was adopted by City Council in 2009. The Parks,Recreation,and Open Space Plan should be updated every five years to continue meeting State requirements for grant program eligibility. Summary of Progress: Carry forward all unspent 2009 funds. Request for additional funding in 2010 is to complete the habitat component of the plan. An update for the Parks,Recreation,and Open Space plan will commence in 2009. 2009 Overview Budget Actual Remamincl 2009 Adopted Budget Plus:Carryforward Funds +/- 194 Mid Year Adjustments date +/- 2009 Total 194 194 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ - - - _ Consultant Services 371 25 180 576 Major Maintenance Construction Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 371 25 180 576 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating 371 371 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 371 371 Balance Available/(Unfunded Needs) (25) (25) (25) (25) (25) (205) (205) Designated Balance Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 g—o'11 2012 2013 2014 2015 Total Revenuelncrease/Decrease Expenditure Increase/Decrease - Net Impact Capital Investment Program-General Government Page 289 of 548 CAPITAL INVESTMENT PROGRAM through2010 thousands . dollars) Project Title: Regis Park Athletic Field Expansion Project Type: Development and Major Maintenance Project Number: C32003 Total Anticipated Project Cost: $ 9,430 Current LOS ❑ Growth ❑ Both ❑ Project Description This project will occur in phases. Phase I consisted of design and construction of the lighted soccer field and softball field,lighted basketball court, phase one parking,and entry drive and bridge over Madsen Creek.Phase II will expand the capacity and provide greater programming flexibility at Ron Regis Park by improving the existing all-weather(dirt)soccer field with synthetic turf,constructing a second lighted synthetic turf soccer field,expand the existing parking lot,add restroom facilities,a children's play area,picnic shelter,and extend domestic water to the site for drinking and fire flow purposes and sewer. Phase III will convert the existing natural turf softball field to synthetic turf and develop a second lighted synthetic turf ball field. (First introduced in 1998.) Summary of Progress: In 2008,the City applied for but did not receive a$500,000 W WRP grant.Also,in 2008 an application was made with a recommended grant award for a$100,000 King County grant.A design consultant was hired to complete construction documents in 2008,however this project is being re- programmed to the future. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- 286 Mid Year Adjustments date +/- 2009 Total 286 286 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 2014 2015 Total Expenditures: Property Acquisition - - - - Consultant Services 300 350 650 Major Maintenance - - " Construction 380 4,400 4,000 8,780 Inspection = Project Management Equipment Acquisition Contingencies Total CIP Expenses 380 300 4,400 350 4,000 9,430 Resources: User Fee - " BEET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received 380 500 880 Mitigation Funds Received - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 380 500 880 Balance Available/(Unfunded Needs) - (300) (4,700) (4,700) (5,050) (8,550) (8,550) Designated Balance Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 20101 2011 1 2012 2013 2014 2015 Total Revenue Increase/Decrease 20 25 30 75 Expenditure Increase/Decrease 137 140 145 422 _ Net Impact 117 112 145 374 Capital Investment Program-General Government Page 290 of 548 CAPITAL INVESTMENT PROGRAM through2010 thousands . dollars) Project Title: Springbrook Trail Missing Link Project Type: Development and Major Maintenance Project Number: C32014 Total Anticipated Project Cost: $ 711 Current LOS ❑ Growth ❑ Both ❑ Project Description This project will construct the missing trail link from approximately 1,500 feet north of SW 34th Street north to SW 27th Street through the Springbrook Valley Wetlands,Wetland Mitigation Bank,as part of the 1-405 Early Mitigation Project. The Springbrook Trail is linked to a countywide regional trail system including the Interurban Trail,and extends to the City of Pacific to the south,and north to South Seattle. Summary of Progress:The boardwalk trail was completed in 2009 however the project has not been closed out. Carryforward unspent funds from 2009. Funding is derived from Parks Mitigation Fund. Upon project close-out,return unspent funds to the Parks Mitigation Fund(Fund 303). 2009 Overview Budge Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +/- 150 Mid Year Adjustments date 2009 Total 150 10 140 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 20121 2013 2014 2015 Total Expenditures: Property Acquisition _ _ - _ Consultant Services Major Maintenance Construction 711 711 Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 711 711 Resources: User Fee REST Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received 711 711 Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 711 711 Balance Available/(Unfunded Needs) 0 - Designated Balance - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2-01-01 20111 20121 2013 2014 2015 Total Revenue Increase/Decrease - VMS, Expenditure Increase/Decrease 3 3 3 3 3 4 19 Net Impact r Capital Investment Program-General Government Page 291 of 548 CAPITAL INVESTMENT PROGRAM through2010 Project Title: Urban Forestry Program Project Type: Development and Major Maintenance Project Number: C32017 Total Anticipated Project Cost: $ 1,061 Current LOS ❑ Growth ❑ Both ❑ Project Description Following a 2003 tree inventory,an Urban and Community Forestry Development Plan was initiated in 2008 using a consultant working with all City departments to develop a prioritized implementation schedule of activities for a formal Urban Forestry Program. Some of the goals of the Development Plan may include projects such as a forestry ordinance,emergency storm damage plan,public education and outreach program,urban forestry management plan,best management practices,recommended street tree listing,Tree City USA qualifications,funding strategies,canopy study,future updates to the inventory,and others determined by the Development Plan task force and approved by City Council. Summary of Progress: Carry forward unspent funds from 2009.Urban Forestry Development Plan was accepted by Council in 2009. A Tree Inventory and Assessment for the Benson Hill Area will be completed in 2009 and incorporated into the 2003 Assessment.A public process to develop a forestry ordinance utilizing a consultant is scheduled for 2009 and 2010. Ordinance goals include improving public safety in the right-of-way and on public property,reducing infrastructure repairs(eg.concrete damage,blocked traffic signals,vehicle clearance,etc)optimizing tree health and canopy coverage&guiding proper maintenance&planting. 2009 Overview Bud et Actual Remaining 2009 Adopted Budget 133 Plus:Carryforward Funds +/- 100 Mid Year Adjustments date +/- 2009 Total 183 14 169 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 20121 2013 2014 2015 Total Expenditures: Property Acquisition - - - Consultant Services 331 110 60 100 60 200 200 1,061 Major Maintenance - - Construction Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 331 110 1 60 100 60 200 200 1,061 Resources: User Fee - REET Fuel Tax Utility Tax Bond Proceeds Operating 331 331 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 331 331 Balance Available/(Unfunded Needs) - (110) (170) (270) (330) (530) (730) (730) Designated Balance - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-General Government Page 292 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Park Master Planning Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 450 Current LOS ❑ Growth ❑ Both ❑ Project Description Park master planning is needed for undeveloped parks,under-developed park areas,and for developed parks that are becoming outdated. Assessing park,recreation,and open space needs of the community,and translating that information into a framework for meeting the physical,spatial,and facility requirements to satisfy those needs,describes the goals of the park master planning process. Park master planning is done at the individual park level and guides park development in subsequent years. Summary of Progress:This is an item introduced in 2008. Implementation of the Plan,and funding of projects is being re-programmed to 2011. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ _ _ _ _ Consultant Services Major Maintenance Construction 90 90 90 90 90 450 Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 90 90 90 90 90 450 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer bw Total CIP Resources _ Balance Available/(Unfunded Needs) (90) (180) (270) (360) (450) (450) Designated Balance - %L Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease - - _ Net Impact Capital Investment Program-General Government Page 293 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (In thousands of dollars) Project Title: Highlands Library Natural Area Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 280 Current LOS ❑ Growth ❑ Both ❑ Project Description Highlands Library Natural Area was an overgrown 0.7 acre on the north and east side of the library. Volunteers cleared brush from the site during 2007 in an attempt to reduce encroachment problems,increase visibility,and expand usability. The area has a concrete pathway connecting NE 13 Street to the north with NE 12 Street to the south,making for a neighborhood pass through for walkers. Design and construction drawings will be needed to bring concepts of use for approval followed by development of the final plan. Summary of Progress: In 2011,a total of$50,000 for master plan design and construction documents utilizing consultants through the public process,with development in 2012. 2009 Overview Budget Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance - Construction 50 230 280 Inspection - Project Management Equipment Acquisition Contingencies - Total CIP Expenses 50 230 280 Resources: User Fee - REET Fuel Tax - Utility Tax Bond Proceeds Operating - Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources Balance Available/(Unfunded Needs) (50) (280) (280) (280) (280) (280) Designated Balance - I Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease 5,000 5,000 5,000 5,000 20,000 Net Impact - - - Capital Investment Program-General Government Page 294 of 548 CAPITAL INVESTMENT PROGRAM through2010 thousands . dollars) Project Title: Integrated Pest Management Program Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 100 Current LOS ❑ Growth ❑ Both ❑ Project Description Integrated pest management(IPM)is the concept of managing pests through a hierarchy of choices,the first being the least toxic approach in an effort to reduce the use of chemical controls. While the Community Services Department is practicing IPM,the department has no formal program to date. A formal program will bring effectiveness of IPM practices to the department and demonstrate leadership to the public in the control of weeds and other pests using the least toxic alternatives available. Summary of Progress:This is being re-programmed to 2011 at which time a consultant will be hired to work with staff in developing an Integrated Pest Management Program plan. 2009 Overview Buciciet Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - _ _ - _ - Consultant Services 100 100 Major Maintenance _ Construction Inspection Project Management Equipment Acquisition Contingencies _ Total CIP Expenses 100 100 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources Balance Available/(Unfunded Needs) (100) (100) (100) (100) (100) (100) Designated Balance - _ _ Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government Page 295 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: 1-405/Talbot Road Streetscape Improvements Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 50 Current LOS ❑ Growth ❑ Both ❑ Project Description A joint project with Community Services and Public Works to install irrigation and plant material along the Talbot Road planter strips as partof the 1-405 project. Summary of Progress:WSDOT will be designing and constructing improvements at no cost to the City.Maintenance of areas will be programmed into the Parks Division operating fund in 2011 for contract landscape maintenance. 2009 Overview Budget Actual RemaimnEL 2009 Adopted Budget 50 Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total 50 50 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - Consultant Services Major Maintenance Construction 50 50 Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 50 50 Resources: User Fee REET Fuel Tax = - Utility Tax Bond Proceeds Operating 50 50 Grants/Contribution Received Mitigation Funds Received - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 50 50 Balance Available/(Unfunded Needs) Designated Balance Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - - Expenditure Increase/Decrease 2 2 2 2 2 10 Net Impact - Capital Investment Program-General Government Page 296 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Offleash Dog Park Development Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 50 Current LOS ❑ Growth ❑ Both ❑ Project Description Initial development of an offleash dog park area in 2009 that follows the recommendations of the Offleash Dog Park Task Force. The project is approved currently for a 2 year trial,therefore the M&O impact is only for 2 years. Summary of Progress: In 2009,funds were used to provide for basic offleash dog park amenities. Volunteers donated time and materials to complete up to 500% of the costs. Fencing,benches,mutt-mitt dispensers,sani-can and trash containers are all included as part of the off leash area.Additional funds will be sought from donations with operational costs offset by volunteers and animal license fees. 2009 Overview Bud et Actual Remaining 2009 Adopted Budget 50 Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total 50 50 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ - - Consultant Services Major Maintenance Construction 50 50 Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 50 50 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating 50 50 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 50 50 Balance Available/(Unfunded Needs) Designated Balance Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 1 20111 20121 20131 20141 2015 Total Revenue Increase/Decrease - bar Expenditure Increase/Decrease 2 2 - 4 Net Impact i ICapital Investment Program-General Government Page 297 of 548 CAPITAL INVESTMENT PROGRAM i through Project Title: KC Proposition 2 Capital Expenditures Levy Fund Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 856 Current LOS ❑ Growth ❑ Both ❑ Project Description King County voters approved a six-year levy for open space and trail acquisition and development through 2014. The funds may specifically include local trails in underserved areas linking to city or county trails that connect regional trails and for open space acquisition in areas where the City is trying to acquire missing parcels as part of a larger network of open spaces. The funding will be allocated to appropriate eligible projects and the M&O cost will be incorporated in these projects when funded. Summary of Progress: The Interlocal Agreement for fund distribution was executed in 2009.The 2008 allocation was collected in 2009 and 2009 funds allocation will be collected in 2009. A portion of these funds may be utilized for a 3.28 acre property acquisition located along Panther Creek. 2009 Overview Budget Actual Remainin 2009 Adopted Budget 123 Plus:Carryforward Funds +� Mid Year Adjustments date +/ 2009 Total 123 211 A(88) CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 20131 2014 2015 Total Expenditures: Property Acquisition - - - - Consultant Services Major Maintenance - - - - - Construction 211 160 160 160 160 5 856 Inspection - - - - Project Management Equipment Acquisition Contingencies - Total CIP Expenses 211 160 160 160 160 5 856 Resources: User Fee - - - - - REET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income - - - KC Levy Trasfer 211 160 160 1 160 160 5 856 Total CIP Resources 211 160 160 1 160 160 5 856 Balance Available/(Unfunded Needs) - - - - - Designated Balance - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 1-0-111 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-General Government Page 298 of 548 CAPITAL INVESTMENT PROGRAM 2010 through thousands . .. . Project Title: Parks General Major Maintenance Project Type: Development and Major Maintenance Project Number: C32005 Total Anticipated Project Cost: $ 9,161 Current LOS ❑ Growth ❑ Both ❑ Project Description Ma-or maintenance projects are necessary to maintain parks in a safe working order. Identified projects are listed below: 2009 2010 2011 2012 2013 2014 2015 Total Playgrounds,Kiosks and Intepretive SignE 20 - 160 120 100 120 120 620 Light System Upgrades 280 50 200 100 100 110 110 670 Shoreline and Bank Stabilization 125 15 125 - - 200 2000 2,340 Boundary,Topographic&Site Surveys - - 120 30 90 90 90 420 Fencing,Guardrails,Bullrails,Railings 10 20 100 20 20 20 20 200 Landscape Renovation&Repairs - 105 55 55 55 55 325 Structural Reviews&Repairs - - 225 50 - 100 0 375 Total $ 435 $ 85 $ 1,035 $ 375 $ 365 $ 695 $ 2,395 $ 4,950 2009 Overview Budget Actual Remaining 2009 Adopted Budget 435 Plus:Carryforward Funds +/- 684 Mid Year Adjustments date +/- 2009 Total 1,119 317 802 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - _ _ _ _ - Consultant Services _ _ Major Maintenance 4,211 85 1,035 375 365 695 2,395 9,161 Construction _ Inspection Project Management Equipment Acquisition Contingencies _ _ - _ _ Total CIP Expenses 41211 85 1 1,035 375 365 695 2,395 9,161 Resources: User Fee _ REET Fuel Tax Utility Tax Bond Proceeds Operating 4,211 4,211 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 4,211 4,211 Balance Available/(Unfunded Needs) (85) (1,120) (1,495) (1,860) (2,555) (4,950) (4,950) Designated Balance - _ - '1w Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 1 20101 20111 20121 2013 1 2014 I 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease (3) (4) (4) (5) (5) (5) (26) Net Impact I _ 1`r Capital Investment Program-General Government Page 299 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in . . . .. . Project Title: Irrigation Renovation and Conservation Project Type: Development and Major Maintenance Project Number: C32006 Total Anticipated Project Cost: $ 1,927 Current LOS ❑ Growth ❑ Both ❑ Project Description Many irrigation systems are 30 years old or more. Upgrading outdated park irrigation systems will improve irrigation coverage and reduce the amount of water and energy used per park. This will also increase the recreational value to Renton citizens. This is part of the Community Services Department's Water Conservation Plan and Strategy. Summary of Progress: In 2009,irrigation design and construction was scheduled for Cedar River Park. This project has been rescheduled to occur in 2011. 2009 Overview Budget Actual Remainin 2009 Adopted Budget 425 Plus:Carryforward Funds +� Mid Year Adjustments date +/- (425) 0 A(0) 2009 Total CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services - - - - - - Major Maintenance 352 425 250 250 250 400 1,927 Construction - - - - - Inspection Project Management Equipment Acquisition - Contingencies - - - Total CIP Expenses 352 425 250 250 250 400 1,927 Resources: User Fee - - - - - REET Fuel Tax Utility Tax Bond Proceeds Operating 777 717 Grants/Contribution Received - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 777 777 Balance Available/(Unfunded Needs) - - (0) (250) (500) (750) (1,150) (1,150) Designated Balance 425 425 - - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 20101 2011 .20121 20131 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease (2) (2) (2) (2) (2,000) 10,000 Net Impact (2) (2) (2) (2) (2,000) 10,000 Capital Investment Program-General Government Page 300 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Irrigation Automation and Conservation Project Type: Development and Major Maintenance Project Number: C32010 Total Anticipated Project Cost: $ 471 Current LOS ❑ Growth ❑ Both ❑ Project Description Replacement of existing solid state and battery operated irrigation controllers with computerized irrigation controllers and water saving devices will reduce water costs,conserve water,and provide more effective water delivery to parks,boulevards and public building grounds.This is part of the Community Services Department's Water Conservation Plan and strategy. Summary of Progress: In 2009,irrigation automation was completed in the following parks: Earlington,Glencoe,Liberty Park,and North Highlands Park.In 2010, irrigation automation is planned for three additional locations. 2009 Overview Bud et Actual Remaining 2009 Adopted Budget 60 Plus:Carryforward Funds 22 Mid Year Adjustments date +/- 2009 Total 82 22 60 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ _ _ _ Consultant Services Major Maintenance 111 60 60 60 60 60 60 471 Construction Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 111 60 60 60 60 60 60 471 Resources: User Fee REET Fuel Tax Utility Tax �r Bond Proceeds Operating 111 111 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 111 111 Balance Available/(UnfundedNeeds) (60) (120) (180) (240) (300) (360) (360) Designated Balance - _ Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 I W0121 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease (2) (2) (2) (2) (2) (2) (12) Netlmpact (2) (2) (2) (2) (2) (2) (12) Capital Investment Program-General Government Page 301 of 548 CAPITAL INVESTMENT PROGRAM 010through thousands . dollars) Project Title: Parking Lots and Drive Repairs Project Type: Development and Major Maintenance Project Number: C32008 Total Anticipated Project Cost: $ 472 Current LOS ❑ Growth ❑ Both ❑ Project Description Pavement resurface,reconstruction,sealcoat,patch,repair curb,improve drainage,and re-stripe existing asphalt drives and parking areas throughout the City's parks and municipal sites(e.g.Fire Stations,libraries,recreation centers). The program is intended to repair and generally extend the life of the existing pavement. Summary of Progress: Repairs in 2009 were scheduled for Cedar River Park,Teasdale Park,and select firestations but were postponed to 2011.Projects scheduled for future years have been likewise postponed. 2009 Overview —Budget Actual Remainin 2009 Adopted Budget 90 Plus:Carryforward Funds +� Mid Year Adjustments date +/- pending (90) 2009 Total CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services Major Maintenance 132 90 90 50 50 60 472 Construction Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 132 90 90 50 1 50 60 472 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating 132 132 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 132 - 132 Balance Available/(Unfunded Needs) - (90) (180) (230) (280) (340) (340) Designated Balance - A Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 20151 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government Page 302 of 548 CAPITAL INVESTMENT PROGRAM 010 through 2015 (in thousands . dollars) Project Title: Ball field Renovation Program Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 325 Current LOS ❑ Growth ❑ Both ❑ Project Description Ball fields require major renovations periodically to increase playability and decrease staff time in field preparation. The scope generally includes field improvements such as drainage,grading,sodding or seeding,material replacement,backstop repairs,and upgrades,player bench area repairs and upgrades,and bleacher area repairs and upgrades. Summary of Progress: In 2009,anew infield mix was scheduled to be installed at Cedar River Park,along with irrigation in the CIP Irrigation Renovation& Conservation Program.This project is being re-programmed to 2011. 2009 Overview Bud et Actual Remaining 2009 Adopted Budget 50 Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total 50 50 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - _ _ _ Consultant Services _ r, Major Maintenance 50 50 50 50 75 50 325 Construction Inspection Project Management Equipment Acquisition Contingencies TotalC/P Expenses 50 50 50 50 75 50 325 Resources: ` User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating 50 50 Grants/Contribution Received Mitigation Funds Received Ilk Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total C/P Resources 50 50 Balance Available/(Unfunded Needs) (50) (100) (150) (225) (275) (275) Designated Balance _ Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease 2 2 2 2 2 10 Expenditure Increase/Decrease Net Impact - Capital Investment Program-General Government Page 303 of 548 CAPITAL INVESTMENT PROGRAM through2010 thousands . dollars) Project Title: Paths, Walks, Patios and Boardwalks Project Type: Development and Major Maintenance Project Number: C32009 Total Anticipated Project Cost: $ 965 Current LOS ❑ Growth ❑ Both ❑ Project Description Repair and replace heaving,broken,and settling pathways,trails,sidewalks,patios and boardwalks with asphalt,concrete,pavers,wood,or other materials. Summary of Progress: In 2009,repairs were begun for the concrete walkways fronting the Senior Housing along the Cedar River Trail,Cedar River Trails Park asphalt pathway and Coulon asphalt pathway. Repair of the sidewalks at Jones park will be coordinated with the Jones Park Restroom Renovation project in late 2009,early 2010. For 2010,the asphalt pathway at Earlington Park will repair heaved sections. Carry forward unspent funds. 2009 Overview Bud et Actual Remainin 2009 Adopted Budget 190 Plus:Carryforward Funds +/- 268 Mid Year Adjustments date +/- 2009 Total 458 23 434 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance 540 50 65 40 90 90 90 965 Construction - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 540 50 65 40 90 90 90 965 Resources: User Fee - REET Fuel Tax Utility Tax Bond Proceeds - Operating 540 540 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income - KC levy transfer Total CIP Resources 540 - 540 Balance Available/(Unfunded Needs) (50) (115) (155) (245) (335) (425) (425) Designated Balance - - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 20121 20131 2014 2015 Total Revenue Increase/Decrease - - - - - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-General Government Page 304 of 548 CAPITAL INVESTMENT PROGRAM throughthousands . dollars) Project Title: Sports Court Repairs Project Type: Development and Major Maintenance Project Number: C32007 Total Anticipated Project Cost: $ 280 Current LOS ❑ Growth ❑ Both ❑ Project Description Repair,replace,resurface,reconstruction,seal-coat,patch,improve drainage and re-stripe existing surfaces including soft surface courts such as the bocce ball court at the Renton Activity Center. The program is intended to repair safety problems and generally extends the life of the existing surfaces. Summary of Progress: In 2009,repairs at Ron Regis Park and Teasdale Park were scheduled,however,only Teasdale Park courts were repaired. Regis Park court repairs have been re-scheduled to 2012 to coincide with Regis Park Field Expansion project.Future court repair projects have been moved out in time. 2009 Overview Budget. Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ _ _ - Consultant Services _ Major Maintenance 20 40 120 20 80 280 Construction _ Inspection Project Management Equipment Acquisition Contingencies _ Total CIP Expenses 20 40 120 20 80 280 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers rInterest Income KC levy transfer Total CIP Resources Balance Available/(Unfunded Needs) (20) (60) (180) (200) (280) (280) Designated Balance _ - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2-01-11 20121 20131 2014 201-51 Total Revenue Increase/Decrease - _ Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government Page 305 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Tree Maintenance Project Type: Development and Major Maintenance Project Number: C32012 Total Anticipated Project Cost: $ 572 Current LOS ❑ Growth ❑ Both ❑ Project Description The Parks Division maintains 1,500 street trees,20,000 park trees,and 105,000 natural area trees,requiring routine maintenance to maintain and improve public safety,sustain tree health,and value and create a more attractive appearance along City streets and in parks. Routine maintenance improves sight lines to traffic signals,traffic signs,and business advertising;creates clearance over streets for vehicles and pedestrians; enhances street light illumination;and eliminates poor growth habits to reduce infrastructure costs and avoid major tree problems in the future including tree failure. Improving and extending the life of Renton's tree population is a high priority for improving the City's overall environment. Summary of Progress: In 2009,emergency tree removal occurred at the Black River Riparian Forest and along the Cedar River Trail. Street trees in the downtown were pruned to improve structure,provide clearance over streets and sidewalks,and to improve sight distances to businesses. For 2010,continuation of downtown street tree pruning and emergency tree removal at various locations will occur. 2009 Overview Bud et Actual Remaining 2009 Adopted Budget 70 Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total 70 6 64 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - Major Maintenance 152 70 70 70 70 70 70 572 Construction - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 152 70 70 70 70 70 70 572 Resources: User Fee - REET Fuel Tax Utility Tax Bond Proceeds - Operating 152 152 Grants/Contribution Received - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income - KC levy transfer Total CIP Resources 152 152 Balance Available/(Unfunded Needs) - (70) (140) (210) (280) (350)1 (420) (420) Designated Balance - I Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2-01-11 2012 I 2013 1 2014 2015 Total Revenue Increase/Decrease - _ Expenditure Increase/Decrease - Net Impact Capital Investment Program-General Government Page 306 of 548 CAPITAL INVESTMENT PROGRAM 20 10 through i . dollars) Project Title: Capital Project Coordination Project Type: Development and Major Maintenance Project Number: N/A Total Anticipated Project Cost: $ 486 Current LOS ❑ Growth 121 Both ❑ Project Description To reimburse Parks capital project planning,coordination,and management costs paid by Fund 001. Summary of Progress: 2009 Overview Bud et Actual Remaining 2009 Adopted Budget 48 Plus:Carryforward Funds +/- Mid Year Adjustments +/- 2009 Total 48 48 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - _ _ _ _ _ Consultant Services Major Maintenance Construction Inspection Project Management 48 68 70 72 74 76 78 486 Equipment Acquisition _ Contingencies Total CIP Expenses 48 68 70 72 74 76 78 486 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating 48 48 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 48 48 BalanceAvailable/(Unfunded Needs) (68) (138) (210) (284) (360) (438) (438) Designated Balance - _ _ - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 20091 20101 20111 20121 20131 20141 2015 1 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact Capital Investment Program-General Government Page 307 of 548 This page is intentionally left blank i Capital Investment Program-General Government Page 308 of 548 Internal Funds r� IiAll 1 r {j J? i? 'j Capital Investment Program-Internal Service Funds Page 309 of 548 Fund 503 - Information Services Fund Total Anticipated 2010 Project Cost: $996,800 Department Capital(Costs charged directly to identified department) Police Department Applications Projects: $ 215,000 This project begins to fund a three year effort to place video in each patrol and traffic vehicle($100K per year for three years),replacement of the records system message switch server($15K),funds implementation of a work force management program time keeping and planning($45K),additional records management modules($40K)and Valley Com updates to the fleet($15k).The 2010 budget request for the project is$215,000. PWs Springbrook utility billing application Upgrade- $ 50,000 In 2010,the Springbrook utility billing application will be upgraded at a projected cost of$50K. Community Services Project: $ 20,000 Maintenance management licenses will be added for$20K Fire Projects: $ 20,000 Fire Department inspectors field equipment will be replaced and remote computing software purchased from the records vendor for$20K. Finance Project: $ 30,000 In 2010,Additional citizen facing applications totalling$30K. Enterprise Capital(costs allocated city-wide based on equipment count) Network Systems Projects: $ 232,000 On-going maintenance projects include replacement of the city's tape backup system$50K,uninterruptable power supply battery replacement$10K, additional data storage$75K,security monitoring$15K,updating of the low voltage wiring in FS#16,$25K,and completion of fiber optic cabling to the Maplewood Golf Course$30K.Fire Station 12 Hot site provisioning for business community$15 K,Telecommunication network is 12K. The total 2010 capital request for this project is$232,000. Annual Equipment Replacement: S 299,800 This project replaces aging City desktop,laptop and ruggedized computers on a 5 year rotation schedule$299,800. Public Works Infrastructure Projects: $ 130,000 In 2010 the 1-405 project will replace the existing Benson Hill bridge. $80K will be used to pay for conduit installation in the replacement bridget sidewalk and approximately 1000'of conduit under 1-405 on Talbot for$50K. These one time projects will enable future fiber optic cabling installation to the Benson Hill area.This funding request is for 130,000. Capital Investment Program-Internal Service Funds Page 310 of 548 Fund 504-Facilities Fund (C20004-C20009) Total Anticipated 2010 Project Cost: $ 498,000 ri Operational Facilities Projects: $137,000 Fire Station No.11(Built 1978): $18,000 JW A seismic evaluation of the building conducted in 2007 indicated that Fire Station 11 needed substantial improvements to achieve the desired level of post-event functionality. We did receive grant approval in 2008 and much the work will be completed by 2010.Additional station upgrades(insulationanct energy refits,bathroom and kitchen remodelling)were planned to coincide with the seismic upgrade to limit operational disruptions.The seismic upgrade was roughly$250,000 of the$650,000 project. Fire Station 12: $21,000 Funding is required for typical annual maintenance. In addition,the equipment and backup systems for the Emergency Control Center are important to maintain at the schedules recommended in the 0&M Manual($21,000). Fire Station No.13: $12,000 This new station,with administration offices,will be$12,000 in a typical year. r Fire Station No.14(Built 1997): $14,000 Normal major maintenance is$14,000. Fire Station No.16(Remodeled 1997): $22,000 Normal major maintenance is$22,000 Fire Station No.17 $20,000 The station is the older of two in the FD 40 service area that is contracted by the Renton F&ES Department. The Fire District is responsible for major repairs(incidents over$5,000),but there are numerous minor maintenance items that require attention. The Fire District is planning a major upgrade that should result in lower maintenance costs when complete. W City Shops: $30,000 We have experienced an increasing level of maintenance repairs as this facility ages. Public Facilities Projects: $361,000 CarcoTheatre: $12,000 The stage and seating areas need an ADA upgrade($90,000)that includes a lift to be done in 2012. The dressing rooms need to be remodeled in 2013(30,000),and major maintenance runs to roughly$12,000 annually. City Hall: $80,000 A variety of small projects are requested annually($30,000)in response to public access and technology changes,and expenditures for major maintenance is expected to be$80,000. The HVAC system service is no longer contracted so there is some exposure to equipment failure and replacement costs. There is some potential cost benefit through PSE energy savings matches to replace the final(of three)HVAC compressors. The roof will need to be replaced in 2012. Renton Community Center: $111,000 !� Major maintenance has an allowance of$25,000 annual) from 2010 to 2015. The new 1 y gym floor has an annual refinishing program($11,000). Continuing security and technology upgrades and replacements are now rolled into a City-wide security equipment element in this budget. The AC is seasonally indadequate for the exercise/weight room. An air conditioning upgrade is estimated at$85,000 in 2012. Many of the furnishings and some equipment is well beyond its service life,so some replacements are schedule for 2009($35,000). Major painting and staining is planned($40,000)to provide an updated appearance. If the RCC is to be used for the Ir citywide emergency shelter program a generator will be necessary($95,000). Senior Activity Center: $25,000 Funds for annual major maintenance program costs are needed in years 2010 to 2015($25,000 annually). The architectural plans for a kitchen remodel will be developed 1D in 2011($50,000)for a major rehabilitation that will occur at a later date. Major appearance upgrades have been designed and work will take place in 2011($80,000)and 2012($60,000). The expansion of air conditioning for a portion of the building currently without($45,000)and the banquet floor will be replaced($145,000)in 2012. Main and Highlands Libraries: $30,000 From 2010 to 2015,the major maintenance program continues,roughly,$15,000 per year. Highlands major maintenance is$15,000 per year. Coulon Park: $12,000 The structures at Coulon Park require annual major maintenance of$30,000. Exercise Equipment Replacement: $31,000 The ongoing program to replace old exercise equipment,located throughout all public facilities,continues and will be$31,000 in 2010. r� Highland and N Highlands Community Centers $35,000 Annual maintenance costs are high for the NHNC and replacement is recommended. Liberty Park Stadium: $5,000 The stadium is old enough to need frequent concrete repairs and sealing. Liberty Park Community Building: $20,000 Annual major maintenance is proposed at$20,000 as this is the oldest building in the City inventory and will be in use as an office building for the forseeable future. Capital Investment Program-Internal Service Funds Page 311 of 548 Fund 501 - Equipment Rental Fund 2010 Vehicle replacements Repl Dept Assigned Charge Code Eq No. Model Make Yr Purc Life Cost Note Police Admin Poo102 A403 Taurus FORD 2001 3 $ - Vehicle is being replaced with A393. Police Traffic Poo107 M047 Motorcycle BMW 2000 4 26,000 Police Traffic Poo107 M052 Motorcycle BMW 2007 4 26,000 Police Patrol P00108 A432 CrnVic FORD 2005 4 30,000 Police Patrol P00108 A433 CrnVic FORD 2005 4 30,000 Police Patrol Poo108 A444 CrnVic FORD 2006 4 30,000 Police Animal Poolll C222 Animal trk CHEV 2003 8 - Do not replace in 2010. Control Street Poo125 E108 Sweeper ELGN 2005 4 - Do not replace in 2010. Maintenance Street Poo125 E080 Loader CASE 1992 10 250,000 Maintenance Fire Suppression Poo140 F064 Aid Unit INTE 1999 7 200,000 1� Replaced with Rescue Truck (New) and will add short ladder (75') on Fire Suppression Poo140 F081 Aerial EONE 1986 20 250,000 Fire Engine when the next time Fire Engine is due for replacement. Wastewater Poo142 E107 Vactor INTE 2004 5 - Do not replace in 2010. Maintenance Total: $ 842,000 Capital Investment Program-Internal Service Funds Page 312 of 548 CAPITAL INVESTMENT PROGRAM through2010 i Project Title: Public Facilities Project Type: Development and Major Maintenance Project Number: C20011 -C20021 Total Anticipated Project Cost: Ongoing Project Description The major maintenance items that are described on the following page are necessary in the continuing effort to keep City buildings in sound operating order. The findings of master plans and potential annexation for the Library and the findings of the Museum Master Plan may influence those facilities beyond the short term and the line items indicated for those areas are therefore subject to significant change. Summary of Progress: Descriptions are given sectionally below. 2009 Overview Budget Actual Remaining 2009 Adopted Budget 696 Plus:Carryforward Funds +/- 198 Mid Year Adjustments date +/- 91 2009 Total 985 186 799 CIP Expenditures & Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - _ _ _ _ Consultant Services - 50 505 - 555 Major Maintenance 5,569 361 308 308 308 308 = 7,162 Construction 265 80 460 30 835 Inspection _ _ _ _ _ Project Management _ _ Equipment Acquisition 145 45 190 Contingencies _ _ _ _ _ _ Total CIP Expenses 5,569 626 583 1,318 338 308 8,742 �y Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Irr Operating 5,569 5,569 Grants/Contribution Received _ f Mitigation Funds Received Grants/Contribution Anticipated 50 50 Mitigation Funds Anticipated Misc/Transfers Interest Income KC levy transfer Total CIP Resources 5,569 50 5,619 Unfunded ee s i 626 1 533 1,318 1 338 308 123 Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 20141 2015 Total Revenue Increase/Decrease - - _ _ Expenditure Increase/Decrease Net Impact Capital Investment Program-Internal Service Funds Page 313 of 548 I �. This page is intentionally left blank Capital Investment Program-Internal Service Funds Page 314 of 548 Duvall Ave NE Rainier Ave South Widening roadway to five lanes including: curb/gutter, Improvements will enhance traffic flow and reduce sidewalk, streetlights, channelization and bike lanes. accidents. Houser Way South Maple Valley Rd(SR-169) Improvements at 1-405 Upgrade railroad tracks to concrete on Houser Roadway widening, modifications to channelization Way S between Main Ave S and Burnett Ave and upgrade to traffic signals. From new roads to corridor improvements to intersection improvements- it keeps transportation moving safely. i Capital Investment Program-Transportation Page 315 of 548 CAPITAL INVESTMENT PROGRAM through2010 SUMMARY CITY OF RENTON-PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2009-2014 SIX-YEAR TIP Total Project Costs Previous Six-Year TIP Project Title Costs 2010 2011 2012 2013 2014 2015 Period Total ' 1 Street Overlay 1,363 742 751 786 824 863 906 4,872 2 Arterial Rehabilitation Program 780 351 342 358 376 395 414 2,236 3 Rainier Ave Improvements-Grady Way to S 2nd Street 18,909 7,965 8,365 4,203 20,533 4 SW 27th Street/Strander Boulevard Connection 17,086 4,952 5,600 2,010 4,960 10,060 10,900 38,482 5 NE 3rd/NE 4th Corridor Improvements 224 841 1,844 3,688 1,844 980 9,197 6 Duvall Ave NE-NE 7th St to Sunset Blvd NE 660 2,900 2,120 445 6,125 w 7 SR 169 HOV-140th Way SE to SR-900 7,668 2,550 2,550 8 Garden Ave N Widening 851 90 90 9 Park Avenue North Extension 2,400 2,600 5,000 10 116th Ave SE/Edmonds Ave SE Improvements 820 2,754 4,860 500 5,351 14,285 11 Carr Road Improvements 100 100 12 Sunset Boulevard Corridor Improvements 13 Oakesdale Ave SW-Monster Road to SR 900 50 5,300 5,350 , 14 South 7th Street-Rainier Ave S to Talbot Road South 150 150 15 Lake Washington Trail(South Lake Connector)-AKA Sam Chastain Trail 1,169 466 466 16 Highlands to Landing Pedestrian Connection Project 240 240 18 Walkway Program 865 200 280 280 280 280 280 1,600 19 Sidewalk Rehabilitation and Replacement Program 250 140 250 250 250 250 250 1,390 20 Monterey Ave NE-NE 20th Street-Wall Replacement 30 30 21 Bridge Inspection&Repair Program 232 100 220 160 55 50 50 635 22 Intersection Safety&Mobility Program 625 200 250 250 250 250 250 1,450 23 Traffic Safety Program 120 20 40 40 50 40 40 230 24 Preservation of Traffic Operation Devices Program 50 58 63 63 63 63 63 370 25 Intelligent Transportation Systems(ITS)Program 146 25 50 50 30 30 30 215 26 Transit Program 107 80 275 275 275 275 275 1,455 27 Transportation Demand Management(TDM)Program 118 65 65 65 65 65 65 390 28 Bicycle Route Development Program 236 20 110 80 80 80 80 450 29 Barrier Free Transition Plan Implementation 46 38 50 50 50 50 50 288 30 South Renton Burnett Park Neighborhood Street Improvements 406 50 275 325 31 Project Development&Pre-Design Program 118 125 150 150 150 150 150 875 32 Arterial Circulation Program 281 160 250 250 250 250 250 1,410 33 Transportation Concurrency/LOS Program 50 10 10 40 10 30 30 130 34 Environmental Monitoring Program 109 30 30 30 30 30 30 180 35 WSDOT Coordination Program 111 60 60 60 40 40 40 300 36 Geographic Information System-Needs Assessment&Data Developmen 24 15 20 80 80 80 80 355 37 1%for the Arts Program 40 15 15 15 15 15 15 90 38 Lake Washington Blvd-Park Ave N to Gene Coulon Memorial Park 327 82 138 221 39 Lind Avenue SW-SW 16th St to SW 43rd St 3 8 1,914 626 2,548 40 Logan Av N Concrete Panel Repair i 4601 460 .d.. Total Sources 1 52,3151 16,126 20,1201 22,0481 22,015 18,8841 25,8791 125,072 Summary of Funding Sources 2010 2011 2012 2013 2014 2015 Period Total Vehicle Fuel Tax(includes increase from 2005 Initiative 912) 620 760 770 780 785 790 4,505 Business License Fee 1,600 1,600 1,800 2,000 2,000 2,000 11,000 Reserve for S.Renton in Fund 502 50 - - - - - 50 Grants In-Hand 6,431 5,948 2,568 - - - 14,947 Mitigation In-Hand 700 500 600 500 700 900 3,900 Bonds/LID'S Formed - - - - - - - Other Government Resources In-Hand 6,291 6,144 1,543 493 493 743 15,707 Subtotal Funded 15,692 14,952 7,281 3,773 3,978 4,433 50,109 Grants Proposed - - 1,180 2,750 2,000 - 5,930 Other Proposed 300 450 200 - - 950 Proposed Fund Balance 434 434 Undetermined - 4,868 13,137 15,292 12,906 21,446 67,649 Subtotal Proposed Funding 434 5,168 14,767 18,242 14,906 21,446 74,963 Total Funding Sources 16,126 20,120 22,048 22,015 18,884 25,879 125,072 Capital Investment Program-Transportation Page 316 of 548 CITY OF RENTON PUBLIC WORKS w TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Street Overlay Functional Classification: N/A Fund: 317 "r Proj.Length: N/A Proj: t12108 TIP No. 1 CONTACT: Bill Wressell 425.430.7400 DESCRIPTION: STATUS: +�Annual program for repairing and resurfacing existing roadways,operating the City's Pavement Management Ongoing yearly program. This program funds overlays on neighborhood streets and System and providing data for deficiency ratings. collector streets. The Arterial Rehabilitation Program funds major and minor arterials. Installation of ADA compliant curb ramps has been incorporated into the annual Street Overlay program in accordance with federal requirements. A 5%annual cost increase has been incorporated into this program. s JUSTIFICATION: CHANGES: ACP overlay,SMA,and slurry seal of streets provide for improved driving surface and are highly cost-effective The Transportation/Aviation Committee recommended that$100,000 be allocated in 2010 ways of avoiding expensive repairs and reconstruction. The computerized Pavement Management System and for maintenance of existing alleyways.The budget will be reflected in the Overlay Program yearly survey of roadway conditions greatly improve the efficiency of the Overlay Program. The arterial streets ($50,000)and in the Arterial Rehabilitation Program($50.000).Each program was are rated every year,while the residential streets are rated every other year. increased by$25,000,which combined with the$25,000 previously allocated will provide the funds for alleyways. Funded: 16,031,340 JUnfunded 1 203,700 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent In 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering 96,960 2,060 12.000 82,900 12.600 13.000 13,000 14,300 15,000 15,000 R-O-W(includes Admin) Construction 5,817,083 385,683 883,000 4,548.400 689,7001 698.000 733,000 769,7001 808,000 850.000 Construction Services 320,997 39,997 40,000 241,000 40,000 40.000 40,000 40,000 40,000 41,000 Post Construction Services TOTAL EXPENSES 6,235,040 427,740 935,000 4,872,300 742,300 751,000 786,000 824.000 863,000 906,000 SOURCE OF FUNDS: mo Vehicle Fuel Tax 3,981,000 385.000 500,0001 3,096,000 370,000 500,000 550,000 550,000 550.000 576,000 Business License Fee 1,700.340 42,740 185,000 1,472,600 322,3001 201.000 236,000 228,300 225,000 260.000 Proposed Fund Balance 170.000 170,000 Grants In-Hand(1) 40 Grants In-Hand(2) Mitigation In-Hand 180,000 80,000 100,000 50,000 50,000 Other In-Hand(1) Other In-Hand(2) rants Proposed ther Proposed Undetermined 203,700 203.700 45,700 88.000 70.000 TOTAL SOURCES 6,235,040 427,7401 935,0001 4,872.300 742,300 751.000 786,000 f 24,0001 863,000 906.000 rr i Capital Investment Program-Transportation Page 317 of 548 s CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Arterial Rehabilitation Program Functional Classification:Various Fund: 317 Proj.Length: NIA Proj: t12186 TIP No. 2 CONTACT: Bill Wressel 425.430.7400 DESCRIPTION: STATUS: s funding is available,this program will provide for the rehabilitation of arterial streets where the restoration Proposed paving schedule:2009-Puget Dr.(Rolling Hills to Edmonds);2010 Carr Road requirements are beyond that which can be accomplished through the annual Overlay Program. Installation of (East of SR 167 to Mill Ave);2011-East Valley Rd.S.(SW 41 st St to SW 16th St);2012 DA compliant curb ramps has been incorporated into the annual Arterial Rehabilitation and Overlay programs Benson Rd.(S of 1-405 to SR 515),2013-N 3rd St.and N 4th St.(Logan Ave to Sunset according to new federal requirements. Blvd): 2014-Airport Way(Rainier Ave N to Logan Ave).This order may change depending on future ratings. A 5%annual cost increase has been incorporated into this program. JUSTIFICATION: CHANGES: The Overlay Program concentrates to a great degree on maintaining residential streets,where relatively small The Transportation/Aviation Committee recommended that$100,000 be allocated in 2010 traffic volumes and less truck and bus traffic make standard asphalt overlays a long term means of for maintenance of existing alleyways.The budget will be reflected in the Overlay Program maintenance. Arterial streets can often deteriorate rather quickly and often require more costly rehabilitation ($50,000)and in the Arterial Rehabilitation Program($50,000).Each program was measures and/or costly temporary repairs to avoid more extensive deterioration. A number of arterials identified increased by$25,000,which combined with the$25,000 previously allocated will provide as needing major rehabilitation are being addressed in this program and the Overlay Program. the funds for alleyways. VA Funded: 12,931,500 1 Unfunded: 84,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning r { z Preliminary Engineering 67,500 67,500 10,500 11,000 11,000 11,000 12,000 12,000 a3 R-O-W(includes Admin) Construction 2,871,500 470,0001 300,000 2,101,500 329,500 320,0001 336,000 354,000 372,000 390,000 Construction Services 76,500 10.000 66,500 10,500 11,000 11,000 11,000 11,000 12,000 Post Construction Services TOTAL EXPENSES 3,015,500 470,000 310,000 2,235,500 350,500 342,000 358,000 376,000 395,000 414,000 SOURCE OF FUNDS: Vehicle Fuel Tax 1,759,000 200,000 250,000 1,309,000 250,000 250,000 200,000 200,000 215,000 194,000 fa Business License Fee 1,152,500 270,0001 40,000 842,500 100,500 28,000 158,000 176,000 180,000 200,000 Proposed Fund Balance Grants In-Hand(1) 1 Grants In-Hand(2) Mitigation In-Hand 20,000 20,000 Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined 84,000 84,000 64,000 20,000 TOTAL SOURCES 3,015,500 470,0001_ 310,000 2,235,500 350,5001 342,0001 358,000 376,0001 395,0001 414,000 Capital Investment Program-Transportation Page 318 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Rainier Ave Improvements-Grady Way to S 2nd Street Functional Classification: Principal&Minor Fund: 317 Proj.Length: 0.89 mi Proj: t12703 TIP No. 3 CONTACT: Derek Akessoi 425.430.7243 DESCRIPTION: STATUS: The Sound Transit agreement authorizes$14.9 million for transit improvements.Two State Pedestrian and Bicycle Safety Grants have been awarded:$200,000(2006)and Improvements remove barriers,eliminate substandard conditions,consolidate access points to existing major $230,000(2007). TIB awarded grant funds of$2,202,000(2003);$1,906,200(2006);and businesses,provide an enhanced pedestrian environment. Project elements include adding BAT(business $2,831,500(2008).A$2.0 million(2009)federal grant was awarded for Phase 1(Shattuck access and transit)lanes(north and southbound),removing the BNSF railroad bridge support pier,adding left- Ave).A$4,800,000 STP grant was awareded in 2009 for construction. urn lanes at intersections,widening sidewalks with streetscaping, adding pedestrian-scale illumination,bollards at crossings),transit facility improvements(shelters,benches,info kiosks),planted buffer strips and landscaped edians. USTIFICATION: CHANGES: Rainier Ave is a critical corridor in central Renton with existing operational problems and in need of infrasructure Rainier Ave has 30%design completed.Construction of the Phase 1-Shattuck Ave enhancements to provide greater ease of non-motorized and transit-based travel.Existing high level of traffic Stormwater bypass system is scheduled for the summer of 2009. Mitigation funds in the ongestion and accidents.Improvements will enhance traffic flow and reduce accidents.BAT lanes will be amount of$2,100,000 must be dedicated to fulfill grant requirements to this project. City provided from S 2nd St to Grady Way southbound and from Grady Way to S 3rd St northbound. Utilities improvements will be funded by the respective utilities. Funded:1 39,441,9331 Unfunded Project Totals Programmed Pre-2010 Six Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering 6,132,407 2,932,014 2,566,393 634,000 634,000 R-O-W(includes Admin) 5,000,984 984 1,666,6671 3,333,333 3,333,333 Construction 16,574,799 29,799 1,745,000 14,800,000 3,550,000 7,500,000 3,750,000 Construction Services 2,034,227 1,227 267,000 1,766,000 448,500 865,000 452,500 BNSF Bridge-work by others 9,699,516 4,706,984 4,992,532 TOTALEXPENSES 39,441,933 7,671,008 11,237,592 20,533,333 7,965,833 8,365,000 4,202,500 SOURCES OF FUNDS: Vehicle Fuel Tax 10.000 10,000 10,000 Business License Fee 331,188 187,487 143,701 19,450 119,500 4,750 Proposed Fund Balance 1,607,116 774,306 407,839 424,971 424,971 Grants In-Hand(TIB) 6,939,700 422,628 645,186 5,871,886 2,043,136 2,552,500 1,276,250 Grants In-Hand(WSDOT+ARRA+STP) 7,230,000 4,898 2,044,326 5,180,775 1,306,275 2,583,000 1,291,500 Mitigation In-Hand 4,223,929 2,622,929 1,000,000 601,000 521,000 80,000 ther In-Hand(Sound Tran.) 14,225,000 3,658,760 2,865,240 7,701,000 3,651,000 2,700,000 1,350,000 Other In-Hand(WSDOT bridge savings) 3,500,000 3,500,000 Grants Proposed ther Proposed(Surfacewater/Water)' 1,375,000 775,000 600,000 400,000 200.000 ndetermined OTAL SOURCES1 39,441,9331 7,671,0081 11,237,5921 20,533,333 1 7,965,8331 8,365,0001 4,202,500 Capital Investment Program-Transportation Page 319 of 548 CITY OF RENTON PUBLIC WORKS ' TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP SW 27th StreetlStrander Boulevard Connection Functional Classification: Minor Arterial Fund: 317 Proj.Length: 1.27 miles Proj: t12239,1224 TIP No. 4 CONTACT: Rob Lochmillei 425.430.7303 DESCRIPTION: STATUS: This project provides a critical four/five-lane arterial that will serve as a connector to West Valley Highway(SR- The 30%design includes the environmental documents,base-mapping,road sections, 18 1)and East Valley Road,as well as an arterial connector to SR-167 from the south.The project will provide a and project phasing. $1,000,000 was received from the General Fund in 2003.Ph.1 Seg. grade-separated crossing at the Union Pacific Railroad(UPRR)and Burlington Northern Santa Fe(BNSF) 1 is complete and has been paid with approximately$3M in bonds.Grants include:TEA- railroad tracks. Right-of-way includes:City of Renton-$3.17 million,City of Tukwila-$0.95 million.Donated 21 funds of$745,563(2003)and$2,398(2005);federal discretionary(STP)of$737,946, ROW:Sound Transit-$55,000(not included). STP-N of$94,420,federal discretionary(HPP)of$684,380,and Section 129 of$122,500. JUSTIFICATION: CHANGES: new east-west arterial roadway will connect the cities of Renton and Tukwila,and provide significant Railroad track work to be done in 2009-2011.Both FMSIB and Sound Transit are congestion relief to existing arterials. The new road will provide access to the new Tukwila Station,a multi-modal contributing$4 M each to various elements of the project.The City was awarded$4.6 M center being developed immediately north of the new alignment,and to the Boeing Longacres site. By crossing of STP Regional funds.Of the$5.5 M WSDOT Mobility grant awarded for the Sound over the UPRR and BNSF railroads,the new arterial will provide significant benefits to both freight mobility and Transit station,$2.5M will be used for the SW 27th project elements directly related to the general motorists. Sound Transit station.$500,000 Metro mitigation reserve to be approved by Council. Funded:1 26,850,348 Unfunded:1 28,591,542 't Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed pent Pre-200 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 60,000 60,000 20,000 10,000 10,000 10,000 10,000 Preliminary Engineering 7,294,979 2,684,979 1,500,000 3,110,000 760,000 2,000,000 350,000 R-O-W(includes Admin) 4,372.500 3,172,500 1,200,000 950,000 150,000 50,000 50,000 Construction 36,454.969 8,969 6,000,000 30,446,000 3,452,000 4,244,000 4,000,000 9,000.000 9,750,000 Construction Services 4,250.000 710.000 3,540,000 1 530.000 460,0001 450,000 1,000,0001 1,100,000 Phase 1,Seg 1 design and constr. 3,009,442 3,009,442 TOTAL EXPENSES 55,441,890 8,875,890 8,210,000 38,356,000 4,952,000 5,474,000 2,010,000 4,960,000 10,060,000 10,900,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee Gen Fund&Prop.Fund Balance 3,260,922 3,160,922 100.000 Grants In-Hand(Stale&Fed) 2,387,207 1,346,313 684,000 356.894 356,894 Grants In-Hand(FMSIB) 4,000,000 448,000 3,500,000 52,000 52,000 Mitigation In-Hand 557,500 557,500 Bonds 2,799,500 2,799,500 Other:Sound Transit+FRB+Tukwila(ROW+3 8,419,219 563,655 1,000,000 6,855,564 2.600,000 2,955,564 300,000 300,000 700,000 1 Grants In-Hand(STP Grant) 4,600,000 2,100,000 2,500,000 2,300,000 200,000 60 Grants In-Hand(WSDOT Mobility) 826,000 826.000 Grants Proposed(T.I.B.) 5,000,000 5,000,000 500,000 2,500,000 2,000,000 ` Other Proposed Undetermined 23,591,5421 23,591,542 1,961,542 1,510,0001 2,160,000 7,760,000 10.200,000 TOTAL SOURCES 55,441,890 8,875,890 8,210,000 38,356,000 4,952,000 5,474,000 2,010,000 4,960,000 10,060,000 10,900,000 Capital Investment Program-Transportation Page 320 of 548 r CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP NE 3rd/NE 4th Corridor Improvements Functional Classification: Principal Fund: 317 Proj.Length: N/A Proj: 112176 TIP No. 5 CONTACT: Keith Woolley 425.430.7318 DESCRIPTION: STATUS: This project involves a series of key improvements in this corridor to improve traffic operations such as The estimated cost for design and construction for the entire corridor(from Sunset Blvd to rechannelization and traffic signal modifications,possible transit priority signal treatments and possibly queue the east City limits)is$37M.Efforts to obtain grants are ongoing.The project corridor has jumps. This project will seek to meet pedestrian,transit and bicycle needs. been phased in 3 phases.Cost estimate for Phase 1 is$8.4M.Costs beyond 2015 not shown in the TIP. Ih STIFICATION: CHANGES: is corridor has a strong potential for transit usage and is experiencing rapid residential and retail growth.The Moved construction expenses from 2011 to 2012 as the project remains partially E 3rd/4th Corridor Study was adopted in May 2005. The study refined the corridor transportation needs and unfunded. sts,including pedestrian,transit,bicycle improvements,as well as slreetscape enhancement. Funded: 13,287,377 1 Unfunded: 6,133,950 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 221,620 218,420 3,200 Preliminary Engineering 1,350,407 2,707 1,347,700 621,300 726,400 R-O-W(includes Admin) 219,980 219,980 219,980 Construction 6,990,000 6,990.000 1,689,0001 3,378,000 1,689,000 234,000 Construction Services 639,320 639.320 154,820 309,700 154,800 20,000 Post Construction Services TOTAL EXPENSES 9,421,327 221,127 3,200 9,197,000 841,280 1,843,820 3,687,700 1,843,800 980,400 SOURCE OF FUNDS: ehicle Fuel Tax 70,000 70,000 30,000 20,000 20,000 Business License Fee 1,233,412 27,162 3,200 1,203,050 147,000 136,750 338,800 325,000 255,500 Proposed Fund Balance 265 265 Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand 1,983,700 193,700 1,790,000 200,000 90,000 300,000 500,000 700,000 Cher In-Hand(1) ther In-Hand(1) Grants Proposed ther Proposed ndetermined 6,133,950 6,133.950 494.280 1,617,0701 3,018,900 998,800 4.900 TOTAL SOURCES 9,421,327 221,127 3,200 9,197,000 1 841,2801 1,843,8201 3,687,700 1,843,800 980,400 Capital Investment Program-Transportation Page 321 of 548 CITY OF RENTON PUBLIC WORKS ' TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Duvall Ave NE-NE 7th St to Sunset Blvd NE Functional Classification: Minor Arterial Fund: 317 Proj.Length:0.67 mi Proj: 1:12702 TIP No. 6 CONTACT: James Wilhoit 425.430.7319 DESCRIPTION: STATUS: Widening roadway to five lanes,including new pavement,curb,gutter,sidewalk,street lights,storm drainage, Construction to be completed in 2014,pending outside funding.New project to enhance channelization and bike lanes from NE 7th St to the intersection with NE Sunset Blvd. safe vehicle,bicycle and pedestrian access along a minor arterial street. JUSTIFICATION: CHANGES: Complete a missing link of 5-lane roadway,bicycle lanes and sidewalks on Duvall Ave NE,from NE 4th St to Project is largely unfunded. Sunset Blvd NE.Condition of the existing roadway pavement requires total replacement. Funded:1 100,0001 Unfunded: 6,025,000a� 1 1 Project Totals Programmed Pre-2010 Six Year Program j ITEM Programmed Spent Pre-200 2009 Total 2010 2011 2012 1 2013 2014 2015 EXPENSES: Planning 10,000 10,000 10,000 Preliminary Engineering 650,000 650,000 650,000 1 R-O-W(includes Admin) Construction 4,900,000 4,900,000 1 2,600,000 1,900,000 400,000 f Construction Services 565,000 300,0001 220,000 45.000 Post Construction Services TOTAL EXPENSES 6,125,000 6,125,000 660,000 2,900,000 2,120,000 445,000 SOURCES OF FUNDS: i€ Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand 100,000 100,000 100,000 Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed(Utilities) 500,000 500,000 50,000 250,000 200,000 Undetermined 5,525,000 1 5,525,000 610,000 2,550,0001 1,920,000 445,000 TOTAL SOURCES 6,125,000 6,125,000 660,000 2,900,000 2,120,000 445,000 r Capital Investment Program-Transportation Page 322 of 548 r .r. CITY OF RENTON PUBLIC WORKS .r TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP SR 169 HOV-140th Way SE to SR-900 Functional Classification: Principal Fund: 317 Proj.Length: N/A Proj: 12175 TIP No. 7 CONTACT: Rob Lochmillei 425.430.7303 DESCRIPTION: STATUS: Construct queue jumps and bypass lanes that provide transit priority traffic signal improvements on SR-169 WSDOT committed$300,000 to design.KC built a pond at 140th Way SE for our use (Maple Valley Hwy.)at 140th Way SE and in the area of 1-405. Involves roadway widening at intersection ($275,000 value).Grant awards:$2,208,000 from TIB(R/W and construction),$392,947 approaches and modifications to channelization and traffic signals,and widening to improve the northbound on- TEA-21 Countywide funds(construction),$765,993 TEA-21 Countywide for Ph.2 ramp and southbound off-ramp movement at the 1-405/SR 169 interchange. Improve access to Cedar River (construction),$2.5 M State legislature from gas tax revenue for 2007-2009 biennium(Ph. Park and Stoneway site through traffic modifications. 2).WSDOT is providing funding for additional work to be constructed as part of the project ($153,298 towards ROW+$292.100 for improvements). JUSTIFICATION: CHANGES: This is a high volume,high congestion corridor where providing travel time benefits for transit and car/van-pools The portion of work at the 1-405 location are phased. Phase 1 constructed the signal can be achieved with high cost effectiveness.There are severe congestion and safety problems that can be access road and parking lot. Phase 2 widened SR 169,removed the park maintenance addressed by adding a right-turn lane westbound on SR-169 and a protected right-turn lane from the 1-405 building and constructed additional WSDOT improvements. Phase 3 is the intersection at northbound off-ramp on to eastbound SR-169. 140th Way SE and is awaiting funding. Council allocated$1.2 million from the King County Metro mitigation fund which is included in"proposed fund balance"), Funded: 17,797,946 JUnfunded: 2,420,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 4,438 4,438 Preliminary Engineering 1,291,897 1,241.897 50,000 50.000 R-O-W(includes Admin) 628,274 628.274 Construction 7,838.127 5,358.127 230,000 2,250,000 2,250,000 'Construction Services 455.209 185,209 20.000 250,000 250,000 Post Construction Services TOTAL EXPENSES 10,217,946 7,417,946 250,000 2,550,000 2,550,000 ,SOURCE OF FUNDS: iVehicle Fuel Tax 20,000 20,000 20.000 Business License Fee 10,000 10,000 10,000 Proposed Fund Balance1,496,760 1,496,760 'Grants In-Hand(TIB) 2,026,157 1,776,157 250,000 'Grants In-Hand(TEA-21) 844,197 844,197 Mitigation In-Hand 712.500 612,500 100.000 100,000 Other(WSDOT,State Leg.,addit work) 2,688,332 2.688,332 'Other in-Hand Grants Proposed Other Proposed 'Undetermined 2,420,000 2.420,000 2,420.000 TOTAL SOURCES 1 10,217,946 7,417,946 250,0001 2,550,000 1 2,550,000 1 Capital Investment Program-Transportation Page 323 of 548 CITY OF RENTON PUBLIC WORKS ' TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Garden Ave N Widening Functional Classification: Minor Arterial Fund: 317 Proj.Length: 0.38 miles Proj: 12603 TIP No. 8 CONTACT: Rob Lochmillei 425.430.7303 DESCRIPTION: STATUS: The project will determine necessary roadway,intersection and traffic route improvements on Garden Ave N, The North Renton Area Traffic Analysis has been completed.Design of Garden Ave N to Lake Washington Blvd and Houser Way to mediate the growing traffic demands in the area. It includes widening be completed in 2009 with construction to be completed in 2009-2010. a portion of Garden Avenue N to accomodate additional traffic from existing and future development plans in the area, JUSTIFICATION: CHANGES: With the additional development growth in the North Renton area,which includes The Landing,Lowe's,and the Houser Way N and the extension of Park Ave N have been separated into individual TIP Southport residential/office development,this project will identify and construct improvements to improve traffic project. Flows in the vicinity. Funded] 850,744 Unfunded: 90,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: ru Planning 6,781 6,781 Preliminary Engineering 183,963 33,963 140,000 10,000 10,000 R-O-W(includes Admin) Construction 680,000 600,000 80,000 80,000 Construction Services 70,000 70,000 Post Construction Services TOTAL EXPENSES 940,744 40,744 810,000 90,000 90,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee 40,744 40,744 Proposed Fund Balance 310,000 310,000 Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand 500,000 500,000 Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined 90,000 90,000 90,000 OTAL SOURCES 940,744 40,744 810,000 90,000 90,000 Capital Investment Program-Transportation Page 324 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Park Avenue North Extension Functional Classification: Fund: 317 r Proj.Length: Proj: TIP No. 9 CONTACT: Rob Lochmillei 425.430.7303 DESCRIPTION: STATUS: The project will extend Park Ave N to provide access to Southport,PSE property and The Boeing Company. Design and construction of Park Ave N extension and improvements on Houser Way N Right-of-way for extension of Park Ave N to be dedicated by Boeing per previous agreement. Improvements are anticipated in 2013 and 2014 and are unfunded. needed to convert Houser Way N to two-way operations(between N 8th St and Lake Washington Blvd). JUSTIFICATION: CHANGES: With the additional development growth in the North Renton area,which includes The Landing and the Southport Funds are needed for the improvements on Houser Way N and for the extension of Park residential/office development,this project will construct improvements to extend Park Ave N. Ave N. Funded: Unfunded: 5,000.000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering 630,000 630,000 580.000 50,000 R-O-W(includes Admin) 500,000 500,000 500,000 Construction 3.500,000 3.500,000 1,200,0001 2,300,000 Construction Services 370,000 370,000 120.000 250,000 AN Post Construction Services TOTAL EXPENSES 5,000,000 5,000,000 2.400,000 2,600,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined 5.000,000 5.000,000 2,400,000 2,600,000 TOTAL SOURCES 5,000,000 5,000,000 1 1 1 2,400,000 2,600,000 r rr Capital Investment Program-Transportation Page 325 of 548 a CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP 116th Ave SE/Edmonds Ave SE Improvements Functional Classification: Minor arterial Fund: 317 Proj.Length:2.5 mi Proj: TIP No. 10 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION: STATUS: Widen roadway to provide a 3-lane roadway with bike lanes along 116th Ave SE and Edmonds Ave SE,including New project in the Benson Hill annexation area.The priority,cost and schedule for new pavement,curb,gutter,sidewalk,street lights,traffic signals,storm drainage,channelization and improvements will be determined through Arterial Circulation studies.Construction of landscaping from Puget Drive SE to south City limits. improvements between Puget Drive SE and SE 176th Street is antecipated as a first phase. JUSTIFICATION: CHANGES: 116th Ave SE was recently annexed to the City of Renton and is classified as a minor arterial.It has generally New project. two lanes of traffic with left-turn lanes at signalized intersections and intermittent two-way-left4urn-lane south of SE 168th. Short segments of sidewalk exist on both sides of the roadway.Improvements will enhance vehicular, bicycle and pedestrian safety along this important north-south transportation corridor. 1 , Funded: I JUnfunded 114,285,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 1 2015 EXPENSES: Planning 10,000 10,000 10,000 Preliminary Engineering 1,904,000 1,904,000 810,000 294,000 500,000 300,000 R-O-W(includes Admin) 300,0001 300,000 300.000 Construction 11,177,000 1 11,177,000 2.000,000 4,500,000 4,677,000 Construction Services 894,000 894,000 160,000 360,000 374,000 Post Construction Services TOTAL EXPENSES 14,285,000 14,285,000 820,000 2,754,000 4,860,000 500,000 5,351,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined 14,285,000 14,285,000 820,000 2,754,000 4,860,000 500,000 5,351,000 TOTAL SOURCES 14,285,000 1 14,285,000 1 820,0001 2,754,000 4,860,0001 500,0001 5,351,000 Capital Investment Program-Transportation Page 326 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Carr Road Improvements Functional Classification: Major Arterial Fund: 317 Proj.Length: Proj: TIP No. 11 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION: STATUS: Includes new pavement,curb,gutter,sidewalk,street lights,traffic signals from Benson Rd South to Talbot Rd Roadway improvements options including spot safety improvements,roadway widening South.Potential improvements vary from roadway realignment/widening at several locations to address and new roadway on new alignment have previously been investigated by King County. geometric deficiencies,widening to 5-lane roadway(2 lanes westbound,3 lanes eastbound),to a new 4-5 lane Funding proposed in the TIP is for re-evaluation of the King County improvement option as roadway on new alignment.This project includes intersection improvements at Carr Road and 1-8th Ave SE. well as investigation of other alternative improvements,and finalization of a scope,cost and schedule of improvements.The amount shown in the last part of the TIP is to review alternatives for improvements on Carr Rd. JUSTIFICATION: CHANGES: Carr Road was recently annexed to the City of Renton and has been classified as a major arterial.It has four New project in the Benson Hill annexation area. lanes of traffic with left turn lanes at intersections.King County has identified the need for improvements to improve vehicle traffic capacity and enhance vehicular,bicycle,and pedestrian safety on this major east-west transportation corridor. Funded: 1Unf.nded: 100.000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent In 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 100.000 100,000 100.000 Preliminary Engineering R-O-W(includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 100,000 100,000 100,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined 100,0001 100.000 100.000 TOTAL SOURCES 100,0001 100,000 100,000 r Iwo ar Capital Investment Program-Transportation Page 327 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Sunset Boulevard Corridor Improvements Functional Classification: N/A Fund: 317 Proj.Length: N!A Proj: TIP No. 12 CONTACT: DESCRIPTION: STATUS: This project involves a series of key improvements in this corridor to improve traffic operations such as The Sunset Blvd Corridor study will initiate in 2010 and will refine transportation needs in r channelization,traffic signal modifications,signal treatments and possibly queue jumps.This project will seek to the corridor,as well as the costs of the improvements. meet pedestrian,transit and bicycle needs.The project limits are from 1-405 on the west to the east City limits. JUSTIFICATION: CHANGES: This corridor has strong potential for transit usage and is experiencing residential and retail growth. New project. rr. Funded:1 Unfunded: Project Totals Programmed Pre-2010 Six Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering R-O-W(includes Admin) Iift. Construction Construction Services Post Construction Services us TOTAL EXPENSES SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee r Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand Other In-Hand(CED) Other In-Hand i w Grants Proposed Other Proposed 9 Undetermined TOTALSOURCES > Capital Investment Program-Transportation Page 328 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Oakesdale Ave SW-Monster Road to SR 900 Functional Classification: Fund: 317 Proj.Length: N/A Proj: TIP No. 13 CONTACT: Bob Mahn 425.430.7322 DESCRIPTION: STATUS: IM Widen existing roadway to four lanes plus two-way-left-turn-lane where needed,and bike lanes.Realign Beacon A preliminary design study was completed in 1999.A first stage of improvements will Coal Mine Road approach to intersection with the new Oakesdale Ave roadway.Includes new roadway.curbs, address roadway deficiencies and drainage problems between the Monster Rd bridge and sidewalk,drainage,street lighting,traffic signals,channelization,retaining walls and widening existing bridge. Beacon Coal Mine Road.Scope,cost and implementation schedule has yet to be determined.The project cost is estimated to be$25 million and is shown to be programmed for future years. s JUSTIFICATION: CHANGES: Will serve growing north-south traffic demand. Funded: I Junfuncled: 5,350,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 50.000 50.000 50,000 Preliminary Engineering 3,000,000 3,000.000 3.000.000 R-O-W(includes Admin) 2.300,000 2,300,000 2,300.000 Construction Construction Services Post Construction Services TOTAL EXPENSES 5,350.000 5,350,000 50,000 5,300.000 SOURCE OF FUNDS: .Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(1) Mitigation In-Hand Vehicle License Fee Other In-Hand(1) Other In-Hand(1) Grants Proposed Other Proposed Undetermined 5,350,0001 5,350.000 50,000 5.300.000 TOTAL SOURCES 5,350,0001 1 1 5,350,000 1 50,000 5,300,000 s ar wr yr Capital Investment Program-Transportation Page 329 of 548 t CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP South 7th Street-Rainier Ave S to Talbot Road South Functional Classification: Fund: 317 Proj.Length: N/A Proj: TIP No. 14 CONTACT: Bob Mahn 425.430.7322 DESCRIPTION: STATUS: Preliminary engineering study to evaluate widening the existing roadway to 3 or 5 lanes and the feasibility of a Funding is for project development.Schedule and funding for project construction will be separated bike/pedestrian trail.Included will be new curb,gutter,sidewalk,streetlighting,traffic signals and determined after completion of WSDOT 1-405/Talbot Road interchange ramps. signal modification,channelization,storm drainage improvements and landscaping,including street trees.The study will identify right-of-way requirements,project costs and finalize the scope of improvements. JUSTIFICATION: CHANGES: This segment of the heavily travelled S/SW 7th St corridor connects Talbot Rd S(SR 515)with Rainier Ave S New project. (SR 167).This segment also borders the South Renton Neighborhood.Increasing traffic demands resulfing from he WSDOT 1-405/Talbot Rd interchange ramps will create the need for increased capacity of S 7th St.This segment of S 7th St is part of a designated east-west ped/bike route through the City's commercial core and an important link between regional trails.The South Renton Neighborhood Study has identified S 7th Sl as needing streetscape improvements. [Funded: JUnfunded 1150.000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 150.000 150,000 150,000 41 Preliminary Engineering R-O-W(includes Admin) r. Construction Construction Services Post Construction Services aw TOTAL EXPENSES 150,000 150,000 150,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee s Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(1) Mitigation In-Hand bw Vehicle License Fee Other In-Hand(1) Other In-Hand(1) ii Grants Proposed Other Proposed Undetermined 150.000 150,000 150.000 TOTAL SOURCES 150.0001 150,000 150,000 tyro- Capital Investment Program-Transportation Page 330 of 548 CITY OF RENTON PUBLIC WORKS w. TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Lake Washington Trail(South Lake Connector)-AKA Sam Chastain Trail Functional Classification: NIA Fund: 317 rc Proj.Length: N/A Proj: 112707 TIP No. 15 CONTACT: James Wilhoit 425.430.7319 DESCRIPTION: STATUS: The Sam Chastain Trail will will connect Gene Coulon Memorial Beach Park to the Cedar River Trail.The multi- The City was awarded a$500,000 Federal Enhancement grant(design)and a$900,000 purpose trail will improve non-motorized access to Renton's Urban Center Downtown and Urban Center North. Enhancement grant(construction). Additional$100,000 grant funding became available through the STP contingency list. JUSTIFICATION: CHANGES: do This trail will complete a missing link and provide connections to 52+miles of trail for pedestrians,bicyclists and This project has been phased.Stage 1 is complete and constructed approximately 4,000 multi-use.The connection between Lake Washington Trail and the Cedar River Trail will be along Logan Ave N. feet of southbound bike lane along Logan Ave N,from Lake Washington Blvd to N 6th St. Stage 2 will construct a shared use trail from N 6th St to the Cedar River Trail along the west side of Logan Ave N.The shared path will be 12 feet wide and a 5 feet landscape section will be constructed between the traffic and shared path. Funded: 11,635,045 JUnfunded Project Totals Programmed Pre-2010 Six-Year Program Programmed Spent Pre-200E 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering 243,904 88,064 150,000 5,840 5,840 R-O-W(includes Admin) Construction 1,231.333 321,333 500.000 410,000 410.000 Construction Services 159.807 59,807 50,000 50.000 50.000 Post Construction Services TOTAL EXPENSES 1,635,045 469.205 700,000 465,840 465,840 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 54,250 35,000 19,250 19,250 Proposed Fund Balance 80,795 80.795 Grants In-Hand(STP-1) 1,000.000 298,813 315.000 386,187 386.187 Grants In-Hand(STP-E) 500.000 89,597 350.000 60,403 60.403 Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 1,635,0451 469,205 700,000 465,840 1 465,840 s r Capital Investment Program-Transportation Page 331 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Highlands to Landing Pedestrian Connection Project Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: TIP No. 16 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION: STATUS: This project will provide a continuous barrier-free pedestrian connection between The Highlands and the New project.The City was awarded a Federal grant in the amount of$240,000 for design Landing/Coulon Park.The project was conceived by the Highlands Task Force Committee that included of the pedestrian connection.Funding allocated toward Highlands Improvements will be residents,businesses and elected officials from the Renton Highlands. Preliminary planning and conceptual used for the required match. drawings have been completed. JUSTIFICATION: CHANGES: Since the construction of 1-405 there has been a physical barrier preventing the pedestrian connection along Park Avenue North between the Highlands and Gene Coulon Park.This project will complete the pedestrian connection between the Highlands Urban Center and the Downtown North Urban Center. Funded: 1240,000 JUnfuncled Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering 240.000 240,000 240900 R-O-W(includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 240,000 240,000 240,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand(CMAQ) 240.000 240.000 240.000 Grants In-Hand(2) Mitigation In-Hand �` Other In-Hand(CED) Other In-Hand(2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 240,000 1 240,000 1 240,000 Capital Investment Program-Transportation Page 332 of 548 ' CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Lake to Sound(L2S)Trail Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: TIP No. 17 CONTACT: Jim Seitz 425.430.7245 lD ESCRIPTION: STATUS: he Lake to Sound(L2S)Trail is a joint partnership between the cities of SeaTac,Renton,Tukwila,Burien and New project.This project was awarded a Federal grant in the amount of$800.125 for es Moines,in coordination with King County. The 17-mile L2S Trail will provide and east-west connection design and environmental documentation of Segments: A-Neches Avenue(Renton)to DESCRIPTION: the shoreline of Lake Washington(Renton)to the shoreline of Puget Sound(Des Moines). Fort dent Park(Tukwila)and B-Des Moines Memorial Drive(Sea-Tac and Burien). Segment A(Renton)portion of the grant amount is estimated to be$300,000. go JUSTIFICATION: CHANGES: am Segment A will connect Fort Dent(Tukwila)to the larger system of regional trails in South King County,including Planning for the entire system is complete and many segments have already been he Green River Trail,the Interurban Trail and the Cedar River Trail.Segment A goes from Naches Avenue in constructed. Renton,to Fort Dent in Tukwila. Funded: 1150,000 1 Unfunded Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: aPlanning Preliminary Engineering 150.000 150.000 150.000 R-O-W(includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 150,000 150,000 150,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand(1) 130,000 130.000 130.000 Grants In-Hand(2) Mitigation In-Hand Other In-Hand(Parks levy match) 20,000 20,000 20,000 110therIn-Hand(Tukwila match) Grants Proposed Other Proposed !Undetermined TOTAL SOURCES 150,0001 150,000 150,000 ,r ars Capital Investment Program-Transportation Page 333 of 548 ,r CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Walkway Program Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: t00009 TIP No. 18 CONTACT: Ryan Plut 425.430.7372 DESCRIPTION: STATUS: This program provides for the design and construction of high priority non-motorized transportation facilities for The Comprehensive Citywide Walkway Study is being used to select projects that move pedestrians and missing links. Projects are identified and prioritized using criteria from the Comprehensive into the design and construction phases. Construction of sidewalks along Jones Ave NE Citywide Walkway Study,Council direction,and through coordination with the City's Neighborhood Program. are completed.Sidewalks on NE 24th Sl(adjacent to Jones Ave NE)and curb ramps and missing links in identified locations within downtown Renton are scheduled for 2010. JUSTIFICATION: CHANGES: Providing safe and convenient non-motorized facilities is an integral part of a complete transportation network. The Comprehensive Citywide Walkway Study was completed in 2009. "Recognized Specific improvements will respond to the needs of school children,the aged and persons with disabilities,and School Walk Routes"will be added to the criteria for project prioritization. Projects for will support increased use of transit. 2011 will be selected in the fall of 2009 based on the recommendations contained in the Walkway Study(posted on the City's web site).The Missing Links Program has been combined into this program. Funded: 12,464,949 JUnfunded Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 53,254 18,254 5,000 30,000 5,000 5,000 5,000 5,000 5,000 5,000 Preliminary Engineering 322,190 147,190 25.000 150,000 25.000 25,000 25,000 25,000 25,000 25,000 R-O-W(includes Admin) 54 54 Construction 1,910,129 140,129 470.000 1,300,000 150,000 230,000 230,000 230,000 230,000 230,000 f ? Construction Services 179.322 9,322 50,000 120,000 20,000 20,000 20,000 20,000 20.000 20,000 { Post Construction Services W TOTAL EXPENSES 2,464,949 314,949 550,000 1,600,000 200,000 280,000 280,000 280,000 280,000 280,000 SOURCE OF FUNDS: r Vehicle Fuel Tax Lir Business License Fee 391,000 391,000 71,000 30,000 50,000 80,000 80,000 80,000 ! Proposed Fund Balance 414,949 314,949 100,000 Grants In-Hand(1) F, Grants In-Hand(2) Mitigation In-Hand 1,659,000 450,000 1,209,000 129,000 250,000 230,000 200,000 200,000 200,000 Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 2,464,949 314,94911 550,0001 1,600,000 1 200,000 280,000 280,0001 280,000 280,000 280,000 9W r Capital Investment Program-Transportation Page 334 of 548 Ri CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Sidewalk Rehabilitation and Replacement Program Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: 12801 TIP No. 19 CONTACT: Bill Wressel 425.430.7400 DESCRIPTION: STATUS: TiTsprogram provides for the removal and replacement of existing curb and gutter,sidewalks.and curb ramp. This program started in 2009. ere such facilities have deteriorated or have been damaged. i JUSTIFICATION: CHANGES: IThe Walkway Program installs curb and gutter,sidewalks,and curb ramps where they don't exist. There are This program is largely unfunded. many older neighboorhoods with damaged or deteriorated curb and gutter,sidewalks,and curb ramps. There are some places where curb ramps do not exist or are not to current ADA Standards. This program will address these deficiencies and provide safe and convenient non-motorized facilities for pedestrians. Funded:1 390,0001 Unfunded: 1,250.000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 1 2013 2014 2015 EXPENSES: ?Planning !Preliminary Engineering R-O-W(includes Admin) Construction 1.640,0001 250,000 1,390.000 140,000 250,000 250.000 250,000 250,000 250.000 1Construction Services IPost Construction Services TOTAL EXPENSES 1,640,000 250,000 1,390,000 140,000 250,000 250,000 250,000 250,000 250,000 SOURCE OF FUNDS: Vehicle Fuel Tax usiness License Fee 380.000 250.000 130,000 130.000 Proposed Fund Balance 10.000 10,000 10.000 Grants In-Hand(1) Grants In-Hand(2) AlMitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed -Other Proposed Undetermined 1,250,000 1,250.000 250,000 250,000 250,000 250,000 250.000 11TOTAL SOURCES 1 1,640,0001 1 250,0001 1,390,000 140,000 250,000 250,000 250,0001 250,000 250,000 we r ,re yr Capital Investment Program-Transportation Page 335 of 548 rr CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Monterey Ave NE-NE 20th Street-Wall Replacement Functional Classification: Residential Fund: 317 Proj.Length: 0.03 miles Proj: t12704 TIP No. 20 CONTACT: Ryan Plut 425.430.7372 DESCRIPTION: STATUS: Replacement of a 150 If existing gravity wall located behind sidewalk and within existing right-of-way in Monterrey Construction scheduled for 2011. Ave NE(east side)and NE 20th Street(south side).The wall height varies from 2-4 feet and does not meet the current standards for rockeries. JUSTIFICATION: CHANGES: Replacement of the wall is needed as rocks from the existing wall fall into adjacent sidewalk preventing safe movement for pedestrians. Funded:1 30,0001 Unfunded: Project Totals Programmed Pre-2010 Six Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering ; R-O-W(includes Admin) Construction 30,000 30,000 30,000 Construction Services 1 Post Construction Services it TOTAL EXPENSES 30,000 30,000 30,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee 30,000 30,000 30.000 Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand Ar Other In-Hand(1) Other In-Hand(2) tr Grants Proposed Other Proposed Undetermined OTAL SOURCES 30,000 30,000 30,000 Capital Investment Program-Transportation Page 336 of 548 CITY OF RENTON PUBLIC WORKS .. TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Bridge Inspection&Repair Program Functional Classification: NIA Fund: 317 Proj.Length: N/A Proj: 106 TIP No. 21 CONTACT: Derek Akessoi 425.430.7243 DESCRIPTION: STATUS: 1111111 Inspect all roadway bridges owned by the City every two years to determine bridge sufficiency and load ratings, Biennial bridge inspections occur in 2009,2011 and 2013.Scour and load rating for each seismic retrofit needs,undertake minor repairs,and preventative maintenance as needed. of the bridges were evaluated in 2007 and 2008.The Monster Road Bridge repairs require an annual inspection frequency for the next three inspection cycles. go JUSTIFICATION: CHANGES: Inspection program must be done for safety and funding purposes and as part of W SBIS Program to determine Working on an interlocal agreement with King County for bridge inspection and repair. structural deficiencies,physical deterioration,or functional obsolescence and to qualify for Federal bridge Additional maintenance and inspection of the bridges in 2011 requires additional funds, replacement grant funding. Repair funding is provided to accomplish improvements,identified through the inspection program,that will increase the safety and extend the longevity of the structures. Proposed expenses for 2010 moved to 2011-12 due to funding restrictions. Funded: 1561,656 1 Unfunded: 1305.000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering 137,318 47,318 30,000 60,000 10,000 10,000 10,000 10,000 10,000 10.000 R-O-W(includes Admin) Construction 354,052 4,052 50,000 300,000 50,000 150,000 100,000 Construction Services 50,191 191 20,000 30,000 5,000 15,000 10.000 Post Construction Services/Other 325,095 95 80,000 245,000 35,000 45,000 40,000 45.000 40,000 40,000 TOTAL EXPENSES 866,656 51,656 180,000 635,000 100,000 220,000 160,000 55,000 50,000 50,000 (SOURCE OF FUNDS: 'Vehicle Fuel Tax Business License Fee 430,000 10,000 90,000 330.000 100,000 40.000 40.000 50,000 50,000 50.000 Proposed Fund Balance 131,656 41.656 90,000 Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand 'Other In-Hand Other In-Hand Grants Proposed t Other Proposed di Undetermined 305,000 305.000 180.000 120,000 5.000 TOTAL SOURCES 866,656 51,656 180,000 635,000 100,000 220,000 160,000 55,000 50,000 50,000 .ter 'Wo .r 7t Capital Investment Program-Transportation Page 337 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Intersection Safety&Mobility Program Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: 12601 TIP No. 22 CONTACT: Bob Cavanauc 425.430.7222 DESCRIPTION: STATUS: This program will design and construct traffic signals identified by the transportation system traffic signal priority The priorities and schedules for new traffic signals will be set by the transportation system needs list,including intersection improvements. Intersections without signalized traffic control will be evaluated. traffic signal warrant priority list. The list is determined by citizen concerns,intersection safety,mobility needs,and intersections that meet MUTCD traffic signal warrants. JUSTIFICATION: CHANGES: Historically,on the average,one traffic signal is designed and constructed every two years to meet safety and Traffic signals high on the warrant priority list include: SW 41 st St&Oakesdale Ave SW, mobility needs. This program budgets for projects needed to meet increasing demand,and the need for S Carr Road&Mill Ave S,SW 34th St&Lind Ave SW,and S 55th St&Talbot Rd. signalized traffic control. Elements used to prioritize project intersections may include vehicular approach volumes,accident analysis,signal-warrant analysis,and pedestrian volume. Proposed expenses for 2010 reduced by$50,000 due to funding restrictions Funded: 12,013,032 Unfunded: 162,100 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed q24,609 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering 250,596 26,000 156,000 26,000 26,000 26,000 26,000 26,000 26,000 R-O-W(includes Admin) Construction 1,645,609 455,000 1,166,000 156,000 202,0001 202,000 202,000 202,000 202,000 Construction Services 178,927 11.9271 39,000 128,000 18,000 22,000 22.000 22,000 22,000 22,000 Post Construction Services TOTAL EXPENSES 2,075,132 105,132 520,000 1,450,000 200,000 250,000 250,000 250,000 250,000 250,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 1,737,900 100,000 250,000 1,387,900 200,000 220,000 230,000 242,400 245,500 250,000 Proposed Fund Balance 75,132 5,132 70,000 Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand 200,000 200,000 Other In-Hand Other In-Hand Grants Proposed Other Proposed Undetermined 62,100 62,100 30,000 20.0001 7,600 4,500 TOTAL SOURCES 2,075,132 105,1321 520,0001 1,450,000 1 200,000 250,000 250,0001 250,000 250,000 250,000 Capital Investment Program-Transportation Page 338 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Traffic Safety Program Functional Classification: N/A Fund: 317 r Proj.Length: N/A Proj: 112115 TIP No. 23 CONTACT: Dave Whitmar 425.430.7423 DESCRIPTION: STATUS: .en This ongoing yearly program provides for special small-scale traffic safety improvements that are identified and Uninterruptable power supply(UPS)at various intersections has been completed. require materials,labor or equipment beyond the normal scope of City operations and maintenance crews.This Program goal is to install UPS at four critical intersections per year(all years),pending program includes providing materials for railroad crossing upgrades and converting school zone signs to sufficient funding. LED Replacement Program is part of the Intelligent Transportation electronic operation. System(ITS)Program. JUSTIFICATION: CHANGES: Historically,this level of traffic safety improvements are required on an annual basis. This program budgets for Railroad Crossing Safety Program and School Zone Sign Upgrades have been combined safety projects to address these needs. Projects are typically identified through citizen concerns,analysis of into this program, accident records or observation by City Traffic Operations and Maintenance personnel. Traffic Operations Section identify and prioritize locations. Funded: 1330.493 JUnfunded: 20,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering 41.912 912 6,000 35.000 2.500 4.500 4,500 14,500 4,500 4.500 R-O-W(includes Admin) Construction 291,081 44,581 68,000 178,500 16.000 32.500 32,500 32,500 32.5001 32,500 Construction Services 17,500 1,000 16,500 1,500 3.000 3,000 3,000 3,000 3.000 Post Construction Services TOTAL EXPENSES 350,493 45,493 75,000 230,000 20,000 40,000 40,000 50,000 40,000 40,000 SOURCE OF FUNDS: ehicle Fuel Tax Business License Fee 270,000 30.000 30,000 210.000 20,000 20.000 40,000 50.000 40.000 40.000 Proposed Fund Balance 60.493 15,493 45.000 Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined 20,0001 20,000 20,000 TOTAL SOURCES 350,4931 45,493 75,000 230,000 20,000 40,000 40,000 50,000 40,000 40,000 ,rr rr Capital Investment Program-Transportation Page 339 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Preservation of Traffic Operation Devices Program Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: TIP No. 24 CONTACT: Dave Whitmar 425.430.7423 DESCRIPTION: STATUS: Replace failed or failing traffic signal vehicle detection loops and repair pavement as required to achieve proper Ongoing yearly program.The program provides for the purchase and repair of poles and installation and assure reliability. This program also provides for the replacement and/or relocation of signs that materials that will be assembled and installed by the City. are obsolete,faded,poorly located or no longer appropriate,and replacement of damaged luminaire and signal poles.These poles have been damaged in unknown incidents where reimbursement through normal channels is impossible. JUSTIFICATION: CHANGES: Most of Renton's signals require extensive vehicle detection systems to provide traffic count data needed for the Traffic Loop,Traffic Sign and Pole Replacement Programs have been combined into this intersection controllers and VMS signal coordination system to operate effectively. The detection loops in the program. pavement must be properly maintained;their failure results in highly inefficient operation. Pavement eterioriation due to heavy traffic volumes,trucks,and adverse weather have increased the need for replacement. Funded: 1420,000 jUnfunded Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent In 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering R-O-W(includes Admin) Construction 420,000 50,000 370,000 57,500 62,500 62,500 62,500 62,500 62,500 Construction Services Post Construction Services TOTAL EXPENSES 420,000 50,000 370,000 57,500 62,500 62,500 62,500 62,500 62,500 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 420,000 50.000 370,000 57,500 62,500 62,500 62,500 62.500 62,500 Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 420,0001 1 50,0001 370,000 1 57,500 62,500 62,5001 62,500 62,500 62,500 M M 2W Capital Investment Program-Transportation Page 340 of 548 1 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Intelligent Transportation Systems(ITS)Program Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: 12162 TIP No. 25 CONTACT: Chris Barnes 425.430.7220 DESCRIPTION: STATUS: Provides for improvements to the operational efficiency of the existing roadway system,including such items as Upgrading of all signal controllers(to be compatible with the new central system) development and implementation of signal coordination programs,signing and channelization improvements, continues into 2009. Program goal is to replace signal controllers at ten intersections per surveillance control and driver information system(SC&DI),transit signal priority,Intelligent Traffic Systems(ITS) year. Master Plan,signal improvements such as protective/permissive phasing,and matching funds for possible grants o upgrade the central traffic control system. JUSTIFICATION: CHANGES: Improving the capacity and efficiency of the existing roadway system is a very cost effective element of the transportation program. Funded: 1361,113 1 Unfunded Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering 37,896 10.896 3,000 24,000 3,000 3,000 3,000 5.000 5,000 5,000 R-O-W(includes Admin) Construction 207.000 43,000 164.000 18.000 43,0001 43,000 20,000 20,0001 20,000 Construction Services 31.000 4,000 27.000 4,000 4.000 4,000 5,000 5,0001 5.000 Post Construction Services/Other 85,217 85,217 TOTAL EXPENSES 361,113 96,113 50,000 215,000 25,000 50,000 50,000 30.000 30,000 30,000 SOURCE OF FUNDS: ehicle Fuel Tax Business License Fee 361,113 96,113 50.000 215,000 25,000 50,000 50,000 30.000 30,000 30,000 Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(2) do Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed(General Fund) Undetermined TOTAL SOURCES 361,1131 96,113 50.000 215,000 25,000 50,000 50,000 30,000 30,0001 30,000 w r rw Capital Investment Program-Transportation Page 341 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Transit Program Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: 12706 TIP No. 26 CONTACT: Nathan Jones 425.430.7217 DESCRIPTION: STATUS: Plan and fund short-range and long-range transit services and facilities,including park-and-ride lots,bus Staff continue to attend regional coordination meetings with transit agencies,monitor helters,and arterial system improvement high occupancy vehicle(HOV)lanes required to facilitate transit service and capital facility improvements within Renton,pursue and advocate for better- access.Joint projects with King County Metro and Sound Transit will also be pursued to improve local and timed arrivals and departures at major Renton transit facilities.Currently RUSH(aka regional transit service in Renton.Coordination with transit agencies,community,and businesses for Metro Route 110)provides peak-hour commute services connecting the train station, implementation. downtown and north Renton. JUSTIFICATION: CHANGES: ransit improvements are a vital component of the transportation system's ability to absorb future traffic demand Use a portion as local matching funds for Transit Now King County Metro program to nd meet level-of-service standards. The City and private developers have invested millions of dollars in capital provide enhanced service hours on local Renton routes 153 and 110. Starting in 2008, improvements in support of transit-oriented development and services. Transit will be one key in meeting the Renton pays$73,000 yearly for Route 153.In 2010 program will provide$200,000/year for goals of the downtown area as well as development in other parts of the City. Coordination with Metro and Route 110(Transit Now partnerships).These are 5-year service agreements.The status Sound Transit projects and programs will help leverage these funds and increase benefits to Renton. in 2014 and beyond assumes these services will continue after 5 years. Funded: 1811,583 Unfunded: 1150,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 1,561,583 21,583 85.000 1,455,000 80.000 275,000 275,000 275,000 275,000 275,000 Preliminary Engineering R-O-W(includes Admin) Construction Construction Services 1 3 Post Construction Services TOTAL EXPENSES 1,561,58321,583 85,000 1,455,000 80,000 275,000 275,000 275,000 275,000 275,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 806,583 21,5831 80,000 705,000 80,000 125,000 125,000 125,000 125,000 125,000 Proposed Fund Balance 5,000 5,000 Grants In-Hand(1) t Grants In-Hand(1) Mitigation In-Hand Other In-Hand(General Fund) Other In-Hand(2) i Grants Proposed (FTA) Other Proposed Undetermined 150,000 150,000 150,000 TOTAL SOURCES 961,583 21,58385,000 855,000 80,0001 125,0001 125,0001 125,0001 125,000 275,000 y r Capital Investment Program-Transportation Page 342 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Transportation Demand Management(TDM)Program Functional Classification: N/A Fund: 317 Proj.Length: NIA Proj: 12135 TIP No. 27 CONTACT: Nate Jones 425.430.7217 DESCRIPTION: STATUS: Renton's TDM program implements the State's Commute Trip Reduction(CTR)Act by encouraging a reduction It is expected that technical assistance to employers for the Citywide program will continue in the use of single occupancy vehicles(SOV). Incentives are offered to employees(at businesses with 100 or at current levels in future years(provided State funds in support of this program continue). more employees)arriving to work between 6 and 9 a.m. The City has two CTR programs:1.The Citywide and Renton receives a Slate allotment every two years to help fund the Citywide CTR 2.the City Hall CTR program(see note below). The TIP funds the Citywide CTR Program and offers technical program. The actual amount is determined by the number of CTR-affected worksites. assistance to Renton businesses affected by the Act. JUSTIFICATION: CHANGES: mg The City is required by 1991 State Legislation to develop and implement a CTR program. This law applies to areas of the State with continuing air quality problems. TDM is an important element in achieving desired transportation,environmental,and land use goals. Note: Renton City Hall is an affected CTR site and must implement its own CTR program for City employees;it is funded outside the TIP program. Funded: 1507,656 jUnfunded Project Totals Programmed Pre-2010 Six-Year Program O ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 507,155 52.155 65,000 390,000 65,000 65,000 65.000 65,000 65,000 65,000 Preliminary Engineering R-O-W(includes Admin) Construction 501 501 Construction Services Post Construction Services TOTAL EXPENSES 507,656 52,656 65,000 390,000 65,000 65,000 65,000 65,000 65,000 65,000 SOURCE OF FUNDS: jVehicle Fuel Tax ]Business License Fee 169,000 15.000 22,000 132,000 22,000 22,000 220001 22.000 22,000 22,000 Proposed Fund Balance 2,430 2.430 Grants In-Hand(1) Grants In-Hand(2) Ither itigation In-Hand In-Hand(CTR allot.) 336.226 35.226 43,000 258.000 43,000 43,000 43.000 43,000 43.000 43.000 Other In-Hand(2) s Grants Proposed Other Proposed Undetermined TOTAL SOURCES 507,656 52,656 65,000 390,000 1 65.0001 65,0001 65,000 65,000 65,000 65,000 s r Capital Investment Program-Transportation Page 343 of 548 r CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Bicycle Route Development Program Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: 12173 TIP No. 28 CONTACT: Dan Hasty 425.430.7246 DESCRIPTION: STATUS: The City was awarded a Federal Enhancement Grant: $100,000 to develop and produce a map that identifies a bicycle network with connections leading into and out of the City of Renton. Public outreach in various forms are part of the effort to educate the public on Partner with other City departments to further develop the City's non-motorized facilities. Sign bicycle routes using bicycle routes in the safest manner. The map identifies preferred routes,shared long preferred corridors. Construct missing links in the bicycle route system. Construct site-specific use paths,bicycle lanes,steep grades,etc. improvements. Upgrade routes as needed to safely accommodate bicycle traffic. Publicize Renton bicycle network. Provides funding to match grant requests for bicycle planning and construction improvements. JUSTIFICATION: CHANGES: he City does not currently have a well-developed bicycle route system.This program will complete an The Trails and Bicycle Master Plan was adopted in May and the Bicycle Guide Map will be integrated system of bicycle routes and trails and upgrade streets to better accommodate bicycles. Many distributed this summer. locations along existing and potential routes have site-specific safety problems,which would be addressed in this program. Additionally,there is a strong demand for better-developed non-motorized facilities in Renton. Funded: 1476,037 jUnfunded: 210,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 235.285 217,285 18,000 Preliminary Engineering 74,752 752 74,000 20,000 10.000 11,000 11,000 11,000 11,000 R-O-W(includes Admin) Construction 346,000 346,000 90,000 64,000 64,000 64,0001 64,000 Construction Services 30,000 30,000 10,000 5,000 5,000 5,000 5,000 Post Construction Services TOTAL EXPENSES 686,037 218,037 18,000 450,000 20,000 110,000 80,000 80,000 80,000 80,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 291,954 33,954 18,000 240,000 20,000 30,000 40,000 50,000 50,000 50,000 Proposed Fund Balance 96,602 96,602 Grants In-Hand(1) 87,481 87,481 Grants In-Hand(2) Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined 210,000 210,000 1 1 80,000 40,0001 30,0001 30,000 30,000 TOTAL SOURCES 686,0371 218,0371 18,000 450,000 20,0001 110,0001 80,0001 80,0001 80,000 80,000 1� Capital Investment Program-Transportation Page 344 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Barrier Free Transition Plan Implementation Functional Classification: N/A Fund: 317 r Proj.Length: N/A Proj: 12705 TIP No. 29 CONTACT: Dan Hasty 425.430.7246 DESCRIPTION: STATUS: This program will fund implementation of projects that support the City's effort to transition pedestrian facilities An annual project will be put together based upon the standing of individual sites as that lie within the right-of-way into conformity with provisions contained in the Americans with Disabilities Act identified in the Transition Plan section of the City of Renton Comprehensive Citywide (ADA)Guidelines.This program will also provide funding for designing and building features on an"as needed" Sidewalk Study.This"project"will have a target budget of-$30,000.The remaining basis in response to individual requests to improve access for individuals with specialized needs. -$20,000 will be set aside to respond to requests to address barriers to movement for individuals with special needs. 411111111111 JUSTIFICATION: CHANGES: programatic approach is now recognized as being required to ensure compliance with federal law. This program started in 2008 Funded] 333,9701 Unfunded Project Totals Programmed Pre-2010 Six Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 95.988 4,988 13.000 78,000 13,000 13,000 13,000 13,000 13,000 13,000 Preliminary Engineering R-O-W(includes Admin) Construction 223.958 958 25,000 198.000 23.000 35,000 35,0001 35,000 35.000 35,000 Construction Services 23 2,000 12.000 2,000 2.000 2,000 2,000 2,000 2.000 Post Construction Services TOTAL EXPENSES 333,970 5,970 40,000 288,000 38,000 50,000 50,000 50.000 50,000 50,000 SOURCES OF FUNDS: Vehicle Fuel Tax ,,,.,,Business License Fee 333.970 5,970 40,000 288,000 38.000 50,000 50,000 50,000 50.000 50,000 Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(1) Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed .Undetermined TOTAL SOURCES 333,970 5,970 40,000 288,000 1 38,000 50.0001 50,000 50,0001 50,000 50.000 r>• Capital Investment Program-Transportation Page 345 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX YEAR TIP South Renton Burnett Park Neighborhood Street Improvements Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: 12194 TIP No. 30 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION: STATUS: Provide improvements and asphalt overlay in the South Renton Burnett Park neighborhood. Asphalt overlay Transportation will work with Ecohomic Development to review current plans and conduct Shattuck Av S from SW 7th St to Houser Wy S,South 6th St from Burnett Av S to Shattuck Av S,SW 7th St outreach meetings in 2010.Outcome from revised plans to be implemented in 2011 with from Shattuck Av S to Rainier Av S,South 5th Sl from Burnett Av S to Smithers Av S. South Renton Mitigation Reserve funds.Use of Metro mitigation funds requires Council approval. JUSTIFICATION: CHANGES: Funded: 1731,250 jUnfunded Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 973 973 Preliminary Engineering 376,112 51,112 325,000 50,000 275,000 R-O-W(includes Admin) Construction 294,138 294,138 Construction Services 60,027 60.027 Post Construction Services TOTAL EXPENSES 731,250 406,250 325,000 50.000 275,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Prop.Fund Bal. 181,250 181,250 Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand 125,000 125,000 Other In-Hand-Metro Mitig. 425,000 100.000 325,000 50.000 275,000 Other In-Hand(2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 731,250 406,250 325,000 50,000 275,000 aa- Capital Investment Program-Transportation Page 346 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Project Development&Pre-Design Program Functional Classification: N/A Fund: 317 «r Proj.Length: N/A Proj: 12150 TIP No. 31 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION: STATUS: Perform critical activities needed for the development of future CIP projects and for grant applications,including Ongoing yearly program.This program includes small studies funding and funds required coping,cost estimates,pre-design,interlocal agreements and deficiency analysis. Also provides for the to match new grants. monitoring of active grant projects for compliance with State and Federal laws,regulations and specifications. JUSTIFICATION: CHANGES: Analysis of existing and projected transportation operation problems,infrastructure maintenance needs,local and regional mobility goals and revenues/costs is vital to the development of transportation projects that will best serve the needs of Renton and compete well for grants. Also to maintain eligibility for grant funding,the City must assure that project specifications and management comply with current Stale and Federal standards. Funded: 1873,330 JUnfunded: 120,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 688,330 18,330 90,000 580.000 80.000 100.000 100,000 100,000 100.000 100,000 Preliminary Engineering 305,000 10,000 295.000 45,000 50.000 50.000 50,000 50,000 50,000 R-O-W(includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 993,330 18,330 100,000 875,000 125,000 150,000 150,000 150,000 150,0001 150,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 798.330 18,330 25.000 755.000 125,000 110.000 130,0001 130,000 130,000 130.000 Proposed Fund Balance 75,000 75,000 Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand Other In-Hand(WSDOT Agreem) Other In-Hand(2) Grants Proposed Other Proposed Undetermined 120,000 120.000 40.000 20,000 20.000 20,000 20.000 TOTAL SOURCES 993,330 18,3301 100,000 875,000 125,0001 150,000 150.000 150,000 150,000 150,000 .r r Capital Investment Program-Transportation Page 347 of 548 1 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Arterial Circulation Program Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: 29 TIP No. 32 CONTACT: Keith Woolley 425.430.7318 DESCRIPTION: STATUS: This program provides for the long-range and short-range planning and traffic analysis required to evaluate and This project will fund the ongoing planning work which will lead to refinement and/or update the Transportation Element in relation to the Comprehensive Land Use Plan,to assess the impacts of adjustment of the of improvement projects on the arterial network identified in the new development proposals and to recommend local and regional transportation system improvements for all Transportation Plan. odes of travel. Funding for hardware,software and employee hours required to operate the computer model is also included under this program. JUSTIFICATION: CHANGES: Combined State and Federal Clean Air legislation,the Growth Management Act,passage of the RTA plan and Transportation circulation in the South Lake Washington neighborhood continues to adapt he increasing importance of making sure that local and regional transportation plans are coordinated to the to new variables,including the 1-405 Renton to Bellevue project.Upgrades to traffic benefit of Renton,make ongoing,multi-modal planning a high priority need. analysis software are included. Funded: 1,441,200 Unfunded: 250,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent In 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 1,691,200 81,200 200,000 1,410,000 160,000 250,000 250,000 250,000 250,000 250,000 Preliminary Engineering R-O-W(includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 1,691,200 81,200 200,000 1,410,000 160,000 250,000 250,000 250,000 250,000 250,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 1,291,200 81,2001 50,000 1,160,000 160,000 200,000 200.000 200,000 200,000 200,000 Proposed Fund Balance 150,000 150,000 Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined 250,000 250,000 1 50,000 50,000 50,000 50,000 50,000 TOTAL SOURCES 1,691,2001 81,2001 200,000 1,410,000 160,0001 250,0001 250,000 250,0001 250,0001 250,000 j Capital Investment Program-Transportation Page 348 of 548 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Transportation Concurrency/LOS Program Functional Classification: N/A Fund: 317 r Proj.Length: N/A Proj: 12107 TIP No. 33 CONTACT: Keith Woolley 425.430.7318 DESCRIPTION: STATUS: The City has created a citywide Transportation Benefit Zone as part of the GMA Comprehensive Ongoing yearly program. Plan's Transportation Concurrency requirements to provide a source of funds for transportation improvements necessary to support new development. This project supports the necessary planning effort to determine appropriate fees to charge as part of the mitigation process,to adjust d0 the fee due to transportation plan changes and other factors affecting the fees as a funding source and to monitor the funds collected. JUSTIFICATION: CHANGES: Management of the transportation concurrency and mitigation programs is an integral part of planning s transportation improvements,ensuring that new development pays a fair share of the cost,and in maintaining a level of service required under GMA to allow new development to be approved and take place. Funded: 1180,000 1 Unfunded Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 180.000 50,000 130,000 10,000 10,000 40,000 10.000 30,000 30,000 Preliminary Engineering R-O-W(includes Admint Construction Construction Services Post Construction Services TOTAL EXPENSES 180,000 50,000 130,000 10,000 10,000 40,000 10,000 30,000 30,000 SOURCE OF FUNDS: Vehicle Fuel Tax am Business License Fee 140,000 10,000 130,000 10,0001 10.000 40,000 10.0001 30.000 30,000 Proposed Fund Balance 40,000 40.000 Grants In-Hand(1) Grants In-Hand(2) 00 Mitigation In-Hand .Other In-Hand(1) OtherIn-Hand(2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 180,000 50,000 130,000 1 10,000 10,0001 40,0001 10,0001 30,000 30,000 .n r. i Capital Investment Program-Transportation Page 349 of 548 r CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Environmental Monitoring Program Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: 12187 TIP No. 34 CONTACT: Ryan Plut 425.430.7372 DESCRIPTION: STATUS: Monitoring of wetland mitigation installed as a project environmental requirement and to perform biological The 5-Year report for the Oakesdale-Phase 2 site has been sent to the regulatory assessments as required by the Endangered Species Act. agencies for review. Current site maintenance and monitoring contracts have been terminated.A consultant has been contracted to evaluate wetlands. JUSTIFICATION: CHANGES: Monitoring ensures that the wetland vegetation installed is properly established. Creates an account to pay for Attempts to get early acceptance for the Phase 1 site have been successful. The Corps unscheduled project environmental assessments. of Engineers has allowed the City to reduce the monitoring requirements to match the site's success. Funded: 1258,984 JUnfunded: 130,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning Preliminary Engineering 172.884 32.884 50,000 90,000 15,000 15,000 15.000 15,000 15,000 15,000 R-O-W(includes Admin) Construction 54,100 6,100 18.000 30,000 5.000 5,000 5,000 5,000 5.000 5,000 Construction Services 62,000 2.000 60,000 10.000 10,000 10,000 10,000 10.000 10,000 Post Construction Services TOTAL EXPENSES 288,984 38,9841 70,000 180,000 30,000 30,000 30,000 30,000 30,000 30,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 238,984 38,984 50,000 150,000 30,000 30,000 20,000 20,000 20,000 30,000 Proposed Fund Balance 20,000 20.000 Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed 1 Undetermined 30,0001 1 30,000 1 1 10,0001 10,000 10,000 TOTAL SOURCES 1 288,9841 38,9841 70,0001 180,000 1 30,0001 30,0001 30,0001 30,000 30,0001 30,000 atr Capital Investment Program-Transportation Page 350 of 548 JIM CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP SDOT Coordination Program Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: 12146 TIP No. 35 CONTACT: Keith Woolley 425.430.7318 DESCRIPTION: STATUS: Provide pre-design,design and construction coordination for WSDOT projects within or adjacent to Renton to Ongoing yearly program. Staff coordination on grant-funded projects. Staff coordination ssure that those projects provide the maximum benefits and minimum problems for Renton's transportation on the 1-405 Corridor Improvements is included in"1-405 Improvements in Renton." yMem. WSDOT agreements(Stage l:$43,300)and(Stage 11:$52,000)will contribute towards a portion of City's staff time. JUSTIFICATION: CHANGES: SOOT projects can have signficant impacts within the City. The"1405 Improvements in Renton"program has been combined with this.The 1-405/1-5 to SR-169 Widening Project is now broken into two stages.Coordination with the 11105 project will continue in depth for some time. Funded: 1391,175 Unfunded: 120,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 398,933 38,933 60,000 300,000 60,000 60,000 60,000 40,000 40,000 40,000 Preliminary Engineering R-O-W(includes Admin) Construction 12,243 12,243 Construction Services Post Construction Services TOTAL EXPENSES 411,175 51,175 60,000 300,000 60,000 60,000 60,000 40,000 40,000 40,000 SOURCE OF FUNDS: Vehicle Fuel Tax 3usiness License Fee 293,885 28,885 25,000 240,000 20,000 40,000 60,000 40.000 40,000 40,000 Proposed Fund Balance 1,990 1,990 rants In-Hand(1) rants In-Hand(2) Mitigation In-Hand 1 ther In-Hand(WSDOT agreement) 95,300 22,290 33,010 40,000 40,000 1 ther In-Hand(2) rants Proposed p,Other Proposed Undetermined 20,000 20,000 20,000 TOTAL SOURCES 411,175 51,175 60,000 300,000 60,000 60,0001 60,0001 40,000 40,000 40,000 +Is i i 1W Capital Investment Program-Transportation Page 351 of 548 as CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX YEAR TIP Geographic Information System-Needs Assessment&Data Development Functional Classification: NIA Fund: 317 Proj.Length: NIA Proj: 12206 TIP No. 36 CONTACT: Nate Jones 425.430.7217 DESCRIPTION: STATUS: Collect transportation geographic data to meet the requirements of City's departmental needs. The Transportation Division is coordinating with Technical Services and Information Services to develop GIS data and participating in training opportunities and user's group meetings. JUSTIFICATION: CHANGES: Effective use of GIS related resources is dependent on careful planning and execution.The Transportation An intern was hired in 2009 by Technical Services,paid for by Transportation to assist in Systems Division is interested in expanding the development and use of GIS technology,data,and applications the update and editing of the King County GIS T-Net data sets.T-Net is a framework of o support the Division's business needs. transportation related GIS data. Funded: 1379,338 jUnfunded: Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 379,338 4,338 20,000 355,000 15,000 20,000 80,000 80,000 80,000 80,000 Preliminary Engineering R-O-W(includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 379,338 4,338 20,000 355,000 15,000 20,000 80,000 80,000 80,000 80,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 379.338 4,338 20,000 355,000 15.000 20,000 80,000 80,000 80.000 80,000 Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(2) Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 379,338 4,3381 20,000 355,000 15,000 20,000 80,000 80,000 80,000 80,000 Capital Investment Program-Transportation Page 352 of 548 CITY OF RENTON PUBLIC WORKS ., TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP 1%for the Arts Program Functional Classification: N/A Fund: 317 Proj.Length: N/A Proj: 12112 TIP No. 37 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION: STATUS: Am Beautify entrance locations to the City. Projects to include signing and landscaping.Funding is tied to the Program is now based on actual design and construction costs. $17,505 was transferred calculated share of eligible types of transportation projects and transportation funding subject to the City's 1%for in 2006 for 1%of 2005 expenditures.$60,000 was transferred in 2007 for 1%of 2006 he Arts Program. All gateway project proposals under this program are subject to approval of the Arts expenditures(amount due:$22,483).Remaining credit($37,517)used for 1%of 2007 Commission. (amount due:$26,726).Remaining credit($10,791)used for 1%of 2008. JUSTIFICATION: CHANGES: Displays a sense of civic pride. This program has moved to Department of Community and Economic Development. rt Funded: 1130,000 JUnfunded Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 130,000 40,000 90,000 15,000 15,000 15.000 15,000 15.000 15.000 Preliminary Engineering R-O-W(includes Admin) Construction Construction Services u� Post Construction Services TOTAL EXPENSES 130,000 40,000 90,000 15,000 15,000 15,000 15,000 15,000 15,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 130.000 40.000 90,000 15,000 15,000 15,0001 15.000 15,000 15,000 Proposed Fund Balance Grants In-Hand(1) rants In-Hand(2) Mitigation In -Hand 'Other In-Hand(1) Jther In-Hand(2) Grants Proposed )Other Proposed :Jndetermined TOTAL SOURCES 130,000 1 40,0001 90,000 15,000 15,000 15,000 15,000 15,0001 15,000 ra a aia w Capital Investment Program-Transportation Page 353 of 548 ar CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Lake Washington Blvd-Park Ave N to Gene Coulon Memorial Park Functional Classification:Collector Fund: 317 Proj.Length: N/A Proj: 12121 TIP No. 38 CONTACT: James Wilhoit 425.430.7318 DESCRIPTION: STATUS: This project includes road widening,traffic signals,railroad crossings,drainage,curb,gutter and sidewalks. Developer to design and construct,and get credit toward mitigation contribution. The developer is completing the project in 3 phases. Project received a Railroad Crossing Safety grant in 2001. Estimated contract costs and developer reimbursement is included. Railroad crossing construction complete except for signal start-up requirements. Waiting for developer to continue their construction. JUSTIFICATION: CHANGES: This project will serve the development and access needs to Coulon Park and to the Southport Development. Remainder of project shown as unfunded until developer has definite schedule to build office building. Funded: 1327,500 JUnfuncled 1220,738 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent Pre-2009 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 16,299 14,899 1,400 1,400 Preliminary Engineering R-O-W(includes Admin) Construction 502,992 294,5791 208,413 1 76,413 132,000 Construction Services 11,225 4,8001 6,425 2,100 4,325 Post Construction Services 17,722 13,2221 4,500 2,500 2,000 TOTAL EXPENSES 548,238 327,500 220,738 82,413 138,325 SOURCE OF FUNDS: Vehicle Fuel Tax 14,490 14,490 Business License Fee 2,362 2,362 Proposed Fund Balance 5,720 5,720 Grants In-Hand(1) 106,575 106,575 Grants In-Hand(2) Mitigation In-Hand 198,353 198,353 Other In-Hand(1) Other In-Hand(2) Grants Proposed 100,000 100,000 50,0001 50,000 Other Proposed Undetermined 120,738 120,738 32,4131 88,325 TOTAL SOURCES 548,2381 327,5001 220,738 1 82,4131 138,325 Capital Investment Program-Transportation Page 354 of 548 CITY OF RENTON PUBLIC WORKS .. TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Lind Avenue SW-SW 16th St to SW 43rd St Functional Classification: Minor Arterial Fund: 317 ai Proj.Length: 1.69 miles Proj: 24 TIP No. 39 CONTACT: Keith Woolley 425.430.7318 DESCRIPTION: STATUS: Widen existing roadway to five lanes where required. Includes new roadway,curbs,sidewalks.drainage, The needs,priorities and schedules for improvements on Lind Avenue will be determined signals,lighting,signing and channelization. through Arterial Circulation studies. .r JUSTIFICATION: CHANGES: Increasing traffic demands in the Valley due in part to development,will create the need for increasing the art capacity of this major north/south arterial. A potential project is a signal installation at the intersection at Lind Ave,SW and SW 34th St(currently unsignalized). Additionally,improvements may result from future WSDOT 1- 405 plans which include an interchange at Lind Ave SW(currently unfunded). Funded: 13,000 JUnfunded: 2,548,000 Project Totals Programmed Pre-2010 Six-Year Program s ITEM Programmed Spent Pre-200E 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 3.000 3,000 Preliminary Engineering 86,000 86,000 8.000 78,000 R-O-W(includes Admin) Construction 2,280,000 2,280.000 1,700,000 580,000 Construction Services 182,000 182.000 136,000 46 000 Post Construction Services TOTAL EXPENSES 2,551,000 3,000 2,548,000 8,000 1,914,000 626,000 SOURCE OF FUNDS: k Vehicle Fuel Tax yr Business License Fee 3.000 3.000 Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(2) .a Mitigation In-Hand Other In-Hand(1) Other In-Hand(2) Grants Proposed 830,000 830,000 630,000 200.000 Other Proposed Undetermined 1,718.0001 1,718,000 8.000 1,284,000 426,000 TOTAL SOURCES 2,551,0001 3,0001 2,548,000 8,000 1,914,000 626,000 s ,rr ear Capital Investment Program-Transportation Page 355 of 548 +a CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2010-2015 SIX-YEAR TIP Logan Av N Concrete Panel Repair Functional Classification: Principal Arterial Fund: 317 Proj.Length: N/A Proj: 12303 TIP No. 40 CONTACT: James Wilhoit 425.430.7319 DESCRIPTION: STATUS: Location: From the Logan Avenue Bridge north to N 6th St. Repair concrete panels under the asphalt to stop the panels from moving. JUSTIFICATION: CHANGES: The panels are moving,causing the asphalt overlay to severely spall at the joints. Low priority.Project is unfunded. Funded: I Unfunded: 460,000 Project Totals Programmed Pre-2010 Six-Year Program ITEM Programmed Spent in 2008 2009 Total 2010 2011 2012 2013 2014 2015 EXPENSES: Planning 25,000 25,000 25,000 Preliminary Engineering 25.000 25,000 25,000 ■r R-O-W(includes Admin) Construction 400,000 400,000 400.000 Construction Services 10,000 10.000 10,000 Post Construction Services TOTAL EXPENSES 460,000 460,000 460,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee Irr Proposed Fund Balance Grants In-Hand(1) Grants In-Hand(1) Mitigation In-Hand �. Other In-Hand(1) Other In-Hand(2) Grants Proposed Other Proposed Undetermined 460,0001 460.000 460.000 TOTAL SOURCES 4-6-0­0 001 1 1 460,000 1 460,000 Capital Investment Program-Transportation Page 3S6 of 548 ' fl r ; o, 7 EJ M Boeing 737- 1st Flight from the new Runway 16/34 Did You Know? The runway is 200 feet wide and just over a mile long. During the runway 15/33 (now renumbered 16/34) resurfacing project, nearly 12 lane miles of asphalt was milled and paved in just under 160 hours of work. Capital Investment Program-Airport Page 357 of 548 CAPITAL IMPROVEMENT PROGRAM through2010 SUMMARY , Type LTD Thru Projected Projected Projected Projected Projected Projected Project Projects (Note) 2009 2010 2011 2012 2013 2014 2015 Total 608 Hangar Expansion D 4 - 1,050 - - - - 1,054 US Customs Facility D - 100 600 700 820 Building Demolition D 53 671 - - 724 Demolition of Chamber of Commerce ' Building - - - 125 125 Lower Blast Fence-Rwy 34 R - 100 - 400 - 500 622Hangar-Rehabilitation M 33 - 1,100 - 1,133 Runway 15/33 Resurfacing M 4,452 - - 4,452 Maintenance Dredging and Shoreline Mitigation M 499 700 - - 1,199 Airport Office Renovation M - - 153 100 23 77 353 Cedar River Hangar Roof Replacement M 100 - - - 100 Pavement Management Program M - 446 1,880 150 - - 2,476 Surface Water System Rehabilitation M 5 50 50 500 50 50 705 Fire Water System Rehabilitation M - - - 100 160 260 Seaplane Launch Ramp Replacement M - - 150 350 - - - 500 ' Major Facility Maintenance M 426 130 120 130 140 130 140 1,216 Air/Land Side Separation M - 18 - - - - - 18 Taxiway Renumbering M 50 200 250 ' Renton Gateway Utilities M 475 - - - - - 475 Total Six-Year Project Costs 5,467 1,578 4,040 3,510 938 357 350 16,240 LTD Thru Projected Projected Projected Projected Projected Projected Project Resources: 2009 2010 2011 2012 2013 2014 2015 Total User Fee - - - - - - - REET Fuel Tax Utility Tax - - Bond Proceeds - - 1,100 - - - - 1,100 Operating 816 753 1,069 724 788 357 350 4,857 Grants/Contribution Received 4,651 - - - - - - 4,651 Mitigation Funds Received - - - - Grants/Contribution Anticipated 350 400 750 Mitigation Funds Anticipated - - - Misc/Transfers/lnterfund Loan 475 475 Interest Income - - - - - - - - Total Resources 5,467 1,578 2,169 1,124 788 357 350 11,833 Balance Available/(Unfunded Needs) - (1,871) (4,257) (4,407) (4,407) (4,407) NOTE:A-Acquisition,D-Development,M-Major Maintenance,R-Regulatory Compliance,T-Transfer ' Capital Investment Program-Airport Page 358 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: 608 Hangar Replacement Project Project Type: Development Project Number: A25086 Total Anticipated Project Cost: $ 1,054 Project Description Initiate design to replace the 608 Hangar to ensure the highest and best aviation related use and to increase the separation between the taxiway and the hangar door. Summary of Progress: Design of a new building will be initiated pending the identification of a source of funding. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance - - Construction/Development 4 1,050 1,054 Inspection - - Project Management Equipment Acquisition Contingencies - - Total CIP Expenses 4 1,050 1,054 Resources: User Fee - - REET Fuel Tax Utility Tax Bond Proceeds Operating 4 4 Grants/Contribution Received Mitigation Funds Received - - - - - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 4 4 Balance Available/(Unfunded Needs) 1 (1,050) (1,050) (1,050) (1,050) (1,050) (1,050) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - I Expenditure Increase/Decrease = _ Net Impact Capital Investment Program-Airport Page 359 of 548 s CAPITAL INVESTMENT PROGRAM through2010 , Project Title: US Customs Facility ' Project Type: Development Project Number: A24180 Total Anticipated Project Cost: $ 700 Project Description Construction of US Customs Building. Summary of Progress: Project on hold until a funding source is identified. ' 2009 Overview Budget Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures&Resources Life to date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance - - - Construction/Development 100 600 700 Inspection - - - Project Management Equipment Acquisition Contingencies - Total CIP Expenses 100 600 700 Resources: User Fee - - - REET Fuel Tax Utility Tax Bond Proceeds - - Operating 100 100 Grants/Contribution Received - - Mitigation Funds Received - - - - - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 100 1 - 100 Balance Available/(Unfunded Needs) (600) (600) (600) (600) (600) ' Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 20131 20141 2015 Total Revenue Increase/Decrease - - - Expenditure Increase/Decrease Net Impact Capital Investment Program-Airport Page 360 of 548 CAPITAL INVESTMENT PROGRAM throughthousands . dollars) Project Title: 820 Building Demolition Project Type: Development Project Number: A25092 Total Anticipated Project Cost: $ 724 Project Description The Boeing Company's former Avionics Building that was turned back to the City in 2003 needs to be demolished. The building has no use other than for storage,which is not the highest and best use of the site,and the building has major structural failures in the floor. The building,which is approximately 22,000 square feet,contains asbestos,lead paint,mercury and PCB's. Demolition of the building will allow the site to be redeveloped. Summary of Progress: Engineering,design,and environmental evaluation completed in 2008. Project on hold until funding can be secured. As of July 2008, environmental remediation and demolition costs are estimated at$867,000. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- 60 Mid YearAdjustments date +/- 2009 Total 60 53 7 CIP Expenditures& Resources Life to date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services Major Maintenance - - Construction/Development 53 671 724 Inspection - - Project Management Equipment Acquisition Contingencies - Total CIP Expenses 53 671 724 Resources: User Fee - - REET Fuel Tax Utility Tax Bond Proceeds Operating 53 53 Grants/Contribution Received Mitigation Funds Received - - - - - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - Interest Income Total CIP Resources 53 53 Balance Available/(Unfunded Needs) 1 (671) (671) (671) (671) (671) (671) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Airport Page 361 of 548 r CAPITAL INVESTMENT PROGRAM through2010 Project Title: Demolition of Chamber of Commerce Building , Project Type: Development Project Number: Total Anticipated Project Cost: $ 125 Project Description r Demolish Chamber of Commerce Building at the termination of their lease to ready the site for a new use. r Summary of Progress: Due to the current economic conditions,this project has been postponed. , 1 2009 Overview Budget Actual Remainin ' 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures&Resources Life to date P r o j e c t e d Project ' Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services Major Maintenance - - Construction/Development 125 125 Inspection - - Project Management Equipment Acquisition Contingencies - Total CIP Expenses 125 125 Resources: User Fee - - REET Fuel Tax Utility Tax Bond Proceeds - - Operating 125 125 Grants/Contribution Received - - Mitigation Funds Received - - - - - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 125 125 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 20111 20121 20131 2014 2015 Total Revenue Increase/Decrease - - - - Expenditure Increase/Decrease Net Impact Capital Investment Program-Airport Page 362 of 548 CAPITAL INVESTMENT PROGRAM through2010 thousands . dollars) Project Title: 622 Hangar- Rehabilitation Project Type: Major Maintenance Project Number: A25078 Total Anticipated Project Cost: $ 1,133 Project Description Initiate the design of an addition to an existing hangar. Summaryof Progress: The design and construction of an addition to the hangar will be postponed until it is determined whether the airport can bond for this project. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid YearAdjustments date +/- 2009 Total CIP Expenditures& Resources Life to date P r o j e c t e d Project Thru 2009 20101 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - Major Maintenance 33 1,100 1,133 Construction - - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 33 1,100 1,133 Resources: User Fee - - REET Fuel Tax Utility Tax - - Bond Proceeds 1,100 1,100 Operating 33 - 33 Grants/Contribution Received - Mitigation Funds Received - - - - Grants/Contribution Anticipated Mitigation Funds Anticipated MisclTransfers Interest Income Total CIP Resources 33 1,100 1,133 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Airport Page 363 of 548 CAPITAL INVESTMENT PROGRAM through2010 t Project Title: Runway - 15/33 Resurfacing , Project Type: Major Maintenance Project Number: A25096 Total Anticipated Project Cost: $ 4,452 Project Description Resurface Runway 15/33 to re-level the runway and groove the pavement. Summary of Progress: Federal funds for construction,in the amount of$3.9 million,were awarded in 2008. Construction will be completed in September 2009. 2009 Overview Budget Actual Remainin 2009 Adopted Budget 2,688 Plus:Carryforward Funds +/- 1,567 Mid Year Adjustments date +/- 2009 Total 4,255 167 4,088 CIP Expenditures$ Resources Life to date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services - Major Maintenance 4,452 4,452 Construction - Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 4,452 4,452 Resources: User Fee - REET Fuel Tax Utility Tax Bond Proceeds Operating - Grants/Contribution Received 4,452 4,452 Mitigation Funds Received - - - - - Grants/Contribution Anticipated - Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 4,452 4,452 Balance Available/(Unfunded Needs) I - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 20121 20131 2014 2015 Total Revenuelncrease/Decrease - - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Airport Page 364 of 548 CAPITAL INVESTMENT PROGRAM through2010 thousands . dollars) Project Title: Maintenance Dredging and Shoreline Mitigation Project Type: Major Maintenance Project Number: A25080 Total Anticipated Project Cost: $ 1,199 Project Description Evaluate options to stabilize the eroding shoreline at the end of Runway 15,develop a shoreline mitigation plan,and conduct dredging of the silt from the seaplane ramp area and mitigate for construction. Summary of Progress: Dredging design and the development of a mitigation plan was started in 2006 and design work is anticipated to be completed in 2009 with construction occurring during the fall of 2010. Approximately 40%of the construction costs will be covered under FEMA due to the floods in 2006 and 2009. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- 304 Mid Year Adjustments date +/- 2009 Total 304 35 269 CIP Expenditures& Resources Life to date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - Consultant Services - - Major Maintenance 499 700 1,199 Construction - - Inspection Project Management Equipment Acquisition Contingencies - Total ClPExpenses 499 700 1,199 Resources: User Fee - - REET Fuel Tax Utility Tax Bond Proceeds - - Operating 300 500 800 Grants/Contribution Received 199 - 199 Mitigation Funds Received - - - - - - Grants/Contribution Anticipated 200 200 Mitigation Funds Anticipated - - Misc/Transfers Interest Income Total CIP Resources 499 700 1,199 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Airport Page 365 of 548 a.. CAPITAL INVESTMENT PROGRAM through2010 Project Title: Airport Office Renovation Project Type: Major Maintenance Project Number: A25082 Total Anticipated Project Cost: $ 353 Project Description ' This project is proposed to renovate the City's Airport Office which was constructed in 1962. The project will remove an interior wall to expand the office space,improve the functionality of the limited space,improve building security and improve indoor air quality and stop water leaks. i Summary of Progress: Phase I to stop water leaks. 2009 Overview Bud et Actual Remainin 2009 Adopted Budget Plus:Canyforward Funds +/- Mid Year Adjustments date +/- 2009 Total - CIP Expenditures&Resources Life to date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 2014 2015 Total us Expenditures: Property Acquisition - - - - - Consultant Services - - - Major Maintenance 153 100 23 77 353 ow Construction - - - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 153 100 23 77 353 Resources: User Fee - - - REET Fuel Tax Utility Tax Bond Proceeds - - - Operating 153 100 23 77 353 Grants/Contribution Received - - - Mitigation Funds Received - - - - - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income - - - - - - - Total CIP Resources 153 100 23 77 353 r Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project r Thru 2009 2010 2011 20121 20131 2014 2015 Total Revenue Increase/Decrease - - Expenditure Increase/Decrease Net Impact - i Capital Investment Program-Airport Page 366 of 548 CAPITAL INVESTMENT PROGRAM 20 10 through 20 15 (in thousands of dollars) Project Title: Cedar River Hangar Roof Replacement Project Type: Major Maintenance Project Number: Total Anticipated Project Cost: $ 100 Project Description Replace aging roof. Summary of Progress: 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services - - Major Maintenance 100 100 Construction - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 100 100 Resources: User Fee - - REET Fuel Tax Utility Tax - Bond Proceeds - Operating 100 100 Grants/Contribution Received - - Mitigation Funds Received - - - - - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 100 1 100 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Airport Page 367 of 548 r CAPITAL INVESTMENT PROGRAM through2010 Project Title: Pavement Management Program Project Type: Major Maintenance Project Number: Total Anticipated Project Cost: $ 2,476 Project Description Airfield pavements need repaving or rehabilitation. This project covers a variety of pavement sections consistent with the 2007 Airport Pavement Management Plan. Summary of Progress: 2009 Overview Budget Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date 2009 Total - CIP Expenditures&Resources Life to date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - - - Major Maintenance 446 1,880 150 2,476 Construction _ _ _ _ Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 446 1,880 150 2,476 Resources: User Fee - - - - REET Fuel Tax Utility Tax Bond Proceeds - - Operating 296 94 390 Grants/Contribution Received - - Mitigation Funds Received - - - - - Grants/Contribution Anticipated - Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 296 94 390 Balance Available/(Unfunded Needs) 1 (150) (1,936) (2,086) (2,086) (2,086) (2,086) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 20131 20141 2015 Total Revenuelncrease/Decrease - - - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Airport Page 368 of 548 CAPITAL INVESTMENT PROGRAM through20 10 thousands . dollars) Project Title: Storm Water System Rehabilitation Project Type: Major Maintenance Project Number: Total Anticipated Project Cost: $ 705 Project Description Replace aging storm water drainage system to meet water quality standards. Summary of Progress: Significant progress has been made on basic inventorying work of the airport storm water system during the spring and summer of 2009. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures&Resources Life to date P r o j e c t e d Project Thru 2009 20101 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - Major Maintenance/Rehabilitation 5 50 50 500 50 50 705 Construction - - Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 5 50 50 500 50 50 705 Resources: User Fee - - REET Fuel Tax Utility Tax Bond Proceeds - - Operating 5 50 50 500 50 50 705 Grants/Contribution Received - - Mitigation Funds Received - - - - - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 5 1 50 1 50 1 500 1 50 1 50 1 705 Balance Available/(Unfunded Needs) - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Airport Page 369 of 548 CAPITAL INVESTMENT PROGRAM through2010 j Project Title: Fire Water System Rehabilitation Project Type: Major Maintenance Project Number: Total Anticipated Project Cost: $ 260 Project Description t Rehabilitate the existing fire water system,which was previously maintained by The Boeing Company. Summary of Progress: 2009 Overview Budget Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total - CIP Expenditures& Resources life to date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - - Major Maintenance/Rehabilitation 100 160 260 Construction - - - Inspection Project Management Equipment Acquisition Contingencies - - Total CIP Expenses 100 160 260 Resources: User Fee - - - REET Fuel Tax Utility Tax Bond Proceeds - - - Operating 100 160 260 Grants/Contribution Received - - - Mitigation Funds Received - - - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 100 1 160 1 260 Balance Available/(Unfunded Needs) - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 20121 20131 2014 2015 Total Revenue Increase/Decrease - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Airport Page 370 of 548 CAPITAL INVESTMENT PROGRAM through#W 2010 thousands . dollars) Project Title: Seaplane Launch Ramp Replacement Project Type: Major Maintenance Project Number: Total Anticipated Project Cost: $ 500 Project Description Replace aging launching ramp which has been undermined by the wave activity from the Lake. Summary of Progress: Engineering and permitting to begin in 2011. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total _ CIP Expenditures& Resources Life to date P r o j e c t e d Project Thru 2009 20101 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services - - - Major Maintenance 150 350 500 Construction - - - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 150 350 500 Resources: User Fee - - - REET Fuel Tax Utility Tax - _ Bond Proceeds - Operating 150 350 500 Grants/Contribution Received - - - Mitigation Funds Received - - - - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 150 1 350 1 500 Balance Available/(Unfunded Needs) - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Airport Page 371 of 548 .r. CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Major Facility Maintenance Project Type: Major Maintenance Project Number: A25088 Total Anticipated Project Cost: $ 1,216 Project Description The City is increasingly becoming an owner of buildings at the Airport. Some of these buildings need major,unscheduled maintenance to maintain the investment in the facility. 2010 Budget includes$10,000 for Winter de-icer purchases. Summary of Progress: In 2009,funds were spent on remodeling a crew shelter on Apron C to lease to Acuwings,fuel spill cleanup,and stormdrain monitoring on B Ramp,gate V-4 and fence relocation,and asphalt and concrete repair. 2009 Overview Bud et ActualRemainin 2009 Adopted Budget 120 Plus:Carryforward Funds +/- 15 Mid Year Adjustments date 2009 Total 135 114 21 CIP Expenditures&Resources Life to date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - - - - - Major Maintenance 426 130 120 130 140 130 140 1,216 Construction - - - - - - - Inspection - Project Management - Equipment Acquisition - Contingencies - - - Total CIP Expenses 426 130 120 130 140 130 140 1,216 Resources: User Fee - - - - - - - REET - Fuel Tax - Utility Tax - Bond Proceeds - - - - - - - �1 Operating 426 130 120 130 140 130 140 1,216 Grants/Contribution Received - - - - - - - Mitigation Funds Received - - - - - Grants/Contribution Anticipated rr Mitigation Funds Anticipated - Misc/Transfers - Interest Income - Total CIP Resources 426 130 1 120 130 140 130 1 140 1,216 i Balance Available/(Unfunded Needs) - - Impact on Operating Funds Life to Date P r o j e c t e d Project r Thru 2009 2010 20111 20121 2013 2014 2015 Total Revenue Increase/Decrease - - Expenditure Increase/Decrease Net Impact - rr Capital Investment Program-Airport Page 372 of 548 r CAPITAL INVESTMENT PROGRAM 20 10 through 20 15 (in thousands of dollars) Project Title: Lower Blast Fence Project Type: Development Project Number: Total Anticipated Project Cost: $ 500 Project Description Lower Blast Fence-Rwy 34,for Safety. The design costs should be covered under FAA Grant#20. Summary of Progress: Design in 2010 and Construction in 2012. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures&Resources Life to date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - - Consultant Services 100 100 Major Maintenance - - - Construction 400 400 Inspection - - Project Management Equipment Acquisition Contingencies - - Total CIP Expenses 100 400 500 Resources: User Fee - - - REET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received - - Mitigation Funds Received - - - - - - Grants/Contribution Anticipated 100 400 500 Mitigation Funds Anticipated - - - Misc/Transfers Interest Income - - Total CIP Resources 100 400 500 Balance Available/(Unfunded Needs) - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 20111 20121-- 20131 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-Airport Page 373 of 548 t CAPITAL INVESTMENT PROGRAM through2010 Project Title: Air Side/Land Side Separation Project Type: Project Number: Total Anticipated Project Cost: $ 18 Project Description The Air Side/Land Side Separation project has been a mutli-year project to improve the security on the airport by installing new perimeter fencing and gates and a card access system. This next phase will upgrade some of the perimeter fencing that remains below standards. Summary of Progress: 2009 Overview Budget Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance Construction 18 18 Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 18 18 Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating 18 18 Grants/Contribution Received Mitigation Funds Received - - - - - Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 18 18 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 20121 20131 2014 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-Airport Page 374 of 548 CAPITAL INVESTMENT PROGRAM through2010 thousands . dollars) Project Title: Taxiway Renumbering - Sign Replacement Project Type: Maintenance Project Number: Total Anticipated Project Cost: $ 250 Project Description Engineering Design. Should be covered under FAA Grant#20. Summary of Progress: 2009 Overview Bud et Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid YearAdjustments date +/- 2009 Total CIP Expenditures&Resources Life to date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services 50 50 Major Maintenance - - Construction 200 200 Inspection - - Project Management Equipment Acquisition Contingencies Total CIP Expenses 50 200 250 Resources: User Fee - - REET Fuel Tax Utility Tax _ Bond Proceeds - Operating 200 200 Grants/Contribution Received - Mitigation Funds Received - - - - - Grants/Contribution Anticipated 50 50 Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 50 1 200 1 250 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-Airport Page 375 of 548 CAPITAL INVESTMENT PROGRAM through 120 10 Project Title: Renton Gateway Center Utilities , Project Type: Maintenance Project Number: Total Anticipated Project Cost: $ 475 Project Description NEW Pro-Flight Aviation FBO Apron C-750 Site Pad Utilities. Summary of Progress: Decision to proceed depending on Council approval of a new lease. 2009 Overview Budget Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance - - Construction 475 475 Inspection - - Project Management Equipment Acquisition Contingencies - Total CIP Expenses 475 475 Resources: User Fee - - REET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received - - - - - Grants/Contribution Anticipated Mitigation Funds Anticipated - - Misc/Transfers/Interfund Loan 475 475 Interest Income Total CIP Resources 475 475 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 20131 20141 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-Airport Page 376 of 548 11 l Over 65,000 rounds of golf are played each year at the City's Maplewood Golf Course, which also has a full service restaurant. Did You Know? Maplewood's eighteen-hole par 72 layout features two very different nines. The front side as greater length,four holes with elevation changes and water coming into play on six o the nine holes. The back nine,with Maplewood Creek meandering through four holes, has narrow tree lined fairways and smaller greens placing a premium on accuracy off the tee. Capital Investment Program-Golf Course Page 377 of 548 CAPITAL INVESTMENT PROGRAM through2010 SUMMARY Type LTD Thru Projected Projected Projected Projected Projected Projected Project Development (Note) 2009 2010 2011 2012 2013 2014 2015 Total Maintenance Building and Pump House D 50 - - - - 300 2,500 2,850 Reconstruction of the 13th and 15th Greens D - - 130 - 130 Reconstruction of the 10th and 16th Greens D 130 - - 130 Irrigation Mainline Replacement D - - - - - - 850 850 Golf Course Major Maintenance M 954 150 150 150 125 65 150 1,744 Totall 1 1,0041 150 150 150 255 495 3,500 r 5,704 LTD Thru Projected Projected Projected Projected Projected Projected Project Resources: zoos 2010 2011 2012 2013 2014 2015 Total User Fee - - - - - - REET Fuel Tax Utility Tax Bond Proceeds - - - - - - - - Operating 1,004 150 150 150 255 495 3,500 5,704 Grants/Contribution Received - - - - - - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income - - - - - - - - Total 1 1,0041 150 150 150 255 495 3,500 5,704 Balance Available/(Unfunded Needs) - - - - - - NOTE:A-Acquisition,D-Development,M-Major Maintenance,R-Regulatory Compliance,T-Transfer w Capital Investment Program-Golf Course Page 378 of 548 �r CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Maintenance Building and Pumphouse Project Type: Development and Major Maintenance Project Number: Total Anticipated Project Cost: $ 2,850 Project Description Design and construct a new maintenance building and pumphouse including detention requirements that will replace the existing structure. The current building will require extensive renovations to function effectively and will be cost prohibitive. The new facility will provide an acceptable work environment for staff,provide a secure storage area for equipment,meet all environmental requirements for wash rack areas,and the storage of fuel and pesticides. Initially introduced into the Capital Improvement Program(CIP)in 2000. The pump house will supply water to the west portion of the golf course per the adopted Master Plan. This is the last step in completely reworking the original irrigation system and fully automating the new system as per its design. This will allow for a shorter window of watering,resulting in less impact to the golfer and the maintenance staff. Summary of Progress: The utility connection requirements of the future maintenance facility,were completed in 2006,as part of the Parking Stall Addition Project with the PBPW Water Utility Division and their construction of the Water Treatment Facility. Design and construction for the maintenance building is postponed until 2014 and 2015 respectively. Analyze potential to bond for project design and construction.($50,00 spent in 2008 to move vacated FS13 to Golf Course for temporary maintenance office.) 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 20101 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services Major Maintenance - - - Construction 50 300 2,500 2,850 Inspection - - - Project Management Equipment Acquisition Contingencies - - Total CIP Expenses 50 300 2,500 2,850 Resources: User Fee - - - REET Fuel Tax Utility Tax Bond Proceeds - - - Operating 50 300 2,500 2,850 Grants/Contribution Received - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 50 300 1 2,500 12,850 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 20111 20121 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease - Net Impact - Capital Investment Program-Golf Course Page 379 of 548 .r CAPITAL INVESTMENT PROGRAM through2010 Project Title: Reconstruction of 13th and 15th Greens Project Type: Development and Major Maintenance Project Number: Total Anticipated Project Cost: $ 130 Project Description Reconstruct the 13th and 15th greens per the Master Plan resulting in a more consistent and playable course. Project is currently scheduled in 2014. Initially introduced into the CIP 2001. Summary of Progress: Project has been re-prioritized and is scheduled for reconstruction in 2014. 2009 Overview Budget Actual Remainin 2009 Adopted Budget +/- Plus:Carryforward Funds date +/- Mid Year Adjustments 2009 Total CIP >Expenditures&Resources Life to Date P r o ' e c t e d Project P > Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance - - Construction 130 130 Inspection - - Project Management Equipment Acquisition Contingencies - Total CIP Expenses 130 130 Resources: User Fee - - REET Fuel Tax Utility Tax Bond Proceeds - - Operating 130 130 Grants/Contribution Received - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 130 130 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - - Expenditure Increase/Decrease (2) (2) (4) Net Impact - Capital Investment Program-Golf Course Page 380 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Reconstruction of 10th and 16th Greens Project Type: Development and Major Maintenance Project Number: Total Anticipated Project Cost: $ 130 Project Description Reconstruct the#10 and#16 greens per the Master Plan resulting in healthy turf and a more consistent and playable course. Project is currently scheduled in 2013. This project was initally introduced into CIP in 2005. Summary of Progress: This project has been re-prioritized to begin in 2013. 2009 Overview Budget Actual Remaining 2009 Adopted Budget +/- Plus:Carryforward Funds date Mid Year Adjustments 2009 Total CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance - - Construction 130 130 Inspection - - Project Management Equipment Acquisition Contingencies - Total CIP Expenses 130 130 Resources: User Fee - - REET Fuel Tax Utility Tax Bond Proceeds - Operating 130 130 Grants/Contribution Received - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 130 130 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 20111 20121 2013 20141 2015 Total Revenue Increase/Decrease - - - Expenditure Increase/Decrease (2) (2) (4) Net Impact Capital Investment Program-Golf Course Page 381 of 548 s CAPITAL INVESTMENT PROGRAM through20 10 thousands . .. . Project Title: Irrigation Mainline Replacement Project Type: Development and Major Maintenance Project Number: Total Anticipated Project Cost: $ 850 Project Description Replace/repair the golf course irrigation mainline to ensure efficient irrigating and health of turf. The mainline is an 8"-200 psi/PVC pipe that ranges from 11-20 years old. The nomal life expectancy of this pipe under this use is 20-25 years. This project is being introduced into the CIP in 2007. Summary of Progress:This project has been re-prioritized to 2015 in conjunction with the construction of new maintenance facility. Included in bond potential with construction of new maintenance facility. 2009 Overview Budget Actual Remainin 2009 Adopted Budget +/- Plus:Carryforward Funds date +/- Mid Year Adjustments 2009 Total CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014r850 Total Expenditures: Property Acquisition - - - - - Consultant Services - Major Maintenance 850 Construction - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 850 850 Resources: User Fee - - REET Fuel Tax 1W Utility Tax Bond Proceeds - - Operating - 850 850 Grants/Contribution Received - - - i Mitigation Funds Received - Grants/Contribution Anticipated - Mitigation Funds Anticipated Misc/Transfers alll Interest Income - Total CIP Resources - 850 850 Balance Available/ Unfunded Needs - • Impact on Operating Funds Life to Date P r o j e c t o d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - V' Expenditure Increase/Decrease Net Impact - - Capital Investment Program-Golf Course Page 382 of 548 i CAPITAL INVESTMENT PROGRAM through2010 thousands . dollars) Project Title: Golf Course Major Maintenance Project Type: Development and Major Maintenance Project Number: C42001 Total Anticipated Project Cost: $ 1,744 Project Description The Maplewood Golf Couse has the following activities that would be considered major maintenance. These activities are necessary to maintain golf course,parking,and building facilities. They do not add to the infrastructure,but ensure continued life and usabillity of the entire facility. Note that numbers listed in parenthesis on page 13 are the initial dates that projects were introduced into the Major Maintenance portion of the CIP. Summary of Progress: Assessment and prioritizing of Major Maintenance projects for 2010-2015. 2009 Overview Budget Actual Remaining 2009 Adopted Budget +/- 150 Plus:Carryforward Funds date +/- 181 w Mid Year Adjustments 2009 Total 331 146 185 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 20101 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - - - - - Major Maintenance 954 150 150 150 125 65 150 1,744 Construction - - - - - _ Inspection Project Management Equipment Acquisition Contingencies - - Total CIP Expenses 954 150 150 150 125 65 150 1,744 Resources: User Fee - - - - - - REET Fuel Tax Utility Tax - - Bond Proceeds - - - - Operating 954 150 150 150 125 65 150 1,744 Grants/Contribution Received - - - - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 1954 1 150 1 150 1 150 1 125 1 65 1 150 11,744 Balance Available/(Unfunded Needs) - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 20141 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease (3) (3) (3) (3) (10) Net Impact - Capital Investment Program-Golf Course Page 383 of 548 CAPITAL INVESTMENT PROGRAM through2010 i Description Year Cost Course Maint.-topdress,cartpath patch 2010 $ 25,000 Building Maintenance-restripe parking,security cameras,etc 2010 $ 25,000 HVAC Repair(2004) 2010 $ 50,000 Pumphouse Overhaul(2008) 2010 50,000 $ 150,000 Carpet replacement clubhouse/dr range 2011 $ 95,000 Course Maint.-Netting,retaining walls,topdressing 2011 $ 30,000 Building Maintenance-plumbing,doors,striping,etc. 2011 $ 25,000 $ 150,000 Replace range hood,walk-in cooler,freezer,bar top 2012 $ 150,000 Clubhouse/driving range interior painting(2006) 2013 $ 50,000 Clubhouse/driving range exterior painting(2006) 2013 $ 55,000 Crse.Maint.-topdress,netting repair 2013 $ 20,000 $ 125,000 Replace worn netting panels-#7 fairway(2001) 2014 $ 35,000 Bldg./Crse.Maint.-bunkers,electrical,etc.(2007) 2014 $ 30,000 2014 $ 65,000 Repair driving range stall dividers(2005) 2015 $ 20,000 Renovate pro shop counter (2004) 2015 $ 50,000 Bldg./Crse.Maint.-topdress,parking lot stripe,etc 2015 $ 30,000 Clean out#18&#6 pond,add retaining walls(2004) 2015 $ 50,000 $ 150,000 j i j Capital Investment Program-Golf Course Page 384 of 548 VW YAW WAIrlm All EllY` t ` P Placement of Roof over New Hazen Reservoir r yir Capital Investment Program-Water Page 385 of 548 1 CAPITAL INVESTMENT PROGRAM 2010 • • 2015 (in thousands of dollars) SUMMARY Type LTD Thru Projected Projected Projected Projected Projected Projected Project # Projects (Note) 2009 2010 2011 2012 2013 2014 2015 Total 1 New Reservoirs and Pump Stations D 647 - 500 1,500 2,500 2,500 3,000 10,647 2 Hazen 565 Zone Reservoir D 6,469 - - - - - - 6,469 3 Supply Development&Water Quality D 14,698 100 100 100 100 100 100 15,298 4 Water Main Replacement M 8,418 1,800 2,000 2,000 2,000 2,000 2,000 20,218 5 1-405 Utilities Relocation M 1,155 - - - - - - 1,155 6 Auto Meter Reading Conversion M 1,040 - 1,500 1,000 500 500 500 5,040 7 Water Utility Major Maintenance M 5,950 660 500 150 150 250 250 7,910 8 Regulatory Compliance Program R 1,819 400 400 250 150 150 150 3,319 Total 51x-Year Project Costs 40,1942,960 5,000 5,000 5,400 5,500 6,0001 70,054 LTD Thru Projected Projected Projected Projected Projected Projected Project Resources: 2009 2010 2011 2012 2013 2014 2015 Total User Fee 1,181 87 157 155 157 142 135 2,014 REET - - - - - - - - Fuel Tax Utility Tax - - - - - - - - Bond Proceeds 15,230 1,122 4,733 4,491 4,744 4,200 4,470 38,988 Operating 23,160 1,706 104 342 482 1,126 1,357 28,276 Grants/Contribution Received - - - - - - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - - - - - - - - Interest Income 624 46 7 13 16 33 38 777 Total Resources 1 40,1941 2,960 5,000 5,000 5,400 5,500 6,000 70,054 Balance Available/Unfunded Needs - - - - - - NOTE:A-Acquisition,D-Development,M-Major Maintenance,R-Regulatory Compliance,T-Transfer Capital Investment Program-Water Page 386 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: New Reservoirs and Pump Stations ow Project Type: Development Project Number: U55570, U55597, U5559 Total Anticipated Project Cost: $ 10,647 rr Project Description This program consists of the conversion of about 15,000 existing City's water meters to an automatic meter reading(AMR)system. In addition to reducing the City s cost on meter reading and meter maintenance,the conversion to the AMR system will provide our customers with better information about water use and more accurate billings. The program will reduce the City's operation, maintenance, and fleet costs and will improve the management of the City's water conservation program. a Summa of Progress: The 2009 pre-design stud for the replacement of the Highlands 435-zone reservoirs and um station identified a planning level cost Summary 9 P 9 Y P 9 pump P 9 estimate range from$10 million to$12 million. The design and construction for the replacement of the Highlands reservoirs is planned for 2011 to 2015. A feasibility study is being done to find a suitable site for the newl96-zone reservoir. Upon the completion of the study in the Fall of 2009,the Water Utility will begin negotiations for the acquisition of the property in the Blackriver quarry area. 2009 Overview Bud et Actual Remainin 2009 Adopted Budget 600 Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total 600 64 536 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total i Expenditures: Property Acquisition - - - - _ _ _ Consultant Services 500 500 Major Maintenance - - - - - _ Construction 647 1,500 2,500 2,500 3,000 10,147 Inspection - - _ _ _ Project Management Equipment Acquisition MW Contingencies - Total CIP Expenses 647 500 1,500 2,500 2,500 3,000 10,647 Resources: User Fee 19 16 46 73 65 68 286 REET - _ _ _ _ _ Fuel Tax Utility Tax _ _ _ _ _ _ Bond Proceeds 245 473 1,347 2,196 1,909 2,235 8,406 Operating 373 10 103 223 512 678 1,899 Grants/Contribution Received - - - _ _ _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - _ _ _ _ _ Interest Income 10 1 41 8 1 15 1 19 1 56 Total CIP Resources 647 500 1,500 2,500 2,500 3,000 10,647 av Balance Available/Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project 01� Thru 2009 2010 2011 2012 2013 LQ1�41 2015 Total Revenue Increase/Decrease - _ Expenditure Increase/Decrease 38 38 Net Impact - ry Capital Investment Program-Water Page 387 of 548 CAPITAL INVESTMENT PROGRAM through2010 Project Title: Hazen 565 Zone Reservoir Project Type: Development Project Number: U55515 Total Anticipated Project Cost: $ 6,469 Project Description This program consists of the conversion of about 15,000 existing City's water meters to an automatic meter reading(AMR)system. In addition to reducing the City's cost on meter reading and meter maintenance,the conversion to the AMR system will provide our customers with better information about water use and more accurate billings. The program will reduce the City's operation, maintenance, and fleet costs and will improve the management of the City's water conservation program. Summary of Progress: The project is substantially completed and the Hazen reservoir is fully operational since May 2009. 2009 Overview —Budget Actual Remainincl 2009 Adopted Budget Plus:Carryforward Funds +/- 650 Mid Year Adjustments date +/- 2009 Total 650 419 231 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services Major Maintenance - Construction 6,469 6,469 Inspection - Project Management Equipment Acquisition Contingencies Total CIP Expenses 6,469 6,469 Resources: User Fee 190 190 REET - Fuel Tax Utility Tax - Bond Proceeds 2,451 2,451 Operating 3,727 3,727 Grants/Contribution Received - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - Interest Income 100 100 Total CIP Resources 6,469 6,469 Balance 7vailable/Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 20121 2013 2014 1 2015 Total Revenue Increase/Decrease - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Water Page 388 of 548 CAPITAL INVESTMENT PROGRAM 1W 2010 through 2015 (in thousands of dollars) on Project Title: Supply Development and Water quality Improvements Project Type: Development Project Number: U55100, U55599 Total Anticipated Project Cost: $ 15,298 Project Description This program consists of the conversion of about 15,000 existing City's water meters to an automatic meter reading(AMR)system. In addition to reducing the City's cost on meter reading and meter maintenance,the conversion to the AMR system will provide our customers with better information about water use and more accurate billings. The program will reduce the City's operation, maintenance,and fleet costs and will improve the management of the City's water conservation program. Summary of Progress: In 2009,the Water Utility is performing an audit to determine the cost and benefit for the City to join Cascade Water Alliance. Negotiations with Seattle Public utilities for a long-term water supply contract are also in progress. 2009 Overview Bud et Actual Remaining 2009 Adopted Budget 200 Plus:Carryforward Funds +/- Mid YearAdjustments date +/- 2009 Total 200 200 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - _ Consultant Services Major Maintenance - - - - - - - Construction 14,698 100 100 100 100 100 100 15,298 Inspection - - _ _ _ _ _ Project Management Equipment Acquisition Contingencies - - Total CIP Expenses 14,698 100 100 100 100 100 100 15,298 Resources: User Fee 432 3 3 3 3 3 2 449 REET _ Fuel Tax _ Utility Tax Bond Proceeds 5,569 38 95 90 88 76 74 6,030 Operating 8,469 58 2 7 9 20 23 8,587 Grants/Contribution Received _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated _ _ Misc/Transfers - - - - _ Interest Income 228 2 0 0 1 0 1 1 1 1 1 232 Total CIP Resources 14,698 100 100 100 100 100 1 100 15,298 Balance Available/Unfunded Needs - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease _ Expenditure Increase/Decrease 132 132 Net Impact - - Capital Investment Program-Water Page 389 of 548 r CAPITAL INVESTMENT PROGRAM through2010 i Project Title: Water Main Replacement Project Type: Major Maintenance Project Number: U55170, U55580, 055572, Total Anticipated Project Cost: $ 20,218 U55576, U55596 Project Description This program consists of the conversion of about 15,000 existing City's water meters to an automatic meter reading(AMR)system. In addition to reducing the City s cost on meter reading and meter maintenance,the conversion to the AMR system will provide our customers with better information about water use and more accurate billings. The program will reduce the City's operation, maintenance,and fleet costs and will improve the management of the City's water conservation program. Summary of Progress: Construction of the Highlands 565-zone water main project was completed in 2009 within budget.Also completed construction of new water line in Duvall Ave NE,north of Sunset Blvd to Coal Creek Parkway in conjunction with roadway widening project. Construction of water main replacement in Earlington area will begin in Fall of 2009. 2009 Overview Bud et Actual Remaininal 2009 Adopted Budget 2,000 Plus:Carryforward Funds +/- 1,200 Mid Year Adjustments date +/- 2009 Total 3,200 616 2,584 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - Major Maintenance 8,418 - - - - - - 8,418 Construction 1,800 2,000 2,000 2,000 2,000 2,000 11,800 Inspection - - - - - - - Project Management Equipment Acquisition Contingencies - - - - Total CIP Expenses 8,418 1,800 2,000 2,000 2,000 2,000 2,000 20,218 Resources: User Fee 247 53 63 62 58 52 45 580 REET - - - - - - - Fuel Tax - Utility Tax - - - - - - - Bond Proceeds 3,189 682 1,893 1,796 1,757 1,527 1,490 12,335 Operating 4,850 1,037 42 137 179 409 452 7,106 Grants/Contribution Received - - - - - - - Mitigation Funds Received - GrantslContribution Anticipated - Mitigation Funds Anticipated - MisclTransfers - - - - - - - Interest Income 1 131 28 3 5 1 61 12 1 13 1 197 Total CIP Resources 8,418 1,800 2,000 2,000 2,000 2,000 2,000 20,218 Balance Available/Unfunded Needs - - �F Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 20121 20131 2014 2015 Total Revenue Increase/Decrease - - Expenditure Increase/Decrease 148 148 Net Impact - - - Capital Investment Program-Water Page 390 of 548 r CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: 1-405 Utilities Relocation Project Type: Major Maintenance Project Number: U55590 Total Anticipated Project Cost: $ 1,155 Project Description This program consists of the conversion of about 15,000 existing City's water meters to an automatic meter reading(AMR)system. In addition to reducing the City's cost on meter reading and meter maintenance,the conversion to the AMR system will provide our customers with better information about water use and more accurate billings. The program will reduce the City's operation, maintenance,and fleet costs and will improve the management of the City's water conservation program. Summary of Progress: Water Utility completed relocation of City water lines for Stage 1 of 1-405 project. We are currently working with WSDOT and with design- builder for Stage 2 of project regarding relocation of City's water lines,if necessary. 2009 Overview Budget Actual Remaining 2009 Adopted Budget 250 Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total 250 (42) 292 CIP Expenditures & Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 2014 2015 Total Expenditures: Property Acquisition - - - - _ _ Consultant Services _ Major Maintenance 1,155 1,155 Construction _ Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 1,155 1,155 Resources: User Fee 34 34 REET Fuel Tax Utility Tax _ Bond Proceeds 438 438 Operating 666 666 Grants/Contribution Received _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers _ Interest Income 18 18 Total CIP Resources 1,155 1,155 Balance Available/Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - _ _ Expenditure Increase/Decrease Net Impact - Capital Investment Program-Water Page 391 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Automatic Meter Reading Conversion Project Type: Major Maintenance Project Number: U55591 Total Anticipated Project Cost: $ 5,040 Project Description This program consists of the conversion of about 15,000 existing City's water meters to an automatic meter reading(AMR)system. In addition to reducing the City's cost on meter reading and meter maintenance,the conversion to the AMR system will provide our customers with better information about water use and more accurate billings. The program will reduce the City's operation, maintenance, and fleet costs and will improve the management of the City's water conservation program. Summary of Progress: Reviewing proposals submitted by vendors of AMR system. Selection of final vendor will be made in Fall of 2009 and negotiations for purchase of selected AMR system will follow,subject to Council's approval of multi-year funding for phased implementation of system. 2009 Overview Budget Actual Remainin 2009 Adopted Budget 1,000 Plus:Carryforward Funds +/- Mid Year Adjustments date +/ 2009 Total 1,000 41 959 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance Construction Inspection Project Management - - - - - - Equipment Acquisition 1,040 1,500 1,000 500 500 500 5,040 Contingencies - - - - - - Total CIP Expenses 1,040 1,500 1,000 500 500 500 5,040 Resources: User Fee 31 47 31 15 13 11 147 REET - - - - - - Fuel Tax Utility Tax Bond Proceeds 394 1,420 898 439 382 372 3,905 Operating 599 31 68 45 102 113 959 Grants/Contribution Received - - - - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - - - - - - Interest Income 16 2 1 3 1 2 1 3 1 3 1 28 Total CIP Resources 1,040 1,500 1,000 500 500 500 5,040 Balance Available/Unfunded Needs - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - - - Expenditure Increase/Decrease 158 158 Net Impact - - - Capital Investment Program-Water Page 392 of 548 CAPITAL INVESTMENT PROGRAM through2010 thousands . dollars) Project Title: Water Utility Major Maintenance Project Type: Major Maintenance Project Number: U55260, U55265, U55584, Total Anticipated Project Cost: $ 7,910 U55121, U55595, U55582 Project Description This program consists of the conversion of about 15,000 existing City's water meters to an automatic meter reading(AMR)system. In addition to reducing the City's cost on meter reading and meter maintenance,the conversion to the AMR system will provide our customers with better information about water use and more accurate billings. The program will reduce the City's operation, maintenance, and fleet costs and will improve the management of the City's water conservation program. Summary of Progress: Water Utility has completed the installation of the CyberLock security system for all City's water facilities. We are currently designing the interior and exterior painting of the West Hill reservoir,and we anticipate that the painting of the reservoir will begin in Fall 2009. 2009 Overview Budget Actual Remaining 2009 Adopted Budget 700 Plus:Carryforward Funds +/_ 80 Mid YearAdjustments date +/- 2009 Total 780 28 752 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - _ _ _ _ _ Consultant Services - - - - _ _ Major Maintenance 5,950 660 500 150 150 250 250 7,910 Construction _ _ _ _ _ _ _ Inspection Project Management Equipment Acquisition Contingencies - _ Total CIP Expenses 5,950 660 500 150 150 250 250 7,910 Resources: User Fee 175 19 16 5 4 6 6 231 REET _ _ _ _ _ Fuel Tax Utility Tax _ _ _ _ _ _ Bond Proceeds 2,255 250 473 135 132 191 186 3,622 Operating 3,429 380 10 10 13 51 57 3,951 Grants/Contribution Received - - - _ _ _ _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated _ Misc/Transfers _ _ _ _ _ _ Interest Income 92 10 1 1 1 0 1 0 1 2 107 Total CIP Resources 5,950 660 1 500 1 150 1 150 250 250 7,910 Balance Available/Unfunded Needs - - - - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2615 Total Revenue Increase/Decrease - _ Expenditure Increase/Decrease 267 267 Net Impact - - _ Capital Investment Program-Water Page 393 of 548 CAPITAL INVESTMENT PROGRAM 2 0 10 through 2015 (in thousands of dollars) Project Title: Regulatory Compliance Program Project Type: Regulatory Compliance Project Number: U55005, 055140, 055160, U55210 Total Anticipated Project Cost: $ 3,319 This program consists of the conversion of about 15,000 existing City's water meters to an automatic meter reading(AMR)system. In addition to reducir This project consists of on-going and various regulatory programs mandated by the State Department of Health for all public water systems.Major programs include the update of the City's water system plan and performing all required water quality monitoring,testing and reporting on schedule. Summary of Progress: In 2009,the City's drinking water supply and water treatment process continues to meet all Federal and State drinking water quality standards. The Water Utility continues the implementation of the WashWise financial rebate program along with an educational program promoting water conservation and efficient water usage. 2009 Overview Actual Remaining 2009 Adopted Budget 250 Plus:Carryforward Funds +/- 50 Mid Year Adjustments date +/- 2009 Total 300 29 271 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2008 2010 20111 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services Major Maintenance Construction Inspection - - - - - - - Project Management 1,819 400 400 250 150 150 150 3,319 Equipment Acquisition - - - - - - - Contingencies - - - - - - otal C/P Expenses 1,819 400 400 250 150 150 150 3,319 Resources: User Fee 53 12 13 8 4 4 3 97 REET - - - - - - - Fuel Tax - Utility Tax - - - - - - - Bond Proceeds 689 152 379 225 132 115 112 1,802 Operating 1,048 230 8 17 13 31 34 1,382 Grants/Contribution Received - - - - - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated - Misc/Transfers - - Interest Income 1 28 1 6 1 1 1 0 1 1 1 1 38 Total 1 Resources 1,819 4 0 400 250 150 150 150 3,319 Balance Available/Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2008 2010 2011 2012 2013 2014 2015 Total Revenuelncrease/Decrease - - - - - - - - Expenditure Increase/Decrease 226 226 Net Impact - - - Capital Investment Program-Water Page 394 of 548 Illi► 'Nanr a tf-r Duvall Sewer Interceptor Installation Did You Know? The Wastewater Utility owns,operates,and maintains over 190 miles of gravity sewer main, over 3500 sewer manholes,and 26 sewage lift stations with force mains. City Maintenance Crews clean and inspect A over 45,000 linear feet of sewer main annually. 1W a 11�t Capital Investment Program-Wastewater Page 395 of 548 CAPITAL INVESTMENT PROGRAM 20 10 through 20 15 (in thousands of dollars) SUMMARY Type LTD Projected Projected Projected Projected Projected Projected Project Projects (Note) Thru 2010 2011 2012 2013 2014 2015 Total Heather Downs Interceptor Capacity Improvements D 217 - - 1,200 - - - 1,417 Summerwind/Stonegate Lift Station Replacement D 2,094 1,000 900 - 3,994 126th Ave SE Sewer Extension D - - - - - - - - Miscellaneous/Emergency Projects M 817 100 100 100 100 100 100 1,417 Sanitary Sewer Hydraulic Model M 843 - - 200 - - - 1,043 Renton Hill Sewer Replacement M - 800 1,400 800 1,000 4,000 Renton CBD Sewer Replacement M - - - - - 1,400 600 2,000 Earlington Sewer Replacement M 715 750 950 500 1,000 - - 3,915 Maint and Upgrade of Hydraulic Model M 88 25 25 25 25 25 25 238 )� Telemetry Upgrade M - - - 150 - 150 WSDOT 1-405 Relocations M 87 87 SW 34th Street Interceptor M Westview Lift Station Rehabilitation M Falcon Ridge Lift Station Rehabilitation M 400 - 400 Lind Avenue Lift Station Replacement M - 300 900 1,200 Denny's Lift Station Rehabilitation M 402 - - 402 Airport Lift Station Rehabilitation M - - 400 400 East Renton Lift Station Elimination M 400 300 700 Misty Cove Lift Station Replacement M - 400 400 Lake WA Blvd Repair M - 200 200 West Hill Sewer Replacement M 1,000 1,000 Thunder Hill Interceptor Repl/Rehab M - 300 300 Renton Center sewer Extension,Ph II M 150 - - 150 Central Renton Interceptor Reline/Upsize M - - 400 400 Lake Washington Beach L.S.Elim/Rehab M - 500 - - - 500 Total Six-Year Project Costs 5,2631 2,775 3,225 3,375 3,225 3,225 3,225 24,313 LTD Projected Projected Projected Projected Projected Projected Project Resources: Thru 2010 2011 2012 2013 2014 2015 Total User Fee 1,516 865 384 393 345 358 484 4,344 REET - - - - - - - - Fuel Tax Utility Tax - - - - - - - - Bond Proceeds 522 298 1,650 2,506 2,500 2,503 2,326 12,305 Operating 3,116 1,549 1,152 455 363 345 393 7,373 Grants/Contribution Received - - - - - - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - - - - - - - Interest Income 109 62 39 22 18 18 22 291 Total Resources 5,2631 2,775 3,225 3,375 3,225 3,225 3,2251 24,313 Balance Available/(Unfunded Needs) NOTE:A-Acquisition,D-Development,M-Major Maintenance,R-Regulatory Compliance,T-Transfer Capital Investment Program-Wastewater Page 396 of 548 CAPITAL INVESTMENT PROGRAM through20 10 _ dollars Project Title: Heather Downs Interceptor Project Type: Development Project Number: U45455 Total Anticipated Project Cost: $ 1,417 Project Description The existing Heather Downs Interceptor is reaching capacity due to significant new development connecting into this system. An evaluation in 2006 determined the need to upsize the facility in order to accommodate anticipated flows over the near term. The project consists of upsizing existing 8,10,and 12-inch sewer with new 12 to 15-inch sewer main. The exact quantity of pipe and size will depend upon route selected upon completion of pre-design effort. 2009 Overview Budget Actual Zemaininq 2009 Adopted Budget 200 Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total 200 42 158 CIP Expenditures& ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - _ _ _ _ Consultant Services Major Maintenance _ _ Construction 217 1,200 1,417 Inspection _ _ Project Management Equipment Acquisition Contingencies _ _ Total CIP Expenses 217 1,200 1,417 Resources: User Fee 68 140 207 REET _ Fuel Tax Utility Tax _ _ Bond Proceeds 23 891 914 Operating 121 162 283 Grants/Contribution Received - _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers _ Interest Income 5 8 13 Total CIP Resources 217 1,200 1,417 Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 20101 20111 20121 20131 20141 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact Capital Investment Program-Wastewater Page 397 of 548 CAPITAL INVESTMENT PROGRAM through2010 1 Project Title: Summerwind/ Stonegate Lifstation Replacement Project Type: Development Project Number: U45465 Total Anticipated Project Cost: $ 3,994 Project Description The service area that flows into the Summerwind and Stonegate Lift Stations has seen significant growth over the past 5 years. This growth pattern is expected to continue over the next 5 to 10 years. The result is that this system is rapidly reaching its capacity. In order to provide sufficient capacity to this portion of the system,as well as provide better efficiency within our system,we are proposing to eliminate the Summerwind Station and send those flows to a new Stonegate Lift Station. The new station will direct flows to a new interceptor to be constructed in Field Avenue NE,within the Summerwind Plat. From there,flows will be directed to 2009 Overview Bud et Actual Zemaining 2009 Adopted Budget 1,600 Plus:Carryforward Funds +� Mid Year Adjustments date +/ 2009 Total 1,600 119 1,481 CIP Expenditures& ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services Major Maintenance - - - Construction 2,094 1,000 900 3,994 Inspection - - Project Management Equipment Acquisition Contingencies - - - Total CIP Expenses 2,094 1,000 900 3,994 Resources: User Fee 653 312 107 1,072 REET - - - Fuel Tax Utility Tax - - - Bond Proceeds 225 107 461 793 Operating 1,169 558 321 2,049 Grants/Contribution Received - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - - - interest Income 47 22 11 80 Total CIP Resources 2,094 1,000 900 3,994 Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - - - Expenditure Increase/Decrease 101 101 Net Impact - - i Capital Investment Program-Wastewater Page 398 of 548 t CAPITAL INVESTMENT PROGRAM through2010 thousands . dollars) Project Title: 126th Ave SE Sewer Extension Project Type: Development Project Number: U45491 Total Anticipated Project Cost: $ - Project Description Install approximately 1,300 linear feet of 8-inch sanitary sewer main within 126th Avenue SE in order to provide sanitary sewer service to a portion of existing single family homes in the Sierra Heights neighborhood. This extension was prompted by some of the residences expressing concern with the condition of their existing septic system and desire to connect to public sewer. This area has also been previously identified by the King County Health Department as an area of potential health concern. Total project cost is $400,000. Design and construction is anticipated to occur in 2009110. 2009 Overview Budget Actual Zemaining 2009 Adopted Budget 400 Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total 400 31 369 CIP Expenditures & ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - _ _ _ Consultant Services Major Maintenance Construction Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses Resources: User Fee REST Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - Expenditure Increase/Decrease Net Impact - r Capital Investment Program-Wastewater Page 399 of 548 r. CAPITAL INVESTMENT PROGRAM 20 10 th .ugh thousands . dollars) Project Title: Miscellaneous/ Emergency Projects Project Type: Major Maintenance Project Number: U45065 Total Anticipated Project Cost: $ 1,417 Project Description ' Funds to allow the Wastewater Utility the ability to address small or emergency projects that are not anticipated as part of the budget process. 2009 Overview Bud et Actual emainin 2009 Adopted Budget 100 Plus:Carryforward Funds +/- Mid YearAdjustments date +/- 2009 Total 100 22 78 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2.012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - - - - - - Major Maintenance 817 100 100 100 100 100 100 1,417 Construction - - - - - - - Inspection Project Management Equipment Acquisition Contingencies - - - Total CIP Expenses 817 100 100 100 100 100 100 1,417 Resources: , User Fee 255 31 12 12 11 11 15 346 REET - - - - - - - Fuel Tax Utility Tax - Bond Proceeds 88 11 51 74 78 78 72 451 Operating 456 56 36 13 11 11 12 595 Grants/Contribution Received - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - - - - - - Interest Income 1 19 1 2 1 1 1 1 1 1 1 1 1 25 Total CIP Resources 817 100 1 100 100 100 100 1 100 1,417 Unfunded Needs 0 0 1 0 0 0 0 1 0 1 EReve'nue erating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total rease/Decrease - - - - - - - Increase/Decrease 17 17 Net Impact - Capital Investment Program-Wastewater Page 400 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Sanitary Sewer Hydraulic Model Project Type: Major Maintenance Project Number: U45140 Total Anticipated Project Cost: $ 1,043 Project Description Development and implementation of sanitary sewer hydraulic model will allow the Wastewater Utility the ability to analyze its existing system to reduce potential for sanitary sewer overflows. Tool will also be used to evaluate growth trends,proposed significant rezones,and other development activity to determine impact to the wastewater system. 2009 Overview Budget Actual emainin 2009 Adopted Budget 100 Plus:Carryforward Funds +/_ 50 Mid Year Adjustments date +/- 2009 Total 150 33 117 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ Consultant Services - _ Major Maintenance 843 200 1,043 Construction _ Inspection Project Management Equipment Acquisition Contingencies _ - Total CIP Expenses 843 200 1,043 Resources: User Fee 263 23 286 REET _ Fuel Tax Utility Tax _ _ Bond Proceeds 91 148 239 Operating 471 27 498 Grants/Contribution Received - _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers _ Interest Income 19 1 20 Total CIP Resources 843 200 1,043 Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - Expenditure Increase/Decrease Net Impact - a Capital Investment Program-Wastewater Page 401 of 548 .w CAPITAL INVESTMENT PROGRAM 2010 through 1 Project Title: Renton Hill Sewer Replacement Project Type: Major Maintenance Project Number: U45475 Total Anticipated Project Cost: $ 4,000 Project Description The majority of the existing sanitary sewer mains in the Renton Hill portion of the City were installed in the 1920's. These facilities are reaching their useful age and require replacement over the next 6 year period. Design of the replacements will began in late 2012. Construction is scheduled for 2013 through 2015. 2009 Overview Budget Actual Zemainincl ' 2009 Adopted Budget Plus:Carryforward Funds +/ Mid Year Adjustments date 2009 Total CIP Expenditures& ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 11 2012 2013 2014 2015 Total Expenditures: 20 Property Acquisition - - - - - Consultant Services - - - - - ' Major Maintenance - 800 1,400 800 1,000 4,000 Construction - - - - - Inspection Project Management Equipment Acquisition Contingencies - Total ClPExpenses 800 1,400 800 1,000 4,000 Resources: , User Fee 93 150 89 150 482 REET - - - - - Fuel Tax ' Utility Tax - - - - - Bond Proceeds 594 1,085 621 721 3,021 Operating 108 157 86 122 473 Grants/Contribution Received - - - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - - - - Interest Income 5 1 8 1 4 1 7 124 Total CIP Resources 800 1 1,400 800 1,000 1 Unfunded Needs - - 0 0 Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenuelncrease/Decrease - - - - - - Expenditure Increase/Decrease Net Impact - i 1 Capital Investment Program-Wastewater Page 402 of 548 CAPITAL INVESTMENT PROGRAM i 2010 through 2015 (in thousands of dollars) Project Title: Renton CBD Sewer Replacement Phase IV Project Type: Major Maintenance Project Number: U45477 Total Anticipated Project Cost: $ 2,000 Project Description Over the past 12 years,the Wastewater Utility has been replacing sewer mains throughout the downtown area. There is one remaining phase of work to be completed. The work will consist of replacement of 60 to 85 year old sewers in the CBD area,with design and construction beginning in 2013,and construction anticipated to be completed in 2015. 2009 Overview Budget Actual emainin 2009 Adopted Budget Plus:Carryforward Funds Mid Year Adjustments date +/- 2009 Total CIP Expenditures& ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - _ _ _ _ Consultant Services _ _ Major Maintenance 1,400 600 2,000 Construction _ _ Inspection Project Management Equipment Acquisition w Contingencies _ _ _ Total CIP Expenses 1,400 600 2,000 Resources: User Fee 156 90 246 REET _ Fuel Tax Utility Tax _ _ _ Bond Proceeds 1,087 433 1,519 Operating 150 73 223 Grants/Contribution Received _ _ _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated _ _ Misc/Transfers _ Interest Income g 1 4 12 Total CIP Resources 1,400 1 600 2,000 Unfunded Needs (0) (0) r• Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - _ Expenditure Increase/Decrease Net Impact Capital Investment Program-Wastewater Page 403 of 548 CAPITAL INVESTMENT PROGRAM 20 10 th ro ugh 20 15 (in thousands of dollars) Project Title: Earlington Sewer Replacement Project Type: Major Maintenance Project Number: U45405 Total Anticipated Project Cost: $ 3,915 Project Description ' Existing sewers in a portion of the Earlington area surrounded by SW Sunset Blvd.to the south,SW Langston Rd.to the north, Oakesdale Ave.SW to the west,and Hardie Ave.SW to the east,were installed in the 1920's and have reached their useful life. This project will replace the sewers over a period of five years,with design starting in 2008,and construction 2009 through 2012. The project will also include the upsizing of portions of the system to accomodate growth that has occured in this service area. 2009 Overview Bud et Actual emainin ' 2009 Adopted Budget 300 Plus:Carryforward Funds +/- 410 Mid Year Adjustments date 2009 Total 710 9 701 CIP Expenditures&ResourceS Life to Date P r o j e c t e d Project , Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - - - - Major Maintenance 715 750 950 500 1,000 3,915 Construction - - - - - Inspection Project Management ' Equipment Acquisition Contingencies - - - Total CIP Expenses 715 750 950 500 1,000 3,915 Resources: ' User Fee 223 234 113 58 107 735 REET - - - - - Fuel Tax ' Utility Tax - - - - - Bond Proceeds 77 81 486 371 775 1,790 Operating 399 419 339 67 112 1,337 Grants/Contribution Received - - - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - - - - Interest Income 1 16 1 17 1 12 1 3 1 6 153 Total CIPResourceS 1 715 750 1 950 1 500 1 1,000 13,915 Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 20101 20111 20141 2015 Total Revenue Increase/Decrease - - - Expenditure Increase/Decrease 26 26 Net Impact Capital Investment Program-Wastewater Page 404 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Maintenance and Upgrade of Hydraulic model Project Type: Major Maintenance Project Number: U45460 Total Anticipated Project Cost: $ 238 Project Description Work on the initial development was completed in 2006. As we add infrastructure and receive improved data on our existing system, we will need to update the Hydraulic Model. 2009 Overview Budget Actual Zemaining 2009 Adopted Budget 25 Plus:Carryforward Funds Mid Year Adjustments date +/- 2009 Total 25 20 5 CIP Expenditures & Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 2014 2015 Total Expenditures: Property Acquisition - - _ _ _ _ Consultant Services _ Major Maintenance 88 25 25 25 25 25 25 238 Construction _ Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 88 25 25 25 25 25 25 238 Resources: User Fee 27 8 3 3 3 3 4 50 REET _ Fuel Tax _ Utility Tax Bond Proceeds 9 3 13 19 19 19 18 100 Operating 49 14 9 3 3 3 3 84 Grants/Contribution Received _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers _ Interest Income 1 2 1 1 0 1 0 1 0 1 0 1 0 3 Total CIP Resources 88 25 25 25 25 25 25 238 Unfunded Needs (0) (0) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - _ Expenditure Increase/Decrease 17 17 Net Impact m Capital Investment Program-Wastewater Page 405 of 548 CAPITAL INVESTMENT PROGRAM through2010 Project Title: Telemetry Upgrade Project Type: Major Maintenance Project Number: U45476 Total Anticipated Project Cost: $ 150 Project Description ' The Wastewater Utility owns and operates 26 sewage lift stations. Each of these stations communicates through a radio controlled telemetry system that consists of a master unit at the City Shops site and individual units at each station. The telemetry allows us to track operations at each station,modify parameters as needed,and provides a means to be contacted for emergency alarms. As with any technology today,this system needs to be updated on a continual basis as the technology becomes outdated. This program provides us with funding to update our telemetry. Specific anticipated improvements include newer radio units,update of Rugid 2009 Overview Budget Actual temaining 2009 Adopted Budget Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - , Major Maintenance 150 150 Construction - - Inspection Project Management ' Equipment Acquisition Contingencies - - Total CIP Expenses 150 150 Resources: , User Fee 17 17 REET - - Fuel Tax Utility Tax Bond Proceeds 111 111 Operating 20 20 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - Interest Income 1 11 Total CIP Resources 150 1150 Unfunded Needs - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 10111 0121 0131 014 2015 1 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-Wastewater Page 406 of 548 CAPITAL INVESTMENT PROGRAM 010through thousands . dollars) Project Title: WSDOT 1-405 Relocations Project Type: Major Maintenance Project Number: U45450 Total Anticipated Project Cost: $ 87 Project Description WSDOT is currently proceeding with multiple projects along 1-405 to improve lane capacity and off ramp access. The City has been coordinating with WSDOT to identify our utility facilities and any potential conflicts with those facilities. Construction will occur 2009 thru 2011. 2009 Overview Budget Actual Zemainin 2009 Adopted Budget 75 Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total 75 2 73 CIP Expenditures&ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services Major Maintenance 87 87 Construction Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 87 87 Resources: User Fee 27 27 REET Fuel Tax Utility Tax Bond Proceeds 9 9 Operating 49 49 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income 2 2 Total CIP Resources 87 87 Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 20101 20111 20121 20131 20141 2015 Total Revenue Increase/Decrease - - Expenditure Increase/Decrease Net Impact Capital Investment Program-Wastewater Page 407 of 548 CAPITAL INVESTMENT PROGRAM through2010 Project Title: SW 34th Street Interceptor Project Type: Major Maintenance Project Number: U45478 Total Anticipated Project Cost: $ - Project Description The SW 34th Street Interceptor was identified in the Hydraulic Model report in 2006 as having near term capacity restraints. The initial phase of work will be to perform additional flow analysis to better determine the flow limitations and to establish a timeframe for this interceptor's replacement. Analysis is currently planned to begin late 2009 into 2010. 2009 Overview Budget Actual Zemaining 2009 Adopted Budget 75 Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total 75 75 CIP Expenditures&ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance Construction Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - - Expenditure Increase/Decrease Net Impact Capital Investment Program-Wastewater Page 408 of 548 CAPITAL INVESTMENT PROGRAM 20 10 through 20 15 (in thousands of dollars Project Title: Westview Lift Station Rehabilitation Project Type: Major Maintenance Project Number: U45479 Total Anticipated Project Cost: $ - Project Description The Westview Lift Station was constructed originally as part of the Westview Plat in 1995. This station serves 12 homes and was built with non-standard pumps,motors,motor control,and valving. The station is already showing signs of substantial wear and will not meet our standard 25 year minimum life. The project will rehab the station with new equipment to extend its usefull life to our current standard. Pre-design is occuring in 2009 with design and construction in 2010. 2009 Overview Budget Actual emainin 2009 Adopted Budget 300 Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total 300 9 291 CIP Expenditures& ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - _ Consultant Services Major Maintenance Construction Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses Resources: User Fee REET Fuel Tax Utility Tax Bond Proceeds Operating Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - Expenditure Increase/Decrease Net Impact .+r Capital Investment Program-Wastewater Page 409 of 548 CAPITAL INVESTMENT PROGRAM through2010 Project Title: Falcon Ridge Lift Station Rehabilitation Project Type: Major Maintenance Project Number: U45480 Total Anticipated Project Cost: $ 400 Project Description ' The Falcon Ridge Lift Station was originally constructed in 1981 as part of the original Falcon Ridge PUD development. This station has exceeded its expected 25 year life and is showing signs of wear and age. The work will include updating all components of the station to meet our current standards. 2009 Overview Budget Actual Zemaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - Consultant Services - - Major Maintenance 400 400 Construction - Inspection - Project Management Equipment Acquisition Contingencies - Total CIP Expenses 400 400 Resources: User Fee 43 43 REET - - Fuel Tax Utility Tax - - Bond Proceeds 310 310 Operating 45 45 Grants/Contribution Received - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - Interest Income 2 2 Total CIP Resources 400 400 Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - Expenditure Increase/Decrease Net Impact e Capital Investment Program-Wastewater Page 410 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Lind Avenue Lift Station Replacement Project Type: Major Maintenance Project Number: U45481 Total Anticipated Project Cost: $ 1,200 Project Description The Lind Avenue Lift Station serves a large portion of the valley. This station was originally installed in 1978 and received some updates in the early 1990's. As part of the design,we will also evaluate station capacity to ensure that the station can meet the future demands within this service area. The project currently anticipates full and complete replacement of all components of the station. 2009 Overview Budget Actual lemainincl 2009 Adopted Budget Plus:Carryforward Funds +/- Mid YearAdjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - - Major Maintenance 300 900 1,200 Construction - - - Inspection Project Management Equipment Acquisition Contingencies - - Total CIP Expenses 300 900 1,200 Resources: User Fee 32 100 132 REET - - Fuel Tax Utility Tax - - - Bond Proceeds 233 699 931 Operating 34 96 130 Grants/Contribution Received - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - - - Interest Income 2 5 7 Total CIPResources 300 900 1,200 Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Wastewater Page 411 of 548 CAPITAL INVESTMENT PROGRAM 20 10 through 20 15 (in thousands of dollars) 1 Project Title: Denny's Lift Station Rehabilitation Project Type: Major Maintenance Project Number: U45482 Total Anticipated Project Cost: $ 402 Project Description The Denny's Lift Station was originally installed in 1983. The only flow into this station comes from the Denny's Restaurant on Lake Washington Boulevard. The station has reached its useful age and is showing signs of wear. The station also has large volumes of grease directed to it from the restaurant it serves. We will look at options to minimize impact from that grease. Design will occur in 2009 with construction in 2010. 2009 Overview Budget Actual Zemaining 2009 Adopted Budget Plus:Carryforward Funds +/- 350 Mid YearAdjustments date +/- 2009 Total 350 31 319 CIP Expenditures& ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - Major Maintenance 402 402 Construction - Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 402 402 Resources: User Fee - REET Fuel Tax Utility Tax Bond Proceeds - Operating 402 402 Grants/Contribution Received - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 402 402 Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 20131 2014 2015 Total Revenue Increase/Decrease - - - - - - - Expenditure Increase/Decrease Net Impact Capital Investment Program-Wastewater Page 412 of 548 CAPITAL INVESTMENT PROGRAM through20 10 thousands . dollars) Project Title: Airport Lift Station Rehabilitation Project Type: Major Maintenance Project Number: U45483 Total Anticipated Project Cost: $ 400 Project Description The Airport Lift Station was constructed in 1986 to serve the southwesterly portion of the Renton Airport,including the Control Tower. The station is reaching its useful age and,during routine maintenance,signs of wear have been noted. As part of the rehabilitation, we will evaluate long-range plans for the airport to assure we provide sufficient capacity for any potential expansions at the airport. 2009 Overview Budget Actual Zemaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services - - Major Maintenance 400 400 Construction - - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 400 400 Resources: User Fee 48 48 REET - - Fuel Tax - Utility Tax - Bond Proceeds 205 205 Operating 143 143 Grants/Contribution Received - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - - lnterest Income 5 5 Total CIP Resources 400 400 Unfunded Needs - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - Expenditure Increase/Decrease Net Impact - w Capital Investment Program-Wastewater Page 413 of 548 1 CAPITAL INVESTMENT PROGRAM through2010 Project Title: East Renton Lift Station Elimination Project Type: Major Maintenance Project Number: 045484 Total Anticipated Project Cost: $ 700 Project Description The East Renton Lift Station was installed as a temporary station until such time as we had the Central Plateau Interceptor in place and activated the Briar Hills dry sewers. The Central Plateau Interceptor is currently under construction and Water District 90 has turned over the Briar Hills facilities to the City. The project will consist of the installation of approximately 800 linear feet of 15-inch sewer main from the station to the existing 15-inch main in the Briar Hills system. 2009 Overview Budget Actual Zemainin2 2009 Adopted Budget 200 Plus:Carryforward Funds +/- Mid YearAdjustments date +/- 2009 Total 200 6 194 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - - Major Maintenance 400 300 700 Construction - - - Inspection Project Management Equipment Acquisition Contingencies - - Total CIP Expenses 400 300 700 Resources: User Fee 125 36 160 REET - - - Fuel Tax Utility Tax - - - Bond Proceeds 43 154 196 Operating 223 107 330 Grants/Contribution Received - - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - - interest Income 9 4 13 Total CIP Resources 400 300 700 Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - - Expenditure Increase/Decrease 101 101 Net Impact - - - i Capital Investment Program-Wastewater Page 414 of 548 CAPITAL INVESTMENT PROGRAM through20 10 thousands . dollars) Project Title: Misty Cove Lift Station Replacement Project Type: Major Maintenance Project Number: 045485 Total Anticipated Project Cost: $ 400 Project Description The Misty Cove Lift Station was originally constructed in 1974 as part of the Kennydale Industrial Sewer Improvements done along the Lake during the time of Port Quendall and associated uses. Some minor improvements have been made in 1987 and 2005. The station is reaching its useful life and is showing signs of needing replacement. 2009 Overview Budget Actual Zemainincl 2009 Adopted Budget Plus:Carryforward Funds +/- Mid YearAdjustments date +/- 2009 Total CIP Expenditures& ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services - Major Maintenance 400 400 Construction - _ Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 400 400 Resources: User Fee 48 48 BEET - _ Fuel Tax Utility Tax - _ Bond Proceeds 205 205 Operating 143 143 Grants/Contribution Received - _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - _ Interest Income 5 5 Total CIP Resources 400 400 Unfunded Needs - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - Expenditure Increase/Decrease Net Impact - r Capital Investment Program-Wastewater Page 415 of 548 wr CAPITAL INVESTMENT PROGRAM through20 10 Project Title: Lake Washington Blvd Sewer Repair (2900 Block) Project Type: Major Maintenance Project Number: U45494 Total Anticipated Project Cost: $ 200 Project Description In 1997 the sanitary sewer main in Lake Washington Blvd in the 2900 block of Lake Washington Blvd N.was damaged by an unidentified private contractor. The sewer main was temporarily patched and put back into service. The repair is temporay because it impacts ultimate flow capacity and restricts our ability to maintain the main. To properly reestablish the capacity and abilty to maintain the line,we will need to replace the full reach between manholes for this repair area,consisting of approximately 300 lineal , feet of main. 2009 Overview Budget Actual Zemaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services - - Major Maintenance 200 200 Construction - - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 200 200 Resources: User Fee 30 30 REET - - Fuel Tax Utility Tax - - Bond Proceeds 144 144 Operating 24 24 Grants/Contribution Received - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - interest Income 1 11 Total CIP Resources 200 1200 Unfunded Needs 1 (0) (1) Impact on Operating Funds Life to Date P r o j e c t e d I Project Thru 20089 2010 2011 2012 20131 2014 2015 Total Revenuelncrease/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-Wastewater Page 416 of 548 1 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) +w. Project Title: West Hill Sewer Replacement Project Type: Major Maintenance Project Number: U45493 Total Anticipated Project Cost: $ 1,000 Project Description The existing sanitary sewer collection system on the West Hill was constructed in 1962 and is comprised of 6-inch and 8-inch concrete sewers. These mains are reaching the end of their useful life and need to be replaced before we experience structural failure in the mains. The project involves the replacement of approximately 25,000 lineal feet of existing sewer main. Design of the replacement work is anticiapted to begin in 2014,with construction beginning in 2015,and completion anticipated in 2017. 2009 Overview Budget Actual Zemainincl 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - Major Maintenance 1,000 1,000 Construction - - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 1,000 1,000 Resources: User Fee 150 150 BEET - _ Fuel Tax Utility Tax - - Bond Proceeds 721 721 Operating 122 122 Grants/Contribution Received - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - Interest Income 7 7 Total CIP Resources 1,000 1,000 Unfunded Needs 0 0 Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact +nr Capital Investment Program-Wastewater Page 417 of 548 +n CAPITAL INVESTMENT PROGRAM through2010 Project Title: Thunder Hill Interceptor Repl/Rehab Project Type: Major Maintenance Project Number: U45495 Total Anticipated Project Cost: $ 300 Project Description The Thunderhill Interceptor system was installed in 1964 and is comprised of 10,12,and 18-inch concrete sewers. This facility is reaching its usefull life and needs to be replaced before we experience structural failure. This project involves replacement of approximately 11,000 lineal feet of the existing interceptor. We anticipate beginning design in 2015. i 2009 Overview Budget Actual Zemaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 20151 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - Major Maintenance 300 300 Construction - - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 300 300 Resources: User Fee 45 45 REET - - Fuel Tax Utility Tax - - Bond Proceeds 216 216 Operating 37 37 Grants/Contribution Received - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - Interest Income 2 2 Total CIP Resources 300 300 Unfunded Needs 0 1 Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-Wastewater Page 418 of 548 Iw CAPITAL INVESTMENT PROGRAM 20 10 • • . .. . Project Title: Renton Center sewer Extension, Ph II Project Type: Major Maintenance Project Number: U45496 Total Anticipated Project Cost: $ 150 Project Description The second phase of this project involves the extension of approximately 500 lineal feet of 8-inch sewer main to replace an existing private 6-inch"spaghetti line". This facility serves multiple commercial uses,mostly restaurants,which makes it difficult to control fats,oil,and grease. Design and construction is planned for 2011. 2009 Overview Budget Actualemainin 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - - Major Maintenance 150 150 Construction - - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 150 150 Resources: User Fee 18 18 REET Fuel Tax Utility Tax Bond Proceeds 77 77 Operating 54 54 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - - Interest Income 2 2 Total CIP Resources 150 150 Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-Wastewater Page 419 of 548 a CAPITAL INVESTMENT PROGRAM through2010 Project Title: Central Renton Interceptor Reline/Upsize Project Type: Major Maintenance Project Number: U45497 Total Anticipated Project Cost: $ 400 Project Description When re-directing the Sunset Interceptor flows into the Central Renton Interceptor,the original survey indicated that the existing easterly section of the Central Renton Interceptor was an 18-inch main. Once in construction,we determined the line to be only a 12- inch main. In addition,their is approximately 650 lineal feet of old 24-inch concrete main that needs to be re-lined to protect the integrity of the pipe. We anticiapte design and construction in 2011. 2009 Overview Budget Actual Zemaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid YearAdjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services - - Major Maintenance 400 400 Construction - Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 400 400 Resources: User Fee 47 47 REET - - Fuel Tax Utility Tax - - Bond Proceeds 297 297 Operating 54 54 Grants/Contribution Received - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - Interest Income 3 3 Total CIP Resources 400 400 Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-Wastewater Page 420 of 548 CAPITAL INVESTMENT PROGRAM -Eli 2010 • • I15 (in thousands . .. . Project Title: Lake Washington Beach L.S. Elim/Rehab Project Type: Major Maintenance Project Number: U45492 Total Anticipated Project Cost: $ 500 Project Description The Lake Washington Beach Lift Station was originally constructed in the late 1960's in the south end of Coulon Park to serve the City Park facilities in that area. It has had some minor rehab since that time,but is now at its useful life. The project includes a study to determine if a gravity alternative is available,or if we need to reconstruct the lift station. The study and pre-design will occur in 2009, with final design and construction in 2010. 2009 Overview Budget Actual ZemainiM 2009 Adopted Budget Plus:Carryforward Funds +/- 100 Mid Year Adjustments date +/- 2009 Total 100 9 91 CIP Expenditures& ResourceS Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - Consultant Services - _ Major Maintenance 500 500 Construction - _ Inspection Project Management Equipment Acquisition Contingencies - Total CIP Expenses 500 500 Resources: User Fee 156 156 REET - _ Fuel Tax Utility Tax - _ Bond Proceeds 54 54 Operating 279 279 Grants/Contribution Received - - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - _ Interest Income 11 11 Total CIP Resources 500 500 Unfunded Needs Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 20101 20111 20121 20131 2014 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease 101.234 101 Net Impact Capital Investment Program-Wastewater Page 421 of 548 This page is intentionally left blank i l i 1 Capital Investment Program-Wastewater Page 422 of 548 rr� SM#aVM r. UTMO r rr. irr 4W r12. 12. 2008 Carr Road-Panther Creek Emergency Culvert Repair Project Completed repair work to a 78-inch metal culvert that had a 35-ft section of the pipe outlet structurally fail, which required an emergency repair project. r. Did You Know? The Surface Water Utility provides management, planning,engineering,and customer service to minimize flood hazards,comply with regulatory requirements and enhance environmental resources to contribute to the livability of the community. in r 1r it Capital Investment Program-Surface Water Page 423 of 548 CAPITAL INVESTMENT PROGRAM through20 10 SUMMARY type LTD Thru Projected Projected Projected Projected Projected Projected Project Projects (Note) 2009 2010 2011 2012 2013 2014 2015 Total Springbrook Creek Wetland&Habitat Mitigation Bank D 1,339 300 430 150 100 100 100 2,519 NE 5th St.and Edmonds Ave.NE Storm System Improvements D - - 150 800 - - - 950 Shattuck Ave.S Storm Sys Improvemt Project IS 7th St.to S 4th PI.) D 781 - - 781 Gypsy Basin/Ripley Lane Storm System Improvement Project D 1,510 - - - 1,510 Monroe Ave.NE&N 2nd Street Infiltration System Improvements D - - 200 100 1,000 1,300 Hardie Ave.SW Underpass Storm System Improvement D 100 200 1,000 - - 1,300 East Valley Road Storm System Improvements D - - - 300 300 SW 43rd StreeULind Ave SW Storm Sys Impr D - 250 250 Dayton Ave NE&NE 22nd St Storm Sys Impr Proj D 303 - 303 Oakesdale/SW 41 st St.Culvert Replacement D - - - 100 100 Green River Ecosystem Restoration D 433 10 10 10 10 10 10 493 Maplewood Creek Basin Storm Improvements D - - 150 700 - 850 Lake Washington Blvd-Hawks Landing Storm System Improvement Project D 800 - - - 800 Forebay&Springbrook Ck Sediment Removal Proj M - - - - - - 100 100 Small Drainage Projects Program M 3,377 253 250 230 230 280 250 4,870 Miscellaneous/Emergency Storm Projects Ni 210 50 50 50 50 50 50 510 Lower Cedar River Sediment Management Project M 7,759 250 400 500 700 2,000 700 12,309 Lake Ave.S/Rainier Ave.S Storm System Replacement Project M 706 - - - - - - 706 USACE Cedar River Spawning Channel Replacement Project M 536 536 Elliott Spawing Channel Repair Project M 351 351 Carr Road-Panther Ck Emerg Culvert Repair Proj M 912 - - - 912 Maplewood Creek Sedimentation Facility Maint M 184 100 100 100 484 Madsen Creek Sedimentation Cleaning M 90 50 50 50 50 50 50 390 Surface Water Utility System Plan R 896 25 - - - - 130 1,051 Talbot Hill Area Mosquito Abatement Program R 417 50 50 50 50 50 50 717 Stream Flow and Water Quality Monitoring Pgm R 166 10 10 10 10 10 10 226 Renton Storm Water Design Manual R 377 25 - - - - - 402 SID Surface Water Utility GIS R 497 100 100 100 100 100 100 1,097 Storm System Field Mapping Project(NPDES) R 456 227 - - - - - 683 Total Six-Year Project E;ostsi21,300 1 2,250 2,000 3,200 3,100 2,650 2,3001 36,800 LTD r ru Projected ProjectedProjected Projected Projected Projected roject Resources: 2009 2010 2011 2012 2013 2014 2015 Total User Fee 3,317 228 307 474 413 368 390 5,497 REET - - - - - - Fuel Tax Utility Tax - - - - - - Bond Proceeds 6,566 66 803 1,709 1,775 1,417 980 13,315 Operating 8,979 1,037 651 699 607 689 812 13,474 » Grants/Contribution Received 1,148 7 47 - - - 5 1,207 Mitigation Funds Received - - - - - - - - Grants/Contribution Anticipated 902 883 176 297 287 157 99 2,801 Mitigation Funds Anticipated - - - - Misc/Transfers - - - - - Interest Income 389 31 15 22 16 18 16 507 Total Resources/Unfunded Needs 21,300 2,250 2,000 3,200 3,100 2,650 2,300 36,800 Balance Available7(Unfunded Needs) - - - - - NOTE:A-Acquisition,D-Development,M-Major Maintenance,R-Regulatory Compliance,T-Transfer i Capital Investment Program-Surface Water Page 424 of 548 ti CAPITAL INVESTMENT PROGRAM 20 10 • • 1 dollars) Project Title: Springbrook Creek Wetland and Habitat Mitigation Bank Project Type: Development Project Number: U65119 Total Anticipated Project Cost: $ 2,519 Project Description This project consists of developing a plan,creating,restoring,and enhancing wetlands in partnership with WSDOT,on approximately 130 total acres in the valley adjacent to Springbrook Creek. The project allows an alternative to on-site mitigation for private and public projects(City or WSDOT)with wetland impacts that require mitigation per City Code to achieve a no-net loss of wetland functions and values.The project will also improve flood storage capacity along Springbrook Creek,improve water quality,fish and wildlife habitat,and provide economic benefits by allowing private development to fill low quality wetland on their property in exchange for purchasing credits from the Wetland Bank. This allows those private properties to develop more area,which will create higher valued developments,increase property values,and create more jobs,thereby increasing the City's general fund revenues. The funding is for the City's share to work with WSDOT as defined in the Wetland Mitigation Bank Agreements. The construction will occur in 2007-2009,and there will be a 10- year monitoring period to verify whether performance standards have been met to allow for the release of wetland mitigation credits that can by used by the City and WSDOT. Summary of Progress: WSDOT completed the project construction in June of 2009. The 10-year plant establishment and monitoring period will start in 2009. Funding is programmed in 2010 for City's share of project plant establishment and monitoring costs necessary to meet performance standards needed to allow the release of wetland mitigation credits for use. 2009 Overview Budget Actual Remainin y 2009 Adopted Budget 600 Plus:Carryforward Funds Mid Year Adjustments date 2009 Total 600 2 598 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - _ _ _ _ Consultant Services Major Maintenance - - _ _ _ _ _ Construction 1,339 300 430 150 100 100 100 2,519 Inspection - _ _ _ _ _ _ Project Management Equipment Acquisition Contingencies - _ Total CIP Expenses 1,339 300 430 150 100 100 100 2,519 Resources: User Fee 191 43 58 20 12 12 14 349 REET _ _ _ _ _ _ Fuel Tax Utility Tax - - - _ _ Bond Proceeds 247 35 278 101 75 68 68 872 Operating 872 195 69 20 9 14 13 1,191 Grants/Contribution Received - - - - _ Mitigation Funds Received Grants/Contribution Anticipated 21 22 8 4 4 5 64 Mitigation Funds Anticipated Misc/Transfers - - - _ _ _ _ Interest Income 1 30 6 3 1 1 1 1 42 Total ClPResources 1 1,339 300 430 150 100 100 1 100 2,519 Balance Available/(Unfunded Needs) I - _ Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenuelncrease/Decrease Expenditure Increase/Decrease 45 45 Net Impact - Capital Investment Program-Surface Water Page 425 of 548 l CAPITAL INVESTMENT PROGRAM through2010 Project Title: NE 5th St. and Edmonds Ave. NE Storm System Improvements Project Type: Development Project Number: Total Anticipated Project Cost: $ 950 Project Description Project consists of replacing 3,200 linear feet of existing 15-inch to 18-inch storm system,with new 18-inch to 30-inch storm system. The improvements will occur from NE 5th PI.and Harrington Avenue NE,down NE 5th PI.,Edmonds,Camas,N 6th PI.,Aberdeen Ave.NE to NE 7th St. There are areas of localized flooding caused by lack of system capacity. Surcharging of the storm system has occurred during storm events. The basin hydrologic and hydraulic analysis shows that the existing system lacks capacity,which results in the flooding of private property and streets. Summary of Progress: Project design to start in 2011 with construction planned for 2012. 2009 Overview Budget Actual Remainin 2009 Adopted Budget #kt Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total - - CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - - Consultant Services Major Maintenance - - - Construction 150 800 950 Inspection - - - Project Management Equipment Acquisition Contingencies - - - Total CIP Expenses 150 800 950 Resources: User Fee 20 108 128 REET - - - Fuel Tax Utility Tax - - Bond Proceeds 97 541 638 Operating 24 105 129 Grants/Contribution Received - - Mitigation Funds Received Grants/Contribution Anticipated 8 41 48 Mitigation Funds Anticipated Misc/Transfers - - Interest Income 1 5 7 Total CIP Resources 150 800 950 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 426 of 548 CAPITAL INVESTMENT PROGRAM 2010 through thousands . .. . Project Title: Shattuck Ave. S Storm Sys Improvemt Project (S 7th St. to S 4th PI.) Project Type: Development Project Number: U65440 Total Anticipated Project Cost: $ 781 Project Description The project consists of replacing approximately 1,100 linear feet of existing 12 to 24-inch storm system in Shattuck Ave.S between S 7th St.and S 4th PI., with a new 48-inch storm system. The proposed project will re-route flows that currently drain to the Rainier Pump Station to the SW 7th St.storm system as part of the Rainier Ave TIP. This would reduce flows and capacity problems at the Rainier Pump Station and the downstream flooding problems in the Hardie Ave.storm system,and reduce cost to the Rainier Ave TIP. The project is an element of a series of storm system improvements that will better serve the south Renton and downtown areas. The schedule of improvements to be funded by the Surface Water Utility will need to be coordinated with planned City Transportation Improvements in the project area. Summary of Progress: Project construction is planned to start in September of 2009 and will continue into 2010. No additional funding programmed in 2010 for the project. 2009 Overview Budget Actual Remaining 2009 Adopted Budget 600 Plus:Carryforward Funds +/- 175 Mid Year Adjustments date +/ 2009 Total 775 5 770 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - _ _ _ _ Consultant Services Major Maintenance _ Construction 781 781 Inspection _ Project Management Equipment Acquisition Contingencies _ Total CIP Expenses 781 781 Resources: User Fee _ REET Fuel Tax Utility Tax _ Bond Proceeds 781 781 Operating _ Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 781 781 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 427 of 548 I CAPITAL INVESTMENT PROGRAM 2010 through I �. Project Title: Gypsy Basin/Ripley Lane Storm System Improvement Project Project Type: Development Project Number: U65365 Total Anticipated Project Cost: $ 1,510 Project Description The project includes the replacement of the existing culvert crossing from the east side of Ripley Lane N and the BNSF railroad right-of-way with three 48- inch culverts,which will connect into a 60-inch storm system on the Seahawk Headquarters and Training Facility site. The project will be done in coordination with WSDOT,the Seahawks,and City Transportation planned improvements to Ripley Lane N. The Surface Water Utility will fund the construction of the improvements,along with the City's share of the cost for the oversizing improvements on the Seahawk site. WSDOT will also participate in a cost sharing agreement with the City on the project,since the system is being designed to accommodate the future condition runoff that includes their future 1405 project improvements that will discharge runoff into the new regional storm water conveyance system. Design started in 2007 and was funded out of the Transportation TIP with the$146,000 Port Quendall HUD Grant. The design,permitting,and construction of the improvements are programmed to be completed in 2008 with final project close-out in 2009. Summary of Progress: Project final pay estimate and close-out completed in 2009. No additional work planned or funding programmed for 2010. 2009 Overview Bud et Actual Remainin 2009 Adopted Budget 100 Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total 100 57 43 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - - Consultant Services Major Maintenance Construction 1,510 1,510 Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 1,510 1,510 Resources: User Fee 312 312 REET - Fuel Tax Utility Tax - Bond Proceeds 486 486 Operating - - Grants/Contribution Received 570 570 Mitigation Funds Received - Grants/Contribution Anticipated 108 108 Mitigation Funds Anticipated - Misc/Transfers - Interest Income 34 34 Total CIP Resources 1,510 1,510 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenuelncrease/Decrease - - - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 428 of 548 CAPITAL INVESTMENT PROGRAM 20 10 • • I 15 (in thousands . dollars) Project Title: Monroe Ave. NE & N 2nd Street Infiltration System Improvements Project Type: Development Project Number: Total Anticipated Project Cost: $ 1,300 Project Description The project includes the design and construction of an additional infiltration system to increase the size of an existing infiltration system near the City Shops. The existing infiltration system in Monroe Ave NE and N 2nd Street has insufficient capacity for the increased runoff due to changing land use for the 200-acre basin that it serves.The existing infiltration system surcharges,which has caused street flooding and private property damage during large storm events in the past. The City currently has a 5-year easement to discharge storm water during extreme events into the Upper Balch Pit to prevent flooding. The project final design will start in 2010 with construction scheduled for 2012,if the overflow easement is not renewed by the property owner. Summary of Progress: Project design to start in 2011 with construction planned for 2013. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - _ _ Consultant Services Major Maintenance - - - _ Construction 200 100 1,000 1,300 Inspection _ _ _ _ Project Management Equipment Acquisition Contingencies _ _ _ _ Total CIP Expenses 200 100 1,000 1,300 Resources: User Fee 27 14 119 159 REET _ _ _ Fuel Tax Utility Tax _ _ _ Bond Proceeds 129 68 746 943 Operating 32 13 87 132 Grants/Contribution Received _ _ _ Mitigation Funds Received Grants/Contribution Anticipated 10 5 44 59 Mitigation Funds Anticipated Misc/Transfers _ _ _ Interest Income 2 1 5 7 Total CIP Resources 200 1 100 1 1,000 1,300 Balance Available/(Unfunded Needs) - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 429 of 548 CAPITAL INVESTMENT PROGRAM 20 10 through 2015 (in thousands of dollars) Project Title: Hardie Ave. SW Underpass Storm System Improvement Project Type: Development Project Number: Total Anticipated Project Cost: $ 1,300 Project Description The project includes the replacement of approximately 2,400 linear feet of 36 inch to 48-inch storm system,between Hardie Ave. SW to SW 7th St.,with a larger storm system or a parallel storm system. Alternative pipe alignment,the installation of a pump station,or other options that could solve the flooding problem will be considered during the project design phase. The project design will start in 2010 and construction will occur in 2012. The schedule of improvements to be funded by the Surface Water Utility will need to be coordinated with planned City Transportation Improvements in the project area. Summary of Progress: Project design scheduled to start in 2010 with construction planned for 2012. 2009 Overview Budget Actual 4Reemainin 2009 Adopted Budget Plus:Carryforward Funds +/ Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - - Consultant Services Major Maintenance - - - - Construction 100 200 1,000 1,300 Inspection - - - - Project Management Equipment Acquisition Contingencies i Total CIP Expenses 100 200 1,000 1,300 Resources: User Fee 14 27 135 176 REET - - - - Fuel Tax Utility Tax - - - Bond Proceeds 12 129 676 8181 Operating 65 32 131 228 Grants/Contribution Received 7 - - 7 Mitigation Funds Received - Grants/Contnbution Anticipated 10 51 61 I Mitigation Funds Anticipated Misc/Transfers - - - - r Interest Income 2 2 7 10 TotaIClPResources 100 200 1,000 1,300 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - - Expenditure Increase/Decrease 34 34 ` Net Impact - Capital Investment Program-Surface Water Page 430 of 548 CAPITAL INVESTMENT PROGRAM 2010 through . dollars) Project Title: East Valley Road Storm System Improvements Project Type: Development Project Number: Total Anticipated Project Cost: $ 300 Project Description The project includes replacing the existing storm system along the East Valley Road between SW 29th St.and SW 23rd St.with a new 48-inch storm system. The new storm system will discharge into the SW 23rd St.Channel,which flows to Springbrook Creek. The project design will start in the year 2013 and construction will occur in future years. The project schedule and improvements may change depending upon the schedule and scope of improvements planned by WSDOT as part of the 1-405/SR-1 67 project. Summary of Progress: Project design planned to start in 2015. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ _ _ _ _ Consultant Services Major Maintenance _ _ Construction 300 300 Inspection _ _ Project Management Equipment Acquisition Contingencies _ _ Total CIP Expenses 300 300 Resources: User Fee 41 41 REET Fuel Tax Utility Tax _ _ Bond Proceeds 203 203 Operating 40 40 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated 15 15 Mitigation Funds Anticipated Misc/Transfers Interest Income 2 2 Total CIP Resources 300 300 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 431 of 548 j CAPITAL INVESTMENT PROGRAM 2010 through Project Title: SW 43rd Street/Lind Ave SW Storm System Improvements Project Type: Development Project Number: Total Anticipated Project Cost: $ 250 Project Description The project includes constructing approximately 3,500 feet of a new 84-inch diameter storm system along Lind Ave.SW,from SW 43rd St.to SW 39th St.,and then along SW 39th Street from Lind Ave.to a new outfall into Springbrook Creek. The estimated total project cost is$3,100,000. Within this 6-year planning period,only$250,000 is programmed for design starting in 2015. Summary of Progress: Project design planned to start in 2014. 2009 Overview Bud et Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +� Mid Year Adjustments date +/ 2009 Total CIP Expenditures& Resources Life to Date o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance - - Construction 250 250 Inspection - - Project Management Equipment Acquisition Contingencies - - Total CIP Expenses 250 250 Resources: User Fee 34 34 REET - Fuel Tax Utility Tax - - Bond Proceeds 169 169 _ Operating 33 33 Grants/Contribution Received - Mitigation Funds Received Grants/Contribution Anticipated 12 12 Mitigation Funds Anticipated Misc/Transfers - Interest Income 2 2 Total CIP Resources 250 250 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - - Expenditure Increase/Decrease Net Impact Capital Investment Program-Surface Water Page 432 of 548 CAPITAL INVESTMENT PROGRAM 2010 • • / . dollars) Project Title: Dayton Ave NE & NE 22nd St Storm System Improvement Project Project Type: Development Project Number: U65450 Total Anticipated Project Cost: $ 303 Project Description The Dayton Ave.NE and NE 22nd St.Drainage Improvement project is intended to collect runoff from Dayton Ave.NE and NE 22nd St.,route the runoff behind the residence of 2302 Camas Ave.,and discharge into the Camas Ave.storm system. System infrastructure improvements will include collection and conveyance piping,catch basins,and connections to existing downstream facilities. Surface water runoff from the tributary area around Dayton Ave.NE and NE 22nd St.,west of Edmonds Ave.NE,drains to dead end streets and flows onto private property. This has resulted in flooding around at least two homes during moderate to large storm events. The flooding has increased over time due to additional development occurring in the drainage basins. Summary of Progress: The construction is completed. The final project pay estimate and close-out to be completed in early 2010 at the end of the 1-year warranty period for landscape plantings. No additional funding is programmed. Project funding remaining in 2009 will be included in the carry forward budget for the final pay estimate. 2009 Overview Budget Actual Remaining 2009 Adopted Budget 50 Plus:Carryforward Funds Mid Year Adjustments date +/- 2009 Total 50 4 46 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition Consultant Services Major Maintenance _ Construction 303 303 Inspection _ Project Management Equipment Acquisition Contingencies _ Total CIP Expenses 303 303 Resources: User Fee REET Fuel Tax Utility Tax - Bond Proceeds Operating 303 303 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 303 303 Balance Available/(Unfunded Needs) - _ Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 20121 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 433 of 548 CAPITAL INVESTMENT PROGRAM through2010 Project Title: Oakesdale/SW 41st St. Culvert Replacement Project Type: Development Project Number: Total Anticipated Project Cost: $ 100 Project Description This is a project identified in the adopted East Side Green River Watershed Plan. The project will solve existing and future flooding problems,improving water quality and fish habitat. The project includes installing two additional 6-foot diameter culverts and rehabilitating the existing four culverts,or installing a completely new structure box culvert or larger culvert structure. The project will increase capacity and prevent flooding of Oakesdale at the crossing and it will improve fish passage. The project design will start in 2014. Project construction would be scheduled in future years after 2015. Summary of Progress: Project design is scheduled to start in 2015. 2009 Overview Budget Actual Remaining 2009 Adopted Budget fb Plus:Carryforward Funds +/ Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance - - Construction 100 100 Inspection - - Project Management Equipment Acquisition - .w Contingencies Total CIP Expenses 100 100 Resources: User Fee 14 14 REET - - Fuel Tax Utility Tax Bond Proceeds 68 68 Operating 13 13 Grants/Contribution Received 5 5 Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - - Interest Income 1 1 Total CIP Resources 100 1 100 11 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Wz Thru 2009 2010 20111 20121 2013 2014 2015 Total Revenue Increase/Decrease - - - - Expenditure Increase/Decrease Net Impact Capital Investment Program-Surface Water Page 434 of 548 CAPITAL INVESTMENT PROGRAM throughi 2010 . .. . Project Title: Green River Ecosystem Restoration Project Type: Development Project Number: U65295 Total Anticipated Project Cost: $ 492 Project Description The Green River Ecosystem Restoration projects are part of a large effort(cost shared by jurisdictions within the WRIA 9 Forum)to restore habitat in the Green/Duwamish River Watershed. The projects will help in the City's response to the Endangered Species Act. The utility funds shown will be used to match Army Corps of Engineer's federal funds(65%federal,35%local)to allow the design and construction of the projects. The project schedule is dependent upon Congress appropriating the federal funds needed for the construction of the projects. Summary of Progress: The Surface Water staff is working with the Army Corps of Engineers and the other jurisdictions within WRIA 9 on implementing the Green River Ecosystem Restoration projects. The design and permitting of the Upper Springbrook Creek Project is scheduled to be completed in 2010,with construction scheduled for 2011. The schedule for Renton's projects is dependent upon the completion of other Ecosystem Restoration projects,along with the availability of Federal funding. 2009 Overview Budget Actual Remainin 2009 Adopted Budget 350 Plus:Carryforward Funds Mid Year Adjustments date +/- 2009 Total 350 1 349 CIP Expenditures &Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ _ _ _ _ Consultant Services Major Maintenance _ Construction 433 10 10 10 10 10 10 493 Inspection _ Project Management Equipment Acquisition Contingencies _ Total CIP Expenses 433 10 1 10 10 10 10 10 493 Resources: User Fee 112 3 8 8 9 8 8 156 BEET Fuel Tax Utility Tax Bond Proceeds _ Operating 261 7 2 1 1 1 1 274 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated 51 1 1 1 1 1 55 Mitigation Funds Anticipated Misc/Transfers Interest Income 8 8 Total ClP Resources 1433 1 10 1 10 1 10 1 10 1 10 10 492 Balance Available/(Unfunded Needs) _ _ Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - _ _ _ _ Expenditure Increase/Decrease Net Impact Capital Investment Program-Surface Water Page 435 of 548 CAPITAL INVESTMENT PROGRAM through2010 , Project Title: Maplewood Creek Basin Storm Improvements Project Type: Development Project Number: Total Anticipated Project Cost: $ 850 Project Description The following project is identified in the Cedar River Basin Plan to solve existing and future surface water management problems(flooding,water quality,and habitat). The project will solve existing,and prevent future flooding,erosion,and improve water quality and habitat in the Cedar River Basin. The project includes improving the storm system that conveys Maplewood Creek drainage across roadways or storm systems that discharge at the top of steep slopes that are causing erosion of the Maplewood Creek ravine. This will also reduce sediment input into Maplewood Creek that is deposited in the Maplewood Creek Sedimentation Facility and may reduce maintenance frequency of the facility. Summary of Progress: Project design is scheduled to start in 2012 with construction planned for 2013. 2009 Overview Budget Actual Remainin 2009 Adopted Budget Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total CIP Expenditures & Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition ' Consultant Services Major Maintenance Construction 150 700 850 Inspection - - - Project Management ' Equipment Acquisition Contingencies - - - Total CIP Expenses 150 700 850 Resources: User Fee 20 83 103 REET - - - Fuel Tax Utility Tax - - Bond Proceeds 69 512 582 Operating 20 61 80 Grants/Contribution Received - - Mitigation Funds Received Grants/Contribution Anticipated 40 40 80 Mitigation Funds Anticipated Misc/Transfers - - Interest Income 1 4 5 Total CIP Resources 150 700 850 Balance Available/(Unfunded Needs) 0 1 (0) (0) (0) (0) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 1 2012 1 2013 210141 2015 Total Revenuelncrease/Decrease - - - - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 436 of 548 CAPITAL INVESTMENT PROGRAM 20 10 • • I 15 (In thousands . .. Project Title: Forebay and Springbrook Creek Sediment Removal Project Project Type: Major Maintenance Project Number: Total Anticipated Project Cost: $ 100 Project Description This is a project identified in the adopted East Side Green River Watershed Plan to solve existing and future flooding problems,improving water quality,and fish habitat.The purpose of the Forebay and Springbrook Creek Sediment Removal project is to develop a comprehensive plan for maintenance and operation of the Black River Pump Station and the constructed upstream flood storage pond(forebay)area. The recommended action considers removal of sediments that have accumulated in the forebay area upstream of the pump station. Maintenance activity will fulfill the City's obligation to remove sediments from the previously constructed channels in accordance with maintenance agreements signed with the Natural Resources Conservation Service. Project design will start in 2015. Summary of Progress: Project design is scheduled to start in 2015. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ _ _ _ Consultant Services Major Maintenance 100 100 Construction elInspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 100 100 Resources: User Fee 48 48 REST Fuel Tax Utility Tax = = e Bond Proceeds Operating 47 47 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated 5 5 Mitigation Funds Anticipated Misc/Transfers Interest Income 1 1 Total CIP Resources 100 100 Balance Available/(Unfunded Needs) 0 0 14 Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease = Net Impact Capital Investment Program-Surface Water Page 437 of 548 CAPITAL INVESTMENT PROGRAM 2010 • • . .. . Project Title: Small Drainage Projects Program Project Type: Major Maintenance Project Number: U65015 Total Anticipated Project Cost: $ 4,870 Project Description This project consists of designing and constructing solutions to local flooding problems,minor storm system maintenance,and replacements that are relatively simple to implement and relatively low in construction costs(limited permitting,uncomplicated design,and construction). The Surface Water Utility , identifies these projects on an annual basis through problem identification,citizen complaints,and input from the maintenance section. Summary of Progress: The design,permitting and construction for the Duvall Ave.and Union Ave.projects is planned for completion in 2009. Design of the Maple Ave , SW and SW 4th PL is planned for 2009. The permitting for the NE 44th St&Jones Ave NE culvert and ditch maintenance and the Madsen Creek Sedimentation pond maintenance(Assumed by the City from King County as part of the Aqua Barn-New Life Annexation)is also planned for 2009. r 2009 Overview Budget Actual Remaining 2009 Adopted Budget 313 Plus:Carryforward Funds +� Mid Year Adjustments date +/ 2009 Total 313 16 297 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition Consultant Services - - - - - - Major Maintenance 3,377 253 250 230 230 280 250 4,870 Construction - - - - - " Inspection Project Management Equipment Acquisition Contingencies - - - - - " Total CIP Expenses 3,377 253 250 230 230 280 250 4,870 Resources: User Fee 481 36 34 31 27 35 34 678 REET - - - - Fuel Tax Utility Tax Bond Proceeds - - - - - Operating 2,594 195 202 158 161 203 202 3,716 Grants/Contribution Received Mitigation Funds Received - - - - - " Grants/Contribution Anticipated 227 17 13 40 40 40 12 389 Mitigation Funds Anticipated Misc/Transfers - - - - - Interest Income 75 5 2 2 1 2 2 88 Total CIP Resources 3,377 1 253 1 250 1 230 1 230 1 280 250 4,870 Balance Available/(Unfunded Needs) - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 438 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Miscellaneous/Emergency Storm Projects r Project Type: Major Maintenance Project Number: U65405 Total Anticipated Project Cost: $ 510 Project Description This fund is for unplanned or miscellaneous storm system improvements needed to keep the existing system functional or in response to an opportunity to fix identified system deficiencies in coordination with another project. The$50,000 per year funding would also be available to respond to system failure (structure failure,pipeline failure,pump station failure)or other emergency response needs during storm events. Summary of Progress: These funds are used only if needed for unplanned projects in response to system failures that need immediate repair or other unplanned storm system improvements. It 2009 Overview Budget Actual Remaining 2009 Adopted Budget 50 Plus:Carryforward Funds Mid Year Adjustments date 2009 Total 50 50 r CIP Expenditures& Resources Life to Date P r o p j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - _ Consultant Services _ Major Maintenance 210 50 50 50 50 50 50 510 Construction _ Inspection Project Management Equipment Acquisition Contingencies _ Total CIP Expenses 210 50 50 50 50 50 50 510 Resources: User Fee 55 13 39 41 43 40 41 272 REET _ Fuel Tax Utility Tax Bond Proceeds - _ Operating 152 36 11 9 7 9 9 232 Grants/Contribution Received - _ Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers I Interest Income 4 1 0 0 0 0 0 7 Total CIP Resources 210 1 50 1 50 1 50 1 50 50 50 510 71 Balance Available/(Unfunded Needs) _ rr Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease _ Expenditure Increase/Decrease Net Impact - II" Capital Investment Program-Surface Water Page 439 of 548 CAPITAL INVESTMENT PROGRAM 2010 through an . dollars) Project Title: Lower Cedar River Sediment Management Project , Project Type: Major Maintenance Project Number: U65185 Total Anticipated Project Cost: $ 12,309 Project Description The project is a continuation of the Cedar River Section 205 Flood Damage Reduction Project. The project solved major river flooding from Williams Avenue to Lake Washington that resulted in flooding of the Renton Municipal Airport,Boeing facilities and north Renton area that was regionally significant. The programmed funding is for completion of the required project mitigation,which includes the Landsburg Gravel Supplementation project,performing the ' required project monitoring of spawning channel fish use,and monitoring sediment accumulations in the lower 1.25 miles of the Cedar River. The programmed funding is also for the design,permitting and construction of the first maintenance dredge,depending upon the rate of sediment deposition in the Cedar River. Summary of Progress: The annual spawning,salmon fry production,and other monitoring(required as mitigation prior and future maintenance dredging of the Cedar River 205 Flood Hazard Reduction project)was completed in 2009 and will be performed again in 2010. The annual Landsburg Gravel Supplementation project was completed in 2009 and is planned again for 2010. The annual river survey of sediment deposition in the project area was completed in 2009 and is planned again for , 2010. Dredging was completed in 1998,the next maintenance dredging is anticipated for 2014,depending upon the rate of sediment deposition in the Lower 1.25 miles of the Cedar River. 2009 Overview Budget Actual Remainin 2009 Adopted Budget 200 Plus:Carryforward Funds +/- 50 Mid Year Adjustments date 2009 Total 250 1 27 223 CIP Expenditures&Resources Life to Date P r o j e c t e d Project ' Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - Consultant Services - - - - - - - ' Major Maintenance 7,759 250 400 500 700 2,000 700 12,308.78 Construction - - - - - - - Inspection - Project Management Equipment Acquisition Contingencies - - Total CIP Expenses 7,759 250 400 500 700 2,000 700 12,309 Resources: ' User Fee 1,105 36 54 68 83 247 96 1,688 REET - - - - - - - Fuel Tax Utility Tax - - - - - - Bond Proceeds 5,052 - 169 253 442 1,348 473 7,737 Operating 909 100 64 65 61 281 126 1,607 Grants/Contribution Received 431 - - - - - - 431 Mitigation Funds Received - - - - - - Grants/Contribution Anticipated 115 110 110 110 110 110 665 Mitigation Funds Anticipated - - - - - - Misc/Transfers - - - - - - - Interest Income 147 1 5 1 3 1 3 1 4 1 14 1 5 180 Total CIP Resources 7,759 1 250 1 400 1 500 1 700 1 2,000 1 700 12,309 11 Balance Available/(Unfunded Needs) - - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 440 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars)r Project Title: Lake Ave. S/Rainier Ave. S Storm System Replacement Project Project Type: Major Maintenance Project Number: U65445 Total Anticipated Project Cost: $ 706 ❑ Project Description The project consists of replacing approximately 700 linear feet of existing 24-inch storm system that is located in an easement across the Safeway parking lot from the intersection of S 2nd St.and Lake Ave.S to the intersection of S 3rd St.and Rainier Ave.S. The existing storm line was TV inspected and found to have structural problems and needs to be replaced. The proposed project will replace the existing storm system with new pipe that is sized to convey future land use condition runoff to prevent upstream flooding. The project is an element of a series of storm system improvements that will better serve the south Renton and downtown area. Summary of Progress: The project design and permitting started in 2009 and will be completed in 2010. Project construction is planned for 2010. 2009 Overview Budget Actual Remaining 2009 Adopted Budget 700 Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total 700 1 699 CIP Expenditures & Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ _ _ _ _ Consultant Services Major Maintenance 706 706 Construction Inspection Project Management Equipment Acquisition Contingencies _ Total CIP Expenses 706 706 Resources: User Fee 247 247 REET Fuel Tax Utility Tax Bond Proceeds Operating 460 460 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income Total CIP Resources 706 706 Balance Available/(Unfunded Needs) - 0 Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 441 of 548 r CAPITAL INVESTMENT PROGRAM 2010 • • I , Project Title: USACE Cedar River Spawning Channel Replacement Project , Project Type: Major Maintenance Project Number: U65190 Total Anticipated Project Cost: $ 536 Project Description , This project will replace a salmonid ground-water spawning channel near River Mile 4.5 of the Cedar River that was destroyed by the Nisqually Earthquake of February 28,2001. The groundwater spawning channel was constructed as mitigation for the U.S.Army Corps of Engineers(USACE)Cedar River ' Section 205 Flood Hazard Reduction Project that included dredging and construction of levees and floodwalls along the lower 1.25 miles of the Cedar River. The project is needed to provide the required mitigation for the Flood Hazard Reduction project initial construction and the required future maintenance dredging. The project is being designed,permitted,and constructed in coordination with the USACE through their PL 84-99 program. Only City funding is shown. The USACE share of the total project cost is$1,650,470. Summary of Progress: The project design,permitting,and real estate certification was completed in 2008. Construction delayed until 2009 due to cost exceeding USACE budget. The project construction started in August of 2009 and will be completed in 2010. No additional funding is programmed for 2010. Funding ' programmed in 2009 will be included in the carry forward budget to complete work in 2010. 2009 Overview Bud et Actual emainin 2009 Adopted Budget 200 Plus:Carryforward Funds +/- 200 Mid Year Adjustments date +/- 2009 Total 400 2 398 ' CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total , Expenditures: Property Acquisition - - - - - - Consultant Services - Major Maintenance 536 536 , Construction - Inspection Project Management Equipment Acquisition , Contingencies - Total CIP Expenses 536 536 Resources: ' User Fee 139 139 REET - Fuel Tax Utility Tax Bond Proceeds Operating 286 286 Grants/Contribution Received - Mitigation Funds Received - Grants/Contribution Anticipated 100 100 Mitigation Funds Anticipated - Misc/Transfers Interest Income 11 11 Total CIP Resources 536 - 536 Balance Available/(Unfunded Needs) I - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenuelncrease/Decrease - - - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 442 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015dollars) Project Title: Elliott Spawing Channel Repair Project Project Type: Major Maintenance Project Number: U65465 Total Anticipated Project Cost: $ 351 Project Description The Elliott Spawning Channel is located adjacent to the Cedar River on the Ron Regis Park site. The channel was constructed as part of the USACE Cedar River Section 205 Flood Hazard Reduction project as mitigation for over dredging as part of the USACE Cedar River Flood Hazard Reduction Project dredging in 1998. The mitigation for the over-dredging has been satisfied and the facility is being used to meet the mitigation required for future maintenance dredging of the lower 1.25 miles of the Cedar River. The facility was damaged during the December 2006 flood disaster and a FEMA flood disaster grant for$251,006 was approved to fund the repair of the damages to the facility. The project will include restoring the channel to remove blockages,repair erosion,and restore spawning gravel and habitat that was damaged during the 2006 flood disaster(1671-DR-WA). The project incurred additional damages during the January 2009 flood,which has been submitted to FEMA for approval of additional funding to repair the facility. Summary of Progress: The project design and permitting was started in the fall of 2008,but was stopped due to additional significant damages to the facility during the January 2009 flood. A new damage assessment and project work sheet has been submitted to FEMA for approval of funding for the additional damages due to the January 2009 flood. The funding programmed in 2009 includes the FEMA funding,the City grant matching funds and City funding for project management and repairs that are not eligible for FEMA funding. The 2009 funding will be included in the carry forward budget for use in 2010. 2009 Overview Budget Actual Remainin 2009 Adopted Budget 100 Plus:Carryforward Funds +/- 245 Mid Year Adjustments date +/- 2009 Total 345 15 330 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services _ Major Maintenance 351 351 Construction _ Inspection Project Management Equipment Acquisition Contingencies Total CIP Expenses 351 351 Resources: User Fee _ REET Fuel Tax Utility Tax Bond Proceeds _ Operating 100 100 Grants/Contribution Received _ Mitigation Funds Received w Grants/Contribution Anticipated 251 251 Mitigation Funds Anticipated _ Misc/Transfers Interest Income Total CIP Resources 351 351 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 443 of 548 ar CAPITAL INVESTMENT PROGRAM 20 10 th •ugh 2 0 15 (in thousands . .. . Project Title: Carr Road - Panther Creek Emergency Culvert Repair Project Project Type: Major Maintenance Project Number: U65460 Total Anticipated Project Cost: $ 912 Project Description The Carr Road culvert crossing of Panther Creek consists of a 78-inch corrugated metal pipe culvert approximately 150 feet long. During an inspection of the pipe in March 2008,staff observed that approximately 35 feet of the pipe outlet had partially failed where a joint connecting the original pipe to an extension piece that was added when the road was widened in the early 1970's. The partially failed section of pipe is deformed and twisted with the top third of the pipe collapsed,creating a sinkhole just above the joint along the slope of the road. The City declared the project an emergency in April 2008. Project design and permitting is planned for completion in 2008. Construction is planned to start in the fall of 2008 and will be completed in early 2009. Summary of Progress: Final project pay estimate,permanent easement acquisition,and project close was completed in 2009. No funding programmed for 2010. 2009 Overview Bud et Actuall Remainin , 2009 Adopted Budget 100 Plus:Carryforward Funds +/- 200 Mid Year Adjustments date +/- 2009 Total 300 230 70 11 CIP Expenditures& Resources Life to Date P r o j e c t e d Project ' Thru 2009 10 2011 2012 2013 2014 2015 Total Expenditures: 20 Property Acquisition - - - - - Consultant Services - Major Maintenance 912 912 Construction - Inspection Project Management Equipment Acquisition ' Contingencies - Total CIP Expenses 912 912 Resources: User Fee 237 237 REET - Fuel Tax Utility Tax Bond Proceeds - Operating 547 547 Grants/Contribution Received 99 99 Mitigation Funds Received - ' Grants/Contribution Anticipated 11 11 Mitigation Funds Anticipated Misc/Transfers Interest Income 18 18 Total CIP Resources 912 912 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - - - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 444 of 548 CAPITAL INVESTMENT PROGRAM 20 10 • • I . dollars) Project Title: Maplewood Creek Sedimentation Facility Maintenace Project Type: Major Maintenance Project Number: U65060 Total Anticipated Project Cost: $ 484 Project Description The Maplewood Creek Sedimentation Facility is located on the Maplewood Golf Course and traps sediment that is transported downstream by Maplewood Creek. The facility prevents the sediment from being deposited on the Golf Course during large storms and reduces flooding of the Golf Course and SR-169. The funding is programmed for project management,permitting,and construction to routinely remove the accumulated sediment from the facility. The facility was constructed in 1996 in conjunction with a fish passage channel across the Maplewood Golf Course to the Cedar River. A fish ladder was constructed as part of the facility to allow upstream fish passage. The accumulated sediment in the facility needs to be removed once every 2-3 years,depending upon flood events and how fast sediment accumulates in the facility. Summary of Progress: The accumulated sediment was removed from the facility in 2008 due to the December 2007 flood disaster. Due to the January 2009 flood,a construction contract was awarded to remove the sediment from the facility again in August and September of 2009. The next planned major maintenance of the facility is scheduled for 2011. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- 95 Mid Year Adjustments date 2009 Total 95 10 85 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - _ _ _ _ Consultant Services - - _ _ Major Maintenance 184 100 100 100 484 Construction _ _ _ Inspection Project Management Equipment Acquisition Contingencies _ _ _ Total CIP Expenses 184 100 100 100 484 Resources: User Fee 26 13 12 14 65 REET _ _ Fuel Tax Utility Tax Bond Proceeds Operating 68 39 40 39 185 Grants/Contribution Received 48 47 95 Mitigation Funds Received _ Grants/Contribution Anticipated 38 47 47 133 ar Mitigation Funds Anticipated _ Misc/Transfers _ _ _ Interest Income 4 1 1 1 6 Total CIP Resources 184 100 100 100 484 Balance Available/(Unfunded Needs) (0) (0) (0) (0) (0) (0) (0) (0) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 445 of 548 CAPITAL INVESTMENT PROGRAM through2010 ' Project Title: Surface Water Utility System Plan Project Type: Regulatory Compliance Project Number: U65005 Total Anticipated Project Cost: $ 1,051 Project Description ' The Surface Water Utility System Master Plan is a comprehensive management plan of the City's natural and constructed surface water systems. The plan identifies current and future resource requirements,policies,regulatory requirements,and design criteria associated with the management of surface water runoff within the city. The plan defines maintenance and operational programs along with future capital investment programs needed to solve flooding,water quality,and fish habitat problems in response to existing problems,future growth,and regulatory requirements related to the NPDES Phase II permit requirements and ESA. The plan will be completed for adoption in 2010. Funding programmed for 2015 is to start the next plan update. Summary of Progress: A draft Surface Water Utility Master Plan is being prepared for review and approval by Council in late 2009 for adoption in early 2010. The 2009 funding for the project will be included in the carry forward budget and additional funding is programmed in 2009 for for use in completing the project in 2010. ' 2009 Overview Budget Actual Remaining 2009 Adopted Budget 50 Plus:Carryforward Funds +/- 125 Mid Year Adjustments date +/- 2009 Total 175 53 122 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance - Construction 25 25 Inspection - - Project Management 896 130 1,026 Equipment Acquisition - - ' Contingencies - - Total CIP Expenses 896 25 130 1,051 Resources: User Fee 128 4 18 149 REET - - Fuel Tax Utility Tax ' Bond Proceeds - - Operating 750 21 111 882 Grants/Contribution Received - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income 18 1 1 20 ' Total CIP Resources 896 25 130 1,051 Balance Available/(Unfunded Needs) - - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 20111 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - Expenditure Increase/Decrease Net Impact Capital Investment Program-Surface Water Page 446 of 548 CAPITAL INVESTMENT PROGRAM 20 10 • • I . dollars) Project Title: Talbot Hill Area Mosquito Abatement Program Project Type: Regulatory Compliance Project Number: U65020 Total Anticipated Project Cost: $ 717 Project Description The project consists of annually spraying the upland areas around the Panther Creek Wetlands to control mosquitoes from the wetland in response to citizen complaints from the Talbot Hill area. A significant number of citizens complained about the mosquito problem in the Talbot Hill area in the past,which prompted the program that was initially managed by the Parks Division. The Surface Water Utility was assigned the program in 1990 due to budget and permitting requirements. Funding is also programmed annually to fund the treatment of City-owned stormwater control facilities if a West Nile Virus outbreak occurs and treatment is advised by the Department of Health. Summary of Progress: The ongoing Talbot Hill area Mosquito Abatement was completed in 2009 as planned and is programmed to occur again in 2010. 2009 Overview Budget Actual Remaining 2009 Adopted Budget 50 Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total 50 3 47 CIP Expenditures & Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services - Major Maintenance - Construction Inspection _ Project Management 417 50 50 50 50 50 50 717 Equipment Acquisition - Contingencies - Total CIP Expenses 417 50 50 50 50 50 50 717 Resources: User Fee 59 7 7 7 6 6 7 99 REET - Fuel Tax Utility Tax Bond Proceeds - - Operating 349 42 43 43 44 43 43 607 Grants/Contribution Received - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - Interest Income 8 1 0 0 0 0 0 11 Total CIP Resources 417 1 50 1 50 1 50 1 50 1 50 50 1 717 Balance Available/(Unfunded Needs) - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 447 of 548 CAPITAL INVESTMENT PROGRAM 20 10 through . .. . Project Title: Renton Storm Water Design Manual Project Type: Regulatory Compliance Project Number: U65241 Total Anticipated Project Cost: $ 402 Project Description The project consists of updating the City's surface water management design standards for new construction. The standards will be updated by developing a Renton Storm Water Design Manual that is equivalent to the State Department of Ecology's 2005 Stormwater Management Manual for Western Washington as required by the NPDES Phase II Municipal Stormwater permit issued by Ecology on January 17,2007. The City Code currently requires the use of the 1990 ' King County manual,which was replaced by the 2005 King County Surface Water Design Manual. The updating of the City's storm water management standards is a regulatory requirement in response to the listing of Chinook salmon under the Endangered Species Act and the pending National Pollution Elimination System(NPDES)Phase II Municipal Stormwater Permit requirements. The change in design standards will improve the control of flow and quality of runoff from new construction.This will reduce flooding damages and public safety hazards,reduce long term capital improvement needs that will in turn reduce costs to rate payers and protect water quality and fish habitat in the City's streams and the Cedar River. Summary of Progress:Work on developing a Renton Storm Water Design Manual that is equivalent to Ecology 2005 Stormwater Management Manual for Western Washington is in progress. The design manual is planned for completion and adoption of an ordinance by Council to be effective by no later than February 16,2010,as required by the NPDES Phase II Municipal Stormwater Permit. The 2009 funding will be carried forward into 2010 and additional funding is programmed for 2010 to fund the completion of the project in 2010. 2009 Overview Bud et Actual Remaimn 2009 Adopted Budget 50 Plus:Carryforward Funds +/- 195 Mid Year Adjustments date +/- 2009 Total 245 57 188 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance wr. Construction 25 25 Inspection - Project Management 377 377 Equipment Acquisition - Contingencies - Total CIP Expenses 377 25 402 Resources: User Fee 54 4 57 REET - Fuel Tax ' Utility Tax Bond Proceeds - - Operating 315 21 336 Grants/Contribution Received - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers ' Interest Income 8 1 8 Total CIP Resources 377 25 1402 Balance Available/(Unfunded Needs) I ' Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - - - - - Expenditure Increase/Decrease , Net Impact - Capital Investment Program-Surface Water Page 448 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015thousands . dollars) Project Title: Stream Flow and Water Quality Monitoring Program Project Type: Regulatory Compliance Project Number: U65080 Total Anticipated Project Cost: $ 226 Project Description This is an ongoing annual program of collecting flow or water quality data on various surface water systems in the city. The program is performed on surface water systems where capital improvement projects are being designed or basin plans are being developed. The measured flow data is used to calibrate hydrologic and hydraulic models used in the design of capital improvement projects to insure accurate and cost effective project designs. The water quality data is used to address environmental information needs and regulatory requirements related to projects. Summary of Progress: The annual flow monitoring program was completed as planned in 2009 and programmed to be completed again in 2010. 2009 Overview Budget Actual Remaining 2009 Adopted Budget 10 Plus:Carryforward Funds +/- Mid Year Adjustments date +/- 2009 Total 10 2 8 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance Construction Inspection Project Management 166 10 10 10 10 10 10 226 Equipment Acquisition - Contingencies - Total CIP Expenses 166 10 10 10 10 10 10 226 Resources: User Fee 24 1 1 1 1 1 1 32 REET - Fuel Tax Utility Tax Bond Proceeds - - Operating 139 8 9 9 9 9 9 191 Grants/Contribution Received - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers - Interest Income 3 0 0 0 0 0 0 4 Total CIP Resources 166 10 1 10 10 10 1 10 10 226 Balance Available/(Unfunded Needs) I - I - - - Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 449 of 548 CAPITAL INVESTMENT PROGRAM 2010 through thousands . dollars) Project Title: Surface Water Utility GIS Project Type: Regulatory Compliance Project Number: U65410 Total Anticipated Project Cost: $ 1,097 Project Description , This program includes the annual updating of the Storm System Inventory maps and database. The purpose is to maintain an accurate inventory of the City's storm systems for use by the Utility for maintenance,planning and engineering functions,the public and other City departments. The information is integrated into the City's Geographic Information System(GIS). The program is needed to map new storm system infrastructure that is constructed by private development projects,public projects and annexations,along with meeting the requirements in the NPDES Phase II Municipal Storm Water Permit for mapping of City storm systems. The GIS data will be used to track maintenance and inspection of public and private storm water management systems and facilities for operation and maintenance purposes,as also required by the NPDES permit. The data is used for long range asset management programs. The Storm System maps are also used for customer service and emergency response. Summary of Progress: This is an ongoing annual program. The Surface Water Utility GIS program work was completed as planned in 2009 and is programmed to continue in 2010. The work consisted of updating existing and adding newly constructed storm system asset data to the Surface Water Utility's portion of the City's ESRI GIS system. 2009 Overview Bud et Actual Remainin 2009 Adopted Budget 100 Plus:Carryforward Funds +/- 50 i A Mid Year Adjustments date +/- 2009 Total 150 32 118 CIP Expenditures&Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance Construction Inspection Project Management 497 100 100 100 100 100 100 1,097 I Equipment Acquisition - - - - - - - Contingencies - - - - Total CIP Expenses 497 100 100 100 100 100 100 1,097 Resources: User Fee 71 14 13 14 12 12 14 150 REET - Fuel Tax Utility Tax Bond Proceeds - - Operating 416 84 86 86 88 87 86 932 Grants/Contribution Received - Mitigation Funds Received ' Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers Interest Income 10 2 1 1 1 1 1 15 ' Total CIP Resources 497 100 100 100 100 100 100 1,097 Balance Available/(Unfunded Needs) I - - - Impact on Operating Funds Life to Date P r o j e c t e d Project , Thru 2009 2010 2011 20121 20131 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 450 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Project Title: Storm System Field Mapping Project (NPDES) Project Type: Regulatory Compliance Project Number: U65455 Total Anticipated Project Cost: $ 683 Project Description The purpose of the project is to the map the City's public storm systems using Global Positioning System(GPS)or other surveying technology. The work will determine a more accurate quantity of storm system that has to be maintained and operated by the City. Mapping the City's storm systems is needed for use in complying with the NPDES Phase II Municipal Stormwater Permit requirements related to illicit discharge detection and elimination,inspection,public storm maintenance and operation. The work will build upon the existing storm system inventory map and database work that has been completed. The information will be added to the GIS to use in tracking permit compliance associated with storm system cleaning,provide better information to customers (City staff,developers,engineers,contractors,public),improve asset management and improve the maintenance and operation of the City's storm system. The work will help build a City GIS storm system layer that would be part of a City GIS. Summary of Progress: The consultant contract scope of work,budget,and schedule for the project was approval by Council in June 2009. The work on the project will extend over multiple years. The Phase I work consists of data review and establishment of the geodatabase Schema,data development,and business plans for collecting and inputting data collected in the field,which will be completed by the end of 2009. The 2009 funding will be carried forward for use in 2010 and an additional funding is programmed for 2010 will be used for use for the field data collection work. 2009 Overview Budget Actual Remaininci 2009 Adopted Budget 227 Plus:Carryforward Funds +/- 220 Mid Year Adjustments date +/- 2009 Total 447 14 433 CIP Expenditures& Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - _ _ _ _ _ Consultant Services Major Maintenance Construction Inspection _ _ Project Management 456 227 683 Equipment Acquisition - _ Contingencies _ Total CIP Expenses 456 227 683 Resources: User Fee 65 32 97 REET Fuel Tax Utility Tax .. Bond Proceeds Operating 382 190 572 Grants/Contribution Received - Mitigation Funds Received Grants/Contribution Anticipated Mitigation Funds Anticipated Misc/Transfers _ Interest Income 1 9 5 14 Total CIP Resources 456 227 683 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease - Expenditure Increase/Decrease Net Impact - Capital Investment Program-Surface Water Page 451 of 548 CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands . .. . Project Title: Lake Washington Blvd-Hawks Landing Storm System Improvement Project Project Type: Development Project Number: 65470 Total Anticipated Project Cost: $ 800 Project Description The State Legislature approved a$1.7 Million grant in the 2009-2011 Capital Budget project for use by the City to make non-transportation related infrastructure improvements in the Exit 7 Area related to the Hawks Landing mixed use development adjacent to Lake Washington Blvd on the Pan Abode Cedar Homes site. A portion of the funding will be used to make storm system improvements and other frontage improvement along a portion Lake Washington street frontage. The improvements will be coordinated with water system improvements to also be constructed by the City. The use of low impact storm water best management practices such,as porous concrete sidewalks,will be used for flow control and possibly water quality treatment of the runoff from Lake Washington Blvd. The project consists of installing approximately 700 linear feet of 24-inch to 36-inch storm pipe,flow control facility if needed and water quality treatment for the street runoff. The storm water runoff from the street and the Hawks Landing site drains to May Creek. Summary of Progress: The approved State 2009-2011 capital budget was approved on May 15,2009 and it included the grant funding for the project. The distribution ' of the grant funds will be through the Public Works Board. CED and Public Works Departments are working with the Hawks Landing applicant regarding the coordination of the site and off-site improvements. 2009 Overview Budget Actual Remaininal , 2009 Adopted Budget Plus:Carryforward Funds +� Mid Year Adjustments date +/- 2009 Total CIP Expenditures& Resources Life to Date P r o j e c t e d Project ' Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition - - - - - - Consultant Services Major Maintenance - - Construction 800 800 Inspection - - Project Management Equipment Acquisition Contingencies - - Total CIP Expenses 800 800 Resources: ' User Fee 14 14 REET - - Fuel Tax Utility Tax Bond Proceeds 19 19 Operating 65 65 Grants/Contribution Received Mitigation Funds Received - - Grants/Contribution Anticipated 700 700 Mitigation Funds Anticipated - - Misc/Transfers - Interest Income 2 2 Total CIP Resources 800 800 Balance Available/(Unfunded Needs) Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease 25 25 Net Impact Capital Investment Program-Surface Water Page 452 of 548 CAPITAL INVESTMENT PROGRAM through20 10 I . .. . Project Title: Madsen Creek Sedimentation Cleaning Project Type: Maintenance Project Number: U65050 Total Anticipated Project Cost: $ 390 Project Description The Madsen Creek Sedimentation Facility was originally constructed by King County to control sediment resulting from erosion of steep slopes in the Madsen Creek ravine due to increased upstream storm water runoff from new development projects. The County constructed the facility in 1976 following a flood event that caused private property damages and result of litigation. The facility is located on the New Life Church property that was recently annexed into the City as part of the New Life-Aqua Barn annexation(A-07-001)in June of 2008. Approximately 800 cubic yards of sediment has to be removed from the facility annually to control the sediment that is being deposited from the upstream area into the facility in order to maintain its proper operation. Summary of Progress: The construction contract to remove the sediment from the facility was awarded on July 13,2009. The maintenance of the facility is planned to be completed in September. 2009 Overview Budget Actual Remaining 2009 Adopted Budget Plus:Carryforward Funds +/- 90 Mid Year Adjustments date +/- 2009 Total 90 90 CIP Expenditures & Resources Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Expenditures: Property Acquisition _ _ - _ _ Consultant Services Major Maintenance Construction 90 50 50 50 50 50 50 390 Inspection - Project Management Equipment Acquisition Contingencies Total CIP Expenses 90 50 50 50 50 50 50 390 Resources: User Fee 13 7 7 7 6 6 7 52 REET Fuel Tax Utility Tax Bond Proceeds Operating 76 8 40 40 42 41 40 288 Grants/Contribution Received Mitigation Funds Received Grants/Contribution Anticipated 34 3 3 2 2 2 46 Mitigation Funds Anticipated Misc/Transfers Interest Income 2 1 0 0 0 0 0 4 Total CIP Resources 90 50 50 50 50 1 50 1 50 1390 Balance Available/(Unfunded Needs) 1 0 0 0 0 0 1 0 1 0 1 0 Impact on Operating Funds Life to Date P r o j e c t e d Project Thru 2009 2010 2011 2012 2013 2014 2015 Total Revenue Increase/Decrease Expenditure Increase/Decrease Net Impact Capital Investment Program-Surface Water Page 453 of 548 M This page is intentionally left blank 19 rr 1 i Capital Investment Program-Surface Water Page 454 of 548 ' 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 nr Funds 000/001/003/004/005/006/007/009/010/011/031/201/207/215 General Government Funds The General Government Funds consist of all those funds whose majorities of revenues are from taxes(property,sales,and utility),licenses and permits,charges for services,fines and forfeits,intergovernmental,and other miscellaneous revenues. This includes the General Fund 000,Community Services Fund 001,Street Fund 003,Community Development Block Grant Fund 004,Museum Fund 005,Library Fund 006, Parking Garage Maintenance Fund 007,Farmer's Market Fund 009,Fire Memorial Fund 010,Fire Department Health and Wellness Fund 011, Park Memorial Fund 031,Fund 201 Limited Tax General Obligation Bond Fund(City Hall),Fund 207 Unlimited Tax General Obligation Bond Fund(Senior Center).and Fund 215 General Governmental Miscellaenous Debt Service Fund. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Property Taxes 23,476,384 29,050,790 30,903,043 30,903,043 30,660,522 31,364,643 1.5% Retail Sales and Use Taxes 21,569,677 22,833,902 25,190,819 22,791,819 22,021,188 22,600,000 -10.3% Utility Taxes 12,249,604 14,182,986 16,146,040 15,781,040 15,638,380 15,528,000 -3.8% Other Taxes 5,165,960 5,596,795 5,459,956 4,459,956 4,878,189 4,997,095 -8.5% Business Licenses and Permits 676,851 743,013 742,355 742,355 601,264 620,317 -16.4% Other Licenses and Permits 3,383,510 2,034,225 2,575,206 1,375,206 1,683,082 1,766,059 -31.4% Federal/State Grants 694,344 1,174,859 399,596 1,193,423 725,503 1,146,934 187.0% Other Intergovernmental Revenues 3,304,561 7,573,577 8,571,490 8,914,490 8,964,627 8,303,017 -3.1% Charges for Goods and Services 6,998,464 6,357,051 6,981,753 6,431,753 6,244,391 5,997,460 -14.1% Fines and Forfeits 951,270 2,110,973 1,494,000 1,974,000 3,817,008 3,577,193 139.4% Interest and Other Earnings 1,110,626 735,910 921,616 421,616 535,314 434,300 -52.9% Rents,Leases,and Concessions 684,786 676,919 716,580 716,580 677,960 720,780 0.6% Other Miscellaneous Revenues 196,951 265,848 247,400 345,150 316,418 222,900 -9.9% Other Financing Sources 97,066 (31,105) 0 117,505 1,202 0 N/A Transfer In 2,379,043 381,364 517,174 611,157 577,004 560,000 8.3% TOTAL NEW REVENUE 82,939,098 93,687,106 100,867,028 96,779,093 97,342,052 97,838,698 -3.0% TOTAL RESOURCES 82,939,098 93,687,106 100,867,028 96,779,093 97,342,052 97,838,698 -3.0% EXPENDITURES: Regular Salaries 35,866,203 42,171,589 46,123,459 43,929,246 44,394,021 44,637,754 -3.2% Overtime 2,776,334 3,938,399 2,095,200 2,180,052 2,419,985 2,101,495 0.3% Personnel Benefits 12,889,674 15,808,716 18,375,251 18,375,251 16,954,678 18,203,467 -0.9% Part Time Salaries and Benefits 2,486,515 2,587,265 2,221,390 2,226,644 2,273,665 1,833,559 -175% Supplies/Small Tools and Equipment 2,196,488 3,262,097 2,586,270 2,777,587 2,301,803 2,319,271 -10.3% Professional Services 3,812,048 4,634,190 2,740,097 3,556,526 2,728,764 2,881,630 5.1% Communication 148,167 153,332 206,834 285,280 172,272 79,619 -61.5% Travel/Training 284,758 313,590 400,980 376,615 265,565 345,329 -13.9% Advertising 55,754 65,073 43,728 29,728 21,484 29,729 -32.0% Operating Rentals 2,915,541 286,029 408,204 618,304 580,339 616,711 51.1% Insurance 1,074,846 1,075,746 0 0 7,291 0 N/A Utilities 2,299,005 2,381,360 1,793,895 1,779,895 1,732,490 1,706,879 -4.9% Repairs&Maintenance 899,834 898,115 853,956 876,456 620,602 549,198 -35.7% Miscellaneous 1,190,542 1,365,736 1,040,211 1,399,318 1,120,168 857,952 -17.5% Intergovernmental Services/Taxes 3,157,334 3,313,162 3,856,318 3,960,421 3,566,646 4,176,291 8.3% Capital 459,348 778,081 255,692 112,372 25,777 227,572 -11.0% Debt Service 3,667,435 4,263,739 4,590,381 4,267,381 4,176,822 4,494,945 -2.1% NIP Interfund Payments for Services 3,277,415 7,274,313 8,580,404 12,699,268 12,555,511 12,777,297 48.9% Transfer Out 2,794,463 600,867 5,396,584 987,512 1,285,446 0 -100.0% TOTAL COMMITTED EXPENDITURES 82,251,705 95,171,399 101,568,854 100,437,856 97,203,328 97,838,698 -3.7% TOTAL EXPENDITURES 82,251,705 95,171,399 101,568,854 100,437,856 97,203,328 97,838,698 -3.7% Fund Balance,January 1 12,613,459 13,300,853 11,816,561 11,816,561 11,816,561 11,955,285 1.2% r Total New Revenue 82,939,098 93,687,106 100,867,028 96,779,093 97,342,052 97,838,698 -3.0% Total Committed Expenditures (82,251,705) (95,171,399) (101,568,854) (100,437,856) (97,203,328) (97,838,698) -3.7% Fund Balance Plus Reserves 13,300,852 11,816,561 11,114,735 8,157,798 11,955,285 11,955,284 7.6% South Renton Reserve 0 0 0 0 50,000 0 N/A r Reserve:Housing Initiative 0 0 0 0 200,000 0 N/A Reserve: BBQ 0 0 0 0 10,000 0 N/A Undesignated Fund Balance,December 31 13,300,852 11,816,561 11,114,735 8,157,798 11,695,285 11,955,284 7.5% M Budget by Fund Page 455 of 548 �r Fund 000,General Fund The General Fund 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 sources of revenue are property taxes,utility taxes,and sales taxes. Licenses and Permits, Charges for Services,and Fines and Fofeits provide additional support. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Property Taxes 11,396,987 14,233,981 17,109,466 17,109,466 20,088,955 24,395,469 42.6% Retail Sales and Use Taxes 21,296,855 22,580,524 24,107,253 21,966,253 21,032,939 22,600,000 -6.3% Utility Taxes 6,940,172 8,037,139 9,018,036 9,018,036 8,593,278 8,520,000 -5.5% Other Taxes 2,723,853 3,246,795 3,459,956 3,459,956 3,459,733 2,997,095 -13.4% Business Licenses and Permits 676,851 743,013 742,355 742,355 601,264 620,317 -16.4% fl Other Licenses and Permits 3,267,324 1,834,640 2,450,206 1,250,206 1,522,245 1,641,059 -33.0% Federal/State Grants 403,309 909,526 105,000 785,378 450,343 852,786 712.2% Other Intergovernmental Revenues 2,405,641 6,240,530 7,159,798 7,159,798 7,223,144 6,802,989 -5.0% Charges for Goods and Services 4,403,213 3,501,272 3,930,718 3,380,718 3,384,777 3,171,226 -19.3% f Fines and Forfeits 905,978 2,064,530 1,454,000 1,934,000 3,765,094 3,532,193 142.9% Interest and Other Earnings 818,218 643,872 736,000 236,000 444,305 430,000 -41.6% Rents,Leases,and Concessions 47,097 39,441 51,300 51,300 47,606 51,300 0.0% Other Miscellaneous Revenues 87,597 87,856 123,400 208,900 202,819 121,000 -1.9% Other Financing Sources 74,976 (31,105) 0 0 1,202 0 N/A Transfer In 86,125 14,823 169,000 252,983 218,830 0 -100.0% TOTAL NEW REVENUE 55,534,196 64,146,838 70,616,488 67,555,349 71,036,535 75,735,434 7.2% TOTAL RESOURCES 55,534,196 64,146,838 70,616,488 67,555,349 71,036,535 75,735,434 7.2% EXPENDITURES: Regular Salaries 27,396,156 33,124,829 37,668,596 35,630,546 36,133,863 36,445,574 -3.2% Overtime 2,578,265 3,730,944 1,939,897 2,025,749 2,237,684 1,972,711 1.7% Personnel Benefits 10,015,382 12,509,162 15,167,129 15,167,129 13,988,247 15,426,698 1.7% Part Time Salaries and Benefits 159,094 191,569 110,173 122,173 208,324 41,913 -62.0% Supplies/Small Tools and Equipment 823,809 1,586,422 1,104,814 1,133,452 866,191 1,103,892 -0.1% Professional Services 3,525,545 4,197,506 2,294,129 3,051,784 2,324,383 2,501,621 9.0% Communication 111,365 116,547 175,040 253,736 142,597 78,573 -55.1% Travel/Training 201,015 222,157 277,967 253,508 194,994 253,432 -8.8% Advertising 49,330 56,334 42,228 28,228 20,855 28,229 -33.2% Operating Rentals 1,656,309 270,716 383,809 593,809 564,804 593,097 54.5% Insurance 1,074,846 1,074,846 0 0 6,391 0 N/A Utilities 12,104 17,298 34,000 20,000 15,501 20,000 -41.2% Repairs&Maintenance 229,366 260,976 239,421 248,221 249,742 144,940 -39.5% Miscellaneous 613,327 775,218 783,750 1,039,304 937,125 656,845 -16.2% Intergovernmental Services/Taxes 3,157,334 3,174,265 3,677,818 3,467,818 3,112,075 3,898,291 6.0% Capital 443,033 775,062 242,372 102,172 25,730 217,372 -10.3% Debt Service 4,582 0 0 0 0 0 N/A Interfund Payments for Services 2,137,122 4,655,143 6,027,171 6,181,371 6,017,827 8,035,095 33.3% p Transfer Out 0 551,044 1,150,000 823,609 1,155,696 0 -100.0% TOTAL COMMITTED EXPENDITURES 54,187,985 67,290,039 71,318,314 70,142,609 68,202,029 71,418,283 0.1% TOTAL EXPENDITURES 54,187,985 67,290,039 71,318,314 70,142,609 68,202,029 71,418,283 0.1% Fund Balance,January 1 7,497,498 8,843,709 5,700,508 5,700,508 5,700,508 8,535,014 49.7% Total New Revenue 55,534,196 64,146,838 70,616,488 67,555,349 71,036,535 75,735,434 7.2% Total Committed Expenditures (54,187,985) (67,290,039) (71,318,314) (70,142,609) (68,202,029) (71,418,283) 0.1% Fund Balance Plus Reserves 8,843,709 5,700,508 4,998,682 3,113,248 8,535,014 12,852,164 157.1% South Renton Reserve 0 0 0 0 50,000 0 N/A Reserve:Housing Initiative 0 0 0 0 200,000 0 N/A *M Reserve: BBQ 0 0 0 0 10,000 0 N/A Undesignated Fund Balance,December 31 8,843,709 5,700,508 4,998,682 3,113,248 8,275,014 12,852,164 157.1% t Budget by Fund Page 456 of 548 Fund 001,Community Services Fund(Previously Fund 101,Parks Fund) The Community Services Fund accounts for the City's parks and recreation programs: operations,maintenance,and improvements for Ir municipal buildings;and the landscaping and street tree functions. See the Community Services operating budget section of this document for more information on program budget and staffing.In 2007 Fund 101,Park Fund was changed to Fund 001,Community Services Fund. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Property Taxes 6,387,094 7,079,205 6,520,087 6,520,087 4,333,972 530,884 -91.9% Utility Taxes 3,858,030 4,580,037 4,854,323 4,854,323 4,963,151 5,150,000 6.1% Other Intergovernmental Revenues 12,208 8,000 0 0 8,000 0 N/A Charges for Goods and Services 1,617,915 1,678,818 1,777,498 1,777,498 1,631,486 1,640,694 -7.7% Interest and Other Earnings 48,934 31,269 37,500 37,500 9,060 0 -100.0% Rents,Leases,and Concessions 637,690 610,475 636,000 636,000 599,590 635,200 -0.1% Other Miscellaneous Revenues 67,138 47,488 75,500 78,000 67,984 55,000 -27.2% Transfer In 137,086 66,541 48,174 58,174 58,174 0 -100.0% TOTAL NEW REVENUE 12,766,095 14,101,832 13,949,082 13,961,582 11,688,369 8,011,778 -42.6% TOTAL RESOURCES 12,766,095 14,101,832 13,949,082 13,961,582 11,688,369 8,011,778 -42.6% EXPENDITURES: Regular Salaries 4,199,548 4,507,694 3,463,564 3,388,365 3,257,140 3,381,757 -2.4% Overtime 58,963 60,916 25,928 25,928 35,961 24,928 -3.9% Personnel Benefits 1,421,703 1,668,708 1,266,689 1,266,689 1,145,727 1,142,599 -9.8% Part Time Salaries and Benefits 2,026,363 2,056,295 1,779,247 1,772,501 1,767,349 1,541,209 -13.4% Supplies/Small Tools and Equipment 673,210 678,577 618,763 642,715 477,154 515,048 -16.8% Professional Services 114,427 251,769 171,517 181,517 173,019 138,914 -19.0% Communication 26,545 25,934 18,666 18,666 19,313 0 -100.0% Travel/Training 33,305 30,158 27,306 27,306 13,060 5,590 -79.5% Advertising 6,424 7,322 0 0 381 0 N/A Operating Rentals 531,112 8,237 13,081 13,081 9,412 13,081 0.0% Utilities 1,260,908 1,346,212 587,933 587,933 516,734 564,933 -3.9% Repairs&Maintenance 642,738 590,819 549,572 562,572 337,600 363,232 -33.9% Miscellaneous 562,185 577,180 234,917 221,665 168,220 184,115 -21.6% Intergovernmental Services/Taxes 0 138,897 178,500 214,603 176,571 0 -100.0% Interfund Payments for Services 555,613 1,274,363 856,815 4,821,479 4,859,337 2,478,886 189.3% Transfer Out 137,086 35,000 4,156,584 120,000 120,000 0 -100.0% TOTAL COMMITTED EXPENDITURES 12,250,134 13,258,081 13,949,082 13,865,020 13,076,979 10,354,293 -25.8% TOTAL EXPENDITURES 12,250,134 13,258,081 13,949,082 13,865,020 13,076,979 10,354,293 -25.8% r Fund Balance,January 1 986,908 1,502,868 2,346,619 2,346,619 2,346,619 958,009 -59.2% Total New Revenue 12,766,095 14,101,832 13,949,082 13,961,582 11,688,369 8,011,778 -42.6% Total Committed Expenditures (12,250,134) (13,258,081) (13,949,082) (13,865,020) (13,076,979) (10,354,293) -25.8% Fund Balance Plus Reserves 1,502,868 2,346,619 2,346,619 2,443,181 958,009 (1,384,505) -159.0% Undesignated Fund Balance,December 31 1,502,868 2,346,619 2,346,619 2,443,181 958,009 (1,384,505) -159.0% r rr • Budget by Fund Page 457 of 548 Fund 003,Street Fund(Previously Fund 103) The Street Fund revenue comes from general tax sources such as property taxes,and gas utility taxes providing 70 percent of 2009 funding. Street fuel taxes,a state shared revenue source,provides 15 percent of 2009 financing. The balance,or 16 percent,comes from interfund revenue, investment interest,permits,and use prior year revenue. There are two divisions of the Public Works Department in this fund: Transportation Systems(003/016)and Street Maintenance Services(003/019). 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted D9/10 REVENUE: Property Taxes 3,593,371 3,780,253 4,213,711 4,213,711 3,652,582 2,386,766 -43.4% Retail Sales and Use Taxes 272,822 253,377 338,209 80,209 242,891 0 -100.0% Utility Taxes 1,451,402 1,565,810 1,745,681 1,745,681 1,891,255 1,858,000 6.4% Other Licenses and Permits 116,186 199,585 125,000 125,000 160,838 125,000 0.0% Other Intergovernmental Revenues 886,713 1,074,030 1,321,200 1,321,200 1,221,980 1,140,165 -13.7% Charges for Goods and Services 970,276 1,170,590 1,267,008 1,267,008 1,220,616 1,179,011 -6.9% Interest and Other Earnings 84,790 33,597 41,000 41,000 5,550 0 -100.0% Other Miscellaneous Revenues 199 6,367 0 0 4,833 0 N/A Other Financing Sources 22,090 0 0 0 0 0 N/A A Transfer In 39,074 0 0 0 0 0 N/A TOTAL NEW REVENUE 7,436,922 8,083,610 9,051,809 8,845,417 8,400,545 6,688,942 -26.1% TOTAL RESOURCES 7,436,922 8,083,610 9,051,809 8,845,417 8,400,545 6,688,942 -26.1% EXPENDITURES: Regular Salaries 3,292,688 3,554,169 3,905,661 3,820,862 3,889,597 3,678,900 -5.8% Overtime 106,423 128,880 92,856 92,856 139,343 92,856 0.0% Personnel Benefits 1,150,929 1,324,660 1,573,072 1,573,072 1,478,822 1,300,029 -17.4% Part Time Salaries and Benefits 82,621 94,557 82,954 82,954 52,945 79,058 -4.7% Supplies/Small Tools and Equipment 409,496 641,627 501,035 562,643 572,426 434,217 -13.3% Professional Services 49,607 35,445 72,834 88,053 60,040 51,510 -29.3% Communication 10,256 10,288 12,138 12,138 9,595 306 -97.5% Travel/Training 43,948 54,927 67,913 67,913 53,157 67,307 -0.9% Operating Rentals 728,119 7,076 10,302 10,302 6,109 10,033 -2.6% Utilities 1,025,953 1,017,850 1,171,062 1,171,062 1,200,254 1,121,046 -4.3% Repairs&Maintenance 27,554 45,322 36,297 36,297 32,764 35,086 -3.3% Miscellaneous 14,252 10,366 16,574 16,574 11,637 15,833 -4.5% Capital 15,707 0 10,200 10,200 0 10,200 0.0% Interfund Payments for Services 233,303 1,114,076 1,408,911 1,408,911 1,398,664 1,580,598 12.2% Transfer Out 39,074 14,823 90,000 0 0 0 -100.0% TOTAL COMMITTED EXPENDITURES 7,229,929 8,054,066 9,051,809 8,953,837 8,905,355 8,476,980 -6.4% TOTAL EXPENDITURES 7,229,929 8,054,066 9,051,809 8,953,837 8,905,355 8,476,980 -6.4% Fund Balance,January 1 1,659,921 1,866,914 1,896,459 1,896,459 1,896,459 1,391,649 -26.6% Total New Revenue 7,436,922 8,083,610 9,051,809 8,845,417 8,400,545 6,688,942 -26.1% Total Committed Expenditures (7,229,929) (8,054,066) (9,051,809) (8,953,837) (8,905,355) (8,476,980) -6.4% Fund Balance Plus Reserves 1,866,914 1,896,459 1,896,459 1,788,039 1,391,649 (396,389) -120.9% Undesignated Fund Balance,December 31 1,866,914 1,896,459 1,896,459 1,788,039 1,391,649 (396,389) -120.9% Budget by Fund Page 458 of 548 lr Fund 004,Community Development Block Grant Fund(Previously Fund 104) In 2005,Fund 004 Community Development Block Grant Fund was created and Fund 104 was eliminated. The CDBG fund collects and 11111 disburses Community Development grant monies.Current agencies include Children's Home Society of Washington, Renton Communities in Schools,Emergency Feeding Program of Seattle and King County,City of Renton Housing Repair program,Planning and Administration program,and Institute of Family Development. Please refer to Fund 104 Community Development Block Grant Fund prior to 2005. 1x11 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Federal/State Grants 291,036 265,333 294,596 356,437 258,209 294,148 -0.2% Interest and Other Earnings (1,119) (332) 0 0 (198) 0 N/A TOTAL NEW REVENUE 289,917 265,001 294,596 473,942 258,011 294,148 -0.2% TOTAL RESOURCES 289,917 265,001 294,596 473,942 258,011 294,148 -0.2% EXPENDITURES: 1r Regular Salaries 152,987 96,062 92,769 118,160 92,545 95,160 2.6% Overtime 0 36 1,000 0 0 0 -100.0% Personnel Benefits 50,145 26,448 26,140 26,140 24,928 23,662 -9.5% Part Time Salaries and Benefits 585 15 0 0 13 0 N/A Supplies/Small Tools and Equipment 11,242 27,093 32,250 49,187 25,335 38,430 19.2% Professional Services 74,311 85,228 137,087 155,642 100,939 131,288 -4.2% Communication 0 0 500 250 132 250 -50.0% Travel/Training 66 10 2,000 2,094 928 2,000 0.0% Operating Rentals 0 0 400 500 0 500 25.0% Utilities 40 0 900 900 0 900 0.0% Repairs&Maintenance 0 69 250 950 298 950 280.0% Miscellaneous 0 420 1,300 118,105 925 600 -53.8% Interfund Payments for Services 0 0 0 0 0 2,763 100.0% TOTAL COMMITTED EXPENDITURES 289,376 235,381 294,596 471,928 246,043 296,503 0.6% TOTAL EXPENDITURES 289,376 235,381 294,596 471,928 246,043 296,503 0.6% Fund Balance,January 1 (48,658) (48,117) (18,497) (18,497) (18,497) (6,529) -64.7% Total New Revenue 289,917 265,001 294,596 473,942 258,011 294,148 -0.2% Total Committed Expenditures (289,376) (235,381) (294,596) (471,928) (246,043) (296,503) 0.6% ri Fund Balance Plus Reserves (48,117) (18,497) (18,497) (16,483) (6,529) (8,884) -52.0% Undesignated Fund Balance,December 31 (48,117) (18,497) (18,497) (16,483) (6,529) (8,884) -52.0% r r Budget by Fund Page 459 of 548 Fund 005,Museum Fund(Previously combined with 006) The Museum Fund accounts for the operation of the City Historical Museum. It is a part of general governmental funds since the majority of f support is derived from general tax revenues. See the Community Services operating budget section of this document for more information on Museum fund program budget and staffing. w 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Property Taxes 0 0 151,124 151,124 205,486 192,621 27.5% Interest and Other Earnings 0 0 0 0 19 0 N/A TOTAL NEW REVENUE 0 0 151,124 151,124 205,506 192,621 27.5% TOTAL RESOURCES 0 0 151,124 151,124 205,506 192,621 27.5% EXPENDITURES: Regular Salaries 0 0 69,063 67,564 69,284 74,408 7.7% Personnel Benefits 0 0 17,474 17,474 16,552 16,136 -7.7% Part Time Salaries and Benefits 0 0 21,231 21,231 17,684 12,409 -41.6% Travel/Training 0 0 1,635 1,635 0 0 -100.0% Interfund Payments for Services 0 0 41,721 41,721 37,281 91,167 118.5% TOTAL COMMITTED EXPENDITURES 0 0 151,124 149,625 140,801 194,120 28.5% TOTAL EXPENDITURES 0 0 151,124 149,625 140,801 194,120 28.5% Fund Balance,January 1 0 0 0 0 0 64,705 100.0% Total New Revenue 0 0 151,124 151,124 205,506 192,621 27.5% Total Committed Expenditures 0 0 (151,124) (149,625) (140,801) (194,120) 28.5% Fund Balance Plus Reserves 0 0 0 1,499 64,705 63,206 100.0% Undesignated Fund Balance,December 31 0 0 0 1,499 64,705 63,206 100.0% Budget by Fund Page 460 of 548 r Fund 006,Library Fund(Previously Fund 106) The Library Fund accounts for the operation of two City libraries. It is a part of general governmental funds since the majority of support for library services is derived from general tax revenues. In 2008,97 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. Prior to 2009,the Library and Museum were combined in Fund 006.The Museum fund is now Fund 005. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Property Taxes 2,008,112 2,447,351 1,994,447 1,994,447 1,356,643 968,209 -51.5% Other Intergovernmental Revenues 0 251,017 90,492 433,492 511,503 359,863 297.7% Charges for Goods and Services 7,060 6,371 6,529 6,529 7,511 6,529 0.0% Fines and Forfeits 45,292 46,443 40,000 40,000 51,915 45,000 12.5% Interest and Other Earnings 6,873 3,848 4,300 4,300 5,867 4,300 0.0% Other Miscellaneous Revenues 9,641 11,563 2,500 12,250 16,042 11,900 376.0% Transferin 56,074 0 0 0 0 0 N/A TOTAL NEW REVENUE 2,133,052 2,766,593 2,138,268 2,491,018 1,949,481 1,395,801 -34.7% TOTAL RESOURCES 2,133,052 2,766,593 2,138,268 2,491,018 1,949,481 1,395,801 -34.7% EXPENDITURES: Regular Salaries 824,824 888,835 923,806 903,749 913,611 961,955 4.1% Overtime 18,586 9,744 29,519 29,519 4,525 5,000 -83.1% Personnel Benefits 251,515 279,738 324,747 324,747 300,402 294,341 -9.4% 1W Part Time Salaries and Benefits 217,851 233,651 212,485 212,485 212,051 143,670 -32.4% Supplies/Small Tools and Equipment 264,526 314,352 305,243 308,363 295,362 218,519 -28.4% Professional Services 48,158 59,162 55,233 70,233 64,460 49,000 -11.3% Travel/Training 4,231 5,054 7,159 7,159 465 0 -100.0% Operating Rentals 0 0 612 612 13 0 -100.0% Repairs&Maintenance 176 929 28,416 28,416 198 4,990 -82.4% Miscellaneous 777 1,997 3,111 3,111 1,560 0 -100.0% Intergovernmental Services/Taxes 0 0 0 278,000 278,000 278,000 100.0% Capital 608 3,019 3,120 0 47 0 -100.0% Interfund Payments for Services 351,377 230,731 244,817 244,817 241,433 588,788 140.5% r Transfer Out 56,074 0 0 9,750 9,750 0 N/A TOTAL COMMITTED EXPENDITURES 2,038,703 2,027,213 2,138,268 2,420,961 2,321,878 2,544,263 19.0% TOTAL EXPENDITURES 2,038,703 2,027,213 2,138,268 2,420,961 2,321,878 2,544,263 19.0% Fund Balance,January 1 244,677 339,025 1,078,405 1,078,405 1,078,405 706,009 -34.5% to Total New Revenue 2,133,052 2,766,593 2,138,268 2,491,018 1,949,481 1,395,801 -34.7% Total Committed Expenditures (2,038,703) (2,027,213) (2,138,268) (2,420,961) (2,321,878) (2,544,263) 19.0% Fund Balance Plus Reserves 339,025 1,078,405 1,078,405 1,148,462 706,009 (442,454) -141.0% Undesignated Fund Balance,December 31 339,025 1,078,405 1,078,405 1,148,462 706,009 (442,454) -141.0% r Budget by Fund Page 461 of 548 I) Fund 007,Parking Garage Maintenance Fund This fund was created in 2003.The purpose of the fund was to pay for the operational and maintenance costs of the downtown parking garage in 2004 and 2005.In 2006,the Revenue and the Expenditure budget for Fund 007 was moved to Fund 306.In 2007,this fund was closed;the fund balance was transfered to General Fund 000. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: TOTAL NEW REVENUE 0 0 0 0 0 0 N/A TOTAL RESOURCES 0 0 0 0 0 0 N/A EXPENDITURES: Transfer Out 86,125 0 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 86,125 0 0 0 0 0 N/A TOTAL EXPENDITURES 86,125 0 0 0 0 0 N/A Fund Balance,January 1 86,125 0 0 0 0 0 0.0% Total New Revenue 0 0 0 0 0 0 N/A Total Committed Expenditures (86,125) 0 0 0 0 0 N/A Fund Balance Plus Reserves 0 0 0 0 0 0 0.0% Designated Fund Balance,December 31 0 0 0 0 0 0 0.0% Budget by Fund Page 462 of 548 to Fund 009,Farmers Market Fund This fund was created in 2008 for the purpose of paying for the operational and maintenance costs of the Farmers Market. In 2008,this r responsibility was transferred from the Renton Chamber of Commerce to the City. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: r Interest and Other Earnings 0 789 0 0 391 0 N/A Rents,Leases,and Concessions 0 27,003 29,280 29,280 30,763 34,280 17.1% Other Miscellaneous Revenues 0 50,592 6,000 6,000 7,500 10,000 66.7% TOTAL NEW REVENUE 0 78,383 35,280 35,280 38,654 44,280 25.5% TOTAL RESOURCES 0 78,383 35,280 35,280 38,654 44,280 25.5% EXPENDITURES: Part Time Salaries and Benefits 0 11,177 15,300 15,300 15,298 15,300 0.0% Supplies/Small Tools and Equipment 0 5,261 7,165 7,165 3,728 7,165 0.0% Professional Services 0 5,080 9,297 9,297 5,922 9,297 0.0% Communication 0 563 490 490 635 490 0.0% Travel/Training 0 1,284 0 0 1,827 0 N/A Advertising 0 1,416 1,500 1,500 249 1,500 0.0% Insurance 0 900 0 0 900 0 N/A r Miscellaneous 0 555 559 559 702 559 0.0% Interfund Payments for Services 0 0 969 969 969 0 -100.0% TOTAL COMMITTED EXPENDITURES 0 26,236 35,280 35,280 30,230 34,311 -2.7% TOTAL EXPENDITURES 0 26,236 35,280 35,280 30,230 34,311 -2.7% Fund Balance,January 1 0 0 52,147 52,147 52,147 60,572 16.2% Total New Revenue 0 78,383 35,280 35,280 38,654 44,280 25.5% Total Committed Expenditures 0 (26,236) (35,280) (35,280) (30,230) (34,311) -2.7% Fund Balance Plus Reserves 0 52,147 52,147 52,147 60,572 70,541 35.3% Designated Fund Balance,December 31 0 52,147 52,147 52,147 60,572 70,541 35.3% r r Budget by Fund Page 463 of 548 r Fund 010,Fire Memorial Fund This fund was created in 2004.The fund was created to accept donations from citizens for Fire and Emergency Services related purposes. r .I� 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Other Miscellaneous Revenues 12,886 40,748 15,000 15,000 5,480 0 -100.0% TOTAL NEW REVENUE 12,886 40,748 15,000 15,000 5,480 0 -100.0% TOTAL RESOURCES 12,886 40,748 15,000 15,000 5,480 0 -100.0% EXPENDITURES: Overtime 3,924 0 0 0 0 0 N/A Supplies/Small Tools and Equipment 12,477 8,767 15,000 72,062 61,606 0 -100.0% TOTAL COMMITTED EXPENDITURES 16,400 8,767 15,000 72,062 61,606 0 -100.0% TOTAL EXPENDITURES 16,400 8,767 15,000 72,062 61,606 0 -100.0% Fund Balance,January 1 28,596 25,082 57,062 57,062 57,062 936 -98.4% Total New Revenue 12,886 40,748 15,000 15,000 5,480 0 -100.0% Total Committed Expenditures (16,400) (8,767) (15,000) (72,062) (61,606) 0 -100.0% Fund Balance Plus Reserves 25,082 57,062 57,062 0 936 936 -98.4% Designated Fund Balance,December 31 25,082 57,062 57,062 0 936 936 -98.4% 1 Budget by Fund Page 464 of 548 Fund 011,Fire Health and Wellness Fund Fund 011 was created in 2006 for the purpose of identifying Fire and Emergency Services Department health and wellness related activities. wr rlrr 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Interest and Other Earnings 0 13 0 0 (25) 0 N/A Other Miscellaneous Revenues 19,490 21,235 25,000 25,000 11,760 25,000 0.0% TOTAL NEW REVENUE 19,490 21,248 25,000 25,000 11,735 25,000 0.0% TOTAL RESOURCES 19,490 21,248 25,000 25,000 11,735 25,000 0.0% EXPENDITURES: Overtime 10,173 7,878 6,000 6,000 2,472 6,000 0.0% Supplies/Small Tools and Equipment 1,729 0 2,000 2,000 0 2,000 0.0% Travel/Training 2,193 0 17,000 17,000 1,133 17,000 0.0% Transfer Out 0 0 0 34,153 0 0 N/A TOTAL COMMITTED EXPENDITURES 14,095 7,878 25,000 59,153 41,585 25,000 0.0% TOTAL EXPENDITURES 14,095 7,878 25,000 59,153 41,585 25,000 0.0% Fund Balance,January 1 15,388 20,783 34,153 34,153 34,153 4,303 -87.4% Total New Revenue 19,490 21,248 25,000 25,000 11,735 25,000 0.0% aw Total Committed Expenditures (14,095) (7,878) (25,000) (59,153) (41,585) (25,000) 0.0% Fund Balance Plus Reserves 20,783 34,153 34,153 0 4,303 4,303 -87.4% Designated Fund Balance,December 31 20,783 34,153 34,153 0 4,303 4,303 -87.4% r r ar Ir11 1r Budget by Fund Page 465 of 548 Fund 031,Park Memorial Fund(Previously Fund 131) This fund was created in 2001. The fund was created to accept all gifts for park and recreation purposes.In 2007,the fund number was changed from Fund 131 to Fund 031. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: 91111 Interest and Other Earnings 8,305 3,152 0 0 1,614 0 N/A Transfer In 161,996 0 0 0 0 0 N/A TOTAL NEW REVENUE 170,300 3,152 0 0 1,614 0 N/A TOTAL RESOURCES 170,300 3,152 0 0 1,614 0 N/A EXPENDITURES: Transfer Out 161,996 0 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 161,996 0 0 0 0 0 N/A TOTAL EXPENDITURES 161,996 0 0 0 0 0 N/A Fund Balance,January 1 161,996 170,301 173,453 173,453 173,453 175,067 0.9% 411111111 Total New Revenue 170,300 3,152 0 0 1,614 0 N/A Total Committed Expenditures (161,996) 0 0 0 0 0 N/A Fund Balance Plus Reserves 170,301 173,453 173,453 173,453 175,067 175,067 0.9% Designated Fund Balance,December 31 170,301 173,453 173,453 173,453 175,067 175,067 0.9% ..y Budget by Fund Page 466 of 548 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. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Property Taxes 90,820 860,000 40 40 599,109 2,132,658 5331545.0% Ir Other Taxes 1,068,657 1,100,000 1,960,000 960,000 1,378,456 850,000 -56.6% Interest and Other Earnings 26,731 2,090 20,400 20,400 2,653 0 -100.0% Transfer In 784,580 0 0 0 0 0 N/A TOTAL NEW REVENUE 1,970,789 1,962,090 1,980,440 980,440 1,980,219 2,982,658 50.6% TOTAL RESOURCES 1,970,789 1,962,090 1,980,440 980,440 1,980,219 2,982,658 50.6% EXPENDITURES: Debt Service 1,975,326 1,983,628 1,980,440 1,980,440 1,980,739 1,984,625 0.2% TOTAL COMMITTED EXPENDITURES 1,975,326 1,983,628 1,980,440 1,980,440 1,980,739 1,984,625 0.2% TOTAL EXPENDITURES 1,975,326 1,983,628 1,980,440 1,980,440 1,980,739 1,984,625 0.2% Fund Balance,January 1 28,042 23,505 1,967 1,967 1,967 1,447 -26.4% Total New Revenue 1,970,789 1,962,090 1,980,440 980,440 1,980,219 2,982,658 50.6% Total Committed Expenditures (1,975,326) (1,983,628) (1,980,440) (1,980,440) (1,980,739) (1,984,625) 0.2% Fund Balance Plus Reserves 23,505 1,967 1,967 (998,033) 1,447 999,480 50708.5% 4W Undesignated Fund Balance,December 31 23,505 1,967 1,967 (998,033) 1,447 999,480 50708.5% E y11r r Budget by Fund Page 467 of 548 • fit Fund 207,Limited Tax General Obligation Bond Fund(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 r interest payment was paid December 2003.By the end of 2006,the debt was paid off.In 2007,this fund was closed and the fund balance transferred to Fund 215. si 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Interest and Other Earnings 114 0 0 0 0 0 N/A TOTAL NEW REVENUE 114 0 0 0 0 0 N/A TOTAL RESOURCES 114 0 0 0 0 0 N/A EXPENDITURES: Transfer Out 29,528 0 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 29,528 0 0 0 0 0 N/A TOTAL EXPENDITURES 29,528 0 0 0 0 0 N/A Fund Balance,January 1 29,412 0 0 0 0 0 N/A Total New Revenue 114 0 0 0 0 0 N/A Total Committed Expenditures (29,528) 0 0 0 0 0 N/A Fund Balance Plus Reserves (3) 0 0 0 0 0 N/A Undesignated Fund Balance,December 31 (3) 0 0 0 0 0 N/A m �t i i Budget by Fund Page 468 of 548 Fund 215,General Governmental Miscellaneous Debt Service Fund Fund 215 maintains the revenue and expenditures for the debt issues associated with various purchases of equipment,construction of the Ir Downtown Parking Garage,construction of a new fire station,the lighting project for City Hall and the South Lake Washington Infrastructure Project.For more detail on this debt issue,see the separately published City of Renton Debt Manual. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Property Taxes 0 650,000 914,168 914,168 423,774 758,036 -17.1% Retail Sales and Use Taxes 0 0 745,357 745,357 745,357 0 -100.0% Utility Taxes 0 0 528,000 163,000 190,696 0 -100.0% Other Taxes 1,373,450 1,250,000 40,000 40,000 40,000 1,150,000 2775.0% Interest and Other Earnings 117,780 17,612 82,416 82,416 66,077 0 -100.0% Transfer In 1,114,108 300,000 300,000 300,000 300,000 560,000 86.7% TOTAL NEW REVENUE 2,605,338 2,217,612 2,609,941 2,244,941 1,765,903 2,468,036 -5.4% TOTAL RESOURCES 2,605,338 2,217,612 2,609,941 2,244,941 1,765,903 2,468,036 -5.4% EXPENDITURES: Debt Service 1,687,528 2,280,111 2,609,941 2,286,941 2,196,083 2,510,320 -3.8% Transfer Out 2,284,580 0 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 3,972,108 2,280,111 2,609,941 2,286,941 2,196,083 2,510,320 -3.8% TOTAL EXPENDITURES 3,972,108 2,280,111 2,609,941 2,286,941 2,196,083 2,510,320 -3.8% Fund Balance,January 1 1,923,554 556,784 494,284 494,284 494,284 64,104 -87.0% Total New Revenue 2,605,338 2,217,612 2,609,941 2,244,941 1,765,903 2,468,036 -5.4% Total Committed_Expenditures (3,972,108) (2,280,111) (2,609,941) (2,286,941) (2,196,083) (2,510,320) -3.8% Fund Balance Plus Reserves 556,784 494,284 494,284 452,284 64,104 21,820 -95.6% Undesignated Fund Balance,December 31 556,784 494,284 494,284 452,284 64,104 21,820 -95.6% f� r Budget by Fund Page 469 of 548 Fund 102,Arterial Street Fund The Arterial Street Fund was established pursuant to state law allocating the one-half cent State Gasoline Tax revenue to cities and towns for construction,improvements,and major repair of streets. In order for a project to qualify for funding,it has to be a part of the City's Six-Year Transportation Improvement Program and must be approved by the State Highway Department's District State Aid Engineer. The fund allows the City to accomplish approved projects using either City forces or contractors,and provides the capability of matching LID participation and outside agency grants. Old 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Other Intergovernmental Revenues 539,148 626,898 633,475 633,475 575,049 615,000 -2.9% Interest and Other Earnings 20,613 14,764 5,100 5,100 2,907 5,000 -2.0% TOTAL NEW REVENUE 559,762 641,662 638,575 638,575 577,956 620,000 -2.9% TOTAL RESOURCES 559,762 641,662 638,575 638,575 577,956 620,000 -2.9% EXPENDITURES: ice# Transfer Out 565,000 585,000 750,000 750,000 750,000 620,000 -17.3% TOTAL COMMITTED EXPENDITURES 565,000 585,000 750,000 750,000 750,000 620,000 -17.3% TOTAL EXPENDITURES 565,000 585,000 750,000 750,000 750,000 620,000 -17.3% Fund Balance,January 1 321,307 316,069 372,731 372,731 372,731 200,687 -46.2% Total New Revenue 559,762 641,662 638,575 638,575 577,956 620,000 -2.9% Total Committed Expenditures (565,000) (585,000) (750,000) (750,000) (750,000) (620,000) -17.3% Fund Balance Plus Reserves 316,069 372,731 261,306 261,306 200,687 200,687 -23.2% Designated Fund Balance,December 31 316,069 372,731 261,306 261,306 200,687 200,687 -23.2% i� Budget by Fund Page 470 of 548 Fund 108,Leased City Properties(Previously Fund 306) Beginning in 1999,Fund 306 was created for the purpose of identifying Leased City Properties revenue and expenditures. In 2007,the fund 1W number was changed from Fund 306 to Fund 108. r 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Retail Sales and Use Taxes 0 84,564 0 0 0 0 N/A Interest and Other Earnings 27,422 18,700 0 0 9,886 0 N/A Rents,Leases,and Concessions 746,761 1,487,444 1,244,322 1,244,322 1,189,819 941,533 -24.3% Other Miscellaneous Revenues 0 0 0 257,988 0 0 N/A Transfer In 406,988 0 0 0 0 0 N/A 1W TOTAL NEW REVENUE 1,181,172 1,590,709 1,244,322 1,972,375 1,199,706 941,533 -24.3% TOTAL RESOURCES 1,181,172 1,590,709 1,244,322 1,972,375 1,199,706 941,533 -24.3% EXPENDITURES: Regular Salaries 69,943 72,861 74,107 72,498 73,487 76,224 2.9% as Overtime 0 140 0 0 425 0 N/A Personnel Benefits 19,149 21,357 23,356 23,356 22,400 22,303 -4.5% Supplies/Small Tools and Equipment 0 1,620 5,100 5,100 1,479 900 -82.4% Professional Services 0 43,019 384,414 384,414 264,909 88,299 -77.0% 10 Utilities 23,841 92,877 36,032 36,032 170,673 173,150 380.5% Repairs&Maintenance 157,971 194,498 150,523 150,523 508,837 218,409 45.1% Capital 116,842 0 0 728,053 1,150 0 N/A Debt Service 63,600 0 0 0 0 0 N/A Interfund Payments for Services 0 0 0 0 0 2,655 100.0% Transfer Out 406,988 386,000 570,790 1,209,305 570,790 0 -100.0% TOTAL COMMITTED EXPENDITURES 858,334 812,372 1,244,322 2,609,281 1,614,151 581,940 -53.2% TOTAL EXPENDITURES 858,334 812,372 1,244,322 2,609,281 1,614,151 581,940 -53.2% Fund Balance,January 1 150,883 473,720 1,252,057 1,252,057 1,252,057 837,612 -33.1% Total New Revenue 1,181,172 1,590,709 1,244,322 1,972,375 1,199,706 941,533 -14.3% Total Committed Expenditures (858,334) (812,372) (1,244,322) (2,609,281) (1,614,151) (581,940) -53.2% Fund Balance Plus Reserves 473,720 1,252,057 1,252,057 615,151 837,612 1,197,206 -4.4% Designated Fund Balance,December 31 473,720 1,252,057 1,252,057 615,151 837,612 1,197,206 -4.4% ti i Budget by Fund Page 471 of 548 >r Fund 110,Hotel/Motel Fund During the 1997 Legislative session,SSB 5867 was passed. SSB 5867 allows Washington State cities to impose an increase in the hotel/motel tax of up to 1 percent for the purpose of increasing tourism. On October 13,1997,the Renton City Council passed Resolution No.3288 establishing a Hotel/Motel Lodging Tax Advisory Committee. The Committee investigated the feasibility of implementing the 1 percent tax and made a recommendation to the City Council to enact this tax. The Council adopted the tax with Ordinance No.4697 on December 15, 1997. In 1998,a marketing campaign was created using these collected funds. The Renton Community Marketing Campaign is designed to help brand Renton and communicate the community's many positive attributes as a place to do business,work,visit,learn,shop,live,play,and stay. The stakeholders,including the Renton Chamber of Commerce,Renton Visitor's Connection,City of Renton,Renton School District,Renton Technical College,and Valley Medical Center,launched the campaign to improve the image of Renton in the community and the region; promote Renton as a desirable location to do business,work,learn,live,shop,and visit;recruit quality companies to Renton to help diversify the employment base by supporting city economic development initiatives;showcase Renton stakeholders and their achievements;and leverage and creatively market Renton's assets and amenities. Under the authority of the Hotel/Motel Lodging Tax Advisory Committee and the Renton City Council,a new budget is established yearly and administered through the Department of Community and Economic Development. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Retail Sales and Use Taxes 242,111 253,839 265,200 265,200 200,381 180,000 -32.1% Interest and Other Earnings 13,792 7,275 10,200 10,200 1,416 0 -100.0% Other Miscellaneous Revenues 65,000 60,000 65,000 65,000 65,000 65,000 0.0% TOTAL NEW REVENUE 320,903 321,114 340,400 340,400 266,796 245,000 -28.0% TOTAL RESOURCES 320,903 321,114 340,400 340,400 266,796 245,000 -28.0% EXPENDITURES: Professional Services 284,430 382,969 295,000 326,000 269,714 245,000 -16.9% TOTAL COMMITTED EXPENDITURES 284,430 382,969 295,000 326,000 269,714 245,000 -16.9% TOTAL EXPENDITURES 284,430 382,969 295,000 326,000 269,714 245,000 -16.9% Fund Balance,January 1 276,128 312,600 250,746 250,746 250,746 247,828 -1.2% Total New Revenue 320,903 321,114 340,400 340,400 266,796 245,000 -28.0% Total Committed Expenditures (284,430) (382,969) (295,000) (326,000) (269,714) (245,000) -16.9% Fund Balance Plus Reserves 312,600 250,746 296,146 265,146 247,828 247,828 -16.3% Designated Fund Balance,December 31 312,600 250,746 296,146 265,146 247,828 247,828 -16.3% ) 1� a ) Budget by Fund Page 472 of 548 s 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. r 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Interest and Other Earnings 155 60 0 0 21 0 N/A TOTAL NEW REVENUE 155 60 0 0 21 0 N/A TOTAL RESOURCES 155 60 0 0 21 0 N/A EXPENDITURES: TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 0 N/A TOTAL EXPENDITURES 0 0 0 0 0 0 N/A Fund Balance,January 1 3,027 3,182 3,243 3,243 3,243 3,264 0.7% Total New Revenue 155 60 0 0 21 0 N/A Total Committed Expenditures 0 0 0 0 0 0 N/A Fund Balance Plus Reserves 3,182 3,243 3,243 3,243 3,264 3,264 0.7% Designated Fund Balance,December 31 3,182 3,243 3,243 3,243 3,264 3,264 0.7% Jr !I� Budget by Fund Page 473 of 548 Fund 125,1%for Art Fund The 1 percent for Art Fund was established to account for art expenditures in municipal construction projects.Guidelines for determining art expenditures are as follows:1)The project cost must exceed$10,000. 2)The project must be either new construction or a significant renovation of an existing structure that allows an existing structure an expanded or different use of the facility. Routine or periodic maintenance expenditures have been excluded. 3)Land acquisition is not included. 4)Acquisition of equipment,vehicles,or machinery is not included. 5)All funds specifically limited to the construction and improvement of the transportation system have been excluded;such as Federal aid,forward thrust,and half-cent gasoline tax. Under the authority of the Renton Municipal Arts Commission and the Renton City Council,the budget is administered by the Department of Community and Economic Development. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Interest and Other Earnings 3,411 2,300 0 0 829 0 N/A Transfer In 60,000 0 0 45,000 23,539 15,000 100.0% TOTAL NEW REVENUE 63,411 2,300 0 45,000 24,368 15,000 100.0% TOTAL RESOURCES 63,411 2,300 0 45,000 24,368 15,000 100.0% EXPENDITURES: Capital 20,367 1,979 0 45,000 2,250 50,000 100.0% TOTAL COMMITTED EXPENDITURES 20,367 1,979 0 45,000 2,250 50,000 100.0% TOTAL EXPENDITURES 20,367 1,979 0 45,000 2,250 50,000 100.0% Fund Balance,January 1 78,313 121,357 121,678 121,678 121,678 143,796 18.2% Total New Revenue 63,411 2,300 0 45,000 24,368 15,000 100.0% Total Committed Expenditures (20,367) (1,979) 0 (45,000) (2,250) (50,000) 100.0% Fund Balance Plus Reserves 121,357 121,678 121,678 121,678 143,796 108,796 -10.6% Designated Fund Balance,December 31 121,357 121,678 121,678 121,678 143,796 108,796 -10.6% *+1 q Budget by Fund Page 474 of 548 r. Fund 127,Cable Communications Development Fund The Cable Communications Development Fund,which is managed by the City Clerk's office,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 N 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. 40 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Utility Taxes 0 70,000 40,674 40,674 0 40,000 -1.7% Business Licenses and Permits 0 0 45,000 45,000 10,051 45,000 0.0% Interest and Other Earnings 12,399 1,704 0 0 696 0 N/A Other Miscellaneous Revenues 1,500 1,500 0 0 1,500 0 N/A TOTAL NEW REVENUE 13,899 73,204 85,674 85,674 12,247 85,000 -0.8% i TOTAL RESOURCES 13,899 73,204 85,674 85,674 12,247 85,000 -0.8% EXPENDITURES: Supplies/Small Tools and Equipment 3,237 559 6,302 6,302 555 6,302 0.0% Professional Services 134,873 21,684 30,702 30,702 28,455 30,702 0.0% Repairs&Maintenance 8,859 870 8,670 8,670 6,214 8,670 0.0% Capital 0 0 40,000 40,000 0 40,000 0.0% TOTAL COMMITTED EXPENDITURES 146,970 23,114 85,674 85,674 35,224 85,674 0.0% TOTAL EXPENDITURES 146,970 23,114 85,674 85,674 35,224 85,674 0.0% Fund Balance,January 1 195,349 62,278 112,369 112,369 112,369 89,392 -20.4% Total New Revenue 13,899 73,204 85,674 85,674 12,247 85,000 -0.8% Total Committed Expenditures (146,970) (23,114) (85,674) (85,674) (35,224) (85,674) 0.0% Fund Balance Plus Reserves 62,278 112,369 112,369 112,369 89,392 88,718 -21.0% Designated Fund Balance,December 31 62,278 112,369 112,369 112,369 89,392 88,718 -21.0% lid Io Budget by Fund Page 475 of 548 to Fund 135,Springbrook Wetlands Bank Per Ordinance 5269,in 2007,a new fund was created Fund 135,Springbrook Wetlands Bank Fund.The purpose of the fund is to provide accounting for the Springbrook Creek Wetland and Habitat Mitigation Bank project.The Fund will receive revenue by selling Wetland credits to the third parties and to the City's internal departments.The revenue received will pay for managing the wetlands. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Interest and Other Earnings 0 8,502 10,500 10,500 3,026 0 -100.0% TOTAL NEW REVENUE 0 8,502 10,500 10,500 451,026 0 -100.0% TOTAL RESOURCES 0 8,502 10,500 10,500 451,026 0 -100.0% EXPENDITURES: TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 0 N/A TOTAL EXPENDITURES 0 0 0 0 0 0 N/A Fund Balance,January 1 0 0 8,502 8,502 8,502 459,528 5304.8% Total New Revenue 0 8,502 10,500 10,500 451,026 0 -100.0% Total Committed Expenditures 0 0 0 0 0 0 N/A Fund Balance Plus Reserves 0 8,502 19,002 19,002 459,528 459,528 2318.3% >) Designated Fund Balance,December 31 0 8,502 19,002 19,002 459,528 459,528 2318.3% ; i r^ a n i Budget by Fund Page 476 of 548 ' Fund 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 I� fund to account for existing bond revenue and expenditures. Fund 219 maintains the revenue and expenditures for the 1993 refunding issue relating to Senior Housing. For more detail on this issue,see the separately published City of Renton Debt Manual.The outstanding balance for all ULTGO debt as of January 1,2009 is$518,130. tr 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Property Taxes 514,925 409,743 0 0 102,957 0 N/A Interest and Other Earnings 18,995 9,484 5,100 5,100 1,006 0 -100.0% TOTAL NEW REVENUE 533,920 419,228 5,100 5,100 103,963 0 -1000% TOTAL RESOURCES 533,920 419,228 5,100 5,100 103,963 0 -1000% EXPENDITURES: Debt Service 517,640 524,698 523,230 523,230 520,742 1,388 -99.7% TOTAL COMMITTED EXPENDITURES 517,640 524,698 523,230 523,230 520,742 1,388 -99.7% TOTAL EXPENDITURES 517,640 524,698 523,230 523,230 520,742 1,388 -99.7% Fund Balance,January 1 585,307 601,587 496,117 496,117 496,117 79,338 -84.0% Total New Revenue 533,920 419,228 5,100 5,100 103,963 0 -100.0% Total Committed Expenditures (517,640) (524,698 (523,230) (523,230) (520,742) (1,388) -99.7% Fund Balance Plus Reserves 601,587 496,117 (22,013) (22,013) 79,338 77,950 -454.1% Designated Fund Balance,December 31 601,587 496,117 (22,013) (22,013) 79,338 77,950 -4541% Jo r r� Budget by Fund Page 477 of 548 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. In 2006,Ordinance#5211,the Fund balance was transferred to Fund 406. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: TOTAL NEW REVENUE 0 0 0 0 0 0 N/A TOTAL RESOURCES 0 0 0 0 0 0 N/A EXPENDITURES: TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 0 N/A TOTAL EXPENDITURES 0 0 0 0 0 0 N/A Fund Balance,January 1 0 0 0 0 0 0 N/A Total New Revenue 0 0 0 0 0 0 N/A Total Committed Expenditures 0 0 0 0 0 0 N/A Fund Balance Plus Reserves 0 0 0 0 0 0 N/A Undesignated Fund Balance December 31 0 0 0 0 0 _ 0 N/A i Budget by Fund Page 478 of 548 ! 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 transfer from the General Fund(000)was made for$4 million. Limited Tax General Obligation Bonds were issued in 2001 for$6 million. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Interest and Other Earnings 819 0 0 0 0 0 N/A M TOTAL NEW REVENUE 819 0 0 0 0 0 N/A TOTAL RESOURCES 819 0 0 0 0 0 N/A EXPENDITURES: Transfer Out 179,660 0 0 0 0 0 N/A M TOTAL COMMITTED EXPENDITURES 179,660 0 0 0 0 0 N/A TOTAL EXPENDITURES 179,660 0 0 0 0 0 N/A Fund Balance,January 1 178,839 0 0 0 0 0 N/A Total New Revenue 819 0 0 0 0 0 N/A Total Committed Expenditures (179,660) 0 0 0 0 0 N/A Fund Balance Plus Reserves (1) 0 0 0 0 0 N/A Designated Fund Balance,December 31 (1) 0 0 0 0 0 N/A on Budget by Fund Page 479 of 548 Ir 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 2008-2013 Capital Investment Program(CIP). 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 531,328 273,952 300,000 300,000 72,950 60,000 -80.0% Interest and Other Earnings 48,814 38,086 0 0 28,972 0 N/A Transfer In 0 0 0 5,696 5,696 0 N/A TOTAL NEW REVENUE 580,142 312,038 300,000 305,696 107,618 60,000 -80.0% TOTAL RESOURCES 580,142 312,038 300,000 305,696 107,618 60,000 -80.0% EXPENDITURES: Transfer Out 0 111,875 0 711,038 711,038 0 N/A TOTAL COMMITTED EXPENDITURES 0 111,875 0 711,038 711,038 0 N/A TOTAL EXPENDITURES 0 111,875 0 711,038 711,038 0 N/A Fund Balance,January 1 889,708 1,469,850 1,670,013 1,670,013 1,670,013 1,066,594 -36.1% Total New Revenue 580,142 312,038 300,000 305,696 107,618 60,000 -80.0% Total Committed Expenditures 0 (111,875) 0 (711,038) (711,038) 0 N/A Fund Balance Plus Reserves 1,469,850 1,670,013 1,970,013 1,264,671 1,066,594 1,126,594 -42.8% Designated Fund Balance,December 31 1,469,850 1,670,013 1,970,013 1,264,671 1,066,594 1,126,594 -42.8% Will t Budget by Fund Page 480 of 548 rrr 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 111! development near existing fire stations and developments located farther out. Revenue is collected at the time a permit is issued. The Designated Fund Balance is for identified projects in the 2008-2013 Capital Investment Program(CIP). Bonds were issued in 2002 for the completion of Fire Station 12 that was completed in 2004. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 1,386,954 339,623 240,000 240,000 112,203 100,000 -58.3% Interest and Other Earnings 88,931 20,131 60,000 60,000 175,552 0 -100.0% TOTAL NEW REVENUE 1,475,886 359,754 300,000 300,000 287,755 100,000 -66.7% TOTAL RESOURCES 1,475,886 359,754 300,000 300,000 287,755 100,000 -66.7% EXPENDITURES: r Transfer Out 300,000 300,000 300,000 300,000 300,000 560,000 86.7% TOTAL COMMITTED EXPENDITURES 300,000 300,000 300,000 300,000 300,000 560,000 86.7% TOTAL EXPENDITURES 300,000 300,000 300,000 300,000 300,000 560,000 86.7% Fund Balance,January 1 1,140,128 2,316,014 2,375,768 2,375,768 2,375,768 2,363,522 -0.5% Total New Revenue 1,475,886 359,754 300,000 300,000 287,755 100,000 -66.7% Total Committed Expenditures (300,000) (300,000) (300,000) (300,000) (300,000) (560,000) 86.7% Fund Balance Plus Reserves 2,316,014 2,375,768 2,375,768 2,375,768 2,363,522 1,903,522 -19.9% Designated Fund Balance,December 31 2,316,014 2,375,768 2,375,768 2,375,768 2,363,522 1,903,522 -19.9% r r ri Budget by Fund Page 481 of 548 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 so to new development projects within Renton city limits using a vehicle trip rate that has been established based on the number of vehicle trips generated between 1990 and 2010 by new development.The Designated Fund Balance is for City identified projects in the 2009-2014 Capital Investment Program(CIP)and the 2009-2014 Transportation Capital Improvement Program(TCIP). a� 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 1,348,110 609,482 869,000 369,000 230,082 190,000 -78.1% Interest and Other Earnings 210,446 281,282 31,000 31,000 104,577 10,000 -67.7% TOTAL NEW REVENUE 1,558,556 890,764 900,000 573,102 507,761 200,000 -77.8% TOTAL RESOURCES 1,558,556 890,764 900,000 573,102 507,761 200,000 -77.8% EXPENDITURES: r Transfer Out 500,000 2,223,229 900,000 3,173,102 1,673,102 700,000 -22.2% TOTAL COMMITTED EXPENDITURES 500,000 2,223,229 900,000 3,173,102 1,673,102 700,000 -22.2% TOTAL EXPENDITURES 500,000 2,223,229 900,000 3,173,102 1,673,102 700,000 -22.2% Fund Balance,January 1 3,606,384 4,664,940 3,332,475 3,332,475 3,332,475 2,167,134 -35.0% Total New Revenue 1,558,556 890,764 900,000 573,102 507,761 200,000 -77.8% Total Committed Expenditures (500,000) (2,223,229) (900,000) (3,173,102) (1,673,102) (700,000) -22.2% Fund Balance Plus Reserves 4,664,940 3,332,475 3,332,475 732,475 2,167,134 1,667,134 -50.0% Designated Fund Balance,December 31 4,664,940 3,332,475 3,332,475 732,475 2,167,134 1,667,134 -50.0% 20 r Budget by Fund Page 482 of 548 VM Fund 307,Aquatics Center Fund Fund 307 was created for the purpose of identifying Aquatic Center revenue and expenditures during construction.The Aquatic Center was i11r completed in 2004. In 2007,the fund was closed,and the fund balance was transfered to Fund 316. �I�II 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: W Interest and Other Earnings 877 0 0 0 0 0 N/A TOTAL NEW REVENUE 877 0 0 0 0 0 N/A TOTAL RESOURCES 877 0 0 0 0 0 N/A EXPENDITURES: Transfer Out 192,297 0 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 192,297 0 0 0 0 0 N/A TOTAL EXPENDITURES 192,297 0 0 0 0 0 N/A Fund Balance,January 1 191,420 0 0 0 0 0 0.0% Total New Revenue 877 0 0 0 0 0 N/A Total Committed Expenditures (192,297) 0 0 0 0 0 N/A Fund Balance Plus Reserves 0 0 0 0 0 0 0.0% Designated Fund Balance,December 31 0 0 0 0 0 0 0.0% r� r Budget by Fund Page 483 of 548 Fund 316,Municipal Facilities Capital Investment Fund This fund is used to fund facility improvements and renovations,property acquisitions for parks and City space needs,parks development and equipment,and major capital requirements as identified in the 2009-2014 Capital Investment Program(CIP). 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Retail Sales and Use Taxes 0 381,138 0 0 0 0 N/A Other Taxes 2,644,220 450,103 1,123,000 1,283,000 1,284,186 560,000 -50.1% Federal/State Grants 0 13,638 95,000 422,757 181,091 50,000 -47.4% Other Intergovernmental Revenues 0 0 0 295,000 302,857 0 N/A Interest and Other Earnings 557,773 298,906 601,539 700,000 1,017,358 0 -100.0% Other Miscellaneous Revenues 16,138 1,319,574 0 91,340 99,549 0 N/A Other Financing Sources 60,000 0 0 0 0 0 N/A Bond Proceeds 0 0 5,250,000 0 0 0 -100.0% Transfer In 1,871,957 685,378 1,551,790 2,599,256 2,292,828 0 -100.0% TOTAL NEW REVENUE 5,150,088 3,148,737 8,621,329 5,391,353 5,177,869 730,000 -91.5% TOTAL RESOURCES 5,150,088 3,148,737 8,621,329 5,391,353 5,177,869 730,000 -91.5% EXPENDITURES: Professional Services 75,498 67,248 85,000 85,000 41,018 0 -100.0% Capital 3,780,691 6,629,386 1,067,000 10,090,798 5,553,519 1,585,000 48.5% Interfund Payments for Services 0 0 0 0 0 68,454 100.0% Transfer Out 0 0 7,548,174 6,283,628 5,025,462 0 -100.0% TOTAL COMMITTED EXPENDITURES 3,856,189 6,696,634 8,700,174 16,459,426 10,619,998 1,653,454 -81.0% TOTAL EXPENDITURES 3,856,189 6,696,634 8,700,174 16,459,426 10,619,998 1,653,454 -81.0% Fund Balance,January 1 14,629,315 15,923,214 12,375,317 12,375,317 12,375,317 6,933,188 -44.0% Total New Revenue 5,150,088 3,148,737 8,621,329 5,391,353 5,177,869 730,000 -91.5% Total Committed Expenditures (3,856,189) (6,696,634) (8,700,174) (16,459,426) (10,619,998) (1,653,454) -81.0% Fund Balance Plus Reserves 15,923,214 12,375,317 12,296,472 1,307,244 6,933,188 6,009,734 -51.1% Reserve: Lake Washington Dry Docks 0 0 0 0 200,000 0 N/A Reserve: Park Maintenance Facility 4,200,000 4,200,000 0 0 0 0 N/A Reserve: Cedar River/Sam Chastain Trail 293,000 293,000 0 0 0 N/A Capital Reserves 1,500,000 1,500,000 600,000 600,000 1,500,000 600,000 0.0% Undesignated Fund Balance,December 31 9,930,214 6,382,317 11,696,472 707,244 5,233,188 5,409,734 -53.7% j i 1 J r 0 e Budget by Fund Page 484 of 548 1W 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 1W 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. II! 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: W Business Licenses and Permits 1,776,384 1,955,518 1,900,000 1,600,000 1,734,921 1,600,000 -15.8% Federal/State Grants 1,133,187 7,403,235 6,833,247 15,681,308 7,314,832 6,191,002 -9.4% Other Intergovernmental Revenues 658,051 5,697,968 12,116,525 6,515,047 4,309,978 6,291,000 -48.1% Charges for Goods and Services 55 0 0 0 0 0 N/A Interest and Other Earnings 0 11,215 0 0 67,331 0 N/A Other Miscellaneous Revenues 563,655 0 116,576 404,866 83,010 0 -100.0% Other Financing Sources 0 16,500 0 0 0 0 N/A Sale of General Fixed Assets 0 3,408 0 0 0 0 N/A Transfer In 1,065,000 2,868,229 1,650,000 4,300,000 2,310,000 1,610,000 -2.4% r TOTAL NEW REVENUE 5,196,332 17,956,073 22,616,348 28,501,221 15,820,072 15,692,002 -30.6% TOTAL RESOURCES 5,196,332 17,956,073 22,616,348 28,501,221 15,820,072 15,692,002 -30.5% EXPENDITURES: Professional Services 47,941 0 0 0 0 0 N/A Capital 5,910,103 21,126,907 22,675,579 30,994,671 15,384,760 16,074,634 -29.1% Interfund Payments for Services 0 0 0 0 0 37,339 100.0% Transfer Out 60,000 75,000 0 40,000 21,399 15,000 100.0% TOTAL COMMITTED EXPENDITURES 6,018,044 21,201,907 22,675,579 31,034,671 15,904,516 16,126,973 -28.9% TOTAL EXPENDITURES 6,018,044 21,201,907 22,675,579 31,034,671 15,904,516 16,126,973 -28.9% 4W Fund Balance,January 1 7,044,330 6,222,618 2,976,784 2,976,784 2,976,784 2,892,340 -2.8% Total New Revenue 5,196,332 17,956,073 22,616,348 28,501,221 15,820,072 15,692,002 -30.6% Total Committed Expenditures (6,018,044) (21,201,907) (22,675,579) (31,034,671) (15,904,516) (16,126,973) -28.9% Fund Balance Plus Reserves 6,222,618 2,976,784 2,917,553 443,334 2,892,340 2,457,369 -15.8% Undesignated Fund Balance,December 31 6,222,618 2,976,784 2,917,553 443,334 2,892,340 2,457,369 -15.8% i tr 1W Budget by Fund Page 485 of 548 A E Fund 318,South Lake Washington Infrastructure Project -_ This fund was created in 2006 to provide accounting for the South Lake Washington Infrastructure Project.This project is funded by various sources including REET,sales tax,grants,and GO Bonds that will provide for the design,construction,labor wages and benefits,and equipment required to implement the project. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 ,M REVENUE: j Retail Sales and Use Taxes 490,411 131,034 0 0 0 0 N/A Other Licenses and Permits 0 268,000 0 0 0 0 N/A Federal/State Grants 4,113,598 500,000 0 347,849 347,849 0 N/A Charges for Goods and Services 0 177,410 0 1,896,918 775,000 0 N/A Interest and Other Earnings 376,344 34 0 0 527 0 N/A Transfer In 0 0 12,500,000 10,350,000 9,677,480 0 -100.0% TOTAL NEW REVENUE 4,980,353 1,076,478 12,500,000 12,594,767 10,800,855 0 -100.0% TOTAL RESOURCES 4,980,353 1,076,478 12,500,000 12,594,767 10,800,855 0 -100.0% t EXPENDITURES: j Professional Services 38,432 4,218 0 22,351 0 0 N/A Capital 14,119,997 1,062,577 12,500,000 13,666,561 9,677,118 0 -100.0% Debt Service 12,538 35,574 0 0 8,081 0 N/A Transfer Out 784,580 0 0 5,000 2,140 0 N/A TOTAL COMMITTED EXPENDITURES 14,955,547 1,102,369 12,500,000 13,693,912 9,687,339 0 -100.0% TOTAL EXPENDITURES 14,955,547 1,102,369 12,500,000 13,693,912 9,687,339 0 -100.0% Fund Balance,January 1 9,001,607 (973,587) (999,478) (999,478) (999,478) 114,038 -111.4% Total New Revenue 4,980,353 1,076,478 12,500,000 12,594,767 10,800,855 0 -100.0% Total Committed Expenditures (14,955,547) (1,102,369) (12,500,000) (13,693,912) (9,687,339) 0 -100.0% Fund Balance Plus Reserves (973,587) (999,478) (999,478) (2,098,623) 114,038 114,038 -111.4% Operating Reserves 734,770 0 0 0 0 0 N/A Undesignated Fund Balance,December 31 (1,708,357) (999,478) (999,478) (2,098,623) 114,038 114,038 -111.4% 4 4 L s I ,y S Budget by Fund Page 486 of 548 Fund 326,Housing Opportunity Fund This fund was created in 2008 to provide accounting for revenues and expenditures used to assist public and private housing projects serving low and/or moderate income households and/or special-needs populations within the City limits. r 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: ow Interest and Other Earnings 0 325 0 0 1,328 0 N/A Transfer In 0 200,000 0 0 0 0 N/A TOTAL NEW REVENUE 0 200,325 0 0 1,328 0 N/A TOTAL RESOURCES 0 200,325 0 0 1,328 0 N/A EXPENDITURES: Miscellaneous 0 0 0 0 0 100,000 100.0% TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 100,000 100.0% TOTAL EXPENDITURES 0 0 0 0 0 100,000 100.0% Fund Balance,January 1 0 0 200,325 200,325 200,325 201,653 0.7% Total New Revenue 0 200,325 0 0 1,328 0 N/A Total Committed Expenditures 0 0 0 0 0 (100,000) 100.0% Fund Balance Plus Reserves 0 200,325 200,325 200,325 201,653 101,653 -49.3% Operating Reserves 0 200,325 200,325 200,325 201,653 101,653 -49.3% Undesignated Fund Balance,December 31 0 0 0 0 0 0 N/A Ir l� 1W Budget by Fund Page 487 of 548 to Funds 402,422 Airport Summary Summary of Fund 402 Airport Operations and Fund 422 Airport Capital Improvement Fund are for reporting purposes. Refer to the separate operating and capital improvement fund tables for further detail. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Federal/State Grants 85,792 145,878 2,479,000 4,272,992 4,021,918 1,103,000 -55.5% Charges for Goods and Services 9,471 9,242 10,244 10,244 19,231 79,000 671.2% Interest and Other Earnings 75,558 12,956 14,264 14,264 30,165 25,000 75.3% Rents,Leases,and Concessions 946,422 1,117,192 1,185,003 1,185,003 1,216,368 1,813,163 53.0% Other Miscellaneous Revenues 2,312 13,852 0 18,658 36,928 0 N/A Other Financing Sources 0 0 0 475,000 475,000 475,000 100.0% Transfer In 975,000 140,000 388,421 388,421 388,421 0 -100.0% TOTAL NEW REVENUE 2,094,555 1,439,120 4,076,932 6,364,582 6,188,031 3,495,163 -14.3% TOTAL RESOURCES 2,094,555 1,439,120 4,076,932 6,364,582 6,188,031 3,495,163 -14.3% EXPENDITURES: Regular Salaries 284,286 314,023 327,513 320,402 329,282 336,635 2.8% Overtime 32,560 32,943 23,076 23,076 34,516 35,000 51.7% Personnel Benefits 102,980 124,796 126,145 126,145 128,162 118,171 -6.3% Part Time Salaries and Benefits 70,123 75,966 67,169 67,169 51,585 60,800 -9.5% _ Supplies/Small Tools and Equipment 54,850 33,397 26,908 26,908 48,320 39,000 44.9% Professional Services 57,937 53,721 77,302 77,302 50,508 22,737 -70.6% Communication 2,053 1,791 4,174 4,174 1,862 0 -100.0% Travel/Training 458 7,204 2,288 2,288 1,985 2,500 9.3% Advertising 0 6,070 6,120 6,120 0 0 -100.0% Operating Rentals 48,516 14,126 13,733 13,733 14,585 15,000 9.2% Insurance 51,000 52,020 0 0 0 0 N/A Utilities 97,151 105,319 110,609 110,609 117,290 103,709 -6.2% Repairs&Maintenance 84,258 89,739 92,374 92,374 20,754 23,000 -75.1% Miscellaneous 5,845 2,675 6,243 6,243 4,337 5,081 -18.6% Intergovernmental Services/Taxes 139 135 0 0 437 0 N/A Capital 541,210 542,701 2,808,000 5,370,361 4,557,877 1,578,000 -43.8% Interfund Payments for Services 104,548 205,859 258,304 258,304 257,404 240,167 -7.0% Transfer Out 975,000 140,000 388,421 388,421 388,421 0 -100.0% TOTAL COMMITTED EXPENDITURES 2,512,912 1,802,484 4,338,379 6,893,629 6,007,324 2,579,800 -40.5% TOTAL EXPENDITURES 2,512,912 1,802,484 4,338,379 6,893,629 6,007,324 2,579,800 -40.5% Fund Balance,January 1 1,650,096 1,231,739 868,374 868,374 868,374 1,049,081 20.8% Total New Revenue 2,094,555 1,439,120 4,076,932 6,364,582 6,188,031 3,495,163 -14.3% Total Committed Expenditures (2,512,912) (1,802,484) (4,338,379) (6,893,629) (6,007,324) (2,579,800) -40.5% Fund Balance Plus Reserves 1,231,739 868,374 606,927 339,327 1,049,081 1,964,444 223.7% Capital Reserves 619,425 494,339 148,858 156,680 309,824 1,231,110 727.0% Operating Reserves 612,313 89,583 114,196 113,485 106,103 100,180 -12.3% Undesignated Fund Balance,December 31 0 284,452 343,873 69,162 633,154 633,154 84.1% r t Budget by Fund Page 488 of 548 Fund 402,Airport Fund The Airport Fund supports administration,operation,and maintenance of the Renton Municipal Airport. The Airport is a section of the Public it Works Transportation Systems. In 2007,Fund 422 was created to account for Airport capital improvements. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 9,471 9,242 10,244 10,244 19,231 79,000 671.2% Interest and Other Earnings 62,563 4,257 14,264 14,264 27,583 25,000 75.3% Rents,Leases,and Concessions 946,422 1,117,192 1,185,003 1,185,003 1,216,368 1,813,163 53.0% Other Miscellaneous Revenues 2,312 13,852 0 0 18,271 0 N/A TOTAL NEW REVENUE 1,020,768 1,144,544 1,209,511 1,209,511 1,281,452 1,917,163 58.5% r TOTAL RESOURCES 1,020,768 1,144,544 1,209,511 1,209,511 1,281,452 1,917,163 58.5% EXPENDITURES: Regular Salaries 284,286 314,023 327,513 320,402 329,282 336,635 2.8% Overtime 32,560 32,943 23,076 23,076 34,516 35,000 51.7% Personnel Benefits 102,980 124,796 126,145 126,145 128,162 118,171 -6.3% Part Time Salaries and Benefits 70,123 75,966 67,169 67,169 51,585 60,800 -9.5% Supplies/Small Tools and Equipment 54,850 33,397 26,908 26,908 48,320 39,000 44.9% Professional Services 57,937 53,721 77,302 77,302 50,508 22,737 -70.6% Communication 2,053 1,791 4,174 4,174 1,862 0 -100.0% r Travel/Training 458 7,204 2,288 2,288 1,985 2,500 9.3% Advertising 0 6,070 6,120 6,120 0 0 -100.0% Operating Rentals 48,516 14,126 13,733 13,733 14,585 15,000 9.2% Insurance 51,000 52,020 0 0 0 0 N/A Utilities 97,151 105,319 110,609 110,609 117,290 103,709 -6.2% Repairs&Maintenance 84,258 89,739 92,374 92,374 20,754 23,000 -75.1% Miscellaneous 5,845 2,675 6,243 6,243 4,337 5,081 -18.6% Intergovernmental Services/Taxes 139 135 0 0 437 0 N/A Interfund Payments for Services 104,548 205,859 258,304 258,304 257,404 240,167 -7.0% Transfer Out 975,000 140,000 388,421 388,421 388,421 0 -100.0% TOTAL COMMITTED EXPENDITURES 1,971,702 1,259,783 1,530,379 1,523,268 1,449,447 1,001,800 -34.5% TOTAL EXPENDITURES 1,971,702 1,259,783 1,530,379 1,523,268 1,449,447 1,001,800 -34.5% Fund Balance,January 1 1,650,096 699,161 583,922 583,922 583,922 415,927 -28.8% to Total New Revenue 1,020,768 1,144,544 1,209,511 1,209,511 1,281,452 1,917,163 58.5% Total Committed Expenditures (1,971,702) (1,259,783) (1,530,379) (1,523,268) (1,449,447) (1,001,800) -34.5% Fund Balance Plus Reserves 699,161 583,922 263,054 270,165 415,927 1,331,290 406.1% Capital Reserves 619,425 494,339 148,858 156,680 309,824 1,231,110 727.0% Operating Reserves 79,736 89,583 114,196 113,485 106,103 100,180 -12.3% Undesignated Fund Balance,December 31 0 0 0 0 0 0 N/A Budget by Fund Page 489 of 548 Fund 422,Airport Capital Improvement Fund In 2007,this fund was created to account for Airport capital improvements,that were previously budgeted in Fund 402. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Federal/State Grants 85,792 145,878 2,479,000 4,272,992 4,021,918 1,103,000 -55.5% r Interest and Other Earnings 12,995 8,698 0 0 2,583 0 N/A Other Financing Sources 0 0 0 475,000 475,000 475,000 100.0% Transfer In 975,000 140,000 388,421 388,421 388,421 0 -100.0% TOTAL NEW REVENUE 1,073,787 294,576 2,867,421 5,155,071 4,906,579 1,578,000 -45.0% TOTAL RESO LI RCES 1,073,787 294,576 2,867,421 5,155,071 4,906,579 1,578,000 -45.0% EXPENDITURES: Capital 541,210 542,701 2,808,000 5,370,361 4,557,877 1,578,000 -43.8% TOTAL COMMITTED EXPENDITURES 541,210 542,701 2,808,000 5,370,361 4,557,877 1,578,000 -43.8% TOTAL EXPENDITURES 541,210 542,701 2,808,000 5,370,361 4,557,877 1,578,000 -43.8% Fund Balance,January 1 0 532,577 284,452 284,452 284,452 633,154 122.6% Total New Revenue 1,073,787 294,576 2,867,421 5,155,071 4,906,579 1,578,000 -45.0% Total Committed Expenditures (541,210) (542,701) (2,808,000) (5,370,361) (4,557,877) (1,578,000) -43.8% Fund Balance Plus Reserves 532,577 284,452 343,873 69,162 633,154 633,154 84.1% Operating Reserves 532,577 0 0 0 0 0 N/A Undesignated Fund Balance,December 31 0 284,452 343,873 69,162 633,154 633,154 84.1% n y r r ■M nr Budget by Fund Page 490 of 548 r. Fund 403,Solid Waste Utility Fund The Solid Waste Utility Fund accounts for contracted garbage collection services to 16,569 customers. There are three sections of the Public 1181 Works Department supported by this fund:Solid Waste Utility Billing(403/004),Solid Waste Utility Systems(403/18),and Solid Waste Maintenance(403/19). 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 10,052,735 10,488,056 14,886,528 14,886,528 13,870,076 14,781,685 -0.7% Interest and Other Earnings 72,691 31,668 4,998 4,998 16,130 5,000 0.0% Rents,Leases,and Concessions 74,684 74,380 71,926 71,926 65,812 70,000 -2.7% Other Miscellaneous Revenues 778 1,190 0 0 0 0 N/A Other Financing Sources 96,656 143,483 159,784 159,794 191,318 143,315 -10.3% r TOTAL NEW REVENUE 10,297,545 10,738,776 15,123,236 15,123,236 14,143,335 15,000,000 -0.8% Use of Prior Yr Revenue 0 0 0 0 0 0 N/A TOTAL RESOURCES 10,297,545 10,738,776 15,123,236 15,123,236 14,143,335 15,000,000 -0.8% EXPENDITURES: Regular Salaries 279,970 305,825 341,179 333,771 332,222 336,107 -1.5% Overtime 3,485 3,563 11,835 11,835 7,040 11,835 0.0% Personnel Benefits 86,420 110,022 160,709 160,709 140,494 162,489 1.1% Part Time Salaries and Benefits 14,906 7,875 35,873 35,873 14,683 0 -100.0% Supplies/Small Tools and Equipment 2,064 5,568 13,800 13,800 5,677 12,300 -10.9% Professional Services 8,432,867 9,366,625 517,699 517,699 251,750 200,346 -61.3% Communication 19,456 22,681 25,787 25,787 21,874 25,130 -2.5% Travel/Training 753 1,273 4,094 4,094 1,119 4,094 0.0% Operating Rentals 24,900 0 0 0 0 0 N/A Utilities 2,489 5,320 11,816,286 11,816,286 11,513,260 12,326,846 4.3% Repairs&Maintenance 8,245 7,219 12,845 12,845 7,858 5,909 -54.0% Miscellaneous 2,093 3,473 8,314 8,314 243 8,563 3.0% Intergovernmental Services/Taxes 1,314,432 1,462,981 1,659,213 1,659,213 1,900,934 1,544,213 -6.9% Interfund Payments for Services 303,253 313,292 291,972 291,972 271,903 362,168 24.0% am TOTAL COMMITTED EXPENDITURES 10,495,333 11,615,717 14,899,606 14,892,198 14,469,056 15,000,000 0.7% TOTAL EXPENDITURES 10,495,333 11,615,717 14,899,606 14,892,198 14,469,056 15,000,000 0.7% Fund Balance,January 1 1,726,484 1,528,696 651,755 651,755 651,755 326,034 -50.0% Total New Revenue 10,297,545 10,738,776 15,123,236 15,123,236 14,143,335 15,000,000 -0.8% 40 Total Committed Expenditures (10,495,333) (11,615,717) (14,899,606) (14,892,198) (14,469,056) (15,000,000) 0.7% Fund Balance Plus Reserves 1,528,696 651,755 875,385 882,793 326,034 326,034 -62.8% Operating Reserves 839,627 651,755 875,385 882,793 326,034 326,034 -62.8% Designated Fund Balance,December 31 689,069 0 0 0 0 0 N/A 1 Im go 1W Budget by Fund Page 491 of 548 No Funds 404,424 Golf Course Summary Summary of Fund 404 Municipal Golf Course System Fund,and Fund 424 Municipal Golf Course System Capital Improvement Fund for reporting purposes. Refer to the separate operating and capital improvement fund tables for further detail. • 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 1,833,211 1,874,482 1,970,369 1,970,369 1,768,294 1,969,515 0.0% Interest and Other Earnings 61,063 9,188 19,380 19,380 82,077 30,000 54.8% Rents,Leases,and Concessions 430,013 409,681 481,990 481,990 379,343 481,990 0.0% Other Miscellaneous Revenues 722 1,649 2,040 2,040 1,072 2,040 0.0% Sale of General Fixed Assets (324) (4) 0 0 0 0 N/A Transfer In 150,000 150,000 150,000 150,000 150,000 150,000 0.0% TOTAL NEW REVENUE 2,474,685 2,444,997 2,623,779 2,623,779 2,380,786 2,633,545 0.4% TOTAL RESOURCES 2,474,685 2,444,997 2,623,779 2,623,779 2,380,786 2,633,545 0.4% EXPENDITURES: Regular Salaries 601,643 570,856 578,787 566,221 586,609 624,037 7.8% Overtime 1,470 1,349 1,020 1,020 638 1,020 0.0% Personnel Benefits 235,060 235,327 246,606 246,606 243,073 241,398 -2.1% Part Time Salaries and Benefits 275,379 301,747 341,747 341,747 246,204 341,747 0.0% Supplies/Small Tools and Equipment 164,586 190,631 167,876 167,876 108,194 167,876 0.0% Professional Services 11,911 7,789 6,500 20,100 12,039 20,100 209.2% Communication 10 0 0 0 0 0 N/A Travel/Training 5,664 5,172 2,288 2,288 1,035 2,288 0.0% Advertising 4,223 4,681 4,284 4,284 5,642 4,284 0.0% Operating Rentals 12,898 6,882 5,814 5,814 6,335 5,814 0.0% Insurance 8,500 8,500 0 0 0 0 N/A Utilities 51,332 43,196 51,908 51,908 68,212 51,908 0.0% Repairs&Maintenance 85,650 53,979 96,004 96,004 77,976 96,004 0.0% Miscellaneous 26,566 15,867 9,190 9,190 12,937 9,190 0.0% Capital 120,883 245,472 250,000 431,398 176,233 250,000 0.0% Debt Service 455,512 462,389 462,779 462,779 466,435 462,589 0.0% Interfund Payments for Services 116,949 114,709 135,909 135,909 135,567 170,925 25.8% Resale Purchases 124,436 128,816 117,657 117,657 116,547 117,657 0.0% ! Transfer Out 150,000 150,000 150,000 150,000 150,000 150,000 0.0% TOTAL COMMITTED EXPENDITURES 2,452,671 2,547,363 2,628,369 2,810,801 2,413,676 2,716,837 3.4% TOTAL EXPEN DITURES 2,452,671 2,547,363 2,628,369 2,810,801 2,413,676 2,716,837 3.4% Fund Balance,January 1 1,199,043 1,221,057 1,118,693 1,118,693 1,118,693 1,085,803 -2.9% Total New Revenue 2,474,685 2,444,997 2,623,779 2,623,779 2,380,786 2,633,545 0.4% Total Committed Expenditures (2,452,671) (2,547,362) (2,628,369) (2,810,801) (2,413,676) (2,716,837) 3.4% Fund Balance Plus Reserves 1,221,057 1,118,693 1,114,103 931,671 1,085,803 1,002,511 -10.0% Bond Reserves 441,358 441,358 441,358 441,358 441,358 441,358 0.0% ' Operating Reserves 155,676 154,163 619,592 619,851 572,982 526,062 -15.1% Undesignated Fund Balance,December 31 624,023 523,171 53,152 (129,538) 71,463 35,091 -34.0% t 1 Budget by Fund Page 492 of 548 t s Fund 404,Municipal Golf Course System Fund Ordinance 3884,approved in January 1985,created the Golf Course Fund and authorized issuance of$3,965,000 Council-voted General 11W Obligation Bonds to acquire,improve,and develop the facility. The golf course is an 18-hole golf complex operated and maintained by the City through the Parks Division of the Community Services Department. In 1994,$5 million in revenue bonds were issued to construct a driving range and new clubhouse,including pro shop,restaurant,and meeting rooms. The major source of support is user fees,including 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 ern 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. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 1,833,211 1,874,482 1,970,369 1,970,369 1,768,294 1,969,515 0.0% Interest and Other Earnings 50,539 3,944 15,300 15,300 80,484 30,000 96.1% Rents,Leases,and Concessions 430,013 409,681 481,990 481,990 379,343 481,990 0.0% Other Miscellaneous Revenues 722 1,649 2,040 2,040 1,072 2,040 0.0% Sale of General Fixed Assets (324) (4) 0 0 0 0 N/A TOTAL NEW REVENUE 2,314,161 2,289,753 2,469,699 2,469,699 2,229,193 2,483,545 0.6% Use of Prior Yr Revenue 0 0 0 0 0 0 N/A TOTAL RESOURCES 2,314,161 2,289,753 2,469,699 2,469,699 2,229,193 2,483,545 0.6% EXPENDITURES: Regular Salaries 601,643 570,856 578,787 566,221 586,609 624,037 7.8% Overtime 1,470 1,349 1,020 1,020 638 1,020 0.0% Personnel Benefits 235,060 235,327 246,606 246,606 243,073 241,398 -2.1% Part Time Salaries and Benefits 275,379 301,747 341,747 341,747 246,204 341,747 0.0% Supplies/Small Tools and Equipment 164,586 190,631 167,876 167,876 108,194 167,876 0.0% Professional Services 11,911 7,789 6,500 20,100 12,039 20,100 209.1% Communication 10 0 0 0 0 0 N/A Travel/Training 5,664 5,172 2,288 2,288 1,035 2,288 0.0% Advertising 4,223 4,681 4,284 4,284 5,642 4,284 0.0% Operating Rentals 12,898 6,882 5,814 5,814 6,335 5,814 0.0% Insurance 8,500 8,500 0 0 0 0 N/A Utilities 51,332 43,196 51,908 51,908 68,212 51,908 0.0% Repairs&Maintenance 85,650 53,979 96,004 96,004 77,976 96,004 0.0% Miscellaneous 26,566 15,867 9,190 9,190 12,937 9,190 0.0% Capital 69,681 87,542 100,000 100,000 54,485 100,000 0.0% Debt Service 455,512 462,389 462,779 462,779 466,435 462,589 0.0% Interfund Payments for Services 116,949 114,709 135,909 135,909 135,567 170,925 25.8% Resale Purchases 124,436 128,816 117,657 117,657 116,547 117,657 0.0% Transfer Out 150,000 150,000 150,000 150,000 150,000 150,000 0.0% TOTAL COMMITTED EXPENDITURES 2,401,469 2,389,432 2,478,369 2,479,403 2,291,928 2,566,837 3.6% TOTAL EXPENDITURES 2,401,469 2,389,432 2,478,369 2,479,403 2,291,928 2,566,837 3.6% Fund Balance,January 1 1,048,002 960,694 861,015 861,015 861,015 798,280 -73% Total New Revenue 2,314,161 2,289,753 2,469,699 2,469,699 2,229,193 2,483,545 0.6% Total Committed Expenditures (2,401,469) (2,389,432) (2,478,369) (2,479,403) (2,291,928) (2,566,837) 3.6% Fund Balance Plus Reserves 960,694 861,015 852,345 851,311 798,280 714,988 -16.1% Bond Reserves 441,358 441,358 441,358 441,358 441,358 441,358 0.0% Operating Reserves 155,676 154,163 619,592 619,851 572,982 526,062 -15.1% Undesignated Fund Balance,December 31 363,660 265,494 (208,605) (209,897) (216,060) (252,432) 21.0% Ir 4W Budget by Fund Page 493 of 548 60 Fund 424,Municipal Golf Course System Capital Improvement Fund This fund was established in 1996 to account for 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. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Interest and Other Earnings 10,524 5,244 4,080 4,080 1,594 0 -100.0% Transfer In 150,000 150,000 150,000 150,000 150,000 150,000 0.0% TOTAL NEW REVENUE 160,524 155,244 154,080 154,080 151,594 150,000 -2.6% TOTAL RESOURCES 160,524 155,244 154,080 154,080 151,594 150,000 -2.6% EXPENDITURES: Capital 51,202 157,930 150,000 331,398 121,748 150,000 0.0%_ TOTAL COMMITTED EXPENDITURES 51,202 157,930 150,000 331,398 121,748 150,000 0.0% TOTAL EXPENDITURES 51,202 157,930 150,000 331,398 121,748 150,000 0.0% Fund Balance,January 1 151,041 260,363 257,677 257,677 257,677 287,523 11.6% Total New Revenue 160,524 155,244 154,080 154,080 151,594 150,000 -2.6% Total Committed Expenditures (51,202) (157,930) (150,000) (331,398) (121,748) (150,000) 0.0% Fund Balance Plus Reserves 260,363 257,677 261,757 80,359 287,523 287,523 9.8% Undesignated Fund Balance December 31 260,363 257,677 261,757 80,359 287,523 287,523 9.8% i t i 1 t I i i i t Budget by Fund Page 494 of 548 t wr Funds 405/406/407/416/425/426/427/451/461/471/481,Waterworks Utility Funds Summary of waterworks utility operating,capital improvement,and bond related funds for reporting purposes. Refer to the separate U0 operating and capital improvement fund tables for further detail. to 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: to Other Licenses and Permits 131,716 75,781 96,100 96,100 70,024 96,775 0.7% Federal/State Grants 10,190 0 0 462,132 226,943 772,000 100.0% Other Intergovernmental Revenues 95,000 625,195 266,230 474,063 54,333 110,000 -58.7% Charges for Goods and Services 28,832,751 29,829,679 32,381,629 32,381,629 32,475,206 33,129,931 2.3% Interest and Other Earnings 648,778 734,489 443,788 443,788 739,472 625,900 41.0% 40 Rents,Leases,and Concessions 137,227 135,884 149,400 149,400 113,408 156,123 4.5% Other Miscellaneous Revenues 40,264 18,993 3,000 3,000 9,167 200,608 6586.9% Non Revenues 42,415 21,357 35,000 35,000 67,497 39,080 11.7% Other Financing Sources 4,370,440 13,199,971 5,196,460 5,196,460 599,050 2,970,013 -42.8% Transfer In 36,866,502 16,952,793 2,944,248 8,097,859 5,981,217 4,252,000 44.4% TOTAL NEW REVENUE 71,175,284 61,594,142 41,515,855 47,339,431 40,336,318 42,352,430 2.0% TOTAL RESOURCES 71,175,284 61,594,142 41,515,855 47,339,431 40,336,318 42,352,430 2.0% EXPENDITURES: Regular Salaries 3,449,778 3,939,087 4,711,440 4,609,146 4,413,822 4,658,215 -1.1% Overtime 125,987 111,504 138,839 138,839 146,813 135,991 -2.1% Personnel Benefits 1,215,635 1,485,882 1,960,308 1,960,308 1,692,550 1,678,740 -14.4% Part Time Salaries and Benefits 80,777 52,172 101,881 101,881 49,544 8,853 -91.3% City Personnel Benefits 0 0 1 2 3 4 300.0% Supplies/Small Tools and Equipment 879,800 791,040 1,023,600 1,038,600 783,442 781,860 -23.6% Professional Services 174,394 147,119 185,034 185,034 92,854 182,932 -1.1% Communication 72,031 94,259 99,981 99,981 87,075 88,932 -11.1% Travel/Training 36,222 41,966 59,548 59,548 39,659 59,548 0.0% Operating Rentals 593,683 9,502 29,093 29,093 19,644 8,893 -69.4% Insurance 87,900 87,900 0 0 0 0 N/A Utilities 10,887,586 10,653,144 12,210,365 12,210,365 11,918,950 12,007,652 -1.7% Repairs&Maintenance 295,964 280,396 114,578 114,578 200,621 114,577 0.0% Miscellaneous 53,067 84,644 89,651 89,651 63,246 89,501 -0.2% Intergovernmental Services/Taxes 2,023,424 2,581,144 2,404,808 2,404,808 2,541,346 2,410,515 0.2% Capital 10,228,906 14,672,408 12,313,763 18,082,233 5,329,889 8,053,723 -34.6% Debt Service 3,894,408 4,669,579 4,610,382 5,085,382 5,107,861 4,618,329 0.2% Interfund Payments for Services 1,997,752 2,561,727 3,291,550 3,291,550 3,115,349 3,403,998 3.4% Transfer Out 67,176,516 17,062,793 3,296,448 8,371,999 5,881,217 4,252,000 29.0% TOTAL COMMITTED EXPENDITURES 103,273,830 59,326,266 46,641,269 57,872,996 41,483,881 42,554,259 -8.8% TOTAL EXPENDITURES 103,273,830 59,326,266 46,641,269 57,872 996 41483 881 42,554,259 --8.8% Fund Balance,January 1 44,909,325 12,810,779 15,078,655 15,078,655 15,078,655 13,931,092 -7.6% Total New Revenue 71,175,284 61,594,142 41,515,855 47,339,431 40,336,318 42,352,430 2.0% Total Committed Expenditures (103,273 830) (59,326,266) (46,641,269) (57,872,996) (41,483,881) (42,554,259) -8.8% Fund Balance Plus Reserves 12,810,779 15,078,655 9,953,241 4,545,090 13,931,092 13,729,264 37.9% Bond Reserves 3,291,358 106,377 3,291,358 3,291,358 0 3,291,358 0.0% Operating Reserves 1,598,763 1,632,284 2 892 556 2,890,957 2 725 33S 2,794,610 -3 4% Fund Balance,December 31 7,920,657 13,339,993 3,769,327 (1,637 225) 11,205,757 7,643,296 102 8% • Budget by Fund Page 495 of 548 �t Fund 405,Water Utility Operation Fund This fund was created in 2006 for the purpose of identifying water utility revenue and expenses. Utility charges and fees provide revenue for the operation and maintenance of the water utility and Public Works Trust Fund Loan payments. Prior to 2007,Fund 451 was used to record revenue bond debt service payments and bond reserves. In 2007,Fund 451 was closed,and the activity was transferred to Funds 405,406, and 407. Previously water,wastewater,and surface water utilities were reported in Fund 401. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 9,963,700 9,722,973 9,487,744 9,487,744 10,482,028 10,714,574 12.9% 4W Interest and Other Earnings 209,859 352,916 117,200 117,200 300,202 187,900 60.3% Rents,Leases,and Concessions 137,227 135,884 149,400 149,400 113,408 156,123 4.5% Other Miscellaneous Revenues 8,222 13,790 1,000 1,000 3,209 1,000 0.0% Other Financing Sources 1,016,802 5,963,207 256,500 256,500 69,894 257,013 0.2% Transfer In 0 1,905,574 0 63,188 63,188 0 N/A TOTAL NEW REVENUE 11,335,811 18,094,344 10,011,844 10,075,032 11,031,930 11,316,610 13.0% TOTAL RESOURCES 11,335,811 18,094,344 10,011,844 10,075,032 11,031,930 11,316,610 13.0% EXPENDITURES: Regular Salaries 1,933,273 2,141,977 2,216,879 2,168,747 2,193,584 2,184,259 -1.5% Overtime 70,165 62,371 79,391 79,391 77,014 76,637 -3.5% Personnel Benefits 698,056 822,640 903,452 903,452 861,792 776,702 -14.0% Part Time Salaries and Benefits 24,940 25,457 45,115 45,115 18,468 1,683 -96.3% Supplies/Small Tools and Equipment 777,456 632,539 884,640 884,640 664,055 659,220 -25.5% Professional Services 99,657 51,149 119,605 119,605 40,732 120,105 0.4% Communication 31,670 39,269 40,380 40,380 30,292 32,889 -18.6% Travel/Training 19,949 26,704 28,028 28,028 21,174 28,028 0.0% Operating Rentals 239,908 1,448 4,182 4,182 4,408 4,182 0.0% Insurance 43,900 43,900 0 0 0 0 N/A Utilities 651,062 676,289 701,417 701,417 656,379 701,417 0.0% Repairs&Maintenance 213,687 228,810 67,644 67,644 177,097 67,643 0.0% Miscellaneous 32,229 62,799 50,548 50,548 30,144 50,798 0.5% Intergovernmental Services/Taxes 972,619 1,037,623 1,112,925 1,112,925 1,039,326 1,108,992 -0.4% Capital 33,962 51,680 49,963 68,933 37,608 29,963 -40.0% Debt Service 2,163,791 2,573,107 2,519,259 2,759,259 2,777,749 2,517,351 -0.1% Interfund Payments for Services 797,913 1,124,252 1,246,871 1,246,871 1,211,551 1,255,662 0.7% , Transfer Out 17,933,496 6,686,523 2,488,571 2,510,511 2,000,000 1,704,000 -31.5% TOTAL COMMITTED EXPENDITURES 26,737,733 16,288,536 12,558,870 12,791,648 11,841,373 11,319,531 -9.9% TOTAL EXPENDITURES 26,737,733 16,288,536 12,558,870 12,791,648 11,841,373 11,319,531 -9.9% Fund Balance,January 1 18,700,391 3,298,469 5,104,277 5,104,277 5,104,277 4,294,833 -15.9% Total New Revenue 11,335,811 18,094,344 10,011,844 10,075,032 11,031,930 11,316,610 13.0% Total Committed Expenditures (26,737,733) (16,288,536) (12,558,870) (12,791,648) (11,841,373) (11,319,531) -9.9% Fund Balance Plus Reserves 3,298,469 5,104,277 2,557,251 2,387,661 4,294,833 4,291,913 67.8% Bond Reserves 0 0 1,955,020 1,955,020 1,955,020 0.0% Operating Reserves 453,426 479,303 772,574 769,074 722,916 718,703 -7.0% Fund Balance,December 31 2,845,043 4,624,974 (170,343) (336,433) 3,571,918 1,618,190 -1050.0% Budget by Fund Page 496 of 548 t is Fund 406,Wastewater Utility Operation Fund This fund was created in 2006 for the purpose of identifying the City's portion of wastewater utility revenue and expenses. Utility charges 1110 and fees provide revenue for the operation and maintenance of the wastewater utility and Public Works Trust Fund Loan payments. Prior to 2007,Fund 451 was used to record revenue bond debt service payments and bond reserves. In 2007,Fund 451 was closed,and the activity was transferred to Funds 405,406, and 407. Previously water,wastewater,and surface water utilities were reported in Fund 401. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Other Licenses and Permits 84,906 48,406 50,700 50,700 39,674 51,004 0.6% Charges for Goods and Services 5,031,968 5,280,396 5,386,700 5,386,700 5,343,761 5,631,545 4.5% Interest and Other Earnings 128,462 62,452 56,080 56,080 134,908 150,000 167.5% Other Miscellaneous Revenues 7,109 4,159 1,500 1,500 4,563 199,108 13173.9% Non Revenues 42,415 21,357 35,000 35,000 24,119 39,080 11.7% Other Financing Sources 418,312 3,440,875 0 0 0 0 N/A Transfer In 0 817,494 0 27,105 27,105 0 N/A TOTAL NEW REVENUE 5,713,172 9,675,139 5,529,980 5,557,085 5,574,130 6,070,737 9.8% TOTAL RESOURCES 5,713,172 9,675,139 5,529,980 5,557,085 5,574,130 6,070,737 9.8% EXPENDITURES: Regular Salaries 720,832 811,606 969,992 948,931 927,134 937,423 -3.4% Overtime 35,632 31,545 27,425 27,425 32,003 27,331 -0.3% Personnel Benefits 252,480 305,864 394,395 394,395 340,588 327,032 -17.1% Part Time Salaries and Benefits 22,246 12,303 21,226 21,226 13,672 1,683 -92.1% Supplies/Small Tools and Equipment 26,626 27,893 61,342 61,342 51,405 61,342 0.0% Professional Services 25,436 24,586 15,365 15,365 22,696 15,365 0.0% Communication 20,225 23,842 36,933 36,933 23,190 34,644 -6.2% Travel/Training 7,936 6,520 14,768 14,768 7,406 14,768 0.0% Operating Rentals 190,301 737 10,200 10,200 5,826 0 -100.0% Insurance 18,500 18,500 0 0 0 0 N/A Utilities 38,275 35,545 53,576 53,576 32,503 53,576 0.0% Repairs&Maintenance 61,911 36,943 36,093 36,093 14,467 36,093 0.0% Miscellaneous 4,170 3,106 7,941 7,941 8,214 8,190 3.1% 40 Intergovernmental Services/Taxes 826,068 1,181,332 1,031,818 1,031,818 1,128,119 920,579 -10.8% Capital 0 4,290 10,240 10,240 202 10,200 -0.4% Debt Service 1,329,937 1,466,587 1,455,913 1,455,913 1,459,150 1,443,477 -0.9% Interfund Payments for Services 504,842 629,204 797,975 797,975 761,601 950,166 19.1% Transfer Out 10,875,751 4,109,636 359,071 2,420,142 1,800,000 1,548,000 331.1% aw TOTAL COMMITTED EXPENDITURES 14,961,169 8,730,038 5,304,273 7,344,283 6,628,177 6,389,869 20.5% TOTAL EXPENDITURES 14,961,169 8,730,038 5,304,273 7,344,283 6,628,177 6,389,869 20.5% Fund Balance,January 1 11,244,758 1,996,761 2,941,862 2,941,862 2,941,862 1,887,815 -35.8% Total New Revenue 5,713,172 9,675,139 5,529,980 5,557,085 5,574,130 6,070,737 9.8% Total Committed Expenditures (14,961,169) (8,730,038) (S,304,273) (7,344,283) (6,628,177) (6,389,869) 20.5% Fund Balance Plus Reserves 1,996,761 2,941,862 3,167,569 1,154,664 1,887,815 1,568,682 -50.5% Bond Reserves 0 0 838,706 838,706 838,706 0.0% Operating Reserves 154,353 157,799 294,897 292,369 268,909 297,338 0.8% Fund Balance,December 31 1,842,408 2,784,063 2,033,966 23,588 1,618,906 432,639 -78.7% 6 Budget by Fund Page 497 of 548 r Fund 407,Surface Water Utility Operation Fund This fund was created in 2006 for the purpose of identifying surface water utility revenue and expenses. Utility charges and fees provide revenue for the operation and maintenance of the surface water utility and Public Works Trust Fund Loan payments. Prior to 2007,Fund 451 was used to record revenue bond debt service payments and bond reserves. In 2007,Fund 451 was closed,and the activity was transferred to Funds 405,406, and 407. Previously water,wastewater,and surface water utilities were reported in Fund 401. 1� 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10_ REVENUE: Other Licenses and Permits 46,810 27,375 45,400 45,400 30,350 45,771 0.8% Charges for Goods and Services 3,694,631 4,716,442 5,517,200 5,517,200 5,349,827 5,571,877 1.0% Interest and Other Earnings 104,443 19,142 32,400 32,400 142,323 150,000 363.0% Other Miscellaneous Revenues 420 603 500 500 0 500 0.0% Other Financing Sources 317,340 2,610,319 0 0 0 0 N/A Transfer In 0 485,046 0 16,084 16,084 0 N/A TOTAL NEW REVENUE 4,163,645 7,858,927 5,595,500 5,626,584 51538,583 5,768,148 3.1% TOTAL RESOURCES 4,163,645 7,858,927 5,595,500 5,626,584 5,538,583 5,768,148 3.1% EXPENDITURES: Regular Salaries 795,674 985,505 1,524,569 1,491,468 1,293,104 1,536,532 0.8% Overtime 20,190 17,589 32,023 32,023 37,796 32,023 0.0% Personnel Benefits 265,100 357,378 662,461 662,461 490,171 575,006 -13.2% Part Time Salaries and Benefits 33,591 14,412 35,540 35,540 17,405 5,487 -84.6% Supplies/Small Tools and Equipment 75,718 130,608 77,618 92,618 67,982 61,298 -21.0% Professional Services 49,301 71,385 50,064 50,064 29,426 47,462 -5.2% Communication 20,136 31,148 22,668 22,668 33,592 21,399 -5.6% Travel/Training 8,338 8,741 16,752 16,752 11,078 16,752 0.0% Operating Rentals 163,473 7,317 14,711 14,711 9,410 4,711 -68.0% Insurance 25,500 25,500 0 0 0 0 N/A Utilities 34,800 48,291 40,724 40,724 75,202 40,724 0.0% Repairs&Maintenance 20,365 14,643 10,841 10,841 9,057 10,841 0.0% Miscellaneous 16,667 18,739 31,162 31,162 24,888 30,513 -2.1% Intergovernmental Services/Taxes 224,737 362,189 260,065 260,065 373,901 380,944 46.5% Capital 0 7,243 28,560 83,560 49,746 28,560 0.0% Debt Service 460,898 592,235 635,210 870,210 870,962 657,501 3.5% Interfold Payments for Services 694,997 808,271 1,246,704 1,246,704 1,142,197 1,198,170 -3.9% Transfer Out 8,057,256 2,975,276 448,806 3,160,129 1,800,000 1,000,000 122.8% TOTAL COMMITTED EXPENDITURES 10,966,740 6,476,469 5,138,478 8,121,700 6,335,915 5,647,923 9.9% TOTAL EXPENDITURES 10,966,740 6,476,469 5,138,478 8,121,700 6,335,915 5,647,923 9.9% Fund Balance,January 1 8,666,814 1,863,719 3,246,176 3,246,176 3,246,176 2,448,844 -24.6% Total New Revenue 4,163,645 7,858,927 5,595,500 5,626,584 5,538,583 5,768,148 3.1% Total Committed Expenditures (10,966,740) (6,476,469) (5,138,478) (8,121,700) (6,335,915) (5,647,923) 9.9% Fund Balance Plus Reserves 1,863,719 3,246,176 3,703,198 751,060 2,448,844 2,569,069 -30.6% Bond Reserves 0 0 497,632 497,632 497,632 0.0% Operating Reserves 177,908 203,741 455,328 459,756 394,926 433,137 -4.9% Fund Balance,December 31 1,685,811 3,042,435 2,750,239 (206,327) 2,053,918 1,638,300 -40.4% w. t Budget by Fund Page 498 of 548 r.. Fund 416,King County Metro Fund This fund was created in 2006 for the purpose of identifying King County Metro's portion of the wastewater revenue and expenses. King County provides wholesale wastewater treatment services to the City of Renton. King County charges the local agencies and the local agencies bill their customers to recover the County charge. Previously,water,wastewater,and surface water utilities were reported in Fund 401. r 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 10,140,114 10,109,868 11,414,648 11,414,648 11,299,591 11,211,935 -1.8% Interest and Other Earnings (15,150) (3,390) 0 0 (536) 0 N/A TOTAL NEW REVENUE 10,124,965 10,106,478 11,414,648 11,414,648 11,299,055 11,211,935 -1.8% TOTAL RESOURCES 10,124,965 10,106,478 11,414,648 11,414,648 11,299,055 11,211,935 -1.8% EXPENDITURES: ~ Utilities 10,163,449 9,893,020 11,414,648 11,414,648 11,154,866 11,211,935 -1.8% TOTAL COMMITTED EXPENDITURES 10,163,449 9,893,020 11,414,648 11,414,648 11,154,866 11,211,935 -1.8% TOTAL EXPENDITURES 10,163,449 9,893,020 11,414,648 11,414,648 11,154,866 11,211,935 -1.8% Fund Balance,January 1 (272,658) (311,143) (97,684) (97,684) (97,684) 46,505 -147.6% Total New Revenue 10,124,965 10,106,478 11,414,648 11,414,648 11,299,055 11,211,935 -1.8% Total Committed Expenditures (10,163,449) (9,893,020) (11,414,648) (11,414,648) (11,154,866) (11,211,935) -1.8% Fund Balance Plus Reserves (311,143) (97,684) (97,684) (97,684) 46,505 46,505 -147.6% Operating Reserves 813,076 791,442 1,369,758 1,369,758 1,338,584 1,345,432 -1.8% 1� Fund Balance,December 31 (1,124,219) (889,126) (1,467,442) (1,467,442) (1,292,079) (1,298,928) -11.5% i il! to r Budget by Fund Page 499 of 548 I� Fund 425,Water Utility Construction Fund This fund was created in 2006 to support water utility improvement projects. Utility collection fees,special assessment fees,connection charges,and City issued bonds fund CIP projects. For more detailed information,see the separately published City of Renton 2009-2014 CIP document. Previously water,wastewater and surface water capital improvement projects were reported in Fund 421. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 2,337 0 0 0 0 0 N/A Interest and Other Earnings 27,964 (2,611) 93,099 93,099 94,664 46,000 -50.6% Other Financing Sources 1,049,716 690,745 2,420,049 2,420,049 142,848 1,210,000 -50.0% Transfer In 3,157,077 6,710,969 2,373,071 2,558,743 2,185,672 1,704,000 -28.2% TOTAL NEW REVENUE 4,237,094 7,399,103 4,886,219 5,071,891 2,466,562 2,960,000 -39.4% TOTAL RESOURCES 4,237,094 7,399,103 4,886,219 5,071,891 2,466,562 2,960,000 -39.4% EXPENDITURES: Capital 4,447,480 6,235,350 5,000,000 6,980,000 1,736,549 2,960,000 -40.8% Debt Service 0 18,449 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 4,447,480 6,253,799 5,000,000 6,980,000 1,736,549 2,960,000 -40.8% TOTAL EXPENDITURES 4,447,480 6,253,799 5,000,000 6,980,000 1,736,549 2,960,000 -40.8% Fund Balance,January 1 1,197,344 986,958 2,132,262 2,132,262 2,132,262 2,862,275 34.2% Total New Revenue 4,237,094 7,399,103 4,886,219 5,071,891 2,466,562 2,960,000 -39.4% Total Committed Expenditures (4,447,480) (6,253,799) (5,000,000) (6,980,000) (1,736,549) (2,960,000) -40.8% Fund Balance Plus Reserves 986,958 2,132,262 2,018,481 224,153 2,862,275 2,862,275 41.8% Fund Balance,December 31 986,958 2,132,262 2,018,481 224,153 2,862,275 2,862,275 41.8% Budget by Fund Page 500 of 548 Fund 426,Wastewater Utility Construction Fund This fund was created in 2006 to support wastewater utility improvement projects. Utility collection fees,special assessment fees, connection charges,and City issued bonds fund CIP Projects. For more detailed information,see the separately published City of Renton 2009-2014 CIP document. Previously water,wastewater and surface water capital improvement projects were reported in Fund 421. >r�ll 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 0 0 575,337 575,337 0 0 -100.0% Interest and Other Earnings 32,291 11,357 64,328 64,328 37,379 62,000 -3.6% Other Miscellaneous Revenues 0 440 0 0 0 0 N/A Other Financing Sources 1,007,938 372,844 1,488,663 1,488,663 220,395 1,165,000 -11.7% Transfer In 2,131,442 4,105,848 333,571 2,445,346 1,850,704 1,548,000 364.1% r TOTAL NEW REVENUE 3,171,670 4,490,490 2,461,899 4,573,674 2,108,478 2,775,000 11.7% TOTAL RESOURCES 3,171,670 4,490,490 2,461,899 4,573,674 2,108,478 2,775,000 12.7% EXPENDITURES: Capital 2,100,512 5,227,808 3,375,000 5,210,000 1,987,999 2,775,000 -17.8% Debt Service 0 10,919 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 2,100,512 5,238,727 3,375,000 5,210,000 1,987,999 2,775,000 -17.8% TOTAL EXPENDITURES 2,100,512 5,238,727 3,375,000 5,210,000 1,987,999 2,775,000 -17.8% Fund Balance,January 1 397,817 1,468,975 720,738 720,738 720,738 841,217 16.7% Total New Revenue 3,171,670 4,490,490 2,461,899 4,573,674 2,108,478 2,775,000 12.7% Total Committed Expenditures (2,100,512) (5,238,727) (3,375,000) (5,210,000) (1,987,999) (2,775,000) -17.8% Fund Balance Plus Reserves 1,468,975 720,738 (192,363) 84,412 841,217 841,217 -537.3% Fund Balance,December 31 1,468,975 720,738 (192,363) 84,412 841,217 841,217 -537.3% i i Budget by Fund Page 501 of 548 Fund 427,Storm Water Utility Construction Fund This fund was created in 2006 to support storm water utility improvement projects. Utility collection fees,special assessment fees, connection charges,and City issued bonds fund CIP Projects. For more detailed information,see the separately published City of Renton 2009-2014 CIP document. Previously water,wastewater,and surface water capital improvement projects were reported in Fund 421. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Federal/State Grants 10,190 0 0 447,132 226,943 772,000 100.0% Other Intergovernmental Revenues 95,000 625,195 266,230 474,063 54,333 110,000 -58.7% Interest and Other Earnings 62,275 17,757 80,681 80,681 30,430 30,000 -62.8% Other Miscellaneous Revenues 24,513 0 0 0 1,395 0 N/A Other Financing Sources 560,331 121,981 1,031,248 11031,248 165,912 338,000 -67.2% Transfer In 1,427,435 2,927,862 237,606 2,987,393 1,838,464 1,000,000 320.9% TOTAL NEW REVENUE 2,179,744 3,692,794 1,615,765 5,020,517 2,317,477 2,250,000 39.3% TOTAL RESOURCES 2,179,744 3,692,794 1,615,765 5,020,517 2,317,477 2,250,000 39.3% EXPENDITURES: Capital 3,646,951 3,146,036 3,850,000 5,729,500 1,517,784 2,250,000 -41.6% Debt Service 0 8,283 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 3,646,951 3,154,319 3,850,000 5,729,500 1,517,784 2,250,000 -41.6% TOTAL EXPENDITURES 3,646,951 3,154,319 3,850,000 5,729,500 1,517,784 2,250,000 -41.6% Fund Balance,January 1 1,663,036 195,829 734,305 734,305 734,305 1,533,998 108.9% Total New Revenue 2,179,744 3,692,794 1,615,765 5,020,517 2,317,477 2,250,000 39.3% Total Committed Expenditures (3,646,951) (3,154,319) (3,850,000) (5,729,500) (1,517,784) (2,250,000) -41.6% Fund Balance Plus Reserves 195,829 734,305 (1,499,930) 25,322 1,533,998 1,533,998 -202.3% Fund Balance,December 31 195,829 734,305 (1,499,930) 25,322 1,533,998 1,533,998 202.3% t 1 1 t Budget by Fund Page 502 of 548 •I► Fund 451,Waterworks Revenue Bond Fund Fund 451 was established in 1998 for Waterworks Utilities revenue bond debt service payments and revenue bond reserves. In 2007,Fund 1W 451 was closed,and the activity was transferred to Funds 405,406, and 407. In 2003,refunded revenue bonds were issued. The bond reserve was moved to a newly created Fund 461 per bond issue requirements. M 2007 2005 2009 2009 2009 2010 Change Item Actual Actual Budget Ad'Budget Actual Adopted 09/10 REVENUE: VM Transfer In 30,135,549 0 0 0 0 0 N/A TOTAL NEW REVENUE 30,135,549 0 0 0 0 0 N/A TOTAL RESOURCES 30,135,549 0 0 0 0 0 N/A EXPENDITURES: 4M Debt Service (60,218) 0 0 0 0 0 N/A Interfold Payments for Services 0 0 0 0 0 0 N/A Resale Purchases 0 0 0 0 0 0 N/A Transfer Out 30,310,014 0 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 30,249,796 0 0 0 0 0 N/A Ir TOTAL EXPENDITURES 30,249,796 0 0 0 0 0 N/A Fund Balance,January 1 114,247 0 0 0 0 0 0.0% Total New Revenue 30,135,549 0 0 0 0 0 N/A Total Committed Expenditures (30,249,796) 0 0 0 0 0 N/A Fund Balance Plus Reserves 0 0 0 0 0 0 0.0% Fund Balance,December 31 0 0 0 0 0 0 0.0% i Budget by Fund Page 503 of 548 arr! 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. In 2008,Fund 461 was closed,and the activity was transferred to Funds 405,406, and 407. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Interest and Other Earnings 93,782 106,377 0 0 0 0 N/A TOTAL NEW REVENUE 93,782 106,377 0 0 0 0 N/A TOTAL RESOURCES 93,782 106,377 0 0 0 0 N/A EXPENDITURES: Transfer Out 0 3,291,358 0 106,377 106,377 0 N/A TOTAL COMMITTED EXPENDITURES 0 3,291,358 0 106,377 106,377 0 N/A TOTAL EXPENDITURES 0 3,291,358 0 106,377 106,377 0 N/A Fund Balance,January 1 3,197,576 3,291,358 106,377 106,377 106,377 0 -100.0% Total New Revenue 93,782 106,377 0 0 0 0 N/A Total Committed Expenditures 0 (3,291,358) 0 (106,377) (106,377) 0 N/A Fund Balance Plus Reserves 3,291,358 106,377 106,377 0 0 0 -100.0% Bond Reserves 3,291,358 106,377 0 0 0 0 N/A Fund Balance,December 31 0 0 106,377 0 0 0 -100.0% 1 i i l i I I t Budget by Fund Page 504 of 548 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 i111 waterworks infrastructure. rye 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: 10 Interest and Other Earnings 220 282 0 0 103 0 N/A Transferin 15,000 0 0 0 0 0 N/A TOTAL NEW REVENUE 15,220 282 0 0 103 0 N/A TOTAL RESOURCES 15,220 282 0 0 103 0 N/A EXPENDITURES: TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 0 N/A TOTAL EXPENDITURES 0 0 0 0 0 0 N/A Fund Balance,January 1 0 15,220 15,501 15,501 15,501 15,604 0.7% Total New Revenue 15,220 282 0 0 103 0 N/A Total Committed Expenditures 0 0 0 0 0 0 N/A Fund Balance Plus Reserves 15,220 15,501 15,501 15,501 15,604 15,604 0.7% Fund Balance,December 31 15,220 15,501 15,501 15,501 15,604 15,604 0.7% aw i i Budget by Fund Page 505 of 548 Fund 481,Future W/S Bond Proceeds Fund Fund 481 was established for the issuance and tracking of Water/Sewer Revenue Bonds. For more detail see the separately published City of Renton Debt Manual. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Interest and Other Earnings 4,632 170,208 0 0 0 0 N/A TOTAL NEW REVENUE 4,632 170,208 0 0 0 0 N/A TOTAL RESOURCES 4,632 170,208 0 0 0 0 N/A EXPENDITURES: Transfer Out 0 0 0 174,840 174,840 0 N/A TOTAL COMMITTED EXPENDITURES 0 0 0 174,840 174,840 0 N/A TOTAL EXPENDITURES 0 0 0 174,840 174,840 0 N/A Fund Balance,January 1 0 4,632 174,840 174,840 174,840 0 -100.0% Total New Revenue 4,632 170,208 0 0 0 0 N/A Total Committed Expenditures 0 0 0 (174,840) (174,840) 0 N/A Fund Balance Plus Reserves 4,632 174,840 174,840 0 0 0 -100.0% Fund Balance,December 31 4,632 174,840 174,840 0 0 0 -100.0% 1 i i l Budget by Fund Page 506 of 548 i Funds 501,503,504,505 Internal Service Fund Summary Summary of Fund 501 Equipment Repair and Replacement,Fund 503 Information Services,Fund 504 Facilities,and 505 Communications for reporting purposes. Refer to the separate operating and capital improvement fund tables for further detail. i 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: i Retail Sales and Use Taxes 0 323,981 0 0 0 0 N/A Federal/State Grants 2,998 0 0 114,687 22,500 0 N/A Charges for Goods and Services 41663,008 5,195,194 5,975,462 10,694,876 10,232,168 10,851,035 81.6% Interest and Other Earnings 313,984 84,778 81,600 81,600 258,168 55,000 -32.6% Other Miscellaneous Revenues 2,614,793 3,332,975 3,399,557 3,373,690 3,134,527 2,435,749 -28.4% s Sale of General Fixed Assets 135,253 46,938 0 0 62,599 0 N/A Transfer In 0 317,000 4,598,784 669,514 199,728 0 -100.0% TOTAL NEW REVENUE 7,730,036 9,300,866 14,055,403 14,934,367 13,909,690 13,341,784 -5.1% TOTAL RESOURCES 7,730,036 9,300,866 14,934,367 14,055,403 13,909,690 13,341,784 -10.7% EXPENDITURES: Regular Salaries 1,422,856 1,671,265 3,447,438 3,648,341 3,532,393 3,551,603 3.0% Overtime 40,010 35,699 41,147 38,297 66,130 20,070 -51.2% Personnel Benefits 441,546 580,646 1,362,156 1,524,889 1,332,422 1,224,216 -10.1% Part Time Salaries and Benefits 87,261 92,891 194,913 216,659 194,855 102,211 -476% 1W City Personnel Benefits 0 0 1 2 3 4 300.0% Supplies/Small Tools and Equipment 1,798,907 1,677,039 1,593,185 1,620,129 1,753,274 1,638,785 2.9% Professional Services 351,778 375,228 665,721 730,461 666,717 1,037,365 55.8% Communication 278,132 283,277 284,687 286,303 293,611 406,147 42.7% Travel/Training 29,945 21,049 33,225 34,375 14,912 28,781 -13.4% Operating Rentals 24,956 1,624 5,618 235,596 196,816 235,596 4093.6% Insurance 246,500 251,430 0 0 0 0 N/A Utilities 920 698 826,505 840,505 758,611 840,505 1.7% Repairs&Maintenance 86,965 111,728 151,843 127,043 209,262 608,843 301.0% Miscellaneous 97,112 92,633 107,313 108,757 118,054 126,322 177% Intergovernmental Services/Taxes 7,253 7,921 0 0 7,456 0 N/A Capital 1,836,947 5,917,684 2,353,558 4,236,189 1,330,586 1,659,712 -29.5% Interfold Payments for Services 230,414 340,101 869,076 894,552 867,936 81,116 -90.7% Transfer Out 0 0 0 20,000 20,000 0 N/A ,aw TOTAL COMMITTED EXPENDITURES 61981,502 11,460,912 11,936,385 14,562,096 11,363,034 11,561,273 -3.1% TOTAL EXPENDITURES 6,981,502 11,460,912 14,562,096 11,936,385 11,363,034 11,561,273 -20.6% Fund Balance,January 1 5,309,179 6,057,714 3,897,669 3,897,669 3,897,669 6,444,324 65.3% Total New Revenue 7,730,036 9,300,866 14,055,403 14,934,367 13,909,690 13,341,784 -5.1% Total Committed Expenditures (6,981,502) (11,460,912) (11,936,385) (14,562,096) (11,363,034) (11,561,273) -3.1% Fund Balance Plus Reserves 6,057,714 3,897,669 6,016,687 4,269,940 6,444,324 8,224,835 36.7% Replacement Reserves 5,587,138 3,396,655 5,463,512 3,753,213 5,901,830 7,779,050 42.4% Operating Reserves 470,576 S01,014 553,174 516,726 542,494 445,785 -19.4% Fund Balance,December 31 0 0 0 0 0 0 N/A k Budget by Fund Page 507 of 548 Fund 501,Equipment Repair and Replacement Fund "' Equipment Repair and Replacement is an internal service fund used for maintaining and replacing vehicles and auxiliary equipment;except for golf course equipment that is accounted for in Fund 404.The Equipment Repair and Replacement Fund is assigned to the Public Works Department,Maintenance Services Division.In 1997,resources were allocated to the fund for maintenance of Fire apparatus,Parks vehicles, and replacement of Police patrol vehicles. Equipment purchases are funded with available cash from maintenance and capital recovery payments charged to departments. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 ' REVENUE: Charges for Goods and Services 2,160,399 2,556,451 3,141,300 3,127,484 3,193,108 2,142,292 -31.8% Interest and Other Earnings 254,065 51,859 81,600 81,600 244,094 50,000 -38.7% Other Miscellaneous Revenues 1,419,315 1,749,473 1,946,400 1,946,400 1,947,770 1,438,949 -26.1% Sale of General Fixed Assets 135,253 46,938 0 0 62,599 0 N/A Transfer In 0 317,000 547,700 464,140 90,000 0 -100.0% TOTAL NEW REVENUE 3,969,031 4,721,722 5,717,000 5,619,624 5,560,071 3,631,241 -36.5% TOTAL RESOURCES 3,969,031 4,721,722 5,717,000 5,619,624 5,560,071 3,631,241 -36.5% EXPENDITURES: Regular Salaries 479,832 543,366 636,346 622,530 594,642 608,773 -4.3% Overtime 3,043 850 957 957 20,721 957 0.0% Personnel Benefits 179,844 216,624 280,328 280,328 250,206 238,958 -14.8% Part Time Salaries and Benefits 4,841 0 32,575 32,575 0 11,684 -64.1% Supplies/Small Tools and Equipment 992,279 1,299,044 1,046,764 1,046,764 1,113,562 1,046,764 0.0% Professional Services 9,517 1,045 0 0 18,430 0 N/A Communication 769 1,277 1,248 1,248 957 208 -83.3% Travel/Training 1,319 3,688 6,658 6,658 3,027 6,658 0.0% Operating Rentals 24,956 1,624 5,618 5,618 1,776 5,618 0.0% Insurance 246,500 251,430 0 0 0 0 N/A Utilities 920 698 2,185 2,185 1,841 2,185 0.0% Repairs&Maintenance 7,330 74,357 8,843 8,843 77,393 8,843 0.0% Miscellaneous 5,153 6,375 6,034 6,034 6,489 6,034 0.0% Intergovernmental Services/Taxes 7,253 7,921 0 0 7,456 0 N/A Capital 1,176,859 4,607,321 1,058,500 1,982,102 725,965 842,000 -20.5% Interfund Payments for Services 230,414 257,138 511,929 511,929 510,939 13,002 -97.5% TOTAL COMMITTED EXPENDITURES 3,370,827 7,272,757 3,597,985 4,507,771 3,333,402 2,791,684 -22.4% TOTAL EXPENDITURES 3,370,827 7,272,757 3,597,985 4,507,771 3,333,402 2,791,684 -22.4% Fund Balance,January 1 4,319,562 4,917,766 2,366,731 2,366,731 2,366,731 4,593,399 94.1% Total New Revenue 3,969,031 4,721,722 5,717,000 5,619,624 5,560,071 3,631,241 -36.5% Total Committed Expenditures (3,370,827) (7,272,757) (3,597,985) (4,507,771) (3,333,402) (2,791,684) -22.4% Fund Balance Plus Reserves 4,917,766 2,366,731 4,485,746 3,478,584 4,593,399 5,432,956 21.1% Replacement Reserves 4,742,248 2,153,496 4,231,797 3,226,017 4,332,656 5,276,982 24.7% Operating Reserves 175,518 213,235 253,949 252,567 260,744 155,975 -38.6% Fund Balance,December 31 0 0 0 0 0 0 N/A sp All Budget by Fund Page 508 of 548 , Fund 503,Information Services Fund Fund 503 is an internal service fund which was created in 2006 for the purpose of identifying communication and data support to meet ao departmental function and record keeping,and supply technical support services to all data/voice system users in the City. Expenses are paid by the Information Services Fund and rates are charged to departments based on use and/or coverage requirements. Previously,the Information Services operating budget was reported in Fund 000,and the capital budget was reported in Fund 316. .s 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: 10 Retail Sales and Use Taxes 0 323,981 0 0 0 0 N/A Federal/State Grants 2,998 0 0 114,687 0 0 N/A Charges for Goods and Services 21502,609 2,638,743 2,834,162 2,347,820 2,315,572 3,103,587 9.5% Interest and Other Earnings 59,920 32,919 0 0 12,901 5,000 100.0% Other Miscellaneous Revenues 1,195,478 1,583,502 1,453,157 1,427,290 1,175,895 996,800 -31.4% is Transfer In 0 0 0 9,750 9,750 0 N/A TOTAL NEW REVENUE 3,761,005 4,579,144 4,287,319 3,899,547 3,514,118 4,105,387 -4.2% TOTAL RESOURCES 3,761,005 4,579,144 4,287,319 3,899,547 3,514,118 4,105,387 -4.2% EXPENDITURES: » Regular Salaries 943,024 1,127,899 1,191,397 1,058,679 1,069,389 1,055,606 -11.4% Overtime 36,967 34,849 30,190 27,340 32,605 9,113 -69.8% Personnel Benefits 261,702 364,021 402,798 353,505 332,480 297,968 -26.0% Part Time Salaries and Benefits 82,420 92,891 77,810 48,263 67,864 48,263 -38.0% Supplies/Small Tools and Equipment 806,628 377,995 409,458 365,970 428,976 367,985 -10.1% Professional Services 342,261 374,183 324,701 426,495 557,596 750,202 131.0% Communication 277,364 282,000 283,439 130,500 132,197 253,000 -10.7% Travel/Training 28,626 17,361 23,139 22,425 9,831 19,259 -16.8% Repairs&Maintenance 79,635 37,372 55,000 35,000 21,781 20,000 -63.6% 11111W Miscellaneous 91,959 86,257 100,055 79,145 70,513 76,710 -23.3% Capital 660,088 1,310,364 1,295,058 2,209,087 579,621 817,712 -36.9% Interfund Payments for Services 0 82,963 94,271 94,271 94,271 0 -100.0% TOTAL COMMITTED EXPENDITURES 3,610,674 4,188,155 4,287,316 4,850,680 3,397,124 3,715,819 -13.3% TOTAL EXPENDITURES 3,610,674 4,188,155 4,287,316 4,850,680 3,397,124 3,715,819 -13.3% an Fund Balance,January 1 989,617 1,139,948 1,530,938 1,530,938 1,530,938 1,647,932 7.6% Total New Revenue 3,761,005 4,579,144 4,287,319 3,899,547 3,514,118 4,105,387 -4.2% Total Committed Expenditures (3,610 674) (4,188,155) (4,287,316) (4,850,680) (3,397,124) (3,71S,819) -13.3% Fund Balance Plus Reserves 1,139,948 1,530,938 1,530,941 579,805 1,647,932 2,037,500 33.1% im Replacement Reserves 844,890 1,243,159 1,231,715 315,646 1,366,181 1,747,690 41.9% Operating Reserves 295,059 287,779 299,226 264,159 281,750 289,811 -3.1% Fund Balance,December 31 0 0 0 0 0 0 N/A 40 t Budget by Fund Page 509 of 548 Fund 504,Facilities Fund Fund 504 is an internal service fund which was created in 2009 for the purpose of identifying the City's facilities costs. The intention is to track the costs during 2009 for information purposes only,and to allocate these costs in 2010 and beyond. Expenditures are paid by the s Facilities Fund and rates will be charged to departments based on use and/or requirements. Previously,the Facilities operating budget was reported in Fund 001;the capital budget is reported in Fund 316. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 0 0 0 4,118,864 3,942,918 4,555,485 100.0% Interest and Other Earnings 0 0 0 0 798 0 N/A Other Miscellaneous Revenues 0 0 0 0 10,862 0 N/A Transfer In 0 0 4,051,084 195,624 99,978 0 -100.0% TOTAL NEW REVENUE 0 0 4,051,084 4,314,488 4,054,557 4,555,485 12.5% TOTAL RESOURCES 0 0 4,051,084 4,314,488 4,054,557 4,555,485 12.5% EXPENDITURES: Regular Salaries 0 0 1,619,695 1,584,529 1,600,718 1,449,887 -10.5% Overtime 0 0 10,000 10,000 12,385 10,000 0.0% Personnel Benefits 0 0 679,030 679,030 659,314 539,656 -20.5% Part Time Salaries and Benefits 0 0 84,528 106,274 94,677 42,264 -50.0% Supplies/Small Tools and Equipment 0 0 136,963 136,963 137,838 153,604 12.1% Professional Services 0 0 341,020 268,020 84,891 267,163 -21.7% Travel/Training 0 0 3,428 3,428 2,054 1,000 -70.8% Operating Rentals 0 0 0 229,978 195,040 229,978 100.0% Utilities 0 0 824,320 838,320 756,771 838,320 1.7% Repairs&Maintenance 0 0 88,000 78,200 110,088 575,000 553.4% Miscellaneous 0 0 1,224 1,224 1,881 1,224 0.0% Capital 0 0 0 0 25,000 0 N/A Interfund Payments for Services 0 0 262,876 262,876 262,726 68,114 -74.1% Transfer Out 0 0 0 20,000 20,000 0 N/A TOTAL COMMITTED EXPENDITURES 0 0 4,051,084 4,218,842 3,963,382 4,176,210 3.1% TOTAL EXPENDITURES 0 0 4,051,084 4,218,842 3,963,382 4,176,210 3.1% Fund Balance,January 1 0 0 0 0 0 91,174 100.0% Total New Revenue 0 0 4,051,084 4,314,488 4,054,557 4,555,485 12.5% Total Committed Expenditures 0 0 (4,051,084) (4,218,842) (3,963,382) (4,176,210) 3.1% Fund Balance Plus Reserves 0 0 0 95,646 91,174 470,449 100.0% Replacement Reserves 0 0 0 95,646 91,174 470,449 100.0% Fund Balance,December 31 0 0 0 0 0 0 N/A i t Budget by Fund Page 510 of 548 s Fund 505,Communications Fund Fund 505 is an internal service fund which was created in 2009 for the purpose of maintaining community and intergovernmental relations and communications with the public. Communications is a major activity of the City's administration responsible for external communications,employee communications,media relations,and coordination of all departments in producing the City's website. r 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Charges for Goods and Services 0 0 0 1,100,708 780,570 1,049,671 100.0% Transfer In 0 0 0 0 0 0 N/A TOTAL NEW REVENUE 0 0 0 1,100,708 780,944 1,049,671 100.0% TOTAL RESOURCES 0 0 0 1,100,708 780,944 1,049,671 100.0% EXPENDITURES: Regular Salaries 0 0 0 382,603 267,645 437,337 100.0% Personnel Benefits 0 0 0 212,026 90,422 147,634 100.0% Part Time Salaries and Benefits 0 0 0 29,547 32,314 0 N/A Supplies/Small Tools and Equipment 0 0 0 70,432 72,897 70,432 100.0% Professional Services 0 0 0 35,946 5,801 20,000 100.0% Communication 0 0 0 154,555 160,457 152,939 100.0% Travel/Training 0 0 0 1,864 0 1,864 100.0% Repairs&Maintenance 0 0 0 5,000 0 5,000 100.0% Miscellaneous 0 0 0 22,354 39,171 42,354 100.0% Capital 0 0 0 45,000 0 0 N/A Interfund Payments for Services 0 0 0 25,476 0 0 N/A TOTAL COMMITTED EXPENDITURES 0 0 0 984,803 669,126 877,560 100.0% TOTAL EXPENDITURES 0 0 0 984,803 669,126 877,560 100.0% W Fund Balance,January 1 0 0 0 0 0 111,818 100.0% Total New Revenue 0 0 0 1,100,708 780,944 1,049,671 100.0% Total Committed Expenditures 0 0 0 (984,803) (669,126) (877,560) 100.0% Fund Balance Plus Reserves 0 0 0 115,905 111,818 283,929 100.0% Replacement Reserves 0 0 0 115,905 111,818 283,929 100.0% Fund Balance,December 31 0 0 0 0 0 0 N/A low i Budget by Fund Page 511 of 548 Alt Funds 502/512/522,Insurance Funds The Insurance funds are internal service funds that provide accounting for self-insurance services to all City departments for losses on property,liability,worker's compensation,unemployment compensation,and healthcare programs,including medical and dental for active employees and medical for LEOFFI retirees. Expenses are paid by the Insurance Funds and rates are charged to departments based on use and/or coverage requirements. In 2004,Fund 512 Healthcare Insurance Fund was created to report all healthcare related items,and Fund 522 was created to report all LEOFFI Retirees healthcare related items. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Federal/State Grants 0 19,675 0 0 54,219 0 N/A Interest and Other Earnings 543,136 210,020 602,829 602,829 923,306 95,000 -84.2% Other Miscellaneous Revenues 12,747,454 14,747,684 15,586,627 15,579,389 15,918,794 17,786,739 14.1% TOTAL NEW REVENUE 13,290,590 14,977,379 16,189,456 16,182,218 16,896,319 17,881,739 10.5% TOTAL RESOURCES 13,290,590 14,977,379 16,189,456 16,182,218 16,896,319 17,881,739 10.5% EXPENDITURES: Regular Salaries 264,725 318,076 333,384 326,146 332,491 314,616 -5.6% Personnel Benefits 711,590 559,061 714,280 89,018 89,048 116,269 -83.7% City Personnel Benefits 7,945,219 9,809,718 12,422,922 13,048,184 11,766,745 15,624,683 25.8% Supplies/Small Tools and Equipment 58 474 0 4,000 2,380 4,000 100.0% Professional Services 594,797 563,707 712,985 708,985 678,281 851,148 19.4% Travel/Training 1,169 1,012 2,040 2,040 345 2,040 0.0% Insurance 1,407,434 1,525,694 1,855,258 1,855,258 1,656,330 1,910,916 3.0% Miscellaneous 15,509 1,117 4,652 4,652 2,777 4,652 0.0% Intergovernmental Services/Taxes 986 0 3,500 3,500 1,277 3,500 0.0% Interfund Payments for Services 82,197 103,186 80,685 80,685 79,143 0 -100.0% Resale Purchases 0 0 1 2 3 4 300.0% Transfer Out 0 60,000 5,000,000 5,000,000 5,000,000 50,000 -99.0% TOTAL COMMITTED EXPENDITURES 11,023,683 12,942,045 21,129,706 21,122,468 19,608,818 18,881,824 -10.6% TOTAL EXPENDITURES 11,023,683 12,942,045 21,129,706 21,122,468 19,608,818 18,881,824 -10.6% Fund Balance,January 1 12,062,692 14,329,599 16,364,933 16,364,933 16,364,933 13,652,434 -16.6% Total New Revenue 13,290,590 14,977,379 16,189,456 16,182,218 16,896,319 17,881,739 10.5% Total Committed Expenditures (11,023,683) (12,942,045) (21,129,706) (21,122,468) (19,608,818) (18,881,824) -10.6% Fund Balance Plus Reserves 14,329,599 16,364,933 11,424,683 11,424,683 13,652,434 12,652,350 10.7% Anti Recessionary 2,100,000 2,100,000 0 2,100,000 2,100,000 0 N/A South Renton Reserve 385,000 325,000 325,000 325,000 325,000 275,000 -15.4% Healthcare IBNR* 1,589,055 1,962,038 2,484,584 2,484,584 2,151,127 4,175,774 68.1% Operating Reserves 4,798,396 6,065,517 5,000,000 5,000,000 5,000,000 5,000,000 0.0% Fund Balance,December 31 5,457,148 5,912,377 3,615,099 1,515,099 4,076,308 3,201,576 -11.4% *IBNR percentages are different for each fund,see individual funds for details. Budget by Fund Page 512 of 548 Fund 502,Insurance Fund Fund 502,is an internal service fund that provides accounting for self-insurance services to all City departments for property losses,liability, tr1 worker's compensation,and unemployment compensation. Expenses are paid by the Insurance Fund and rates are charged to departments based on use and/or coverage requirements. Effective January 1,2004,Fund 512,Healthcare Insurance Fund,was created to report all healthcare related items. I` 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Ad'Budget Actual Adopted 09/10 Illr REVENUE: Interest and Other Earnings 388,634 156,998 516,529 516,529 703,279 50,000 -90.3% Other Miscellaneous Revenues 2,750,048 2,739,985 2,591,826 2,586,993 2,981,327 3,237,584 24.9% TOTAL NEW REVENUE 3,138,682 2,896,983 3,108,355 3,103,522 3,684,605 3,287,584 5.8% TOTAL RESOURCES 3,138,682 2,896,983 3,108,355 3,103,522 3,684,605 3,287,584 5.8% EXPENDITURES: Regular Salaries 155,540 209,569 222,612 217,779 221,300 200,928 -9.7% Personnel Benefits 684,564 535,469 689,111 63,849 65,215 91,394 -86.7% City Personnel Benefits 0 0 0 625,262 1,011,713 1,489,761 100.0% Supplies/Small Tools and Equipment 0 0 0 4,000 1,777 4,000 100.0% Professional Services 245,363 250,710 280,252 276,252 357,721 418,415 49.3% Travel/Training 1,169 1,012 2,040 2,040 345 2,040 0.0% Insurance 1,407,434 1,525,694 1,855,258 1,855,258 1,656,330 1,910,916 3.0% rW Miscellaneous 12,397 1,117 2,652 2,652 2,777 2,652 0.0% Interfund Payments for Services 43,149 48,729 38,348 38,348 38,348 0 -100.0% Transfer Out 0 60,000 5,000,000 5,000,000 5,000,000 50,000 -99.0% TOTAL COMMITTED EXPENDITURES 2,549,615 2,632,300 8,090,273 8,085,440 8,355,528 4,170,106 -48.5% TOTAL EXPENDITURES 2,549,615 2,632,300 8,090,273 8,085,440 8,355,528 4,170,106 -48.5% Fund Balance,January 1 9,856,682 10,445,748 10,710,432 10,710,432 10,710,432 6,039,509 -43.6% Total New Revenue 3,138,682 2,896,983 3,108,355 3,103,522 3,684,605 3,287,584 5.8% Total Committed Expenditures (2,549,615) (2,632,300) (8,090,273) (8,085,440) (8,355,528) (4,170,106) -48.5% Fund Balance Plus Reserves 10,445,748 10,710,432 5,728,514 5,728,514 6,039,509 5,156,987 -10.0% rale Anti Recessionary 2,100,000 2,100,000 0 2,100,000 2,100,000 0 N/A South Renton Reserve 385,000 325,000 325,000 325,000 325,000 275,000 -15.4% Operating Reserves 4,798,396 6065 517 5,000,000 5 000000 5,000,000 5000 000 0.0% Fund Balance,December 31 3,162,352 2,219,915 403,514 (1,696,486) (1,385,491) (118,013) -129.2% as l Budget by Fund Page 513 of 548 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 that 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 LECIFF1 Retirees healthcare related items. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adj Budget Actual Adopted 09/10 REVENUE: Interest and Other Earnings 108,152 24,856 66,300 66,300 203,752 40,000 39.7% Other Miscellaneous Revenues 8,034,848 10,211,966 10,974,115 10,971,866 10,957,284 12,318,471 12.3% TOTAL NEW REVENUE 8,143,000 10,236,822 11,040,415 11,038,166 11,161,037 12,358,471 11.9% TOTAL RESOURCES 8,143,000 10,236,822 11,040,415 11,038,166 11,161,037 12,358,471 11.9% EXPENDITURES: Regular Salaries 102,416 101,052 103,590 101,341 97,732 98,638 -4.8% Personnel Benefits 25,630 22,134 23,818 23,818 21,119 21,702 -8.9% City Personnel Benefits 6,532,872 8,606,823 10,498,266 10,498,266 9,705,984 11,950,266 13.8% Supplies/Small Tools and Equipment 58 474 0 0 603 0 N/A Professional Services 321,595 258,612 386,705 386,705 281,430 386,705 0.0% Miscellaneous 3,112 0 2,000 2,000 0 2,000 0.0% Intergovernmental Services/Taxes 986 0 3,500 3,500 1,277 3,500 0.0% Interfund Payments for Services 39,048 54,457 42,337 42,337 40,795 0 -100.0% TOTAL COMMITTED EXPENDITURES 7,025,717 9,043,552 11,060,216 11,057,967 10,148,939 12,462,810 12.7% TOTAL EXPENDITURES 7,025,717 9,043,552 11,060,216 11,057,967 10,148,939 12,462,810 12.7% Fund Balance,January 1 1,469,801 2,587,084 3,780,354 3,780,354 3,780,354 4,792,451 26.8% Total New Revenue 8,143,000 10,236,822 11,040,415 11,038,166 11,161,037 12,358,471 11.9% Total Committed Expenditures (7,025,717) (9,043,552) (11,060,216) (11,057,967) (10,148,939) (12,462,810) 12.7% Fund Balance Plus Reserves 2,587,084 3,780,354 3,760,553 3,760,553 4,792,451 4,688,112 24.7% Healthcare IBNR* 1,306,586 1,721,459 2,099,653 2,099,653 1,941,317 3,738,843 78.1% Fund Balance,December 31 1,280,498 2,058,894 1,660,900 1,660,900 2,851,134 949,269 -42.8% *IBNR is calculated at 20%for 2006 through 2008 and at 30%for 2009 and on I Budget by Fund Page 514 of 548 s Fund 522,LEOFF1 Retirees Healthcare Insurance Fund Fund 522 was created in 2004 for the purpose of identifying LEOFFI Retirees Healthcare Insurance revenue and expenditures. Previously,all active and LEOFFI retirees healthcare activity was reported in Fund 512. This is an internal service fund that 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 LEOFFI Retirees healthcare related items. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Ad'Budget Actual Adopted 09/10 REVENUE: Federal/State Grants 0 19,675 0 0 54,219 0 N/A Interest and Other Earnings 46,350 28,166 20,000 20,000 16,275 5,000 -75.0% Other Miscellaneous Revenues 1,962,558 1,795,733 2,020,686 2,020,530 1,980,183 2,230,684 10.4% TOTAL NEW REVENUE 2,008,908 1,843,574 2,040,686 2,040,530 2,050,677 2,235,684 9.6% TOTAL RESOURCES 2,008,908 1,843,574 2,040,686 2,040,530 2,050,677 2,235,684 9.6% EXPENDITURES: Regular Salaries 6,769 7,454 7,182 7,026 13,459 15,050 109.6% Personnel Benefits 1,396 1,458 1,351 1,351 2,714 3,173 134.8% City Personnel Benefits 1,412,347 1,202,895 1,924,656 1,924,656 1,049,048 2,184,656 13.5% Professional Services 27,840 54,385 46,028 46,028 39,129 46,028 0.0% TOTAL COMMITTED EXPENDITURES 11448,351 1,266,192 1,979,217 1,979,061 1,104,351 2,248,907 13.6% TOTAL EXPENDITURES 1,448,351 1,266,192 1,979,217 1,979,061 1,104,351 2,248,907 13.6% Fund Balance,January 1 736,209 1,296,766 1,874,147 1,874,147 1,874,147 2,820,474 50.5% Total New Revenue 2,008,908 1,843,574 2,040,686 2,040,530 2,050,677 2,235,684 9.6% Total Committed Expenditures (1,448,351) (1,266,192) (1,979,217) (1,979,061) (1,104,351) (2,248,907) 13.6% Fund Balance Plus Reserves 1,296,766 1,874,147 1,935,616 1,935,616 2,820,474 2,807,251 45.0% Healthcare IBNR` 282,469 240,579 384,931 384,931 209,810 436,931 13.5% Fund Balance,December 31 1,014,297 1,633,568 1,550,685 1,550,685 2,610,664 2,370,320 52.9% 'IBNR is calculated at 20% l Budget by Fund Page 515 of 548 a Fund 611,Firemen's Pension Fund(previously Fund 601) The Firemen's Pension Fund is a closed system with membership limited to firefighters 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 firefighters,and beneficiaries,retiring prior to March 1,1970,and excess benefits over LEOFF pensions for those firefighters retiring thereafter who are members of the plan. Payments for medical bills related to retirement disability for retirees prior to enactment of LEOFF. 2007 2008 2009 2009 2009 2010 Change Item Actual Actual Budget Adi Budget Actual Adopted 09/10 REVENUE: Other Intergovernmental Revenues 85,062 85,949 90,000 90,000 106,623 100,000 11.1% Interest and Other Earnings 389,227 17,966 200,000 200,000 440,117 200,000 0.0% Transfer In 3,191,007 0 0 0 0 0 N/A TOTAL NEW REVENUE 3,665,296 103,915 290,000 290,000 546,740 300,000 3.4% TOTAL RESOURCES 3,665,296 103,915 290,000 290,000 546,740 300,000 3.4% EXPENDITURES: Personnel Benefits 427,012 512,263 500,000 500,000 443,618 525,000 5.0% Supplies/Small Tools and Equipment 450 373 475 475 460 475 0.0% Professional Services 7,550 0 10,000 10,000 11,200 0 -100.0% Interfund Payments for Services 17,285 19,521 31,801 31,801 24,636 25,000 -21.4% Transfer Out 3,191,007 0 0 0 0 0 N/A TOTAL COMMITTED EXPENDITURES 3,643,305 532,156 542,276 542,276 479,914 550,475 1.5% TOTAL EXPENDITURES 3,643,305 532,156 542,276 542,276 479,914 550,475 1.5% Fund Balance,January 1 4,672,239 4,694,230 4,265,989 4,265,989 4,265,989 4,332,815 1.6% Total New Revenue 3,665,296 103,915 290,000 290,000 546,740 300,000 3.4% Total Committed Expenditures (3,643,305) (532,156) (542,276) (542,276) (479,914) (550,475) 1.5% Fund Balance Plus Reserves 4,694,230 4,265,989 4,013,713 4,013,713 4,332,815 4,082,340 1.7% Designated Fund Balance,December 31 4,694,230 4,265,989 4,013,713 4,013,713 4,332,815 4,082,340 1.7% Budget by Fund Page 516 of 548 ' Appendix i i General Information -- City of Renton, Washington DATE OF INCORPORATION.......",,',',,,,,,,,,September 6,1901 FORM OF GOVERNMENT..............................Mayor-Council GARBAGE RATES:(Residential) TYPE OF GOVERNMENT...................Non-Charter,Code City 1 cart(35 gal)/week,curbside...............................$19.15/Month LOCATION...........................................11 Miles South of Seattle Extra garbage(up to 15 gal)per unit....................$3.56/Pickup LAND AREA...................................................23.38 Square Miles ELECTIONS: RANK IN SIZE-STATE OF WASHINGTON......................11 Number of Precincts..............................................................118 RANK IN SIZE-KING COUNTY............................................5 Number of Active Registered Voters(2008)...................42,167 POPULATION Official 4/l/09...........................................83,650 ' 2009 KING CO CERTIFICATION OF ASSESSED VALUATION LICENSES&PERMITS:2009 For the 2009 Tax Roll Year..............................$11,839,897,957 Business Licenses(includes all businesses)...................... 3,873 Amusement Device(average)................................................. 92 CITY EMPLOYEES-2010 Budget Animal Licenses(Dog and Cat) .......................................2,833 Funded Full Time Equivalents/FTE......................................710.95 (Excluding Intermittent Employees) FIRE&ES PROTECTION: Number of Commissioned Fire&ES Personnel....................136 2010 PROPERTY TAX LEVY: Number of Non-Commissioned Personnel..............................16 General Levy(Includes Fire Pension)......................$31,800,000 Total Number of Fire&ES Personnel(20 10 Budget)...........152 ' Special Levy(Excess)............................................................ $0 Number of Fire Stations(includes FD#25 and#40).................6 TOTAL 2010 PROPERTY TAX LEVY..................$31,800,800 Life Support Responses(2009)...........................................9,690 All Other Responses(2009)................................................3,150 2010 PROPERTY TAX RATES: (Per$1,000 of Assessed Value) Total Number of Responses(2009)..................................12,840 ' City of Renton-General Levy.................................... $2.71184 City of Renton-Special Levy.......................................0.00000 POLICE PROTECTION: TOTAL City of Renton Property Tax Rate..................$2.71184 Number of Commissioned Police Personnel..........................123 King County...................................................................1.28499 Number of Non-Commissioned Police Personnel.................44.4 Port of Seattle.................................................................0.21597 Total Number of Police Personnel(20 10 Budget)..............167.4 Hospital District#1........................................................0.53290 Number of Calls for Service(2009)..................................78,272 Renton School District#403......................................... 3.74381 State of Washington School Fund..................................2.22253 PARKS&RECREATION: Emergency Medical Service...........................................0.30000 Total Parks and Open Space Acreage.................................1,183 Ferry District....................................................0.00348 Number of Developed Parks and Playgrounds.........................30 King County Flood District....................................0.10514 Major Facilities: TOTAL 2010 PROPERTY TAX RATES...................$11.12066 Liberty Park Cedar River Trail Kent School District#415.......................................................................4.80855 Maplewood Golf Course Renton Senior Activity Center Issaquah School District#411.................................................................4.81091 Renton Community Center Carco Theatre t UTILITY TAX RATES: Cedar River Off Leash Dog Park Cedar River Park Electricity,Gas(Utility and Use),and City Utilities Gene Coulon Memorial Beach Park(Lake Washington) (Water Sewer,Storm Drain,and Solid Waste).......................60/o STREETS:2009 TV Cable,Telephone,and Cellular Phone.............................6% State Signed Routes(Arterials).............................................20.6 SALES TAX RATE: City Arterials......................................................................65.43 State.................. Local Access Streets.........................................................177.75 .............................................................6.5% TOTAL STREETS............................................................263.78 King County Metroro.............................................................0.6% King County Transportation................................................0.1/o ° Alleys..................................................................................11.10 Number of signalized intersections 2009 o >'� ( )............................122 King County Mental Health......................................0.1/o Transit and Traffic Congestion(effective 4/1/01)...................0.2% UTILITIES: RTA(effective 4/l/09)........................................................0.9% WATER UTILITY(2009): Ci of Renton Local ° City Option...............................................1.0% Total Water Customers.....................................................17,269 King County Local Option-Criminal Justice.....................0.1% Gallons of Water Produced..................................2,768,570,000 TOTAL SALES TAX RATE...................................................9.5% Number of Fire Hydrants....................................................3,640 King County Stadium Tax Rate on Food&Beverage Miles of Water Main..............................................................308 Sales at Restaurants,Bars and Taverns..............................0.5% SANITARY WASTEWATER UTILITY(2008):Total Sanitary Wastewater Customers.............................16,108 Hotel/ otel Public Facilities/Rental Tax.............Car ................................................1.0% Miles of Gravity Sewer and Force Main ..........................215.69 Public Facilities/Rental Car................................................1.0% STORM WATER UTILITY(2009): 1 ADMISSION TAX RATE: Number of Accounts.........................................................22,061 Theaters and Other Events.....................................................5% Miles of Storm Water.......................................................273.14 SOLID WASTE UTILITY(2009):(Contracted Services) BUSINESS LICENSE FEE....$55 per Full-Time Equivalent/Year Total Accounts..................................................................20,481 ANNUAL ANIMAL LICENSE FEES: Not Altered Altered AIRPORT:2009 Dog License $25.00 $15.00 Area in acres..........................................................................167 Cat License $25.00 $15.00 Feet of Asphalt/Concrete Runway......................................5,382 (Lifetime licenses for senior citizens offered at one-time fee.) Total Operations.............................................................. 83,269 2010 UTILITY RATES: LIBRARY:2009 (Reduced rates for low income senior Libraries(Main and Highlands).................................................2 citizens,and disabled persons available.) WATER: Number of City Resident Borrowers.................................44,804 Basic Service Charge(3/4"Meter)...... Number of Non-Resident/King County Borrowers...........17,258 ............$11.66/Month Number of Interlibrary Loan Borrowing Libraries..............1,348 CITY SEWER:(Single Family Residencece)..........$16.82/Month Total Books/Holdings 187,454 METRO SEWER:(Single Family Residence).......$33.06/Month """""""""""""""""""""""""' TotalTitles......................................................................137,859 STORM SEWER:(Single Family Residence).........$7.41/Month Total Circulation.............................................................620,981 Appendix Page 517 of 548 ABOUT THE CITY OF RENTON: Incorporated as a City on September 6, 1901, Renton has become an innovative, creative and energetic community, filled with committed and caring people who work hard to make their city a great place to work, live, and play. { New businesses are moving to Renton each year to provide an even greater variety of job opportunities and services. Office space and housing in this lakefront community are considerably less expensive than the two closest business ' centers of Seattle and Bellevue and numerous new developments provide a greater range of choices. With ' nationally recognized public schools, an excellent community college and nearby higher learning institutions, Renton offers s a learning environment that benefits employees and their children. The City's parks, theatres, concerts, festivals and special events provide diverse entertainment opportunities for residents, employees and visitors with unlimited cultural and recreational opportunities also available in the greater - Puget Sound region. Renton's strong economic base, diverse marketplace and favorable business climate have attracted the attention of nationally recognized companies that are looking to provide ' employees and their families with an outstanding quality of life. Renton is becoming the place to live, work and play. �,!f r -, — •: n ETT 130T ELL LOCATION: Renton's strategic location, in the heart of the Puget Sound region, provides access to local, regional, national and TILE wry• REVUE international markets. Renton is also close to the Puget Sound and Olympic Mountains to the west and the Cascade Mountains to the east. �a Centrally located, at the south end of Lake Washington, Renton is only minutes away from Seattle, Bellevue and Tacoma. As the fifth largest city in King County and the 11th largest in Washington state, Renton is quite literally at , 1 the center of an extensive regional and international 1e transportation network, intersected by freeways, highways, surface and mass transit routes and minutes from air, sea AUSUM and rail transportation hubs. uc.�� .. Principal Employers Full-Time Equivalent %of Total Principal Employers Type of Business Employees Employment 1 Boeing Company Aerospace&Computer Services 13,169 29.97% 2 Valley Medical Center Medical Services 1,877 4.27% 3 Renton School District Public Education 1,448 3.29% 4 Federal Aviation Administration Federal Government 1,400 3.19% 5 Renton Technical College Technical and Trade Schools 858 1.95% 6 City of Renton City Government 819 1.86% 7 Providence WA Regional HMO Medical Centers 815 1.85% 8 Paccar Inc Heavy Manufacturing 714 1.62% 9 ER Solutions Professional&Technical Services 521 1.19% 10 Wal-Mart Warehouse Clubs and Supercenter 322 0.73% Total number of Employees-Principal Employers 21,942 49.93% Total number of Employees-All Other Employers 22,003 50.07% Total Employees working within Renton 43,946 100.00% Source:City of Renton Business License Records and individual inquiry where applicable. 1 1 f 1 1 1 t 1 1 Appendix Page 519 of 548 Thea h below resents the number of regular full time employees (FTE)working for the ' � p represents City of Renton, as well as the number of employees per every 1,000 Renton citizens. The number of FTEs has increased 22 percent between 2000 and 2010,while the population grew 76 percent during the same time period. The number of FTEs per 1,000 Renton citizens remained fairly constant until 2008. The high was in 2001 at 12.16 FTE per 1000 citizens City of Renton Full-Time Employee (FTE) Staffing levels per 1,000 Renton Citizens IIIIIIIIIIIIIIIIIIIIIIIIIIIlTotal Population of Renton -�Employees per 1,000 Population 90,000 14.0 , 80,000 12.0.9 m 70,000 C 10.0 0 60,000 d 50,000 8'0 0 a 40,000 6.0 oCL 30,000 a 4.0 Q) 20,000 2.0 So 10,000 E Lu 0 0.0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Regular Employees per Total Population Year FTE's 1,000 Population of Renton 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 608.0 10.70 56,840 , 2006 620.0 10.62 58,360 2007 641.0 10.63 60,290 2008 780.0 9.66 80,708 , 2009 794.2 9.49 83,650 2010 711.0 8.37 84,905 Source Population: State of Washington Office of Financial Management All other information: City of Renton Finance Department 2010 Population estimates is based on 1.5%growth rate I i Appendix Page 520 of 548 Taxes, Fees, and Utilities Service Fees on a Typical Home Monthly $288.52 $178.71 $205.53 $215.2 $191.67 $198.51 $175.68 60 rrr Renton Auburn Bellevue Kent Redmond Seattle Tukwila H City Property Tax o Utility Taxes W Total Utilities o Library and Fire District Taxes/Fees Month' Renton's �r Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila Population' 4 83,650 60,820 120,600 88,380 51,890 602,000 18,170 Typical Taxes&Fees ar City Property TaxZ 2 80.88 46.02 61.50 65.13 71.02 129.45 65.79 Library and Fire District Taxes/fees2'3 6 - 60.67 24.47 11.63 18.97 - 10.42 Utility Taxes4 2 28.75 22.10 26.43 26.82 21.00 42.25 24.60 Utility Rates W Water(750 CF)6 6 25.71 25.67 37.04 36.46 45.80 40.76 31.68 Wastewater 3 16.82 11.68 29.71 12.99 12.32 34.78 13.39 Surface Water? 6 7.41 14.18 17.26 8.75 16.56 8.58 7.08 Solid Waste Garbage" 5 19.15 25.21 18.79 29.88 12.84 32.70 22.73 'Populations estimates are for 2019 and were provided by the Washington State Office of Financial Management. 2Based on 2010 levy rates and 2009 average home values provided by King County Department of Assessments. 3Auburn includes tax&fee for fire service provided by Valley Regional Fire Authority. Renton and Seattle are the only 2 cities that °Based monthly comparison of utility rates. Includes Electric,Gas,Telephone/Cell Phone,Cable,Water,Wastewater,Surface Water, and Solid Waste Utilities. 6Rates were based on bimonthly consumption of 1,500 cubic feet of water(Seniors 900 cf) . Seattle,Kent, and Tukwila have different water rates in the summer(June-September);the average monthly rates for summer and non-summer months were 6Rates for Bellevue, Issaquah,and Seattle were based on a volume of 750 cubic feet per month. All other districts are on a fixed monthly charge. Rates do not include the King County Wastewater Treatment charge. 'Bellevue's rate is an average rate based on a 10,000-12,000 sq.ft.lot area(between 20%and 40%developed). Kent's rate depends on the drainage basin affected,ranging from$2.67 to$7.62 per month;for comparison purposes, rates were averaged. $Waste Management provides services to Redmond,Auburn,and Renton. Allied Waste Services provides services to Bellevue,Kent, Auburn,and Tukwila. For comparison purposes, rates include a 32-gallon garbage can,recycling,yard waste collection, and an $0.80/month hazardous waste fee. Seattle and Renton do not charge a hazardous waste fee. Appendix Page 521 of 548 2009_CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES(2010 Under Negotiations)_ 12 Mos Annual 12 Mos Annual 12 Mos Annual 1 12 Mos Annual 12 Mots Annual.a Grade Status Position Title Step A Sakary Step B Salary. Siep:C Salary Step D Salary. .Step `>:>. dE;3Ny; ELECTED OFFICIALS (5.5%increase for 2009) e10 Mayor (1) 10,819 129,828 e09 City Council Members(2) 950 11,400 e08 8,307 99,684 8,729 104,748 9,169 110,028 9,633 115,596 10,119 121,428 e11 Municipal Court Judge (Salary is effective from September 2008-August 2009&is 95%of District Court Judge Salary) 11,219 134,628 MAIyAGl;ME1VT&S....... lSQRY l 14N tIEVE+QN (5 5°Icmcreas�fpr 209) m53 Chief Administrative Officer(3) 10,900 130,800 11,453 137,436 12,032 144,384 12,640 151,680 13,272 159,264 m52 1 1 10,633 127,596 11,169 134,028 11,741 140,892 12,336 148,032 12,950 155,400 M51 10,373 124,476 10,900 130,800 11,453 137,436 12,032 144,384 12,640 151,680 M50 10,119 121,428 10,633 127,596 11,169 134,028 11,741 140,892 12,336 148,032 m49 City Attorney 9,874 118,488 10,373 124,476 10,900 130,800 11,453 137,436 12,032 144,384 Community Services Administrator(3) Community&Economic Development Administrator(3) Finance/information Services Administrator(3) Fire/Emergency Services Administrator(3) Human Resources&Risk Mgmt Administrator(3) Public Works Administrator(3) Police Chief(3) m48 9,633 115,596 10,119 121,428 10,633 127,596 11,169 134,028 11,741 140,892 m47 9,400 112,800 9,874 118,488 10,373 124,476 10,900 130,800 11,453 137,436 m46 9,169 110,028 9,633 115,596 10,119 121,428 10,633 127,596 11,169 134,028 m45 Assistant Chief Administrative Officer(3) 8,946 107,352 9,400 112,800 9,874 118,488 10,373 124,476 10,900 130,800 Deputy Fire Chief(3) Deputy P/B/PW Administrator-Transportation(3) Police Deputy Chief(4) m44 8,729 104,748 9,169 110,028 9,633 115,596 10,119 121,428 10,633 127,596 m43 8,515 102,180 8,946 107,352 9,400 112,800 9,874 118,488 10,373 124,476 m42 Senior Assistant City Attorney 8,307 99,684 8,729 104,748 9,169 110,028 9,633 115,596 10,119 121,428 m41 8,106 97,272 8,515 102,180 8,946 107,352 9,400 112,800 9,874 118,488 m40 7,908 94,896 8,307 99,684 8,729 104,748 9,169 110,028 9,633 115,596 m39 m38 7,715 92,580 8,106 97,272 8,515 102,180 8,946 107,352 9,400 112,800 Communications Director 7,527 90,324 7,908 94,896 8,307 99,684 8,729 104,748 9,169 110,028 Court Services Director Development Services Director Economic Development Director ' Emergency Management Director Facilities Director Fiscal Services Director Information Services Director Library Director Maintenance Services Director Parks&Golf Course Director Parks Planning&Natural Resources Director Planning Director Recreation Director Utility Systems Director m37 Police Commander(5) 7,346 88,152 7,715 92,580 8,106 97,272 8,515 102,180 8,946 107,352 Police Manager(5) m36 7,165 85,980 7,527 90,324 7,908 94,896 8,307 99,684 8,729 104,748 m35 Assistant City Attorney 6,989 83,868 7,346 88,152 7,715 92,580 8,106 97,272 8,515 102,180 Chief Prosecuting Attorney Hearing Examiner m34 6,816 81,792 7,165 85,980 7,527 90,324 7,908 94,896 8,307 99,684 m33 Current Planning Manager 6,651 79,812 6,989 83,868 7,346 88,152 7,715 92,580 8,106 97,272 Development Engineering Supervisor Long Range Planning Manager Transportation Design Supervisor Transportation Operations Manager Transportation Planning Supervisor Utility Engineering Supervisor Water Maintenance Manager m32 Airport Manager 6,489 77,868 6,816 81,792 7,165 85,980 1 7,527 90,324 7,908 94,896 Appendix Page 522 of 548 2009 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES 2010 Under Negotiations) 1F Mos Annual 12 Mm,::,Annual i2 Mos Annual 12 Mos AnnuaE 12 Mos Annual Ctade Status. Position Title Step A Satary Step B Satary Step C Salary Step 0 Salary Step Salary ......:.:.:NON-UNION:7 Continued m32 Building Official 6,489 77,868 6,816 81,792 7,165 85,980 7,527 90,324 7,908 94,896 Community Development Project Manager Urban Forestry&Natural Resources Manager m31 6,331 75,972 6,651 79,812 6,989 83,868 7,346 88,152 7,715 92,580 m30 Application Support Manager 6,178 74,136 6,489 77,868 6,816 81,792 7,165 85,980 7,527 90,324 City Clerk/Cable Manager Fleet Manager Human Resources Manager Risk Manager m29 Human Services Manager 6,023 72,276 6,331 75,972 6,651 79,812 6,989 83,868 7,346 88,152 Prosecuting Attorney m28 Facilities Manager 5,881 70,572 6,178 74,136 6,489 77,868 6,816 81,792 7,165 85,980 Recreation Manager Street Maintenance Manager Waste Water/Special Operations Manager m27 Assistant Library Director 5,737 68,844 6,023 72,276 6,331 75,972 6,651 79,812 6,989 83,868 Transportation Maintenance Supervisor m26 Assistant Fire Marshal 5,597 67,164 5,881 70,572 6,178 74,136 6,489 77,868 6,816 81,792 Financial Services Manager m25 Community Services Resource&Funding M 5,460 65,520 5,737 68,844 6,023 72,276 6,331 75,972 6,651 79,812 Senior Finance Analyst Solid Waste Coordinator m24 Principal Financial&Administrative Analyst 5,329 63,948 5,597 67,164 5,881 70,572 6,178 74,136 6,489 77,868 m23 U Open Space Coordinator 5,194 62,328 5,460 65520 5,737 68,844 6,023 72,276 6,331 75,972 Recreation Supervisor m22 Community Relation&Events Coordinator 5,071 60,852 5,329 63,948 5,597 67,164 5,881 70,572 6,178 74,136 Museum Manager Senior Employee Benefits Analyst Sr HR Analyst/Civil Service Coordinator m21 Communications Specialist II 4,947 59,364 5,194 62,328 5,460 65,520 5,737 68,844 6,023 72,276 Golf Course Supervisor m20 Golf Professional 4,826 57,912 5,071 60,852 5,329 63,948 5,597 67,164 5,881 70,572 Human Resources Analyst Safety Officer M19 4,710 56,520 4,947 59,364 5,194 62,328 5,460 65,520 5,737 68,844 m18 4,591 55,092 4,826 57,912 5,071 60,852 5,329 63,948 5,597 67,164 m17 City Council Liaison 4,482 53,784 4,710 56,520 4,947 59,364 5,194 62,328 5,460 65,520 Deputy City Clerk Executive Secretary Risk Management Analyst 81 1 LONGEVITY SCHEDULE NON-UNION (1)In addition to salary receives$4,800 annual car allowanc Completion of 5 Yrs 2%Step a13E $98 per month (2)Council members salary set per Ordinance 4757(01/01/9 Completion of 10 Yrs 3%Step a13E $146 per month (3)Not eligible for Longevity/Education or Uniform Allowance Completion of 15 Yrs 4%Step a13E $195 per month (4)Not eligible for Longevity/Education or Uniform Allowance Completion of 20 Yrs 5%Step a13E $244 per month Eligible for 2.5%cash premium or 2.5%into deferred Completion of 25 Yrs 6%Step a13E $293 per month compensation per employee's discretion for passing physical fitness. (5)Receive Education/Longevity&Uniform Allowance based on Union Contract plus eligible for 2.5%deferred compensation for passing physical fittness. (6)4 year term starting 2/1/2009 expires 1/31/2013 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 Page 523 of 548 2009 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES(2010 Under Negotiations) 12 Mos Annual 12 Mos Annual '12 Mos Annual 12 Mos Annual 12 Mos Annual made Status. Position Title Step A Salary Step B Salary ,,Step C Salary Step D Salary. .Step E Salary NON-Uhl]CRN(CLERICAL'OTHER);. f5:�. 0 lt#�CBas hyr.'dU©A) t n16 Finance Analyst III 4,354 52,248 4,574 54,888 4,801 57,612 5,046 60,552 5,297 63,564 n15 4,241 50,892 4,461 53,532 4,686 56,232 4,924 59,088 5,174 62,088 n14 Administrative Assistant 4,143 49,716 4,354 52,248 4,574 54,888 4,801 57,612 5,046 60,552 n13 Finance Analyst II 4,040 48,480 4,241 50,892 4,461 53,532 4,686 56,232 4,924 59,088 Lead Payroll Analyst n12 3,946 47,352 4,143 49,716 4,354 52,248 4,574 54,888 4,801 57,612 n11 Assistant Golf Professional 3,845 46,140 4,040 48,480 4,241 50,892 4,461 53,532 4,686 56,232 Human Resources Systems Technician n10 Finance Analyst 1 3,752 45,024 3,946 47,352 4,143 49,716 4,354 52,248 4,574 54,888 n09 3,663 43,956 3,845 46,140 4,040 48,480 4,241 50,892 4,461 53,532 n08 3,572 42,864 3,752 45,024 3,946 47,352 4,143 49,716 4,354 52,248 n07 Secretary II EX 3,486 41,832 3,663 43,956 3,845 46,140 4,040 48,480 4,241 50,892 n06 3,399 40,788 3,572 42,864 3,752 45,024 3,946 47,352 4,143 49,716 n05 Secretary I EX 3,318 39,816 3,486 41,832 3,663 43,956 3,845 46,140 4,040 48,480 n04 3,238 38,856 3,399 40,788 3,572 42,864 3,752 45,024 3,946 47,352 n03 3,161 37,932 3,318 39,816 3,486 41,832 3,663 43,956 3,845 46,140 n02 3,083 36,996 3,238 38,856 3,399 40,788 3,572 42,864 3,752 45,024 n01 3,012 36,144 3,161 37,932 3,318 39,816 3,486 41,832 3,663 43,956 09 LONGEVITY SCHEDULE NON-UNION Completion of 5 Yrs 2%Step a13E $98 per month Completion of 10 Yrs 3%Step a13E $146 per month Completion of 15 Yrs 4%Step a13E $195 per month Completion of 20 Yrs 5%Step a13E $244 per month Completion of 25 Yrs 6%Step a13E $293 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 Page 524 of 548 2009 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES 2010Under Ne otiadonS 12 MAS AtltlLiak t mos Annual 12 Mos ArttltlRt 12 Mos Anrou : 12 iVltts Arinual oracle tato ''Position,Title. ttp ... 2i1a #Bp 8 Salary. Step C Salaty ..Step t3 Salary &top Satan UNIbN-LOCAL 2170 (5.5%Increase for 2009) a34 6,725 80,700 7,061 84,732 7,416 88,992 7,786 93,432 8,176 98,112 a33 6,561 78,732 6,893 82,716 7,245 86,940 7,610 91,320 7,987 95,844 a32 Network Systems Manager 6,403 76,836 6,725 80,700 7,061 84,732 7,416 88,992 7,786 93,432 Principal Civil Engineer-Transportation Division Utility/GIS Engineer a31 6,242 74,904 6,561 78,732 6,893 82,716 7,245 86,940 7,610 91,320 a30 6,092 73,104 6,403 76,836 6,725 80,700 7,061 84,732 7,416 88,992 a29 Program Development Coordinator 11 5,945 71,340 6,242 74,904 6,561 78,732 6,893 82,716 7,245 86,940 Mapping Coordinator #IM a28 Civil Engineer III 5,799 69,588 6,092 73,104 6,403 76,836 6,725 80,700 7,061 84,732 a27 5,658 67,896 5,945 71,340 6,242 74,904 6,561 78,732 6,893 82,716 a26 5,519 66,228 5,799 69,588 6,092 73,104 6,403 76,836 6,725 80,700 a25 Capital Project Coordinator 5,385 64,620 5,658 67,896 5,945 71,340 6,242 74,904 6,561 78,732 Civil Engineer 11 Facilities Coordinator Neighborhood Program Coordinator Program Development Coordinator I Property Services Agent a24 Database Technician 5,253 63,036 5,519 66,228 5,799 69,588 6,092 73,104 6,403 76,836 Lead Building Inspector Lead Construction Inspector VW Lead Fire Inspector Senior Economic Development Specialist Senior Network Systems Specialist Senior Planner No Senior Systems Analyst Transportation Planner a23 Assistant Airport Manager 5,127 61,524 5,385 64,620 5,658 67,896 5,945 71,340 6,242 74,904 Building Plan Reviewer %W Business Systems Analyst Engineering Specialist III Fire Plan Reviewer/Inspector III Pavement Management Technician 11111D Plan Reviewer Property Services Specialist Street Maintenance Services Supervisor Waste Water Maintenance Services Supervisor iiiiIii a22 Lead Code Compliance Inspector 5,003 60,036 5,253 63,036 5,519 66,228 5,799 69,588 6,092 73,104 Librarian a21 Building Inspector-Electrical 4,879 58,548 5,127 61,524 5,385 64,620 5,658 67,896 5,945 71,340 Building Inspector/Combination +�► Civil Engineer I Communication Specialist 11 Construction Inspector 11 Emergency Management Coordinator Facilities Supervisor Fire Inspector III Park Maintenance Supervisor Service Desk Supervisor Signal/Electronics Systems Technician II Systems Analyst/Programmer Water Maintenance Services Supervisor Water Utility Maintenance Supervisor a20 Associate Planner 4,759 57,108 5,003 60,036 5,253 63,036 5,519 66,228 5,799 69,588 Economic Development Specialist Housing Repair Coordinator Network Systems Specialist a19 Accounting Supervisor 4,642 55,704 4,879 58,548 5,127 61,524 5,385 64,620 5,658 67,896 Code Compliance Inspector ..................................... .. UNION-LOCAL.2. .70 Continued a19 Energy Plans Reviewer/Permit Representati 4,642 55,704 4,879 58,548 5,127 61,524 5,385 64,620 5,658 67,896 Engineering Specialist II Fire Inspector 11 Appendix Page 525 of 548 2009 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES 2010 Under Ne otiations -- - . 12 Mos Annual 12 Mas :Annual 117:Mos::::Annual' 12 M6s Atnluat 12 Mt�s Ann[tt�t !tiifasl8.ta.... . Position Title Step A Salary Step B SalaryStep C Salary Step D Sal ay Step E S .;: Fire Plan Reviewer/Inspector II HVAC Systems Technician Lead Vehicle&Equipment Mechanic Water Utility Instrumentation/SCADA Technician a18 CDBG Specialist 4,533 54,396 4,759 57,108 5,003 60,036 5,253 63,036 5,519 66,228 Development Services Representative Lead Water Utility Pump Station Mechanic Probation Officer Recreation Program Coordinator a17 Custodial Services Supervisor 4,419 53,028 4,642 55,704 4,879 58,548 5,127 61,524 5,385 64,620 Fire Inspector I Fire Plan Reviewer/Inspector I Library Supervisor Maintenance Buyer Paralegal Service Desk Technician Signal/Electronic Systems Tech I Traffic Sign&Paint Supervisor Water Quality/Treatment Plant Operator a16 Assistant Planner 4,315 51,780 4,533 54,396 4,759 57,108 5,003 60,036 5,253 63,036 Lead Golf Course Maintenance Worker Lead Maintenance Services Worker Lead Park Maintenance Worker Neighborhood Program Assistant a15 Facilities Technician II 4,204 50,448 4,419 53,028 4,642 55,704 4,879 58,548 5,127 61,524 Grounds Equipment Mechanic Lead Judicial Specialist Lift Station Technician Planning Technician II Vehicle&Equipment Mechanic Water Utility Maintenance Technician a14 4,106 49,272 4,315 51,780 4,533 54,396 4,759 57,108 5,003 60,036 a13 Engineering Specialist 1 4,004 48,048 4,204 50,448 4,419 53,028 4,642 55,704 4,879 58,548 Facilities Technician I Print&Mail Supervisor Program Specialist Signal/Electronics System Assistant II alt Communication Specialist 1 3,909 46,908 4,106 49,272 4,315 51,780 4,533 54,396 4,759 57,108 Fire Code Inspector Trainee Golf Course Maintenance Worker III Maintenance Services Worker III Multimedia/Records Specialist Parks Maintenance Worker III Traffic Maintenance Worker II all Administrative Secretary II 3,812 45,744 4,004 48,048 4,204 50,448 4,419 53,028 4,642 55,704 Airport Maintenance Worker Fleet Management Technician Lead Maintenance Custodian Payroll Analyst Records Management Coordinator Recreation Specialist a10 Form/Graphic Technician 3,719 44,628 3,909 46,908 4,106 49,272 4,315 51,780 4,533 54,396 Judicial Specialist/Trainer Permit Technician Probation Clerk a09 Accounting Assistant IV 3,627 43,524 3,812 45,744 4,004 48,048 4,204 50,448 4,419 53,028 Administrative Secretary I UNION LOCAL 270::Cbnirrtid a09 Fire District Liaison 3,627 43,524 3,812 45,744 4,004 48,048 4,204 50,448 4,419 53,028 Library Assistant II Mechanic's Assistant Planning Technician I Records Management Specialist Recreation Systems Technician Signal/Electronics Systems Assistant I Appendix Page 526 of 548 r' 2009 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES 2010 Under Ne otiations 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual Grade tatu Position Tjile S#ep A Salary Step 6 Salary $fep C Salary Step D Salary Step E $a1e(ry a08 Golf Course Maintenance Worker II 3,540 42,480 3,719 44,628 3,909 46,908 4,106 49,272 4,315 51,780 Golf Course Operations Specialist Housing Repair Technician Judicial Specialist Lead Office Assistant Maintenance Services Worker II Parks Maintenance Worker II Purchasing Assistant Traffic Maintenance Worker I a07 Accounting Assistant III 3,455 41,460 3,627 43,524 3,812 45,744 4,004 48,048 4,204 50,448 Hearing Examiner's Secretary L Legal Assistant Library Technical Assistant Maintenance Custodian Print&Mail Operator Secretary 11 Water Meter Reader a06 3,374 40,488 3,540 42,480 3,719 44,628 3,909 46,908 4,106 49,272 a05 Accounting Assistant II 3,289 39,468 3,455 41,460 3,627 43,524 3,812 45,744 4,004 48,048 Office Assistant III Secretary I a04 Golf Course Maintenance Worker 1 3,211 38,532 3,374 40,488 3,540 42,480 3,719 44,628 3,909 46,908 Lead Custodian rr Maintenance Services Worker I Parks Maintenance Worker I Pro Shop Assistant Solid Waste Maintenance Worker a03 Accounting Assistant 1 3,132 37,584 3,289 39,468 3,455 41,460 3,627 43,524 3,812 45,744 Library Assistant I Office Assistant II a02 3,060 36,720 3,211 38,532 3,374 40,488 3,540 42,480 3,719 44,628 a01 Custodian 2,981 35,772 3,132 37,584 3,289 39,468 3,455 41,460 3,627 43,524 Office Assistant 1 150 to LONGEVITY SCHEDULE LOCAL 2170 Completion of 5 Yrs 2%Step a13 E $98 per month Completion of 10 Yrs 3%Step a13 E $146 per month Completion of 15 Yrs 4%Step a13 E $195 per month Completion of 20 Yrs 5%Step a13 E $244 per month Completion of 25 Yrs 6%Step a13 E $293 per month The City contributes 2%of employee's base wage per year to a deferred compensation account Appendix Page 527 of 548 2009 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES(2010 Under Negotiations) FIRE DEPARTMENT -COMMISSIONED OFFICERS 5.50% Increase for 2009 Entry Annual 12 Mos Annual 24 Mos Annual 36 Mos Annual i GrAdb Position Title: Step.A Salary. Step B Salary, 5fep C Salary Step D Salary:: f70 Fire Fighter 4,507 54,084 4,605 55,260 4,973 59,676 6,046 72,552 f71 Lieutenant (15%over D Step Fire Fighter) 6,953 83,436 f72 Captain (13%over Lieutenant) 7,857 94,284 f73 Battalion Chief (15%over Captain) 9,036 108,432 Deputy Fire Chief For salary information,see Management&Supervisory Matrix,Grade m45 Fire/Emergency Services Adm 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= $6,046 Monthly Percent Amount Completion of 5 years---- ----- 2% $121 Completion of 10 years---------------- 4% $242 Completion of 15 years------------- 6% $363 Completion of 20 years----------- 10% $605 Completion of 25 years---------------- 12% $726 FIRE DEPARTMENT DAY SHIFT DIFFERENTIAL Personnel assigned to day shift for 30 consecutive days or more(excluding light duty). Grades 70,71,72 and 73:5%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% 121 Fire Science Degree(Two Year) 4% 242 Four Year&Fire Science Degrees 6% 363 Above%for Grades 70,71 and 72 only;%Based on D Step Firefighter Base Pay. Four Year&Fire Science Degrees 2% 121 Above%for Grade 73 only,%Based on D step Firefighter Base Pay DEFERRED COMPENSATION/INCOME PROTECTION PLAN For Grades 70,71,72&73:The City contributes 3.5%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 1.25%of top step of firefighter annual base pay. HOURS OF WORK: 2,430 Hours/Year;46.6 Hours/Week. Note: Please refer to 2009 labor agreement for specific information. Appendix Page 528 of 548 2009 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES(2010 Under Negotiations) POLICE DEPARTMENT-COMMISSIONED OFFICERS 5.5% Increase for January 1,2009 ;; .. 12 Mos Salary 12 Mos Salary 12 Mos I' Salary 12 Mss Salary12M �a1.:. ...... D nie..: F�asifiort Title:<:............ D- ............. Ste E R:. pc60 Police Officer 4,518 54,216 4,900 58,800 5,286 63,432 5,664 67,968 6,046 72,552 Salary 24 Mas Salary 'Amy'. Gd Postica�tR13 Step A Step B; pc61 Sergeant 6,953 83,436 7,301 87,612 Police Commander See Management&Supervisory Matrix, Grade m37 Police Deputy Chief See Management&Supervisory Matrix, Grade m45 Police Chief See Management&Supervisory Matrix, Grade m49 Police Manager See Management&Supervisory Matrix, Grade m37(non-commissioned) COMMISSIONED POLICE OFFICER'S HAZARD DUTY AND PREMIUM PAY Percent Bicycle Officers------------------------ 3% Bi-lingual-------------------------------- 3% Detectives------------------------------- 3% Traffic Assignment--------------------- 3% Canine Officer------------------------- 3% Corporal Assignment----------------• 7.5% Field Training Officer----------------- 3% Training Officer------------------------- 3% REACT----------------------------------- 3% SRT Assignment--------------------- 4% SRO Assignment---------------------- 3% Patrol Officer- 12 Hr Differential--- 5.24% 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 1 15 20 25 LOrigevit 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. Effective January 1,2008,Sergeants assigned to Investigation and Traffic Unit will not receive the 3%premium if they have been in the position of Sergeant for 24 months. NOTE: Please refer to 2009 labor agreement for specific information Appendix Page 529 of 548 2009 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES(2010 Under Negotiations) POLICE NON-COMMISSIONED 5.5% Increase for 2009 +� 12 Mos Annuak 12'Mvs Annual:: 12 Mos Annual 12 Mas Annuat 12 Mas Annual Grade Positon Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Sala pn50 Parking Enforcement Officer 2,781 33,372 3,023 36,276 3,361 40,332 3,734 44,808 3,916 46,992 pn51 Police Secretary 3,089 37,068 3,336 40,032 3,671 44,052 4,040 48,480 4,239 50,868 pn52 Animal Control Officer 3,576 42,912 3,866 46,392 4,252 51,024 4,676 56,112 4,909 58,908 pn52 Jailer 3,576 42,912 3,866 46,392 4,252 51,024 4,676 56,112 4,909 58,908 pn53 Evidence Technician 3,791 45,492 4,092 49,104 4,504 54,048 4,955 59,460 5,209 62,508 Police Community Program pn54 Coordinator 4,028 48,336 4,352 52,224 4,781 57,372 5,155 61,860 5,414 64,968 pn54 Crime Analyst 4,028 48,336 4,352 52,224 4,781 57,372 5,155 61,860 5,414 64,968 Electronic Home pn56 Detention Jailer 3,974 47,688 4,290 51,480 4,723 56,676 5,192 62,304 5,450 65,400 Police Service Specialist Lead pn57 7.5%above Specialist step 1 4,867 58,404 AM Police Service Specialist Supervisor pn58 15%above Specialist step E 5,206 62,472 Jail Sergeant pn59 15%above Jailer step E 5,645 67,740 AN pn60 3,584 43,008 3,895 46,740 4,328 51,936 4,757 57,084 5,007 60,084 pn61 Domestic Violence Victim 3,760 45,120 4,084 49,008 4,540 54,480 4,989 59,868 5,253 63,036 Advocate pn62 Police Service Specialist 3,299 39,588 3,562 42,744 3,921 47,052 4,314 51,768 4,527 54,324 (Position is Non-Union/Salary Increases&Benefits Based on those Negotiated by Police Non-Commissioned) 12 Mos:::Annual, 12 Mos-11Annual: 12 Mas Annual 12iMos Annuaf 12 Mos Annual Pvskhon Title Step A Salar Step B Salary Step C Salary Step D Salary :Step E> Salary Police Administrative pn55 Assistant 3,866 46,392 4,063 48,756 4,266 51,192 4,483 53,796 4,711 56,532 POLICE NON-COMMISSIONED PREMIUM PAY Percent Grade 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 [Completed Yes of Service 5 10 15 20 1 25 Longevity 2% 4% 6% 10% 1 12% MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE i AA Degree/90 credits 4% BA Degree/Masters Degree 6% The City contributes 3.0%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 Page 530 of 548 Fee Schedule Last Fee Type Ordinance# Adjusted 2009 Current 2010 Adopted Airport Per Gallon 0.06 0.06 Cat Altered 4806 1999 4.50 15.00 Dog Altered 4806 1999 10.00 15.00 Cat Unaltered 4806 1999 8.00 25.00 Dog Unaltered 4806 1999 20.00 25.00 Cat Altered-senior-lifetime 4806 1999 4.50 15.00 Dog altered-senior-lifetime 4806 1999 10.00 15.00 Cat unaltered-senior-lifetime 4806 1999 8.00 25.00 Dog unaltered-senior-lifetime 4806 1999 20.00 25.00 Duplicate tag 4806 2000 5.00 5.00 Additional Animal Permit, New and Annual Renewal 5356 2008 50.00 50.00 Penalty for not licensing 4916 2001 250.00 250.00 Late renewal fee 4739 1 1998 10.00 15.00 Life of pet license 4806 2000 Bi-annual Annual Documents, Instruments, Reports, Codes&Services Zoning maps standard size 4789 1999 5.00 10.00 Precinct maps large size 4789 1999 2.50 5.00 Comprehensive plan map 4789 1999 2.00 4.00 Plat-first page 3774 1983 1.00 2.00 Plat-each additional page 3774 1983 0.50 1.00 Photo copies Each 8.5"x 11"or 8.5"x 14" 5113 2004 0.15 0.15 Each 11"x 17" 5113 2004 0.20 0.20 Each 8.5"x 11"or 8.5"x 14"color 5113 2004 0.25 0.25 City's budget 4953 2002 5.00 10.00 City's budget to other municipality's, nonprofit charitable 4953 2002 0.00 0.00 organizations or education organizations Audio or Video Recording copies Audio recording,each copy 5113 2004 10.00 10.00 Video recording,each copy 5113 2004 15.00 15.00 Regulations and Plans Comprehensive plan and map 4953 2002 15.00 30.00 Title 4,Development Regulations Text and zoning map 4953 2002 55.00 110.00 Text only 4953 2002 50.001 100.00 Appendix Page 531 of 548 Fee Schedule Last Fee Type Ordinance# Adjusted 2009 Current 2010 Adopted ar Individual Chapters of Development Regulations 4953 2002 various 10.00 Ghap+e.1nd....:e:..tratiee Q. rece.eemee+ 4994 2002 6-.99- i-hapte.2, 1-.Rd Use n:S+.:e++ latk) 4153 2002 W.09 20-99 � Gh + 3, r ,.e+el 0ule+:e dt.S ce el n:�+.:,.+.• 4933 2 409- r Sh9 el*Re M +e pFegFaFA el„ 4953 2992 4-.99- !-hapte.4, D. eky de ele Rt st.edaFd.• 49353 2992 WAG 44^.99- AnC, 2^^2 4953 =0;1 4-00 1 c:ee Bede eel„ 5 2 4-99 r-hapte.6,.•+. e+ ,r. utility sta 491-53 299 &.40- GhapteF , 415'54 s=02 490 rzhap+e.Q e FAits de ed � 49-&33 29022 g.Q9- Ghap+e.o, e edl 491-5.3 299 19.99- 1 Gha +e.10 ReReeRf9FFR4Rg uses,StF a ed 1..+.• 4453 ;13 24)G- Ghap+e.1 deF:e:+:eRr 4933 9799- Municipal Code Renton municipal code-2 volumes 4953 2002 200.00 400.00 Code Supplements,per year Titles 1-3 and 5-10 4953 2002 35.00 70.00 Title 4 4953 2002 35.00 70.00 Miscellaneous Services Certification and notary fees-Clerks certification 5145 2005 5.00 10.00 Notary public attestation or acknowledgement or as 5145 2005 3.00 6.00 otherwise provided for in RCW 42.28.090 Hold harmless agreements and other similar document not 5145 2005 10.00 20.00 otherwise provided for Lamination of licenses or pictures 5145 2005 3.00 6.00 Review of shopping cart containment&retrieval plans 1 5145 1 2005 100.001 150.00 Miscellaneous Charges for Police Services Police reports per page charge 4953 2002 5.00 0.15 Pei+ee-Fepeks11 '-=9-pages 4953 2002 is.99 20.00 Deliee F ks ee -.20 pages 4953 3 30.09 GeFtified __ e 4153 2902 i.99- Ale+•..:-,ed a of.eee.+ 49§3 2002 54)9- Records check-written response 4953 2002 5.00 5.00 e++e...es eleaFaRee 4933 2092 &AG 3:99- Photographs-digital on CD 12.00 Photographs-black&white or color 4953 2002 3.00 dev costs 5145 2993 '•^� 4-994et matteS Fingerprint cards-fle#flass+#� 4953 2002 5.00 5.00 Fingerprint cards each additional card 4953 2002 1.00 1.00 Miseeueeeews s iai..e e..+.. 4153 2002 5..99- Daily Charge for walk in commitment-ILA 70.00 Daily charge for walk-in commitment 4953 2002 35.00 35.00 Appendix Page 532 of 548 ' Fee Schedule Last +� Fee Type Ordinance# Adjusted 2009 Current 2010 Adopted Miscellaneous Charges for Fire Services Fire incident per page charge 4953 2002 1.00 0.15 Aid incident report per page charge 4953 2002 1.00 0.15 Fire inspection report per page charge 4953 2002 1.00 0.15 Fire investigative report per page charge 4953 2002 3.00 0.15 Fire investigative report on CD 12.00 First copy-black&white/color 4953 2002 6.00 dev costs Additional copy-black&white/color 4953 2002 1 2.501 dev costs Computer Listings City of Renton new business list 5113 2004 5.00 10.00 List of all business licenses 5113 2004 10.00 20.00 Copies requested by outside parties-local fax number 5113 2004 0.00 3.00 Copies requested by outside parties-long distance fax number: 1-5 pages 5113 2004 5.00 10.00 6 or more pages-10 page limit 5113 2004 add'I 1.00 20.00 Utility Fees Special request water meter reading 5276 2007 30.00 30.00 Utility new account setup 5276 2007 25.00 25.00 Utility account transfer,additional billing address 5276 2007 5.00 5.00 Utility balance search,via fax, messenger or letter 5276 2007 25.00 25.00 Alarm Registration and Fines for False Alarms Registration fee per owner-1 time only fee 4852 2000 0.00 0.00 ^ar Late registration penalty 4852 2000 50.00 50.00 Late false alarm payment penalty 4852 2000 25.00 25.00 Appeal hearing cancellation fee 4852 2000 10.00 10.00 1st,2nd and 3rd false alarms 4852 2000 0.00 0.00 4th&5th alarms in a registration year 4852 2000 Each 50.00 Each 50.00 6th and each successive in a registration year 1 4852 2000 Each 100.00 Each 100.00 1 A registration year is a calendar year from Januaryl through December 31. Appendix Page 533 of 548 Fee Schedule Last Fee Type Ordinance# Adjusted 2009 Current 2010 Adopted Golf Course Club rental 5426 2008 15.00 15.00 18 hole-weekday 5426 2008 29.00 31.00 18 hole-weekend 5426 2008 35.00 37.00 9 hole-weekday 5426 2008 20.00 22.00 9 hole-weekend 5426 2008 20.00 22.00 18 hole-senior-weekday 5426 2008 20.00 22.00 9 hole-senior-weekday 5426 2008 15.00 16.00 18 hole-junior-weekday 5426 2008 16.00 16.00 9 hole-junior-weekday 5426 2008 12.00 12.00 Golf cart- 18 hole 5426 2008 1 24.00 26.00 Golf cart-9 hole 5426 2008 14.00 16.00 Driving range-large bucket 5426 2008 7.00 7.00 Driving range-small bucket 5426 2008 4.00 4.00 Driving range-warm up bucket 5426 2008 2.00 2.00 1/2 hour private lesson 5426 2008 40.00 40.00 1 hour private lesson 5426 2008 60.00 60.00 1/2 hour series private lesson 5426 2008 140.00 140.00 1 hour series private lesson 5426 2008 220.00 220.00 Group series lesson 5426 2008 90.00 90.00 ParkingCity Center Garage 0-2 hours 5114 2004 0.00 0.00 2-4 hours 5114 2004 2.00 2.00 4-6 hours 5114 2004 4.00 4.00 More than 6 hours 5114 2004 6.00 6.00 Group Rates 3 to 50 stalls-monthly rate 5114 2004 30.00 negotiated 51 to 100 stalls-monthly rate 5114 2004 20.00 negotiated G8Fd FeplaeemeRt 114 M04 2000 N/A King County Contract Rates Monthly rate per stall for 100 stalls 5114 2004 10.00 negotiated Monthly rate for each stall 101st to 200th 5114 2004 15.00 negotiated Monthly rate for each stall 201st to 261st 5114 2004 20.00 negotiated Monthly rate for more than 261 stalls 1 5114 2004 20.00 negotiated i Appendix Page 534 of 548 Fee Schedule Last Fee Type Ordinance# Adjusted 2009 Current 2010 Adopted Aquatic Regular Session Resident infants-under 1 year 5258 2007 0.00 0.00 Non resident infants-under 1 year 5258 2007 0.00 0.00 Resident youth-1 to 4 years 5258 2007 2.00 2.00 Non resident youth-1 to 4 years 5258 2007 4.00 4.00 Resident youth-5 to 12 years 5258 2007 5.00 5.00 Non resident youth-5 to 12 years 5258 2007 8.00 8.00 Resident teen-13 to 17 years 5258 2007 6.00 6.00 Non resident teen-13 to 17 years 5258 2007 9.00 9.00 r Resident adult-18 to 49 years 5258 2007 7.00 7.00 Non resident adult-18 to 49 years 5258 2007 14.00 14.00 Resident senior-50 years and up 5258 2007 6.00 6.00 r Non resident senior-50 years and up 5258 2007 8.00 8.00 Resident lap swim-water walking only 5258 2007 3.00 3.00 Non resident lap swim-water walking only 5258 2007 4.40 4.50 Twilight Session Resident infants-under 1 year 5258 2007 0.00 0.00 Non resident infants-under 1 year 5258 2007 0.00 0.00 Resident youth-1 to 4 years 5258 2007 1.25 1.50 Non resident youth-1 to 4 years 5258 2007 2.50 2.50 Resident youth-5 to 12 years 5258 2007 3.50 3.50 Non resident youth-5 to 12 years 5258 2007 4.75 5.00 Resident teen-13 to 17 years 5258 2007 3.75 4.00 Non resident teen-13 to 17 years 5258 2007 6.00 6.00 Resident adult-18 to 49 years 5258 2007 4.75 5.00 Non resident adult-18 to 49 years 5258 2007 8.50 8.50 Resident senior-50 years and up 5258 2007 3.50 3.50 Non resident senior-50 years and up 5258 2007 4.75 5.00 Resident lap swim-water walking only 5258 2007 3.00 3.00 Non resident lap swim-water walking only 5258 2007 4.40 4.50 Season Pass Resident infants-under 1 year 5258 2007 0.00 0.00 Non resident infants-under 1 year 5258 2007 0.00 0.00 Resident youth-1 to 4 years 5258 2007 20.00 20.00 Non resident youth-1 to 4 years 5258 2007 33.00 33.00 Resident youth-5 to 12 years 5258 2007 50.00 50.00 Non resident youth-5 to 12 years 5258 2007 83.00 83.00 Resident teen-13 to 17 years 5258 2007 62.00 62.00 Non resident teen-13 to 17 years 5258 2007 110.00 110.00 Resident adult-18 to 49 years 5258 2007 75.00 75.00 Non resident adult-18 to 49 years 5258 2007 165.00 165.00 Resident senior-50 years and up 5258 2007 62.00 62.00 Non resident senior-50 years and up 5258 2007 83.00 83.00 Resident lap swim-water walking only 5258 2007 37.00 37.00 Non resident lap swim-water walking only 5258 1 2007 55.001 55.00 Appendix Page 535 of 548 Fee Schedule Last Fee Type Ordinance# Adjusted 2009 Current 2010 Adopted Resident family rate 5258 2007 175.00 175.00 Non resident family rate 5258 2007 330.00 330.00 Group Rates Resident regular session per person rate 5258 2007 6.00 8.00 Non resident regular session per person rate 5258 2007 10.00 13.00 Resident twilight session per person rate 5258 2007 3.50 3.50 Non resident twilight session per person rate 5258 2007 6.00 6.00 Locker rentals 5258 2007 0.25 0.25 Canopy Rental Henry Moses large tent-resident rate 2009 175.00 225.00 Henry Moses large tent-non resident rate 2009 275.00 350.00 Henry Moses small tent-resident rate 2009 115.00 145.00 Henry Moses small tent-non resident rate 2009 175.00 220.00 Private rentals-all inclusive 2009 1,200.00 1,200.00 Swim Lesson Program Resident swim session (eliminating sessions) 5258 2007 44.00 no charge Non resident swim session (eliminating sessions) 5258 2007 60.80 no charge Resident swim lesson per lesson 5258 2007 5.50 6.50 Non resident swim lesson per lesson 5258 2007 7.60 8.50 End of Year School Parry Rentals Renton School District 001-299 students 5258 2007 1,675.00 1,800.00 300-399 students 5258 2007 2,010.00 2,100.00 400-499 students 5258 2007 2,180.00 2,200.00 500-599 students 5258 2007 2,345.00 2,400.00 Other Schools and Districts 001-299 students 5258 2007 2,211.00 2,300.00 300-399 students 5258 2007 2,662.00 2,700.00 400-499 students 5258 2007 2,888.00 3,000.00 500-599 students 5258 2007 3,113.00 3,200.00 BoatLaunch Daily resident-7 days a week qAqp 2008 8.00 10.00 Daily non resident-7 days a week 5952 2008 16.00 20.00 Overnight resident-7 days a week 5052 2003 10.00 20.00 Overnight non resident-7 days a week 5052 2003 20.00 40.00 Annual parking permit-resident 5962 2008 35.00 50.00 Annual parking permit-non resident JVJL 2008 70.00 100.00 Daily Fesident a ff seaS9R r,.::«ffiAatiRg► 5954 2993 &AQ G.G9- Daiilly neR esideFl, 5052 :l()Q3 WAG G.99- Additional sticker(parking permit) 5052 2003 5.001 5.00 Carco Theater Appendix Page 536 of 548 Fee Schedule Last Fee Type Ordinance# Adjusted 2009 Current 2010 Adopted Non profit organizations- resident per hour 5247 2009 70.00 90.00 4 hour minimum NOR erganiZatie•ns resident 8 hears W47 32007 360.00 NA a7 i All other organizations-resident per hour 524:7 2009 90.00 110.00 4 hour minimum All cher erganii1atiens resident 8 hears 5247 ;low 5 is.00 NA Non profit organizations-non resident per hour 5p4;E 2009 80.00 100.00 4 hour minimum Nen ffofit Rrganii!a>:iens nen resident 8 hears 524:7 2QW 47q 00 ?J,4 *14..A ff ted All other organizations-non resident per hour 524;E 2009 100.00 120.00 4 hour minimum All ett n rcii vciier organiaatiens nen reside►t 8 hears 576320.00, NA Technician fees per hour 53 2008 25.00 25.00 House Manager fees per hour 53 2008 20.00 20.00 Lapel Mic 5247 2007 10.00 Included Wireless handheld mic 5247 2007 10.00 Included Picnic Shelters ap,;*d Rt half day c.,.,,, R R. Ip.,,, SpF ic..m suRset 5247 55.00, Eliminated ,�f a.., o,... .. . i,. .. �..,,ice..... 5#� � Eliminated 11 ...•.K� F„ii day. SideRt oaFA sunset eveF 200 p ple („iimiRated) 54PI 2995 290.00 Eliminated Full day. -side,.,♦ o-,m SSURset,)ver 200 , ple SIM 2096 390.99 Eliminated `fid•} Resident 8am-2pm/3pm-9pm 2009 80.00 80.00 Non resident 8am-2pm/3pm-9pm 2009 165.00 160.00 Full day resident 8am-sunset under 75 people 524 2009 120.00 120.00 Full day resident 8am-sunset under 76-100 r.,247 2009 150.00 150.00 Full day non resident 8am-sunset under 75 people 5 2009 160.00 240.00 Full day non resident 8am-sunset under 76 to 100 524-7 2009 210.001 300.00 Appendix Page 537 of 548 Fee Schedule Last Fee Type Ordinance# Adjusted 2009 Current 2010 Adopted Athletic Field Rental, Lights and Prep Fees Sports field rental per hour-resident 5247 2007 12.00 17.00 !;Rr-rPr- & Feethall re,;ffidPRt*ef4ff 5247 :2907 1:1 on, 17 00 Sports field rental per hour-non resident 5247 2007 15.00 20.00 8e- e.r o. .AAtba1.1 IRI,... .,,..;deRt p e F t ewe 5x47 =07 is.00 I an go Renton Area Youth Sports Agencies, per hour 2009 5.00 5.00 Field prep for softball/baseball-resident per occurrence 5247 2007 22.00 25.00 Field prep soccer-resident per occurrence 5247 2007 32.00 35.00 Field prep other-resident per occurrence 5247 2007 varies varies Field prep for softball/baseball- non resident per 5247 2007 25.00 30.00 occurrence Field prep soccer-non resident per occurrence 5247 2007 38.00 40.00 Field prep other-non resident per occurrence 5247 2007 varies varies Field lights all sports-resident per hour 5247 2007 15.00 20.00 Field lights all sports-non resident per hour 5247 2007 18.00 24.00 ClassroomBanquet& Friday 5 hour minimum -resident 2009 500.00 600.00 Weekend Rates 10 hour minimum-resident 2009 1,000.00 1,200.00 Extra hours-per hour-resident 2009 100.00 120.00 Friday 5 hour minimum-non resident 2009 600.00 700.00 Weekend Rates 10 hour minimum-non resident 2009 1,200.00 1,400.00 Extra hours-per hour-non resident 2009 120.00 140.00 Kitchen charge-per hour 5247 2007 80.00 80.00 Banquet Room-Mon-Thurs-resident/hr 3 hr minimum 5247 2007 65.00 75.00 Banquet Room-Mon-Thurs-non resident/hr 3 hr 5247 2007 80.00 90.00 minimum Sega-resideatFate FFida ,5 heWF FRiRiFRUM 2999 375.99 N/A SeA08F-R9R Fesid-eptFate- F-Fid,..& hG ,FFAiAiFRUFA2999 4rQ 00 N/A SeR;sr-residPntr_;te WeekPRd .Ght; ;IA99 N/A Seeior„o„-Fes+deatrate WeekeRd 5 hew w `9:147. 200:7 409.90 N/A See;t;r FesideRt R, PAR rP,;6dPR*rRte ^HtFa hews peF`IRI I. §is 2995 5Q QQ N/A Damage deposit-senior center/community center-resident 2009 500.00 500.00 and non resident Contract violation fee-per hour 5054 2004 150.00 150.00 r Appendix Page 538 of 548 Fee Schedule La st Fee Type Ordinance# Adjusted 2009 Current 2010 Adopted Classroom Resident half gym F heW f 5054 994 N/A "^"' 7074f s=84M.00. N/A Resident single gym athletic-per hour 5247 2007 35.00 40.00 Non resident single gym athletic-per hour 5247 2007 40.00 45.00 Resident double gym athletic-per hour 5247 2007 70.00 80.00 Non resident double gym athletic-per hour 5247 2007 80.00 90.00 Resident single gym non athletic-peF*Kmf 5247 2007 500.00 500.00 Non resident single gym non athletic 5247 2007 600.00 600.00 Resident double gym non athletic 5247 2007 1,000.00 1,000.00 Non resident double gym non athletic 5247 2007 1,200.00 1,200.00 Carpet fee single gym-resident&non resident 5247 2007 150.00 150.00 Carpet fee double gym-resident&non resident 5247 2007 300.00 300.00 Classroom resident anytime 5247 2007 20.00 30.00 Classroom non resident anytime 5247 2007 25.00 35.00 Birthday Party Packages Preschool package-resident 5247 2007 30.00 30.00 Bounce package-resident 5247 2007 55.00 55.00 Sports package-resident 5247 2007 40.00 40.00 Preschool package-non resident 5247 2007 35.00 35.00 Bounce package-non resident 5247 2007 65.00 65.00 Sports package-non resident 5247 2007 45.00 45.00 Outside Facility Rental Meeting room-operating hours-resident 5247 2007 20.00 30.00 Meeting room-non operating hours-resident 5247 2007 35.00 45.00 Gymnasium-operating hours-resident 5247 2007 20.00 30.00 Gymnasium-non operating hours-resident 5247 2007 35.00 45.00 Meeting room-operating hours-non resident 5247 2007 25.00 35.00 Meeting room-non operating hours-non resident 5247 2007 40.00 50.00 Gymnasium-operating hours-non resident 5247 2007 25.00 35.00 Gymnasium-non operating hours-non resident 5247 2007 40.00 50.00 Neighborhood park buildings-resident 5247 1 2007 1 20.00 30.00 Neighborhood park buildings-non resident 5247 1 2007 1 25.00 35.00 r �r Appendix Page 539 of 548 Fee Schedule Last Fee Type Ordinance# Adjusted 2009 Current 2010 Adopted Community Center Pass j One Month Pass card : Drop In Fees _ Resident adult 5954 2005 25.00 25.00 Non resident adult 5954 2005 30.00 30.00 Resident senior/student 5954 2005 20.00 20.00 Non resident senior/student 5954 2005 20.00 20.00 5954 2094 N1 A WA W idPR+ ..a ,.,..O., 5954 =94 �{+° Resident couples 5954 2005 40.00 40.00 Non resident couples 5954 2005 50.00 50.00 Resident family 5954 2005 60.00 60.00 Non resident family 5954 2005 80.00 80.00 Three Month Pass Resident adult 5954 2005 62.00 62.00 Non resident adult 5954 2005 75.00 75.00 Resident senior/student 59§4 2005 50.00 50.00 Non resident senior/student 5954 2005 50.00 50.00 Resident couples 5954 2005 100.00 100.00 Non resident couples 5954 2005 125.00 125.00 Six Month Pass Resident adult 5054 2005 112.00 112.00 Non resident adult 5954 2005 135.00 135.00 Resident senior/student 5954 2005 90.00 90.00 Non resident senior/student 5954 2005 90.00 90.00 Resident couples 5954 2005 180.00 180.00 Non resident couples 5954 2005 225.00 225.00 Racquetball Pass Resident adult 5854 2005 48.00 48.00 Non resident adult 5054 2005 48.00 48.00 n.,..caeRt s;Pni,../..+..a, 4 5854 2004 N�A e �,AA BR r ..o,pnt ./.-+... eRt 5854 2004 NA +'� A Community Center Drop In Fees Resident adult/senior/student aerobics 5054 2005 6.00 6.00 Non resident aerobics 5954 2005 6.00 6.00 Resident basketball 5954 2005 3.00 3.00 Non resident basketball 5954 2005 3.00 3.00 Senior/student basketball 5954 2005 2.00 2.00 Resident volleyball 5954 2005 3.00 3.00 Non resident volleyball 5954 2005 3.00 3.00 Senior/student volleyball 5954 2005 2.00 2.00 Resident fitness 5954 2005 3.00 3.00 Non resident fitness 5954 2005 3.00 3.00 Senior/student fitness 5954 2005 2.00 2.00 5954 X994 #/A Ni A 5954 X994 #/A #/A Resident/senior/student shower pass 5954 2009 20.00 20.00 Appendix Page 540 of 548 Fee Schedule Last +� Fee Type Ordinance# Adjusted 2009 Current 2010 Adopted Non resident shower pass 5854 2009 20.00 20.00 Resident racquetball per hour 5854 2005 7.00 7.00 Non resident racquetball per hour 5054 2005 7.00 7.00 Senior/student racquetball per hour 5954 2005 7.00 7.00 Resident wallyball per hour 5854 2005 10.85 10.85 Non resident wallyball per hour 5854 2005 13.00 13.00 Senior/student wallyball per hour 5854 2005 9.75 9.75 Veterans Park Tile Three lines 2003 50.00 75.00 Appendix Page 541 of 548 Budget Glossary Accounting System: The total set of records and procedures, which are used to record, classify, and report information on the financial status and operations of an entity. Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. Also, see Modified Accrual Basis of Accounting. Activity: A combination of people, technology, supplies, methods, and environment that produce a given product or service. Ad Val Orem Taxes:A tax levied on the assessed value of real property. Agency Fund: A fund used to account for assets held by a government as an agent for individuals, private organizations, other governments, and/or other 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. Balanced Budget: Funding recommendations for the operating and capital budgets do not exceed the estimated resources. BARS: The State of Washington prescribed Budgeting, Accounting, Reporting System Manual required for all governmental entities in the State of Washington. Base Budget: Ongoing expense for personnel, contractual services, and the replacement of supplies and equipment required to maintain service levels previously authorized by the City Council. 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 1st, including amendments through December 31st, of the current year. Appendix Page 542 of 548 t 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 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, 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. The City of Renton budgets on an accrual basis. Budget Calendar: The schedule of key dates or milestones that the City follows in the preparation and adoption of the budget. 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 Investment Program. Capital Assets:Assets of significant value, which have a useful life of several years. Capital Investment 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, capital 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. Committed Expenditures:Appropriated expenditures (see definition of appropriation.) Comprehensive Plan: A general Ian that outlines , y,r p g p growth and land use for residential commercial, industrial, and open space areas. Contingency:A budgetary reserve set-aside for emergencies or unforeseen expenditures. Councilmanic Bonds: Councilmanic bonds refer to bonds issued with the approval of the Council, as opposed to voted bonds, which must be approved by vote of the public. Councilmanic bonds must not exceed .75 percent of the assessed valuation and voted bonds 1.75 percent. Appendix Page 543 of 548 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, or 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. EOC: The Emergency Operations Center is located at Fire Station 12 and is used by the Emergency Management Team as the command center in the event of an emergency in the greater Renton area. 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. Expenditures: Where accounts are kept on the accrual or modified accrual basis of accounting, the cost of goods received or services rendered whether cash payments have been made or not. Where accounts are kept on a cash basis, expenditures are recognized only when the cash payments for the above purposes are made. FICA: Federal Insurance Contribution Act is an employment tax levied against both an employee and employer for Social Security and Medicare taxes. FEMA: The Federal Emergency Management Act is a Federal initiative designed to provide 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, designated, or undesignated. Appendix Page 544 of 548 Reserved funds: A portion of fund balance that is set aside for extra ordinary situations that cannot be planned during the budget preparation process. Use of reserved funds requires Council approval. Designated funds: Equity in special funds which are themselves restricted as to use, depending on the legal restrictions governing the levy of the funds they contain. Examples are the Debt Service Funds and Capital Investment Funds and Special Revenue Funds. Undesignated fund balance:The funds remaining after reduction for reserved balances. 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. 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. 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. IAFF (International Association of Firefighters Union #864): 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. 1 Appendix Page 545 of 548 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. 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. 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. Operating Transfer: Routine and/or recurring transfers of assets between funds. Other Services and Charges: A basic classification for services other than personnel services that are needed by the City. This item includes professional services, communication, travel, advertising, rentals and leases, insurance, public utility services, repairs and maintenance, and miscellaneous. PERS: Public Employees Retirement System provided for, other than Police and Fire, by the State of Washington. PWTF:See Public Works Trust Fund. Performance Measures: Indicators of program performance that are collected to show the impact of resources spent on city services directly tied to program results. Personnel Benefits: Those benefits paid by the City as part of the conditions of employment. Examples include insurance and retirement benefits. Appendix Page 546 of 548 Police Guild Union: Represents commissioned police officers and sergeants, and non- commissioned personnel. Preliminary Budget: The official written statement prepared by the budget office and supporting staff, which presents the proposed budget to the City Council. Program: A group of related services or activities that are provided or administered by a department or division and accounted for in its budget. Public Works Trust Fund Loans: A State revolving loan fund that provides low-interest loans to help local governments maintain or improve essential public works systems. Reserve:See fund balance. Resources: Total dollars available for appropriations including estimated revenue, fund transfers, and beginning fund balances. Retained Earnings:An equity account reflecting the accumulated earnings of the City. Revenue: Income received by the City in support of a program of services to the community. It includes such items as property taxes, fees, user charges, grants, fines and forfeits, interest income and miscellaneous revenue. Revenue Bonds: Bond issued pledging future revenue (usually water, sewer, or drainage charges) to cover debt payments in addition to operating costs. Revenue Estimate: A formal estimate of how much revenue will be earned from a specific revenue source for some future period, typically, a future fiscal year. Revenue forReserve: Revenue placed in a fund balance reserve account. Salaries and Wages: Amounts paid for personal services rendered by employees in accordance with rates, hours, terms and conditions authorized by law or stated in employment contracts. This category also includes overtime and temporary help. 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 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. Appendix Page 547 of 548 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. AFSCME(American Federation of State, County and Municipal Employees Union #2170): Labor union representing all regular non-exempt personnel, grades 1 through 29. Appendix Page 548 of 548