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Home My WebLink About2013-2014 Adopted Budget.pdfRenton City Hall • 1055 South Grady Way • Renton, Washington 98057 • rentonwa.gov City of Renton 2013-2014 Adopted Budget 2013-2018 Goals2013-2018 Goals Meet service demands and provide high quality customer service Plan, develop, and maintain quality services, infrastructure, and amenities Prioritize services at levels that can be sustained by revenue Retain a skilled workforce by making Renton the municipal employer of choice Develop and maintain collaborative partnerships and investment strategies that improve services Respond to growing service demands through partnerships, innovation, and outcome management Building an inclusive city with opportunities for all Improve access to city services and programs and make residents and businesses aware of opportunities to be involved with their community Build connections with ALL communities that reflect the breadth and richness of the diversity in our city Promote understanding and appreciation of our diversity through celebrations and festivals Provide critical and relevant information on a timely basis and facilitate two-way dialogue between city government and the community Encourage volunteerism, participation and civic engagement Promote economic vitality and strategically position Renton for the future Promote Renton as the progressive, opportunity- rich city in the Puget Sound region Capitalize on opportunities through bold and creative economic development strategies Recruit and retain businesses to ensure a dynamic, diversified employment base Nurture entrepreneurship and foster successful partnerships with businesses and community leaders Leverage public/private resources to focus development on economic centers Provide a safe, healthy, vibrant community Promote safety, health, and security through effective communication and service delivery Facilitate successful neighborhoods through community involvement Encourage and partner in the development of quality housing choices for people of all ages and income levels Promote a walkable, pedestrian and bicycle-friendly city with complete streets, trails, and connections between neighborhoods and community focal points Provide opportunities for communities to be better prepared for emergencies Support planned growth and influence decisions that impact the city Foster development of vibrant, sustainable, attractive, mixed-use neighborhoods in urban centers Uphold a high standard of design and property maintenance Advocate Renton’s interests through state and federal lobbying efforts, regional partnerships and other organizations Pursue transportation and other regional improvements and services that improve quality of life Balance development with environmental protection Renton Business PlanRenton Business Plan VisionVision Renton: The center of opportunity in the Puget Sound Region where families and businesses thrive Providing a safe, healthy, welcoming atmosphere where people choose to live Promoting economic vitality and strategically positioning Renton for the future Supporting planned growth and influencing decisions that impact the city Building an inclusive city with opportunities for all Meeting service demands through high quality customer service, innovation, a positive work environment, and a commitment to excellence MissionMission The City of Renton, in partnership and communication with residents, businesses, and schools, is dedicated to: i This page is intentionally left blank ii Mayor Denis Law Renton City Council From left to right: Randy Corman, Terri Briere, Rich Zwicker, Ed Prince, Don Persson, Marcie Palmer, Greg Taylor iii *Chair/contact Vacancies and expired appointments are shown in italics Updated 02/13/2013 Boards, Commissions, and Committees Location Day Time AIRPORT ADVISORY COMMITTEE Meetings scheduled as needed Airport at Large: Vacant (Robert Brahm), Diane Paholke, Ulf Goranson, Todd Banks Kennydale Neighborhood: Marleen Mandt, Mark Hancock Airport Leaseholders: Michael O'Leary, Robert Ingersoll, North Renton Neighborhood: Lee Chicoine, Ben Johnson Vacant (Kurt Boswell), Chuck Kegley Renton Hill/Monterey Terrace: David Basco, Vacant (Dina Aircraft Owner’s & Pilot’s Associations: Robert Dempster, Karen Stemwell Davis) The Boeing Company: Scott Pelletier South Renton Neighborhood: Robert Moran, Vacant (Robert Bonner) WA Pilot’s Association: Alfred Banholzer Talbot Hill Neighborhood:Jennifer Ann Rutkowski, Matthew Devine Mercer Island: Vacant (Elliott Newman) West Hill Neighborhood:Kenneth Williams, Vacant (John Highlands Neighborhood: Richard Siers, Vacant (Michael Krohn)Middlebrooks) CIVIL SERVICE COMMISSION 1st Flr. HR Training. 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, Jonna Lee Hough, Andee Jorgensen*, Doug Kyes, Sonja Kyes, Sonja Mejlaender (City staff), Ted Rodriguez, Salvador Sahagun FIREMEN’S PENSION BOARD 7th Flr. Mayor’s Conf. Rm. 3rd Thursday 2:00 p.m. Ray Barilleaux (Retired Firefighter), Denis Law (Mayor), Don Persson (City Council), Bonnie Walton (City Clerk), Jill Masunaga (Adm Svcs Department Rep.), Bruce Phillips (Retired Firefighter), Chuck Christensen (Retired Firefighter [Alternate]) HUMAN SERVICES ADVISORY COMMITTEE 7th Flr. Council Conf.Rm. 3rd Tuesday 3 p.m. Brook Lindquist, Leslie Anderson, Linda Mae Smith, Shannon Matson, Elyn Blandon, Dorothy Capers, Len Aron,Ryan McIrvin, Amy Bresslour, Zenovia Radcliff, Monica Mendoza Catrejon (youth) LEOFF BOARD 1st Flr. HR Conf. Rm. 4th Tuesday 8 a.m. Robert Leyerle (Police), James Matthew (Fire), Greg Taylor (City Council), Ed Prince (City Council), Jim Phelan (At‐Large) LIBRARY ADVISORY BOARD 7th Flr. Council Conf.Rm. 3rd Wednesday 5:30 p.m. Laurie Beden*, Lynne King, Catherine Ploue‐Smith, Erica Richey, Suze Uri MUNICIPAL ARTS COMMISSION 7th Flr. Conf. Center. 1st Tuesday 4:30 p.m. Paul Hebron, Jerri Everett, Evelyn Reingold, Bill Huls, Vacant (Denise Zullig), Peter Hartley, Ben Andrews, Vacant (Doug Kyes), Vacant (Jon Schindehette), Jaris English, Britt McKenzie, Natalie Gress (youth) NISHIWAKI SISTER CITY ADVISORY COMMITTEE Meetings scheduled as needed Pat Auten, Wyman Dobson, Becky Gibbs, Sonja Mejlaender (City staff), Richard Morris, Nancy Osborn, Roger Richert*, Betty Vaughn NON‐MOTORIZED TRANSPORTATION ADVISORY COMMITTEE 6th Flr. Conf. Rm. 621 1st Thursday Semi‐ Annually June & Dec. 4:30 p.m. Bob Elliot, Margaret Feaster, Dorothy Flower, Pete Maas*, Craig Paynter, Robert Peterson, Frances Pieper, Janene Sestak PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m. Cynthia Burns, Al Dieckman, Michael O’Donin, Marlene Winter, Larry Reymann*, Timothy Searing, Troy Wigestrand, Vacant (youth) PLANNING COMMISSION Council Chambers 2nd and 4th Wednesdays 6 p.m. Kevin Poole, David Fleetwood, Ray Giometti*, Michael Chen, Gwendolyn High, Nancy Osborn, Martin Regge, Michael Drollinger, Michael O'Halloran RENTON HOUSING AUTHORITY 2900 NE 10th St. 2nd Monday 9 a.m. Merna Wheeler, Salley Eastey, Tom Tasa, Gerald Marsh, Maxine Anderson SENIOR CITIZENS ADVISORY COMMITTEE Senior Activity Center 1st and 3rd Mondays 10 a.m. Dorothy Cook, Mary Lou Gilbert, Mary Brown, Ben Cheney, Ruby Griffin, Eric Eastberg, Marge Cochran‐Reep, Emilie McCue, Elaine Koehler, William Clapp, Beatrice Budziu, Sandra Polley, Rose Warren, Milt Tiede, Pat Baylor iv 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, 2011. 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 two years. We believe this budget continues to conform to program requirements and we will submit the final 2013/2014 Budget to GFOA to determine its eligibility for another award. v City of Renton, Washington 2013/2014 ADOPTED BUDGET Acknowledgments Iwen Wang Administrative Services Administrator Jamie Thomas Fiscal Services Director Tina Hemphill Senior Finance Analyst Jill Masunaga Senior Finance Analyst Hai Nguyen Senior Finance Analyst Kristi Rowland Senior Finance Analyst Tracy Schuld Senior Finance Analyst Kari Roller Financial Services Manager Chris Call Accounting Assistant III Karl Hurst Print and Mail Coordinator Beth Haglund Web Specialist Contact Renton City Hall 1055 South Grady Way Renton, Washington 98057 Phone: 425‐430‐6868 Fax: 425‐430‐6855 Website: rentonwa.gov vi Readers Guide to the Budget The following Reader's Guide lists each major section of this document in the order that it appears and provides a brief description of what you will find in that section. Please refer to the Table of Contents for specific section locations and content details. Section 1: Executive Summary The Introduction presents the Mayor’s budget message. His letter articulates City initiatives and issues for the 2013/2014 Biennial Budget. Following this are the 2013/2014 Budget Highlights, Budget at a Glance, Long Range Plan, and Financial Management Policies. Included in the Budget at a Glance section is a condensed view of the budget, covering everything from a summary of the budget process to summaries for fund types, department expenditures and employment history, and revenue sources and levels. Section 2: Renton Results In this section we present 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. Section 3: Budget by Department In this section we present budget information organized by department and division. Each department, and each division within that department, presents its mission statement, expenditure budget, staffing levels, and funding decisions. Section 4: Debt Management An extensive overview of Renton’s debt program is presented here. This includes financial data on debt limitations, property tax rates and revenues, long‐term debt service requirements, and a schedule of the City’s overall outstanding debt. Section 5: Capital Investment Program (CIP) This project listing provides a summary of the six‐year CIP plan. We list projects by activity and by managing department. Section 6: Budget by Fund This section gives a display for each fund’s revenue, expenditures, and fund balance that compares current program levels with those of past years. Section 7: Appendix In this appendix, we provide selected demographics, economic statistics, an index of salaries and pay ranges, and some general information about the City of Renton. We have also included here a glossary of commonly used budget terms. vii Table of Contents Page EXECUTIVE SUMMARY Budget Message from the Mayor 1‐1 2013/2014 Budget Highlights 1‐13 Budget at a Glance 1‐27 Long Range Plan 1‐57 Financial Management Policies 1‐73 RENTON RESULTS Budget Framework 2‐1 Renton Results Overview 2‐6 City Service Area: Safety and Health, Program Budgets and Performance Measures 2‐9 City Service Area: Livable Community, Program Budgets and Performance Measures 2‐12 City Service Area: Representative Government, Program Budgets and Performance Measures 2‐16 City Service Area: Mobility, Program Budgets and Performance Measures 2‐18 City Service Area: Utilities and Environment, Program Budgets and Performance Measures 2‐21 City Service Area: Internal Services, Program Budgets and Performance Measures 2‐25 Other Programs: Transfers, Revenue, etc. 2‐28 Reconciliation to Total Budget 2‐29 BUDGET BY DEPARTMENT Legislative 3‐1 Executive 3‐7 City Attorney 3‐17 Court Services 3‐21 Administrative Services (AS) 3‐25 Community and Economic Development (CED) 3‐35 Community Services 3‐51 Fire and Emergency Services 3‐75 Human Resources and Risk Management (HR&RM) 3‐85 Other City Services 3‐93 Police 3‐95 Public Works (PW) 3‐107 DEBT MANAGEMENT Overview 4‐1 Outstanding Debt 4‐2 General Obligation Debt Computation of Limitation of Indebtness 4‐3 Debt Service to Maturity by Funding Sources 4‐4 General Obligation Debt 4‐5 Waterworks Debt Summary 4‐7 Revenue Bonds 4‐7 Public Works Trust Fund Loans 4‐10 CAPITAL INVESTMENT PROGRAM City Wide Narrative 5‐1 viii Table of Contents Page CAPITAL INVESTMENT PROGRAM (continued) City Wide Summary 5‐5 General Government 5‐7 Internal Service Funds 5‐39 Transportation 5‐43 Airport 5‐89 Golf Course 5‐105 Water 5‐113 Wastewater 5‐137 Surface Water 5‐163 BUDGET BY FUND General Governmental 6‐1 Special Revenue 6‐15 Debt Service 6‐23 Capital Investment Program 6‐25 Enterprise 6‐33 Internal Service 6‐49 Investment Trust 6‐59 APPENDIX General Information 7‐1 Largest Taxpayers/Principal Employers 7‐2 Full‐Time Employee Staffing 7‐3 Comparison of Taxes and Rates 7‐4 Index of Positions and Pay Ranges (2013/2014 not settled) 7‐5 Rates and Fees Schedule 7‐17 Budget Glossary 7‐39 ix This page is intentionally left blank x 1 EXECUTIVE SUMMARY Budget Message from the Mayor 1‐1 2013/2014 Budget Highlights 1‐13 Budget at a Glance 1‐27 Long Range Plan 1‐57 Financial Management Policies 1‐73 RENTON CITIZENS MAYOR Denis Law 425‐430‐6500 MUNICIPAL COURT JUDGE Terry Jurado 425‐430‐6550 CITY COUNCIL Randy Corman, President Rich Zwicker, Marcie Palmer, Ed Prince, Don Persson, Greg Taylor, Terri Briere 425‐430‐6500 CHIEF ADMINISTRATIVEOFFICER Jay Covington 425‐430‐6500 COMMUNITY SERVICES Terry Higashiyama, Administrator 425‐430‐6600 PUBLICWORKS Gregg Zimmerman, Administrator 425‐430‐7394 EXECUTIVE COMMUNITY AND ECONOMIC DEVELOPMENT Chip Vincent, Administrator 425‐430‐6580 Facilities Peter Renner, Director Renton History Museum Elizabeth Stewart, Manager Neighborhoods, Resources, Maintenance Services Michael Stenhouse, Director Utility Systems Lys Hornsby, Director Transportation Systems Doug Jacobson, Deputy PW Administrator Economic Development Vacant Development Services Neil Watts, Director Planning Mayor's Office Communications Preeti Shridhar, Deputy Public Affairs Administrator CITYATTORNEY Larry Warren, Administrator 425‐255‐8678 Human Services Karen Bergsvik, Manager Parks Planning & Natural Resources Leslie Betlach, Director Recreation Tim Williams, Director ADMINISTRATIVE SERVICES Iwen Wang, Administrator 425‐430‐6858 POLICE Kevin Milosevich, Chief 425‐430‐7503 FIRE AND EMERGENCY SERVICES Mark Peterson, Chief/Administrator 425‐430‐7051 HUMAN RESOURCES & RISK MANAGEMENT NancyCarlson, Administrator 425‐430‐7650 and Events Bonnie Rerecich, Manager City Clerk / Cable Manager Bonnie Walton, City Clerk Support Operations Bureau Field Operations Bureau Response Operations Bill Flora, Deputy Fire Chief Safety and Support Services Erik Wallgren, Deputy Fire Community Risk Reduction David Pargas, Asst. Fire Emergency Management Deborah Needham, Director Human Resources Cathryn Laird, Manager Risk Management Gary Lamb, Manager Benefits Maria Boggs, Manager Finance Jamie Thomas, Director Information Technology Mehdi Sadri, Director Staff Services Special Operations Investigations Administrative Services Patrol Services Patrol Operations Parks & Golf Course Kelly Beymer, Director BUDGET MESSAGE TO COUNCIL October 15, 2012 (Final) I appreciate this opportunity to present to you our biennial budget proposal for 2013‐2014. I’ll start with some good news. The nation’s economy is showing signs of improvement. More good news is that our city, unlike many other jurisdictions, remains healthy and we continue to take necessary steps to protect the interests of our residents. Thanks to your support and leadership over the past several years, we have made difficult decisions to address the challenges of providing city services with reduced revenues and personnel. Our challenges are not over. As you know, government revenues lag behind the regular marketplace. This budget proposal reflects a continued erosion of operating revenues over the next two years, much of this due to property values that have declined, which represent nearly one third of our general fund dollars. Over the next two years, our preliminary estimates project a $5 million dollar per year shortfall of revenues against rising costs of doing business. With the help of our employees and unions, I’m presenting you with a balanced budget proposal that meets these revenue shortfalls, with minimal employee layoffs. It does require additional staff reductions, but we’re able to manage this almost entirely by not filling open positions. We are also proposing some increased fees. Executive Summary - Budget Message from the Mayor 1 - 1 The total proposed two‐year budget for 2013 and 2014 is $457 million, of which $202 million is the General Government fund that is used for police, fire and emergency services, parks, street repair, and other city services. The last few times that I have presented the city’s budget to you, we were in the midst of one of the gravest economic recessions in history that created a fiscal crisis for the entire nation. We have addressed the economic challenges to our city and I believe we’re on a course to recovery. Because of our strategic investments in economic development, our commitment to reforms and the fiscal disciplines we have put into place, the city’s financial situation is stable. We’re beginning to see improvement. Businesses in Renton are beginning to recover and grow. And we continue to provide an environment that attracts new businesses to our city. We have worked to recruit new employers and support existing ones. We have had 200 new firms locate in Renton this past year and 6,000 new jobs have been added in our community over the past two years. King County Elections returned to Renton and the Washington State Auto Dealers Association will be constructing a new building for their offices on SW Grady Way. Commercial vacancy rates have remained significantly low, compared with other cities in the Puget Sound region. And The Landing continues to add new businesses every month. In addition to Cost Plus and several new restaurants and other firms, some existing businesses are expanding into additional space. Sales for The Landing businesses are up nearly 15% over last year, and 92% of the Fairfield Apartments at The Landing have now been leased. Executive Summary - Budget Message from the Mayor 1 - 2 Housing sales are improving, including new construction. Permit revenues are 9% higher than this time last year. There has been a significant increase in housing starts and since January of this year we have received permit requests for 380 new single family homes. As you know, one of our biggest news items this year was The Boeing Company’s announcement to build the 737 MAX in Renton. With a goal to increase production of the 737 Next Generation plane to 42 airplanes per month by 2014, we have already seen nearly 1,500 new jobs added to the Renton Plant and it’s predicted that Boeing will add hundreds of additional jobs over the next couple years. Despite some of this positive news, we continue to face budget challenges. What hit local government hard at the beginning of the recession was the plunge in sales tax revenues. Our other primary source of funding is from property tax, which constitutes nearly 30% of our General Fund. Property tax assessments lag behind the market by two years and have dropped significantly. Therefore the 2013 assessed value, based on 2011 market value of homes, is projected to decline by 4 1/2%. This will reduce the city’s property tax revenue by $1.9 million annually. We will also no longer have the use of federal public safety grants that were available during the recession. We were able to use these grants to save 15 positions in the police and fire departments. These grants have now expired, which negatively impacts our 2013 – 2014 budget by $1.5 million. At the same time our revenues continue to fall, we face increased costs for the state retirement system and other overhead expenses. With these reduced revenues and increased costs, our preliminary projections indicated that maintaining current levels of services in General Government Operations would result in a deficit of $5 million per year in this budget period. Executive Summary - Budget Message from the Mayor 1 - 3 Once again this year we recruited a group of citizens and business owners to review our budget process and provide us with input, making sure that our values and priorities align with those of our community. The Community Budget Advisory Group, comprised of local residents, business owners, and community leaders, met over a period of several weeks with city department heads and our finance department. In addition to examining our preliminary budget projections, this group had an opportunity to review several of the policies and programs that we instituted during the last budget process, based on recommendations from the previous advisory group. In addition, they provided invaluable input that has helped guide us through the current budget. This budget reflects several key priorities and suggestions for cost savings recommended by the advisory group this year. I want to thank each one of the advisors for all the effort they put into assisting us during this budget process. In order to balance our budget, we’re proposing a three‐pronged approach to bring our expenditures in line with our revenue projections through the next biennium.  First, we are once again reducing our operating costs through additional reductions in staffing.  Second, we have negotiated cost‐saving reforms to reduce medical premium costs in partnership with our employees and unions.  And third, we have identified a couple of revenue options that will help us close the gap for this two‐year period while maintaining quality levels of service to our citizens. As you know, the city has already made significant cuts during the past few years to balance our budgets, including the reduction of staffing levels, while our population has grown by 56% percent – from 60,000 in 2007 to nearly 94,000 Executive Summary - Budget Message from the Mayor 1 - 4 this year. Today’s proposed budget reduces our workforce by an additional 25 positions, bringing an overall reduction in our workforce to nearly 15% of what we had in 2008. We are achieving most of the staff reductions through attrition to avoid layoffs. In order to minimize the impacts these cuts will have on service levels to our citizens, we have made organizational changes, reorganized job responsibilities, focused on efficiency, and embraced technology. Unfortunately, in addition to the attrition, we are forced to lay off a couple positions. We’ve made reductions in areas where the workload has dropped to minimize the impact to the public. Eliminating some of these positions also reflects a reduction in our administrative and overhead costs, which was one of the recommendations from our citizen budget advisory board. Another significant cost savings we have for this budget period is a reduction of our medical costs. By increasing employees’ contributions, and reducing the amount the city is required to contribute to the medical premium, we are saving nearly $3 million in costs during this biennium. These significant savings would not have come without the help of our employee unions. They worked hard and collaborated with us to find a way to reduce costs and save jobs. It’s important to note that there have been impacts from the cuts that we have made these past few years. We’ve worked hard to set our priorities and cut our costs while focusing on efficiency. But some areas that have been cut, including required capital and maintenance, are not sustainable indefinitely. And we’re at a point where we need additional resources in order to preserve our assets. Watching our spending and improving efficiency has been essential. But we have also had to explore some revenue options, especially in areas that have not been Executive Summary - Budget Message from the Mayor 1 - 5 adjusted for many years. Our proposal to you will help us generate about $1.3 million per year. Renton prides itself in having among the lowest fees in the county for most of the services we offer. We’ve kept these fees unchanged for many years despite the steep increase in the cost of doing business. This was possible due to the significant building boom the nation and our region was experiencing that helped to fund ongoing services. This budget proposes some fee adjustments that will have minimum impact on our customers and at the same time allow us to continue to provide quality services. Our fees will remain lower than most comparable cities in the region. One adjustment proposal is for our business license fee. This will be the first increase to this fee since 1988. The city will dedicate 80% of the revenue generated from this fee to transportation improvement investments and major maintenance including the preservation and enhancement of parks and facilities that are in need of repair. New growth and development in our city creates additional demand and need for public facilities. We have established an impact fee where a proportionate share of the cost of transportation, parks, and fire protection needed for these new developments is paid for by the developers. We plan to phase in these impact fees over a five‐year period, and not until 2014 when the economy will be stronger. This budget also includes a medical transport fee to transport patients to a medical facility by the Renton Fire Department. Currently, private ambulance companies provide most of these transports and charge the patient’s insurance firms. We would also charge insurance companies directly. However, having insurance coverage will not play a role in determining when a patient is to be transported by a fire aid unit or private ambulance. Executive Summary - Budget Message from the Mayor 1 - 6 This budget reflects a lot of collaboration and partnership with our community, allowing us to enhance public amenities despite budget constraints. A great example of a recent partnership is the joint development project to build an inclusive children's playground to serve the entire community, including children with special needs. This unique playground is made possible thanks to a public/private collaboration between the city, Renton School District, Renton Housing Authority, Renton Rotary, Renton Lions Club and other service organizations. Thanks to the funds raised by our partners, this much needed public amenity will soon be a reality. Another example of a unique partnership that greatly enhances our service delivery while saving costs and generating revenue is an innovative project between the city’s Carco Theatre and Puget Sound Access, operators of the city’s Channel 21. Puget Sound Access is a local non‐profit organization specializing in cable, communications and media technology. Besides Renton, they provide multi‐media services for organizations such as the ShoWare Center and various government agencies. Beginning next year, they will lease space at Carco Theater and assume the marketing and management functions. Under this arrangement, Carco Theatre will increase the number of customer rentals and will expand its multi‐media offerings to its customers. The city will save on the costs related to theater operations, and at the same time receive additional revenue from the lease and enhance its cable operations. The public will enjoy a more modern theater with several multi‐media options. In addition to managing within our financial means and working to improve productivity and efficiency, it’s imperative that we maintain our parks and facilities, roads and utility infrastructure for our children and our grandchildren. Executive Summary - Budget Message from the Mayor 1 - 7 We have started a $42 million dollar redevelopment project on Rainier Avenue South, funded largely by state and federal grants. Rainier Avenue South serves as the major north‐south thoroughfare through Renton. When completed, the Rainier Avenue Improvement Project will result in a safer and more attractive gateway to our city and business community. The project will improve transit mobility, upgrade traffic safety, and enhance pedestrian safety with new 8‐foot wide sidewalks, attractive landscaping, and improved street lighting. We also broke ground on phase 1 of the SW 27th Street/Strander Boulevard Connection. This project includes a new railway bridge and a two‐lane roadway that will provide access for Renton residents to the future Sound Transit Commuter Rail Station in Tukwila. No update on our investments would be complete without mentioning our Sunset Area Community Investment. The public and private capital investments in that area have totaled over $41 million to date. Recently we celebrated the opening of the Glenwood Townhomes, a new eight‐ unit housing development, which is the beginning of creating a more attractive and vibrant community for local residents and businesses. We believe this project will provide a stimulus for other public and private development in the Sunset Area. We continue to invest in our streets and infrastructure. But investing in the safety of our city has continued to be my priority. Crime rate as measured by crimes per thousand has decreased by double digits over the last three years. Currently our crime rate is one of the lowest in South King County. But crime rates alone don’t measure things that are under our control. As a city, we are committed to finding creative ways to reduce criminal activity and to make people feel safe throughout our community. Executive Summary - Budget Message from the Mayor 1 - 8 Our efforts have been effective at reducing negative impacts in several areas of the city. Despite reductions in staffing, our police officers have successfully targeted repeat offenders and focused resources on neighborhoods experiencing high levels of criminal and dangerous activity. We were successful at helping to close down a local restaurant and bar that was the site of many serious offenses that created fear for families living nearby. And the council provided new tools through ordinances, giving the city and our police a means to target property owners who continually allow criminal activity to take place, impacting the neighborhoods. Our fire department has made sure that our response time to residents needing help has not been impacted, despite reduced resources, and we continue to help our citizens to be prepared in the event of a major disaster. I’d like to turn your attention now to West Hill. As you know, on November 6, residents in West Hill will be able to vote and choose whether they would like to annex to the City of Renton or remain part of unincorporated King County. This annexation poses a challenge and an opportunity. The challenge is to provide the services needed with the resources available; the opportunity is to transform West Hill into a safe urban center where residents and businesses thrive. If the residents vote to annex, we will work closely with King County and our state representatives to find solutions to the current financial gap. This budget does not include revenues and expenditure projections for West Hill. Renton is defined by the excellent quality of life that we enjoy in our city. We proudly state in our business plan that we are the center of opportunity in the Puget Sound area where families and businesses thrive. A huge part of this success is due to the great programs and services that we continue to provide despite significant personnel and budget cuts, which is a Executive Summary - Budget Message from the Mayor 1 - 9 testament to the committed efforts by our dedicated employees. These programs and services contribute to a safe, healthy, and vibrant community for our citizens. Providing recreational opportunities is important for a healthy community. Our parks, facilities, trails and golf course continue to receive praise from the public. Our world class recreational programs still offer something for everyone, regardless of age or ability. Serving unique populations in our city is important. Our summer lunch program serves hundreds of children in need, and our Housing Repair Assistance Program has helped elderly and low‐income residents stay in their homes and retain their independence. This budget maintains these vital programs. Community‐building programs strengthen our neighborhoods and promote awareness. Our award‐winning Neighborhood Program now has 72 recognized neighborhoods representing thousands of Renton residents. Over 5,300 people attended neighborhood events and picnics this summer. This budget includes $73,000 in grant funds that give neighborhoods the opportunity to invest in their communities. Events that promote our city help our local economy. Our Farmers Market enjoyed a record attendance this past summer with over 4,000 people a week. The Seahawks Training Camp brought over 21,000 people to Renton during the summer. And festivals and events, from the Seattle International Film Festival to the Fourth of July celebration, IKEA Renton River Days, Return‐to‐Renton Car Show and Clam Lights at Gene Coulon Memorial Beach Park, all experienced record crowds. These programs and events bring tremendous value to our citizens. They also bring tourists and visitors to our restaurants and stores. They fill hotel rooms and provide entertainment for our families, while boosting the local economy. Executive Summary - Budget Message from the Mayor 1 - 10 We have been through some stressful times during the last several years, and I want to thank each of our administrators and all the employees for their hard work and efforts to find solutions to these budget challenges. I especially want to thank our finance director, Iwen Wang, and her staff for the quality work they have done throughout the budget process. I also want to thank the Council for your guidance and input as we have worked on this budget together with a goal to maintain a quality city for our residents and businesses. 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 Mayor Executive Summary - Budget Message from the Mayor 1 - 11 This page is intentionally left blank Executive Summary - Budget Message from the Mayor 1 - 12 City of Renton 2013‐2014 Budget Highlights Budget Overview Projected Budget Gap A Balanced Approach in Balancing the Budget The total adopted 2013‐14 budget has revenue of $462.6 million and a total expenditure of $457.3 million. The revenue is an approximate 3.0% increase over the 2011‐12 estimated actual, or 5% over the 2011‐12 adopted budget. The expenditure is 5.2% below the estimated total for 2011‐12 and 2.8% above the adopted 2011‐12 budget. We started the budget with a built‐in deficit due to an anticipated decline in revenues: lower property tax collections due to the decline of home values; the expiration of public safety grants that funded 15 police officers and firefighters; a one‐year elimination of state liquor excise tax and minor reductions in other state shared revenues; and a reduction in the service contract with Fire District 25, caused by the District’s declining property tax. Combined, these factors put our 2013 General Fund 2.4% below the revenues we will receive in 2012. We also faced pressure on the cost side: the contribution rate to the state retirement system is set to increase from 7.25% today to 9.1% (a 25% increase) for 63% of the city’s workforce in mid‐year 2013; employee healthcare premiums continue to grow at a much faster pace than inflation; the cost to preserve and update our buildings and other structures that can no longer be deferred; higher fuel costs to operate city vehicles; higher utility rates for street lights, parks lighting and irrigation, and city facilities; and the cost of training and development of our workforce to prepare the organization for the future. Combined, cost increases will add $2.5 million or 2.5% in costs to the General Fund alone, and more citywide. To balance this gap, the Administration used a three‐pronged approach: 1. The adopted budget will reduce 25.2 positions citywide over the biennium. 20.2 of these positions are in the General Fund, which includes 3 police officers and 6 firefighter positions that will be held vacant. The remaining 5 positions include 2 in the Enterprise Fund (surface water), and 3 in Internal service funds (Communications, IT, and Facilities.) To minimize layoffs, reductions are almost entirely done through attrition. 2. The adopted budget will freeze the city’s contribution to employee medical plan for one year (no increase in 2013), and includes a one‐time premium holiday for $1.3 million, for a combined savings of over $4 million over the biennium. 3. The adopted budget includes three revenue adjustments that will generate around $1.2 million annually when combined. These Executive Summary - 2013/2014 Budget Highlights 1 - 13 adjustments include: an increase in business license fees; an increase in inter‐fund utility taxes; and a basic life support transport fee. The position reduction and change in healthcare insurance premiums will generate $4.5 million and $3.2 million in savings for 2013 and 2014, respectively. The new/increased revenue will help us restore capital funding and partially preserve the grant funded public safety positions. The adopted 2013‐2014 budget is balanced; it will set aside $1.3 million a year for General Governmental Capital purposed for major maintenance and preservation of our existing facilities and it will restore $52k annually for employee training and development purposes. Past Actions 2008: $5 M midyear savings 2009: $6M/33 positions & $4M cuts midyear 2010: $6M/50.2 positions 2011‐12: $2M per year & 4.5 positions Since 2008, the city’s General Fund has reduced its regular and seasonal staffing by a total of 83.6, or 12%, and has reduced expenditures by $21 million as a result of the Great Recession. Some of these changes were one‐year savings, but nearly $12 million, or 12%, were long‐term structural adjustments including scaling services back or totally eliminating certain services. These structural changes made over the past two budget cycles provided us with a smaller base and relatively minor adjustments for the 2013‐2014 budget. The additional 25‐position reduction will bring the total staff reduction to 109 positions. The additional $3.5 million ongoing expenditure reduction will bring the ongoing cost savings to $15.5 million, or about 15%, of the city’s budget. Fund Balance The overall adopted revenues exceed the adopted expenditure by $5.2 million and resulted in a projected overall fund balance of $59 million. The increase in the fund balance is attributable to the water and sewer utility funds. These funds are accumulating balances for upcoming utility capital projects that cannot be funded within the current year’s resources. The General Fund balance will be maintained at $10.75 million, or just below 11% of General Fund expenditures. This is slightly below the 12% target, but greater than the 8% minimum required by our fiscal policy. In addition to this balance in the General Fund, the city will continue to maintain the $5 million catastrophic reserve in the Risk Management Fund and a well funded equipment replacement reserve. These reserves and fund balances would provide an additional safety net. The current employee Healthcare Insurance Fund will see its balance decline by nearly $2 million from over $7 million to $5.2 million at the Executive Summary - 2013/2014 Budget Highlights 1 - 14 end of this biennium due to the adopted change in contribution rates and premium reductions. The LEOFF I retiree medical benefit fund has a balance of $5.4 million and is set up to accumulate funds to amortize the actuarially determined future obligations of $27 million. Overall, the city is in sound financial condition. General Government Overview 2013 Property Tax will be lower than 2012 due to declining home values during the Great Recession. Most revenue sources have stabilized but the growth remains below the historical norm. Of the $457.3 million total budget, $202.4 million is for the city’s General Fund. The $202.4 million revenue is an increase of 2.1% over the adopted 2011‐12 budget. But when compared with the adjusted 2011‐12 budget1 and the estimated actual, the 2013‐14 revenue is slightly ($140k or 0.07%) lower. The lower revenue, as mentioned previously, is part of the reason for the budget gap. It is primarily due to reduced property tax caused by the decline in home values during the Great Recession. The median home value has dropped by 33% in Renton, with overall assessed values reduced by 18% from the peak of 2009 to 2012. This steep decline in home values pushed the city’s tax rate to the statutory limit of $3.10 per $1,000 of assessed value. The 2013 valuation is expected to decline again by 4.5%, resulting in a loss of $1.5 million in baseline property tax revenue. We are projecting improved valuation of existing homes based on current market conditions, which will allow us to recover part of the 2013 decline in property taxes by 2014. Also contributing to the lower revenue is the expiration of grants that helped us restore a total of 15 public safety positions over the past three years. Due to the loss of these revenues combined with the slower than normal recovery, the projected revenue for 2013 is 2.4% less than2012, and 2014 is only 3.2% above 2013. This is below historical growth trends, and well below any recovery period after previous recessions. Sales tax is projected to grow by 3.5% annually, or 1.5% real growth on top of the projected 2% annual inflation. Expenditures Typically we would compare the adopted budget with the adopted budget in the previous biennium, but the 2011‐12 adopted budget (total $198.3 million) did not include the nine SAFER grant positions that were awarded in 2011, and also under‐budgeted police staffing cost by $540k per year caused by a budget error that was corrected during 2011. Therefore the comparison with the adjustment budget would be more appropriate in this case. 1 Excluding the $10.3 million in refunding bonds proceeds and payment to the escrow agent for refinancing 2002 bonds. Executive Summary - 2013/2014 Budget Highlights 1 - 15 The $202.4 million expenditure budget is $800k, or 0.4%, below the 2011‐12 adjusted budget. Included in the 2013‐14 adopted budget is a $520k increase in Storm Drainage Fees paid by the Street Fund to the Storm Drainage Utility fund to cover city street/sidewalk areas that have not been adjusted for many years, which was discovered recently. A corresponding investment interest charge is budgeted from the Storm Drainage Fund to the Street Fund to recognize the $52 million storm drainage system assets that were initially transferred from the Street Fund. If this change were removed, the expenditure budget of $201.3 million is $1.8 million, or just under 1%, below the 2011‐12 adjusted budget. The adopted expenditures reflect a reduction of nearly $4 million each year from the baseline expenditures to continue current operations into next biennium.. This is done through trimming 20‐plus positions (average $2 million a year); freezing healthcare premiums and applying a one‐time premium reduction that will save $2.9 million in General Fund ($4 million citywide) over the two years or an average of $1.45 million per year; and reducing the contribution to LEOFF I retiree medical based on a current actuarial study (from $2.2M per year to $1.7M per year), which allowed us to only offset the base cost increases to the General Fund. The adopted changes are discussed in more detail in the following sections. Executive Reductions: 2 FTEs Addition: $80,000 in public defense contract based on current agreement. The Executive Department budget reflects a reduction of two additional positions, the Assistant CAO position, and a Communications Specialist position. Cumulatively the department reduced six positions (from 15 FTE to 9 FTE), or a 40% reduction over the past 5 years, including the conversion of the Hearing Examiner function to contracted service. The new State Supreme Court mandate to reduce public defense attorney caseload effective September 2013 will likely to have an impact on the city’s cost in the public defense contract. The full extent of the cost is not yet known. Staff is working on a number of measures to control this cost to minimize potential impact. The $80k increase is only to recognize additional cost under the current contract. Court Services Reduction: 1.5 FTE in 2013 additional 2 FTE by the end of 2014 The Court Services Department will reduce its staffing by 0.5 Probation Officer and 1 Judicial Specialist in 2013; and 2 more Judicial Specialists by the end of 2014. Cumulatively the Court Services will reduce their staffing by 20%. The adopted staff reduction is primarily to reflect the lower number of cases filed (25% overall decline from the peak in 2010), and the process improvement/automation project that is under way. This is anticipated to save over $225k per year. Executive Summary - 2013/2014 Budget Highlights 1 - 16 Revenue: $40k in parking fines In addition, the Court has implemented a modest increase in parking ticket fines, from $35 to $45 per violation for regular parking tickets and from $45 to $55 for violations at Gene Coulon Memorial Beach Park; this is expected to raise an additional $40k in court revenue annually. City Attorney The City Attorney Department will decrease its line item budget by $10k per year and will recover billable time associated to capital projects for $25k. The City Attorney’s office is requesting to increase the hours worked of the only paralegal position from 30 hours to 35 hours a week, or an increase of 0.13 FTE. Even with this increase, the department’s support staff is still well below other comparable cities. In addition, the adopted budget will move the City Attorney’s office from leased space into City Hall for an annual savings of $90,000. A one‐time tenant improvement cost of $160,000 is required to ready the space and provide for moving expenses. Reduction: ($10,036) Revenue: $25k internal legal fee charge Addition: 0.13 FTE $160k Tenant Improvement CED Reduction: 3.0 FTE The Department of Community and Economic Development (CED) will reduce its positions by 3 FTE including one Code Enforcement Officer, one Administrative Assistant, and the elimination of the Planning Director position with the responsibilities assumed by the CED Administrator. The Department has two Limited Term Inspectors positions expiring at the end of 2012 which may need to be extended due to project schedules. These positions are fully funded with project reimbursements. Cumulatively, the Department has reduced its staffing level by 23, or 34%, excluding the transfers of the Neighborhood and Farmers Market programs to the Community Services Department. The reductions were made due to the decrease in development activities. As the permit activity improves, there will be the need to restore some of these positions to maintain reasonable service levels. Community Services Reduction: 2.8 FTE Facility Major Maintenance: $138k (from $497k to $359k) Neighborhood Programs: $20k (from $93k to $73k) The Community Services department will reduce staffing by 1 Secretary, 1 Maintenance Custodian, and a Recreation Specialist position due to the change in the CARCO Theater operation. A result of department reorganization, Recreation Services will operate North Highlands Neighborhood Center with its current staff from Highlands Community Center, and increase a 0.8 FTE Supervisor position to full time by reducing part‐time help. Cumulatively, the department has reduced regular staffing by 10.8 FTE or 9% and intermittent resources by an equivalent of 11 FTE or 25%. The city is negotiating a lease with a non‐profit organization for the use of the CARCO Theater. The transition is expected to take place in the last fourth quarter of 2012 and in early 2013. In addition, in order to balance the budget, the adopted budget will Executive Summary - 2013/2014 Budget Highlights 1 - 17 reduce the amount budgeted in prior years for facility major maintenance and for the neighborhood grant programs. These adjustments will bring the budget more in line with historical spending in these programs. In the human service area, the Limited Term Housing Repair Technician position that has been funded in the past two years with carryover capital Community Development Block Grant (CDBG) will end with funding at the end of 2012. Addition: Increase in utility costs May Creek & River View Bridge Habitat monitoring Additional Right‐of‐Way and Natural Area Maintenance A number of increases in operating costs in the Community Services Department need to be addressed as well. Responsible for operating all city buildings and parks, Community Services must budget for associated utility rate increases. This includes increases in parks lighting and irrigation ($59k/$62k for 2013/14, respectively) and utility costs for city facilities ($28k/$48k for 2013/14) for a combined total increase of $87k in 2013 and $110k in 2014. Also affecting the department’s budget are increased responsibilities from newly acquired properties or improvements. The 5‐year habitat monitoring requirement for May Creek commencing in 2013 will be funded by reallocating existing resources; and commencing 2014, $7,500 in new funding is required for the habitat monitoring for the Riverview bridge project. Additional right‐of‐way improvements and the transfer of the Cleveland‐Richardson Life Estate to the city mean more vegetation maintenance contract expenditures. A portion of the expenditures will be funded by reallocating existing resources ($15k), and the new funding requested is estimated at $3,100 in 2013 & $7,100 in 2014. Also requested is $3,000 for an urban forestry software maintenance contract to facilitate the maintenance of over 132,270 street, park, natural area, and facility trees. Fire & Emergency Services Reduction: Hold 6 of the 9 grant funded Fire Fighter positions vacant Public safety has always been the top priority for the city and the budget reductions over the past five years have largely left public safety departments intact. With these 6 positions, the cumulative reduction for the Department will be 10 FTE (previously eliminated a Deputy Chief position, a Lead Inspector, a Fire Inspector I position, and a Communications Specialist), or 6% of its force. These 6 Firefighters were part of the 9 positions restored with SAFER grant funds in 2011, in hope of stronger revenue growth to make them sustainable. But the slow pace of revenue growth and the reduction in Fire District 25 contract revenue requires them to be kept vacant after the grant expires. The remaining 3 SAFER grant Fire Fighter positions will be funded with the adopted basic life support transport fee. Administrative Services Reduction: 2 FTE The Administrative Services Department is made up of three internal support divisions: Finance, Information Technology, and the City Clerk’s Office. The department will reduce 2 positions, a Payroll Specialist position and a Sr. Network Systems Specialist position. Executive Summary - 2013/2014 Budget Highlights 1 - 18 IT Capital: ($255k 2013/$333k 2014) Addition: Election Cost: ($50k 2013/$50k 2014) IT Software Licensing: ($285k 2013/$288k 2014) This is in addition to the 10.5 positions reduced previously for a cumulative 12 positions and 22%. The Department also has two limited term project positions that expire at the end of 2012. These positions may be extended with project funding. In addition to position reduction, the adopted budget reduces the Technology equipment and software replacement budget by $255k in 2013 and $333k in 2014 to accommodate increases in software licensing and support costs. With the centralization of IT services, we have been gathering all software and hardware support costs into the Internal Services Fund from departments over the past few years. This avoids duplication and allows for more efficient support coordination. We also implemented a Microsoft Enterprise License in 2011 which again allows more efficient file transfers and sharing. These efforts and also the addition of new software acquired recently required an increase in the software license and support budget by $285k in 2013 and $288k in 2014. Lastly, the additional election cost in 2012 and projected 2013 general election cost will require an increase to our election budget by $50k each year. Human Resources & Risk Management The Human Resources & Risk Management Department (HRRM) will reduce the self‐funded unemployment insurance cost in the Risk Management Fund by $68k and $63k for 2013 and 2014, respectively. However, at the same time the general liability insurance premium is increasing by $28k a year. Therefore the net savings will be $40k in 2013 and $35k in 2014. As mentioned earlier, one of the goals for this budget cycle is to restore the training budget that was significantly reduced over the past 5 years. The adopted budget will restore $52k annually for citywide staff development to be administered by the HR&RM Department. Police Unfunded Position: 3 grant funded SRO officers The adopted budget will hold three School Resource Officer (SRO) positions vacant. This is part of the six officers funded with the COPS Hiring Recovery Grant that expires in 2012. The grant requires the city to retain these positions for one year beyond the grant period, so these positions will be unfunded after June 2013. The cumulative staff reduction will be 8.8 FTE, or 5.6%, of the Department force. The adopted budget reflects an anticipated 2013 jail service contract with SCORE at $3.75 million and a projected 2014 amount of $4.5 million. The city’s portion of SCORE debt service costs of $1.8 million per year will be budgeted in the debt service fund. Executive Summary - 2013/2014 Budget Highlights 1 - 19 Public Works Reduction: 2 FTE Line item reductions: $65k/2013 & $95k in 2014 The General Fund portion of the Public Works Department consists of department administration, street maintenance, and transportation. The adopted budget will reduce one Principal Civil Engineer in the Transportation Systems Division, and a Signal/Electronics System Assistant position in the Transportation Operations Division. In addition, the department is proposing various line item reductions in its street maintenance budget at $65k a year. The $30k additional reduction in 2014 reflects the anticipated energy cost savings by converting to LED streetlights on the Rainier Ave S and Strander Blvd improvement projects currently under construction. Cumulatively, the department has reduced its staffing by 17.7 FTE, of which 17.5 are General Fund positions. This represents an overall 11.3% reduction of Department workforce, or 22% reduction in General Fund supported positions. General Government Debt Service Capital Funds Governmental Capital Improvements Fund (316) 2‐Year Total $4.1 million Sources: Grants/Donations: $1.16M REET: 1.05M Business License: 0.80M Interfund Utility Tax: 0.85M Carry forward: 0.24M The adopted budget includes the amount needed to meet the city’s general obligation debt service payments of $8.02 million annually, including $1.8 million in the Library Development Bonds issued in 2011 and the city’s share of SCORE bonds in the amount of $1.83 million a year. The adopted 2013‐2014 budget includes $4.1 million in General Governmental capital projects. One of the areas where the funding has been greatly depleted during the Great Recession is our capital funds. The funds are needed to preserve and enhance over $80 million of sports courts and fields, outdoor structures, buildings and amenities in our community. This budget will dedicate 80% of the adopted increase in business license fees ($400k per year) as well as the adopted increase in inter‐fund utility taxes ($425k per year) to supplement the Real Estate Excise Tax for a combined $1.3 to $1.4 million per year. These resources plus grants/donations, parks mitigation funds, and unspent project funds make up the $4.1 million resources for the following projects. 1) $761k for Gene Coulon Memorial Beach park structural repair/ maintenance. This is part of a multi‐year project totaling over $1.2 million in repairs necessary to preserve the above and under water structures in the forty‐four year old park. 2) $750k additional funding for the accessible playground that would be funded entirely with mitigation funds and community fundraising dollars and constructed with volunteer efforts. No General Fund contribution is expected. 3) $270k for playground replacement at Liberty Park and Cedar River Trail Park. Executive Summary - 2013/2014 Budget Highlights 1 - 20 $31.4M Transportation Improvements Fund (317) 4) $150k for lighting system upgrades at Renton Senor Activity Center and Highlands Park walkway. 5) $331k for the tree maintenance program for both high risk tree removal and special project based street tree replacements. 6) $300k for initial planning/design phase of the Ron Regis Park Athletic Field expansion project. 7) $250k Riverview Park Bridge safety repair project to repair the damages caused by woody debris in the Cedar River from prior storms. 8) $180k for Henry Moses Aquatic Center major maintenance and upgrades. 9) $165k King County Levy funds for specific acquisition projects. 10) $149k for capital project coordination. 11) $150k for path, patio, sidewalk and boardwalk maintenance. 12) $150k to continue the expansion and replacement of citywide security video system. 13) $100k to start the planning and design phase of the Sunset EIS Park (plus $280k from the reallocation of the Sunset Sub Area Planning fund in 2013). 14) $100k for community service maintenance shop rehab. The remaining $294k consists of a number of small safety‐related repairs/improvements throughout our park system. See Capital Investment Section for more detail. The Transportation Improvement Fund accounts for the transportation element of the CIP. The adopted two‐year total transportation improvements are $31.3 million. $3.4 million will be from Business License fees, $1.3 million from the arterial street fuel tax, $290k from mitigation fees collected, and $21.8 million will be funded with grants. 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, that must be self‐sustaining. These include the Water, Wastewater, and Surface Water utilities; the Solid Waste utility; the golf course, and the airport. Utilities The Water, Wastewater, and Surface Water utility funds are accounted for and budgeted 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 city re‐evaluated it’s rate setting policies in 2010. Through this Executive Summary - 2013/2014 Budget Highlights 1 - 21 Utilities Financial Policy process, along with the failure of two sewer collection line sections, the City Council approved the following reserve and capital project financing policies: 1) Consolidate operating and rate stabilization reserves at 12% for each of the piped utilities, and establish a fixed dollar amount for solid waste reserves ($400k) and the pass‐ through Metro sewer treatment charges ($380k or 3.5%) based on actual cash flow requirements. 2) Maintain debt service reserves based on the highest 1‐year debt service payment requirements. 3) Establish a capital financing policy that: a. Uses rate revenue to finance system replacements. b. Only uses bond financing for system and capacity expansion, major transmission, and storage system improvements. These policies and the adopted system replacement projects as identified in the CIP section required substantial rate increases during the 2011‐12 Budget:  Water –18%/16%  Wastewater – 42%/5%  King Count Metro Wastewater Treatment (pass through) – 13%/0%  Surface Water – 40%/11%  Solid Waste – 0%/0% The adopted 2013‐14 rate increases are 5% each year for all city operated utilities. The King County Metro Wastewater Treatment fee is to increase by 10.2% in 2013. The city will also continue the Metro rate stabilization charge at $1.16 per account per month. These rate increases are needed to provide for ongoing capital infrastructure replacements. Maplewood Golf Course The Maplewood Golf Course will continue to operate with reduced staffing and streamlined operations, which runs about $2.5 million per year. A adopted increase in greens fees only, which have not increased since 2010, will assist in providing a quality facility. Driving range fees, lessons and cart rentals remain unchanged. The weather and the economy over the past two years have tightened the Golf Course’s financial condition and its operating margin. As a result capital investments and regular major maintenance projects have been reduced over the past two years, focusing on safety and prioritizing repairs to the buildings and golf course. Reconstruction projects have been deferred until 2015 when the interfund loan used to refinance the revenue bonds in 2010 are fully paid. This will free up about $400k a year and allow the Golf Course to make more Executive Summary - 2013/2014 Budget Highlights 1 - 22 capital investments thereafter. Renton Municipal Airport $11.5 million in capital projects over the next two years. With the renegotiated leases for all major tenants at the airport, the airport operation has a much improved outlook, and will have funds to make needed improvements to its facilities. Overall, the airport lease revenues are at about $2.6 million per year against operating expenses of $1.5 million. The Airport is undertaking a number of capital projects in the next two years: the continuation of the taxiway bravo rehabilitation ($9.7 million); the 820 Building demolition ($637K); and other smaller improvement projects totaling $1.1 million. Internal Service Funds The city operates several “businesses” that provide service internally to other city departments. These include the Equipment Rental Fund (Motor Pool 501), Insurance Fund (Risk Management 502), Health Insurance Fund (512), LEOFF1 Retiree Healthcare Fund (522), Information Technology Fund (503), Facilities Fund (504), and Communications Fund (505). All of the costs identified herein are paid for and included in the operating departments’ budget. The charges are calculated based on either specific charges or by systematic cost allocation. The health insurance charge (for both active and retired employees) is part of personnel benefit costs. The remaining internal service funds (Fleet, Property/Liability Insurance, Technology, Facilities, and Communications) services are paid as internal service charges. About 86% of all internal service charges are paid by the General Fund; therefore, the cost of internal service fund operations directly affects the General Fund’s bottom line. Equipment Rental Operating: $2.5 M/year Capital: $1.5 M 2013/ $1.0 M 2014 The Equipment Rental fund maintains nearly 600 pieces of equipment, of which approximately 300 are vehicles and large mobile equipment used intensively in delivering city services. The Fund also accumulates replacement reserves for replacement of vehicles when needed. Due to the substantial fuel cost increases over the past few years, the operating budget was underfunded in the last two years. The 2013‐14 budget adjusted for the fuel cost and price on other petroleum‐based supplies. As a result the fleet M&O cost has shown substantial increase in the operating departments. Information Technology Operating:$3.5 M/year Capital:$0.6M 2013/ $0.56M 2014 The Information Technology (IT) Fund was created in 2007 to allocate the costs of the city’s centralized IT programs. This fund provides for the technology, telecommunications, and copier equipment lease and maintenance for the city. The adopted budget contains a total of $1.2 million in IT capital projects over the 2‐year budget period. Other than $50k earmarked for an updated IT strategic plan, the remaining 2013‐14 IT investments are all major maintenance related items. It includes Executive Summary - 2013/2014 Budget Highlights 1 - 23 $200k ($100k per year) for the lease of the copier fleet, $400k ($200k per year) in routine replacement/expansion of servers, network equipment, storage and backup systems to maintain network integrity for continuing operations. The remaining $600k is for department‐specific software/hardware replacements/update needs. We will continue to work on equipment and software interface needed to communicate with and access the data from the new computer aided dispatching (CAD) at Valley Communication Center CAD system, which is expected to go live in November 2013. The IT Division will also continue the implementation of the Enterprise GIS Plan and other system improvements consistent with the adopted 2007 IT Strategic Plan. Risk Management 2013‐2014: $16.4/$17.2 million The city’s Risk Management program consists of three funds: the Property and Liability Insurance Fund (502), the Employee Health Insurance Fund (512), and the LEOFF I Retiree Medical Fund (522). The 502 Fund covers property and liability insurance ($1.5 million each for 2013 and 2014); workers compensation (around $1.1 million per year); and unemployment insurance (around $150k per year), and the remaining balance of $234k is for program administration. The city self‐insures employee health benefits with a stop‐loss coverage of $250k per incident. The 2013 and 2014 budget and charge is based on projected plan costs by the number of employees. As discussed earlier, the amount the city will contribute to the Fund will be based on 2012 premium rates. In addition, the city will be further reduce its contribution by $1.3 million into the fund during 2013. This effect is a reduced fund balance by a projected $1.8 million over the biennium. Providing retiree health care is required by state law for LEOFF I retirees. The city’s contribution is determined actuarially and re‐ evaluated every other year. The most recent actuarial study put the city’s obligation at approximately $27 million in present value and requires an annual contribution of $1.7 million to fully amortize the obligation by 2038. This contribution is included in the 2013‐14 budget. The Equipment Rental fund maintains nearly 600 pieces of equipment, of which approximately 300 are vehicles and large mobile equipment used intensively in delivering city services. The Fund also accumulates replacement reserves for replacement of vehicles when needed. Facilities 2013‐14 Reduction: 1 FTE (included in Comm. Services Department The Facilities Fund was fully implemented in 2010 to accumulate costs for maintaining and operating the city’s office, public (primarily used by the general public), and operational (primarily used for city operations purposes) facilities, and charges the costs to the Executive Summary - 2013/2014 Budget Highlights 1 - 24 discussion above) Operating:$3.7 million/year Major Maintenance: $360K/year. appropriate functions/departments. The Fund also accounts for major maintenance (major repairs and updates) costs related to these facilities, which is now funded with current operating resources. The funding level for major maintenance projects has been reduced in the 2013‐14 budget cycle from $495k to around $360k annually. This may not be sustainable and could require future adjustments. Communications 2013‐14 Reduction: 1 FTE (included in Executive Department discussion above) Operating:$0.9 million/year The Communications Fund was also created in 2010 by pooling citywide communications resources for the central print shop, interoffice mail, external postage and printing services, and the Government TV channel operation in one place for consistent coordination of brands, messages, and better prioritization of workload. The costs are allocated based on actual services demand by departments. Pension Trust Fund $240k/$225k for 2013/14 The city is the custodian of the Firemen’s Pension Fund, a trust fund managed by a separately appointed Trustee. The Fund accumulates resources and pays current pension benefits per state law. The Fund has sufficient assets to fully fund the city’s pension obligation. Currently the plan asset generates interest earnings and the city also receives a distribution of a state fire insurance premium surcharge that is restricted for fire pension benefits. No general city resources are used for this purpose. The Facilities Fund was fully implemented in 2010 to accumulate costs for maintaining and operating the city’s office, public (primarily used by the general public), and operational (primarily used for city operations purposes) facilities, and charges the costs to the appropriate functions/departments. Executive Summary - 2013/2014 Budget Highlights 1 - 25 This page is intentionally left blank Executive Summary - 2013/2014 Budget Highlights 1 - 26 Budget at a Glance The Budget Process The City of Renton develops its biennial budget every two years 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 two years. 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 1 - 27 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 biennial 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 biennial 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 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 1 - 28 BIENNIAL BUDGET CALENDAR The following table illustrates a typical biennial budget calendar for both the initial budget development year and the mid‐biennium adjustment year. The process and legal deadlines in Year 1 is identical to the annual budget process. Year 2 is the simplified mid‐year review process. Process Description Year 1 Year 2 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1. Administration Planning Retreat 2. Council sets budget priorities and guidance in workshop 3. First quarter financial report to Council Committee of the Whole updates revenue projections 4. Administration develops budget parameters 5. Finance/City Service Area Teams (CSAT) review & update requests for results to be consistent with Council’s and Mayor’s directions and issue Request for Results 6. Departments prepare response to RFR including program revenues, personnel, and expenditure requirements. Departments identify necessary mid‐biennium adjustments 7. CSAT prioritize programs/proposals, provide feedbacks to department, and submit recommendation to the Mayor 8. Finance updates revenue estimates and compiles with department submittals 9. Administration makes adjustments to department submittals/establishes balanced preliminary budget 10. Preliminary budget document prepared, printed, and filed with City Clerk and presented to the City Council (at least 60 days prior to the ensuing fiscal year) 11. City Clerk publishes notice of the filing of preliminary budget and notice of public hearing to be held during preliminary budget deliberations 12. City Council conducts workshops and public hearings on the preliminary budget including revenues and property tax levies  13. City Council makes modifications to the proposed budget/mid‐biennium adjustments  14. City Council adopts an ordinance to establish the amount of property taxes to be levied in the ensuing year  15. Final budget/Mid‐biennium adjustments, as adopted, is published and distributed within the first three months of the following year Executive Summary - Budget at a Glance 1 - 29 City of Renton Fund Structure Governmental Funds *General Government General Fund 000 Community Services Fund 000‐001 Street Fund 000‐003 CD Block Grant Fund 000‐004 Museum Fund 000‐005 Library Fund 000‐006 Farmers Market Fund 000‐009 Miscellaneous Debt Service Fund 000‐215 Fire and Emergency Svcs Memorial Fund 000‐010 Limited Tax GO Bond Funds 000‐201 Fire and Emergency Svcs Health and Wellness Fund 000‐011 Special Revenue Funds Arterial Streets 102 Leased City Properties 108 Special Hotel Motel Tax 110 Paths and Trails 118 1% for Art 125 Cable Communication 127 Springbrook Wetlands Bank Fund 135 Debt Service Capital Projects Mitigation Funds 303, 304, 305 * CIP City Facilities 316 *Transportation Improvements 317 South Lake Washington Infrastructure Project 318 Housing Opportunity Fund 326 New LIbrary Development Fund 336 Proprietary Funds Enterprise Funds *Utilities Utility Operations 405,406,407, 416 Utility Construction 425,426,427 Utility Debt Service Airport Airport Operations 402 Airport Construction 422 Solid Waste 403 Golf Course Golf Operations 404 Golf Construction 424 Internal Service Funds Equipment Rental 501 Insurance Services 502, 512, 522 Information Technology 503 Facilities 504 Communication 505 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. City of Renton Budget Fund Structure Executive Summary - Budget at a Glance 1 - 30 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. 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 1 - 31 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, and Local) • Municipal Court / legal 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 • Federal, State, and Local Grants • Economic development • Taxes • Cable communications • Street overlay • Art fund Executive Summary - Budget at a Glance 1 - 32 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. 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 2013‐2018 City of Renton Capital Investment Program section. Major Revenues Primary Services • Federal, State, and Local 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, State, and Local Grants • Renton Municipal Airport • Revenue bonds • Maplewood Golf Course • State loans Executive Summary - Budget at a Glance 1 - 33 Internal Service Funds These funds are used to account for the goods and services furnished by one city department for another department on a cost reimbursement basis. Major Revenues Primary Services • Charges to other city departments • Fleet management • Insurance, health / property liability • Information technology • Facilities • Communications 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 2013, All Funds and The Total Budget for 2014, All Funds table, we provide details on revenue and expenditure categories. In the Total Revenue Budget Over Time, All Funds table we provide sources and amounts of revenue by year from 2010 through 2014. In the Total Expenditure Budget Over Time, All Funds table we provide specific expenditure types by year from 2010 through 2014. Executive Summary - Budget at a Glance 1 - 34 2013/2014 Budget Summary by Fund , All Funds Fund / Department Beg Fund Balance 2013 Revenue Adopted 2014 Revenue Adopted 2013 Expenditure Adopted 2014 Expenditure Adopted Budgeted Increase (Decrease) in Fund Balance Ending Fund Balance 0 000 GENERAL 6,219,831 70,913,379 73,733,809 71,125,807 74,023,519 (502,138) 5,717,693 0 001 COMMUNITY SERVICES 1,589,235 11,239,691 11,538,725 11,095,120 11,210,375 472,921 2,062,156 0 003 STREETS 1,344,898 8,877,257 8,962,115 8,795,931 8,989,501 53,940 1,398,838 0 004 COMMUNITY DEVELOPMENT BLOCK GRANT 11,019 265,506 265,506 279,061 276,761 (24,810) (13,791) 0 005 MUSEUM 55,307 209,903 211,281.00 209,903 211,281.35 0 55,307 0 006 LIBRARY ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0 007 PARKING GARAGE MAINTENANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0 009 FARMERS MARKET 84,308 81,400 82,400 81,314 82,399 87 84,395 0 010 FIRE AND EMERGENCY SVC MEMORIAL 1,953 ‐ ‐ ‐ ‐ ‐ 1,953 0 011 FIRE AND EMERGENCY SVC HEALTH & WELLNESS 36,858 25,000 25,000 25,000 25,000 ‐ 36,858 0 031 PARK MEMORIAL 177,758 ‐ ‐ ‐ ‐ ‐ 177,758 2 201 1997 LIM GO BONDS‐CITY HALL 591,257 1,749,305 1,749,705 1,749,305 1,749,705 ‐ 591,257 2 215 GENERAL GOVERNMENT MISC DEBT SVC 639,521 6,252,128 6,238,318 6,252,128 6,238,318 ‐ 639,521 General Governmental 10,751,945 99,613,569 102,806,859 99,613,569 102,806,859 (0) 10,751,945 1 102 ARTERIAL STREETS 158,974 643,000 643,000 640,000 650,000 (4,000) 154,974 1 108 LEASED CITY PROPERTIES 438,333 797,289 813,071 749,656 767,061 93,643 531,976 1 110 SPECIAL HOTEL‐MOTEL TAX 66,506 245,000 265,000 245,000 265,000 ‐ 66,506 1 125 ONE PERCENT FOR ART 104,499 15,000 15,000 50,000 50,000 (70,000) 34,499 1 127 CABLE COMMUNICATIONS DEVELOPMENT 35,294 85,674 85,674 85,674 85,674 ‐ 35,294 1 135 SPRINGBROOK WETLANDS BANK 663,556 ‐ ‐ ‐ ‐ ‐ 663,556 3 303 COMMUNITY SERVICES IMPACT MITIGATION 1,135,050 60,000 60,000 ‐ ‐ 120,000 1,255,050 3 304 FIRE IMPACT MITIGATION 655,748 25,000 50,000 250,000 250,000 (425,000) 230,748 3 305 TRANSPORTATION IMPACT MITIGATION 307,187 40,000 40,000 183,000 107,000 (210,000) 97,187 3 316 MUNICIPAL FACILITIES CIP 237,725 2,485,000 1,380,000 2,722,725 1,380,000 (237,725) ‐ 3 317 CAPITAL IMPROVEMENT 46,182 25,258,120 6,027,000 25,257,711 6,026,590 819 47,001 3 318 SOUTH LAKE WA INFRASTRUCTURE PROJECT 768 ‐ ‐ ‐ ‐ ‐ 768 3 326 HOUSING OPPORTUNITY 5,546 ‐ ‐ ‐ ‐ ‐ 5,546 3 336 NEW LIBRARY DEVELOPMENT 543,588 ‐ ‐ ‐ ‐ ‐ 543,588 4 402 AIRPORT OPERATIONS 486,088 1,408,843 1,431,610 1,379,685 1,405,557 55,211 541,299 4 403 SOLID WASTE UTILITY 1,270,044 15,700,852 16,419,820 16,170,067 16,501,965 (551,360) 718,684 4 404 MUNICIPAL GOLF COURSE SYSTEM 371,338 2,453,669 2,487,449 2,465,769 2,504,357 (29,007) 342,331 4 405 WATER OPERATIONS 3,873,587 12,668,096 12,973,149 10,994,985 11,180,620 3,465,640 7,339,227 4 406 WASTEWATER OPERATIONS 1,232,604 6,247,645 7,263,934 5,490,418 5,410,556 2,610,605 3,843,209 4 407 SURFACE WATER OPERATIONS 1,567,197 7,934,708 4,863,612 6,116,887 6,611,449 69,984 1,637,181 4 416 KING COUNTY METRO 1,077,805 15,126,703 15,202,336 15,126,703 15,202,336 ‐ 1,077,805 4 422 AIRPORT CAPITAL IMPROVEMENT 244,444 10,340,092 1,392,517 10,340,092 1,392,517 ‐ 244,444 4 424 MUNICIPAL GOLF COURSE SYSTEM CIP 140,491 50,000 50,000 50,000 50,000 ‐ 140,491 4 425 WATER CIP 1,917,461 3,745,000 4,385,000 3,745,000 4,385,000 ‐ 1,917,461 4 426 WASTEWATER CIP 124,178 3,250,000 3,250,000 3,250,000 3,250,000 ‐ 124,178 4 427 SURFACE WATER CIP 669,630 3,189,000 10,031,000 3,189,000 10,031,000 ‐ 669,630 4 471 WATERWORKS RATE STABILIZATION 15,845 ‐ ‐ ‐ ‐ ‐ 15,845 5 501 EQUIPMENT RENTAL 3,986,142 4,169,724 4,289,809 4,013,931 3,655,632 789,970 4,776,112 5 502 INSURANCE 4,957,884 3,713,764 3,744,062 3,058,068 3,098,090 1,301,668 6,259,552 5 503 INFORMATION TECHNOLOGY 348,230 4,082,323 4,010,222 4,078,959 4,002,968 10,619 358,849 5 504 FACILITIES 245,791 4,276,112 4,092,976 4,230,522 4,070,454 68,112 313,903 5 505 COMMUNICATIONS 124,412 877,773 896,374 886,184 904,871 (16,908) 107,504 5 512 HEALTHCARE INSURANCE 7,151,481 9,329,364 11,699,185 10,902,577 12,058,197 (1,932,225) 5,219,256 5 522 LEOFF1 RETIREES HEALTHCARE 5,452,510 1,735,684 1,735,684 1,737,606 1,737,692 (3,930) 5,448,580 6 611 FIREMENS PENSION 4,127,221 300,000 300,000 240,475 225,475 134,050 4,261,271 All Other Funds 43,783,339 140,253,435 119,897,484 137,650,693 117,260,061 5,240,165 49,023,504 TOTAL ALL FUNDS 54,535,284$ 239,867,004$ 222,704,343$ 237,264,263$ 220,066,920$ 5,240,165$ 59,775,449$ Executive Summary - Budget at a Glance 1 - 35 The Total Budget for 2013, All Funds General Special Debt Capital Internal Governmental* Revenue Services Imprvmts Enterprise Services Fiduciary Total Revenue Property Tax 31,741,366 ‐ ‐ ‐ ‐ ‐ ‐ 31,741,366 Retail Sales and Use Taxes 22,956,180 180,000 ‐ ‐ ‐ ‐ ‐ 23,136,180 Utility Taxes 15,950,662 40,000 ‐ 425,000 ‐ ‐ ‐ 16,415,662 Other Taxes 6,313,000 45,674 ‐ 660,000 ‐ ‐ ‐ 7,018,674 Business License and Permits 533,067 ‐ ‐ 2,101,619 ‐ ‐ ‐ 2,634,686 Other License and Permits 2,330,761 ‐ ‐ ‐ 102,319 150,000 ‐ 2,583,080 Federal/State Grants 394,830 ‐ ‐ 18,245,926 9,428,000 ‐ ‐ 28,068,756 Other Intergovernmental Revenues 2,275,500 640,000 ‐ 4,187,575 949,128 ‐ 100,000 8,152,203 Charges for Goods and Services 12,047,781 ‐ ‐ 115,000 67,196,745 15,969,444 ‐ 95,328,970 Fines and Forfeits 3,058,500 ‐ ‐ ‐ ‐ ‐ ‐ 3,058,500 Interest and Other Earnings 645,300 3,000 ‐ 10,000 427,868 202,101 200,000 1,488,269 Rents, Leases, and Concessions 657,929 797,289 ‐ ‐ 3,509,800 ‐ ‐ 4,965,018 Other Miscellaneous Revenues 458,693 65,000 ‐ 250,000 38,040 10,967,947 ‐ 11,779,680 Capital Contributions ‐ ‐ ‐ ‐ 98,208 550,252 ‐ 648,460 Other Financing Sources 250,000 15,000 ‐ 1,873,000 50,000 345,000 ‐ 2,533,000 Total New Revenue 99,613,569 1,785,963 ‐ 27,868,120 82,114,608 28,184,744 300,000 239,867,004 Expenditures Legislative 289,114 ‐ ‐ ‐ ‐ ‐ ‐ 289,114 Executive 1,421,232 245,000 ‐ ‐ ‐ 886,184 ‐ 2,552,416 Court Services 2,009,664 ‐ ‐ ‐ ‐ ‐ ‐ 2,009,664 City Attorney 1,872,973 ‐ ‐ ‐ ‐ ‐ ‐ 1,872,973 Community & Economic Devel 6,005,361 50,000 ‐ 231,725 ‐ ‐ ‐ 6,287,086 Human Resources & Risk Mgmt 971,207 ‐ ‐ ‐ ‐ 15,698,251 ‐ 16,669,458 Administrative Services 2,969,430 85,674 ‐ ‐ 485,184 4,078,959 ‐ 7,619,247 Police 28,583,698 ‐ ‐ ‐ ‐ ‐ ‐ 28,583,698 Fire and Emergency Services 24,043,143 ‐ ‐ ‐ ‐ ‐ ‐ 24,043,143 Public Works 9,275,434 ‐ ‐ 25,242,711 70,524,031 4,013,931 ‐ 109,056,107 Community Services 12,429,532 749,656 ‐ 2,491,000 2,065,108 4,230,522 ‐ 21,965,818 Interfund Transfers ‐ 640,000 ‐ 448,000 235,000 ‐ ‐ 1,323,000 Other City Services 1,741,350 ‐ ‐ ‐ ‐ ‐ 240,475 1,981,825 Debt Service 8,001,433 ‐ ‐ ‐ 5,009,282 ‐ ‐ 13,010,715 Total Committed Expenditures 99,613,569 1,770,330 ‐ 28,413,436 78,318,605 28,907,847 240,475 237,264,263 In(De)crease to F/B & Reserves (0) 15,633 ‐ (545,316) 3,796,003 (723,103) 59,525 2,602,742 Beginning Fund Balance 10,751,945 1,467,162 ‐ 2,931,794 12,990,712 22,266,450 4,127,221 54,535,284 Ending Fund Balance 10,751,945 1,482,795 ‐ 2,386,478 16,786,715 21,543,347 4,186,746 57,138,026 * Including General Gov't Debt Service Executive Summary - Budget at a Glance 1 - 36 The Total Budget for 2014, All Funds General Special Debt Capital Internal Governmental* Revenue Services Imprvmts Enterprise Services Fiduciary Total Revenue Property Tax 32,840,495 ‐ ‐ ‐ ‐ ‐ ‐ 32,840,495 Retail Sales and Use Taxes 23,832,262 200,000 ‐ ‐ ‐ ‐ ‐ 24,032,262 Utility Taxes 16,489,850 40,000 ‐ 425,000 ‐ ‐ ‐ 16,954,850 Other Taxes 6,313,000 45,674 ‐ 555,000 ‐ ‐ ‐ 6,913,674 Business License and Permits 533,067 ‐ ‐ 2,140,000 ‐ ‐ ‐ 2,673,067 Other License and Permits 2,346,437 ‐ ‐ ‐ 103,252 150,000 ‐ 2,599,689 Federal/State Grants 394,830 ‐ ‐ 3,530,000 2,391,000 ‐ ‐ 6,315,830 Other Intergovernmental Revenues 2,515,500 640,000 ‐ ‐ 2,209,500 ‐ 100,000 5,465,000 Charges for Goods and Services 12,470,461 ‐ ‐ 140,000 70,407,444 16,102,193 ‐ 99,120,098 Fines and Forfeits 3,058,500 ‐ ‐ ‐ ‐ ‐ ‐ 3,058,500 Interest and Other Earnings 645,300 3,000 ‐ 10,000 669,667 202,484 200,000 1,730,451 Rents, Leases, and Concessions 658,464 813,071 ‐ ‐ 3,115,878 ‐ ‐ 4,587,413 Other Miscellaneous Revenues 458,693 65,000 ‐ ‐ 38,040 13,337,385 ‐ 13,899,118 Capital Contributions ‐ ‐ ‐ ‐ 101,646 550,250 ‐ 651,896 Other Financing Sources 250,000 15,000 ‐ 757,000 50,000 126,000 ‐ 1,198,000 Total New Revenue 102,806,859 1,821,745 ‐ 7,557,000 79,750,427 30,468,312 300,000 222,704,343 Expenditures Legislative 295,116 ‐ ‐ ‐ ‐ ‐ ‐ 295,116 Executive 1,443,145 265,000 ‐ ‐ ‐ 904,871 ‐ 2,613,016 Court Services 1,999,521 ‐ ‐ ‐ ‐ ‐ ‐ 1,999,521 City Attorney 1,687,621 ‐ ‐ ‐ ‐ ‐ ‐ 1,687,621 Community & Economic Devel 6,036,004 50,000 ‐ 100,000 ‐ ‐ ‐ 6,186,004 Human Resources & Risk Mgmt 991,234 ‐ ‐ ‐ ‐ 16,893,979 ‐ 17,885,214 Administrative Services 3,091,989 85,674 ‐ ‐ 500,903 4,002,968 ‐ 7,681,534 Police 29,676,444 ‐ ‐ ‐ ‐ ‐ ‐ 29,676,444 Fire and Emergency Services 24,442,820 ‐ ‐ ‐ ‐ ‐ ‐ 24,442,820 Public Works 9,478,261 ‐ ‐ 6,011,590 70,322,801 3,655,632 ‐ 89,468,284 Community Services 12,639,836 767,061 ‐ 1,280,000 2,103,697 4,070,454 ‐ 20,861,048 Interfund Transfers ‐ 650,000 ‐ 372,000 176,000 ‐ ‐ 1,198,000 Other City Services 3,036,844 ‐ ‐ ‐ ‐ ‐ 225,475 3,262,319 Debt Service 7,988,023 ‐ ‐ ‐ 4,821,956 ‐ ‐ 12,809,979 Total Committed Expenditures 102,806,859 1,817,735 ‐ 7,763,590 77,925,357 29,527,904 225,475 220,066,920 In(De)crease to F/B & Reserves (0) 4,010 ‐ (206,590) 1,825,070 940,409 74,525 2,637,423 Beginning Fund Balance 10,751,945 1,482,795 ‐ 2,386,478 16,786,714 21,543,348 4,186,746 57,138,026 Ending Fund Balance 10,751,945 1,486,805 ‐ 2,179,888 18,611,784 22,483,757 4,261,271 59,775,449 * Including General Gov't Debt Service Executive Summary - Budget at a Glance 1 - 37 Total Revenue Budget Over Time, All Funds 2010 2011 2011 2012 2012 2013 2014 Change Change Revenue Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Tax Revenues Property Tax ‐ General Levy 31,497,128 32,046,525 32,357,894 32,475,452 33,466,364 31,741,366 32,840,495 ‐2.3% 3.5% Total Property Taxes 31,497,128 32,046,525 32,357,894 32,475,452 33,466,364 31,741,366 32,840,495 ‐2.3% 3.5% Retail Sales and Use Tax 21,264,299 22,122,035 22,032,530 23,346,222 23,201,415 23,136,180 24,032,262 ‐0.9% 3.9% Utility Taxes 14,360,523 14,947,850 15,275,455 15,613,609 15,721,902 16,415,662 16,954,850 5.1%3.3% Other Taxes Admissions Tax 291,399 280,000 308,200 300,000 311,054 308,000 308,000 2.7%0.0% Franchise Fees 1,271,104 1,305,000 1,283,211 1,368,000 1,312,841 1,305,674 1,305,674 ‐4.6% 0.0% Excise Taxes 2,603,318 2,385,000 2,236,652 2,545,000 2,970,751 2,600,000 2,650,000 2.2%1.9% Emergency Medical Service 1,331,157 1,110,921 1,045,724 1,167,976 1,071,319 1,060,000 905,000 ‐9.2%‐14.6% Gambling Excise Tax 1,546,934 1,600,000 1,671,794 1,600,000 1,700,695 1,600,000 1,600,000 0.0%0.0% Leasehold Excise Taxes ‐ ‐ ‐ ‐ ‐ 145,000 145,000 100.0%0.0% Total Other Taxes 7,043,912 6,680,921 6,545,580 6,980,976 7,366,659 7,018,674 6,913,674 0.5%‐1.5% Total Tax Revenue 74,165,862 75,797,331 76,211,459 78,416,259 79,756,341 78,311,882 80,741,281 ‐0.1% 3.1% Licenses and Permits Business Licenses and Permits 2,366,136 2,303,322 2,371,513 2,353,122 2,477,612 2,634,686 2,673,067 12.0%1.5% Building Permits 1,483,341 1,951,527 1,907,383 2,042,279 2,130,245 2,364,803 2,381,089 15.8%0.7% Non‐Business Licenses/Permits 160,317 158,277 219,521 158,600 255,324 218,277 218,600 37.6%0.1% Total Licenses and Permits 4,009,793 4,413,126 4,498,418 4,554,001 4,863,181 5,217,766 5,272,756 14.6% 1.1% Intergovernmental Revenue Federal Grants 3,892,783 4,827,242 4,051,447 5,479,000 9,513,776 21,056,538 4,075,506 284.3%‐80.6% State Grants 3,559,007 2,799,237 3,593,751 2,537,724 9,253,492 7,034,718 2,262,824 177.2%‐67.8% Motor Vehicle Excise Tax (MVET)183,594 67,089 283,675 68,096 296,111 90,000 90,000 32.2%0.0% State DUI 15,677 14,888 18,973 15,111 17,397 18,000 18,000 19.1%0.0% State/Street Fuel Taxes 1,831,824 1,774,267 1,891,763 1,801,626 1,901,948 1,925,000 1,925,000 6.8%0.0% State/Fire Insurance Premium Tax 112,686 100,000 115,054 100,000 119,668 100,000 100,000 0.0%0.0% State/Liquor Board Profits/Excise Tax 1,095,401 819,195 1,074,279 ‐ 1,271,268 860,000 1,100,000 100.0%27.9% Intrgovl Service and Interlocal Grants 2,578,216 2,943,735 4,169,233 2,478,315 1,591,991 5,136,703 2,209,500 107.3%‐57.0% Total Intergovernmental Revenue 13,269,187 13,345,653 15,198,176 12,479,872 23,965,649 36,220,959 11,780,830 190.2%‐67.5% Charges for Services General Government 367,147 433,633 374,687 438,938 403,633 517,908 528,045 18.0%2.0% Public Safety 5,937,164 6,497,043 6,721,527 6,581,829 6,723,537 6,245,285 6,612,198 ‐5.1% 5.9% Utility and Environment 47,555,982 56,659,180 55,147,647 60,123,371 59,876,029 64,316,636 67,470,085 7.0%4.9% Transportation 71,861 240,000 184,071 140,000 90,672 ‐ ‐ ‐100.0%N/A Other Transportation 80,861 115,056 163,185 115,056 181,410 115,056 115,056 0.0%0.0% Plan Checking Fees 573,747 653,735 664,550 664,564 847,729 750,000 750,000 12.9%0.0% Fire and Park Mitigation 89,411 160,000 147,363 160,000 132,928 85,000 110,000 ‐46.9%29.4% Planning/Zoning/EIS Fees 465,529 89,095 76,893 98,896 187,863 119,095 128,896 20.4%8.2% Recreation 3,004,168 3,395,586 3,020,021 3,427,963 3,100,221 3,380,586 3,436,867 ‐1.4% 1.7% IS/MV Equip Repair/Replacement Chgs 9,894,372 10,249,155 10,267,341 10,437,758 10,813,438 11,275,141 11,324,201 8.0%0.4% Total Charges for Services 68,040,242 78,492,483 76,767,286 82,188,375 82,357,460 86,804,707 90,475,348 5.6% 4.2% Total Fines and Forfeits 3,446,860 3,170,351 3,144,604 3,214,156 3,060,389 3,058,500 3,058,500 ‐4.8% 0.0% Miscellaneous Revenue Interest and Other Earnings 1,211,131 1,411,580 907,102 1,353,108 948,359 1,488,269 1,730,451 10.0%16.3% LID/Special Assessment Principal 25,967 ‐ 48,854 ‐ 66,286 33,000 33,000 100.0%0.0% Rents/Leases/Concessions 3,822,741 4,384,970 4,301,979 4,847,368 4,323,173 4,965,018 4,587,413 2.4%‐7.6% Insurance Premiums and Recoveries 301,798 ‐ 303,633 ‐ 97,937 ‐ ‐ N/A N/A Equipment Capital Recovery Charges 2,458,042 2,057,431 2,068,865 1,902,312 1,902,311 1,580,791 1,634,180 ‐16.9%3.4% Intrfund Proprty Liability Ins Premiums 2,208,928 1,527,035 1,556,259 1,533,071 1,550,368 1,597,448 1,631,458 4.2%2.1% Employee Insurance Premiums 13,251,202 14,313,356 14,875,973 15,078,604 14,608,047 12,509,011 14,874,739 ‐17.0%18.9% Contributions from Private Sources 1,466,171 515,000 282,795 170,000 1,450,372 402,000 152,000 136.5%‐62.2% Other Miscellaneous 651,908 814,698 678,497 891,698 1,015,790 351,733 351,733 ‐60.6%0.0% Total Miscellaneous Revenue 25,397,887 25,024,070 25,023,958 25,776,161 25,962,644 22,927,270 24,994,974 ‐11.1% 9.0% Interfund Dept Service Charges 4,091,339 4,098,885 3,998,796 4,218,904 4,517,357 3,829,960 3,866,758 ‐9.2% 1.0% Total Capital Contributions 2,770,776 790,179 1,899,317 630,262 13,469,693 962,960 1,315,896 52.8% 36.7% Total Other Financing Sources 15,051,122 14,446,550 32,831,958 9,681,926 4,792,723 2,533,000 1,198,000 ‐73.8%‐52.7% TOTAL NEW REVENUE 210,243,067$ 219,578,628$ 239,573,971$ 221,159,916$ 242,745,436$ 239,867,004$ 222,704,343$ 8.5%‐7.2% Executive Summary - Budget at a Glance 1 - 38 Total Expenditure Budget Over Time, All Funds 2010 2011 2011 2012 2012 2013 2014 Change Change Expenditures Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Salaries And Wages Regular Salaries 52,889,921 52,957,456 52,958,451 54,412,404 53,801,051 54,571,095 54,808,801 0.3% 0.4% Part Time Salaries 2,039,689 2,042,204 1,933,404 2,032,204 1,826,614 2,090,299 2,100,891 2.9% 0.5% Uniform Allowance 140,381 140,856 150,182 140,856 162,534 152,496 151,599 8.3%‐0.6% Overtime 2,575,796 2,001,601 2,698,294 2,001,601 2,797,458 1,977,194 1,976,782 ‐1.2% 0.0% Total Salaries And Wages 57,645,787 57,142,117 57,740,330 58,587,065 58,587,657 58,791,084 59,038,073 0.3%0.4% Personnel Benefits Retirement/PERS 1,868,308 2,162,604 1,879,407 2,841,066 2,168,285 2,527,804 2,851,148 ‐11.0% 12.8% Retirement/LEOFF 1,278,772 1,205,144 1,334,543 1,235,244 1,365,065 1,267,440 1,266,025 2.6%‐0.1% FICA 3,489,721 3,341,306 3,398,615 3,411,087 3,424,415 3,395,856 3,419,826 ‐0.4% 0.7% Medical Insurance 9,257,142 9,066,246 9,348,179 9,929,453 9,764,936 9,018,431 11,453,945 ‐9.2% 27.0% Leoff1 Retired Healthcare Insurance 1,462,970 2,205,684 2,949,909 2,205,684 2,207,117 1,705,684 1,705,684 ‐22.7% 0.0% Industrial Insurance 1,061,777 1,261,162 1,084,220 1,258,312 1,068,188 1,268,562 1,272,435 0.8% 0.3% Life Insurance 89,585 95,349 59,886 96,413 60,335 63,309 63,273 ‐34.3%‐0.1% Dental Insurance 1,178,821 1,180,676 1,116,124 1,272,768 1,171,329 1,205,810 1,342,879 ‐5.3% 11.4% Unemployment Compensation 252,743 239,866 254,427 243,456 258,529 241,887 242,382 ‐0.6% 0.2% Fire Pensions 375,461 540,720 297,268 540,720 242,196 241,440 241,440 ‐55.3% 0.0% Long Term Disability 100,535 101,187 98,254 103,383 99,624 100,798 101,540 ‐2.5% 0.7% Self‐Insurance Medical/Dental 10,039,004 12,424,659 10,385,408 13,557,416 11,493,851 11,897,752 13,029,627 ‐12.2% 9.5% Self‐Insurance Workmen's Comp 1,005,711 812,541 831,215 812,541 935,095 812,541 812,541 0.0% 0.0% Self‐Insurance Unemployment Comp 368,927 250,000 141,988 150,000 111,746 183,367 189,392 22.2% 3.3% Total Personnel Benefits 31,829,475 34,887,143 33,179,441 37,657,542 34,370,711 33,930,680 37,992,136 ‐9.9%12.0% Supplies Office/Operating Supplies 3,712,462 3,666,249 3,486,909 3,663,913 3,709,880 4,155,488 4,231,233 13.4% 1.8% Purchased Merchandise/Inventory 293,042 374,677 233,002 374,777 328,987 374,277 374,227 ‐0.1% 0.0% Small Equipment 1,105,829 652,223 984,502 677,667 1,278,050 624,924 595,899 ‐7.8%‐4.6% Total Supplies 5,111,332 4,693,149 4,704,413 4,716,357 5,316,918 5,154,689 5,201,359 9.3%0.9% Other Services & Charges Professional Services 6,204,615 5,650,961 5,256,974 5,651,814 5,640,624 5,934,417 5,792,595 5.0%‐2.4% Communications 535,014 618,619 522,973 618,619 487,680 603,668 603,668 ‐2.4% 0.0% Travel and Training 290,537 416,735 417,949 417,588 376,461 483,998 482,131 15.9%‐0.4% Operating Rentals & Leases 769,137 852,584 753,686 852,584 650,697 760,286 682,984 ‐10.8%‐10.2% Property/Liability Ins Premiums & Claims 1,232,004 1,282,297 1,486,963 1,282,522 1,155,282 1,341,491 1,363,969 4.6% 1.7% Public Utility Services 26,173,783 29,122,076 28,125,854 29,224,548 29,132,552 32,363,841 32,691,917 10.7% 1.0% Repairs and Maintenance 900,528 757,413 809,918 756,248 731,411 807,841 828,741 6.8% 2.6% Other Miscellaneous Services 975,550 1,072,115 988,143 1,088,017 842,237 1,041,286 1,102,825 ‐4.3% 5.9% Total Other Services And Charges 37,081,168 39,772,799 38,362,460 39,891,939 39,016,945 43,336,828 43,548,830 8.6%0.5% Intergovernmental Services Intergovernmental Professional Services 5,589,763 8,952,350 8,299,652 6,725,575 5,879,651 5,978,075 6,746,575 ‐11.1% 12.9% Intergovernmental Payments ‐ ‐ ‐ ‐ ‐ ‐ ‐ N/A N/A External Taxes & Operating Assessments 1,787,462 1,788,526 1,947,009 1,788,526 2,234,895 2,462,676 2,545,877 37.7% 3.4% Interfund Taxes 2,853,884 2,319,702 3,666,179 2,319,702 3,956,281 4,539,453 4,723,803 95.7% 4.1% Total Intergovernmental Services 10,231,109 13,060,578 13,912,841 10,833,803 12,070,827 12,980,204 14,016,255 19.8%8.0% Capital Outlay Land 23,398 260,000 835,053 310,000 434,470 181,000 5,000 ‐41.6%‐97.2% Buildings, Structures & Oth Imprvmnts 10,985,018 29,868,000 11,273,345 26,239,000 10,726,203 23,343,765 20,682,190 ‐11.0%‐11.4% Machinery and Equipment 1,525,229 2,948,653 3,176,085 2,044,677 3,614,447 2,595,653 2,106,653 26.9%‐18.8% Street Improvement Projects/TIP 10,151,078 11,632,819 12,069,602 9,746,400 24,364,259 25,093,120 5,862,000 157.5%‐76.6% Total Capital Outlay 22,684,723 44,709,472 27,354,085 38,340,077 39,139,379 51,213,538 28,655,843 33.6%‐44.0% Debt Service Principal 16,271,445 5,996,239 17,088,896 6,212,694 21,992,428 7,803,963 7,820,159 25.6% 0.2% Interest and Related Debt Costs 3,923,694 3,880,986 3,955,396 4,663,514 5,103,044 5,356,343 5,139,410 14.9%‐4.1% Total Debt Service 20,195,140 9,877,225 21,044,291 10,876,208 27,095,472 13,160,306 12,959,569 21.0%‐1.5% Total Interfund Payments 17,179,990 16,274,203 16,478,284 16,347,082 16,945,618 17,213,934 17,456,855 5.3%1.4% Total Other Financing Uses 8,437,638 4,446,550 4,281,544 2,681,926 4,599,231 1,483,000 1,198,000 ‐44.7%‐19.2% TOTAL COMMITTED EXPENDITURES 210,396,361$ 224,863,236$ 217,057,687$ 219,932,000$ 237,142,758$ 237,264,263$ 220,066,920$ 7.9%‐7.2% Executive Summary - Budget at a Glance 1 - 39 Revenue Detail, General Governmental Funds 2010 2011 2011 2012 2012 2013 2014 Change Change Revenue Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Tax Revenues Property Tax ‐ General Levy 31,497,128 32,046,525 32,357,894 32,475,452 33,466,364 31,741,366 32,840,495 ‐2.3% 3.5% Total Property Taxes 31,497,128 32,046,525 32,357,894 32,475,452 33,466,364 31,741,366 32,840,495 ‐2.3% 3.5% Retail Sales and Use Tax 21,072,873 21,942,035 21,822,849 23,146,222 22,970,162 22,956,180 23,832,262 ‐0.8% 3.8% Utility Taxes 14,279,849 14,907,850 15,235,455 15,573,609 15,681,902 15,950,662 16,489,850 2.4%3.4% Other Taxes Admissions Tax 291,399 280,000 308,200 300,000 311,054 308,000 308,000 2.7%0.0% Franchise Fees 1,222,444 1,260,000 1,234,448 1,323,000 1,262,188 1,260,000 1,260,000 ‐4.8% 0.0% Real Estate Excise Taxes 2,203,318 1,985,000 1,836,652 2,145,000 2,026,958 2,100,000 2,100,000 ‐2.1% 0.0% Emergency Medical Service 1,161,114 950,921 868,873 1,007,976 885,781 900,000 900,000 ‐10.7%0.0% Gambling Excise Tax 1,546,934 1,600,000 1,671,794 1,600,000 1,700,695 1,600,000 1,600,000 0.0%0.0% Leasehold Excise Taxes ‐ ‐ ‐ ‐ ‐ 145,000 145,000 100.0%0.0% Total Other Taxes 6,425,210 6,075,921 5,919,967 6,375,976 6,186,676 6,313,000 6,313,000 ‐1.0% 0.0% Total Tax Revenue 73,275,059 74,972,331 75,336,165 77,571,259 78,305,105 76,961,208 79,475,607 ‐0.8% 3.3% Licenses and Permits Business Licenses and Permits 694,411 673,322 674,984 683,122 687,347 533,067 533,067 ‐22.0%0.0% Building Permits 1,393,718 1,781,388 1,740,123 1,838,355 1,944,495 2,112,484 2,127,837 14.9%0.7% Non‐Business Licenses/Permits 160,317 158,277 219,521 158,600 255,324 218,277 218,600 37.6%0.1% Total Licenses and Permits 2,248,445 2,612,987 2,634,629 2,680,077 2,887,166 2,863,828 2,879,504 6.9% 0.5% Intergovernmental Revenue Federal Grants 1,394,037 937,000 1,715,019 659,000 1,375,300 300,506 300,506 ‐54.4%0.0% State Grants 238,748 106,324 172,868 106,324 183,596 116,824 116,824 9.9%0.0% Motor Vehicle Excise Tax (MVET)183,594 67,089 283,675 68,096 296,111 90,000 90,000 32.2%0.0% State DUI 15,677 14,888 18,973 15,111 17,397 18,000 18,000 19.1%0.0% State/Street Fuel Taxes 1,245,640 1,157,267 1,286,399 1,174,626 1,293,325 1,285,000 1,285,000 9.4%0.0% State/Liquor Board Profits/Excise Tax 1,095,401 819,195 1,074,279 ‐ 1,271,268 860,000 1,100,000 100.0%27.9% Intrgovl Service and Interlocal Grants 51,635 ‐ 83,983 ‐ 74,172 ‐ ‐ N/A N/A Total Intergovernmental Revenue 4,224,732 3,101,763 4,635,197 2,023,157 4,511,168 2,670,330 2,910,330 32.0% 9.0% Charges for Services General Government 208,755 231,218 227,175 236,523 213,097 325,369 325,630 37.6%0.1% Public Safety 5,937,164 6,497,043 6,697,780 6,581,829 6,723,537 6,245,285 6,612,198 ‐5.1% 5.9% Utility and Environment 35,126 23,549 70,092 25,910 159,211 332 368 ‐98.7%10.8% Transportation 4,473 ‐ 1,600 ‐ 6,915 ‐ ‐ N/A N/A Plan Checking Fees 573,747 653,735 664,550 664,564 847,729 750,000 750,000 12.9%0.0% Planning/Zoning/EIS Fees 269,889 89,095 76,893 98,896 187,863 89,095 98,896 ‐9.9% 11.0% Recreation 1,424,932 1,628,486 1,493,540 1,660,863 1,494,165 1,633,486 1,665,863 ‐1.6% 2.0% Total Charges for Services 8,454,086 9,123,126 9,231,629 9,268,585 9,632,517 9,043,567 9,452,955 ‐2.4% 4.5% Total Fines and Forfeits 3,438,022 3,170,351 3,144,604 3,214,156 3,060,389 3,058,500 3,058,500 ‐4.8% 0.0% Miscellaneous Revenue Interest and Other Earnings 327,558 477,730 294,452 477,730 342,424 645,300 645,300 35.1%0.0% Rents/Leases/Concessions 727,338 698,929 744,834 701,464 822,428 657,929 658,464 ‐6.2% 0.1% Insurance Premiums and Recoveries ‐ ‐ ‐ ‐ 22,617 ‐ ‐ N/A N/A Employee Insurance Premiums ‐ ‐ 42,143 ‐ 49,835 25,000 25,000 100.0%0.0% Contributions from Private Sources 133,756 100,000 196,586 105,000 124,082 87,000 87,000 ‐17.1%0.0% Other Miscellaneous 80,936 121,000 72,180 71,000 292,153 346,693 346,693 388.3%0.0% Total Miscellaneous Revenue 1,269,588 1,397,659 1,350,195 1,355,194 1,653,539 1,761,922 1,762,457 30.0% 0.0% Interfund Dept Service Charges 3,190,908 3,314,653 3,070,506 3,414,200 3,311,715 3,004,214 3,017,506 ‐12.0% 0.4% Total Capital Contributions 1,196 ‐ 365,464 ‐ 2,216,483 ‐ ‐ N/A N/A Total Other Financing Sources 7,265,882 529,056 10,995,659 536,926 2,879,089 250,000 250,000 ‐53.4% 0.0% TOTAL NEW REVENUE 103,367,918$ 98,221,926$ 110,764,047$ 100,063,554$ 108,457,170$ 99,613,569$ 102,806,859$ ‐0.4% 3.2% Executive Summary - Budget at a Glance 1 - 40 Expenditure Detail, General Governmental Funds 2010 2011 2011 2012 2012 2013 2014 Change Change Expenditures Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Salaries And Wages Regular Salaries 43,105,068 42,686,777 42,885,696 43,824,731 43,500,042 44,081,277 44,142,405 0.6% 0.1% Part Time Salaries 1,622,654 1,514,033 1,429,936 1,514,033 1,319,176 1,505,848 1,505,848 ‐0.5% 0.0% Uniform Allowance 140,381 140,856 150,182 140,856 162,534 152,496 151,599 8.3%‐0.6% Overtime 2,342,023 1,797,867 2,474,097 1,797,867 2,557,835 1,781,300 1,781,400 ‐0.9% 0.0% Total Salaries And Wages 47,210,126 46,139,533 46,939,911 47,277,487 47,539,587 47,520,921 47,581,252 0.5%0.1% Personnel Benefits Retirement/PERS 1,332,628 1,455,902 1,239,033 1,890,580 1,406,715 1,680,568 1,881,713 ‐11.1% 12.0% Retirement/LEOFF 1,278,772 1,205,144 1,334,543 1,235,244 1,365,065 1,267,440 1,266,025 2.6%‐0.1% FICA 2,700,180 2,517,102 2,584,495 2,566,057 2,594,355 2,557,798 2,565,045 ‐0.3% 0.3% Medical Insurance 7,474,238 6,936,343 7,433,247 7,629,156 7,783,001 6,949,158 9,100,703 ‐8.9% 31.0% Leoff1 Retired Healthcare Insurance 1,462,970 2,205,684 2,949,909 2,205,684 2,207,117 1,705,684 1,705,684 ‐22.7% 0.0% Industrial Insurance 846,793 1,017,945 859,224 1,015,239 843,660 1,030,308 1,029,281 1.5%‐0.1% Life Insurance 73,577 77,246 48,870 78,218 49,381 51,495 51,220 ‐34.2%‐0.5% Dental Insurance 956,076 938,997 893,294 1,011,806 939,035 961,365 1,064,554 ‐5.0% 10.7% Unemployment Compensation 203,590 190,172 202,185 192,547 205,377 191,639 191,299 ‐0.5%‐0.2% Fire Pensions 15,780 15,720 16,380 15,720 16,690 16,440 16,440 4.6% 0.0% Long Term Disability 69,047 67,499 65,488 68,838 66,132 66,803 66,949 ‐3.0% 0.2% Total Personnel Benefits 16,413,651 16,627,753 17,626,668 17,909,089 17,476,526 16,478,700 18,938,912 ‐8.0%14.9% Supplies Office/Operating Supplies 1,333,748 1,413,561 1,071,003 1,411,225 1,280,163 1,370,816 1,378,149 ‐2.9% 0.5% Purchased Merchandise/Inventory 19,646 6,600 2,097 6,700 4,765 6,200 6,150 ‐7.5%‐0.8% Small Equipment 689,319 280,559 461,547 306,003 806,156 291,204 296,079 ‐4.8% 1.7% Total Supplies 2,042,713 1,700,720 1,534,646 1,723,928 2,091,084 1,668,220 1,680,378 ‐3.2%0.7% Other Services & Charges Professional Services 3,148,218 2,550,518 2,699,030 2,554,517 2,819,942 2,398,352 2,407,452 ‐6.1% 0.4% Communications 36,033 24,178 33,901 24,178 46,898 37,007 37,007 53.1% 0.0% Travel and Training 144,496 195,983 199,503 197,382 247,418 206,064 205,863 4.4%‐0.1% Volunteer Travel/Meals 94,176 115,580 109,457 115,034 66,232 152,316 152,316 32.4% 0.0% Operating Rentals & Leases 523,480 616,361 553,502 616,361 513,869 616,011 616,011 ‐0.1% 0.0% Property/Liability Ins Premiums & Claims (281) 775 ‐ 1,000 209 ‐ ‐ ‐100.0%N/A Public Utility Services 1,653,900 1,707,095 1,793,749 1,707,095 1,872,446 2,232,138 2,204,209 30.8%‐1.3% Repairs and Maintenance 298,399 408,442 288,567 407,277 290,922 401,241 404,741 ‐1.5% 0.9% Other Miscellaneous Services 720,960 778,875 702,532 794,777 541,028 747,956 747,829 ‐5.9% 0.0% Total Other Services And Charges 6,619,382 6,397,806 6,380,242 6,417,620 6,398,962 6,791,085 6,775,428 5.8%‐0.2% Intergovernmental Services Intergovernmental Professional Services 5,589,763 8,952,350 8,299,652 6,725,575 5,879,651 5,978,075 6,746,575 ‐11.1% 12.9% External Taxes & Operating Assessments 12,568 ‐ 7,873 ‐ 9,546 50 50 100.0% 0.0% Interfund Taxes ‐ 150,000 150,000 150,000 150,000 150,000 150,000 0.0% 0.0% Total Intergovernmental Services 5,602,331 9,102,350 8,457,525 6,875,575 6,039,197 6,128,125 6,896,625 ‐10.9%12.5% Capital Outlay Buildings, Structures & Oth Imprvmnts 110,182 ‐ 1,611 ‐ ‐ ‐ ‐ N/A N/A Machinery and Equipment 63,400 267,559 24,810 267,559 26,506 236,910 236,910 ‐11.5% 0.0% Total Capital Outlay 173,582 267,559 26,421 267,559 26,506 236,910 236,910 ‐11.5%0.0% Debt Service Principal 11,100,442 2,620,236 13,694,426 2,743,517 6,397,427 4,705,439 4,826,730 71.5% 2.6% Interest and Related Debt Costs 2,095,142 2,094,799 2,115,756 2,987,856 3,354,911 3,295,994 3,161,293 10.3%‐4.1% Total Debt Service 13,195,584 4,715,035 15,810,182 5,731,373 9,752,337 8,001,433 7,988,023 39.6%‐0.2% Total Interfund Payments 12,651,910 11,975,651 12,071,342 12,145,698 12,597,373 12,628,175 12,709,331 4.0%0.6% Total Other Financing Uses 6,805 2,008,000 2,266,678 1,000,000 2,017,310 160,000 ‐ ‐84.0%‐100.0% TOTAL COMMITTED EXPENDITURES 103,916,084$ 98,934,407$ 111,113,615$ 99,348,329$ 103,938,882$ 99,613,569$ 102,806,859$ 0.3%3.2% Executive Summary - Budget at a Glance 1 - 41 2013 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 Mis Funds LT GO Total 2013 Revenue Property Tax 18,916,287 3,477,251 3,777,022 ‐ 209,903 ‐ ‐ 5,360,903 31,741,366 Retail Sales and Use Taxes 22,656,180 ‐ 300,000 ‐ ‐ ‐ ‐ ‐ 22,956,180 Utility Taxes 8,826,662 5,468,000 1,656,000 ‐ ‐ ‐ ‐ ‐ 15,950,662 Other Taxes 4,213,000 ‐ ‐ ‐ ‐ ‐ ‐ 2,100,000 6,313,000 Sub‐Total Taxes 54 612 129 8 945 251 5 733 022 ‐209 903 ‐‐7 460 903 76 961 208Sub‐Total Taxes 54,612,129 8,945,251 5,733,022 ‐ 209,903 ‐ ‐ 7,460,903 76,961,208 Business License and Permits 533,067 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 533,067 Other License and Permits 2,205,761 ‐ 125,000 ‐ ‐ ‐ ‐ ‐ 2,330,761 Federal/State Grants 129,324 ‐ ‐ 265,506 ‐ ‐ ‐ ‐ 394,830 Other Intergovernmental Revenues 990,500 ‐ 1,285,000 ‐ ‐ ‐ ‐ ‐ 2,275,500 Charges for Goods and Services 8,841,076 1,684,340 1,214,235 ‐ ‐ ‐ 17,600 290,530 12,047,781 Fines and Forfeits 3,058,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,058,500 Interest and Other Earnings 125,000 ‐ 520,000 ‐ ‐ ‐ 300 ‐ 645,300 Rents, Leases, and Concessions 41,329 573,100 ‐ ‐ ‐ ‐ 43,500 ‐ 657,929 Other Miscellaneous Revenues 376,693 37,000 ‐ ‐ ‐ ‐ 45,000 ‐ 458,693 Capital Contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Financing Sources ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ g Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Sale of General Fixed Assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Transfer In ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250,000 250,000 Total New Revenue 70,913,379 11,239,691 8,877,257 265,506 209,903 ‐ 106,400 8,001,433 22,652,361 Use of Prior Yr Revenue ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Resources 70,913,379 11,239,691 8,877,257 265,506 209,903 ‐ 106,400 8,001,433 99,613,569 Expenditures Legislative 289,114 289,114 City Attorney 1,872,973 1,872,973 Executive: Mayor's Office 1,381,232 1,381,232 Hearing Examiner 40,000 40,000 g ,, Court Services 2,009,664 2,009,664 Community & Economic Development ‐ Administrative 1,017,853 1,017,853 Economic Development 484,586 484,586 Planning 1,454,717 1,454,717 Development Services 2,966,891 2,966,891 Municipal Arts ‐ Housing Opportunity ‐ Human Resources & Risk Mgmt:971,207 971,207 Insurance ‐ Administrtive Services (Finance, Informa 1,952,608 1,952,608 City Clerk 1,016,822 1,016,822 Police 28,583,698 28,583,698 Fire and Emergency Services 24,018,143 25,000 24,043,143 Public Works ‐ Administration 479,503 479,503 Transportation 4,531,004 4,531,004 Utility Systems & Technical Svc ‐ ‐ Maintenance Services 4,264,927 4,264,927 Community Services:‐ Community Services 11,095,120 11,095,120 Housing & Human Services 845,448 845,448 Comm Dev Block Grants 279 061 279 061Comm Dev Block Grants 279,061 279,061 Museum 209,903 209,903 Farmers Market 81,314 81,314 Golf Course ‐ Other City Services/Misc 1,741,350 1,741,350 Debt Service 8,001,433 8,001,433 Transfers‐Out ‐ ‐ ‐ ‐ Total Expenditures 71,125,807 11,095,120 8,795,931 279,061 209,903 ‐ 106,314 8,001,433 99,613,569 Fund Balance, January 1 6,219,831 1,589,235 1,344,898 11,019 55,307 ‐ 300,877 1,230,778 10,751,945 Total New Revenue 70,913,379 11,239,691 8,877,257 265,506 209,903 ‐ 106,400 8,001,433 99,613,569 Total Committed Expenditures (71,125,807) (11,095,120) (8,795,931) (279,061) (209,903) ‐ (106,314) (8,001,433) (99,613,569) Fund Balance Plus Reserves 6 007 403 1 733 806 1 426 224 (2 536)55 307 ‐300 963 1 230 778 10 751 945Fund Balance Plus Reserves 6,007,403 1,733,806 1,426,224 (2,536) 55,307 ‐ 300,963 1,230,778 10,751,945 Operating Reserves ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Reserves/IBNR ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fund Balance (Undesig/Designated) 6,007,403 1,733,806 1,426,224 (2,536) 55,307 ‐ 300,963 1,230,778 10,751,945 Executive Summary - Budget at a Glance 1 - 42 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes 2013 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 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 180,000 ‐ ‐ ‐ ‐ 180,000 ‐ ‐ ‐ ‐ ‐ 40,000 ‐ 40,000 ‐ ‐ ‐ ‐ ‐ 45,674 ‐ 45,674 ‐‐180 000 ‐‐85 674 ‐265 674Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources ‐ ‐ 180,000 ‐ ‐ 85,674 ‐ 265,674 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 640,000 ‐ ‐ ‐ ‐ ‐ ‐ 640,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,000 ‐ ‐ ‐ ‐ ‐ ‐ 3,000 ‐ 797,289 ‐ ‐ ‐ ‐ ‐ 797,289 ‐ ‐ 65,000 ‐ ‐ ‐ ‐ 65,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ g Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive: Mayor's Office Hearing Examiner ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15,000 ‐ ‐ 15,000 643,000 797,289 245,000 ‐ 15,000 85,674 ‐ 1,785,963 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 643,000 797,289 245,000 ‐ 15,000 85,674 ‐ 1,785,963 ‐ ‐ ‐ 245,000 245,000 ‐ g Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Housing Opportunity Human Resources & Risk Mgmt: Insurance Administrtive Services (Finance, Informa ‐ ‐ ‐ ‐ ‐ ‐ 50,000 50,000 ‐ ‐ ‐ ‐ City Clerk Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants 85,674 85,674 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 749,656 749,656 ‐ Comm Dev Block Grants Museum Farmers Market Golf Course Other City Services/Misc Debt Service Transfers‐Out Total Expenditures Fund Balance, January 1 Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves ‐ ‐ ‐ ‐ ‐ ‐ 640,000 ‐ ‐ ‐ ‐ ‐ ‐ 640,000 640,000 749,656 245,000 ‐ 50,000 85,674 ‐ 1,770,330 158,974 438,333 66,506 ‐ 104,499 35,294 663,556 1,467,162 643,000 797,289 245,000 ‐ 15,000 85,674 ‐ 1,785,963 (640,000) (749,656) (245,000) ‐ (50,000) (85,674) ‐ (1,770,330) 161 974 485 966 66 506 ‐69 499 35 294 663 556 1 482 795Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 161,974 485,966 66,506 ‐ 69,499 35,294 663,556 1,482,795 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 161,974 485,966 66,506 ‐ 69,499 35,294 663,556 1,482,795 Executive Summary - Budget at a Glance 1 - 43 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes 2013 Revenue, Expenditures, Fund Sources, All Funds Capital Project Total 303 304 305 316 317 318 326 336 Capital C D Mitig Fire Mitig Trans Mitig Mun Fac Trans CIP So Lk WA House Opp New Library Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 425,000 ‐ ‐ ‐ ‐ 425,000 ‐ ‐ ‐ 660,000 ‐ ‐ ‐ ‐ 660,000 ‐‐‐1 085 000 ‐‐‐‐1 085 000Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources ‐ ‐ ‐ 1,085,000 ‐ ‐ ‐ ‐ 1,085,000 ‐ ‐ ‐ 400,000 1,701,619 ‐ ‐ ‐ 2,101,619 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 18,245,926 ‐ ‐ ‐ 18,245,926 ‐ ‐ ‐ ‐ 4,187,575 ‐ ‐ ‐ 4,187,575 60,000 25,000 30,000 ‐ ‐ ‐ ‐ ‐ 115,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10,000 ‐ ‐ ‐ ‐ ‐ 10,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250,000 ‐ ‐ ‐ ‐ 250,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ g Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive: Mayor's Office Hearing Examiner ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 750,000 1,123,000 ‐ ‐ ‐ 1,873,000 60,000 25,000 40,000 2,485,000 25,258,120 ‐ ‐ ‐ 27,868,120 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60,000 25,000 40,000 2,485,000 25,258,120 ‐ ‐ ‐ 27,868,120 ‐ ‐ ‐ ‐ ‐ g Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Housing Opportunity Human Resources & Risk Mgmt: Insurance Administrtive Services (Finance, Informa ‐ ‐ ‐ ‐ 231,725 231,725 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ City Clerk Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants ‐ ‐ ‐ ‐ ‐ ‐ 25,242,711 25,242,711 ‐ ‐ ‐ 2,491,000 2,491,000 ‐ Comm Dev Block Grants Museum Farmers Market Golf Course Other City Services/Misc Debt Service Transfers‐Out Total Expenditures Fund Balance, January 1 Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250,000 183,000 ‐ 15,000 ‐ 448,000 ‐ 250,000 183,000 2,722,725 25,257,711 ‐ ‐ ‐ 28,413,436 1,135,050 655,748 307,187 237,725 46,182 768 5,546 543,588 2,931,794 60,000 25,000 40,000 2,485,000 25,258,120 ‐ ‐ ‐ 27,868,120 ‐ (250,000) (183,000) (2,722,725) (25,257,711) ‐ ‐ ‐ (28,413,436) 1 195 050 430 748 164 187 ‐46 591 768 5546 543 588 2 386 478Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 1,195,050 430,748 164,187 ‐ 46,591 768 5,546 543,588 2,386,478 ‐ ‐ ‐ ‐ ‐ ‐ 5,546 ‐ 5,546 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,195,050 430,748 164,187 ‐ 46,591 768 ‐ 543,588 2,380,932 Executive Summary - Budget at a Glance 1 - 44 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes 2013 Revenue, Expenditures, Fund Sources, All Funds Enterprise Total Combined Combined 402 422 403 404 424 Enterprise Utility Ops Utility CIP Airport Airport CIP Sol Waste Golf Crs Golf CIP Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐‐‐‐‐‐‐‐Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 102,319 ‐ ‐ ‐ ‐ ‐ ‐ 102,319 ‐ 618,000 ‐ 8,810,000 ‐ ‐ ‐ 9,428,000 ‐ 800,000 ‐ ‐ 149,128 ‐ ‐ 949,128 41,427,644 8,244,000 115,056 ‐ 15,470,406 1,939,639 ‐ 67,196,745 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 180,368 207,500 5,000 ‐ 5,000 30,000 ‐ 427,868 132,613 ‐ 1,288,787 1,530,092 76,318 481,990 ‐ 3,509,800 36,000 ‐ ‐ ‐ ‐ 2,040 ‐ 38,040 ‐ 314,500 ‐ ‐ ‐ ‐ ‐ 314,500 98,208 ‐ ‐ ‐ ‐ ‐ ‐ 98,208 g Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive: Mayor's Office Hearing Examiner ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50,000 50,000 41,977,152 10,184,000 1,408,843 10,340,092 15,700,852 2,453,669 50,000 82,114,608 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 41,977,152 10,184,000 1,408,843 10,340,092 15,700,852 2,453,669 50,000 82,114,608 ‐ ‐ ‐ ‐ g Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Housing Opportunity Human Resources & Risk Mgmt: Insurance Administrtive Services (Finance, Informa ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 359,229 125,956 485,184 City Clerk Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants ‐ ‐ ‐ ‐ ‐ 1,379,685 10,234,888 11,614,573 8,840,926 10,184,000 15,762,163 34,787,089 23,840,421 281,948 24,122,369 ‐ ‐ ‐ Comm Dev Block Grants Museum Farmers Market Golf Course Other City Services/Misc Debt Service Transfers‐Out Total Expenditures Fund Balance, January 1 Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves ‐ ‐ ‐ 2,015,108 50,000 2,065,108 ‐ 4,503,417 ‐ ‐ 105,204 ‐ 400,661 ‐ 5,009,282 185,000 ‐ ‐ ‐ ‐ 50,000 ‐ 235,000 37,728,993 10,184,000 1,379,685 10,340,092 16,170,067 2,465,769 50,000 78,318,605 7,767,038 2,711,269 486,088 244,444 1,270,044 371,338 140,491 12,990,712 41,977,152 10,184,000 1,408,843 10,340,092 15,700,852 2,453,669 50,000 82,114,608 (37,728,993) (10,184,000) (1,379,685) (10,340,092) (16,170,067) (2,465,769) (50,000) (78,318,605) 12 015 197 2 711 269 515 246 244 444 800 829 359 238 140 491 16 786 715Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 12,015,197 2,711,269 515,246 244,444 800,829 359,238 140,491 16,786,715 2,051,364 ‐ 137,968 ‐ 400,000 516,277 ‐ 3,105,610 3,291,358 ‐ 377,278 ‐ ‐ ‐ ‐ 3,668,636 6,672,475 2,711,269 ‐ 244,444 400,829 (157,039) 140,491 10,012,469 Executive Summary - Budget at a Glance 1 - 45 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes 2013 Revenue, Expenditures, Fund Sources, All Funds Total Fiduciary All Funds 501 502/512/522 503 504 505 Internal 611 Total Equip R&R Insurance Inform Tech Facilities Communications Services Fire Pension 2013 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 31,741,366 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 23,136,180 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 16,415,662 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7,018,674 ‐‐‐‐‐‐‐78 311 882 Internal Service Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources ‐ ‐ ‐ ‐ ‐ ‐ ‐ 78,311,882 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,634,686 ‐ ‐ 150,000 ‐ ‐ 150,000 ‐ 2,583,080 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 28,068,756 ‐ ‐ ‐ ‐ ‐ ‐ 100,000 8,152,203 3,934,724 3,113,512 3,927,323 4,116,112 877,773 15,969,444 ‐ 95,328,970 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,058,500 50,000 147,101 5,000 ‐ ‐ 202,101 200,000 1,488,269 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,965,018 ‐ 10,967,947 ‐ ‐ ‐ 10,967,947 ‐ 11,779,680 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 314,500 ‐ 550,252 ‐ ‐ ‐ 550,252 ‐ 648,460 g Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive: Mayor's Office Hearing Examiner ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 185,000 ‐ ‐ 160,000 ‐ 345,000 ‐ 2,533,000 4,169,724 14,778,812 4,082,323 4,276,112 877,773 28,184,744 300,000 239,867,004 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,169,724 14,778,812 4,082,323 4,276,112 877,773 28,184,744 300,000 239,867,004 ‐ ‐ ‐ 289,114 ‐ 1,872,973 886,184 886,184 2,512,416 ‐ 40,000 g Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Housing Opportunity Human Resources & Risk Mgmt: Insurance Administrtive Services (Finance, Informa , ‐ 2,009,664 ‐ ‐ ‐ 1,017,853 ‐ 716,311 ‐ 1,454,717 ‐ 2,966,891 ‐ 50,000 ‐ ‐ 15,698,251 15,698,251 16,669,458 ‐ ‐ 4,078,959 4,078,959 6,516,751 City Clerk Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: Community Services Housing & Human Services Comm Dev Block Grants ‐ 1,102,496 ‐ 28,583,698 ‐ 24,043,143 ‐ ‐ ‐ 479,503 ‐ 41,388,288 ‐ 34,787,089 4,013,931 4,013,931 32,401,227 ‐ ‐ 4,230,522 4,230,522 18,566,298 ‐ 845,448 279 061Comm Dev Block Grants Museum Farmers Market Golf Course Other City Services/Misc Debt Service Transfers‐Out Total Expenditures Fund Balance, January 1 Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves ‐ 279,061 ‐ 209,903 ‐ 81,314 ‐ 2,065,108 ‐ 240,475 1,981,825 ‐ 13,010,715 ‐ ‐ ‐ ‐ ‐ ‐ 1,323,000 4,013,931 15,698,251 4,078,959 4,230,522 886,184 28,907,847 240,475 237,264,263 3,986,142 17,561,875 348,230 245,791 124,412 22,266,450 4,127,221 54,535,284 4,169,724 14,778,812 4,082,323 4,276,112 877,773 28,184,744 300,000 239,867,004 (4,013,931) (15,698,251) (4,078,959) (4,230,522) (886,184) (28,907,847) (240,475) (237,264,263) 4 141 935 16 642 436 351 595 291 381 116 001 21 543 347 4 186 746 57 138 026Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 4,141,935 16,642,436 351,595 291,381 116,001 21,543,347 4,186,746 57,138,026 248,893 5,000,000 347,894 ‐ ‐ 5,596,787 ‐ 8,707,943 3,893,042 3,879,814 3,701 ‐ ‐ 7,776,556 ‐ 11,445,192 ‐ 7,762,622 ‐ 291,381 116,001 8,170,004 4,186,746 36,984,891 Executive Summary - Budget at a Glance 1 - 46 2014 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 Mis Funds LT GO Total 2014 Revenue Property Tax 19,868,614 3,557,908 3,867,606 ‐ 211,281 ‐ ‐ 5,335,086 32,840,495 Retail Sales and Use Taxes 23,532,262 ‐ 300,000 ‐ ‐ ‐ ‐ ‐ 23,832,262 Utility Taxes 9,100,330 5,659,000 1,730,520 ‐ ‐ ‐ ‐ ‐ 16,489,850 Other Taxes 4,213,000 ‐ ‐ ‐ ‐ ‐ ‐ 2,100,000 6,313,000 Sub‐Total Taxes 56 714 206 9 216 908 5 898 126 0 211 281 0 0 7 435 086 79 475 607Sub‐Total Taxes 56,714,206 9,216,908 5,898,126 0 211,281 0 0 7,435,086 79,475,607 Business License and Permits 533,067 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 533,067 Other License and Permits 2,221,437 ‐ 125,000 ‐ ‐ ‐ ‐ ‐ 2,346,437 Federal/State Grants 129,324 ‐ ‐ 265,506 ‐ ‐ ‐ ‐ 394,830 Other Intergovernmental Revenues 1,230,500 ‐ 1,285,000 ‐ ‐ ‐ ‐ ‐ 2,515,500 Charges for Goods and Services 9,299,218 1,716,717 1,133,989 ‐ ‐ ‐ 17,600 302,937 12,470,461 Fines and Forfeits 3,058,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,058,500 Interest and Other Earnings 125,000 ‐ 520,000 ‐ ‐ ‐ 300 ‐ 645,300 Rents, Leases, and Concessions 45,864 568,100 ‐ ‐ ‐ ‐ 44,500 ‐ 658,464 Other Miscellaneous Revenues 376,693 37,000 ‐ ‐ ‐ ‐ 45,000 ‐ 458,693 Capital Contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Financing Sources ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ g Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Sale of General Fixed Assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Transfer In ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250,000 250,000 Total New Revenue 73,733,809 11,538,725 8,962,115 265,506 211,281 0 107,400 7,988,023 23,331,252 Use of Prior Yr Revenue ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Resources 73,733,809 11,538,725 8,962,115 265,506 211,281 0 107,400 7,988,023 102,806,859 Expenditures Legislative 295,116 295,116 City Attorney 1,687,621 1,687,621 Executive: Mayor's Office 1,403,145 1,403,145 Hearing Examiner 40,000 40,000 g ,, Court Services 1,999,521 1,999,521 Community & Economic Development ‐ Administrative 1,006,430 1,006,430 Economic Development 494,549 494,549 Planning 1,499,317 1,499,317 Development Services 3,035,707 3,035,707 Municipal Arts ‐ Farmers Market ‐ Housing Opportunity ‐ Human Resources & Risk Mgmt:991,234 991,234 Insurance ‐ Finance & Information Systems 2,029,823 2,029,823 City Clerk 1,062,166 1,062,166 Other City Services/Misc 3,036,844 3,036,844 Debt Service 7,988,023 7,988,023 Police 29,676,444 29,676,444 Fire and Emergency Services 24,417,820 25,000 24,442,820 Public Works ‐ Administration 488,760 488,760 Transportation 4,590,572 4,590,572 Utility Systems & Technical Svc ‐ ‐ Maintenance Services 4,398,929 4,398,929 Community Services:Community Services:‐ Community Services 11,210,375 11,210,375 Housing & Human Services 859,021 859,021 Comm Dev Block Grants 276,761 276,761 Museum 211,281 211,281 Farmers Market 82,399 82,399 Library ‐ ‐ Golf Course ‐ Transfers‐Out ‐ ‐ ‐ ‐ Total Expenditures 74,023,519 11,210,375 8,989,501 276,761 211,281 ‐ 107,399 7,988,023 102,806,859 Fund Balance, January 1 6,007,403 1,733,806 1,426,224 (2,536) 55,307 ‐ 300,963 1,230,778 10,751,945 Total New Revenue 73 733 809 11 538 725 8 962 115 265 506 211 281 ‐107 400 7 988 023 102 806 859Total New Revenue 73,733,809 11,538,725 8,962,115 265,506 211,281 ‐ 107,400 7,988,023 102,806,859 Total Committed Expenditures (74,023,519) (11,210,375) (8,989,501) (276,761) (211,281) ‐ (107,399) (7,988,023) (102,806,859) Fund Balance Plus Reserves 5,717,693 2,062,156 1,398,838 (13,791) 55,307 ‐ 300,964 1,230,778 10,751,945 Operating Reserves ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Reserves/IBNR ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fund Balance (Undesig/Designated) 5,717,693 2,062,156 1,398,838 (13,791) 55,307 ‐ 300,964 1,230,778 10,751,945 Executive Summary - Budget at a Glance 1 - 47 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes 2014 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 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 200,000 ‐ ‐ ‐ ‐ 200,000 ‐ ‐ ‐ ‐ ‐ 40,000 ‐ 40,000 ‐ ‐ ‐ ‐ ‐ 45,674 ‐ 45,674 0 0 200 000 0 0 85 674 0 285 674Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources 0 0 200,000 0 0 85,674 0 285,674 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 640,000 ‐ ‐ ‐ ‐ ‐ ‐ 640,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,000 ‐ ‐ ‐ ‐ ‐ ‐ 3,000 ‐ 813,071 ‐ ‐ ‐ ‐ ‐ 813,071 ‐ ‐ 65,000 ‐ ‐ ‐ ‐ 65,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ g Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive: Mayor's Office Hearing Examiner ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15,000 ‐ ‐ 15,000 643,000 813,071 265,000 0 15,000 85,674 0 1,821,745 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 643,000 813,071 265,000 0 15,000 85,674 0 1,821,745 ‐ ‐ ‐ 265,000 265,000 ‐ g Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance ‐ ‐ ‐ ‐ ‐ ‐ 50,000 50,000 ‐ ‐ ‐ ‐ Finance & Information Systems City Clerk Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: ‐ 85,674 85,674 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Farmers Market Library Golf Course Transfers‐Out Total Expenditures Fund Balance, January 1 Total New Revenue ‐ 767,061 767,061 ‐ ‐ ‐ ‐ ‐ 650,000 ‐ ‐ ‐ ‐ ‐ ‐ 650,000 650,000 767,061 265,000 ‐ 50,000 85,674 ‐ 1,817,735 161,974 485,966 66,506 ‐ 69,499 35,294 663,556 1,482,795 643 000 813 071 265 000 ‐15 000 85 674 ‐1 821 745Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 643,000 813,071 265,000 ‐ 15,000 85,674 ‐ 1,821,745 (650,000) (767,061) (265,000) ‐ (50,000) (85,674) ‐ (1,817,735) 154,974 531,976 66,506 ‐ 34,499 35,294 663,556 1,486,805 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 154,974 531,976 66,506 ‐ 34,499 35,294 663,556 1,486,805 Executive Summary - Budget at a Glance 1 - 48 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes 2014 Revenue, Expenditures, Fund Sources, All Funds Capital Project Total 303 304 305 316 317 318 326 336 Capital C D Mitig Fire Mitig Trans Mitig Mun Fac Trans CIP So Lk WA House Opp New Library Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 425,000 ‐ ‐ ‐ ‐ 425,000 ‐ ‐ ‐ 555,000 ‐ ‐ ‐ ‐ 555,000 0 0 0 980 000 0 0 0 0 980 000Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources 0 0 0 980,000 0 0 0 0 980,000 ‐ ‐ ‐ 400,000 1,740,000 ‐ ‐ ‐ 2,140,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,530,000 ‐ ‐ ‐ 3,530,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60,000 50,000 30,000 ‐ ‐ ‐ ‐ ‐ 140,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10,000 ‐ ‐ ‐ ‐ ‐ 10,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ g Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive: Mayor's Office Hearing Examiner ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 757,000 ‐ ‐ ‐ 757,000 60,000 50,000 40,000 1,380,000 6,027,000 0 0 0 7,557,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60,000 50,000 40,000 1,380,000 6,027,000 0 0 0 7,557,000 ‐ ‐ ‐ ‐ ‐ g Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance ‐ ‐ ‐ ‐ 100,000 100,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Finance & Information Systems City Clerk Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6,011,590 6,011,590 ‐ ‐ Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Farmers Market Library Golf Course Transfers‐Out Total Expenditures Fund Balance, January 1 Total New Revenue ‐ 1,280,000 1,280,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250,000 107,000 ‐ 15,000 ‐ ‐ ‐ 372,000 ‐ 250,000 107,000 1,380,000 6,026,590 ‐ ‐ ‐ 7,763,590 1,195,050 430,748 164,187 ‐ 46,591 768 5,546 543,588 2,386,478 60 000 50 000 40 000 1 380 000 6 027 000 ‐‐‐7 557 000Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 60,000 50,000 40,000 1,380,000 6,027,000 ‐ ‐ ‐ 7,557,000 ‐ (250,000) (107,000) (1,380,000) (6,026,590) ‐ ‐ ‐ (7,763,590) 1,255,050 230,748 97,187 ‐ 47,001 768 5,546 543,588 2,179,888 ‐ ‐ ‐ ‐ ‐ ‐ 5,546 ‐ 5,546 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,255,050 230,748 97,187 ‐ 47,001 768 ‐ 543,588 2,174,342 Executive Summary - Budget at a Glance 1 - 49 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes 2014 Revenue, Expenditures, Fund Sources, All Funds Enterprise Total Combined Combined 402 422 403 404 424 Enterprise Utility Ops Utility CIP Airport Airport CIP Sol Waste Golf Crs Golf CIP Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐‐0 0 0 0 0 ‐Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources ‐ ‐ 0 0 0 0 0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 103,252 ‐ ‐ ‐ ‐ ‐ ‐ 103,252 ‐ 2,106,000 ‐ 285,000 ‐ ‐ ‐ 2,391,000 ‐ 2,050,000 ‐ ‐ 159,500 ‐ ‐ 2,209,500 39,678,875 12,463,000 115,056 ‐ 16,177,094 1,973,419 ‐ 70,407,444 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 246,667 383,000 5,000 ‐ 5,000 30,000 ‐ 669,667 136,591 ‐ 1,311,554 1,107,517 78,226 481,990 ‐ 3,115,878 36,000 ‐ ‐ ‐ ‐ 2,040 ‐ 38,040 ‐ 664,000 ‐ ‐ ‐ ‐ ‐ 664,000 101,646 ‐ ‐ ‐ ‐ ‐ ‐ 101,646 g Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive: Mayor's Office Hearing Examiner ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50,000 50,000 40,303,031 17,666,000 1,431,610 1,392,517 16,419,820 2,487,449 50,000 79,750,427 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 40,303,031 17,666,000 1,431,610 1,392,517 16,419,820 2,487,449 50,000 79,750,427 ‐ ‐ ‐ ‐ g Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Finance & Information Systems City Clerk Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: 370,232 130,671 500,903 ‐ ‐ 4,316,092 ‐ ‐ 105,204 ‐ 400,660 ‐ 4,821,956 ‐ ‐ ‐ ‐ 1,405,557 1,287,313 2,692,870 9,278,271 17,666,000 16,072,583 43,016,854 24,314,366 298,711 24,613,077 Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Farmers Market Library Golf Course Transfers‐Out Total Expenditures Fund Balance, January 1 Total New Revenue ‐ ‐ ‐ ‐ ‐ ‐ 2,053,697 50,000 2,103,697 126,000 ‐ ‐ ‐ ‐ 50,000 ‐ 176,000 38,404,962 17,666,000 1,405,557 1,392,517 16,501,965 2,504,357 50,000 77,925,357 12,015,197 2,711,269 515,246 244,444 800,829 359,238 140,491 16,786,714 40 303 031 17 666 000 1431610 1392517 16 419 820 2 487 449 50 000 79 750 427Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 40,303,031 17,666,000 1,431,610 1,392,517 16,419,820 2,487,449 50,000 79,750,427 (38,404,962) (17,666,000) (1,405,557) (1,392,517) (16,501,965) (2,504,357) (50,000) (77,925,357) 13,913,266 2,711,269 541,299 244,444 718,684 342,330 140,491 18,611,784 2,130,023 ‐ 140,556 ‐ 400,000 525,924 ‐ 3,196,503 3,291,358 ‐ 400,743 ‐ ‐ ‐ ‐ 3,692,101 8,491,885 2,711,269 ‐ 244,444 318,684 (183,594) 140,491 11,723,179 Executive Summary - Budget at a Glance 1 - 50 Revenue Property Tax Retail Sales and Use Taxes Utility Taxes Other Taxes Sub‐Total Taxes 2014 Revenue, Expenditures, Fund Sources, All Funds Total Fiduciary All Funds 501 502/512/522 503 504 505 Internal 611 Total Equip R&R Insurance Inform Tech Facilities Communications Services Fire Pension 2014 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 32,840,495 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 24,032,262 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 16,954,850 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6,913,674 0 0 0 0 0 ‐‐80 741 281 Internal Service Sub‐Total Taxes Business License and Permits Other License and Permits Federal/State Grants Other Intergovernmental Revenues Charges for Goods and Services Fines and Forfeits Interest and Other Earnings Rents, Leases, and Concessions Other Miscellaneous Revenues Capital Contributions Other Financing Sources 0 0 0 0 0 ‐ ‐ 80,741,281 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,673,067 ‐ ‐ 150,000 ‐ ‐ 150,000 ‐ 2,599,689 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6,315,830 ‐ ‐ ‐ ‐ ‐ ‐ 100,000 5,465,000 4,113,809 3,143,812 3,855,222 4,092,976 896,374 16,102,193 ‐ 99,120,098 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,058,500 50,000 147,484 5,000 ‐ ‐ 202,484 200,000 1,730,451 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,587,413 ‐ 13,337,385 ‐ ‐ ‐ 13,337,385 ‐ 13,899,118 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 664,000 ‐ 550,250 ‐ ‐ ‐ 550,250 ‐ 651,896 g Bond Proceeds Sale of General Fixed Assets Transfer In Total New Revenue Use of Prior Yr Revenue Total Resources Expenditures Legislative City Attorney Executive: Mayor's Office Hearing Examiner ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 126,000 ‐ ‐ ‐ ‐ 126,000 ‐ 1,198,000 4,289,809 17,178,931 4,010,222 4,092,976 896,374 30,468,312 300,000 222,704,343 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,289,809 17,178,931 4,010,222 4,092,976 896,374 30,468,312 300,000 222,704,343 ‐ ‐ ‐ 295,116 ‐ 1,687,621 904,871 904,871 2,573,016 ‐ 40,000 g Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance , ‐ 1,999,521 ‐ ‐ ‐ 1,006,430 ‐ 594,549 ‐ 1,499,317 ‐ 3,035,707 ‐ 50,000 ‐ ‐ ‐ ‐ 16,893,979 16,893,979 17,885,214 ‐ ‐ Finance & Information Systems City Clerk Other City Services/Misc Debt Service Police Fire and Emergency Services Public Works Administration Transportation Utility Systems & Technical Svc Maintenance Services Community Services: 4,002,968 4,002,968 6,533,694 ‐ 1,147,840 ‐ 225,475 3,262,319 ‐ 12,809,979 ‐ 29,676,444 ‐ 24,442,820 ‐ ‐ ‐ 488,760 ‐ 13,295,032 ‐ 43,016,854 3,655,632 3,655,632 32,667,638 Community Services: Community Services Housing & Human Services Comm Dev Block Grants Museum Farmers Market Library Golf Course Transfers‐Out Total Expenditures Fund Balance, January 1 Total New Revenue ‐ ‐ 4,070,454 4,070,454 17,327,890 ‐ 859,021 ‐ 276,761 ‐ 211,281 ‐ ‐ ‐ 2,103,697 ‐ ‐ ‐ ‐ ‐ ‐ 1,198,000 3,655,632 16,893,979 4,002,968 4,070,454 904,871 29,527,904 225,475 220,066,920 4,141,935 16,642,436 351,595 291,381 116,001 21,543,348 4,186,746 57,138,026 4 289 809 17 178 931 4 010 222 4 092 976 896 374 30 468 312 300 000 222 704 343Total New Revenue Total Committed Expenditures Fund Balance Plus Reserves Operating Reserves Other Reserves/IBNR Fund Balance (Undesig/Designated) 4,289,809 17,178,931 4,010,222 4,092,976 896,374 30,468,312 300,000 222,704,343 (3,655,632) (16,893,979) (4,002,968) (4,070,454) (904,871) (29,527,904) (225,475) (220,066,920) 4,776,112 16,927,388 358,850 313,903 107,504 22,483,757 4,261,271 59,775,449 257,963 5,000,000 344,295 ‐ ‐ 5,602,258 ‐ 8,804,307 4,518,149 4,226,323 14,555 ‐ ‐ 8,759,027 ‐ 12,451,129 ‐ 7,701,064 ‐ 313,903 107,504 8,122,471 4,261,271 38,520,014 Executive Summary - Budget at a Glance 1 - 51 Employment History – City of Renton 698.45 693.83 681.95 695.20 668.78 667.03 0 100 200 300 400 500 600 700 800 2010 Authorized 2011 Authorized 2012 Orig Bdgt 2012 Authorized 2013 Adopted 2014 Adopted # of FT E ' S Administrative Comm & Econ Dev Community Services Enterprise/Utilities Public Works Fire & Emergency Svcs Police General Government Enterprise Total FTE's Adopted 2010 FTE 622.50 88.45 710.95 2010 Authorized Adjustments Community Services, HS Facilities Technician (LT) 1.00 1.00 Executive, Communications Ofice Assistant I0.500.50 Community & Economic Development ‐0.50 ‐0.50 Finance and Information Technology, IT Director 1.00 1.00 Community Services (Library staff transfer)‐15.00 ‐15.00 Total 2010 Authorized 610.00 88.45 698.45 2011/2012 Adopted Staffing Changes Community & Economic Development ‐0.50 ‐0.50 Court Servies 0.50 0.50 Executive ‐1.50 ‐1.50 Fi na nce and Information Technology 1.00 1.00 Police (Jail staff transfer)‐16.00 ‐16.00 Public Works ‐1.00 1.00 0.00 Total 2012 Adopted Staffing 592.50 89.45 681.95 2011/2012 Authorized Adjustments Regular (full‐time and part‐time)588.25 89.45 677.70 Administrative Services, Records Management Specialist 0.50 0.50 Fire & Emergency Services, Firefighters 9.00 9.00 Public Works, Maintenance Worker II 0.00 2.00 2.00 Total Regular (full ‐time and part‐time)597.75 91.45 689.20 Limited Term 4.25 0.00 4.25 Community Services, Facilities Technician (LT 12/31/2012)1.00 1.00 Community Services, Farmer's Market Coordinator (LT 12/31/2 0.75 0.75 Total Limited Term 6.00 0.00 6.00 Total 2012 Authorized (Regular and Limited Term)603.75 91.45 695.20 Executive Summary - Budget at a Glance 1 - 52 General Government Enterprise Total FTE's 2013/2014 Proposed Staffing Changes Regular (full‐time and part‐time)597.75 91.45 689.20 City Attorney 0.13 0.13 • Paralegal, +0.13 Community & Economic Development ‐3.00 ‐3.00 •Admin Secretary I, ‐1.00 • Planning Director, ‐1.00 •Code Compliance Inspector, ‐1.00 Administrative Services ‐2.00 ‐2.00 •Payroll Analyst, ‐1.00 •Senior Network Systems Specialist, ‐1.00 Community Services ‐2.80 ‐2.80 • Maintenance Custodian, ‐1.00 •Recreation Supervisor, +0.20 •Recreation Program Coordinator, ‐0.75 •Recreation Program Coordinator (2014 only), ‐0.25 • Secretary II, ‐1.00 Court Services ‐2.50 ‐2.50 •Probation Officer, 0.50 • Judicial Specialist, ‐1.00 • Judicial Specialist (2014 only), ‐1.00 Executive ‐2.00 ‐2.00 • Assistant Chief Administrative Officer, ‐1.00 • Communications Specialist II, ‐1.00 Fire and Emergency Services ‐6.00 ‐6.00 • Firefighter, ‐5.00 • Firefighter (2014 only), ‐1.00 Police ‐3.00 ‐3.00 • Police Officer SRO, ‐2.00 •Patrol Officer Pa trol, +0 .50 • Police Officer Patrol (2014 only), ‐1.50 Public Works ‐2.00 0.00 ‐2.00 •Principal Civil Engineer Transp, ‐1.00 • Signal/Electronics System Assistant II Transp, ‐1.00 • Civil Engineer II SW, ‐2.00 • Maintenance Service Worker III, +2.00 Total Regular (full‐time and part‐time) 574.58 91.45 666.03 Limited Term Staffing 6.00 0.00 6.00 •Construction Inspector II (LT 12/31/2012)‐2.00 ‐2.00 •GIS Analyst II (LT 12/31/2012)‐1.00 ‐1.00 •Permit Technician (LT 12/31/2012)‐1.00 ‐1.00 •Housing Repair Technician (LT 12/31/2012)‐1.00 ‐4.00 Total Limited Term Staffing 1.00 0.00 1.00 Total 2014 Proposed Staffing (Regular + Limited Term)575.58 91.45 667.03 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. Executive Summary - Budget at a Glance 1 - 53 Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (1 of 3) 2010 2011 2011 2012 2012 2013 2014 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Legislative Services City Council Members 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.00 0.00 City Council Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Total Regular FTE 8.008.008.008.008.008.008.000.000.00 Total Legislative 8.008.008.008.008.008.008.000.000.00 Executive Mayor’s Office 6.00 5.63 5.63 4.50 4.50 3.50 3.50 ‐1.00 0.00 Communications 6.50 6.50 6.50 6.50 6.50 5.50 5.50 ‐1.00 0.00 Total Regular FTE 12.50 12.13 12.13 11.00 11.00 9.00 9.00 ‐2.00 0.00 Intermittent‐Mayor's Office 0.00 0.00 0.04 0.00 0.00 0.00 0.00 0.00 0.00 Intermittent‐Communications 0.07 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Intermittent 0.07 0.00 0.04 0.00 0.00 0.00 0.00 0.00 0.00 Total Executive 12.57 12.13 12.17 11.00 11.00 9.00 9.00 ‐2.00 0.00 Court Services Municipal Court 16.00 16.50 16.50 16.50 16.50 15.00 14.00 ‐1.50 ‐1.00 Total Regular FTE 16.00 16.50 16.50 16.50 16.50 15.00 14.00 ‐1.50 ‐1.00 Intermittent 1.90 1.95 1.85 1.95 1.95 1.95 1.95 0.00 0.00 Total Intermittent 1.90 1.95 1.85 1.95 1.95 1.95 1.95 0.00 0.00 Total Court Services 17.90 18.45 18.35 18.45 18.45 16.95 15.95 ‐1.50 ‐1.00 City Attorney City Attorney 11.75 11.75 11.75 11.75 11.75 11.88 11.88 0.13 0.00 Total Regular FTE 11.75 11.75 11.75 11.75 11.75 11.88 11.88 0.13 0.00 Intermittent 0.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Intermittent 0.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total City Attorney 11.84 11.75 11.75 11.75 11.75 11.88 11.88 0.13 0.00 Community Services Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Neigh, Res, and Events 2.25 4.00 4.75 4.00 4.75 5.58 5.58 1.58 0.00 Park Maintenance 23.50 23.50 23.50 23.50 23.50 23.50 23.50 0.00 0.00 Recreation Services 19.05 18.30 18.30 18.30 18.30 16.59 16.34 ‐1.71 ‐0.25 Human Services/CDBG 6.00 5.00 6.00 5.00 6.00 4.33 4.33 ‐0.67 0.00 Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Municipal Golf Course 9.50 9.50 9.50 9.50 9.50 9.50 9.50 0.00 0.00 Parks Plan and Nat Res 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00 0.00 Facilities 26.00 26.00 26.00 26.00 26.00 25.00 25.00 ‐1.00 0.00 Total Regular FTE 92.30 92.30 94.05 92.30 94.05 90.50 90.25 ‐1.80 ‐0.25 Administration‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Neigh, Res, and Events‐Intermittent 0.68 1.25 0.35 1.25 0.52 0.56 0.56 ‐0.69 0.00 Park Maintenance‐Intermittent 8.62 8.12 8.86 8.12 8.12 8.12 8.12 0.00 0.00 Recreation Services‐Intermittent 27.30 29.07 25.90 29.07 30.01 29.30 29.57 0.24 0.26 Human Services/CDBG‐Intermittent 0.00 0.00 0.23 0.00 0.00 0.00 0.00 0.00 0.00 Library Services‐Intermittent 0.91 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Executive Summary - Budget at a Glance 1 - 54 Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (2 of 3) 2010 2011 2011 2012 2012 2013 2014 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Museum‐Intermittent 0.26 0.30 0.25 0.30 0.30 0.30 0.30 0.00 0.00 Municipal Golf Course‐Intermittent 6.06 8.22 6.16 8.22 8.22 8.22 8.22 0.00 0.00 Parks Plan and Nat Res‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Facilities‐Intermittent 1.56 1.26 1.74 1.02 1.02 1.02 1.02 0.00 0.00 Total Intermittent 45.39 48.21 43.49 47.97 48.18 47.51 47.77 ‐0.46 0.26 Total Community Services 137.69 140.51 137.54 140.27 142.23 138.01 138.02 ‐2.26 0.01 Community and Economic Development Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Economic Development 5.50 4.00 4.00 4.00 4.00 3.00 3.00 ‐1.00 0.00 Planning 14.00 13.00 13.00 13.00 13.00 12.00 12.00 ‐1.00 0.00 Development Services 26.50 28.50 28.50 28.50 28.50 25.50 25.50 ‐3.00 0.00 Total Regular FTE 48.00 47.50 47.50 47.50 47.50 42.50 42.50 ‐5.00 0.00 Administration‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Economic Development‐Intermittent 0.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Planning‐Intermittent 0.22 0.00 0.23 0.00 0.00 0.00 0.00 0.00 0.00 Development Services‐Intermittent 1.26 0.50 0.56 0.50 0.50 0.50 0.50 0.00 0.00 Total Intermittent 1.95 0.50 0.79 0.50 0.50 0.50 0.50 0.00 0.00 Total Community & Economic Devel 49.95 48.00 48.29 48.00 48.00 43.00 43.00 ‐5.00 0.00 Administrative Services City Clerk 4.50 4.50 4.50 4.50 5.00 5.00 5.00 0.50 0.00 Finance 20.00 20.00 20.00 20.00 20.00 19.00 19.00 ‐1.00 0.00 Information Systems 17.50 18.50 18.50 18.50 18.50 15.50 15.50 ‐3.00 0.00 Total Regular FTE 42.00 43.00 43.00 43.00 43.50 39.50 39.50 ‐3.50 0.00 City Clerk‐Intermittent 0.03 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Finance‐Intermittent 0.25 0.00 0.02 0.00 0.00 0.00 0.00 0.00 0.00 Information Systems‐Intermittent 1.27 1.16 1.11 1.16 1.16 1.16 1.16 0.00 0.00 Total Intermittent 1.54 1.16 1.14 1.16 1.16 1.16 1.16 0.00 0.00 Total Administrative Services 43.54 44.16 44.14 44.16 44.66 40.66 40.66 ‐3.50 0.00 Fire and Emergency Services Response Operations 125.00 126.00 135.00 126.00 135.00 130.00 129.00 4.00 ‐1.00 Safety and Support Operations 14.00 14.00 14.00 14.00 14.00 14.00 14.00 0.00 0.00 Community Risk Reduction 11.00 10.00 10.00 10.00 10.00 10.00 10.00 0.00 0.00 Emergency Management 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Total Regular FTE 152.00 152.00 161.00 152.00 161.00 156.00 155.00 4.00 ‐1.00 Total Commissioned Officers 136.00 136.00 145.00 145.00 145.00 140.00 139.00 ‐5.00 ‐1.00 Total Non‐commissioned Personnel 16.00 16.00 16.00 16.00 16.00 16.00 16.00 0.00 0.00 Response Operations‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Safety and Support Operations‐Intermitte 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Community Risk Reduction‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Emergency Management‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Fire and Emergency Services 152.00 152.00 161.00 152.00 161.00 156.00 155.00 4.00 ‐1.00 Human Resources/Risk Management Administration/Civil Svc Commission 6.00 5.00 5.00 5.00 5.00 5.00 5.00 0.00 0.00 Risk Management 1.75 2.25 2.25 2.25 2.25 2.25 2.25 0.00 0.00 Benefits 1.25 1.75 1.75 1.75 1.75 1.75 1.75 0.00 0.00 Total Regular FTE 9.009.009.009.009.009.009.000.000.00 Executive Summary - Budget at a Glance 1 - 55 Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (3 of 3) 2010 2011 2011 2012 2012 2013 2014 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Administration‐Intermittent 0.32 0.19 0.24 0.19 0.19 0.19 0.19 0.00 0.00 Risk Management‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Benefits‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Intermittent 0.32 0.19 0.24 0.19 0.19 0.19 0.19 0.00 0.00 Total Human Resources/Risk Mgmt 9.32 9.19 9.24 9.19 9.19 9.19 9.19 0.00 0.00 Public Works Administration 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.00 0.00 Maintenance Services 78.00 78.00 78.00 78.00 80.00 80.00 82.00 2.00 2.00 Transportation 33.00 33.00 33.00 33.00 33.00 31.00 31.00 ‐2.00 0.00 Utility Systems 25.50 25.50 25.50 25.50 25.50 23.50 23.50 ‐2.00 0.00 Total Regular FTE 139.50 139.50 139.50 139.50 141.50 137.50 139.50 ‐2.00 2.00 Administration‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Maintenance Svc‐Intermittent 2.21 2.17 2.40 2.17 2.46 2.74 3.03 0.57 0.29 Transportation‐Intermittent 2.88 2.57 2.48 2.57 2.57 3.63 3.65 1.07 0.01 Utility Systems‐Intermittent 0.00 0.06 0.40 0.06 0.06 0.66 0.66 0.60 0.00 Total Intermittent 5.09 4.80 5.28 4.80 5.09 7.04 7.34 2.24 0.30 Total Public Works 144.59 144.30 144.78 144.30 146.59 144.54 146.84 0.24 2.30 Police Administration 24.00 8.00 8.00 8.00 7.00 7.00 7.00 ‐1.00 0.00 Patrol Operations 70.00 70.00 70.00 70.00 70.00 70.50 69.00 0.50 ‐1.50 Special Operations 18.00 18.00 18.00 18.00 18.00 18.00 18.00 0.00 0.00 Patrol Services 13.00 13.00 13.00 13.00 13.00 13.00 13.00 0.00 0.00 Investigations 21.00 21.00 21.00 21.00 21.00 21.00 21.00 0.00 0.00 Administrative Services 9.00 9.00 9.00 9.00 9.00 7.00 7.00 ‐2.00 0.00 Staff Services 12.40 12.40 12.40 12.40 13.40 13.40 13.40 1.00 0.00 Total Regular FTE 167.40 151.40 151.40 151.40 151.40 149.90 148.40 ‐1.50 ‐1.50 Total Commissioned Officers 123.00 123.00 123.00 123.00 123.00 121.50 120.00 ‐1.50 ‐1.50 Total Non‐Commissioned Personnel 44.40 28.40 28.40 28.40 28.40 28.40 28.40 0.00 0.00 Administration‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Patrol Operations‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Special Operations‐Intermittent 0.31 0.29 0.31 0.29 0.29 0.29 0.29 0.00 0.00 Patrol Services‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Investigations‐Intermittent 0.72 0.02 0.31 0.02 0.02 0.02 0.02 0.00 0.00 Administrative Services‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Staff Services‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Auxiliary Services‐Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Intermittent 1.03 0.31 0.62 0.31 0.31 0.31 0.31 0.00 0.00 Total Police 168.43 151.71 152.02 151.71 151.71 150.21 148.71 ‐1.50 ‐1.50 Total All Staffing (Regular FTE)698.45 683.08 693.83 681.95 695.20 668.78 667.03 ‐13.17 ‐1.75 Total All Staffing (Intermittent)57.38 57.13 53.47 56.89 57.38 58.67 59.23 1.78 0.56 Executive Summary - Budget at a Glance 1 - 56 CITY OF RENTON 2013‐2014 BIENNIAL BUDGET OVERVIEW All Sources Uses and Change in Fund Balance 2010 2011 2011 2012 2012 2013 2014 Total Resources and Uses Actual Adopted Actual Adopted Actual Adopted Adopted Revenue: Property Tax 31,497,128 32,046,525 32,357,894 32,475,452 33,466,364 31,741,366 32,840,495 ‐5.2% 3.5% Sales Tax 20,844,359 21,683,285 21,573,442 22,875,828 22,697,632 22,656,180 23,532,262 ‐0.2% 3.9% Utility Taxes 14,589,037 15,206,600 15,524,862 15,884,003 15,994,432 16,715,662 17,254,850 4.5% 3.2% Real Estate Excise Tax 2,464,489 2,240,000 2,074,059 2,400,000 2,811,902 2,600,000 2,650,000 ‐7.5% 1.9% Other Taxes 4,722,190 4,575,921 4,632,439 4,735,976 4,735,356 4,553,000 4,418,000 ‐3.9%‐3.0% Licenses & Permits 4,058,453 4,458,126 4,547,181 4,599,001 4,913,835 5,263,440 5,318,430 7.1% 1.0% State Shared Revenue 3,112,602 2,732,350 3,145,005 1,940,737 3,629,023 3,015,500 3,255,500 ‐16.9% 8.0% Fire Service Contracts 5,252,877 5,940,962 6,134,415 6,021,194 6,163,566 5,877,556 5,889,963 ‐4.6% 0.2% Charges for Services 52,534,251 61,772,366 59,935,568 65,299,423 65,090,422 69,539,510 73,123,684 6.8% 5.2% Fines and Forfeits 3,446,860 3,170,351 3,144,604 3,214,156 3,060,389 3,058,500 3,058,500 ‐0.1% 0.0% Miscellaneous Revenue 7,629,947 8,224,748 7,680,502 8,097,549 9,281,267 18,287,467 20,296,482 97.0% 11.0% Bond/Loan/Capital Proceeds 940,825 10,091,679 1,319,924 7,094,887 12,499,797 995,960 1,348,896 ‐92.0% 35.4% Interfund Services 31,903,882 32,245,862 32,767,235 33,170,649 33,391,521 19,824,404 19,993,951 ‐40.6% 0.9% Interfund Transfers 8,437,638 4,446,550 4,281,544 2,681,926 4,599,231 2,533,000 1,198,000 ‐44.9%‐52.7% Total Revenue 201,793,067 219,578,628 211,273,971 221,159,916 242,745,436 239,867,004 222,704,343 ‐1.2%‐7.2% Expenditures: Legislative 259,345 277,834 271,236 286,842 278,768 289,114 295,116 3.7% 2.1% Court 2,007,599 2,096,953 2,074,899 2,177,315 2,061,603 2,009,664 1,999,521 ‐2.5%‐0.5% Executive 2,673,200 2,584,437 2,525,007 2,544,892 2,283,255 2,552,416 2,613,016 11.8% 2.4% Administrative Services 7,382,098 8,373,866 7,695,701 8,479,970 8,402,765 7,859,722 7,907,009 ‐6.5% 0.6% City Attorney 1,565,597 1,600,531 1,585,770 1,695,841 1,706,320 1,712,973 1,687,621 0.4%‐1.5% Community & Eco Development 6,829,247 6,405,169 6,144,232 6,721,124 6,545,763 5,974,046 6,086,004 ‐8.7% 1.9% Community Services 20,727,138 19,112,551 19,322,604 19,883,913 18,845,404 19,811,857 19,706,048 5.1%‐0.5% Police 27,485,421 30,651,495 30,933,189 28,802,620 28,487,781 28,583,698 29,676,444 0.3% 3.8% Fire 21,514,787 22,045,916 22,447,083 23,055,144 24,158,450 24,043,143 24,442,820 ‐0.5% 1.7% Public Works 52,221,062 55,748,396 56,071,795 55,704,333 70,386,314 75,544,018 84,046,158 7.3% 11.3% Human Resource 14,649,871 17,073,546 15,063,636 18,145,224 17,575,679 16,669,458 17,885,214 ‐5.2% 7.3% Other City Services 4,834,296 7,567,496 4,767,316 3,146,248 4,853,242 691,350 3,036,844 ‐85.8% 339.3% Capital Projects 21,594,125 41,553,023 23,742,975 35,835,603 33,771,144 38,095,069 8,710,890 12.8%‐77.1% Debt Service 1 9,764,936 9,772,021 9,830,701 10,771,005 15,118,796 10,894,735 10,776,215 ‐27.9%‐1.1% Inter‐Fund Transfers/Loans 8,437,638 ‐ 4,281,544 2,681,926 2,667,476 2,533,000 1,198,000 ‐5.0%‐52.7% Total Expenditures 201,946,361 224,863,236 206,757,687 219,932,000 237,142,758 237,264,263 220,066,920 0.1%‐7.2% In(De)crease in Fund Balance (153,294) (5,284,608) 4,516,284 1,227,916 5,602,678 2,602,742 2,637,423 Beginning FB 70,576,783 53,370,039 70,163,486 48,085,430 92,679,769 54,535,284 57,138,026 Ending FB 70,423,489 48,085,431 74,679,770 49,313,346 98,282,447 57,138,026 59,775,449 2013/ 2012 2014/ 2013 Property Tax 14% Sales Tax 10% Utility Taxes 7% Other Taxes 3% Lic. & Permits 2% Intergovt 10% Charges for Services 33% Interfund Svc & Trnsfr 10%Misc. 10% All Revenue & Sources $462.6 Million General Govt 13% Com. Svcs 8%Com Eco Dvlpmt 3% Police. 13% Court Services 1% Fire 10% Public Works 35% Citywide Services 1%Capital Projects 10% Interfund Transfer 1% Debt Service 5% Total Budget $457.3 Million Executive Summary - Long Range Plan 1 - 57 OVERVIEW CITY OF RENTON 2013‐2014 BIENNIAL BUDGET General Fund Sources Uses and Change in Fund Balances 2010 2011 2011 2012 2012 2013 2014 General Government Actual Adopted Actual Adopted Actual Adopted Adopted Revenue: Property Tax 31,497,128$ 32,046,525$ 32,357,894$ 32,475,452$ 33,466,364$ 31,741,366$ 32,840,495$ ‐5.2% 3.5% Sales Tax 20,844,359 21,683,285 21,573,442 22,875,828 22,697,632 22,656,180 23,532,262 ‐0.2% 3.9% Utility Taxes 14,508,363 15,166,600 15,484,862 15,844,003 15,954,432 16,250,662 16,789,850 1.9% 3.3% Other Taxes 6,425,210 6,075,921 5,919,967 6,375,976 6,186,676 6,313,000 6,313,000 2.0% 0.0% Lic. and Permits 2,248,445 2,612,987 2,634,629 2,680,077 2,887,166 2,863,828 2,879,504 ‐0.8% 0.5% Intergovt Revenue 8,953,835 8,495,401 9,336,248 7,775,027 9,474,290 8,115,532 8,355,532 ‐14.3% 3.0% Charges for Svcs 6,917,511 6,859,855 6,834,174 7,013,658 7,529,022 6,840,654 7,251,462 ‐9.1% 6.0% Court Fines 3,438,022 3,170,351 3,144,604 3,214,156 3,060,389 3,058,500 3,058,500 ‐0.1% 0.0% Miscellaneous Revenue 542,250 698,730 605,361 653,730 808,494 1,103,993 1,103,993 36.5% 0.0% General Fund Operating Rev 95,375,122 96,809,655 97,891,181 98,907,907 102,064,466 98,943,715 102,124,598 ‐3.1% 3.2% 1‐Time & Capital *7,267,078 734,947 1,332,047 756,323 5,399,242 540,530 552,937 ‐90.0% 2.3% Grants 725,718 677,324 1,240,819 399,324 993,462 129,324 129,324 ‐87.0% 0.0% Subtotal Other Sources 7,992,796 1,412,271 2,572,866 1,155,647 6,392,704 669,854 682,261 ‐89.5% 1.9% Total Rev/Other Svcs 103,367,918 98,221,926 100,464,047 100,063,554 108,457,170 99,613,569 102,806,859 ‐8.2% 3.2% Expenditures by Dept:N/A N/A Legislative 259,345$ 277,834$ 271,236$ 286,842$ 278,768$ 289,114$ 295,116$ 3.7% 2.1% Executive 1,752,973 1,626,691 1,626,784 1,553,877 1,437,477 1,421,232 1,443,145 ‐1.1% 1.5% Court Services 2,007,599 2,104,953 2,084,170 2,177,315 2,074,980 2,009,664 1,999,521 ‐3.1%‐0.5% City Attorney 1,565,597 1,600,531 1,596,609 1,695,841 1,706,320 1,872,973 1,687,621 9.8%‐9.9% Community & Economic Devl. 6,473,852 6,158,044 5,913,300 6,455,274 6,056,915 5,924,046 6,036,004 ‐2.2% 1.9% Administrative Services 2,839,667 2,700,281 2,871,547 2,905,525 3,158,948 2,969,430 3,091,989 ‐6.0% 4.1% Human Resources 861,221 948,554 888,252 955,833 937,412 971,207 991,234 3.6% 2.1% Police 27,485,421 28,189,266 28,481,852 28,802,620 28,494,195 28,583,698 29,676,444 0.3% 3.8% Fire & ES 21,554,792 22,045,916 22,511,597 23,055,144 24,173,315 24,043,143 24,442,820 ‐0.5% 1.7% Public Works 9,143,059 8,747,323 8,495,628 9,010,122 8,840,850 9,275,434 9,478,261 4.9% 2.2% Communty Services 13,533,679 14,236,803 13,869,844 12,572,316 12,389,811 12,510,846 12,639,836 1.0% 1.0% Ot h er City Services 2,959,296 3,120,946 3,530,383 3,146,248 4,637,555 1,741,350 3,036,844 ‐62.5% 74.4% 1‐Time & Capital Projects * 8,772,484 2,462,229 3,849,845 ‐ ‐ ‐ ‐ N/A N/A Debt Service*4,707,100 4,715,035 4,822,566 6,731,373 9,752,337 8,001,433 7,988,023 ‐18.0%‐0.2% General Fund Operating Rev 103,916,085 98,934,407 100,813,615 99,348,329 103,938,882 99,613,569 102,806,859 ‐4.2% 3.2% In(Decrease) in FB (548,166) (712,481) (349,568) 715,225 4,518,288 (0) (0) Beginning Fund balance 11,955,285 10,051,189 11,407,119 9,338,708 11,057,551 10,751,945 10,751,945 ‐2.8% 0.0% Ending Fund Balance 11,407,119 9,338,708 11,057,551 10,053,933 15,575,839 10,751,945 10,751,945 ‐31.0% 0.0% 2013/ 2012 2014/ 2013 Property Tax 32% Sales Tax 23% Utility Taxes 16% Other Taxes 6% Lic. & Permits 3% Intergovt Revenue 8% Charges for Svcs 7% Court Fines 3% Misc. 2% General Revenue $202.4 Million General Govt 7% Com Eco Dvlpmt 6% Police. 29% Court Services 2%Fire 24% Citywide Services 2% Public Works 9% Com. Svcs 13% Debt Service 8% General Fund Uses $202.4 Million Executive Summary - Long Range Plan 1 - 58 CITY OF RENTON 2013‐2014 BIENNIAL BUDGET OVERVIEW General Fund Long Range Projection 2010 2011 2012 2013 2014 2015 2016 2017 2018 Summary ($ in Million)Actual* Actual* Actual Adopted Adopted Projected Projected Projected Projected Total Revenue 96.75$ 100.48$ 108.46$ 99.61$ 102.81$ 105.69$ 108.18$ 110.74$ 113.39$ Total Expenditure 97.30 100.83 103.94 99.61 102.81 106.31 109.29 112.45 115.80 Net Income (Loss)(0.55) (0.35) 4.52 (0.00) (0.00) (0.61) (1.12) (1.71) (2.40) Fund Balance 11.41$ 11.06$ 15.58$ 10.75$ 10.75$ 10.14$ 9.02$ 7.31$ 4.91$ * 2010 and 2011 Actual excludes refunding bond proceed and payment to escrow agent of $6.6 M and $10.3 M, respectively. Key Revenue Assumptions:2010 2011 2012 2013 2014 2015 2016 2017 2018 Sales Tax Growth ‐4.3% 3.5% 5.2% 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% Base Property Tax 1.7% 2.2% 2.9%‐4.5% 2.9% 2.5% 1.0% 1.0% 1.0% Construction Property Tax 1.0% 0.5% 0.5% 0.6% 0.6% 1.0% 1.0% 1.0% 1.0% Overall Revenue Growth ‐0.6% 3.8% 7.9%‐8.2% 3.2% 2.8% 2.3% 2.4% 2.4% Key Expenditure Assumption 2010 2011 2012 2013 2014 2015 2016 2017 2018 Wage Increase 0.0% 1.0% 2.5% 0.0% 0.0% 1.0% 1.0% 1.0% 1.0% Medical Cost Increase 11.0%‐4.5% 6.0% 0.0% 10.4% 8.8% 10.0% 10.0% 10.0% PERS Contribution Rates 5.3% 7.3% 7.7% 9.0% 9.0% 9.5% 9.5% 10.0% 10.0% Overall Expenditure Growth 2.2% 3.6% 3.1%‐4.2% 3.2% 3.4% 2.8% 2.9% 3.0% $0 $20 $40 $60 $80 $100 $120 $80 $85 $90 $95 $100 $105 $110 $115 $120 Actual* 2010 Actual* 2011 Actual 2012 Adopted 2013 Adopted 2014 Projected 2015 Projected 2016 Projected 2017 Projected 2018 Fu n d Ba l a n c e , $ in Mi l l i o n Re v e n u e / E x p e n d i t u r e $ in Mi l l i o n Total Revenue Total Expenditure Fund Balance The city’s fiscal policy requires the city to prepare a long‐term projection for General Governmental and other funds as deemed necessary. The city prepares projections for tax‐supported General Governmental funds as well as rate‐supported utilities. The purposes are similar: to ensure operations are sustainable by the tax revenue and utility rates can sustain the operation and replacement of utility system infrastructures. These “glimpses” into the future allow 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 city’s fiscal policy requires a balanced budget in the ensuing budget years (2013‐2014), with current year operating costs covered by current year operating revenues. While the policy does not require a balanced budget in the projected period beyond the current budget years, the intent is to size the current operations at a sustainable level within the projection horizon. Executive Summary - Long Range Plan 1 - 59 OVERVIEW CITY OF RENTON 2013‐2014 BIENNIAL BUDGET Over 77% of General Fund Revenue is from taxes, with 32% from Property Tax alone. As indicated in the key revenue assumptions table above, we are projecting a 4.5% decline in base property tax in 2013 due to the decrease in assessed value that pushed the city’s tax rate to the $3.10/$1000 AV limit. This, plus the expiration of grant revenues and a reduction in Fire District 25 service contract revenue, produces a 2.4% overall decrease in General Fund revenue in 2013. This is one of the largest real decreases in General Fund Revenue the city has ever experienced, including during the Great Recession period. The city has been able to once again rebalance its resources by reducing workforce, working with its labor unions to reset the city’s contribution to its self‐ insured healthcare plan, and to raise revenues for its capital improvement programs. The current budget financial plan assumes no general wage increase during this biennium. However, the existing contracts with all five labor unions will expire at the end of 2012 and new labor agreements are not yet settled. Each 1% across the board wage increase will cost approximately $650k a year citywide, or $550k a year to the General Fund. The 2015‐2018 projection includes a 1% wage increase and resulted in an operating gap that grew wider over this period. Basically, the projection tells us if the slow revenue growth is the “new normal” as we have now seen since the end of the Great Recession, and the benefit costs continue at the pace experienced in the past, the city’s ability to provide wage increases will be extremely limited. State Budget Impact Unlike many other states in the country, Washington State has been managing its budget challenges within its programs and resources and held local government shared revenue harmless until 2012. The revenue loss to the city was initially in the millions: the annexation sales tax credit ($2M), the loss of liquor profit or excise tax ($650k profit or $450k tax), the transfer of public safety training costs (estimated at $10k per trainee, if applicable), and a 3% reduction on all state shared revenues ($80k). The final impact was reduced to a one‐year suspension of liquor tax ($225k in 2012 and $225k in 2013), the public safety training costs, and the 3% reduction in state shared revenues. This impact is further reduced by a one‐time distribution of liquor store sales proceeds in the amount of $138k in 2012 as part of the state privatized liquor sales as approved by a voter initiative (I‐1183 of 2011.) Potential Annexation On November 6, 2012, voters in the West Hill community will be asked to consider a proposition of whether the West Hill community should be annexed to the city or remain part of unincorporated King County. The West Hill community is a 1,857‐acre or 2.9 square mile area bordering Lake Washington to the northeast, the city of Seattle to the north, the city of Tukwila to the south, and the city of Renton to the southeast. It has an estimated population of 15,853 in seven neighborhoods, including Bryn Mawr, Lakeridge, Skyway, Campbell Hill, Panorama, Skycrest, and Hill Top. If the annexation is approved, the area would receive general governmental services from the city, such as police, fire, permits, and street maintenance services upon a yet to be determined effective date. The city would also be responsible for providing storm drainage services to the area. Seattle Public Utilities and the Skyway Water and Sewer District would likely continue to provide water and sewer services in the area after annexation. The current assumptions about the West Hill annexation are that the financial impact of the annexation on Renton’s operating budget would be negative to the tune of $3.4 million a year initially. The annual operating cost to serve the West Hill area is projected at around $10.9 million, against a revenue of roughly $7.5 million. The area would be eligible for a 10‐year credit on the state share of the retail sales tax that yields around $2 Executive Summary - Long Range Plan 1 - 60 CITY OF RENTON 2013‐2014 BIENNIAL BUDGET OVERVIEW million currently to help fund the service costs of the annexation, thus reduce the financial gap to $1.4 million a year for the first 10 years. Costs to provide surface water management in the enterprise funds equal the revenues available. Long‐term capital costs will be phased and funded in keeping with city‐wide capital improvement and infrastructure needs. And one‐time equipment and transition costs will be purchased and repaid through short‐term borrowing from internal city resources. If the measure is approved by voters in the West Hill area, the city intends to work with King County, who provides services in the area currently, and the state to develop a funding plan to bridge the startup and the projected operating gap prior to assuming the services. This financial plan does not include the impact of the annexation. MAJOR REVENUES Seventy‐seven (77%) percent of our General Fund 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. Property tax (RCW 84.52) Annexation and new construction has contributed to substantial growth in the city’s property tax base in the past decade, but has since been eroded by the Great Recession. The city’s assessed value (AV) peaked in 2009 when the $2 billion (or 24%) value from Benson Hill annexation was added to our tax base and the market condition has yet to be reflected because the AV lags the market value by two years. Since the peak in 2009, the overall assessed value for Renton has declined by 20% and the median home value has declined by 36%. As mentioned above, the city’s property tax rate has reached $3.10 per $1000 AV in 2102. The preliminary information from the King County Assessor shows the 2013‐based AV (not including new annexation and new construction) declined by another 4%. This translates into a direct loss of tax revenue for the city. And because of the decline in AV and the tax rate limit, the city will receive less property tax revenue than in 2012 even after the new construction and annexation are included. 1. The $3.10 Tax Rate Limit: The state constitution establishes the maximum regular property tax levy for all taxing districts combined at 1%, or $10 per $1000, of assessed value of the property. This limitation is further divided by the RCW to the various taxing districts. For most cities and local services this is $0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 $3.50 $4.00 $4.0 $5.0 $6.0 $7.0 $8.0 $9.0 $10.0 $11.0 $12.0 $13.0 $14.0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Pr o p e r t y Ta x Ra t e pe r $1 0 0 0 AV As s e s s e d Va l u e , $ in Bi l l i o n s Assessed Value and Proerty Tax Rate Assessed Value Max. Tax Rate Tax Rate wo Cap Allowable Levy Calculation Item 2013 Without Rate Limit 2013 With Rate Limit Difference Base: 2012 Levy 33,333,658$ 32,079,993$ (1,253,665)$ + Refund Relevy 254,591 ‐ (254,591) + 1% Limit Factor 333,337 ‐ (333,337) + New Construction 353,783 353,783 ‐ + Annexation 166,267 166,267 ‐ 2013 Allowed Levy 34,441,636$ 32,600,043$ (1,841,593)$ Executive Summary - Long Range Plan 1 - 61 OVERVIEW CITY OF RENTON 2013‐2014 BIENNIAL BUDGET Ci t y of Re n t o n , 23 ¢ Ki n g Co u n t y , 12 ¢ Re n t o n Sc h o o l , 35 ¢ St a t e Sc h o o l Fu n d , 18 ¢ KC L S , 4¢ Po r t , Ho s p i t a l , EM S , 8¢ $3.375 per thousand dollars assessed valuation (AV). Cities with the Firemen's Pension Fund can levy an additional $0.225 per thousand dollars AV, resulting in a maximum levy of $3.60 per thousand dollars AV. Local services include Fire and Library services. The portion allocated to library service is $0.50, and $1.50 for fire districts that do not assess a fire benefit charge, or $1.0 for fire districts with a fire benefit charge. The balance is available for cities to provide other city services. Renton’s regular levy rate is subject to the $3.1 limit as we provide fire service but not library services. Because of this limitation, the city will receive $1.8 million less in property tax revenue than otherwise. This levy rate limit can only be exceeded with 60% voter approval (excess levy) and is commonly used for capital financing. 2. The 1% growth limit in property tax revenue: Before 2002, a taxing district could increase the property tax levy amount annually by 6% of the amount levied in the previous year, up to the applicable tax rate limit discussed above. This growth limit was established in 1973 as the legislature responded to people's concerns that property taxes were rising too fast due to the real estate boom occurring at that time. Initiative 747, approved by voters in 2001 and taking effect in 2002, lowered the limit to the lesser of 1% or inflation. Property tax growth resulting from new construction, changes in value of state‐assessed utility property, and newly annexed property are exempted from this limit and may be added to the base tax levy. This growth limit can be "lifted" by voters with a simple majority approval, and the amount can be added to the levy base permanently for future years if the intent is clearly stated in the ballot measure. Distribution of Property Tax Most properties in Renton pay $13.23 per $1000 AV in 2012, of which 23% goes to city services. The remaining 77% goes to the Renton School District (35%), King County (12%) for regional services, the State School fund (18%), King County Library System (4%), Valley Medical (4%), Port of Seattle (2%), and Emergency Medical Services (3%). Sales Tax (RCW 82.14) Sales tax is the second largest taxing source for Renton representing 23% of General Fund revenue. Similar to property tax, the city only receives approximately 10% of the sales tax revenue generated within Renton. The remaining 90% goes to other government entities and to support public transit and public facility agencies. In addition to the local sales tax, the city also receives a distribution of a voter‐approved criminal justice sales tax, and a 0.1% annexation sales tax for the annexation of Benson Hill in 2008. Renton’s economy generates over $200 million in sales taxes. The portion the city receives, including the 0.1% of annexation credit, represents around 10% of the total. 90% of the tax is levied and distributed to other taxing entities. State 67% City 10% Sound Transit 10% KC Transit 9% KC General 3% Criminal Justice 1% Sales Tax Distribution Executive Summary - Long Range Plan 1 - 62 CITY OF RENTON 2013‐2014 BIENNIAL BUDGET OVERVIEW Criminal Justice Sales Tax (RCW 82.14.340). This is a 0.1% voter‐approved optional sales tax in King County, collected countywide and distributed based on population. Because it employs a more diverse tax base and different distribution formula than regular sales taxes, this source is typically more stable and is projected to grow by the inflationary plus population growth. Annexation Sales Tax Credit This is a tool the State uses to encourage cities to annex currently unincorporated urban areas. The tax is credited toward the State’s portion of sales tax, so there is 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. Renton receives the sales tax credit for the Benson Hill Annexation took effect in March, 2008. The effective date of any new annexation credit is July 1 (beginning of the State fiscal year), with first distribution reaching the city in September (a two‐month lag). Therefore, the amount Renton received in 2008 for Benson Hill represented receipts over a four‐month period. June 2018 will be the final year for this tax credit, with the final distribution in August. Projected Growth The composition of the city’s sales tax is relatively diverse with General Retail representing the largest portion at 36%, followed by Service Industry at 23%, Automotive at 18%, Contracting at 9%, and Wholesale and Manufacturing each at 6%, with the remaining 2% in other miscellaneous categories. The area hit hardest by the economy is the Contracting sector. At the peak, it represented 23% of our sales tax collection. Like many other cities in the state, Renton’s sales tax is one of the hardest hit revenue sources by the Great Recession with an overall peak‐to‐through reduction of 18% and a revenue loss of $3.8 million. The 3.5% collection increase represents two non‐economic events: 1) an audit recovery of $195k; and 2) an sales tax amnesty program implemented by the State that generated an additional $130k distribution. When these collections are removed from the collection, the 2011 growth over 2010 was only 1%. As of September 2012 the collection is 2.2% over the same period in 2011. Another significant audit correction in 2012 affected $10 $15 $20 $25 $30 04 05 06 07 08 09 10 11 12 Actual 13 Proj 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. Past and Projected Sales Tax Criminal Justice Annexaction Credit Sales Tax Year Base Sales Tax Annexation Credit Criminal Justice Total % change 2009 Actual 17,995,836 2,132,110 1,650,350 21,778,296 ‐7.3% 2010 Actual 17,198,220 2,025,660 1,620,479 20,844,359 ‐4.3% 2011 Actual 17,729,731 2,033,954 1,809,757 21,573,442 3.5% 2012 Actual 18,564,670 2,208,492 1,924,470 22,697,632 5.2% 2013 Budget 18,604,000 2,119,680 1,932,500 22,656,180 ‐0.2% 2014 Budget 19,296,000 2,236,262 2,000,000 23,532,262 3.9% 2015 Proj. 19,971,360 2,314,531 2,070,000 24,355,891 3.5% 2016 Proj. 20,670,358 2,395,540 2,142,450 25,208,347 3.5% 2017 Proj. 21,393,820 2,479,384 2,217,436 26,090,640 3.5% 2018 Proj. 22,142,604 1,668,005 2,295,046 26,105,655 0.1% Retail 36% Manuf. 6% Services 23% Contracting 9% Wholesale 6% Auto 18% Misc. 2% Sales Tax Composition Executive Summary - Long Range Plan 1 - 63 OVERVIEW CITY OF RENTON 2013‐2014 BIENNIAL BUDGET the collection negatively to the tune of $132k. With this and the above non‐economic factors removed, the actual growth in 2012 is nearly 4.5%. We expect the actual sales tax collection in 2012 to be 2% over 2011, with a slightly stronger improvement over the next two years until it settles back to the normal trend of inflation (assumed to be 2%) plus population growth (assumed to be 1.5%). Utility Taxes (RCW 82.16) Cities and towns in Washington State are authorized to levy a business and occupation tax on public utility businesses based on revenues they generate within the city or town, known as a utility tax. The rate of taxes for electric, phone, and gas utilities are limited to 6% without voter approval, with no limitation on other public utilities. The city currently levies a 6% utility tax on phone (both landline and cellular services), electric, natural gas, cable, and transfer station services. City utilities (water, sewer, storm drainage, and solid waste), pay an inter‐fund utility tax. The current tax rates are all 6% with the exception that the Water utility currently is paying a 7.5% utility tax. The adopted tax rates are: 6% for Sewer utility, 6.8% for Storm and solid waste utility, and 8.3% for Water utility. The tax increases are intended to generate additional revenue for general governmental capital projects. Year Electric Natural Gas Brokered NG City Utilities Cable TV Phone Cell Phone Transfer Station Total % Change 2009 Actual 4,963,151 1,891,255 242,897 2,871,599 1,263,743 1,037,873 2,027,473 283,985 14,581,976 9.6% 2010 Actual 5,036,907 1,577,756 228,514 2,853,884 1,296,744 1,038,009 2,206,637 269,912 14,508,363 ‐0.5% 2011 Actual 5,166,711 1,848,806 249,407 3,516,179 1,385,275 966,827 2,054,183 297,474 15,484,862 6.7% 2012 Actual 5,211,111 1,669,967 272,530 3,806,281 1,423,664 1,056,420 2,183,853 330,607 15,954,432 3.0% 2013 Budget 5,468,000 1,656,000 300,000 3,849,014 1,477,648 1,000,000 2,200,000 300,000 16,250,662 1.9% 2014 Budget 5,659,000 1,730,520 300,000 4,041,465 1,529,365 952,500 2,277,000 300,000 16,789,850 3.3% 2015 Proj. 5,857,065 1,730,520 300,000 4,283,953 1,567,599 904,875 2,311,155 300,000 17,255,167 2.8% 2016 Proj. 6,062,062 1,730,520 300,000 4,540,990 1,606,789 859,631 2,345,822 300,000 17,745,815 2.8% 2017 Proj. 6,274,234 1,730,520 300,000 4,813,449 1,646,959 816,650 2,381,010 300,000 18,262,822 2.9% 2018 Proj. 6,493,833 1,730,520 300,000 5,102,256 1,688,133 775,817 2,416,725 300,000 18,807,284 3.0% Natural gas is used mostly for heating purposes; therefore, the consumption and the resulting tax revenue are very sensitive to winter weather conditions. The land‐line phone service is expected to continue to decline with most residential customer moving away from the traditional phone services to either VoIP through digital broadband or to wireless services only. The growth rate of wireless or cellular phone service slowed in the past two years as well. The drop in the 2011 tax collection reflects the service providers removing data‐only service from the tax base. The impact of “share everything” plans on utility tax is still to be determined. Electricity, city utilities, and cable TV are projected to grow by population plus inflation increases. $0 $5 $10 $15 $20 04 05 06 07 08 09 10 11 12 Actual 13 Proj 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. Past and Projected Utility Taxes ($ Millions) Elec.N. Gas City Util.Phone Cell Cable Tr. Station Executive Summary - Long Range Plan 1 - 64 CITY OF RENTON 2013‐2014 BIENNIAL BUDGET OVERVIEW Real Estate Excise Tax (REET) The State of Washington levies a real estate excise tax (REET) 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%. Local governments are also authorized to impose REET. All cities and 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): Initially authorized in 1982, cities and counties can use the receipts of REET 1 for all capital purposes. An amendment in 1992 states that cities and counties with a population of 5,000 or more planning under the GMA must spend REET 1 receipts solely on capital projects that are listed in the capital facilities plan element of their comprehensive plan. Capital projects are: 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 water systems; storm and sanitary sewer systems; parks; recreational facilities; law enforcement facilities; fire protection facilities; trails; libraries; administrative and judicial facilities. Receipts pledged to debt retirement prior to April 1992 and/or spent prior to June 1992 are grandfathered from this restriction. REET 2 (RCW 82.46.035): The second quarter percent of the real estate excise tax (authorized in 1990) provides funding for cities and counties to finance capital improvements required to occur concurrently with growth under the 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 water systems, storm and sanitary sewer systems, and planning, construction, reconstruction, repair, rehabilitation, or improvement of parks. Because of this amendment, acquisition of park land was no longer a permitted use of REET 2 after March 1, 1992. An amendment was made in 2011 to allow cities using REET for maintenance purpose for a period of 3 years as a way to assist cities to cope with general revenue losses due to the Great Recession. Year REET Revenue % change 2009 Actual 2 ,418,456 ‐13.6% 2010 Actual 2 ,464,489 1.9% 2011 Actual 2 ,074,059 ‐15.8% 2012 Actual 2 ,811,902 35.6% 2013 Budget 2,600,000 ‐7.5% 2014 Budget 2,650,000 1.9% 2015 Proj.2,703,000 2.0% 2016 Proj.2,784,090 3.0% 2017 Proj.2,923,295 5.0% 2018 Proj. 3,010,993 3.0% $‐ $1.0 $2.0 $3.0 $4.0 $5.0 $6.0 04 05 06 07 08 09 10 11 12 Actual 13 Proj 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. Past and Projected REET Revenue ($ millions) Executive Summary - Long Range Plan 1 - 65 OVERVIEW CITY OF RENTON 2013‐2014 BIENNIAL BUDGET Trend and Projection The combined two quarter‐percents of the REET are expected to generate $2.7 million in 2012. The projection for the upcoming biennium is in the same range with $2.6 million in 2013 and $2.65 million in 2014. Currently the city uses the REET revenue primarily for debt service payments with $500k and $550k budgeted for the General Governmental CIP Fund (316). These amounts are insufficient to cover the necessary major maintenance project costs to preserve existing city assets, and therefore two new revenue sources are adopted to supplement REET for these projects starting in the 2013‐14 biennium. Gambling Excise Tax (RCW 9.46.110 & 9.46.113) The city levies gambling taxes as follows:  5% on net receipts for bingo and raffles  2% for amusement games  5% on gross receipts for for‐profit punchboards and pull‐tabs  10% on gross receipts for card rooms All rates are the maximum authorized by state statute, except for the card rooms, which has a maximum rate of 20%. The State Legislature began allowing the operation of "enhanced card rooms" or mini‐casinos on non‐tribal land on a pilot basis in 1997 and on a permanent basis in the spring of 2000. This activity provided a significant revenue source for Renton, which generates about 78% of the city’s gambling taxes. The remaining 22% are made up of pulltabs (21%), and bingo (1%). Revenues from these activities are required to be used primarily for the purpose of gambling enforcement (RCW 9.46.113). Case law has clarified that "primarily" means "first be used" for gambling law enforcement purposes to the extent necessary for that city. The remaining funds may be used for any general government purpose. The city designates Gambling Tax revenue as a law enforcement resource. Gambling revenues remained relatively stable for many years until 2010 when two gambling establishments went out of business. We expect the city’s gambling tax to stabilize at around $1.6 million a year. LICENSES AND PERMITS Business License Fee This revenue source is a license fee based upon the number of employees a company has within Renton’s city limits. In 1988, the City of Renton implemented its per‐employee based business license fee with the rate set at $55 per full‐time equivalent employee in response to transportation infrastructure needs in Renton. Non‐profit and government organizations are required to obtain a license but are exempt from paying this fee. The $55 per employee rate remained constant up to this point and is generating $2.2 million annually. The city has dedicated 80% of the revenue to transportation improvement projects, with the remaining 20% allocated to the General Fund. In addition to providing the needed resource for infrastructure improvements, the employment information in the business license system also provides the city with important economic condition indicators both in general economy as well as its diversity. $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 04 05 06 07 08 09 10 11 12 Actual 13 Proj 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. Mi l l i o n s Gambling Tax Card Room Pull Tab Bingo Year Gambling Tax % change 2009 Actual 2,170,838 0.6% 2010 Actual 1,545,160 ‐28.8% 2011 Actual 1,875,482 21.4% 2012 Actual 1,700,695 ‐9.3% 2013 Budget 1,600,000 ‐5.9% 2014 Budget 1,600,000 0.0% 2015 Proj. 1,600,000 0.0% 2016 Proj. 1,600,000 0.0% 2017 Proj. 1,600,000 0.0% 2018 Proj. 1,600,000 0.0% Executive Summary - Long Range Plan 1 - 66 CITY OF RENTON 2013‐2014 BIENNIAL BUDGET OVERVIEW This fee has not been adjusted over the past 25 years. When adjusted by construction inflation, the $55 fee only has a purchasing power of $21 compared to 1988. The adopted budget will increase the fee in two ways: 1) a minimum fee of $110 which will cover the first 1 FTE (measured as 1,920 worker hours); and 2) for any additional FTE, the fee will be increased from $55 to $65. If approved by the City Council, the new fee will take effect on January 1, 2013. The adopted fee increase is projected to generate about $500k annually, 80% of which will be dedicated to General Governmental Capital Projects (vs. transportation projects), with the General Fund retaining 20%, same as the existing allocation. Permit And Development Fees The permit and development revenues are one of the most severely impacted revenues by the Great Recession. The overall decline peak‐to‐through is 54%. The bottom was reached in 2009 and we have since seen a gradual recovery. The propsoed budget also includes a small fee adjustment (average 6% over 2 years) for the 2013‐14 biennium. After making a significant adjustment after two decades of no‐adjustments in 2010, the city is changing its practice to maintain a more gradual, stable pattern of fee adjustments for the future. Future projection is primarily based on a 1% new construction increase and 2% fee increases based on projected inflation. $0 $1 $2 $3 $4 $5 $6 04 05 06 07 08 09 10 11 12 Actual 13 Proj 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. Mi l l i o n s Past and Projected Development Fees Building & Fire Permits Plan Review Franchise Fees Franchise fees are charges levied on private utilities to recoup the city’s 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 primary source of the city’s $1.78M $680K $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 Mi l l i o n s Impacts of Inflation on Business License Fee BL Revenue, Constant $ (87=100)BL Revenue, Current $ Year Building & Fire Permits Plan Review Total % change 2009 Actual 1,659,016 677,955 2,336,970 ‐27% 2010 Actual 1,519,407 883,235 2,402,641 3% 2011 Actual 1,867,524 813,135 2,680,659 12% 2012 Actual 2,113,114 1,201,718 3,314,832 24% 2013 Budget 2,240,761 839,427 3,080,188 ‐7% 2014 Budget 2,256,437 849,264 3,105,701 1% 2015 Proj. 2,324,130 874,742 3,198,872 3% 2016 Proj. 2,393,854 900,984 3,294,838 3% 2017 Proj. 2,465,670 928,014 3,393,683 3% 2018 Proj. 2,539,640 955,854 3,495,494 3% Year Franchise % change 2009 Actual 1,039,031 4.1% 2010 Actual 1,222,444 17.7% 2011 Actual 1,234,448 1.0% 2012 Actual 1,262,188 2.2% 2013 Budget 1,260,000 0.0% 2014 Budget 1,260,000 0.0% 2015 Proj. 1,272,600 1.0% 2016 Proj. 1,285,326 1.0% 2017 Proj. 1,298,179 1.0% 2018 Proj. 1,311,161 1.0% Executive Summary - Long Range Plan 1 - 67 OVERVIEW CITY OF RENTON 2013‐2014 BIENNIAL BUDGET franchise fee revenue. The increase in 2010 collections is primarily due to a correction for late implementation of an annexation activity. The long‐term projection is based on 65% of projected population growth based on the changing technology that could impact consumer entertainment options. 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 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. 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 $30 limits on vehicle license fees. The remaining intergovernmental revenues are fuel taxes, liquor tax and profit, and the criminal justice distribution. As mentioned before, due to the state’s budget challenges, the state will suspend liquor excise tax distribution for the current fiscal year (July 1, 2012‐ June 30, 2013). The city’s budget projection assumes this is a one‐year suspension as the state’s budget conditions improve. The amount of grants fluctuates greatly from year to year. The base grant amount reflects the Community Development Block Grant (CDBG) and a couple of small public safety grants. The higher amount in 2009‐2012 reflects the SAFER and COPS grants used to restore six police and 9 firefighter positions during the Great Recession. Charge For Services The charge for services is revenues generated from services provided to the general public (including recreation fees, facility rental fees), certain public safety services, as well as internally between city departments (Interfund Services) that are not operated through Internal Service Fund structure. This source is projected to generate around $6 million each year. Parks And Recreation Fees Year State Shared Revenue Grants & Misc.Contracts 2009 Actual 2,336,441 1,484,491 5,869,198 2010 Actual 2,568,819 2,110,348 5,000,385 2011 Actual 2,685,794 2,322,453 5,839,744 2012 Actual 2,900,732 1,973,507 5,874,568 2013 Budget 2,275,500 394,830 5,574,526 2014 Budget 2,515,500 394,830 5,574,526 2015 Proj. 2,553,233 394,830 5,717,762 2016 Proj. 2,591,531 394,830 5,865,055 2017 Proj. 2,630,404 394,830 6,016,524 2018 Proj. 2,669,860 394,830 6,172,292 $0 $2 $4 $6 $8 $10 04 05 06 07 08 09 10 11 12 Actual 13 Proj 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. Mi l l i o n s Past and Projected Intergovernmental Revenue State Shared Revenue Contracts Grants & Misc. $0 $2 $4 $6 $8 04 05 06 07 08 09 10 11 12 Actual 13 Proj 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. Mi l l i o n s Past and Projected Service Fees Interfund Services Parks and Rec Public Safety Executive Summary - Long Range Plan 1 - 68 CITY OF RENTON 2013‐2014 BIENNIAL BUDGET OVERVIEW Overall, recreation fees are generated from recreation classes, athletic programs, leagues and field rentals, senior activity center, community center, and aquatic center fees and rentals. The revenue is projected at $2.3 million, consistent with anticipated 2012 actual. In 2012 the City adopted a set of cost recovery guidelines that will require full cost recovery for certain programs and allow partial cost recovery primary to certain customer groups such as seniors, developmentally challenged populations. This change may reduce the recreation fee revenues but if occurred, it should have a larger reduction in service costs. Public Safety Services Public Safety services revenue includes private security, electronic home detention, passport processing, court cost recovery and miscellaneous services. The budget includes the adopted Basic Life Support transport fee estimated at $325,000 per year effective 2014. Inter‐Fund Services The Interfund Service charges represent two types of reimbursements: 1) reimbursement of the city’s general overhead such as accounting, human resources, records management, legal, and administration expenses from enterprise funds; and 2) reimbursements from capital projects for design, engineering, and project management costs. The overhead charge is determined through an indirect cost allocation model using transaction volume, number of full‐time employees, and size of budget as determining factors. The project cost reimbursements (or “soft‐capital” cost are based on actual labor cost with associated benefits. The overall Charge for Service revenue is projected at around $6 million for 2013, primarily to recognize reduction in soft capital transfers based on the current actual, and to recognize potential recreation fee impact based on the cost recovery policy. Fines And Forfeits Fines and forfeits account for civil and criminal penalties as authorized by the state and adopted by the city code and collected through the Renton Municipal Court. The city implemented the Photo‐ Enforcement system at high collision intersections and at school zones during the fall of 2008, and 2009 revenue reflects the first full year’s operation of the system. The revenue declined in 2010 and 2011 due to both the reduction in photo enforcement violations (down 23% from 2009) as well as general traffic violations (down 42% from the 2009 level) with the overall court cases declining by 25%. Future revenue is assumed to grow at the same rate of the 1.5% projected population growth. Miscellaneous Revenues Miscellaneous revenues include interest income, cellular tower site rentals, donations, sales of documents, etc. The majority of the revenue is investment interest income. With the tightened lending criteria, higher FDIC Year Public Safety Parks and Rec Interfund Services % change 2009 Actual 709,205 2,309,446 3,225,745 1.9% 2010 Actual 691,098 2,152,270 3,190,908 ‐3.4% 2011 Actual 712,160 2,238,374 3,070,506 ‐0.2% 2012 Actual 698,996 2,316,593 3,311,715 5.1% 2013 Budget 705,598 2,291,415 3,004,214 ‐5.2% 2014 Budget * 1,060,365 2,324,327 3,017,506 6.7% 2015 Proj. 1,076,270 2,359,192 3,017,506 0.8% 2016 Proj. 1,092,415 2,394,580 3,017,506 0.8% 2017 Proj. 1,108,801 2,430,498 3,017,506 0.8% 2018 Proj. 1,125,433 2,466,956 3,017,506 0.8% $0 $1 $2 $3 $4 04 05 06 07 08 09 10 11 12 Actual 13 Proj 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. Mi l l i o n s Past and Projected Fines and Forfeits Executive Summary - Long Range Plan 1 - 69 OVERVIEW CITY OF RENTON 2013‐2014 BIENNIAL BUDGET insurance fees, and the increase of the state’s public deposit collateral requirement, banks in the State of Washington do not need, and are not willing to pay much for deposits from public entities. Some banks are not accepting new public deposits at all. In addition, the Federal Reserve has taken action to keep the mortgage rate low and has signaled it will maintain federal fund rates at the current level until 2015. As a result, we anticipate the future miscellaneous revenues will remain at a lower level as we have experienced in the last two years. Enterprise Funds UTILITY RATES Water and Sewer Rates – The water, sewer, and storm sewer rates fund most of the costs associated with providing these services as well as necessary capital replacements in our community. Other sources including hookup fees, other development charges, grants, etc., are also available but are restricted for capital purposes only. Due to the increased costs to maintain the systems, regulatory requirements, and higher general operating costs, the city is reviewing the policies guiding these rates. Rate Related Fiscal Policy During the summer of 2010, the City Council adopted a set of fiscal policies to guide future rate setting for all city utilities. These policies address minimum fund balances and approaches to financing capital improvements in the future. Specifically, the policy will rely on rates to finance preservation of existing systems and only use bonding to finance system capacity improvements. This capital financing policy required a substantial rate increase to provide for consistent system replacement/reinvestment in 2011 and 2012. The rate requirements for 2013‐14 and beyond are more in line with the utilities’ historical rate increases. In addition to the adopted city rate increases, King County Metro, which provides sewer treatment, is proposing a 10.2% rate increase in 2013 and no increase in 2014. Utility Revenue & Rate Increases 2009 2010 2011 2012 Actual 2013 Adopted 2014 Adopted 2015 2016 Water Rate Revenue 10,179,419 10,469,182 12,456,458 14,653,119 15,968,377 16,794,293 17,801,951 18,870,068 Rate Increase 4.0% 10.0% 18.0% 16.0% 5.0% 5.0% 6.0% 6.0% Sewer Rate Revenue 5,193,271 5,482,958 7,596,121 8,404,549 9,207,704 10,226,716 10,738,052 11,274,954 Rate Increase 4.0% 4.0% 42.0% 5.0% 5.0% 5.0% 5.0% 5.0% Storm Revenue 4,854,426 4,855,428 6,685,732 7,661,329 9,368,860 9,918,530 10,414,457 10,935,179 Rate Increase 0.0% 0.0% 40.0% 11.0% 5.0% 5.0% 5.0% 5.0% Garbage Revenue 13,864,919 14,917,646 14,890,453 14,998,294 15,470,406 16,177,094 16,985,949 17,835,246 Rate Increase 37.0% 4.0% 0.0% 0.0% 5.0% 5.0% 5.0% 5.0% $95.49 $90.48 $99.83 $90.35 $82.63 $160.02 $106.05 $0 $20 $40 $60 $80 $100 $120 $140 $160 $180 Renton (WM) Kent (A) Auburn (WM & A) Tukwila (WM) Redmond (WM) Seattle (WM & A) Bellevue (A) Monthly Utility Bill Comparasion Water Sewer Storm Solid Waste (32 G. can) (A) Allied Waste (WM) Waste Management Executive Summary - Long Range Plan 1 - 70 CITY OF RENTON 2013‐2014 BIENNIAL BUDGET OVERVIEW Golf Fees The city’s Maplewood Golf Course Fund was created by Ordinance 3884 in 1985. Maplewood Golf Course is owned and operated by the city. The golf course is also a water utility resource as it is the location of city wells that provide drinking water to our community. The use of this space as a golf course helps preserve the quality of the well water for future generations. The course is managed by the Community Services Department and is operated as a separate enterprise fund of the city as a fully self‐sustained operation. The city refunded the $1.85 million revenue bonds with an interfund loan at the true interest cost of 2.24% in 2010. This reduced the annual debt service for the golf course from $430,000 to around $400,000 per year and eliminated the requirement of a debt service reserve. Renton course rates are comparable to those of other municipal courses in neighboring communities. $38 $40 $32 $30 $30 $26 $28 $30 $32 $34 $36 $38 $40 Renton Auburn Bellevue Tukwila Kent 2013 Public Golf Course 18‐Hole Weekend Rates $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 04 05 06 07 08 09 10 11 12 Actual 13 Proj 14 Proj. 15 Proj. 16 Proj. 17 Proj. 18 Proj. Mi l l i o n s Past and Projected Total Golf Course Green Fee Driving Range Other Operating Executive Summary - Long Range Plan 1 - 71 This page is intentionally left blank Executive Summary - Long Range Plan 1 - 72 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 biennial 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. Executive Summary - Financial Management Policies 1 - 73 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. 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. Executive Summary - Financial Management Policies 1 - 74 a. General Government i. The City shall maintain reserves in the General Government Funds at least 8% of total budgeted operating expenditures with a target of 12%. 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 and will be replenished within three (3) years. 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, Wastewater, and Surface Water Utility Fund: 12% of total budgeted operating expenses or 30 to 45 days. ii. King County Wastewater Treatment: $380,000 (approximately 3% of total operating expenses) iii. Solid Waste: $400,000 iv. Golf Fund: 25% of total budgeted operating expenses. v. 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: i. 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 biennial budget that is consistent with: i. state law; ii. the long‐term financial planning model; iii. these policies; and Executive Summary - Financial Management Policies 1 - 75 iv. industry best practices. b. The City of Renton’s biennial 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 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. Balanced budget should comprise of funding recommendations for the operating and capital budgets that do not exceed the estimated resources. ix. The City Council conducts public hearings on the proposed budget in conformance with state law. x. The City Council sets the City’s property tax levies. xi. The City Council adopts the final budget ordinance. xii. The Final Budget Document is published and posted to the City website. c. Budget amendments should be presented for consideration when the need arises. i. 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. 4. Expenditures a. Priority shall be given to expenditures that will improve productivity. 5. Capital Improvements Executive Summary - Financial Management Policies 1 - 76 a. A comprehensive six‐year plan for City capital investments shall be prepared biennially 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 biennially 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 for each year as part of the Mayor’s proposed Preliminary Biennial 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 biennially and necessary adjustments made to avoid major rate increases. 4. The City shall use system development charges, grants and low interest loans to fund capital projects where possible. Overall, the utilities should maintain a debt to equity ratio of 60/40. Executive Summary - Financial Management Policies 1 - 77 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. 9. Capital Contingency as System Reinvestment and Debt Service: a. Surface Water: 1.25 DSC and approximately $3. million annual system reinvestment b. Wastewater: 1.25 DSC and approximately $3 million annual system reinvestment c. Water: 1.25 DSC and approximately $4 million annual system reinvestment 10. Bonds Versus Cash Funded Projects a. All non‐CIP projects should be paid for using rates (programs, system plans, education materials, etc.) b. All system reinvestment, maintenance, replacement and rehabilitation CIPs should be paid for using rates. c. CIPs for new infrastructure, growth, or increased capacity can be paid for using bonds. 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 Executive Summary - Financial Management Policies 1 - 78 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. 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 1 - 79 Policy on Post‐Issuance Compliance for Tax‐Exempt Bonds 1. Purpose The purpose of these post‐issuance compliance policies and procedures ("Compliance Policy") for tax‐exempt bonds issued by The City of Renton, Washington (the "City") is to ensure that the City will be in compliance with requirements of the Internal Revenue Code of 1986, as amended (the "Code"), that must be satisfied with respect to tax‐exempt bonds and other obligations ("bonds") after the bonds are issued so that interest on the bonds will be and remain tax‐exempt. 2. Responsibility for Monitoring Post‐Issuance Tax Compliance. The City Council of the City has the overall, final responsibility for monitoring whether the City is in compliance with post‐issuance federal tax requirements for the City's tax‐exempt bonds. However, the City Council assigns to the Administrative Services Administrator of the City the primary operating responsibility to monitor the City's compliance with post‐ issuance federal tax requirements for the City's tax‐exempt bonds. 3. Arbitrage Yield Restriction and Rebate Requirements. The Administrative Services Administrator shall maintain or cause to be maintained records of: a. purchases and sales of investments made with bond proceeds (including amounts treated as "gross proceeds" of bonds under section 148 of the Code) and receipts of earnings on those investments; b. expenditures made with bond proceeds (including investment earnings on bond proceeds) for the governmental purposes of the bonds, such as for the costs of purchasing, constructing and/or renovating property and facilities; c. information showing, where applicable for a particular calendar year, that the City was eligible to be treated as a "small issuer" in respect of bonds issued in that calendar year because the City did not reasonably expect to issue more than $5,000,000 of tax‐ exempt bonds in that calendar year; d. calculations that will be sufficient to demonstrate to the Internal Revenue Service ("IRS") upon an audit of a bond issue that, where applicable, the City has complied with an available spending exception to the arbitrage rebate requirement in respect of that bond issue; e. calculations that will be sufficient to demonstrate to the IRS upon an audit of a bond issue for which no exception to the arbitrage rebate requirement was applicable, that the rebate amount, if any, that was payable to the United States of America in respect of investments made with gross proceeds of that bond issue was calculated and timely paid with Form 8038‐T timely filed with the IRS; and f. information and records showing that investments held in yield‐restricted advance refunding or defeasance escrows for bonds, and investments made with unspent bond proceeds after the expiration of the applicable temporary period, were not invested in higher‐yielding investments. Executive Summary - Financial Management Policies 1 - 80 4. Restrictions on Private Business Use and Private Loans. The Administrative Services Administrator shall adopt procedures that are calculated to educate and inform the principal operating officials of those departments, including utility departments, if any, of the City (the "users") for which land, buildings, facilities and equipment ("property") are financed with proceeds of tax‐exempt bonds about the restrictions on private business use that apply to that property after the bonds have been issued, and of the restriction on the use of proceeds of tax‐exempt bonds to make or finance any loan to any person other than a state or local government unit. In particular, following the issuance of bonds for the financing of property, the Administrative Services Administrator shall provide to the users of the property a copy of this Compliance Policy and other appropriate written guidance advising that: a. "private business use" means use by any person other than a state or local government unit, including business corporations, partnerships, limited liability companies, associations, nonprofit corporations, natural persons engaged in trade or business activity, and the United States of America and any federal agency, as a result of ownership of the property or use of the property under a lease, management or service contract (except for certain "qualified" management or service contracts), output contract for the purchase of electricity or water, privately sponsored research contract (except for certain "qualified" research contracts), "naming rights" contract, "public‐ private partnership" arrangement, or any similar use arrangement that provides special legal entitlements for the use of the bond‐financed property; b. under section 141 of the Code, no more than 10% of the proceeds of any tax‐exempt bond issue (including the property financed with the bonds) may be used for private business use, of which no more than 5% of the proceeds of the tax‐exempt bond issue (including the property financed with the bonds) may be used for any "unrelated" private business use‐that is, generally, a private business use that is not functionally related to the governmental purposes of the bonds; and no more than the lesser of $5,000,000 or 5% of the proceeds of a tax‐exempt bond issue may be used to make or finance a loan to any person other than a state or local government unit; c. before entering into any special use arrangement with a nongovernmental person that involves the use of bond‐financed property, the user must consult with the Administrative Services Administrator, provide the Administrative Services Administrator with a description of the proposed nongovernmental use arrangement, and determine whether that use arrangement, if put into effect, will be consistent with the restrictions on private business use of the bond‐financed property; d. in connection with the evaluation of any proposed nongovernmental use arrangement, the Administrative Services Administrator should consult with nationally recognized bond counsel to the City as may be necessary to obtain federal tax advice on whether that use arrangement, if put into effect, will be consistent with the restrictions on private business use of the bond‐financed property, and, if not, whether any "remedial action" permitted under section 141 of the Code may be taken by the City as a means of Executive Summary - Financial Management Policies 1 - 81 enabling that use arrangement to be put into effect without adversely affecting the tax‐ exempt status of the bonds that financed the property; and e. the Administrative Services Administrator and the user of the property shall maintain records of such nongovernmental uses, if any, of bond‐financed property, including copies of the pertinent leases, contracts or other documentation, and the related determination that those nongovernmental uses are not inconsistent with the tax‐ exempt status of the bonds that financed the property. 5. Records to be Maintained for Tax‐Exempt Bonds. It is the policy of the City that, unless otherwise permitted by future IRS regulations or other guidance, written records (which may be in electronic form) will be maintained with respect to each bond issue for as long as those bonds remain outstanding, plus three years. For this purpose, the bonds include refunding bonds that refund the original bonds and thereby refinance the property that was financed by the original bonds The records to be maintained are to include: a. the official Transcript of Proceedings for the original issuance of the bonds; b. records showing how the bond proceeds were invested, as described in 3a above; c. records showing how the bond proceeds were spent, as described in 3b above, including purchase contracts, construction contracts, progress payment requests, invoices, cancelled checks, payment of bond issuance costs, and records of "allocations" of bond proceeds to make reimbursement for project expenditures made before the bonds were actually issued; d. information, records and calculations showing that, with respect to each bond issue, the City was eligible for the "small issuer" exception or one of the spending exceptions to the arbitrage rebate requirement or, if not, that the rebate amount, if any, that was payable to the United States of America in respect of investments made with gross proceeds of that bond issue was calculated and timely paid with Form 8038‐T timely filed with the IRS, as described in 3c, d and e above; and e. records showing that special use arrangements, if any, affecting bond‐financed property made by the City with nongovernmental persons, if any, are consistent with applicable restrictions on private business use of property financed with proceeds of tax‐exempt bonds and restrictions on the use of proceeds of tax‐exempt bonds to make or finance loans to any person other than a state or local government unit, as described in 4 above. The basic purpose of the foregoing record retention policy for the City's tax‐exempt bonds is to enable the City to readily demonstrate to the IRS upon an audit of any tax‐ exempt bond issue that the City has fully complied with all federal tax requirements that must be satisfied after the issue date of the bonds so that interest on those bonds continues to be tax‐exempt under section 103 of the Code. Executive Summary - Financial Management Policies 1 - 82 6. Identification and Remediation of Potential Violations of Federal Tax Requirements for Tax‐ Exempt Bonds. a. So long as any of the Issuer’s tax‐exempt bond issues remain outstanding, the Administrative Services Administrator will periodically consult with the users of the Issuer’s bond‐financed property to review and determine whether current use arrangements involving that property continue to comply with applicable federal tax requirements as described in these Compliance Procedures. This may be accomplished, for example, by periodically meeting with users, providing questionnaires to users about current use arrangements, or adopting other protocols reasonable calculated to ensure compliance with applicable federal tax requirements on a continuing basis. This periodic review may be scheduled, for example, at or before the times that the Issuer is required to file with Municipal Securities Rulemaking Board the annual financial information and operating data pursuant to the Issuer’s undertaking, if any, to provide continuing disclosure with respect to outstanding bond issues. b. If at any time during the life of an issue of tax‐exempt bonds, the Issuer discovers a violation of federal tax requirements applicable to that issue may have occurred, the Administrative Services Administrator will consult with bond counsel to determine whether any such violation actually has occurred and, if so, take prompt action to accomplish an available remedial action under applicable Internal Revenue Service under the Voluntary Closing Agreement Program described under Notice 2008‐31 or other future published guidance. 7. Education Policy With Respect to Federal Tax Requirements for Tax‐Exempt Bonds. It is the policy of the City that the Administrative Services Administrator and his or her staff, as well as the principal operating officials of those departments of the City for which property is financed with proceeds of tax‐exempt bonds should be provided with education and training on federal tax requirements applicable to tax‐exempt bonds. The City recognizes that such education and training is vital as a means of helping to ensure that the City remains in compliance with those federal tax requirements in respect of its bonds. The City therefore will enable and encourage those personnel to attend and participate in educational and training programs offered by, among others, the Washington Municipal Treasurers Association and the Washington Finance Officers Association with regard to the federal tax requirements applicable to tax‐exempt bonds. Executive Summary - Financial Management Policies 1 - 83 City Funds and Fund Structure Key Report 000 General A E 001 Community Services (formerly 101) A I (000) 003 Streets (formerly 103) A I (000) 004 Community Development Block Grant A I (000) 005 Museum (formerly part of 006 and 106) A I (000) 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 I (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 I (316) 336 New Library Development I (316) Executive Summary - Financial Management Policies 1 - 84 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 I (405) 407 Surface Water Operations B I (405) 416 King County Metro B I (405) 422 Airport Capital Investment I (402) 424 Municipal Golf Course System CIP I (404) 425 Water CIP B I (405) 426 Wastewater CIP B I (405) 427 Surface Water CIP B I (405) 471 Waterworks Rate Stabilization B I (405) INTERNAL SERVICE FUNDS: 501 Equipment Rental E 502 Insurance E 503 Information Technology I (501) 504 Facilities I (501) 505 Communications I (501) 512 Healthcare Insurance I (502) 522 Leoff1 Retirees Healthcare I (502) FIDUCIARY FUNDS: 611 Firemen's Pension E 650 Special Deposits E ACCOUNTING FUNDS: 631 Claims Clearing Ia 632 Payroll Clearing Ia 901 Bank Surplus Balance Ia 910 General Fixed Assets Ia 950 General Long Term Debt Account Group Ia Executive Summary - Financial Management Policies 1 - 85 City Funds and Fund Structure (continued) 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 Executive Summary - Financial Management Policies 1 - 86 2 RENTON RESULTS Budget Framework 2‐1 Renton Results Overview 2‐6 City Service Area: Safety and Health, Program Budgets and Performance Measures 2‐9 City Service Area: Livable Community, Program Budgets and Performance Measures 2‐12 City Service Area: Representative Government, Program Budgets and Performance Measures 2‐16 City Service Area: Mobility, Program Budgets and Performance Measures 2‐18 City Service Area: Utilities and Environment, Program Budgets and Performance Measures 2‐21 City Service Areas: Internal Services, Program Budgets and Performance Measures 2‐25 Other Programs: Transfers, Revenue, etc. 2‐28 Reconciliation to Total Budget 2‐29 A GOVERNMENT ACCOUNTABILITY PROGRAM 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. The purpose is to facilitate policy decisions and provide accountability to the community. Services are categorized and the desired results are defined as follows: Safety and Health I want Renton to be a safe and healthy community. Livable Community I want access to high quality facilities, services and public resources that enrich the lives of everyone in the community. Representative Government I want a responsive and responsible government. Mobility I want safe and efficient access to all desired destinations, now and in the future. Utilities and Environment I want to live, learn, work and play in a clean and green environment with reliable, affordable utility services. Internal Support I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner. Renton Results - Budget Framework 2 - 1 2008 2009 2010 2011 2012 2013 2014 2007 - 2014 Renton Results 2007 Organized the core services into six City Service Areas 2011 Work: Engaged Staff to Refine Measures 2013 2013-14 Budget: Renton Results drives program improvement 2012 Work: Data Collection and Reporting 2009 2010 Budget: Created and engaged City Service Area Teams 2010 2011-12 Budget: Formed Community Budget Advisory Teams and Reviewed measures 2013-2014 Budget Development Framework The Mayor reconvened the Budget Advisory Committee, consisting of a broad spectrum of community leaders who gave their time to help shape the City’s service priorities and budget decisions that will build a sustainable operation beyond the current biennium. The goals of the Committee were to: 1) Build an understanding of the City’s purpose and future, the City’s demographics and trends as related to various planning efforts and service demands, Community survey feedback, the City’s revenue sources and limitations as well as the City’s services and associated costs. 2) Provide insight and recommendations on City Service priorities and how effectiveness is measured (Renton Results); revenue and cost control strategies to balance the 2013-14 budget gap as well as long term solutions to create a financial structure that is sustainable. Committee recommendations For long-term sustainability both revenue generation and cost-control strategies were discussed and were prioritized by the Committee. Below are the top five recommendations: 1) Continue efforts in negotiating increased employee contribution toward medical benefit costs and/or increased co-pay/deductible levels. 2) Continue attracting businesses to Renton. 3) The City should look at services that are least used or perform poorly to reduce or eliminate. 4) Look at total cost of compensation and include comparable private sector jobs where applicable. 5) Improve coordination of overlapping efforts to minimize cost/maximize and leverage volunteer efforts. For future service prioritization the Committee supported continued improvement of Renton Results as a means to both measure the effectiveness of programs in each City Service Area and identify opportunities for improvements. The City is continuing its development of the program as illustrated and described below: Renton Results - Budget Framework 2 - 2 Assess Service Areas Provide Services Collect Data Analyze Results Report Internally, Externally Take Steps to improve …continual assessment & improvement Meaningful reports to citizens and staff will amount to… • In 2011 City staff initiated the Renton Results Program Measure Refinement Project which had several objectives: 1) All staff will know and understand their role within each program and how their work contributes to the desired Results of the Program. 2) To evaluate and fine tune performance measures at the Program Level by inviting feedback and insight into the work being performed. 3) Define "success" (now and in the future) and discuss how the work being performed can affect the outcome of a program. 4) Assess continuity between Program, Departmental, and City-wide measures. • In 2012 data generated from the refined measures were collected and various methods of reporting began being developed for internal use and external transparency. • In 2013 the Results will be analyzed and used to drive improvements in programs and processes. Additionally, cross-departmental processes will be assessed for efficiencies and continuity. Renton Results - Budget Framework 2 - 3 Per Capita Service Cost The Chart below shows a comparison of the per capita operating cost at the 2013 adopted service level and the 2014 adopted service level. The operating cost at the 2013 adopted level totals $1,702 per person per year vs. $1,702 at the 2014 adopted level, based on 2012’s population count. Without the debt service, retiree medical obligation, and separation benefits, the per capita internal support cost would be at around $36.14 per year for 2013 and $15.59 per year for 2014. Below is a breakdown of the costs per capita by City Service Areas. $- $100 $200 $300 $400 $500 $600 $700 $800 Internal Support Rep Government Utilities and Environment Livable Community Mobility Safety and Health 2013, $135 2013, $65 2013, $621 2013, $149 2013, $111 2013, $620 2014, $126 2014, $65 2014, $623 2014, $149 2014, $111 2014, $627 Resource Allocation by City Service Area Renton Results program expenses are presented by City Service Area as consolidated costs across departments and funds. Within Renton Results, we have adjusted for transfers and interfund transactions when double counting occurs in traditional “Fund” based budgeting. As a result, the dollar amounts for Renton Results and the traditional budget are not the same. For example, the costs of the City’s internal service funds are shown under “Internal Support” category and are also included in the direct service areas by those that use these internal services. To compensate for this, we are deducting the amount that has been accounted for in direct services at the bottom line level to show the net operating and capital budget only in the Renton Results section. The Budget by Department and Budget by Fund sections of this document, however, include such transfers and inter-fund transactions. Therefore, reconciliation is shown below between the Renton Results resources and the total “legal appropriations” in the Budget by Fund section. Also important to note is that we have included city-wide obligations in the internal support service area. For the 2013 programs, these include $8.0 million in general obligation debt service payments, $1.7 million in post-retirement medical benefits for retirees in Law Enforcement and Fire Fighters I pension system (LEOFF 1) and $0.53 million of city-wide payroll tax and benefit costs that are not allocated into budgeted positions. Without these costs, the overall 2013 Internal Support costs are 2.12% of the $159.8 million operating budget and 1.63% of the $208.5 million total budget. Renton Results - Budget Framework 2 - 4 The table and graphs below summarize the resource allocations by City Service Area. See the last page of this section for a full reconciliation to the Total Budget found in the Budget by Fund section. 2013 Proposed 2014 Proposed City Service Areas (CSA) FTE Operating $ Capital $ FTE Operating $ Capital $ Safety and Health 333.83 $ 58,260,436 $ - 331.33 $59,817,417 $ - Representative Government 40.70 6,071,863 - 39.7 6,169,852 - Livable Community 62.45 14,036,553 2,672,725 62.20 14,198,901 1,475,000 Mobility 56.65 10,423,548 35,597,803 56.65 10,645,306 7,419,107 Utility and Environment 97.75 58,330,585 10,214,000 99.75 59,426,599 17,681,000 Internal Support 77.40 12,737,722 100,000 77.4 12,040,115 - Total Operating FTE & $ 668.78 159,860,706 48,584,528 667.03 162,298,190 26,575,107 Transfers $ Inter-fund Transactions - 28,819,028 - - 31,193,623 - Total w/Transfer 668.78 $188,679,734 $ 48,584,528 667.03 $193,491,813 $ 26,575,107 Operating & Capital Total $ 237,264,262 $220,066,920 - 50 100 150 200 250 300 350 400 $- $20 $40 $60 $80 Op e r a t i n g B u d g e t i n M i l l i o n s 2013 Adopted Operating Budget and FTE Count by City Service Area 2013 FTE - 50 100 150 200 250 300 350 $- $10 $20 $30 $40 $50 $60 $70 Op e r a t i n g B u d g e t i n M i l l i o n s 2014 Adopted Operating Budget and FTE Count by City Service Area 2014 FTE Renton Results - Budget Framework 2 - 5 2013-2014 Renton Results Desired Results – Strategies – Measures For Adopted Programs The City Service Area’s are broad in nature and are supported by a number of City programs across multiple City departments. The intent of this method of budget presentation is to more clearly illustrate what the City does with its resources while providing a means of communicating our results in a meaningful way. Each City Service Area is best defined by the associated “I want” statement or the desired Results. Desired Results Safety and Health I want Renton to be a safe and healthy community. Livable Community I want access to high quality facilities, services and public resources that enrich the lives of everyone in the community. Representative Government I want a responsive and responsible government. Mobility I want safe and efficient access to all desired destinations, now and in the future. Utilities and Environment I want to live, learn, work and play in a clean and green environment with reliable, affordable utility service. Internal Support I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner. Strategies Strategies answer the question: “How does the City plan to work toward and achieve these results?” Programs in each City Service Area are aligned with one or more of these strategies to assure consistency in direction as established by the desired results. All programs contribute to the success of the City’s efforts – some directly effecting the results and some supportive or complimentary to another programs’ efforts. Renton Results - Renton Results Overview 2 - 6 Below are the Strategies identified for each City Service Area: Encouragement of a self reliant community through programs and education Timely responsiveness and “projection of effort,” when the community cannot help itself Recovery and restoration of the community after a disaster Encourage the community to comply with local, state and federal laws Policy and program decisions reflecting community values Opportunities for the public to engage and influence City government Advocate community interest in regional, state, and federal forums Open accessible and consistent (administrative and judicial) decision process Clear and effective communications Policy and fiscal accountability Partnership with community organizations to leverage resources Encourage and foster a vibrant and diverse economy Manage growth in a manner consistent with community values. Encourage and foster a strong sense of community Provide or make available diverse learning and enrichment opportunities Provide clean, safe, healthy and well-maintained places I want safe and efficient access to all desired destinations, now and in the future. Provide a comprehensive mobility network that connects the public to desired destinations. Provide a well-maintained condition of the mobility infrastructure. Provide efficient and safe operations of the mobility infrastructure. Well maintained neighborhoods, properties and environment. Manage solid waste Operate and maintain piped utility infrastructure Environmental conservation, education and outreach Compliance with environmental standards and laws Protection of open space/acquisition Highly qualified, healthy, well-trained and productive workforce Functional work environment Fiscal Support and Accountability Safeguard public interests and assets Equipment and data that is reliable and accessible St r a t e g i e s St r a t e g i e s St r a t e g i e s St r a t e g i e s Desired Result: I want Renton to be a safe and healthy community. Desired Result: I want safe and efficient access to all desired destinations, now and in the future. Desired Result: I want to live, learn, work and play in a clean and green environment with reliable, affordable utility service. Desired Result: I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner. St r a t e g i e s St r a t e g i e s Desired Result: I want access to high quality facilities, services and public resources that enrich the lives of everyone in the community. Desired Result: I want a responsive and responsible government. City Service Area: Internal Support City Service Area: Safety and Health City Service Area: Representative Government City Service Area: Livable Community City Service Area: Mobility City Service Area: Utilities & Environment Renton Results - Renton Results Overview 2 - 7 Cause and Effect Map This visual representation of the Safety and Health City Service Area, for example, illustrates the relationship between the defined strategies (cause) and reaching the desired result (effect). Program Budget Consideration: The City considered funding programs based on the following criteria: 1. Is the program aligned with the City Service Area strategies? 2. Does the program demonstrate a clear contribution toward achieving the desired result of the City Service Area? 3. Does the program improve customer and public services? 4. Does the program demonstrate options to “scale” its level of service (focusing first on how to meet the mandatory nature of the program) based on resources available? 5. Does the program encourage community, regional, and interdepartmental collaboration and partnerships? 6. Does the program leverage resources? 7. Does the program encourage innovative and creative effort with an emphasis on cost effectiveness? The following pages will list all adopted operational and capital program FTE counts and budgets organized by City Services Areas. You will also find a listing of our Renton Results performance measures for the operational programs. I want Renton to be a safe and healthy community Encourage the community to comply with local, state and federal laws Encouragement of a self reliant community through programs and education Timely responsiveness and “projection of effort,” when the community cannot help itself Recovery and restoration of the community after a disaster This is the desired result (effect) of the programs supporting the Safety and Health City Service Area These are the strategies that will influence (cause) the desired result (effect) Renton Results - Renton Results Overview 2 - 8 Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 100002.0011 Probation 1.00 99,851 125,000 1.00 103,093 125,000 100004.0005 Business Licensing and Passports 1.10 94,478 45,000 1.10 97,559 45,000 100006.0003 City Attorney Prosecution 6.00 622,055 - 6.00 657,530 - 100007.0005 Building Permits & Inspection Program 12.50 1,440,261 2,736,164 12.50 1,472,285 2,752,019 100007.0006 Code Enforcement program 3.00 328,729 - 3.00 338,602 - 100008.0060 Auxiliary Services - Jail 0.00 5,583,718 - 0.00 6,333,307 - 100008.0061 COPS Hiring Recovery Program 1.50 160,348 - 0.00 - - 100008.0062 Patrol Operations 64.00 8,982,138 - 64.00 9,191,931 - 100008.0064 Staff Services 14.40 1,403,208 - 14.40 1,450,477 - 100008.0065 Investigations 20.00 2,639,554 - 20.00 2,696,607 - 100008.0066 Patrol Services 14.00 2,503,671 807,000 14.00 2,538,020 807,000 100008.0067 Special Operations 22.00 3,115,313 180,693 22.00 3,177,244 180,693 100008.0068 Police Administration 4.00 4,513,858 - 4.00 4,552,469 - 100008.0069 Administrative Services 7.00 1,175,638 - 7.00 1,221,886 - 100008.0070 Electronic Home Detention Program 2.00 339,971 135,000 2.00 347,810 135,000 100008.0073 Police Officer/LT Deputy City Clerk 1.00 - - 1.00 - - 100009.0022 F&ES Health & Wellness Fund 0.00 25,000 25,000 0.00 25,000 25,000 100009.0023 EMS and Fire/Rescue Services for COR 84.00 11,969,869 912,500 84.00 12,270,175 1,262,500 100009.0024 Administrative Services for F&ES 9.00 3,034,378 - 9.00 3,057,808 - 100009.0025 Community Risk Reduction 8.00 1,010,362 213,305 8.00 1,034,402 213,305 100009.0026 Safety & Support Services 8.00 1,780,014 - 8.00 1,801,648 - 100009.0027 EMS and Fire/Rescue Services for KCFD #25 16.00 2,050,756 1,200,000 15.00 1,989,578 1,200,000 100009.0028 EMS and Fire/Rescue Services for KCFD #40 29.00 3,849,193 4,374,526 29.00 3,932,585 4,374,526 100009.0029 Emergency Management for the COR 2.00 323,570 35,000 2.00 331,623 35,000 100020.0013 Serving vulnerable/low income 2.59 859,881 30,000 2.59 873,454 30,000 100020.0014 CDBG 1.74 264,622 265,506 1.74 262,323 265,506 Total Safety and Health $333.83 58,260,436 11,174,694 331.33 59,817,417 11,510,549 See the following pages for how we are measuring our effectiveness within these programs City Service Area: Safety and Health Desired Result: I want Renton to be a safe and healthy Strategies to achieve the Result: Encouragement of a self reliant community through programs and education Timely responsiveness and “projection of effort,” when the community cannot Recovery and restoration of the community after a disaster FTE Encourage the community to comply with local, state and federal laws 2013 Adopted 2014 AdoptedPackage #Program Name Renton Results - Safety and Health, Program Budgets and Performance Measures 2 - 9 Dept.Program Name 2012 Results (if available) 2013-2014 Target Court Services Probation Composite of results from survey of probationer's understanding of probation process reflected as "Good" or better. 100%80% Compliance audits performed by Business License staff will result in an increase in number of Full Time Equivalent (FTE) positions reported by businesses. 298.19 100 Applications for a new business license will be processed and a license issued, if approved, within fourteen (14) days of receipt. 85%95% Business License renewals will be issued within one day of receipt of payment. 99%90% Review criminal citations received from the Renton Police Department within fourteen (14) calendar days from receipt.96%100% Discovery provided to the Defense Attorney by prosecutors within 20 calendar days 97%95% Permit review for single family applications completed within 2 weeks 75%95% Permit review for commercial applications within 4 weeks 100%95% Inspection requests receive response within 24 hours 98%95% Completed responses to a customer service questionnaire rate their overall experience as "Good" or better survey not available at this time 80% Code compliance is achieved within 3 weeks of date of initial request 88%70% Sites remain in compliance one year after Code Enforcement action.data not available at this time 95% Code compliance is achieved through voluntary action upon notification of violation 88%70% The percentage of Housing Repair clients that are satisfied or greatly satisfied by the repairs done on their homes will be at least 80% of the completed surveys.96%80% Percentage of Housing Repair survey respondents who agree that their health or safety hazard was resolved by doing the repair or service.88%80% Number of working days to approve a complete Housing Repair Application data not available at this time 10 Number of days to schedule an assessment for new Housing Repair clients.data not available at this time 10 Percent of contracts completed with agencies by the end of the first quarter of the first year of the two year funding cycle. N/A 2012 off year 80% Percentage of agencies that received funding from the City of Renton that rate the application and funding process as good or better.95%80% Maintain a class 3 Washington state insurance rating for residents and businesses.Class 3 Class 3 Timeframe within which customers who initiate contact with the Fire department will receive a response within 24 hours 100% <24 hours Fire & EMS Community Risk Reduction All plans reviewed and construction permits issued within 15 days if they are compliant with the International Fire Code. data not available at this time <15 days After an actual emergency or exercise, the percentage of improvement plan targets that are completed on schedule.100%75% Average response time (in minutes) to either a fire or medical emergency. 5:11 <4.40 After the arrival to a fire, keeping the fire from spreading beyond the rooms or buildings already engaged.100%>99% Average response time (in minutes) to either a fire or medical emergency. 5:20 <4.40 After the arrival to a fire, keeping the fire from spreading beyond the rooms or buildings already engaged.83%>99% Average Response time (in minutes) to either a fire or medical emergency.5:09 <4.40 After the arrival to a fire, keeping the fire from spreading beyond the rooms or buildings already engaged.94%>99% Fire & EMS F&EMS Health & Wellness Fund Percent reduction of sick days and injuries through health and wellness activities. 0.09%-2% Building Permits & Inspection Program CED Code Enforcement program City Attorney City Attorney Prosecution Community Services CDBG Serving vulnerable/low income City Service Area: Safety and Health Desired Result: I want Renton to be a safe and healthy community. Strategies to achieve the Result: Encouragement of a self reliant community through programs and education Timely responsiveness and “projection of effort,” when the community cannot help itself Recovery and restoration of the community after a disaster Encourage the community to comply with local, state and federal laws Fire & EMS EMS and Fire/Rescue Services for KCFD #25 Fire & EMS EMS and Fire/Rescue Services for KCFD #40 Community Services Fire & EMS Administrative Services for F&ES Fire & EMS Emergency Management for the City of Renton What are we measuring? ASD Business Licensing and Passports CED Renton Results - Safety and Health, Program Budgets and Performance Measures 2 - 10 Dept.Program Name 2012 Results (if available) 2013-2014 Target City Service Area: Safety and Health Desired Result: I want Renton to be a safe and healthy community. Strategies to achieve the Result: Encouragement of a self reliant community through programs and education Timely responsiveness and “projection of effort,” when the community cannot help itself Recovery and restoration of the community after a disaster Encourage the community to comply with local, state and federal laws What are we measuring? Firefighters are trained annually as EMT's as well as Manual Cardiac Defibrillator Operators to positively affect survivability rate and/or minimize further injury in people who require emergency care.82%100% Firefighters and Fire Officers will receive Vertical Safety Standard training to meet or exceed National Fire Protection Association 1001 Standard in Fire Rescue. 82%100% Number of training hours every commissioned member will receive.24 24 Number of neighborhoods involved in community education through block/business watch participation 48 61 Provide Electronic Home Detention (EHD) services to reduce jail costs. EHD referrals and revenue increases, resulting in a cost savings to the inmate house budget. $1,312,708 $600,000 Police Investigations Annual percent of successful resolution or clearance of assigned cases 82%80% Average response time (in minutes) to Priority I calls.3:04 <3.5 Average response time (in minutes) to Priority II calls.7:31 <8 Average response time (in minutes) to Priority III calls.10.47 <12 Average response time (in minutes) to Priority IV calls.21:05 <21 Percent of collision incidences resolved by Patrol Services during regular hours of service to reduce resources needed in Patrol Operations.84%80% Average percent of traffic safety camera notices of violation are provided within fourteen days. 95.72% 100% Department solvability rate on all Uniform Crime Report crimes. data not available at this time 25% Residents report feeling somewhat or very safe during the day/night in their neighborhood. day: 96% night: 79% (2011 survey) 80% Community report feeling somewhat or very safe during the day/night in the downtown area. day: 77% night: 36% (2011 survey) 80% Police Special Operations Number of arrests due to Special Operations' identification and investigation of repeat offenders and/or trends of criminal activity. 87 50 Police Staff Services Average number of days of work on the Staff Services backlog. 17 7 Police Police Administration Fire & EMS Safety & Support Services Police Patrol Services Police Administrative Services Police Patrol Operations Renton Results - Safety and Health, Program Budgets and Performance Measures 2 - 11 Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 300007.0025 Current Planning 6.00 676,661 89,095 6.00 696,159 98,896 300007.0026 Economic Development 2.75 446,705 - 2.75 455,737 - 300007.0027 Long Range Planning 4.00 529,701 - 4.00 545,081 - 300007.0028 CED Administration 2.00 1,017,853 - 2.00 1,006,430 - 300007.0029 1% for the Arts 0.00 50,000 15,000 0.00 50,000 15,000 300007.0031 Arts & Culture 0.25 37,881 - 0.25 38,812 - 300007.0032 Hotel Motel Fund 0.00 245,000 245,000 0.00 265,000 265,000 300020.0061 Museum 1.00 209,903 - 1.00 211,281 - 300020.0062 Neighborhood Program 1.83 270,161 - 1.83 273,067 - 300020.0063 Administration/Community Services 2.00 448,556 - 2.00 445,032 - 300020.0064 Aquatics 1.00 774,745 688,000 1.00 777,883 688,000 300020.0065 Carco Theater 0.50 129,151 - 0.25 126,473 - 300020.0066 Leased Facilities 1.50 629,657 677,289 1.50 647,061 693,071 300020.0067 Com Relations and Events 0.98 276,838 72,000 0.98 278,378 72,000 300020.0068 Parks and Trails Program 22.80 4,046,158 78,454 22.80 4,095,896 78,454 300020.0069 Recreation Services 5.34 2,234,898 666,886 5.34 2,245,615 699,263 300020.0070 Renton Community Center 6.50 1,355,406 660,500 6.50 1,374,990 655,500 300020.0071 Senior Activity Center 3.25 575,965 125,000 3.25 583,607 125,000 300020.0088 Farmers Market 0.75 81,314 81,400 0.75 82,399 82,400 Total Livable Community FTE and $ 62.45 14,036,553 3,398,624 62.20 14,198,901 3,472,584 Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 360020.0001 Accessible Playground 0.00 750,000 750,000 0.00 - - 360020.0002 Ball Field Renovation Program 0.00 - - 0.00 - - 360020.0003 Disaster Repairs 0.00 - - 0.00 - - 360020.0004 Golf Course MM 0.00 50,000 50,000 0.00 50,000 50,000 360020.0005 Grant Matching Program 0.00 21,000 - 0.00 - - 360020.0006 Henry Moses Aquatic Center 0.00 120,000 120,000 0.00 60,000 60,000 360020.0008 KC Proposition 2 Cap Exp Levy Fund 0.00 160,000 160,000 0.00 5,000 5,000 360020.0009 Parks General Major Maintenance 0.00 300,000 300,000 0.00 190,000 190,000 360020.0010 Sports Court Repairs 0.00 40,000 40,000 0.00 20,000 20,000 See the following pages for how we are measuring our effectiveness within these programs Package #Program Name 2013 Adopted 2014 Adopted FTE Capital Programs Package #Program Name 2013 Adopted 2014 Adopted FTE Provide clean, safe, healthy and well-maintained places I want safe and efficient access to all desired destinations, now and in the future. Operating Programs City Service Area: Livable Community Desired Result: I want access to high quality facilities, services and public resources that enrich the lives of everyone in the community. Strategies to achieve the Result: Encourage and foster a vibrant and diverse economy Manage growth in a manner consistent with community values. Encourage and foster a strong sense of community Provide or make available diverse learning and enrichment opportunities Renton Results - Livable Community, Program Budgets and Performance Measures 2 - 12 Provide clean, safe, healthy and well-maintained places I want safe and efficient access to all desired destinations, now and in the future. City Service Area: Livable Community Desired Result: I want access to high quality facilities, services and public resources that enrich the lives of everyone in the community. Strategies to achieve the Result: Encourage and foster a vibrant and diverse economy Manage growth in a manner consistent with community values. Encourage and foster a strong sense of community Provide or make available diverse learning and enrichment opportunities FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 360020.0012 Pathway, Side, Patio & Boardwalk 0.00 75,000 75,000 0.00 75,000 75,000 360020.0011 Tree Maintenance 0.00 231,725 15,000 0.00 100,000 100,000 360020.0013 Capital Project Coordinator 0.00 74,000 74,000 0.00 75,000 75,000 360020.0014 Regis Park Athletic Field Expansion 0.00 - - 0.00 300,000 300,000 360020.0016 Parking Lots and Drive Repairs 0.00 50,000 50,000 0.00 50,000 50,000 360020.0020 Sunset EIS Park 0.00 - - 0.00 100,000 100,000 360020.0023 Coulon Park Repairs & Maintenance 0.00 431,000 431,000 0.00 330,000 330,000 360020.0024 Riverview Park Bridge Reconstruction 0.00 250,000 250,000 0.00 - - 360020.0025 200 Mill Bldg Restroom / ADA Improvement 0.00 120,000 120,000 0.00 120,000 120,000 Total Livable Community FTE and $0.00 2,672,725 2,435,000 0.00 1,475,000 1,475,000 Total Operating and Capital FTE and $ 62.45 16,709,278 5,833,624 62.20 15,673,901 4,947,584 Capital Programs (continued) Package #Program Name 2013 Adopted 2014 Adopted Renton Results - Livable Community, Program Budgets and Performance Measures 2 - 13 City Service Area: Livable Community Dept.Program Name 2012 Results (if available) 2013-2014 Target CED 1% for the Arts Number of successfully completed public art projects through the 1% for Art program (as established by City ordinance) each biennium.0 1 Percent increase grant and intergovernmental revenues in support of arts and culture in Renton 24%3% Percent increase number of volunteers supporting the Arts & Culture Master Plan 90%3% Responses to an interdepartmental survey rate overall experience in working with CED as "good” or better survey not available at this time 80% CED employees rate CED as a “Good” or better place to work survey not available at this time 80% Process land use applications requiring a decision by the Hearing Examiner within 12 weeks of receipt of complete application.45.3%90% Process land use applications requiring an Administrative Decision within 8 weeks.57.5%90% Development projects will be rated as adding value, quality, and character to the community by "Parties of Record" or other interested parties surveyed following land use decisions. survey not available at this time 80% Completed responses to a customer service questionnaire rate their overall experience as "Good" or better survey not available at this time 80% The City's annual sales tax revenue growth at rate higher than King County.4.71%1% Continue to diversify Renton’s employment base to ensure no single employment sector exceeds 40% of employment base.30%40% Annual property tax revenue associated with new construction increases. 0.06%>1.5% Total number of employees working in Renton (measured by FTE) increases year over year 6%1% Executive Hotel Motel Fund Completed responses to a survey of Renton hotel managers rate the investments made in tourism and marketing by the Renton Visitors Connection and the Renton Community Marketing Campaign as “Satisfied” or better. survey not available at this time 90% Ensure all City of Renton planning laws are current, compliant with state laws (such as GMA, SMA, EPA and Subdivision) and meet the long term vision for the City. data not available at this time 100% Process all requests for annexation within Washington State Law timelines data not available at this time 100% Process all proposed amendments to the City's comprehensive plan and development regulations through the Planning Commission to Council within established timelines data not available at this time 100% Review PRO plan on an annual basis and manage national accreditation for Department.01/11/2013 annually Budget Management - efficiency monitoring - Annual budget hearing 2012, ongoing 80% Serve on local, regional and state Boards to support grant and educational opportunities. 5 Minimum 4 Percentage of occupancy rate for Swimming Lesson registrations 88%80% Percentage of occupancy rate for Open Swim Sessions (two sessions at 700 per session fill rate equaling 420 patrons per session)55%60% Percent of patrons who express an overall “great” or “good” rating with the pool in our annual pass card survey.99%80% Overall Customer Experience Satisfaction Rating is Good to Excellent.survey not available at this time 80% Percentage of occuppancy rate for programs and rentals annually data not available at this time 60% Percent of Event Attendees reporting overall experience satisfaction of 3 or better in a 1-5 scale.97%80% Number of businesses/public/private relationships engaged & providing support to produce events maintained or increased.81 60 Com Relations and Events Manage growth in a manner consistent with community values. Encourage and foster a strong sense of community Provide or make available diverse learning and enrichment opportunities Arts & Culture CED Administration Provide clean, safe, healthy and well-maintained places I want safe and efficient access to all desired destinations, now and in the future. Desired Result: I want access to high quality facilities, services and public resources that enrich the lives of everyone in the community. Strategies to achieve the Result: Encourage and foster a vibrant and diverse economy Community Services Community Services Community Services CED CED CED CED CED What are we measuring? Current Planning Economic Development Long Range Planning Administration/Com Services Aquatics Carco Theater Community Services Renton Results - Livable Community, Program Budgets and Performance Measures 2 - 14 City Service Area: Livable Community Dept.Program Name 2012 Results (if available) 2013-2014 Target Manage growth in a manner consistent with community values. Encourage and foster a strong sense of community Provide or make available diverse learning and enrichment opportunities Provide clean, safe, healthy and well-maintained places I want safe and efficient access to all desired destinations, now and in the future. Desired Result: I want access to high quality facilities, services and public resources that enrich the lives of everyone in the community. Strategies to achieve the Result: Encourage and foster a vibrant and diverse economy What are we measuring? Average cost to produce major events offset by sponsor partner support. 57% 67% Maintain maximum number of quality vendors consistent with Washington State Farmers Market Association (capacity 55 vendors)91%95% Sustain average weekly Farmers Market attendance of 4,500 82%95% Completed responses to a customer service questionnaire rate their overall experience as "Good" or better 100%90% Number of visitors and people served by outreach 5,199 4,800 Percentage of visitors expressing high satisfaction 86%85% Number of days in responding to research & photo orders 6 <7 Maintain or increase the number of officially recognized neighborhoods/ associations participating in the program.69 72 Increase the number of attendees at neighborhood picnics, trainings and forums.0%3% Overall customer satisfaction rating is good to excellent In cleanliness and appearance of Parks System 89%80% Overall customer satisfaction rating is good to excellent in cleanliness and appearance of Trail System 89%80% Customers surveyed feel safe in parks and trails 82%80% Percentage of occupancy rate for programs and rentals annually data not available at this time 60% Daily attendance. For drop in at Highlands and North Highlands Neigborhood Centers 67 120 Overall Customer Experience Satisfaction Rating is Good to Excellent 90% (2011 Survey)80% Percentage of occupancy rate for programs and rentals annually data not available at this time 60% Overall Customer Experience Satisfaction Rating is Good to Excellent 97% (2011 Survey)80% Percentate of occupancy rate for programs and rentals annually data not available at this time 60% Daily attendance. 222 250 Overall Customer Experience Satisfaction Rating is Good to Excellent 98% 80% Provide 90% satisfaction on timely responses to requests 99%100% No late fees in processing of invoices 85%100% Current information on web site 75%100% Renton Community Center Senior Activity Center Community Svcs Farmers Market Museum Neighborhood Program Parks and Trails Program Recreation Services Community Services Community Services Community Services Community Services Community Services Community Services Community Services Community Services Renton Results - Livable Community, Program Budgets and Performance Measures 2 - 15 Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 200001.0007 Legislative Operations 8.00 289,114 - 8.00 295,116 - 200002.0012 Criminal Case Processing 7.00 738,919 396,500 6.00 690,064 396,500 200002.0013 Infraction Processing 5.00 516,601 1,967,000 5.00 528,590 1,967,000 200002.0014 Court Administration 2.00 654,292 - 2.00 677,775 - 200003.0018 Executive Operations 3.50 868,832 - 3.50 890,745 - 200003.0019* Citywide Communications 4.00 485,498 477,090 4.00 501,143 492,650 200003.0020 Court Public Defenders 0.00 450,000 - 0.00 450,000 - 200003.0021 Cable Communication Fund 0.00 85,674 85,674 0.00 85,674 85,674 200006.0003 City Attorney Civil 3.88 577,349 25,000 3.88 594,181 25,000 200007.0003 Intergovernmental Relations 0.00 62,400 - 0.00 62,400 - 200011.0005 Hearing Examiner 0.00 40,000 - 0.00 40,000 - 200012.0010 City Clerk 5.00 1,016,822 - 5.00 1,062,166 - 200020.0005 Community Engagement 2.32 286,362 3,000 2.32 291,999 3,000 Total Representative Gov't FTE and $ 40.70 6,071,863 2,954,264 39.70 6,169,852 2,969,824 City Service Area: Representative Gov't Desired Result: I want a responsive and responsible government. Strategies to achieve the Result: See the following pages for how we are measuring our effectiveness within these programs Operating Programs Clear and effective communications Policy and fiscal accountability Package #Program Name 2013 Adopted 2014 Adopted FTE Partnership with community organizations to leverage resources Policy and program decisions reflecting community values Opportunities for the public to engage and influence City government Advocate community interest in regional, state, and federal forums Open accessible and consistent (administrative and judicial) decision process Renton Results - Representative Government, Program Budgets and Performance Measures 2 - 16 Dept.Program Name 2012 Results (if available) 2013-2014 Target Percentage of Legislative documents (agenda, minutes, ordinances, resolutions, etc) published & available within targeted timeframe.99%100% Percentage of completed customer surveys positive or complimentary.99%100% Percentage of Public Records Requests that are completed within original estimated timeframe.79%95% CED CED Administration Number of organizations in which CED staff represents the City in local, regional and statewide organizations focused in areas such as land use, economic development , building regulation 24 8 City Attorney City Attorney Administration Department expenditures are within budget.98%100% Routine legislation and contract review will be performed within one week of receipt.99%95% Survey will indicate that attorneys participated positively and clearly through telephone, email, or in- person and work product was provided in a timely manner.91%90% Hours of service provided annually by volunteers.62,800 61,000 Number of residents engaged in volunteer activities annually.4,611 4,500 Value of volunteer service $ 1,368,412 $ 1,260,000 Department's expenditures are within budget.100%100% Reduction of cost per case using National Center for State Courts criteria to monitor and make improvements. N/A baseline year 2% Number of training hours per FTE provided to court employees.8 8 Defendant satisfaction with their understanding of the criminal case process is rated as "Good" or better. 83%80% Ongoing Juror Survey's reflect an approval rating that indicates satisfaction and understanding of the jury experience by non-criminal citizens of Renton. 81%90% Defendant's satisfaction with the ability to get access to court information related to infraction processing is rated "Good" or better.87%80% Resident's satisfaction with understanding the court infraction process.74%80% Accomplishment or significant progress made on each of the major priorities of the annually adopted State Legislative Agenda 87.5%75% Percent of survey responses that rate the City's overall communication of key programs and initiatives as "good" or better. survey not available at this time 65% Composite increase in residents' rating for each of the City's various information resources provided by the Communications Department (e-communication, print, advertising and media). survey not available at this time 5% Internal Customer satisfaction rating of Communications Department services will be "good" or better. survey not available at this time 80% The percent of the City's Public Relations efforts and advertising covered by local and regional media. 80%80% Information requests/concerns from residents are acknowledged within three days.90%90% Information requests/concerns are resolved within two weeks.90%90% Residents surveyed rate the value of services for the taxes paid to Renton as "good" or better.44% (2011 Survey)51% Residents surveyed rate the City as heading in the right direction (survey rate fair, good or excellent)55% (2011 Survey)80% Cost of government per capita (General Gov’t Funds, Expenditures/2012 pop) $ 1,107 $ 1,061 Legislative Court Administration City Attorney Civil Court Services Court Services Court Services Executive Executive Community Engagement Intergovernmental Relations Legislative Operations Executive Operations Citywide Communications Infraction Processing Criminal Case Processing City Service Area: Representative Government Desired Result: I want a responsive and responsible government. Policy and program decisions reflecting community values Opportunities for the public to engage and influence City government Advocate community interest in regional, state, and federal forums Open accessible and consistent (administrative and judicial) decision process Clear and effective communications Policy and fiscal accountability Partnership with community organizations to leverage resources Strategies to achieve the Result: ASD Executive City Attorney Community Services What are we measuring? City Clerk Representative Government Renton Results - Representative Government, Program Budgets and Performance Measures 2 - 17 Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 400015.0003 Public Works Administration 3.00 479,503 - 3.00 488,760 - 400016.0117 Trans Operations Maintenance Section 9.90 2,271,970 - 9.90 2,273,726 - 400016.0118 Transportation Systems Admin 2.50 631,352 - 2.50 648,054 - 400016.0119 Building the Mobility Network 6.42 867,454 500,000 6.42 886,754 400,000 400016.0120 Trans Operations Engineering Section 3.20 372,795 - 3.20 384,732 - 400016.0121 Transit Coordination/Commute Trip Reduction 0.70 110,676 - 0.70 112,856 - 400016.0122 Airport Operations 6.00 1,379,685 1,408,843 6.00 1,405,557 1,431,610 400016.0123 Bridges and Guardrails 0.33 38,038 - 0.33 38,639 - 400016.0124 Sidewalk Program 0.05 7,052 - 0.05 7,219 - 400019.0005 Public Works Maintenance Administration 5.45 969,059 - 5.45 986,193 - 400019.0006 Street Maintenance 19.10 3,295,963 764,563 19.10 3,412,815 769,885 Total Mobility FTE and $56.65 10,423,548 2,673,406 56.65 10,645,306 2,601,495 Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 460016.0008 A Major Facility Maintenance 0.00 130,000 130,000 0.00 130,000 130,000 460016.0009 A Mower Replacement 0.00 - - 0.00 - - 460016.0010 A Renton Gateway Utilities 0.00 105,204 105,204 0.00 105,204 105,204 460016.0011 A Storm Water System Rehabilitation 0.00 76,000 76,000 0.00 85,000 85,000 460016.0012 A Taxiway Bravo/Renumbering/Sign Replace 0.00 9,700,000 9,700,000 0.00 - - 460016.0013 A US Customs Facility 0.00 - - 0.00 - - 460016.0014 T 1% for the Arts Prgm 0.00 15,000 15,000 0.00 15,000 15,000 460016.0015 T Arterial Circulation Prgm 0.00 120,000 120,409 0.00 120,000 120,410 460016.0016 T Arterial Rehabilitation Program 0.00 366,000 366,000 0.00 1,085,000 1,085,000 460016.0017 T Barrier Free Transition Plan Implement 0.00 30,000 30,000 0.00 30,000 30,000 460016.0018 T Bicycle Route Development Prgm 0.00 30,000 30,000 0.00 30,000 30,000 460016.0019 T Bridge Inspection & Repair Prgm 0.00 1,322 1,322 0.00 25,000 25,000 460016.0020 T CIP Street Overlay 0.00 776,000 776,000 0.00 747,000 747,000 460016.0021 T Duvall Ave Ne - NE 7th St to Sunset Blvd NE 0.00 - - 0.00 - - 460016.0022 T Environmental Monitoring Prgm 0.00 20,000 20,000 0.00 - - 460016.0023 T GIS - Needs Assess & Data Develop 0.00 15,000 15,000 0.00 15,000 15,000 460016.0024 T Intelligent Transportation System Prgm 0.00 30,000 30,000 0.00 30,000 30,000 460016.0025 T Intersection Safety & Mobility Prgm 0.00 168,000 168,000 0.00 182,000 182,000 460016.0027 T NE 3rd/NE 4th Corridor Improvements 0.00 61,000 61,000 0.00 71,000 71,000 460016.0028 T Preservation of Traffic Op Devices Prgm 0.00 62,000 62,000 0.00 62,000 62,000 460016.0029 T Proj Develop & Redesign Prgm 0.00 100,000 100,000 0.00 115,000 115,000 460016.0030 T Rainier Ave Impr - Grady Way to S 2nd St 0.00 9,844,223 9,844,223 0.00 - - 460016.0031 T Roadway Safety and Guardrail Program 0.00 10,000 10,000 0.00 15,000 15,000 460016.0033 T Sidewalk Rehab & Replacement Prgm 0.00 170,000 170,000 0.00 100,000 100,000 460016.0034 T SW 27th St/Strander Blvd Connect 0.00 8,222,575 8,222,575 0.00 - - 460016.0035 T SW 27th St/Strander interfund Loan Repayment 0.00 149,591 149,591 0.00 149,590 149,590 460016.0036 T Traffic Safety Prgm 0.00 330,000 330,000 0.00 36,000 36,000 See the following pages for how we are measuring our effectiveness within these programs Capital Programs Operating Programs Package #Program Name 2013 Adopted 2014 Adopted FTE Package #Program Name 2013 Adopted 2014 Adopted FTE City Service Area: Mobility Desired Result: I want safe and efficient access to all desired Strategies to achieve the Result: Provide a comprehensive mobility network that connects the public to desired destinations. Provide a well-maintained condition of the mobility infrastructure. Provide efficient and safe operations of the mobility infrastructure. Renton Results - Mobility, Program Budgets and Performance Measures 2 - 18 City Service Area: Mobility Desired Result: I want safe and efficient access to all desired Strategies to achieve the Result: Provide a comprehensive mobility network that connects the public to desired destinations. Provide a well-maintained condition of the mobility infrastructure. Provide efficient and safe operations of the mobility infrastructure. Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 460016.0037 T Transit Prgm 0.00 25,000 25,000 0.00 25,000 25,000 460016.0038 T Transportation Concurrency/LOS Prgm 0.00 10,000 10,000 0.00 30,000 30,000 460016.0039 T Transportation Demand Management Prgm 0.00 45,000 45,000 0.00 45,000 45,000 460016.0040 T Walkway Program 0.00 125,000 125,000 0.00 170,000 170,000 460016.0041 T WSDOT Coordination Prgm 0.00 10,000 10,000 0.00 30,000 30,000 460016.0042 T Carr Rd Improvements 0.00 1,050,000 1,050,000 0.00 2,191,000 2,191,000 460016.0043 T S 7th Street - Rainier Ave S to Talbot Rd S 0.00 192,000 192,000 0.00 408,000 408,000 460016.0044 T Highlands to Boeing/Landing Pedestrian Conne 0.00 2,000,000 2,000,000 0.00 - - 460016.0046 T Logan Ave N Improvements 0.00 800,000 800,000 0.00 300,000 300,000 460016.0047 A Pavement Management Program 0.00 170,000 170,000 0.00 165,000 165,000 460016.0048 A Fire Water System Rehabilitation 0.00 50,000 50,000 0.00 100,000 100,000 460016.0049 A Seaplane Launch Ramp Replacement 0.00 - - 0.00 150,000 150,000 460016.0050 A Airside/Landside Separation Project 0.00 20,000 20,000 0.00 20,000 20,000 460016.0051 A 820 Bldg Demolition 0.00 - - 0.00 637,313 637,313 460016.0052 A Renton Aerospace Training Center 0.00 - - 0.00 - - 460016.0053 A Wildlife Assessment 0.00 88,888 88,888 0.00 - - 460016.0054 T NE 31st Street Culvert Repair 0.00 480,000 480,000 0.00 - - Total Mobility FTE and $0.00 35,597,803 35,598,212 0.00 7,419,107 7,419,517 Note: The first letter of the CIP description title identifies the type of project. A = Airport, T = Transportation Total Operating and Capital FTE and $ 56.65 46,021,351 38,271,618 56.65 18,064,413 10,021,012 Capital Programs (continued) Package #Program Name 2013 Adopted 2014 Aadopted FTE Renton Results - Mobility, Program Budgets and Performance Measures 2 - 19 Dept.Program Name 2012 Results (if available) 2013-2014 Target No delayed takeoff or landings of Boeing and other tenant aircraft.3 0 Percent of airport property leased to aviation businesses and aircraft owners.90%90% Number of reports of bird damage or foreign object damage to aircraft.0 0 Complete construction of projects on time and within budget.100%90% Number of blocks of new or replacement sidewalks constructed annually. (1 block=1000 linear feet)8 5 Maintain safe bridges by having no load-restricted bridges.0 0 Dollars obtained in grants annually to fund Transportation Investment Projects/Programs $7.8 million ≥$5 million Composite rating by Public works Department employees in the annual Employee Survey.survey not available at this time >70% Citizen requests referred to Public Works by the Mayor's Office will be responded to within the requested time frame. >95%>95% Public Works Administrator will respond to customer inquiries/complaints by the next business day. >90%>95% Division's expenditures are within budget.data not available at this time 100% Reduce or maintain the number of insurance claims against the City resulting from road damage data not available at this time <10 Maintain a reasonable Overall Condition Index (Pavement) rating.data not available at this time ≥70 Respond to all emergencies including snow/ice storms within the first hour of receiving the call, limiting the hazards to our citizens, and providing mobility during all weather conditions. data not available at this time 90% Percentage of Single Occupancy (SOV) commuters citywide is reduced.<1%≥1% Promote public safety by maximizing percent of time signals are operational. <1%<1% Percentage reduction of pedestrian and bicycle accidents.99.90%5% Reduce travel time on arterials.2.80%≥1% Maintain state of the art Police, Fire, and Public Works communication systems by meeting radio emergency requirements.100%100% Transportation Division's expenditures are within budget.100%100% Develop Transportation workforce by providing training opportunities to a minimum percentage of staff annually.80%50% City Service Area: Mobility Desired Result: I want safe and efficient access to all desired destinations, now and in the future. Strategies to achieve the Result: Provide a comprehensive mobility network that connects the public to desired destinations. Provide a well-maintained condition of the mobility infrastructure. Provide efficient and safe operations of the mobility infrastructure. Public Works Public Works Public Works What are we measuring? Public Works Public Works Transportation Systems Admin Airport Operations Building the Mobility Network Street Maintenance Transportation Operations Public Works Administration Public Works Renton Results - Mobility, Program Budgets and Performance Measures 2 - 20 FTE Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 500004.0003 Utility Billing and Cashiering 4.90 556,250 - 4.90 574,037 - 500007.0003 Public Works Permits and Inspections 10.00 1,197,901 131,970 10.00 1,224,821 136,575 500018.0101 Waterworks Revenue Bond Debt 0.00 3,065,268 - 0.00 3,056,056 - 500018.0102 King County Metro Fund 0.00 15,126,703 15,126,703 0.00 15,202,336 15,202,336 500018.0103 Public Works Trust Fund Loan Debt 0.00 918,149 - 0.00 740,036 - 500018.0104 Solid Waste Collection 1.25 15,461,276 15,643,882 1.25 15,765,506 16,360,628 500018.0105 Utility Systems Administration 3.00 805,441 - 3.00 815,842 - 500018.0106 Water Engineering and Planning 5.80 3,483,895 12,658,018 5.80 3,635,731 12,963,071 500018.0107 Wastewater Engineering and Planning 4.50 2,643,236 6,227,905 4.50 2,717,613 7,244,194 500018.0108 Surface Water Engineering and Planning 7.80 2,738,095 7,924,008 7.80 2,821,480 4,852,912 500018.0109 Surface Water NPDES Education 0.20 26,118 - 0.20 86,919 - 500018.0110 Water Education 0.20 19,176 - 0.20 19,370 - 500018.0111 Solid Waste Education 0.75 130,853 52,278 0.75 134,392 54,500 500019.0010 Water Maintenance 25.30 5,076,597 10,078 25.30 5,196,183 10,078 500019.0011 Wastewater Maintenance 6.95 1,304,856 19,740 6.95 1,328,754 19,740 500019.0012 Surface Water Maintenance 13.20 2,332,169 10,700 15.20 2,587,013 10,700 500019.0013 Solid Waste Litter Control 1.00 281,948 4,692 1.00 298,711 4,692 500020.0009 Golf Course 9.50 2,065,108 2,453,669 9.50 2,103,697 2,487,449 500020.0010 Parks Planning, Urban Forestry and Na Res 3.40 696,886 - 3.40 717,440 - 500020.0011 Golf Course Debt Service 0.00 400,661 - 0.00 400,660 - Total Utilities and Environment FTE and $ 97.75 58,330,585 60,263,643 99.75 59,426,599 59,346,875 Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 560018.0001 W Highlands 435 Zone Reservoirs 0.00 800,000 800,000 0.00 1,600,000 1,600,000 560018.0002 W Water Main Oversizing 0.00 100,000 100,000 0.00 100,000 100,000 560018.0003 W Water Main Replacement 0.00 1,000,000 1,000,000 0.00 1,000,000 1,000,000 560018.0004 W Automatic Meter Reading Conversion 0.00 500,000 500,000 0.00 515,000 515,000 560018.0005 W Emergency Power to Water Facilities 0.00 150,000 150,000 0.00 50,000 50,000 560018.0006 W Water Conservation Program 0.00 200,000 200,000 0.00 200,000 200,000 560018.0007 W Primary Disinfection Improvements 0.00 200,000 200,000 0.00 - - 560018.0008 W Rainier Avenue South Utility Improvements 0.00 400,000 400,000 0.00 - - 560018.0010 WW Miscellaneous/Emergency Projects 0.00 100,000 100,000 0.00 100,000 100,000 560018.0012 WW East Renton Lift Station Elimination 0.00 25,000 25,000 0.00 25,000 25,000 560018.0014 WW Sanitary Sewer Hydraulic Model 0.00 200,000 200,000 0.00 - - 560018.0015 WW Telemetry Upgrade 0.00 150,000 150,000 0.00 - - Package #Program Name 2013 Adopted 2014 Adopted Operating Programs Capital Programs See the following pages for how we are measuring our effectiveness within these programs FTE Package #Program Name 2013 Proposed 2014 Proposed Compliance with environmental standards and laws Protection of open space/acquisition City Service Area: Utilities and Environment Desired Result: I want to live, learn, work and play in a clean and green environment with reliable, affordable utility service. Strategies to achieve the Result: Well maintained neighborhoods, properties and environment. Manage solid waste Operate and maintain piped utility infrastructure Environmental conservation, education and outreach Renton Results - Utilities and Environment, Program Budgets and Performance Measures 2 - 21 Compliance with environmental standards and laws Protection of open space/acquisition City Service Area: Utilities and Environment Desired Result: I want to live, learn, work and play in a clean and green environment with reliable, affordable utility service. Strategies to achieve the Result: Well maintained neighborhoods, properties and environment. Manage solid waste Operate and maintain piped utility infrastructure Environmental conservation, education and outreach Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 560018.0018 WW Lind Avenue Lift Station Replacement 0.00 600,000 600,000 0.00 - - 560018.0019 WW Airport Lift Station Rehabilitation 0.00 350,000 350,000 0.00 700,000 700,000 560018.0022 WW Wastewater Operation Master Plan 0.00 50,000 50,000 0.00 50,000 50,000 560018.0024 SW Springbrook Crk Wetland & Habitat Mit 0.00 150,000 150,000 0.00 150,000 150,000 560018.0026 SW Small Drainage Projects Program 0.00 200,000 200,000 0.00 200,000 200,000 560018.0027 SW Miscellaneous/Emergency Storm Projects 0.00 50,000 50,000 0.00 50,000 50,000 560018.0028 SW Lower Cedar River Sediment Mgmt Proj 0.00 750,000 750,000 0.00 2,050,000 2,050,000 560018.0029 SW Talbot Hill Ar Mosquito Abatement Prgm 0.00 75,000 75,000 0.00 100,000 100,000 560018.0030 SW Stream Flow & Wtr Qlty Monitoring Prgm 0.00 10,000 10,000 0.00 10,000 10,000 560018.0031 SW Surface Water Utility GIS 0.00 100,000 100,000 0.00 100,000 100,000 560018.0035 SW Madsen Crk Sedimentation Mntc 0.00 50,000 50,000 0.00 50,000 50,000 560018.0036 SW Hardie Ave. SW Underpass Storm Sys Improvem 0.00 119,000 119,000 0.00 4,981,000 4,981,000 560018.0037 SW NE 5th St & Edmonds Ave Storm Sys Improve 0.00 760,000 760,000 0.00 - - 560018.0041 SW Maplewood Creek Sedimentation Facility 0.00 100,000 100,000 0.00 - - 560018.0042 WW Misty Cove Lift Station Replacement 0.00 300,000 300,000 0.00 300,000 300,000 560018.0043 WW Thunder Hill Interceptor Repl/Rehab 0.00 - - 0.00 300,000 300,000 560018.0044 WW Central Renton Interceptor Reline/Upsize 0.00 - - 0.00 400,000 400,000 560018.0045 WW Liberty Lift Station Installation Project 0.00 100,000 100,000 0.00 - - 560018.0046 WW S 132nd Street Sewer Extensions 0.00 225,000 225,000 0.00 - - 560018.0047 WW Develop Access Road - Aberdeen Apt 0.00 50,000 50,000 0.00 100,000 100,000 560018.0048 WW Renton Hill Deep Manhole 0.00 100,000 100,000 0.00 - - 560018.0049 WW 2013 Sanitary Sewer Main Repl/Rehab 0.00 1,000,000 1,000,000 0.00 - - 560018.0050 WW 2014 Sanitary Sewer Main Repl/Rehab 0.00 - - 0.00 1,275,000 1,275,000 560018.0052 W Transmission Main Replacement 0.00 - - 0.00 500,000 500,000 560018.0053 W Water System Security 0.00 15,000 15,000 0.00 15,000 15,000 560018.0054 W Telemetry Improvements 0.00 100,000 100,000 0.00 100,000 100,000 560018.0055 W Reservoir Recoating 0.00 50,000 50,000 0.00 175,000 175,000 560018.0056 W Emergency Response Projects 0.00 50,000 50,000 0.00 50,000 50,000 560018.0057 W Water System GIS 0.00 5,000 5,000 0.00 5,000 5,000 560018.0058 W Water Quality Monitoring 0.00 15,000 15,000 0.00 15,000 15,000 560018.0059 W Hydraulic Model of Water System 0.00 10,000 10,000 0.00 10,000 10,000 560018.0060 W Maplewood Equipment Access & H2S Mitigation 0.00 50,000 50,000 0.00 - - 560018.0061 W Maplewood Filter Media Replacement 0.00 50,000 50,000 0.00 50,000 50,000 560018.0062 W Aquifer Monitoring and Management 0.00 50,000 50,000 0.00 - - 560018.0063 SW Harrington Ave NE/Green Connections Stormwa 0.00 340,000 340,000 0.00 940,000 940,000 560018.0064 SW Stormwater Facility Fencing Project 0.00 100,000 100,000 0.00 100,000 100,000 560018.0065 SW NE 10th St & Anacortes Ave NE Detention Pon 0.00 60,000 60,000 0.00 215,000 215,000 560018.0066 SW Sunset Terrace Regional Stormwater Facility 0.00 325,000 325,000 0.00 985,000 985,000 560018.0067 SW Monroe Ave. NE & N 2nd Street Infiltration 0.00 - - 0.00 100,000 100,000 560020.0001 Irrigation Automation and Conserv 0.00 30,000 30,000 0.00 15,000 15,000 Total FTE and $0.00 10,214,000 10,214,000 0.00 17,681,000 17,681,000 Note: The first letter(s) of the CIP description title identifies the type of project. W = Water, WW = Wastewater, SW = Surface Water Total Operating and Capital FTE and $ 97.75 68,544,585 70,477,643 99.75 77,107,599 77,027,875 Capital Programs (continued) Package #Program Name 2013 Adopted 2014 Adopted FTE Renton Results - Utilities and Environment, Program Budgets and Performance Measures 2 - 22 Dept.Program Name 2012 Results (if available) 2013-2014 Target Average Utility Billing aged accounts receivable (over 90 days) as percent of annual revenue.0.07%<1% New Utility Billing accounts will be set up within five business days of notification (via final permit, email, etc.).94%95% A minimum satisfaction rating from Utility Billing customers (internal and external).survey not available at this time 80% Utility Billing customer calls will be answered within 5 minutes.96%95% Infrastructure plan review is completed within 3 weeks 90%95% Completed responses to a customer service questionnaire rate their overall experience as "Good" or better survey not available at this time 80% Overall condition of the golf course is rated good to excellent in customer satisfaction survey 90%85% Overall value of driving range facility is rated good to excellent in customer satisfaction survey 89%100% Level of service in pro shop is rated good to excellent in customer satisfaction survey 94%100% Customer satisfaction surveys rate the quality of ROW landscaping as average or higher.94%50% Percentage of tree request work orders completed.64%50% Customer satisfaction surveys rate the distribution (location) of parks as good or higher. 83%75% Customer satisfaction surveys rate the level or trail connectivity and access in Renton as good or higher. 83%70% Customer satisfaction surveys rate the cleanliness and appearance of Renton’s open space and natural areas as good or higher.87%75% Customer satisfaction surveys rate the range/type of park amenities offered as good or higher.87%75% Public Works Public Works Administration City's combined residential utility rates (water, wastewater, surface water, solid waste) shall be in the lower 50 percentile as compared with the rates of our neighboring jurisdictions.<25%<50% Increase residential recycling annual tons collected per capita.1%3% Increase residential organics collection per capita.5%3% Decrease solid waste tons disposed per capita.-2%-1% Increase commercial recycling annual tons collected.14%2% Public Works Solid Waste Litter Control Number of times the Solid Waste Litter Control Staff works through the entire city per year.data not available at this time 4 Capital Improvement Program completed within schedule and budget.85%80% Development plan and permit reviews completed within 10 business days of receipt.80%80% Requests for system information provided within 2 business days.85%80% Maintain asset inventory – input data within 10 business days of notice of completion.90%80% Maintain Surface Water NPDES permit compliance in the Surface Water Utility.100%100% Maintain 20% or greater discount on federal flood insurance rates by maintaining a low Community Rating System (CRS) classification rating.6 ≤6 The percent increase in cost of pipe system and lift station major maintenance and emergency repairs will not increase substantially over the prior three-year average. data not available at this time ±5% Reduce or maintain the number of insurance claims against the City resulting from Surfacewater damage. data not available at this time ≤6 Respond to surface water emergencies within one hour.data not available at this time 90% Public Works Public Works Golf Course Surface Water Maintenance City Service Area: Utilities and Environment Desired Result: I want to live, learn, work and play in a clean and green environment with reliable, affordable utility service. Strategies to achieve the Result: Well maintained neighborhoods, properties and environment. Manage solid waste Operate and maintain piped utility infrastructure Environmental conservation, education and outreach Compliance with environmental standards and laws Protection of open space/acquisition What are we measuring? ASD CED Comm. Srvcs Comm. Srvcs Public Works Utility Billing and Cashiering Parks Planning, Urban Forestry and Na Res Solid Waste Collection Surface Water Engineering and Planning Public Works Permits and Inspections Renton Results - Utilities and Environment, Program Budgets and Performance Measures 2 - 23 Dept.Program Name 2012 Results (if available) 2013-2014 Target City Service Area: Utilities and Environment Desired Result: I want to live, learn, work and play in a clean and green environment with reliable, affordable utility service. Strategies to achieve the Result: Well maintained neighborhoods, properties and environment. Manage solid waste Operate and maintain piped utility infrastructure Environmental conservation, education and outreach Compliance with environmental standards and laws Protection of open space/acquisition What are we measuring? Respond to citizen inquiries or requests for information within one business day.>95%90% Have a cost effective utility by comparing utility rates to other local jurisdictions.YES Midpoint or Less Protect Renton’s utility interests in the region by participating in a high percentage of regional meetings, forums, and advisory groups.>90%90% Develop Utility Systems workforce by providing training opportunities to a minimum percentage of staff annually.96%25% Capital Improvement Program completed within schedule and budget.83%80% Meet Department of Ecology regulations.100%100% Manage asset inventory – input data within 10 business days of notice of completion.96%80% Requests for Wastewater system information provided within 2 business days of receipt.75%80% Development Plans and permit reviews completed within 5 business days of receipt.99%80% Reduce the number of insurance claims against the City resulting from grease plug backups.-17%-5% The percent increase in cost of pipe system and lift station major maintenance and emergency repairs will not increase substantially over the prior three-year average. data not available at this time <5% Reduce or maintain the number of insurance claims against the City resulting from Wastewater damage.data not available at this time ≤5 Respond to wastewater emergencies within one hour.data not available at this time 95% Capital Improvement Program completed within schedule and budget.85%80% Water quality meets all health-related and aesthetic drinking water regulations administered by the State Department of Health.0 violations 0 violations Maintain valid Public Water System annual operating permit with highest category ranking.100%100% Development plans and permit reviews completed within 5 business days of receipt.95%80% Requests for water system information provided within 2 business days of receipt.90%80% Maintain asset inventory – input data within 5 days of completion 70%80% Reduce annual average per capita water consumption -1%-1% Annual percent reduction of water that is not revenue generating (e.g., pumped, leaks, or otherwise not billed)-1%-1% Water quality to meet or exceed federal and state regulatory requirements.data not available at this time 100% Restore water service within 4 hours during emergency shut downs.data not available at this time 98% Drop-in meters are installed within 5 working days from the customer's request.data not available at this time 98% New water service meters are installed within 3 weeks from the customer's request. data not available at this time 98% Complete (respond and repair) customer requests for service on water leaks within 3 business days.data not available at this time 98% Wastewater Maintenance Public Works Public Works Utility Systems Administration Wastewater Engineering and Planning Public Works Public Works Public Works Water Maintenance Water Engineering and Planning Renton Results - Utilities and Environment, Program Budgets and Performance Measures 2 - 24 Tot Exp $ Tot Rev $ FTE Tot Exp $ Tot Rev $ 600003.0008* Communication - Print and Mail Services 1.50 400,686 400,683 1.50 403,728 403,724 600004.0041 General Government Debt 0.00 6,167,715 290,530 0.00 6,154,716 302,937 600004.0042 Payroll 1.50 118,159 - 1.50 124,461 - 600004.0043* System Services 3.00 474,898 474,898 3.00 485,017 485,017 600004.0044* Telecommunications 1.00 405,412 405,412 1.00 411,176 411,176 600004.0045* Service Desk Support 2.00 536,696 536,696 2.00 542,262 542,262 600004.0046 Finance Operations 4.50 418,334 - 4.50 438,485 - 600004.0047* Applications and Database Services 4.00 1,325,742 1,324,232 4.00 1,290,078 1,292,333 600004.0048* Enterprise GIS 2.00 323,131 323,131 2.00 328,479 328,479 600004.0049 Accounting and Auditing 1.30 232,377 - 1.30 241,773 - 600004.0050 Budgeting and Financial Planning 3.30 388,585 - 3.30 409,165 - 600004.0051 Asset, Debt, and Treasury Management 0.90 179,398 - 0.90 182,224 - 600004.0052* IT Administration 2.50 329,079 328,954 2.50 335,955 335,955 600004.0053 Finance Administration 1.50 450,211 - 1.50 463,022 - 600004.0054* IT Capital 1.00 684,000 684,000 1.00 610,000 610,000 600005.0021 Other City Svc - Employee Separation Pay 0.00 (445,091) - 0.00 850,016 - 600005.0022 LEOFF 1 Medical Obligation 0.00 1,705,684 - 0.00 1,705,684 - 600005.0023 Association Dues and Contracted Services 0.00 480,757 - 0.00 481,144 - 600006.0004 City Attorney Administration 2.00 673,569 - 2.00 435,909 - 600007.0004 Technical and Property Services 2.00 248,355 - 2.00 258,077 - 600014.0026 HR/RM Administration 5.00 968,935 - 5.00 988,962 - 600014.0027* Risk Management 2.25 3,060,354 3,663,764 2.25 3,100,376 3,694,062 600014.0028* Benefits 1.75 12,640,169 10,967,947 1.75 13,795,876 13,337,385 600016.0003 Trans Operations Internal Support Services 1.90 231,667 - 1.90 238,592 - 600019.0007* Fleet Services Capital Recovery 0.00 1,490,000 1,595,790 0.00 1,041,000 1,625,179 600019.0008* Fleet Services Operation & Maintenance 9.00 2,523,931 2,523,934 9.00 2,614,632 2,614,630 600020.0024* Custodial Services 14.00 1,223,992 1,211,053 14.00 1,261,643 1,249,374 600020.0025* Facilities Technical Maintenance 9.50 2,487,653 2,546,182 9.50 2,449,934 2,484,725 600020.0026* Operational Facilities Major Maint.0.00 85,000 85,000 0.00 85,000 85,000 600020.0027* Public Facilities Major Maint.0.00 433,877 433,877 0.00 273,877 273,877 *Internal Service Fund/Interfund Transactions only (27,505,553) (27,505,553) (29,961,148) (29,961,148) Total Internal Services FTE and $77.40 12,737,722 290,530 77.40 12,040,115 114,967 Note: * Services provided through internal business units (Internal Service Funds). Both revenues and expenditures are deducted to show the net impact on City's resources. Tot Exp $ Tot Rev $ FTE Tot Exp $ Tot Rev $ 660020.0004 Community Services Mtn Shops Rehab 0.00 100,000 100,000 0.00 - - Total Internal Services FTE and $0.00 100,000 100,000 0.00 - - Total Operating and Capital FTE and $ 77.40 12,837,722 390,530 77.40 12,040,115 114,967 2014 Adopted FTE Operating Programs Capital Programs Package #Program Name 2013 Adopted Package #Program Name 2013 Adopted 2014 Adopted FTE See the following pages for how we are measuring our effectiveness within these programs City Service Area: Internal Services Desired Result: I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner. Strategies to achieve the Result: Highly qualified, healthy, well-trained and productive workforce Functional work environment Fiscal Support and Accountability Safeguard public interests and assets Renton Results - Internal Services, Program Budgets and Performance Measures 2 - 25 Dept.Program Name 2012 Results (if available) 2013-2014 Target Month end will be closed and reports available to customers by the 20th day of each month. 67%60% Accuracy of the Financial Statements as measured by the number of management letter recommendations and audit findings.0 0 Correcting journal entries will be reduced.11%-10% Percent of budgeted Applications and Database Services projects implemented within schedule and budget.80%90% Applications and Database Services customers rate implementation process as meeting or exceeding expectation in post implementation surveys.80%90% Respond to user Application and Database Service support calls within two hours or less during normal business hours.90%90% Number of Applications and Database Services training and sharing hours attended by four or more staff, per year, improving staff competency and operating efficiency.30 48 ASD Asset, Debt, and Treasury Management Maintain a rate of return on the City's investment portfolio that exceeds its benchmark.100%100% Financial status reports produced monthly and quarterly will be published by the 25th of the following month. 17%100% Preliminary Budget Detail book available online (internally) within ten business days of adoption. 100%100% Variance of actual revenue versus budgeted in the General Fund.2.1%+/-1% Average customer satisfaction rating of Enterprise GIS services per annual survey.survey not available at this time 80% Number of GIS user training and sharing hours attended by four or more staff, per year, improving staff competency and operating efficiency.50 48 Respond to GIS user support calls within two hours or less during normal business hours.90%90% Percent of budgeted Enterprise GIS projects implemented within schedule and budget.90%90% A minimum rating for services provided by Finance Administration as measured through a Department Survey. survey not available at this time 80% Maintain or improve the City's credit rating of AA (Moody's) for General Obligation Bonds and AA+ (Moody's) for Revenue Bonds. 100% 100% A minimum satisfaction rate for Accounts Payable and Receivable services as measured through internal and external customer surveys. survey not available at this time 80% Vendors will be paid within 45 days of invoice date. 91%95% Accounts Receivable percent of average aged balances over 90 days versus annual billing.0.2%<1% Total dollar amount of Accounts Receivable balances written off annually. $ 15,856 <$10,000 Number of mission critical and efficiency improvement Information Technology strategic plan projects implemented within budget and general timeframe.3 4 Number of general Information Technology training sesssions attended by six or more staff, per year, improving overall city user competency and operating efficiency.4 8 Average customer satisfaction rating with Information Technology service per annual survey.survey not available at this time 85% Percentage of information technology users surveyed who indicate that a technology initiative has improved their efficiency. survey not available at this time 85% ASD Payroll Minimum rating on overall employee satisfaction with Payroll services as measured through a departmental survey. survey not available at this time 80% Average customer satisfaction rating of Service Desk Support service per annual survey.80%80% Respond to user Service Desk Support calls within two hours or less during normal business hours.90%90% Resolve Service Desk Support service requests within one business day 80%90% Percent deviation from similar entity(ies) in average cost per FTE to provide IT Service Desk Support will be competative. data not available at this time 2% Percent of system availability (network "uptime") as provided by System Services. 98%100% IT Administration & Capital Service Desk Support What are we measuring? ASD Accounting and Auditing Applications and Database Services Budgeting and Financial Planning Enterprise GIS Finance Administration Finance Operations ASD ASD ASD ASD ASD City Service Area: Internal Services Desired Result: I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner. Strategies to achieve the Result: Highly qualified, healthy, well-trained and productive workforce Functional work environment Fiscal Support and Accountability Safeguard public interests and assets Equipment and data that is reliable and accessible ASD ASD Renton Results - Internal Services, Program Budgets and Performance Measures 2 - 26 Dept.Program Name 2012 Results (if available) 2013-2014 TargetWhat are we measuring? City Service Area: Internal Services Desired Result: I want City departments to have the means to operate efficiently and effectively in a safe and sustainable manner. Strategies to achieve the Result: Highly qualified, healthy, well-trained and productive workforce Functional work environment Fiscal Support and Accountability Safeguard public interests and assets Equipment and data that is reliable and accessible System Services response to user support calls will be within 2 hours or less during normal business hours. 85%90% Percent deviation from similar entity(ies) in average Systems Services cost per user will be competative.data not available at this time 2% Percent of budgeted System Services projects implemented within schedule and budget.85%90% Average rating of customers satisfaction with System Services per annual survey.data not available at this time 80% Percent increase of customers using the Survey Control Network via website 2%5% Property and Technical Services review of development proposals are processed within two weeks. 95%80% City's property (zoning, right of way, annexations) database is updated within two weeks of notification. 100%95% Square feet of coverage per employee (IFMA 60th percentile)21,832 20,424 Employee satisfaction survey % positive 76%78% Unscheduled restroom closures annual total (days)data not available at this time 78 Customer service survey satisfaction - turnaround time 80% 74% Customer service survey - timeliness of response 78% 75% Number of Helpdesk Projects complete 1,737 1,653 Claims processing, Healthcare Management Administrator customer service, and provider network will result in "good or excellent" rating by employees. data not available at this time 80% Healthcare costs continue to be less than national trends 9% ≤5% Increased Wellness Program participation by employees -5% 10% Limit Worker's Compensation increase as compared to average of prior five years.≤10%≤10% Review and update all Safety and Risk Management-related policies and procedures.41%100% Internal contracts and insurance reviews completed within five days.100%100% Complete a safety inspection of each City-owned facility annually 42%100% Recruitment process is rated as "good or excellent" by New Hires and Promoted employees. 100%90% Percentage of annual performance evaluations are completed within 30 calendar days of rating period. 52%90% Bargaining units' agreements are executed prior to the current agreements' expiration date.0%100% Percent of targeted employees who attend trainings offered by Human Resources. 70%90% Minimize the number of unscheduled repairs for City vehicles and motarized equipment fleet as as percent of the total repairs. data not available at this time ≤10% Maintenance cost is maintained at a lower cost than local private vendors per pricing survey performed annually. data not available at this time ≤25% Benefits Risk Management Administration Fleet Services Operation & Maintenance System Services Property & Technical Services Custodial Services Facilities Technical Maintenance CED Public Works HRRM HRRM HRRM ASD Community Services Community Services Renton Results - Internal Services, Program Budgets and Performance Measures 2 - 27 Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 700005.0005 Fire Pension 0.00 240,475 300,000 0.00 225,475 300,000 700005.0006 Indirect Cost Transfer Multi Depts 0.00 - 2,166,197 0.00 - 2,274,167 700020.0006 Community Development Impact Mitigation Fund 0.00 - - 0.00 - - 760009.0001 Fire Impact Mitigation Fund 0.00 250,000 25,000 0.00 250,000 50,000 760016.0001 Arterial Street Fund 0.00 640,000 643,000 0.00 650,000 643,000 760016.0002 Transportation Impact Mitigation Fund 0.00 183,000 40,000 0.00 107,000 40,000 *Internal Service Fund/Interfund Transactions only 27,505,553 27,505,553 29,961,148 29,961,148 Total Transfers and Interfund Transactions 0.00 28,819,028 30,679,750 0.00 31,193,623 33,268,315 Tot Exp $Tot Rev $FTE Tot Exp $Tot Rev $ 900005.0005 General Governmental Fund Revenues 0.00 - 79,822,780 0.00 - 82,581,733 900005.0006 Non-GG Fund Revenues 0.00 - 262,101 0.00 - 262,484 0.00 - 80,084,881 0.00 - 82,844,217 Total Other Programs 0.00 28,819,028 110,764,631 0.00 31,193,623 116,112,532 Total City-Wide Revenue Estimates Other programs: Transfers, Interfund Transfers and City-Wide Revenue Estimates City-Wide Revenue Estimate Package #Program Name 2013 Adopted 2014 Adopted FTE Transfers and Interfund Transactions Package #Program Name 2013 Adopted 2014 Adopted FTE Renton Results - Transfers, Revenue, etc 2 - 28 Tot Exp $ Tot Rev $ FTE Tot Exp $ Tot Rev $ 333.83 58,260,436 11,174,694 331.33 59,817,417 11,510,549 62.45 14,036,553 3,398,624 62.20 14,198,901 3,472,584 40.70 6,071,863 2,954,264 39.70 6,169,852 2,969,824 56.65 10,423,548 2,673,406 56.65 10,645,306 2,601,495 97.75 58,330,585 60,263,643 99.75 59,426,599 59,346,875 77.40 12,737,722 290,530 77.40 12,040,115 114,967 668.78 159,860,706 80,755,161 667.03 162,298,190 80,016,294 Tot Exp $ Tot Rev $ FTE Tot Exp $ Tot Rev $ 0.00 - - 0.00 - - 0.00 2,672,725 2,435,000 0.00 1,475,000 1,475,000 0.00 - - 0.00 - - 0.00 35,597,803 35,598,212 0.00 7,419,107 7,419,517 0.00 10,214,000 10,214,000 0.00 17,681,000 17,681,000 0.00 100,000 100,000 0.00 - - 0.00 48,584,528 48,347,212 0.00 26,575,107 26,575,517 Tot Exp $ Tot Rev $ FTE Tot Exp $ Tot Rev $ N/A 28,819,028 30,679,750 N/A 31,193,623 33,268,315 N/A - 80,084,881 N/A - 82,844,217 0.00 28,819,028 110,764,631 0.00 31,193,623 116,112,532 Grand Totals 668.78 237,264,263 239,867,004 667.03 220,066,920 222,704,343 Transfers and Interfund Transactions City-Wide Revenue Estimate Total Other Total Capital FTE and $ Other Programs 2013 Adopted 2014 Adopted FTE Reconciliation to Budget by Fund and Department Below will reconcile the Programs within Renton Results with the Total Adopted Budget Safety and Health Livable Community Operating Programs 2013 Adopted 2014 Adopted FTE City Service Area Representative Government Mobility Utilities and Environment Internal Services Safety and Health Livable Community Representative Government Mobility Utilities and Environment Internal Services Capital Programs 2013 Adopted 2014 Adopted FTE City Service Area Total Operating FTE and $ Renton Results - Reconciliation to Total Budget 2 - 29 This page is intentionally left blank Renton Results - Reconciliation to Total Budget 2 - 30 3 BUDGET BY DEPARTMENT Legislative 3‐1 Executive 3‐7 City Attorney 3‐17 Court Services 3‐21 Administrative Services (AS) 3‐25 Community and Economic Development (CED) 3‐35 Community Services 3‐51 Fire and Emergency Services 3‐75 Human Resources and Risk Management (HR&RM) 3‐85 Other City Services 3‐93 Police 3‐95 Public Works (PW) 3‐107 Legislative Terrie Briere Councilmember Randy Corman Councilmember Don Persson Councilmember Marcie Palmer Councilmember Ed Prince Councilmember Greg Taylor Councilmember Rich Zwicker Councilmember Council Liaison Budget by Department - Legislative 3 - 1 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 Terms Councilmember Position # Term Service Began Term Expires Terri Briere 6 4 years 2000 12/31/2013 Randy Corman 1 4 years 1994 12/31/2013 Marcie Palmer 3 4 years 2004 12/31/2015 Don Persson 7 4 years 2000 12/31/2015 Ed Prince 5 4 years 2012 12/31/2015 Greg Taylor 4 4 years 2008 12/31/2015 Rich Zwicker 2 4 years 2008 12/31/2013 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Operating Budget Summary 259,345 277,834 271,236 286,842 278,768 289,114 295,116 0.8% 2.1% Position Summary 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0% List of Legislative Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 200001.0007 Legislative Operations 8.00 289,114 ‐ 8.00 295,116 ‐ Total 8.00 289,114$ ‐$ 8.00 295,116$ ‐$ Legislative Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013‐14 Targets Policy and program decisions reflecting community values Community Rates the City as heading in the right directions (survey rate fair, good or excellent) 55% (2011 Survey)70% Policy and fiscal accountability Cost of government per capita (General Gov’t Funds, Expenditures/2012 population) $1,107 $1,061 Representative Government Budget by Department - Legislative 3 - 2 Highlight of Budget Changes:  Personnel Benefits increased in 2014 by $6k due to increases in overall city‐wide healthcare costs.  Interfund Payments increased in 2013 by $5k due to increased internal service fund costs for Insurance, information technology, and communication costs. Expenditure Budget by Division ‐ Legislative 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 150,582 151,316 151,327 152,977 153,152 153,936 153,936 0.6% 0.0% Personnel Benefits 58,716 59,168 59,168 65,303 64,312 66,322 72,319 1.6% 9.0% Supplies 2,397 5,000 2,049 5,000 2,764 2,800 2,800 ‐44.0% 0.0% Other Services & Charges 3,978 10,000 6,343 10,000 4,978 7,700 7,700 ‐23.0% 0.0% Interfund Payments 43,672 52,350 52,350 53,562 53,562 58,356 58,361 9.0% 0.0% Total 259,345 277,834 271,236 286,842 278,768 289,114 295,116 0.8% 2.1% Staffing Levels by Division ‐ Legislative 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0% Budget by Department - Legislative 3 - 3 2011/2012 Accomplishments Adopted the following:  City of Renton Business Plan through 2018.  2012 Water System Plan Update.  Renton Hazard Mitigation Plan.  Renton Disaster Recovery Plan.  Title IV (Development Regulations) Dockets #5, 6 and 7 Comprehensive Plan Amendments.  City Center Community Plan.  Sunset Area Planned Action, Surface Water Master Plan, and related Comprehensive Plan amendments.  November 2011 Parks, Recreation, and Natural Areas Plan.  Shoreline Master Program.  2010 Long‐Range Wastewater Management Plan. Accepted the following grant funds:  $2,462,500 for the construction of the Renton Aerospace Training Facility.  $50,000 for the Maintenance Dredging & Shoreline Mitigation project at the airport.  $644,000 for the Rainier Ave. Stormwater Retrofit project.  $50,000 to implement revisions to the National Pollutant Discharge Elimination System (NPDES) Phase II Stormwater Permit.  $168,750 for reimbursement of costs associated with the January 2012 storm event.  $230,556 to implement various recycling events and programs.  $1,650,000 for the Strander Blvd./SW 27th St. Extension Phase 1, Segment 2A project.  $158,000 to install a generator transfer switch at Renton Community Center.  $1,755,500 for the S. Lake Washington Roadway and Intersection Improvement project.  $41,122 for traffic safety and emphasis patrols.  $200,000 for the emergency management program.  $6.3 million for the Rainier Ave. Improvement project.  $2,055,417 from the FEMA to cover the salaries of nine additional firefighters for a specified period of time.  $500,000 for the Rainier Ave. Resurfacing project.  $1,977,000 for the first phase of implementation of the NE 3rd/NE 4th St. Corridor Improvement Plan.  $1,173,302 for basic life support services for 2011.  $81,272 for the 2011‐2013 Commute Trip Reduction program. Approved the following:  Human Services funding allocation recommendations for Community Development Block Grants through 2014.  Neighborhood Grants in excess of $75,000.  Facility relocations agreements with Puget Sound Energy, Comcast, and CenturyLink relating to the Rainier Ave. S. (SR 167) S. Grady Way to S. 2nd St. project.  Changes to the Utility Bill Leak Adjustment policy.  Ordinance modifying provisions for utility billing adjustments.  Continued use of the NARCO property as an off‐leash dog park for an additional three years.  One Card for All (ORCA) Business Passport agreement with regional transit agencies.  Interlocal agreement with King County regarding transfer of drainage facilities.  Regional Aerial Mapping Funding Agreement with King County.  Resolution expressing appreciation to The Boeing Company for selecting Renton as the location for production of the 737 Max Airplane.  Agreement with the Renton School District for shared use of the Renton Ikea Performing Arts Center. Budget by Department - Legislative 3 - 4  Agreement with King County to receive $1,192,331 for basic life support services for 2012.  Ordinance making chronic nuisances unlawful conduct, gross misdemeanors, and misdemeanors.  Tess, Gaile, Fairlane Woods and Windstone V Annexations and related zoning.  Emergency sale of water agreements with the City of Seattle and the Skyway Water and Sewer District.  Franchise collection contract to SeaTac Disposal and Kent‐Meridian Disposal.  Six‐Year Transportation Programs through 2018.  Community Development Block Grant, Home Investment Partnership, and Regional Affordable Housing Program grants with King County.  Refinancing bonds for City Hall Remodel and City Center Parking Garage saving the City nearly $1 million over the next six years.  Gill and Friedman Latecomer Agreements.  Limited Tax General Obligation Bonds regarding the construction of two new library facilities.  Interlocal agreement with King County Library System regarding construction of two new library facilities.  Calling for an election on August 7, 2012 to determine the location of the downtown King County Library System (KCLS) library.  Rainier Ave. S. Widening project condemnation ordinance.  Interlocal agreement with King County regarding improvements in the West Hill/Skyway area.  50‐year partial requirements contract with the City of Seattle for the provision of water.  Contract for a new Automated Water Meter Reader system.  Issaquah, Kent, and Renton School District impact fees.  Interlocal agreement with Soos Creek Water & Sewer District regarding maintenance of the Cascade Interceptor.  Interlocal agreement with Sound Transit regarding their funding commitments for the Strander Blvd. and Rainier Ave. projects.  Agreement with the City of Tukwila and the Burlington Northern Railway Company regarding rights and responsibilities for the construction and maintenance of the Strander Blvd. Underpass Project. Awarded the following:  NE 3rd/4th Corridor Improvements: Phase I Intersection Improvements (Whitman Ave. NE Intersection) project.  Sanitary Sewer Rehabilitation 2012 & Lake Washington Blvd Pipe Rehabilitation project.  2011 Sidewalk & Curb Ramp Rehabilitation project.  2012 Street Patch & Overlay with Curb Ramps project.  Earlington Sanitary Sewer Replacement project.  Liberty Lift Station project.  Elliot Spawning Channel Repair project.  S. Lake Washington Roadway Improvements (Garden Ave. Widening) project.  Rainier Ave. S. (SR 167) S. Grady Way to S. 2nd St. project.  Strander Blvd./SW 27th St. Extension Phase 1, Segment 2A project.  Cascade Interceptor Rehabilitation project.  Maplewood Creek & Madsen Creek Sediment Basin Cleaning Project.  Lake Ave. S./Rainier Ave. S. Storm System Project.  Benson Road 16" Water Main Replacement project.  SW Sunset Blvd. & Hardie Ave. SW Pedestrian Improvements project.  $25,000 for the Providence Renton House affordable housing project. Budget by Department - Legislative 3 - 5 Position Listing ‐ Legislative 2010 2011 2011 2012 2012 2013 2014 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Legislative Services/City Council E09 City Council Members (Elected) 7.007.007.007.007.007.007.00 M17 City Council Liaison 1.001.001.001.001.001.001.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 Grade Title Total Legislative Services Budget by Department - Legislative 3 - 6 MAYOR Denis Law 9 FTEs CHIEF ADMINISTRATIVE OFFICER Jay Covington 8 FTEs Public Defender (contracted) Mayor's Office 1.5 FTEs Mayor Support Strategic Leadership and Direction Comprehensive Plan and Annual Budget Oversight Hearing Examiner (contracted) Appeals Land Use Regulatory Codes Application Deputy Public Affairs Administrator Preeti Shridhar 5.5 FTEs Hotel/Motel Advisory Committee Intergovernmental Relations Communications 4.5 FTEs Media Relations Graphic Design/Multi‐ Media Website Print and Mail Cable Channel 21 Executive Budget by Department - Executive 3 - 7 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. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Operating Budget Summary 2,673,200 2,584,437 2,525,007 2,544,892 2,283,255 2,552,416 2,613,016 0.3% 2.4% Position Summary 12.50 12.13 12.13 11.00 11.00 9.00 9.00 ‐18.2% 0.0% List of Executive Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 200003.0018 Executive Operations 3.50 868,832 ‐ 3.50 890,745 ‐ 200003.0019 Citywide Communications 4.00 485,498 477,090 4.00 501,143 492,650 200003.0020 Court Public Defenders ‐ 450,000 ‐ ‐ 450,000 ‐ 200007.0003 Intergovernmental Relations ‐ 62,400 ‐ ‐ 62,400 ‐ 300007.0032 Hotel Motel Fund ‐ 245,000 245,000 ‐ 265,000 265,000 200011.0005 Hearing Examiner ‐ 40,000 ‐ ‐ 40,000 ‐ 600003.0008 Communication ‐ Print and Mail Services 1.50 400,686 400,683 1.50 403,728 403,724 Total 9.00 2,552,416$ 1,122,773$ 9.00 2,613,016$ 1,161,374$ Budget by Department - Executive 3 - 8 Executive Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013‐14 Targets Information requests/concerns from residents are acknowledged within three days. 90%90% Information requests/concerns are resolved within two weeks.94%90% Percent of survey respondents who rate the value of services for the taxes paid to Renton as "good" or better. 44% (2011 Survey)51% Advocate community interest in regional, state, and federal forums Accomplishment or significant progress made on each of the major priorities of the annually adopted State Legislative Agenda 87.5%75% Percent of survey responses that rate the City's overall communication of key programs and initiatives as "good" or better. survey not available at this time 65% Composite increase in residents' rating for each of the City's various information resources provided by the Communications Department (e‐communication, print, advertising and media). survey not available at this time 5% Livable Community Encourage and foster a vibrant and diverse economy Completed responses to a survey of Renton hotel managers rate the investments made in tourism and marketing by the Renton Visitors Connection and the Renton Community Marketing Campaign as “Satisfied” or better. survey not available at this time 90% Representative Government Policy and program decisions reflecting community values Clear and effective communications Highlight of Budget Changes:  Salaries and benefits decreased in 2013 by $240k due to a reduction in staff by 2 FTEs.  Interfund payments decreased in 2013 by $51k as a result of reduction in staff.  Hotel/Motel Advisory Committee and Intergovernmental Relations moved to Executive Department from Community and Economic Development Department for 2013 and on. Budget by Department - Executive 3 - 9 Expenditure Budget by Division ‐ Executive 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Mayor's Office 1,752,973 1,626,691 1,626,784 1,553,877 1,437,477 1,666,232 1,708,145 7.2% 2.5% Communications 920,227 957,746 898,223 991,015 845,778 886,184 904,871 ‐10.6% 2.1% Total 2,673,200 2,584,437 2,525,007 2,544,892 2,283,255 2,552,416 2,613,016 0.3% 2.4% Expenditure Budget by Category ‐ Executive 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,124,959 1,101,131 1,009,227 1,020,075 832,899 844,936 849,653 ‐17.2% 0.6% Part‐Time Salaries 2,611 0 1,548 0 3,819 0 0 N/A N/A Overtime 2,334 0 7,033 0 8,676 0 0 N/A N/A Personnel Benefits 310,624 325,009 295,061 339,665 255,302 260,963 284,676 ‐23.2% 9.1% Supplies 49,491 72,910 56,325 72,168 46,357 73,667 73,667 2.1% 0.0% Other Services and Charges 618,651 691,386 761,811 721,112 742,865 1,031,623 1,051,623 43.1% 1.9% Intergovernmental Services 0000000N/AN/A Capital Outlay 29,408000000N/AN/A Interfund Payments 535,122 394,001 394,001 391,872 393,337 341,227 353,397 ‐12.9% 3.6% Total 2,673,200 2,584,437 2,525,007 2,544,892 2,283,255 2,552,416 2,613,016 0.3% 2.4% Staffing Levels by Division ‐ Executive 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Mayor's Office 6.00 5.63 5.63 4.50 4.50 3.50 3.50 ‐22.2% 0.0% Communications 6.50 6.50 6.50 6.50 6.50 5.50 5.50 ‐15.4% 0.0% Total FTE 12.50 12.13 12.13 11.00 11.00 9.00 9.00 ‐18.2% 0.0% Intermittent FTE 0.07 0.00 0.04 0.00 0.11 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben 3,117$ ‐$ 1,864$ ‐$ 4,610$ ‐$ ‐$ N/A N/A Budget by Department - Executive 3 - 10 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. 2011/2012 Accomplishments • Supported the Mayor and Council, with input from departments, in continuous refinement of the city’s business plan. • Addressed citizen concerns in an accurate, sensitive, and timely manner. • Ensured achievement of the city’s goals and objectives by appropriately placing authority, assigning accountability, and monitoring performance. • Provided strategic leadership and oversight for the city’s annual budget, comprehensive plan, and business and operational plans to be implemented in 2010. • Assessed the character of city services and programs and prepare recommendations to City Council to guide decisions on level of effort and resource allocation. • Supported 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. • Developed a community involvement approach for the City budget, a community accountability effort designed to creating a results‐oriented performance measurement of city services. • Developed an ongoing relationship with community liaisons representing Renton’s diverse communities and organizations. 2013/2014 Goals • 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 accountability, and monitoring performance. • Provide strategic leadership and oversight for the city’s annual budget, comprehensive plan, and business and operational plans through 2014. • Assess the character of city services and programs and prepare recommendations to City Council to guide decisions on level of effort and resource allocation. • Depending on election outcomes, manage the implementation and impacts of major annexations. • Continue development of a funding partnership with King County to provide information about the future service impacts of growth and annexations, and funding to facilitate potential transition. • Develop and measure city service outcomes for community accountability. • 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. • Coordinate development of a long‐term funding plan for the West Hill annexation area. • Advocate for the City’s adopted State and Federal Legislative Agendas, with specific focus on:  Promoting Renton’s interests and pursue funding opportunities for infrastructure and economic development in partnership with the City’s county, state and federal representatives.  Passage of legislation and funding to proceed with recommendation of the WSDOT’s Eastside Corridor Tolling Study and implement the Master Plan to address the heavily congested I‐405 corridor. Budget by Department - Executive 3 - 11  Securing funding to support implementation of the Sunset Area Community Investment Strategy.  Secure funding for the Riverview Park Pedestrian Bridge repairs and improvements. Expenditure Budget by Category ‐ Mayor's Office 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 663,796 638,317 543,144 543,924 408,959 409,296 409,296 ‐24.8% 0.0% Part‐Time Salaries 0 0 1,463 0 3,819 0 0 N/A N/A Overtime 57000000N/AN/A Personnel Benefits 150,112 150,561 130,663 145,316 109,924 112,185 122,036 ‐22.8% 8.8% Supplies 3,521 2,478 3,941 1,736 2,955 3,235 3,235 86.4% 0.0% Other Services and Charges 404,339 446,908 559,147 476,634 524,567 803,311 823,311 68.5% 2.5% Interfund Payments 531,148 388,427 388,427 386,267 387,253 338,205 350,267 ‐12.4% 3.6% Total 1,752,973 1,626,691 1,626,784 1,553,877 1,437,477 1,666,232 1,708,145 7.2% 2.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Mayor's Office 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 6.00 5.63 5.63 4.50 4.50 3.50 3.50 ‐22.2% 0.0% Intermittent FTE 0.00 0.00 0.04 0.00 0.11 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben ‐$ ‐$ 1,762$ ‐$ 4,610$ ‐$ ‐$ N/A N/A Budget by Department - Executive 3 - 12 Communications Mission Statement  Provide Renton residents with critical and relevant information on a timely basis.  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.  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. 2011/2012 Accomplishments  Developed and implemented comprehensive communications strategies on key issues.  Implemented citywide prioritization of print jobs; streamline print operations and use of technology to make print operations more efficient and sustainable given current resources.  Implemented web upgrades and multi‐media features.  Continued to explore ways to adapt communications to the new ‘digital democracy’ and the new technology of communications.  Implemented city‐wide communications policies and guidelines.  Implemented video‐technology plan for channel 21 and enhance Channel 21 operations and productions for more robust cable‐programming and video‐streaming.  Completed Emergency Management Public Information Plan.  Continued to create and distribute citywide newsletter to nearly 45,000 Renton residents several times a year  Collaborated with Community and Economic Development Department to maintain and enhance Renton’s social media presence.  Showcased city‐wide informational display at neighborhood picnics and several community events.  Achieved cost savings at every level while providing high‐level communications support.  Encouraged training and professional development opportunities for staff. 2013/2014 Goals  Create long term web plan; implement web changes in 2013/2014.  Expand electronic communications.  Expand city social media presence.  Continue to streamline print operations and move toward more effective electronic communications by reducing the number of non‐essential printed materials.  Enhance Channel 21 operations and productions for more robust cable‐programming and video‐streaming.  Continue to implement unified graphic design standards “branding” throughout all city departments and modernize look of all city publications.  Develop and launch city‐wide electronic newsletter for distribution to the public via email and other social media.  Develop and implement strategic communication strategy for public outreach for key issues such as Rainier Avenue construction, parks and Recreation Master Plan, Annexation, CED projects, Fire &Emergency Services, key programs for Community Services and more.  Continue to prepare and train for possible large‐scale emergencies.  Maintain good communication with the general public via newsletters, website, local and regional media, and other social media outlets.  In conjunction with utility billing, implement needed updates to utility bill (barcodes and format) to facilitate banking and postal discount requirements.  Continue to provide high‐quality printed material in timely, cost‐efficient manner  Provide effective mail delivery (and counseling services) to all city staff, while ensuring cost effective outgoing mail service Budget by Department - Executive 3 - 13 Expenditure Budget by Category ‐ Communications 2010201120112012201220132014ChangeChange Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 461,163 462,814 466,083 476,151 423,941 435,640 440,357 ‐8.5% 1.1% Part‐Time Salaries 2,6110860000N/AN/A Overtime 2,277 0 7,033 0 8,676 0 0 N/A N/A Personnel Benefits 160,512 174,448 164,398 194,349 145,379 148,778 162,640 ‐23.4% 9.3% Supplies 45,970 70,432 52,385 70,432 43,402 70,432 70,432 0.0% 0.0% Other Services and Charges 214,312 244,478 202,664 244,478 218,298 228,312 228,312 ‐6.6% 0.0% Intergovernmental Services0000000N/AN/A Capital Outlay 29,408 0 0 0 0 0 0 N/A N/A Interfund Payments 3,974 5,574 5,574 5,605 6,083 3,022 3,130 ‐46.1% 3.6% Total 920,227 957,746 898,223 991,015 845,778 886,184 904,871 ‐10.6% 2.1% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Communications 2010201120112012201220132014ChangeChange Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 6.506.506.506.506.505.505.50‐15.4% 0.0% Intermittent FTE 0.070.000.000.000.000.000.00N/AN/A Temp/Intermit Pay & Ben 3,117$ ‐$ 102$ ‐$ ‐$ ‐$ ‐$ N/A N/A Budget by Department - Executive 3 - 14 2010 2011 2011 2012 2012 2013 2014 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Mayor’s Office E10 Mayor (Elected)1.001.001.001.001.001.001.00 M53 Chief Administrative Officer 1.001.001.001.001.001.001.00 M45 Assistant Chief Administrative Officer 1.001.001.001.001.000.000.00 M35 Hearing Examiner 1.00 0.75 0.75 0.00 0.00 0.00 0.00 M17 Executive Assistant 1.001.001.001.001.001.001.00 N07 Secretary II 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A07 Hearing Examiner’s Secretary 0.500.380.380.000.000.000.00 6.00 5.63 5.63 4.50 4.50 3.50 3.50 Communications M45 Deputy Public Affairs Administrator 0.000.000.000.001.001.001.00 M38 Communications Director 1.00 1.00 1.00 1.00 0.00 0.00 0.00 M21 Communications Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Communications Specialist II 1.00 1.00 1.00 1.00 2.00 1.00 1.00 A17 Web Specialist 0.000.000.000.001.001.001.00 A13 Print & Mail Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A12 Communications Specialist I 1.001.001.001.000.000.000.00 A10 Form/Graphic Technician 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A01 Office Assistant I 0.500.500.500.500.500.500.50 6.50 6.50 6.50 6.50 6.50 5.50 5.50 Total Executive Department 12.50 12.13 12.13 11.00 11.00 9.00 9.00 Grade Title Total Mayor’s Office Total Communications Division Budget by Department - Executive 3 - 15 This page is intentionally left blank Budget by Department - Executive 3 - 16 CITY ATTORNEY Larry Warren 11.88 FTEs Civil 3.88 FTEs Criminal 6 FTEs Administrative Support 1.0 FTE City Attorney Budget by Department - City Attorney 3 - 17 City Attorney Mission Statement Provide quality legal representation to the City and its employees in a timely, effective, and positive manner. Description The City Attorney Department provides legal advice to the City Council, administration, and boards and commissions, prepares legislation, brings and defends lawsuits, and prosecutes cases in the municipal court. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Operating Budget Summary 1,565,597 1,600,531 1,596,609 1,695,841 1,706,320 1,872,973 1,687,621 10.4%‐9.9% Position Summary 11.75 11.75 11.75 11.75 11.75 11.88 11.88 1.1% 0.0% List of City Attorney Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100006.0003 City Attorney Prosecution 6.00 622,055 ‐ 6.00 657,530 ‐ 200006.0003 City Attorney Civil 3.88 577,349 25,000 3.88 594,181 25,000 600006.0004 City Attorney Administration 2.00 673,569 ‐ 2.00 435,909 ‐ Total 11.88 1,872,973$ 25,000$ 11.88 1,687,621$ 25,000$ Budget by Department - City Attorney 3 - 18 City Attorney Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013‐14 Targets Respond to and/or file with the Renton Municipal Court criminal citations received from the Renton Police Department within 14 business days from receipt. 96% 100% Discovery provided to the Defense Attorney by prosecutors within 20 calendar days 97% 95% Representative Government Policy and fiscal accountability Routine legislation and contract review will be performed within one week of receipt.99% 95% Internal Support Highly qualified, healthy, well‐ trained and productive workforce Average number of training hours per staff member in support of continuing education. 16 >15 Timely responsiveness and “projection of effort,” when the community cannot help itself. Safety and Health Highlight of Budget Changes:  Personnel Benefits increased in 2013 by $27k and in 2014 by $36k due to increases in FTE (0.13) for 1 Paralegal position which includes full benefits and overall city‐wide increase in healthcare costs.  Supplies decreased in 2013 by $4k due to city‐wide budget reductions.  Other Services and Charges decreased in 2013 by $7k due city‐wide budget reductions.  Interfund Payments decreased in 2013 by $32k and in 2014 by $86k due to city‐wide budget reductions and the relocation of City Attorney department to City Hall. The relocation will save lease payments for the current City Attorney office space but will require a one‐time expense of $160k for relocation expenses. 2011/2012 Accomplishments  Finalized the settlements of several properties of the Rainier Avenue property acquisitions.  Obtained LawBase software for the prosecution division and began to integrate it into our system to achieve paperless status.  Responded to several emergency requests for ordinance and contract review.  Drafted a balanced ballot title and explanatory statement for the downtown library location.  Obtained a favorable partial summary judgment concerning the legality of the City’s surface water utility rates against a claim by the U.S. government.  Kept up with legal review of public records requests.  Helped train City staff on how to respond to public records requests. 2013/2014 Goals  Successfully stay within the department budget.  Fully integrate LawBase into the prosecution system.  Reduce prosecution paper files by 90%.  Cooperate with other cities on the AT&T (Cingular Wireless) lawsuit and defend new challenges against FEMA concerning flood plans and new NPDES surface water rules. Budget by Department - City Attorney 3 - 19 Expenditure Budget by Division ‐ City Attorney 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 City Attorney 1,565,597 1,600,531 1,596,609 1,695,841 1,706,320 1,872,973 1,687,621 10.4%‐9.9% Total 1,565,597 1,600,531 1,596,609 1,695,841 1,706,320 1,872,973 1,687,621 10.4%‐9.9% Expenditure Budget by Category ‐ City Attorney 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 966,769 993,823 993,223 1,043,123 1,040,534 1,076,236 1,101,018 3.2% 2.3% Part‐Time Salaries 3,260000000N/AN/A Overtime 0 1,000 534 1,000 0 1,000 1,000 0.0% 0.0% Personnel Benefits 290,085 290,889 294,718 333,918 321,281 360,749 397,132 8.0% 10.1% Supplies 7,559 16,500 11,511 16,500 7,669 12,500 12,500 ‐24.2% 0.0% Other Services and Charges 34,768 43,036 30,501 43,036 78,572 36,000 36,000 ‐16.3% 0.0% Interfund Payments 263,157 255,283 255,283 258,264 258,264 226,488 139,971 ‐12.3%‐38.2% Transfers Out 0 0 10,839 0 0 160,000 0 100.0%‐100.0% Total 1,565,597 1,600,531 1,596,609 1,695,841 1,706,320 1,872,973 1,687,621 10.4%‐9.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ City Attorney 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 11.75 11.75 11.75 11.75 11.75 11.88 11.88 1.1% 0.0% Intermittent FTE 0.09 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben 3,763$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ N/A N/A City Attorney Department Position Listing 2010 2011 2011 2012 2012 2013 2014 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted City Attorney M49 City Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M42 Senior Assistant City Attorney 2.00 2.00 2.00 2.00 2.00 3.00 3.00 M35 Assistant City Attorney 1.00 1.00 1.00 1.00 1.00 0.00 0.00 M35 Chief Prosecuting Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M29 Prosecuting Attorney 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A17 Paralegal 0.75 0.75 0.75 0.75 0.75 0.88 0.88 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A07 Legal Assistant 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total City Attorney Department 11.75 11.75 11.75 11.75 11.75 11.88 11.88 Grade Title Budget by Department - City Attorney 3 - 20 MUNICIPAL COURT JUDGE Terry L. Jurado 14 FTEs COURT SERVICES Bonnie Woodrow 13 FTEs Infraction Processing 5.0 FTEs Criminal Case Processing 6.0 FTEs Probation 1 FTE Court Services Budget by Department - Court Services 3 - 21 Court Services Mission Statement The mission of the Renton Municipal Court, as an independent and impartial branch of government, is to provide objective, accessible and timely resolution of all cases appropriately coming before the Court, the protection of the rights of all individuals and the dignified and fair treatment of all parties. The Renton Municipal Court is a contributing partner working toward a safe and vital community. Description The Renton Municipal Court is a Court of Limited Jurisdiction that handles parking citations, infractions (traffic and non‐ traffic), photo enforcement citations, misdemeanor and gross misdemeanor cases charged within the City. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Operating Budget Summary 2,007,599 2,104,953 2,084,170 2,177,315 2,074,980 2,009,664 1,999,521 ‐7.7%‐0.5% Position Summary 16.00 16.50 16.50 16.50 16.50 15.00 14.00 ‐9.1%‐6.7% List of Court Services Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100002.0011 Probation 1.00 99,851 125,000 1.00 103,093 125,000 100004.0005 Business Licensing and Passports ‐ ‐ 45,000 ‐ ‐ 45,000 100008.0066 Patrol Services ‐ ‐ 807,000 ‐ ‐ 807,000 200002.0012 Criminal Case Processing 7.00 738,919 396,500 6.00 690,064 396,500 200002.0013 Infraction Processing 5.00 516,601 1,967,000 5.00 528,590 1,967,000 200002.0014 Court Administration 2.00 654,292 ‐ 2.00 677,775 ‐ 900005.0005 General Governmental Fund Revenues ‐ ‐ 22,500 ‐ ‐ 22,500 Total 15.00 2,009,664$ 3,363,000$ 14.00 1,999,521$ 3,363,000$ Budget by Department - Court Services 3 - 22 Court Services Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013‐14 Targets Safety and Health Encourage the community to comply with local, state and federal laws. Composite of results from survey of probationer's understanding of probation process reflected as "Good" or better. 100%80% Defendant satisfaction with their understanding of the criminal case process is rated as "Good" or better. 87%80% Ongoing Juror Survey's reflect an approval rating that indicates satisfaction and understanding of the jury experience by non‐ criminal citizens of Renton. 81% 90% Defendant's satisfaction with the ability to get access to court information related to infraction processing is rated "Good" or better. 83%80% Resident's satisfaction with understanding the court infraction process.74%80% Policy and fiscal accountability Reduction of cost per case using National Center for State Courts criteria to monitor and make improvements. N/A baseline year 2% Open accessible and consistent (administrative and judicial) decision processRepresentative Government Highlight of Budget Changes:  Personnel Benefits decreased in 2013 by $49k due to reduction in staff: o 0.5 FTE Probation Officer o 1.0 FTE Judicial Specialist (2013 and 2014) o 1.0 FTE Judicial Specialist (2014) 2011/2012 Accomplishments  Developed and implemented methods to set baselines for budgetary performance measures.  Continued staff training efforts. Due to budgetary constraints the court moved toward online training when available  Utilized grant funding to develop initial and implement initial portion of City‐wide Imaging and Document Management System‐Laserfiche  Used grant funding to purchase a new Probation Case Management system. 2013/2014 Goals  Continue growth in use of Renton Results for meaningful budgets and recognizable results.  Continue ongoing staff training to keep pace with changes in laws, ordinances and court rules.  Continue to implement an Electronic Content Management System and proceed to an all‐electronic paper document management and retention storage system.  Pursue opportunities to “do more with less” into the future. Budget by Department - Court Services 3 - 23 Expenditure Budget by Division ‐ Court Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Court Services 2,007,599 2,104,953 2,084,170 2,177,315 2,074,980 2,009,664 1,999,521 ‐7.7%‐0.5% Total 2,007,599 2,104,953 2,084,170 2,177,315 2,074,980 2,009,664 1,999,521 ‐7.7%‐0.5% Expenditure Budget by Category ‐ Court Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,026,182 1,070,993 1,063,041 1,099,485 1,073,274 1,013,587 970,213 ‐7.8%‐4.3% Part‐Time Salaries 69,421 81,000 66,825 81,000 61,944 81,000 81,000 0.0% 0.0% Overtime 20,428 29,964 12,107 29,964 4,616 29,964 29,964 0.0% 0.0% Personnel Benefits 385,474 416,216 403,592 465,233 435,210 415,972 439,628 ‐10.6% 5.7% Supplies 9,311 7,700 7,123 7,700 6,514 7,700 7,700 0.0% 0.0% Other Services and Charges 155,291 137,358 168,489 137,358 123,469 137,358 137,358 0.0% 0.0% Interfund Payments 341,493 353,722 353,722 356,575 356,575 324,083 333,658 ‐9.1% 3.0% Transfer Out 0 8,000 9,270 0 13,378 0 0 N/A N/A Total 2,007,599 2,104,953 2,084,170 2,177,315 2,074,980 2,009,664 1,999,521 ‐7.7%‐0.5% Staffing Levels by Division ‐ Court Services 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 16.00 16.50 16.50 16.50 16.50 15.00 14.00 ‐9.1%‐6.7% Intermittent FTE 1.90 1.95 1.85 1.95 1.74 1.95 1.95 0.0% 0.0% Temp/Intermit Pay & Ben 78,879$ 81,000$ 77,119$ 81,000$ 72,210$ 81,000$ 81,000$ 0.0% 0.0% Court Services Department Position Listing 2010 2011 2011 2012 2012 2013 2014 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Court Services E11 Municipal Court Judge (Elected)1.001.001.001.001.001.001.00 M38 Court Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A18 Probation Officer 1.001.501.501.501.501.001.00 A15 Judicial Specialist (Lead)2.00 2.00 2.00 2.00 2.00 2.00 2.00 A10 Judicial Specialist/Trainer 1.001.001.001.001.001.001.00 A08 Judicial Specialist 10.00 10.00 10.00 10.00 10.00 9.00 8.00 16.00 16.50 16.50 16.50 16.50 15.00 14.00Total Court Services Division Grade Title Budget by Department - Court Services 3 - 24 *The Utility Billing positions (4 FTEs) are funded by utility rate revenues (vs. General Fund). ADMINISTRATOR Iwen Wang 39.5 FTEs FINANCE Jaime Thomas 17.5 FTEs Operations Cash Receipting Utility Billing* Payroll Accounts Payable Accounts Receivable Budget & Accounting Budget Financial Reporting General Accounting INFORMATION TECHNOLOGY Mehdi Sadri 15 FTEs Systems Services Communication and Data Center Operations Network Services Application Services Application Implementation Development Support and Maintenance Enterprise GIS Implementation Development Support Service Desk End‐user Support City Clerk Bonnie Walton 5 FTEs Records Management and Microfilming Legislative and Administration Support Public Information Services Voter Registrations and Elections Administrative Support 1 FTE Administrative Services Budget by Department - Administrative Services 3 - 25 Administrative Services Mission Provide systems and processes that enable efficient, effective, and accountable management and operations; provide transparent, timely and accessible city records and information; are compliant with laws and regulations. Core Businesses Services The Administrative Services Department provides financial management and information technology services by providing timely and accurate financial information; efficient and reliable technologies; and preservation of current and historical records, and the City Clerk additionally serves as the Clerk of the City Council and as the City’s Public Records Officer. List of Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100004.0005 Business Licensing and Passports 1.10 94,478 ‐ 1.10 97,559 ‐ 200003.0021 Cable Communication Fund ‐ 85,674 85,674 ‐ 85,674 85,674 200012.0010 City Clerk 5.00 1,016,822 ‐ 5.00 1,062,166 ‐ 500004.0003 Utility Billing and Cashiering 4.90 71,066 ‐ 4.90 73,134 ‐ 500004.0003 Utility Billing and Cashiering ‐ 485,184 ‐ ‐ 500,903 ‐ 600004.0042 Payroll 1.50 118,159 ‐ 1.50 124,461 ‐ 600004.0043 System Services 3.00 474,898 474,898 3.00 485,017 485,017 600004.0044 Telecommunications 1.00 405,412 405,412 1.00 411,176 411,176 600004.0045 Service Desk Support 2.00 536,696 536,696 2.00 542,262 542,262 600004.0046 Finance Operations 4.50 418,334 ‐ 4.50 438,485 ‐ 600004.0047 Applications and Database Services 4.00 1,325,742 1,324,232 4.00 1,290,078 1,292,333 600004.0048 Enterprise GIS 2.00 323,131 323,131 2.00 328,479 328,479 600004.0049 Accounting and Auditing 1.30 232,377 ‐ 1.30 241,773 ‐ 600004.0050 Budgeting and Financial Planning 3.30 388,585 ‐ 3.30 409,165 ‐ 600004.0051 Asset, Debt, and Treasury Management 0.90 179,398 ‐ 0.90 182,224 ‐ 600004.0052 IT Administration 2.50 329,079 328,954 2.50 335,955 335,955 600004.0053 Finance Administration 1.50 450,211 ‐ 1.50 463,022 ‐ 600004.0054 IT Capital 1.00 684,000 684,000 1.00 610,000 610,000 700005.0005 Fire Pension ‐ 240,475 300,000 ‐ 225,475 300,000 900005.0006 Non‐GG Fund Revenues ‐ ‐ 5,000 ‐ ‐ 5,000 Total 39.50 7,859,722$ 4,467,997$ 39.50 7,907,009$ 4,395,896$ Budget by Department - Administrative Services 3 - 26 Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013‐14 Targets Compliance audits performed by Business License staff will result in an increase in number of Full Time Equivalent (FTE) positions reported by businesses. 298.19 100 Applications for a new business license will be processed and a license issued, if approved, within fourteen (14) days of receipt. 85%95% Business License renewals will be issued within one day of receipt of payment. 99% 90% Opportunities for the public to engage and influence City government Percentage of Legislative documents (agenda, minutes, ordinances, resolutions, etc) published & available within targeted timeframe. 99% 100% Policy and fiscal accountability Percentage of Public Records Requests that are completed within original estimated timeframe. 79% 95% Average customer hold‐time (in minutes) on utility billing phone calls.96% <5 Average utility billing aged accounts receivable (over 90 days) as a % of annual revenue. 0.07% <1% Customers rate implementation process as meeting or exceeding expectation in post implementation surveys. 80% 90% Respond to user service and support calls within two hours or less during normal business days. 89%90% Fiscal Support and Accountability Accuracy of the Financial Statements as measured by the number of management letter recommendations and audit findings. 00 Number of correcting journal entries will be reduced.11%‐10% Accounts Receivable percent of average aged balances over 90 days versus annual billing. 0.20% <1% Maintain a rate of return on the City's investment portfolio that exceeds its benchmark. 100% 100% Safety and Health Encourage the community to comply with local, state and federal laws. Representative Government Operate and maintain utilities Internal Support Utilities and Environment Safeguard public interests and assets Functional work environment Highlight of Budget Changes:  Overtime increased in 2013 by $11k due to reallocating from other line items.  Supplies decreased in 2013 by $52k and in 2014 by $34k due to reallocating to other line items. Budget by Department - Administrative Services 3 - 27  Other services and charges increased in 2013 by $306k due to more service contracts related to Information Technology being transferred from their original departments to Administrative Services.  Intergovernmental decreased in 2013 by $38k due to decreases in elections costs.  Capital outlay decreased in 2013 by $413k due to the completion of the Permit System implementation which was a one‐time new program request in 2012.  Interfund payments decreased in 2012 by $66k due to lower cost projections for overall internal service funds.  Reduction in staff: o 1.0 FTE Payroll Analyst o 1.0 FTE Senior Network Systems Specialist o 1.0 FTE GIS Analyst II LT o 1.0 FTE Permit Technician LT Expenditure Budget by Division ‐ Administrative Services 2010 2011 2011 2012 2012 2013 2014 Change Change Fund/Dept Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Finance 3,103,556 2,984,247 2,888,340 3,079,259 2,852,371 2,678,267 2,756,201 ‐13.0% 2.9% Information Technology 3,439,286 4,513,461 3,993,736 4,409,226 4,595,610 4,078,959 4,002,968 ‐7.5%‐1.9% City Clerk 839,256 876,158 813,624 991,485 957,153 1,102,496 1,147,840 11.2% 4.1% Total 7,382,098 8,373,866 7,695,701 8,479,970 8,405,134 7,859,722 7,907,009 ‐7.3% 0.6% Expenditure Budget by Category ‐ Administrative Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 2,747,325 2,886,294 2,893,297 2,987,905 3,017,847 2,998,813 3,048,026 0.4% 1.6% Part‐Time Salaries 56,153 43,166 39,966 43,166 29,186 43,166 43,166 0.0% 0.0% Overtime 43,020 29,113 43,999 29,113 31,086 40,000 40,000 37.4% 0.0% Personnel Benefits 1,261,279 1,595,552 1,289,955 1,722,101 1,345,769 1,342,823 1,448,942 ‐22.0% 7.9% Supplies 405,766 346,596 321,495 346,596 284,998 294,796 260,796 ‐14.9%‐11.5% Other Services and Charges 1,737,455 1,631,066 1,643,520 1,616,000 1,826,627 1,921,985 1,861,985 18.9%‐3.1% Intergovernmental Services 215,202 153,000 109,867 239,500 207,046 202,000 220,500 ‐15.7% 9.2% Capital Outlay 500,794 1,255,371 940,956 1,053,395 1,242,446 640,020 600,020 ‐39.2%‐6.2% Interfund Payments 415,104 433,708 412,646 442,194 417,760 376,118 383,573 ‐14.9% 2.0% Transfer Out 0 0 0 0 2,369 0 0 N/A N/A Total 7,382,098 8,373,866 7,695,701 8,479,970 8,405,134 7,859,722 7,907,009 ‐7.3% 0.6% Staffing Levels by Division ‐ Administrative Services 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Finance 20.00 20.00 20.00 20.00 20.00 19.00 19.00 ‐5.0% 0.0% Information Technology 17.50 18.50 18.50 18.50 18.50 15.50 15.50 ‐16.2% 0.0% City Clerk 4.50 4.50 4.50 4.50 5.00 5.00 5.00 11.1% 0.0% Total FTE 42.00 43.00 43.00 43.00 43.50 39.50 39.50 ‐8.1% 0.0% Intermittent FTE 1.54 1.16 1.14 1.16 0.83 1.16 1.16 0.0% 0.0% Temp/Intermit Pay & Ben 64,068$ 48,263$ 47,301$ 48,263$ 34,354$ 48,263$ 48,263$ 0.0%0.0% Budget by Department - Administrative Services 3 - 28 Finance The Finance Division is responsible for a broad range of services and information for both internal and external customers. Core operational services include cash receipting, utility billing, licensing, passports, payroll, accounts payable, and accounts receivable. The Finance Division is also responsible for accounting and financial reporting including the development of the biennial budget and preparation of the City’s annual financial statements, which are audited by the Washington State Auditor’s Office. 2011/2012 Accomplishments  Maintained strong credit ratings for the City’s general obligation bonds (Standard and Poor’s AA) and revenue bonds (S&P AA+).  Achieved one upgrade in revenue bond credit rating (Fitch AA+).  Refunded $9,950,000 in outstanding general obligation bonds to achieve net present value savings of $1,351,942.  Retired $2,315,000 in outstanding general obligation bonds early achieving savings of $658,845.  Facilitated smooth transition of SCORE (South Correctional Entity) budget and financial operations.  Consolidated customer service functions for utility billing, licensing, and passports into one location.  Began implementation of a citywide business process improvement and results measurement and reporting system.  Facilitated the beginning stages of development for two new libraries by issuing of general obligation bonds.  Received awards for excellence in financial reporting and budgeting from the Government Finance Officers Association (GFOA). 2013/2014 Goals  Clean financial audits.  Implement eBill (paperless billing) option for utility customers.  Implement on‐line new business and pet licenses applications.  Increase support to internal customers by maximizing the effectiveness of staff through: o Analyze current processes and restructure to increase efficiency; and o Review workflow and reorganize tasks to be carried out by the best‐fit positions  Continue refinement of Renton Results efforts through improvements in performance data collection and reporting by: o Develop informal performance assessment tools to analyze data against established targets and appropriate benchmarks. o Additional development of performance dashboards for staff and external reporting to citizens.  Continue to receive awards for excellence in financial reporting and budgeting from the Government Finance Officers Association (GFOA). Budget by Department - Administrative Services 3 - 29 Expenditure Budget by Category ‐ Finance 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,324,163 1,351,161 1,307,145 1,394,322 1,298,558 1,340,718 1,375,462 ‐3.8% 2.6% Part‐Time Salaries 9,363 0 740 0 1,680 0 0 N/A N/A Overtime 13,039 20,000 4,063 20,000 296 20,000 20,000 0.0% 0.0% Personnel Benefits 806,991 1,009,958 755,440 1,071,306 719,081 762,697 816,356 ‐28.8% 7.0% Supplies 9,381 475 8,932 475 11,076 10,475 10,475 2105.3% 0.0% Other Services and Charges 642,837 323,003 553,432 308,003 560,960 313,003 298,003 1.6%‐4.8% Interfund Payments 297,783 279,650 258,588 285,153 260,719 231,374 235,905 ‐18.9% 2.0% Total 3,103,556 2,984,247 2,888,340 3,079,259 2,852,371 2,678,267 2,756,201 ‐13.0% 2.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Finance 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 20.00 20.00 20.00 20.00 20.00 19.00 19.00 ‐5.0% 0.0% Intermittent FTE 0.25 0.00 0.02 0.00 0.05 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben 10,216$ ‐$ 836$ ‐$ 1,888$ ‐$ ‐$ N/A N/A Budget by Department - Administrative Services 3 - 30 Information Technology Mission Statement The Information Technology Division is responsible for providing city‐wide voice and data communication and technology services and support. Core services include: mission critical application implementation and support, enterprise network development and maintenance, voice and data communication equipment, enterprise GIS application development, systems security, and citywide Wi‐Fi services. 2011/2012 Accomplishments  Implement Phase I Enterprise GIS program including infrastructure rebuild, develop standards, synchronize addresses, provide centralized system administration and support, and enable internal and external users’ access to the system  Implement new permit system with electronic permit plan submittal and an on‐line permit application process  Implement document image system and expand by 2 departments per year  Expand access to official public meetings to mobile devices  Provided secure remote access to the City’s network to staff for enhanced productivity  Implemented property tax comparison for all potential annexation areas of Renton  Implemented Phase I of the Police In‐Car‐Video project  Implemented enterprise phone system replacement 2013/2014 Goals  Smooth transition to integration with the new Computer‐Aided‐Dispatch system at Valley Communications  Implement Phase II of enterprise GIS goals: develop integration with other city applications to allow external users to access city service information such as permit activities, fire incident reports, police incident reports, city capital projects information  Implement Court automation initiative  Expand document imaging capability citywide  Develop six‐year IT Strategic Plan for 2015‐2020  Develop mobile access with city applications: website, GIS, permit/code enforcement  Improve overall system availability and efficiency by 10% Expenditure Budget by Category ‐ Information Technology 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,141,067 1,245,195 1,291,751 1,289,286 1,353,993 1,217,002 1,222,494 ‐5.6% 0.5% Part‐Time Salaries 45,793 43,166 39,226 43,166 27,506 43,166 43,166 0.0% 0.0% Overtime 23,448 9,113 30,370 9,113 28,922 20,000 20,000 119.5% 0.0% Personnel Benefits 336,512 466,301 414,570 516,017 463,535 423,337 460,854 ‐18.0% 8.9% Supplies 391,520 328,825 309,084 328,825 270,017 266,525 232,525 ‐18.9%‐12.8% Other Services and Charges 1,000,153 1,205,490 996,336 1,209,424 1,209,191 1,508,909 1,463,909 24.8%‐3.0% Intergovernmental Services 00180000N/AN/A Capital Outlay 500,794 1,215,371 912,382 1,013,395 1,242,446 600,020 560,020 ‐40.8%‐6.7% Total 3,439,286 4,513,461 3,993,736 4,409,226 4,595,610 4,078,959 4,002,968 ‐7.5%‐1.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Information Technology 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 17.50 18.50 18.50 18.50 18.50 15.50 15.50 ‐16.2% 0.0% Intermittent FTE 1.27 1.16 1.11 1.16 0.78 1.16 1.16 0.0% 0.0% Temp/Intermit Pay & Ben 52,690$ 48,263$ 46,311$ 48,263$ 32,387$ 48,263$ 48,263$ 0.0% 0.0% Budget by Department - Administrative Services 3 - 31 City Clerk Mission Statement 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 the official duties and sovereign authority of the City Clerk with integrity, as required by law and policy, and to meet the needs of the citizens, the elected officials, and city administrative staff. 2011/2012 Accomplishments  Completed major update to the city records retention schedules to reflect changes made by the state  Administered election filings and appointment of voter pamphlet committee members for the August 2012 Downtown Library site election and the November 2012 West Hill Annexation election  Absorbed new administrative duties in support of contract Hearing Examiner  Developed and implemented public records request database for improved tracking and reporting  Received and processed a high volume of complex requests for public records  Coordinated mandatory City‐wide Public Records Training sessions  Hired a Limited‐Term Deputy City Clerk – Records ‐ for public records disclosure assistance  Added responsibility for processing records requests for Police Department administrative records  Researched and developed preliminary criteria for replacement of Email Search software 2013/2014 Goals  Support public involvement and informed City decision‐making by continuing to provide citizens and officials with accurate and timely information, guidance, records, and notices  Perform Clerk of Council responsibilities  Update Councilmember desk manuals  Update Policy and Procedure manual  Perform City Records Officer responsibilities  Encourage and train departmental records coordinators for their role in records management  Choose, implement and utilize new email search software to enable a streamlined records disclosure and redaction process  Update tracking systems and use of technology for improved tracking and reporting  Train city staff on the Folio applications, agenda process, contract & bidding process, and records management  Inventory city departments’ use of imaging and ensure compliance with new records retention requirements  Maintain an 11‐person Information Desk Volunteer roster, and provide related supervision, training and support  Scan and post contract agreements and other records to Laserfiche system for internal use Budget by Department - Administrative Services 3 - 32 Expenditure Budget by Category ‐ City Clerk 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 282,094 289,938 294,401 304,297 365,295 441,093 450,070 45.0% 2.0% Part‐Time Salaries 998000000N/AN/A Overtime 6,533 0 9,566 0 1,868 0 0 N/A N/A Personnel Benefits 117,777 119,293 119,945 134,778 163,153 156,789 171,733 16.3% 9.5% Supplies 4,866 17,296 3,479 17,296 3,905 17,796 17,796 2.9% 0.0% Other Services and Charges 94,466 102,573 93,752 98,573 56,476 100,073 100,073 1.5% 0.0% Intergovernmental Services 215,202 153,000 109,849 239,500 207,046 202,000 220,500 ‐15.7% 9.2% Capital Outlay 0 40,000 28,574 40,000 0 40,000 40,000 0.0% 0.0% Interfund Payments 117,321 154,058 154,058 157,041 157,041 144,744 147,668 ‐7.8% 2.0% Transfer Out 0 0 0 0 2,369 0 0 N/A N/A Total 839,256 876,158 813,624 991,485 957,153 1,102,496 1,147,840 11.2% 4.1% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ City Clerk 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Total FTE 4.50 4.50 4.50 4.50 5.00 5.00 5.00 11.1% 0.0% Intermittent FTE 0.03 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben 1,162$ ‐$ 154$ ‐$ 80$ ‐$ ‐$ N/A N/A Budget by Department - Administrative Services 3 - 33 Administrative Services Position Listing 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Finance Division M49 Administrative Services Administrator 0.00 0.00 0.00 0.00 0.50 0.50 0.50 M49 Finance and Information Svcs Administrator 0.50 0.50 0.50 0.50 0.00 0.00 0.00 M38 Fiscal Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M26 Financial Services Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M25 Senior Finance Analyst 2.00 2.00 4.00 2.00 5.00 5.00 5.00 A19 Accounting Supervisor 1.00 1.00 2.00 1.00 1.00 1.00 1.00 A17 Grant/Purchasing Coordinator 1.00 1.00 0.00 1.00 0.00 0.00 0.00 N16 Finance Analyst III 2.50 2.50 0.50 2.50 0.50 0.50 0.50 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A13 Lead Payroll Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A11 Payroll Analyst 1.00 1.00 1.00 1.00 1.00 0.00 0.00 A09 Accounting Assistant IV 5.00 5.00 5.00 5.00 5.00 5.00 5.00 A07 Accounting Assistant III 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Regular Staffing 20.00 20.00 20.00 20.00 20.00 19.00 19.00 Total Finance Division 20.00 20.00 20.00 20.00 20.00 19.00 19.00 Information Technology Division M49 Administrative Services Administrator 0.00 0.00 0.00 0.00 0.50 0.50 0.50 M49 Finance and Information Svcs Administrator 0.50 0.50 0.50 0.50 0.00 0.00 0.00 M38 Information Technology Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A32 Network Systems Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M26 GIS Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A24 Senior Network Systems Specialist 3.00 3.00 3.00 3.00 3.00 2.00 2.00 A24 Senior Systems Analyst 0.00 0.00 1.00 0.00 1.00 1.00 1.00 A23 Business Systems Analyst 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A23 Engineering Specialist III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 GIS Analyst II LT 1.00 1.00 1.00 1.00 1.00 0.00 0.00 A21 GIS Analyst I LT 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Service Desk Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Systems Analyst/Programmer 1.00 1.00 0.00 1.00 0.00 0.00 0.00 A20 Network Systems Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A17 Service Desk Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A10 Permit Technician LT*0.00 1.00 1.00 1.00 1.00 0.00 0.00 A07 Accounting Assistant III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Regular Staffing 17.50 18.50 18.50 18.50 18.50 15.50 15.50 Total Information Technology Division 17.50 18.50 18.50 18.50 18.50 15.50 15.50 City Clerk Division** M30 City Clerk/Cable Manager 1.00 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 1.00 A11 Records Management Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Records Management Specialist 1.50 1.50 1.50 1.50 2.00 2.00 2.00 4.50 4.50 4.50 4.50 5.00 5.00 5.00 Total Administrative Services 42.00 43.00 43.00 43.00 43.50 39.50 39.50 *Position Proposed in 2011/2012 Permit Capital Project Budget. **City Clerk was moved to Administrative Services Department in 2012. Total City Clerk Division Budget by Department - Administrative Services 3 - 34 Community and Economic Development Budget by Department - Community and Economic Development 3 - 35 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. Core Businesses and Services The Department of Community & 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 residents, the business community and other community organizations to enhance the economic prosperity, vitality, and livability of the community for the Renton community. In addition, CED manages the City’s intergovernmental relations, advocating for Renton’s interests 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 City’s Planning and Municipal Arts Commissions. In 2012, the Farmers Market Program was moved to the Community Services Department. Coordination and collaboration amongst the three CED divisions, Economic Development, Planning & Development Services, and its 12 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. Most of the five Business Plan Goals are directly related to the work of CED's programs. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Operating Budget Summary 6,909,247 6,405,169 6,109,232 6,721,124 6,499,661 5,974,046 6,086,004 ‐11.1% 1.9% CIP Budget Summary 459,463 584,000 358,904 0 58,057 0 0 N/A N/A Position Summary 23.50 21.00 21.00 21.00 21.00 19.00 19.00 ‐9.5% 0.0% Budget by Department - Community and Economic Development 3 - 36 List of Community and Economic Development Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100007.0005 Building Permits & Inspection Program 12.50 1,440,261 2,736,164 12.50 1,472,285 2,752,019 100007.0006 Code Enforcement program 3.00 328,729 ‐ 3.00 338,602 ‐ 300007.0025 Current Planning 6.00 676,661 89,095 6.00 696,159 98,896 300007.0026 Economic Development 2.75 446,705 ‐ 2.75 455,737 ‐ 300007.0027 Long Range Planning 4.00 529,701 ‐ 4.00 545,081 ‐ 300007.0028 CED Administration 2.00 1,017,853 ‐ 2.00 1,006,430 ‐ 300007.0029 1% for the Arts ‐ 50,000 15,000 ‐ 50,000 15,000 300007.0031 Arts & Culture 0.25 37,881 ‐ 0.25 38,812 ‐ 500007.0003 Public Works Permits and Inspections 10.00 1,197,901 131,970 10.00 1,224,821 136,575 600007.0004 Technical and Property Services 2.00 248,355 ‐ 2.00 258,077 ‐ 700005.0006 Indirect Cost Transfer Multi Depts ‐ ‐ 551,547 ‐ ‐ 565,139 Total 42.50 5,974,046$ 3,523,776$ 42.50 6,086,004$ 3,567,629$ Budget by Department - Community and Economic Development 3 - 37 Community and Economic Development Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013‐14 Targets Permit review for single family applications completed within 2 weeks 75% 95% Permit review for commercial applications within 4 weeks 100%95% Inspection requests receive response within 24 hours 98%95% Encourage the community to comply with local, state and federal laws Code compliance is achieved through voluntary action upon notification of violation 85%70% The City's annual sales tax revenue growth at rate higher than King County. Renton: 4.71% KC: ‐0.9% est 1.00% Annual property tax revenue associated with new construction increases. 0.06% >1.5% Process land use applications requiring a decision by the Hearing Examiner within 12 weeks of receipt of complete application. 45%90% Process land use applications requiring an Administrative Decision within 8 weeks 58% 90% Provide clean, safe, healthy and well‐maintained places Number of successfully completed public art projects through the 1% for Art program (as established by City ordinance) each biennium. 01 Utilities and Environment Compliance with environmental standards and laws Infrastructure plan review is completed within 3 weeks 90%95% Internal Support Functional work environment Property and Technical Services review of development proposals are processed within two weeks. 95%80% Safety and Health Timely responsiveness and “Projection of effort” when the community cannot help itself Livable Community Encourage and foster a vibrant and diverse economy Manage growth in a manner consistent with community values. Budget by Department - Community and Economic Development 3 - 38 Expenditure Budget by Division ‐ Community & Economic Development 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Administration 873,047 1,174,263 1,175,015 1,223,584 1,370,999 1,017,853 1,006,430 ‐16.8%‐1.1% Economic Development 1,315,279 689,900 675,701 715,687 542,861 534,586 544,549 ‐25.3% 1.9% Planning 1,774,508 1,459,446 1,447,781 1,542,472 1,482,233 1,454,717 1,499,317 ‐5.7% 3.1% Development Services 2,946,413 3,081,560 2,810,736 3,239,380 3,103,568 2,966,891 3,035,707 ‐8.4% 2.3% Operating Total 6,909,247 6,405,169 6,109,232 6,721,124 6,499,661 5,974,046 6,086,004 ‐11.1% 1.9% CIP 459,463 584,000 358,904 0 58,057 0 0 N/A N/A Total 7,368,710 6,989,169 6,468,136 6,721,124 6,557,718 5,974,046 6,086,004 ‐11.1% 1.9% Expenditure Budget by Category ‐ Community & Economic Development 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 3,667,333 3,648,024 3,457,989 3,768,201 3,516,403 3,429,809 3,451,667 ‐9.0% 0.6% Part‐Time Salaries 70,040 15,545 28,778 15,545 31,176 15,545 15,545 0.0% 0.0% Overtime 51,468 34,929 33,392 34,929 88,220 34,929 34,929 0.0% 0.0% Personnel Benefits 1,216,990 1,235,605 1,200,110 1,395,803 1,309,501 1,276,456 1,392,140 ‐8.6% 9.1% Supplies 14,845 41,422 14,269 41,422 15,390 39,672 39,672 ‐4.2% 0.0% Other Services and Charges 1,170,536 654,072 633,397 673,471 770,052 293,422 294,821 ‐56.4% 0.5% Capital Outlay 21,743 50,000 15,720 50,000 13,818 50,000 50,000 0.0% 0.0% Interfund Payments 696,291 725,573 725,578 741,753 751,202 834,213 807,230 12.5%‐3.2% Transfer Out 0 0 0 0 3,898 0 0 N/A N/A Operating Total 6,909,247 6,405,169 6,109,232 6,721,124 6,499,661 5,974,046 6,086,004 ‐11.1% 1.9% CIP 459,463 584,000 358,904 0 58,057 0 0 N/A N/A Total 7,368,710 6,989,169 6,468,136 6,721,124 6,557,718 5,974,046 6,086,004 ‐11.1% 1.9% Staffing Levels by Division ‐ Community & Economic Development 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Economic Development 5.50 4.00 4.00 4.00 4.00 3.00 3.00 ‐25.0% 0.0% Planning 14.00 13.00 13.00 13.00 13.00 12.00 12.00 ‐7.7% 0.0% Development Services 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Total FTE 23.50 21.00 21.00 21.00 21.00 19.00 19.00 ‐9.5% 0.0% Intermittent FTE 1.95 0.50 0.79 0.50 0.85 0.50 0.50 0.0% 0.0% Temp/Intermit Pay & Ben 81,169$ 20,799$ 32,943$ 20,799$ 35,348$ 20,799$ 20,799$ 0.0% 0.0% Highlight of Budget Changes:  Regular/Part‐time Salaries, and Personnel Benefits changed due to the following: o Farmers Market program moved to Community Services (‐.75 FTE), combining Planning Director with Community and Economic Development Administrator position (‐1 FTE), eliminate Code Compliance Inspector (1 FTE), and eliminate Admin Secretary I position (‐1 FTE).  Hotel Motel Fund and Intergovernmental Relations program moved to the Executive Department : Budget by Department - Community and Economic Development 3 - 39 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. 2012 Accomplishments  Closely monitored expenditures and revenues to keep within budget even though revenues were significantly lower than 2011.  Maintained extremely high level of service and exceeded most performance goals.  Participated in numerous state, countywide and regional policy boards and commissions. 2013/2014 Goals  Continue to work within CED and all city departments to maximize employee satisfaction and performance and find additional organizational and system improvements and efficiencies. Expenditure Budget by Category ‐ Administration 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 210,787 212,793 212,781 217,940 200,271 200,266 207,453 ‐8.1% 3.6% Personnel Benefits 63,270 65,121 65,684 73,720 70,978 70,272 77,518 ‐4.7% 10.3% Other Services and Charges 293,652 245,000 245,201 265,000 428,928 0 0 ‐100.0% N/A Interfund Payments 305,339 651,349 651,349 666,924 666,924 747,315 721,459 12.1%‐3.5% Transfer Out 0 0 0 0 3,898 0 0 N/A N/A Operating Total 873,047 1,174,263 1,175,015 1,223,584 1,370,999 1,017,853 1,006,430 ‐16.8%‐1.1% CIP 459,463 584,000 358,904 0 58,057 0 0 N/A N/A Total 1,332,510 1,758,263 1,533,919 1,223,584 1,429,055 1,017,853 1,006,430 ‐16.8%‐1.1% Staffing Levels by Division ‐ Administration 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Budget by Department - Community and Economic Development 3 - 40 Economic Development Division Mission Statement Enhance the vitality and livability of the Renton community by promoting a prosperous and diverse economy. 2012 Accomplishments Livable Community 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. Vacancy rates remained relatively low (6.5%‐office, 5.1%‐industrial, 7.6%‐retail), compared with other cities in the Puget Sound region. Successfully recruited new employers and assisted with business openings, including Outdoor Adventure Sales, OEC Group, Washington State Auto Dealers Association, Bell Anderson Insurance, Gray Bar and Sealed Air and new businesses to The Landing, Cedar River Corporate Park, Downtown, Renton Village and the Highlands. Secured return of King County Elections after short‐term departure due to flood threat.  Supported dramatic strengthening of Renton’s aerospace cluster. The Boeing Company announced plans to build the 737 MAX in Renton, with over 1,000 orders, while also increasing production of the 737 Next Generation plane from 31.5 to 42 airplanes/month by Q2 2014, resulting in thousands of new jobs in Renton. Actively supported the development of the Washington Aerospace Partnership and along with King County and enterpriseSeattle, helped lead the founding and ongoing work of the King County Aerospace Alliance. Continued to facilitate strong relationship with The Boeing Company, including monthly Rate Readiness meetings with Boeing staff and ongoing interdepartmental coordination to ensure seamless interfaces with the City.  Continued to foster redevelopment efforts in the South Lake Washington area, including working with the property owners and other City departments in this emerging district. 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. Sales at Landing businesses were up 15‐20% in 2011 over 2010 and the new retailers’ sales were up 20‐30% in 2011 over 2010. Supported marketing of Fairfield apartments, which was 92% leased as of 9/12. The Landing was honored in 2011 as the Mixed Use Development of the Year by NAIOP, the commercial real estate development association. Assisted with continued development of annual community events as well as new events, including continued success of the Seahawks 12K at The Landing.  Supported successful initial implementation of the Sunset Area Community Investment Strategy and promoted public and private capital investment in the area, resulting in over $41 million in investment to date. Supported Renton Housing Authority’s progress on the redevelopment of Sunset Terrace including completion of the Glennwood Townhomes project, the Renton School District’s new Early Childhood Learning Center, and the development of King County Library System’s mixed use project which will include apartments. Supported and helped secure funding for new housing development in Sunset Area ‐‐ RHA received $1.95 million in King County funding for Glenwood Townhomes and $1.2 million for Kirkland Townhomes. Providence John Gabriel House received $850,000 in state Housing Trust Fund and $500,000 in King County housing funding.  Successfully recruited the Seattle International Film Festival, the longest running, largest and most highly attended film festival in the United States, to expand to include a week‐long screening of films in Renton. Organized a diverse SIFF‐Renton Host Committee to foster community leadership support and helped support sold out Opening Night Galas. Secured SIFF’s commitment to return to Renton in 2012 and in future years.  Renton FilmFrenzy continued to grow and increase in attendance, and in 2011 won the Association of Washington Cities’ “Home Town Spirit” award.  In partnership with community stakeholders, continued to promote Renton as the “Center of Opportunity” through the use of promotional videos, print advertising, proactive e‐mails and strategic use of social media, event sponsorship and speaking engagements.  Spearheaded media campaign and community mobilization surrounding Seattle Seahawks’ annual Training Camp in Renton, which brings over 21,000 visitors to Renton annually.  Worked with developer on land use/environmental process for significant redevelopment of Quendall Terminals. Budget by Department - Community and Economic Development 3 - 41  Continued to nurture strong health services sector, supporting continued growth and business development opportunities through Valley Medical Center’s new alliance with UW Medicine, and Providence Health & Services’ new alliance with Swedish.  Strategically partnered with the Renton Chamber of Commerce, including supporting the accomplishment of their own membership development goals and purchase of the Train Depot for their new headquarters and Visitors Center.  Supported development and early implementation of a Clean Economy Strategy for the City that establishes an emissions baseline and synthesizes current actions and programs, which will prove helpful in identifying new initiatives and directions for attracting both clean technology companies and obtaining competitive grants, as well as helping to reduce City operating costs. Helped capitalize on opportunities and funding for Renton with Puget Sound rollout of electric vehicles. Arts & Culture  Continued to implement the Arts & Culture Master Plan, which will 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. This work will help foster the “creative class” and new economy environment in Renton.  In coordination with Master Plan implementation strategies, increased grant and intergovernmental revenues for the Arts Commission to implement programs. Helped secure state passage of ongoing revenue stream for arts and culture in King County.  Successfully worked with Public Works to fund and develop a 1% for Art project along Logan Avenue North.  Assisted with refurnishing efforts of Henry Moses Honoring Pole and connected the community to the project to return the pole to Fred Meyer. Representative Government Intergovernmental Relations  Successfully advocated for the City’s adopted State and Federal Legislative Agendas: o Secured passage of legislation to proceed with implementation of WSDOT’s Eastside Corridor Tolling Study and “managed lane” approaches to fully fund the I‐405 Master Plan, and helped secure $40 million for the SR 167/I‐405 “Connector” o Secured $2.5 million for Strander Boulevard/SW 27th Street, and later appropriation by Transportation Improvement Board of $1.65 million o Secured $2.5 million for new Renton Aerospace Training Center o Secured $2.7 million in new stormwater funding, primarily for Sunset Area o Helped preserve Annexation Assistance sales tax credit program o Helped secure $1.2 million for Renton Housing Authority’s Kirkland Townhomes project o Helped secure $1.5 million for Rainier Avenue Improvements Project o Helped secure $4 million in Capital budget funding for Green River levee system o Secured $1 million for West Hill – Renton Avenue Business District Improvements Project o In coalition with King County Metro, Burien, SeaTac and Tukwila, helped secure $15.8 million in FY 12 federal New Starts funding for RapidRide “F Line,” and helped secure commitment from King County to extend route from Downtown Transit Center to The Landing Budget by Department - Community and Economic Development 3 - 42 2013/2014 Goals Livable Community Economic Development  Attract new businesses and new development to Renton to increase employment opportunities, sales and property tax revenue, and continue to promote Renton as the “Center of Opportunity.” Continue to strengthen business retention/expansion efforts, addressing existing employers’ needs as they arise. Successfully engage in potential relocation process of the Federal Aviation Administration and support its potential expansion in Renton.  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 the new owners of Boeing’s former property, Lakeshore Landing, 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.  Assist with successful construction of Hawks Landing hotel and related infrastructure projects in this area.  Continue to support and help spark Environmental Protection Agency’s clean up efforts and redevelopment of Quendall Terminals.  Help spark continued development of Boeing property at Longacres.  Continue work with the full range of stakeholders to stimulate further revitalization of Downtown Renton and strengthened neighborhood business districts throughout the City. Support establishment of a Business Improvement District in Downtown and commercial business district organization, including ongoing meetings and events in Sunset/Highlands and the Benson/Cascade areas.  Assist with the continued implementation of the Sunset Area Community Investment Strategy, including pursuit of intergovernmental funding for infrastructure and other needs and funding for Renton Housing Authority’s efforts, supporting progress on redevelopment of Sunset Terrace and mixed‐use redevelopment of these properties in the future and Renton School District’s new Early Childhood Learning Center. Encourage maximizing leveraging and coordination of City‐wide resources and investments in this area.  Capitalize on opportunities involved in public works projects and help execute effective business 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 jobs. Support successful development of Renton Aerospace Training Center.  Support implementation of City’s Clean Economy Strategy and identify opportunities to attract clean technology companies and use rollout of electric vehicle program to create investment opportunities in Renton.  Better promote Renton’s tax and fee competitiveness and economic development incentives through collateral and website.  Utilize existing incentives to continue to foster a diverse array of increased housing opportunities in Renton.  Continue to strategically and aggressively seek partnerships and assistance from State Department of Commerce, enterpriseSeattle and regional economic development efforts such as the Prosperity Partnership. 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 arts and culture throughout city.  Successfully implement a 1% for Art project.  Effectively begin implementation of the Arts & Culture Master Plan to help the City and community increase and direct resources to ensure arts and culture are an integral part of the Renton community.  Lead successful Renton Film Frenzy VI and VII and annual SIFF‐Renton events (Seattle International Film Festival). Budget by Department - Community and Economic Development 3 - 43 Expenditure Budget by Category ‐ Economic Development 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 456,707 343,869 347,903 354,519 307,440 301,824 301,949 ‐14.9% 0.0% Part‐Time Salaries 16,960000000N/AN/A Overtime 0 500 0 500 0 500 500 0.0% 0.0% Personnel Benefits 141,444 112,122 117,141 127,232 104,403 107,741 117,511 ‐15.3% 9.1% Supplies 4,971 3,400 4,658 3,400 5,770 5,400 5,400 58.8% 0.0% Other Services and Charges 370,413 173,006 183,271 173,006 103,983 61,606 61,606 ‐64.4% 0.0% Capital Outlay 21,743 50,000 15,720 50,000 13,818 50,000 50,000 0.0% 0.0% Interfund Payments 303,041 7,004 7,009 7,031 7,447 7,515 7,583 6.9% 0.9% Total 1,315,279 689,900 675,701 715,687 542,861 534,586 544,549 ‐25.3% 1.9% Staffing Levels by Division ‐ Economic Development 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 5.50 4.00 4.00 4.00 4.00 3.00 3.00 ‐25.0% 0.0% Intermittent FTE 0.47 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben 19,520$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ N/A N/A Budget by Department - Community and Economic Development 3 - 44 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. 2011/2012 Accomplishments Livable Community Long Range Planning  Awarded a Governor's Smart Communities Award for Outstanding Achievement in Creating Livable and Vibrant Communities for the City Center Community Plan. Also, formed the City Center Community Plan Advisory Board.  Recognized by Puget Sound Regional Council with a 2012 VISION 2040 award for Sunset Area Revitalization efforts with the Renton Housing Authority and Renton School District.  Worked collaboratively with Fire, Community Services, and Public Works Departments, school districts, and stakeholders to adopt an impact fee program.  Continued to work with the Renton Housing Authority in its efforts to redevelop the Sunset Terrace housing development and completed a programmatic, neighborhood‐level Planned Action Environmental Impact Statement in partnership with Community Services (Parks) and Public Works (Transportation and Utilities) staff.  Assisted Renton Housing Authority with Sunset Terrace redevelopment, as shown by: the construction of the Glennwood Townhomes, the initiation of a mixed use development proposal in conjunction with the new KCLS Highlands Library, approval of RHA’s phase I Demolition and Disposition application by US Dept. of Housing and Urban Development.  Processed 4 annexations (Tess, Gaile, Fairlane Woods, and Windstone V) which together added 102 acres and 741 people to the City. Current Planning  Met established time line performance measures for: pre‐application requests, new commercial & single family reviews, administrative decisions and decisions requiring Hearing Examiner review.  Continued to engage the community and issued the Draft Environmental Impact Statement (DEIS) and Addendum to the Draft EIS for the Port Quendall mixed use development project (on a designated EPA Superfund site). o Completed Planned Urban Developments (PUD) for Wilson Park 2. o Conducted 142 development pre‐application requests. o Processed 193 SEPA/Land Use Permits including Planned Urban Developments for Heritage Hills, Fieldbrook Commons, McCormick Plat, and Wilson Park 2; Site Plan Review for the Downtown Library, Early Childhood Learning Center, Shoreline and SEPA permits for the Lake Washington Boulevard Improvements and May Creek Trail, and Washington State Auto Dealers Association. Processed the Horne Rezone. Property/Technical Services  Continued to inventory and catalog the City’s monuments and survey network.  Development reviews were processed within established timelines.  Updated the City’s GIS Land Info data source. 2013/2014 Goals Livable Community Long Range Planning  Continue to update the City Comprehensive Plan to meet the state‐mandated seven‐year review.  Complete and present for the City Council’s consideration the Benson Hill Community Plan. Budget by Department - Community and Economic Development 3 - 45  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.  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 the Sunset Terrace housing development and implement Planned Action in partnership with Community Services (Parks) and Public Works (Transportation and Utilities) staff.  Continue to work with City departments and the Green Team to implement the Clean Economy strategy.  Provide support and assistance to Community Services for the implementation of the Parks and Open Space Plan. Current Planning  Meet or exceed department goals for timely review of pre‐application requests, permit applications, and land use decisions. Property/Technical Services  Maintain a current and accurate survey network.  Meet or exceed department goals for timely review of development applications.  Participate in right of way (ROW) acquisitions that meet WSDOT’s criteria.  Develop and maintain GIS databases and other data and information sources to support ongoing operations within CED. Expenditure Budget by Category ‐ Planning 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,021,506 951,016 957,807 989,256 937,735 926,086 934,753 ‐6.4% 0.9% Part‐Time Salaries 8,070 0 8,635 0 0 0 0 N/A N/A Overtime 4,844 6,395 6,470 6,395 2,665 6,395 6,395 0.0% 0.0% Personnel Benefits 343,393 329,330 344,111 374,116 358,056 356,031 389,964 ‐4.8% 9.5% Supplies 3,829 11,500 1,947 11,500 2,819 7,750 7,750 ‐32.6% 0.0% Other Services and Charges 392,866 161,205 128,811 161,205 180,958 158,455 160,455 ‐1.7% 1.3% Total 1,774,508 1,459,446 1,447,781 1,542,472 1,482,233 1,454,717 1,499,317 ‐5.7% 3.1% Staffing Levels by Division ‐ Planning 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 14.00 13.00 13.00 13.00 13.00 12.00 12.00 ‐7.7% 0.0% Intermittent FTE 0.22 0.00 0.23 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben 9,263$ ‐$ 9,486$ ‐$ ‐$ ‐$ ‐$ N/A N/A Budget by Department - Community and Economic Development 3 - 46 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. 2012 Accomplishments Safe and Healthy Community: Building Permit Review and Inspection  Exceeded department goals by responding to building requests within 24 hours more than 95% of the time.  Exceeded department goals by completing building permit applications for new single‐family houses in two weeks or less more than 90% of the time.  Completed reviews for commercial and multi‐family building permits completed in three weeks or less in for all submittals. Code Compliance  Made contact with the customer requesting assistance from code enforcement within one working day of receiving the request 80 percent of the time.  Exceeded department goals by achieving resolution to code compliance requests through voluntary action more than 80% of the time. Code compliance resolution was achieved within 15 days from complaint on average.  Remained pro‐active, with approximately 30 percent of code compliance cases generated without a private citizen request, and all sites with verified code compliance violations in the last year were checked at least once to verify continued compliance. Utilities and Environment: Public Works Plan Review and Inspection  Achieved the department goal by completing public works plan review for construction permits in 10 days or less more than 80% of the time.  Completed review comments for land use submittals and pre‐application submittals on time for all submittals. 2013/2014 Goals Safe and Healthy Community: Building Permit Review and Inspection  Meet or exceed departmental goals for timely review of building applications.  Convert Renton’s permitting system to a new web‐based permitting and inspection system to allow for more efficient business processes and enhanced communications with our citizens. This new system will allow for improved on‐line permitting, improved status and permitting information for customers and citizens, and electronic submittal of permit plans and applications Code Compliance  Meet or exceed departmental goals for timely response to customer complaints.  Meet or exceed departmental goals for timely resolution of code compliance complaints and voluntary compliance.  Remain 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 were checked at least every three months to verify continued compliance. Budget by Department - Community and Economic Development 3 - 47 Utilities and Environment: Public Works Plan Review and Inspection  Meet or exceed departmental goals for timely review of public works plan review of construction permits, and land use and pre‐application submittals.  Ensure timely and thorough inspections of the Rainier Avenue Improvement Project to facilities on budget and on schedule completion. Provide inspection‐related documentation for the project in compliance with grant reporting requirements. Expenditure Budget by Category ‐ Development Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,978,334 2,140,346 1,939,497 2,206,486 2,070,958 2,001,633 2,007,512 ‐9.3% 0.3% Part‐Time Salaries 45,010 15,545 20,143 15,545 31,176 15,545 15,545 0.0% 0.0% Overtime 46,624 28,034 26,922 28,034 85,556 28,034 28,034 0.0% 0.0% Personnel Benefits 668,884 729,032 673,174 820,735 776,064 742,413 807,146 ‐9.5% 8.7% Supplies 6,045 26,522 7,664 26,522 6,800 26,522 26,522 0.0% 0.0% Other Services and Charges 113,606 74,861 76,115 74,260 56,183 73,361 72,760 ‐1.2%‐0.8% Interfund Payments 87,911 67,220 67,220 67,798 76,831 79,383 78,188 17.1%‐1.5% Total 2,946,413 3,081,560 2,810,736 3,239,380 3,103,568 2,966,891 3,035,707 ‐8.4% 2.3% Staffing Levels by Division ‐ Development Services 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Code Enforcement 4.00 4.00 4.00 4.00 4.00 3.00 3.00 ‐25.0% 0.0% Development Engineering 10.00 12.00 12.00 12.00 12.00 10.00 10.00 ‐16.7% 0.0% Building Insp and Permits 10.50 10.50 10.50 10.50 10.50 10.50 10.50 0.0% 0.0% Budget by Department - Community and Economic Development 3 - 48 Community & Economic Development Position Listing (1 of 1) 2010 2011 2011 2012 2012 2013 2014 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration Division M49 Community & Economic Development Adm 1.00 1.00 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 1.00 Total Administration Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Economic Development Division M38 Economic Development Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M32 Community Dev Project Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A25 Neighborhood Program Coordinator 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A24 Sr. Economic Development Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A16 Neighborhood Program Assistant 0.50 0.00 0.00 0.00 0.00 0.00 0.00 A09 Admin Secretary I 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Total Economic Development Division 5.50 4.00 4.00 4.00 4.00 3.00 3.00 Planning Division M38 Planning Director 1.00 1.00 1.00 1.00 1.00 0.00 0.00 M33 Current Planning Manager 1.00 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 1.00 1.00 A24 Senior Planner 3.00 4.00 4.00 4.00 4.00 4.00 4.00 A23 Property Services Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A21 GIS Analyst I 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A20 Associate Planner 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A16 Assistant planner 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A15 Planning Technician II 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A09 Admin Secretary I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A05 Secretary I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Planning Division 14.00 13.00 13.00 13.00 13.00 12.00 12.00 Development Services Division Administration M38 Dev Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Administrative Secretary I 1.00 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 2.00 Code Enforcement A22 Lead Code Compliance Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A19 Code Compliance Inspector 3.00 3.00 3.00 3.00 3.00 2.00 2.00 Total Code Enforcement 4.00 4.00 4.00 4.00 4.00 3.00 3.00 Development Engineering M33 Development Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A24 Lead Construction Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Plan Reviewer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A21 Construction Inspector II 4.00 6.00 6.00 6.00 6.00 4.00 4.00 A19 Engineering Specialist II 1.00 1.00 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 1.00 Total Development Engineering 10.00 12.00 12.00 12.00 12.00 10.00 10.00 Building Inspections and Permits M32 Building Official 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Building Plan Reviewer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Building Inspector/Electrical 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A21 Building Inspector/Combination 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A19 Enrgy Plns Reviewer/Permit Rep 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A10 Permit Technician 2.50 2.50 2.50 2.50 2.50 2.50 2.50 Total Building Inspections and Permits 10.50 10.50 10.50 10.50 10.50 10.50 10.50 Total Development Services Division 26.50 28.50 28.50 28.50 28.50 25.50 25.50 Total Community & Economic Development 48.00 47.50 47.50 47.50 47.50 42.50 42.50 Grade Title Budget by Department - Community and Economic Development 3 - 49 This page is intentionally left blank Budget by Department - Community and Economic Development 3 - 50 Community Services ADMINISTRATOR Terry Higashiyama 90.25 FTEs Recreation Tim Williams 16.59 FTEs Recreation Services Renton Community Center Renton Senior Activity Center Senior Advisory Board Parks and Golf Course Kelly Beymer 33 FTEs Parks Maintenance Golf Course Capital Investment Projects Parks Planning and Natural Resources Leslie Betlach 3 FTEs Urban Forestry and Natural Resources Planning ,Aquisition, and Development Capital Investment Projects Facilities Peter Renner 25 FTEs Facilities Maintenance Services Leased City Properties Capital Investment Projects Renton History Museum Elizabeth Stewart 1 FTE Renton Historical Society Board Human Services Karen Bergsvik 4.33 FTEs Housing Repair Assistance Program Community Development Block Grant (CDBG) Human Services Advisory Committee Neighborhoods, Resources and Events Bonnie Rerecich 5.58 FTEs Neighborhood Program Farmer's Market Special Events Committee Administrative Support 1 FTE Parks Commission Library Advisory Board Budget by Department - Community Services 3 - 51 Community Services Mission Promote and support a more livable Renton community by providing recreation, museum, human services programs, neighborhood and special events opportunities, golf course and modern parks and facilities, and undisturbed natural areas. Core Businesses and Services Recreation 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. Parks and Golf Course 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. Parks Planning and Natural Resources 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. Facilities 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. Human Services 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. Renton History Museum The Renton History Museum is the City’s only organization dedicated to the preservation, documentation and education about the city’s heritage. With the support of the Renton Historical Society, the Museum cares for a collection of over 90,000 objects and 14,000 historic photos. The Museum also provides changing and permanent exhibits, programs, publications, and classroom outreach about local history Neighborhoods, Resources and Events Provide leadership, guidance, and resources which connect and engage residents, neighborhoods, businesses, and the City through diverse opportunities for partnerships, volunteers, special events, sister cities, farmers markets and neighborhood programs. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Operating Budget Summary 23,303,867 21,162,135 21,001,450 20,921,336 18,714,739 19,437,916 19,622,831 ‐7.1% 1.0% CIP Budget Summary 1,901,031 15,376,000 3,828,007 9,568,000 2,517,995 3,291,602 1,788,877 ‐65.6%‐45.7% Position Summary 92.30 92.30 94.05 92.30 94.05 90.50 90.25 ‐2.0%‐0.3% Budget by Department - Community Services 3 - 52 List of Community Services Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100020.0013 Serving vulnerable/low income 2.59 859,881 30,000 2.59 873,454 30,000 100020.0014 CDBG 1.74 264,622 265,506 1.74 262,323 265,506 200020.0005 Community Engagement 2.32 286,362 3,000 2.32 291,999 3,000 300020.0061 Museum 1.00 209,903 ‐ 1.00 211,281 ‐ 300020.0062 Neighborhood Program 1.83 270,161 ‐ 1.83 273,067 ‐ 300020.0063 Administration/Com Svcs 2.00 448,556 ‐ 2.00 445,032 ‐ 300020.0064 Aquatics 1.00 774,745 688,000 1.00 777,883 688,000 300020.0065 Carco Theater 0.50 129,151 ‐ 0.25 126,473 ‐ 300020.0066 Leased Facilities 1.50 629,657 677,289 1.50 647,061 693,071 300020.0067 Com Relations and Events 0.98 276,838 72,000 0.98 278,378 72,000 300020.0068 Parks and Trails Program 22.80 4,046,158 78,454 22.80 4,095,896 78,454 300020.0069 Recreation Services 5.34 2,234,898 666,886 5.34 2,245,615 699,263 300020.0070 Renton Community Center 6.50 1,355,406 660,500 6.50 1,374,990 655,500 300020.0071 Senior Activity Center 3.25 575,965 125,000 3.25 583,607 125,000 300020.0088 Farmers Market 0.75 81,314 81,400 0.75 82,399 82,400 500020.0009 Golf Course 9.50 2,065,108 2,453,669 9.50 2,103,697 2,487,449 500020.0010 Parks Planning, Urban Forestry and Na Res 3.40 696,886 ‐ 3.40 717,440 ‐ 500020.0011 Golf Course Debt Service ‐ 400,661 ‐ ‐ 400,660 ‐ 600020.0024 Custodial Services 14.00 1,223,992 1,211,053 14.00 1,261,643 1,249,374 600020.0025 Facilities Technical Maintenance 9.50 2,487,653 2,546,182 9.50 2,449,934 2,484,725 600020.0026 Operational Facilities MM ‐ 85,000 85,000 ‐ 85,000 85,000 600020.0027 Public Facilities MM ‐ 433,877 433,877 ‐ 273,877 273,877 900005.0005 General Governmental Fund Revenues ‐ ‐ 9,155,754 ‐ ‐ 9,428,789 900005.0006 Non‐GG Fund Revenues ‐ ‐ 60,000 ‐ ‐ 60,000 Total Operating 90.50 19,836,793 19,293,570 90.25 19,861,708 19,461,408 160020.0001 City Wide Security System Upgrades ‐ 90,000 ‐ ‐ 60,000 ‐ 360020.0001 Accessible Playground ‐ 750,000 ‐ ‐ ‐ ‐ 360020.0004 Golf Course MM ‐ 50,000 50,000 ‐ 50,000 50,000 360020.0005 Grant Matching Program ‐ 21,000 ‐ ‐ ‐ ‐ 360020.0006 Henry Moses Aquatic Center ‐ 120,000 ‐ ‐ 60,000 ‐ 360020.0008 KC Proposition 2 Cap Exp Levy Fund ‐ 160,000 160,000 ‐ 5,000 5,000 360020.0009 Parks General Major Maintenance ‐ 300,000 ‐ ‐ 190,000 ‐ 360020.0010 Sports Court Repairs ‐ 40,000 ‐ ‐ 20,000 ‐ 360020.0011 Tree Maintenance ‐ 231,725 ‐ ‐ 100,000 ‐ 360020.0012 Pathway, Side, Patio & Boardwalk ‐ 75,000 ‐ ‐ 75,000 ‐ 360020.0013 Capital Project Coordinator ‐ 74,000 ‐ ‐ 75,000 ‐ 360020.0014 Regis Park Athletic Field Expansion ‐ ‐ ‐ ‐ 300,000 ‐ 360020.0016 Parking Lots and Drive Repairs ‐ 50,000 ‐ ‐ 50,000 ‐ 360020.0020 Sunset EIS Park ‐ ‐ ‐ ‐ 100,000 ‐ 360020.0023 Coulon Park Repairs & Maintenance ‐ 431,000 ‐ ‐ 330,000 ‐ 360020.0024 Riverview Park Bridge Reconstruction ‐ 250,000 ‐ ‐ ‐ ‐ 360020.0025 200 Mill Bldg Restroom / ADA Improvement ‐ 120,000 120,000 ‐ 120,000 120,000 560020.0001 Irrigation Automation and Conserv ‐ 30,000 ‐ ‐ 15,000 ‐ 660020.0004 Community Services Mtn Shops Rehab ‐ 100,000 ‐ ‐ ‐ ‐ Total CIP ‐ 2,892,725 330,000 ‐ 1,550,000 175,000 Total 90.50 22,729,518$ 19,623,570$ 90.25 21,411,708$ 19,636,408$ Budget by Department - Community Services 3 - 53 Community Services Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013‐14 Targets Safety and Health Timely responsiveness and “projection of effort,” when the community cannot help itself. Percent of contracts completed with agencies by the end of the first quarter of the first year of the two year funding cycle. N/A (off year)80% Representative Government Partnership with community organizations to leverage resources Value of volunteer service $1,368,412 (2011) $1,260,000 Daily Attendance at Senior Center 222 250 Increase number of households served by recognized neighborhood associations 0%3% Number of Museum visitors and people served by outreach 5,199 4,800 Average satisfaction levels expressed by participants of Recreation Programs 95% (2011)80% Percentage of participation and occupancy for Recreation programs and rentals annually data not available at this time 60% Percentage of participation and occupancy for Renton Community Center programs and rentals annually data not available at this time 60% Percent of patrons who express an overall “great” or “good” rating with the Aquatic Center in our annual pass card survey. 99%98% Overall customer satisfaction rating is good to excellent In cleanliness and appearance of Parks and Trails Systems 89%80% Well maintained neighborhoods, properties and environment. Overall condition of the golf course is rated good to excellent in customer satisfaction survey 90%85% Protection of open space/acquisition Customer satisfaction surveys rate the cleanliness and appearance of Renton’s open space and natural areas as good or higher. 87% 75% Functional work environment Number of Facilities HelpDesk Projects complete 1,737 1,653 Safeguard public interests and assets Custodial Services square feet of coverage per employee (IFMA 60th percentile)21,832 20,424 Internal Support Provide or make available diverse learning and enrichment opportunities Encourage and foster a strong sense of community Livable Community Provide clean, safe, healthy and well‐maintained places Utilities and Environment Budget by Department - Community Services 3 - 54 Highlight of Budget Changes:  Regular/Part‐Time Salaries, and Personnel Benefits include the following changes: o Recreation Supervisor position (Increased from .80 to 1 FTE), Secretary (decreased by 1 FTE), and Facilities Maintenance Custodian (decreased by 1 FTE). o Farmer’s Market moved to Community Services resulting in an increase of .75 FTE o Recreation Program Coordinator reduction ‐1 FTE (Reduce by .75 in 2013 and the remaining .25 reduced in 2014) due to conversion of Carco Theatre to a leased facility. o Reduction of $18,600 for intermittent staff at the Renton Community Center Reduction Hours FTE PT/Seasonal Intermittent Reduction Reduction/$20 Hours/2080 Renton Community Center $18,600 930 0.45 1 Total Recreation Division $18,600 930 0.45 1 Total Community Services $18,600 930 0.45 1 Notes: An hourly rate of $20 used as an average hourly amount for salary+benefits for intermittent staff. 2080 is the total number of work hours in a year.  Other Services and Charges include: o Neighborhood Grant program reduced by $20k o Overall utility and energy rate increases by $90k  Capital Investment Program (CIP) includes: o Operational Facilities Major Maintenance reduction in the amount of $52k o Public Facilities Major Maintenance reduction in the amount of $86k Budget by Department - Community Services 3 - 55 Expenditure Budget by Division ‐ Community Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Administration 1,063,011 412,476 416,284 426,747 434,558 448,556 445,032 5.1%‐0.8% Facilities 5,616,149 4,372,719 4,732,848 4,757,666 4,098,857 4,461,301 4,478,638 ‐6.2% 0.4% Neigh, Res, and Events 359,690 726,459 675,534 749,762 701,673 884,968 895,398 18.0% 1.2% Park Maintenance 3,421,424 3,921,721 3,891,028 4,072,152 4,004,054 4,109,908 4,161,721 0.9% 1.3% Recreation Services 4,433,420 5,147,357 4,974,002 5,265,837 4,982,229 5,070,152 5,108,558 ‐3.7% 0.8% Human Services/CDBG 1,326,778 1,256,071 1,247,294 1,257,786 1,193,871 1,124,509 1,135,781 ‐10.6% 1.0% Library 2,289,692 2,030,000 2,030,000 1,030,000 278,604 0 0 ‐100.0% N/A Museum 191,090 208,407 210,620 215,502 216,887 209,903 211,281 ‐2.6% 0.7% Golf Course 4,154,039 2,504,738 2,272,417 2,542,204 2,226,071 2,465,769 2,504,357 ‐3.0% 1.6% Parks Plan and Nat Res 448,574 582,186 551,423 603,681 577,934 662,852 682,065 9.8% 2.9% Operating Total 23,303,867 21,162,135 21,001,450 20,921,336 18,714,739 19,437,916 19,622,831 ‐7.1% 1.0% CIP 1,901,031 15,376,000 3,828,007 9,568,000 2,517,995 3,291,602 1,788,877 ‐65.6%‐45.7% Total 25,204,898 36,538,135 24,829,457 30,489,336 21,232,735 22,729,518 21,411,708 ‐25.5%‐5.8% Expenditure Budget by Category ‐ Community Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 6,049,261 5,975,474 6,072,475 6,201,579 6,147,815 6,182,221 6,193,806 ‐0.3% 0.2% Part‐Time Salaries 1,618,939 1,714,708 1,540,312 1,704,708 1,470,752 1,696,523 1,696,523 ‐0.5% 0.0% Overtime 36,715 32,948 31,926 32,948 32,908 31,948 31,948 ‐3.0% 0.0% Personnel Benefits 2,460,698 2,630,357 2,576,683 2,879,739 2,624,707 2,792,844 3,020,232 ‐3.0% 8.1% Supplies 918,507 1,096,244 937,595 1,096,344 896,810 1,073,206 1,086,785 ‐2.1% 1.3% Other Services and Charges 3,945,245 3,976,535 3,982,057 3,997,658 3,593,184 3,924,673 3,884,699 ‐1.8%‐1.0% Intergovernmental Services 1,926,762 0 16,452 0 18,118 50 50 100.0% 0.0% Capital Outlay 935,684 100,000 135,361 354,000 25,000 195,000 195,000 ‐44.9% 0.0% Debt Service 2,337,588 447,584 410,771 435,423 400,661 400,661 400,660 ‐8.0% 0.0% Interfund Payments 2,967,663 3,088,286 3,132,533 3,118,937 3,197,646 3,090,791 3,063,128 ‐0.9%‐0.9% Transfer Out 106,805 2,100,000 2,165,285 1,100,000 307,139 50,000 50,000 ‐95.5% 0.0% Operating Total 23,303,867 21,162,135 21,001,450 20,921,336 18,714,739 19,437,916 19,622,831 ‐7.1% 1.0% CIP 1,901,031 15,376,000 3,828,007 9,568,000 2,517,995 3,291,602 1,788,877 ‐65.6%‐45.7% Total 25,204,898 36,538,135 24,829,457 30,489,336 21,232,735 22,729,518 21,411,708 ‐25.5%‐5.8% Staffing Levels by Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Facilities 26.00 26.00 26.00 26.00 26.00 25.00 25.00 ‐3.8% 0.0% Neigh, Res, and Events 2.25 4.00 4.75 4.00 4.75 5.58 5.58 39.5% 0.0% Park Maintenance 23.50 23.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0% Recreation Services 19.05 18.30 18.30 18.30 18.30 16.59 16.34 ‐9.3%‐1.5% Human Services/CDBG 6.00 5.00 6.00 5.00 6.00 4.33 4.33 ‐13.4% 0.0% Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Golf Course 9.50 9.50 9.50 9.50 9.50 9.50 9.50 0.0% 0.0% Parks Plan and Nat Res 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 92.30 92.30 94.05 92.30 94.05 90.50 90.25 ‐2.0%‐0.3% Intermittent FTE 45.39 48.21 43.49 47.97 41.54 47.51 47.77 ‐1.0% 0.6% Temp/Intermit Salaries and Bene 1,888,120$ 2,005,581$ 1,809,292$ 1,995,581$ 1,728,037$ 1,976,497$ 1,987,396$ ‐1.0% 0.6% Budget by Department - Community Services 3 - 56 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. 2011/2012 Accomplishments Livable Community  Promoted and marketed the Veterans Memorial Park.  Completed National Accreditation.  Adopted Cost modeling for Recreation Programs.  Managed Library Site Steering Committee and submitted final report to Council.  Managed new security cameras for City. 2013/2014 Goals‐  Implement new Memorial Policy.  Re‐organization of Community Resources and Special Events Division to incorporate Farmers Market.  Define Renton as a Health/Wellness Center.  Re‐define level of service to coincide with 2013 and 2014 budget.  Complete construction of Accessible Playground.  Finalize Emergency Management Plan for the department. Expenditure Budget by Category ‐ Administration Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 211,791 213,969 213,957 219,116 219,203 219,456 219,456 0.2% 0.0% Personnel Benefits 48,014 50,657 50,661 57,853 54,345 56,519 61,331 ‐2.3% 8.5% Supplies 5,578 7,000 6,557 7,000 4,551 7,000 7,000 0.0% 0.0% Other Services and Charges 11,381 5,744 8,310 5,744 10,549 5,744 5,744 0.0% 0.0% Interfund Payments 786,247 135,106 135,106 137,034 141,379 159,837 151,501 16.6%‐5.2% Transfer Out 0 0 1,692 0 4,532 0 0 N/A N/A Operating Total 1,063,011 412,476 416,284 426,747 434,558 448,556 445,032 5.1%‐0.8% CIP 1,769,090 15,276,000 3,704,765 9,468,000 2,479,478 3,241,602 1,738,877 ‐65.8%‐46.4% Total 2,832,101 15,688,476 4,121,049 9,894,747 2,914,036 3,690,158 2,183,909 ‐62.7%‐40.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Intermittent FTE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben ‐$ 7$ ‐$ ‐$ ‐$ N/A N/A Budget by Department - Community Services 3 - 57 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. 2011/2012 Accomplishments Internal Support  Completed 100% of the City Hall Space Plan.  Strategic planning to reallocate resources due to budget cuts.  Served on construction committee for SCORE facility, which opened 7/11.  Upgraded Aquatic Center boiler systems.  Remodeled Senior Activity Center lounge and patio.  Replaced HVAC and roof at Facilities Maintenance Shop and updated Wells Parks Maintenance Shop.  Relocated Communications Departments to the remodeled Administrative Area.  Completed design for former jail.  Began remodel of Fire Station 17.  Reviewed Facilities Service Survey to align with IFMA benchmark standards and CAPRA accreditation requirements.  Installed 12 public access electric vehicle charging stations and four for City use. 2013/2014 Goals‐ Internal Support  Update and repair Banquet Room at the Senior Activity Center.  Complete remodel of Wells Park Maintenance Shop.  Consolidate and improve Police evidence storage area.  Replace children’s play structures at the Henry Moses Aquatic Center.  Continue to utilize energy saving grants wherever feasible.  Support construction of two new KCLS branch libraries.  Manage the Fire Station 17 remodel.  Position leased properties for higher occupancy rates. Budget by Department - Community Services 3 - 58 Expenditure Budget by Category ‐ Facilities Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,531,910 1,548,891 1,546,682 1,594,137 1,437,603 1,542,090 1,549,580 ‐3.3% 0.5% Part‐Time Salaries 54,453 44,779 60,747 34,779 75,032 34,779 34,779 0.0% 0.0% Overtime 12,868 10,000 8,896 10,000 12,606 10,000 10,000 0.0% 0.0% Personnel Benefits 603,001 647,414 628,098 716,914 605,145 678,981 738,630 ‐5.3% 8.8% Supplies 268,953 134,718 257,397 134,718 213,142 139,788 139,908 3.8% 0.1% Other Services and Charges 2,291,079 1,891,450 2,037,599 1,918,934 1,649,336 1,858,000 1,802,523 ‐3.2%‐3.0% Intergovernmental Services 1,653 0 1,800 0 1,847 0 0 N/A N/A Capital Outlay 783,028 25,000 119,533 279,000 25,000 120,000 120,000 ‐57.0% 0.0% Interfund Payments 69,205 70,467 70,512 69,184 79,146 77,663 83,218 12.3% 7.2% Transfer Out 001,5840000N/AN/A Total 5,616,149 4,372,719 4,732,848 4,757,666 4,098,857 4,461,301 4,478,638 ‐6.2% 0.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Facilities 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Facilities 24.50 24.50 24.50 24.50 24.50 23.50 23.50 ‐4.1% 0.0% Leased City Properties 1.50 1.50 1.50 1.50 1.50 1.50 1.50 0.0% 0.0% Total FTE 26.00 26.00 26.00 26.00 26.00 25.00 25.00 ‐3.8% 0.0% Intermittent FTE 1.56 1.26 1.74 1.02 2.14 1.02 1.02 0.0% 0.0% Temp/Intermit Pay & Ben 64,856$ 52,264$ 72,360$ 42,264$ 89,181$ 42,264$ 42,264$ 0.0% 0.0% Budget by Department - Community Services 3 - 59 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. 2011/2012 Accomplishments Livable Community • Continued installation of Sentinel units for automated irrigation in parks. • Continued to provide interdepartmental support for ongoing activities. • Provided training for staff required certification and licensing. • Support City‐wide events. • Continued update and replacement of park signage. • Implemented and supported volunteer Trail Ranger program. • Continued Aquatics Lease negotiations for Gene Coulon Memorial Beach Park. • Participated in successful Re‐ Accreditation (CAPRA) process. • Completed review and update of Parks Maintenance manual. • Completed major field maintenance on both big and little Liberty baseball outfields. • Assisted with completion of Bleacher Retro fit project. 2013/2014 Goals‐ Livable Community  Complete new certifications and revise series promotion/job descriptions.  Complete revisions to Park Rules and Regulations.  Continue installation of Sentinel units for automated irrigation in ROW landscape areas as needed.  Continue to expand the Trail Ranger program to include Gene Coulon Memorial Park.  Continue to provide training for staff certification and licensing.  Partner with King Conservation District and complete knotweed removal project on Cedar River.  Support/participate in Veteran’s Park tile walls renovation.  Support City‐wide events.  Partner Renton School District with installation of new accessible playground Budget by Department - Community Services 3 - 60 Expenditure Budget by Category ‐ Park Maintenance 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,267,121 1,354,094 1,304,376 1,446,393 1,449,465 1,465,837 1,486,350 1.3% 1.4% Part‐Time Salaries 307,125 290,683 309,149 290,683 257,586 290,682 290,682 0.0% 0.0% Overtime 13,549 13,076 14,546 13,076 15,376 13,076 13,076 0.0% 0.0% Personnel Benefits 532,915 586,804 590,869 652,252 641,099 671,509 728,624 3.0% 8.5% Supplies 132,150 294,839 170,702 294,839 163,762 294,839 294,839 0.0% 0.0% Other Services and Charges 357,339 399,571 423,268 399,571 446,359 465,921 469,452 16.6% 0.8% Intergovernmental Services 604 0 603 0 622 0 0 N/A N/A Interfund Payments 803,815 982,655 1,016,163 975,338 1,029,785 908,044 878,698 ‐6.9%‐3.2% Transfer Out 6,805 0 61,352 0 0 0 0 N/A N/A Total 3,421,424 3,921,721 3,891,028 4,072,152 4,004,054 4,109,908 4,161,721 0.9% 1.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Park Maintenance 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 23.50 23.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0% Intermittent FTE 8.62 8.12 8.86 8.12 7.40 8.12 8.12 0.0% 0.0% Temp/Intermit Pay & Ben 358,472$ 337,848$ 368,673$ 337,848$ 307,938$ 337,847$ 337,847$ 0.0% 0.0% Budget by Department - Community Services 3 - 61 Parks and Golf Course Division – Maplewood Golf Course Mission Statement Provide a safe, clean, attractive, accessible, and well‐maintained environment for the public’s enjoyment of active and passive recreational opportunities along with natural resource and wildlife preservation and stewardship. 2011/2012 Accomplishments Utilities and Environment • Promoted and ran seven Junior Golf Camps throughout the year. • Completed repair and major maintenance to the irrigation pumps in pump house. • Sustained Audubon Cooperative Sanctuary Certification – 3rd year. • Continued to follow Best Management Practices to maintain a quality golf course. • Continued timely updates/marketing to website and lobby signage to include activities, projects, events and promotions. • Completed review and update revisions to Golf Course Operations Manual and job descriptions. • Participated in successful Re‐ Accreditation (CAPRA) process. • Completed major maintenance projects as needed to provide/improve the quality product and standards for customers. 2013/2014 Goals‐ Utilities and Environment  Finalize replacement carpet areas in clubhouse, restaurant and bar.  Continue to sustain Audubon Cooperative Sanctuary Certification.  Continue to follow Best Management Practices to maintain a quality golf course.  Implement major maintenance projects as needed to both golf course and clubhouse.  Replace countertops in pro shop  Initiate golf cart fleet replacement lease.  Continued timely updates to website and lobby signage to include activities, projects, events, and promotions.  Continue to provide multiple Junior Camps throughout each year.  Continue cross marketing partnership with restaurant concessionaire. Budget by Department - Community Services 3 - 62 Expenditure Budget by Category ‐ Golf Course 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 614,665 611,720 618,075 627,644 635,963 635,981 637,148 1.3% 0.2% Part‐Time Salaries 213,261 294,941 215,570 294,941 225,778 294,941 294,941 0.0% 0.0% Overtime 813 1,020 1,162 1,020 152 1,020 1,020 0.0% 0.0% Personnel Benefits 288,551 320,205 310,280 349,213 325,775 338,823 365,302 ‐3.0% 7.8% Supplies 249,265 310,333 261,420 310,333 275,830 311,333 312,333 0.3% 0.3% Other Services and Charges 121,883 151,890 130,816 151,890 97,712 162,870 164,069 7.2% 0.7% Intergovernmental Services 10,300 0 10,199 0 10,860 0 0 N/A N/A Capital Outlay 42,475 75,000 14,217 75,000 0 75,000 75,000 0.0% 0.0% Debt Service 2,337,588 447,584 410,771 435,423 400,661 400,661 400,660 ‐8.0% 0.0% Interfund Payments 175,240 192,045 199,252 196,740 201,923 195,140 203,884 ‐0.8% 4.5% Transfer Out 100,000 100,000 100,656 100,000 51,418 50,000 50,000 ‐50.0% 0.0% Operating Total 4,154,039 2,504,738 2,272,417 2,542,204 2,226,071 2,465,769 2,504,357 ‐3.0% 1.6% CIP 131,942 100,000 123,242 100,000 38,517 50,000 50,000 ‐50.0% 0.0% Total 4,285,981 2,604,738 2,395,659 2,642,204 2,264,588 2,515,769 2,554,357 ‐4.8% 1.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Golf Course 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Administration 2.50 2.50 2.50 2.50 2.50 2.50 2.50 0.0% 0.0% Maintenance 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Pro‐Shop/Driving Range 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 9.50 9.50 9.50 9.50 9.50 9.50 9.50 0.0% 0.0% Intermittent FTE 6.06 8.22 6.16 8.22 6.42 8.22 8.22 0.0% 0.0% Temp/Intermit Pay & Ben 252,158$ 341,747$ 256,357$ 341,747$ 267,254$ 341,747$ 341,747$ 0.0% 0.0% Budget by Department - Community Services 3 - 63 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. 2011/2012 Accomplishments Utilities and Environment  Council adopted the Parks, Recreation and Natural Areas Plan which was certified by the State Recreation and Conservation Office and received the Governor’s Smart Communities Award.  Completed Encroachment Policy.  Commenced Forestry Ordinance development in partnership with inter‐departmental team and as identified in the Urban and Community Forestry Development Plan.  Secured Federal funding authorization to complete damage and repair projects in parks associated with the January 2009 flood event.  Completed the Parks Impact Mitigation Fee update in partnership with Transportation, Fire and as administered by CED.  Accepted fourth Tree City USA recertification and second Growth Award.  Administered parks major maintenance Capital Improvement Projects to maintain integrity of existing assets.  Leveraged $465,000 in state and county grants to complete acquisition, planning and development projects.  Executed Memorandum of Understanding with the Renton School District for the Renton Accessible Playground.  As part of the Hawk’s Landing Project in conjunction with Community and Economic Development and Public Works, a segment of the May Creek Trail was constructed.  Acquired the Tiffany Cascade Connector parcel as identified in the adopted Parks, Recreation and Natural Areas Plan 2013/2014 Goals‐ Utilities and Environment  Execute Interlocal Cooperative Agreement with the Renton School District for the Renton Accessible Playground and jointly construct playground.  Complete Forestry Ordinance in partnership with inter‐departmental team and as identified in the Urban and Community Forestry Development Plan.  Complete Tree City USA recertification and Growth Award.  Administer parks major maintenance Capital Improvement Projects to maintain integrity of existing assets.  Partner with non‐profit and other county agencies to improve and enhance natural areas.  Select consultant to develop master plan through construction contract documents for the Sunset Park. Expenditure Budget by Category ‐ Parks Planning and Natural Resources 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 280,050 290,893 293,533 300,126 303,595 305,688 305,688 1.9% 0.0% Personnel Benefits 81,819 89,405 90,638 101,431 95,710 98,037 106,444 ‐3.3% 8.6% Supplies 300 21,800 2,177 21,800 1,036 6,800 6,800 ‐68.8% 0.0% Other Services and Charges 86,406 155,898 140,885 155,571 152,840 169,498 180,671 9.0% 6.6% Interfund Payments 0 24,190 24,190 24,753 24,753 82,829 82,462 234.6%‐0.4% Total 448,574 582,186 551,423 603,681 577,934 662,852 682,065 9.8% 2.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Parks Planning and Natural Resources 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Budget by Department - Community Services 3 - 64 Recreation Division Mission Statement The Recreation Division of the Community Services Department promotes and supports a more livable community by providing opportunities for the public to participate in diverse recreational, cultural, athletic, and aquatic programs and activities. 2011/2012 Accomplishments Livable Community  Increased on‐line registration by ten percent and added picnic shelters.  Initiated partnerships for using the park buildings.  Implemented the Cost Recovery and Program Pricing Model.  Implemented card scanning to track attendance at the Senior Activity Center, Highlands Neighborhood Center and North Highlands Neighborhood Center.  Implemented the League Taxation mandate from the State of Washington Department of Revenue.  Implemented the compliance with the Lysted Head Injury Act for programs.  Supported the ten year CAPRA Re‐accreditation for Community Services 2013/2014 Goals‐ Livable Community  Initiate a Senior Activity Center Business Plan.  Continue to work with the Renton School District to improve current agreements, future partnerships/collaborations and opportunities.  Develop a Community Services Marketing Plan.  Develop a Sponsorship Plan.  Expand community partnerships with the outlying neighborhood park buildings.  Continue the annual CAPRA accreditation requirements and processes. Expenditure Budget by Category ‐ Recreation Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,295,266 1,245,238 1,271,050 1,281,281 1,317,524 1,204,015 1,187,330 ‐6.0%‐1.4% Part‐Time Salaries 976,555 1,024,311 924,467 1,024,311 887,415 1,045,027 1,045,027 2.0% 0.0% Overtime 8,956 8,852 7,322 8,852 4,774 7,852 7,852 ‐11.3% 0.0% Personnel Benefits 621,646 662,000 630,590 717,775 649,431 650,861 697,967 ‐9.3% 7.2% Supplies 203,780 272,209 203,763 272,209 202,811 258,996 271,605 ‐4.9% 4.9% Other Services and Charges 405,890 513,270 511,513 513,270 466,473 503,834 503,834 ‐1.8% 0.0% Intergovernmental Services 43,569 0 3,819 0 4,783 0 0 N/A N/A Interfund Payments 877,758 1,421,478 1,421,478 1,448,139 1,449,019 1,399,567 1,394,943 ‐3.4%‐0.3% Total 4,433,420 5,147,357 4,974,002 5,265,837 4,982,229 5,070,152 5,108,558 ‐3.7% 0.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Recreation Services 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Recreation Services 8.25 7.50 7.50 7.50 7.50 6.84 6.84 ‐8.8% 0.0% Community Center 7.80 7.80 7.80 7.80 7.80 6.75 6.50 ‐13.5%‐3.7% Senior Activity Center 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 19.05 18.30 18.30 18.30 18.30 16.59 16.34 ‐9.3%‐1.5% Intermittent FTE 27.30 29.07 25.90 29.07 24.87 29.30 29.57 0.8% 0.9% Temp/Intermit Salaries and Bene 1,135,851$ 1,209,235$ 1,077,268$ 1,209,235$ 1,034,562$ 1,219,052$ 1,229,951$ 0.8% 0.9% Budget by Department - Community Services 3 - 65 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. 2011/2012 Accomplishments Safety and Health  Worked with REACH on developing shelter for homeless women and children ‐ REACH Center for Hope.  Worked with steering committee of ARISE on annual celebration of the accomplishments of the men  Worked with community organizations that serve the homeless and interested residents, helped coordinate the One Night Count of the homeless.  Worked with cities and egovalliance on an electronic funding application for agencies for the 2012/2013 funding cycle.  Implemented Capacity building project for non‐profits in Renton  Expanded the summer lunch program to include mobile sites  Completed 100% of the contracts with agencies by the end of the first quarter of the first year of the two year funding cycle. 2013/2014 Goals Safety and Health  Work with community organizations and others that serve the homeless, on the One Night Count, Ten‐Year Plan to end Homelessness, the REACH Center for Hope, and ARISE rotating shelter.  To provide current resource information on Human Services via the Renton Community Resource Directory, web‐ pages and promotion of 211.  Work on housing related projects that include working with Planning Staff on housing data; work with Renton Housing Authority on proposed projects; and participate on the interdepartmental Affordable Housing Committee.  Review the funding process, and continue to make improvements  Survey the agencies that Human Services funds to measure their client satisfaction. Expenditure Budget by Category ‐ Human Services/CDBG 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 397,719 341,622 398,745 353,197 334,817 294,322 292,474 ‐16.7%‐0.6% Part‐Time Salaries 0 0 8,830 0 3,160 0 0 N/A N/A Personnel Benefits 147,076 148,746 154,840 146,019 124,296 147,984 160,248 1.3% 8.3% Supplies 27,909 29,295 15,098 29,295 22,374 30,250 30,250 3.3% 0.0% Other Services and Charges 574,423 646,366 574,639 637,157 610,627 578,785 578,785 ‐9.2% 0.0% Capital Outlay 110,182 0 1,611 0 0 0 0 N/A N/A Interfund Payments 69,468 90,043 93,530 92,118 96,012 73,168 74,025 ‐20.6% 1.2% Transfer Out 0 0 0 0 2,586 0 0 N/A N/A Total 1,326,778 1,256,071 1,247,294 1,257,786 1,193,871 1,124,509 1,135,781 ‐10.6% 1.0% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Human Services/CDBG 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Human Services 3.44 3.44 3.44 3.44 3.44 2.59 2.59 ‐24.7% 0.0% CDBG 2.56 1.56 2.56 1.56 2.56 1.74 1.74 11.5% 0.0% Total FTE 6.00 5.00 6.00 5.00 6.00 4.33 4.33 ‐13.4% 0.0% Intermittent FTE 0.00 0.00 0.23 0.00 0.09 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben 20$ ‐$ 9,664$ ‐$ 3,620$ ‐$ ‐$ N/A N/A Budget by Department - Community Services 3 - 66 Library Division In March 2010, the King County Library System (KCLS) took over operations of the Main and the Highlands Libraries as a result of a voter‐approved annexation. The City of Renton retains ownership of the Main and Highland Library facilities and continues to be responsible for capital repairs and improvements to the current Main and Highlands Library facilities. Capital repairs and improvements are those single repairs or improvements with a project cost of $5,000 or more. In addition, the City is responsible for the acquisition, development, and construction of replacement facilities for both the Main and Highlands Libraries on other properties within the City to be donated to KCLS. Expenditure Budget by Category ‐ Library 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 199,849 0 0 0 0 0 0 N/A N/A Part‐Time Salaries 33,810000000N/AN/A Overtime 530000000N/AN/A Personnel Benefits 59,771000000N/AN/A Supplies 16,563 0 0 0 2 0 0 N/A N/A Other Services and Charges12,082000000N/AN/A Intergovernmental Services 1,870,593 0 0 0 0 0 0 N/A N/A Interfund Payments 96,494 30,000 30,000 30,000 29,998 0 0 ‐100.0% N/A Transfer Out 0 2,000,000 2,000,000 1,000,000 248,604 0 0 ‐100.0% N/A Total 2,289,692 2,030,000 2,030,000 1,030,000 278,604 0 0 ‐100.0% N/A Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Library 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Intermittent FTE 0.91 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Pay & Ben 37,815$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ N/A N/A Budget by Department - Community Services 3 - 67 Neighborhoods, 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. 2011/2012 Accomplishments Representative Government  Coordination of multi‐agency Renton’s National Day of Service.  Introduced individual park volunteer program (IPV)  Implemented Special Event permitting process  Introduced “Celebration Trailer” to support City activities.  Conducted training for boards and commissions; implemented volunteer survey  Planned and produced annual City Volunteer Recognition Banquet.  Assisted in formation of new Renton Sister Cities Association.  Assisted with updated City of Renton Comprehensive Emergency Management Plan. Livable Community  Directed Tenth Annual 4th of July at Gene Coulon Memorial Beach Park  Directed 27th Annual Renton River Days Community Festival  Neighborhood Program transitioned to Community Services Department  Expanded the Neighborhood Grant program to include a Mini‐Grants 2013/2014 Goals‐ Representative Government  Work with City Departments to develop volunteer solutions which meet service needs.  Support community volunteer efforts with coordination of resources and facilitation of information.  Coordinate Special Events permitting process; enhance use of website; and internal/external communication  Administer “Celebration Trailer” and “Tools on Wheels” programs.  Assist Renton Sister Cities Association with organizational structure and programming ideas.  Facilitate department responsibilities associated with Emergency Management objectives Livable Community  Complete National Incident Management System (NIMS)‐compliant Renton River Days Event Action Plan.  Be responsive to event activities which reflects public interest, and supports economic opportunities; continue outreach which encourages participation of diverse populations.  Serve as resource to City departments for communicating with neighborhoods on emerging issues.  Provide tools, programs, and information which strengthen leadership within the neighborhoods.  Increase the number of households served by recognized neighborhood associations.  Support the Community Planning Initiative.  Transition the Farmers Market program into Community Services Department.  Increase sponsorship and community donations to the Renton Farmers Market. . Budget by Department - Community Services 3 - 68 Expenditure Budget by Category ‐ Neighborhoods, Resources, and Events 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 176,483 295,646 348,977 304,043 370,228 435,319 436,268 43.2% 0.2% Part‐Time Salaries 24,664 49,173 12,554 49,173 12,762 20,273 20,273 ‐58.8% 0.0% Personnel Benefits 59,727 106,165 101,384 116,811 108,023 128,554 138,555 10.1% 7.8% Supplies 14,010 26,050 20,480 26,150 13,303 24,200 24,050 ‐7.5%‐0.6% Other Services and Charges 84,761 212,346 155,026 215,521 159,288 180,021 179,621 ‐16.5%‐0.2% Intergovernmental Services 44 0 32 0 6 50 50 100.0% 0.0% Interfund Payments 0 37,080 37,080 38,064 38,064 96,550 96,581 153.7% 0.0% Total 359,690 726,459 675,534 749,762 701,673 884,968 895,398 18.0% 1.2% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Neighborhoods, Resources, and Events 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 2.25 4.00 4.75 4.00 4.75 5.58 5.58 39.5% 0.0% Intermittent FTE 0.68 1.25 0.35 1.25 0.36 0.56 0.56 ‐55.5% 0.0% Temp/Intermit Pay & Ben 28,306$ 52,078$ 14,378$ 52,078$ 14,810$ 23,178$ 23,178$ ‐55.5% 0.0% Budget by Department - Community Services 3 - 69 Renton History Museum Mission Statement The Renton History Museum is the City’s only organization dedicated to the preservation, documentation and education about the City’s heritage. With the support of the Renton Historical Society, the Museum cares for a collection of over 90,000 objects and 14,000 historic photos. The Museum also provides changing and permanent exhibits, programs, publications, and classroom outreach about local history. 2011/2012 Accomplishments Livable Community  Hosted Smithsonian Institution Traveling Exhibit Service exhibit Journey Stories (Sept. 6 – Oct. 15, 2011), our second Smithsonian exhibit in three years.  Worked with consultants from The Collins Group to complete its Capital Campaign Preparedness Initiative and set short‐term goals for a campaign.  Strengthened educational content on web site by making curricular materials for the 3rd and 4th grade Coast Salish curriculum available to teachers and parents.  Undertook its first Renton Historical Society members’ survey in preparation for making changes to membership levels and benefits.  Redesigned the Renton Museum and Historical Society Quarterly Newsletter, adding color and improving the general design.  Supported the Community Services Department’s reaccreditation (CAPRA) process, resulting in a successful outcome. 2013/2014 Goals Livable Community  Complete the refurbishment of the Museum lobby, a recommendation of Capital Campaign Preparedness consultants.  Utilize the results of the members’ survey to revise membership levels and benefits, and launch a membership drive concurrent with preliminary stages of a capital campaign.  Launch the quiet phase of capital campaign in support of capital improvements recommended in the Museum Master Plan.  Plan and implement a new local history classroom curriculum appropriate for middle school students.  Organize an exhibit showcasing the City of Renton’s art collection, in collaboration with the Renton Municipal Arts Commission.  Enhance the Museum’s visibility by creating a new brand and identity consistent with the Museum Master Plan. Budget by Department - Community Services 3 - 70 Expenditure Budget by Category ‐ Museum 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 74,407 73,402 77,081 75,643 79,418 79,512 79,512 5.1% 0.0% Part‐Time Salaries 9,070 10,821 8,995 10,821 9,019 10,821 10,821 0.0% 0.0% Personnel Benefits 18,177 18,962 19,322 21,471 20,883 21,577 23,132 0.5% 7.2% Interfund Payments 89,436 105,222 105,222 107,567 107,567 97,993 97,816 ‐8.9%‐0.2% Total 191,090 208,407 210,620 215,502 216,887 209,903 211,281 ‐2.6% 0.7% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Museum 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Intermittent FTE 0.26 0.30 0.25 0.30 0.26 0.30 0.30 0.0% 0.0% Temp/Intermit Pay & Ben 10,643$ 12,409$ 10,585$ 12,409$ 10,672$ 12,409$ 12,409$ 0.0% 0.0% Budget by Department - Community Services 3 - 71 Community Services Position Listing (1 of 3) 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration Division M49 Community Services Administrator 1.001.001.001.001.001.001.00 N14 Administrative Assistant 1.001.001.001.001.001.001.00 Total Administration Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Facilities Division Facilities M38 Facilities Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M28 Facilities Manager 1.001.001.001.001.001.001.00 A25 Facilities Coordinator 1.001.001.001.001.001.001.00 A21 Facilities Supervisor 1.00 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 1.00 A17 Custodial Services Supervisor 1.00 1.00 1.00 1.00 1.00 2.00 2.00 A13 Facilities Technician I 3.503.503.503.503.503.503.50 A11 Lead Maintenance Custodian 1.001.001.001.001.000.000.00 A09 Administrative Secretary I 0.000.000.000.000.001.001.00 A07 Maintenance Custodian 6.006.006.006.006.005.005.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 0.00 0.00 A04 Lead Custodian 1.001.001.001.001.001.001.00 A01Custodian 6.006.006.006.006.006.006.00 Total Facilities Division 24.50 24.50 24.50 24.50 24.50 23.50 23.50 Leased City Properties A13 Facilities Technician I 0.500.500.500.500.500.500.50 A01Custodian 1.001.001.001.001.001.001.00 Total Leased City Properties 1.50 1.50 1.50 1.50 1.50 1.50 1.50 Total Facilities Division 26.00 26.00 26.00 26.00 26.00 25.00 25.00 Parks and Golf Course Division Parks M38 Parks Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 M38 Parks and Golf Course Director 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A21 Park Maintenance Supervisor 2.00 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 3.00 A12 Park Maintenance Worker III 12.00 12.00 12.00 12.00 12.00 11.00 11.00 A09 Administrative Secretary I 0.000.000.000.000.001.001.00 A08 Park Maintenance Worker II 5.00 5.00 5.00 5.00 5.00 6.00 6.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Total Parks 23.50 23.50 23.50 23.50 23.50 23.50 23.50 Golf Course Golf Course Administration M38 Parks and Golf Course Director 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A09 Golf Course Operations Assistant 0.000.000.000.000.001.001.00 A08 Golf Course Operations Specialist 1.00 1.00 1.00 1.00 1.00 0.00 0.00 A07 Maintenance Custodian 1.001.001.001.001.001.001.00 Total Golf Administration 2.50 2.50 2.50 2.50 2.50 2.50 2.50 Golf Course Maintenance M21 Golf Course Supervisor 1.00 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 1.00 A15 Grounds Equipment Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A12 Golf Course Maintenance Worker III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Golf Maintenance 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Budget by Department - Community Services 3 - 72 Community Services Position Listing (2 of 3) 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Pro‐Shop/Driving Range M20 Golf Professional 1.00 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 1.00 A04 Pro Shop Assistant 1.001.001.001.001.001.001.00 Total Pro‐Shop/Driving Range 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Golf Course 9.50 9.50 9.50 9.50 9.50 9.50 9.50 Total Parks and Golf Course Division 33.00 33.00 33.00 33.00 33.00 33.00 33.00 Parks Planning and Natural Resources Division M38 Parks Planning & Natural Resources Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M32 Urban Forestry and Natural Resources Mgr 1.001.001.001.001.001.001.00 A25 Capital Project Coordinator 1.001.001.001.001.001.001.00 Total Parks Planning and Natural Resources Division 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Recreation Division Recreation Services M38 Recreation Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M28 Recreation Manager 1.001.001.001.001.001.001.00 M23 Recreation Supervisor 2.00 1.00 1.00 1.00 1.00 1.00 1.00 A18 Recreation Program Coordinator 4.004.004.004.004.003.503.50 A09 Administrative Secretary I 0.000.000.000.000.000.340.34 A07 Secretary II 0.25 0.50 0.50 0.50 0.50 0.00 0.00 Total Recreation Services 8.25 7.50 7.50 7.50 7.50 6.84 6.84 Community Center, Carco Theatre & Aquatics M23 Recreation Supervisor 0.80 0.80 0.80 0.80 0.80 1.00 1.00 A18 Recreation Program Coordinator 3.003.003.003.003.001.751.50 A09 Recreation Systems Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A07 Secretary II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Community Center 7.80 7.80 7.80 7.80 7.80 6.75 6.50 Renton Senior Activity Center M38 Recreation Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 M23 Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A18 Recreation Program Coordinator 1.001.001.001.001.001.001.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Senior Activity Center 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Recreation Division 19.05 18.30 18.30 18.30 18.30 16.59 16.34 Neighborhoods, Resources & Events Division M25 CS Resource & Funding Manager 1.001.001.001.001.001.001.00 M22 Community Relation & Events Coordinator 1.001.001.001.001.001.001.00 A25 Neighborhood Coordinator 0.001.001.001.001.001.001.00 A18 Recreation Program Coordinator 0.000.000.000.000.001.001.00 A16 Neighborhood Program Assistant 0.000.500.500.500.500.500.50 N16 Farmers Market Coordinator (LT)0.00 0.00 0.75 0.00 0.75 0.75 0.75 A09 Administrative Secretary I 0.000.000.000.000.000.330.33 A07 Secretary II 0.25 0.50 0.50 0.50 0.50 0.00 0.00 Total Neighborhoods, Resources & Events Division 2.25 4.00 4.75 4.00 4.75 5.58 5.58 Budget by Department - Community Services 3 - 73 Community Services Position Listing (3 of 3) 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Human Services Division Human Services M29 Human Services Manager 1.001.001.001.001.001.001.00 A20 Housing Repair Coordinator 1.00 1.00 1.00 1.00 1.00 0.38 0.38 A20 Human Services Coordinator 0.00 0.00 0.00 0.00 0.00 0.50 0.50 A09 Administrative Secretary I 0.000.000.000.000.000.330.33 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 0.00 0.00 A13 Facilities Technician I 0.000.000.000.000.000.380.38 A18 CDBG Specialist 0.44 0.44 0.44 0.44 0.44 0.00 0.00 Total Human Services 3.44 3.44 3.44 3.44 3.44 2.59 2.59 Community Development Block Grants (CDBG) A20 Housing Repair Coordinator 0.00 0.00 0.00 0.00 0.00 0.62 0.62 A20 Human Services Coordinator 0.00 0.00 0.00 0.00 0.00 0.50 0.50 A18 CDBG Specialist 0.56 0.56 0.56 0.56 0.56 0.00 0.00 A13 Facilities Technician I 1.000.001.000.001.000.620.62 A08 Housing Repair Technician 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Total CDBG 2.56 1.56 2.56 1.56 2.56 1.74 1.74 Total Human Services Division 6.00 5.00 6.00 5.00 6.00 4.33 4.33 Museum Division M22 Museum Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Museum Division 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Department Regular Staffing 92.30 92.30 94.05 92.30 94.05 90.50 90.25 Total Community Services Department 92.30 92.30 94.05 92.30 94.05 90.50 90.25 Budget by Department - Community Services 3 - 74 Fire Chief Mark Peterson 155 FTEs Response Operations Deputy Chief Bill Flora 131 FTEs Admininstrative Support Incident Response Fire Station Staffing and Management Pre‐Incident Survey Post‐Incident Analysis Incident Management Fire Suppression Emergency Medical Technical Rescue Hazardous Materials Emergency Management Deborah Needham 3 FTEs Administrative Support Emergency Management Staff Safety & Support Services Deputy Chief Erik Wallgren 10 FTEs Administrative Support Chaplains / Volunteers Support Services Health and Safety Training and Development Logistics (Equipment, Facilities, Apparatus) Planning Community Risk Reduction Assistant Fire Marshal David Pargas 9 FTEs Administrative Support Hazard Mitigation Inspections/ Investigations Plan Review Hazmat Mitigation Administrative Support 1 FTE Fire and Emergency Services Fire &Emergency Services Budget by Department - Fire and Emergency Services 3 - 75 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. Description The department fulfills its mission through four 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. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Operating Budget Summary 21,554,792 22,045,916 22,511,597 23,055,144 24,173,315 24,043,143 24,442,820 4.3% 1.7% CIP Budget Summary 519,996 529,056 529,056 536,926 936,926 250,000 250,000 ‐53.4% 0.0% Position Summary 152.00 152.00 161.00 152.00 161.00 156.00 155.00 2.6%‐0.6% List of Fire & Emergency Services Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100009.0022 F&ES Health & Wellness Fund ‐ 25,000 25,000 ‐ 25,000 25,000 100009.0023 EMS and Fire/Rescue Svcs for COR 84.00 11,969,869 912,500 84.00 12,270,175 1,262,500 100009.0024 Administrative Services for F&ES 9.00 3,034,378 ‐ 9.00 3,057,808 ‐ 100009.0025 Community Risk Reduction 8.00 1,010,362 213,305 8.00 1,034,402 213,305 100009.0026 Safety & Support Services 8.00 1,780,014 ‐ 8.00 1,801,648 ‐ 100009.0027 EMS and Fire/Rescue Svs for KCFD #25 16.00 2,050,756 1,200,000 15.00 1,989,578 1,200,000 100009.0028 EMS and Fire/Rescue Svs for KCFD #40 29.00 3,849,193 4,374,526 29.00 3,932,585 4,374,526 100009.0029 Emergency Management for the COR 2.00 323,570 35,000 2.00 331,623 35,000 760009.0001 Fire Impact Mitigation Fund ‐ 250,000 25,000 ‐ 250,000 50,000 900005.0005 General Governmental Fund Revenues ‐ ‐ 1,726 ‐ ‐ 1,726 Total 156.00 24,293,143$ 6,787,057$ 155.00 24,692,820$ 7,162,057$ Budget by Department - Fire and Emergency Services 3 - 76 Fire & Emergency Services Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013‐14 Targets Timely responsiveness and “Projection of effort” when the community cannot help itself Average response time (in minutes) to either a fire or medical emergency. 5:10 <4.40 Recovery and restoration of community after a disaster After an actual emergency or exercise, the percentage of improvement plan targets that are completed on schedule. 100% 75% Encourage the community to comply with local, state and federal laws All plans reviewed and construction permits issued within 15 days if they are compliant with the International Fire Code. data not available at this time 100% Safety and Health Highlight of Budget Changes:  Reduction of 6 Firefighter positions for both 2013 & 2014.  Increased the Valley Communications line item by $40,000 to get line item balanced  Fire & Emergency Services will be collecting a new BLS Transport fee to aid revenues Budget by Department - Fire and Emergency Services 3 - 77 Expenditure Budget by Division ‐ Fire & Emergency Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Response Operations 15,586,029 15,717,590 16,437,951 16,557,487 17,923,770 17,735,586 18,058,884 7.1% 1.8% Safety & Support Services 4,644,636 5,018,318 4,528,630 5,124,794 4,808,309 4,897,690 4,941,063 ‐4.4% 0.9% Community Risk Reduction 1,009,074 1,014,306 1,204,951 1,062,027 1,106,856 1,086,296 1,111,250 2.3% 2.3% Emergency Management 315,053 295,702 340,066 310,836 334,379 323,570 331,623 4.1% 2.5% Operating Total 21,554,792 22,045,916 22,511,597 23,055,144 24,173,315 24,043,143 24,442,820 4.3% 1.7% CIP 519,996 529,056 529,056 536,926 936,926 250,000 250,000 ‐53.4% 0.0% Total 22,074,787 22,574,972 23,040,653 23,592,070 25,110,241 24,293,143 24,692,820 3.0% 1.6% Expenditure Budget by Category ‐ Fire & Emergency Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 13,305,275 13,953,904 13,972,333 14,348,915 14,729,941 14,722,063 14,743,378 2.6% 0.1% Overtime 861,740 758,467 1,058,257 758,467 1,060,183 742,900 743,000 ‐2.1% 0.0% Personnel Benefits 3,914,180 3,995,634 4,118,431 4,299,584 4,365,436 4,448,419 4,774,594 3.5% 7.3% Supplies 515,497 247,882 445,188 246,732 803,516 272,680 272,380 10.5%‐0.1% Other Services and Charges 305,387 397,878 332,012 398,928 265,665 366,524 366,624 ‐8.1% 0.0% Intergovernmental Services 318,976 283,049 316,065 283,049 368,664 323,049 323,049 14.1% 0.0% Capital Outlay 33,994 231,859 24,810 231,859 6,625 206,210 206,210 ‐11.1% 0.0% Interfund Payments 2,299,743 2,177,243 2,179,988 2,487,610 2,558,421 2,961,298 3,013,585 19.0% 1.8% Transfer Out 0 0 64,514 0 14,864 0 0 N/A N/A Operating Total 21,554,792 22,045,916 22,511,597 23,055,144 24,173,315 24,043,143 24,442,820 4.3% 1.7% CIP 519,996 529,056 529,056 536,926 936,926 250,000 250,000 ‐53.4% 0.0% Total 22,074,787 22,574,972 23,040,653 23,592,070 25,110,241 24,293,143 24,692,820 3.0% 1.6% Staffing Levels by Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Response Operations 125.00 126.00 135.00 126.00 135.00 130.00 129.00 3.2%‐0.8% Safety & Support Services 14.00 14.00 14.00 14.00 14.00 14.00 14.00 0.0% 0.0% Community Risk Reduction 13.00 12.00 12.00 12.00 10.00 10.00 10.00 ‐16.7% 0.0% Emergency Management 0.00 0.00 0.00 0.00 2.00 2.00 2.00 100.0% 0.0% Total FTE 152.00 152.00 161.00 152.00 161.00 156.00 155.00 2.6%‐0.6% Intermittent FTE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Salaries and Bene 60$ ‐$ 38$ ‐$ 80$ ‐$ ‐$ N/A N/A Budget by Department - Fire and Emergency Services 3 - 78 Response Operations Mission Statement To provide efficient and effective response to escalating emergencies. 2011/2012 Accomplishments • Reached 100% National Incident Management System (NIMS) compliance on working incidents within our jurisdiction. • Evaluated and modified response districts to continue improvement on response times. • Partnered with IT to develop an information/data management system that includes project management, GPS/GIS mapping and mobile tracking of response apparatus through the new computer aided dispatch system. 2013/2014 Goals  Maintain 100% NIMS compliance on working incidents within our jurisdiction.  Continue to evaluate and implement methods to ensure the most efficient response times and unit reliability.  Collect data and create reports that clearly illustrate the value added by response operation actions.  Maintain active response operations level participation in schools and other public settings. Expenditure Budget by Category ‐ Response Operations Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 10,818,150 11,228,636 11,505,186 11,552,050 12,160,052 12,094,621 12,109,055 4.7% 0.1% Overtime 809,919 674,623 1,014,317 674,623 1,013,362 684,060 684,060 1.4% 0.0% Personnel Benefits 3,184,890 3,217,484 3,373,464 3,447,431 3,564,706 3,638,714 3,896,992 5.5% 7.1% Supplies 219,594 80,000 218,148 80,000 535,854 78,000 78,000 ‐2.5% 0.0% Other Services and Charges 25,316 32,100 27,698 31,050 16,629 31,050 31,050 0.0% 0.0% Capital Outlay 4,709 204,709 19,101 204,709 6,625 204,710 204,710 0.0% 0.0% Interfund Payments 523,450 280,038 280,038 567,624 626,543 1,004,431 1,055,017 77.0% 5.0% Total 15,586,029 15,717,590 16,437,951 16,557,487 17,923,770 17,735,586 18,058,884 7.1% 1.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Response Operations Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Commissioned 124.00 125.00 134.00 125.00 134.00 129.00 128.00 3.2%‐0.8% Non‐Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Total FTE 125.00 126.00 135.00 126.00 135.00 130.00 129.00 3.2%‐0.8% Budget by Department - Fire and Emergency Services 3 - 79 Safety & Support Services Mission Statement To foster a culture of safety and support for our members. 2011/2012 Accomplishments  Organized the Logistics Division with reduction of staff to efficiently and effectively utilize Response Operations personnel for ongoing programs while maintaining budgetary control of said programs.  Utilized and further developed an asset management system to track inventory and budgeted items with the assistance of a new records management system.  Updated Standard Operating Procedures and completed a Desk Manual for the Logistics Division.  Ensured that all personnel received required and documented training that met state and national standards and certifications.  Maximized efficiency through coordination of job performance requirements to include matching training needs with the resources available internally and regionally.  Evaluated RF&ES’ insurance rating to determine if our department is in line with the criteria set forth by the Washington Survey and Rating Bureau.  Continued the federal self‐assessment process which includes a strategic and master planning process, community risk assessment/mitigation and standards of cover documentation.  Partnered with IT to develop an information/data management system that includes project management, GPS/GIS mapping and mobile tracking of response apparatus through the new computer aided dispatch system. • Continued to develop a 5 – 10 year strategic plan for response operations to include a predictive model for future incident call volume. 2013/2014 Goals  Prepare a plan to address capital replacement items assigned to the Logistics Division that is rapidly approaching the end of their service life. (Example; hose, ladders and personal protective equipment).  Continue to use the asset management system to aide in tracking and budgeting of equipment and supplies.  Ensure that all personnel receive required and documented training that meets state and national standards and certifications.  Maximize efficiency through coordination of job performance requirements to include matching training needs with the resources available internally and regionally.  Continue to evaluate RF&ES’ insurance rating to determine if our department is in line with the criteria set forth by the Washington Survey and Rating Bureau and maintain or improve that rating.  Continue the self‐assessment process which includes a strategic and master planning process, community risk assessment/mitigation and standards of cover documentation.  Continue to partner with IT to develop an information/data management system that includes project management, GPS/GIS mapping and mobile tracking of response apparatus through the new computer aided dispatch system. Budget by Department - Fire and Emergency Services 3 - 80 Expenditure Budget by Category ‐ Safety & Support Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,618,070 1,870,996 1,499,833 1,915,122 1,653,927 1,707,165 1,711,488 ‐10.9% 0.3% Overtime 21,014 45,208 7,823 45,208 5,750 12,000 12,000 ‐73.5% 0.0% Personnel Benefits 419,755 472,516 402,773 511,341 458,718 471,536 509,584 ‐7.8% 8.1% Supplies 252,576 153,882 184,169 152,732 210,447 181,180 180,880 18.6%‐0.2% Other Services and Charges 227,825 290,350 231,302 292,450 190,009 267,750 267,950 ‐8.4% 0.1% Intergovernmental Services 318,976 283,049 316,065 283,049 368,664 323,049 323,049 14.1% 0.0% Capital Outlay 29,28625,6505,70925,650000‐100.0% N/A Interfund Payments 1,757,135 1,876,667 1,879,412 1,899,242 1,907,905 1,935,010 1,936,112 1.9% 0.1% Transfer Out 0 0 1,544 0 12,889 0 0 N/A N/A Operating Total 4,644,636 5,018,318 4,528,630 5,124,794 4,808,309 4,897,690 4,941,063 ‐4.4% 0.9% CIP 519,996 529,056 529,056 536,926 936,926 250,000 250,000 ‐53.4% 0.0% Total 5,164,632 5,547,374 5,057,686 5,661,720 5,745,235 5,147,690 5,191,063 ‐9.1% 0.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Safety & Support Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Commissioned 10.00 10.00 10.00 10.00 10.00 10.00 10.00 0.0% 0.0% Non‐Commissioned 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Total FTE 14.00 14.00 14.00 14.00 14.00 14.00 14.00 0.0% 0.0% Intermittent FTE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 N/A N/A Temp/Intermit Salaries and Bene 60$ ‐$ 38$ ‐$ 80$ ‐$ ‐$ N/A N/A Budget by Department - Fire and Emergency Services 3 - 81 Community Risk Reduction Mission Statement Maintain a safe and livable city by reducing fire and life safety risks through the implementation of tools and processes that create greater efficiency and production in the inspection process. 2011/2012 Accomplishments • Drafted and updated the Fire Inspection Field Manual. • Drafted and implemented a self‐inspection process and revised inspection matrix, prioritizing the inspection workload directed toward high risk occupancies. • Developed disaster preparedness flyers and distributed during businesses inspections. 2013/2014 Goals  Become trained and proficient in the new city and department records management programs to ensure efficient and effective use of the programs.  Identify and inspect businesses in the City of Renton that require Hazardous Materials permits. Expenditure Budget by Category ‐ Community Risk Reduction Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 695,392 678,649 783,062 698,987 723,981 727,254 728,843 4.0% 0.2% Overtime 27,354 37,636 29,383 37,636 36,007 39,000 39,000 3.6% 0.0% Personnel Benefits 246,405 241,555 279,467 268,732 268,161 263,621 286,387 ‐1.9% 8.6% Supplies 8,174 11,000 8,035 11,000 9,840 10,500 10,500 ‐4.5% 0.0% Other Services and Charges 12,592 23,428 21,495 23,428 42,918 22,564 22,564 ‐3.7% 0.0% Capital Outlay 0 1,500 0 1,500 0 1,500 1,500 0.0% 0.0% Interfund Payments 19,157 20,538 20,538 20,744 23,973 21,857 22,456 5.4% 2.7% Transfer Out 0 0 62,970 0 1,976 0 0 N/A N/A Total 1,009,074 1,014,306 1,204,951 1,062,027 1,106,856 1,086,296 1,111,250 2.3% 2.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Community Risk Reduction 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Commissioned 2.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Non‐Commissioned 11.00 11.00 11.00 11.00 9.00 9.00 9.00 ‐18.2% 0.0% Total FTE 13.00 12.00 12.00 12.00 10.00 10.00 10.00 ‐16.7% 0.0% Budget by Department - Fire and Emergency Services 3 - 82 Emergency Management Mission Statement To work with residents and other agencies to bring about the reduction of risks to our community. 2011/2012 Accomplishments • Awarded Emergency Management Performance Grant which generated new revenue and collected substantial reimbursements for disaster expenditures. • Carried out disaster preparedness outreach to Community Liaisons representing Renton’s diverse ethnic communities. • Conducted an assessment of future emergency planning needs for vulnerable individuals with functional and access needs. • Established a community forum to solicit and incorporate community input into department and emergency planning. • Facilitated staff and volunteer involvement in multiple training classes related to Community Emergency Response Teams (CERT), Emergency Operations Center, Mass Care and Sheltering, Amateur Radio, Resource Management, and Post‐Seismic Building Assessment disaster assignments. • Completed a pilot Teen CERT program through a local high school. • Continued to operate the Renton Emergency Preparedness Academy for training residents and businesses in appropriate emergency/disaster actions • Conducted two exercises to test effectiveness of emergency plans and selected disaster assignment trainings. 2013/2014 Goals  Complete a Debris Management Plan.  Revise the damage assessment process for the city.  Develop refresher training for Emergency Operations Center assignments. Expenditure Budget by Category ‐ Emergency Management 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 173,663 175,623 184,252 182,756 191,981 193,023 193,992 5.6% 0.5% Overtime 3,453 1,000 6,734 1,000 5,063 7,840 7,940 684.0% 1.3% Personnel Benefits 63,130 64,079 62,727 72,080 73,851 74,547 81,631 3.4% 9.5% Supplies 35,153 3,000 34,836 3,000 47,375 3,000 3,000 0.0% 0.0% Other Services and Charges 39,654 52,000 51,517 52,000 16,109 45,160 45,060 ‐13.2%‐0.2% Total 315,053 295,702 340,066 310,836 334,379 323,570 331,623 4.1% 2.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Emergency Management 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Non‐Commissioned 0.00 0.00 0.00 0.00 2.00 2.00 2.00 100.0% 0.0% Total FTE 0.00 0.00 0.00 0.00 2.00 2.00 2.00 100.0% 0.0% Budget by Department - Fire and Emergency Services 3 - 83 Fire & Emergency Services Department Position Listing 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Response Operations M45 Deputy Chief (Response Operations) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 F73 Battalion Chief 6.00 6.00 6.00 6.00 6.00 6.00 6.00 F72 Captain 6.00 6.00 6.00 6.00 6.00 6.00 6.00 F71 Lieutenant 16.00 15.00 15.00 15.00 15.00 15.00 15.00 F70 Firefighter 95.00 97.00 106.00 97.00 106.00 101.00 100.00 Total Commissioned Members 124.00 125.00 134.00 125.00 134.00 129.00 128.00 A09 Administrative Secretary I 1.00 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 1.00 Total Response Operations Section 125.00 126.00 135.00 126.00 135.00 130.00 129.00 Safety & Support Services M49 Fire Chief/Emergency Services Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M45 Deputy Chief (Safety and Support Services) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 F72 Captain 2.00 3.00 3.00 3.00 3.00 3.00 3.00 F71 Lieutenant 4.00 5.00 5.00 5.00 5.00 5.00 5.00 F70 Firefighter 2.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Commissioned Members 10.00 10.00 10.00 10.00 10.00 10.00 10.00 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Administrative Secretary I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Fire District Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A05 Office Assistant III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Total Safety & Support Services Section 14.00 14.00 14.00 14.00 14.00 14.00 14.00 Community Risk Reduction F72 Captain 1.00 0.00 0.00 0.00 0.00 0.00 0.00 F71 Lieutenant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Commissioned Members 2.001.001.001.001.001.001.00 M38 Emergency Management Director 1.00 1.00 1.00 1.00 0.00 0.00 0.00 M26 Assistant Fire Marshal 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A24 Lead Fire Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Fire Plans Examiner/Fire Inspector III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Emergency Management Coordinator 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A21 Fire Inspector III 2.00 3.00 3.00 3.00 3.00 3.00 3.00 A19 Fire Inspector II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A17 Fire Inspector I 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A09 Administrative Secretary I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A03 Office Assistant II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 11.00 11.00 11.00 11.00 9.00 9.00 9.00 Total Community and Risk Reduction Section 13.00 12.00 12.00 12.00 10.00 10.00 10.00 Emergency Management M38 Emergency Management Director 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A21 Emergency Management Coordinator 0.00 0.00 0.00 0.00 1.00 1.00 1.00 Total Non‐Commissioned 0.00 0.00 0.00 0.00 2.00 2.00 2.00 Total Emergency Management Section 0.000.000.000.002.002.002.00 Total Commissioned Members 136.00 136.00 145.00 136.00 145.00 140.00 139.00 Total Non‐Commissioned Members 16.00 16.00 16.00 16.00 16.00 16.00 16.00 Total Fire & Emergency Services Department 152.00 152.00 161.00 152.00 161.00 156.00 155.00 Budget by Department - Fire and Emergency Services 3 - 84 ADMINISTRATOR Nancy Carlson 9 FTEs HUMAN RESOURCES Cathryn Laird 2.5 FTEs Recruitment and Selection Classification and Compensation Investigations and Compliance Employee/Labor Relations Unemployment BENEFITS Maria Boggs 1.5 FTEs Personnel Benefits Retiree Benefits Wellness Program FMLA RISK MANAGEMENT Gary Lamb 2 FTEs Property and Liability Insurance Workers' Compensation Workplace Health and Safety ADA Facilities Compliance Administrative Support 2 FTE Employee Training and Development Human Resources and Risk Management Budget by Department - Human Resources and Risk Management 3 - 85 Human Resources and Risk Management Mission Statement The Human Resources and Risk Management (HR&RM) 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/Labor 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. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Operating Budget Summary 14,649,871 17,348,546 15,065,613 18,145,224 17,779,679 16,669,458 17,885,214 ‐8.1% 7.3% Position Summary 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0% List of HR&RM Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 600014.0026 HR/RM Administration 5.00 968,935 ‐ 5.00 988,962 ‐ 600014.0027 Risk Management 2.25 3,060,354 3,663,764 2.25 3,100,376 3,694,062 600014.0028 Benefits 1.75 12,640,169 10,967,947 1.75 13,795,876 13,337,385 900005.0006 Non ‐GG Fund Revenues ‐ ‐ 147,101 ‐ ‐ 147,484 Total 9.00 16,669,458$ 14,778,812$ 9.00 17,885,214$ 17,178,931$ HR&RM Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013‐14 Targets Highly qualified, healthy, well trained, and productive workforce Percent of targeted employees who attend trainings offered by Human Resources. 52% 90% Functional work environment Recruitment process is rated as "good or excellent" by New Hires and Promoted employees. 100% 90% Healthcare costs continue to be less than national trends 9%≤5% Li mit Workers' Compensation increase as compared to average of prior five years. ≤10%≤10% Safeguard public interests and assets Internal Support Highlight of Budget Changes:  Personnel Benefits deceased in 2013 by $1.6 million due to changes in funding negotiated with unions.  Supplies increased in 2013 by $10k due to reallocated Wellness funds to identify supply costs. Budget by Department - Human Resources and Risk Management 3 - 86 Expenditure Budget by Division ‐ Human Resources and Risk Management 2010 2011 2011 2012 2012 2013 2014 Change Change Fund/Dept Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Administration 861,221 948,554 888,252 955,833 937,412 971,207 991,234 1.6% 2.1% Benefits 10,606,912 13,106,428 11,050,921 14,259,312 12,178,144 12,640,183 13,795,890 ‐11.4% 9.1% Risk Management 3,181,738 3,293,564 3,126,440 2,930,079 4,664,123 3,058,068 3,098,090 4.4% 1.3% Total 14,649,871 17,348,546 15,065,613 18,145,224 17,779,679 16,669,458 17,885,214 ‐8.1% 7.3% Expenditure Budget by Category ‐ Human Resources and Risk Management 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 733,610 748,942 707,103 769,706 744,293 765,285 777,508 ‐0.6% 1.6% Part‐Time Salaries 11,768 8,102 9,022 8,102 8,095 8,102 8,102 0.0% 0.0% Personnel Benefits 11,611,424 13,695,593 11,588,723 14,754,738 12,798,620 13,170,359 14,335,292 ‐10.7% 8.8% Supplies 14,590 23,828 27,299 23,828 16,646 34,284 34,284 43.9% 0.0% Other Services and Charges 2,089,657 2,304,524 2,439,878 2,314,805 2,018,070 2,443,640 2,476,399 5.6% 1.3% Intergovernmental Services 2,553 3,500 2,553 3,500 2,553 3,500 3,500 0.0% 0.0% Debt Service 00001,716,06700N/AN/A Interfund Payments 186,269 289,057 289,057 270,545 271,333 244,288 250,129 ‐9.7% 2.4% Transfer Out 0 275,000 1,978 0 204,000 0 0 N/A N/A Total 14,649,871 17,348,546 15,065,613 18,145,224 17,779,679 16,669,458 17,885,214 ‐8.1%7.3% Staffing Levels by Division ‐ Human Resources and Risk Management 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Administration 6.00 5.00 5.00 5.00 5.00 5.00 5.00 0.0% 0.0% Benefits 1.25 1.75 1.75 1.75 1.75 1.75 1.75 0.0% 0.0% Risk Management 1.75 2.25 2.25 2.25 2.25 2.25 2.25 0.0% 0.0% Total FTE 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.0% 0.0% Intermittent FTE 0.32 0.19 0.24 0.19 0.22 0.19 0.19 0.0% 0.0% Temp/Intermit Pay & Ben 13,165$ 8,102$ 10,129$ 8,102$ 9,007$ 8,102$ 8,102$ 0.0% 0.0% Budget by Department - Human Resources and Risk Management 3 - 87 Administration Division Mission Statement Provide a broad range of employee and risk management services in a timely, responsive, and reliable manner to employees, residents, and the general public. 2011/2012 Accomplishments  Implemented Hiring Manager and seasonal/temporary hiring modules in Neogov (online application process)  Entered into negotiations for five new union contracts for Police, Fire and AFSCME employees  Provided leadership for two Employee Appreciation events: Annual Picnic and “Popcorn Day”  Resolved 12 grievances filed by employee unions  Completed 75 regular recruitments including four civil service assessment centers and hired 250 seasonal employees annually  Held six training sessions of “How to Coach Effectively” for managers and supervisors  Updated and streamlined seasonal/temporary class specifications 2013/2014 Goals  Implement new performance management system  Continue training and development for managers and supervisors  Complete employee survey in 2013  Continue to streamline employment processes and forms Expenditure Budget by Category ‐ Administration 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 456,019 404,000 366,462 416,421 407,383 412,056 415,059 ‐1.0% 0.7% Part‐Time Salaries 11,768 8,102 9,022 8,102 8,095 8,102 8,102 0.0% 0.0% Personnel Benefits 132,107 110,425 123,612 124,506 143,680 148,588 162,463 19.3% 9.3% Supplies 12,276 19,828 15,293 19,828 11,828 19,828 19,828 0.0% 0.0% Other Services and Charges 62,783 144,663 110,349 144,663 124,112 196,663 196,663 35.9% 0.0% Interfund Payments 186,269 261,537 261,537 242,313 242,313 185,970 189,119 ‐23.3% 1.7% Transfer Out 001,9780000N/AN/A Total 861,221 948,554 888,252 955,833 937,412 971,207 991,234 1.6% 2.1% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 6.00 5.00 5.00 5.00 5.00 5.00 5.00 0.0% 0.0% Intermittent FTE 0.32 0.19 0.24 0.19 0.22 0.19 0.19 0.0% 0.0% Temp/Intermit Pay & Ben 13,165$ 8,102$ 10,129$ 8,102$ 9,007$ 8,102$ 8,102$ 0.0% 0.0% Budget by Department - Human Resources and Risk Management 3 - 88 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. 2011/2012 Accomplishments • Move More Program participation rose to 40% in 2011 and 35% in 2012 • Implemented cost cutting strategy by changing premium sharing • Held successful annual Health Fairs for all employees, including screenings and flu shots • Conducted regular Brown Bag lunches pertaining to employee health and wellness 2013/2014 Goals • Educate employees on the impact of Healthcare Reform • Complete employee satisfaction survey, with employees rating HMA’s claims processing and customer services as “good” or “excellent” • Healthcare costs continue to be less than national trend • Increase employees’ participation in Wellness programs Expenditure Budget by Category ‐ Benefits 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 113,196 152,152 147,865 155,844 157,694 161,975 166,238 3.9% 2.6% Personnel Benefits 10,061,960 12,468,024 10,439,216 13,606,223 11,554,604 11,961,158 13,099,629 ‐12.1% 9.5% Supplies 0 0 7,169 0 4,492 7,500 7,500 100.0% 0.0% Other Services and Charges 429,202 455,232 426,598 465,513 430,570 447,732 458,013 ‐3.8% 2.3% Intergovernmental Services 2,553 3,500 2,553 3,500 2,553 3,500 3,500 0.0% 0.0% Interfund Payments 0 27,520 27,520 28,232 28,232 58,318 61,010 106.6% 4.6% Total 10,606,912 13,106,428 11,050,921 14,259,312 12,178,144 12,640,183 13,795,890 ‐11.4% 9.1% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Benefits 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 1.25 1.75 1.75 1.75 1.75 1.75 1.75 0.0% 0.0% Budget by Department - Human Resources and Risk Management 3 - 89 Risk Management Division Mission Statement Provide a safe environment for our employees and citizens, minimize the City’s financial risk, and protect the City’s financial assets and create a safe environment for its employees, citizens, and visitors, by identifying, analyzing and implementing risk prevention and safety programs and developing effective channels of communication through excellent customer service. 2011/2012 Accomplishments  Closed out all citations relating to the Confined Space Program received from Labor & Industries in 2010  Continued aggressive collections of funds owed to City from 3rd party damage to City property  Filled Risk Manager position vacancy created from resignation of previous Risk Manager 2013/2014 Goals • Limit workers’ compensation costs to less than 10% over the average of the prior five years • Review and update all safety and risk management‐related policies and procedures • Complete internal contract and insurance reviews within five days of receipt • Complete a safety inspection of each city‐owned facility annually Expenditure Budget by Category ‐ Risk Management Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 164,395 192,791 192,776 197,441 179,217 191,254 196,211 ‐3.1% 2.6% Personnel Benefits 1,417,357 1,117,144 1,025,895 1,024,009 1,100,336 1,060,613 1,073,200 3.6% 1.2% Supplies 2,314 4,000 4,837 4,000 326 6,956 6,956 73.9% 0.0% Other Services and Charges 1,597,672 1,704,629 1,902,931 1,704,629 1,463,388 1,799,245 1,821,723 5.6% 1.2% Debt Service 00001,716,06700N/AN/A Interfund Payments 000078800N/AN/A Transfer Out 0 275,000 0 0 204,000 0 0 N/A N/A Total 3,181,738 3,293,564 3,126,440 2,930,079 4,664,123 3,058,068 3,098,090 4.4% 1.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Risk Management Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 1.75 2.25 2.25 2.25 2.25 2.25 2.25 0.0% 0.0% Budget by Department - Human Resources and Risk Management 3 - 90 Human Resources and Risk Management Position Listing 2010 2011 2011 2012 2012 2013 2014 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration/Civil Service Commission M49 Human Resources/Risk Management Administrator 0.500.500.500.500.500.500.50 M30 Human Resources Manager 1.001.001.001.001.001.001.00 M22 Senior Human Resources Analyst 0.000.001.500.001.501.501.50 M20 Human Resources Analyst 3.002.500.002.500.000.000.00 N14 Administrative Assistant 1.001.001.001.001.001.001.00 N13 Risk Management Technician 0.50 0.00 0.00 0.00 0.00 0.00 0.00 N11 Human Resources Assistant 0.000.001.000.001.001.001.00 Total Administration/Civil Service Commission 6.00 5.00 5.00 5.00 5.00 5.00 5.00 Benefits M49 Human Resources/Risk Management Administrator 0.250.250.250.250.250.250.25 M27 Benefits Program Manager 0.000.000.000.001.001.001.00 M22 Senior Employee Benefits Analyst 1.001.001.001.000.000.000.00 M22 Senior Human Resources Analyst 0.000.000.500.000.500.500.50 M20 Human Resources Analyst 0.000.500.000.500.000.000.00 Total Benefits 1.25 1.75 1.75 1.75 1.75 1.75 1.75 Risk Management M49 Human Resources/Risk Management Administrator 0.250.250.250.250.250.250.25 M30 Risk Manager 1.001.001.001.001.001.001.00 N13 Risk Management Technician 0.50 1.00 1.00 1.00 1.00 1.00 1.00 Total Risk Management 1.75 2.25 2.25 2.25 2.25 2.25 2.25 Total Human Resources and Risk Management 9.00 9.00 9.00 9.00 9.00 9.00 9.00 Grade Title Budget by Department - Human Resources and Risk Management 3 - 91 This page is intentionally left blank Budget by Department - Human Resources and Risk Management 3 - 92 Other City Services Mission Statement 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. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Operating Budget Summary 16,234,220 7,835,981 20,040,565 8,877,621 14,389,892 9,742,783 11,024,867 9.7% 13.2% List of Other City Services Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100008.0060 Auxiliary Services ‐ Jail ‐ 1,833,718 ‐ ‐ 1,833,307 ‐ 160020.0001 City Wide Security System Upgrades ‐ ‐ 90,000 ‐ ‐ 60,000 360020.0001 Accessible Playground ‐ ‐ 750,000 ‐ ‐ ‐ 360020.0006 Henry Moses Aquatic Center ‐ ‐ 120,000 ‐ ‐ 60,000 360020.0009 Parks General Major Maintenance ‐ ‐ 300,000 ‐ ‐ 190,000 360020.0010 Sports Court Repairs ‐ ‐ 40,000 ‐ ‐ 20,000 360020.0011 Tree Maintenance ‐ ‐ 15,000 ‐ ‐ 100,000 360020.0012 Pathway, Side, Patio & Boardwalk ‐ ‐ 75,000 ‐ ‐ 75,000 360020.0013 Capital Project Coordinator ‐ ‐ 74,000 ‐ ‐ 75,000 360020.0014 Regis Park Athletic Field Expansion ‐ ‐ ‐ ‐ ‐ 300,000 360020.0016 Parking Lots and Drive Repairs ‐ ‐ 50,000 ‐ ‐ 50,000 360020.0020 Sunset EIS Park ‐ ‐ ‐ ‐ ‐ 100,000 360020.0023 Coulon Park Repairs & Maintenance ‐ ‐ 431,000 ‐ ‐ 330,000 360020.0024 Riverview Park Bridge Reconstruction ‐ ‐ 250,000 ‐ ‐ ‐ 560020.0001 Irrigation Automation and Conserv ‐ ‐ 30,000 ‐ ‐ 15,000 600004.0041 General Government Debt ‐ 6,167,715 290,530 ‐ 6,154,716 302,937 600005.0021 Other City Svc ‐ Employee Separation Pay ‐ (445,091) ‐ ‐ 850,016 ‐ 600005.0022 LEOFF 1 Medical Obligation ‐ 1,705,684 ‐ ‐ 1,705,684 ‐ 600005.0023 Association Dues and Contracted Services ‐ 480,757 ‐ ‐ 481,144 ‐ 660020.0004 Community Services Mtn Shops Rehab ‐ ‐ 100,000 ‐ ‐ ‐ 700005.0006 Indirect Cost Transfer Multi Depts ‐ ‐ 897,559 ‐ ‐ 972,058 900005.0005 General Governmental Fund Revenues ‐ ‐ 61,468,099 ‐ ‐ 63,784,359 Total ‐ 9,742,783$ 64,981,188$ ‐ 11,024,867$ 66,434,354$ Highlight of Budget Changes:  Personnel Benefits decreased in 2013 by $1.5 million and increased in 2014 by $1.3 million due to 2013 reductions in city‐wide benefits contributions for current and retired employees.  Supplies decreased by $25k due to removing one‐time expenses for 2012.  Debt service increased by $3.6 million due to the addition of principal and interest payments for SCORE debt and 2011 Library bonds. Budget by Department - Other City Services 3 - 93 Expenditure Budget by Division ‐ Other City Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Other City Services 4,834,296 3,120,946 4,930,383 3,146,248 4,637,555 1,741,350 3,036,844 ‐44.7% 74.4% Ltd Tax General Obligation Bond 11,399,924 4,715,035 15,110,182 5,731,373 9,752,337 8,001,433 7,988,023 39.6%‐0.2% Total 16,234,220 7,835,981 20,040,565 8,877,621 14,389,892 9,742,783 11,024,867 9.7% 13.2% Expenditure Budget by Category ‐ Other City Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 387,919 280,500 510,325 280,500 296,367 374,257 369,364 33.4%‐1.3% Personnel Benefits 1,696,558 2,361,336 3,028,722 2,361,336 2,237,499 886,336 2,186,336 ‐62.5% 146.7% Supplies 0 0 0 25,000 0 0 0 ‐100.0% N/A Other Services and Charges 217,531 254,720 285,459 254,720 135,408 254,720 254,720 0.0% 0.0% Intergovernmental Services 73,226 202,000 220,420 202,000 224,813 202,000 202,000 0.0% 0.0% Debt Service 13,195,584 4,715,035 15,810,182 5,731,373 9,752,337 8,001,433 7,988,023 39.6%‐0.2% Interfund Payments 584,063 22,390 22,390 22,692 27,401 24,037 24,424 5.9% 1.6% Transfer Out 79,340 0 163,067 0 1,716,067 0 0 N/A N/A Total 16,234,220 7,835,981 20,040,565 8,877,621 14,389,892 9,742,783 11,024,867 9.7% 13.2% Budget by Department - Other City Services 3 - 94 Police Chief Kevin Milosevich 148.40 FTEs Field Operations Bureau 80 FTEs Patrol Services Animal Control Parking Enforcement Traffic Unit Patrol Operations North Sector Patrol Officers Patrol Operations South Sector Police Officers Support Operations Bureau 66.4 FTEs Special Operations Crime Analyst Directed Enforcement Team Special Enforcement Team Narcotics Detectives Investigations Detectives Evidence Domestic Violence Advocate Administrative Services Training School Resource Officers Program Community Programs Electronic Home Detention Staff Services Records Administrative Support 1 FTE Chaplains / Volunteers Police Budget by Department - Police 3 - 95 Police Mission Statement The Renton Police Department, in partnership with our community, is dedicated to preventing crime, enforcing laws, arresting offenders, resolving community problems, and improving the quality of life. 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. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Operating Budget Summary 27,485,421 30,651,495 30,944,081 28,802,620 28,494,195 28,583,698 29,676,444 ‐0.8% 3.8% Position Summary 167.40 151.40 151.40 151.40 151.40 150.90 148.40 ‐0.3%‐1.7% List of Police Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100008.0060 Auxiliary Services ‐ Jail ‐ 3,750,000 ‐ ‐ 4,500,000 ‐ 100008.0061 COPS Hiring Recovery Program 1.50 160,348 ‐ ‐ ‐ ‐ 100008.0062 Patrol Operations 64.00 8,982,138 ‐ 64.00 9,191,931 ‐ 100008.0064 Staff Services 14.40 1,403,208 ‐ 14.40 1,450,477 ‐ 100008.0065 Investigations 20.00 2,639,554 ‐ 20.00 2,696,607 ‐ 100008.0066 Patrol Services 14.00 2,503,671 ‐ 14.00 2,538,020 ‐ 100008.0067 Special Operations 22.00 3,115,313 180,693 22.00 3,177,244 180,693 100008.0068 Police Administration 4.00 4,513,858 ‐ 4.00 4,552,469 ‐ 100008.0069 Administrative Services 7.00 1,175,638 ‐ 7.00 1,221,886 ‐ 100008.0070 Electronic Home Detention Program 2.00 339,971 135,000 2.00 347,810 135,000 100008.0073 Police Officer/LT Deputy City Clerk 1.00 ‐ ‐ 1.00 ‐ ‐ 900005.0005 General Governmental Fund Revenues ‐ ‐ 2,031,679 ‐ ‐ 2,036,233 Total 149.90 28,583,698$ 2,347,372$ 148.40 29,676,444$ 2,351,926$ Police Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013‐14 Targets Average response time (in minutes) to Priority I calls.3.4 <3.5 Average response time (in minutes) to Priority II calls.7<8 Average response time (in minutes) to Priority III calls.10 <12 Average response time (in minutes) to Priority IV calls.21 <21 Safety and Health Timely responsiveness and “Projection of effort” when the community cannot help itself Budget by Department - Police 3 - 96 Highlight of Budget Changes:  2013 will reflect the reduction of SRO officer positions from 3 to 1.5 as the cities obligation for the COPs grant ends 5/31/2013.  2014 reflects the reduction of the 3 SRO officers. Expenditure Budget by Division ‐ Police 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Administration 8,100,972 11,655,358 10,896,569 9,388,584 8,273,500 8,355,334 9,141,381 ‐11.0% 9.4% Patrol Operations 8,779,301 9,160,552 9,136,259 9,333,563 8,954,562 9,103,674 9,227,031 ‐2.5% 1.4% Special Operations 2,429,607 2,333,805 2,721,020 2,402,432 3,042,817 2,742,712 2,792,260 14.2% 1.8% Patrol Services 2,241,326 2,233,713 2,281,921 2,266,932 2,197,396 2,405,035 2,437,444 6.1% 1.3% Investigations 2,812,848 2,722,935 2,776,483 2,790,107 2,746,204 2,680,121 2,680,049 ‐3.9% 0.0% Administrative Services 1,921,788 1,500,955 1,799,478 1,521,525 1,815,132 1,884,113 1,939,792 23.8% 3.0% Staff Services 1,199,579 1,044,178 1,332,351 1,099,474 1,464,584 1,412,708 1,458,488 28.5% 3.2% Total 27,485,421 30,651,495 30,944,081 28,802,620 28,494,195 28,583,698 29,676,444 ‐0.8% 3.8% Expenditure Budget by Category ‐ Police 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 13,449,062 12,595,695 12,888,532 12,869,710 12,773,214 13,256,504 13,222,897 3.0%‐0.3% Part‐Time Salaries 36,291 13,000 21,734 13,000 23,943 13,000 13,000 0.0% 0.0% Overtime 1,173,236 693,190 1,127,313 693,190 1,159,492 693,742 693,742 0.1% 0.0% Personnel Benefits 5,087,962 4,385,038 4,671,499 4,696,242 4,759,031 4,842,315 5,131,797 3.1% 6.0% Supplies 563,522 311,172 281,094 311,172 304,026 291,172 291,172 ‐6.4% 0.0% Other Services and Charges 1,212,241 1,089,884 1,018,049 1,089,884 1,102,113 1,054,884 1,054,884 ‐3.2% 0.0% Intergovernmental Services 3,079,930 8,464,301 7,806,513 6,151,026 5,232,964 5,401,026 6,151,026 ‐12.2% 13.9% Capital Outlay 29,406 25,500 0 25,500 19,881 25,500 25,500 0.0% 0.0% Interfund Payments 2,853,771 3,073,715 3,118,455 2,952,896 3,113,118 3,005,555 3,092,427 1.8% 2.9% Transfer Out 0 0 10,893 0 6,415 0 0 N/A N/A Total 27,485,421 30,651,495 30,944,081 28,802,620 28,494,195 28,583,698 29,676,444 ‐0.8% 3.8% Staffing Levels by Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Administration 24.00 8.00 8.00 8.00 7.00 7.00 7.00 ‐12.5% 0.0% Patrol Operations 70.00 70.00 70.00 70.00 70.00 70.50 69.00 0.7%‐2.1% Special Operations 18.00 18.00 18.00 18.00 18.00 18.00 18.00 0.0% 0.0% Patrol Services 13.00 13.00 13.00 13.00 13.00 13.00 14.00 0.0% 7.7% Investigations 21.00 21.00 21.00 21.00 21.00 21.00 20.00 0.0%‐4.8% Admin Services 9.00 9.00 9.00 9.00 9.00 7.00 6.00 ‐22.2%‐14.3% Staff Services 12.40 12.40 12.40 12.40 13.40 14.40 14.40 16.1% 0.0% Total FTE 167.40 151.40 151.40 151.40 151.40 150.90 148.40 ‐0.3%‐1.7% Intermittent FTE 1.03 0.31 0.62 0.31 0.68 0.31 0.31 0.0% 0.0% Temp/Intermit Salaries and Bene 42,950$ 13,000$ 25,898$ 13,000$ 28,401$ 13,000$ 13,000$ 0.0% 0.0% Budget by Department - Police 3 - 97 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. 2011/2012 Accomplishments  In cooperation with the Community Services Department, video monitoring capabilities in the Transit Center was upgraded substantially.  Successful implementation of new personnel staffing/payroll software called TELESTAFF.  Class I crimes (homicide, rape, robbery, aggravated assault, burglary, theft, and auto theft) as measured per 1,000 population were reduced by 10% from 2009 – 2010, and by an additional 4% from 2010‐2011.  Began the transition to the LEXIPOL policy manual standards, this transition should be completed in 2013. 2013/2014 Goals  Full implementation of the LEXIPOL policy manual  Reduction in the Class I crimes by 3% each year.  Actively participate with both Valleycom and SCORE to ensure quality of service within budgetary restraints. Expenditure Budget by Category ‐ Administration Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,563,962 720,493 597,630 741,830 510,860 538,920 538,920 ‐27.4% 0.0% Overtime 132,142 5,814 1,556 5,814 9,365 5,814 5,814 0.0% 0.0% Personnel Benefits 718,868 206,340 180,083 222,433 147,227 161,929 174,316 ‐27.2% 7.6% Supplies 170,177 5,255 8,743 5,255 5,625 5,255 5,255 0.0% 0.0% Other Services and Charges 346,804 16,322 71,854 16,322 126,459 16,322 16,322 0.0% 0.0% Intergovernmental Services 3,075,416 8,464,301 7,801,706 6,151,026 5,227,523 5,401,026 6,151,026 ‐12.2% 13.9% Capital Outlay 0 25,500 0 25,500 0 25,500 25,500 0.0% 0.0% Interfund Payments 2,093,602 2,211,333 2,224,104 2,220,404 2,240,027 2,200,568 2,224,228 ‐0.9% 1.1% Transfer Out 0 0 10,893 0 6,415 0 0 N/A N/A Total 8,100,972 11,655,358 10,896,569 9,388,584 8,273,500 8,355,334 9,141,381 ‐11.0% 9.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Non‐Commissioned 21.00 5.00 5.00 5.00 4.00 4.00 4.00 ‐20.0%0.0% Total FTE 24.00 8.00 8.00 8.00 7.00 7.00 7.00 ‐12.5% 0.0% Budget by Department - Police 3 - 98 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. 2011/2012 Accomplishments  Leveraged technology to enhance efficiency: Increased the number of in‐car video cameras in patrol cars as well as SECTOR collision/citation software to speed the processing of routine paperwork and reduce officer court time.  Established a transit center expulsion ordinance to assist in dealing with crime and the perception of crime in the downtown corridor.  Successfully managed a reduction in staff without a significant negative impact on services.  Continued to utilize computer statistics and crime analysis to more effectively deploy resources.  Instituted a first level supervisors meeting to encourage/maintain consistency in Patrol performance and encourage internal knowledge management for Department success.  Encouraged the growth and support of potential leadership by encouraging first level supervisors to identify line Officers who exhibit desired leadership qualities and allowed them access and training to leadership opportunities. 2013/2014 Goals  Deploy resources more efficiently based on a calls‐for‐service staffing model.  Increase the number of positive police contacts in areas of heightened concern, by participating in community meetings, events and social contacts. Expenditure Budget by Category ‐ Patrol Operations Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 5,730,610 6,111,264 5,902,574 6,248,627 5,666,802 6,029,832 5,997,747 ‐3.5%‐0.5% Overtime 466,012 300,000 501,314 300,000 539,707 300,000 300,000 0.0% 0.0% Personnel Benefits 2,071,184 2,110,580 2,092,537 2,243,245 2,104,391 2,178,992 2,287,511 ‐2.9% 5.0% Supplies 7,636 18,435 24,406 18,435 26,122 18,435 18,435 0.0% 0.0% Other Services and Charges 16,903 13,080 8,234 13,080 24,522 13,080 13,080 0.0% 0.0% Capital Outlay 7,602000000N/AN/A Interfund Payments 479,354 607,193 607,193 510,176 593,018 563,336 610,258 10.4% 8.3% Total 8,779,301 9,160,552 9,136,259 9,333,563 8,954,562 9,103,674 9,227,031 ‐2.5% 1.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Patrol Operations Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Commissioned 70.00 70.00 70.00 70.00 70.00 70.50 69.00 0.7%‐2.1% Total FTE 70.00 70.00 70.00 70.00 70.00 70.50 69.00 0.7%‐2.1% Budget by Department - Police 3 - 99 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. 2011/2012 Accomplishments • Worked cooperatively with Code Enforcement, CED, the City Attorney’s Office, and the Fire Department to address various quality of life issues which arose throughout the last two years, by using the City’s Directed Enforcement Team program. • Developed and disseminated many meaningful crime analysis bulletins and much crime analysis information which was used to identify crime trends as well as prolific offenders who accounted for a great deal of crime occurring in the City. • Utilized the crime analysis information by conducting proactive operations which resulted in the apprehension and conviction of numerous repeat and prolific offenders who were responsible for a substantial amount of crime in the City. 2013/2014 Goals  Work cooperatively with other City departments and various community resources to address quality of life issues.  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 utilizing crime analysis information.  Reduce the impact of street gangs on the community by targeting known gang members, increasing our 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 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,510,072 1,455,026 1,639,882 1,488,410 1,832,616 1,769,038 1,773,271 18.9% 0.2% Part‐Time Salaries 11,159 12,000 11,118 12,000 10,594 12,000 12,000 0.0% 0.0% Overtime 157,851 86,190 212,104 86,190 187,532 86,190 86,190 0.0% 0.0% Personnel Benefits 567,927 526,456 618,455 561,699 697,462 656,351 701,666 16.9% 6.9% Supplies 11,282 32,080 21,209 32,080 14,364 12,080 12,080 ‐62.3% 0.0% Other Services and Charges 161,417 222,053 186,284 222,053 281,836 187,053 187,053 ‐15.8% 0.0% Interfund Payments 9,899 0 31,969 0 18,413 20,000 20,000 100.0% 0.0% Total 2,429,607 2,333,805 2,721,020 2,402,432 3,042,817 2,742,712 2,792,260 14.2% 1.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Special Operations Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Commissioned 17.00 17.00 17.00 17.00 17.00 17.00 17.00 0.0% 0.0% Non‐Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Total FTE 18.00 18.00 18.00 18.00 18.00 18.00 18.00 0.0% 0.0% Intermittent FTE 0.31 0.29 0.31 0.29 0.30 0.29 0.29 0.0% 0.0% Temp/Intermit Pay & Ben 12,937$ 12,000$ 12,903$ 12,000$ 12,305$ 12,000$ 12,000$ 0.0% 0.0% Budget by Department - Police 3 - 100 Patrol 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 2011/2012 Accomplishments  Increased the supervisor’s ability to be more responsive to field activity by reducing the current span of control in the division by adding an additional sergeant position and aligning tasks and responsibilities with best practices.  Continue to improve quality of life for citizens by being responsive to neighborhood complaints and effectively applying education, engineering and enforcement models to resolving concerns.  Effectively direct resources based on collision data provided by Transportation Services to reduce the number of collisions identified at these high crash areas.  Neighborhood traffic related complaints were addressed within 48 hours of receiving them with contact being made to the complainant. Resolution of the complaint is annotated in the monthly report.  Greater than 80% of the reported traffic collisions were handled by the traffic unit during hours of shift coverage.  Parking enforcement was focused within the downtown business core area. This resulted in consistent compliance with the two hour parking limits which resulted in satisfied business owners. 2013/2014 Goals  100% verification of all photo enforcement violations within the 14 day required time frame.  Create a system to consistently track licensing of household pets within the city.  Complete Emergency Services Function associated with disasters in emergency sheltering of animals.  Focus traffic enforcement/education within neighborhoods main ingress/egress streets to increase safety for the citizens. Expenditure Budget by Category ‐ Patrol Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,098,205 998,819 1,095,069 1,017,884 1,072,640 1,131,786 1,137,354 11.2% 0.5% Overtime 57,082 81,379 68,432 81,379 57,960 81,379 81,379 0.0% 0.0% Personnel Benefits 430,575 380,325 439,286 408,259 431,845 443,629 476,135 8.7% 7.3% Supplies 37,922 17,646 24,944 17,646 17,710 17,646 17,646 0.0% 0.0% Other Services and Charges 464,582 618,396 516,850 618,396 470,206 618,396 618,396 0.0% 0.0% Intergovernmental Services 001920000N/AN/A Interfund Payments 152,961 137,148 137,148 123,368 147,036 112,199 106,534 ‐9.1%‐5.0% Total 2,241,326 2,233,713 2,281,921 2,266,932 2,197,396 2,405,035 2,437,444 6.1% 1.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Patrol Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Commissioned 10.00 10.00 10.00 10.00 10.00 10.00 11.00 0.0% 10.0% Non‐Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 13.00 13.00 13.00 13.00 13.00 13.00 14.00 0.0% 7.7% Budget by Department - Police 3 - 101 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. 2011/2012 Accomplishments  Maintained a 81% clearance ratio on all assigned cases  Division members were instrumental in the creation of VIT (Valley Investigation Team) This is a multi‐agency investigative team that is utilized to investigate officer‐involved shootings or in‐custody deaths in the Valleycom service area.  Fully implemented Evidence On‐Q.  Began the barcoding of property taken into evidence prior to Evidence On‐Q implementation  Increased Evidence Technician participation during in‐progress investigations and callouts 2013/2014 Goals  Maintain or exceed an 80% clearance ratio  Implement better case integration and cooperation with members of the Special Operations Division.  Train with and improve the function and abilities of Valley Investigative Team (VIT).  Complete bar coding of remaining untagged property  Continue to dispose of more property items than are taken in  Continue to provide outstanding service to DV victims in the City of Renton Expenditure Budget by Category ‐ Investigation Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,861,804 1,879,666 1,795,046 1,908,659 1,795,132 1,804,939 1,775,076 ‐5.4%‐1.7% Part‐Time Salaries 25,132 1,000 10,616 1,000 13,349 1,000 1,000 0.0% 0.0% Overtime 136,978 120,068 197,184 120,068 158,780 120,068 120,068 0.0% 0.0% Personnel Benefits 666,452 640,749 663,300 684,345 667,814 673,559 702,273 ‐1.6% 4.3% Supplies 28,189 19,080 24,694 19,080 18,378 19,080 19,080 0.0% 0.0% Other Services and Charges 21,725 18,668 37,323 18,668 25,043 18,668 18,668 0.0% 0.0% Intergovernmental Services 4,514 0 4,615 0 5,441 0 0 N/A N/A Capital Outlay 21,804 0 0 0 19,881 0 0 N/A N/A Interfund Payments 46,251 43,704 43,704 38,287 42,387 42,807 43,884 11.8% 2.5% Total 2,812,848 2,722,935 2,776,483 2,790,107 2,746,204 2,680,121 2,680,049 ‐3.9% 0.0% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Investigation Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Commissioned 17.00 17.00 17.00 17.00 17.00 17.00 16.00 0.0%‐5.9% Non‐Commissioned 4.00 4.00 4.00 4.00 4.00 4.00 4.00 0.0% 0.0% Total FTE 21.00 21.00 21.00 21.00 21.00 21.00 20.00 0.0%‐4.8% Intermittent FTE 0.72 0.02 0.31 0.02 0.39 0.02 0.02 0.0% 0.0% Temp/Intermit Salaries and Bene 30,012$ 1,000$ 12,994$ 1,000$ 16,097$ 1,000$ 1,000$ 0.0% 0.0% Budget by Department - Police 3 - 102 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. 2011/2012 Accomplishments  Organized the National Night Out event each year. In 2012, over 1200 citizens participated in the event at Heritage Park.  By utilizing Electronic Home Detention, we saved over $800,000 in jail expenditures in 2012.  Implemented a new module in our records management software that will assist in the inventory and dissemination of department equipment.  Implemented a new staffing software called Telestaff that is coordinated with payroll.  Began Advanced Configuration in Telestaff, which included making changes to the roster screen, and developing Extra Duty sign‐up and Bid Shifting  Integrated a new decision making process in the Defensive Tactics and Firearms programs. 2013/2014 Goals  Completely institute the reality based training program in our monthly in‐service training schedule.  Transition from all paper payroll to all Telestaff payroll including Extra Duty, bid shifts, vacation bids  Conduct 50+ Blockwatch meetings in 2013 and 2014  Sponsor National Night Out at Phillip Arnold Park in August 2013 Expenditure Budget by Category ‐ Administrative Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,006,522 755,155 1,004,871 767,821 1,008,154 1,034,576 1,042,016 34.7% 0.7% Overtime 78,717 59,699 47,809 59,699 40,623 59,699 59,699 0.0% 0.0% Personnel Benefits 352,031 246,807 344,727 268,387 344,396 358,236 385,597 33.5% 7.6% Supplies 248,818 198,726 167,661 198,726 208,951 198,726 198,726 0.0% 0.0% Other Services and Charges 163,995 166,231 160,073 166,231 140,771 166,231 166,231 0.0% 0.0% Interfund Payments 71,704 74,337 74,337 60,661 72,237 66,645 87,523 9.9% 31.3% Total 1,921,788 1,500,955 1,799,478 1,521,525 1,815,132 1,884,113 1,939,792 23.8% 3.0% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administrative Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Commissioned 6.00 6.00 6.00 6.00 6.00 4.00 3.00 ‐33.3%‐25.0% Non‐Commissioned 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 9.00 9.00 9.00 9.00 9.00 7.00 6.00 ‐22.2%‐14.3% Budget by Department - Police 3 - 103 Staff Services Division 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. 2011/2012 Accomplishments  Upgraded our computerized reporting system AEGIS Mobile to version 8.0 to work in conjunction with AEGIS 9.0.  Managed increase of case reports and Public Disclosure Requests with re‐organization of division staffing levels to meet department needs.  Transitioned from reporting our annual crimes statistics from the Uniform Crime Report procedures to the newly required Incident Based Reporting which will reflect a more accurate process.  Upgraded our records management system from service pack 6 to service pack 9.1  Hired and trained three new Police Service Specialists 2013/2014 Goals  Respond to 100% of Public Records requests within five (5) days  Become and stay up‐to‐date on Validations as required by the State of Washington requirements  Maintain 100% accuracy on Incident Based Reporting (IBR).  Maintain 98% accuracy on case/data entry Expenditure Budget by Category ‐ Staff Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 677,888 675,272 853,459 696,479 887,011 947,413 958,513 36.0% 1.2% Overtime 144,453 40,040 98,913 40,040 165,524 40,592 40,592 1.4% 0.0% Personnel Benefits 280,925 273,782 333,110 307,871 365,897 369,619 404,299 20.1% 9.4% Supplies 59,497 19,950 9,436 19,950 12,877 19,950 19,950 0.0% 0.0% Other Services and Charges 36,816 35,134 37,432 35,134 33,275 35,134 35,134 0.0% 0.0% Total 1,199,579 1,044,178 1,332,351 1,099,474 1,464,584 1,412,708 1,458,488 28.5% 3.2% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Staff Services Division 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Commissioned 0.00 0.00 0.00 0.00 0.00 1.00 1.00 100.0% 0.0% Non‐Commissioned 12.40 12.40 12.40 12.40 13.40 13.40 13.40 8.1% 0.0% Total FTE 12.40 12.40 12.40 12.40 13.40 14.40 14.40 16.1% 0.0% Budget by Department - Police 3 - 104 Police Department Position Listing (1 of 2) 2010 2011 2011 2012 2012 2013 2014 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration Commissioned Officers M49 Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M45 Police Deputy Chief 2.002.002.002.001.001.001.00 M37 Commander 0.00 0.00 0.00 0.00 1.00 1.00 1.00 Total Commissioned Officers 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Non‐Commissioned Personnel M36 Police Manager 1.000.000.000.000.000.000.00 N14 Administrative Assistant 1.001.001.001.001.001.001.00 PN51 Police Secretary 1.001.001.001.001.001.001.00 Total Non‐Commissioned 3.002.002.002.002.002.002.00 Total Administration Division 6.00 5.00 5.00 5.00 5.00 5.00 5.00 Patrol Operations Commissioned Officers M37 Commander 2.00 2.00 2.00 2.00 2.00 2.00 2.00 PC61 Sergeant 8.00 8.00 8.00 8.00 8.00 8.00 8.00 PC60 Police Officer – Patrol 60.00 0.00 0.00 0.00 0.00 0.00 0.00 PC60 Police Officer – Patrol 1 0.00 60.00 60.00 60.00 60.00 60.50 59.00 Total Commissioned Officers 70.00 70.00 70.00 70.00 70.00 70.50 69.00 Non‐Commissioned Personnel Total Patrol Operations Division 70.00 70.00 70.00 70.00 70.00 70.50 69.00 Special Operations Commissioned Officers M37 Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC61 Sergeant 2.00 2.00 2.00 2.00 2.00 2.00 2.00 PC60 Police Officer – Patrol 12.00 12.00 12.00 12.00 12.00 12.00 12.00 PC60 Police Officer ‐ VNET 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC60 Police Officer ‐ Auto Theft Task Force 1.001.001.001.001.001.001.00 Total Commissioned Officers 17.00 17.00 17.00 17.00 17.00 17.00 17.00 Non‐Commissioned Personnel PN54 Crime Analyst 1.001.001.001.001.001.001.00 Total Non‐Commissioned 1.001.001.001.001.001.001.00 Total Special Operations Division 18.00 18.00 18.00 18.00 18.00 18.00 18.00 Patrol Services Commissioned Officers M37 Commander 1.00 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 2.00 PC60 Police Officer – Traffic 8.008.008.008.008.008.008.00 Total Commissioned Officers 10.00 10.00 10.00 10.00 10.00 10.00 11.00 Non‐Commissioned Personnel PN52 Animal Control Officer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 PN50 Parking Enforcement Officer 1.001.001.001.001.001.001.00 Total Non‐Commissioned 3.003.003.003.003.003.003.00 Total Patrol Services Division 13.00 13.00 13.00 13.00 13.00 13.00 14.00 1 Includes reduction of 1 COPS grant position. Funding requirement ends 5/31/13. Shows as .5 FTE in 2013 and 0 FTE in 2014 2 Reduction of 2 COPS grant positions. Funding requirement ends 5/31/13. Budget by Department - Police 3 - 105 Police Department Position Listing (2 of 2) 2010 2011 2011 2012 2012 2013 2014 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Investigations Commissioned Officers M37 Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC61 Sergeant 3.00 3.00 3.00 3.00 3.00 3.00 2.00 PC60 Police Officer/Detectives 13.00 13.00 13.00 13.00 13.00 13.00 13.00 Total Commissioned Officers 17.00 17.00 17.00 17.00 17.00 17.00 16.00 Non‐Commissioned Personnel PN61 Domestic Violence Victim Advocate 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PN53 Evidence Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00 PN51 Police Secretary 1.001.001.001.001.001.001.00 Total Non‐Commissioned 4.004.004.004.004.004.004.00 Total Investigations Division 21.00 21.00 21.00 21.00 21.00 21.00 20.00 Administrative Services Commissioned Officers M37 Commander 2.00 2.00 2.00 2.00 2.00 2.00 1.00 PC61 Sergeant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC60 Police Officer – SRO 2 2.00 2.00 2.00 2.00 2.00 0.00 0.00 PC60 Police Officer – Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Commissioned Officers 6.00 6.00 6.00 6.00 6.00 4.00 3.00 Non‐Commissioned Personnel PN54 Police Community Program Coordinator 2.002.002.002.002.002.002.00 PN51 Police Secretary 1.001.001.001.001.001.001.00 Total Non‐Commissioned Personnel 3.003.003.003.003.003.003.00 Total Administrative Services Division 9.00 9.00 9.00 9.00 9.00 7.00 6.00 Staff Services Commissioned Officers M37 Commander 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Total Commissioned Officers 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Non‐Commissioned Personnel PN58 Police Service Specialist Supervisor 1.00 1.00 1.00 1.00 1.00 2.00 2.00 PN57 Police Service Specialist Lead 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PN62 Police Service Specialist 10.40 10.40 10.40 10.40 11.40 10.40 10.40 Total Non‐Commissioned 12.40 12.40 12.40 12.40 13.40 13.40 13.40 Total Staff Services Division 12.40 12.40 12.40 12.40 13.40 14.40 14.40 Auxiliary Services (Jail) Non‐Commissioned Personnel PN59 Jail Sergeant 2.00 0.00 0.00 0.00 0.00 0.00 0.00 PN52 Jailer 13.00 0.00 0.00 0.00 0.00 0.00 0.00 PN51 Police Secretary 1.001.001.001.000.000.000.00 Total Non‐Commissioned Personnel 16.00 1.00 1.00 1.00 0.00 0.00 0.00 Total Auxiliary Services (Jail)16.001.001.001.000.000.000.00 Auxiliary Services (Electronic Home Detention) Non‐Commissioned Personnel PN56 Electronic Home Detention Jailer 2.002.002.002.002.002.002.00 Total Non‐Commissioned Personnel 2.002.002.002.002.002.002.00 Total Auxiliary Services (Electronic Home Detention)2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Auxiliary Services Division 18.003.003.003.002.002.002.00 Total Commissioned Officers 123.00 123.00 123.00 123.00 123.00 122.50 120.00 Total Non‐Commissioned Personnel 44.40 28.40 28.40 28.40 28.40 28.40 28.40 Total Police Department 167.40 151.40 151.40 151.40 151.40 150.90 148.40 Grade Title Budget by Department - Police 3 - 106 Public Works *Utility Systems Division funds the four (4) FTE’s that are managed in the Finance Division of the Administrative Services (AS) Department. See AS Department page for FTE count and Budget. ADMINISTRATOR Gregg Zimmerman 139.5 FTEs MAINTENANCE SERVICES Michael Stenhouse 82 FTEs Street Solid Waste Water Wastewater Surface Water Fleet TRANSPORTATION SYSTEMS Doug Jacobson 31 FTEs Systems Maintenance and Operations Planning and Programming Design Airport UTILITY SYSTEMS* Lys Hornsby 23.5 FTEs Solid Waste Water Wastewater Surface Water Adminstrative Support 2 FTEs Budget by Department - Public Works 3 - 107 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. 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Operating Budget Summary 63,121,740 61,092,798 61,460,031 61,053,542 74,888,603 68,722,925 69,595,473 12.6% 1.3% CIP Budget Summary 20,368,874 26,890,517 21,036,428 27,065,603 33,941,240 45,964,803 25,192,107 69.8%‐45.2% Position Summary 139.50 139.50 139.50 139.50 141.50 137.50 139.50 ‐1.4% 1.5% List of Public Works Renton Results Decision Packages: 2013 Adopted 2014 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 400015.0003 Public Works Administration 3.00 479,503 ‐ 3.00 488,760 ‐ 400016.0117 Trans Operations Maintenance Section 9.90 2,271,970 ‐ 9.90 2,273,726 ‐ 400016.0118 Transportation Systems Admin 2.50 631,352 ‐ 2.50 648,054 ‐ 400016.0119 Building the Mobility Network 6.42 867,454 500,000 6.42 886,754 400,000 400016.0120 Trans Operations Engineering Section 3.20 372,795 ‐ 3.20 384,732 ‐ 400016.0121 Transit Coordination/Commute Trip Reduction 0.70 110,676 ‐ 0.70 112,856 ‐ 400016.0122 Airport Operations 6.00 1,379,685 1,408,843 6.00 1,405,557 1,431,610 400016.0123 Bridges and Guardrails 0.33 38,038 ‐ 0.33 38,639 ‐ 400016.0124 Sidewalk Program 0.05 7,052 ‐ 0.05 7,219 ‐ 400019.0005 Public Works Maintenance Administration 5.45 969,059 ‐ 5.45 986,193 ‐ 400019.0006 Street Maintenance 19.10 3,295,963 764,563 19.10 3,412,815 769,885 500018.0101 Waterworks Revenue Bond Debt ‐ 3,065,268 ‐ ‐ 3,056,056 ‐ 500018.0102 King County Metro Fund ‐ 15,126,703 15,126,703 ‐ 15,202,336 15,202,336 500018.0103 Public Works Trust Fund Loan Debt ‐ 918,149 ‐ ‐ 740,036 ‐ 500018.0104 Solid Waste Collection 1.25 15,461,276 15,643,882 1.25 15,765,506 16,360,628 500018.0105 Utility Systems Administration 3.00 805,441 ‐ 3.00 815,842 ‐ 500018.0106 Water Engineering and Planning 5.80 3,483,895 12,658,018 5.80 3,635,731 12,963,071 500018.0107 Wastewater Engineering and Planning 4.50 2,643,236 6,227,905 4.50 2,717,613 7,244,194 500018.0108 Surface Water Engineering and Planning 7.80 2,738,095 7,924,008 7.80 2,821,480 4,852,912 500018.0109 Surface Water NPDES Education 0.20 26,118 ‐ 0.20 86,919 ‐ 500018.0110 Water Education 0.20 19,176 ‐ 0.20 19,370 ‐ 500018.0111 Solid Waste Education 0.75 130,853 52,278 0.75 134,392 54,500 500019.0010 Water Maintenance 25.30 5,076,597 10,078 25.30 5,196,183 10,078 500019.0011 Wastewater Maintenance 6.95 1,304,856 19,740 6.95 1,328,754 19,740 500019.0012 Surface Water Maintenance 13.20 2,332,169 10,700 15.20 2,587,013 10,700 500019.0013 Solid Waste Litter Control 1.00 281,948 4,692 1.00 298,711 4,692 600016.0003 Trans Operations Internal Support Services 1.90 231,667 ‐ 1.90 238,592 ‐ 600019.0007 Fleet Services Capital Recovery ‐ 1,490,000 1,595,790 ‐ 1,041,000 1,625,179 600019.0008 Fleet Services Operation & Maintenance 9.00 2,523,931 2,523,934 9.00 2,614,632 2,614,630 Budget by Department - Public Works 3 - 108 2013 Adopted 2014 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 700005.0006 Indirect Cost Transfer Multi Depts ‐ ‐ 717,091 ‐ ‐ 736,970 760016.0001 Arterial Street Fund ‐ 640,000 643,000 ‐ 650,000 643,000 900005.0005 General Governmental Fund Revenues ‐ ‐ 7,143,022 ‐ ‐ 7,308,126 900005.0006 Non‐GG Fund Revenues ‐ ‐ 50,000 ‐ ‐ 50,000 Total Operating 137.50 68,722,925 73,024,247 139.50 69,595,473 72,302,251 460016.0008 A Major Facility Maintenance ‐ 130,000 130,000 ‐ 130,000 130,000 460016.0010 A Renton Gateway Utilities ‐ 105,204 105,204 ‐ 105,204 105,204 460016.0011 A Storm Water System Rehabilitation ‐ 76,000 76,000 ‐ 85,000 85,000 460016.0012 A Taxiway Bravo/Renumbering/Sign Replace ‐ 9,700,000 9,700,000 ‐ ‐ ‐ 460016.0014 T 1% for the Arts Prgm ‐ 15,000 15,000 ‐ 15,000 15,000 460016.0015 T Arterial Circulation Prgm ‐ 120,000 120,409 ‐ 120,000 120,410 460016.0016 T Arterial Rehabilitation Program ‐ 366,000 366,000 ‐ 1,085,000 1,085,000 460016.0017 T Barrier Free Transition Plan Implement ‐ 30,000 30,000 ‐ 30,000 30,000 460016.0018 T Bicycle Route Development Prgm ‐ 30,000 30,000 ‐ 30,000 30,000 460016.0019 T Bridge Inspection & Repair Prgm ‐ 1,322 1,322 ‐ 25,000 25,000 460016.0020 T CIP Street Overlay ‐ 776,000 776,000 ‐ 747,000 747,000 460016.0022 T Environmental Monitoring Prgm ‐ 20,000 20,000 ‐ ‐ ‐ 460016.0023 T GIS ‐ Needs Assess & Data Develop ‐ 15,000 15,000 ‐ 15,000 15,000 460016.0024 T Intelligent Transportation System Prgm ‐ 30,000 30,000 ‐ 30,000 30,000 460016.0025 T Intersection Safety & Mobility Prgm ‐ 168,000 168,000 ‐ 182,000 182,000 460016.0027 T NE 3rd/NE 4th Corridor Improvements ‐ 61,000 61,000 ‐ 71,000 71,000 460016.0028 T Preservation of Traffic Op Devices Prgm ‐ 62,000 62,000 ‐ 62,000 62,000 460016.0029 T Proj Develop & Redesign Prgm ‐ 100,000 100,000 ‐ 115,000 115,000 460016.0030 T Rainier Ave Impr ‐ Grady Way to S 2nd St ‐ 9,844,223 9,844,223 ‐ ‐ ‐ 460016.0031 T Roadway Safety and Guardrail Program ‐ 10,000 10,000 ‐ 15,000 15,000 460016.0033 T Sidewalk Rehab & Replacement Prgm ‐ 170,000 170,000 ‐ 100,000 100,000 460016.0034 T SW 27th St/Strander Blvd Connect ‐ 8,222,575 8,222,575 ‐ ‐ ‐ 460016.0035 T SW 27th St/Strander interfund Loan Repaym ‐ 149,591 149,591 ‐ 149,590 149,590 460016.0036 T Traffic Safety Prgm ‐ 330,000 330,000 ‐ 36,000 36,000 460016.0037 T Transit Prgm ‐ 25,000 25,000 ‐ 25,000 25,000 460016.0038 T Transportation Concurrency/LOS Prgm ‐ 10,000 10,000 ‐ 30,000 30,000 460016.0039 T Transportation Demand Management Prgm ‐ 45,000 45,000 ‐ 45,000 45,000 460016.0040 T Walkway Program ‐ 125,000 125,000 ‐ 170,000 170,000 460016.0041 T WSDOT Coordination Prgm ‐ 10,000 10,000 ‐ 30,000 30,000 460016.0042 T Carr Rd Improvements ‐ 1,050,000 1,050,000 ‐ 2,191,000 2,191,000 460016.0043 T S 7th Street ‐ Rainier Ave S to Talbot Rd S ‐ 192,000 192,000 ‐ 408,000 408,000 460016.0044 T Highlands to Boeing/Landing Pedestrian Con ‐ 2,000,000 2,000,000 ‐ ‐ ‐ 460016.0046 T Logan Ave N Improvements ‐ 800,000 800,000 ‐ 300,000 300,000 460016.0047 A Pavement Management Program ‐ 170,000 170,000 ‐ 165,000 165,000 460016.0048 A Fire Water System Rehabilitation ‐ 50,000 50,000 ‐ 100,000 100,000 460016.0049 A Seaplane Launch Ramp Replacement ‐ ‐ ‐ ‐ 150,000 150,000 460016.0050 A Airside/Landside Separation Project ‐ 20,000 20,000 ‐ 20,000 20,000 460016.0051 A 820 Bldg Demolition ‐ ‐ ‐ ‐ 637,313 637,313 460016.0053 A Wildlife Assessment ‐ 88,888 88,888 ‐ ‐ ‐ 460016.0054 T NE 31st Street Culvert Repair ‐ 480,000 480,000 ‐ ‐ ‐ 560018.0001 W Highlands 435 Zone Reservoirs ‐ 800,000 800,000 ‐ 1,600,000 1,600,000 560018.0002 W Water Main Oversizing ‐ 100,000 100,000 ‐ 100,000 100,000 560018.0003 W Water Main Replacement ‐ 1,000,000 1,000,000 ‐ 1,000,000 1,000,000 560018.0004 W Automatic Meter Reading Conversion ‐ 500,000 500,000 ‐ 515,000 515,000 560018.0005 W Emergency Power to Water Facilities ‐ 150,000 150,000 ‐ 50,000 50,000 Budget by Department - Public Works 3 - 109 2013 Adopted 2014 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 560018.0006 W Water Conservation Program ‐ 200,000 200,000 ‐ 200,000 200,000 560018.0007 W Primary Disinfection Improvements ‐ 200,000 200,000 ‐ ‐ ‐ 560018.0008 W Rainier Avenue South Utility Improvements ‐ 400,000 400,000 ‐ ‐ ‐ 560018.0010 WW Miscellaneous/Emergency Projects ‐ 100,000 100,000 ‐ 100,000 100,000 560018.0012 WW East Renton Lift Station Elimination ‐ 25,000 25,000 ‐ 25,000 25,000 560018.0014 WW Sanitary Sewer Hydraulic Model ‐ 200,000 200,000 ‐ ‐ ‐ 560018.0015 WW Telemetry Upgrade ‐ 150,000 150,000 ‐ ‐ ‐ 560018.0018 WW Lind Avenue Lift Station Replacement ‐ 600,000 600,000 ‐ ‐ ‐ 560018.0019 WW Airport Lift Station Rehabilitation ‐ 350,000 350,000 ‐ 700,000 700,000 560018.0022 WW Wastewater Operation Master Plan ‐ 50,000 50,000 ‐ 50,000 50,000 560018.0024 SW Springbrook Crk Wetland & Habitat Mit ‐ 150,000 150,000 ‐ 150,000 150,000 560018.0026 SW Small Drainage Projects Program ‐ 200,000 200,000 ‐ 200,000 200,000 560018.0027 SW Miscellaneous/Emergency Storm Projects ‐ 50,000 50,000 ‐ 50,000 50,000 560018.0028 SW Lower Cedar River Sediment Mgmt Proj ‐ 750,000 750,000 ‐ 2,050,000 2,050,000 560018.0029 SW Talbot Hill Ar Mosquito Abatement Prgm ‐ 75,000 75,000 ‐ 100,000 100,000 560018.0030 SW Stream Flow & Wtr Qlty Monitoring Prgm ‐ 10,000 10,000 ‐ 10,000 10,000 560018.0031 SW Surface Water Utility GIS ‐ 100,000 100,000 ‐ 100,000 100,000 560018.0035 SW Madsen Crk Sedimentation Mntc ‐ 50,000 50,000 ‐ 50,000 50,000 560018.0036 SW Hardie Ave. SW Underpass Storm Sys Impr ‐ 119,000 119,000 ‐ 4,981,000 4,981,000 560018.0037 SW NE 5th St & Edmonds Ave Storm Sys Impro ‐ 760,000 760,000 ‐ ‐ ‐ 560018.0041 SW Maplewood Creek Sedimentation Facility ‐ 100,000 100,000 ‐ ‐ ‐ 560018.0042 WW Misty Cove Lift Station Replacement ‐ 300,000 300,000 ‐ 300,000 300,000 560018.0043 WW Thunder Hill Interceptor Repl/Rehab ‐ ‐ ‐ ‐ 300,000 300,000 560018.0044 WW Central Renton Interceptor Reline/Upsize ‐ ‐ ‐ ‐ 400,000 400,000 560018.0045 WW Liberty Lift Station Installation Project ‐ 100,000 100,000 ‐ ‐ ‐ 560018.0046 WW S 132nd Street Sewer Extensions ‐ 225,000 225,000 ‐ ‐ ‐ 560018.0047 WW Develop Access Road ‐ Aberdeen Apt ‐ 50,000 50,000 ‐ 100,000 100,000 560018.0048 WW Renton Hill Deep Manhole ‐ 100,000 100,000 ‐ ‐ ‐ 560018.0049 WW 2013 Sanitary Sewer Main Repl/Rehab ‐ 1,000,000 1,000,000 ‐ ‐ ‐ 560018.0050 WW 2014 Sanitary Sewer Main Repl/Rehab ‐ ‐ ‐ ‐ 1,275,000 1,275,000 560018.0052 W Transmission Main Replacement ‐ ‐ ‐ ‐ 500,000 500,000 560018.0053 W Water System Security ‐ 15,000 15,000 ‐ 15,000 15,000 560018.0054 W Telemetry Improvements ‐ 100,000 100,000 ‐ 100,000 100,000 560018.0055 W Reservoir Recoating ‐ 50,000 50,000 ‐ 175,000 175,000 560018.0056 W Emergency Response Projects ‐ 50,000 50,000 ‐ 50,000 50,000 560018.0057 W Water System GIS ‐ 5,000 5,000 ‐ 5,000 5,000 560018.0058 W Water Quality Monitoring ‐ 15,000 15,000 ‐ 15,000 15,000 560018.0059 W Hydraulic Model of Water System ‐ 10,000 10,000 ‐ 10,000 10,000 560018.0060 W Maplewood Equipment Access & H2S Mitiga ‐ 50,000 50,000 ‐ ‐ ‐ 560018.0061 W Maplewood Filter Media Replacement ‐ 50,000 50,000 ‐ 50,000 50,000 560018.0062 W Aquifer Monitoring and Management ‐ 50,000 50,000 ‐ ‐ ‐ 560018.0063 SW Harrington Ave NE/Green Connections Sto ‐ 340,000 340,000 ‐ 940,000 940,000 560018.0064 SW Stormwater Facility Fencing Project ‐ 100,000 100,000 ‐ 100,000 100,000 560018.0065 SW NE 10th St & Anacortes Ave NE Detention ‐ 60,000 60,000 ‐ 215,000 215,000 560018.0066 SW Sunset Terrace Regional Stormwater Facilit ‐ 325,000 325,000 ‐ 985,000 985,000 Budget by Department - Public Works 3 - 110 2013 Adopted 2014 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 560018.0067 SW Monroe Ave. NE & N 2nd Street Infiltration ‐ ‐ ‐ ‐ 100,000 100,000 760016.0002 Transportation Impact Mitigation Fund ‐ 183,000 40,000 ‐ 107,000 40,000 Total CIP ‐ 45,964,803 45,822,212 ‐ 25,192,107 25,125,517 Total 137.50 114,687,728$ 118,846,459$ 139.50 94,787,580$ 97,427,768$ Note: The first letter(s) of the CIP description title identifies the type of project. A = Airport, T = Transportation, W = Water, WW = Wastewater, SW = Surface Water Budget by Department - Public Works 3 - 111 Public Works Performance Measures: City Service Area City Service Area Strategies Performance Measures 2012 Results 2013‐14 Targets Comprehensive mobility network that connects to the public to desired destinations No delayed takeoff or landings of Boeing and other tenant aircraft.30 Maintain a reasonable Overall Condition Index (Pavement) rating. data not available at this time ≥70 Promote public safety by maximizing percent of time signals are operational. 99% 99% Maintain safe bridges by having no load‐ restricted bridges.00 Complete construction of projects on time and within budget.100% 90% Reduce travel time on arterials.2.8%≥1% Percentage of Single Occupancy (SOV) commuters citywide is reduced.<1%≥1% Increase residential recycling annual tons collected per capita.1%3% Increase residential organics collection per capita.5%3% Decrease solid waste tons disposed per capita.‐2%‐1% Restore water service within 4 hours during emergency shut downs. data not available at this time 98% Development Plans and permit reviews completed within 5 business days of receipt.95%80% Requests for Wastewater system information provided within 2 business days.90%80% Reduce the number of insurance claims against the City resulting from grease plug backups. ‐17%‐5% Maintain 20% or greater discount on federal flood insurance rates by maintaining a low Community Rating System (CRS) classification rating. 6 ≤6 Maintain Surface Water NPDES permit compliance in the City.100% 100% Maintenance cost is maintained at a lower cost than local private vendors per pricing survey performed annually. data not available at this time ≤25% Minimize the number of unscheduled repairs for City vehicles and motarized equipment fleet as as percent of the total repairs. data not available at this time ≤15% Equipment and data that is reliable and accessible Internal Support Mobility Utilities and Environment Well‐maintained condition of the mobility infrastructure Efficient and safe operation of mobility infrastructure Manage solid waste Operate and maintain piped utility infrastructure Compliance with environmental standards and laws Budget by Department - Public Works 3 - 112 Highlight of Budget Changes:  Adopted the following position reductions for 2013/2014: o 1.0 Electronic Systems Assistant II o 1.0 Principal Civil Engineer, Transportation o 1.0 Civil Engineer I, Surface Water o 1.0 Civil Engineer II, Surface Water  Adopted the following position additions for 2014: o 2.0 Maintenance Worker III, Surface Water Maintenance for Stormwater Pond Maintenance Program.  Part‐time salaries increased in 2013 by $66k due to reallocating funds from other lines and the addition of maintaining retention ponds previously operated by King County.  Personnel benefits increased in 2014 by $451k due to over city‐wide healthcare cost increases and 2.0 FTE increases.  Supplies increased in 2013 by $528k due to increase costs for fuel.  Other services and charges increased in 2013 by $3 million due to increase costs in utilities (paid to city utilities and pass‐through to King County).  Intergovernmental increased in 2013 by $1.4 million due to corrections made to utility taxes in the 2012 Adopted Budget.  Capital Outlay increased in 2013 by $1 million but decreased in 2014 by $450k due to the timing of replacing the city’s fleet inventory.  Transfers increased in 2013 by $195k mainly due to a one‐time new program request of $185k to purchase a new dump truck. Budget by Department - Public Works 3 - 113 Expenditure Budget by Division ‐ Public Works 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Administration 514,858 454,179 452,538 473,685 470,051 479,503 488,760 1.2% 1.9% Maintenance Services 25,202,048 28,447,772 28,722,038 27,999,553 29,983,545 32,401,227 32,667,638 15.7% 0.8% Transportation Services 6,927,525 6,344,975 6,322,286 6,560,140 6,557,370 6,550,689 6,646,129 ‐0.1% 1.5% Utility Systems 30,477,310 25,845,873 25,963,170 26,020,164 37,877,637 29,291,506 29,792,946 12.6% 1.7% Operating Total 63,121,740 61,092,798 61,460,031 61,053,542 74,888,603 68,722,925 69,595,473 12.6% 1.3% CIP 20,368,874 26,890,517 21,036,428 27,065,603 33,941,240 45,964,803 25,192,107 69.8%‐45.2% Total 83,490,614 87,983,315 82,496,459 88,119,145 108,829,843 114,687,728 94,787,580 30.2%‐17.4% Expenditure Budget by Category ‐ Public Works 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 9,509,631 9,839,708 9,497,526 10,158,576 9,726,476 10,052,884 10,225,874 ‐1.0% 1.7% Part‐Time Salaries 184,301 196,601 189,605 196,601 209,523 262,881 273,473 33.7% 4.0% Overtime 286,157 244,580 263,462 244,580 311,823 225,853 225,341 ‐7.7%‐0.2% Personnel Benefits 3,535,484 3,896,745 3,647,995 4,343,880 3,854,042 4,067,122 4,509,048 ‐6.4%10.9% Supplies 2,609,846 2,523,895 2,600,464 2,523,895 2,921,663 3,052,212 3,119,603 20.9% 2.2% Other Services and Charges 25,550,428 28,582,341 27,020,488 28,634,968 28,277,340 31,632,574 32,022,017 10.5% 1.2% Intergovernmental Services 4,614,461 3,954,728 5,440,971 3,954,728 6,016,632 6,848,579 7,116,130 73.2% 3.9% Capital Outlay 842,409 1,285,923 2,056,268 583,923 2,327,784 1,598,923 1,149,923 173.8%‐28.1% Debt Service 4,556,764 4,609,402 4,609,748 4,604,209 14,964,114 4,503,417 4,316,092 ‐2.2%‐4.2% Interfund Payments 5,887,849 5,338,875 5,472,282 5,178,182 5,475,001 5,653,480 5,861,972 9.2% 3.7% Transfer Out 5,544,409 620,000 661,221 630,000 804,205 825,000 776,000 31.0%‐5.9% Operating Total 63,121,740 61,092,798 61,460,031 61,053,542 74,888,603 68,722,925 69,595,473 12.6% 1.3% CIP 20,368,874 26,890,517 21,036,428 27,065,603 33,941,240 45,964,803 25,192,107 69.8%‐45.2% Total 83,490,614 87,983,315 82,496,459 88,119,145 108,829,843 114,687,728 94,787,580 30.2%‐17.4% Staffing Levels by Division ‐ Public Works 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Administration 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Maintenance Services 78.00 78.00 78.00 78.00 80.00 80.00 82.00 2.6% 2.5% Transportation Services 33.00 33.00 33.00 33.00 33.00 31.00 31.00 ‐6.1% 0.0% Utility Systems 25.50 25.50 25.50 25.50 25.50 23.50 23.50 ‐7.8% 0.0% Total FTE 139.50 139.50 139.50 139.50 141.50 137.50 139.50 ‐1.4%1.5% Intermittent FTE 5.09 4.80 5.28 4.80 5.82 7.04 7.34 46.6% 4.3% Temp/Intermit Pay & Ben 211,853$ 199,681$ 219,716$ 199,681$ 242,265$ 292,805$ 305,317$ 46.6% 4.3% Budget by Department - Public Works 3 - 114 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. 2011/2012 Accomplishments • Completed the design and began construction on the Rainier Avenue Improvements Project. • Completed construction of the Logan Avenue Trail (aka Logan Avenue North Stage 2 Lake Washington Trail). • Began construction of the SW 27th Street/Strander Blvd Project. • Completed design and construction of the South Lake Washington Improvements/Garden Avenue Widening Project. • Completed design and construction of the NE 3rd/4th Street Corridor Project at Whitman Avenue. • Installed 10 new school speed zone assemblies with flashers for 7 schools. • Continuous improvements made in snow removal (added second larger de‐icer truck, using salt in key locations, 24/7 GPS tracking of snowplow locations). • Continuing to make progress in eliminating localized stormwater flooding in Renton through targeted drain line maintenance and capital improvement projects. • City in the process of assuming maintenance responsibilities for stormwater facilities in residential subdivisions. • Completed key utility infrastructure projects including the Cascade Sewer Interceptor Rehabilitation (Royal Hills), Hawks Landing utilities extension, and the Earlington Neighborhood Utility and Street Rehabilitation Project. • Implementing 6‐year Electronic Water Meter Installation Project – over 2000 electronic meters installed to date. • Worked with King County Metro to finalize routing of a new bus rapid transit route between Renton and Burien, RapidRide F Line. • Worked with the Washington State Department of Transportation to successfully complete construction of I‐405 improvements including new north and south general purpose lanes and a new interchange at Talbot Road. 2013/2014 Goals • Complete construction of the improvements to Rainier Avenue between Grady Way and South 2nd Street by the first quarter of 2014. • Complete construction of Phase 2 of the SW 27th Street/Strander Blvd. Project (bridge under the BNSF tracks and two‐lane road into the Tukwila Sounder Station parking lot) by the first quarter of 2014. • Complete construction of the Highlands to Landing Pedestrian Trail. • Work with King County to implement RapidRide F Line bus rapid transit route between Renton and Burien by September 2013. • Assume maintenance of surface water facilities in residential subdivisions (213 facilities) by 2014. • Work with WSDOT on important I‐405 projects, including HOT lanes and SR 167/I‐405 interchange improvements. • Work with the Department of Community and Economic Development on Sunset Terrace development and infrastructure improvements. Budget by Department - Public Works 3 - 115 Expenditure Budget by Category ‐ Administration 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 289,097 292,416 292,393 299,505 299,526 300,570 301,080 0.4% 0.2% Personnel Benefits 80,607 83,642 86,322 94,868 93,003 92,838 101,162 ‐2.1% 9.0% Supplies 2,399 3,200 2,045 3,200 4,836 2,000 2,000 ‐37.5% 0.0% Other Services and Charges 855 4,578 1,435 4,578 1,151 450 450 ‐90.2% 0.0% Interfund Payments 141,900 70,343 70,343 71,534 71,534 83,645 84,068 16.9% 0.5% Total 514,858 454,179 452,538 473,685 470,051 479,503 488,760 1.2% 1.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Total FTE 3.00 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Budget by Department - Public Works 3 - 116 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. 2011/2012 Accomplishments Street Maintenance • Eighty‐five percent of the citizens contacting the division rate our service as satisfactory. • A street Overall Condition Index (OCI) rating of 70 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 and Surface Water Maintenance • Surface water flooding and sewer overflows are minimized. Fleet Maintenance • Ensure safe, available, and reliable vehicles and equipment. 2013/2014 Goals Street Maintenance • Within the resources provided, keep Renton’s rights‐of‐way as clean as possible. • Eighty‐five percent of the citizens contacting the division rate our service as satisfactory. • A Street Overall Condition Index (OCI) rating of 70 is maintained. Water Maintenance • High quality water is provided in sufficient quantity. Wastewater and Surface Water Maintenance • Surface water flooding and sewer overflows are minimized. Fleet Maintenance • Ensure safe, available, and reliable vehicles and equipment for the City’s use. Budget by Department - Public Works 3 - 117 Expenditure Budget by Category ‐ Maintenance Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 4,721,015 4,868,239 4,729,079 5,031,158 4,976,094 5,200,650 5,351,432 3.4% 2.9% Part‐Time Salaries 78,426 89,364 86,096 89,364 84,471 99,444 109,524 11.3% 10.1% Overtime 191,327 160,011 171,955 160,011 187,572 160,011 160,011 0.0% 0.0% Personnel Benefits 1,922,866 2,115,827 1,974,556 2,346,662 2,114,616 2,250,378 2,528,642 ‐4.1% 12.4% Supplies 2,310,588 2,329,468 2,346,160 2,329,468 2,529,275 2,797,051 2,864,857 20.1% 2.4% Other Services and Charges 12,394,578 14,461,931 14,081,777 14,529,558 14,357,162 16,958,768 17,077,241 16.7% 0.7% Intergovernmental Services 31 0 12,010 0 258 0 0 N/A N/A Capital Outlay 842,409 1,285,923 2,056,268 583,923 2,327,784 1,598,923 1,149,923 173.8%‐28.1% Interfund Payments 2,740,809 3,137,009 3,264,137 2,929,409 3,219,378 3,151,002 3,300,008 7.6% 4.7% Transfer Out 0 0 0 0 186,936 185,000 126,000 100.0%‐31.9% Total 25,202,048 28,447,772 28,722,038 27,999,553 29,983,545 32,401,227 32,667,638 15.7% 0.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Maintenance Services 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Administration 5.45 5.45 5.45 5.45 5.45 5.45 5.45 0.0% 0.0% Street/Solid Waste 20.10 20.10 20.10 20.10 20.10 20.10 20.10 0.0% 0.0% Water 25.30 25.30 25.30 25.30 25.30 25.30 25.30 0.0% 0.0% Wastewater/Surface Water 18.15 18.15 18.15 18.15 20.15 20.15 22.15 11.0% 9.9% Budget by Department - Public Works 3 - 118 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. 2011/2012 Accomplishments Design • Completed right‐of‐way acquisition and design, and bid, awarded, and began construction of the Rainier Avenue South Improvements Project. • Completed right‐of‐way acquisition and design, and bid, awarded, and began construction of the South 27th Street/Strander Blvd Project. • Completed right‐of‐way acquisition and design, and bid, awarded, and began construction of the South Lake Washington Street Improvement (Garden Avenue NE) Project. • Completed right‐of‐way acquisition and design, and bid, awarded, and began construction of the Phase 1 NE 3rd/4th Street Corridor (Whitman Court Intersection Signalization) Project. • Completed construction of the City of Renton portion of the Lake Washington Blvd BNSF Crossing Project. • Completed the 2011 and 2012 Bridge Inspection and Repair Program. • Completed support for the contract preparation and construction of the construction of the 2011 and 2012 Overlay and Arterial Rehabilitation programs. • Completed support for the design, contract preparation, and construction of the 2011 and 2012 Sidewalk Replacement and Repair and Walkway programs. • Responded to Washington State Department of Ecology inquires concerning Renton’s Environmental Monitoring Program for the Oakesdale constructed wetlands. • Began design of Highlands to Landing Pedestrian Connection. Operations and Maintenance • Entered into an agreement with Department of Enterprise Services to provide management services for a possible future energy conversion project to convert High Pressure Sodium (HPS) street lights to Light Emitting Diode (LED) fixtures. • Support Rainier Avenue South Project construction for signal operations and traffic revisions. • Installed equipment in the Traffic Management Center to view video detection feeds from intersections within the City on multiple work stations. • Installed video system (computer, monitor and server) for viewing feeds from statewide highway cameras including roadways from multiple jurisdictions. • Installed 7 uninterruptible power supply (UPS) units for battery backup for power failure to signalize intersections. • Completed 10 major preventive maintenance programs for traffic signals. • Installed 120 miles of painted pavement markings. • Installed 1,100 new or replacement signs (including street names) through regular maintenance and work orders. • Installed 23,000 Raised Pavement Markers (RPMs) along City arterial streets. • Replaced damaged or stolen street light fixtures, poles or copper wire. • Purchased second Speed Radar Trailer for traffic calming along City streets. • Performed traffic counts at permanent stations along City arterials. Budget by Department - Public Works 3 - 119 • Provided Traffic Control Plans for Special Events within the City as needed. • The Graffiti Abatement Program responded to 638 inquires. • Maintained and updated the traffic signal model program (SYNCHRO) for improving signal timing operations throughout the City. • Prepared 500 investigations in response to citizen traffic requests and traffic complaints. • Replaced City base radio station and Signal Shop backup radio station along with installing 45 radios in City vehicles. • Completed VHF radio system narrow frequency banding to comply with FCC mandate. Planning and Programming • Provided project coordination and financial oversight of approximately 40 projects and programs within the 2012‐ 2017 TIP and provided the planning and programming for the 2013‐2018 TIP. • Aggressively pursued grants and funding opportunities for mobility improvements that benefit Renton and the region consistent with the Six‐Year Business Plan. Received $21,801,900 in grant funding in the 2011‐2012 budget cycle. • Continued to provide internal and external coordination with the state’s I‐405 Stage 2 Project. • Initiated and provided project management for the Sunset Corridor Transportation Study and Plan. • Participated in the design and environmental phases of the Lake to Sound Trail from Fort Dent through the Black River Riparian Forest. • Assisted the Department of Community and Economic Development in developing the City Center Implementation Plan. • Updated the City’s multimodal transportation concurrency mechanisms in conjunction with the required development of 2011 Comprehensive Plan Amendment to the Transportation. • Conducted transportation impact fee study. • Actively participated in regional forums (RTC, PSRC, SCATBd, ETP, Sound Transit, WSDOT, RPEC) and other discussions on transportation funding packages to ensure Renton’s interests are presented and achieved. • Reviewed and provided comments on development reviews, traffic impact studies, and annexation reviews. • Continued to work with the 25 commute trip reduction (CTR) sites within Renton in implementing the state mandated CTR requirements. • Assisted the Design Section in major project communications and public outreach with emphasis on the Rainier Avenue Improvements Project construction phase. • Coordinated with the Technical Services Section and IT Division staff to improve the City’s GIS. • Worked with King County Metro Facilities and Service Planning staff to respond to citizen requests and complaints. • Continued to partner with the Renton School District to improve school walking routes for elementary schools. • Assisted King County Metro in developing the new RapidRide Line F including the extension of the bus route to The Landing. • Completed Logan Avenue pavement assessment study. • Completed feasibility study of converting downtown one‐way couplets to two‐way traffic. • Completed the South 7th Street Traffic Analysis Report. • Updated the City’s truck route map. Budget by Department - Public Works 3 - 120 Airport • Secured a grant for and completed the Airport Sustainability Plan. • Secured $3 million in FAA grant funding for Airport capital projects. • Started design for Renton Aerospace Training Center. • Hired an Airport engineer to help deliver on the Airport Capital Program. • Maintained a self‐supporting revenue structure for the Airport in 2011 and 2012. • Boeing departure delays: two delays in 2011 and zero delays in 2012 due to winter maintenance. • Completed new lease which allows a specialized fixed base operator to construct a new building. • Helped Renton Gateway Center (ProFlight) complete construction on their new fixed based operation building. • Worked with Boeing to re‐activate Apron B. • Completed design for Taxiway Bravo Rehabilitation. • Completed design for Seaplane Base Dredging Project. 2013/2014 Goals Design • Complete construction of the Rainier Avenue Project. • Complete construction of the SW 27th Street/Strander Blvd Project. • Complete construction of the South Lake Washington Street Improvement (Garden Avenue NE) Project. • Complete construction of the Phase 1 NE 3rd/4th Street Corridor (Whitman Court Intersection Signalization) Project. • Complete design and construction of the Highlands to Landing Pedestrian Connection. • Complete construction of the developer BNSF/Southport Court and Lake Washington Blvd Crossing Improvements Project. • Complete design of the SR 169 “Half Bridge” abutment barrier extension and crash attenuator project. • Begin and complete design and construction of Duvall Avenue NE/NE 12th Street Hawk Signal. • Begin and complete design and construction of the NE 31st Street Culvert Replacement Project. • Begin and complete design and construction of the South 7th Street/Shattuck Avenue South Intersection Improvement Project. • Begin and complete design and begin construction of the South Carr Road Improvement Project. • Begin and complete design of the Logan Avenue North Improvement Project. • Begin preliminary design of Houser Way/Lake Washington Blvd Connection Project. • Manage the Bridge Inspection and Repair Program. • Manage Roadway Safety and Guardrail Program. • Manage Environmental Monitoring Program. • Manage Arterial Rehabilitation Program. • Support Street Overlay Program. • Support Sidewalk Replacement and Repair Program. • Support Walkway Program. Budget by Department - Public Works 3 - 121 Operations and Maintenance • Complete evaluation of energy savings and begin conversion of high pressure sodium street lights to light emitting diode (LED) fixtures. • Working with the Design Section to install Pedestrian Count‐Down Signals and Accessible Pedestrian System Push Buttons for 20 high pedestrian activity signalized intersections and a HAWK pedestrian crossing system on Duvall Avenue NE at NE 12th Street. • Working with the Design Section to begin the implementation process of an Adaptive Signal Control System along SW 43rd Street/Carr Road South/Petrovitsky corridor for 11 signalized intersections and intersection improvements at Carr Road South and Benson Drive South (SR 515). • Upgrade 6 M50 Eagle traffic signal controllers with data key file uploading capability. • Expand ACS‐Lite Adaptive Signal Control System to SW Grady Way from Oakesdale Avenue SW to Talbot Road South. • Install 10 new vehicle two‐way radios and replace others as needed due to failures or accidents. • Maintain Central Signal Control System for efficient traffic operation. • Continue participation in Graffiti Abatement Program. • Complete 17 major preventive maintenance programs for traffic signals and school flashers. • Install 120 miles of painted pavement markings along City arterial streets. • Install 1,000 new or replacement signs through regular maintenance and work orders. • Install 10,000 Raised Pavement Markers along City arterial streets. • Maintain and update traffic signal analysis program for improving signal timing operations throughout the City. • Provide professional traffic engineering review and response to citizen service requests and complaints. Planning and Programming • Provide project coordination and financial oversight of approximately 40 projects and programs within the 2013‐2018 TIP and prepare the 2014‐2019 and the 2015‐2020 TIPs. • 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 WSDOT’s future I‐405 projects. • Complete corridor study for Rainier Avenue Phase II. • Conduct feasibility study for converting Houser Way to two‐way traffic south of Lake Washington Blvd. • Complete conceptual design work for the Lake Washington Loop Trail around the perimeter of the Renton Airport. • Assist the Department of Community and Economic Development in completing the Benson Hill Neighborhood Plan. • Actively participate in regional forums (RTC, PSRC, ETP, Sound Transit, SCATBd, WSDOT, RPEC) and other discussions on transportation funding packages to ensure Renton’s interests are presented regionally and achieved. • Review and provide comments on development reviews, traffic impact studies, and annexation reviews. • Continue to work with the approximately 30 commute trip reduction (CTR) sites within Renton to implement the state mandated CTR requirements. • Continue to work with Metro to implement a new bus rapid transit route between Renton and Burien including the extension to The Landing. • Coordinate with the Administrative Services Department to improve the City’s Transportation GIS system. • Coordinate with King County Metro facilities and service personnel to respond to citizen requests and complaints. Budget by Department - Public Works 3 - 122 • Continue to partner with the Renton School District to improve school walking routes for elementary schools. Airport  Complete Taxiway Bravo Rehabilitation Project.  Install a new emergency generator for the tower and airfield lighting.  Complete the construction of the Renton Aerospace Center.  Complete the parking lot and drainage rehabilitation project north of the control tower.  Replace the existing jet blast fence.  Complete Seaplane Base Dredging Project.  Demolish the vacant 820 Building. Expenditure Budget by Category ‐ Transportation Services 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 2,534,112 2,576,690 2,488,419 2,657,726 2,406,048 2,498,834 2,515,912 ‐6.0% 0.7% Part‐Time Salaries 105,810 104,687 89,296 104,687 112,710 135,887 136,399 29.8% 0.4% Overtime 93,577 80,932 89,310 80,932 124,038 62,205 61,693 ‐23.1%‐0.8% Personnel Benefits 892,409 925,508 915,389 1,039,587 940,398 995,692 1,085,144 ‐4.2% 9.0% Supplies 287,237 172,229 242,101 172,229 380,613 229,163 228,748 33.1%‐0.2% Other Services and Charges 1,292,313 1,210,552 1,200,748 1,210,552 1,308,369 1,289,098 1,259,945 6.5%‐2.3% Intergovernmental Services 1,080 0 3,095 0 2,485 0 0 N/A N/A Interfund Payments 1,100,988 654,377 660,657 664,427 668,939 699,810 708,288 5.3% 1.2% Transfer Out 620,000 620,000 633,271 630,000 613,769 640,000 650,000 1.6% 1.6% Operating Total 6,927,525 6,344,975 6,322,286 6,560,140 6,557,370 6,550,689 6,646,129 ‐0.1% 1.5% CIP 12,106,088 14,950,517 13,450,167 15,115,603 26,272,580 35,780,803 7,526,107 136.7%‐79.0% Total 19,033,614 21,295,492 19,772,453 21,675,743 32,829,950 42,331,492 14,172,236 95.3%‐66.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Transportation Services 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Administration 3.00 2.50 2.50 2.50 2.50 2.50 2.50 0.0% 0.0% Planning 4.50 4.50 4.50 4.50 3.50 3.50 3.50 ‐22.2% 0.0% Design 4.00 4.00 4.00 4.00 5.00 4.00 4.00 0.0% 0.0% Operations/Maintenance 16.50 16.00 16.00 16.00 16.00 15.00 15.00 ‐6.3% 0.0% Airport 5.00 6.00 6.00 6.00 6.00 6.00 6.00 0.0% 0.0% Total FTE 33.00 33.00 33.00 33.00 33.00 31.00 31.00 ‐6.1% 0.0% Intermittent FTE 2.88 2.57 2.48 2.57 3.12 3.63 3.65 41.6% 0.3% Temp/Intermit Pay & Ben 119,669$ 106,742$ 103,054$ 106,742$ 129,839$ 151,182$ 151,694$ 41.6% 0.3% Budget by Department - Public Works 3 - 123 Utility Systems Division Mission Statement 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. 2011/2012 Accomplishments Water Utility Engineering • Executed a 50‐year water supply contract with Seattle Public Utilities to provide the City of Renton with long‐term water to meet the City’s future needs. • Completed the 2012 update of the Water System Plan. • Obtained the Department of Ecology’s approval of a 10‐year extension of the water rights permits for the Maplewood wells along with the removal of several costly permit conditions. • Completed the installation and functional testing of hardware and software for Automated Meter Reading (AMR) system and installed over 3,000 radios and meter change‐outs to convert commercial customer accounts to AMR. • Completed the construction of water main improvements in Main Avenue South, Earlington area and Maplewood addition. • Completed the construction of water main improvements for the Hawks Landing Project. • Completed recoating the interior and exterior of the West Hill Reservoir. • Began construction of water main improvements in Rainier Avenue South in conjunction with roadway and utilities improvements. • Continued systematic replacement and upgrade of the City’s water telemetry system. • Continued maintenance and update of drinking water quality monitoring database, water system GIS and hydraulic model. • Continued implementation of regulatory requirements programs including development and publication of annual water quality report, aquifer protection program, water conservation and water use efficiency program, and cross‐connection control program. • Provided technical assistance to the City’s Development Services Division and to the Transportation Systems Division for the design and construction of the water improvements associated with private development projects and with capital roadway improvements projects. Wastewater Utility Engineering • Completed design and began construction of the Liberty Lift Station Project. • Began design for the Telemetry Upgrade, Lind Avenue Lift Station, Airport Lift Station, and Misty Cove Lift Station Projects. • Completed construction of Presidents Park Phase I, Stonegate Lift Station, Westview Lift Station, Lake Washington Beach Lift Station, Cascade Interceptor and Earlington Sewer Replacement Phase II. Surface Water Utility Engineering • Completed the Lake Washington Blvd/Hawks Landing Storm System Improvement Project and the Lake Avenue South/Rainier Avenue South Storm System Replacement Project. • Completed the Elliot Spawning Channel FEMA Repair Project. Budget by Department - Public Works 3 - 124 • Completed the Upper Springbrook Creek Ecosystem Restoration Project as part of the Green River Ecosystem Restoration Program. • Completed the Lincoln Avenue NE and Monterey Place NE Storm System Replacement Projects and started construction of the Stevens Avenue NW/ Lind Avenue NW Storm System Improvement Project. • Completed the Madsen Creek Sedimentation Basin and Maplewood Sedimentation Basin Cleaning Project construction. • Completed the Oakesdale Avenue SW Pump Station Repair Project. • Completed the annual Mosquito Abatement Program for treatment of upland areas in the Talbot Hill area adjacent to the Panther Creek Wetlands and City maintained stormwater facilities. • Conducted the annual sediment surveys for the lower Cedar River and mitigation spawning channel monitoring and other required mitigation monitoring for the Cedar River Section 205 Flood Hazard Reduction Project. Initiated work with the King County Flood Control District to start and fund the design, permitting and construction of maintenance dredging of the lower 1.25 miles of the Cedar River. • Completed the third year of the 10‐year Springbrook Creek Wetland and Habitat Mitigation Bank Project establishment period. A total of 21.7 credits have been released for City and WSDOT use. • Completed 30% design of the Hardie Avenue SW/SW 7th Street Storm System Improvement Project. • Developed a new program to accept maintenance of stormwater facilities in residential plats with pubic streets. Completed the inspection of 151 of the 213 total stormwater facilities. • Provided technical assistance to WSDOT on its I‐405 improvement projects and project completion agreements. • Obtained five Department of Ecology Stormwater Retrofit and LID grants, from State Supplemental Capital Budget appropriation. The projects include the Rainier Avenue Stormwater Retrofit Project, the SW 7th Street Stormwater Retrofit Project, the NE 10th Street and Anacortes Avenue NE Detention Pond Retrofit Project, the Harrington Avenue NE Green Connections Project and the Sunset Regional Stormwater Facility Project. The total cost of these projects is $4.48 million, with $3.36 million being funded by the Ecology grants for the projects. The design and permitting of these projects will start in 2012 and 2013 with construction planned for completion by early 2015 or earlier. • Continued to meet regulatory requirement of the NPDES Phase II Municipal Stormwater Permit. Reviewed and commented on the new 2013‐2018 NPDES Phase II permit and coordinated with other jurisdiction on the new permit. Solid Waste Utility  Provided six English language and two Spanish language Natural Yard Care workshops targeting education to residential homeowners and small landscape maintenance businesses to increase knowledge of strategies to reduce reliance on pesticides.  Implemented a residential reuse event and two special recycling events to increase diversion of materials from the landfill.  Provided technical assistance to businesses and apartment buildings to educate them about strategies to reduce waste and increase recycling.  Expanded in‐house recycling opportunities to include composting of food‐waste and collection of batteries, and printer cartridges generated within City facilities.  Partnered with the Department of Community and Economic Development, to implement the Clean Community Initiative Program. Budget by Department - Public Works 3 - 125 2013/2014 Goals Water Utility Engineering  Continue working on the six‐year conversion of all 18,000 City’s water meters to an Automated Meter Reading system.  Complete the design for replacement of one of the two Highlands 435‐zone reservoirs.  Complete the construction of water main improvements in the Rainier Avenue South Corridor Improvements Project.  Construct annual water main replacement projects in Presidents Park and Monterey Terrace.  Recoat the interior and exterior of the South Talbot Hill Reservoir.  Construct primary disinfection piping for Wells 8, 9 and EW‐3.  Finalize negotiations on purchase of property for new reservoir in the Black River Quarry area.  Continued maintenance and update of the drinking water quality monitoring database, water system GIS and hydraulic model.  Continued implementation of regulatory requirements programs including development and publication of annual water quality report, aquifer protection program, water conservation and water use efficiency program, and cross‐connection control program.  Continue monitoring of franchise agreement terms with Olympic Pipeline Company and Seattle Public Utilities. Wastewater Utility Engineering  Complete design and construction of the South 132nd Street Sewer Extension, 2013 Sanitary Sewer Rehabilitation, and Renton Hill Deep Manhole Restoration Projects in 2013.  Complete construction of Liberty Lift Station, Lind Avenue Lift Station, and East Renton Lift Station Projects in 2013.  Complete design and construction of the 2014 Sanitary Sewer Rehabilitation and the Central Renton Interceptor Reline/Upsize Projects in 2014.  Complete construction of the Airport Lift Station and the Misty Cove Lift Station Projects in 2014.  Begin pre‐design for the Thunder Hills Interceptor Replacement/Rehabilitation Project in 2014. Surface Water Utility Engineering  Complete the design and permitting needed for the maintenance dredging of the lower 1.25 miles of the Cedar River required as part of the U.S. Army Corps of Engineers Section 205 Cedar River Flood Hazard Reduction Project, in cooperation with the King County Flood Control District in 2014.  Complete the design, permitting and construction of the NE 5th Street and Edmonds Avenue NE Storm System Improvement Project in 2013.  Complete the design, permitting and construction of the Rainier Ave Stormwater Retrofit Project that is funded by an Ecology Stormwater Retrofit grant, in coordination with the Rainier Avenue TIP Project in 2013.  Complete the design, permitting and construction of the NE 10th Street and Anacortes Avenue NE Detention Pond Retrofit Project that is funded by an Ecology Stormwater Retrofit grant in 2014.  Complete the design, permitting and construction of the Harrington Avenue NE Green Connections Stormwater Retrofit Project that is funded by an Ecology Stormwater Retrofit grant in 2014.  Complete the design, permitting and construction of the Sunset Terrace Regional Stormwater Facility Project that is funded by an Ecology Stormwater Retrofit grant in 2014.  Complete the design, permitting and construction of the first phase of the Hardie Avenue SW/SW 7th Street Storm System Improvements Project that includes the SW 7th Street stormwater retrofit improvements that is funded by an Ecology Stormwater Retrofit grant in 2014.  Complete the Madsen Creek Sedimentation Basin Cleaning Project construction in 2013 and 2014.  Complete the Maplewood Creek Sedimentation Basin Cleaning Project in 2013.  Complete design, permitting and construction of the annual program to install fences around Utility maintained stormwater facilities that do not have fences as part of the Stormwater Facility Fencing Project in 2013. Budget by Department - Public Works 3 - 126  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 in 2013.  Complete Phase 2 of the Storm System Mapping and GIS Project in 2014.  Complete the annual Small Drainage Problem Projects, the Mosquito Abatement Program, Storm System GIS Program and other ongoing programs.  Complete the transfer of the 213 privately maintained existing stormwater facilities in single residential plats with public streets to be maintained by the City and implement full maintenance program by 2014.  Continue to meet the regulatory requirements NPDES Phase II Municipal Stormwater Permit and start implementation of the new 2013‐2018 NPDES permit requirements in 2013.  Continue to implement the Community Rating System program, assisting in the plan review of new development, providing technical assistance to external customers and other divisions or departments on design standards, utility billing, floodplain, water quality, habitat and other environmental resource or surface water management regulatory (Clean Water Act, Endangered Species Act) or permitting requirements.  Continue regional and interagency coordination on salmon recovery efforts in WRIA 8, WRIA 9 and the Cedar River Council, flood hazard reduction efforts related to the King County Flood Control District Advisory Committee and Basin (Green River and Cedar River) Technical Committees, FEMA floodplain map updates and NPDES Phase II Municipal Stormwater Permit compliance. Solid Waste Utility  Provide four Natural Yard Care workshops per year targeting education to English and Spanish speaking residential homeowners to increase knowledge of strategies to reduce reliance on pesticides.  Provide technical assistance to businesses and apartment buildings to educate them about strategies to increase recycling, reduce contamination and prevent waste.  Implement a residential reuse event and two special recycling events per year to increase diversion of materials from the landfill.  Plan for the eventual assumption of Solid Waste services for Allied Waste customers that have been brought into the City limits by annexation. Budget by Department - Public Works 3 - 127 Expenditure Budget by Category ‐ Utility Systems 2010 2011 2011 2012 2012 2013 2014 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 Regular Salaries 1,965,407 2,102,363 1,987,635 2,170,187 2,044,809 2,052,830 2,057,450 ‐5.4% 0.2% Part‐Time Salaries 66 2,550 14,214 2,550 12,342 27,550 27,550 980.4% 0.0% Overtime 1,253 3,637 2,197 3,637 213 3,637 3,637 0.0% 0.0% Personnel Benefits 639,603 771,769 671,728 862,763 706,026 728,214 794,100 ‐15.6% 9.0% Supplies 9,623 18,998 10,159 18,998 6,938 23,998 23,998 26.3% 0.0% Other Services and Charges 11,862,682 12,905,280 11,736,528 12,890,280 12,610,658 13,384,258 13,684,381 3.8% 2.2% Intergovernmental Services 4,613,350 3,954,728 5,425,865 3,954,728 6,013,888 6,848,579 7,116,130 73.2% 3.9% Debt Service 4,556,764 4,609,402 4,609,748 4,604,209 14,964,114 4,503,417 4,316,092 ‐2.2%‐4.2% Interfund Payments 1,904,153 1,477,146 1,477,146 1,512,812 1,515,149 1,719,023 1,769,608 13.6% 2.9% Transfer Out 4,924,409 0 27,950 0 3,500 0 0 N/A N/A Operating Total 30,477,310 25,845,873 25,963,170 26,020,164 37,877,637 29,291,506 29,792,946 12.6% 1.7% CIP 8,262,785 11,940,000 7,586,261 11,950,000 7,668,660 10,184,000 17,666,000 ‐14.8% 73.5% Total 38,740,095 37,785,873 33,549,431 37,970,164 45,546,297 39,475,506 47,458,946 4.0% 20.2% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Utility Systems 2010 2011 2011 2012 2012 2013 2014 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2012‐2013 2013‐2014 Solid Waste 2.75 2.75 2.75 2.75 2.75 2.75 2.75 0.0% 0.0% Water 6.75 6.75 6.75 6.75 6.75 6.75 6.75 0.0% 0.0% Wastewater 5.25 5.25 5.25 5.25 5.25 5.25 5.25 0.0% 0.0% Surface Water 10.75 10.75 10.75 10.75 10.75 8.75 8.75 ‐18.6% 0.0% Total FTE 25.50 25.50 25.50 25.50 25.50 23.50 23.50 ‐7.8% 0.0% Intermittent FTE 0.00 0.06 0.40 0.06 0.35 0.66 0.66 980.4% 0.0% Temp/Intermit Pay & Ben 95$ 2,550$ 16,734$ 2,550$ 14,434$ 27,550$ 27,550$ 980.4% 0.0% Budget by Department - Public Works 3 - 128 Fund 501 ‐ Equipment Rental Fund 2013‐2014 Vehicle Acquisitions/Replacements Dept Assigned Charge Code Equipment Number Make Model Year Puchased Life 2013 Replacement Cost 2014 Replacement Cost Police Admin Pool02 A414 FORD TAURUS 2002 10 25,000 ‐ Police Spec Ops Pool04 A416 FORD CROWN VICTORIA 2002 3 ‐ 45,000 Police Patrol Pool08 A406 FORD CROWN VICTORIA 2001 3 ‐ 45,000 Police Patrol Pool08 A468 DMCH CHARGER 2008 4 ‐ 45,000 Police Patrol Pool08 A472 DMCH CHARGER 2009 4 ‐ 45,000 Police Patrol Pool08 A474 DMCH CHARGER 2009 4 ‐ 45,000 Police Patrol Pool08 A475 DMCH CHARGER 2009 4 ‐ 45,000 Police Patrol Pool08 B116 FORD EXPEDITION 2005 8 ‐ 45,000 Police Patrol Pool08 A463 DMCH CHARGER 2008 4 45,000 ‐ Police Patrol Pool08 A464 DMCH CHARGER 2008 4 45,000 ‐ Police Patrol Pool08 A466 DMCH CHARGER 2008 4 45,000 ‐ Police Patrol Pool08 A471 DMCH CHARGER 2009 4 45,000 ‐ Police Patrol Pool08 A476 DMCH CHARGER 2009 4 45,000 ‐ Police K‐9 Pool09 A467 DMCH CHARGER 2008 4 45,000 ‐ Public Works Maintenance Solid Waste Pool18 D090 DMCH 3500 1999 10 ‐ 50,000 Public Works Transportation System Maint Pool23 C196 FORD PU 2000 8 30,000 ‐ Public Works Maintenance Street Pool25 E118A ELGN CROSSWIND 2008 4 ‐ 250,000 Public Works Maintenance Surface Water Pool26 C217 FORD F250 2002 8 30,000 ‐ Public Works Maintenance Surface Water Pool26 E116 INTE VACTOR 2008 5 425,000 ‐ Public Works Maintenance Surface Water Pool26 New N/A DUMP TRUCK 2013 15 185,000 ‐ Public Works Maintenance Surface Water Pool26 New N/A SLOPE MOWER 2014 5 ‐ 60,000 Public Works Maintenance Surface Water Pool26 New N/A MOWER TRAILER 2014 10 ‐ 6,000 Public Works Maintenance Surface Water Pool26 New N/A DEWATERING PUMPS 2014 10 ‐ 5,000 Public Works Maintenance Surface Water Pool26 New N/A 1‐TON FLAT BED TRUCK 2014 10 ‐ 55,000 Public Works Maintenance Water Pool27 C218 FORD RANGER 2002 8 ‐ 25,000 Public Works Maintenance Water Pool27 C224 FORD RANGER 2003 8 ‐ 25,000 Public Works Maintenance Water Pool27 B101 CHEV BLAZER 2001 8 30,000 ‐ Community Services Facilities Pool32 C183 CHEV S10 1998 8 ‐ 25,000 Budget by Department - Public Works 3 - 129 (continued) Fund 501 ‐ Equipment Rental Fund 2013‐2014 Vehicle Acquisitions/Replacements Dept Assigned Charge Code Equipment Number Make Model Year Puchased Life 2013 Replacement Cost 2014 Replacement Cost Fire Suppression Pool40 F072 INTE 4700 2000 7 ‐ 225,000 Fire Suppression Pool40 F064 INTE 4700 1999 7 225,000 ‐ Fire Suppression Pool40 F065 INTE 4700 1999 7 225,000 ‐ Fire FD40 Pool52 F428 FORD EXPEDITION 2000 8 45,000 ‐ Total:1,490,000$ 1,041,000$ Budget by Department - Public Works 3 - 130 Public Works Position Listing (Sheet 1 of 4) 2010 2011 2011 2012 2012 2013 2014 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Public Works Administration M49 Public Works Administrator 1.001.001.001.001.001.001.00 M24 Principal Finance and Admin Analyst 1.001.001.001.001.001.001.00 N14 Administrative Assistant 1.001.001.001.001.001.001.00 Total Administration Division 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Transportation Systems Division Administration M45 Deputy PW Admin‐Transportation 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Administrative Secretary I 1.001.001.001.001.001.001.00 A07 Secretary II 1.00 0.50 0.50 0.50 0.50 0.50 0.50 Total Administration 3.00 2.50 2.50 2.50 2.50 2.50 2.50 Transportation Planning M33 Transportation Planning Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A29 Program Development Coordinator II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer III 1.501.501.501.500.500.500.50 A24 Transportation Planner 1.001.001.001.001.001.001.00 Total Transportation Planning 4.50 4.50 4.50 4.50 3.50 3.50 3.50 Transportation Design M33 Transportation Design Supervisor 1.00 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 0.00 0.00 A28 Civil Engineer III 2.002.002.002.003.003.003.00 Total Transportation Design 4.00 4.00 4.00 4.00 5.00 4.00 4.00 Transportation Operations /Maintenance M33 Transportation Operations Manager 1.001.001.001.001.001.001.00 M27 Transportation Maint Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer III 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A23 Engineering Specialist III 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A21 Signal/Electronics Sys Tech II 6.00 6.00 6.00 6.00 6.00 6.00 6.00 A21 Traffic Signage and Marking Supervisor 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A17 Traffic Sign and Paint Supervisor 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A13 Signal/Electronics System Assistant II 1.00 1.00 1.00 1.00 1.00 0.00 0.00 A12 Traffic Maintenance Worker II 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A05 Office Assistant III 1.000.500.500.500.500.500.50 Total Transportation Operations/Maintenance 16.50 16.00 16.00 16.00 16.00 15.00 15.00 Airport M33 Airport Manager 0.001.001.001.001.001.001.00 M32 Airport Manager 1.000.000.000.000.000.000.00 A25 Capital Project Coordinator 0.001.001.001.001.001.001.00 A23 Assistant Airport Manager 1.001.001.001.001.001.001.00 A11 Airport Maintenance Worker 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Airport 5.00 6.00 6.00 6.00 6.00 6.00 6.00 Total Transportation Systems Division 33.00 33.00 33.00 33.00 33.00 31.00 31.00 Grade Title Budget by Department - Public Works 3 - 131 Public Works Position Listing (Sheet 2 of 4) 2010 2011 2011 2012 2012 2013 2014 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Utility Systems Division Water Utility Systems M38 Utility Systems Director 0.25 0.25 0.25 0.25 0.25 0.25 0.25 M33 Utility Engr Supervisor 1.00 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 1.00 A28 Civil Engineer III 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A23 Engineering Specialist III 0.500.500.500.500.500.500.50 A19 Engineering Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A15 Senior Program Specialist 0.000.500.500.500.500.500.50 A13 Program Specialist 0.500.000.000.000.000.000.00 A09 Admin Secretary I 0.250.250.250.250.250.250.25 A07 Secretary II 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Total Water Utility Systems 6.75 6.75 6.75 6.75 6.75 6.75 6.75 Wastewater Utility Sys and Tech Svcs M38 Utility Systems Director 0.25 0.25 0.25 0.25 0.25 0.25 0.25 M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer III 2.002.002.002.002.002.002.00 A23 Engineering Specialist III 0.500.500.500.500.500.500.50 A19 Engineering Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Admin Secretary I 0.250.250.250.250.250.250.25 A07 Secretary II 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Total Wastewater Utility Sys and Tech Svcs 5.25 5.25 5.25 5.25 5.25 5.25 5.25 Surface Water Utility Systems M38 Utility Systems Director 0.25 0.25 0.25 0.25 0.25 0.25 0.25 M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer III 4.004.004.004.004.004.004.00 A25 Civil Engineer II 3.00 3.00 3.00 3.00 3.00 2.00 2.00 A23 Engineering Specialist III 1.001.001.001.001.001.001.00 A21 Civil Engineer I 1.001.001.001.001.000.000.00 A09 Admin Secretary I 0.250.250.250.250.250.250.25 A07 Secretary II 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Total Surface Water Utility Systems 10.75 10.75 10.75 10.75 10.75 8.75 8.75 Solid Waste Utility Systems M38 Utility Systems Director 0.25 0.25 0.25 0.25 0.25 0.25 0.25 A09 Admin Secretary I 0.250.250.250.250.250.250.25 A07 Secretary II 0.25 0.25 0.25 0.25 0.25 0.25 0.25 M25 Solid Waste Coordinator 1.001.001.001.001.001.001.00 A13 Program Specialist 1.001.001.001.001.001.001.00 Total Solid Waste Utility Systems 2.75 2.75 2.75 2.75 2.75 2.75 2.75 Total Utility Systems Division 25.50 25.50 25.50 25.50 25.50 23.50 23.50 Grade Title Budget by Department - Public Works 3 - 132 Public Works Position Listing (Sheet 3 of 4) 2010 2011 2011 2012 2012 2013 2014 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Maintenance Services Division Maintenance Administration M38 Maintenance Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M28 Waste Water/Special Operations Manager 0.450.450.450.450.450.450.45 A17 Maintenance Buyer 1.001.001.001.001.001.001.00 A08 Purchasing Assistant 1.001.001.001.001.001.001.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A05 Office Assistant III 1.001.001.001.001.001.001.00 Total Maintenance Administration 5.45 5.45 5.45 5.45 5.45 5.45 5.45 Streets/Solid Waste Maintenance Services M28 Street Maintenance Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Street Maintenance Services Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Pavement Mgmt Technician 1.00 1.00 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 2.00 A12 Maint Services Worker III/Street 10.00 10.00 10.00 10.00 14.00 14.00 14.00 A08 Maint Services Worker II/Street 4.00 4.00 4.00 4.00 0.00 0.00 0.00 A04 Solid Waste Mtc Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A08 Maintenance Svc Wkr II / Utility Locator 0.100.100.100.100.100.100.10 Total Streets/Solid Waste Maintenance Services 20.10 20.10 20.10 20.10 20.10 20.10 20.10 Wastewater Maintenance Services M28 Waste Water/Special Operations Manager 0.250.250.250.250.250.250.25 A23 Wastewater Maint Svcs Supr (Waste/Surface Water) 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A16 Lead Maintenance Services Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A15 Lift Station Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A12 Maintenance Svc Wkr III (Waste/Surface Water)3.00 3.00 3.00 3.00 3.00 3.00 3.00 A08 Maintenance Svc Wkr II / Utility Locator 0.200.200.200.200.200.200.20 Surface Water Maintenance Services M28 Waste Water/Special Operations Manager 0.200.200.200.200.200.200.20 A23 Wastewater Maint Svcs Supr (Waste/Surface Water) 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A16 Lead Maintenance Services Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A12 Maintenance Svc Wkr III (Waste/Surface Water)7.00 7.00 7.00 7.00 9.00 9.00 11.00 A08 Maintenance Svc Wkr II (Waste/Surface Water)1.00 1.00 1.00 1.00 2.00 2.00 2.00 A08 Maintenance Svc Wkr II / Utility Locator 0.500.500.500.500.500.500.50 A04 Maintenance Svc Wkr I (Waste/Surface Water)1.00 1.00 1.00 1.00 0.00 0.00 0.00 Total Surface Water/Waste Water Maint Serv 18.15 18.15 18.15 18.15 20.15 20.15 22.15 Water Maintenance Services M33 Water Maintenance Manager 1.001.001.001.001.001.001.00 M28 Waste Water/Special Operations Manager 0.100.100.100.100.100.100.10 A21 Water Maintenance Services Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Water Utilities Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A19 Water Utility Instrumentation Scada Tech 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A18 Lead Wtr Utility Pump Sta Mech 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Grade Title Budget by Department - Public Works 3 - 133 Public Works Position Listing (Sheet 4 of 4) 2010 2011 2011 2012 2012 2013 2014 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted A17 Water Quality / Treatment Plant Operator 3.00 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 2.00 A15 Water Utility Maint Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A12 Maintenance Services Worker III 7.007.007.007.009.009.009.00 A08 Maintenance Services Worker II 3.00 1.00 1.00 1.00 1.00 1.00 1.00 A08 Maintenance Svc Wkr II / Utility Locator 1.201.201.201.201.201.201.20 A07 Water Meter Reader 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A04 Maintenance Services Worker I 0.002.002.002.000.000.000.00 Total Water Maintenance Services 25.30 25.30 25.30 25.30 25.30 25.30 25.30 Equipment Maintenance Services M30 Fleet Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A19 Lead Vehicle and Equipment Mechanic 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A15 Vehicle and Equipment Mechanic 4.00 4.00 4.00 4.00 4.00 4.00 4.00 A11 Fleet Management Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Mechanic’s Assistant 1.001.001.001.001.001.001.00 Total Equipment Maintenance Services 9.00 9.00 9.00 9.00 9.00 9.00 9.00 Total Maintenance Services Division 78.00 78.00 78.00 78.00 80.00 80.00 82.00 Total Public Works Department 139.50 139.50 139.50 139.50 141.50 137.50 139.50 Grade Title Budget by Department - Public Works 3 - 134 4 DEBT MANAGEMENT Overview 4‐1 Outstanding Debt 4‐2 General Obligation Debt Computation of Limitation of Indebtness 4‐3 Debt Service to Maturity by Funding Sources 4‐4 General Obligation Debt 4‐5 Waterworks Debt Summary 4‐7 Revenue Bonds 4‐7 Public Works Trust Fund Loans 4‐10 DEBT MANAGEMENT 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 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 Year) Fitch Moody Standard & Poor’s Water & Sewer Revenue Bonds AA+AA+ Limited GO Bonds AA Aa3 AA 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, 2013, there was $38.1 million in principal outstanding which are: Water/Sewer Revenue Bonds $32.6 million and PWTF Loan $5.5 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. 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 2012, the City’s has $74.3 million limited general obligation debt (Council approved debt) outstanding and an available capacity of $83.3 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 $788 million available. Debt Management - Overview 4 - 1 DEBT MANAGEMENT OVERVIEW Interest Issue Maturity Total Amt Outstanding Item Rates Date Date Issued 1/1/2012 Issued Redeemed 12/31/2012 General Obligation Bonds: Limited GO 2010 GO Valley Comm Refunding (02) 3.00%‐4.00% 04/05/10 12/01/15 1,065,000 848,000 ‐ 201,000 647,000 2001 GO City Hall & DT Parking Refunding (97)2.10%‐4.85% 10/18/01 12/01/17 13,505,000 ‐ ‐ ‐ ‐ 2010 GO DT Parking Refunding (01)3.00%‐4.50% 05/11/10 12/01/21 6,170,000 6,025,000 ‐ 5,000 6,020,000 2002 GO FS 12 Construction Bonds 2.50%‐5.00% 07/15/02 12/01/22 3,895,000 2,515,000 ‐ 2,515,000 ‐ 2006 GO S LK WA Infr Impv Bonds 4.25%‐5.00% 08/08/06 12/01/28 17,980,000 15,770,000 ‐ 610,000 15,160,000 2011 GO Library Bonds 2.00%‐5.00% 08/02/11 12/01/22 16,715,000 16,715,000 1,375,000 15,340,000 2011 GO City Hall Refunding (2001) Bonds 2.00%‐5.00% 09/21/11 12/01/17 9,425,000 9,265,000 1,450,000 7,815,000 Subtotal Limited GO 68,755,000 51,138,000 ‐ 6,156,000 44,982,000 Other Miscellaneous debt 2009 FD 40 Loan for acquisition of FS13 3.75% 03/01/09 09/01/28 6,798,085 6,161,039 ‐ 271,517 5,889,522 2009 (A) SCORE LTGO 4.00%‐5.00% 11/04/09 01/01/22 2,789,700 2,789,700 ‐ ‐ 2,789,700 2009 (B) SCORE BABS 3.00%‐6.62% 11/04/09 01/01/39 26,530,200 26,530,200 ‐ ‐ 26,530,200 Subtotal Miscellaneous 36,117,985 35,480,939 ‐ 271,517 35,209,422 Total General Obligation Debt 104,872,985 86,618,939 ‐ 6,427,517 80,191,422 Water/Sewer Revenue Bonds: 1998 Water/Sewer Refunding 3.70%‐5.10% 03/01/98 06/01/13 6,120,000 1,045,000 ‐ 1,045,000 ‐ 2002 Water/Sewer 2.50%‐5.25% 07/01/02 12/01/22 11,980,000 1,025,000 ‐ 1,025,000 ‐ 2003 Water/Sewer Refunding 2.00%‐3.70% 10/01/03 06/01/13 8,035,000 805,000 ‐ 390,000 415,000 2004 Water/Sewer 3.55%‐5.00% 11/01/04 12/01/18 10,335,000 10,335,000 ‐ 9,045,000 1,290,000 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 8,275,000 ‐ 15,000 8,260,000 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 2012 Water/Sewer Refunding 2.00%‐3.00% 12/07/12 12/01/27 9,190,000 ‐ 9,190,000 ‐ 9,190,000 Total Revenue Bonds 67,420,000 34,925,000 9,190,000 11,520,000 32,595,000 Water/Sewer Public Works Trust Fund Loans: Sierra Hts Sewer Imprv 3.00% 10/20/92 07/01/12 888,462 25,641 ‐ 25,641 ‐ Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 279,001 ‐ 87,483 191,518 East Renton Interceptor 1.00% 06/14/93 07/01/13 2,542,704 269,140 ‐ 134,570 134,570 Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 15,309 ‐ 5,103 10,206 NE 27th/Aberdeen Drainage Improvements 1.00% 06/27/95 07/01/15 731,000 170,360 ‐ 42,590 127,771 E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 584,276 ‐ 116,855 467,421 Honeycreek I nterceptor 2.00% 06/26/96 07/01/16 1,840,568 484,360 ‐ 96,872 387,488 Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 296,142 ‐ 49,357 246,785 Maplewood Wtr Treatment Improvements 0.50% 01/17/02 07/01/21 567,831 303,010 ‐ 30,301 272,709 Construct CT Pipeline for Wells 0.50% 11/05/02 07/01/22 814,527 471,570 ‐ 42,870 428,700 Maplewood Wtr Treatment Improvements 0.50% 07/01/04 06/30/24 5,150,000 3,544,412 ‐ 272,647 3,271,765 Total Public Works Trust Fund Loans 17,463,590 6,443,222 ‐ 904,289 5,538,933 Total WaterWorks Obligations 84,883,590 41,368,222 9,190,000 12,424,289 38,133,933 Total Outstanding Debt 189,756,575 127,987,161 9,190,000 18,851,806 118,325,356 Debt Management - Outstanding Debt 4 - 2 DEBT MANAGEMENT OVERVIEW Computation of Limitation of Indebtness December 31, 2012 General purpose Parks and Utility Non‐Voted Voted Open Space Purpose (Limited GO) (Unlimited GO) Voted Voted 2012 Assessed Valuation (2013 T 10,507,803,069$ x 1.50% 1.00% * 2.50% 2.50% Non Voted Debt Limits 157,617,046 Voted Limits 105,078,031 262,695,077 262,695,077 Less General Obligation Bonds Outstanding (74,301,900) Add Cash on hand for Debt Service ‐ Available Debt Capacity by Purpose 83,315,146$ 105,078,031$ 262,695,077$ 262,695,077$ Total Voted Capacity 713,783,330 Debt Management - General Obligation Debt Computation of Limitation of Indebtness 4 - 3 DEBT MANAGEMENT OVERVIEW Debt Service Requirement to Maturity Long Term Debt Summary as of December 31, 2012 (Dollars in Thousands) General Obligation1 Waterworks Revenue Waterworks PWTF Total Year Total Principal Interest Total Principal Interest Total Principal I nterest Total Principal Interest 2013 6,166 4,042 2,124 2,543 1,290 1,253 918 879 40 9,627 6,211 3,416 2014 6,153 4,150 2,003 2,907 1,695 1,212 740 709 31 9,801 6,554 3,247 2015 6,153 4,294 1,859 2,906 1,765 1,141 729 704 25 9,788 6,763 3,025 2016 5,940 4,220 1,720 2,910 1,845 1,065 628 609 19 9,478 6,674 2,803 2017 5,929 4,373 1,557 2,908 1,930 978 409 395 13 9,246 6,698 2,548 2018 5,568 4,210 1,358 2,909 2,020 889 357 346 11 8,835 6,576 2,259 2019 5,567 4,368 1,200 2,908 2,105 803 355 346 9 8,831 6,819 2,012 2020 5,573 4,576 997 2,907 2,185 722 354 346 8 8,833 7,107 1,726 2021 5,572 4,785 787 2,907 2,270 637 352 346 6 8,831 7,401 1,430 2022 2,770 2,210 560 2,909 2,360 549 320 316 4 5,999 4,885 1,114 2023 1,901 1,449 452 2,908 2,450 458 275 273 3 5,085 4,172 913 2024 1,902 1,520 382 2,909 2,535 374 274 273 1 5,085 4,327 757 2025 1,904 1,596 308 2,906 2,620 286 ‐ ‐ ‐ 4,810 4,216 594 2026 1,902 1,668 234 2,910 2,715 195 ‐ ‐ ‐ 4,811 4,383 428 2027 1,906 1,750 156 2,909 2,810 99 ‐ ‐ ‐ 4,815 4,560 255 2028 1,734 1,660 74 ‐ ‐ ‐ ‐ ‐ ‐ 1,734 1,660 74 Total 66,642$ 50,872$ 15,771$ 43,256$ 32,595$ 10,661$ 5,710$ 5,539$ 171$ 115,608$ 89,005$ 26,603$ 1 Include Inter‐govt Loans with Valley Comm and FD 40 for the acquisition of Station 13 but exclude SCORE which will be paid as part of Jail Service charge. Debt Management - Debt Service to Maturity by Funding Sources 4 - 4 DEBT MANAGEMENT GGEENNEERRAALL OOBBLLIIGGAATTIIOONN DDEEBBTT 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 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 was accounted for in Fund (215). The serial bonds were refunded May 11, 2010 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. 2010 Refunding (refund 2001) Bonds. Has an average interest rate of 3.75% for purposes of advance refunding the serial bond portion of the 2001 Series B Downtown Parking Facility Bonds with an average interest rate of 5.11%. This resulted in a positive cash flow difference of $335,632. Debt Service is accounted for in Fund (215). 2011 Library Bonds. Has an average interest rate of 3.72% and was issued to finance all or a portion of the costs of acquiring land for and constructing, improving, and equipping two new public library facilities and repairing, renovating and improving existing library facilities; providing the form and terms of the bond. Debt Service is accounted for in Fund (215). 2011 Refunding (refund 2001) Bonds. Has an average interest rate of 3% for purposes of advance refunding the 2001 Refunding (refund 1997) Series A Bonds with an average interest rate of 5.02%. This resulted in a reduction in the aggregate debt service payments of $1,402,171 and a present value gain of $1,348,396. Debt Service is accounted for in Fund (201). Debt Management - General Obligation Debt 4 - 5 DEBT MANAGEMENT GGEENNEERRAALL OOBBLLIIGGAATTIIOONN DDEEBBTT Year Total LTGO * Principal Interest NCH Development S. Lk Wa. Infrastructure Valley Comm Refunding Fire Station 13 Downtown Parking 2011 LTGO Library 2013 6,165,940 4,042,439 2,123,500 1,749,000 1,400,813 240,880 500,635 275,325 1,999,288 2014 6,153,190 4,150,130 2,003,060 1,749,400 1,402,013 229,280 500,635 275,175 1,996,688 2015 6,153,285 4,294,225 1,859,059 1,749,100 1,396,838 228,800 500,635 280,025 1,997,888 2016 5,940,135 4,220,216 1,719,918 1,752,450 1,410,088 ‐ 500,635 279,725 1,997,238 2017 5,929,485 4,372,672 1,556,812 1,748,250 1,402,838 ‐ 500,635 279,425 1,998,338 2018 5,568,360 4,210,075 1,358,285 ‐ 1,404,088 ‐ 500,635 1,664,100 1,999,538 2019 5,567,497 4,367,947 1,199,550 ‐ 1,403,338 ‐ 500,635 1,666,325 1,997,200 2020 5,572,547 4,575,922 996,625 ‐ 1,405,588 ‐ 500,635 1,670,625 1,995,700 2021 5,571,997 4,785,158 786,839 ‐ 1,405,588 ‐ 500,635 1,666,775 1,999,000 2022 2,769,722 2,209,547 560,175 ‐ 1,413,338 ‐ 500,635 855,750 2023 1,901,472 1,449,482 451,991 ‐ 1,400,838 ‐ 500,635 ‐ 2024 1,901,872 1,519,759 382,113 ‐ 1,401,238 ‐ 500,635 ‐ 2025 1,904,385 1,596,059 308,326 ‐ 1,403,750 ‐ 500,635 ‐ 2026 1,901,635 1,667,754 233,881 ‐ 1,401,000 ‐ 500,635 ‐ 2027 1,906,135 1,750,080 156,054 ‐ 1,405,500 ‐ 500,635 ‐ 2028 1,734,411 1,660,055 74,356 ‐ 1,401,750 ‐ 332,661 ‐ Totals 66,642,066 50,871,522 15,770,544 8,748,200 22,458,600 698,960 7,842,181 8,057,500 18,836,625 * Exclude SCORE Bonds which will be repaid through SCORE jail service charges. $0.00 $1.00 $2.00 $3.00 $4.00 $5.00 $6.00 $7.00 $8.00 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Mi l l i o n s General Government Debt Service to Maturity NCH Development S. Lk Wa. Infrastructure Valley Comm Refunding Fire Station 13 Downtown Parking 2011 LTGO Library SCORE Debt Management - General Obligation Debt 4 - 6 DEBT MANAGEMENT WWAATTEERRWWOORRKKSS UUTTIILLIITTYY DDEEBBTT WATERWORKS DEBT SUMMARY As of January 1, 2013, the City has $38.1 million in total principal revenue bond debt outstanding. This revenue bond debt of the City has been incurred through two (2) different bond categories:  Waterworks Revenue Bond debt, for various water/sewer projects, has $32.6 million in outstanding principal debt.  Public Works Trust Fund Loans, received for specific water sewer projects from the State of Washington, have $5.5 million in outstanding principal debt. All Water/Wastewater/Surface Water debt service is accounted for in the Waterworks Utility Funds (Water 405, Wastewater 406, and Surface Water 407). Debt Service Coverage Ratio: Per bond covenants, the City must maintain certain debt service coverage as protection of bond holders’ interest against default. The City historically maintained a debt service coverage ratio substantially higher than the required 1.25 times. The proposed budget will continue to meet the debt service coverage ratio. 2013 Debt Service Coverage Ratio Calculation for Waterworks Utility Total Revenues 52,161,152 Total Expenses1 32,971,853 Amount Available for Debt Service 19,189,299 Total Debt Service 4,503,417 DEBT SERVICE RATIO 4.26 1Less debt service and transfers to capital 2014 Debt Service Coverage Ratio Calculation for Waterworks Utility Total Revenues 57,969,031 Total Expenses 1 33,894,147 Amount Available for Debt Service 24,074,884 Total Debt Service 4,316,092 DEBT SERVICE RATIO 5.58 1Less debt service and transfers to capital REVENUE BONDS 1998 Water/Sewer Refunding Revenue Bonds (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. These were paid off on 12/01/2012. 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 Debt Management - Waterworks Debt Summary & Revenue Bonds 4 - 7 DEBT MANAGEMENT WWAATTEERRWWOORRKKSS UUTTIILLIITTYY DDEEBBTT additions to and betterments and extensions of the waterworks utility. A portion ($9.2 million) of these bonds were refund on 12/07/2012. 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. 2008 (A) Water/Sewer Revenue Bond (Exempt) (Ordinance #5313) were issued in the amount of $9,975,000 and dated January 1, 2008. The average interest rate is 4.17%. These bonds were issued for the purpose of providing money to pay part of the cost of construction and acquisition of certain improvements to the waterworks utility. 2008 (B) Water/Sewer Revenue Bond (Taxable) (Ordinance #5313) were issued in the amount of $2,035,000 and dated January 1, 2008. The average interest rate is 4.17%. These bonds were issued for the purpose of providing money to pay part of the cost of construction and acquisition of certain improvements to the waterworks utility. 2012 Water/Sewer Revenue Refunding Bonds (Ordinance #5672) were issued in the amount of $9,190,000 and dated December 7, 2012. The average interest rate is 2.5%. These bonds were issued for the purpose of refunding a portion of the 2004 Water/Sewer Revenue Bonds. Debt Management - Revenue Bonds 4 - 8 DEBT MANAGEMENT WWAATTEERRWWOORRKKSS UUTTIILLIITTYY DDEEBBTT $0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Mi l l i o n s 2003 W/S Refunding 2004 W/S 2007 W/S 2007 W/S Refunding (02)2008 (A) W/S (Exempt)2008 (B) W/S (Taxable) 2012 W/S Refunding (2004) Year Total Revenue Bonds 2003 W/S Refunding 2004 W/S 2007 W/S 2007 W/S Refunding (02) 2008 (A) W/S (Exempt) 2008 (B) W/S (Taxable) 2012 W/S Refunding (2004) 2013 2,542,997 422,678 260,230 59,200 366,450 415,508 710,138 308,794 2014 2,907,328 ‐ 282,953 154,200 1,075,650 415,508 671,468 307,550 2015 2,905,950 ‐ 289,375 150,400 1,071,450 415,508 672,368 306,850 2016 2,909,745 ‐ 290,000 146,600 1,066,250 895,508 205,238 306,150 2017 2,907,858 ‐ 287,000 151,850 1,072,250 1,091,308 ‐ 305,450 2018 2,909,358 ‐ 73,500 301,600 1,231,000 933,508 ‐ 369,750 2019 2,908,208 ‐ ‐ 256,200 1,180,000 985,258 ‐ 486,750 2020 2,906,758 ‐ ‐ 207,200 1,124,400 1,034,458 ‐ 540,700 2021 2,907,158 ‐ ‐ 194,800 1,119,400 1,045,658 ‐ 547,300 2022 2,909,308 ‐ ‐ 197,600 1,118,000 1,045,258 ‐ 548,450 2023 2,907,958 ‐ ‐ ‐ ‐ 1,203,658 ‐ 1,704,300 2024 2,908,678 ‐ ‐ ‐ ‐ 1,203,478 ‐ 1,705,200 2025 2,905,898 ‐ ‐ ‐ ‐ 1,201,148 ‐ 1,704,750 2026 2,909,578 ‐ ‐ ‐ ‐ 1,201,628 ‐ 1,707,950 2027 2,909,315 ‐ ‐ ‐ ‐ 1,204,665 ‐ 1,704,650 Totals 43,256,089$ 422,678$ 1,483,058$ 1,819,650$ 10,424,850$ 14,292,050$ 2,259,210$ 12,554,594$ Debt Management - Revenue Bonds 4 - 9 DEBT MANAGEMENT WWAATTEERRWWOORRKKSS UUTTIILLIITTYY DDEEBBTT 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 - Public Works Trust Fund Loans 4 - 10 DEBT MANAGEMENT WWAATTEERRWWOORRKKSS UUTTIILLIITTYY DDEEBBTT Year Total PWTF Loans Central Renton Sewer Replacement (Ph I & II) East Renton Interceptor Dayton Avenue NE NE 27th/ Aberdeen Drainage Improvem ents East Kennydale Interceptor Honeycreek (Sunset) Interceptor Corrosion Control Treatment Facilities Maplewood Water Treatment Impvs Construct CT Pipeline for Wells Maplewood Water Treatment Impv Construction 2013 918,148 89,399 135,916 5,307 43,867 121,529 104,622 51,825 31,664 45,013 289,006 2014 740,035 53,058 ‐ 5,205 43,442 120,360 102,684 51,331 31,513 44,799 287,643 2015 728,555 52,538 ‐ ‐ 43,016 119,192 100,747 50,838 31,361 44,585 286,279 2016 627,673 ‐ ‐ ‐ ‐ 118,023 98,809 50,344 31,210 44,370 284,916 2017 408,618 ‐ ‐ ‐ ‐ ‐ ‐ 49,850 31,058 44,156 283,553 2018 357,038 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 30,907 43,942 282,190 2019 355,309 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 30,755 43,727 280,826 2020 353,580 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 30,604 43,513 279,463 2021 351,851 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 30,452 43,299 278,100 2022 319,821 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 43,084 276,737 2023 275,374 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 275,374 2024 274,010 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 274,010 Totals 5,710,013 194,995 135,916 10,512 130,325 479,104 406,862 254,188 279,526 440,488 3,378,097 $‐ $100 $200 $300 $400 $500 $600 $700 $800 $900 $1,000 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 T h o u s a n d s Central Renton Sewer Replacement (Ph I & II)East Renton Interceptor Dayton Avenue NE NE 27th/ Aberdeen Drainage Improvements East Kennydale Interceptor Honeycreek (Sunset) Interceptor Corrosion Control Treatment Facilities Maplewood Water Treatment Impvs Construct CT Pipeline for Wells Maplewood Water Treatment Impv Construction Debt Management - Public Works Trust Fund Loans 4 - 11 This page is intentionally left blank Debt Management - Public Works Trust Fund Loans 4 - 12 5 CAPITAL INVESTMENT PROGRAM City Wide Narrative 5‐1 City Wide Summary 5‐5 General Government 5‐7 Internal Service Funds 5‐39 Transportation 5‐43 Airport 5‐89 Golf Course 5‐105 Water 5‐113 Wastewater 5‐137 Surface Water 5‐163 CAPITAL INVESTMENT PROGRAM 2013 through 2018 I. Capital Investment Program Policy Overview The Projects listed in the 2013-14 Capital Budget for funding are consistent with this 2013-2018 Capital Investment Program (CIP). The budget serves to specify the amount of funds available for capital investment projects by general category (e.g., wastewater utility, streets, surface water utility, water utility, etc.) during 2013-2014. In addition to identifying specific capital Investment projects, the Capital Investment Program includes the annual cost for any capital project debt-financing measures, as well as the operating budget implications from a capital project. The budget authorizes a series of potential projects to be considered for funding. As the year progresses, some projects become ready for construction while others do not, depending on a variety of circumstances. The City Council, in coordination with city administration, will take action to approve specific projects up to the funding approved in the budget. If more funds become available, if third party funding can be arranged or capital projects are carried over into the new fiscal year due to scheduled delays, the budget can be amended. This approach responds during the year to a host of design and implementation issues, in the context of our overall financial plan. Background Renton’s businesses and citizens have made a considerable investment for resources in buildings, parks, streets, sewers, water systems, equipment, and other capital investments. The preservation, maintenance, and future improvement of these facilities are primary responsibilities of the City. Planning and implementing sound capital investment policies and programs today will help preserve the investments made in the past, and provide facilities for the future. Capital Investment Expenditures meet the following criteria: 1. An expenditure classified as a capital asset. 2. An expenditure of $100,000 or more for projects and equipment. 3. A useful life of more than 3 years. Capital Investment Projects include: 1. New and expanded physical facilities/assets. 2. Large scale renovation and replacement of existing facilities over $25,000. 3. The acquisition of capital facility or assets. 4. The purchase of major pieces of equipment which are not identified in the Equipment Rental/Reserve Fund or require multiple-year financing. 5. Purchases of equipment associated with newly acquired facilities. The City's Comprehensive Six-year Capital Investment Plan is consistent with the Comprehensive Plan and the State Growth Management Act. Financial analysis of future funding sources is conducted for all proposed Capital Investment Projects. Capital Investment Program - City Wide Narrative 5 - 1 Department Heads submit Capital Project proposals. Each department is responsible for planning and prioritizing all capital project proposals within their scope of operational responsibility (see Capital Investment Project Evaluation Criteria). The Mayor, Chief Administrative Officer, and City's Administrators review and evaluate all Capital Investment Project proposals. Upon evaluation and final analysis of all proposed capital investment projects, the Mayor provides the forthcoming year’s Capital Investment Program for the City Council review and adoption. The Capital Investment Program is prepared, modified and adopted annually. II. Procedure for Annual Capital Investment Program 1. Initiation Requesting Department: 1. Creates a list of the various capital investment projects to be considered. 2. Verifies that projects meet the definitions of the previously defined CIP Policy. 3. Prepares a Capital Investment Request for each project. 4. Prioritizes each proposal using the CIP Evaluation Criteria. 5. Submits request to the Finance and Information Services Department. 6. Finance Division submits a preliminary CIP to the Mayor and Chief Administrative Officer. 2. Reviews Mayor / Chief Administrative Officer / Administrative Services Administrator: 7. Reviews Capital Investment Requests. 8. Prepares an annual Capital Investment Plan recommendation. 9. Formulates an updated Capital Investment Plan. 10. Presents the Budget and Capital Investment Plan to the City Council. City Council: 11. Conducts a workshop at mid-year preparatory to the development and submittal of the Mayor’s proposed annual budget, to consider any priorities or projects of interest. 12. Holds a public hearing to review the recommended CIP as part of the budget process. 3. Implementation City Council: 13. Conducts workshops to review the Mayor's recommendations and make changes as necessary. Capital Investment Program - City Wide Narrative 5 - 2 14. Adopts the Capital Investment Program as part of the annual budget. Department: 15. Monitors all Capital Investment Projects approved in the City’s adopted annual budget. 16. If estimated project cost exceeds appropriation, submits updated project cost information and justification for increase to the Finance and Information Services Department. Chief Administrative Officer: 17. Monitors the Capital Investment Plan and budgets and provides periodic status reports to the City Council. Administrative Services Administrator: 18. Provides oversight of the accounting and reporting on capital projects. 19. Generates a quarterly Capital Investment Project Summary Report of expenditures and fund balances for distribution to Mayor, Departments and City Council. 4. Closeout Department: 20. Submits to Administrative Services Administrator notification of completion of the capital project(s). Administrative Services Administrator: 21. Reconciles final appropriation and expenditures for each Capital Investment Project. 22. Eliminates Capital Investment Project at year-end from Capital Investment Project Summary Report. Criteria for Evaluating Projects Preservation of public health and safety. action. Grant/loan available. Grant/loan secured or leveraging of private funds. Improvements required as a result of court action or federal or state regulation or to prevent court Reduction of current maintenance expenditures and avoidance of costly future rehabilitation. Preservation of existing facilities. Importance for gaining or retaining industry and jobs, and promoting economic development. Positive impacts (social, political, etc.) on City residents. Capital Investment Program - City Wide Narrative 5 - 3 This page is intentionally left blank Capital Investment Program - City Wide Narrative 5 - 4 2013 through 2018 (in thousands of dollars) 2013 2014 2015 2016 2017 2018 Project Total General Government 2,843 1,500 11,914 4,794 6,297 10,185 37,533 Transportation 25,258 6,027 32,043 43,122 40,099 49,211 195,760 Airport 10,340 1,392 1,045 1,955 6,944 685 22,361 Golf Course 50 50 480 3,500 150 230 4,460 Water Utility 3,745 4,385 4,260 4,310 4,410 4,510 25,620 Wastewater Utility 3,250 3,250 3,250 3,250 3,250 3,250 19,500 Surface Water Utility 3,189 10,031 4,700 3,100 3,600 3,000 27,620 Total 48,675 26,635 57,692 64,031 64,750 71,071 332,854 2013 2014 2015 2016 2017 2018 Project Total User Fee 311 663 329 356 453 419 2,530 REET 500 550 - - - - 1,050 Fuel Tax 640 650 660 670 680 680 3,980 Utility Tax 425 425 - - - 425 1,275 Bond Proceeds - - 105 1,055 1,470 1,355 3,985 Operating 9,951 13,744 10,268 13,603 10,820 9,366 67,751 Grants/Contribution Received 18,864 5,636 43 1,913 1,913 1,303 29,672 Mitigation Funds Received 933 107 170 170 210 180 1,770 Grants/Contribution Anticipated 9,860 2,335 2,760 810 5,277 220 21,262 Interest Income 204 380 270 288 332 313 1,788 Business License Fee 2,102 2,140 1,780 1,820 1,860 1,900 11,602 Other Government Resources In-Hand 4,488 - - - - - 4,488 KC levy transfer 160 5 - - - - 165 Undetermined - - 28,363 38,522 35,409 45,121 147,415 Fund Balance 238 - - - - - - Total 48,675 26,635 44,747 59,206 58,423 61,283 298,731 Balance Available/Unfunded Needs - - 12,945 4,825 6,327 9,788 34,123 Projected CAPITAL INVESTMENT PROGRAM C I T Y W I D E S U M M A R Y Adopted Projected Departments Resources Adopted Capital Investment Program - City Wide Summary 5 - 5 This page is intentionally left blank Capital Investment Program - City Wide Summary 5 - 6 Volunteers planting street trees in North Renton for Arbor Day/Earth Day Event 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 5 - 7 Life to Date Adjusted Budget Estimated Year End Project #Projects Type*Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total 1 Security Upgrades F 125 160 160 90 60 90 90 ‐ ‐ 615 2 Henry Moses Aquatic Center F 580 177 177 120 60 120 120 ‐ ‐ 1,177 3 North Highlands Community Center F ‐ ‐ ‐ ‐ ‐ 2,000 ‐ ‐ ‐ 2,000 4 Community Services Maintenance Shops Rehab F ‐ ‐ ‐ 100 ‐ ‐ ‐ ‐ ‐ 100 5 Grant Matching Program P/F ‐ 239 239 21 ‐ ‐ ‐ ‐ ‐ 260 6 Black River Riparian Forest P ‐ ‐ ‐ ‐ ‐ 90 100 200 2,000 2,390 7 Maplewood Community Park P ‐ ‐ ‐ ‐ ‐ ‐ 225 4,000 225 4,450 8 Parks, Recreation, & Open Space Plan P 213 ‐ ‐ ‐ ‐ ‐ 225 ‐ ‐ 438 9 Regis Park Athletic Field Expansion P 94 280 280 ‐ 300 4,400 ‐ 350 4,400 9,824 10 Springbrook Trail Missing Link P 650 ‐ ‐ ‐ ‐ 100 2,000 ‐ ‐ 2,750 11 Urban Forestry P 145 86 86 ‐ ‐ 110 110 110 110 671 12 Park Master Planning P ‐ ‐ ‐ ‐ ‐ 90 90 90 90 360 13 Integrated Pest Management Program P ‐ ‐ ‐ ‐ ‐ 100 ‐ ‐ ‐ 100 14 KC Proposition 2 Cap Exps Levy Fd P ‐ 787 787 160 5 ‐ ‐ ‐ ‐ 952 15 Parks General Major Maintenance P 1,037 398 429 300 190 475 485 440 2,360 5,685 16 Irrigation Renovation & Conservation P 352 ‐ ‐ ‐ ‐ 425 250 250 250 1,527 17 Irrig Automation and Conserv P 137 23 30 30 15 15 15 15 15 265 18 Parking Lot and Drive Repairs P 49 10 10 50 50 90 50 309 60 409 19 Ball Field Renovation Program P 55 16 16 ‐ ‐ 50 50 75 50 296 20 Pathway, Sidewalk, Brdwk Repairs P 429 7 10 75 75 65 40 40 40 771 21 Sports Court Repairs P 20 25 20 40 20 150 80 20 20 375 22 Capital Project Coordination P 186 72 72 74 75 78 80 ‐ ‐ 565 23 Accessible Playground P ‐ 750 750 750 ‐ ‐ ‐ ‐ ‐ 1,500 24 Leased Facilities F 500 ‐ ‐ 120 120 ‐ ‐ ‐ ‐ 740 25 Highlands Library Natural Area P ‐ 10 10 ‐ ‐ 10 10 10 10 50 26 Tree Maintenance P 337 203 183 232 100 250 250 250 250 2,055 27 Contract Coordination P ‐ ‐ ‐ ‐ ‐ 131 139 147 155 572 28 Coulon Park Repairs and Maintenance P ‐ 556 645 431 330 175 385 270 160 2,307 29 Riverview Park Bridge Reconstruction P ‐ 3 ‐ 250 ‐ ‐ ‐ ‐ ‐ 253 30 Sunset EIS Park P ‐ 280 280 ‐ 100 3,000 ‐ ‐ ‐ 3,380 Total 4,909 4,083 4,184 2,843 1,500 12,014 4,794 6,576 10,195 69,841 Life to Date Adjusted Budget Estimated Year End Project Resources Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET 175 398 250 500 550 ‐ ‐ ‐ ‐ 1,475 Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ 425 425 ‐ ‐ ‐ ‐ 850 Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 800 Business License Fee ‐ ‐ ‐ 400 400 ‐ ‐ ‐ ‐ Operating 1,521 1,291 520 120 120 ‐ ‐ ‐ ‐ 2,281 Grants/Contribution Received 500 350 361 ‐ ‐ ‐ ‐ ‐ ‐ 861 Mitigation Funds Received 650 400 400 750 ‐ ‐ ‐ ‐ ‐ 1,800 Grants/Contribution Anticipated ‐ ‐ ‐ 250 ‐ ‐ ‐ ‐ ‐ 250 Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers 1,742 330 1,158 ‐ ‐ ‐ ‐ ‐ ‐ 2,900 Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer #VALUE!160 160 160 5 ‐ ‐ ‐ ‐ #VALUE! Beginning Fund Balance 560 287 469 238 ‐ ‐ ‐ ‐ ‐ 1,267 Total #VALUE! 3,216 3,318 2,843 1,500 ‐ ‐ ‐ ‐ #VALUE! Balance Available / (Unfunded Needs)#VALUE!867 866 ‐ ‐ 12,014 4,794 6,576 10,195 #VALUE! *E ‐ Economic Development G ‐ General Government P ‐ Parks F ‐ Facilities Adopted P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) S U M M A R Y Adopted P r o j e c t e d Capital Investment Program - General Government 5 - 8 Project Title: City‐wide Security System Upgrades Project: 1 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.220031.020.594.18.62.000 Total Anticipated Project Cost:615$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition 125 160 160 90 60 90 90 ‐ ‐ 615 Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 125 160 160 90 60 90 90 ‐ ‐ 615 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ 90 60 ‐ ‐ ‐ ‐ 150 Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 125 110 99 ‐ ‐ ‐ ‐ ‐ ‐ 235 Grants/Contribution Received ‐ ‐ 11 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ 50 50 ‐ ‐ ‐ ‐ ‐ ‐ 50 Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 125 160 160 90 60 ‐ ‐ ‐ ‐ 435 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (90) (180) (180) (180) (180) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ 14 14 14 14 14 14 83 Net Impact ‐ ‐ ‐ 14 14 14 14 14 14 83 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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. These are moved around the City in response to graffiti hot spots. A web‐based access program for the Police Department to access all video cameras via their laptops was 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. Adopted Adopted Capital Investment Program - General Government 5 - 9 Project Title:Henry Moses Aquatic Center Project: 2 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.250003.020.594.18.62.000 Total Anticipated Project Cost:1,177$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 580 177 177 120 60 120 120 ‐ ‐ 1,177 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 580 177 177 120 60 120 120 ‐ ‐ 1,177 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ 85 60 ‐ ‐ ‐ ‐ 145 Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ 35 ‐ ‐ ‐ ‐ ‐ 35 Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 580 177 177 ‐ ‐ ‐ ‐ ‐ ‐ 757 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 580 177 177 120 60 ‐ ‐ ‐ ‐ 937 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (120) (240) (240) (240) (240) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The 5.2 million 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. Not all water features that were part of the original design were put in at the time of construction. Each year, if pool revenues exceed expenses by $120,000, that excess revenue will be used towards fully developing the initially planned features, and update equipment and decor. Currently, expenses have not been exceeding revenues, but other repairs and improvements have been made. In 2010, roughly $50,000 was spent on drain alterations to meet the requirements of the Virginia Graham Baker Act, which was developed to limit the force of suction at the recirculation intake grates. Summary of Progress: The Henry Moses Aquatic Center opens after the Memorial Day weekend, and runs through Labor Day. The lap pool developed some cracks two years ago which caused concern. Any crack in a pool can allow water to penetrate, which in turn can create oxidation of the pool's rebar. This causes expansion, which can cause further cracks and concrete spalls. The cure for this condition will require a substantial repair before the start of the 2013 swim season, estimated between $60 and $80K. Future improvements that are closer to the original intent of this account will include a waiting area cover (customers line up for long periods in full sunlight), and the replacement of the children's play structure in 2013 (est. $120,000). In 2014, the intention is to replace the pool furniture, components of which degrade in the sunlight. Adopted Adopted Capital Investment Program - General Government 5 - 10 Project Title:North Highlands Community Center Project: 3 Project Type: Development and Major Maintenance Project Number: C20002 Project Account Number: 316.220002.020.594.18.62.000 Total Anticipated Project Cost:2,000$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ 2,000 ‐ ‐ ‐ 2,000 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 2,000 ‐ ‐ ‐ 2,000 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (2,000) (2,000) (2,000) (2,000) (2,000) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 $2,000,000 and is tentatively set to take place in 2015 or later depending on funding of voter approved bond levy. Adopted Adopted Capital Investment Program - General Government 5 - 11 Project Title: Community Services Maintenance Shops Rehab Project: 4 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number:316.220034.020.594.18.62.000 Total Anticipated Project Cost:100$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ 100 ‐ ‐ ‐ ‐ ‐ 100 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ 100 ‐ ‐ ‐ ‐ ‐ 100 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ 100 ‐ ‐ ‐ ‐ ‐ 100 Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ 100 ‐ ‐ ‐ ‐ ‐ 100 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Previous projections included replacement by now of the three existing maintenance shops with a new combined Maintenance Shop, so maintenance of the existing shops was deferred. As it now appears that we will be using these shops for some time, the maintenance needs to be caught up. This work involves the roofs, HVAC equipment, inefficient lighting replacement, furnishings, flooring and finishes. The energy‐related portions of this work will qualify for partial funding by PSE grants. Summary of Progress: The list of improvements that would make the facility compliant with zoning includes: painting the building in more than one color to break up the mass (which runs tight to the sidewalk), installing some windows on the large, flat CMU wall on the Park Avenue side, providing nominal landscaping at the front corner, and establishing a small yard fence setback along Park Avenue. There was not sufficient funding in 2011 or 2012 to carry these out. That is why we're asking for funding for this building ‐ we intend, after a period of years, to have completed the upgrades so that we are in compliance with our own regulations. Altogether the Bronson Way facility improvements are estimated between $80 and $100K. Adopted Adopted Capital Investment Program - General Government 5 - 12 Project Title: Grant Matching Program Project: 5 Project Type: Development and Major Maintenance Project Number: C32011 Project Account Number: 316.332011.020.594.76.61.000 Total Anticipated Project Cost:260$ annually Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ 239 239 21 ‐ ‐ ‐ ‐ ‐ 260 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 239 239 21 ‐ ‐ ‐ ‐ ‐ 260 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers 100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance 139 ‐ ‐ 21 ‐ ‐ ‐ ‐ ‐ 160 Total CIP Resources 239 ‐ ‐ 21 ‐ ‐ ‐ ‐ ‐ 260 Balance Available / (Unfunded Needs)239 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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), or Washington Department of Natural Resources. Expenditure of these monies must have specific Council approval. Summary of Progress: The City applied for a Conservation Futures Grants (KCCF) and received notification for award of a $350,000 grant towards the purchase of a 3.28 acre parcel along Panther Creek but the property owner decided not to sell and the City did not enter into the grant contract to receive the funding. In 2012, $10,000 were used to leverage a Washington Department of Natural Resources grant for tree planting in the North Renton Neighborhood; additionally, $10,000 was spent for prelimnary acquisition costs for a parcel along May Creek, for the Scott property, the former Sub Shop and for the Riverview Park bridge replacement. Proposals for RCO grants were submitted to renovate the Riverview Park bridge. Adopted Adopted Capital Investment Program - General Government 5 - 13 Project Title: Black River Riparian Forest Project: 6 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.332002.020.594.76.63.000 Total Anticipated Project Cost:2,390$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 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 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (90) (190) (390) (2,390) (2,390) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15 15 Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15 15 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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.) Impacts to the operating budget might include utilities, office supply and equipment and labor for the learning center and surrounding amenities. Summary of Progress: The first phase of this project is being re‐scheduled to 2015 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 2016. Construction documents will be prepared in 2017 with proposed construction in 2018. Adopted Adopted Capital Investment Program - General Government 5 - 14 Project Title: Maplewood Community Park Project: 7 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: Total Anticipated Project Cost:4,450$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ 225 ‐ 225 450 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,000 ‐ 4,000 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ ‐ 225 4,000 225 4,450 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ (225) (4,225) (4,450) (4,450) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250 250 Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250 250 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 2016, design development, construction document preparation, and bidding in 2017, with phase one development proposed for 2017 at a cost of $4,000,000. Phase 2 design development, construction document preparation, and bidding in 2018. (This CIP project was first introduced in 2002.) Impacts include labor, equipment, supplies and utility costs dependant upon the final design of the facility. Summary of Progress: The City and King County are delaying negotiations to transfer the 40‐acre undeveloped parcel and the 5‐acre developed Maplewood Park until some time in the future. Adopted Adopted Capital Investment Program - General Government 5 - 15 Project Title: Parks, Recreation and Open Space Plan Project: 8 Project Type: Development and Major Maintenance Project Number: C32002 Project Account Number: 316.332002.020.594.76.63.000 Total Anticipated Project Cost:438$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services 213 ‐ ‐ ‐ ‐ ‐ 225 ‐ ‐ 438 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 213 ‐ ‐ ‐ ‐ ‐ 225 ‐ ‐ 438 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET 175 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 175 Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance 38 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 38 Total CIP Resources 213 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 213 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ (225) (225) (225) (225) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The Parks, Recreation, and Natural Areas 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 Natural Resources Plan should be updated every five years to continue meeting State requirements for grant program eligibility. Summary of Progress: The Parks, Recreation and Natural Resources Plan was completed and adopted by City Council in 2011. Adopted Adopted Capital Investment Program - General Government 5 - 16 Project Title: Regis Park Athletic Field Expansion Project: 9 Project Type: Development and Major Maintenance Project Number: C32003 Project Account Number: 316.332003.020.594.76.63.000 Total Anticipated Project Cost:9,824$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ 300 ‐ ‐ 350 ‐ 650 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 94 280 280 ‐ ‐ 4,400 ‐ ‐ 4,400 9,174 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 94 280 280 ‐ 300 4,400 ‐ 350 4,400 9,824 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ 300 ‐ ‐ ‐ ‐ 300 Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers 94 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 94 Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ 280 280 ‐ ‐ ‐ ‐ ‐ ‐ 280 Total CIP Resources 94 280 280 ‐ 300 ‐ ‐ ‐ ‐ 674 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (4,400) (4,400) (4,750) (9,150) (9,150) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ 20 25 30 35 110 Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ 137 140 145 180 602 Net Impact ‐ ‐ ‐ ‐ ‐ 157 165 175 215 712 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project will occur in three 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 includes design and construction documents in 2014 and in 2015 will expand the capacity and provide greater programming flexibility 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 sewer and extend domestic water to the site for drinking and fire flow purposes. Phase III will convert the existing natural turf softball field to synthetic turf and develop a second lighted synthetic turf ball field. Impacts include labor, supplies, equipment and utilities to operate the facility, dependent upon the final design. (First introduced in 1998.) Summary of Progress: Phase I was completed in 2000. This project is being re‐programmed to the future. Adopted Adopted Capital Investment Program - General Government 5 - 17 Project Title: Springbrook Trail Missing Link Project: 10 Project Type: Development and Major Maintenance Project Number: C32014 Project Account Number: 316.332014.020.594.76.63.000 Total Anticipated Project Cost:2,750$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ 100 ‐ ‐ ‐ 100 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 650 ‐ ‐ ‐ ‐ ‐ 2,000 ‐ ‐ 2,650 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 650 ‐ ‐ ‐ ‐ 100 2,000 ‐ ‐ 2,750 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received 650 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650 Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 650 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (100) (2,100) (2,100) (2,100) (2,100) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ 3 3 3 3 12 Net Impact ‐ ‐ ‐ ‐ ‐ 3 3 3 3 12 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project will construct remaining missing links in the existing system between SW 43rd Street and SW Grady Way. 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. Impacts include maintenance of the trail and utilities, if any, such as irrigation. Summary of Progress: The boardwalk trail was completed in 2010. Funding is derived from the Parks Mitigation Fund. $50,000 in revenue was received from Hunter/Douglas property sale and development agreement with funding dedicated for trail development. Adopted Adopted Capital Investment Program - General Government 5 - 18 Project Title: Urban Forestry Program Project: 11 Project Type: Development and Major Maintenance Project Number: C32017 Project Account Number:316.332017.020.594.76.63.000 Total Anticipated Project Cost:671$ Current LOS %Growth % Project Description Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Tree Planting Program 145 20 20 ‐ ‐ 60 60 60 60 405 Natural Area Management ‐ 30 30 ‐ ‐ 50 50 50 50 230 Tree Inventory ‐ 36 36 ‐ ‐ ‐ ‐ ‐ ‐ 36 Total 145 86 86 ‐ ‐ 110 110 110 110 671 CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o p o s e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ 50 50 50 50 200 Major Maintenance 145 86 86 ‐ ‐ 60 60 60 60 471 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 145 86 86 ‐ ‐ 110 110 110 110 671 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ 86 86 ‐ ‐ ‐ ‐ ‐ ‐ 86 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers 145 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 145 Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 145 86 86 ‐ ‐ ‐ ‐ ‐ ‐ 231 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ (110) (220) (330) (440) (1,100) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ 120 120 130 130 500 Net Impact ‐ ‐ ‐ ‐ ‐ 120 120 130 130 500 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The interdepartmental Urban and Community Forestry Development Plan was approved in 2009 and lays the foundation for the urban forestry program using the Plan's implementation schedule. Some of the goals of the Plan include a forestry ordinance, formal tree planting program, environmental partnerships, Tree City USA recertification, tree inventory and others. In 2013, funds are budgeted to begin a tree planting program for adding and replacing street trees, to perform a tree inventory of public lands using tree maintenance software purchased in 2012 and to prepare management plans for natural areas. Tree planting and natural area management plans continue in 2014. Impacts include labor, equipment and supplies beginning in 2014. Identified projects are listed below: Adopted Adopted Capital Investment Program - General Government 5 - 19 Project Title: Park Master Planning Project: 12 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: Total Anticipated Project Cost:360$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ 90 90 90 90 360 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 90 90 90 90 360 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (90) (180) (270) (360) (360) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 the future. Adopted Adopted Capital Investment Program - General Government 5 - 20 Project Title: Integrated Pest Management Program Project: 13 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: Total Anticipated Project Cost:100$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 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 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (100) (100) (100) (100) (100) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 2015 at which time a consultant will be hired to work with staff in developing an Integrated Pest Management Program plan. Adopted Adopted Capital Investment Program - General Government 5 - 21 Project Title: KC Proposition 2 Capital Expenditures Levy Fund Project: 14 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.332029.020.594.76.61.000 Total Anticipated Project Cost:952$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ 787 787 160 5 ‐ ‐ ‐ ‐ 952 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 787 787 160 5 ‐ ‐ ‐ ‐ 952 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer 627 160 160 160 5 ‐ ‐ ‐ ‐ 952 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 627 160 160 160 5 ‐ ‐ ‐ ‐ 952 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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: During 2012, the Tiffany/Cascade Park Connector property was acquired using a 50% grant match which will be received in 2013. Grant money received will reimburse the K.C. Proposition 2 Capital Expenditures Levy Fund. Adopted Adopted Capital Investment Program - General Government 5 - 22 Project Title: Parks General Major Maintenance Project: 15 Project Type: Development and Major Maintenance Project Number: C32005 Project Account Number:316.332022.020.594.76.63.000 ‐ 316.332028.020.594.76.63.000 Total Anticipated Project Cost:5,685$ Current LOS %Growth % Project Description Project Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Playgrounds, Kiosks and Intepretive Signs ‐ 7 12 150 120 120 110 120 120 747 Light System Upgrades 914 282 297 150 ‐ 75 110 ‐ 110 1,641 Shoreline and Bank Stabilization 61 ‐ 100 ‐ ‐ 45 100 200 2,000 2,406 Boundary, Topographic & Site Surveys 28 20 20 ‐ 20 60 90 100 120 438 Fencing, Guardrails, Bullrails, Railings 33 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 33 Landscape Renovation & Repairs ‐ ‐ ‐ ‐ 50 75 75 ‐ ‐ 200 Structural Reviews and Repairs ‐ 89 ‐ ‐ ‐ 100 ‐ 20 10 219 Total 1,037 398 429 300 190 475 485 440 2,360 5,685 CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o p o s e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 1,037 398 429 300 190 475 485 440 2,360 5,685 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 1,037 398 429 300 190 475 485 440 2,360 5,685 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ 398 250 300 190 ‐ ‐ ‐ ‐ 888 Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers 1,026 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,026 Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance 11 179 ‐ ‐ ‐ ‐ ‐ ‐ 11 Total CIP Resources 1,037 398 429 300 190 ‐ ‐ ‐ ‐ 1,925 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ (475) (960) (1,400) (3,760) (3,760) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ 5 5 5 5 5 5 30 Net Impact ‐ ‐ ‐ 5 5 5 5 5 5 30 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Major maintenance projects are necessary to maintain parks in a safe working order. Identified projects are listed below: * Playgrounds, Kiosks and Interpretive Signs ‐ 2013 Liberty Park Playground; 2014 Kennydale Lions Kiosk and Cedar River Trail Playground * Light System Upgrades ‐ 2013 Highlands Park walkway and Senior Center parking lot * Shoreline and Bank Stabilization ‐ * Boundary, Topographic and Site Surveys ‐ Kennydale Beach Park seawall * Fencing, Guardrails, Bullrails, Railings * Landscape Renovation and Repairs ‐ 2014 Heritage Park drainage * Structural Reviews and Repairs ‐ 2013 Trestle Bridge review Adopted Adopted Capital Investment Program - General Government 5 - 23 Project Title: Irrigation Renovation and Conservation Project: 16 Project Type: Development and Major Maintenance Project Number: C32006 Project Account Number: 316.332006.020.594.76.63.000 Total Anticipated Project Cost:1,527$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 352 ‐ ‐ ‐ ‐ 425 250 250 250 1,527 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 352 ‐ ‐ ‐ ‐ 425 250 250 250 1,527 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 352 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 352 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 352 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 352 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (425) (675) (925) (1,175) (1,175) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ (2) (2) (2) (2) (8) Net Impact ‐ ‐ ‐ ‐ ‐ (2) (2) (2) (2) (8) CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 2015. Adopted Adopted Capital Investment Program - General Government 5 - 24 Project Title: Irrigation Automation and Conservation Project: 17 Project Type: Development and Major Maintenance Project Number: C32010 Project Account Number: 316.332010.020.594.76.63.000 Total Anticipated Project Cost:265$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 137 23 30 30 15 15 15 15 15 265 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 137 23 30 30 15 15 15 15 15 265 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ 15 ‐ ‐ ‐ ‐ 15 Business License Fee ‐ ‐ ‐ 30 ‐ ‐ ‐ ‐ ‐ 30 Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 81 23 30 ‐ ‐ ‐ ‐ ‐ ‐ 104 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance 56 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 56 Total CIP Resources 137 23 30 30 15 ‐ ‐ ‐ ‐ 205 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (15) (30) (45) (60) (60) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 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 2013 through 2018 (in thousands of dollars) 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. In 2013 and 2014, irrigation automation is planned for City building locations and contract landscape maintenance locations. This is part of the Community Services Department's Water Conservation Plan and strategy. Summary of Progress: In 2010, irrigation automation was completed in Coulon Park. In 2011, irrigation automation was completed at Liberty, Earlington and Glencoe Parks as well as several contract landscape maintenance locations. In 2012 irrigation automation is planned for the Transit Center, Burnett Avenue, Main Street parking lot and several contract landscape maintenance locations. Adopted Adopted Capital Investment Program - General Government 5 - 25 Project Title: Parking Lots and Drive Repairs Project: 18 Project Type: Development and Major Maintenance Project Number: C32008 Project Account Number: 316.332008.020.594.76.63.000 Total Anticipated Project Cost:409$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 49 10 10 50 50 90 50 50 60 409 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 49 10 10 50 50 90 50 50 60 409 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ 50 50 ‐ ‐ ‐ ‐ 100 Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 49 10 10 ‐ ‐ ‐ ‐ ‐ ‐ 59 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 49 10 10 50 50 ‐ ‐ ‐ ‐ 159 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (90) (140) (190) (250) (250) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 and recreation centers). The program is intended to repair and generally extend the life of the existing pavement. Repairs are planned for Teasdale Park parking lot in 2013 and Coulon in 2014. Summary of Progress: Funding in 2011 was delayed to 2012. Liberty Park parking lot repairs are scheduled in 2012. Adopted Adopted Capital Investment Program - General Government 5 - 26 Project Title: Ball field Renovation Program Project: 19 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.332030.020.594.76.63.000 Total Anticipated Project Cost:296$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 55 16 16 ‐ ‐ 50 50 75 50 296 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 55 16 16 ‐ ‐ 50 50 75 50 296 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 50 16 16 ‐ ‐ ‐ ‐ ‐ ‐ 66 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance 5 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5 Total CIP Resources 55 16 16 ‐ ‐ ‐ ‐ ‐ ‐ 71 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (50) (100) (175) (225) (225) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ 2 2 2 2 8 Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ 2 2 2 2 8 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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. Impacts include a potential increase in revenue for demand to play on higher quality fields and for playability during foul weather. This project is being re‐programmed to 2015. Summary of Progress: In 2011, funds were used to provide safety upgrades to existing ballfield bleachers throughout the system. Adopted Adopted Capital Investment Program - General Government 5 - 27 Project Title: Paths, Walks, Patios and Boardwalks Project: 20 Project Type: Development and Major Maintenance Project Number: C32009 Project Account Number: 316.332009.020.594.76.63.000 Total Anticipated Project Cost:771$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 429 7 10 75 75 65 40 40 40 771 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 429 7 10 75 75 65 40 40 40 771 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ 75 ‐ ‐ ‐ ‐ ‐ 75 Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ 75 ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers 260 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 260 Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance 169 7 10 ‐ ‐ ‐ ‐ ‐ ‐ 176 Total CIP Resources 429 7 10 75 75 ‐ ‐ ‐ ‐ 511 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (65) (105) (145) (185) (185) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Repair and replace heaving, broken, and settling pathways, trails, sidewalks, patios and boardwalks with asphalt, concrete, pavers, wood, or other materials. In 2013, new sidewalk will be installed from the parking lot to the shelter at Teasdale Park as an ADA upgrade. Sidewalk repair near the Senior Activity Center along the Cedar River Trail will repair some heaved sidewalk. In 2014, repairs are anticipated to occur at Philip Arnold Park for an ADA upgrade to the shelter and at City Hall around the entrance on the lobby level. Summary of Progress: In 2012, sidewalk installation at Cedar River Park will connect the drive with the storage building. Carry forward unspent funds. Adopted Adopted Capital Investment Program - General Government 5 - 28 Project Title: Sports Court Repairs Project: 21 Project Type: Development and Major Maintenance Project Number: C32007 Project Account Number: 316.332007.020.594.76.63.000 Total Anticipated Project Cost:375$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 20 25 20 40 20 150 80 20 20 375 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 20 25 20 40 20 150 80 20 20 375 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ 40 ‐ ‐ ‐ ‐ ‐ 40 Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ 20 ‐ ‐ ‐ ‐ 20 Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ 25 20 ‐ ‐ ‐ ‐ ‐ ‐ 25 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance 20 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 20 Total CIP Resources 20 25 20 40 20 ‐ ‐ ‐ ‐ 105 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (150) (230) (250) (270) (270) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 Senior Activity Center. The program is intended to repair safety problems and generally extends the life of the existing surfaces. Basketball courts at Kiwanis Park and Regis Park will receive repairs in 2013 with repairs anticipated at Earlington Park in 2014. Summary of Progress: In 2009 and 2010, repairs at Ron Regis Park and Teasdale Park were rescheduled. Regis Park court repairs have been re‐scheduled to 2013. Future court repair projects have been moved out in time. In 2011, court repairs were completed at Tiffany and Kiwanis Parks. Repairs to courts at Highlands Park and at Liberty Park are planned for 2012. Adopted Adopted Capital Investment Program - General Government 5 - 29 Project Title: Capital Project Coordination Project: 22 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.000000.020.594.76.91.010 Total Anticipated Project Cost:565$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management 186 72 72 74 75 78 80 ‐ ‐ 565 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 186 72 72 74 75 78 80 ‐ ‐ 565 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ 74 75 ‐ ‐ ‐ ‐ 149 Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 186 72 72 ‐ ‐ ‐ ‐ ‐ ‐ 258 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 186 72 72 74 75 ‐ ‐ ‐ ‐ 407 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (78) (158) (158) (158) (158) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) To reimburse Parks capital project planning, coordination, and management costs paid by Fund 001. Summary of Progress: Adopted Adopted Capital Investment Program - General Government 5 - 30 Project Title: Accessible Playground Project: 23 Project Type: Development Project Number: N/A Project Account Number: 316.332035.020.594.76.63.000 Total Anticipated Project Cost:1,500$ Current LOS Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ 750 750 750 ‐ ‐ ‐ ‐ ‐ 1,500 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 750 750 750 ‐ ‐ ‐ ‐ ‐ 1,500 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ 350 350 ‐ ‐ ‐ ‐ ‐ ‐ 350 Mitigation Funds Received ‐ 400 400 750 ‐ ‐ ‐ ‐ ‐ 1,150 Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 750 750 750 ‐ ‐ ‐ ‐ ‐ 1,500 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ 12 12 12 12 12 12 72 Net Impact ‐ ‐ ‐ 12 12 12 12 12 12 72 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Design and construct a new playground with accessible structures for all ages and abilities. Design will include various play elements such as slides, swings and sensory equipment as well as rubberized safety surfacing, benches and drinking fountains. Public/private partnerships will be coordinated to raise matching funds. The site will be located on the North Highlands Neighborhood Center and Hillcrest Early Childhood Center properties. Impacts include labor, supplies, materials and utilities for the safe operation of the playground and restroom facilities. Summary of Progress: A partnership project with the Renton School District (RSD), Renton Rotary, other service clubs and individuals. In 2011, a Memorandum of Understanding with RSD was signed and in 2012 an interlocal agreement with RSD and the City was completed. Design for the playground began in 2012 is expected to be completed by year's end. Adopted Adopted Capital Investment Program - General Government 5 - 31 Project Title: Leased Facilities Project: 24 Project Type: Development and Major Maintenance Project Number: C20010, C20026 Project Account Number: 108.220010.020.594.19.62.000 Total Anticipated Project Cost:740$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 500 ‐ ‐ 120 120 ‐ ‐ ‐ ‐ 740 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 500 ‐ ‐ 120 120 ‐ ‐ ‐ ‐ 740 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ 120 120 ‐ ‐ ‐ ‐ 240 Grants/Contribution Received 500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 500 Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 500 ‐ ‐ 120 120 ‐ ‐ ‐ ‐ 740 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The recent history of this account is this: 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 used a Federal (EECBG) grant and a PSE energy grant that provided all of the funding to make the substantial HVAC upgrade that was indicated in the 2008 review. In fact the original system was nearing collapse. Our occupancy rate has fallen in the meanwhile, and we have not replaced the tenants. The building has been marketed and shown quite a bit. Our failure to land new tenants may be partly attributed to a cluttered appearance of the available suites as they were abandoned intact; outdated bathrooms, which are not ADA compliant; and lobbies with worn carpet and finishes on those floors having vacancies. We also know that the roof needs to be replaced ($180,000 est.) but that will have to wait until the performance of this account improves. Summary of Progress: In addition to the improvements shown above, in 2009, the first floor lobby and restrooms were updated to ADA standards and to meet the needs of the first floor tenant. Adopted Adopted Capital Investment Program - General Government 5 - 32 Project Title: Highlands Library Natural Area Project: 25 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.332036.020.594.76.63.000 Total Anticipated Project Cost:50$ Current LOS %Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ 10 10 ‐ ‐ 10 10 10 10 50 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 10 10 ‐ ‐ 10 10 10 10 50 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ 10 10 ‐ ‐ ‐ ‐ ‐ ‐ 10 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 10 10 ‐ ‐ ‐ ‐ ‐ ‐ 10 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (10) (20) (30) (40) (40) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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: Library to KCLS; City is responsible for fencing and safety repairs. Adopted Adopted Capital Investment Program - General Government 5 - 33 Project Title: Tree Maintenance Project: 26 Project Type: Major Maintenance Project Number: C32005 Project Account Number:316.332012.020.594.76.63.000 Total Anticipated Project Cost:1,622$ Current LOS %Growth % Project Description Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Tree Maintenance 337 33 33 100 100 100 100 100 100 870 Tree Maintenance Special Projects ‐ 170 150 132 ‐ 150 150 150 150 752 Total 337 203 183 232 100 250 250 250 250 1,622 CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 337 203 183 232 100 250 250 250 250 1,872 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 337 203 183 232 100 250 250 250 250 2,055 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ 15 100 ‐ ‐ ‐ ‐ 115 Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 98 203 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 301 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers 117 ‐ 183 ‐ ‐ ‐ ‐ ‐ ‐ 117 Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance 122 ‐ ‐ 217 ‐ ‐ ‐ ‐ ‐ 339 Total CIP Resources 337 203 183 232 100 ‐ ‐ ‐ ‐ 872 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ (250) (500) (750) (1,000) (1,000) ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The Community Services Department regularly maintains over 6,000 street trees, 20,370 park trees, and 106,000 natural area trees citywide. Regular maintenance improves sight lines to traffic signals, traffic signs, and business advertising; creates clearance over streets for vehicles and pedestrians; enhances street light illumination; eliminates poor growth characteristics for greater longevity; reduces infrastructure costs and; corrects potential tree problems, including branch or tree failure. In 2013 and 2014, funds will be used citywide to remove dangerous trees and prune trees that threaten public safety. Special Projects are defined as tree and sidewalk conflicts apart from regular maintenance. In 2013, sidewalks and trees along Liberty Park and the K.C. Main Library are scheduled for repair with similar treatment in 2014 for Logan and Burnett Avenues in downtown. Identified projects are listed below: Adopted Adopted Adopted Adopted Capital Investment Program - General Government 5 - 34 Project Title: Contract Coordination Project Type:Project Number: 27 Project Account Number: 316.000000.020.576.80.41.000 Total Anticipated Project Cost:572$ Current LOS Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ 131 139 147 155 572 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 131 139 147 155 572 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (131) (270) (417) (572) (572) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ 1 1 1 1 1 1 3 Net Impact ‐ ‐ ‐ 1 1 1 1 1 1 3 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) New contract position that assists staff with design, construction coordination and supervision of CIP projects. Impacts include supplies and materials to process contracts. Summary of Progress: Adopted Adopted Capital Investment Program - General Government 5 - 35 Project Title: Coulon Park Repairs and Maintenance Project: 28 Project Type: Major Maintenance Project Number: Project Account Number:316.332045.020.594.76.63.01* Total Anticipated Project Cost:2,307$ Current LOS %Growth % Project Description Project Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Coulon Park Structural Repairs ‐ ‐ ‐ 346 120 65 205 100 100 936 Coulon Park Lighting Repairs ‐ ‐ ‐ ‐ 75 ‐ ‐ 110 ‐ 185 Coulon Park Turf Replacement ‐ ‐ ‐ 55 55 55 55 60 60 340 Coulon Park Shoreline Erosion ‐ ‐ ‐ 30 80 55 ‐ ‐ ‐ 165 Coulon Park 5‐Year Structural Review ‐ ‐ ‐ ‐ ‐ ‐ 125 ‐ ‐ 125 Coulon Park Structure Painting* ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Structural Reviews & Repairs ‐ 556 645 ‐ ‐ ‐ ‐ ‐ ‐ 556 Total ‐ 556 645 431 330 175 385 270 160 2,307 CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ 556 645 431 330 175 385 270 160 2,307 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 556 645 431 330 175 385 270 160 2,307 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ 336 235 ‐ ‐ ‐ ‐ 571 Business License Fee ‐ ‐ ‐ 95 95 ‐ ‐ ‐ ‐ 190 Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ 556 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 556 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ 645 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 556 645 431 330 ‐ ‐ ‐ ‐ 1,317 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (175) (560) (830) (990) (990) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ 5 5 5 5 5 5 30 Net Impact ‐ ‐ ‐ 5 5 5 5 5 5 30 *$27,000 is budgeted in Fund 504 for 2013 and 2014 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Major maintenance projects are necessary to maintain parks in a safe working order. With the age of Coulon Park, there are five project types that are directly relate to Coulon Park: * Coulon Park Structural Repairs * Coulon Park Lighting ‐ 2014 Waterwalk * Coulon Park Turf Replacement ‐ 2013 and 2014 South beach area * Coulon Park Shoreline Erosion ‐ 2013 Survey; 2014 Study (2015 Repairs) * Coulon Park Five Year Structural Review Coulon Park Maintenance includes the above five projects. Coulon Park is over 30 years old. With heavy use of the park and age of facilities, repairs, renovations and maintenance is required to replace many of the aging structures and systems. Reviews of structures is conducted on a 5‐year schedule. A review was completed in 2012 with another scheduled for 2016. Adopted Adopted Adopted Capital Investment Program - General Government 5 - 36 Project Title: Riverview Park Bridge Reconstruction Project Type: Major Maintenance Project Number: 29 Project Account Number: 316.332041.020.594.76.63.000 Total Anticipated Project Cost:253$ Current LOS Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ 3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3 Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ 250 ‐ ‐ ‐ ‐ ‐ 250 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 3 ‐ 250 ‐ ‐ ‐ ‐ ‐ 253 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ 3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ 250 ‐ ‐ ‐ ‐ ‐ 250 Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 3 ‐ 250 ‐ ‐ ‐ ‐ ‐ 253 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Riverview Park bridge connects the parking lot along SR 169 with the remainder of the park by spanning the Cedar River. The bridge was constructed using timber piles driven into the north and sound banks and into the middle of the river. The bridge piles have sustained flood damage over the years. Shifting piles, weather and high use have impacted the understructure of the bridge, the decking and the wooden handrails. This project removes the entire bridge and replaces it with a single‐span metal bridge, eliminating the creosote‐treated piles in the water and improving the aquatic ecosystem. Recreation and Conservation Office grants are currently being pursued to offset the costs of the design and construction. The Custer Fund would also be utilized to partially fund the project. Impacts would be the elimination of significant repair costs every few years for the existing bridge. Summary of Progress: A structural review and assessment of the Riverview Park bridge was completed in 2012. The report indicates further decay to treated support timbers and displaced piles. Staff is submitting for state and federal grants through the RCO in 2012. $110,000 would be utilized from the Custer Fund and, upon grant award from the RCO, $990,000 would become available to fund construction of the bridge. Approximately $150,000 is required for design and construction documents using the anticipated RCO grants to cover those costs, otherwise the City would need to fund the design and construction documents portion. Adopted Adopted Capital Investment Program - General Government 5 - 37 Project Title: Sunset EIS Park Project Type: Development Project Number: 30 Project Account Number: 316.332043.020.594.76.63.000 Total Anticipated Project Cost:3,380$ Current LOS Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ 280 280 ‐ 100 3,000 ‐ ‐ ‐ 3,380 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 280 280 ‐ 100 3,000 ‐ ‐ ‐ 3,380 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ 100 ‐ ‐ ‐ ‐ 100 Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ 280 280 ‐ ‐ ‐ ‐ ‐ ‐ 280 Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ KC levy transfer ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 280 280 ‐ 100 ‐ ‐ ‐ ‐ 380 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ (3,000) (3,000) (3,000) (3,000) (3,000) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End P r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The Sunset Area Community Revitalization Program will redevelop the area with new public housing and encourage development and infrastructure improvements, creating opportunities for affordable housing and retail investment. As part of the redevelopment, park and regional storm water facilities will be integrated into a park master planning process in 2013. Design and construction drawings are planned in two phases beginning in 2013 and completed in 2014. Construction of the park will occur in 2015. This park was identified in the adopted Parks, Recreation and Natural Areas Plan. Impacts include labor, utilities, equipment and supplies to operate and maintain the park. Summary of Progress: The Sunset Terrace Regional Stormwater Facility, integrated into the park design, will be constructed during 2014. The stormwater facility has to be completed by June of 2015 using a separate funding source supplemented by a Department of Ecology grant obtained by the Surface Water Utility Division in 2012. Adopted Adopted Capital Investment Program - General Government 5 - 38 Capital Investment Program - Internal Service Funds 5 - 39 Fund 501 ‐ Equipment Rental Fund 2013‐2014 Vehicle Acquisitions/Replacements Dept Assigned Charge Code Equipment Number Make Model Year Puchased Life 2013 Replacement Cost 2014 Replacement Cost Police Admin Pool02 A414 FORD TAURUS 2002 10 25,000 ‐ Police Spec Ops Pool04 A416 FORD CROWN VICTORIA 2002 3 ‐ 45,000 Police Patrol Pool08 A406 FORD CROWN VICTORIA 2001 3 ‐ 45,000 Police Patrol Pool08 A468 DMCH CHARGER 2008 4 ‐ 45,000 Police Patrol Pool08 A472 DMCH CHARGER 2009 4 ‐ 45,000 Police Patrol Pool08 A474 DMCH CHARGER 2009 4 ‐ 45,000 Police Patrol Pool08 A475 DMCH CHARGER 2009 4 ‐ 45,000 Police Patrol Pool08 B116 FORD EXPEDITION 2005 8 ‐ 45,000 Police Patrol Pool08 A463 DMCH CHARGER 2008 4 45,000 ‐ Police Patrol Pool08 A464 DMCH CHARGER 2008 4 45,000 ‐ Police Patrol Pool08 A466 DMCH CHARGER 2008 4 45,000 ‐ Police Patrol Pool08 A471 DMCH CHARGER 2009 4 45,000 ‐ Police Patrol Pool08 A476 DMCH CHARGER 2009 4 45,000 ‐ Police K‐9 Pool09 A467 DMCH CHARGER 2008 4 45,000 ‐ Public Works Maintenance Solid Waste Pool18 D090 DMCH 3500 1999 10 ‐ 50,000 Public Works Transportation System Maint Pool23 C196 FORD PU 2000 8 30,000 ‐ Public Works Maintenance Street Pool25 E118A ELGN CROSSWIND 2008 4 ‐ 250,000 Public Works Maintenance Surface Water Pool26 C217 FORD F250 2002 8 30,000 ‐ Public Works Maintenance Surface Water Pool26 E116 INTE VACTOR 2008 5 425,000 ‐ Public Works Maintenance Surface Water Pool26 New N/A DUMP TRUCK 2013 15 185,000 ‐ Public Works Maintenance Surface Water Pool26 New N/A SLOPE MOWER 2014 5 ‐ 60,000 Public Works Maintenance Surface Water Pool26 New N/A MOWER TRAILER 2014 10 ‐ 6,000 Public Works Maintenance Surface Water Pool26 New N/A DEWATERING PUMPS 2014 10 ‐ 5,000 Public Works Maintenance Surface Water Pool26 New N/A 1‐TON FLAT BED TRUCK 2014 10 ‐ 55,000 Public Works Maintenance Water Pool27 C218 FORD RANGER 2002 8 ‐ 25,000 Public Works Maintenance Water Pool27 C224 FORD RANGER 2003 8 ‐ 25,000 Public Works Maintenance Water Pool27 B101 CHEV BLAZER 2001 8 30,000 ‐ Community Services Facilities Pool32 C183 CHEV S10 1998 8 ‐ 25,000 Fire Suppression Pool40 F072 INTE 4700 2000 7 ‐ 225,000 Fire Suppression Pool40 F064 INTE 4700 1999 7 225,000 ‐ Fire Suppression Pool40 F065 INTE 4700 1999 7 225,000 ‐ Fire FD40 Pool52 F428 FORD EXPEDITION 2000 8 45,000 ‐ Total:1,490,000$ 1,041,000$ Capital Investment Program - Internal Service Funds 5 - 40 Fund 503 ‐ Information Technology Fund 2013 2014 814,020$ 740,020$ Department Capital (Costs charged directly to identified department): Police Department Applications Projects: 45,000 45,000 This project continues to fund a three year effort to place video in each patrol and traffic vehicle, VCC Cad Upgrades, Parking enforcement equipment. Fire Projects: 10,000 10,000 Fire Department inspectors field equipment CAD upgrades, GIS tracking as well as handheld application devices to support communication needs. Community and Economic Development Projects:50,000 15,000 Permits Plus ‐Upgrade or replace Permits Plus software. Software is being phased out. 2012‐$500K, 2013‐ $200K Public Works 65,000 65,000 Capital Project Managements system Enterprise Capital (costs allocated city‐wide based on equipment count) : Server Systems:90,000 90,000 Increases core system capacity to accommodate growth. Efficient use of the computing resource and increase system reliability can be obtained by virtualized servers, running many copies of an operating system on a single hardware server. Metropolitan Area Network 100,000 100,000 Increasing use of information systems is improving productivity and increasing the demand on network core systems. In virtually every department the City is replacing older business processes with more efficient computer based records management and customer relationship management systems. Increasing population and annexation is driving an increase in employee head count. New facilities are expanding the City's network connections between buildings. Email has grown from a convenience to a core business communication tool. These trends drive the need to maintain and improve the underlying networks that allow these systems to operate 24x7x365. Continuing efficient operation of the network requires some ongoing improvements and periodic major systems upgrades. Mobility Device Security Systems 7,500 7,500 IP v6 Planning and Impementation 5,000 5,000 Virtual Desktop Pilot ‐ Phase Implementation (sourced from computer replacement program)12,500 12,500 Data Archival/Search System/Storage 15,000 10,000 Core Systems Replacements 70,000 70,000 Enterprise GIS 20,000 20,000 Additional product licensing and programming. Capital Copier Rentals 110,020 110,020 Total IT Capital Projects/Programs 600,020 560,020 Annual Equipment Replacement (non‐capital)214,000 180,000 This project replaces aging City desktop, laptop and ruggedized computers on a 5 year rotation schedule. Replaces aging servers, storage, backup/archival systems, network, security systems, wireless sytems, communication systems, and UPS battery/backup equipment. Total Anticipated Project Cost: Capital Investment Program - Internal Service Funds 5 - 41 Fund 504 ‐ Facilities Fund 2013 2014 Total Anticipated Projects Cost: $518,877 $358,877 Operational Facilities Major Maintenance Projects: Fire Station No. 11 (Built 1978):13,000 13,000 Fire Station 12:15,000 15,000 Fire Station No. 13: 10,000 10,000 This new station, with administration offices, will be $10,000 in a typical year. Fire Station No. 14: 10,000 10,000 Interior painting in training and admin areas and Fall restraint system install on roof. Fire Station No. 16: 12,000 12,000 Exterior and interior painting, carpet replacement, replace old insulated glass windows, and replace apparatus bay ceiling fans. Fire Station No. 17: 5,000 5,000 HVAC equipment upgrades. City Shops 20,000 20,000 Exterior painting structures, doors and frames. Public Facility Projects: Carco Theatre: Major maintenance that includes ADA upgrades (including handrails and lift) and interior painting. 12,000 12,000 City Hall: 70,000 70,000 160,000 ‐ Senior Center:94,877 94,877 Coulon Structure Maintenance 27,000 27,000 Exterior Painting of all buildings. Citywide Exercise Equipment Replacement 10,000 10,000 Replacement of cardio equipment. North Highlands Neighborhood Center 16,000 16,000 Exterior painting of the Highlands building. Liberty Park Stadium 5,000 5,000 Repair newly bird damaged roof beam assemblies, Exterior painting, Concrete crack and spall repair. Liberty Park Community Building 5,000 5,000 Install vapor barrier in crawl space and enhance rodent control measures. Renton Community Center 24,000 24,000 Replace carpet throughout with resilient product (Marmoleum). Highlands Library 10,000 10,000 Major HVAC system failure maintenance. Totals $518,877 $358,877 Major maintenance that includes: replacement of 2 original hot water boilers, and seal and paint roof and mechanical penthouse. Improvements to the 4th floor of City Hall to accommodate the City Attorney's office. Major maintenance that includes: exterior painting, replace ceiling tiles in auditorium, and other appearance upgrades. Seismic, energy, accessibility and operational upgrades were completed in 2010 so, ongoing maintenance issues are lower than typical for an older station. An emergency power generation system capacity upgrade is planned for 2013. A building pressurization issue was corrected in 2010 and a retro‐commissioning of the mechanical system was completed. Sealing the building interior envelope membrane and carpet replacement are planned for 2013. The equipment and backup systems for the Emergency Control Center are important to maintain at the schedules recommended in the O&M Manual. Capital Investment Program - Internal Service Funds 5 - 42 Lake Washington Trail (AKA Sam Chastain) SW Sunset Blvd at Hardie Ave SW Pedestrian Improvements From corridor improvements to intersection improvements and new trails ‐it keeps transportation moving safely. Capital Investment Program - Transportation 5 - 43 Life to Date Adjusted Budget Estimated Year end Project #Projects Priority Type*Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total 1 Street Overlay 1 M 659 916 916 776 747 876 920 966 1,014 6,874 2 Arterial Rehabilitation Program 2 M 342 348 348 366 1,085 404 425 446 468 3,884 26 Preservation of Traffic Operation Devices Program 3 M 86 62 62 62 62 62 62 62 62 520 22 Bridge Inspection & Repair Program 4 M 57 200 200 1 25 20 20 20 25 368 20 Sidewalk Rehabilitation and Replacement Program 5 M 239 210 210 170 100 250 250 250 250 1,719 21 NE 31st Street Culvert Repair 6 M 11 130 80 480 ‐ ‐ ‐ ‐ ‐ 571 23 Roadway Safety and Guardrail Program 7 M 2 65 55 10 15 15 15 15 25 152 3 Rainier Ave Improvements ‐ Grady Way to S 2nd Street ** C 25,268 9,311 9,311 9,844 ‐ ‐ ‐ ‐ ‐ 44,423 4SW 27th Street/Strander Boulevard Connection ** C 11,559 8,332 8,332 8,223 ‐ 1,822 7,665 6,765 4,561 48,926 4A SW 27th Street/Strander Blvd Connection ‐ Loan Repay ** C ‐ 150 150 150 150 150 150 ‐ ‐ 750 5NE 3rd/NE 4th Corridor Improvements ** C 679 2,987 2,966 61 71 2,850 4,440 555 160 11,781 14 South 7th Street ‐ Rainier Ave S to Talbot Road South ** C 32 ‐ ‐ 192 408 200 800 600 4,800 7,032 10 Carr Road Improvements ** C ‐ ‐ ‐ 1,050 2,191 200 ‐ ‐ ‐ 3,441 42 Logan Ave N Improvements 1 C ‐ 40 50 800 300 4,600 2,400 ‐ ‐ 8,150 11 NE Sunset Boulevard (SR 900) Corridor Improvements 2 C 200 ‐ 10 ‐ ‐ 3,700 4,430 8,870 9,000 26,210 12 Sunset Area Green Connections 3 C ‐ ‐ ‐ ‐ ‐ 1,940 4,310 5,545 6,505 18,300 7 Rainier Ave Phase II ‐ S 3rd Street to Airport Way 4 C ‐ ‐ ‐ ‐ ‐ 3,420 3,850 5,980 2,300 15,550 8 Park Avenue North Extension 5 C ‐ ‐ ‐ ‐ ‐ 2,400 2,600 ‐ ‐ 5,000 6 Duvall Ave NE ‐ NE 7th St to Sunset Blvd NE 6 C ‐ ‐ ‐ ‐ ‐ 1,810 1,650 2,240 6,350 12,050 15 S Grady Way ‐ Main Ave to West City Limits 7 C ‐ ‐ ‐ ‐ ‐ 450 1,275 1,275 ‐ 3,000 9 116th Ave SE Improvements 8 C ‐ ‐ ‐ ‐ ‐ 3,574 3,760 1,600 5,351 14,285 40 Lake Washington Blvd N ‐ Park Ave N ‐ Gene Coulon Park 9 C 330 134 134 ‐ ‐ 230 330 ‐ ‐ 1,024 41 Lind Ave SW ‐ SW 16th St to SW 43rd St 10 C ‐ ‐ ‐ ‐ ‐ 250 1,350 1,900 ‐ 3,500 13 Oakesdale Ave SW ‐ Monster Road to SR 900 11 C ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 5,300 5,350 24 Intersection Safety & Mobility Program 1 S 6 10 10 168 182 250 250 250 250 1,366 25 Traffic Safety Program 2 S 195 100 100 330 36 40 40 40 40 821 16 Highlands to Boeing/Landing Pedestrian Connection ** N 150 229 229 2,000 ‐ ‐ ‐ ‐ ‐ 2,379 18 Lake to Sound (L2S) Trail 1 N ‐ ‐ ‐ ‐ ‐ 1,250 ‐ ‐ ‐ 1,250 17 Lake Washington Loop Trail 2 N ‐ ‐ ‐ ‐ ‐ 350 1,200 1,725 1,725 5,000 31 Barrier‐Free Transition Plan Implementation 3 N 3 10 50 30 30 50 50 50 50 313 19 Walkway Program 4 N 4 30 40 125 170 250 250 250 280 1,369 30 Bicycle Route Development Program 5 N 8 5 5 30 30 70 70 70 80 363 29 Transportation Demand Management (TDM) Program 1 T 47 42 43 45 45 45 45 45 45 360 28 Transit Program 2 T 17 10 10 25 25 25 25 40 40 207 34 Arterial Circulation Program 1 O 94 70 100 120 120 235 235 235 250 1,389 33 Project Development & Pre‐Design Program 2 O 59 80 100 100 115 135 135 135 150 929 38 Geographic Info ‐ Trans. Data Development 3 O 6 50 50 15 15 15 15 15 15 146 35 Transportation Concurrency/LOS Program 4 O 25 10 10 10 30 30 30 30 30 195 36 Environmental Monitoring Program 5 O 23 10 ‐ 20 ‐ ‐ ‐ ‐ ‐ 43 32 City Center Community Plan 6 O ‐ 50 50 ‐ ‐ ‐ ‐ ‐ ‐ 50 27 Intelligent Transportation Systems (ITS) Program 7 O 44 120 120 30 30 30 30 30 30 344 37 WSDOT Coordination Program 8 O 23 10 10 10 30 30 30 30 40 203 39 1% for the Arts Program 9 O ‐ 20 30 15 15 15 15 15 15 120 Total 40,167 23,741 23,781 25,258 6,027 32,043 43,122 40,099 49,211 259,708 Life to Date Adjusted Budget Estimated Year end Project Resources:Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Vehicle Fuel Tax 634 600 600 640 650 660 670 680 680 5,214 Business License Fee 1,151 1,624 2,142 1,702 1,740 1,780 1,820 1,860 1,900 14,096 Grants In‐Hand (1)8,582 13,317 13,277 18,246 3,530 40 1,910 1,910 1,300 48,795 Grants In‐Hand (2)4,750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,750 Mitigation In‐Hand 5,722 230 520 183 107 170 170 210 180 7,262 Bonds / LID's Formed 2,800 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,800 Other Gov't Resources In‐Hand (1)11,590 5,871 5,871 4,488 ‐ ‐ ‐ ‐ ‐ 21,948 Other Gov't Resources In‐Hand (2)1,411 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,411 Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0 Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0 Proposed Fund Balance 3,782 1,845 1,116 ‐ ‐ ‐ ‐ ‐ ‐ 4,897 Undetermined ‐ ‐ ‐ ‐ ‐ 28,363 38,522 35,409 45,121 147,415 Total Resources 40,422 23,487 23,526 25,258 6,027 31,013 43,092 40,069 49,181 258,588 Balance Available / (Unfunded Needs)(255) 255 255 ‐ ‐ 1,030 30 30 30 1,120 * NOTE: M ‐ Maintenance & Preservation, C ‐ Corridor Projects, S ‐ Safety, N ‐ Non‐Motorized, T ‐ Transit, and O ‐ Other **Projects under construction and/or with a phase under construction #Corresponds to project number (#) on individual project pages A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) S U M M A R Y B Y C O U N C I L P R I O R I T Y A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 44 Project Title: Street Overlay Project: 1 Project Type: Major Maintenance Project Number: 122108 Project Account Number:317.122108.016.595.**.63.*** Total Anticipated Project Cost:6,874$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 2 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2 Preliminary Engineering 4 13 13 14 15 15 15 15 15 106 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 612 863 863 722 692 820 864 910 958 6,441 Construction Services 41 40 40 40 40 41 41 41 41 325 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 659 916 916 776 747 876 920 966 1,014 6,874 Resources: Vehicle Fuel Tax 620 600 600 640 650 660 670 680 680 5,200 Business License Fee 39 126 126 136 97 98 103 176 214 989 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ 190 190 ‐ ‐ ‐ ‐ ‐ ‐ 190 Undetermined ‐ ‐ ‐ ‐ ‐ 118 147 110 120 495 Total CIP Resources 659 916 916 776 747 876 920 966 1,014 6,874 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (0) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d Annual program for repairing and resurfacing existing roadways, operating the City's Pavement Management System and providing data for deficiency ratings. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 45 Project Title: Arterial Rehabilitation Program Project: 2 Project Type: Major Maintenance Project Number: 122186 Project Account Number:317.122186.016.595.**.63.*** Total Anticipated Project Cost:3,884$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 342 348 348 366 1,085 404 425 446 468 3,884 Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 342 348 348 366 1,085 404 425 446 468 3,884 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 342 348 348 366 385 404 425 446 468 3,184 Grants In‐Hand (1)‐ ‐ ‐ ‐ 700 ‐ ‐ ‐ ‐ 700 Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 342 348 348 366 1,085 404 425 446 468 3,884 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 46 Project Title: Rainier Ave Improvements ‐ Grady Way to S 2nd Street Project: 3 Project Type: Development Project Number: 122703 Project Account Number:317.122703.016.595.*.63.* Total Anticipated Project Cost:44,423$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering 6,603 147 147 ‐ ‐ ‐ ‐ ‐ ‐ 6,750 R‐O‐W (includes Admin)5,869 851 851 ‐ ‐ ‐ ‐ ‐ ‐ 6,720 Construction 1,583 6,841 6,841 7,907 ‐ ‐ ‐ ‐ ‐ 16,330 Construction Services 765 1,473 1,473 1,938 ‐ ‐ ‐ ‐ ‐ 4,175 Post Construction Services 10,449 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10,449 Total CIP Expenses 25,268 9,311 9,311 9,844 ‐ ‐ ‐ ‐ ‐ 44,423 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 187 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 187 Grants In‐Hand (WSDOT, STP)4,801 5,197 5,197 6,604 ‐ ‐ ‐ ‐ ‐ 16,603 Grants In‐Hand (2)4,750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,750 Mitigation In‐Hand 4,623 140 50 ‐ ‐ ‐ ‐ ‐ ‐ 4,673 Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)8,826 3,818 3,818 3,240 ‐ ‐ ‐ ‐ ‐ 15,884 Other Gov't Resources In‐Hand (2)711 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 711 Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 1,370 156 246 ‐ ‐ ‐ ‐ ‐ ‐ 1,616 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 25,268 9,311 9,311 9,844 ‐ ‐ ‐ ‐ ‐ 44,423 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ 4,255 4,255 4,255 4,255 4,255 21,275 Net Impact ‐ ‐ ‐ ‐ 4,255 4,255 4,255 4,255 4,255 21,275 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Improvements remove barriers, eliminate substandard conditions, and provide an enhanced pedestrian environment. Project elements include adding business access and transit (BAT) lanes north and southbound, removing the BNSF railroad bridge support pier, adding left‐turn lanes at intersections, widening sidewalks with streetscaping, adding pedestrian‐scale illumination, transit facility improvements (shelters, benches, information kiosks), planted buffer strips and landscaped medians. Summary of Progress: A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 47 Project Title: SW 27th Street/Strander Boulevard Connection Project: 4 Project Type: Development Project Number: 122239, 122240 Project Account Number:317.122239.016.595.*.63.* Total Anticipated Project Cost:48,926$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering 5,158 70 70 ‐ ‐ 1,535 ‐ ‐ ‐ 6,763 R‐O‐W (includes Admin)3,891 ‐ ‐ 227 ‐ ‐ 900 ‐ ‐ 5,018 Construction 2,373 7,182 7,182 6,953 ‐ 249 6,000 6,000 4,050 32,807 Construction Services 137 1,080 1,080 1,043 ‐ 37 765 765 511 4,338 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 11,559 8,332 8,332 8,223 ‐ 1,822 7,665 6,765 4,561 48,926 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (1)3,108 6,025 6,025 7,275 ‐ ‐ 1,870 1,870 1,260 21,408 Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand 558 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 558 Bonds / LID's Formed 2,800 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,800 Other Gov't Resources In‐Hand (1)2,564 2,052 2,052 948 ‐ ‐ ‐ ‐ ‐ 5,564 Other Gov't Resources In‐Hand (2)700 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 700 Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 2,085 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,085 Undetermined ‐ ‐ ‐ ‐ ‐ 1,822 5,795 4,895 3,301 15,813 Total CIP Resources 11,814 8,077 8,077 8,223 ‐ 1,822 7,665 6,765 4,561 48,926 Balance Available / (Unfunded Needs)255 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ 466 466 466 466 466 2,330 Net Impact ‐ ‐ ‐ ‐ 466 466 466 466 466 2,330 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project provides a critical four/five‐lane arterial that will serve as a connector to West Valley Highway (SR 181) and East Valley Road, as well as an arterial connector to SR 167 from the south. The project will provide a grade‐separated crossing at the Union Pacific Railroad (UPRR) and Burlington Northern Santa Fe (BNSF) railroad tracks. Right‐of‐way includes: City of Renton ‐ $3.17 million, City of Tukwila ‐ $0.95 million. Summary of Progress: A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 48 Project Title:SW 27th Street/Strander Boulevard Connection ‐ Loan Repayment Project: 4A Project Type:N/A Project Number: xxxxxx Project Account Number:N/A Total Anticipated Project Cost:750$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Loan Repayment ‐ 150 150 150 150 150 150 ‐ ‐ 750 Total CIP Expenses ‐ 150 150 150 150 150 150 ‐ ‐ 750 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ 150 150 150 150 150 150 ‐ ‐ 750 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 150 150 150 150 150 150 ‐ ‐ 750 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project will account for the SW 27th St/Strander Blvd Connection loan repayment. The loan was approved by Council in May 2011 and will be amortized over a 5‐year period, at a 2.25% interest rate. The interest amount to be paid over the life of the loan is $50,000. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 49 Project Title: NE 3rd/NE 4th Corridor Improvements Project: 5 Project Type: Development Project Number: 122176 Project Account Number:317.122176.016.595.**.63.*** Total Anticipated Project Cost:10,781$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 218 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 218 Preliminary Engineering 460 37 136 61 71 330 ‐ ‐ ‐ 1,058 R‐O‐W (includes Admin)0 273 630 ‐ ‐ 300 ‐ ‐ ‐ 930 Construction ‐ 2,226 1,930 ‐ ‐ 2,000 4,000 500 140 8,570 Construction Services ‐ 451 270 ‐ ‐ 220 440 55 20 1,005 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 679 2,987 2,966 61 71 2,850 4,440 555 160 11,781 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 27 330 813 61 35 16 35 45 ‐ 1,032 Grants In‐Hand (1)224 1,744 1,753 ‐ ‐ ‐ ‐ ‐ ‐ 1,977 Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand 344 30 400 ‐ 36 150 150 190 160 1,430 Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 84 883 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 84 Undetermined ‐ ‐ ‐ ‐ ‐ 1,684 4,255 320 ‐ 6,259 Total CIP Resources 679 2,987 2,966 61 71 1,850 4,440 555 160 10,781 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ (1,000) (1,000) (1,000) (1,000) (2,000) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ 460 460 460 460 460 460 2,760 Net Impact ‐ ‐ ‐ 460 460 460 460 460 460 2,760 A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project involves a series of improvements in this corridor to improve traffic operations such as rechannelization and traffic signal modifications, possible transit priority signal treatments and queue jumps. This project will seek to meet pedestrian, transit and bicycle needs. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 50 Project Title:Duvall Ave NE ‐ NE 7th St to Sunset Blvd NE Project: 6 Project Type:Development Project Number: 122702 Project Account Number: Total Anticipated Project Cost:12,050$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ 10 ‐ ‐ ‐ 10 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ 800 400 ‐ ‐ 1,200 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ 1,000 1,250 ‐ ‐ 2,250 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,000 5,700 7,700 Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ 240 650 890 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 1,810 1,650 2,240 6,350 12,050 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ 1,810 1,650 2,240 6,350 12,050 Total CIP Resources ‐ ‐ ‐ ‐ ‐ 1,810 1,650 2,240 6,350 12,050 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Widening roadway to five lanes, including new pavement, curb, gutter, sidewalk, street lights, storm drainage, channelization and bike lanes from NE 7th St to the intersection with Sunset Blvd NE. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 51 Project Title:Rainier Ave Phase II ‐ S 3rd Street to Airport Way Project: 7 Project Type:Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost:15,550$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ 80 ‐ ‐ ‐ 80 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ 1,840 ‐ ‐ ‐ 1,840 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ 1,500 1,550 ‐ ‐ 3,050 Construction ‐ ‐ ‐ ‐ ‐ ‐ 2,000 5,200 2,000 9,200 Construction Services ‐ ‐ ‐ ‐ ‐ ‐ 300 780 300 1,380 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 3,420 3,850 5,980 2,300 15,550 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ 3,420 3,850 5,980 2,300 15,550 Total CIP Resources ‐ ‐ ‐ ‐ ‐ 3,420 3,850 5,980 2,300 15,550 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Phase 2 of the Rainier Ave Corridor Improvements will extend the improvements from where the current phase ends to Airport Way. Project elements include widening sidewalks with streetscaping, adding pedestrian‐scale illumination, transit facility improvements (shelters, benches, information kiosks), planted buffer strips and landscaped medians. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 52 Project Title: Park Avenue North Extension Project: 8 Project Type: Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost:5,000$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering ‐ ‐ ‐ ‐ ‐ 580 50 ‐ ‐ 630 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ 500 ‐ ‐ ‐ 500 Construction ‐ ‐ ‐ ‐ ‐ 1,200 2,300 ‐ ‐ 3,500 Construction Services ‐ ‐ ‐ ‐ ‐ 120 250 ‐ ‐ 370 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 2,400 2,600 ‐ ‐ 5,000 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ 2,400 2,600 ‐ ‐ 5,000 Total CIP Resources ‐ ‐ ‐ ‐ ‐ 2,400 2,600 ‐ ‐ 5,000 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The project will extend Park Ave N to provide access to Southport, PSE property and The Boeing Company. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 53 Project Title:116th Ave SE Improvements Project: 9 Project Type:Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost:14,285$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ 10 ‐ ‐ ‐ 10 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ 1,104 ‐ 500 300 1,904 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ 300 ‐ ‐ ‐ 300 Construction ‐ ‐ ‐ ‐ ‐ 2,000 3,500 1,000 4,677 11,177 Construction Services ‐ ‐ ‐ ‐ ‐ 160 260 100 374 894 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 3,574 3,760 1,600 5,351 14,285 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ 3,574 3,760 1,600 5,351 14,285 Total CIP Resources ‐ ‐ ‐ ‐ ‐ 3,574 3,760 1,600 5,351 14,285 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Widen roadway to provide a 3‐lane roadway with bike lanes along 116th Ave SE and Edmonds Ave SE, including new pavement, curb, gutter, sidewalk, street lights, traffic signals, storm drainage, channelization and landscaping from Puget Drive SE to south City limits. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 54 Project Title: Carr Road Improvements Project: 10 Project Type: Development Project Number: 122920 Project Account Number: Total Anticipated Project Cost:3,441$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ 200 ‐ ‐ ‐ 200 Preliminary Engineering ‐ ‐ ‐ 150 65 ‐ ‐ ‐ ‐ 215 R‐O‐W (includes Admin)‐ ‐ ‐ 900 540 ‐ ‐ ‐ ‐ 1,440 Construction ‐ ‐ ‐ ‐ 1,486 ‐ ‐ ‐ ‐ 1,486 Construction Services ‐ ‐ ‐ ‐ 100 ‐ ‐ ‐ ‐ 100 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ 1,050 2,191 200 ‐ ‐ ‐ 3,441 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ 30 ‐ ‐ ‐ 30 Grants In‐Hand (1)‐ ‐ ‐ 1,050 2,191 ‐ ‐ ‐ ‐ 3,241 Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ 170 ‐ ‐ ‐ 170 Total CIP Resources ‐ ‐ ‐ 1,050 2,191 200 ‐ ‐ ‐ 3,441 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ 230 230 230 230 920 Net Impact ‐ ‐ ‐ ‐ ‐ 230 230 230 230 920 A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Includes new pavement, curb, gutter, sidewalk, street lights, traffic signals from Benson Rd South (108th Ave SE) to Talbot Rd So. Potential improvements vary from roadway realignment/widening at several locations to address geometric deficiencies, widening to 5‐lane roadway (2 lanes westbound, 3 lanes eastbound), to a new 4‐5 lane roadway on new alignment. This project includes intersection improvements at Carr Road and Benson Rd S (108th Ave SE). Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 55 Project Title: NE Sunset Boulevard (SR 900) Corridor Improvements Project: 11 Project Type: Development Project Number: 122902 Project Account Number: Total Anticipated Project Cost:26,210$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 200 ‐ 10 ‐ ‐ ‐ ‐ ‐ ‐ 210 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ 2,700 ‐ ‐ ‐ 2,700 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ 1,000 1,100 ‐ ‐ 2,100 Construction ‐ ‐ ‐ ‐ ‐ ‐ 3,000 8,000 8,100 19,100 Construction Services ‐ ‐ ‐ ‐ ‐ ‐ 330 870 900 2,100 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 200 ‐ 10 ‐ ‐ 3,700 4,430 8,870 9,000 26,210 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ 10 ‐ ‐ ‐ ‐ ‐ ‐ 10 Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 200 Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ 3,700 4,430 8,870 9,000 26,000 Total CIP Resources 200 ‐ 10 ‐ ‐ 3,700 4,430 8,870 9,000 26,210 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project involves a series of key improvements in this corridor to improve traffic operations such as channelization, traffic signal modifications, signal treatments, possible queue jumps, access management through installation of medians. This project will seek to meet pedestrian, transit and bicycle needs. The project limits are from I‐ 405 on the west to the east City limits. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 56 Project Title: Sunset Area Green Connections Project: 12 Project Type: Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost:18,300$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering ‐ ‐ ‐ ‐ ‐ 1,940 ‐ ‐ ‐ 1,940 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ 980 ‐ ‐ 980 Construction ‐ ‐ ‐ ‐ ‐ ‐ 3,000 5,000 5,860 13,860 Construction Services ‐ ‐ ‐ ‐ ‐ ‐ 330 545 645 1,520 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 1,940 4,310 5,545 6,505 18,300 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ 1,940 4,310 5,545 6,505 18,300 Total CIP Resources ‐ ‐ ‐ ‐ ‐ 1,940 4,310 5,545 6,505 18,300 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project will construct multi‐modal improvements identified in the Sunset Area Community Planned Action Study. Roadways will be widened/extended/realigned to provide for future traffic flows. Several residential streets will be developed as "green connections" improving pedestrian mobility and enhance the neighborhood. Roadways included are NE 10th St, NE Sunset Lane, Harrington Ave NE, NE 12th St, Edmonds Ave NE, Jefferson Ave NE, Kirkland Ave NE and Glennwood Ave NE. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 57 Project Title:Oakesdale Ave SW ‐ Monster Road to SR 900 Project: 13 Project Type:Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost:5,350$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 ‐ 50 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,000 3,000 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,300 2,300 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 5,300 5,350 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 5,300 5,350 Total CIP Resources ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 5,300 5,350 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Widen existing roadway to four lanes plus two‐way‐left‐turn‐lane where needed and bike lanes. Realign Beacon Coal Mine Road approach to intersection with the new Oakesdale Ave SW roadway. Includes new roadway, curbs, sidewalk, drainage, street lighting, traffic signals, channelization, retaining walls and widening the existing bridge. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 58 Project Title: South 7th Street ‐ Rainier Ave S to Talbot Road SouProject: 14 Project Type: Development Project Number: 122151 Project Account Number: Total Anticipated Project Cost:7,032$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 32 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 32 Preliminary Engineering ‐ ‐ ‐ 96 ‐ 200 300 100 ‐ 696 R‐O‐W (includes Admin)‐ ‐ ‐ 96 ‐ ‐ 500 500 ‐ 1,096 Construction ‐ ‐ ‐ ‐ 358 ‐ ‐ ‐ 4,200 4,558 Construction Services ‐ ‐ ‐ ‐ 50 ‐ ‐ ‐ 600 650 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 32 ‐ ‐ 192 408 200 800 600 4,800 7,032 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ 32 68 ‐ ‐ ‐ ‐ 100 Grants In‐Hand (1)‐ ‐ ‐ 160 340 ‐ ‐ ‐ ‐ 500 Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 32 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 32 Undetermined ‐ ‐ ‐ ‐ ‐ 200 800 600 4,800 6,400 Total CIP Resources 32 ‐ ‐ 192 408 200 800 600 4,800 7,032 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Widening the existing roadway to 3 lanes (2 lanes EB and 1 lane WB) and a separated multi‐use trail. Included will be new curb, gutter, wider sidewalks, streetlighting, channelization and landscaping, including street trees. Also included is a new traffic signal at Shattuck Ave S and other signal modifications. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 59 Project Title:S Grady Way ‐ Main Ave to West City Limits Project: 15 Project Type:Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost:3,000$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering ‐ ‐ ‐ ‐ ‐ 450 ‐ ‐ ‐ 450 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ 1,100 1,100 ‐ 2,200 Construction Services ‐ ‐ ‐ ‐ ‐ ‐ 175 175 ‐ 350 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 450 1,275 1,275 ‐ 3,000 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ 450 1,275 1,275 ‐ 3,000 Total CIP Resources ‐ ‐ ‐ ‐ ‐ 450 1,275 1,275 ‐ 3,000 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project will perform a comprehensive analysis of multi‐modal transportation improvements, including review of potential transit improvements along Grady Way, such as BAT lanes and traffic signal priority (TSP). Phase 1 will remove the islands at the intersections of S Grady Way with Lake Ave S and Shattuck Ave S, to allow for a continuous eastbound lane from Rainier Ave S to Talbot Rd. Included are modifications to the traffic signal, new pedestrian crossings and channelization. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 60 Project Title: Highlands to Boeing/Landing Pedestrian Connection Project Project: 16 Project Type: Development Project Number: 122901 Project Account Number: Total Anticipated Project Cost:2,379$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 0 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0 Preliminary Engineering 150 229 229 ‐ ‐ ‐ ‐ ‐ ‐ 379 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ 1,770 ‐ ‐ ‐ ‐ ‐ 1,770 Construction Services ‐ ‐ ‐ 230 ‐ ‐ ‐ ‐ ‐ 230 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 150 229 229 2,000 ‐ ‐ ‐ ‐ ‐ 2,379 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ 112 112 ‐ ‐ ‐ ‐ ‐ ‐ 112 Grants In‐Hand (1)122 118 118 1,700 ‐ ‐ ‐ ‐ ‐ 1,940 Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ 300 ‐ ‐ ‐ ‐ ‐ 300 Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 28 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 28 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 150 229 229 2,000 ‐ ‐ ‐ ‐ ‐ 2,379 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ 1,587 1,587 1,587 1,587 1,587 7,935 Net Impact ‐ ‐ ‐ ‐ 1,587 1,587 1,587 1,587 1,587 7,935 A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project will provide a continuous barrier‐free pedestrian connection between the Highlands and Boeing 737 manufacturing plant, the Landing, Gene Coulon Park and nearby Lake Washington Trail and Cedar River Trail. The project was conceived by the Highlands Task Force Committee that included residents, businesses and elected officials from the Renton Highlands. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 61 Project Title: Lake Washington Loop Trail Project: 17 Project Type: Development Project Number: xxxxxx Project Account Number: Total Anticipated Project Cost:5,000$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ 50 ‐ ‐ ‐ 50 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ 300 50 ‐ ‐ 350 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ 1,000 1,500 1,500 4,000 Construction Services ‐ ‐ ‐ ‐ ‐ ‐ 150 225 225 600 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 350 1,200 1,725 1,725 5,000 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ 350 1,200 1,725 1,725 5,000 Total CIP Resources ‐ ‐ ‐ ‐ ‐ 350 1,200 1,725 1,725 5,000 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The project will provide a shared use regional trail from the Cedar River Trail and extending to the north city limits along Rainier Ave N. Project elements include a 12‐foot shared path separated from the travel lanes by an 8‐foot landscaped strip. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 62 Project Title: Lake to Sound (L2S) Trail Project: 18 Project Type: Development Project Number: 122903 Project Account Number: Total Anticipated Project Cost:1,250$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ 1,125 ‐ ‐ ‐ 1,125 Construction Services ‐ ‐ ‐ ‐ ‐ 125 ‐ ‐ ‐ 125 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 1,250 ‐ ‐ ‐ 1,250 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ 1,250 ‐ ‐ ‐ 1,250 Total CIP Resources ‐ ‐ ‐ ‐ ‐ 1,250 ‐ ‐ ‐ 1,250 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The Lake to Sound (L2S) Trail is a joint partnership between the cities of SeaTac, Renton, Tukwila, Burien and Des Moines, in coordination with King County. The 17‐mile L2S Trail will provide an east‐west connection between the shoreline of Lake Washington (Renton) and the shoreline of Puget Sound (Des Moines). Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 63 Project Title: Walkway Program Project: 19 Project Type: Development Project Number: 120009 Project Account Number: Total Anticipated Project Cost:1,369$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ 5 5 5 5 5 25 Preliminary Engineering 4 10 40 15 25 25 25 25 25 184 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ 20 ‐ 95 120 200 200 200 230 1,045 Construction Services ‐ ‐ ‐ 15 20 20 20 20 20 115 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 4 30 40 125 170 250 250 250 280 1,369 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ 30 40 100 140 140 140 150 180 890 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ 25 30 20 20 20 20 135 Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 4 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4 Undetermined ‐ ‐ ‐ ‐ ‐ 90 90 80 80 340 Total CIP Resources 4 30 40 125 170 250 250 250 280 1,369 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This program provides for the design and construction of high priority non‐motorized transportation facilities for pedestrians. Projects are identified and prioritized using criteria from the Comprehensive Citywide Walkway Study, Council direction, and through coordination with the City's Neighborhood Program. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 64 Project Title: Sidewalk Rehabilitation and Replacement ProgramProject: 20 Project Type: Major Maintenance Project Number: 122801 Project Account Number: Total Anticipated Project Cost:1,719$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 10 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10 Preliminary Engineering 44 ‐ ‐ 5 ‐ ‐ ‐ ‐ ‐ 49 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 167 200 200 150 100 250 250 250 250 1,617 Construction Services 17 10 10 15 ‐ ‐ ‐ ‐ ‐ 42 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 239 210 210 170 100 250 250 250 250 1,719 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 200 50 50 170 100 40 40 101 40 741 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 39 160 160 ‐ ‐ ‐ ‐ ‐ ‐ 199 Undetermined ‐ ‐ ‐ ‐ ‐ 210 210 149 210 779 Total CIP Resources 239 210 210 170 100 250 250 250 250 1,719 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (0) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This program provides for the removal and replacement of existing curb and gutter, sidewalks, and curb ramps where such facilities have deteriorated or have been damaged. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 65 Project Title:NE 31st Street Culvert Repair Project: 21 Project Type:Major Maintenance Project Number: 120026 Project Account Number: Total Anticipated Project Cost:571$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering 11 ‐ 80 ‐ ‐ ‐ ‐ ‐ ‐ 91 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ 110 ‐ 420 ‐ ‐ ‐ ‐ ‐ 420 Construction Services ‐ 20 ‐ 60 ‐ ‐ ‐ ‐ ‐ 60 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 11 130 80 480 ‐ ‐ ‐ ‐ ‐ 571 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ 55 ‐ ‐ ‐ ‐ ‐ 55 Grants In‐Hand (1)‐ 119 70 425 ‐ ‐ ‐ ‐ ‐ 495 Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 11 11 10 ‐ ‐ ‐ ‐ ‐ ‐ 21 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 11 130 80 480 ‐ ‐ ‐ ‐ ‐ 571 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The 2009 flooding on May Creek caused damage to NE 31st St. Settlement of the asphalt roadway above an existing culvert occured after the high creek flows. Evidence of piping has occurred above the culvert during the high flows that came close to the top of the culvert pipe. The gabion headwall is starting to collapse, which may cause the culvert to completely fail. The existing gabion headwall and culvert pipe need to be replaced. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 66 Project Title: Bridge Inspection & Repair Program Project: 22 Project Type: Major Maintenance Project Number: 120106 Project Account Number: Total Anticipated Project Cost:368$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering 54 110 110 1 10 10 10 10 10 215 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 3 65 65 ‐ 15 ‐ ‐ ‐ ‐ 83 Construction Services ‐ 5 5 ‐ ‐ ‐ ‐ ‐ ‐ 5 Post Construction Services ‐ 20 20 ‐ ‐ 10 10 10 15 65 Total CIP Expenses 57 200 200 1 25 20 20 20 25 368 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ 55 55 1 25 20 20 20 25 166 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 57 145 145 ‐ ‐ ‐ ‐ ‐ ‐ 202 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 57 200 200 1 25 20 20 20 25 368 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Inspect all roadway bridges owned by the City every two years to determine bridge sufficiency and load ratings, seismic retrofit needs. Undertake minor repairs and preventative maintenance as needed. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 67 Project Title: Roadway Safety and Guardrail Program Project: 23 Project Type: Major Maintenance Project Number: 120110 Project Account Number: Total Anticipated Project Cost:152$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering 2 58 50 5 5 3 3 3 3 74 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ 5 5 5 5 10 10 10 20 65 Construction Services ‐ 2 ‐ ‐ 5 2 2 2 2 13 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 2 65 55 10 15 15 15 15 25 152 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ 10 10 10 15 15 15 15 25 105 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 2 55 45 ‐ ‐ ‐ ‐ ‐ ‐ 47 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 2 65 55 10 15 15 15 15 25 152 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This program will make miscellaneous guardrail improvements each year and improve the safety of the roadside environment. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 68 Project Title:Intersection Safety & Mobility Program Project: 24 Project Type:Development Project Number: 122601 Project Account Number: Total Anticipated Project Cost:1,366$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering 6 10 10 30 22 26 26 26 26 172 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ 120 145 202 202 202 202 1,073 Construction Services ‐ ‐ ‐ 18 15 22 22 22 22 121 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 6 10 10 168 182 250 250 250 250 1,366 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ 10 10 118 182 250 250 250 250 1,310 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ 50 ‐ ‐ ‐ ‐ ‐ 50 Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 6 10 10 168 182 250 250 250 250 1,366 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This program will design and construct traffic signals identified by the Transportation Systems' Traffic Signal Priority List, including intersection improvements. Intersections without signalized traffic control will be evaluated. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 69 Project Title: Traffic Safety Program Project: 25 Project Type: Major Maintenance Project Number: 122115 Project Account Number: Total Anticipated Project Cost:821$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering 19 10 10 45 5 5 5 5 5 96 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 176 80 80 248 29 33 33 33 33 662 Construction Services ‐ 10 10 38 3 3 3 3 3 63 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 195 100 100 330 36 40 40 40 40 821 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 23 20 20 30 36 40 40 40 40 269 Grants In‐Hand (1)172 ‐ ‐ 300 ‐ ‐ ‐ ‐ ‐ 472 Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ 80 80 ‐ ‐ ‐ ‐ ‐ ‐ 80 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 195 100 100 330 36 40 40 40 40 821 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This ongoing yearly program provides for special small‐scale traffic safety improvements that are identified and require materials, labor or equipment beyond the normal scope of City operations and maintenance crews. This program includes providing materials for railroad crossing upgrades and converting school zone signs to electronic operation. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 70 Project Title:Preservation of Traffic Operation Devices ProgramProject: 26 Project Type:Development Project Number: 122904 Project Account Number: Total Anticipated Project Cost:520$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 86 62 62 62 62 62 62 62 62 520 Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 86 62 62 62 62 62 62 62 62 520 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 62 62 62 62 62 62 62 62 62 496 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 24 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 24 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 86 62 62 62 62 62 62 62 62 520 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Replace failed or failing traffic signal vehicle detection loops and repair pavement as required to achieve proper installation and assure reliability. This program also provides for the replacement and/or relocation of signs that 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. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 71 Project Title:Intelligent Transportation Systems (ITS) Program Project: 27 Project Type:Development Project Number: 122162 Project Account Number: Total Anticipated Project Cost:344$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering ‐ 3 3 5 5 5 5 5 5 33 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 44 113 113 20 20 20 20 20 20 277 Construction Services ‐ 4 4 5 5 5 5 5 5 34 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 44 120 120 30 30 30 30 30 30 344 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 44 50 50 30 30 30 30 30 30 274 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ 70 70 ‐ ‐ ‐ ‐ ‐ ‐ 70 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 44 120 120 30 30 30 30 30 30 344 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Provides for improvements to the operational efficiency of the roadway system, including development and implementation of signal coordination programs, signing and channelization improvements, surveillance control and driver information system (SC & DI), transit signal priority, Intelligent Traffic Systems (ITS) Master Plan, signal improvements such as protective/permissive phasing and LED signal indications upgrade. Summary of Progress: A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 72 Project Title:Transit Program Project: 28 Project Type:Development Project Number: 122706 Project Account Number: Total Anticipated Project Cost:207$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 17 10 10 25 25 25 25 40 40 207 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 17 10 10 25 25 25 25 40 40 207 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 17 10 10 25 25 25 25 40 40 207 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 17 10 10 25 25 25 25 40 40 207 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This program funds planning activities for short and long‐range transit services and facilities, including park‐and‐ride lots, bus shelters, and arterial high occupancy vehicle (HOV) lanes required to facilitate transit speed and reliability. This program also supports staffing to coordinate with transit agencies, serve as a liaison to the transit‐using community, and advocate for service implementation to serve business needs. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 73 Project Title: Transportation Demand Management (TDM) Program Project: 29 Project Type: Regulatory Compliance Project Number: 122135 Project Account Number: Total Anticipated Project Cost:360$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 47 42 43 45 45 45 45 45 45 360 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 47 42 43 45 45 45 45 45 45 360 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ 1 2 5 5 5 5 5 5 32 Grants In‐Hand (1)47 41 41 40 40 40 40 40 40 328 Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 47 42 43 45 45 45 45 45 45 360 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Renton's TDM program implements the State's Commute Trip Reduction (CTR) Act by encouraging a reduction in the use of single occupancy vehicles (SOV). The City has two CTR programs: 1) The Citywide program, and 2) the City Hall CTR program (see note below). The TIP funds the Citywide CTR Program and offers technical assistance to Renton businesses affected by the Act. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 74 Project Title: Bicycle Route Development Program Project: 30 Project Type: Development Project Number: 122173 Project Account Number: Total Anticipated Project Cost:243$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 7 5 5 10 ‐ ‐ ‐ ‐ ‐ 22 Preliminary Engineering ‐ 10 ‐ ‐ 10 11 11 11 11 54 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 0 (10) ‐ 20 20 54 54 54 64 266 Construction Services ‐ ‐ ‐ ‐ ‐ 5 5 5 5 20 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 8 5 5 30 30 70 70 70 80 363 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ 5 5 30 30 40 40 40 50 235 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 8 5 5 30 30 40 40 40 50 243 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ (30) (60) (90) (120) (210) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Partner with other City departments to further develop the City's non‐motorized facilities. Sign bicycle routes along preferred corridors. Construct missing links in the bicycle route system. Construct site‐specific improvements. Upgrade routes as needed to safely accommodate bicycle traffic. Publicize the Renton bicycle network and educate citizens about safe bicycling. Provides funding to match grant requests for bicycle planning and construction improvements. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 75 Project Title: Barrier‐Free Transition Plan Implementation Project: 31 Project Type: Development Project Number: 122705 Project Account Number: Total Anticipated Project Cost:313$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 2 5 5 10 13 13 13 13 13 82 Preliminary Engineering 1 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ 5 45 20 15 35 35 35 35 220 Construction Services ‐ ‐ ‐ ‐ 2 2 2 2 2 10 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 3 10 50 30 30 50 50 50 50 313 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ 10 15 30 30 25 50 50 41 241 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 3 ‐ 35 ‐ ‐ ‐ ‐ ‐ ‐ 38 Undetermined ‐ ‐ ‐ ‐ ‐ 25 ‐ ‐ 9 34 Total CIP Resources 3 10 50 30 30 50 50 50 50 313 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This program implements projects that support the City's effort to transition pedestrian facilities within the right‐of‐way into conformity with provisions contained in the Americans with Disabilities Act (ADA) Guidelines. This program provides funding for designing and building features on an "as needed" basis in response to individual requests to improve access for individuals with special needs. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 76 Project Title:City Center Community Plan Project: 32 Project Type:Development Project Number: 122906 Project Account Number: Total Anticipated Project Cost:50$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ 50 50 ‐ ‐ ‐ ‐ ‐ ‐ 50 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 50 50 ‐ ‐ ‐ ‐ ‐ ‐ 50 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ 50 50 ‐ ‐ ‐ ‐ ‐ ‐ 50 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 50 50 ‐ ‐ ‐ ‐ ‐ ‐ 50 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The City Center Community Plan will provide traffic operation and circulation improvements and strategies such as pedestrian enhancement (sidewalks, landscaping, wayfinding, public art) on major streets, connection improvements to provide multiple circulation routes, evaluation of benefits of one‐way streets, "road‐diet" and traffic awareness to reduce right‐of‐way to vehicular traffic and provide enhanced space for other modes of transportation. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 77 Project Title: Project Development & Pre‐Design Program Project: 33 Project Type: N/A Project Number: 122150 Project Account Number: Total Anticipated Project Cost:929$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 59 80 100 100 85 85 85 85 100 699 Preliminary Engineering ‐ ‐ ‐ ‐ 30 50 50 50 50 230 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 59 80 100 100 115 135 135 135 150 929 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 59 60 60 100 115 115 115 115 130 809 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ 20 40 ‐ ‐ ‐ ‐ ‐ ‐ 40 Undetermined ‐ ‐ ‐ ‐ ‐ 20 20 20 20 80 Total CIP Resources 59 80 100 100 115 135 135 135 150 929 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Perform critical activities needed for the development of future CIP projects and for grant applications, including scoping, cost estimates, pre‐design, interlocal agreements and deficiency analysis. Also provides for the monitoring of active grant projects for compliance with State and Federal laws, regulations and specifications. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 78 Project Title: Arterial Circulation Program Project: 34 Project Type: N/A Project Number: 120029 Project Account Number: Total Anticipated Project Cost:1,389$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 94 70 100 120 120 235 235 235 250 1,389 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 94 70 100 120 120 235 235 235 250 1,389 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 94 70 90 120 120 185 185 185 200 1,179 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ 10 ‐ ‐ ‐ ‐ ‐ ‐ 10 Undetermined ‐ ‐ ‐ ‐ ‐ 50 50 50 50 200 Total CIP Resources 94 70 100 120 120 235 235 235 250 1,389 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This program provides for the short and long‐range planning and traffic analyses required to evaluate and update the Transportation Element in relation to the Comprehensive Land Use Plan to assess the impacts of new development proposals, and to recommend local and regional transportation system improvements for all modes of travel. Funding for hardware, software and employee hours required to operate the computer model is also included under this program. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 79 Project Title:Transportation Concurrency/LOS Program Project: 35 Project Type:N/A Project Number: 122107 Project Account Number: Total Anticipated Project Cost:195$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 25 10 10 10 30 30 30 30 30 195 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 25 10 10 10 30 30 30 30 30 195 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 10 10 10 10 30 30 30 30 30 180 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 15 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 25 10 10 10 30 30 30 30 30 195 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The City created a Transportation Mitigation Fee as part of the Growth Management Act (GMA) Comprehensive Plan's Transportation Concurrency requirements to provide funds for transportation improvements necessary to support new development. This program supports the planning effort to determine appropriate mitigation fees, to adjust the fee due to transportation plan changes, a funding source and to monitor the funds collected. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 80 Project Title:Environmental Monitoring Program Project: 36 Project Type:Major Maintenance Project Number: 122187 Project Account Number: Total Anticipated Project Cost:43$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering 1 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 22 10 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 22 Construction Services ‐ ‐ ‐ 20 ‐ ‐ ‐ ‐ ‐ 20 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 23 10 ‐ 20 ‐ ‐ ‐ ‐ ‐ 43 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 20 ‐ ‐ 20 ‐ ‐ ‐ ‐ ‐ 40 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 3 10 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 23 10 ‐ 20 ‐ ‐ ‐ ‐ ‐ 43 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Monitoring of wetland mitigation installed as an environmental requirement for a project and to perform biological assessments as required by the Endangered Species Act. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 81 Project Title:WSDOT Coordination Program Project: 37 Project Type:N/A Project Number: 122146 Project Account Number: Total Anticipated Project Cost:203$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 23 10 10 10 30 30 30 30 40 203 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 23 10 10 10 30 30 30 30 40 203 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 20 10 10 10 30 30 30 30 40 200 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 23 10 10 10 30 30 30 30 40 203 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Provide pre‐design, design and construction coordination for WSDOT projects within or adjacent to Renton to assure that those projects provide the maximum benefits and minimum problems for Renton's transportation system. Summary of Progress: A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 82 Project Title:Geographic Information System ‐ Transportation Data Development Project Type:N/A Project: 38 Project Account Number:Project Number: 122206 Total Anticipated Project Cost:146$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 6 50 50 15 15 15 15 15 15 146 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 6 50 50 15 15 15 15 15 15 146 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee 5 10 10 15 15 15 15 15 15 105 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 1 40 40 ‐ ‐ ‐ ‐ ‐ ‐ 41 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 6 50 50 15 15 15 15 15 15 146 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Collect, analyze, and edit transportation geographic data. Summary of Progress: A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 83 Project Title:1% for the Arts Program Project: 39 Project Type:Transfer Project Number: 122112 Project Account Number: Total Anticipated Project Cost:120$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ 20 30 15 15 15 15 15 15 120 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 20 30 15 15 15 15 15 15 120 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ 15 15 15 15 15 15 15 15 105 Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ 5 15 ‐ ‐ ‐ ‐ ‐ ‐ 15 Undetermined ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 20 30 15 15 15 15 15 15 120 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Funding is tied to the calculated share of eligible types of transportation projects and transportation funding subject to the City's 1% for the Arts Program. All gateway project proposals under this program are subject to approval of the Arts Commission. Summary of Progress: A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 84 Project Title:Lake Washington Blvd N ‐ Park Ave N to Gene Coulon Memorial Park Project Type:Development Project: 40 Project Account Number:Project Number: 122121 Total Anticipated Project Cost:1,024$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning 15 ‐ ‐ ‐ ‐ 10 ‐ ‐ ‐ 25 Preliminary Engineering ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 295 120 120 ‐ ‐ 200 300 ‐ ‐ 915 Construction Services 5 14 14 ‐ ‐ 20 30 ‐ ‐ 69 Post Construction Services 16 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 16 Total CIP Expenses 330 134 134 ‐ ‐ 230 330 ‐ ‐ 1,024 Resources: Vehicle Fuel Tax 14 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 14 Business License Fee 2 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2 Grants In‐Hand (1)107 74 74 ‐ ‐ ‐ ‐ ‐ ‐ 181 Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand 198 60 60 ‐ ‐ ‐ ‐ ‐ ‐ 258 Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance 8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8 Undetermined ‐ ‐ ‐ ‐ ‐ 230 330 ‐ ‐ 560 Total CIP Resources 330 134 134 ‐ ‐ 230 330 ‐ ‐ 1,024 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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. Summary of Progress: A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 85 Project Title:Lind Ave SW ‐ SW 16th St to SW 43rd St Project: 41 Project Type:Development Project Number: 120024 Project Account Number: Total Anticipated Project Cost:3,500$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Preliminary Engineering ‐ ‐ ‐ ‐ ‐ 250 230 ‐ ‐ 480 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ 1,000 1,700 ‐ 2,700 Construction Services ‐ ‐ ‐ ‐ ‐ ‐ 120 200 ‐ 320 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 250 1,350 1,900 ‐ 3,500 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Undetermined ‐ ‐ ‐ ‐ ‐ 250 1,350 1,900 ‐ 3,500 Total CIP Resources ‐ ‐ ‐ ‐ ‐ 250 1,350 1,900 ‐ 3,500 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/A N/A N/A N/A N/A N/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Widen existing roadway to five lanes where required. Includes new roadway, curbs, sidewalks, drainage, signals, lighting, signing and channelization. Summary of Progress: A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 86 Project Title: Logan Ave N Improvements Project: 42 Project Type: Development Project Number: 122303 Project Account Number: Total Anticipated Project Cost:8,150$ Current LOS 0% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Planning ‐ 40 50 ‐ ‐ ‐ ‐ ‐ ‐ 50 Preliminary Engineering ‐ ‐ ‐ 800 300 ‐ ‐ ‐ ‐ 1,100 R‐O‐W (includes Admin)‐ ‐ ‐ ‐ ‐ 1,100 ‐ ‐ ‐ 1,100 Construction ‐ ‐ ‐ ‐ ‐ 3,040 2,080 ‐ ‐ 5,120 Construction Services ‐ ‐ ‐ ‐ ‐ 460 320 ‐ ‐ 780 Post Construction Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 40 50 800 300 4,600 2,400 ‐ ‐ 8,150 Resources: Vehicle Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Business License Fee ‐ 20 20 ‐ ‐ ‐ ‐ ‐ ‐ 20 Grants In‐Hand (1)‐ ‐ ‐ 692 259 ‐ ‐ ‐ ‐ 951 Grants In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation In‐Hand ‐ ‐ ‐ 108 41 ‐ ‐ ‐ ‐ 149 Bonds / LID's Formed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (1)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Gov't Resources In‐Hand (2)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Proposed ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Proposed Fund Balance ‐ 20 30 ‐ ‐ ‐ ‐ ‐ ‐ 30 Undetermined ‐ ‐ ‐ ‐ ‐ 4,600 2,400 ‐ ‐ 7,000 Total CIP Resources ‐ 40 50 800 300 4,600 2,400 ‐ ‐ 8,150 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ N/AN/AN/AN/AN/AN/A ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Reconstruction of the roadway pavement, adding a northbound lane from N 6th St to N 8th St, realignment/reconfiguration of the Y intersection at N 3rd St, new curb, gutter and sidewalks, sidewalks separated from the travel lane by a landscaped buffer on the east side of Logan Ave N, streetlighting, including pedestrian scale illumination, crosswalks, pedestrians ramps per current ADA standards, channelization, traffic signal pre‐emption, stormwater quality and conveyance system. Summary of Progress: A d o p t e dP r o j e c t e d Capital Investment Program - Transportation 5 - 87 This page is intentionally left blank Capital Investment Program - Transportation 5 - 88 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 5 - 89 Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project #Projects Type*Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total 1 608 Hangar Expansion D ‐ ‐ ‐ ‐ ‐ 105 945 ‐ ‐ 1,050 2 820 Building Demolition D 74 34 270 ‐ 637 ‐ ‐ ‐ ‐ 981 3 Wildlife Assessment M ‐ ‐ ‐ 89 ‐ ‐ ‐ ‐ ‐ 89 4 Lower Blast Fence‐Rwy 34 D ‐ ‐ ‐ ‐ ‐ 40 400 ‐ ‐ 440 5 622 Hangar ‐ Rehabilitation D ‐ ‐ ‐ ‐ ‐ ‐ 110 990 ‐ 1,100 6 Pavement Management Program M ‐ 170 170 170 165 165 165 5,619 350 6,804 7 Storm Water System Rehabilitation D 2 350 350 76 85 150 150 150 150 1,113 8 Fire Water System Rehabilitation D ‐ 200 200 50 100 25 25 25 25 450 9 Seaplane Launch Ramp Replacement D ‐ ‐ ‐ ‐ 150 400 ‐ ‐ ‐ 550 10 Major Facility Maintenance M 517 166 170 130 130 140 140 140 140 1,507 11 Air Side/Land Side Separation D 10 200 200 20 20 20 20 20 20 330 12 Taxiway Bravo Rehabilitation M 190 2,975 2,821 9,700 ‐ ‐ ‐ ‐ ‐ 12,711 13 Renton Gateway Center Utilities Interfund Loan Repymt D 210 105 105 105 105 ‐ ‐ ‐ ‐ 525 Total 1,003 4,200 4,286 10,340 1,392 1,045 1,955 6,944 685 27,650 Life to Date Adjusted Budget Estimated Year End A d o p t e d P r o j e c t e d Project Resources:Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ 105 1,055 990 ‐ 2,150 Operating 833 1,055 1,717 1,530 1,107 430 350 897 685 7,549 Grants/Contribution Received 170 ‐ 215 ‐ ‐ ‐ ‐ ‐ ‐ 385 Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ 3,145 2,354 8,810 285 510 550 5,057 ‐ 17,566 Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers/Interfund Loan ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Resources 1,003 4,200 4,286 10,340 1,392 1,045 1,955 6,944 685 27,650 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ *NOTE: A ‐ Acquisition , D ‐ Development, M ‐ Major Maintenance, R ‐ Regulatory Compliance, T ‐ Transfer CAPITAL IMPROVEMENT PROGRAM 2013 through 2018 (in thousands of dollars) S U M M A R Y Capital Investment Program - Airport 5 - 90 Project Title:A New 608 Hangar Project: 1 Project Type:Development Project Number: A25086 Project Account Number:422.725086.016.594.46.63.000 Total Anticipated Project Cost:1,050$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ 105 ‐ ‐ ‐ 105 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction/Development ‐ ‐ ‐ ‐ ‐ ‐ 945 ‐ ‐ 945 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 105 945 ‐ ‐ 1,050 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ 105 945 ‐ ‐ 1,050 Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ 105 945 ‐ ‐ 1,050 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Summary of Progress: delayed until bond funding procured CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 and increase long term lease revenue to support the airport. Capital Investment Program - Airport 5 - 91 Project Title:820 Building Demolition Project: 2 Project Type:Development Project Number: A25092 Project Account Number:422.725092.016.594.46.63.000 Total Anticipated Project Cost:981$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ 270 ‐ ‐ ‐ ‐ ‐ ‐ 270 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction/Development 74 34 ‐ ‐ 637 ‐ ‐ ‐ ‐ 711 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 74 34 270 ‐ 637 ‐ ‐ ‐ ‐ 981 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 74 34 270 ‐ 637 ‐ ‐ ‐ ‐ 981 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 74 34 270 ‐ 637 ‐ ‐ ‐ ‐ 981 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Summary of Progress: Engineering, design, and environmental evaluation completed in 2008. As of 2009, environmental remediation and demolition costs were estimated at $671,000. Since there are no grant funds available for this type of project, operating revenues will be used to fund the demolition. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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, which will increase Airport revenues. Capital Investment Program - Airport 5 - 92 Project Title:Wildlife Assessment Project: 3 Project Type:Major Maintenance Project Number: A25112 Project Account Number:422.725112.016.594.46.63.000 Total Anticipated Project Cost: Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ 89 ‐ ‐ ‐ ‐ ‐ 89 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ 89 ‐ ‐ ‐ ‐ ‐ 89 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ 9 ‐ ‐ ‐ ‐ ‐ 9 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ 80 ‐ ‐ ‐ ‐ ‐ 80 Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ 89 ‐ ‐ ‐ ‐ ‐ 89 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) New Project - The FAA is requiring an assessment to determine the wildlife hazards on and around the airport. This project will be funded through an anticipated FAA Grant with a 90% reimbursement rate and a 10% match from the Airport Operating Revenue. This project will not take place without FAA Grant funding. Summary of Progress: FAA mandated assessment to determine wildlife hazards located in and around the airport runways. Capital Investment Program - Airport 5 - 93 Project Title:Lower Blast Fence Project: 4 Project Type:Development Project Number: A25098 Project Account Number:422.725098.016.594.46.63.000 Total Anticipated Project Cost:440$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ 40 ‐ ‐ ‐ 40 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ 400 ‐ ‐ 400 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ 40 400 ‐ ‐ 440 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ 40 ‐ ‐ ‐ 40 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ 400 ‐ ‐ 400 Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ 40 400 ‐ ‐ 440 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Lower Blast Fence - Rwy 34, for Safety. This project will be delayed until 2015/2016 due to budget constraints in 2013/2014. Summary of Progress: The project is delayed until the 2015/2016 budget cycle. Capital Investment Program - Airport 5 - 94 Project Title:622 Hangar ‐ Rehabilitation Project: 5 Project Type:Development Project Number: A25078 Project Account Number:422.725078.016.594.46.63.000 Total Anticipated Project Cost:1,100$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ 110 ‐ ‐ 110 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ 990 ‐ 990 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ ‐ 110 990 ‐ 1,100 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ 110 990 ‐ 1,100 Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ ‐ 110 990 ‐ 1,100 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Summary of Progress: The design and construction of an addition to the hangar will be postponed until the airport can bond for this project. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Design and construct an addition to an existing hangar to increase long term airport revenues. This project has been moved out to 2016. Bond funded only. Capital Investment Program - Airport 5 - 95 Project Title:Pavement Management Program Project: 6 Project Type:Major Maintenance Project Number: A25103 Project Account Number:422.725103.016.594.46.63.000 Total Anticipated Project Cost:6,804$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ 165 165 165 ‐ ‐ 495 Major Maintenance ‐ 170 170 170 ‐ ‐ ‐ ‐ ‐ 340 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ 5,619 350 5,969 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 170 170 170 165 165 165 5,619 350 6,804 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ 170 170 15 15 15 562 350 1,297 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ 170 ‐ ‐ 150 150 150 5,057 ‐ 5,507 Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 170 170 170 165 165 165 5,619 350 6,804 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Summary of Progress: The airport consists of 168 acres total. Approximately 70% of that area is paved with asphalt or concrete. This program will provide yearly ongoing pavement replacement and rehabilitation of cracked and crumbling pavement of the Airport's runways, taxiways and ramps. Each year the focus will be on a specific area of the Airport. Funding will be from the Airport Operating Revenue in 2013 and from an anticipated FAA Grant in 2014 with a 90% reimbursement rate and a 10% match from the Airport Operating Revenue. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project covers a variety of pavement sections consistent with the 2007 Airport Pavement Management Plan. The airport's taxiways and ramp areas are in need of rehabilitation due to cracked and crumbling pavement. Annual repairs ensure the integrity of the surface areas used by Boeing jets and general aviation aircraft and to prevent foreign object damage from crumbling pavement. The Airport CIP budget 7-year plan funds this program as high-priority areas are identified. In 2014, this program will fund a major overlay of Taxiway Alpha in order to bring the weight-bearing load up to a level that meets the requirements to support Boeing 737 jets for the new MAX program that will be housed along the west side of the airport. This program will continue into 2015 to finish out the final phase of rehabilitating Taxiway A. Capital Investment Program - Airport 5 - 96 Project Title:Storm Water System Rehabilitation Project: 7 Project Type:Development Project Number: A25099 Project Account Number:422.725099.016.594.46.63.000 Total Anticipated Project Cost:1,113$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance/Rehabilitation 2 350 350 76 85 150 150 150 150 1,113 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 2 350 350 76 85 150 150 150 150 1,113 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 2 350 350 76 85 150 150 150 150 1,113 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 2 350 350 76 85 150 150 150 150 1,113 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Summary of Progress: Significant progress has been made on basic inventorying work on the airport storm water system and cleaning of catch basins during the spring and summer of 2009 and 2010. The focus for 2011 was to secure an industrial discharge permit for the airport and replacement of the failed storm drain line beneath Apron C. In order to fund the Taxiway Bravo construction phase I in 2013, this project budget has been reduced and increased work will resume after 2014. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Replace aging storm water drainage system to meet water quality standards. Capital Investment Program - Airport 5 - 97 Project Title:Fire Water System Rehabilitation Project: 8 Project Type:Development Project Number: A25104 Project Account Number:422.725104.016.594.46.63.000 Total Anticipated Project Cost:450$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ 20 ‐ ‐ ‐ ‐ ‐ ‐ 20 Major Maintenance/Rehabilitation ‐ 200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ 180 50 100 25 25 25 25 430 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 200 200 50 100 25 25 25 25 450 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ 200 200 50 100 25 25 25 25 450 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 200 200 50 100 25 25 25 25 450 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Summary of Progress: This is an ongoing program with an initial startup cost of an estimated $200,000 and a continuing cost of $25,000 to fund the systematic replacement of flush mounted hydrants throughout the airfield. Funding will come from the Airport Operating Revenue. There is no grant funding available for this type of project. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) New Project - 2011 Mid-Bi. Begin the process to rehabilitate the existing fire water system throughout the airfield that was turned over to the City by Boeing in 2010. The fire water system was installed by Boeing to protect the B ramp and C ramp during production of the 707 and 757 era. Boeing turned back those areas to the City, which included the fire water system. The anti-cyphon loops and fire hydrants along the west side are no longer a requirement and because they are leaking they need to be removed. Capital Investment Program - Airport 5 - 98 Project Title:Seaplane Launch Ramp Replacement Project: 9 Project Type:Development Project Number: A25110 Project Account Number:422.725110.016.594.46.63.000 Total Anticipated Project Cost:550$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ 150 400 ‐ ‐ ‐ 550 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ 150 400 ‐ ‐ ‐ 550 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ 15 40 ‐ ‐ ‐ 55 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ 135 360 ‐ ‐ ‐ 495 Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ 150 400 ‐ ‐ ‐ 550 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Summary of Progress: Begin the design/engineering & permitting phase to replace the Seaplane Launch ramp in 2014 with $400,000 set aside for construction in 2015. The project is eligible for grant funding from an FAA Grant at 90% reimbursable with a 10% match coming from the Airport Operating Revenue. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The Seaplane Base Launch Ramp consists of a concrete ramp and wood planks with wood pilings and bulkhead that are need of replacement. The area along the bulkhead and around the pilings has been eroded over time due to wave action from Lake Washington. Part of this project will be to widen the 1950's era launch ramp to accommodate newer seaplanes that are having difficulty using the narrower ramp as it is currently. Capital Investment Program - Airport 5 - 99 Project Title:Major Facility Maintenance Project: 10 Project Type:Major Maintenance Project Number: A25088 Project Account Number:422.725088.016.594.46.63.000 Total Anticipated Project Cost:1,507$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures:‐ Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 517 166 170 130 130 140 140 140 140 1,507 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 517 166 170 130 130 140 140 140 140 1,507 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 517 166 170 130 130 140 140 140 140 1,507 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 517 166 170 130 130 140 140 140 140 1,507 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Summary of Progress: In 2009, funds were spent on the repair of small pavement sections, removal of old Boeing equipment/substations, etc, Control Tower HVAC, and a variety of other small projects airport wide. In 2011, funds were mostly spent on de-icing supplies and de-icing equipment from the Winter 2011 storm, improvements made to the 2nd floor of the 790 bldg in order to lease the space to Rainier Flight Service, and pavement patching. In 2012, funds have so far been spent on de-icing supplies from the ice storm in January 2012, with FEMA reimbursement funds received to cover 75% of the expense, replacement of the 608 Hangar doors and pavement patching at the sound end of Apron C. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Ongoing program to maintain and repair airport-owned structures and facilities. Includes snow plowing exercises, major building repairs - new hangar doors, hangar roofs, etc. 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. Capital Investment Program - Airport 5 - 100 Project Title:Air Side/Land Side Separation Project: 11 Project Type:Development Project Number: A25062 Project Account Number:422.725062.016.594.46.63.000 Total Anticipated Project Cost:330$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ 20 20 20 20 20 20 20 140 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 10 200 180 ‐ ‐ ‐ ‐ ‐ ‐ 190 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 10 200 200 20 20 20 20 20 20 330 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 10 200 200 20 20 20 20 20 20 330 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 10 200 200 20 20 20 20 20 20 330 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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. The perimeter fencing and gate system is the first line of defense against unauthorized motorists and pedestrians coming onto the airfield and causing hazardous conditions. The integrity of the perimeter fencing and the operation of the gate systems must be maintained in order to prevent safety or hazardous conditions. This is an ongoing program to improve security on the airfield by installing new perimeter fencing and gates. Gate replacement is necessary as gate hardware becomes worn out and outdated. Summary of Progress: This next phase will upgrade some of the perimeter fencing that remains below standards. This is an ongoing program to ensure the integrity of the perimeter fence and gate system. An annual budget of at least $20,000 is needed in order to replace or repair worn fencing and non- functioning gates. This program is not eligible for grant funding. The project budget will come from the airport operating revenues. Capital Investment Program - Airport 5 - 101 Project Title:Taxiway Bravo Rehabilitation Project: 12 Project Type:Maintenance Project Number: A25100 Project Account Number:422.725100.016.594.46.63.000 Total Anticipated Project Cost:12,711$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services 190 2,975 671 ‐ ‐ ‐ ‐ ‐ ‐ 861 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ 2,150 9,700 ‐ ‐ ‐ ‐ ‐ 11,850 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 190 2,975 2,821 9,700 ‐ ‐ ‐ ‐ ‐ 12,711 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 20 ‐ 252 970 ‐ ‐ ‐ ‐ ‐ 1,242 Grants/Contribution Received 170 ‐ 215 ‐ ‐ ‐ ‐ ‐ ‐ 385 Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ 2,975 2,354 8,730 ‐ ‐ ‐ ‐ ‐ 11,084 Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 190 2,975 2,821 9,700 ‐ ‐ ‐ ‐ ‐ 12,711 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project will reconstruct/rehabilitate Taxiway Bravo on the east side of the airport, just west of the of the Boeing ramp and the Cedar River hangars. The connector taxiways pavements will also be rehabilitated. The storm drain lines beneath the taxiways will be replaced as will portion of the Boeing fire water system that was turned over to the City on June 1, 2010. To improve safety, all taxiways on the airport will be renumbered which means removal of the alphabetic designation of A, B, F, E, etc to A1, A2, etc and B1, B2, etc. Funding is from multiple existing FAA Grants at 95% reimbursement and a 5% match from the Airport. A new FAA grant with 90% reimburesement will be secured for the 2013 construction phase. Summary of Progress: This project was renamed in 2011 from the "Taxiway Renumbering - Sign Replacement" to "Taxiway Bravo Rehabilitation" (which includes the signage replacement). The FAA has provided $217,762 which requires a 5% match of $11,261.15. This FAA grant funding was made available in 2010 to start the engineering and design work. Phase I Construction is to start in August 2012 and Phase II Construction is scheduled for 2013. Capital Investment Program - Airport 5 - 102 Project Title:Renton Gateway Center Utilities Interfund Loan Repymt Project: 13 Project Type:Development Project Number: XXXXXX Project Account Number: Total Anticipated Project Cost:525$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies 210 105 105 105 105 ‐ ‐ ‐ ‐ 525 Total CIP Expenses 210 105 105 105 105 ‐ ‐ ‐ ‐ 525 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 210 105 105 105 105 ‐ ‐ ‐ ‐ 525 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers/Interfund Loan ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 210 105 105 105 105 ‐ ‐ ‐ ‐ 525 Balance Available / (Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year End A d o p t e dP r o j e c t e d Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Pro-Flight Aviation FBO Apron C-750 Site Pad Utilities. Summary of Progress: Project was completed December 2010; in 2012, repairs to the pavement along Apron C are scheduled for completion in 2012; the remaining costs are to repay an Interfund Loan secured for the project in 2009. Capital Investment Program - Airport 5 - 103 This page is intentionally left blank Capital Investment Program - Airport 5 - 104 full service pro shop, restaurant, bar and banquet facility. The City's Maplewood Golf Course offers a 30 stall covered-heated driving range, Did You Know? Maplewood’s eighteen-hole par 72 layout features two very different nines. The front side has greater length, four holes with elevation changes and water coming into play on six of 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. Maplewood achieved designation as a Certified Audubon Cooperative Sanctuary Golf Course. Capital Investment Program - Golf Course 5 - 105 Life to Date Adjusted Budget Estimate Year End A d o p t e d P r o j e c t e d Project #Projects Type*Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total 1 Maintenance Building and Pump House D - - - - - 300 2,500 - - 2,800 2 Reconstruction of the 13th and 15th Greens D- - - - - 130 - - - 130 3 Reconstruction of the 10th and 16th Greens D- - - - - - - - 130 130 4 Irrigation Mainline Replacement D- - - - - - 850 - - 850 5 Golf Course Major Maintenance M 123 145 - 50 50 50 150 150 100 673 Total 123 145 - 50 50 480 3,500 150 230 4,583 Life to Date Adjusted Budget Estimate Year End A d o p t e d P r o j e c t e d Project Resources:Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 123 145 - 50 50 480 3,500 150 230 4,583 Grants/Contribution Received - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - Total 123 145 - 50 50 480 3,500 150 230 4,583 Balance Available/(Unfunded Needs)- - - - - - - - - - NOTE: A - Acquisition , D - Development, M - Major Maintenance, R - Regulatory Compliance, T - Transfer NOTE: B - Major Maintenance is only for current year. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) S U M M A R Y Capital Investment Program - Golf Course 5 - 106 Project Title:Maintenance Building and Pumphouse Project:1 Project Type:Development and Major Maintenance Project Number: Project Account Number: Total Anticipated Project Cost:2,800$ Current LOS % Growth %Both % Project Description CIP Expenditures & Resources Adjusted Budget Actual Year end A d o p t e d P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - 300 2,500 - - 2,800 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - 300 2,500 - - 2,800 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - 300 2,500 - - 2,800 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - 300 2,500 - - 2,800 Balance Available/ (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life-to- Date Adjusted Budget Actual Year end A d o p t e d P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 2015 and 2016 respectively. Analyze potential to bond for project design and construction. ( $50,00 spent in 2008 to move vacated FS13 to Golf Course for temporary maintenance office.) Capital Investment Program - Golf Course 5 - 107 Project Title:Reconstruction of 13th and 15th Greens Project: 2 Project Type: Development and Major Maintenance Project Number: Project Account Number: Total Anticipated Project Cost:130$ Current LOS % Growth %Both % Project Description CIP Expenditures & Resources Life-to- Date Adjusted Budget Actual Year end A d o p t e d P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 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 - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - 130 - - - 130 Balance Available/ (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life-to- Date Adjusted Budget Actual Year end A d o p t e d P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - (2) - - - (2) Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - (2) - - - (2) Summary of Progress: Project has been re-prioritized and is scheduled for reconstruction in 2015. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Reconstruct the 13th and 15th greens per the Master Plan resulting in a more consistent and playable course. Project is currently scheduled in 2015. Initially introduced into the CIP 2001. Capital Investment Program - Golf Course 5 - 108 Project Title:Reconstruction of 10th and 16th Greens Project: 3 Project Type: Development and Major Maintenance Project Number: Project Account Number: Total Anticipated Project Cost:130$ Current LOS % Growth %Both % Project Description CIP Expenditures & Resources Life-to- Date Adjusted Budget Actual Year end A d o p t e d P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 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 - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - - 130 130 Balance Available/ (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life-to- Date Adjusted Budget Actual Year end A d o p t e d P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - (2) - - - - (2) Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - (2) - - - - (2) CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 2014. This project was initally introduced into CIP in 2005. Summary of Progress: This project has been re-prioritized to begin in 2014. Capital Investment Program - Golf Course 5 - 109 Project Title:Irrigation Mainline Replacement Project: 4 Project Type: Development and Major Maintenance Project Number: Project Account Number: Total Anticipated Project Cost:850$ Current LOS % Growth %Both % Project Description CIP Expenditures & Resources Adjusted Budget Actual Year end A d o p t e d P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - 850 - - 850 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - 850 - - 850 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - 850 - - 850 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - 850 - - 850 Balance Available/ (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life-to- Date Adjusted Budget Actual Year end A d o p t e d P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 2016 in conjunction with the construction of new maintenance facility. Included in bond potential with construction of new maintenance facility. Capital Investment Program - Golf Course 5 - 110 Project Title:Golf Course Major Maintenance Project: 5 Project Type: Development and Major Maintenance Project Number: C42001 Project Account Number: Total Anticipated Project Cost:673$ Current LOS % Growth % Project Description CIP Expenditures & Resources Adjusted Budget EstimatedY ear end A d o p t e d P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 123 145 - 50 50 50 150 150 100 673 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 123 145 - 50 50 50 150 150 100 673 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 123 145 - 50 50 50 150 150 100 673 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 123 145 - 50 50 50 150 150 100 673 Balance Available/ (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life-to-Date Adjusted Budget Actual Year end A d o p t e d P r o j e c t e d Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - 1 1 1 1 1 1 6 Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - 1 1 1 1 1 1 6 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The Maplewood Golf Course 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 2011 - 2016. Capital Investment Program - Golf Course 5 - 111 Major Maintenance Details:Year Cost Course Maint. - topdress, cartpath patch, retaining walls,etc 2013 25,000$ Building Maintenance - restripe parking, doors, plumbing,etc 2013 25,000$ 2013 - 2013 - 2013 - 50,000$ Course Maint. - Fountain/aerate, cartpath patch, netting 2014 25,000$ Building Maint.- parking striping, phase II AV, plumbing 2014 25,000$ 2014 - 2014 - 2014 - 50,000$ Clubhouse/dr.range- door repair, new security cameras 2015 40,000$ Course Maint.- netting repair, topdress, 2015 10,000$ 2015 - 2015 - 2015 - 50,000$ Replace worn netting panels #7 fairway (2001)2016 150,000$ Bldg. maint. - electrical, plumbing 2016 - Course maint. - tee box signs, bunkers 2016 - Paint exterior clubhouse 2016 - 2016 - 150,000$ Repair dr. range stall dividers (2005)2017 20,000$ Renovate pro shop counter (2004)2017 30,000$ Bldg. Maint. - parking lot striping, door repair 2017 10,000$ Course maint. -topdressing 2017 10,000$ Paint interior clubhouse 2017 80,000$ 150,000$ Repair netting panels #10 fairway 2018 40,000$ Bldg./Crse. Maint.- topdress, parking lot stripe,etc 2018 30,000$ Clean out #16 & #18 ponds repair retaining walls (2004)2018 30,000$ 2018 - 2018 - 100,000$ CAPITAL INVESTMENT PROGRAM 2013 through 2018 Capital Investment Program - Golf Course 5 - 112 Placement of Roof over New Hazen Reservoir Capital Investment Program - Water 5 - 113 Life to Date Adjusted Budget Estimated Year end Project #Projects Type*2011 2012 2012 2013 2014 2015 2016 2017 2018 Total 1 Highlands 435-Zone Reservoirs D - 400 400 800 1,600 1,600 1,600 2,000 2,000 10,000 2 Blackriver 196 Zone Reservoir A 302 20 20 - - 100 100 100 100 722 3 Primary Disinfection Improvements R 8 1,200 1,200 200 - - - - - 1,408 4 Rainier Avenue South Utility Improvements D- 1,600 1,600 400 - - - - - 2,000 5 Water Main Replacement M 2,788 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 9,788 6 Transmission Main Replacement M 815 - - - 500 500 500 500 500 3,315 7 Water Main Oversizing D 60 100 100 100 100 100 100 100 100 760 8 Automatic Meter Reading Conversion M 1,082 1,555 1,555 500 515 515 515 115 115 4,912 9 Reservoir Recoating M 657 50 50 50 175 50 100 100 100 1,282 10 Telemetry Improvements M 203 100 100 100 100 50 50 50 50 703 11 Emergency Power to Water Facilities M 2,835 200 200 150 50 - - - - 3,235 12 Maplewood Equipment Access & H2S Mitigation M- 130 130 50 - - - - - 180 13 Maplewood Filter Media Replacement M- 100 100 50 50 50 50 50 50 400 14 Water Conservation Program R 185 200 200 200 200 200 200 200 200 1,585 15 Water System Security M62 30 30 15 15 15 15 15 15 182 16 Aquifer Monitoring and Management R- 100 100 50 - - - - - 150 17 Emergency Response Projects M 212 50 50 50 50 50 50 50 50 562 18 Water System Plan Update R 312 150 150 - - - - 100 200 762 19 Hydraulic Model of Water System R36 20 20 10 10 10 10 10 10 116 20 Water Quality Monitoring R55 30 30 15 15 15 15 15 15 175 21 Water System GIS M13 10 10 5 5 5 5 5 5 53 Total Six-Year Project Costs 9,625 7,045 7,045 3,745 4,385 4,260 4,310 4,410 4,510 42,290 Life to Date Adjusted Budget Estimated Year end Project Resources:2011 2012 2012 2013 2014 2015 2016 2017 2018 Total User Fee 279 141 141 74 87 84 85 87 89 926 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - 480 1,355 1,835 Operating 8,779 6,835 6,835 3,634 4,255 4,134 4,182 3,799 3,022 38,639 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers 200 - - - - - - - - 200 Interest Income 367 69 69 37 43 42 43 44 45 689 Beginning Fund Balance - - - - - - - - - - Total Resources 9,624 7,045 7,045 3,745 4,385 4,260 4,310 4,410 4,510 42,289 Balance Available/Unfunded Needs - - - - - - - - - - * A - Acquisition , D - Development, M - Major Maintenance, R - Regulatory Compliance, T - Transfer CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) A d o p t e d P r o j e c t e d S U M M A R Y A d o p t e d P r o j e c t e d Capital Investment Program - Water 5 - 114 Project Title:Highlands 435-Zone Reservoirs Project 1 Project Type: Highlands Reservoirs and Pump Station Project Number: U55597 Project Account Number: 425.455597.018.595.34.63.000 Total Anticipated Project Cost:10,000$ Current LOS 30% Growth 70% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - 380 750 300 - - - - 1,430 Major Maintenance - - - - - - - - - - Construction - 400 - - 1,200 1,500 1,500 1,870 1,870 7,940 Inspection - - - - 80 80 80 100 100 440 Project Management - - 20 50 20 20 20 30 30 190 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 400 400 800 1,600 1,600 1,600 2,000 2,000 10,000 Resources: User Fee - 8 8 16 32 32 32 40 40 200 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 600 600 Operating - 388 388 776 1,552 1,552 1,552 1,940 1,340 9,100 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 4 4 8 16 16 16 20 20 100 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 400 400 800 1,600 1,600 1,600 2,000 2,000 10,000 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the planning, design and construction of two new reservoirs to replace the two aging Highlands reservoirs constructed in 1942 and 1960. The new and larger reservoirs will increase water storage capacity for fire protection and for domestic uses in the Highlands area and will provide the City with operational flexibility, reliability and redundancy of water supply. A new pump station will also be constructed to replace the old pump station. The project supports future development and redevelopment projects in the Highlands, including planned projects in the Sunset Area Community Planned Action areas. Summary of Progress: Consultant selection for the design of the reservoir is anticipated in the 4th quarter of 2012 and design of the project is anticipated to begin in the 2nd quarter of 2013. Construction of the first reservoir is planned for 2017 to 2018. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 115 Project Title:Blackriver 196 Zone Reservoir Project 2 Project Type: New Reservoirs and Pump Stations Project Number: U55570 Project Account Number: 425.455570.018.595.34.63.000 Total Anticipated Project Cost:722$ Current LOS 30% Growth 70% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - 100 100 100 100 400 Consultant Services - - 15 - - - - - - 15 Major Maintenance - - - - - - - - - - Construction 302 20 - - - - - - - 302 Inspection - - - - - - - - - - Project Management - - 5 - - - - - - 5 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 302 20 20 - - 100 100 100 100 722 Resources: User Fee 6 - - - - 2 2 2 2 14 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 30 30 Operating 293 20 20 - - 97 97 97 67 671 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 3 - - - - 1 1 1 1 7 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 302 20 20 - - 100 100 100 100 722 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the City's acquisition of property in the Blackriver rock quarry area for the construction of a future reservoir and pump station in the 196 pressure zone. The new reservoir will provide additional water storage for fire suppression and to meet peak water demand from projected growth in development and in population in the City. The new reservoir will provide the City with operational flexibility along with more reliability and redundancy of water supply. The new pump station will provide reliability in the delivery of water supply from the 190 pressure zone to higher pressure zones within the City. Summary of Progress: A geotechnical study and investigation was completed in 2011 for a suitable and available site in the Blackriver rock quarry area. The City is currently negotiating with the property owner for the acquisition of the property anticipated in 2016 to 2018. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 116 Project Title:Primary Disinfection Improvements Project 3 Project Type: Water Quality Improvements Project Number: U55405 Project Account Number: 425.455405.018.595.34.63.000 Total Anticipated Project Cost:1,408$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - 175 10 - - - - - 185 Major Maintenance - - - - - - - - - - Construction 8 1,200 1,000 185 - - - - - 1,193 Inspection - - - - - - - - - - Project Management - - 25 5 - - - - - 30 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 8 1,200 1,200 200 - - - - - 1,408 Resources: User Fee - 24 24 4 - - - - - 28 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 8 1,164 1,164 194 - - - - - 1,366 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 12 12 2 - - - - - 14 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 8 1,200 1,200 200 - - - - - 1,408 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the design and construction of improvements to provide primary disinfection for the City's drinking water supply wells PW-8, PW-9, EW-3 and Springbrook Springs to meet State and federal drinking water regulations required by the Groundwater Rule. Primary disinfection of the water supply will provide additional protection to public health from illnesses acquired through drinking water. The City is currently providing primary disinfection for Wells 1, 2 and 3 in addition to providing secondary disinfection to the entire water distribution system. Summary of Progress: Design of the project started in 2012 and construction is anticipated from the 4th quarter of 2012 to the 2nd quarter of 2013. A d o p t e d P r o j e c t e d Capital Investment Program - Water 5 - 117 Project Title:Rainier Avenue South Utility Improvements Project 4 Project Type: Development Project Number: U55601 Project Account Number: 425.455601.018.595.34.63.000 Total Anticipated Project Cost:2,000$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - 1,600 1,600 400 - - - - - 2,000 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 1,600 1,600 400 - - - - - 2,000 Resources: User Fee - 32 32 8 - - - - - 40 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 1,552 1,552 388 - - - - - 1,940 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 16 16 4 - - - - - 20 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 1,600 1,600 400 - - - - - 2,000 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the relocation and replacement of existing water mains in Rainier Avenue South with two new 12-inch water mains as part of the City's Transportation improvements and widening of the Rainier Avenue South corridor. The project will increase the water system capacity for fire protection for existing properties and for future development and redevelopment projects along the Rainier Avenue corridor. Summary of Progress: Construction of the Rainier Avenue roadway and utilities improvements started in May 2012 and is scheduled for completion in Spring of 2014. A d o p t e d P r o j e c t e d A d o p t e d P r o j e c t e d Capital Investment Program - Water 5 - 118 Project Title:Water Main Replacement Project 5 Project Type: Major Maintenance Project Number: U55170 Project Account Number: 425.455170.018.595.34.63.000 Total Anticipated Project Cost:9,788$ Current LOS 70% Growth 30% Project Description CIP Expenditures & Resources Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - 40 - - - - - - 40 Major Maintenance - - - - - - - - - - Construction 2,788 1,000 900 950 950 950 950 950 950 9,388 Inspection - - 20 20 20 20 20 20 20 140 Project Management - - 40 30 30 30 30 30 30 220 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 2,788 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 9,788 Resources: User Fee 161 20 20 20 20 20 20 20 20 301 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - 300 300 600 Operating 2,311 970 970 970 970 970 970 670 670 8,501 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers 100 - - - - - - - - 100 Interest Income 215 10 10 10 10 10 10 10 10 285 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 2,788 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 9,788 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - This annual program consists of the design and construction for the systematic replacement of aging and undersized cast-iron, steel, and asbestos-cement water mains and old water service lines throughout the City to improve fire flow capacity and water quality in the distribution system. Prioritization of pipe replacement is based on several factors including degree of fire flow deficiency, frequency of leaks and breaks, remaining useful life of the pipes, and coordination with scheduled street and utilities improvements. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: The construction of the replacement of old water mains in SE 5th Street within the Maplewood subdivision is scheduled to start in the 3rd quarter of 2012 with completion anticipated in the second quarter of 2013. Construction of water main replacement in Presidents Park area is scheduled for 2014. A d o p t e d P r o j e c t e d A d o p t e d P r o j e c t e d Capital Investment Program - Water 5 - 119 Project Title:Transmission Main Replacement Project 6 Project Type: Major Maintenance Project Number: U55596 Project Account Number: 425.455596.018.595.34.63.000 Total Anticipated Project Cost:3,315$ Current LOS 70% Growth 30% Project Description CIP Expenditures & Resources Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - 20 20 20 20 20 100 Major Maintenance - - - - - - - - - - Construction 815 - - - 430 430 430 430 430 2,965 Inspection - - - - 15 15 15 15 15 75 Project Management - - - - 35 35 35 35 35 175 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 815 - - - 500 500 500 500 500 3,315 Resources: User Fee 43 - - - 10 10 10 10 10 93 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - 150 150 300 Operating 615 - - - 485 485 485 335 335 2,740 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers 100 - - - - - - - - 100 Interest Income 57 - - - 5 5 5 5 5 82 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 815 - - - 500 500 500 500 500 3,315 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This program also consists of the design and construction of the replacement of aging water transmission mains, typically 12-inch in diameter and larger, to convey water from the supply sources including wells, pump stations, reservoirs, and water treatment facilities to the water distribution system. Prioritization of pipe replacement is based on several factors including remaining useful life of pipes, frequency of leaks and breaks, and coordination with scheduled street and utilities improvements. Summary of Progress: A d o p t e d P r o j e c t e d A d o p t e d P r o j e c t e d Capital Investment Program - Water 5 - 120 Project Title:Water Main Oversizing Project 7 Project Type: Development Project Number: U55100 Project Account Number: 425.455100.018.595.34.63.000 Total Anticipated Project Cost:760$ Current LOS 70% Growth 30% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 60 100 100 100 100 100 100 100 100 760 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 60 100 100 100 100 100 100 100 100 760 Resources: User Fee 4 2 2 2 2 2 2 2 2 18 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - 30 30 60 Operating 52 97 97 97 97 97 97 67 67 671 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 5 1 1 1 1 1 1 1 1 12 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 60 100 100 100 100 100 100 100 100 760 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - This program consists of the City's cost-sharing and/or reimbursement to private developers for the installation of larger size water mains than what would normally be required to serve the properties being developed. The City's Water Utility requires the oversizing of the water mains in designated mixed-used, commercial and industrial areas, to meet the requirements of the City's Comprehensive Land Use Plan and Water System Plan. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: A d o p t e d P r o j e c t e d A d o p t e d P r o j e c t e d Capital Investment Program - Water 5 - 121 Project Title:Automatic Meter Reading Conversion Project 8 Project Type: Major Maintenance Project Number: U55591 Project Account Number: 425.455591.018.595.34.63.000 Total Anticipated Project Cost:4,912$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - 100 100 100 100 100 15 15 530 Inspection - - - - - - - - - - Project Management - - 50 - - - - - - 50 Equipment Acquisition 1,082 1,555 1,405 400 415 415 415 100 100 4,332 Contingencies - - - - - - - - - Total CIP Expenses 1,082 1,555 1,555 500 515 515 515 115 115 4,912 Resources: User Fee 65 31 31 10 10 10 10 2 2 141 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 35 35 Operating 930 1,508 1,508 485 500 500 500 112 77 4,611 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 87 16 16 5 5 5 5 1 1 125 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 1,082 1,555 1,555 500 515 515 515 115 115 4,912 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: In 2011, the Water Utility started the deployment of the AMR project. All system hardware and software were installed and are fully operational. City water maintenance crew has installed over 1,000 end-point radios on the commercial water customers as of May 2012. The completion of the AMR project is anticipated by 2018. A d o p t e d P r o j e c t e d A d o p t e d P r o j e c t e d This program consists of the conversion of about 17,000 existing City’s water meters to an automatic meter reading (AMR) system. The system will improve meter reading efficiency, capture water usage data, enhance water conservation activities including leak detection, and provide timely and accurate billing and water usage information to our customers. Capital Investment Program - Water 5 - 122 Project Title:Reservoir Recoating Project 9 Project Type: Major Maintenance Project Number: U55260 Project Account Number: 425.455260.018.595.34.63.000 Total Anticipated Project Cost:1,282$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - 40 - - - - - - 40 Major Maintenance - - - - - - - - - - Construction 657 50 - 50 175 50 100 100 100 1,232 Inspection - - - - - - - - - - Project Management - - 10 - - - - - - 10 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 657 50 50 50 175 50 100 100 100 1,282 Resources: User Fee - 1 1 1 4 1 2 2 2 13 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 30 30 Operating 657 49 49 49 170 49 97 97 67 1,233 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - 1 1 2 1 1 1 1 6 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 657 50 50 50 175 50 100 100 100 1,282 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the design and construction for the recoating of the interior and exterior surfaces of the existing steel water reservoirs to extend the useful life of the structures. The project also includes the design and installation of seismic, safety, security upgrades and for providing corrosion protection to the reservoirs. Summary of Progress: The recoating of the South Talbot Hill reservoir is scheduled for 2014. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 123 Project Title:Telemetry Improvements Project 10 Project Type: Major Maintenance Project Number: U55121 Project Account Number: 425.455121.018.595.34.63.000 Total Anticipated Project Cost:703$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - 35 25 25 - - - - 85 Major Maintenance 203 100 60 75 75 50 50 50 50 613 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - 5 - - - - - - 5 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 203 100 100 100 100 50 50 50 50 703 Resources: User Fee - 2 2 2 2 1 1 1 1 10 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 15 15 Operating 203 97 97 97 97 49 49 49 34 673 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 1 1 1 1 1 1 1 1 5 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 203 100 100 100 100 50 50 50 50 703 Balance Available/(Unfunded Needs)- - - - - - - - - (0) Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the systematic replacement and upgrades of the telemetry system needed to operate the City's water system. The project includes the design, reconfiguration, programming, installation of hardware and software and functional testing of the telemetry system at various water facilities and at the City's operation and maintenance headquarters. Summary of Progress: In 2012, upgrades to the telemetry system at the Maplewood pump station were installed. In 2013, upgrades will be made to the telemetry system at the Maplewood water treatment facility. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 124 Project Title:Emergency Power to Water Facilities Project 11 Project Type: Major Maintenance Project Number: U55582 Project Account Number: 425.455582.018.595.34.63.000 Total Anticipated Project Cost:3,235$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - 40 - - - - - - 40 Major Maintenance - - - - - - - - - - Construction 2,835 200 150 150 50 - - - - 3,185 Inspection - - - - - - - - - - Project Management - - 10 - - - - - - 10 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 2,835 200 200 150 50 - - - - 3,235 Resources: User Fee - 4 4 3 1 - - - - 8 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 2,835 194 194 146 49 - - - - 3,223 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 2 2 2 1 - - - - 4 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 2,835 200 200 150 50 - - - - 3,235 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the purchase, design and installation of on-site emergency power generators to the City's water pump stations, well pumps and water treatment facilities. The generators are needed to provide power supply to operate the City's water facilities during periods of commercial power outage and in emergency events. Summary of Progress: In 2012, emergency power was provided to the corrosion control and water treatment facility. The design and installation for an emergency power supply to the Highlands pump station is planned for 2013 to 2014. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 125 Project Title:Maplewood Equipment Access & H2S Mitigation Project 12 Project Type: Major Maintenance Project Number: U55563 Project Account Number: 425.455563.018.595.34.63.000 Total Anticipated Project Cost:180$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - 30 - - - - - - 30 Major Maintenance - - - 50 - - - - - 50 Construction - 130 90 - - - - - - 90 Inspection - - 5 - - - - - - 5 Project Management - - 5 - - - - - - 5 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 130 130 50 - - - - - 180 Resources: User Fee - 3 3 1 - - - - - 4 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 126 126 49 - - - - - 175 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 1 1 1 - - - - - 2 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 130 130 50 - - - - - 180 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the design and construction of stairs and platforms to provide safe personnel access to the top of the six filter media vessels at the Maplewood water treatment plant. The improvements are needed for maintenance personnel to access the top of the vessels for the removal and replacement of the filter media in the vessels. The project also includes the design and installation of a ventilation system to reduce the release of corrosive hydrogen sulfide gas in the control room. Summary of Progress: The design of the project began in 2012 and construction of the improvements is scheduled for 2013. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 126 Project Title:Maplewood Filter Media Replacement Project 13 Project Type: Major Maintenance Project Number: U55589 Project Account Number: 425.455589.018.595.34.63.000 Total Anticipated Project Cost:400$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - 10 - - - - - - 10 Major Maintenance - 100 90 50 50 50 50 50 50 390 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 100 100 50 50 50 50 50 50 400 Resources: User Fee - 2 2 1 1 1 1 1 1 8 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 15 15 Operating - 97 97 49 49 49 49 49 34 373 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 1 1 1 1 1 1 1 1 4 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 100 100 50 50 50 50 50 50 400 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the scheduled replacement of the two filter media, greensand and granular activated carbon media, used at the Maplewood water treatment facility. The replacement of the filter media is needed to provide drinking water quality that meets regulatory requirements. The filter media needs to be replaced about every seven years. Summary of Progress: Filter media replacement is scheduled in 2013. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 127 Project Title:Water Conservation Program Project 14 Project Type: Regulatory Compliance Project Number: U55200 Project Account Number: 425.455200.018.595.34.63.000 Total Anticipated Project Cost:1,585$ Current LOS 70% Growth 30% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - Consultant Services 185 200 200 200 200 200 200 200 200 1,585 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 185 200 200 200 200 200 200 200 200 1,585 Resources: User Fee - 4 4 4 4 4 4 4 4 28 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 60 60 Operating 185 194 194 194 194 194 194 194 134 1,483 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 2 2 2 2 2 2 2 2 14 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 185 200 200 200 200 200 200 200 200 1,585 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This program consists of the City's participation and cost-sharing in the Regional Water Conservation Program administered by Seattle Public Utilities. The goal of the program is to promote and implement water conservation measures including public outreach, education and incentives for financial rebates from conservation efforts that will lead to permanent reductions in per capita water consumption. Summary of Progress: The implementation of the regional water conservation program began in 2012 and will continue onto following years. P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 128 Project Title:Water System Security Project 15 Project Type: Major Maintenance Project Number: U55584 Project Account Number: 425.455584.018.595.34.63.000 Total Anticipated Project Cost:182$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 62 30 25 15 15 15 15 15 15 177 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - 5 - - - - - - 5 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 62 30 30 15 15 15 15 15 15 182 Resources: User Fee - 1 1 - - - - - - 1 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 5 5 Operating 62 29 29 15 15 15 15 15 10 176 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 62 30 30 15 15 15 15 15 15 182 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the planning, design and installation of security improvements on existing water facilities based on the findings and recommendations of the security vulnerability assessment of the City's water system. Summary of Progress: Risk assessment along with the prioritization for the installation of security upgrades to water facilities are on-going. P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 129 Project Title:Aquifer Monitoring and Management Project 16 Project Type: Regulatory Compliance Project Number: U55588 Project Account Number: 425.455588.018.595.34.63.000 Total Anticipated Project Cost:150$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - Consultant Services - 100 90 50 - - - - - 140 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - 10 - - - - - - 10 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 100 100 50 - - - - - 150 Resources: User Fee - 2 2 1 - - - - - 3 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 97 97 49 - - - - - 146 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 1 1 1 - - - - - 2 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 100 100 50 - - - - - 150 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the repair and improvements to the City's water monitoring wells that are used for early detection of potential contaminants entering the groundwater supply before the contaminants reach the production wells. The project includes the installation of submersible pumps in the monitoring wells for collection of water samples. The wells are also used to monitor and evaluate water levels in the aquifer and for management of the pumping of the production wells. Summary of Progress: The design of the project began in 2012 and the repair of the wells is anticipated in 2013. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 130 Project Title:Emergency Response Projects Project 17 Project Type: Major Maintenance Project Number: U55265 Project Account Number: 425.455265.018.595.34.63.000 Total Anticipated Project Cost:562$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 212 50 50 50 50 50 50 50 50 562 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 212 50 50 50 50 50 50 50 50 562 Resources: User Fee - 1 1 1 1 1 1 1 1 7 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 15 15 Operating 212 49 49 49 49 49 49 49 34 537 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 1 1 1 1 1 1 1 1 4 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 212 50 50 50 50 50 50 50 50 562 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This program consists of the allocation of funds to allow the Water Utility the ability to address small or emergency projects that are not anticipated as part of the budget process. Unplanned projects or actions resulting from emergencies and unforeseen conditions includes major pipe failures and emergency repairs of water facilities. Summary of Progress: No emergency response projects were triggered in 2012. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 131 Project Title:Water System Plan Update Project 18 Project Type: Regulatory Compliance Project Number: U55140 Project Account Number: 425.455140.018.595.34.63.000 Total Anticipated Project Cost:762$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - Consultant Services 312 150 120 - - - - 100 200 732 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - 30 - - - - - - 30 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 312 150 150 - - - - 100 200 762 Resources: User Fee - 3 3 - - - - 2 4 9 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 60 60 Operating 312 146 146 - - - - 97 134 689 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 2 2 - - - - 1 2 5 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 312 150 150 - - - - 100 200 762 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the six-year update of the Water System Comprehensive Plan in accordance to the Department of Health’s requirements. The purpose of the plan is to present recommended facility improvements and policy criteria to be used to maintain and operate a potable municipal water supply system that is adequate, safe and reliable. The next update of the water system plan is due by April 2018. Summary of Progress: The 2012 update of the Water System Plan was completed and submitted to the State Department of Health for approval in March 2012. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 132 Project Title:Hydraulic Model of Water System Project 19 Project Type: Regulatory Compliance Project Number: U55210 Project Account Number: 425.455210.018.595.34.63.000 Total Anticipated Project Cost:116$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - 10 - - - - - - 10 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management 36 20 5 10 10 10 10 10 10 101 Equipment Acquisition - - 5 - - - - - - 5 Contingencies - - - - - - - - - - Total CIP Expenses 36 20 20 10 10 10 10 10 10 116 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 3 3 Operating 36 20 20 10 10 10 10 10 7 113 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 36 20 20 10 10 10 10 10 10 116 Balance Available/(Unfunded Needs)- - - - - - - - - (0) Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of the on-going update of the hydraulic computer model (InfoWater) of the City’s water system to evaluate the system demand and conditions during normal operations as well as during fire events. This project includes flow testing of hydrants within the system to calibrate the model. The hydraulic model allows the Water Utility to evaluate deficiencies in the system and to plan for the necessary improvements. Summary of Progress: A calibration of the hydraulic model was performed in 2011 as part of the 2012 Water System Plan update. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 133 Project Title:Water Quality Monitoring Project 20 Project Type: Regulatory Compliance Project Number: U55310 Project Account Number: 425.455310.018.595.34.63.000 Total Anticipated Project Cost:175$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - Consultant Services 55 30 20 15 15 15 15 15 15 165 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - 10 - - - - - - 10 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 55 30 30 15 15 15 15 15 15 175 Resources: User Fee - 1 1 - - - - - - 1 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 5 5 Operating 55 29 29 15 15 15 15 15 10 169 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 55 30 30 15 15 15 15 15 15 175 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This project consists of performing investigative water quality sampling and testing within the water distribution system and at the sources of water supply to ensure compliance with proposed State and Federal drinking water regulations. Based on the findings, the Water Utility can plan for future projects to improve drinking water quality. This project is done in addition to routine water quality monitoring performed by the City's Water operation staff to meet regulatory requirements of the Safe Drinking Water Act. Summary of Progress: P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 134 Project Title:Water System GIS Project 21 Project Type: Regulatory Compliance Project Number: U55380 Project Account Number: 425.455380.018.595.34.63.000 Total Anticipated Project Cost:53$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget EstimatedY ear end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management 13 10 5 5 5 5 5 5 5 48 Equipment Acquisition - - 5 - - - - - - 5 Contingencies - - - - - - - - - - Total CIP Expenses 13 10 10 5 5 5 5 5 5 53 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - 2 2 Operating 13 10 10 5 5 5 5 5 3 51 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 13 10 10 5 5 5 5 5 5 53 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget EstimatedY ear end Project Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This program includes the on-going updating of the Water system inventory electronic maps and database. The purpose of the GIS is to maintain an accurate and current inventory of the City’s water system including water infrastructure and piping installed by the City and by private developers. This information is used by the Water Utility and Water operation and maintenance staff for day to day operation and for engineering and planning purposes, asset management and emergency response. The water system GIS is also used by various City departments and the information is available for use by the public. Summary of Progress: The Water Utility continues to maintain a current water system GIS. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 135 This page is intentionally left blank Capital Investment Program - Water 5 - 136 Duvall Sewer Interceptor Installation Did You Know? The Wastewater Utility owns, operates, and maintains over 219 miles of gravity sewer main, over 4100 sewer manholes, and 20 sewage lift stations with force mains. City Maintenance Crews clean and inspect over 45,000 linear feet of sewer main annually. Capital Investment Program - Wastewater 5 - 137 Life to Date Adjusted Budget Actual Year end Project #Projects Type Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total 1 Heather Downs Interceptor Capacity Improvements D63 - - - - - - 1,200 - 1,263 2 S. 132nd St. Sewer Extensions D- - - 225 - - - - - 225 3 Miscellaneous/Emergency Projects M64 100 100 100 100 100 100 100 100 764 4 Sanitary Sewer Hydraulic Model M 303 100 100 200 - - - 300 - 903 5 Long Range Wastewater Management Plan R85 - - - - 100 - - - 185 6 Develop Access Road - Aberdeen Apt D- - - 50 100 - - - - 150 7 Liberty Lift Station Installation Project D- 400 400 100 - - - - - 500 8 Telemetry Upgrade M- 150 150 150 - - - - - 300 9 Renton Hill Deep Manhole D- - - 100 - - - - - 100 10 Falcon Ridge Lift Station Rehabilitation M- - - - - 150 500 - - 650 11 Lind Avenue Lift Station Replacement M- 150 150 600 - - - - - 750 12 Wastewater Operation Master Plan R53 100 100 50 50 25 25 - - 303 13 Airport Lift Station Rehabilitation M- 150 150 350 700 - - - - 1,200 14 East Renton Lift Station Elimination M 259 500 500 25 25 25 - - - 834 15 Misty Cove Lift Station Replacement M 273 150 150 300 300 - - - - 1,023 16 Lake WA Blvd Repair M- - - - - 200 - - - 200 17 Thunder Hill Interceptor Repl/Rehab M2 - - - 300 1,000 500 - - 1,802 18 Central Renton Interceptor Reline/Upsize M - - - - 400 - - - - 400 19 2013 Sanitary Sewer Main Repl / Rehab D- - - 1,000 - - - - - 1,000 20 2014 Sanitary Sewer Main Repl / Rehab D- - - - 1,275 - - - - 1,275 21 2015 Sanitary Sewer Main Repl / Rehab D- - - - - 1,650 - - - 1,650 22 2016 Sanitary Sewer Main Repl / Rehab D- - - - - - 2,125 - - 2,125 23 2017 Sanitary Sewer Main Repl / Rehab D- - - - - - - 1,650 - 1,650 24 2018 Sanitary Sewer Main Repl / Rehab D- - - - - - - - 3,150 3,150 Total 1,102 1,800 1,800 3,250 3,250 3,250 3,250 3,250 3,250 22,402 Life to Date Adjusted Budget Actual Year end Project Resources:Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total User Fee 330 54 54 98 98 98 98 163 163 1,099 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 748 1,692 1,692 3,055 3,055 3,023 3,023 2,958 2,958 20,510 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 24 54 54 98 98 130 130 130 130 793 Beginning Fund Balance - - - - - - - - - - Total Resources 1,102 1,800 1,800 3,250 3,250 3,250 3,250 3,250 3,250 22,402 Balance Available / (Unfunded Needs)- - - - - - - - - - * NOTE: A - Acquisition , D - Development, M - Major Maintenance, R - Regulatory Compliance, T - Transfer CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) A d o p t e d P r o j e c t e d S U M M A R Y A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 138 Project Title:Heather Downs Interceptor Project: 1 Project Type: Development Project Number: U45455 Project Account Number: 426.465455.018.595.35.63.000 Total Anticipated Project Cost:1,263$ Current LOS 0% Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 63 - - - - - - 1,200 - 1,263 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 63 - - - - - - 1,200 - 1,263 Resources: User Fee 19 - - - - - - 60 - 79 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 43 - - - - - - 1,092 - 1,135 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 1 - - - - - - 48 - 49 Beginning Fund Balance - - - - - - - - - Total CIP Resources 63 - - - - - - 1,200 - 1,263 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d 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. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Predesign work completed in 2009. Design and construction delayed due to need to prioritize replacement projects and due to slow down in new development triggering need for improvement. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 139 Project Title:S. 132nd St. Sewer Extensions Project: 2 Project Type: Development Project Number: U45500 Project Account Number: 426.4655500.018.595.35.63.000 Total Anticipated Project Cost:225$ Current LOS % Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - 225 - - - - - 225 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 225 - - - - - 225 Resources: User Fee - - - 7 - - - - - 7 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - 212 - - - - - 212 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - 7 - - - - - 7 Beginning Fund Balance - - - - - - - - - Total CIP Resources - - - 225 - - - - - 225 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d Install approximately 700 linear feet of 8-inch sewer main to serve a private road off of S. 132nd street that serves seven lots with septic systems that have reached their useful life. The project will include the extension of sewer within S. 132nd St that will serve future developable property to the north. A special assessment district will be formed to allow for the cost of the sewer extension to be recovered as connections to the sewer system are made. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Project design and construction is anticipated to be completed in 2013. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 140 Project Title:Miscellaneous/ Emergency Projects Project: 3 Project Type: Major Maintenance Project Number: U45065 Project Account Number: 426.465065.018.595.35.63.000 Total Anticipated Project Cost:764$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 64 100 100 100 100 100 100 100 100 764 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 64 100 100 100 100 100 100 100 100 764 Resources: User Fee 19 3 3 3 3 3 3 5 5 44 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 43 94 94 94 94 93 93 91 91 693 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 1 3 3 3 3 4 4 4 4 26 Beginning Fund Balance - - - - - - - - - Total CIP Resources 64 100 100 100 100 100 100 100 100 764 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d Funds to allow the Wastewater Utility the ability to address small or emergency projects that are not anticipated as part of the budget process. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Funds utilized to meet unanticipated capital needs during each CIP year. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 141 Project Title:Sanitary Sewer Hydraulic Model Project: 4 Project Type: Major Maintenance Project Number: U45140 Project Account Number: 426.465140.018.595.35.63.000 Total Anticipated Project Cost:903$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 303 100 100 200 - - - 300 - 903 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 303 100 100 200 - - - 300 - 903 Resources: User Fee 91 3 3 6 - - - 15 - 115 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 206 94 94 188 - - - 273 - 761 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 6 3 3 6 - - - 12 - 27 Beginning Fund Balance - - - - - - - - - Total CIP Resources 303 100 100 200 - - - 300 - 903 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d The existing model utilizes flow data from 2000/01. King County, as part of their flow monitoring program has re-monitored key flow locations to update the flows in the system. We will take that data and update our model to have flows be current with the 2010/11 numbers obtained by the County. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Existing model utilizes flows from 2000/01, update will include flows from 2010/11 recently completed by King County. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 142 Project Title:Long Range Wastewater Management Plan Project: 5 Project Type: Regulatory Project Number: u45415 Project Account Number: Total Anticipated Project Cost:185$ Current LOS 50% Growth 50% Project Description Summary of Progress: The Plan Update is expected to be performed in 2015 to allow for adoption in 2016. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services 85 - - - - 100 - - - 185 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 85 - - - - 100 - - - 185 Resources: User Fee 26 - - - - 3 - - - 29 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 58 - - - - 93 - - - 151 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 2 - - - - 4 - - - 6 Beginning Fund Balance - - - - - - - - - Total CIP Resources 85 - - - - 100 - - - 185 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The Long Range Wastewater Management Plan was last updated in 2010. This plan needs to be updated, per State Law, and King County requirements every six years. This plan evaluates, over a twenty year period, the operational and capital needs and processes for the Wastewater Utility. It provides a road map for needed services and improvements to ensure that we meet all of our internal commitments and regulatory requirements. A d o p t e d P r o j e c t e d A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 143 Project Title:Develop Access Road - Aberdeen Apt Project: 6 Project Type: Development Project Number: U45503 Project Account Number: 426.465503.018.595.35.63.000 Total Anticipated Project Cost:150$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - 50 100 - - - - 150 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 50 100 - - - - 150 Resources: User Fee - - - 2 3 - - - - 5 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - 47 94 - - - - 141 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - 2 3 - - - - 5 Beginning Fund Balance - - - - - - - - - Total CIP Resources - - - 50 100 - - - - 150 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d Maintenance Crews are currently unable to have direct access to a sewer main that runs within an easement along the backside of various apartment complexes along Aberdeen Av NE, just north of Sunset Blvd NE. This section of line is subject to grease plugs and requires routine maintenance. Along the west side of these properties, Puget Sound Energy owns property for their high voltage power lines. The proposed project would install a new access road within the Puget Sound Energy property to provide the crews the needed access to properly maintain the sewer main. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: It is anticipated that design and easement acquisition would occur in 2013, with construction of the access road in 2014. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 144 Project Title:Liberty Lift Station Installation Project Project: 7 Project Type: Development Project Number: u45499 Project Account Number: 426.465499.018.595.35.63.000 Total Anticipated Project Cost:500$ Current LOS 20% Growth 80% Project Description Summary of Progress: Design of the new station is complete. Construction will be completed in early 2013. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - Consultant Services - - - - - - - - Major Maintenance - - - - - - - - Construction - 400 400 100 - - - - - 500 Inspection - - - - - - - - Project Management - - - - - - - - Equipment Acquisition - - - - - - - - Contingencies - - - - - - - - Total CIP Expenses - 400 400 100 - - - - - 500 Resources: User Fee - 12 12 3 - - - - - 15 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 376 376 94 - - - - - 470 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 12 12 3 - - - - - 15 Beginning Fund Balance - - - - - - - - - Total CIP Resources - 400 400 100 - - - - - 500 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Issaquah School District is providing sanitary sewer service to its three schools located on the East Renton Plateau. In order to get service to the existing City system, a new lift station and gravity system needs to be installed. The school district will install all the piping and the City will install the lift station portion of the work. Council approved the City performing the lift station work as our proportionate share of the cost of the overall work in accordance with a typical share through oversizing and the benefit the City will have for a new lift station that serves the entire basin, not just the three schools. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 145 Project Title:Telemetry Upgrade Project: 8 Project Type: Major Maintenance Project Number: U45476 Project Account Number: 426.465476.018.595.35.63.000 Total Anticipated Project Cost:300$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - 150 150 150 - - - - - 300 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 150 150 150 - - - - - 300 Resources: User Fee - 5 5 5 - - - - - 9 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 141 141 141 - - - - - 282 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 5 5 5 - - - - - 9 Beginning Fund Balance - - - - - - - - - Total CIP Resources - 150 150 150 - - - - - 300 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d The Wastewater Utility owns and operates 21 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 new radio units, update of Rugid Displays due to incompatibility with newer receiving units, and better antenna to ensure a strong signal for the radios. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Program started in the first quarter of 2012 and is anticipated to be completed early 2013. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 146 Project Title:Renton Hill Deep Manhole Project: 9 Project Type: Development Project Number: U45504 Project Account Number: 426.465504.018.595.35.63.000 Total Anticipated Project Cost:100$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - 100 - - - - - 100 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 100 - - - - - 100 Resources: User Fee - - - 3 - - - - - 3 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - 94 - - - - - 94 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - 3 - - - - - 3 Beginning Fund Balance - - - - - - - - - Total CIP Resources - - - 100 - - - - - 100 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d As part of the I-405 S-Curve Project in the 1990's, WSDOT re-routed flows from Renton Hill through a 60-foot deep manhole that crosses I-405 at about S. 5th Street. Because of the depth of this manhole, an air ventilation system is required in order for personnel to enter the manhole safely. That ventilation system has corroded and worn to the point that it is now not functional. This project would evaluate different ventilation systems, then install a replacement system that will provide the longevity and reliability needed for safe access into this structure. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: We anticipate designing and installing an updated system in 2013. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 147 Project Title:Falcon Ridge Lift Station Rehabilitation Project: 10 Project Type: Major Maintenance Project Number: U45480 Project Account Number: 426.465480.018.595.35.63.000 Total Anticipated Project Cost:650$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - 150 500 - - 650 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - 150 500 - - 650 Resources: User Fee - - - - - 5 15 - - 20 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - 140 465 - - 605 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - 6 20 - - 26 Beginning Fund Balance - - - - - - - - - Total CIP Resources - - - - - 150 500 - - 650 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d 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. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of progress: We currently anticipate design to be complete in 2015, with construction in 2015/16. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 148 Project Title:Lind Avenue Lift Station Replacement Project: 11 Project Type: Major Maintenance Project Number: U45481 Project Account Number: 426.465481.018.597.35.63.000 Total Anticipated Project Cost:750$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - 150 150 600 - - - - - 750 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 150 150 600 - - - - - 750 Resources: User Fee - 5 5 18 - - - - - 23 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 141 141 564 - - - - - 705 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 5 5 18 - - - - - 23 Beginning Fund Balance - - - - - - - - - Total CIP Resources - 150 150 600 - - - - - 750 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d 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. Initial analysis indicated that we could simply rehabilitate the station at this time and delay the need for a complete replacement. After completing a full cost/benefit analysis, we have determined that we can see significant savings by replacing the station at this time. As such, we are re-scoping the project as a full replacement. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: We have re-scoped the project to a full replacement and scheduled design for 2012 and construction for 2012/13. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 149 Project Title:Wastewater Operation Master Plan Project: 12 Project Type: Regulatory Project Number: U45416 Project Account Number: 426.465416.018.595.35.63.000 Total Anticipated Project Cost:303$ Current LOS 50% Growth 50% Project Description Summary of Progress: Phase I was completed in 2011. Phase II will be completed in 2013. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services 53 100 100 50 50 25 25 - - 303 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 53 100 100 50 50 25 25 - - 303 Resources: User Fee 16 3 3 2 2 1 1 - - 23 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 36 94 94 47 47 23 23 - - 270 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 1 3 3 2 2 1 1 - - 9 Beginning Fund Balance - - - - - - - - - Total CIP Resources 53 100 100 50 50 25 25 - - 303 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The Wastewater Utility completed its update of the Long-Range Wastewater Management Plan in 2010. This plan provides a good overall look at how we will operate our sewer system over the next 6 to 10-years. Upcoming federal regulations currently include requirements for collection system operators, such as Renton, to more fully explore and document procedures used in operations that minimize or eliminate the potential for sanitary sewer overflows in our system. The first phase of the Operations Master Plan established current operation standards and methodologies to determine where we need to address potential revisions to meet pending federal regulations. Phase II will allow us to implement a comprehensive CCTV Program including system condition assessments. A d o p t e d P r o j e c t e d A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 150 Project Title:Airport Lift Station Rehabilitation Project: 13 Project Type: Major Maintenance Project Number: U45483 Project Account Number: 426.465483.018.595.35.63.000 Total Anticipated Project Cost:1,200$ Current LOS 80% Growth 20% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - 150 150 350 700 - - - - 1,200 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 150 150 350 700 - - - - 1,200 Resources: User Fee - 5 5 11 21 - - - - 36 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 141 141 329 658 - - - - 1,128 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 5 5 11 21 - - - - 36 Beginning Fund Balance - - - - - - - - - Total CIP Resources - 150 150 350 700 - - - - 1,200 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d 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. In addition, we will analyze a potential gravity alternative that may now be available after a King County Interceptor was installed across the airport about 12-years ago. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Design began in 2012 and construction is slated for 2013/14. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 151 Project Title:East Renton Lift Station Elimination Project: 14 Project Type: Major Maintenance Project Number: U45484 Project Account Number: 426.465484.018.595.35.63.000 Total Anticipated Project Cost:834$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 259 500 500 25 25 25 - - - 834 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 259 500 500 25 25 25 - - - 834 Resources: User Fee 78 15 15 1 1 1 - - - 95 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 175 470 470 24 24 23 - - - 715 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 6 15 15 1 1 1 - - - 24 Beginning Fund Balance - - - - - - - - - Total CIP Resources 259 500 500 25 25 25 - - - 834 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d 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 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. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Predesign was completed in 2010. Design began in 2010 and will be completed in 2012 with construction in 2013. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 152 Project Title:Misty Cove Lift Station Replacement Project: 15 Project Type: Major Maintenance Project Number: u45485 Project Account Number: 426.465485.018.595.35.63.000 Total Anticipated Project Cost:1,023$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 273 150 150 300 300 - - - - 1,023 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 273 150 150 300 300 - - - - 1,023 Resources: User Fee 82 5 5 9 9 - - - - 105 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 185 141 141 282 282 - - - - 890 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 6 5 5 9 9 - - - - 29 Beginning Fund Balance - - - - - - - - - Total CIP Resources 273 150 150 300 300 - - - - 1,023 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d 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. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Design for this project will be completed in 2012 with construction anticipated for 2013/14. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 153 Project Title:Lake Washington Blvd Sewer Repair (2900 Block)Project: 16 Project Type: Major Maintenance Project Number: U45494 Project Account Number: 426.465494.018.595.35.63.000 Total Anticipated Project Cost:200$ Current LOS 70% Growth 30% Project Description Summary of Progress: Project currently slated to be designed and constructed in 2015. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 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 - - - - - 6 - - - 6 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - 186 - - - 186 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - 8 - - - 8 Beginning Fund Balance - - - - - - - - - Total CIP Resources - - - - - 200 - - - 200 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 temporary because it impacts ultimate flow capacity and restricts our ability to maintain the main. To properly reestablish the capacity and ability 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. A d o p t e d P r o j e c t e d A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 154 Project Title:Thunder Hill Interceptor Repl/Rehab Project: 17 Project Type: Major Maintenance Project Number: U45495 Project Account Number: 426.465495.018.595.35.63.000 Total Anticipated Project Cost:1,802$ Current LOS 80% Growth 20% Project Description Summary of Progress: We anticipate beginning design for this project in 2014, with construction anticipated for 2015/16. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 2 - - - 300 1,000 500 - - 1,802 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 2 - - - 300 1,000 500 - - 1,802 Resources: User Fee - - - - 9 30 15 - - 54 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 2 - - - 282 930 465 - - 1,679 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - 9 40 20 - - 69 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 2 - - - 300 1,000 500 - - 1,802 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The Thunderhill Interceptor system was installed in 1964 and is comprised of 10,12, and 18-inch concrete sewers. This facility is reaching its useful life and we currently have limited access to about a one-third of the 11,000 linear feet of interceptor. The project will consist of both improved access as well as evaluating the entire interceptor for capacity and condition and replacing those sections needed.. A d o p t e d P r o j e c t e d A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 155 Project Title:Central Renton Interceptor Reline/Upsize Project: 18 Project Type: Major Maintenance Project Number: U45497 Project Account Number: 426.465497.018.595.35.63.000 Total Anticipated Project Cost:400$ Current LOS 70% Growth 30% Project Description Summary of Progress: Design and construction is anticipated to occur in 2014. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 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 - - - - 12 - - - - 12 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - 376 - - - - 376 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - 12 - - - - 12 Beginning Fund Balance - - - - - - - - - Total CIP Resources - - - - 400 - - - - 400 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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. A d o p t e d P r o j e c t e d A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 156 Project Title:2013 Sanitary Sewer Main Repl / Rehab Project: 19 Project Type: Major Maintenance Project Number: U45501 Project Account Number: 426.465501.018.595.35.63.000 Total Anticipated Project Cost:1,000$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 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 - - - 30 - - - - - 30 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - 940 - - - - - 940 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - 30 - - - - - 30 Beginning Fund Balance - - - - - - - - - Total CIP Resources - - - 1,000 - - - - - 1,000 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This is an annual program the Wastewater Utility will perform to identify and through either repair, rehabilitation, or replacement those portions of our sewer pipe system that need to be brought up to current standard. The program will be City wide and may consist of individual projects to cover each of the different construction methods, either repair, rehabilitation, or replacement. Summary of progress: Design and construction are anticipated to be completed in 2013. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 157 Project Title:2014 Sanitary Sewer Main Repl / Rehab Project: 20 Project Type: Major Maintenance Project Number: U45502 Project Account Number: 426.465502.018.595.35.63.000 Total Anticipated Project Cost:1,275$ Current LOS Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - 1,275 - - - - 1,275 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - 1,275 - - - - 1,275 Resources: User Fee - - - - 38 - - - - 38 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - 1,199 - - - - 1,199 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - 38 - - - - 38 Beginning Fund Balance - - - - - - - - - Total CIP Resources - - - - 1,275 - - - - 1,275 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This is an annual program the Wastewater Utility will perform to identify and through either repair, rehabilitation, or replacement those portions of our sewer pipe system that need to be brought up to current standard. The program will be City wide and may consist of individual projects to cover each of the different construction methods, either repair, rehabilitation, or replacement. Summary of progress: Design and construction are anticipated to be completed in 2014. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 158 Project Title:2015 Sanitary Sewer Main Repl / Rehab Project: 21 Project Type: Major Maintenance Project Number: Uxxxxx Project Account Number: 426.xxxxxx Total Anticipated Project Cost:1,650$ Current LOS Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - 1,650 - - - 1,650 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - 1,650 - - - 1,650 Resources: User Fee - - - - - 50 - - - 50 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - 1,535 - - - 1,535 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - 66 - - - 66 Beginning Fund Balance - - - - - - - - - Total CIP Resources - - - - - 1,650 - - - 1,650 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This is an annual program the Wastewater Utility will perform to identify and through either repair, rehabilitation, or replacement those portions of our sewer pipe system that need to be brought up to current standard. The program will be City wide and may consist of individual projects to cover each of the different construction methods, either repair, rehabilitation, or replacement. Summary of progress: Design and construction are anticipated to be completed in 2015. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 159 Project Title:2016 Sanitary Sewer Main Repl / Rehab Project: 22 Project Type: Major Maintenance Project Number: Uxxxxx Project Account Number: 426.xxxxxx Total Anticipated Project Cost:2,125$ Current LOS Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - 2,125 - - 2,125 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - 2,125 - - 2,125 Resources: User Fee - - - - - - 64 - - 64 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - 1,976 - - 1,976 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - 85 - - 85 Beginning Fund Balance - - - - - - - - - Total CIP Resources - - - - - - 2,125 - - 2,125 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This is an annual program the Wastewater Utility will perform to identify and through either repair, rehabilitation, or replacement those portions of our sewer pipe system that need to be brought up to current standard. The program will be City wide and may consist of individual projects to cover each of the different construction methods, either repair, rehabilitation, or replacement. Summary of progress: Design and construction are anticipated to be completed in 2016. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 160 Project Title:2017 Sanitary Sewer Main Repl / Rehab Project: 23 Project Type: Major Maintenance Project Number: Uxxxxx Project Account Number: 426.xxxxxx Total Anticipated Project Cost:1,650$ Current LOS Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - 1,650 - 1,650 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - 1,650 - 1,650 Resources: User Fee - - - - - - - 83 - 83 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - 1,502 - 1,502 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - 66 - 66 Beginning Fund Balance - - - - - - - - - Total CIP Resources - - - - - - - 1,650 - 1,650 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This is an annual program the Wastewater Utility will perform to identify and through either repair, rehabilitation, or replacement those portions of our sewer pipe system that need to be brought up to current standard. The program will be City wide and may consist of individual projects to cover each of the different construction methods, either repair, rehabilitation, or replacement. Summary of progress: Design and construction are anticipated to be completed in 2017. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 161 Project Title:2018 Sanitary Sewer Main Repl / Rehab Project: 24 Project Type: Major Maintenance Project Number: Uxxxxx Project Account Number: 426.xxxxxx Total Anticipated Project Cost:3,150$ Current LOS Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - 3,150 3,150 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - - 3,150 3,150 Resources: User Fee - - - - - - - - 158 158 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - 2,867 2,867 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - 126 126 Beginning Fund Balance - - - - - - - - - Total CIP Resources - - - - - - - - 3,150 3,150 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Actual Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - A d o p t e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) This is an annual program the Wastewater Utility will perform to identify and through either repair, rehabilitation, or replacement those portions of our sewer pipe system that need to be brought up to current standard. The program will be City wide and may consist of individual projects to cover each of the different construction methods, either repair, rehabilitation, or replacement. Summary of progress: Design and construction are anticipated to be completed in 2018. A d o p t e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 162 Lake Ave. S / Rainier Ave S Storm System Replacement Project The Lake Ave. S / Rainier Ave S Storm System Replacement Project was completed in 2012. The project installed 432 L.F. of 34‐inch storm pipe using an auger boring machine to minimize excavation and impacts to business. A total of 746 L.F. of 42‐inch to 18‐inch storm pipe was installed by the project. The project replaced an existing 24‐inch storm system that was undersized, which was causing upstream flooding problems and had structural problems. The project was located between the intersections of S 2nd St and Lake Ave S and S 3rd St and Rainier Ave S through the Safeway and Walker's Renton Subaru parking lots. 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 safety and livability of the community. Capital Investment Program - Surface Water 5 - 163 Life to Date Adjusted Budget Estimated Year end Project #Projects Type*Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total 1 Springbrook Creek Wetland & Habitat Mitigation Bank D 396 200 200 150 150 140 150 150 150 1,486 2 NE 5th St. and Edmonds Ave. NE Storm System Improvements D ‐ 1,040 1,040 760 ‐ ‐ ‐ ‐ ‐ 1,800 3 Stormwater Facility Fencing M ‐ ‐ ‐ 100 100 100 100 100 100 600 4 Monroe Ave. NE & NE 2nd Street Infiltration System Improvements D ‐ ‐ ‐ ‐ 100 300 1,000 ‐ ‐ 1,400 5 Hardie Ave SW‐SW 7th St Storm System Improvement D 115 1,615 1,000 119 4,981 1,300 350 2,050 ‐ 9,915 6 East Valley Road Storm System Improvements D ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 300 300 7 SW 43rd Street/Lind Ave SW Storm Sys Impr D ‐ ‐ ‐ ‐ ‐ ‐ ‐ 270 500 770 8 NE 10th St & Anacortes Av NE Detention Pond Retrofit D ‐ ‐ ‐ 60 215 ‐ ‐ ‐ ‐ 275 9 Oakesdale/SW 41st St. Culvert Replacement D ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 320 320 10 Maplewood Creek Basin Storm Improvements D ‐ 200 200 ‐ ‐ ‐ 780 ‐ ‐ 980 11 NE Sunset Blvd & Union Ave NE Storm System Improvement D ‐ ‐ ‐ ‐ ‐ ‐ ‐ 200 700 900 12 Small Drainage Projects Program M 836 470 360 200 200 200 200 200 200 2,396 13 Miscellaneous/Emergency Storm Projects M36 50 50 50 50 50 50 50 50 386 14 Lower Cedar River Sediment Management M 829 384 600 750 2,050 2,250 210 220 220 7,129 15 Maplewood Creek Sedimentation Facility Maint M 214 35 60 100 ‐ 100 ‐ 100 ‐ 574 16 Madsen Creek Sedimentation Cleaning M 127 15 100 50 50 50 50 50 50 527 17 Surface Water Utility System Plan R 501 53 53 ‐ ‐ ‐ ‐ ‐ 200 754 18 Talbot Hill Area Mosquito Abatement Program R 164 50 50 75 100 100 100 100 100 789 19 Stream Flow and Water Quality Monitoring Pgm R 28 10 10 10 10 10 10 10 10 98 20 Sunset Terrace Regional Stormwater Facility D ‐ ‐ ‐ 325 985 ‐ ‐ ‐ ‐ 1,310 21 Surface Water Utility GIS R 355 100 100 100 100 100 100 100 100 1,055 22 Harrington Green Connection D ‐ 1,013 100 340 940 ‐ ‐ ‐ ‐ 1,380 Total Six‐Year Project Costs 3,600 5,235 3,923 3,189 10,031 4,700 3,100 3,600 3,000 35,143 Life to Date Adjusted Budget Estimated Year end Project Resources:Thru 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total User Fee 478 307 235 140 479 147 173 203 167 2,022 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 2,951 2,931 3,501 1,562 5,157 2,202 2,548 3,016 2,472 23,408 Grants/Contribution Received 48 1,661 69 618 2,106 3 3 3 3 2,853 Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated 38 250 ‐ 800 2,050 2,250 260 220 220 5,838 Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income 85 87 118 70 239 98 116 158 138 1,022 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Resources / Unfunded Needs 3,600 5,235 3,923 3,189 10,031 4,700 3,100 3,600 3,000 35,143 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ *NOTE: A ‐ Acquisition , D ‐ Development, M ‐ Major Maintenance, R ‐ Regulatory Compliance, T ‐ Transfer CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) S U M M A R Y A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 164 Project Title:Springbrook Creek Wetland and Habitat Mitigation Bank Project: 1 Project Type:Development Project Number: U65119 Project Account Number:427.475119.018.595.38.63.000 Total Anticipated Project Cost:1,486$ Current LOS 0% Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 396 200 200 150 150 140 150 150 150 1,486 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 396 200 200 150 150 140 150 150 150 1,486 Resources: User Fee 57 12 12 9 9 8 9 9 9 122 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 330 168 182 134 134 123 132 131 131 1,296 Grants/Contribution Received ‐ 14 ‐ 3 3 3 3 3 3 18 Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income 9 6 6 5 5 6 6 7 7 50 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 396 200 200 150 150 140 150 150 150 1,486 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ 45 ‐ ‐ ‐ ‐ ‐ 45 Net Impact ‐ ‐ ‐ 45 ‐ ‐ ‐ ‐ ‐ 45 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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 also improves 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 project construction occurred in 2007-2009 with a following 10-year monitoring period to verify whether performance standards have been met to allow for the release of wetland mitigation credits that can be used by the City and WSDOT. Funding programmed in this 6-year period is for City's share of project plant establishment and monitoring costs necessary to meet performance standards to allow the release of mitigation credits for use. Summary of Progress: WSDOT completed the project construction in June of 2009. Year 3 performance monitoring and site management work completed in 2012 by the City and WSDOT. A total of 21.70 credits have been released out of the total of 45 credits that could be released if all performance standards have been met in the 10-year performance and monitoring period. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 165 Project Title:NE 5th Pl and Edmonds Ave NE Storm System Improvements Project: 2 Project Type:Development Project Number: U65485 Project Account Number:427.475485.018.595.38.63.000 Total Anticipated Project Cost:1,800$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ 1,040 1,040 700 ‐ ‐ ‐ ‐ ‐ 1,740 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ 60 ‐ ‐ ‐ ‐ ‐ 60 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 1,040 1,040 760 ‐ ‐ ‐ ‐ ‐ 1,800 Resources: User Fee ‐ 62 62 46 ‐ ‐ ‐ ‐ ‐ 108 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ 946 946 692 ‐ ‐ ‐ ‐ ‐ 1,638 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ 31 31 23 ‐ ‐ ‐ ‐ ‐ 54 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 1,040 1,040 760 ‐ ‐ ‐ ‐ ‐ 1,800 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Summary of Progress: Project design to start in 2012 with construction planned for 2013. CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Project consists of replacing 3,300 linear feet of existing 15-inch to 18-inch storm system, with new 24-inch to 36-inch storm system. The improvements will occur from NE 5th Pl. and Harrington Avenue NE, down NE 5th Pl., Edmonds, Camas, N 6th Pl., 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. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 166 Project Title:Stormwater Facility Fencing Project Project: 3 Project Type:Major Maintenance Project Number: U65499 Project Account Number:427.475499.018.595.38.63.000 Total Anticipated Project Cost: Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ 10 10 10 10 10 10 60 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ 80 80 80 80 80 80 480 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ 10 10 10 10 10 10 60 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ 100 100 100 100 100 100 600 Resources: User Fee ‐ ‐ ‐ 6 6 6 6 6 6 36 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ 91 91 90 90 89 89 540 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ 3 3 4 4 5 5 24 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ 100 100 100 100 100 100 600 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The Stormwater Facility Fencing Project consists of constructing fences around existing stormwater detention/retention and water quality treatment facilities that the Surface Water Utility owns and maintains that do not currently have fences. Stormwater facilities that were constructed with side slopes that were not steep (3:1 or flatter side slopes), the surface water design standards didn't require fences. Some of the stormwater facilities that are not fenced were constructed in unincorporated King County and were previously owned and maintained by the County. When the City annexed areas where these facilities were located into the City, the City had to assume ownership and maintenance of the facilities. This project is intended to install fences over time on the stormwater facilities that do not have fences, due to public safety concerns about have these facilities being unfenced. The City's surface water design standards will be updated to require all future constructed stormwater facilities to be fenced. Summary of Progress: Project design, permitting and construction is programmed to start in 2013 and will extend over this 6-year planning period. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 167 Project Title:Monroe Ave. NE & NE 2nd Street Infiltration System Improvements Project: 4 Project Type:Development Project Number: U65494 Project Account Number:427.475494.018.595.38.63.000 Total Anticipated Project Cost:1,400$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ 100 300 1,000 ‐ ‐ 1,400 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ 100 300 1,000 ‐ ‐ 1,400 Resources: User Fee ‐ ‐ ‐ ‐ 6 18 60 ‐ ‐ 84 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ 91 270 900 ‐ ‐ 1,261 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ 3 12 40 ‐ ‐ 55 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ 100 300 1,000 ‐ ‐ 1,400 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Project design to start in 2014 with construction planned for 2016. 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 an easement to discharge storm water during extreme events into the Upper Balch Pit to prevent flooding. The project final design will start in 2014 with construction scheduled for 2016, if the overflow easement is not renewed by the property owner. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 168 Project Title:Hardie Ave SW‐SW 7th St Storm System Improvement & Retrofit Project Project: 5 Project Type: Development Project Number: U65475 Project Account Number:427.475475.018.595.38.63.000 Total Anticipated Project Cost:9,915$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ 69 ‐ ‐ 300 ‐ ‐ 369 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 115 1,615 1,000 ‐ 4,931 1,250 ‐ 2,000 ‐ 9,296 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ 50 50 50 50 50 ‐ 250 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 115 1,615 1,000 119 4,981 1,300 350 2,050 ‐ 9,915 Resources: User Fee 11 100 60 0 299 78 21 123 ‐ 593 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 102 890 910 5 4,031 1,170 315 1,835 ‐ 8,367 Grants/Contribution Received ‐ 615 ‐ 114 502 ‐ ‐ ‐ ‐ 616 Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income 1 10 30 0 149 52 14 92 ‐ 339 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 115 1,615 1,000 119 4,981 1,300 350 2,050 ‐ 9,915 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ 34 ‐ ‐ ‐ ‐ ‐ 34 Net Impact ‐ ‐ ‐ 34 ‐ ‐ ‐ ‐ ‐ 34 CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Phase 1 project 30% design completed in 2012. Phase 1 project final design and permitting started in 2012 and will continue through 2013. The Ecology 2011 Stormwater Retrofit and LID Grant Program Proviso for the project has been approved by the State Legislature . The grant offer letter has been received from Ecology and the grant agreement is scheduled to be approved and signed by November 2012. The first phase of the project includes installing approximately 3,600 linear feet of new 72-inch storm system in SW 7th Street between Lind Ave NE and Naches Ave SW where the storm system outlets that is parallel to the an existing storm system in SW 7th St. The Phase 1 project design and permitting started in 2011 and will continue through 2013. The Phase 1 project construction is planned for 2014 and 2015. The Phase 1 project include a funding from an Ecology 2012 Statewide Stormwater Grant Program (SW12040) for the SW 7th Street Stormwater Retrofit Project that will be designed and constructed as part of the Phase 1 project. The Ecology Statewide Stormwater grant will provide funding to retrofit the stormwater runoff from SW 7th Street between Naches Ave SW to Lind Ave SW to provide stormwater quality treatment by installing stormwater filter systems. The second phase of the project includes the replacement of approximately 700 linear feet of 36 inch to 48-inch storm system, between Hardie Ave. SW to SW 7th St., with a new 72-inch storm system. The Phase 2 project design will start in 2017 with construction planned for 2018. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 169 Project Title:East Valley Road Storm System Improvements Project: 6 Project Type:Development Project Number: U65498 Project Account Number:427.475498.018.595.38.63.000 Total Anticipated Project Cost:300$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250 250 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 50 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 300 300 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 18 18 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 267 267 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15 15 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 300 300 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Project design planned to start in 2018. 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 2018 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 I-405/SR-167 project. A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 170 Project Title:SW 43rd Street/Lind Ave SW Storm System Improvements Project: 7 Project Type:Development Project Number: U65495 Project Account Number:427.475495.018.595.38.63.000 Total Anticipated Project Cost:770$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ 220 450 670 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 50 100 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ ‐ ‐ 270 500 770 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ 16 30 46 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ 240 445 685 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ 14 25 39 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ ‐ ‐ 270 500 770 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Project design planned to start in 2017 and continue through 2018. 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 $4,000,000. Within this 6-year planning period, only $770,000 is programmed for design starting in 2017. A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 171 Project Title:NE 10th St & Anacortes Ave NE Detention Pond Retrofit Project: 8 Project Type:Development Project Number: u65493 Project Account Number:427.475493.018.595.38.63.000 Total Anticipated Project Cost: Current LOS Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ 50 ‐ ‐ ‐ ‐ ‐ 50 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ 200 ‐ ‐ ‐ ‐ 200 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ 10 15 ‐ ‐ ‐ ‐ 25 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ 60 215 ‐ ‐ ‐ ‐ 275 Resources: User Fee ‐ ‐ ‐ 4 13 ‐ ‐ ‐ ‐ 17 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ 10 35 ‐ ‐ ‐ ‐ 44 Grants/Contribution Received ‐ ‐ ‐ 45 161 ‐ ‐ ‐ ‐ 206 Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ 2 6 ‐ ‐ ‐ ‐ 8 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ 60 215 ‐ ‐ ‐ ‐ 275 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The NE 10th Street and Anacortes Ave NE Detention Pond Retrofit project include modifying the existing stormwater facility to provide stormwater quality treatment. The existing facility currently only provide flow control (detention). The project will be to modify the facility to provide water qualtiy treatment by reconstructing the pond to be a combined flow control and wetpond water quality treatment facility to provide basic water quality treatment. The two cell wetpond water quality treatment volume will be approxiamately 15,200 cubic feet, with an estimated size (length, width, depth) of 113'x34'x4', and will remove the pollutants and sediment that are discharged into the pond from stormwater runoff. The project will provide water quality treatment to approximately 3.31 acres of impervious area that currently get discharged into Honey Creek that is a tributary to May Creek untreated. The NE 10th Street and Anacortes Ave NE Detention Pond Retrofit project is partially funded by a grant (SW11028) from the Ecology FY2011 Stormwater Retrofit and LID Grant Program that was approved through a legislative provision in the 2012 State Supplemental Capital Budget. Summary of Progress: The Ecology Stormwater Retrofit and LID Grant (SW11028) for the project has been approved by the State Legislature, a grant offer letter received from Ecology and the grant agreement is scheduled to be approved and signed by November 2012. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 172 Project Title:Oakesdale/SW 41st St. Culvert Replacement Project: 9 Project Type:Development Project Number: U65497 Project Account Number:427.475497.018.595.38.63.000 Total Anticipated Project Cost:320$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 270 270 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 50 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 320 320 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 19 19 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 285 285 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 16 16 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 320 320 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Project design is scheduled to start in 2018. 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 2018. Project construction would be scheduled in future years after 2018. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 173 Project Title:Maplewood Creek Basin Storm Improvements Project: 10 Project Type:Development Project Number: U65480 Project Account Number:427.475480.018.595.38.63.000 Total Anticipated Project Cost:980$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ 150 ‐ ‐ 150 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ 200 200 ‐ ‐ ‐ 600 ‐ ‐ 800 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ 30 ‐ ‐ 30 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 200 200 ‐ ‐ ‐ 780 ‐ ‐ 980 Resources: User Fee ‐ 12 12 ‐ ‐ ‐ 47 ‐ ‐ 59 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ 132 182 ‐ ‐ ‐ 702 ‐ ‐ 884 Grants/Contribution Received ‐ 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ 6 6 ‐ ‐ ‐ 31 ‐ ‐ 37 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 200 200 ‐ ‐ ‐ 780 ‐ ‐ 980 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: Project initial investigation started in 2012 and identified significant storm system failures in unincorporated King County that discharge runoff down steep slopes that is causing slope erosion. Started work with King County to seek their assistance with solving the problem. Project design and construction rescheduled to start in 2016. 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. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 174 Project Title:NE Sunset Blvd & Union Ave NE Storm System Improvement Project Project: 11 Project Type:Development Project Number: U65496 Project Account Number:427.475496.018.595.38.63.000 Total Anticipated Project Cost:900$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ 150 ‐ 150 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650 650 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 50 100 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ ‐ ‐ ‐ ‐ 200 700 900 Resources: User Fee ‐ ‐ ‐ ‐ ‐ ‐ ‐ 12 42 54 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐ 178 623 801 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10 35 45 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ ‐ ‐ ‐ ‐ 200 700 900 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ A d o p t e dP r o j e c t e d CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Sections of Honey Creek between Union Ave NE and Duvall Ave NE is contained within a old, closed pipe system that has insufficient capacity and is located in parking lots, under buildings and across public right-of-ways. Existing and future changes in upstream land use in the basin will increased surface water runoff and could cause flooding due to the capacity restriction in the piped sections. Due to the age of the piped section, the structural condition of the storm system is unknown. The project will consist of developing an accurate base map of storm system location, inspecting its structural conditions, develop a basin hydrologic and hydraulic model to perform capacity analysis of the existing system and to develop conceptual design solutions. The selection conceptual design solution will then be used for development of the project final design, permitting and construction of improvements to storm system. The improved conveyance system will have sufficient capacity to convey future land use condition runoff, meet City capacity design standards as needed to prevent future flooding in this area and prevent structural failure of the storm system. The project will protect businesses, residential areas and important transportation corridors (SR-900) from flooding. Summary of Progress: Funding to start the project design is programmed in 2017 A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 175 Project Title:Small Drainage Projects Program Project: 12 Project Type:Major Maintenance Project Number: U65015 Project Account Number:427.475015.018.595.38.63.000 Total Anticipated Project Cost:2,396$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 836 470 360 150 150 150 150 150 150 2,096 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ 50 50 50 50 50 50 300 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 836 470 360 200 200 200 200 200 200 2,396 Resources: User Fee 117 28 22 12 12 12 12 12 12 211 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 694 428 328 132 182 180 130 178 178 2,001 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ 50 ‐ ‐ 50 ‐ ‐ 100 Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income 25 14 11 6 6 8 8 10 10 84 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 836 470 360 200 200 200 200 200 200 2,396 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: The following was completed in 2012 as part of the Small Drainage Projects Program: State and Federal permitting for maintenance of City owned Sedimentation Basin facilities started in 2012 to be completed in 2013 to allow facility maintenance in 2013. Replaced pumps at the Oakesdale Ave Stormwater Pump Station due to a pump failure and age of existing pumps warranted replacement. Completed the design and construction of the Stevens Ave NW storm system improvement project to replace a failing storm system that posed a threat of damage to private property. Completed the design and contraction of the lining of storm system crossing of Lake Washington Blvd that were identified as at risk of structural failure. 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. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 176 Project Title:Miscellaneous/Emergency Storm Projects Project: 13 Project Type:Major Maintenance Project Number: U65405 Project Account Number:427.475405.018.595.38.63.000 Total Anticipated Project Cost:386$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 36 50 50 50 50 50 50 50 50 386 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 36 50 50 50 50 50 50 50 50 386 Resources: User Fee 5 5 3 3 3 3 3 3 3 26 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 30 44 46 46 46 45 45 45 45 346 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income 1 2 2 2 2 2 2 3 3 15 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 36 50 50 50 50 50 50 50 50 386 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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. 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 $50,000 per year funding would also be available to respond to system failure (structure failure, pipeline failure, pump station failure) or other emergency response needs during storm events. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 177 Project Title: Lower Cedar River Sediment Management Project Project: 14 Project Type: Major Maintenance Project Number: U65185 Project Account Number:427.475185.018.595.38.63.000 Total Anticipated Project Cost:7,129$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ 650 ‐ ‐ 160 170 170 1,150 Major Maintenance 829 384 600 ‐ 1,950 2,150 ‐ ‐ ‐ 5,529 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ 100 100 100 50 50 50 450 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 829 384 600 750 2,050 2,250 210 220 220 7,129 Resources: User Fee 120 23 36 ‐ ‐ ‐ ‐ ‐ ‐ 156 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 688 99 546 ‐ ‐ ‐ ‐ ‐ ‐ 1,234 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ 250 ‐ 750 2,050 2,250 210 220 220 5,700 Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income 21 12 18 ‐ ‐ ‐ ‐ ‐ ‐ 39 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 829 384 600 750 2,050 2,250 210 220 220 7,129 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: The annual spawning and other monitoring , as required for mitigation the initial project construction and future maintenance dredging impacts associated with the Cedar River 205 Flood Hazard Reduction project was completed in 2012 and will be performed again in 2013 and 2014. The annual river survey of sediment deposition in the project area was completed in 2012 and is planned again for 2013 and 2014. Dredging was completed in 1998, the next maintenance dredging is anticipated for 2014, depending upon the rate of sediment deposition in the project area. Working with the King County Flood Control District to develop an agreement for them to fund the next maintenance dredge design and construction and other O&M work associated with the project, including mitigation projects. Design and permitting for the next maintenance dredge to start in late 2012 and continue through 2013. The remaining 2012 project funding will be included in the City's 2013 carry forward budget request. The project is a continuation of the Cedar River Section 205 Flood Damage Reduction Project, which consisted of dredging and construction of levees and floodwalls along the lower 1.25 miles of the Cedar River. 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. The King County Flood Control District has CIP funding programmed for the design and construction work associated with the required future maintenance dredge needed to maintain the project flood control protection. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 178 Project Title:Maplewood Creek Sedimentation Facility Maintenace Project: 15 Project Type:Major Maintenance Project Number: U65060 Project Account Number:427.475060.018.595.38.63.000 Total Anticipated Project Cost:574$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance 214 35 60 75 ‐ 75 ‐ 75 ‐ 499 Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ 25 ‐ 25 ‐ 25 ‐ 75 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 214 35 60 100 ‐ 100 ‐ 100 ‐ 574 Resources: User Fee ‐ 2 4 6 ‐ 6 ‐ 6 ‐ 22 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 127 32 55 91 ‐ 90 ‐ 89 ‐ 452 Grants/Contribution Received 48 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 48 Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated 38 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 38 Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ 1 2 3 ‐ 4 ‐ 5 ‐ 14 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 214 35 60 100 ‐ 100 ‐ 100 ‐ 574 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: The facility was last maintained in September 2011. The sediment from the facility will need to be removed in 2013. Sediment removal from the facility is programmed to be done every other year in future years. The remaining 2012 project funding will be included in the City's 2013 carryforward budget request. 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. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 179 Project Title:Madsen Creek Sedimentation Cleaning Project: 16 Project Type:Maintenance Project Number: U65050 Project Account Number:427.475050.018.595.38.63.000 Total Anticipated Project Cost:527$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 127 15 100 40 40 40 40 40 40 467 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ 10 10 10 10 10 10 60 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 127 15 100 50 50 50 50 50 50 527 Resources: User Fee 18 1 6 3 3 3 3 3 3 42 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 106 14 91 46 46 45 45 45 45 467 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income 3 0 3 2 2 2 2 3 3 18 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 127 15 100 50 50 50 50 50 50 527 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) 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. A d o p t e dP r o j e c t e d Summary of Progress: Due to minimal sediment build up in the facility and the need to obtain new state and federal permits for the work, which couldn't be obtained in time to do the work due to changes in Corps nationwide and Ecology permit requirements, sediment removal from the facility was not done in 2012. The maintenance of the facility is planned to be completed annually in September in future years. The remaining 2012 project funding will be included in the City's 2013 carry forward budget request. A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 180 Project Title:Surface Water Utility System Plan Project: 17 Project Type:Regulatory Compliance Project Number: U65005 Project Account Number:427.475005.018.595.38.63.000 Total Anticipated Project Cost:754$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 100 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management 501 53 53 ‐ ‐ ‐ ‐ ‐ 100 654 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 501 53 53 ‐ ‐ ‐ ‐ ‐ 200 754 Resources: User Fee 72 8 3 ‐ ‐ ‐ ‐ ‐ 12 87 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 417 44 48 ‐ ‐ ‐ ‐ ‐ 178 644 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income 12 1 2 ‐ ‐ ‐ ‐ ‐ 10 24 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 501 53 53 ‐ ‐ ‐ ‐ ‐ 200 754 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: A draft Surface Water Utility Master Plan is being prepared for review and approval by Council in late 2012. The remaining 2012 project funding be included in the City's 2013 carryforward budget request. 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 2012. Funding programmed for 2018 is to start the next plan update. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 181 Project Title:Talbot Hill Area Mosquito Abatement Program Project: 18 Project Type:Regulatory Compliance Project Number: U65020 Project Account Number:427.475020.018.595.38.63.000 Total Anticipated Project Cost:789$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ 65 90 90 90 90 90 515 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management 164 50 50 10 10 10 10 10 10 274 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 164 50 50 75 100 100 100 100 100 789 Resources: User Fee 23 7 3 5 6 6 6 6 6 61 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 136 42 46 68 91 90 90 89 89 699 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income 4 1 2 2 3 4 4 5 5 29 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 164 50 50 75 100 100 100 100 100 789 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: The ongoing Talbot Hill area Mosquito Abatement was completed in 2012 as planned and is programmed to continue annually in future years. The work is now required to be done in accordance with a new Washington State Department of Ecology 5-year National Pollutant Discharge Elimination System and State Waste Discharge General Permit for pesticide discharges associated with Mosquito Control activities. Budget increased in 2013 and 2014 to fund treatment of new stormwater facilities that the Surface Water Utility is taking over from Homeowner Associations in existing Plat and new facilities that are constructed in new Plats 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 in response to the West Nile Virus, with increased treatment to be done if a West Nile Virus outbreak occurs and treatment is advised by the Department of Health. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 182 Project Title:Stream Flow and Water Quality Monitoring Program Project: 19 Project Type:Regulatory Compliance Project Number: U65080 Project Account Number:427.475080.018.595.38.63.000 Total Anticipated Project Cost:98$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management 28 10 10 10 10 10 10 10 10 98 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 28 10 10 10 10 10 10 10 10 98 Resources: User Fee 4 1 1 1 1 1 1 1 1 8 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 24 9 9 9 9 9 9 9 9 87 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ 0 0 0 0 0 1 1 3 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 28 10 10 10 10 10 10 10 10 98 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: The annual flow monitoring program was completed as planned in 2012 and programmed to be completed annually. 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. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 183 Project Title:Sunset Terrace Regional Stormwater Facility Project: 20 Project Type:Development Project Number: u65492 Project Account Number:427.475492.018.595.38.63.000 Total Anticipated Project Cost: Current LOS Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ 275 20 ‐ ‐ ‐ ‐ 295 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ 955 ‐ ‐ ‐ ‐ 955 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ 50 10 ‐ ‐ ‐ ‐ 60 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ ‐ ‐ 325 985 ‐ ‐ ‐ ‐ 1,310 Resources: User Fee ‐ ‐ ‐ 20 59 ‐ ‐ ‐ ‐ 79 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ ‐ 46 163 ‐ ‐ ‐ ‐ 209 Grants/Contribution Received ‐ ‐ ‐ 250 733 ‐ ‐ ‐ ‐ 983 Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ ‐ 10 30 ‐ ‐ ‐ ‐ 39 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ ‐ ‐ 325 985 ‐ ‐ ‐ ‐ 1,310 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The Sunset Terrace Regional Stormwater Facility project will provide stormwater flow control and water quality treatment to manage stormwater runoff from existing and future development, as identified in the Surface Water Master Plan that was adopted as part of the Sunset Community Plan and Planned Action Environmental Impact Statement. The project will retrofit approximately 3-acres of roadway from the Sunset Boulevard (a high-traffic major arterial) by providing flow control and enhanced and basic water quality treatment prior to discharging into Johns Creek. The regional facility will consist of rain gardens, an infiltration facility or a detention facility to provide stormwater quality treatment and flow control. The Sunset Terrace Regional Stormwater Facility project is partially funded by an Ecology FY2012 Statewide Stormwater Grant Program - Proviso (SW12038) that was approved by the State Legislature in the 2012 Supplemental Capital Budget. Summary of Progress: The Ecology Statewide Stormwater Grant for the project has been approved by the State Legislature, a grant offer letter received from Ecology and the grant agreement is scheduled to be approved and signed by November 2012. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 184 Project Title:Surface Water Utility GIS Project: 21 Project Type:Regulatory Compliance Project Number: U65410 Project Account Number:427.475410.018.595.38.63.000 Total Anticipated Project Cost:1,055$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management 355 100 100 100 100 100 100 100 100 1,055 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses 355 100 100 100 100 100 100 100 100 1,055 Resources: User Fee 51 14 6 6 6 6 6 6 6 93 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating 296 83 91 91 91 90 90 89 89 927 Grants/Contribution Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income 9 2 3 3 3 4 4 5 5 36 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources 355 100 100 100 100 100 100 100 100 1,055 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) Summary of Progress: This is an ongoing annual work program to correct, update and add newly constructed storm systems to the Surface Water Utility GIS. The Surface Water Utility GIS program work was completed as planned in 2012 and is programmed to continue annually in future years. 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. 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, developers and their engineers, City CIP planning and emergency response. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 185 Project Title:Harrington Ave NE/Green Connections Stormwater Retrofit Project Project: 22 Project Type:Development Project Number: U65490 Project Account Number:427.475490.018.595.38.63.000 Total Anticipated Project Cost:1,380$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Expenditures: Property Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Consultant Services ‐ ‐ ‐ 310 ‐ ‐ ‐ ‐ ‐ 310 Major Maintenance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction ‐ 1,013 100 ‐ 914 ‐ ‐ ‐ ‐ 1,014 Inspection ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Project Management ‐ ‐ ‐ 30 26 ‐ ‐ ‐ ‐ 56 Equipment Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Contingencies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Expenses ‐ 1,013 100 340 940 ‐ ‐ ‐ ‐ 1,380 Resources: User Fee ‐ 31 6 20 56 ‐ ‐ ‐ ‐ 83 REET ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Fuel Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Utility Tax ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Bond Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Operating ‐ ‐ 22 103 148 ‐ ‐ ‐ ‐ 274 Grants/Contribution Received ‐ 982 69 206 707 ‐ ‐ ‐ ‐ 982 Mitigation Funds Received ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Grants/Contribution Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Mitigation Funds Anticipated ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Misc/Transfers ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Interest Income ‐ ‐ 3 10 28 ‐ ‐ ‐ ‐ 41 Beginning Fund Balance ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total CIP Resources ‐ 1,013 100 340 940 ‐ ‐ ‐ ‐ 1,380 Balance Available/(Unfunded Needs)‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project 2011 2012 2012 2013 2014 2015 2016 2017 2018 Total Revenue Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Expenditure Increase/Decrease ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Net Impact ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CAPITAL INVESTMENT PROGRAM 2013 through 2018 (in thousands of dollars) The purpose of the project is to implement storm system improvements identified in the Surface Water Master Plan adopted as part of the Sunset Community Plan and Planned Action Environmental Impact Statement. The project is to complete design, permitting and construction of storm system improvements associated with the Harrington Avenue Green Connections as identified in the Surface Water Master Plan. These improvements will consist of constructing storm system conveyance systems, rain gardens for water quality treatment and pervious concrete sidewalks as low impact develop improvements to reduce stormwater runoff quantity. The Harrington Ave NE Green Connections Stormwater Retrofit project is partially funded by an Ecology FY2012 Statewide Stormwater Grant Program - Proviso (SW12039) that was approved by the State Legislature in the 2012 Supplemental Capital Budget. The project design is to start in 2013 and construction is planned for 2014. Summary of Progress: Project preliminary design started in April 2012 to collect soil information and infiltration data for the Harrington Ave NE Green Connections project and the Sunset Terrace Regional Stormwater. The preliminary design will include the updating of facility sizing calculations and conceptual design of the storm water improvements. The preliminary design work will be completed by September 2012. The Ecology Statewide Stormwater Grant for the project has been approved by the State Legislature, a grant offer letter received from Ecology and the grant agreement is scheduled to be approved and signed by November 2012. A d o p t e dP r o j e c t e d A d o p t e dP r o j e c t e d Capital Investment Program - Surface Water 5 - 186 6 BUDGET BY FUND General Government 6‐1 Special Revenue 6‐15 Debt Service 6‐23 Capital Investment Program 6‐25 Enterprise 6‐33 Internal Service 6‐49 Investment Trust 6‐59 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Property Taxes 31,497,128 32,046,525 32,357,894 32,475,452 33,466,364 31,741,366 32,840,495 ‐2.3% 3.5% Retail Sales and Use Taxes 21,072,873 21,942,035 21,822,849 23,146,222 22,970,162 22,956,180 23,832,262 ‐0.8% 3.8% Utility Taxes 14,279,849 14,907,850 15,235,455 15,573,609 15,681,902 15,950,662 16,489,850 2.4% 3.4% Other Taxes 6,425,210 6,075,921 5,919,967 6,375,976 6,186,676 6,313,000 6,313,000 ‐1.0% 0.0% Business Licenses and Permits 694,411 673,322 674,984 683,122 687,347 533,067 533,067 ‐22.0% 0.0% Other Licenses and Permits 1,554,035 1,939,665 1,959,644 1,996,955 2,199,819 2,330,761 2,346,437 16.7% 0.7% Federal/State Grants 1,604,278 1,031,324 1,865,420 753,324 1,536,264 394,830 394,830 ‐47.6% 0.0% Other Intergovernmental Revenues 2,620,454 2,070,439 2,769,777 1,269,833 2,974,904 2,275,500 2,515,500 79.2% 10.5% Charges for Goods and Services 11,644,994 12,437,779 12,302,135 12,682,785 12,944,232 12,047,781 12,470,461 ‐5.0% 3.5% Fines and Forfeits 3,438,022 3,170,351 3,144,604 3,214,156 3,060,389 3,058,500 3,058,500 ‐4.8% 0.0% Interest and Other Earnings 327,558 477,730 294,452 477,730 342,424 645,300 645,300 35.1% 0.0% Rents, Leases, and Concessions 727,338 698,929 744,834 701,464 822,428 657,929 658,464 ‐6.2% 0.1% Other Miscellaneous Revenues 214,692 221,000 310,909 176,000 488,687 458,693 458,693 160.6% 0.0% Other Financing Sources 1,196 0 365,964 0 2,235,551 0 0 N/A N/A Bond Proceeds 6,613,484 0 10,287,616 0 0 0 0 N/A N/A Transfer In 652,398 529,056 707,543 536,926 2,860,020 250,000 250,000 ‐53.4% 0.0% TOTAL RESOURCES 103,367,918 98,221,926 110,764,047 100,063,554 108,457,170 99,613,569 102,806,859 ‐0.4% 3.2% EXPENDITURES: Regular Salaries 43,245,449 42,827,633 43,035,878 43,965,587 43,662,575 44,233,773 44,294,004 0.6% 0.1% Overtime 2,329,247 1,768,826 2,462,551 1,768,826 2,546,494 1,752,259 1,752,359 ‐0.9% 0.0% Personnel Benefits 16,153,076 16,377,298 17,382,019 17,658,634 17,249,593 16,239,144 18,688,457 ‐8.0% 15.1% Part Time Salaries and Benefits 1,896,005 1,793,529 1,686,131 1,793,529 1,557,451 1,774,445 1,785,344 ‐1.1% 0.6% Supplies/Small Tools and Equipment 2,042,713 1,700,720 1,534,646 1,723,928 2,091,084 1,668,220 1,680,378 ‐3.2% 0.7% Professional Services 3,130,036 2,528,531 2,677,370 2,532,530 2,806,134 2,375,615 2,384,715 ‐6.2% 0.4% Communication 36,033 24,178 33,901 24,178 46,898 37,007 37,007 53.1% 0.0% Travel/Training 238,671 311,563 308,960 312,416 313,649 358,380 358,179 14.7%‐0.1% Advertising 18,182 21,987 21,660 21,987 13,808 22,737 22,737 3.4% 0.0% Operating Rentals 523,480 616,361 553,502 616,361 513,869 616,011 616,011 ‐0.1% 0.0% Insurance (281)775 0 1,000 209 0 0 ‐100.0% N/A Utilities 1,653,900 1,707,095 1,793,749 1,707,095 1,872,446 2,232,138 2,204,209 30.8%‐1.3% Repairs & Maintenance 298,399 408,442 288,567 407,277 290,922 401,241 404,741 ‐1.5% 0.9% Miscellaneous 720,960 778,875 702,532 794,777 541,028 747,956 747,829 ‐5.9% 0.0% Intergovernmental Services / Taxes 5,602,331 9,102,350 8,457,525 6,875,575 6,039,197 6,128,125 6,896,625 ‐10.9% 12.5% Capital 173,582 267,559 26,421 267,559 26,506 236,910 236,910 ‐11.5% 0.0% Debt Service 13,195,584 4,715,035 15,810,182 5,731,373 9,752,337 8,001,433 7,988,023 39.6%‐0.2% Interfund Payments for Services 12,651,910 11,975,651 12,071,342 12,145,698 12,597,373 12,628,175 12,709,331 4.0% 0.6% Transfer Out 6,805 2,008,000 2,266,678 1,000,000 2,017,310 160,000 0 ‐84.0%‐100.0% TOTAL EXPENDITURES 103,916,084 98,934,407 111,113,615 99,348,329 103,938,882 99,613,569 102,806,859 0.3% 3.2% Fund Balance, January 1 11,955,285 10,051,189 11,407,119 9,338,707 11,057,551 10,751,945 10,751,945 15.1% 0.0% Total New Revenue 103,367,918 98,221,926 110,764,047 100,063,554 108,457,170 99,613,569 102,806,859 ‐0.4% 3.2% Total Committed Expenditures (103,916,084) (98,934,407) (111,113,615) (99,348,329) (103,938,882) (99,613,569) (102,806,859)0.3% 3.2% Fund Balance Plus Reserves 11,407,119 9,338,708 11,057,551 10,053,932 15,575,839 10,751,945 10,751,945 6.9% 0.0% Undesignated Fund Balance, 12/31 11,407,119 9,338,708 11,057,551 10,053,932 15,575,839 10,751,945 10,751,945 6.9% 0.0% Funds 000/001/003/004/005/006/009/010/ 011/031/201/215 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, 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), and Fund 215 General Governmental Miscellaneous Debt Service Fund. Budget by Fund - General Governemenal 6 - 1 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Property Taxes 22,238,229 20,491,230 19,748,367 20,890,325 20,524,874 18,916,287 19,868,614 ‐9.4% 5.0% Retail Sales and Use Taxes 20,844,359 21,683,285 21,573,442 22,875,828 22,697,632 22,656,180 23,532,262 ‐1.0% 3.9% Utility Taxes 7,665,186 8,283,850 8,219,938 8,651,529 8,800,824 8,826,662 9,100,330 2.0% 3.1% Other Taxes 4,360,721 4,235,921 4,245,908 4,375,976 4,318,566 4,213,000 4,213,000 ‐3.7% 0.0% Business Licenses and Permits 694,411 673,322 674,984 683,122 687,347 533,067 533,067 ‐22.0% 0.0% Other Licenses and Permits 1,431,302 1,814,665 1,836,853 1,871,955 2,037,874 2,205,761 2,221,437 17.8% 0.7% Federal/State Grants 1,025,761 727,324 1,525,004 449,324 1,141,721 129,324 129,324 ‐71.2% 0.0% Other Intergovernmental Revenues 1,366,014 913,172 1,457,105 95,207 1,666,580 990,500 1,230,500 940.4% 24.2% Charges for Goods and Services 8,731,736 9,052,154 9,142,248 9,211,496 9,790,353 8,841,076 9,299,218 ‐4.0% 5.2% Fines and Forfeits 3,427,786 3,170,351 3,144,604 3,214,156 3,060,389 3,058,500 3,058,500 ‐4.8% 0.0% Interest and Other Earnings 295,291 477,330 266,479 477,330 322,925 125,000 125,000 ‐73.8% 0.0% Rents, Leases, and Concessions 41,864 41,329 51,422 45,864 71,677 41,329 45,864 ‐9.9% 11.0% Other Miscellaneous Revenues 92,480 126,000 162,710 76,000 369,533 376,693 376,693 395.6% 0.0% Other Financing Sources 1,196 0 365,964 0 2,235,551 0 0 N/A N/A Transfer In 0 0 15,420 0 204,000 0 0 N/A N/A TOTAL RESOURCES 72,216,336 71,689,933 72,430,448 72,918,112 77,929,846 70,913,379 73,733,809 ‐2.7% 4.0% EXPENDITURES: Regular Salaries 35,878,262 35,526,601 35,757,983 36,379,368 36,246,598 36,742,674 36,771,184 1.0% 0.1% Overtime 2,199,979 1,659,042 2,344,839 1,659,042 2,399,146 1,643,475 1,643,575 ‐0.9% 0.0% Personnel Benefits 13,561,236 13,683,623 14,709,830 14,656,122 14,466,120 13,338,084 15,537,915 ‐9.0% 16.5% Part Time Salaries and Benefits 231,386 122,901 158,542 122,901 155,244 122,901 122,901 0.0% 0.0% Supplies/Small Tools and Equipment 1,145,332 664,176 789,127 687,284 1,174,104 671,081 670,781 ‐2.4% 0.0% Professional Services 2,760,752 2,197,816 2,433,800 2,201,315 2,542,545 2,081,091 2,082,591 ‐5.5% 0.1% Communication 33,208 23,323 16,080 23,323 24,533 19,258 19,258 ‐17.4% 0.0% Travel/Training 186,021 216,226 239,381 216,829 218,529 275,985 275,784 27.3%‐0.1% Advertising 14,919 20,987 18,123 20,987 10,737 20,987 20,987 0.0% 0.0% Operating Rentals 514,970 593,097 542,996 593,097 505,680 592,897 592,897 0.0% 0.0% Insurance (281)0 0 0 209 0 0 N/A N/A Utilities 17,482 20,000 16,303 20,000 16,040 0 0 ‐100.0% N/A Repairs & Maintenance 109,548 112,978 99,216 111,813 64,528 124,413 124,413 11.3% 0.0% Miscellaneous 574,725 480,809 478,101 480,047 312,793 482,040 482,240 0.4% 0.0% Intergovernmental Services / Taxes 3,687,333 9,102,350 8,452,847 6,875,575 6,033,486 6,128,075 6,896,575 ‐10.9% 12.5% Capital 63,400 257,359 24,810 257,359 26,506 231,710 231,710 ‐10.0% 0.0% Debt Service 1,875,000 0 700,000 0 0 0 0 N/A N/A Interfund Payments for Services 8,420,930 7,879,334 7,930,310 8,082,778 8,332,848 8,491,136 8,550,708 5.1% 0.7% Transfer Out 0 8,000 260,562 0 1,759,576 160,000 0 100.0%‐100.0% TOTAL EXPENDITURES 71,274,201 72,568,621 74,972,849 72,387,839 74,289,223 71,125,807 74,023,519 ‐1.7% 4.1% Fund Balance, January 1 8,535,013 9,491,809 9,477,148 8,613,120 6,934,747 6,219,831 6,007,403 ‐27.8%‐3.4% Total New Revenue 72,216,336 71,689,933 72,430,448 72,918,112 77,929,846 70,913,379 73,733,809 ‐2.7% 4.0% Total Committed Expenditures (71,274,201) (72,568,621) (74,972,849) (72,387,839) (74,289,223) (71,125,807) (74,023,519)‐1.7% 4.1% Fund Balance Plus Reserves 9,477,148 8,613,120 6,934,747 9,143,392 10,575,369 6,007,403 5,717,693 ‐34.3%‐4.8% Undesignated Fund Balance, 12/31 9,477,148 8,613,120 6,934,747 9,143,392 10,575,369 6,007,403 5,717,693 ‐34.3%‐4.8% 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 Forfeits provide additional support. Budget by Fund - General Governemenal 6 - 2 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Property Taxes 2,090,788 3,477,251 3,677,251 3,557,908 3,557,908 3,477,251 3,557,908 ‐2.3% 2.3% Utility Taxes 5,036,907 4,968,000 5,166,711 5,191,560 5,211,111 5,468,000 5,659,000 5.3% 3.5% Other Licenses and Permits 0 0 1,200 0 1,350 0 0 N/A N/A Federal/State Grants 5,200 0 0 0 4,471 0 0 N/A N/A Charges for Goods and Services 1,492,471 1,694,340 1,561,890 1,726,717 1,564,465 1,684,340 1,716,717 ‐2.5% 1.9% Interest and Other Earnings 10,103 0 8,725 0 5,772 0 0 N/A N/A Rents, Leases, and Concessions 648,709 623,100 651,297 618,100 706,937 573,100 568,100 ‐7.3%‐0.9% Other Miscellaneous Revenues 74,207 55,000 96,106 55,000 54,578 37,000 37,000 ‐32.7% 0.0% Transfer In 13,058 0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 9,371,443 10,817,691 11,163,179 11,149,285 11,106,592 11,239,691 11,538,725 0.8% 2.7% EXPENDITURES: Regular Salaries 3,230,711 3,399,839 3,395,472 3,550,958 3,612,747 3,580,502 3,584,788 0.8% 0.1% Overtime 22,505 21,928 21,868 21,928 20,150 20,928 20,928 ‐4.6% 0.0% Personnel Benefits 1,129,838 1,260,035 1,240,882 1,411,127 1,336,558 1,368,144 1,483,542 ‐3.0% 8.4% Part Time Salaries and Benefits 1,507,332 1,568,561 1,458,605 1,568,561 1,356,899 1,578,377 1,589,276 0.6% 0.7% Supplies/Small Tools and Equipment 352,078 616,098 399,039 616,098 382,958 587,885 600,494 ‐4.6% 2.1% Professional Services 159,965 148,914 152,125 148,914 138,935 159,414 167,414 7.1% 5.0% Communication 70 125 0 125 40 125 125 0.0% 0.0% Travel/Training 2,639 7,790 6,647 7,790 6,992 7,790 7,790 0.0% 0.0% Advertising 1,791 0 2,115 0 1,683 0 0 N/A N/A Operating Rentals 4,866 13,081 6,824 13,081 8,106 13,081 13,081 0.0% 0.0% Utilities 463,528 564,933 656,485 564,933 648,903 623,783 627,314 10.4% 0.6% Repairs & Maintenance 168,740 261,932 187,162 261,932 203,535 263,096 266,596 0.4% 1.3% Miscellaneous 134,790 278,579 214,574 280,252 217,232 245,169 244,842 ‐12.5%‐0.1% Intergovernmental Services / Taxes 44,173 0 4,422 0 5,405 0 0 N/A N/A Interfund Payments for Services 2,467,820 2,600,509 2,634,017 2,623,328 2,683,000 2,646,827 2,604,185 0.9%‐1.6% Transfer Out 6,805 0 1,692 0 4,532 0 0 N/A N/A TOTAL EXPENDITURES 9,697,651 10,742,324 10,381,930 11,069,028 10,627,675 11,095,120 11,210,375 0.2% 1.0% Fund Balance, January 1 958,009 50,000 631,801 125,366 1,413,050 1,589,235 1,733,806 1167.7% 9.1% Total New Revenue 9,371,443 10,817,691 11,163,179 11,149,285 11,106,592 11,239,691 11,538,725 0.8% 2.7% Total Committed Expenditures (9,697,651) (10,742,324) (10,381,930) (11,069,028) (10,627,675) (11,095,120) (11,210,375)0.2% 1.0% Fund Balance Plus Reserves 631,801 125,367 1,413,050 205,623 1,891,966 1,733,806 2,062,156 743.2% 18.9% Undesignated Fund Balance, 12/31 631,801 125,367 1,413,050 205,623 1,891,966 1,733,806 2,062,156 743.2% 18.9% 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 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. Budget by Fund - General Governemenal 6 - 3 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Property Taxes 2,847,706 3,777,022 4,377,022 3,867,606 3,867,606 3,777,022 3,867,606 ‐2.3% 2.4% Retail Sales and Use Taxes 228,514 258,750 249,407 270,394 272,530 300,000 300,000 10.9% 0.0% Utility Taxes 1,577,756 1,656,000 1,848,806 1,730,520 1,669,967 1,656,000 1,730,520 ‐4.3% 4.5% Other Licenses and Permits 122,733 125,000 121,591 125,000 160,595 125,000 125,000 0.0% 0.0% Federal/State Grants 139,877 0 (1,090)0 87,545 0 0 N/A N/A Other Intergovernmental Revenues 1,254,440 1,157,267 1,295,672 1,174,626 1,293,325 1,285,000 1,285,000 9.4% 0.0% Charges for Goods and Services 1,165,965 1,417,762 1,287,213 1,460,918 1,306,661 1,214,235 1,133,989 ‐16.9%‐6.6% Interest and Other Earnings 8,995 0 5,395 0 4,288 520,000 520,000 100.0% 0.0% Other Miscellaneous Revenues 6,866 0 7,118 0 26,468 0 0 N/A N/A Transfer In 0 0 0 0 3,027 0 0 N/A N/A TOTAL RESOURCES 7,352,851 8,391,801 9,191,134 8,629,064 8,692,011 8,877,257 8,962,115 2.9% 1.0% EXPENDITURES: Regular Salaries 3,703,617 3,728,488 3,612,333 3,858,450 3,532,068 3,674,165 3,704,547 ‐4.8% 0.8% Overtime 103,653 81,856 90,517 81,856 123,038 81,856 81,856 0.0% 0.0% Personnel Benefits 1,344,786 1,367,294 1,357,900 1,539,186 1,370,313 1,440,833 1,571,079 ‐6.4% 9.0% Part Time Salaries and Benefits 93,534 59,058 56,678 59,058 34,225 59,058 59,058 0.0% 0.0% Supplies/Small Tools and Equipment 497,319 383,351 321,357 383,351 509,093 373,054 373,053 ‐2.7% 0.0% Professional Services 52,138 51,510 15,912 51,510 8,760 51,510 51,510 0.0% 0.0% Communication 2,272 630 17,821 630 22,297 17,624 17,624 2697.5% 0.0% Travel/Training 48,376 67,307 58,957 67,307 81,872 53,105 53,105 ‐21.1% 0.0% Operating Rentals 3,542 10,033 3,683 10,033 82 10,033 10,033 0.0% 0.0% Utilities 1,172,891 1,121,912 1,120,961 1,121,912 1,207,503 1,607,855 1,576,395 43.3%‐2.0% Repairs & Maintenance 19,653 33,082 2,189 33,082 22,859 13,582 13,582 ‐58.9% 0.0% Miscellaneous 9,001 17,837 8,342 17,837 9,832 15,837 15,837 ‐11.2% 0.0% Intergovernmental Services / Taxes 189 0 225 0 300 0 0 N/A N/A Capital 0 10,200 0 10,200 0 5,200 5,200 ‐49.0% 0.0% Interfund Payments for Services 1,577,230 1,360,586 1,371,793 1,302,025 1,443,960 1,392,219 1,456,622 6.9% 4.6% Transfer Out 0 0 4,424 0 4,598 0 0 N/A N/A TOTAL EXPENDITURES 8,628,201 8,293,144 8,043,091 8,536,436 8,370,800 8,795,931 8,989,501 3.0% 2.2% Fund Balance, January 1 1,391,648 50,000 116,298 148,657 1,264,341 1,344,898 1,426,224 804.7% 6.0% Total New Revenue 7,352,851 8,391,801 9,191,134 8,629,064 8,692,011 8,877,257 8,962,115 2.9% 1.0% Total Committed Expenditures (8,628,201) (8,293,144) (8,043,091) (8,536,436) (8,370,800) (8,795,931) (8,989,501)3.0% 2.2% Fund Balance Plus Reserves 116,298 148,657 1,264,341 241,285 1,585,553 1,426,224 1,398,838 491.1%‐1.9% Undesignated Fund Balance, 12/31 116,298 148,657 1,264,341 241,285 1,585,553 1,426,224 1,398,838 491.1%‐1.9% 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 65 and 66 percent of 2013 and 2014 funding, respectively. Street fuel taxes, a state shared revenue source, provides 14 percent of both 2013 and 2014 financing.The balance 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). Budget by Fund - General Governemenal 6 - 4 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 433,441 304,000 341,505 304,000 302,527 265,506 265,506 ‐12.7% 0.0% Other Miscellaneous Revenues 0 0 10,080 0 0 0 0 N/A N/A TOTAL RESOURCES 433,441 304,000 351,585 304,000 302,527 265,506 265,506 ‐12.7% 0.0% EXPENDITURES: Regular Salaries 158,602 99,303 156,589 101,168 144,476 107,106 103,670 5.9%‐3.2% Personnel Benefits 44,846 48,971 46,569 32,315 44,869 58,855 59,991 82.1% 1.9% Supplies/Small Tools and Equipment 26,809 29,295 15,085 29,295 22,033 30,250 30,250 3.3% 0.0% Professional Services 140,012 124,291 67,372 124,291 110,157 76,700 76,700 ‐38.3% 0.0% Communication 0 0 0 0 0 0 0 N/A N/A Travel/Training 303 940 758 940 2,370 2,500 2,500 166.0% 0.0% Operating Rentals 102 150 0 150 0 0 0 ‐100.0% N/A Utilities 0 250 0 250 0 500 500 100.0% 0.0% Repairs & Maintenance 458 450 0 450 0 150 150 ‐66.7% 0.0% Miscellaneous 830 350 31 15,141 105 3,000 3,000 ‐80.2% 0.0% Capital 110,182 0 1,611 0 0 0 0 N/A N/A TOTAL EXPENDITURES 482,144 304,000 288,015 304,000 324,011 279,061 276,761 ‐8.2%‐0.8% Fund Balance, January 1 (6,528) (6,121) (55,231) (6,121) 8,339 11,019 (2,536)‐280.0%‐123.0% Total New Revenue 433,441 304,000 351,585 304,000 302,527 265,506 265,506 ‐12.7% 0.0% Total Committed Expenditures (482,144) (304,000) (288,015) (304,000) (324,011) (279,061) (276,761)‐8.2%‐0.8% Fund Balance Plus Reserves (55,231) (6,121) 8,339 (6,121) (13,145) (2,536) (13,791)‐58.6% 443.8% Undesignated Fund Balance, 12/31 (55,231) (6,121) 8,339 (6,121) (13,145) (2,536) (13,791)‐58.6% 443.8% Fund 004, Community Development Block Grant Fund (Previously Fund 104) In 2005,Fund 004Community Development Block Grant Fund was created and Fund 104was eliminated. The CDBG fund collects and 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. Budget by Fund - General Governemenal 6 - 5 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Property Taxes 192,621 195,966 195,966 216,220 216,220 209,903 211,281 ‐2.9% 0.7% Interest and Other Earnings 594 0 444 0 417 0 0 N/A N/A TOTAL RESOURCES 193,215 195,966 196,410 216,220 216,637 209,903 211,281 ‐2.9% 0.7% EXPENDITURES: Regular Salaries 74,407 73,402 77,081 75,643 79,418 79,512 79,512 5.1% 0.0% Personnel Benefits 16,605 17,374 17,732 19,883 19,231 19,989 21,544 0.5% 7.8% Part Time Salaries and Benefits 10,643 12,409 10,585 12,409 10,672 12,409 12,409 0.0% 0.0% Interfund Payments for Services 89,436 105,222 105,222 107,567 107,567 97,993 97,816 ‐8.9%‐0.2% TOTAL EXPENDITURES 191,090 208,407 210,620 215,502 216,887 209,903 211,281 ‐2.6% 0.7% Fund Balance, January 1 64,705 63,206 66,830 50,765 52,620 55,307 55,307 8.9% 0.0% Total New Revenue 193,215 195,966 196,410 216,220 216,637 209,903 211,281 ‐2.9% 0.7% Total Committed Expenditures (191,090) (208,407) (210,620) (215,502) (216,887) (209,903) (211,281)‐2.6% 0.7% Fund Balance Plus Reserves 66,830 50,765 52,619 51,483 52,369 55,307 55,307 7.4% 0.0% Undesignated Fund Balance, 12/31 66,830 50,765 52,619 51,483 52,369 55,307 55,307 7.4% 0.0% 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 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. Budget by Fund - General Governemenal 6 - 6 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Property Taxes 1,611,492 2,030,000 2,030,000 1,030,000 230,000 0 0 ‐100.0% N/A Charges for Goods and Services 1,415 0 0 0 0 0 0 N/A N/A Fines and Forfeits 10,236 0 0 0 0 0 0 N/A N/A Interest and Other Earnings 1,814 0 1,256 0 0 0 0 N/A N/A Other Miscellaneous Revenues 6,071 0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 1,631,028 2,030,000 2,031,256 1,030,000 230,000 0 0 ‐100.0% N/A EXPENDITURES: Regular Salaries 199,849 0 0 0 0 0 0 N/A N/A Overtime 530 0 0 0 0 0 0 N/A N/A Personnel Benefits 55,766 0 0 0 0 0 0 N/A N/A Part Time Salaries and Benefits 37,815 0 0 0 0 0 0 N/A N/A Supplies/Small Tools and Equipment 16,563 0 0 0 2 0 0 N/A N/A Professional Services 11,811 0 0 0 0 0 0 N/A N/A Miscellaneous 271 0 0 0 0 0 0 N/A N/A Intergovernmental Services / Taxes 1,870,593 0 0 0 0 0 0 N/A N/A Interfund Payments for Services 96,494 30,000 30,000 30,000 29,998 0 0 ‐100.0% N/A Transfer Out 0 2,000,000 2,000,000 1,000,000 248,604 0 0 ‐100.0% N/A TOTAL EXPENDITURES 2,289,692 2,030,000 2,030,000 1,030,000 278,604 0 0 ‐100.0% N/A Fund Balance, January 1 706,011 0 47,347 ‐ 48,603 ‐ ‐ N/A N/A Total New Revenue 1,631,028 2,030,000 2,031,256 1,030,000 230,000 0 0 ‐100.0% N/A Total Committed Expenditures (2,289,692) (2,030,000) (2,030,000) (1,030,000) (278,604)0 0 ‐100.0% N/A Fund Balance Plus Reserves 47,348 0 48,603 0 (1)0 0 N/A N/A Undesignated Fund Balance, 12/31 47,348 0 48,603 0 (1)0 0 N/A N/A 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. Prior to 2009, the Library and Museum were combined in Fund 006. The Museum fund is now Fund 005. In March 2010, the King County Library System (KCLS) took over operations of the Main and the Highlands Libraries as a result of a voter‐approved annexation. The City of Renton retains ownership of the Main and Highland Library facilities and continues to be responsible for capital repairs and improvements to the current Main and Highlands Library facilities. Capital repairs and improvements are those single repairs or improvements with a project cost of $5,000 or more. In addition, the City is responsible for the acquisition, development, and construction of replacement facilities for both the Main and Highlands Libraries on other properties within the City to be donated to KCLS. Budget by Fund - General Governemenal 6 - 7 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Other Intergovernmental Revenues 0 0 17,000 0 15,000 0 0 N/A N/A Charges for Goods and Services 915 2,600 1,650 2,600 1,700 17,600 17,600 576.9% 0.0% Interest and Other Earnings 764 400 424 400 317 300 300 ‐25.0% 0.0% Rents, Leases, and Concessions 36,764 34,500 42,115 37,500 43,814 43,500 44,500 16.0% 2.3% Other Miscellaneous Revenues 11,083 15,000 9,607 20,000 15,025 20,000 20,000 0.0% 0.0% TOTAL RESOURCES 49,527 52,500 70,796 60,500 75,856 81,400 82,400 34.5% 1.2% EXPENDITURES: Regular Salaries 0 0 36,419 0 47,267 49,814 50,304 100.0% 1.0% Personnel Benefits 0 0 9,105 0 12,503 13,240 14,385 100.0% 8.6% Part Time Salaries and Benefits 15,296 30,600 1,721 30,600 412 1,700 1,700 ‐94.4% 0.0% Supplies/Small Tools and Equipment 3,740 5,800 4,640 5,900 2,504 3,950 3,800 ‐33.1%‐3.8% Professional Services 4,758 6,000 8,161 6,500 5,737 6,900 6,500 6.2%‐5.8% Communication 483 100 0 100 27 0 0 ‐100.0% N/A Travel/Training 1,332 2,300 2,003 2,550 1,865 2,000 2,000 ‐21.6% 0.0% Advertising 1,472 1,000 1,422 1,000 1,388 1,750 1,750 75.0% 0.0% Insurance 0 775 0 1,000 0 0 0 ‐100.0% N/A Miscellaneous 1,343 1,300 1,485 1,500 1,065 1,910 1,910 27.3% 0.0% Intergovernmental Services / Taxes 44 0 32 0 6 50 50 100.0% 0.0% TOTAL EXPENDITURES 28,468 47,875 64,989 49,150 72,773 81,314 82,399 65.4% 1.3% Fund Balance, January 1 60,571 70,541 81,630 75,166 87,437 84,308 84,394 12.2% 0.1% Total New Revenue 49,527 52,500 70,796 60,500 75,856 81,400 82,400 34.5% 1.2% Total Committed Expenditures (28,468) (47,875) (64,989) (49,150) (72,773) (81,314) (82,399)65.4% 1.3% Fund Balance Plus Reserves 81,630 75,166 87,437 86,516 90,520 84,394 84,395 ‐2.5% 0.0% Undesignated Fund Balance, 12/31 81,630 75,166 87,437 86,516 90,520 84,394 84,395 ‐2.5% 0.0% 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 responsibility was transferred from the Renton Chamber of Commerce to the City. Budget by Fund - General Governemenal 6 - 8 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Other Miscellaneous Revenues 315 0 702 0 (1,952)0 0 N/A N/A TOTAL RESOURCES 315 0 702 0 (1,952)0 0 N/A N/A EXPENDITURES: TOTAL EXPENDITURES 0 0 0 0 0 0 0 N/A N/A Fund Balance, January 1 936 936 1,251 936 1,953 1,953 1,953 108.7% 0.0% Total New Revenue 315 0 702 0 (1,952)0 0 N/A N/A Total Committed Expenditures 0 0 0 0 0 0 0 N/A N/A Fund Balance Plus Reserves 1,251 936 1,953 936 1 1,953 1,953 108.7% 0.0% Undesignated Fund Balance, 12/31 1,251 936 1,953 936 1 1,953 1,953 108.7% 0.0% 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. Budget by Fund - General Governemenal 6 - 9 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Interest and Other Earnings 153 0 140 0 160 0 0 N/A N/A Other Miscellaneous Revenues 23,670 25,000 24,586 25,000 25,035 25,000 25,000 0.0% 0.0% TOTAL RESOURCES 23,823 25,000 24,726 25,000 25,195 25,000 25,000 0.0% 0.0% EXPENDITURES: Overtime 2,581 6,000 5,327 6,000 4,161 6,000 6,000 0.0% 0.0% Supplies/Small Tools and Equipment 873 2,000 5,399 2,000 390 2,000 2,000 0.0% 0.0% Professional Services 600 0 0 0 0 0 0 N/A N/A Travel/Training 0 17,000 1,214 17,000 2,020 17,000 17,000 0.0% 0.0% TOTAL EXPENDITURES 4,054 25,000 11,940 25,000 6,571 25,000 25,000 0.0% 0.0% Fund Balance, January 1 4,303 4,303 24,072 4,303 36,858 36,858 36,858 756.6% 0.0% Total New Revenue 23,823 25,000 24,726 25,000 25,195 25,000 25,000 0.0% 0.0% Total Committed Expenditures (4,054) (25,000) (11,940) (25,000) (6,571) (25,000) (25,000)0.0% 0.0% Fund Balance Plus Reserves 24,072 4,303 36,858 4,303 55,483 36,858 36,858 756.6% 0.0% Undesignated Fund Balance, 12/31 24,072 4,303 36,858 4,303 55,483 36,858 36,858 756.6% 0.0% 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. Budget by Fund - General Governemenal 6 - 10 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Interest and Other Earnings 1,884 0 808 0 609 0 0 N/A N/A TOTAL RESOURCES 1,884 0 808 0 609 0 0 N/A N/A EXPENDITURES: TOTAL EXPENDITURES 0 0 0 0 0 0 0 N/A N/A Fund Balance, January 1 175,066 175,067 176,950 175,067 177,758 177,758 177,758 1.5% 0.0% Total New Revenue 1,884 0 808 0 609 0 0 N/A N/A Total Committed Expenditures 0 0 0 0 0 0 0 N/A N/A Fund Balance Plus Reserves 176,950 175,067 177,758 175,067 178,367 177,758 177,758 1.5% 0.0% Undesignated Fund Balance, 12/31 176,950 175,067 177,758 175,067 178,367 177,758 177,758 1.5% 0.0% 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. Budget by Fund - General Governemenal 6 - 11 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Property Taxes 1,424,430 1,293,075 1,293,075 1,132,075 1,111,874 1,749,305 1,749,705 54.5% 0.0% Other Taxes 868,818 690,000 753,121 850,000 870,635 0 0 ‐100.0% N/A Interest and Other Earnings 3,319 0 6,113 0 4,678 0 0 N/A N/A Bond Proceeds 0 0 10,287,616 0 0 0 0 N/A N/A Transfer In 0 0 163,067 0 0 0 0 N/A N/A TOTAL RESOURCES 2,296,567 1,983,075 12,502,993 1,982,075 1,987,187 1,749,305 1,749,705 ‐11.7% 0.0% EXPENDITURES: Debt Service 1,985,077 1,983,075 12,224,674 1,982,075 1,748,660 1,749,305 1,749,705 ‐11.7% 0.0% TOTAL EXPENDITURES 1,985,077 1,983,075 12,224,674 1,982,075 1,748,660 1,749,305 1,749,705 ‐11.7% 0.0% Fund Balance, January 1 1,448 49,999 312,938 49,999 591,257 591,257 591,257 1082.5% 0.0% Total New Revenue 2,296,567 1,983,075 12,502,993 1,982,075 1,987,187 1,749,305 1,749,705 ‐11.7% 0.0% Total Committed Expenditures (1,985,077) (1,983,075) (12,224,674) (1,982,075) (1,748,660) (1,749,305) (1,749,705)‐11.7% 0.0% Fund Balance Plus Reserves 312,938 49,999 591,257 49,999 829,784 591,257 591,257 1082.5% 0.0% Undesignated Fund Balance, 12/31 312,938 49,999 591,257 49,999 829,784 591,257 591,257 1082.5% 0.0% 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. On September 2011, the City advanced refunded the remaining $10 million 2001 debt issues with the 2011 LTGO City Hall Refunding Bonds. See Debt Management section 4 for further details. Budget by Fund - General Governemenal 6 - 12 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Property Taxes 1,091,862 781,981 1,036,213 1,781,318 3,957,883 3,611,598 3,585,381 102.7%‐0.7% Other Taxes 1,195,671 1,150,000 920,938 1,150,000 997,475 2,100,000 2,100,000 82.6% 0.0% Other Intergovernmental Revenues 0000000N/A N/A Charges for Goods and Services 252,492 270,923 309,134 281,054 281,054 290,530 302,937 3.4% 4.3% Interest and Other Earnings 4,641 0 4,669 0 3,258 0 0 N/A N/A Bond Proceeds 6,613,484 0 0 0 0 0 0 N/A N/A Transfer In 639,340 529,056 529,056 536,926 2,652,993 250,000 250,000 ‐53.4% 0.0% TOTAL RESOURCES 9,797,489 2,731,960 2,800,010 3,749,298 7,892,662 6,252,128 6,238,318 66.8%‐0.2% EXPENDITURES: Debt Service 9,335,507 2,731,960 2,885,507 3,749,298 8,003,677 6,252,128 6,238,318 66.8%‐0.2% TOTAL EXPENDITURES 9,335,507 2,731,960 2,885,507 3,749,298 8,003,677 6,252,128 6,238,318 66.8%‐0.2% Fund Balance, January 1 64,103 101,449 526,085 101,449 440,588 639,521 639,521 530.4% 0.0% Total New Revenue 9,797,489 2,731,960 2,800,010 3,749,298 7,892,662 6,252,128 6,238,318 66.8%‐0.2% Total Committed Expenditures (9,335,507) (2,731,960) (2,885,507) (3,749,298) (8,003,677) (6,252,128) (6,238,318)66.8%‐0.2% Fund Balance Plus Reserves 526,085 101,449 440,587 101,449 329,573 639,521 639,521 530.4% 0.0% Undesignated Fund Balance, 12/31 526,085 101,449 440,587 101,449 329,573 639,521 639,521 530.4% 0.0% 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 Downtown Parking Garage, construction of a new fire station, the lighting project for City Hall and the South Lake Washington Infrastructure Project. On August 2011, the City issued $16.7 million in LTGO bonds for the purpose of financing all or a portion of the costs of acquiring land for and constructing, improving, and equipping two new public library facilities and repairing, renovating and improving existing library facilities. For more detail on these debt issues, see the Debt Management section 4. Budget by Fund - General Governemenal 6 - 13 This page is intentionally left blank Budget by Fund - General Governemenal 6 - 14 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Other Intergovernmental Revenues 586,184 617,000 605,364 627,000 608,623 640,000 640,000 2.1% 0.0% Interest and Other Earnings 4,850 3,000 1,890 3,000 917 3,000 3,000 0.0% 0.0% TOTAL RESOURCES 591,034 620,000 607,254 630,000 609,540 643,000 643,000 2.1% 0.0% EXPENDITURES: Transfer Out 620,000 620,000 620,000 630,000 600,000 640,000 650,000 1.6% 1.6% TOTAL EXPENDITURES 620,000 620,000 620,000 630,000 600,000 640,000 650,000 1.6% 1.6% Fund Balance, January 1 200,686 200,687 171,720 200,687 158,974 158,974 161,974 ‐20.8% 1.9% Total New Revenue 591,034 620,000 607,254 630,000 609,540 643,000 643,000 2.1% 0.0% Total Committed Expenditures (620,000) (620,000) (620,000) (630,000) (600,000) (640,000) (650,000)1.6% 1.6% Fund Balance Plus Reserves 171,720 200,687 158,974 200,687 168,514 161,974 154,974 ‐19.3%‐4.3% Undesignated Fund Balance, 12/31 171,720 200,687 158,974 200,687 168,514 161,974 154,974 ‐19.3%‐4.3% 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. Budget by Fund - Special Revenue 6 - 15 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 466,938 0 16,542 0 0 0 0 N/A N/A Interest and Other Earnings 2,459 0 1,809 0 1,226 0 0 N/A N/A Rents, Leases, and Concessions 652,471 744,933 698,714 844,049 622,350 797,289 813,071 ‐5.5% 2.0% Other Miscellaneous Revenues 257,241 0 8,573 127,000 235 0 0 ‐100.0% N/A TOTAL RESOURCES 1,379,109 744,933 725,638 971,049 623,812 797,289 813,071 ‐17.9% 2.0% EXPENDITURES: Regular Salaries 76,359 77,056 77,655 79,266 74,342 81,144 81,144 2.4% 0.0% Overtime 242 0 212 0 316 0 0 N/A N/A Personnel Benefits 22,314 24,511 23,309 27,374 23,491 26,182 28,135 ‐4.4% 7.5% Supplies/Small Tools and Equipment 420 8,250 13,688 8,250 2,149 13,320 13,440 61.5% 0.9% Professional Services 322,815 319,816 289,161 320,455 217,294 258,500 264,300 ‐19.3% 2.2% Utilities 142,216 89,640 174,527 91,688 183,934 155,680 162,725 69.8% 4.5% Repairs & Maintenance 131,349 91,971 134,517 91,971 79,041 91,100 93,500 ‐0.9% 2.6% Miscellaneous 729 0 948 0 841 240 240 100.0% 0.0% Capital 758,028 0 18,441 254,000 0 120,000 120,000 ‐52.8% 0.0% Interfund Payments for Services 2,655 3,213 3,213 3,228 3,228 3,490 3,577 8.1% 2.5% Transfer Out 0 0 1,061 0 0 0 0 N/A N/A TOTAL EXPENDITURES 1,457,128 614,457 736,732 876,232 584,635 749,656 767,061 ‐14.4% 2.3% Fund Balance, January 1*837,613 995,638 499,594 1,126,113 488,500 438,333 485,966 ‐61.1% 10.9% Total New Revenue 1,379,109 744,933 725,638 971,049 623,812 797,289 813,071 ‐17.9% 2.0% Total Committed Expenditures (1,457,128) (614,457) (736,732) (876,232) (584,635) (749,656) (767,061)‐14.4% 2.3% Fund Balance Plus Reserves 759,595 1,126,114 488,500 1,220,930 527,676 485,966 531,976 ‐60.2% 9.5% Undesignated Fund Balance, 12/31 759,595 1,126,114 488,500 1,220,930 527,676 485,966 531,976 ‐60.2% 9.5% *2011 Actual Beginning Fund Balance was restated by ‐260k to report the correct fund balance. 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 number was changed from Fund 306 to Fund 108. Budget by Fund - Special Revenue 6 - 16 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Retail Sales and Use Taxes 191,426 180,000 209,681 200,000 231,252 180,000 200,000 ‐10.0% 11.1% Interest and Other Earnings 2,348 0 1,126 0 376 0 0 N/A N/A Other Miscellaneous Revenues 65,000 65,000 65,000 65,000 65,000 65,000 65,000 0.0% 0.0% TOTAL RESOURCES 258,774 245,000 275,807 265,000 296,628 245,000 265,000 ‐7.5% 8.2% EXPENDITURES: Professional Services 293,652 245,000 245,201 265,000 428,928 245,000 265,000 ‐7.5% 8.2% TOTAL EXPENDITURES 293,652 245,000 245,201 265,000 428,928 245,000 265,000 ‐7.5% 8.2% Fund Balance, January 1 247,828 247,828 212,950 247,828 243,556 66,506 66,506 ‐73.2% 0.0% Total New Revenue 258,774 245,000 275,807 265,000 296,628 245,000 265,000 ‐7.5% 8.2% Total Committed Expenditures (293,652) (245,000) (245,201) (265,000) (428,928) (245,000) (265,000)‐7.5% 8.2% Fund Balance Plus Reserves 212,950 247,828 243,556 247,828 111,256 66,506 66,506 ‐73.2% 0.0% Undesignated Fund Balance, 12/31 212,950 247,828 243,556 247,828 111,256 66,506 66,506 ‐73.2% 0.0% 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 improvethe 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 Executive Department (Prior to 2013 it was administered by the Community and Economic Development Department). Budget by Fund - Special Revenue 6 - 17 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Interest and Other Earnings 35 0 15 0 0 0 0 N/A N/A TOTAL RESOURCES 35 0 15 0 0 0 0 N/A N/A EXPENDITURES: Transfer Out 0 0 0 0 3,315 0 0 N/A N/A TOTAL EXPENDITURES 0 0 0 0 3,315 0 0 N/A N/A Fund Balance, January 1 3,264 3,264 3,299 3,264 3,314 00‐100.0% N/A Total New Revenue 35 0 15 0 0 0 0 N/A N/A Total Committed Expenditures 0 0 0 0 (3,315)0 0 N/A N/A Fund Balance Plus Reserves 3,299 3,264 3,314 3,264 (1)0 0 ‐100.0% N/A Undesignated Fund Balance, 12/31 3,299 3,264 3,314 3,264 (1)0 0 ‐100.0% N/A 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. At the end of 2012, the City determined that the remaining fund balance should be transferred to the Transportation Capital Investment Program Fund 317 for paths and trails related project(s). Therefore Fund 118 was closed out. Budget by Fund - Special Revenue 6 - 18 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Interest and Other Earnings 1,516 0 576 0 397 0 0 N/A N/A Transfer In 13,261 15,000 0 15,000 7,877 15,000 15,000 0.0% 0.0% TOTAL RESOURCES 14,777 15,000 576 15,000 8,274 15,000 15,000 0.0% 0.0% EXPENDITURES: Capital 21,743 50,000 15,720 50,000 13,818 50,000 50,000 0.0% 0.0% TOTAL EXPENDITURES 21,743 50,000 15,720 50,000 13,818 50,000 50,000 0.0% 0.0% Fund Balance, January 1 143,796 128,796 136,830 93,796 121,686 104,499 69,499 11.4%‐33.5% Total New Revenue 14,777 15,000 576 15,000 8,274 15,000 15,000 0.0% 0.0% Total Committed Expenditures (21,743) (50,000) (15,720) (50,000) (13,818) (50,000) (50,000)0.0% 0.0% Fund Balance Plus Reserves 136,830 93,796 121,687 58,796 116,142 69,499 34,499 18.2%‐50.4% Undesignated Fund Balance, 12/31 136,830 93,796 121,687 58,796 116,142 69,499 34,499 18.2%‐50.4% 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. Budget by Fund - Special Revenue 6 - 19 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Utility Taxes 80,674 40,000 40,000 40,000 40,000 40,000 40,000 0.0% 0.0% Other Taxes 0 0 0 0 0 45,674 45,674 100.0% 0.0% Business Licenses and Permits 48,659 45,000 48,763 45,000 50,654 0 0 ‐100.0% N/A Interest and Other Earnings 1,181 0 1,006 0 836 0 0 N/A N/A Other Miscellaneous Revenues 1,500 0 1,584 0 0 0 0 N/A N/A TOTAL RESOURCES 132,014 85,000 91,354 85,000 91,490 85,674 85,674 0.8% 0.0% EXPENDITURES: Supplies/Small Tools and Equipment 0 6,302 0 6,302 0 6,302 6,302 0.0% 0.0% Professional Services 48,612 30,702 47,113 30,702 19,046 30,702 30,702 0.0% 0.0% Communication 0 0 16 0 0 0 0 N/A N/A Repairs & Maintenance 1,435 8,670 1,040 8,670 1,040 8,670 8,670 0.0% 0.0% Intergovernmental Services / Taxes 0000000N/A N/A Capital 0 40,000 28,574 40,000 0 40,000 40,000 0.0% 0.0% TOTAL EXPENDITURES 50,047 85,674 76,744 85,674 20,086 85,674 85,674 0.0% 0.0% Fund Balance, January 1 89,391 88,718 171,358 88,044 185,968 35,294 35,294 ‐59.9% 0.0% Total New Revenue 132,014 85,000 91,354 85,000 91,490 85,674 85,674 0.8% 0.0% Total Committed Expenditures (50,047) (85,674) (76,744) (85,674) (20,086) (85,674) (85,674)0.0% 0.0% Fund Balance Plus Reserves 171,358 88,044 185,968 87,370 257,372 35,294 35,294 ‐59.6% 0.0% Undesignated Fund Balance, 12/31 171,358 88,044 185,968 87,370 257,372 35,294 35,294 ‐59.6% 0.0% 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 TV channel (Channel 21). The City Clerk's office is responsible for gathering, formatting and programming the information submitted by City departments and external organizations for broadcast. On May 8, 1995, Council authorized the broadcasting of weekly Council meetings on Channel 21. In December 1995, Council authorized the broadcasting of the Committee of the Whole meetings. In 1998, the City began to produce quarterly videos on various highlights of the City. This included major private and public capital projects and highlights of major City sponsored events. Budget by Fund - Special Revenue 6 - 20 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Charges for Goods and Services 195,640 0 0 0 0 0 0 N/A N/A Interest and Other Earnings 5,356 0 3,032 0 2,272 0 0 N/A N/A TOTAL RESOURCES 200,996 0 3,032 0 2,272 0 0 N/A N/A EXPENDITURES: TOTAL EXPENDITURES 0 0 0 0 0 0 0 N/A N/A Fund Balance, January 1 459,528 459,528 660,524 459,528 663,556 663,556 663,556 44.4% 0.0% Total New Revenue 200,996 0 3,032 0 2,272 0 0 N/A N/A Total Committed Expenditures 0 0 0 0 0 0 0 N/A N/A Fund Balance Plus Reserves 660,524 459,528 663,556 459,528 665,828 663,556 663,556 44.4% 0.0% Undesignated Fund Balance, 12/31 660,524 459,528 663,556 459,528 665,828 663,556 663,556 44.4% 0.0% 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. Budget by Fund - Special Revenue 6 - 21 This page is intentionally left blank Budget by Fund - Special Revenue 6 - 22 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: TOTAL RESOURCES 0 0 0 0 0 0 0 N/A N/A EXPENDITURES: Transfer Out 79,340 0 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 79,340 0 0 0 0 0 0 N/A N/A Fund Balance, January 1 79,340 0 0 ‐ ‐ 00N/A N/A Total New Revenue 0 0 0 0 0 0 0 N/A N/A Total Committed Expenditures (79,340)0 0 0 0 0 0 N/A N/A Fund Balance Plus Reserves (0)0 0 0 0 0 0 N/A N/A Undesignated Fund Balance, 12/31 (0)0 0 0 0 0 0 N/A N/A Fund 219, Unlimited Tax General Obligation Bond Funds Voter‐approved general obligation debt is also known as unlimited tax general obligation debt (ULTGO). Fund 219 maintains the revenue and expenditures for the 1993 refunding issue relating to Senior Housing. As of 2010, there are no more debt issues related to this fund and the remaining fund balance was transferred to the General Governmental Miscellaneous Debt Service Fund 215. Budget by Fund - Debt Service 6 - 23 This page is intentionally left blank Budget by Fund - Debt Service 6 - 24 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 242,128 0 0 0 0 0 0 N/A N/A Charges for Goods and Services 21,793 60,000 63,560 60,000 60,002 60,000 60,000 0.0% 0.0% Interest and Other Earnings 13,363 0 6,261 0 5,102 0 0 N/A N/A Transfer In 0 0 61,352 0 0 0 0 N/A N/A TOTAL RESOURCES 277,284 60,000 131,173 60,000 65,104 60,000 60,000 0.0% 0.0% EXPENDITURES: Transfer Out 0 400,000 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 0 400,000 0 0 0 0 0 N/A N/A Fund Balance, January 1 1,066,593 1,126,594 1,343,877 786,594 1,475,050 1,135,050 1,195,050 44.3% 5.3% Total New Revenue 277,284 60,000 131,173 60,000 65,104 60,000 60,000 0.0% 0.0% Total Committed Expenditures 0 (400,000)0 0 0 0 0 N/A N/A Fund Balance Plus Reserves 1,343,877 786,594 1,475,050 846,594 1,540,154 1,195,050 1,255,050 41.2% 5.0% Undesignated Fund Balance, 12/31 1,343,877 786,594 1,475,050 846,594 1,540,154 1,195,050 1,255,050 41.2% 5.0% 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. Budget by Fund - Capital Investment Program 6 - 25 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Charges for Goods and Services 67,618 100,000 83,803 100,000 72,926 25,000 50,000 ‐75.0% 100.0% Interest and Other Earnings 18,333 0 8,450 0 5,141 0 0 N/A N/A Other Financing Sources 0 0 0 0 163,602 0 0 N/A N/A TOTAL RESOURCES 85,951 100,000 92,253 100,000 241,669 25,000 50,000 ‐75.0% 100.0% EXPENDITURES: Capital (40,004)0 0 0 0 0 0 N/A N/A Transfer Out 560,000 529,056 529,056 536,926 936,926 250,000 250,000 ‐53.4% 0.0% TOTAL EXPENDITURES 519,996 529,056 529,056 536,926 936,926 250,000 250,000 ‐53.4% 0.0% Fund Balance, January 1 2,363,522 1,903,522 1,929,477 1,474,466 1,492,674 655,748 430,748 ‐55.5%‐34.3% Total New Revenue 85,951 100,000 92,253 100,000 241,669 25,000 50,000 ‐75.0% 100.0% Total Committed Expenditures (519,996) (529,056) (529,056) (536,926) (936,926) (250,000) (250,000)‐53.4% 0.0% Fund Balance Plus Reserves 1,929,477 1,474,466 1,492,674 1,037,540 797,417 430,748 230,748 ‐58.5%‐46.4% Undesignated Fund Balance, 12/31 1,929,477 1,474,466 1,492,674 1,037,540 797,417 430,748 230,748 ‐58.5%‐46.4% Fund 304, Fire Impact Mitigation Fund Fund 304 was created for the purpose of identifying Fire Impact Mitigation revenue and expenditures. Mitigation fees are charged to new development near existing fire stations and developments located farther out. Revenue is collected at the time a permit is issued. Budget by Fund - Capital Investment Program 6 - 26 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Charges for Goods and Services 67,388 240,000 182,471 140,000 83,757 30,000 30,000 ‐78.6% 0.0% Interest and Other Earnings 25,433 10,000 4,761 10,000 1,683 10,000 10,000 0.0% 0.0% TOTAL RESOURCES 92,821 250,000 187,233 150,000 85,440 40,000 40,000 ‐73.3% 0.0% EXPENDITURES: Transfer Out 1,140,000 499,494 650,000 400,000 450,000 183,000 107,000 ‐54.3%‐41.5% TOTAL EXPENDITURES 1,140,000 499,494 650,000 400,000 450,000 183,000 107,000 ‐54.3%‐41.5% Fund Balance, January 1 2,167,133 557,134 1,119,954 307,640 657,187 307,187 164,187 ‐0.1%‐46.6% Total New Revenue 92,821 250,000 187,233 150,000 85,440 40,000 40,000 ‐73.3% 0.0% Total Committed Expenditures (1,140,000) (499,494) (650,000) (400,000) (450,000) (183,000) (107,000)‐54.3%‐41.5% Fund Balance Plus Reserves 1,119,954 307,640 657,187 57,640 292,627 164,187 97,187 184.8%‐40.8% Undesignated Fund Balance, 12/31 1,119,954 307,640 657,187 57,640 292,627 164,187 97,187 184.8%‐40.8% Fund 305, Transportation Impact Mitigation Fund Fund 305 was created for the purpose of identifying Transportation Impact Mitigation revenue and expenditures. Mitigation fees are charged to new development projects within Renton city limits using a vehicle trip rate that has been established based on the number of vehicle trips generated by new development. Budget by Fund - Capital Investment Program 6 - 27 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Utility Taxes 0 0 0 0 0 425,000 425,000 100.0% 0.0% Other Taxes 570,043 560,000 576,851 560,000 585,742 660,000 555,000 17.9%‐15.9% Business Licenses and Permits 0 0 0 0 0 400,000 400,000 100.0% 0.0% Federal/State Grants 98,910 0 304,715 0 292,138 0 0 N/A N/A Other Intergovernmental Revenues 185,309 0 0 0 0 0 0 N/A N/A Charges for Goods and Services 0 0 0 0 50,282 0 0 N/A N/A Interest and Other Earnings 75,769 0 20,608 0 12,116 0 0 N/A N/A Other Miscellaneous Revenues 53,920 350,000 114 0 167,879 250,000 0 100.0%‐100.0% Bond Proceeds 0 10,000,000 0 7,000,000 0 0 0 ‐100.0% N/A Transfer In 0 2,400,000 200,000 1,000,000 275,822 750,000 0 ‐25.0%‐100.0% TOTAL RESOURCES 983,950 13,310,000 1,102,288 8,560,000 1,383,979 2,485,000 1,380,000 ‐71.0%‐44.5% EXPENDITURES: Supplies/Small Tools and Equipment 0 0 0 0 10,563 0 0 N/A N/A Professional Services 0 0 0 0 0 231,725 100,000 100.0%‐56.8% Capital 1,806,337 14,892,000 2,969,267 8,898,000 1,541,631 2,417,000 1,205,000 ‐72.8%‐50.1% Interfund Payments for Services 68,454 70,000 70,000 72,000 72,000 74,000 75,000 2.8% 1.4% Transfer Out 283,048 0 76,772 0 30,813 0 0 N/A N/A TOTAL EXPENDITURES 2,157,839 14,962,000 3,116,039 8,970,000 1,655,008 2,722,725 1,380,000 ‐69.6%‐49.3% Fund Balance, January 1 6,933,186 3,455,517 5,759,297 1,803,517 3,745,546 237,725 ‐ ‐86.8%‐100.0% Total New Revenue 983,950 13,310,000 1,102,288 8,560,000 1,383,979 2,485,000 1,380,000 ‐71.0%‐44.5% Total Committed Expenditures (2,157,839) (14,962,000) (3,116,039) (8,970,000) (1,655,008) (2,722,725) (1,380,000)‐69.6%‐49.3% Fund Balance Plus Reserves 5,759,297 1,803,517 3,745,546 1,393,517 3,474,517 0 0 ‐100.0% N/A Reserve: Park Maintenance Facility 1,104,235 1,104,235 0 1,104,235 0 0 0 ‐100.0% N/A Reserve: Ron Regis Park 280,000 280,000 0 280,000 0 0 0 ‐100.0% N/A Undesignated Fund Balance, 12/31 4,375,062 419,282 3,745,546 9,282 3,474,517 0 0 ‐100.0% N/A 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 2013‐2018 Capital Investment Program (CIP) Section 5. Budget by Fund - Capital Investment Program 6 - 28 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Business Licenses and Permits 1,671,725 1,630,000 1,696,529 1,670,000 1,790,265 1,701,619 1,740,000 1.9% 2.3% Federal/State Grants 4,731,718 5,028,905 4,174,803 4,851,400 15,780,159 18,245,926 3,530,000 276.1%‐80.7% Other Intergovernmental Revenues 1,914,701 2,604,420 3,880,017 2,160,000 1,110,420 4,187,575 0 93.9%‐100.0% Interest and Other Earnings 37,602 0 15,253 0 7,067 0 0 N/A N/A Other Miscellaneous Revenues 170,896 0 42 0 969,448 0 0 N/A N/A Other Financing Sources 0 0 700,000 0 0 0 0 N/A N/A Transfer In 2,590,774 1,394,494 1,270,000 1,030,000 1,053,315 1,123,000 757,000 9.0%‐32.6% TOTAL RESOURCES 11,117,417 10,657,819 11,736,645 9,711,400 20,710,673 25,258,120 6,027,000 160.1%‐76.1% EXPENDITURES: Part Time Salaries and Benefits 0 0 52,904 0 0 0 0 N/A N/A Utilities 0 0 0 0 3,138 0 0 N/A N/A Capital 10,151,078 11,632,819 12,069,602 9,746,400 24,364,259 25,093,120 5,862,000 157.5%‐76.6% Debt Service 0 0 0 0 149,590 149,591 149,590 100.0% 0.0% Interfund Payments for Services 37,339 0 0 0 0 0 0 N/A N/A Transfer Out 13,261 15,000 0 15,000 7,064 15,000 15,000 0.0% 0.0% TOTAL EXPENDITURES 10,201,678 11,647,819 12,122,506 9,761,400 24,524,051 25,257,711 6,026,590 158.8%‐76.1% Fund Balance, January 1 2,892,341 1,060,648 3,808,080 70,648 3,422,219 46,182 46,591 ‐34.6% 0.9% Total New Revenue 11,117,417 10,657,819 11,736,645 9,711,400 20,710,673 25,258,120 6,027,000 160.1%‐76.1% Total Committed Expenditures (10,201,678) (11,647,819) (12,122,506) (9,761,400) (24,524,051) (25,257,711) (6,026,590)158.8%‐76.1% Fund Balance Plus Reserves 3,808,081 70,648 3,422,219 20,648 (391,159) 46,591 47,001 125.6% 0.9% Undesignated Fund Balance, 12/31 3,808,081 70,648 3,422,219 20,648 (391,159) 46,591 47,001 125.6% 0.9% Fund 317, Transportation Capital Improvement Fund This fund supports City of Renton transportation projects and projects linked with various State and Federal Funding programs. Many of the projects are dependent on acquisition of outside grants, formation of LID's and mitigation revenue. See the 2013‐2018 Capital Investment Program (CIP) Section 5, for further details regarding specific projects/programs. Budget by Fund - Capital Investment Program 6 - 29 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Interest and Other Earnings 954 0 246 0 179 0 0 N/A N/A TOTAL RESOURCES 954 0 246 0 179 0 0 N/A N/A EXPENDITURES: Capital 56,471 0 5,976 0 898 0 0 N/A N/A TOTAL EXPENDITURES 56,471 0 5,976 0 898 0 0 N/A N/A Fund Balance, January 1 114,039 38 58,522 38 52,792 768 768 1921.1% 0.0% Total New Revenue 954 0 246 0 179 0 0 N/A N/A Total Committed Expenditures (56,471)0 (5,976)0 (898)0 0 N/A N/A Fund Balance Plus Reserves 58,522 38 52,792 38 52,074 768 768 1921.1% 0.0% Undesignated Fund Balance, 12/31 58,522 38 52,792 38 52,074 768 768 1921.1% 0.0% 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. Budget by Fund - Capital Investment Program 6 - 30 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Interest and Other Earnings 2,134 0 1,759 0 3,813 0 0 N/A N/A TOTAL RESOURCES 2,134 0 1,759 0 3,813 0 0 N/A N/A EXPENDITURES: Miscellaneous 40,000 0 35,000 0 50,000 0 0 N/A N/A TOTAL EXPENDITURES 40,000 0 35,000 0 50,000 0 0 N/A N/A Fund Balance, January 1 201,653 1,653 163,787 1,653 130,546 5,546 5,546 235.5% 0.0% Total New Revenue 2,134 0 1,759 0 3,813 0 0 N/A N/A Total Committed Expenditures (40,000)0 (35,000)0 (50,000)0 0 N/A N/A Fund Balance Plus Reserves 163,787 1,653 130,546 1,653 84,359 5,546 5,546 235.5% 0.0% Operating Reserves 163,787 1,653 130,546 1,653 84,359 5,546 5,546 235.5% 0.0% Undesignated Fund Balance, 12/31 0 0 0 0 0 0 0 N/A N/A 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. Budget by Fund - Capital Investment Program 6 - 31 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Other Taxes 0 0 0 0 543,588 0 0 N/A N/A Interest and Other Earnings 0 0 26,940 0 60,820 0 0 N/A N/A Rents, Leases, and Concessions 0 0 658 0 200 0 0 N/A N/A Bond Proceeds 0 0 18,120,553 0 0 0 0 N/A N/A Transfer In 0 0 1,800,000 0 0 0 0 N/A N/A TOTAL RESOURCES 0 0 19,948,151 0 604,608 0 0 N/A N/A EXPENDITURES: Professional Services 0 0 0 0 14,663 0 0 N/A N/A Utilities 0 0 5,456 0 10,801 0 0 N/A N/A Intergovernmental Services / Taxes 00003800N/A N/A Capital 0 0 637,862 0 624,710 0 0 N/A N/A Debt Service 0 0 108,386 0 7,500 0 0 N/A N/A TOTAL EXPENDITURES 0 0 751,704 0 657,711 0 0 N/A N/A Fund Balance, January 1000‐ 19,196,447 543,588 543,588 100.0% 0.0% Total New Revenue 0 0 19,948,151 0 604,608 0 0 N/A N/A Total Committed Expenditures 0 0 (751,704)0 (657,711)0 0 N/A N/A Fund Balance Plus Reserves 0 0 19,196,447 0 19,143,344 543,588 543,588 100.0% 0.0% Undesignated Fund Balance, 12/31 0 0 19,196,447 0 19,143,344 543,588 543,588 100.0% 0.0% Fund 336, New Library Development Fund This fund was created in 2011 to provide the accounting for revenues and expenditures used to construct two new libraries. Budget by Fund - Capital Investment Program 6 - 32 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 71,771 901,000 225,062 2,400,000 452,263 8,810,000 285,000 267.1%‐96.8% Other Intergovernmental Revenues 63,698 0 (58,747)0 0 0 0 N/A N/A Charges for Goods and Services 55,021 115,056 114,486 115,056 121,916 115,056 115,056 0.0% 0.0% Fines and Forfeits 8,838 0 0 0 0 0 0 N/A N/A Interest and Other Earnings 13,183 9,244 8,615 1,000 8,410 5,000 5,000 400.0% 0.0% Rents, Leases, and Concessions 1,898,941 2,264,118 2,296,101 2,621,115 2,311,951 2,818,879 2,419,071 7.5%‐14.2% Other Miscellaneous Revenues 970 0 2,749 0 200 0 0 N/A N/A Other Financing Sources 0 150,000 0 0 0 0 0 N/A N/A TOTAL RESOURCES 2,112,422 3,439,418 2,588,267 5,137,171 2,894,741 11,748,935 2,824,127 128.7%‐76.0% EXPENDITURES: Regular Salaries 340,867 413,458 378,823 429,386 436,249 437,578 439,776 1.9% 0.5% Overtime 35,719 35,000 42,819 35,000 46,749 16,273 15,761 ‐53.5%‐3.1% Personnel Benefits 132,809 173,674 155,983 193,204 199,116 196,755 215,374 1.8% 9.5% Part Time Salaries and Benefits 61,047 102,009 90,828 102,009 115,711 133,210 133,722 30.6% 0.4% Supplies/Small Tools and Equipment 88,689 46,000 99,175 46,000 86,010 95,732 95,317 108.1%‐0.4% Professional Services 35,411 27,000 29,260 27,000 41,404 27,000 27,000 0.0% 0.0% Communication 0 0 21 0 31 0 0 N/A N/A Travel/Training 2,771 5,500 8,750 5,500 9,527 8,000 8,000 45.5% 0.0% Advertising 335 0 202 0 410 0 0 N/A N/A Operating Rentals 15,860 15,000 17,050 15,000 22,358 15,000 15,150 0.0% 1.0% Utilities 104,279 104,000 147,738 104,000 162,092 175,954 176,651 69.2% 0.4% Repairs & Maintenance 30,421 23,000 24,292 23,000 35,689 43,000 43,000 87.0% 0.0% Miscellaneous 1,510 5,691 4,930 5,691 5,311 5,991 5,991 5.3% 0.0% Intergovernmental Services / Taxes 891 0 2,871 0 2,185 0 0 N/A N/A Capital 602,736 2,698,000 566,482 4,849,000 1,090,834 10,234,888 1,287,313 111.1%‐87.4% Debt Service 105,204 105,204 105,204 105,203 105,204 105,204 105,204 0.0% 0.0% Interfund Payments for Services 241,606 175,423 181,635 178,055 170,197 225,192 229,815 26.5% 2.1% Transfer Out 0 0 8,848 0 107,449 0 0 N/A N/A TOTAL EXPENDITURES 1,800,156 3,928,960 1,864,906 6,118,049 2,636,527 11,719,777 2,798,074 91.6%‐76.1% Fund Balance, January 1 1,049,083 1,710,959 1,361,349 1,221,417 2,084,710 730,532 759,690 ‐40.2% 4.0% Total New Revenue 2,112,422 3,439,418 2,588,267 5,137,171 2,894,741 11,748,935 2,824,127 128.7%‐76.0% Total Committed Expenditures (1,800,156) (3,928,960) (1,864,906) (6,118,049) (2,636,527) (11,719,777) (2,798,074)91.6%‐76.1% Fund Balance Plus Reserves 1,361,349 1,221,418 2,084,710 240,539 2,342,924 759,690 785,743 215.8% 3.4% Capital Reserves 1,207,659 751,688 399,968 124,155 198,635 377,278 400,743 203.9% 6.2% Operating Reserves 87,377 90,060 94,750 116,385 133,304 137,968 140,556 18.5% 1.9% Undesignated Fund Balance, 12/31 66,313 379,669 1,589,992 0 2,010,985 244,444 244,444 100.0% 0.0% 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. Budget by Fund - Enterprise 6 - 33 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 0 0 0 0 7,814 0 0 N/A N/A Charges for Goods and Services 55,021 115,056 114,486 115,056 121,916 115,056 115,056 0.0% 0.0% Fines and Forfeits 8,838 0 0 0 0 0 0 N/A N/A Interest and Other Earnings 7,553 9,244 5,485 1,000 2,113 5,000 5,000 400.0% 0.0% Rents, Leases, and Concessions 1,898,941 511,914 270,182 446,581 1,044,173 1,288,787 1,311,554 188.6% 1.8% Other Miscellaneous Revenues 970 0 2,749 0 100 0 0 N/A N/A TOTAL RESOURCES 1,971,323 636,214 392,902 562,637 1,176,116 1,408,843 1,431,610 150.4% 1.6% EXPENDITURES: Regular Salaries 340,867 413,458 378,823 429,386 436,249 437,578 439,776 1.9% 0.5% Overtime 35,719 35,000 42,819 35,000 46,749 16,273 15,761 ‐53.5%‐3.1% Personnel Benefits 132,809 173,674 155,983 193,204 199,116 196,755 215,374 1.8% 9.5% Part Time Salaries and Benefits 61,047 102,009 90,828 102,009 115,711 133,210 133,722 30.6% 0.4% Supplies/Small Tools and Equipment 88,689 46,000 99,175 46,000 86,010 95,732 95,317 108.1%‐0.4% Professional Services 35,411 27,000 29,260 27,000 41,404 27,000 27,000 0.0% 0.0% Communication 0 0 21 0 31 0 0 N/A N/A Travel/Training 2,771 5,500 8,750 5,500 9,527 8,000 8,000 45.5% 0.0% Advertising 335 0 202 0 410 0 0 N/A N/A Operating Rentals 15,860 15,000 17,050 15,000 22,358 15,000 15,150 0.0% 1.0% Utilities 104,279 104,000 147,738 104,000 162,092 175,954 176,651 69.2% 0.4% Repairs & Maintenance 30,421 23,000 24,292 23,000 35,689 43,000 43,000 87.0% 0.0% Miscellaneous 1,510 5,691 4,930 5,691 5,311 5,991 5,991 5.3% 0.0% Intergovernmental Services / Taxes 891 0 2,871 0 2,185 0 0 N/A N/A Interfund Payments for Services 241,606 175,423 181,635 178,055 170,197 225,192 229,815 26.5% 2.1% Transfer Out 0 0 8,848 0 5,856 0 0 N/A N/A TOTAL EXPENDITURES 1,092,216 1,125,756 1,193,220 1,163,846 1,338,895 1,379,685 1,405,557 18.5% 1.9% Fund Balance, January 1 415,929 1,331,290 1,295,036 841,748 494,718 486,088 515,246 ‐42.3% 6.0% Total New Revenue 1,971,323 636,214 392,902 562,637 1,176,116 1,408,843 1,431,610 150.4% 1.6% Total Committed Expenditures (1,092,216) (1,125,756) (1,193,220) (1,163,846) (1,338,895) (1,379,685) (1,405,557)18.5% 1.9% Fund Balance Plus Reserves 1,295,036 841,749 494,718 240,539 331,939 515,246 541,299 114.2% 5.1% Capital Reserves 1,207,659 751,688 399,968 124,155 198,635 377,278 400,743 203.9% 6.2% Operating Reserves 87,377 90,060 94,750 116,385 133,304 137,968 140,556 18.5% 1.9% Undesignated Fund Balance, 12/31 0 0 0 0 0 0 0 N/A N/A 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 Works Transportation Systems. In 2007, Fund 422 was created to account for Airport capital improvements. Budget by Fund - Enterprise 6 - 34 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 71,771 901,000 225,062 2,400,000 444,449 8,810,000 285,000 267.1%‐96.8% Other Intergovernmental Revenues 63,698 0 (58,747)0 0 0 0 N/A N/A Interest and Other Earnings 5,630 0 3,130 0 6,297 0 0 N/A N/A Rents, Leases, and Concessions 0 1,752,204 2,025,919 2,174,534 1,267,778 1,530,092 1,107,517 ‐29.6%‐27.6% Other Miscellaneous Revenues 0 0 (0)0 100 0 0 N/A N/A Other Financing Sources 0 150,000 0 0 0 0 0 N/A N/A TOTAL RESOURCES 141,099 2,803,204 2,195,364 4,574,534 1,718,624 10,340,092 1,392,517 126.0%‐86.5% EXPENDITURES: Capital 602,736 2,698,000 566,482 4,849,000 1,090,834 10,234,888 1,287,313 111.1%‐87.4% Debt Service 105,204 105,204 105,204 105,203 105,204 105,204 105,204 0.0% 0.0% Transfer Out 0 0 0 0 101,593 0 0 N/A N/A TOTAL EXPENDITURES 707,940 2,803,204 671,685 4,954,203 1,297,631 10,340,092 1,392,517 108.7%‐86.5% Fund Balance, January 1 633,154 379,669 66,313 379,669 1,589,992 244,444 244,444 ‐35.6% 0.0% Total New Revenue 141,099 2,803,204 2,195,364 4,574,534 1,718,624 10,340,092 1,392,517 126.0%‐86.5% Total Committed Expenditures (707,940) (2,803,204) (671,685) (4,954,203) (1,297,631) (10,340,092) (1,392,517)108.7%‐86.5% Fund Balance Plus Reserves 66,313 379,669 1,589,992 0 2,010,985 244,444 244,444 100.0% 0.0% Undesignated Fund Balance, 12/31 66,313 379,669 1,589,992 0 2,010,985 244,444 244,444 100.0% 0.0% 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. Budget by Fund - Enterprise 6 - 35 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 144 11,250 12,559 0 0 0 0 N/A N/A Other Intergovernmental Revenues 0 143,315 113,698 143,315 141,300 149,128 159,500 4.1% 7.0% Charges for Goods and Services 14,919,615 14,786,377 14,891,849 14,786,377 15,003,918 15,470,406 16,177,094 4.6% 4.6% Interest and Other Earnings 14,002 5,000 9,257 5,000 8,576 5,000 5,000 0.0% 0.0% Rents, Leases, and Concessions 72,000 70,000 72,000 70,000 74,093 76,318 78,226 9.0% 2.5% Other Miscellaneous Revenues 1,696 0 4,670 0 6,696 0 0 N/A N/A Other Financing Sources 99,508 0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 15,106,966 15,015,942 15,104,032 15,004,692 15,234,583 15,700,852 16,419,820 4.6% 4.6% EXPENDITURES: Regular Salaries 315,403 313,314 289,836 325,055 316,486 327,529 330,238 0.8% 0.8% Overtime 4,656 6,372 1,242 6,372 554 6,372 6,372 0.0% 0.0% Personnel Benefits 114,005 122,422 115,119 136,743 120,639 124,158 135,687 ‐9.2% 9.3% Part Time Salaries and Benefits 84 0 18,764 0 3,892 0 0 N/A N/A Supplies/Small Tools and Equipment 2,145 12,300 2,215 12,300 2,614 12,300 12,300 0.0% 0.0% Professional Services 67,407 215,346 49,695 200,346 59,195 206,159 210,381 2.9% 2.0% Communication 24,044 26,122 22,329 26,122 17,314 26,122 26,122 0.0% 0.0% Travel/Training 983 3,703 1,081 3,703 1,307 3,703 3,703 0.0% 0.0% Utilities 11,585,476 12,326,846 11,439,778 12,326,846 12,339,948 12,840,011 13,075,912 4.2% 1.8% Repairs & Maintenance 12,694 612 0 612 342 612 612 0.0% 0.0% Miscellaneous 2,031 8,563 1,935 8,563 1,894 8,563 8,563 0.0% 0.0% Intergovernmental Services / Taxes 1,980,351 1,544,213 1,993,004 1,544,213 2,186,089 2,247,735 2,305,207 45.6% 2.6% Interfund Payments for Services 361,933 371,897 394,983 381,487 395,162 366,803 386,868 ‐3.8% 5.5% Transfer Out 0 0 1,106 0 0 0 0 N/A N/A TOTAL EXPENDITURES 14,471,212 14,951,710 14,331,086 14,972,362 15,445,436 16,170,067 16,501,965 8.0% 2.1% Fund Balance, January 1 326,034 326,034 961,788 390,266 1,734,734 1,270,044 800,829 225.4%‐36.9% Total New Revenue 15,106,966 15,015,942 15,104,032 15,004,692 15,234,583 15,700,852 16,419,820 4.6% 4.6% Total Committed Expenditures (14,471,212) (14,951,710) (14,331,086) (14,972,362) (15,445,436) (16,170,067) (16,501,965)8.0% 2.1% Fund Balance Plus Reserves 961,788 390,266 1,734,734 422,596 1,523,880 800,829 718,684 89.5%‐10.3% Operating Reserves*961,788 400,000 400,000 400,000 400,000 400,000 400,000 0.0% 0.0% Undesignated Fund Balance, 12/31 0 (9,734) 1,334,734 22,596 1,123,880 400,829 318,684 1673.9%‐20.5% *Reserve is calculated at 8% for 2008, 10% for 2009 through 2010 and at $400,000 for 2011 and on. Fund 403, Solid Waste Utility Fund The Solid Waste Utility Fund accounts for contracted garbage collection services to 18,253 customers (2011). There are three sections of the Public Works Department supported by this fund: Solid Waste Utility Billing (403/004), Solid Waste Utility Systems (403/18), and Solid Waste Maintenance (403/19). Budget by Fund - Enterprise 6 - 36 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 0 0 0 0 5,278 0 0 N/A N/A Charges for Goods and Services 1,737,520 1,969,515 1,673,920 1,969,515 1,774,353 1,939,639 1,973,419 ‐1.5% 1.7% Interest and Other Earnings 11,314 30,000 4,794 30,000 3,203 30,000 30,000 0.0% 0.0% Rents, Leases, and Concessions 360,850 481,990 341,032 481,990 354,606 481,990 481,990 0.0% 0.0% Other Miscellaneous Revenues 4,100 2,040 2,797 2,040 1,475 2,040 2,040 0.0% 0.0% Other Financing Sources 1,875,000 0 0 0 0 0 0 N/A N/A Transfer In 100,000 100,000 100,000 100,000 50,000 50,000 50,000 ‐50.0% 0.0% TOTAL RESOURCES 4,088,785 2,583,545 2,122,543 2,583,545 2,188,915 2,503,669 2,537,449 ‐3.1% 1.3% EXPENDITURES: Regular Salaries 614,665 611,720 618,075 627,644 635,963 635,981 637,148 1.3% 0.2% Overtime 813 1,020 1,162 1,020 152 1,020 1,020 0.0% 0.0% Personnel Benefits 249,654 273,399 269,492 302,407 284,299 292,017 318,496 ‐3.4% 9.1% Part Time Salaries and Benefits 252,158 341,747 256,357 341,747 267,254 341,747 341,747 0.0% 0.0% Supplies/Small Tools and Equipment 143,030 192,676 154,237 192,676 151,314 193,676 194,676 0.5% 0.5% Professional Services 3,694 20,100 3,515 20,100 0 20,100 20,100 0.0% 0.0% Travel/Training 565 1,268 140 1,268 300 1,268 1,268 0.0% 0.0% Advertising 6,024 4,284 9,509 4,284 6,537 7,000 7,500 63.4% 7.1% Operating Rentals 4,725 1,734 6,812 1,734 7,485 1,734 1,734 0.0% 0.0% Utilities 47,686 51,908 69,763 51,908 43,157 60,172 60,871 15.9% 1.2% Repairs & Maintenance 55,359 63,406 38,075 63,406 36,537 63,406 63,406 0.0% 0.0% Miscellaneous 3,829 9,190 3,003 9,190 3,697 9,190 9,190 0.0% 0.0% Intergovernmental Services / Taxes 10,300 0 10,199 0 10,860 0 0 N/A N/A Capital 174,416 175,000 137,459 175,000 38,517 125,000 125,000 ‐28.6% 0.0% Debt Service 2,337,588 447,584 410,771 435,423 400,661 400,661 400,660 ‐8.0% 0.0% Interfund Payments for Services 175,240 192,045 199,252 196,740 201,923 195,140 203,884 ‐0.8% 4.5% Resale Purchases 106,234 117,657 107,183 117,657 124,516 117,657 117,657 0.0% 0.0% Transfer Out 100,000 100,000 100,656 100,000 51,418 50,000 50,000 ‐50.0% 0.0% TOTAL EXPENDITURES 4,285,981 2,604,738 2,395,659 2,642,204 2,264,588 2,515,769 2,554,357 ‐4.8% 1.5% Fund Balance, January 1 1,085,801 850,012 888,604 828,818 615,488 511,829 499,729 ‐38.2%‐2.4% Total New Revenue 4,088,785 2,583,545 2,122,543 2,583,545 2,188,915 2,503,669 2,537,449 ‐3.1% 1.3% Total Committed Expenditures (4,285,981) (2,604,738) (2,395,659) (2,642,204) (2,264,588) (2,515,769) (2,554,357)‐4.8% 1.5% Fund Balance Plus Reserves 888,605 828,819 615,488 770,159 539,814 499,729 482,821 ‐35.1%‐3.4% Operating Reserves 454,113 514,289 465,411 526,695 456,353 516,277 525,924 ‐2.0% 1.9% Undesignated Fund Balance, 12/31 434,492 314,530 150,077 243,464 83,462 (16,548) (43,103)‐106.8% 160.5% *Revenue bond was called on 12/01/2010, bond reserves are no longer required. 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. Budget by Fund - Enterprise 6 - 37 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 0 0 0 0 5,278 0 0 N/A N/A Charges for Goods and Services 1,737,520 1,969,515 1,673,920 1,969,515 1,774,353 1,939,639 1,973,419 ‐1.5% 1.7% Interest and Other Earnings 9,215 30,000 3,744 30,000 2,341 30,000 30,000 0.0% 0.0% Rents, Leases, and Concessions 360,850 481,990 341,032 481,990 354,606 481,990 481,990 0.0% 0.0% Other Miscellaneous Revenues 4,100 2,040 2,794 2,040 1,475 2,040 2,040 0.0% 0.0% Other Financing Sources 1,875,000 0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 3,986,685 2,483,545 2,021,490 2,483,545 2,138,052 2,453,669 2,487,449 ‐1.2% 1.4% EXPENDITURES: Regular Salaries 614,665 611,720 618,075 627,644 635,963 635,981 637,148 1.3% 0.2% Overtime 813 1,020 1,162 1,020 152 1,020 1,020 0.0% 0.0% Personnel Benefits 249,654 273,399 269,492 302,407 284,299 292,017 318,496 ‐3.4% 9.1% Part Time Salaries and Benefits 252,158 341,747 256,357 341,747 267,254 341,747 341,747 0.0% 0.0% Supplies/Small Tools and Equipment 143,030 192,676 154,237 192,676 151,314 193,676 194,676 0.5% 0.5% Professional Services 3,694 20,100 3,515 20,100 0 20,100 20,100 0.0% 0.0% Travel/Training 565 1,268 140 1,268 300 1,268 1,268 0.0% 0.0% Advertising 6,024 4,284 9,509 4,284 6,537 7,000 7,500 63.4% 7.1% Operating Rentals 4,725 1,734 6,812 1,734 7,485 1,734 1,734 0.0% 0.0% Utilities 47,686 51,908 69,763 51,908 43,157 60,172 60,871 15.9% 1.2% Repairs & Maintenance 55,359 63,406 38,075 63,406 36,537 63,406 63,406 0.0% 0.0% Miscellaneous 3,829 9,190 3,003 9,190 3,697 9,190 9,190 0.0% 0.0% Intergovernmental Services / Taxes 10,300 0 10,199 0 10,860 0 0 N/A N/A Capital 42,475 75,000 14,217 75,000 0 75,000 75,000 0.0% 0.0% Debt Service 2,337,588 447,584 410,771 435,423 400,661 400,661 400,660 ‐8.0% 0.0% Interfund Payments for Services 175,240 192,045 199,252 196,740 201,923 195,140 203,884 ‐0.8% 4.5% Resale Purchases 106,234 117,657 107,183 117,657 124,516 117,657 117,657 0.0% 0.0% Transfer Out 100,000 100,000 100,656 100,000 51,418 50,000 50,000 ‐50.0% 0.0% TOTAL EXPENDITURES 4,154,039 2,504,738 2,272,417 2,542,204 2,226,071 2,465,769 2,504,357 ‐3.0% 1.6% Fund Balance, January 1 798,278 714,988 630,924 693,794 379,997 371,338 359,238 ‐46.5%‐3.3% Total New Revenue 3,986,685 2,483,545 2,021,490 2,483,545 2,138,052 2,453,669 2,487,449 ‐1.2% 1.4% Total Committed Expenditures (4,154,039) (2,504,738) (2,272,417) (2,542,204) (2,226,071) (2,465,769) (2,504,357)‐3.0% 1.6% Fund Balance Plus Reserves 630,924 693,795 379,997 635,135 291,978 359,238 342,330 ‐43.4%‐4.7% Operating Reserves 454,113 514,289 465,411 526,695 456,353 516,277 525,924 ‐2.0% 1.9% Undesignated Fund Balance, 12/31 176,812 179,506 (85,414) 108,440 (164,375) (157,039) (183,594)‐244.8% 16.9% *Revenue bond was called on 12/01/2010, bond reserves are no longer required. Fund 404, Municipal Golf Course System Fund Ordinance 3884, approved in January 1985, created the Golf Course Fund and authorized issuance of $3,965,000Council‐voted General Obligation Bonds to acquire, improve, and develop the facility. The golf course is an 18‐hole golf complex operated and maintained by the City through the Parks Division of the Community Services Department. In 1994, $5 million in revenue bonds were issued to construct a driving range and new clubhouse, including pro shop, restaurant, and meeting rooms. The major source of support is user fees, including a green fee of $2.00 per round of golf, reserved for capital improvements. In 1997 and beyond, the green fees will be used for payment of the annual debt service on the revenue bonds. In 1998, the operating reserve was recalculated to reflect debt service payments that are held in reserve on the balance sheet. See the Community Services operating budget section for more information. Budget by Fund - Enterprise 6 - 38 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Interest and Other Earnings 2,099 0 1,050 0 862 0 0 N/A N/A Other Miscellaneous Revenues 0030000N/A N/A Transfer In 100,000 100,000 100,000 100,000 50,000 50,000 50,000 ‐50.0% 0.0% TOTAL RESOURCES 102,099 100,000 101,053 100,000 50,862 50,000 50,000 ‐50.0% 0.0% EXPENDITURES: Capital 131,942 100,000 123,242 100,000 38,517 50,000 50,000 ‐50.0% 0.0% TOTAL EXPENDITURES 131,942 100,000 123,242 100,000 38,517 50,000 50,000 ‐50.0% 0.0% Fund Balance, January 1 287,523 135,024 257,680 135,024 235,491 140,491 140,491 4.0% 0.0% Total New Revenue 102,099 100,000 101,053 100,000 50,862 50,000 50,000 ‐50.0% 0.0% Total Committed Expenditures (131,942) (100,000) (123,242) (100,000) (38,517) (50,000) (50,000)‐50.0% 0.0% Fund Balance Plus Reserves 257,681 135,024 235,491 135,024 247,836 140,491 140,491 4.0% 0.0% Undesignated Fund Balance, 12/31 257,681 135,024 235,491 135,024 247,836 140,491 140,491 4.0% 0.0% 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 are through green fees. Budget by Fund - Enterprise 6 - 39 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Other Licenses and Permits 85,632 101,046 80,245 101,634 81,410 102,319 103,252 0.7% 0.9% Federal/State Grants 206,409 642,000 821,270 0 567,648 618,000 2,106,000 100.0% 240.8% Other Intergovernmental Revenues 362,874 196,000 0 175,000 264,183 800,000 2,050,000 357.1% 156.3% Charges for Goods and Services 33,501,672 42,633,486 41,113,997 46,115,788 45,868,260 49,671,644 52,141,875 7.7% 5.0% Interest and Other Earnings 195,306 474,505 107,335 423,894 105,581 387,868 629,667 ‐8.5% 62.3% Rents, Leases, and Concessions 102,672 125,000 139,327 128,750 135,582 132,613 136,591 3.0% 3.0% Other Miscellaneous Revenues 113,697 16,525 70,582 13,316 92,953 36,000 36,000 170.4% 0.0% Capital Contributions 685,536 0 3,284 0 122,235 314,500 664,000 100.0% 111.1% Other Financing Sources 795,071 640,179 833,854 630,262 11,253,210 98,208 101,646 ‐84.4% 3.5% Sale of General Fixed Assets 0 0 0 0 9,821 0 0 N/A N/A Transfer In 4,924,409 0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 40,973,278 44,828,741 43,169,894 47,588,644 58,500,884 52,161,152 57,969,031 9.6% 11.1% EXPENDITURES: Regular Salaries 4,492,177 4,714,991 4,524,588 4,863,873 4,740,170 4,906,424 5,049,113 0.9% 2.9% Overtime 136,788 140,395 115,002 140,395 123,481 140,395 140,395 0.0% 0.0% Personnel Benefits 1,672,730 1,954,705 1,734,341 2,168,497 1,861,102 2,002,339 2,259,195 ‐7.7% 12.8% Part Time Salaries and Benefits 57,188 51,853 53,447 51,853 88,438 88,853 100,853 71.4% 13.5% Supplies/Small Tools and Equipment 774,232 1,032,280 809,583 1,032,280 845,683 1,037,280 1,037,280 0.5% 0.0% Professional Services 136,697 184,972 102,046 184,972 140,649 155,972 155,972 ‐15.7% 0.0% Communication 97,672 119,867 94,889 119,867 68,475 111,985 111,985 ‐6.6% 0.0% Travel/Training 26,296 58,967 57,927 58,967 35,706 61,913 60,247 5.0%‐2.7% Advertising 0 0 0 0 6,042 0 0 N/A N/A Operating Rentals 27,765 8,893 30,451 8,893 12,789 23,193 37,493 160.8% 61.7% Utilities 11,892,094 14,041,477 13,571,590 14,109,104 13,771,260 16,025,571 16,116,204 13.6% 0.6% Repairs & Maintenance 172,920 100,726 125,499 100,726 99,598 115,726 130,726 14.9% 13.0% Miscellaneous 72,941 116,501 99,183 116,501 82,376 125,437 187,103 7.7% 49.2% Intergovernmental Services / Taxes 2,632,999 2,410,515 3,432,860 2,410,515 3,827,800 4,600,844 4,810,923 90.9% 4.6% Capital 7,568,091 12,008,723 7,603,899 12,018,723 7,689,266 10,252,723 17,734,723 ‐14.7% 73.0% Debt Service 4,556,764 4,609,402 4,609,748 4,604,209 14,964,114 4,503,417 4,316,092 ‐2.2%‐4.2% Interfund Payments for Services 3,549,213 3,347,451 3,440,354 3,231,751 3,355,705 3,575,921 3,696,657 10.6% 3.4% Transfer Out 5,635,183 0 26,844 0 125,094 185,000 126,000 100.0%‐31.9% TOTAL EXPENDITURES 43,501,748 44,901,718 40,432,250 45,221,126 51,837,747 47,912,993 56,070,962 6.0% 17.0% Fund Balance, January 1 13,931,093 7,692,886 11,402,622 7,619,910 14,140,266 10,478,307 14,726,466 37.5% 40.5% Total New Revenue 40,973,278 44,828,741 43,169,894 47,588,644 58,500,884 52,161,152 57,969,031 9.6% 11.1% Total Committed Expenditures (43,501,748) (44,901,718) (40,432,250) (45,221,126) (51,837,747) (47,912,993) (56,070,962)6.0% 17.0% Fund Balance Plus Reserves 11,402,623 7,619,909 14,140,266 9,987,428 20,803,403 14,726,466 16,624,535 47.5% 12.9% Bond Reserves 3,291,358 3,291,358 3,291,358 3,291,358 3,291,358 3,291,358 3,291,358 0.0% 0.0% Operating Reserves 1,451,084 1,928,908 1,827,441 1,961,924 1,865,835 2,051,364 2,130,023 4.6% 3.8% Undesignated Fund Balance, 12/31 6,660,181 2,399,644 9,021,467 4,734,146 15,646,211 9,383,744 11,203,154 98.2% 19.4% Funds 405/406/407/416/425/426/427/461/471/481, Waterworks Utility Funds Summary of waterworks utility operating, capital improvement, and bond related funds for reporting purposes. Refer to the separate operating and capital improvement fund tables for further detail. Budget by Fund - Enterprise 6 - 40 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 0 0 0 0 3,191 0 0 N/A N/A Charges for Goods and Services 10,763,697 9,211,882 8,943,457 10,694,357 11,839,525 12,337,377 12,541,293 15.4% 1.7% Interest and Other Earnings 117,311 164,651 66,708 103,823 57,051 147,485 242,907 42.1% 64.7% Rents, Leases, and Concessions 102,672 125,000 139,327 128,750 135,582 132,613 136,591 3.0% 3.0% Other Miscellaneous Revenues 20,365 7,834 14,287 6,212 15,432 1,000 1,000 ‐83.9% 0.0% Other Financing Sources 106,736 171,322 157,458 173,318 5,135,574 49,621 51,358 ‐71.4% 3.5% Transfer In 0 0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 11,110,782 9,680,689 9,321,237 11,106,460 17,186,356 12,668,096 12,973,149 14.1% 2.4% EXPENDITURES: Regular Salaries 2,185,464 2,210,544 2,188,704 2,271,888 2,290,566 2,304,707 2,318,275 1.4% 0.6% Overtime 63,242 72,917 55,744 72,917 72,698 72,917 72,917 0.0% 0.0% Personnel Benefits 808,031 899,648 837,822 997,101 897,645 934,373 1,018,242 ‐6.3% 9.0% Part Time Salaries and Benefits 19,205 17,683 22,259 17,683 36,702 42,683 42,683 141.4% 0.0% Supplies/Small Tools and Equipment 579,692 884,640 609,517 884,640 681,661 884,640 884,640 0.0% 0.0% Professional Services 75,412 120,105 56,030 120,105 81,491 95,105 95,105 ‐20.8% 0.0% Communication 25,268 38,086 27,781 38,086 22,846 30,204 30,204 ‐20.7% 0.0% Travel/Training 18,415 27,785 35,801 27,785 20,407 31,731 30,065 14.2%‐5.3% Advertising 0 0 0 0 90 0 0 N/A N/A Operating Rentals 3,421 4,182 8,895 4,182 520 4,182 4,182 0.0% 0.0% Utilities 769,581 790,417 758,190 805,417 735,264 790,417 805,417 ‐1.9% 1.9% Repairs & Maintenance 118,804 62,856 114,087 62,856 87,219 62,856 62,856 0.0% 0.0% Miscellaneous 36,586 70,798 65,982 70,798 47,569 74,734 76,400 5.6% 2.2% Intergovernmental Services / Taxes 1,097,253 1,108,992 1,474,770 1,108,992 1,707,476 2,241,639 2,362,404 102.1% 5.4% Capital 16,079 29,963 17,637 29,963 0 29,963 29,963 0.0% 0.0% Debt Service 2,324,659 2,479,651 2,479,805 2,481,550 7,715,642 2,076,218 1,984,690 ‐16.3%‐4.4% Interfund Payments for Services 1,324,388 1,288,912 1,268,808 1,308,518 1,331,197 1,318,616 1,362,577 0.8% 3.3% Transfer Out 1,245,000 0 1,106 0 1,750 0 0 N/A N/A TOTAL EXPENDITURES 10,710,499 10,107,179 10,022,938 10,302,480 15,730,742 10,994,985 11,180,620 6.7% 1.7% Fund Balance, January 1 4,294,833 4,050,493 4,695,116 3,624,003 3,993,415 3,873,587 5,546,698 6.9% 43.2% Total New Revenue 11,110,782 9,680,689 9,321,237 11,106,460 17,186,356 12,668,096 12,973,149 14.1% 2.4% Total Committed Expenditures (10,710,499) (10,107,179) (10,022,938) (10,302,480) (15,730,742) (10,994,985) (11,180,620)6.7% 1.7% Fund Balance Plus Reserves 4,695,116 3,624,003 3,993,415 4,427,983 5,449,029 5,546,698 7,339,227 25.3% 32.3% Bond Reserves 1,955,020 1,955,020 1,955,020 1,955,020 1,955,020 1,955,020 1,955,020 0.0% 0.0% Operating Reserves 725,230 782,224 728,071 805,433 756,705 801,255 820,023 ‐0.5% 2.3% Undesignated Fund Balance, 12/31 2,014,866 886,759 1,310,324 1,667,530 2,737,304 2,790,423 4,564,184 67.3% 63.6% 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. Budget by Fund - Enterprise 6 - 41 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Other Licenses and Permits 48,432 55,000 40,395 55,220 44,385 55,441 55,718 0.4% 0.5% Federal/State Grants 0 0 0 0 2,527 0 0 N/A N/A Charges for Goods and Services 5,647,072 4,814,911 5,234,629 5,748,553 5,998,108 6,155,704 7,171,716 7.1% 16.5% Interest and Other Earnings 7,415 24,728 4,995 48,301 7,179 2,000 2,000 ‐95.9% 0.0% Other Miscellaneous Revenues 25,974 1,500 48,948 1,500 68,186 34,500 34,500 2200.0% 0.0% Other Financing Sources 0 0 0 0 1,999,981 0 0 N/A N/A TOTAL RESOURCES 5,728,893 4,896,139 5,328,967 5,853,574 8,120,366 6,247,645 7,263,934 6.7% 16.3% EXPENDITURES: Regular Salaries 942,549 949,073 932,595 971,782 959,442 971,993 977,382 0.0% 0.6% Overtime 37,715 32,331 32,038 32,331 26,558 32,331 32,331 0.0% 0.0% Personnel Benefits 336,669 367,057 340,349 407,718 357,878 369,856 403,086 ‐9.3% 9.0% Part Time Salaries and Benefits 23,463 13,683 21,892 13,683 20,313 13,683 13,683 0.0% 0.0% Supplies/Small Tools and Equipment 72,339 61,342 76,937 61,342 52,365 61,342 61,342 0.0% 0.0% Professional Services 11,036 17,405 6,778 17,405 17,164 17,405 17,405 0.0% 0.0% Communication 24,354 31,661 22,762 31,661 18,354 31,661 31,661 0.0% 0.0% Travel/Training 4,557 14,525 8,731 14,525 6,668 14,525 14,525 0.0% 0.0% Operating Rentals 21,069 0 7,859 0 10,364 0 0 N/A N/A Utilities 41,013 53,576 42,654 53,576 49,813 53,576 53,576 0.0% 0.0% Repairs & Maintenance 29,190 31,306 9,666 31,306 4,828 31,306 31,306 0.0% 0.0% Miscellaneous 5,568 8,190 5,082 8,190 4,028 13,190 13,190 61.1% 0.0% Intergovernmental Services / Taxes 1,157,671 920,579 1,432,162 920,579 1,524,638 1,631,751 1,674,674 77.3% 2.6% Capital 0 10,200 0 10,200 0 10,200 10,200 0.0% 0.0% Debt Service 1,519,077 1,423,745 1,423,849 1,419,574 3,502,403 1,252,481 1,068,865 ‐11.8%‐14.7% Interfund Payments for Services 968,374 897,256 960,945 823,755 877,006 985,118 1,007,330 19.6% 2.3% Transfer Out 1,740,448 0 1,106 0 10,094 0 0 N/A N/A TOTAL EXPENDITURES 6,935,092 4,831,929 5,325,405 4,817,627 7,441,915 5,490,418 5,410,556 14.0%‐1.5% Fund Balance, January 1 1,887,815 1,177,901 681,616 1,242,112 685,178 1,232,604 1,989,831 ‐0.8% 61.4% Total New Revenue 5,728,893 4,896,139 5,328,967 5,853,574 8,120,366 6,247,645 7,263,934 6.7% 16.3% Total Committed Expenditures (6,935,092) (4,831,929) (5,325,405) (4,817,627) (7,441,915) (5,490,418) (5,410,556)14.0%‐1.5% Fund Balance Plus Reserves 681,616 1,242,111 685,178 2,278,059 1,363,629 1,989,831 3,843,209 ‐12.7% 93.1% Bond Reserves 838,706 838,706 838,706 838,706 838,706 838,706 838,706 0.0% 0.0% Operating Reserves*302,147 693,216 678,110 693,579 676,732 766,543 776,112 10.5% 1.2% Undesignated Fund Balance, 12/31 (459,237) (289,810) (831,638) 745,774 (151,809) 384,582 2,228,391 ‐48.4% 479.4% *Includes King County Metro Revenue reserve for 2011 and on. 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 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 451was closed, and the activity was transferred to Funds 405,406, and 407. Previously water, wastewater, and surface water utilities were reported in Fund 401. Budget by Fund - Enterprise 6 - 42 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Other Licenses and Permits 37,200 46,046 39,850 46,414 37,025 46,878 47,534 1.0% 1.4% Federal/State Grants 22,625 0 7,973 0 163,962 0 0 N/A N/A Charges for Goods and Services 5,437,205 5,039,933 4,825,293 5,353,491 5,430,453 7,807,860 4,763,530 45.8%‐39.0% Interest and Other Earnings 24,847 16,626 5,161 16,770 8,392 30,883 1,760 84.2%‐94.3% Other Miscellaneous Revenues 8,527 7,191 7,315 5,604 5,110 500 500 ‐91.1% 0.0% Other Financing Sources 43,823 45,357 45,357 46,944 3,046,916 48,587 50,288 3.5% 3.5% Sale of General Fixed Assets 0 0 0 0 9,821 0 0 N/A N/A TOTAL RESOURCES 5,574,227 5,155,153 4,930,950 5,469,223 8,701,679 7,934,708 4,863,612 45.1%‐38.7% EXPENDITURES: Regular Salaries 1,364,165 1,555,374 1,403,288 1,620,203 1,490,162 1,629,724 1,753,456 0.6% 7.6% Overtime 35,831 35,147 27,220 35,147 24,225 35,147 35,147 0.0% 0.0% Personnel Benefits 528,030 688,001 556,169 763,678 605,579 698,110 837,867 ‐8.6% 20.0% Part Time Salaries and Benefits 14,520 20,487 9,296 20,487 31,423 32,487 44,487 58.6% 36.9% Supplies/Small Tools and Equipment 122,200 86,298 123,129 86,298 111,657 91,298 91,298 5.8% 0.0% Professional Services 50,249 47,462 39,238 47,462 41,994 43,462 43,462 ‐8.4% 0.0% Communication 48,050 50,120 44,347 50,120 27,275 50,120 50,120 0.0% 0.0% Travel/Training 3,323 16,657 13,395 16,657 8,631 15,657 15,657 ‐6.0% 0.0% Advertising 0 0 0 0 5,952 0 0 N/A N/A Operating Rentals 3,274 4,711 13,697 4,711 1,904 19,011 33,311 303.5% 75.2% Utilities 49,073 40,724 40,262 40,724 47,576 54,875 54,875 34.7% 0.0% Repairs & Maintenance 24,926 6,564 1,746 6,564 7,551 21,564 36,564 228.5% 69.6% Miscellaneous 30,787 37,513 28,119 37,513 30,779 37,513 97,513 0.0% 159.9% Intergovernmental Services / Taxes 378,075 380,944 525,929 380,944 595,686 727,454 773,845 91.0% 6.4% Capital 0 28,560 0 28,560 21,106 28,560 28,560 0.0% 0.0% Debt Service 713,028 706,006 706,094 703,085 3,746,069 1,174,718 1,262,537 67.1% 7.5% Interfold Payments for Services 1,256,451 1,161,283 1,210,601 1,099,478 1,147,502 1,272,187 1,326,750 15.7% 4.3% Transfer Out 1,938,961 0 24,632 0 112,750 185,000 126,000 100.0%‐31.9% TOTAL EXPENDITURES 6,560,946 4,865,850 4,767,161 4,941,632 8,057,823 6,116,887 6,611,449 23.8% 8.1% Fund Balance, January 1 2,448,845 1,590,108 1,462,126 1,879,411 1,625,915 1,567,197 3,385,018 ‐16.6% 116.0% Total New Revenue 5,574,227 5,155,153 4,930,950 5,469,223 8,701,679 7,934,708 4,863,612 45.1%‐38.7% Total Committed Expenditures (6,560,946) (4,865,850) (4,767,161) (4,941,632) (8,057,823) (6,116,887) (6,611,449)23.8% 8.1% Fund Balance Plus Reserves 1,462,127 1,879,411 1,625,915 2,407,002 2,269,770 3,385,018 1,637,181 40.6%‐51.6% Bond Reserves 497,632 497,632 497,632 497,632 497,632 497,632 497,632 0.0% 0.0% Operating Reserves 423,706 453,468 421,261 462,912 432,398 483,566 533,888 4.5% 10.4% Undesignated Fund Balance, 12/31 540,789 928,311 707,022 1,446,458 1,339,740 2,403,820 605,660 66.2%‐74.8% 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. Budget by Fund - Enterprise 6 - 43 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Charges for Goods and Services 11,653,698 13,156,760 13,132,368 13,209,387 13,602,024 15,126,703 15,202,336 14.5% 0.5% Interest and Other Earnings 3,841 0 4,305 0 4,664 0 0 N/A N/A TOTAL RESOURCES 11,657,539 13,156,760 13,136,673 13,209,387 13,606,688 15,126,703 15,202,336 14.5% 0.5% EXPENDITURES: Utilities 11,032,427 13,156,760 12,730,484 13,209,387 12,938,606 15,126,703 15,202,336 14.5% 0.5% TOTAL EXPENDITURES 11,032,427 13,156,760 12,730,484 13,209,387 12,938,606 15,126,703 15,202,336 14.5% 0.5% Fund Balance, January 1 46,504 46,505 671,616 46,505 1,077,805 1,077,805 1,077,805 2217.6% 0.0% Total New Revenue 11,657,539 13,156,760 13,136,673 13,209,387 13,606,688 15,126,703 15,202,336 14.5% 0.5% Total Committed Expenditures (11,032,427) (13,156,760) (12,730,484) (13,209,387) (12,938,606) (15,126,703) (15,202,336)14.5% 0.5% Fund Balance Plus Reserves 671,616 46,505 1,077,805 46,505 1,745,886 1,077,805 1,077,805 2217.6% 0.0% Undesignated Fund Balance, 12/31 671,616 46,505 1,077,805 46,505 1,745,886 1,077,805 1,077,805 2217.6% 0.0% 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. Budget by Fund - Enterprise 6 - 44 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 2,699 0 228,086 0 70,226 0 0 N/A N/A Charges for Goods and Services 0 4,365,000 3,819,375 5,045,000 3,315,025 3,631,000 4,253,000 ‐28.0% 17.1% Interest and Other Earnings 26,355 45,000 14,800 51,500 14,001 40,000 45,000 ‐22.3% 12.5% Other Miscellaneous Revenues 17,095 0 0 0 0 0 0 N/A N/A Capital Contributions 0 0 0 0 0 74,000 87,000 100.0% 17.6% Other Financing Sources 170,632 90,000 233,322 103,500 172,010 0 0 ‐100.0% N/A Transfer In 1,245,000 0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 1,461,782 4,500,000 4,295,582 5,200,000 3,571,261 3,745,000 4,385,000 ‐28.0% 17.1% EXPENDITURES: Capital 2,259,419 4,500,000 2,726,974 5,200,000 2,823,127 3,745,000 4,385,000 ‐28.0% 17.1% TOTAL EXPENDITURES 2,259,419 4,500,000 2,726,974 5,200,000 2,823,127 3,745,000 4,385,000 ‐28.0% 17.1% Fund Balance, January 1 2,862,275 812,275 2,064,638 812,275 3,633,246 1,917,461 1,917,461 136.1% 0.0% Total New Revenue 1,461,782 4,500,000 4,295,582 5,200,000 3,571,261 3,745,000 4,385,000 ‐28.0% 17.1% Total Committed Expenditures (2,259,419) (4,500,000) (2,726,974) (5,200,000) (2,823,127) (3,745,000) (4,385,000)‐28.0% 17.1% Fund Balance Plus Reserves 2,064,638 812,275 3,633,247 812,275 4,381,381 1,917,461 1,917,461 136.1% 0.0% Undesignated Fund Balance, 12/31 2,064,638 812,275 3,633,247 812,275 4,381,381 1,917,461 1,917,461 136.1% 0.0% 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 City of Renton 2013‐2018 CIP Section 5. Previously water, wastewater and surface water capital improvement projects were reported in Fund 421. Budget by Fund - Enterprise 6 - 45 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Charges for Goods and Services 0 3,563,000 2,676,875 3,055,000 2,673,125 3,052,000 3,055,000 ‐0.1% 0.1% Interest and Other Earnings 625 113,500 512 97,500 4,120 98,500 97,000 1.0%‐1.5% Other Miscellaneous Revenues 41,735 0 0 0 0 0 0 N/A N/A Capital Contributions 685,536 0 0 0 106,728 99,500 98,000 100.0%‐1.5% Other Financing Sources 287,300 113,500 230,404 97,500 623,886 0 0 ‐100.0% N/A Transfer In 1,740,448 0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 2,755,643 3,790,000 2,907,791 3,250,000 3,407,859 3,250,000 3,250,000 0.0% 0.0% EXPENDITURES: Capital 3,596,862 3,790,000 2,383,613 3,250,000 2,098,432 3,250,000 3,250,000 0.0% 0.0% Transfer Out 0 0 0 0 500 0 0 N/A N/A TOTAL EXPENDITURES 3,596,862 3,790,000 2,383,613 3,250,000 2,098,932 3,250,000 3,250,000 0.0% 0.0% Fund Balance, January 1 841,219 0 0 ‐ 524,178 124,178 124,178 100.0% 0.0% Total New Revenue 2,755,643 3,790,000 2,907,791 3,250,000 3,407,859 3,250,000 3,250,000 0.0% 0.0% Total Committed Expenditures (3,596,862) (3,790,000) (2,383,613) (3,250,000) (2,098,932) (3,250,000) (3,250,000)0.0% 0.0% Fund Balance Plus Reserves (0)0 524,178 0 1,833,106 124,178 124,178 100.0% 0.0% Undesignated Fund Balance, 12/31 (0)0 524,178 0 1,833,106 124,178 124,178 100.0% 0.0% 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 City of Renton 2013‐2018 CIP Section 5. Previously water, wastewater and surface water capital improvement projects were reported in Fund 421. Budget by Fund - Enterprise 6 - 46 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 181,085 642,000 585,211 0 327,743 618,000 2,106,000 100.0% 240.8% Other Intergovernmental Revenues 362,874 196,000 0 175,000 264,183 800,000 2,050,000 357.1% 156.3% Charges for Goods and Services 0 2,482,000 2,482,000 3,010,000 3,010,000 1,561,000 5,155,000 ‐48.1% 230.2% Interest and Other Earnings 14,745 110,000 10,782 106,000 10,120 69,000 241,000 ‐34.9% 249.3% Other Miscellaneous Revenues 0 0 32 0 4,225 0 0 N/A N/A Capital Contributions 0 0 3,284 0 15,507 141,000 479,000 100.0% 239.7% Other Financing Sources 186,580 220,000 167,313 209,000 274,843 0 0 ‐100.0% N/A Transfer In 1,938,961 0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 2,684,244 3,650,000 3,248,622 3,500,000 3,906,621 3,189,000 10,031,000 ‐8.9% 214.6% EXPENDITURES: Capital 1,695,730 3,650,000 2,475,675 3,500,000 2,746,602 3,189,000 10,031,000 ‐8.9% 214.6% Transfer Out 710,774 0 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 2,406,504 3,650,000 2,475,675 3,500,000 2,746,602 3,189,000 10,031,000 ‐8.9% 214.6% Fund Balance, January 1 1,533,997 0 1,811,737 ‐ 2,584,684 669,630 669,630 100.0% 0.0% Total New Revenue 2,684,244 3,650,000 3,248,622 3,500,000 3,906,621 3,189,000 10,031,000 ‐8.9% 214.6% Total Committed Expenditures (2,406,504) (3,650,000) (2,475,675) (3,500,000) (2,746,602) (3,189,000) (10,031,000)‐8.9% 214.6% Fund Balance Plus Reserves 1,811,737 0 2,584,685 0 3,744,703 669,630 669,630 100.0% 0.0% Undesignated Fund Balance, 12/31 1,811,737 0 2,584,685 0 3,744,703 669,630 669,630 100.0% 0.0% Fund 427, Storm Water Utility Construction Fund This fund was created in 2006to 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 City of Renton 2013‐2018 CIP Section 5. Previously water, wastewater, and surface water capital improvement projects were reported in Fund 421. Budget by Fund - Enterprise 6 - 47 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Interest and Other Earnings 168 0 72 0 54 0 0 N/A N/A TOTAL RESOURCES 168 0 72 0 54 0 0 N/A N/A EXPENDITURES: TOTAL EXPENDITURES 0 0 0 0 0 0 0 N/A N/A Fund Balance, January 1 15,605 15,604 15,773 15,604 15,845 15,845 15,845 1.5% 0.0% Total New Revenue 168 0 72 0 54 0 0 N/A N/A Total Committed Expenditures 0 0 0 0 0 0 0 N/A N/A Fund Balance Plus Reserves 15,773 15,604 15,845 15,604 15,899 15,845 15,845 1.5% 0.0% Undesignated Fund Balance, 12/31 15,773 15,604 15,845 15,604 15,899 15,845 15,845 1.5% 0.0% Fund 471, Waterworks Rate Stabilization Fund Fund 471 was created in 2003. The purpose of this fund is to set aside net revenue for future strategic opportunities in establishing the waterworks infrastructure. Budget by Fund - Enterprise 6 - 48 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Other Licenses and Permits 3,991 69,093 87,015 102,290 104,340 150,000 150,000 46.6% 0.0% Federal/State Grants 986 0 164,687 0 67,248 0 0 N/A N/A Other Intergovernmental Revenues 0 0 150,281 0 1,915 0 0 N/A N/A Charges for Goods and Services 9,920,321 10,249,155 10,339,860 10,437,758 10,895,171 12,855,932 12,958,381 23.2% 0.8% Interest and Other Earnings 83,476 55,000 36,619 55,000 24,837 55,000 55,000 0.0% 0.0% Rents, Leases, and Concessions 8,469 0 9,314 0 1,963 0 0 N/A N/A Other Miscellaneous Revenues 2,462,250 2,057,431 2,306,902 1,902,312 1,911,807 0 0 ‐100.0% N/A Capital Contributions 102,261 0 9,421 0 0 0 0 N/A N/A Sale of General Fixed Assets 0 0 141,746 0 1,000 0 0 N/A N/A Transfer In 156,795 8,000 142,648 0 352,198 345,000 126,000 100.0%‐63.5% TOTAL RESOURCES 12,738,547 12,438,679 13,388,493 12,497,360 13,360,480 13,405,932 13,289,381 7.3%‐0.9% EXPENDITURES: Regular Salaries 3,667,791 3,795,197 3,843,138 3,909,164 3,760,889 3,747,933 3,766,527 ‐4.1% 0.5% Overtime 55,237 20,070 62,800 20,070 67,890 30,957 30,957 54.2% 0.0% Personnel Benefits 1,311,527 1,521,737 1,421,886 1,686,223 1,436,148 1,483,065 1,615,897 ‐12.0% 9.0% Part Time Salaries and Benefits 120,662 112,211 118,773 102,211 121,568 102,211 102,211 0.0% 0.0% Supplies/Small Tools and Equipment 1,951,085 1,572,489 1,971,268 1,572,489 1,997,839 1,995,271 2,029,078 26.9% 1.7% Professional Services 1,349,676 1,166,576 954,564 1,162,510 1,155,834 1,458,603 1,413,603 25.5%‐3.1% Communication 377,265 448,452 371,817 448,452 354,961 428,554 428,554 ‐4.4% 0.0% Travel/Training 19,745 33,694 19,780 33,694 9,519 28,694 28,694 ‐14.8% 0.0% Advertising 82 0 0 0 84 0 0 N/A N/A Operating Rentals 197,307 210,596 145,871 210,596 94,197 104,348 12,596 ‐50.5%‐87.9% Utilities 748,131 801,110 923,255 833,907 745,779 874,315 895,345 4.8% 2.4% Repairs & Maintenance 197,951 60,586 197,928 60,586 188,241 84,086 84,086 38.8% 0.0% Miscellaneous 132,458 148,643 138,688 148,643 155,253 140,767 140,767 ‐5.3% 0.0% Intergovernmental Services / Taxes 1,683 0 13,828 0 2,106 0 0 N/A N/A Capital 1,412,245 2,945,371 3,274,383 2,041,395 3,748,939 2,643,897 1,994,897 29.5%‐24.5% Interfold Payments for Services 86,491 86,003 86,048 84,891 120,445 86,895 90,713 2.4% 4.4% Transfer Out 0 0 523 0 65,843 0 0 N/A N/A TOTAL EXPENDITURES 11,629,337 12,922,735 13,544,548 12,314,832 14,025,536 13,209,596 12,633,925 7.3%‐4.4% Fund Balance, January 1 6,444,323 6,476,704 7,553,532 5,992,648 7,397,477 4,704,575 4,900,912 ‐21.5% 4.2% Total New Revenue 12,738,547 12,438,679 13,388,493 12,497,360 13,360,480 13,405,932 13,289,381 7.3%‐0.9% Total Committed Expenditures (11,629,337) (12,922,735) (13,544,548) (12,314,832) (14,025,536) (13,209,596) (12,633,925)7.3%‐4.4% Fund Balance Plus Reserves 7,553,533 5,992,648 7,397,478 6,175,176 6,732,421 4,900,912 5,556,369 ‐20.6% 13.4% Replacement Reserves 6,723,047 4,726,028 6,408,428 4,965,748 4,985,313 3,896,743 4,532,704 ‐21.5% 16.3% Operating Reserves 519,225 528,636 547,692 542,599 594,160 596,787 602,258 10.0% 0.9% Undesignated Fund Balance, 12/31 311,261 737,985 441,358 666,830 1,152,948 407,382 421,407 ‐38.9% 3.4% Funds 501, 503, 504, 505 Internal Service Fund Summary Summary of Fund 501 Equipment Repair and Replacement, Fund 503 Information Technology, Fund 504 Facilities, and 505 Communications for reporting purposes. Refer to the separate operating and capital improvement fund tables for further detail. Budget by Fund - Internal Service 6 - 49 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 0 0 116,543 0 747 0 0 N/A N/A Other Intergovernmental Revenues 0000000N/A N/A Charges for Goods and Services 2,147,415 2,042,770 2,232,773 2,070,381 2,638,082 3,934,724 4,113,809 90.0% 4.6% Interest and Other Earnings 60,470 50,000 24,090 50,000 14,934 50,000 50,000 0.0% 0.0% Rents, Leases, and Concessions 1,269 0 2,114 0 0 0 0 N/A N/A Other Miscellaneous Revenues 1,461,578 1,118,631 1,365,250 959,512 960,428 0 0 ‐100.0% N/A Capital Contributions 102,261 0 9,421 0 0 0 0 N/A N/A Sale of General Fixed Assets 0 0 141,746 0 1,000 0 0 N/A N/A Transfer In 6,805 0 23,526 0 228,043 185,000 126,000 100.0%‐31.9% TOTAL RESOURCES 3,779,797 3,211,401 3,915,464 3,079,893 3,843,235 4,169,724 4,289,809 35.4% 2.9% EXPENDITURES: Regular Salaries 610,009 615,353 616,276 628,856 619,694 634,345 635,240 0.9% 0.1% Overtime 16,886 957 16,712 957 18,002 957 957 0.0% 0.0% Personnel Benefits 251,621 270,668 256,844 298,899 264,611 270,733 294,490 ‐9.4% 8.8% Part Time Salaries and Benefits 0 11,684 0 11,684 0 11,684 11,684 0.0% 0.0% Supplies/Small Tools and Equipment 1,245,063 1,046,764 1,366,090 1,046,764 1,473,428 1,531,846 1,599,653 46.3% 4.4% Professional Services 19,500 0 7,811 0 3,967 0 0 N/A N/A Communication 98 328 115 328 29 328 328 0.0% 0.0% Travel/Training 4,506 6,658 6,991 6,658 728 6,658 6,658 0.0% 0.0% Advertising 82 0 0 0 84 0 0 N/A N/A Operating Rentals 1,903 5,618 2,309 5,618 4,197 5,618 5,618 0.0% 0.0% Utilities 964 2,185 1,134 2,185 1,319 2,185 2,185 0.0% 0.0% Repairs & Maintenance 81,263 8,843 86,632 8,843 86,851 8,843 8,843 0.0% 0.0% Miscellaneous 5,865 6,034 9,462 6,034 10,979 6,034 6,034 0.0% 0.0% Intergovernmental Services / Taxes 31 0 12,010 0 258 0 0 N/A N/A Capital 826,329 1,207,000 2,038,631 505,000 2,306,678 1,525,000 1,076,000 202.0%‐29.4% Interfund Payments for Services 15,967 13,175 13,175 13,330 38,443 9,700 7,942 ‐27.2%‐18.1% Transfer Out 0 0 0 0 65,843 0 0 N/A N/A TOTAL EXPENDITURES 3,080,089 3,195,267 4,434,195 2,535,156 4,895,110 4,013,931 3,655,632 58.3%‐8.9% Fund Balance, January 1 4,593,399 4,810,713 5,293,107 4,826,847 4,774,376 3,986,142 4,141,935 ‐17.4% 3.9% Total New Revenue 3,779,797 3,211,401 3,915,464 3,079,893 3,843,235 4,169,724 4,289,809 35.4% 2.9% Total Committed Expenditures (3,080,089) (3,195,267) (4,434,195) (2,535,156) (4,895,110) (4,013,931) (3,655,632)58.3%‐8.9% Fund Balance Plus Reserves 5,293,107 4,826,847 4,774,376 5,371,584 3,722,501 4,141,935 4,776,112 ‐22.9% 15.3% Replacement Reserves 5,067,731 4,628,020 4,534,820 5,168,568 3,463,657 3,893,042 4,518,149 ‐24.7% 16.1% Operating Reserves 225,376 198,827 239,556 203,016 258,843 248,893 257,963 22.6% 3.6% Undesignated Fund Balance, 12/31 0 0 0 0 0 0 0 N/A N/A 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. Budget by Fund - Internal Service 6 - 50 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Other Licenses and Permits 3,991 69,093 87,015 102,290 104,340 150,000 150,000 46.6% 0.0% Federal/State Grants 986 0 48,144 0 66,501 0 0 N/A N/A Charges for Goods and Services 2,719,020 3,016,771 3,021,487 3,068,083 3,076,298 3,927,323 3,855,222 28.0%‐1.8% Interest and Other Earnings 19,647 5,000 10,369 5,000 7,099 5,000 5,000 0.0% 0.0% Other Miscellaneous Revenues 996,877 938,800 940,178 942,800 943,010 0 0 ‐100.0% N/A Transfer In 0 0 119,122 0 73,590 0 0 N/A N/A TOTAL RESOURCES 3,740,520 4,029,664 4,226,314 4,118,173 4,270,839 4,082,323 4,010,222 ‐0.9%‐1.8% EXPENDITURES: Regular Salaries 1,141,067 1,245,195 1,291,751 1,289,286 1,353,993 1,217,002 1,222,494 ‐5.6% 0.5% Overtime 23,448 9,113 30,370 9,113 28,922 20,000 20,000 119.5% 0.0% Personnel Benefits 329,615 461,204 407,485 510,920 458,654 418,240 455,757 ‐18.1% 9.0% Part Time Salaries and Benefits 52,690 48,263 46,311 48,263 32,387 48,263 48,263 0.0% 0.0% Supplies/Small Tools and Equipment 391,520 328,825 309,084 328,825 270,017 266,525 232,525 ‐18.9%‐12.8% Professional Services 650,126 791,423 666,089 795,357 900,995 1,091,450 1,046,450 37.2%‐4.1% Communication 236,263 295,185 238,216 295,185 212,530 275,287 275,287 ‐6.7% 0.0% Travel/Training 13,763 24,172 11,735 24,172 8,167 19,172 19,172 ‐20.7% 0.0% Repairs & Maintenance 33,625 18,000 6,780 18,000 4,934 38,000 38,000 111.1% 0.0% Miscellaneous 66,376 76,710 73,517 76,710 82,566 85,000 85,000 10.8% 0.0% Intergovernmental Services / Taxes 00180000N/A N/A Capital 500,794 1,215,371 912,382 1,013,395 1,242,446 600,020 560,020 ‐40.8%‐6.7% TOTAL EXPENDITURES 3,439,286 4,513,461 3,993,736 4,409,226 4,595,610 4,078,959 4,002,968 ‐7.5%‐1.9% Fund Balance, January 1 1,647,931 911,613 1,949,165 427,816 2,181,743 348,230 351,595 ‐18.6% 1.0% Total New Revenue 3,740,520 4,029,664 4,226,314 4,118,173 4,270,839 4,082,323 4,010,222 ‐0.9%‐1.8% Total Committed Expenditures (3,439,286) (4,513,461) (3,993,736) (4,409,226) (4,595,610) (4,078,959) (4,002,968)‐7.5%‐1.9% Fund Balance Plus Reserves 1,949,165 427,816 2,181,743 136,763 1,856,972 351,595 358,850 157.1% 2.1% Replacement Reserves 1,655,316 98,007 1,873,607 (202,820) 1,521,655 3,701 14,555 ‐101.8% 293.3% Operating Reserves 293,849 329,809 308,135 339,583 335,316 347,894 344,295 2.4%‐1.0% Undesignated Fund Balance, 12/31 0 0 0 0 0 0 0 N/A N/A Fund 503, Information Technology Fund Fund 503 is an internal service fund which was created in 2006 for the purpose of identifying communication and data support to meet departmental function and record keeping, and supply technical support services to all data/voice system users in the City. Expenses are paid by the Information Technology 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. Budget by Fund - Internal Service 6 - 51 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Other Intergovernmental Revenues 0 0 150,281 0 1,915 0 0 N/A N/A Charges for Goods and Services 4,176,217 4,235,673 4,116,996 4,324,987 4,173,513 4,116,112 4,092,976 ‐4.8%‐0.6% Interest and Other Earnings 2,404 0 1,656 0 2,094 0 0 N/A N/A Rents, Leases, and Concessions 7,200 0 7,200 0 1,963 0 0 N/A N/A Other Miscellaneous Revenues 3,795 0 1,453 0 8,222 0 0 N/A N/A Transfer In 149,990 8,000 0 0 50,565 160,000 0 100.0%‐100.0% TOTAL RESOURCES 4,339,606 4,243,673 4,277,586 4,324,987 4,238,272 4,276,112 4,092,976 ‐1.1%‐4.3% EXPENDITURES: Regular Salaries 1,455,551 1,471,835 1,469,028 1,514,871 1,363,262 1,460,946 1,468,436 ‐3.6% 0.5% Overtime 12,626 10,000 8,685 10,000 12,290 10,000 10,000 0.0% 0.0% Personnel Benefits 570,284 615,417 593,176 682,055 567,504 645,314 703,010 ‐5.4% 8.9% Part Time Salaries and Benefits 64,856 52,264 72,360 42,264 89,181 42,264 42,264 0.0% 0.0% Supplies/Small Tools and Equipment 268,532 126,468 243,709 126,468 210,993 126,468 126,468 0.0% 0.0% Professional Services 662,892 355,153 262,917 347,153 233,318 347,153 347,153 0.0% 0.0% Communication 0 0 55 0 0 0 0 N/A N/A Travel/Training 86 1,000 324 1,000 415 1,000 1,000 0.0% 0.0% Operating Rentals 195,404 204,978 143,562 204,978 90,000 98,730 6,978 ‐51.8%‐92.9% Utilities 747,167 798,925 922,120 831,722 744,460 872,130 893,160 4.9% 2.4% Repairs & Maintenance 83,063 28,743 104,486 28,743 96,434 32,243 32,243 12.2% 0.0% Miscellaneous 5,357 1,224 4,983 1,224 3,599 1,224 1,224 0.0% 0.0% Intergovernmental Services / Taxes 1,653 0 1,800 0 1,847 0 0 N/A N/A Capital 55,713 523,000 323,370 523,000 199,816 518,877 358,877 ‐0.8%‐30.8% Interfund Payments for Services 66,550 67,254 67,299 65,956 75,918 74,173 79,641 12.5% 7.4% Transfer Out 0 0 523 0 0 0 0 N/A N/A TOTAL EXPENDITURES 4,189,735 4,256,261 4,218,394 4,379,434 3,689,038 4,230,522 4,070,454 ‐3.4%‐3.8% Fund Balance, January 1 91,175 470,449 241,046 457,861 300,238 245,791 291,381 ‐46.3% 18.5% Total New Revenue 4,339,606 4,243,673 4,277,586 4,324,987 4,238,272 4,276,112 4,092,976 ‐1.1%‐4.3% Total Committed Expenditures (4,189,735) (4,256,261) (4,218,394) (4,379,434) (3,689,038) (4,230,522) (4,070,454)‐3.4%‐3.8% Fund Balance Plus Reserves 241,047 457,861 300,238 403,414 849,471 291,381 313,903 ‐27.8% 7.7% Undesignated Fund Balance, 12/31 241,047 457,861 300,238 403,414 849,471 291,381 313,903 ‐27.8% 7.7% 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 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. Budget by Fund - Internal Service 6 - 52 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Charges for Goods and Services 877,669 953,941 968,604 974,307 1,007,279 877,773 896,374 ‐9.9% 2.1% Interest and Other Earnings 955 0 504 0 710 0 0 N/A N/A Other Miscellaneous Revenues 0 0 21 0 146 0 0 N/A N/A TOTAL RESOURCES 878,623 953,941 969,129 974,307 1,008,135 877,773 896,374 ‐9.9% 2.1% EXPENDITURES: Regular Salaries 461,163 462,814 466,083 476,151 423,941 435,640 440,357 ‐8.5% 1.1% Overtime 2,277 0 7,033 0 8,676 0 0 N/A N/A Personnel Benefits 160,006 174,448 164,382 194,349 145,379 148,778 162,640 ‐23.4% 9.3% Part Time Salaries and Benefits 3,117 0 102 0 0 0 0 N/A N/A Supplies/Small Tools and Equipment 45,970 70,432 52,385 70,432 43,402 70,432 70,432 0.0% 0.0% Professional Services 17,157 20,000 17,747 20,000 17,554 20,000 20,000 0.0% 0.0% Communication 140,905 152,939 133,431 152,939 142,403 152,939 152,939 0.0% 0.0% Travel/Training 1,390 1,864 730 1,864 209 1,864 1,864 0.0% 0.0% Repairs & Maintenance 0 5,000 30 5,000 22 5,000 5,000 0.0% 0.0% Miscellaneous 54,860 64,675 50,725 64,675 58,109 48,509 48,509 ‐25.0% 0.0% Intergovernmental Services / Taxes 0000000N/A N/A Capital 29,408 0 0 0 0 0 0 N/A N/A Interfund Payments for Services 3,974 5,574 5,574 5,605 6,083 3,022 3,130 ‐46.1% 3.6% TOTAL EXPENDITURES 920,227 957,746 898,223 991,015 845,778 886,184 904,871 ‐10.6% 2.1% Fund Balance, January 1 111,818 283,929 70,214 280,124 141,120 124,412 116,001 ‐55.6%‐6.8% Total New Revenue 878,623 953,941 969,129 974,307 1,008,135 877,773 896,374 ‐9.9% 2.1% Total Committed Expenditures (920,227) (957,746) (898,223) (991,015) (845,778) (886,184) (904,871)‐10.6% 2.1% Fund Balance Plus Reserves 70,214 280,124 141,121 263,416 303,477 116,001 107,504 ‐56.0%‐7.3% Undesignated Fund Balance, 12/31 70,214 280,124 141,121 263,416 303,477 116,001 107,504 ‐56.0%‐7.3% 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. Budget by Fund - Internal Service 6 - 53 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 0 0 37,673 0 43,637 0 0 N/A N/A Charges for Goods and Services 0 0 0 0 0 3,113,512 3,143,812 100.0% 1.0% Interest and Other Earnings 168,914 147,101 82,316 147,484 68,344 147,101 147,484 ‐0.3% 0.3% Other Miscellaneous Revenues 16,230,257 16,515,524 17,028,249 17,290,017 16,864,496 10,967,947 13,337,385 ‐36.6% 21.6% Other Financing Sources 0 0 0 0 0 550,252 550,250 100.0% 0.0% TOTAL RESOURCES 16,399,171 16,662,625 17,148,238 17,437,501 16,976,477 14,778,812 17,178,931 ‐15.2% 16.2% EXPENDITURES: Regular Salaries 277,591 344,943 340,641 353,286 336,910 353,229 362,449 0.0% 2.6% Personnel Benefits 65,676 97,968 106,501 110,275 114,247 128,111 141,268 16.2% 10.3% City Personnel Benefits 11,413,641 13,487,200 11,358,610 14,519,957 12,540,693 12,893,660 14,031,560 ‐11.2% 8.8% Supplies/Small Tools and Equipment 2,314 4,000 12,006 4,000 4,818 14,456 14,456 261.4% 0.0% Professional Services 791,992 871,647 819,329 881,928 730,597 880,304 890,585 ‐0.2% 1.2% Travel/Training 1,506 2,040 21,312 2,040 6,451 22,040 22,040 980.4% 0.0% Insurance 1,232,284 1,281,522 1,486,963 1,281,522 1,155,073 1,341,491 1,363,969 4.7% 1.7% Miscellaneous 1,092 4,652 1,925 4,652 1,837 3,142 3,142 ‐32.5% 0.0% Intergovernmental Services / Taxes 2,553 3,500 2,553 3,500 2,553 3,500 3,500 0.0% 0.0% Debt Service 0 0 0 0 1,716,067 0 0 N/A N/A Interfund Payments for Services 0 27,520 27,520 28,232 29,020 58,318 61,010 106.6% 4.6% Resale Purchases 0 1 2 3 5 6 7 100.0% 16.7% Transfer Out 0 275,000 0 0 204,000 0 0 N/A N/A TOTAL EXPENDITURES 13,788,650 16,399,992 14,177,361 17,189,391 16,842,267 15,698,251 16,893,979 ‐8.7% 7.6% Fund Balance, January 1 13,652,434 11,950,350 16,262,955 12,212,983 19,233,832 17,561,875 16,642,436 43.8%‐5.2% Total New Revenue 16,399,171 16,662,625 17,148,238 17,437,501 16,976,477 14,778,812 17,178,931 ‐15.2% 16.2% Total Committed Expenditures (13,788,650) (16,399,992) (14,177,361) (17,189,391) (16,842,267) (15,698,251) (16,893,979)‐8.7% 7.6% Fund Balance Plus Reserves 16,262,955 12,212,983 19,233,832 12,461,093 19,368,042 16,642,436 16,927,388 33.6% 1.7% South Renton Reserve 275,000 0 275,000 0 275,000 275,000 275,000 100.0% 0.0% Healthcare IBNR*3,070,576 3,692,831 3,211,108 4,038,444 3,514,173 3,604,814 3,951,323 ‐10.7% 9.6% Operating Reserves 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 0.0% 0.0% Undesignated Fund Balance, 12/31 7,917,379 3,520,152 10,747,724 3,422,649 10,578,869 7,762,622 7,701,064 126.8%‐0.8% *IBNR percentages are different for each fund, see individual funds for details. 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 LEOFF1 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 LEOFF1 Retirees healthcare related items. Budget by Fund - Internal Service 6 - 54 2010 2011 2011 2012 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Adj Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Charges for Goods and Services 0 0 0 0 0 0 3,113,512 3,143,812 100.0% 1.0% Interest and Other Earnings 71,189 50,000 28,652 50,000 50,000 22,098 50,000 50,000 0.0% 0.0% Other Miscellaneous Revenues 3,761,064 3,128,883 3,028,201 3,137,593 3,137,593 3,008,395 00‐100.0%N/A Other Financing Sources 0 0 0 0 0 0 550,252 550,250 100.0% 0.0% TOTAL RESOURCES 3,832,253 3,178,883 3,056,853 3,187,593 3,187,593 3,030,493 3,713,764 3,744,062 16.5% 0.8% EXPENDITURES: Regular Salaries 164,395 192,791 192,776 197,441 197,441 179,217 191,254 196,211 ‐3.1% 2.6% Personnel Benefits 42,720 54,603 52,693 61,468 61,468 53,495 64,705 71,267 5.3% 10.1% City Personnel Benefits 1,374,638 1,062,541 973,202 962,541 962,541 1,046,842 995,908 1,001,933 3.5% 0.6% Supplies/Small Tools and Equipment 2,314 4,000 4,837 4,000 6,956 326 6,956 6,956 73.9% 0.0% Professional Services 362,789 418,415 393,023 418,415 396,969 300,277 434,572 434,572 3.9% 0.0% Travel/Training 1,506 2,040 21,312 2,040 22,040 6,201 22,040 22,040 980.4% 0.0% Insurance 1,232,284 1,281,522 1,486,963 1,281,522 1,281,522 1,155,073 1,341,491 1,363,969 4.7% 1.7% Miscellaneous 1,092 2,652 1,633 2,652 1,142 1,837 1,142 1,142 ‐56.9% 0.0% Debt Service 0 0 0 0 1,716,067 1,716,067 00N/A N/A Interfund Payments for Services 0 0 0 0 0 788 0 0 N/A N/A Transfer Out 0 275,000 0 0 204,000 204,000 00N/A N/A TOTAL EXPENDITURES 3,181,738 3,293,564 3,126,440 2,930,079 4,850,146 4,664,123 3,058,068 3,098,090 4.4% 1.3% Fund Balance, January 1 6,039,509 5,156,987 6,690,024 5,042,306 6,620,437 6,620,437 4,957,884 5,613,580 ‐1.7% 13.2% Total New Revenue 3,832,253 3,178,883 3,056,853 3,187,593 3,187,593 3,030,493 3,713,764 3,744,062 16.5% 0.8% Total Committed Expenditures (3,181,738)(3,293,564)(3,126,440)(2,930,079)(4,850,146)(4,664,123)(3,058,068)(3,098,090)4.4% 1.3% Fund Balance Plus Reserves 6,690,023 5,042,306 6,620,437 5,299,820 4,957,884 4,986,807 5,613,580 6,259,552 5.9% 11.5% South Renton Reserve 275,000 0 275,000 0 275,000 275,000 275,000 275,000 100.0% 0.0% Operating Reserves 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 0.0% 0.0% Undesignated Fund Balance, 12/31 1,415,023 42,306 1,345,437 299,820 (317,116) (288,193) 338,580 984,552 12.9% 190.8% 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, 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. Budget by Fund - Internal Service 6 - 55 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Interest and Other Earnings 63,871 92,101 31,584 92,484 25,805 92,101 92,484 ‐0.4% 0.4% Other Miscellaneous Revenues 10,968,615 11,155,957 11,040,741 11,921,740 11,648,278 9,237,263 11,606,701 ‐22.5% 25.7% TOTAL RESOURCES 11,032,486 11,248,058 11,072,324 12,014,224 11,674,083 9,329,364 11,699,185 ‐22.3% 25.4% EXPENDITURES: Regular Salaries 98,236 136,914 133,199 140,234 142,088 145,941 149,777 4.1% 2.6% Personnel Benefits 20,056 40,009 49,475 44,982 55,758 58,066 64,119 29.1% 10.4% City Personnel Benefits 9,120,692 10,227,549 9,540,202 11,360,306 10,286,499 10,227,549 11,360,306 ‐10.0% 11.1% Supplies/Small Tools and Equipment 0 0 7,169 0 4,492 7,500 7,500 100.0% 0.0% Professional Services 381,506 407,204 379,812 417,485 389,137 399,704 409,985 ‐4.3% 2.6% Travel/Training 0 0 0 0 250 0 0 N/A N/A Miscellaneous 0 2,000 292 2,000 0 2,000 2,000 0.0% 0.0% Intergovernmental Services / Taxes 2,553 3,500 2,553 3,500 2,553 3,500 3,500 0.0% 0.0% Interfund Payments for Services 0 27,520 27,520 28,232 28,232 58,318 61,010 106.6% 4.6% TOTAL EXPENDITURES 9,623,044 10,844,696 10,140,222 11,996,739 10,909,009 10,902,577 12,058,197 ‐9.1% 10.6% Fund Balance, January 1 4,792,452 3,986,112 6,201,894 4,389,474 7,133,996 7,151,481 5,578,268 62.9%‐22.0% Total New Revenue 11,032,486 11,248,058 11,072,324 12,014,224 11,674,083 9,329,364 11,699,185 ‐22.3% 25.4% Total Committed Expenditures (9,623,044) (10,844,696) (10,140,222) (11,996,739) (10,909,009) (10,902,577) (12,058,197)‐9.1% 10.6% Fund Balance Plus Reserves 6,201,894 4,389,474 7,133,996 4,406,959 7,899,070 5,578,268 5,219,256 26.6%‐6.4% Healthcare IBNR*2,886,913 3,253,409 3,042,067 3,599,022 3,272,703 3,270,773 3,617,459 ‐9.1% 10.6% Undesignated Fund Balance, 12/31 3,314,981 1,136,065 4,091,930 807,937 4,626,368 2,307,495 1,601,797 185.6%‐30.6% *IBNR is calculated at 30% 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 LEOFF1 Retirees healthcare related items. Budget by Fund - Internal Service 6 - 56 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Federal/State Grants 0 0 37,673 0 43,637 0 0 N/A N/A Interest and Other Earnings 33,854 5,000 22,080 5,000 20,441 5,000 5,000 0.0% 0.0% Other Miscellaneous Revenues 1,500,578 2,230,684 2,959,308 2,230,684 2,207,823 1,730,684 1,730,684 ‐22.4% 0.0% TOTAL RESOURCES 1,534,432 2,235,684 3,019,061 2,235,684 2,271,901 1,735,684 1,735,684 ‐22.4% 0.0% EXPENDITURES: Regular Salaries 14,960 15,237 14,666 15,611 15,606 16,034 16,461 2.7% 2.7% Personnel Benefits 2,900 3,356 4,333 3,825 4,994 5,340 5,883 39.6% 10.2% City Personnel Benefits 918,312 2,197,110 845,206 2,197,110 1,207,352 1,670,203 1,669,321 ‐24.0%‐0.1% Professional Services 47,696 46,028 46,494 46,028 41,183 46,028 46,028 0.0% 0.0% TOTAL EXPENDITURES 983,868 2,261,732 910,699 2,262,573 1,269,135 1,737,606 1,737,692 ‐23.2% 0.0% Fund Balance, January 1 2,820,473 2,807,251 3,371,037 2,781,203 5,479,399 5,452,510 5,450,588 96.0% 0.0% Total New Revenue 1,534,432 2,235,684 3,019,061 2,235,684 2,271,901 1,735,684 1,735,684 ‐22.4% 0.0% Total Committed Expenditures (983,868) (2,261,732) (910,699) (2,262,573) (1,269,135) (1,737,606) (1,737,692)‐23.2% 0.0% Fund Balance Plus Reserves 3,371,037 2,781,203 5,479,399 2,754,314 6,482,165 5,450,588 5,448,580 97.9% 0.0% Healthcare IBNR*183,662 439,422 169,041 439,422 241,470 334,041 333,864 ‐24.0%‐0.1% Undesignated Fund Balance, 12/31 3,187,375 2,341,781 5,310,357 2,314,892 6,240,694 5,116,548 5,114,715 121.0% 0.0% *IBNR is calculated at 20% Fund 522, LEOFF1 Retirees Healthcare Insurance Fund Fund 522 was created in 2004 for the purpose of identifying LEOFF1 Retirees Healthcare Insurance revenue and expenditures. Previously, all active and LEOFF1 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 LEOFF1 Retirees healthcare related items. Budget by Fund - Internal Service 6 - 57 This page is intentionally left blank Budget by Fund - Internal Service 6 - 58 2010 2011 2011 2012 2012 2013 2014 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2012‐2013 2013‐2014 REVENUE: Other Intergovernmental Revenues 112,686 100,000 115,054 100,000 119,668 100,000 100,000 0.0% 0.0% Interest and Other Earnings 206,045 200,000 269,981 200,000 285,038 200,000 200,000 0.0% 0.0% TOTAL RESOURCES 318,731 300,000 385,035 300,000 404,706 300,000 300,000 0.0% 0.0% EXPENDITURES: Personnel Benefits 359,681 525,000 280,888 525,000 225,506 225,000 225,000 ‐57.1% 0.0% Supplies/Small Tools and Equipment 469 475 412 475 327 475 475 0.0% 0.0% Professional Services 0 15,000 8,350 0 0 15,000 0 100.0%‐100.0% Interfund Payments for Services 5,149 25,000 3,938 25,000 566 0 0 ‐100.0% N/A TOTAL EXPENDITURES 365,300 565,475 293,587 550,475 226,399 240,475 225,475 ‐56.3%‐6.2% Fund Balance, January 1 4,332,817 4,082,340 4,286,248 3,816,865 4,377,696 4,127,221 4,186,746 8.1% 1.4% Total New Revenue 318,731 300,000 385,035 300,000 404,706 300,000 300,000 0.0% 0.0% Total Committed Expenditures (365,300) (565,475) (293,587) (550,475) (226,399) (240,475) (225,475)‐56.3%‐6.2% Fund Balance Plus Reserves 4,286,248 3,816,865 4,377,696 3,566,390 4,556,003 4,186,746 4,261,271 17.4% 1.8% Undesignated Fund Balance, 12/31 4,286,248 3,816,865 4,377,696 3,566,390 4,556,003 4,186,746 4,261,271 17.4% 1.8% 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. Budget by Fund - Investment Trust 6 - 59 This page is intentionally left blank Budget by Fund - Investment Trust 6 - 60 7 APPENDIX General Information 7‐1 Largest Taxpayers/Principal Employers 7‐2 Full‐Time Employee Staffing 7‐3 Comparison of Taxes and Rates 7‐4 Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7‐5 Rates and Fees Schedule 7‐17 Budget Glossary 7‐39 General Information -- City of Renton, Washington DATE OF INCORPORATION ............................... September 6, 1901 FORM OF GOVERNMENT ....................................... Mayor - Council TYPE OF GOVERNMENT ..............................Non-Charter, Code City LOCATION................................................. 11 Miles South of Seattle LAND AREA........................................................ 23.96 Square Miles RANK IN SIZE WITHIN STATE WASHINGTON ................................ 8 RANK IN SIZE WITHIN KING COUNTY ........................................... 4 POPULATION (Official 4/1/12) ............................................. 93,910 2013 KING CO CERTIFICATION OF ASSESSED VALUATION For the 2013 Tax Roll Year ................................ $10,507,803,069 ELECTIONS: Number of Precincts ................................................................ 89 Number of Active Registered Voters (2011) ..................... 48,013 CITY EMPLOYEES (2013): Funded Full-Time Equivalents (FTE) ...................................... 668.78 (Excluding Intermittent Employees) PROPERTY TAX LEVY (2012): General Levy (Includes Fire Pension) ....................... $32,563,355 Special Levy (Excess) ................................................................ $0 TOTAL 2013 PROPERTY TAX LEVY ............................... $32,563,355 PROPERTY TAX RATES (2013): (Per $1,000 of Assessed Value) City of Renton - General Levy ......................................... $3.1000 City of Renton - Special Levy ............................................. 0.0000 TOTAL City of Renton Property Tax Rate .....................$3.1000 King County ...................................................................... 1.5405 Port of Seattle .................................................................. 0.2332 Hospital District #1 ........................................................... 0.5000 King County Library System .............................................. 0.5000 Renton School District #403 ............................................. 5.3576 State of Washington School Fund..................................... 2.5672 Emergency Medical Service .............................................. 0.3000 Ferry District ..................................................................... 0.0038 King County Flood District ................................................ 0.1321 TOTAL PROPERTY TAX RATES ........................................ $14.2345 Kent School District #415………………………………………………………………6.0282 Issaquah School District #411..…………………………………………………….4.7435 UTILITY TAX RATES (2013): Electricity, Gas (Utility and Use), and City Utilities (Water, Sewer, Storm Drain, and Solid Waste) ........................ 6% TV Cable, Telephone, and Cellular Phone ................................ 6% SALES TAX RATE (2013): State ..................................................................................... 6.5% King County Metro ............................................................... 0.6% King County Transportation .................................................. 0.1% King County Mental Health……………………………………………….0.1% Transit and Traffic Congestion (effective 4/1/01).................. 0.2% RTA (effective 4/1/09) .......................................................... 0.9% City of Renton Local Option ................................................. .1.0% King County Local Option - Criminal Justice .......................... 0.1% TOTAL SALES TAX RATE ....................................................... 9.5% OTHER TAXES (2013): Hotel/Motel Tax ................................................................... 1.0% Admission Tax (Theater and Other Events) .......................... 5.0% BUSINESS LICENSE FEE (2013): Minimum Fee ($45 Base Fee + 1FTE).............................. $110.00 Additional Fee/Worker Hour ............................................ $0.034 (FTE = $65 where 1 FTE = 1,920 work hours x hourly rate) ANNUAL ANIMAL LICENSE FEES (2013): (Special permanent license avail. for income qualifying senior citizens.) Dog and Cat, Altered ........................................................ $30.00 Dog and Cat, Un-Altered ................................................... $45.00 UTILITY RATES (2013): (Reduced rates are available for low income senior citizens and disabled persons.) WATER (Basic Service Charge, ¾’ Meter) .......... ….$16.76/month CITY WASTEWATER (Single Family Residence)….$26.33/month METRO WASTEWATER (Single Family Res.)………$40.95/month SURFACE WATER (Single Family Residence.)……$12.09/month GARBAGE RATES: (Residential, curbside) 1 cart (35 gal)/every other week ....................... ..$20.11/month Extra garbage (up to 15 gal) per unit …. ................ $3.74/pickup LICENSES & PERMITS (2012) Business Licenses (includes all businesses) ........................ 2,971 Employees working within Renton………………………………..47.523 Amusement Device (average) ................................................. 80 Animal Licenses (Dog and Cat) ......................................... 3,194 FIRE & EMERGENCY SERVICES PROTECTION: Number of Commissioned Fire & ES Personnel ..................... 140 Number of Non-Commissioned Personnel .............................. 16 Total Number of Fire & ES Personnel (2013 Budget) ............. 156 Number of Fire Stations (includes FD #25 and #40) ................... 6 Life Support Responses (2012) .......................................... 10,577 All Other Responses (2012) ................................................. 3,090 Total Number of Responses (2012) ................................... 13,667 POLICE PROTECTION: Number of Commissioned Police Personnel ....................... 121.5 Number of Non-Commissioned Police Personnel ................. 28.4 Total Number of Police Personnel (2013 Budget) ............... 149.9 Number of Calls for Service (2012) ................................... 67,906 PARKS & RECREATION (2012): Total Parks and Open Space Acreage .................................. 1,210 Number of Developed Parks and Playgrounds ......................... 32 Major Facilities: Liberty Park Cedar River Trail Cedar River Park Carco Theatre Cedar River Off-Leash Dog Park Renton Senior Activity Center Renton Community Center Gene Coulon Memorial Beach Park (Lake Washington) Maplewood Golf Course STREETS (2012): Street Center Line Miles ...................................................... 266.1 Lane Miles ........................................................................... 618.0 Alleys ................................................................................... 11.40 Confirmed Sign Locations ................................................ ..10,740 Number of Street Lights …………………… ………………………………4,172 Number of signalized intersections (2010)………………………..…129 UTILITIES (2012): WATER UTILITY: Total Water Customers ..................................................... 17,734 Gallons of Water Produced .................................. 2,410,995,886 Number of Fire Hydrants .................................................... 3,655 Miles of Water Main .............................................................. 306 WASTEWATER UTILITY: Total Sanitary Wastewater Customers ............................. 17,347 Miles of Gravity Sewer and Force Main ........................... 219.93 SURFACE WATER UTILITY: Number of Accounts ........................................................ 22,258 Miles of Storm Water (2011) ........................................... 276.13 SOLID WASTE UTILITY (Contracted Services) Total Accounts .................................................................. 18,434 AIRPORT (2012): Area in acres .......................................................................... 167 Feet of Asphalt/Concrete Runway ...................................... 5,382 Total Operations .............................................................. 93,406 Appendix - General Information 7 - 1 Largest Taxpayers ‐ 2011 Taxpayer Type of Business Real & Personal Property AV Percentage of AV 1 Boeing Aircraft Manufacturing 765,951,604 6.67% 2 Paccar Heavy Duty Truck Manufacturing 83,847,100 0.73% 3 Puget Sound Energy‐Elec/Gas Electric/Gas Utility 76,550,185 0.67% 4 Transwestern Harvest Lakeshore Commercial Property Owners 69,486,249 0.61% 5 Renton Properties LLC Real Estate 52,108,900 0.45% 6 Fred Meyer Stores Inc Warehouse Clubs and Supercenters 44,300,759 0.39% 7 Axis Grand Holdings Real Estate 41,166,000 0.36% 8 Providence Health HMO Medical Centers 38,786,186 0.34% 9 ECI Two WTC LLC (WTCTPI LLC) Commercial Property Owners 37,194,900 0.32% 10 Renton Acquisition LLC (Walton Renton Investors III) Real Estate 30,713,800 0.27% Total Assessed Valuation‐ Largest Taxpayers 1,240,105,683 10.80% Total Assessed Valuation‐ All Others 10,240,360,678 89.20% Total Assessed Valuation 11,480,466,361 100.00% Source: King County Department of Assessment, both real and personal property assessment where applicable. Principal Employers ‐ 2012 Principal Employers Type of Business Full‐Time Equivalent Employees % of Total Employment 1 Boeing Company Aerospace & Computer Services 14,428 30.36% 2 Valley Medical Center Medical Services 2,267 4.77% 3 Renton School District Public Education 1,779 3.74% 4 Federal Aviation Administration Federal Government 1,480 3.11% 5 Paccar Inc Heavy Manufacturing 1,290 2.71% 6 Providence WA Regional HMO Medical Centers 1,093 2.30% 7 City of Renton City Government 722 1.52% 8 Providence Health & Services Nursing Care Facilities 476 1.00% 9 Puget Sound Educational Services District #121 Administration of Education 364 0.77% 10 Convergent Outsourcing Inc Revenue Management Services 345 0.73% Total number of Employees ‐ Principal Employers 24,244 51.02% Total number of Employees ‐ All Other Employers 23,279 48.98% Total Employees working within Renton 47,523 100.00% Source: City of Renton Business License Records and individual inquiry where applicable. Appendix - Largest Taxpayers/Principal Employers 7 - 2 Full‐Time Employee Staffing City of Renton Full‐Time Employee (FTE) Staffing levels per 1,000 Renton Citizens The graph below represents the number of regular full time employees (FTE) working for the City of Renton, as well as the number of employees per every 1,000 Renton citizens. The number of FTEs has increased 11 percent between 2003 and 2013 and 9 percent between 2004 and 2014, while the population grew 74 percent and 75 percent during the same time periods. The number of FTEs per 1,000 Renton citizens remained fairly constant until 2008. The high was in 2003 & 2004 at 11 FTE per 1000 citizens 0.00 2.00 4.00 6.00 8.00 10.00 12.00 0 20,000 40,000 60,000 80,000 100,000 120,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Em p l o y e e s pe r 1, 0 0 0 Po p u l a t i o n Po p u l a t i o n Total Population of Renton Employees per 1,000 Population Regular Employees per Total Population Year FTE's 1,000 Population of Renton 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 20081 752.5 9.32 80,708 2009 761.2 9.10 83,650 2010 698.5 7.68 90,927 2011 693.1 7.49 92,590 2012 695.2 7.40 93,910 20132 668.7 7.01 95,319 20142 666.9 6.89 96,748 Source Population: State of Washington Office of Financial Management All other information: City of Renton Finance Department 12008 Population includes Benson Hill Annexation 22013 and 2014 Population estimates are based on a 1.5% growth rate Appendix - Full-Time Employee Staffing 7 - 3Appendix - Full-Time Employee Staffing 7 - 3 Monthly Renton's Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila Population1 4 93,910 63,390 124,600 119,100 55,360 616,500 19,080 Typical Taxes & Fees City Property Tax2 2 61.48 35.53 44.17 30.50 57.01 98.29 50.79 Library and Fire District Taxes/fees2,3 59.92 50.05 18.79 48.21 16.50 ‐ 8.50 Utility Taxes4 3 31.44 28.59 28.93 35.36 28.74 47.64 25.83 Utility Rates Water (750 CF)5 6 36.96 35.11 43.59 42.78 37.90 49.48 37.75 Wt t 6 2 26 33 21 02 23 86 17 27 13 10 47 59 23 10 Taxes, Fees, and Utilities Service Fees on a Typical Home ‐ 2013 $61.48 $35.53 $44.17 $30.50 $57.01 $98.29 $50.79 $31.44 $28.59 $28.93 $35.36 $28.74 $47.64 $25.83 $95.49 $99.83 $106.05 $90.48 $82.63 $160.02 $90.35 $9.92 $50.05 $18.79 $48.21 $16.50 $8.50 $198.33 $213.99 $197.95 $204.54 $184.88 $305.95 $175.48 Renton Auburn Bellevue Kent Redmond Seattle Tukwila 2013 Monthly Taxes and Fees City Property Tax Utility Taxes City Utilities Library and Fire District Taxes/Fees Wastewater6 2 26.33 21.02 23.86 17.27 13.10 47.59 23.10 Surface Water7 5 12.09 17.41 17.82 11.09 16.56 24.09 8.92 Solid Waste / Garbage8 5 20.11 26.29 20.78 19.34 15.07 38.86 20.58 5Rates 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 weighted. 6Rates for Bellevue 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. 7Rates are based on residential lot sizes between 2,000‐7,000 sq. ft. 8Waste Management provides services to Redmond, Auburn, Renton, and Tukwila. Allied Waste Services provides services to Bellevue, Kent, and Auburn. 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. Auburn uses two hauling companies to collect garbage; for comparison purposes, the jurisdiction's two rates were averaged. 1Populations estimates are based on 2012 and were provided by the Washington State Office of Financial Management. 2Based on 2013 levy rates and 2012 average home values provided by King County Department of Assessments. City portion only. 3Auburn includes tax & fee for fire service provided by Valley Regional Fire Authority. Kent includes tax & fee for fire service provided by Kent Fire Department Regional Fire Authority. Seattle is the only city that provides local library service. 4Based monthly comparison of utility rates. Includes Electric, Gas, Telephone/Cell Phone, Cable, Water, Wastewater, Surface Water, and Solid Waste Utilities. Appendix - Comparison of Taxes and Rates 7 - 4 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual e10 1030 Mayor (1)11,200 134,400 e09 1000 City Council Members (2)950 11,400 e08 8,600 103,200 9,036 108,432 9,493 113,916 9,972 119,664 10,476 125,712 e11 1020 Municipal Court Judge (Salary is effective from September 2010 ‐ August 2011 & is 95% of District Court Judge Salary) (6 11,219 134,628 m53 1035 Chief Administrative Officer (3) 11,284 135,408 11,857 142,284 12,456 149,472 13,085 157,020 13,740 164,880 m52 11,007 132,084 11,563 138,756 12,154 145,848 12,770 153,240 13,407 160,884 m51 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 13,085 157,020 m50 10,476 125,712 11,007 132,084 11,563 138,756 12,154 145,848 12,770 153,240 m49 1400 City Attorney (3)10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1102 Community Services Administrator (3) 10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1105 Community & Economic Development Adm10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1101 Finance/Information Technology Administr 10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1202 Fire/Emergency Services Administrator (3) 10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1104 Human Resources & Risk Mgmt Administra 10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1103 Public Works Administrator (3)10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 2013/2014 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES (Draft ‐ contracts still under negotiations) ELECTED OFFICIALS MANAGEMENT & SUPERVISORY (NON‐UNION) STEP A NON‐REPRESENTED STEP CSTEP DSTEP BSTEP E m49 1201 Police Chief (3) 10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m48 9,972 119,664 10,476 125,712 11,007 132,084 11,563 138,756 12,154 145,848 m47 9,731 116,772 10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 m46 9,493 113,916 9,972 119,664 10,476 125,712 11,007 132,084 11,563 138,756 m45 1106 Assistant Chief Administrative Officer (3) 9,261 111,132 9,731 116,772 10,222 122,664 10,739 128,868 11,284 135,408 m45 1540 Deputy Fire Chief (3)9,261 111,132 9,731 116,772 10,222 122,664 10,739 128,868 11,284 135,408 m45 1573 Deputy PW Administrator ‐ Transportation 9,261 111,132 9,731 116,772 10,222 122,664 10,739 128,868 11,284 135,408 m45 1535 Police Deputy Chief (4)9,261 111,132 9,731 116,772 10,222 122,664 10,739 128,868 11,284 135,408 m44 9,036 108,432 9,493 113,916 9,972 119,664 10,476 125,712 11,007 132,084 m43 8,815 105,780 9,261 111,132 9,731 116,772 10,222 122,664 10,739 128,868 m42 1401 Sr Assistant City Attorney 8,600 103,200 9,036 108,432 9,493 113,916 9,972 119,664 10,476 125,712 m41 8,392 100,704 8,815 105,780 9,261 111,132 9,731 116,772 10,222 122,664 m40 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 9,972 119,664 m39 7,987 95,844 8,392 100,704 8,815 105,780 9,261 111,132 9,731 116,772 m38 1204 Communications Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1500 Court Services Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1575 Development Services Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1501 Economic Development Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 2044 Emergency Management Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1207 Facilities Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1210 Fiscal Services Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1212 Information Technology Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 Appendix - Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7 - 5 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2013/2014 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES (Draft ‐ contracts still under negotiations) STEP A NON‐REPRESENTED STEP CSTEP DSTEP BSTEP E m38 1571 Maintenance Services Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1205 Parks and Golf Course Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1208 Parks Planning and Natural Resources Dire 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1502 Planning Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1209 Recreation Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1570 Utility Systems Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m37 2031 Police Commander (5)7,604 91,248 7,987 95,844 8,392 100,704 8,815 105,780 9,261 111,132 m36 7,418 89,016 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 m35 1402 Assistant City Attorney 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 8,815 105,780 m35 1403 Chief Prosecuting Attorney 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 8,815 105,780 m35 1203 Hearing Examiner 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 8,815 105,780 m34 7,056 84,672 7,418 89,016 7,792 93,504 8,187 98,244 8,600 103,200 m33 2021 Current Planning Manager 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 2073 Development Engineering Supervisor 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 2020 Long Range Planning Manager 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 2076 Transportation Design Supervisor 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 2075 Transportation Operations Manager 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 2077 Transportation Planning Supervisor 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 2070 Utility Engineering Supervisor 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 3072 Water Maintenance Manager 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m32 2072 Airport Manager 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 8,187 98,244 m32 2074 Building Official 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 8,187 98,244 m32 1574 Community Development Project Manage 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 8,187 98,244 m32 3083 Urban Forestry and Natural Resources Ma 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 8,187 98,244 m31 6,554 78,648 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 m30 2418 Application Support Manager 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 m30 2011 City Clerk/Cable Manager 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 m30 3073 Fleet Manager 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 m30 2464 Human Resources Manager 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 m30 2409 Risk Manager 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 m29 1522 Human Services Manager 6,235 74,820 6,554 78,648 6,886 82,632 7,235 86,820 7,604 91,248 m29 1404 Prosecuting Attorney 6,235 74,820 6,554 78,648 6,886 82,632 7,235 86,820 7,604 91,248 m28 3086 Facilities Manager 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 m28 1583 Recreation Manager 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 m28 3071 Street Maintenance Manager 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 m28 3070 Waste Water/Special Operations Manager 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 m27 3075 Transportation Maintenance Supervisor 5,939 71,268 6,235 74,820 6,554 78,648 6,886 82,632 7,235 86,820 m26 2045 Assistant Fire Marshal 5,794 69,528 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 m26 2411 Financial Services Manager 5,794 69,528 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 m26 2405 GIS Coordinator 5,794 69,528 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 m25 2082 Community Services Resource & Funding M 5,653 67,836 5,939 71,268 6,235 74,820 6,554 78,648 6,886 82,632 m25 2410 Senior Finance Analyst 5,653 67,836 5,939 71,268 6,235 74,820 6,554 78,648 6,886 82,632 m25 2479 Solid Waste Coordinator 5,653 67,836 5,939 71,268 6,235 74,820 6,554 78,648 6,886 82,632 m24 2477 Principal Financial & Administrative Analys 5,517 66,204 5,794 69,528 6,089 73,068 6,396 76,752 6,718 80,616 m23 2491 Open Space Coordinator 5,377 64,524 5,653 67,836 5,939 71,268 6,235 74,820 6,554 78,648 m23 2080 Recreation Supervisor 5,377 64,524 5,653 67,836 5,939 71,268 6,235 74,820 6,554 78,648 m22 2404 Community Relation & Events Coordinator 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 6,396 76,752 Appendix - Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7 - 6 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2013/2014 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES (Draft ‐ contracts still under negotiations) STEP A NON‐REPRESENTED STEP CSTEP DSTEP BSTEP E m22 2091 Museum Manager 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 6,396 76,752 m22 2468 Senior Employee Benefits Analyst 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 6,396 76,752 m22 2465 Sr HR Analyst/Civil Service Coordinator 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 6,396 76,752 m21 2200 Communications Specialist II 5,121 61,452 5,377 64,524 5,653 67,836 5,939 71,268 6,235 74,820 m21 8007 Golf Course Supervisor 5,121 61,452 5,377 64,524 5,653 67,836 5,939 71,268 6,235 74,820 m20 2086 Golf Professional 4,996 59,952 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 m20 5143 Human Resources Analyst 4,996 59,952 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 m20 2467 Safety Officer 4,996 59,952 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 m19 4,876 58,512 5,121 61,452 5,377 64,524 5,653 67,836 5,939 71,268 m18 4,753 57,036 4,996 59,952 5,250 63,000 5,517 66,204 5,794 69,528 m17 6150 City Council Liaison 4,640 55,680 4,876 58,512 5,121 61,452 5,377 64,524 5,653 67,836 m17 5112 Deputy City Clerk 4,640 55,680 4,876 58,512 5,121 61,452 5,377 64,524 5,653 67,836 m17 6103 Executive Secretary 4,640 55,680 4,876 58,512 5,121 61,452 5,377 64,524 5,653 67,836 n16 5118 Finance Analyst III 4,508 54,096 4,736 56,832 4,970 59,640 5,223 62,676 5,484 65,808 n15 4,390 52,680 4,619 55,428 4,851 58,212 5,097 61,164 5,357 64,284 n14 6153 Administrative Assistant 4,289 51,468 4,508 54,096 4,736 56,832 4,970 59,640 5,223 62,676 n13 5115 Finance Analyst II 4,182 50,184 4,390 52,680 4,619 55,428 4,851 58,212 5,097 61,164 NON‐UNION (CLERICAL, OTHER) n13 5145 Risk Management Technician 4,182 50,184 4,390 52,680 4,619 55,428 4,851 58,212 5,097 61,164 n12 4,085 49,020 4,289 51,468 4,508 54,096 4,736 56,832 4,970 59,640 n11 2488 Assistant Golf Professional 3,980 47,760 4,182 50,184 4,390 52,680 4,619 55,428 4,851 58,212 n11 5142 Human Resources Systems Technician 3,980 47,760 4,182 50,184 4,390 52,680 4,619 55,428 4,851 58,212 n10 5114 Finance Analyst I 3,885 46,620 4,085 49,020 4,289 51,468 4,508 54,096 4,736 56,832 n09 3,793 45,516 3,980 47,760 4,182 50,184 4,390 52,680 4,619 55,428 n08 3,698 44,376 3,885 46,620 4,085 49,020 4,289 51,468 4,508 54,096 n07 6144 Secretary II EX 3,609 43,308 3,793 45,516 3,980 47,760 4,182 50,184 4,390 52,680 n06 3,519 42,228 3,698 44,376 3,885 46,620 4,085 49,020 4,289 51,468 n05 6140 Secretary I EX 3,435 41,220 3,609 43,308 3,793 45,516 3,980 47,760 4,182 50,184 n04 3,352 40,224 3,519 42,228 3,698 44,376 3,885 46,620 4,085 49,020 n03 3,273 39,276 3,435 41,220 3,609 43,308 3,793 45,516 3,980 47,760 n02 3,192 38,304 3,352 40,224 3,519 42,228 3,698 44,376 3,885 46,620 n01 3,118 37,416 3,273 39,276 3,435 41,220 3,609 43,308 3,793 45,516 LONGEVITY SCHEDULE (Non‐Union) Appendix - Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7 - 7 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2013/2014 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES (Draft ‐ contracts still under negotiations) STEP A NON‐REPRESENTED STEP CSTEP DSTEP BSTEP E Completion of 5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs (1) In addition to salary receives $4,800 annual car allowance. (2) Council members salary set per Ordinance 4757 (01/01/99) (3) Not eligible for Longevity/Education or Uniform Allowance (4) Not eligible for Longevity/Education or Uniform Allowance Eligible for 2.5% cash premium or 2.5% into deferred 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 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 per month6% Step a13E $303 per month 5% Step a13E $253 $2024% Step a13E 2% Step a13E per month per month3% Step a13E Step a13, E = $5,051 $152 $101 Appendix - Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7 - 8 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual a40 8,061 96,732 8,464 101,568 8,894 106,728 9,345 112,140 9,817 117,804 a39 7,878 94,536 8,269 99,228 8,677 104,124 9,116 109,392 9,579 114,948 a38 7,677 92,124 8,061 96,732 8,464 101,568 8,894 106,728 9,345 112,140 a37 7,500 90,000 7,878 94,536 8,269 99,228 8,677 104,124 9,116 109,392 a36 7,310 87,720 7,677 92,124 8,061 96,732 8,464 101,568 8,894 106,728 a35 7,136 85,632 7,500 90,000 7,878 94,536 8,269 99,228 8,677 104,124 a34 6,962 83,544 7,310 87,720 7,677 92,124 8,061 96,732 8,464 101,568 a33 6,793 81,516 7,136 85,632 7,500 90,000 7,878 94,536 8,269 99,228 a32 2413 Network Systems Manager 6,629 79,548 6,962 83,544 7,310 87,720 7,677 92,124 8,061 96,732 a32 2428 Principal Civil Engineer ‐ Transp. Sys Division 6,629 79,548 6,962 83,544 7,310 87,720 7,677 92,124 8,061 96,732 a32 2425 Utility/GIS Engineer 6,629 79,548 6,962 83,544 7,310 87,720 7,677 92,124 8,061 96,732 a31 6,462 77,544 6,793 81,516 7,136 85,632 7,500 90,000 7,878 94,536 a30 6,307 75,684 6,629 79,548 6,962 83,544 7,310 87,720 7,677 92,124 a29 2171 Mapping Coordinator 6,154 73,848 6,462 77,544 6,793 81,516 7,136 85,632 7,500 90,000 a29 2570 Program Development Coordinator II 6,154 73,848 6,462 77,544 6,793 81,516 7,136 85,632 7,500 90,000 a28 2475 Civil Engineer III 6,003 72,036 6,307 75,684 6,629 79,548 6,962 83,544 7,310 87,720 2 88 0 296 61 4 3 848 6 462 44 693 81 16 136 8 632 2013/2014 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES (Draft ‐ contracts still under negotiations) STEP ASTEP BSTEP CSTEP DSTEP E AFSCME, Local 2170 a27 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 7,136 85,632 a26 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 6,962 83,544 a25 2480 Capital Project Coordinator 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 a25 2474 Civil Engineer II 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 a25 2481 Facilities Coordinator 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 a25 5193 Neighborhood Program Coordinator 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 a25 2470 Program Development Coordinator I 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 a25 2170 Property Services Agent 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 a24 2420 Database Technician 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 3450 Lead Building Inspector 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 3469 Lead Construction Inspector 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 3439 Lead Fire Inspector 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 2403 Senior Economic Development Specialist 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 2419 Senior Network Systems Specialist 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 2422 Senior Planner 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 2416 Senior Systems Analyst 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 2476 Transportation Planner 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a23 2078 Assistant Airport Manager 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 2429 Building Plan Reviewer 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 2421 Business Systems Analyst 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 2472 Engineering Specialist III 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 3448 Fire Plans Reviewer/Inspector III 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 2505 GIS Analyst II 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 8175 Pavement Management Technician 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 2450 Plan Reviewer 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 2484 Property Services Specialist 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 8001 Street Maintenance Services Supervisor 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 8002 Waste Water Maintenance Services Superviso 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 Appendix - Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7 - 9 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2013/2014 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES (Draft ‐ contracts still under negotiations) STEP ASTEP BSTEP CSTEP DSTEP E AFSCME, Local 2170 a22 2430 Lead Code Compliance Inspector 5,179 62,148 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 a21 3452 Building Inspector/Combination 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 3451 Building Inspector/Electrical 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 2473 Civil Engineer I 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 2200 Communications Specialist II 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 3472 Construction Inspector II 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 5130 Emergency Management Coordinator 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 3089 Facilities Supervisor 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 3440 Fire Inspector III 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 5111 GIS Analyst I 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 8006 Park Maintenance Supervisor 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 2412 Service Desk Supervisor 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 3476 Signal/Electronics Systems Technician II 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 2417 Systems Analyst/Programmer 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 8000 Water Maintenance Services Supervisor 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 3473 Water Utility Maintenance Supervisor 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a20 2424 Associate Planner 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 6,003 72,036 a20 2402 Economic Development Specialist 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 6,003 72,036 a20 2487 Housing Repair Coordinator 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 6,003 72,036 a20 2419 Network Systems Specialist 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 6,003 72,036 a19 6128 Accounting Supervisor 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 2427 Code Compliance Inspector 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 3453 Energy Plans Reviewer/Permit Representative 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 2471 Engineering Specialist II 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 3441 Fire Inspector II 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 3447 Fire Plans Reviewer/Inspector II 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 3485 HVAC Systems Technician 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 19 12LdVhil & i hi 480 660 01 60 612 30 63 684 66 900 88 0 296a197172Lead Vehicle & Equipment Mechanic 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 8178 Water Utility Instrumentation/SCADA Technic 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a18 2482 CDBG Specialist 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 a18 3456 Development Services Representative 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 a18 3480 Lead Water Utility Pump Station Mechanic 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 a18 2015 Probation Officer 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 a18 2083 Recreation Program Coordinator 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 a17 8008 Custodial Services Supervisor 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 3442 Fire Inspector I 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 3445 Fire Plans Reviewer/Inspector I 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 8374 Maintenance Buyer 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 5001 Paralegal 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 5113 Service Desk Technician 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 3477 Signal/Electronics Systems Technician I 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 8004 Traffic Sign & Paint Supervisor 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 3470 Water Quality/Treatment Plant Operator 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a16 2423 Assistant Planner 4,467 53,604 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 a16 8284 Lead Golf Course Maintenance Worker 4,467 53,604 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 a16 8074 Lead Maintenance Services Worker 4,467 53,604 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 a16 8080 Lead Park Maintenance Worker 4,467 53,604 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 a16 5194 Neighborhood Program Assistant 4,467 53,604 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 a15 7181 Facilities Technician II 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a15 7184 Grounds Equipment Mechanic 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a15 6161 Lead Judicial Specialist 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a15 8174 Lift Station Technician 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a15 5121 Planning Technician II 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a15 7170 Vehicle & Equipment Mechanic 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a15 3474 Water Utility Maintenance Technician 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 Appendix - Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7 - 10 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2013/2014 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES (Draft ‐ contracts still under negotiations) STEP ASTEP BSTEP CSTEP DSTEP E AFSCME, Local 2170 a14 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 5,179 62,148 a13 3471 Engineering Specialist I 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 a13 7180 Facilities Technician I 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 a13 7110 Print & Mail Supervisor 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 a13 8177 Signal/Electronics Systems Assistant II 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 a13 5179 Program Specialist 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 a13 6264 Lead Payroll Analyst 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 a12 2201 Communications Specialist I 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a12 3444 Fire Code Inspector Trainee 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a12 8283 Golf Course Maintenance Worker III 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a12 8173 Maintenance Services Worker III 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a12 5011 Multimedia/Records Specialist 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a12 8083 Parks Maintenance Worker III 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a12 8573 Traffic Maintenance Worker II 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a11 6152 Administrative Secretary II 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a11 8473 Airport Maintenance Worker 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a11 7173 Fleet Management Technician 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a11 8183 Lead Maintenance Custodian 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a11 6265 Payroll Analyst 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a11 5012 Records Management Coordinator 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a11 2486 Recreation Specialist 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a10 6266 Form/Graphic Technician 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 a10 6164 Judicial Specialist/Trainer 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 a10 6263 Permit Technician 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 a10 6163 Probation Clerk 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 09 6131 AiAi IV 3 4 060 3 946 432 414 49 40 43 2 2 224 4 4 900a096131Accounting Assistant IV 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 6151 Administrative Secretary I 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 6152 Fire District Liaison 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 8070 Mechanic's Assistant 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 5120 Planning Technician I 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 5010 Records Management Specialist 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 5160 Recreation Systems Technician 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 8176 Signal/Electronics Systems Assistant I 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a08 8282 Golf Course Maintenance Worker II 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 8285 Golf Course Operations Specialist 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 7126 Housing Repair Technician 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 6162 Judicial Specialist 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 6109 Lead Office Assistant 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 8172 Maintenance Services Worker II 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 8082 Parks Maintenance Worker II 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 8375 Purchasing Assistant 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 8572 Traffic Maintenance Worker I 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a07 6132 Accounting Assistant III 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a07 6260 Hearing Examiner's Secretary 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a07 6165 Legal Assistant 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a07 8184 Maintenance Custodian 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a07 7112 Print & Mail Operator 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a07 6142 Secretary II 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a07 8110 Water Meter Reader 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a06 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 a05 6134 Accounting Assistant II 3,405 40,860 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 a05 6130 Office Assistant III 3,405 40,860 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 a05 6141 Secretary I 3,405 40,860 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 Appendix - Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7 - 11 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2013/2014 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES (Draft ‐ contracts still under negotiations) STEP ASTEP BSTEP CSTEP DSTEP E AFSCME, Local 2170 a04 8281 Golf Course Maintenance Worker I 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 a04 8181 Lead Custodian 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 a04 8171 Maintenance Services Worker I 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 a04 8081 Parks Maintenance Worker I 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 a04 6282 Pro Shop Assistant 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 a04 8576 Solid Waste Maintenance Worker 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 a03 6136 Accounting Assistant I 3,242 38,904 3,405 40,860 3,577 42,924 3,755 45,060 3,946 47,352 a03 6120 Office Assistant II 3,242 38,904 3,405 40,860 3,577 42,924 3,755 45,060 3,946 47,352 a02 3,168 38,016 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 a01 8182 Custodian 3,086 37,032 3,242 38,904 3,405 40,860 3,577 42,924 3,755 45,060 a01 6111 Office Assistant I 3,086 37,032 3,242 38,904 3,405 40,860 3,577 42,924 3,755 45,060 148 Completion of 5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs The City contributes 2% of employee's base wage per year to a deferred compensation account. per month 4% Step a13E $202 per month 3% Step a13E 6% Step a13E $303 per month 5% Step a13E $253 per month LONGEVITY SCHEDULE (Local 2170) Step a13, E = $5,051 2% Step a13E $101 per month $152 Appendix - Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7 - 12 COLA 2.5% Grade Code Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual Fire/Emergency Services Admin For salary information, see Management & Supervisory Matrix, Grade m49 Deputy Fire Chief For salary information, see Management & Supervisory Matrix, Grade m45 f73 1547 Fire Battalion Chief/Safety Officer (15% over Captain) 9,354 112,248 f72 2040 Fire Captain (13% over Lieutenant) 8,134 97,608 f71 2042 Fire Lieutenant (15% over D Step Fire Fighter) 7,198 86,376 f70 4141 Fire Fighter 4,666 55,992 4,767 57,204 5,149 61,788 6,259 75,108 Years of Service Completion of 5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs Percentage Monthly Amount 12%$751 4%$250 $125 10% 013/2014 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES (Draft ‐ contracts still under negotiation Position Title STEP ASTEP BSTEP C FIRE DEPARTMENT‐ COMMISSIONED OFFICERS STEP DBASE SALARY $626 Longevity is based on the following schedule, rounded to the nearest whole dollar. FIRE DEPARTMENT LONGEVITY SCHEDULE % of D Step Fire Fighter =$6,259 6% $376 2% * Above % for Grades 70, 71, and 72 only * Above % for Grade 73 only fitness prior to the beginning of each year. FIRE DEPARTMENT DAY SHIFT DIFFERENTIAL ‐ Grades 70, 71, 72, and 73: 5% of base wage per pay period. FIRE DEPARTMENT EDUCATIONAL INCENTIVE PAY ‐ Personnel assigned to day shift for 30 consecutive days or more (excluding light duty). ‐ For Grades 70, 71, 72 and 73: City contributes 3.5% of employee's base wage per year to a deferred comp. or other income protection $376 $250 $125 % applicable to base firefighter's salary (Step D), rounded to nearest whole dollar. Monthly % NOTE: Please refer to 2010 labor agreement for specific information. 4% 2% DEFERRED COMPENSATION/ INCOME PROTECTION PLAN 2%Four Year & Fire Science Degrees 6%Four Year & Fire Science Degrees Fire Science Degree (two years) ‐ For Grades 70, 71, 72 and 73 the Uniform allowance will be 1.25% of top step of firefighter annual base pay. 2,430 Hours/Year; 46.6 Hours/Week. $125 Step D Fire Science Certification , , , , y py g p y p p pg physical UNIFORM ALLOWANCE HOURS OF WORK Appendix - Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7 - 13 COLA 2.5% Grade Code Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual Police Chief See Management & Supervisory Matrix, Grade m49 Police Deputy Chief See Management & Supervisory Matrix, Grade m45 Police Commander See Management & Supervisory Matrix, Grade m37 pc61 #### Sergeant 7,198 86,376 7,558 90,695 pc60 #### Police Officer 4,677 56,124 5,073 60,876 5,472 65,664 5,864 70,368 6,259 75,108 Percent Bicycle Officers ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3% Bi‐lingual ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3% Detectives ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3% Traffic Assignment‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3% Canine Officer ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3% Corporal Assignment ‐‐‐‐‐‐‐‐‐‐‐7.5% Field Training Officer ‐‐‐‐‐‐‐‐‐‐‐4% Training Officer‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3% REACT‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3% SWAT Assignment ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐4% SRO Assignment‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3% Patrol Officer ‐ 12 Hr Differen 5.24% Ci il Di t b Uit Pid t t f dblti ith 3 h Position Title COMMISSIONED POLICE OFFICER'S HAZARD DUTY AND PREMIUM PAY 2013/2014 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES (Draft ‐ contracts still under negotiations) POLICE DEPARTMENT‐ COMMISSIONED OFFICERS STEP ASTEP BSTEP CSTEP DSTEP E 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 emergency. Percentage (of base wage) Percentage (of base wage) ‐ ‐ ‐ ‐ NOTE: Please refer to 2009 labor agreement for specific information. 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. Completion of 25 Yrs 12% MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE AA Degree (90 credits) 4% Completion of 10 Yrs 4% Completion of 15 Yrs 6% Completion of 20 Yrs 10% POLICE COMMISSIONED‐ MONTHLY LONGEVITY SCHEDULE Years of Service Completion of 5 Yrs 2% Appendix - Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7 - 14 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual pn56 4133 Electronic Home Detention Jailer 4,114 49,368 4,441 53,292 4,889 58,668 5,375 64,500 5,643 67,716 pn54 4138 Police Community Prgm Coord 4,170 50,040 4,506 54,072 4,950 59,400 5,337 64,044 5,605 67,260 pn54 4120 Crime Analyst 4,170 50,040 4,506 54,072 4,950 59,400 5,337 64,044 5,605 67,260 pn61 4121 Domestic Violence Victim Advocate 3,893 46,716 4,228 50,736 4,700 56,400 5,165 61,980 5,439 65,268 pn53 3432 Evidence Technician 3,925 47,100 4,236 50,832 4,663 55,956 5,130 61,560 5,393 64,716 pn58 6178 Police Service Specialist Supv (15% above Specialist Step E)5,389 64,668 pn60 3,711 44,532 4,032 48,384 4,480 53,760 4,925 59,100 5,183 62,196 pn52 4135 Animal Control Officer 3,702 44,424 4,003 48,036 4,402 52,824 4,841 58,092 5,082 60,984 pn57 6182 Police Service Specialist Lead (7.5% above Specialist Step E)5,037 60,444 pn55 6185 Police Administrative Assistant* 4,003 48,036 4,207 50,484 4,417 53,004 4,641 55,692 4,877 58,524 *Police Administrative Asst position is non‐union, but salary increases and benefits based on those negotiated by Police Non‐Commissioned. pn62 6180 Police Service Specialist 3,415 40,980 3,688 44,256 4,059 48,708 4,466 53,592 4,686 56,232 pn51 6183 Police Secretary 3,198 38,376 3,453 41,436 3,801 45,612 4,182 50,184 4,388 52,656 pn50 4137 Parking Enforcement Officer 2,879 34,548 3,129 37,548 3,480 41,760 3,865 46,380 4,054 48,648 Bilingual Premium………………………………..…………….2% of base pay STEP DSTEP CSTEP BSTEP ESTEP A 2013/2014 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES (Draft ‐ contracts still under negotiations) NON‐ COMMISSIONED PREMIUM PAY POLICE DEPARTMENT‐ NON‐COMMISSIONED OFFICERS g %py Jail Staff & Jail Sergeants 12 Hr. Differential………………5.24% of base pay Training Pay (Police Service Specialist/Jailer) FTO…......…4% of base pay Crisis Communication Unit……………………………………Paid at rate of double time with 3 hrs minimum BA Degree/Masters Degree Completion of 25 Yrs 6% 10% POLICE NON‐COMMISSIONED‐ MONTHLY LONGEVITY ICENTIVE PAY SCHEDULE Completion of 20 Yrs Percentage (of base wage) 2% 4% 6% Years of Service Completion of 15 Yrs Completion of 10 Yrs Completion of 5 Yrs 12% 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. ‐ 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 accreditation. MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE AA Degree (90 credits)4% Percentage (of base wage) Appendix - Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7 - 15 Grade STEP ASTEP BSTEP CSTEP DSTEP E h02 8.55 h03 8.75 9.00 9.25 9.50 9.75 h04 10.00 10.25 10.50 10.75 11.00 h05 11.25 11.50 11.75 12.00 12.25 h06 12.50 12.75 13.00 13.25 13.50 h07 13.75 14.00 14.25 14.50 14.75 h08 15.00 15.25 15.50 15.75 16.00 h09 16.25 16.50 16.75 17.00 17.25 h10 17.50 17.75 18.00 18.25 18.50 h11 18.75 19.00 19.25 19.50 19.75 h12 20.00 20.50 21.00 21.50 22.00 h13 22.50 23.00 23.50 24.00 24.50 h14 25.00 25.50 26.00 26.50 27.00 h15 27.50 28.00 28.50 29.00 29.50 h16*1.00 h17 30.00 35.00 40.00 45.00 50.00 h18 55.00 60.00 65.00 70.00 75.00 013/2014 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES (Draft ‐ contracts still under negotiations HOURLY NON‐REGULAR SALARY SCHEDULE SUGGESTED SALARY RANGES BY POSITION TYPE From… To… Office/Engineering Aide I $8.55 $9.75 Office/Engineering Aide II $8.75 $13.50 Office/Engineering Aide III $12.50 $18.50 Planner/Coordinator $8.55 $22.00 Laborer $8.55 $13.50 Lifeguard/Aquatic $8.55 $14.50 Recreation Leader/Attendant $8.55 $12.00 Recreation Manager/Director $8.75 $14.50 Recreation Asst. Mgr/Director $8.55 $12.25 Instructor* $1.00 Engineer/Professional $20.00 $75.00 Non‐Regular, Seasonal, Intermittent, and Project Specific positions #9900 series *Note: Pay grade h16 listed above is for instructors; the pay is listed as $1.00 because instructors receive a percentage of the class revenue, based on how many students attend their class. SUGGESTED SALARY RANGES BY POSITION TYPE SALARY RANGEPosition Title Appendix - Index of Positions and Pay Ranges (Draft – contracts still under negotiations) 7 - 16 2013‐14 City of Renton Fee Schedule Appendix - Rates and Fees Schedule 7 - 17 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 SECTION I: MISCELLANEOUS FEES 1. Maps: a. Zoning maps ‐ standard 11 x 17 $4.00 $4.00 $4.00 b. Zoning maps ‐ large 24 x 36 $12.00 $12.00 $12.00 c. Comprehensive Plan map ‐ standard 11 x 17 $4.00 $4.00 $4.00 d. Comprehensive Plan map ‐ large 24 x 36 $12.00 $12.00 $12.00 e. Precinct maps $5.00 $5.00 $5.00 2. Plat: a. First page $2.00 $2.00 $2.00 b. Each additional page $1.00 $1.00 $1.00 3. Photocopies: Up to ten (10) pages free. After ten (10) pages, all pages including the first then (10) will be charged as follows: a. Each 8.5" x 11" or 8.5" x 14"$0.15 $0.15 $0.15 b. Each 11" x 17"$0.20 $0.20 $0.20 c. Each 8.5" x 11" or 8.5" x 14" color $0.25 $0.25 $0.25 4. Budget: a. City's Budget $10.00 $10.00 $10.00 b. City's Budget to other municipality or quasi‐municipal N/C N/C N/C corporation or other nonprofit charitable or education organization 5. Audio or Video Recording Copies: a. Audio recording, each copy $10.00 $10.00 $10.00 b. Video recording, each copy $15.00 $15.00 $15.00 6. Regulations and Plans: a. Comprehensive Plan and Map $30.00 $30.00 $30.00 b. Title IV, Development Regulations: (i) Text and Zoning Map $110.00 $110.00 $110.00 (ii) Text only $100.00 $100.00 $100.00 c. Individual Chapters of Development Regulations $10.00 $10.00 $10.00 d. Renton Municipal Code (two volumes)$400.00 $400.00 $400.00 e. Code Supplements, per year: (i) Titles I ‐ III and VI ‐ X $70.00 $70.00 $70.00 (ii) Title IV $70.00 $70.00 $70.00 7. Miscellaneous Services: a. Certification and Notary Fees ‐ Clerk's Certification $10.00 $10.00 $10.00 b. Notary Public Attestation or Acknowledgement or as $6.00 $6.00 $6.00 otherwise provided for in RCW 42.28.090, per signature c. Hold Harmless Agreements and other similar documents $20.00 $20.00 $20.00 not otherwise provided for d. Lamination of licenses, pictures $6.00 $6.00 $6.00 e. Review of Shopping Cart Containment and $150.00 $150.00 $150.00 Retrieval Plans 8. Miscellaneous Charges for Police Services: a. Police Reports per page $0.15 $0.15 $0.15 b. Record Checks (Written Response) $5.00 $5.00 $5.00 c. Photographs ‐ Digital on CD $12.00 $12.00 $12.00 d. Photographs ‐ black & white or color ‐ Cost Cost Cost Cost of developing film e. Fingerprint Cards $5.00 $5.00 $5.00 (i) Each additional card $1.00 $1.00 $1.00 Appendix - Rates and Fees Schedule 7 - 18 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 9. Charges for Fire Documents: a. Fire reports per page $0.15 $0.15 $0.15 b. Fire investigative report on CD $12.00 $12.00 $12.00 c. First copy ‐ black & white or color ‐ Cost Cost Cost Cost of developing film d. Additional copy ‐ black & white or color ‐ Cost Cost Cost Cost of developing film 10. Computer Listings: a. City of Renton new business list $10.00 $10.00 $10.00 b. List of all business licenses $20.00 $20.00 $20.00 c. Copies requested to be faxed, local number $3.00 $3.00 $3.00 d. Copies requested to be faxed, long distance number (i) One (1) ‐ five (5) pages $10.00 $10.00 $10.00 (ii) Six (6) or more pages (ten (10) page limit)$20.00 $20.00 $20.00 11. Utility Fee: a. Special Request Water Meter Reading $30.00 $30.00 $30.00 b. Utility New Account Setup $25.00 $25.00 $25.00 c. Utility Billing Account Transfer (tenant billing form)$5.00 $5.00 $5.00 d. Water utility outstanding balance search requested by $25.00 $25.00 $25.00 fax, messenger, or letter 12. Schedule of Fines for False Alarms ‐ Security/Burglar: a. First, second, and third false alarms in a N/C N/C N/C registration year* b. Fourth and fifth false alarms in a registration year*$50.00 $50.00 $50.00 c. Sixth false alarm and successive false alarms in a $100.00 $100.00 $100.00 registration year* d. Late Registration Penalty $50.00 $50.00 $50.00 e. Late False Alarm Payment Penalty $25.00 $25.00 $25.00 f. Appeal Hearing Cancellation Fee $10.00 $10.00 $10.00 *A registration year shall mean January 1 thru December 31 each year. 13. NSF Check Fees $15.00 $25.00 $25.00 14. Veteran Park Tile: Three lines $75.00 $75.00 $75.00 SECTION II: MAPLEWOOD GOLF COURSE: 1. Green Fees: The cost of golf course green fees shall be as follows. For purposes of this section, "weekend" shall mean Friday, Saturday, and Sunday. "Weekday" shall mean the remaining four days of the week. "Junior" shall mean ages 17 and under, "Senior" shall mean ages 62 and over. a. Weekday: (i) 18 Hole $31.00 $32.00 $32.00 (ii) 9 Hole $22.00 $24.00 $24.00 (iii) 18 Hole, Senior $22.00 $24.00 $24.00 (iv) 9 Hole, Senior $16.00 $16.00 $16.00 (v) 18 Hole, Junior $16.00 $16.00 $16.00 (vi) 9 Hole, Junior $12.00 $12.00 $12.00 b. Weekend: (i) 18 Hole $37.00 $38.00 $38.00 (ii) 9 Hole $22.00 $24.00 $24.00 2. Club Rental $15.00 $15.00 $15.00 3. Golf Cart Fees: a. 18 Hole $26.00 $26.00 $26.00 Appendix - Rates and Fees Schedule 7 - 19 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 b. 9 hole $16.00 $16.00 $16.00 4. Driving Range Fees: a. Large Bucket $7.00 $7.00 $7.00 b. Small Bucket $4.00 $4.00 $4.00 c. Warm‐up Bucket $2.00 $2.00 $2.00 5. Lesson Fees: a. 1/2 Hour Private $40.00 $40.00 $40.00 b. 1 Hour Private $60.00 $60.00 $60.00 c. 1/2 Hour Series Private $140.00 $140.00 $140.00 d. 1 Hour Series Private $220.00 $220.00 $220.00 e. Group Series $90.00 $90.00 $90.00 SECTION III: CITY CENTER GARAGE PARKING FEES: 1. Short‐Term /Retail Parking: Parking rates for retail parking will be as follows: a. Zero (0) ‐ two (2) hours N/C N/C N/C b. Two (2) ‐ four (4) hours $2.00 $2.00 $2.00 c. Four (4) ‐ six (6) hours $4.00 $4.00 $4.00 d. Six (6) or more hours $6.00 $6.00 $6.00 Retail parkers will register their space number and pay for parking at pay stations located in the garage first‐floor lobbies. 2. Discounted Rate: A discounted rate for parking in the long‐term, card‐accessed areas of the garage and in City surface parking lots will be provided for any person or entity who lease(s) three (3) or more parking spaces(s) for at least a six (6) month period. The fees will be as negotiated. SECTION IV: AQUATIC FEES: 1. Admission for the Aquatic Center shall be as follows: a. Regular Session: (i) Resident infants ‐ under 1 year N/C N/C N/C (ii) Non‐resident infants ‐ under 1 year N/C N/C N/C (iii) Resident youth ‐ 1 to 4 years $4.00 $4.00 $4.00 (iv) Non‐resident youth ‐ 1 to 4 years $8.00 $8.00 $8.00 (v) Resident ages 5 and up $8.00 $8.00 $8.00 (vi) Non‐resident ages 5 and up $14.00 $14.00 $14.00 (vii) Resident lap swim ‐ water walking only $3.00 $3.00 $3.00 (viii) Non‐resident lap swim ‐ water walking only $4.50 $4.50 $4.50 b. Season Pass: (i) Resident infants ‐ under 1 year N/C N/C N/C (ii) Non‐resident infants ‐ under 1 year N/C N/C N/C (iii) Resident ages 1 and up $50.00 $50.00 $50.00 (iv) Non‐resident ages 1 and up $100.00 $100.00 $100.00 c. Miscellaneous Rates: (i) Resident regular session per person rate (group rates)$8.00 $10.00 $10.00 (ii) Non‐resident regular session per person rate $13.00 $16.00 $16.00 (iii) Locker Rental $0.25 $0.25 $0.25 *Group Rates: Group rates offer guaranteed admission for the group. In order to qualify for a group rate, the group must consist of ten (10) or more persons, and the session must be scheduled in advance. Please note that the number of groups may be limited each day. Staff has the authority to offer discounted daily rates for partial sessions or Renton‐only events. d. Canopy Rental Fees: (includes canopy and admission for one leisure swim session): (i) Henry Moses Party Tent #1 (10' x 20' for up to twenty‐five (25) guests): Appendix - Rates and Fees Schedule 7 - 20 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 (1) Resident Rate, per session $240.00 $240.00 $240.00 (2) Non‐resident Rate, per session $370.00 $370.00 $370.00 (ii) Henry Moses Party Tent #2 (10' x 10' for up to fifteen (15) guests): (1) Resident Rate $155.00 $155.00 $155.00 (2) Non‐Resident Rate $240.00 $240.00 $240.00 e. Resident Rate all inclusive $1,350.00 $1,350.00 $1,350.00 f. Non‐resident Rate all inclusive $1,350.00 $1,350.00 $1,350.00 g. Swim Lesson Program: (i) Resident swim lesson per lesson $6.50 $6.50 $7.00 (ii) Non‐resident swim lesson per lesson $8.50 $8.50 $9.00 h. End‐of‐year School Party Rentals: (i) Renton School District (1) 001 ‐ 299 students $1,900.00 $1,900.00 $1,900.00 (2) 300 ‐ 399 students $2,250.00 $2,250.00 $2,250.00 (3) 400 ‐ 499 students $2,400.00 $2,400.00 $2,400.00 (4) 500 ‐ 599 students $2,550.00 $2,550.00 $2,550.00 (ii) Other Schools and Districts (1) 001 ‐ 299 students $2,450.00 $2,450.00 $2,450.00 (2) 300 ‐ 399 students $2,850.00 $2,850.00 $2,850.00 (3) 400 ‐ 499 students $3,150.00 $3,150.00 $3,150.00 (4) 500 ‐ 599 students $3,360.00 $3,360.00 $3,360.00 2. Boat Launch Rates: a. Daily resident ‐ 7 days a week $10.00 $10.00 $10.00 b. Daily Non‐resident ‐ 7 days a week $20.00 $20.00 $20.00 c. Overnight resident ‐ 7 days a week $20.00 $20.00 $20.00 d. Overnight Non‐resident ‐ 7 days a week $40.00 $40.00 $40.00 e. Annual parking permit ‐ resident $50.00 $50.00 $50.00 f. Annual parking permit ‐ non‐resident $100.00 $100.00 $100.00 g. Additional sticker (launching permit)$5.00 $5.00 $5.00 h. Fishing Tounaments at Coulon Beach (additional rental $50.00 $50.00 $50.00 fee if using the Pavilion area for weigh in and or electricity at the current rental rate) per event SECTION V. CARCO THEATRE: 1. Non profit organizations ‐ (4 hour min)$100.00 $110.00 $110.00 2. All other organizations ‐ resident per hour (4 hour min)$125.00 $125.00 $125.00 3. All other organizations ‐ non‐resident per hour (4 hour min)$140.00 $150.00 $150.00 4. Technician fees per hour $30.00 $30.00 $30.00 5. House Manager fees per hour $25.00 $25.00 $25.00 6. Rehearsal Fee ‐ resident N/A $75.00 $75.00 7. Rehearsal Fee ‐ non‐resident N/A $85.00 $85.00 SECTION VI. PARKS AND FACILITIES USE AND RENTAL: 1. Outlying Picnic Shelters (Cedar River Trail, Liberty Park, Phillip Arnold Park, Teasdale Park and Heritage Park) Maximum of 75 people: a. Resident 8:30am‐1:30pm/3:30pm‐8:30pm $90.00 $90.00 $90.00 b. Non‐resident 8:30am‐1:30pm/3:30pm‐8:30pm $180.00 $180.00 $180.00 c. Full day resident 8:30am‐sunset $140.00 $140.00 $140.00 d. Full day non‐resident 8:30am‐sunset $270.00 $270.00 $270.00 2. Gene Coulon Beach Park Shelters (South #1, South #2 and Creekside) Maximum of 75 people: Appendix - Rates and Fees Schedule 7 - 21 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 a. Resident 8:30am‐1:30pm/3:30pm‐8:30pm $100.00 $100.00 $100.00 b. Non‐resident 8:30am‐1:30pm/3:30pm‐8:30pm $180.00 $180.00 $180.00 c. Full day resident 8:30am‐sunset $140.00 $140.00 $140.00 d. Full day non‐resident 8:30am‐sunset $260.00 $260.00 $260.00 e. South Shelters 1 & 2 Resident rate $300.00 $300.00 $300.00 f. South Shelters 1 & 2 Non‐resident rate $600.00 $600.00 $600.00 3. Gene Coulon Beach Park Shelters (North Shelter): a. Resident 8:30am‐1:30pm/3:30pm‐8:30pm $120.00 $120.00 $120.00 b. Non‐resident 8:30am‐1:30pm/3:30pm‐8:30pm $240.00 $240.00 $240.00 c. Full day resident 8:30am‐sunset under 75 people $160.00 $160.00 $160.00 d. Full day resident 8:30am‐sunset 76 ‐ 100 people $190.00 $190.00 $190.00 e. Full day non‐resident 8:30am‐sunset under 75 people $320.00 $320.00 $320.00 f. Full day non‐resident 8:30am‐sunset 76 ‐ 100 people $380.00 $380.00 $380.00 4. Tennis, Basketball and Sand Volleyball court rate per hour (Tournament Play Only): a. Tennis court $5.00 $5.00 $5.00 b. Park basketball court $5.00 $5.00 $5.00 c. Sand volleyball court $5.00 $5.00 $5.00 5. Catering and Event Rate (All city parks apply): a. Resident half day $200.00 $200.00 $200.00 b. Resident full day $350.00 $350.00 $350.00 c. Non‐resident half day $400.00 $400.00 $400.00 d. Non‐resident full day $700.00 $700.00 $700.00 6. Inflatable and big toy rate, each. Along with rental fee for $50.00 $50.00 $50.00 the use of City facility for each inflatable or big toy, Applicant or Renter shall provide proof of insurance naming the City of Renton as additional insured. 7. Open Space Area in the Parks (Cascade, Teasdale, Phillip Arnold, Cedar River, Earlington, Gene Coulon, Glencoe, Kennydale Lions, Sunset, and Riverview Parks): a. Resident rate per hour $10.00 $10.00 $10.00 b. Non‐resident rate per hour $25.00 $25.00 $25.00 8. Photo Shoots per hour:$40.00 $40.00 $40.00 a. Commercial Film and Photo Shoots per hour $300.00 $300.00 $300.00 9. Athletic Field Rental, Lights and Prep Fees: a. Sports field rental per hour ‐ resident $25.00 $25.00 $25.00 b. Sports field rental per hour ‐ non‐resident $30.00 $30.00 $30.00 c. Renton Area Youth Sports Agencies, per hour $6.00 $6.00 $6.00 d. Field prep for softball/baseball ‐ resident per occurrence $30.00 $30.00 $30.00 e. Field prep for soccer ‐ resident per occurrence $45.00 $45.00 $45.00 f. Field prep other ‐ resident per occurrence Varies Varies Varies g. Field prep for softball/baseball ‐ $35.00 $35.00 $35.00 non‐resident per occurrence h. Field prep for soccer ‐ non‐resident per occurrence $50.00 $50.00 $50.00 i. Field prep other ‐ non‐resident per occurrence Varies Varies Varies j. Field lights all sports ‐ resident per hour $25.00 $25.00 $25.00 k. Field lights all sports ‐ non‐resident per hour $30.00 $30.00 $30.00 10. Banquet & Classroom Rental ‐ Community Center & Senior Activity Center: a. Friday 5 hour minimum ‐ resident $650.00 $650.00 $650.00 b. Weekend Rates 10 hour minimum ‐ resident $1,300.00 $1,300.00 $1,300.00 c. Extra hours ‐ per hour ‐ resident $130.00 $130.00 $130.00 d. Friday 5 hour minimum ‐ non‐resident $750.00 $750.00 $750.00 Appendix - Rates and Fees Schedule 7 - 22 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 e. Weekend Rates 10 hour minimum ‐ non‐resident $1,500.00 $1,500.00 $1,500.00 f. Extra hours ‐ per hour ‐ non‐resident $150.00 $150.00 $150.00 g. Kitchen charge ‐ per hour $88.00 $88.00 $88.00 h. Banquet Room ‐ Mon ‐ Thurs ‐ resident/hr 3 hour min $85.00 $85.00 $85.00 i. Banquet Room ‐ Mon ‐ Thurs ‐ non‐resident/hr 3 hour min $90.00 $90.00 $90.00 j. Damage deposit ‐ senior center/community center ‐ $550.00 $550.00 $550.00 resident and non‐resident k. Contract violation fee ‐ per hour $165.00 $165.00 $165.00 11. Classroom and Gymnasium Rental ‐ Renton Community Center: a. Resident single gym athletic ‐ per hour $45.00 $45.00 $45.00 b. Non‐resident single gym athletic ‐ per hour $50.00 $50.00 $50.00 c. Resident double gym athletic ‐ per hour $90.00 $90.00 $90.00 d. Non‐resident double gym athletic ‐ per hour $100.00 $100.00 $100.00 e. Resident single gym non‐athletic $550.00 $550.00 $550.00 f. Non‐resident single gym non‐athletic $660.00 $660.00 $660.00 g. Resident double gym non‐athletic $1,100.00 $1,100.00 $1,100.00 h. Non‐resident double gym non‐athletic $1,350.00 $1,350.00 $1,350.00 i. Carpet fee single gym ‐ resident & non‐resident $165.00 $165.00 $165.00 j. Carpet fee double gym ‐ resident & non‐resident $330.00 $330.00 $330.00 k. Classroom resident $35.00 $35.00 $35.00 l. Classroom Non‐resident $40.00 $40.00 $40.00 12. Birthday Party Packages: a. Bounce package ‐ resident $65.00 $75.00 $75.00 b. Sports package ‐ resident $65.00 $75.00 $65.00 c. Bounce package ‐ non‐resident $75.00 $85.00 $85.00 d. Sports package ‐ non‐resident $75.00 $85.00 $75.00 13. Facility Rental ‐ Neighborhood Center: a. Meeting room ‐ resident $35.00 $35.00 $35.00 b. Gymnasium ‐ resident $35.00 $35.00 $35.00 c. Meeting room ‐ non‐resident $40.00 $40.00 $40.00 d. Gymnasium ‐ non‐resident $40.00 $40.00 $40.00 SECTION VII. COMMUNITY CENTER PASS CARD & FEES 1. One Month Fitness Pass: a. Resident $25.00 $20.00 $20.00 b. Non‐resident $35.00 $24.00 $24.00 2. Yearly Pass: a. Resident N/A $200.00 $200.00 b. Non‐resident N/A $240.00 $240.00 3. Racquetball Pass: a. Resident $55.00 $55.00 $55.00 b. Non‐resident $55.00 $55.00 $55.00 4. Community Center Drop In Fees: a. Resident adult/senior/student aerobics $6.00 $6.00 $6.00 b. Non‐resident aerobics $6.00 $6.00 $6.00 c. Resident basketball $3.00 $3.00 $3.00 d. Non‐resident basketball $3.00 $3.00 $3.00 e. Senior/student basketball $2.00 $2.00 $2.00 f. Resident volleyball $3.00 $3.00 $3.00 g. Non‐resident volleyball $3.00 $3.00 $3.00 h. Senior/student volleyball $2.00 $2.00 $2.00 i. Resident fitness $3.00 $3.00 $3.00 Appendix - Rates and Fees Schedule 7 - 23 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 j. Non‐resident fitness $3.00 $3.00 $3.00 k. Senior/student fitness $2.00 $2.00 $2.00 l. Resident/senior/student shower pass $20.00 $20.00 $20.00 m. Non‐resident shower pass $20.00 $20.00 $20.00 n. Resident racquetball per hour $7.00 $7.00 $7.00 o. Non‐resident racquetball per hour $7.00 $7.00 $7.00 p. Senior/student racquetball per hour $7.00 $7.00 $7.00 q. Resident wallyball per hour $10.85 $10.85 $10.85 r. Non‐resident wallyball per hour $13.00 $13.00 $13.00 s. Senior/student wallyball per hour $9.75 $9.75 $9.75 SECTION VIII. AIRPORT CHARGES: 1. Airport Fuel Flow Charge: per gallon $0.06 $0.06 $0.06 2. Transient airplane parking daily $3.00 $4.00 $4.00 3. Hangar wait list, one time fee $100.00 $100.00 $100.00 4. Tie‐down wait list, one time fee $25.00 $25.00 $25.00 5. Lost gate card fee per occurrence $50.00 $50.00 $50.00 SECTION IX: ANIMAL LICENSES: 1. Cat: a. Cat Altered $25.00 $30.00 $30.00 b. Cat Altered ‐ qualified senior* ‐ lifetime tag (max. 3)$25.00 $30.00 $30.00 c. Cat Unaltered $40.00 $45.00 $45.00 d. Cat Unaltered ‐ qualified senior* ‐ lifetime tag (max. 3)$40.00 $45.00 $45.00 2. Dog: a. Dog Altered $25.00 $30.00 $30.00 b. Dog altered ‐ qualified senior* ‐ lifetime tag (max. 3)$25.00 $30.00 $30.00 c. Dog Unaltered $40.00 $45.00 $45.00 d. Dog unaltered ‐ qualified senior* ‐ lifetime tag (max. 3)$40.00 $45.00 $45.00 3. Duplicate Tag $5.00 $10.00 $10.00 4. Additional Animal Permit, New and Annual Renewal $50.00 $50.00 $50.00 5. Penalty for not licensing $250.00 $250.00 $250.00 6. Late renewal fee $15.00 $30.00 $30.00 7. Life of pet license Annual Annual Annual *Qualified Senior under this section shall mean city residents sixty two (62) years of age or older, if income qualified as set forth in Section 8‐5‐15D and E and Section 8‐4‐31C of the RMC SECTION X: BUSINESS LICENSES: 1. General Business License (Base fee + Per hour fee = Total fee): a. Base fee NA $45.00 $45.00 b. Per hour fee, for each worker hour *$0.029 $0.034 $0.034 c. Minimum Fee **$55.00 $110.00 $110.00 *Or $65 per full‐time equivalent employee based on 1920 worker hours ** Minimum fee includes the $45 base fee and up to 1920 worker hours 2. Short Term Employment within the City: a. A temporary ninety (90) day license maybe purchased $25.00 $25.00 $25.00 for each FTE on a temporary job for 3. Penalties: a. The penalty to reinstate an expired business license $20.00 $20.00 $20.00 b. The penalty for failure to obtain a business license $50.00 $50.00 $50.00 Appendix - Rates and Fees Schedule 7 - 24 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 plus payment of all license fee amounts still owing for the last three (3) years, plus a penalty of (20%) per annum for all amounts owing, plus any accounting, legal or administrative expenses incurred by the City in determining the nonreporting, or the unpaid portion over the last (3) years or in collecting the tax and/or penalty. c. Failure to pay the license fee within one day after the day on which it is due and payable pursuant to subsection C7 of Chapter 5 of the RMC shall render the business enterprise subject to a penalty of (5%) of the amount of the license fee for the first month of the delinquency and an additional penalty of (5%) for each succeeding month of delinquency, but not exceeding a total penalty of (25%) of the amount of such license fee. SECTION XI. DEVELOPMENT FEES: 1. Building Fees: a. Building Permit Fees: Building Permit Fees are payable prior to the issuance of a building permit Valuation is between: $1.00 to $500.00 Base Fee $28.00 $28.00 $28.00 $501.00 to $2,000.00 $28 + $3.65 x each $100 value $28 + $3.65 x each $100 value $28 + $3.65 x each $100 value $2001.00 to 25,000.00 $82.75 + $16.75 x each $,1000 value $82.75 + $16.75 x each $,1000 value $82.75 + $16.75 x each $,1000 value $25,001.00 to $50,000.00 $468 + $12 x each $1,000 value $468 + $12 x each $1,000 value $468 + $12 x each $1,000 value $50,001.00 to $100,000.00 $768 + $8.35 x each $1,000 value $768 + $8.35 x each $1,000 value $768 + $8.35 x each $1,000 value $100,001.00 to $500,000.00 $1,185.50 + $6.70 x each $1,000 value $1,185.50 + $6.70 x each $1,000 value $1,185.50 + $6.70 x each $1,000 value $500,001.00 to $1,000,000.00 $3,865.50 + $5.65 x each $1,000 value $3,865.50 + $5.65 x each $1,000 value $3,865.50 + $5.65 x each $1,000 value $1,000,001.00 and up $6,690.50 + $4.35 x each $1,000 value $6,690.50 + $4.35 x each $1,000 value $6,690.50 + $4.35 x each $1,000 value b.Combination Building Permit Fees: Combination Building Permit fees are required for each new single family residential structure, and are payable prior to the issuance of a building permit (i) Plumbing up to 3,000 sq ft $150.00 $150.00 $150.00 (ii) Plumbing over 3,000 sq ft $175.00 $175.00 $175.00 (iii) Mechanical up to 3,000 sq ft $150.00 $150.00 $150.00 (iv) Mechanical over 3,000 sq ft $175.00 $175.00 $175.00 (v) Electrical up to 3,000 sq ft $75.00 $75.00 $75.00 (vi) Electrical over 3,000 sq ft $100.00 $100.00 $100.00 c. Building Plan Check Fee; In addition to the building permit fees or combination building permit fees, a plan check fee equal to sixty five percent (65%) of the permit fee will be charged on all building permits. Payable at the time of building permit application submittal. d. Demolition Permit Fee:$15.00 $115.00 $115.00 e. State Building Code Fee: (i) All projects:$4.50 $4.50 $4.50 (ii) Multi‐family projects:$4.50 $4.50 $4.50 (1) Each additional card:$2.00 $2.00 $2.00 Appendix - Rates and Fees Schedule 7 - 25 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 f. Electrical Permit Fees: (i) Residential Fees ‐ Single ‐Family and Duplex (1) New Service ‐ Single Family and Duplex (a) Up to 200 AMP $70.00 $70.00 $70.00 (b) Over 200 AMP $80.00 $80.00 $80.00 (2) Service Changes/New Circuits ‐ Single Family and Duplex: (a) Change up to 200 AMP $45.00 $45.00 $45.00 (b) Change over 200 AMP $60.00 $60.00 $60.00 (c) Any new circuits added to above price $15.00 $15.00 $15.00 is per each up to a maximum of $45.00 (d) Minimum fee for remodel/addition of $45.00 $45.00 $45.00 new circuits without a service charge (ii) Multi‐Family, Commercial and Industrial Fees: (1)Fees for all types of electrical permits are based on value of work: $1.00 to $250.00 $45.00 $45.00 $45.00 $250.01 to $1,000.00 $45 + 3.3% of value $45 + 3.3% of value $45 + 3.3% of value $1,000.01 to 5,000.00 $78 + 2.9% of value $78 + 2.9% of value $78 + 2.9% of value $5,000.01 to $50,000.00 $223 + 1.7% of value $223 + 1.7% of value $223 + 1.7% of value $50,000.01 to $250,000.00 $1,073 + 1.0% of value $1,073 + 1.0% of value $1,073 + 1.0% of value $250,000.01 to $1,000,000.00 $3,573 + 0.8% of value $3,573 + 0.8% of value $3,573 + 0.8% of value $1,000,000.01 and up $11,573 + 0.45% of value $11,573 + 0.45% of value $11,573 + 0.45% of value (iii)Temporary Electrical Services $45.00 $45.00 $45.00 (iv) Miscellaneous Electrical Fees (1) Job Trailers $45.00 $45.00 $45.00 (2) Signs per each $45.00 $45.00 $45.00 (3) Swimming Pools, Hot Tubs, Saunas per each $60.00 $60.00 $60.00 (4) Mobile Homes $45.00 $45.00 $45.00 (5) Low Voltage Work (e.g., alarm systems; 50% of 50% of 50% of thermostats; computer, data, or phone lines; standard fee fiber optics, cable television, etc.) Exemption: Residential telephone communication systems, thermostats, security systems, and cable television installations are exempt from fees g. Grade and Fill License Fees: Fees shall be based on the volume of the excavation and fill. (i) Grading License (1) 50 cubic yards or less $10.00 $10.00 $10.00 (2) 51 ‐ 100 cubic yards $15.00 $15.00 $15.00 (3) 101 ‐ 1,000 cubic yards (a) For the first 100 cubic yards $15.00 $15.00 $15.00 (b) For each additional 100 cubic yards $7.00 $7.00 $7.00 or fraction (4) 1,001 ‐ 10,000 cubic yards (a) For the first 1,000 cubic yards $78.00 $78.00 $78.00 (b) For each additional 1,000 cubic yards $6.00 $6.00 $6.00 or fraction (5) 10,001 ‐ 100,000 cubic yards (a) For the first 10,000 cubic yards $132.00 $132.00 $132.00 (b) For each additional 10,000 cubic yards $27.00 $27.00 $27.00 or fraction Appendix - Rates and Fees Schedule 7 - 26 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 (6) 100,001 or more cubic yards (a) For the first 100,000 cubic yards $375.00 $375.00 $375.00 (b) For each additional 100,000 cubic yards $15.00 $15.00 $15.00 or fraction In addition to the license fees, a grading plan check fee and a drainage plan check fee is charged for all grading licenses requiring plan review. Before accepting a set of plans and specifications for checking, the Development Services Division shall collect a plan checking fee. (ii) Grading Plan Check Fees (1) 50 cubic yards or less $5.00 $5.00 $5.00 (2) 51 ‐ 100 cubic yards $10.00 $10.00 $10.00 (3) 101 ‐ 1,000 cubic yards $15.00 $15.00 $15.00 (4) 1,001 ‐ 10,000 cubic yards $20.00 $20.00 $20.00 (5) For each additional 10,000 cubic yards $10.00 $10.00 $10.00 (6) For the first 100,000 cubic yards $110.00 $110.00 $110.00 (7) For each additional 10,000 cubic yards $6.00 $6.00 $6.00 (8) For the first 200,000 cubic yards $170.00 $170.00 $170.00 (9) For each additional 10,000 cubic yards $3.00 $3.00 $3.00 (10) Drainage plan check fees associated $50.00 $50.00 $50.00 with a grading license: fee plus $1.00 for every 10,000 sq feet of land area. (11)Solid Waste Fills: The plan check fee for 1.5 x plan 1.5 x plan 1.5 x plan solid waste fills shall be one and one‐half check fee check fee check fee (1‐1/2) times the plan checking fees listed above. The fee for a grading license authorizing additional work to that under a valid license shall be the difference between the fee paid for the original license and the fee shown for the entire project. (12) Annual Licenses of Solid Waste Fills: The 1.5 x plan 1.5 x plan 1.5 x plan fee for annual licenses for solid waste fills check fee check fee check fee shall be one and one‐half (1‐1/2) times the plan checking fees listed above. The fee for a grading license authorizing additional work to that under a valid license shall be the difference between the fee paid for the original license and the fee shown for the entire project. Any unused fee may be carried forward to the next year. If any work is done before the license is issued, the grading license fee shall be doubled. h. House Moving ‐ minimum per hour Inspection Fee:$75.00 $75.00 $75.00 This covers only the Building Section inspection of the structure prior to move. There is a separate additional fee charged by the Public Works Department to cover the actual house move permit. A building permit is also required in order to site the structure on the new site. i. Inspection Fee For Condominium Conversions: $100 on 1st unit / $15 each add'l unit $100 on 1st unit / $15 each add'l unit $100 on 1st unit / $15 each add'l unit j. Manufactured/Mobile Home Installation Fees: Includes plan review and inspection fees for the foundation (electrical, plumbing, mechanical, sewer and water connection fees are in addition to the below amounts). (i) Within a manufactured home park $100.00 $100.00 $100.00 Appendix - Rates and Fees Schedule 7 - 27 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 (ii) Outside of a manufactured home park Building Permit Fees Building Permit Fees Building Permit Fees k. Mechanical Permit Fees: (i) Basic permit fee plus itemized fees below:$45.00 $45.00 $45.00 (1) Heating system (furnace, heat pump, $17.00 $17.00 $17.00 suspended heater, fireplace, wood stove, etc.). A/C system (air conditioner, chiller or Air Handling Unit (VAV) including ducts and vents) (2) Boiler or Compressor: $17.00 $17.00 $17.00 Installation or relocation of each: (a) Up to and including 3 horsepower.$17.00 $17.00 $17.00 (b) Over 3 horsepower up to and including $30.00 $30.00 $30.00 15 horsepower. (c) Over 15 horsepower up to and including $40.00 $40.00 $40.00 30 horsepower. (d) Over 30 horsepower to and including $60.00 $60.00 $60.00 50 horsepower. (e) Over 50 horsepower.$100.00 $100.00 $100.00 (3) Absorption System: Installation or relocation of each: (a) Up to and including 100,000 Btu/h $17.00 $17.00 $17.00 (b) Over 100,000 Btu/h up to and including $30.00 $30.00 $30.00 500,000 Btu/h (c) Over 500,000 Btu/h up to and including $40.00 $40.00 $40.00 1,000,000 Btu/h (d) Over 1,000,000 Btu/h up to and including $60.00 $60.00 $60.00 1,750,000 Btu/h (e) Over 1,750,000 Btu/h $100.00 $100.00 $100.00 (4) Residential ventilation/exhaust fan $8.00 $8.00 $8.00 (5) Appliance or piece of equipment regulated $17.00 $17.00 $17.00 by this code but not classed in other appliance categories, or for which no other fee is listed in this code (6) Commercial ventilation/exhaust system not $17.00 $17.00 $17.00 a portion of any heating or air conditioning system authorized by a permit. (7) Commercial Hood: Installation of each $50.00 $50.00 $50.00 served by a mechanical exhaust, including the ducts for such hood each (8) Incinerator: Installation or relocation $75.00 $75.00 $75.00 of each (9) Appliance or piece of equipment regulated $17.00 $17.00 $17.00 by this code but not classed in other appliance categories, or for which no other fee is listed in this code (10) Fuel Gas Piping: Each gas‐piping system $12.00 $12.00 $12.00 of 1 to 4 outlets (a) Each gas‐piping system of 5 or more $2.50 $2.50 $2.50 outlets, per outlet l. Plumbing Permit Fees: (i) Base fee for all types of work; plus itemized $45.00 $45.00 $45.00 fees below (1) Per plumbing fixture (e.g., sink, shower, $8.00 $8.00 $8.00 toilet, dishwasher, tub, etc.) or set of fixtures on one trap Appendix - Rates and Fees Schedule 7 - 28 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 (2) For meter to house water service $8.00 $8.00 $8.00 (3) Fuel Gas Piping: Each gas‐piping system $12.00 $12.00 $12.00 of 1 to 4 outlets (a) Each gas‐piping system of 5 or more $2.50 $2.50 $2.50 outlets, per outlet (4) Per drain for rainwater systems $8.00 $8.00 $8.00 (5) Per lawn sprinkler system, includes $8.00 $8.00 $8.00 backflow prevention (6) Per fixture for repair or alteration of $8.00 $8.00 $8.00 drainage or vent piping (7) Per vacuum breaker or backflow protection $8.00 $8.00 $8.00 device on tanks, vats, etc. (8) Per interceptor for industrial $8.00 $8.00 $8.00 waste pretreatment m. Sign Permit Fees: (i) Permanent Signs: (1) Roof, projecting, awning, canopy, marquee, $125.00 $125.00 $125.00 and wall signs (2) Freestanding ground and pole signs $175.00 $175.00 $175.00 (ii) Temporary and Portable Signs: (1) Real Estate Directional Signs, pursuant $50.00 $50.00 $50.00 to RMC 4‐4‐100J2, permit valid for a 12‐months period (2) Grand Opening Event Signs, pursuant to $25.00 $25.00 $25.00 RMC 4‐4‐100J6d(i) (3) Event Signs, pursuant to RMC 4‐4‐100J6d(ii) $15.00 $15.00 $15.00 and (iii) per sign, per promotion (4) A‐Frame Signs, pursuant to RMC 4‐4‐100J5 $100.00 $100.00 $100.00 Charge is for the first sign, all subsequent signs are $50.00 (5) Commercial Property Real Estate Banner $50.00 $50.00 $50.00 each sign permit is valid for 12 months. (6) Decorative Flags fee is per entrance and $50.00 $50.00 $50.00 valid until flag(s) are removed (iii) Request for Administrative Modifications of City $100.00 $100.00 $100.00 Center Sign Regulations per RMC 4‐4‐100H9: (iv) Work in Advance of Sign Permit Issuance: Where work for which the permit is required by this Title IV of RMC is started or proceeded with prior to obtaining said permit, the fees above specified shall be doubled; but the payment of such double fee shall not relieve any persons from complying with the requirements in the execution of the work nor from any other penalties prescribed herein. n. Swimming Pool/Hot Tub/Spa Installation Fees: (i) Public pool, spa, hot tub $30.00 $30.00 $30.00 (ii) Private pool, spa, hot tub $20.00 $20.00 $20.00 (iii) Pool filling system, including backflow $2.00 $2.00 $2.00 prevention, each (iv) Each water heater and /or vent $2.00 $2.00 $2.00 (v) Gas piping system, each $2.00 $2.00 $2.00 (vi) Replacing of filter $3.00 $3.00 $3.00 (vii) Miscellaneous replacements $3.00 $3.00 $3.00 (viii) Backwash receptor $2.00 $2.00 $2.00 o. Miscellaneous Fees: (i) Replacement Permit Fee: Permit copies for $20.00 $20.00 $20.00 replacement of lost or mutilated building, demolition, grading, plumbing, electrical or mechanical permit will be furnished upon a Appendix - Rates and Fees Schedule 7 - 29 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 payment of a service fee (ii) Re‐Inspection Fees: Re‐inspection fees are $47.00 $47.00 $47.00 assessed under the provisions of Section 305.8 of the International Building Code. Re‐inspection fees shall be $47.00 per hour or the total hourly cost to the jurisdiction, whichever is greatest. This cost shall include supervision, overhead, equipment, hourly wages and fringe benefits of the employees involved. (iii)Plan Review Fees for Electrical, Plumbing, or 40% of 40% of 40% of Mechanical Permits: In addition to the above permit fee permit fee permit fee permit fees, a plan check fee equal to forty percent (40%) of the permit fee may be charged when required by the Building Official. 2.Land Use Review Fees: a. General Land Use Review (i) Additional Animals Permit (annual fee)$50.00 $50.00 $50.00 (ii) Annexation N/C N/C N/C (iii) Appeal of Hearing Examiner's Decision, $250.00 $250.00 $250.00 Administrative Decision, or Environmental Decision (iv) Binding Site Plan (total fee for both preliminary $1,800.00 $1,800.00 $1,800.00 and final phases) (v) Code Text Amendment N/C N/C N/C (vi) Comprehensive Plan Map or Text $1,000.00 $1,000.00 $1,000.00 Amendment (each) (vii) Conditional Use Permit $2,000.00 $2,000.00 $2,000.00 (viii) Critical Areas Review Fee: for those projects that 100% of 100% of 100% of propose impacts to critical areas and will be contract cost contract cost contract cost billed at the cost of contract biologist’s review.1 (ix) Environmental Impact Statement Cost include the 100% of cost 100% of cost 100% of cost coordination, review and appeal. Draft and Final2 (x) Environmental Checklist Review $1,000.00 $1,000.00 $1,000.00 (xi) Fence Permit (special)$100.00 $100.00 $100.00 (xii) Grading and Filling Permit (Hearing Examiner)$2,000.00 $2,000.00 $2,000.00 (xiii) Lot Line Adjustment $450.00 $450.00 $450.00 (xiv) Manufactured/Mobile Home Park: (1) Tentative $500.00 $500.00 $500.00 (2) Preliminary $2,000.00 $2,000.00 $2,000.00 (3) Final $1,000.00 $1,000.00 $1,000.00 (xv) Open Space Classification Request $100.00 $100.00 $100.00 (xvi) Plats: (1) Short Plat (total fee for both preliminary and $1,400.00 $1,400.00 $1,400.00 final phases) (2) Preliminary $4,000.00 $4,000.00 $4,000.00 (3) Final Plat $1,500.00 $1,500.00 $1,500.00 (xvii) Planned Urban Development: (1) Preliminary Plan $2,000.00 $2,000.00 $2,000.00 (2) Final Plan $1,000.00 $1,000.00 $1,000.00 (xviii) Rebuild Approval Permit: (1) Hearing Examiner Review $500.00 $500.00 $500.00 (2) Administrative Review $250.00 $250.00 $250.00 (xix) Rezone $2,000.00 $2,000.00 $2,000.00 (xx) Routine Vegetation Management Permit $75.00 $75.00 $75.00 without Critical Areas (xxi) Shopping Cart Plan Review $100.00 $100.00 (xxii) Shoreline‐Related Permits Appendix - Rates and Fees Schedule 7 - 30 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 (1) Shoreline Permit Exemption N/C N/C N/C (2) Substantial Development Permit $2,000.00 $2,000.00 $2,000.00 (3) Conditional Use Permit $2,000.00 $2,000.00 $2,000.00 (4) Variance $2,000.00 $2,000.00 $2,000.00 (xxiii) Site Development Plan (Site Plan or Master Plan which includes design review fee for projects subject to RMC 4‐3‐100): (1) Hearing Examiner Review $2,000.00 $2,000.00 $2,000.00 (2) Administrative Review $1,000.00 $1,000.00 $1,000.00 (3) Modification (minor, administrative) N/C N/C N/C (4) Modification (major) required new Application Application Application application and repayment of fee required Fees Fees Fees (xxiv) Special Permit (Hearing Examiner) $2,000.00 $2,000.00 $2,000.00 (xxv) Temporary Use Permits: (1) Tier 1 $75.00 $75.00 $75.00 (2) Tier 2 $150.00 $150.00 $150.00 (xxvi) Variance (per each variance requested)$1,200.00 $1,200.00 $1,200.00 Administrative or Hearing Examiner (xxvii) Waiver or Modification of Code $100.00 $100.00 $100.00 Requirements cost is per request (xxix) Landscape Review Fee N/A $100.00 $100.00 1Per RMC 4‐3‐050F7, the City may charge and collect fees from any applicant to cover costs incurred by the city in review of plans, studies, monitoring reports and other documents related to evaluation of impacts to or hazards from critical areas and subsequent code‐required monitoring. 2When the City is the lead agency for a proposal requiring an Environmental Impact Statement (EIS) and the Environmental Review Committee (ERC) determines that the EIS shall be prepared, the City may charge and collect a reasonable fee from any applicant to cover costs incurred by the City in preparing the EIS. The ERC shall advise the applicant(s) of the projected costs for the EIS prior to actual preparation; the applicant shall post bond or otherwise ensure payment of such costs. The ERC may determine that the City will contract directly with a consultant for preparation of an EIS, or a portion of the EIS, and may bill such costs and expenses directly to the applicant. Such consultants shall be selected by mutual agreement of the City and applicant after a call for proposals. If a proposal is modified so that an EIS is no longer required, the ERC shall refund any fees collected under this subsection which remain after incurred costs are paid. The City may collect a reasonable fee from an applicant to cover the cost of meeting the public notice requirements of this Title relating to the applicant’s proposal. The City shall not collect a fee for performing its duties as a consulted agency. The City may charge any person for copies of any document prepared under this Title, and for mailing the document, in a manner provided by chapter 42.17 RCW. b.Exception for Projects Vested in the County: For those projects that have vested to a land use permit under the development regulations of King County, the King County Land Use Review Fee Schedule shall apply, and is hereby adopted by reference. A copy of that fee schedule has been filed with the City Clerk and is available at the City Clerk’s office for public review. 3.Public Works Fees: a. Franchise Permit Fees: Unless otherwise specified in a franchise agreement, the fee shall be due and payable at or prior to the time of construction permit issuance. If a franchise agreement does not specify the fee amount, the generic fee, as identified in the following table, shall be collected. A bond as stipulated in RMC 9‐10‐5, Street Excavation Bond, is also required. (i) Small work, including trenching less than 60 $350.00 $350.00 $350.00 linear feet or installation of 6 or less utility poles (ii) All other work permit fee plus $60.00 per $350.00 $350.00 $350.00 overtime hour of inspection. b. Latecomers' Agreement Application Fees: The processing fee is due at the time of application. The administration and collection fee is deducted from Appendix - Rates and Fees Schedule 7 - 31 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 each individual latecomer fee payment and the balance forwarded to the holder of the latecomer’s agreement pursuant to RMC 9‐5‐9, Tender of Fee. (i) Processing fee (Nonrefundable) if amount covered $500.00 $500.00 $500.00 by latecomers’ is $20,000.00 or less (ii) Processing fee (Nonrefundable) if amount $1,000.00 $1,000.00 $1,000.00 covered by latecomers' is between $20,000.00 and $100,000.00 (iii)Processing fee (Nonrefundable) if amount $2,000.00 $2,000.00 $2,000.00 covered by latecomers' is greater than $100,000.00 (iv) Latecomers' Agreement – Administration and 15% of total 15% of total 15% of total collection fee if amount covered by latecomers' is $20,000.00 or less (v) Latecomers' Agreement – Administration and 10% of total 10% of total 10% of total collection fee if amount covered by latecomers' is between $20,000.00 and $100,000.00 (vi) Latecomers' Agreement – Administration and 5% of total 5% of total 5% of total collection fee if amount covered by latecomers' is greater than $100,000.00 (vii) Segregation processing fee, if applicable $750.00 $750.00 $750.00 c. System Development Charge Tables: (i) Water and Wastewater System Development Charges: (1) 5/8 x 3/4 inch (a) Water service fee $2,236.00 $2,523.00 $2,809.00 (b) Fire service fee a,b $292.00 $329.00 $365.00 (c) Wastewater fee $1,591.00 $1,812.00 $2,033.00 (2) 1 inch (a) Water service fee $5,589.00 $2,523.00 $2,809.00 (b) Fire service fee a,b $729.00 $329.00 $365.00 (c) Wastewater fee $3,977.00 $1,812.00 $2,033.00 (3) 1‐1/2 inch (a) Water service fee $11,179.00 $12,612.00 $14,045.00 (b) Fire service fee a,b $1,458.00 $1,642.00 $1,826.00 (c) Wastewater fee $7,954.00 $9,060.00 $10,165.00 (4) 2 inch (a) Water service fee $17,886.00 $20,179.00 $22,472.00 (b) Fire service fee a,b $2,332.00 $2,627.00 $2,921.00 (c) Wastewater fee $12,726.00 $14,495.00 $16,264.00 (5) 3 inch (a) Water service fee $35,711.00 $40,328.00 $44,944.00 (b) Fire service fee a,b $4,665.00 $5,254.00 $5,843.00 (c) Wastewater fee $25,452.00 $28,990.00 $32,528.00 (6) 4 inch (a) Water service fee $55,893.00 $63,059.00 $70,225.00 (b) Fire service fee a,b $7,288.00 $8,209.00 $9,129.00 (c) Wastewater fee $39,768.00 $45,297.00 $50,825.00 (7) 6 inch (a) Water service fee $111,786.00 $126,118.00 $140,450.00 (b) Fire service fee a,b $14,577.00 $16,418.00 $18,259.00 (c) Wastewater fee $79,537.00 $90,594.00 $101,650.00 (8) 8 inch (a) Water service fee $178,857.00 $201,789.00 $224,720.00 (b) Fire service fee a,b $23,323.00 $26,269.00 $29,214.00 (c) Wastewater fee $127,258.00 $144,949.00 $162,640.00 a Based upon the size of the fire service (NOT detector bypass meter) Appendix - Rates and Fees Schedule 7 - 32 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 b Unless a separate fire service is provided, the system development charge(s) shall be based upon the size of the meter installed and a separate fire service fee will not be charged. (ii) Storm Water System Development Charges: (1) New single family residence $1,012.00 $1,120.00 $1,228.00 (including mobile/manufactured homes) (2) Addition to existing single family residence $0.405 $0.448 $0.491 greater than 500 square feet (including per sq foot per sq foot per sq foot mobile/manufactured homes) Fee not to exceed $1,012.00 (3) All other uses charge per square foot of new $0.405 $0.448 $0.491 impervious surface, but not less per sq foot per sq foot per sq foot than $1,012.00 d. Administrative Fees for SDC Segregation Request: The applicant shall pay the City’s administrative costs for the preparation, processing and recording of the partial payment of the fee(s). At the time of application for special assessment district, and/or latecomer’s charge partial payment the applicant shall pay the administrative fee of $750.00 for each segregation. If the same segregation is used for more than one utility’s special assessment district, and/or latecomer’s charge, then only one administrative fee is collected. e. Public Works Construction Permit Fees: The following public works construction permit fees, utility permit fees, and miscellaneous charges are payable at or prior to the time of construction permit issuance. (i) Water Construction Permit Fees: (1) Water meter tests for 3/4” to 2" meter $50.00 $50.00 $50.00 (a) Water meter tests on meters 2" or larger $60 deposit + time and materials $60 deposit + time and materials $60 deposit + time and materials (b) Open and close fire hydrants for fire Time and Time and Time and flow tests conducted by others. materials materials materials (c) Water service disconnection $250.00 $250.00 $250.00 (cut at main) (d) Meter resets $95.00 $95.00 $95.00 (e) Repair of damage to service $225.00 $225.00 $225.00 (f) Water main connections $535.00 $535.00 $535.00 (g) Water main cut and cap $1,000.00 $1,000.00 $1,000.00 (h) Water quality/inspection/purity tests $65.00 $65.00 $65.00 (i) Specialty water tests (lead, copper, etc) Cost of test + $70 processing fee Cost of test + $70 processing fee Cost of test + $70 processing fee (j) Water turn ons/offs after hours $185.00 $185.00 $185.00 (k) Installation of isolation valve. $2,000 deposit + time and materials $2,000 deposit + time and materials $2,000 deposit + time and materials (l) New water line chlorination fee. Fee $250 + $0.15 $250 + $0.15 $250 + $0.15 plus $0.15 per lineal foot for any per lineal per lineal per lineal footage after the first two hundred fifty foot foot foot (250) lineal feet (m) Miscellaneous water installation fees. Time and materials Time and materials Time and materials (n) Service size reductions $50.00 $50.00 (o) Installation fees for ring and cover $200.00 $200.00 castings (2) Water meter installation fees – City installed: The following fees are payable at the time of application for water meter installation(s). (a) 3/4” meter installed by City within $2,260.00 $2,668.00 $3,075.00 City limits. Installation of stub Appendix - Rates and Fees Schedule 7 - 33 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 service and meter. (i) 3/4" meter drop in only $240.00 $320.00 $400.00 (b) 3/4” meter installed by City outside City $2,430.00 $2,870.00 $3,310.00 limits. Installation of stub service and meter. (i) 3/4" meter drop in only $240.00 $320.00 $400.00 (c) 1” meter installed by the City. $2,430.00 $2,870.00 $3,310.00 Installation of stub service and meter (i) 1" meter drop in only $250.00 $355.00 $460.00 (d) 1‐1/2" meter installed by the City. $3,600.00 $4,465.00 $5,330.00 Installation of stub service and meter. (i) 1‐1/2” meter drop in only $435.00 $593.00 $750.00 (e) 2” meter installed by the City. $4,030.00 $4,845.00 $5,660.00 Installation of stub service and meter. (i) 2" meter drop in only $550.00 $750.00 $950.00 (3) Water meter processing fees – Applicant installed: For meters larger than 2”, the applicant must provide materials and installs. The City charges a $220.00 processing fee at the time of meter application. (4) Hydrant Meter fees: The following fees are payable at the time of application for a hydrant meter: (a) Hydrant meter permit fee $50.00 $50.00 $50.00 (b) Deposits: (i) 3/4” meter and backflow $300.00 $300.00 $300.00 prevention assembly. (ii) 3” meter and backflow $800.00 $800.00 $800.00 prevention assembly. (iii) Deposit processing charge, $25.00 $25.00 $25.00 nonrefundable. (c) Cost of water per ccf.$3.70 $3.70 $3.70 (d) Meter rental begins on day of pickup. (i) 3/4” meter and backflow $11.66 $11.66 $11.66 prevention assembly. Per month. (ii) 3” meter and backflow $143.67 $143.67 $143.67 prevention assembly. Per month. (ii) Wastewater and surface water construction permit Fees: (1)Residential: (a) Wastewater permit fee $150.00 $175.00 $200.00 (b) Surface water permit fee $150.00 $175.00 $200.00 (2) Commercial: (a) Wastewater permit fee $175.00 $213.00 $250.00 (b) Surface water permit fee $175.00 $213.00 $250.00 (3) Industrial: (a) Wastewater permit fee $200.00 $250.00 $300.00 (b) Surface water permit fee $200.00 $250.00 $300.00 (4) Repair of any of the above (a) Wastewater permit fee $50.00 $100.00 $150.00 (b) Surface water permit fee $50.00 $100.00 $150.00 (5) Cut and cap/Demolition permit (a) Wastewater permit fee $120.00 $160.00 $200.00 (b) Surface water permit fee $120.00 $160.00 $200.00 (6) Ground water discharge (temporary $170.00 N/C N/C connection to wastewater system for one‐time discharge of contaminated ground water to 50,000 gallons) (7) Ground water discharge (temporary $170.00 $235.00 $300.00 connection to wastewater system for plus King plus King plus King discharge of contaminated ground water County County County over 50,000 gallons) Rate plus billed for sewer rate on sewer rate on sewer rate on current Renton and King County sewer rate discharged discharged discharged Appendix - Rates and Fees Schedule 7 - 34 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 on discharged amount (meter provided by amount amount amount property owner) (iii) Work in right‐of‐way – construction permit: Utility and street/sidewalk improvements: A bond is required, as stipulated in RMC 9‐10‐5, Street Excavation Bond. (1) Less than 35 feet in length $30.00 $65.00 $100.00 (2) 35 to 100 feet in length $60.00 $93.00 $125.00 (3) Greater than 100 feet in length $90.00 $120.00 $150.00 (4) Wastewater or storm water service N/A $120.00 $150.00 Exception: No permit fee shall be charged for individual homeowners for work in street rights‐of‐way for street tree or parking strip irrigation systems. (iv) Street light system fee: All new installations of street lighting facilities shall incur a fee of $500.00 per connection to the power system, payable at or prior to the time of construction permit issuance. f. Public works plan review and inspection fees: All developers, municipal or quasi‐municipal entities, or utility corporations or companies, except those specifically exempted, shall pay fees under this Section. Exempted entities include City‐franchised cable TV, cable modem, natural gas, telecommunications, and electrical power. Half of this fee must be paid upon application and the remainder when the permit(s) is issued. There are additional construction permit fees which are also payable upon issuance. The fee will be based upon percentages of the estimated cost of improvements using the following formula. (i) Street and utility plan review and inspection fees; estimated construction cost: The applicant must submit separate, itemized cost estimates for each item of improvement subject to the approval by the Public Works Plan Review Section. (1) $150,000.00 or less 6% of cost 6% of cost 6% of cost (2) Over $150,000.00 but less than $300,000.00. $9,000 + 5% over $150,000 $9,000 + 5% over $150,000 $9,000 + 5% over $150,000 (3)$300,000.00 and over. $16,500 + 4% over $300,000 $16,500 + 4% over $300,000 $16,500 + 4% over $300,000 Construction cost, also known as the Engineer’s Estimate or the Contractor’s Bid, shall mean cost estimate for all project related improvements outside of the building envelopes, including, but not limited to, all costs required to construct the following: paved parking lots, private sidewalks or walkways; private and public storm water management facilities; temporary erosion and sedimentation control facilities; water quality facilities; public and private streets; public and private sanitary sewers; public water main improvements; required off‐site street, bike and pedestrian improvements; street lighting improvements; required landscaping and street tree improvements; and site grading and mobilization costs. g.Release of easement fees: The imposition, collection, payment and other specifics concerning this charge are detailed in chapter 9‐1 RMC, Easements. (i) Filing fee, payable at the time of application $250.00 $250.00 $250.00 (ii) Processing fee (paid upon Council approval of $250.00 $250.00 $250.00 release of easement) h. Right‐of –Way use permit fees & Revocable permits for the Use of Excess Public Right‐of way: These fees are payable at the time of application. The imposition, collection, payment and other specifics concerning this charge are detailed in chapter 9‐2 RMC, Excess Right‐of Way Use. (i)Single family and two family uses annually, fee $10.00 + LET1 $10.00 + LET1 $10.00 + LET1 plus leasehold excise tax1 if applicable (ii) All uses without public benefit fee is a per month 0.5% x Value2 0.5% x Value2 0.5% x Value2 charge based on property value2 of land to be LET1 LET1 LET1 utilized, plus leasehold excise tax1, if applicable. Payable yearly in advance (iii) Uses with public benefit fee is a per year of 0.5% x Value2 0.5% x Value2 0.5% x Value2 assessed value of land adjoining the property, LET1 LET1 LET1 plus leasehold excise tax1, if applicable. In no case less than $10.00. Payable yearly in advance. Appendix - Rates and Fees Schedule 7 - 35 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 (iv) Insurance Required: Public Liability and property damage insurance is also required pursuant to RMC 9‐2‐5B, Minimum Permit Requirements for Excess Right‐of‐Way Use. (v) Exception for Public Agencies: a no‐fee permit may be issued only when the applicant is a public agency and when the proposed use of the right‐of‐way provides a direct service to the public (e.g., Metro applications for right‐of‐way for bus shelters). 1There is hereby levied and shall be collected a leasehold excise tax on that act or privilege of occupying or using public owned real or personal property through a leasehold interest at the rate established by the State of Washington 2Right‐of‐way value shall be based on the assessed value of the land adjoining the property as established by the King County Assessor i. Street and Alley vacation Fees: The imposition, collection, payment and other specifics concerning this charge are detailed in chapter 9‐14 RMC, Vacations. (i) Filing fee, payable at the time of application $500.00 $500.00 $500.00 (ii) Processing and completion fee, payable upon Council approval of the vacation and upon administrative determination of appraised value of vacated right‐of‐way: Appraised Value of Vacated right‐of‐way: (1)Less than $25,000 $750.00 $750.00 $750.00 (2) $25,000 to $75,000 $1,250.00 $1,250.00 $1,250.00 (3) Over $75,000 $2,000.00 $2,000.00 $2,000.00 j. Temporary connections to a City utility system may be granted for a one‐time, temporary, short‐term use of a portion of the property for a period not to exceed three (3) consecutive years. (i) Storm Water Fee; Annual fee equal to ten percent (10%) of the current system development charge applicable to that portion of the property.* (ii)Wastewater Fee; Annual fee equal to ten percent (10%) of the current system development charge applicable to the size of the temporary domestic water meter(s).* (iii) Water Fee; Annual fee equal to ten percent (10%) of the current system development charge applicable to the size of the temporary water meter(s).* *Said fee shall be paid annually (non‐prorated), and shall be nonrefundable, nontransferable (from one portion of the property to another) and shall not constitute a credit to the system development charge due at the time of permanent use of the utility system. The application for temporary connection shall consist of a detailed plan and a boundary line of the proposed development service area for use in the fee determination k.Water or Sewer ‐ Redevelopment: Credit for existing water or sewer service: Any parcel that currently has water and or sewer service is eligible for a prorated system development charge. (i) Fee(s) based upon meter(s) proposed for final project minus fee(s) based upon meter existing on site. 4. Fire Department Community Risk Reduction Fees: a. Fire plan review and inspection fees (i) $0 to $249.99 $30.00 $30.00 $30.00 (ii) $250.00 to $999.99 $30 + 2% of the cost $30 + 2% of the cost $30 + 2% of the cost (iii) $1,000.00 to $4,999.99 $50 + 2% of the cost $50 + 2% of the cost $50 + 2% of the cost (iv) $5,000.00 to $49,999.99 $150 + 1.5% of the cost $150 + 1.5% of the cost $150 + 1.5% of the cost (v)$50,000.00 to $99,999.99 $350 + 1.2% of the cost $350 + 1.2% of the cost $350 + 1.2% of the cost (vi) $100,000.00 and above $800 + .75% of the cost $800 + .75% of the cost $800 + .75% of the cost (vii) Construction Re‐inspection. Fee is per hour with a $75.00 $75.00 $75.00 2 hour minimum. The minimum may be assessed Appendix - Rates and Fees Schedule 7 - 36 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 if the requested inspection does not meet the approval of the inspector. (viii) Violation/Second Re‐Inspection after 30‐day $150.00 $150.00 $150.00 period (whenever 30 days or more have passed since Fire Department notification of a violation, which required a first re‐inspection, and such violation has not been remedied or granted an extension) (ix)Third Re‐Inspection/Pre‐Citation Follow‐Up $250.00 $250.00 $250.00 Inspection when re‐inspections are required beyond the first and second re‐inspections (x) Preventable Fire alarm fee: (1) First, second, and third preventable alarms N/C N/C N/C (2) Fourth and fifth preventable alarms in a $70.00 $70.00 $70.00 calendar year, fee is per each alarm. (3) Sixth preventable alarm and successive $150.00 $150.00 $150.00 preventable alarms in a calendar year, fee is per each alarm. (xi) Late Payment Penalty $35.00 $35.00 $35.00 b. Fire Permit type: (i) Operational fire code permit (issued in $84.00 $84.00 $84.00 accordance with Section 105.6 of the IFC) fee is yearly (ii)Hazardous materials and HPM facilities yearly $150.00 $150.00 $150.00 (iii) Construction permit; 20% of the above plan review/inspection fee or minimum of $50.00, whichever is greater (iv) Replacement for lost permit, per each $35.00 $35.00 $35.00 (v) Hazardous production materials permit (for $150.00 $150.00 $150.00 businesses storing, handling, or using hazardous production materials as regulated in the fire code) permit is yearly (vi) Underground tank removal permit (commercial)See Fire plan review and construction permit fees See Fire plan review and construction permit fees See Fire plan review and construction permit fees (vii) Underground tank removal or abandonment‐in‐$84.00 $84.00 $84.00 place permit (residential) 5. Technology Surcharge Fee: An additional 3% technology surcharge shall be required for all fees included in the following Subsections of Section DD, Development Fees, of the City of Renton Fee Schedule Brochure: Subsection 1, Building Fees; Subsection 2, Land Use Review Fees, except for appeals and direct EIS costs; Subsections a, e, f and h of subsection 3, Public Works Fees; and Subsection a of subsection 4, Fire Department Community Risk Reduction Fees 6. Impact Fees: a. School Impact Fees: (i) Issaquah School District (1) Single Family Fee $3,568.00 TBD TBD (2) Multi Family & Accessory Dwelling Fee N/A TBD TBD (ii) Kent School District (1) Single Family Fee $5,468.00 TBD TBD (2) Multi Family & Accessory Dwelling Fee $3,378.00 TBD TBD (iii) Renton School District (1) Single Family Fee $6,392.00 TBD TBD (2) Multi Family & Accessory Dwelling Fee $1,274.00 TBD TBD b. Transportation Impact Fees: Appendix - Rates and Fees Schedule 7 - 37 City of Renton Fee Schedule TYPE OF FEES 2012 2013 2014 (i) Light Industrial, per sq foot $0.52 $0.52 $1.54 (ii) Manufacturing, per sq foot $0.29 $0.29 $1.09 (iii) Mini‐warehouse, per sq foot $0.12 $0.12 $0.40 (iv) Single family house, per dwelling $717.75 $717.75 $1,430.72 (v) Apartment, per dwelling $498.75 $498.75 $953.25 (vi) Condominium, per dwelling $435.75 $435.75 $789.44 (vii) Mobile home, per dwelling $374.25 $374.25 $786.06 (viii) Senior housing ‐ attached, per dwelling $278.25 $278.25 $309.65 (ix) Hotel, per room $612.75 $612.75 $1,038.59 (x) Motel, per room $422.25 $422.25 $783.44 (xi) Marina, per boat berth $222.00 $222.00 $301.77 (xii) Movie theater, per sq foot $0.29 $0.29 $2.16 (xiii) Health/fitness club, per sq foot $2.47 $2.47 $3.86 (xiv) High school, per sq foot $0.97 $0.97 $1.29 (xv) Church, per sq foot $0.68 $0.68 $1.00 (xvi) Hospital, per sq foot $1.24 $1.24 $1.80 (xvii) Nursing home, per bed $177.75 $177.75 $278.19 (xviii) General office, per sq foot $0.83 $0.83 $2.20 (xix) Medical office, per sq foot $2.71 $2.71 $4.84 (xx) Shopping center, per sq foot $3.22 $3.22 $3.22 (xxi) Restaurant: sit‐down, per sq foot $9.54 $9.54 $10.10 (xxii) Fast food, no drive‐up, per sq foot $32.90 $21.93 $21.93 (xxiii) Fast food, with drive‐up, per sq foot $37.20 $26.78 $26.78 (xxiv) Gas station, per pump $12,642.00 $7,777.11 $7,777.11 (xxv) Gas station with convenience store, per pump $12,208.50 $8,314.34 $8,314.34 (xxvi) Supermarket, per sq foot $7.67 $7.67 $8.93 (xxvii) Convenience market ‐ 24 hour, per sq foot $55.35 $25.98 $25.98 (xxviii) Drive‐in bank, per sq foot $11.11 $11.11 $12.98 c. Park Impact Fees: (i) Single family $530.76 $530.76 $963.01 (ii) Multi‐family: 2 units $530.76 $530.76 $848.34 (iii) Multi‐family: 3 or 4 units $354.51 $354.51 $706.95 (iv) Multi‐family: 4 or more units $354.51 $354.51 $649.62 (v) Mobile home $354.51 $354.51 $668.73 d. Fire Impact Fees: (i) Residential ‐ single family $488.00 $479.28 $479.28 (ii) Residential ‐ multi family $388.00 $388.00 $418.42 (iii) Hotel/motel/resort $0.52 $0.52 $0.56 (iv) Medical care facility $0.52 $0.52 $2.14 (v) Office $0.52 $0.14 $0.14 (vi) Medical/dental office $0.52 $0.52 $0.63 (vii) Retail $0.52 $0.52 $0.54 (viii) Leisure facilities $0.52 $0.52 $0.79 (ix) Restaurant/lounge $0.52 $0.52 $0.94 (x) Industrial/manufacturing $0.52 $0.08 $0.08 (xi) Church/non‐profit $0.52 $0.24 $0.24 (xii) Education $0.52 $0.44 $0.44 (xiii) Special public facilities $0.52 $0.52 $1.42 Appendix - Rates and Fees Schedule 7 - 38 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. AFSCME (American Federation of State, County and Municipal Employees Union #2170): Labor union representing all regular non‐exempt personnel, grades 1 through 40. 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 - Budget Glossary 7 - 39 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 plan that outlines growth and land use for residential, commercial, industrial, and open space areas. Contingency: A budgetary reserve set‐aside for emergencies or unforeseen expenditures. 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. Debt Service: Payment of interest and repayment of principal to holders of the City's debt instruments. Appendix - Budget Glossary 7 - 40 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. 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. 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. 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. FEMA: The Federal Emergency Management Act is a Federal initiative designed to provide financial assistance in the event of an emergency. FICA: Federal Insurance Contribution Act is an employment tax levied against both an employee and employer for Social Security and Medicare taxes. 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: 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. Fund Balance: Difference between fund assets and fund liabilities (the equity) in governmental funds. Fund balances will be classified as nonspendable, restricted, committed, assigned, or unassigned. Nonspendable funds: items that cannot be spent due to form; inventories, prepaid amounts, long‐term loan receivables, or amounts that must be maintained intact legally. Restricted funds: amounts constrained for specific purposes imposed by external parties. Committed funds: amounts constrained by the City Council, either though formal budget adoption, contract approvals, or for other purposes formally approved by the Council. Appendix - Budget Glossary 7 - 41 Assigned funds: all amounts remaining in governmental funds, other than the general fund, not classified as nonspendable, restricted or committed. Amounts reported as committed also include year‐end encumbrances that have received approval from the City Council and re‐ appropriated in the following year’s carry forward budget. Also, the City’s financial policies require a maximum amount of 12% and minimum of 8% fund balance to remain in the general fund for cash flow purposes. Unassigned funds: any remaining fund balance in the general fund not classified as nonspendable, restricted, committed or assigned. 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. IAFF (International Association of Firefighters Union #864): Labor union representing firefighter officers, lieutenants, captains, and fire battalion chiefs. 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. 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. 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. Appendix - Budget Glossary 7 - 42 Long Term Debt: Debt with a maturity of more than one year after the date of issuance. 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. 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. Performance Measures: Indicators of program performance that are collected to show the impact of resources spent on city services directly tied to program results. Personnel Benefits: Those benefits paid by the City as part of the conditions of employment. Examples include insurance and retirement benefits. Police Guild Union: Represents commissioned police officers and sergeants, and non‐commissioned personnel. 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. Appendix - Budget Glossary 7 - 43 Public Works Trust Fund Loans (PWTF) : 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 for Reserve: Revenue placed in a fund balance reserve account. Salaries and Wages: Amounts paid for personal services rendered by employees in accordance with rates, hours, terms and conditions authorized by law or stated in employment contracts. This category also includes overtime and temporary help. 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. 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. TIP: Transportation Investment Program is a comprehensive program used to identify specific transportation projects for improvement to enhance local, regional, State, and Federal transportation systems. 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. Use of Prior Year Revenue: Fund balance from prior year revenue to be used to offset current year expenditures. UTGO: Unlimited Tax General Obligation bonds are voter approved and retired by a tax levy commonly referred to as an excess levy. Appendix - Budget Glossary 7 - 44