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Home My WebLink About2002 Annual Budget /f ✓ i.rJl" c 4 � f � %gy �� .; Y �✓ r� 1w � , a - ^ / 4 �r l 5 L } wEr office of the C'14 Clerk Renton City Ha?I 1055 South Grady Waal Renton.WA 98055RENTON AHEAD OF THE CURVE low ITop Picture: Gene Coulon Memorial Beach Park Boat Launch, 1201 Lake Washington Blvd North. (M2 Center Left Picture: Lawn bowling Iat the Renton Senior Activity BUDGET No Center, 211 Bumett Ave North, 425.430.6633. j Center Right Picture: New Skate f Park located in Liberty Park, EBronson Way North. it i E ill! I Bottom Picture: Maplewood Golf Course, 4050 Maple Valley Highway. i AdM0W[ed Mfflb Victoria Runkle DeAnna Fricke Finance&IS Administrator Administrative Secretary 11 Paul Kusakabe Gina Jarvis +� Fiscal Services Director Finance Analyst Supervisor Sylvia Doerschel Linda Dixon No Finance Analyst Supervisor Finance Analyst II Renton City Hall Jill Masunago Debbie Willard 1055 South Grady Way Renton,Washington 98055 Finance Analyst III Print&Mail Coordinator IN Phone:425.430.6858 Dawna Truman Karl Hurst Fax:425.430.6855 Accounting Assistant Print&Mail Operator Website:www.ci.renton.wa.us lr ._....._....................................... ................................................. ilrr Y O� 1rr 1 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award F PRESENTED TO City of Renton Washington For the Fiscal Year Beginning January 1,2001 Milli 0/'.'Opd'iwr <rrrr 'dG�t v Fresidcut b4cutiveDirector 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, 2001. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year. We believe our current budget continues to conform to program requirements, t and we are submitting the 2002 Budget to GFOA to determine its eligibility for another award. "" CITY OF RENTON MAYOR AND CITY COUNCIL i bw Jesse Tanner, Mayor Term Ends 12/31/03 on Toni Nelson Kathy Keolker-Wheeler Terri Briere Council President Council President Pro-Tem Term Ends 12/31/05 Term Ends 12/31/03 Term Ends 12/31/03 �I�Il1, rtw do .0 \ b :3' *. C' y. 1W Dan Clawson Randy Corman King Parker Don Persson Term Ends 12/31/05 Term Ends 12/31/05 Term Ends 12/31/03 Term Ends 12/31/03 up W iii 2002 BOARDS, COMMISSIONS, AND COMMITTEES BOARD OF ADJUSTMENT HUMAN RIGHTS COMMSSION-1 NISHIWAM SISTER CITY 4t^Wednesday,7:30 pm,Council Chambers 2,d Monday,6:30 pm,71,fl.HR cont.room ADVISORY COMMITTEE Jay Wallace Edythe Gandy 2nd Tuesday,4:30 pm,71h fl.Council conf.room Greg Guillen Vern Nichols No meetings during July&August George Feighner Antonio Cube,Sr. Roger Richert* Ralph Evans Lari White Sylva Coppock Eric Cameron Charles Thomas Steve Dobson Wayne Jones Glenda Williams Wyman Dobson James H. Jacques Sandel Demastus Larry Rude Richard Morris CIVIL SERVICE COMMISSION LEOFF BOARD Betty Vaughn 41,Tuesday,4:30 pm,7h fl.HR conf.room 41^Tuesdays,8:00 am,7^fl.HR conf.room Becky Gibbs William Larson Toni Nelson, City Council Ray Sled James Phelan King Parker, City Council Sonja Mejlaender Randall Rockhill Richard Anderson, Police Julie Brewer Richard Fisher Robert Deines, Fire James Matthew Jim Phelan, Member-at-Large PLANNING COMMISSION BOARD OF ETHICS F LIBRARY BOARD 1"&3,d Wednesdays,7 pm,Council Chambers Convenes as necessary,5:30 pm,7h fl HR 2^d Wednesday,10 am,Highlands Library Rose Anne Jacobs training room Gene Craig *Becky Lemke Gerry Marsh Cynthia Columbi Natalie Dohrn Pastor Bonnie Chandler-Warren Judith Milligan Eugene Ledbury Randolph Holt Ken Ragland Ray Giometti j Rosemary Parris Catherine Corman Rosemary Quesenberry Joy Poff Beverly Franklin PARK BOARD Eric Cameron FIREMEN'S PENSION BOARD 2 d Tuesday,4:30 pm,#511 conf.room Cheryl Danza 3b Wednesday,10:00 am,Mayor's conf.room Cynthia Burns _ Mayor Jesse Tanner Troy Wigestrand SENIOR ACTIVITY CENTER 4 King Parker, City Council Ral h Evans Bonnie Walton, City Clerk* p ADVISORY COMMITTEE Ray Barilleaux, Ret. Firefighter Michael O'Donin ld&3m Monday,10 am,Senior Activity Censer Ronald Regis Dinty Moore I William Henry, Ret. Firefighter Timothy Searing Ernie Scott William Larson, Ret. Firefighter Marjorie Richter Fern Ziebell Ben Cheney 2�Monday,9 am ,29900 NESING AT,St MUNICWAL ARTS COMMISSION Madeline Donckers 1s Wednesday,8 am,7th fl.Council conf.room Dick Tarasuk Phillip Beckley No meeting August Kay Johnson Eileen Cunio Shirley Wasser-Kasen Thomas Trimm Virginia Corder Helen Frick Elaine Koehler Joyce Nakashima Paul Webb Lawrence Wood *Diana Hagen *Mary Ann Ellingson Thomas Tasa, Housing Director* Jerri Everett Mary Burns-Haley Michael O'Halloran Louise Mathias HUMAN SERVICES COMMITTEE Eleanor Simpson Florence Gibron 3'd Tuesday,3:00 pm,conf.room#511 Doug Kyes Marcie Tiegs Marilyn Whitley* Nancy Hoben Louise Bertoai Rolf Dragseth Renne Saling Margie Albritton Edythe Gandy Alice Watson-Campbell Vacant (L.Perrault.-Jones) Carol Chappelle Kari Hollandsworth Pamela Wilson Laura Brock Robin Jones *Chair/Contact Updated 03/06/02 iv ■r •rr it err sir RENTON AHEAD OF THE CURVE �r �r v 0 Mission Statement �NT The City of Renton, in Partnership with Residents and Businesses Is Dedicated to: . Providing a healthy atmosphere to live and raise families . Encouraging responsible growth and economic vitality . Creating a positive community work environment . Meeting service demands through Innovation ' Vision Statement Renton: A World-Class City Where People Choose to Live, Wort, and Play err Business Plan Goals Encourage and Support Economic Development and Downtown Redevelopment. ♦ Continue aggressive redevelopment efforts downtown ♦ Facilitate quality development of waterfront land ♦ Recruit new businesses to diversify employment base Encourage and Support Neighborhood Revitalization. ♦ Create a more viable business district in the Highlands as a catalyst to neighborhood revitalization ♦ Support the vitality of neighborhoods through community involvement and improved neighborhood infrastructure ♦ Ensure quality development in South Renton Promote the City's Image In the Community and Region. ♦ Broaden the City's marketing efforts through expanded partnerships ♦ Encourage all City employees to promote Renton's image through service delivery ti Meet the Service Demands that Contribute to the Livability of the Community. ♦ Maintain quality City infrastructure, amenities, and services ♦ Provide services more efficiently by trading-off, partnering, or sharing resources with other organizations ♦ Support productivity and innovation through training, tools, and technology ♦ Implement outcome management and employee incentive programs Influence Regional Decisions that Impact the City. ♦ Actively participate in regional Endangered Species Act efforts ♦ Aggressively pursue transportation improvements that benefit ` Renton and the region ♦ Respond to annexation requests and other agreements in a way that benefits Renton Vii TABLE OF CONTENTS Acknowledgements,GFOA Award i ECONOMIC DEVELOPMENT, NEIGHBORHOODS, City of Renton Mayor and City Council Pictures iii at STRATEGIC PLANNING Boards,Commissions,and Committees iv Organization Chart 3-39 Mission Statement& Business Plan Goals vi EDNSP Department 3-40 Table of Contents viii EDNSP Staff Position Listing 3-46 Reader's Guide to the Budget x SECTION 1. INTRODUCTION FINANCE 8T INFORMATION SERVICES Organization Chart 3-47 Budget Message from the Mayor 1-1 Finance &Information Services Department 3-48 04 Financial&Operational Goals 1-9 Finance 3-51 Information Services 3-56 SECTION 2. BUDGET AT A GLANCE Finance &Information Services Position Listing 3-61 Corporate Organization Chart 2-1 The Budget Process and Flow Chart 2-2 HUMAN RESOURCES at RISK MANAGEMENT Schedule of the Budget Process 2-5 Organization Chart 3-63 Financial Structure 2-6 Human Resources&Risk Management Table 1: The Total Budget 2-7 Department 3-64 Graph A: Fund Groups 2-8 Administration and Civil Service 3-67 Graph B: Department Budget Percentages 2-9 Risk Management 3-71 Table 2: Major Funding Decisions 2-10 HR &RM Position Listing 3-75 Graph C:New Program Decisions 2-11 by Business Plan Goals POLICE Graph D: Annual Departmental Expenditures 2-12 Organization Chart 3-77 Graph E: Employment History 2-13 Police Department 3-78 Graph F: Revenue by Type 2-14 Administration 3-82 Table 3: Revenue Over Time 2-15 Patrol Operations 3-86 Graph G:Expenditure by Purpose 2-16 Patrol Services 3-89 Table 4: Expenditure Detail 2-17 Investigations 3-92 Economic Overview 2-18 Staff Services 3-96 Future Development Map 2-22 Administrative Services 3-99 SECTION 3. OPERATING BUDGET Auxiliary Services 3-103 Introduction 3-1 Police Position Listing 3-107 ., Table 5: Staffing Comparison by Department 3-2 FIRE Table 6: Operating Budgets,Capital 3-3 Improvements,and Designated Organization Chart 3-109 Fire Department 3-110 Expenses Administration 3-113 LEGISLATIVE Operations 3-116 Prevention 3-120 Organization Chart 3-5 Training 3-124 m Legislative Services/City Council 3-6 Emergency Management 3-128 Legislative Position Listing 3-9 Fire Position Listing 3-131 EXECUTIVE(ADMINISTRATIVE,JUDICIAL,AND Fire Apparatus 3-133 LEGAL SERVICES) COMMUNITY SERVICES Organization Chart 3-11 Organization Chart 3-135 Executive Department 3-12 Community Services Department 3-136 Mayor's Office 3-15 Administration 3-140 City Clerk 3-21 Facilities 3-143 111111 City Attorney 3-26 Parks: Hearing Examiner 3-29 Parks Maintenance 3-147 Municipal Court 3-33 Maplewood Golf Course 3-154 Executive Position Listing 3-38 Recreation: Recreation Services 3-160 Renton Community Center 3-164 Renton Senior Activity Center 3-168 Viii TABLE OF CONTENTS WJ Human Services 3-172 Mitigation as Library 3-179 Fund 304-Fire Impact Mitigation 7-24 Community Services Position Listing 3-183 Fund 305-Transportation Impact Mitigation 7-25 Fund 306-Leased City Properties 7-26 PLANNING/BUILDING/PUBLIC WORKS Fund 316-Municipal Facilities Capital 7-27 60 Organization Chart 3-189 Improvement Planning/Building/Public Works Department 3-190 Fund 317-Transportation Capital Improvement 7-28 Administration 3-194 Fund 320-Local Improvement District 7-29 Development Services 3-197 (L.I.D.) Construction Maintenance Services 3-202 Fund 401 -Waterworks Utility 7-30 Transportation Systems 3-208 Fund 402-Airport 7-31 Utility Systems 3-213 Fund 403-Solid Waste Utility 7-32 r P/B/PW Position Listing 3-219 Fund 404-Municipal Golf Course System 7-33 Fund 421 -Waterworks Utility Construction 7-34 NON-DEPARTMENTAL 3-225 Fund 424-Municipal Golf Course System 7-35 Capital Improvement SECTION 4. PERFORMANCE MEASURES Fund 451 -Waterworks Revenue Bond 7-36 Performance Measures 4-1 Fund 501 -Equipment Rental 7-37 Fund 502-Insurance 7-38 rr SECTION S. DEBT SERVICES Fund 601 -Fireman's Pension 7-39 Introduction 5-1 SECTION B. APPENDIX Table 7: Projected Limitation of Indebtedness 5-2 &Tax Rates Table 12: Largest Taxpayers&Principal Employers 8-1 Table 8: Long Term Debt 5-4 Table 13: City of Renton Full Time Employee Staffing 8-2 Summaries 5-5 Levels Per 1,000 Renton Citizens Individual Debt Summa Table 9: Debt through ies 5-10 Table 14: Comparison of Renton Taxes & Rates 8-3 Table 10: Outstanding Debt 5-11 Index of Salaries &Pay Ranges 8-4 6111 Budget Glossary 8-15 SECTION 6. CAPITAL IMPROVEMENT Did You Know? 8-22 PROGRAM (CIP) PROJECT LISTING City of Renton General Information 8-23 +r Introduction 6-1 SECTION 9. DETAILS Administration 6-4 Table 15: Revenue Detail 9-1 Community Services 6-6 Table 16: Expenditure Detail 9-2 Transportation 6-8 Table 17: Revenue,Expenditures, 9-4 Renton Municipal Airport 6-12 Fund Sources Maplewood Golf Course 6-14 Utility-Water 6-16 IN Utility-Wastewater 6-18 Utility-Surface Water 6-20 SECTION 7. BUDGET BY FUND im Table 11: Expenditure Budget Comparisons 7-1 Fund 000-General 7-2 Fund 101 -Park 7-3 Fund 102-Arterial Street 7-4 Fund 103-Street 7-5 Fund 104-Community Development Block Grant 7-6 Fund 106-Library 7-7 Fund 110-Hotel/Motel 7-8 Fund 118-Reserve for Paths and Trails 7-9 Fund 125-1%for Art 7-10 Fund 127-Cable Communications Development 7-11 Fund 201/207/212/215-Limited General 7-12 Obligation Bond Fund 213/219-Unlimited Genera{Obligation Bond 7-17 Fund 220-L.I.D.Debt Service 7-20 Fund 221 -L.I.D.Guaranty 7-21 Fund 301 -City Hall Capital Improvement Project 7-22 Fund 303-Community Development Impact 7-23 + ix BUDGET AT A GLANCE ;,:" The Reader's Guide highlights the information contained in each section of the budget. The sections are listed in the order in which they are found in the document. Below is a brief description of what can be found in each section. A complete table of contents is provided at the front of the budget. BUDGET DOCUMENT ORGANIZATION The budget cover design features recreation in Renton. This budget document is introduced with a section that includes City Hall's location/contact information, web address, acknowledgements, previous GFOA award, pictures of Mayor and City Council members, Boards & Commissions, Renton's Mission Statement, Business Plan Goals and Strategies, the Table of Contents, and Reader's Guide to the Budget. SECTION 1. INTRODUCTION presents the Mayor's budget message articulating City initiatives and issues for the 2002 Budget. This is followed by the City of Renton's Financial Operational Goals and Strategies. SECTION 2. BUDGET AT A GLANCE provides the reader with a condensed view of the 2002 budget. It begins with the City's Corporate Organizational Chart, and an explanation of the budget process. This section includes summary information of the major fund types, and highlights new programs and major funding decisions. Revenues and expenditures tables comparing current program levels with those of past years are provided. Discussion of the economic overview and forecast provide insight to Renton's economic past, present, and future. To provide points of reference, a color map of Renton r follows. SECTION 3. OPERATING BUDGET is the information core of the proposed j budget. Tables with staffing comparisons by department/division and department operating budget comparisons are provided. The following are included for each of the nine operating sections: the department's organization structure, mission, past year accomplishments, current budget year goals, new funding decisions, position listings and expenditure budgets. Several departments highlight an operation activity in either text or graphic form. SECTION 4. PERFORMANCE MEASURES includes information relating to the measurement of selected inputs, outputs, and outcomes that will be used to measure performance for all departments. SECTION 5. DEBT SERviCES provides an extensive overview of the City's debt program. SECTION 6. CAPITAL IMPROVEMENT PROGRAM (CIP) Project Listing provides a summary list of the six-year Capital Improvement Program plan. Projects are listed by activity and by managing department for the proposed CIP. <. ,x x i h yFc et �i@�'L�a e '� `�blu�i� �.s e•x'��a�,£.se��e@, ?�c� �'�c�� . BUDGET AT A GLANCE1E SECTION 7. BUDGET BY FUND begins with the expenditure budget comparisons by funds. This is followed by a display of each fund's revenue, expenditures, and fund balance comparing current program levels with those of past years. SECTION 8. APPENDIX provides selected demographics, economic statistics, an index of salaries and pay ranges, and general information about Renton. Also included in this section is the budget glossary of commonly used budget rr terms. SECTION 9. DETAILS Some tables in this document were compressed for summary presentation. The tables found in this section provided the basic detailed information used to create the summarized tables. For example, Table 3 in the Budget At A Glance section is based on the detailed Table 16 found in this section. The ANNUAL DETAIL BUDGET is issued as a separate document to support this budget. It provides actual and budget revenue and expenditures by account number, by year. +rr A N T O N AHEAD OF THE CURVE xii Infrodudion 94/ CITY OF RENTON .,u Mayor Jesse Tanner 60 March 21, 2002 Dear City Councilmembers and Residents of Renton: In the first year of bur second century we face familiar and unfamiliar challenges. During the past year our ground shook and our nation's security was pierced, but our ability to progress was not diminished and our economy remains fundamentally strong. Our largest employer, The Boeing Company, is facing an operating environment-never before imagined. This will trickle through the national economy; we will share in that slowdown. We face these new demands with very healthy financial reserves, a sharp focus on our priorities, and the teamwork of all city employees and our citizens. This 2002 Budget recommends we face the unknowns of 2002 by maintaining a very status quo budget. The Budget adds a full-time animal control officer, increases our funding to non-profit agencies by $26,000, and the Council directed the administration to backfill two police officer positions to ensure coverage for absences due to National Guard or other long term absences. There are a few other changes in the Budget and they represent a reallocation of current dollars. We will continue to monitor the economy and its impact on our budget to determine whether any other funding priorities can be met. As will be illustrated later, 2001 concluded with additions to our reserves. We will use the reserves for investment in our infrastructure. The Budget identifies a modest $800,000 for capital investment before the end of 2001. During the first quarter of 2002 we will have a better understanding of these reserves, and will discuss with you various infrastructure investments. However, the Budget continues our major maintenance programs for our parks and buildings. ¢r 1�r THE BUDGET j " Overview. The 2002 Budget is $148,879,500. Of that total $61,714,400 is for the general governmental-funds. The basic government services are paid for with property, sales, and utility taxes, as well as nominal fees and charges. Another $33.4 million is the 60 combined total . for the waterworks utility, airport, solid waste; and golf course operations. These areas must generate their own revenue and receive no subsidy from general taxes. General capital expenditures comprise a total budget of $8.6 million. 66 However, of that total only $2.2 million is for new projects. The remaining amount is from projects that were not completed in 2001, including $1.5 million for the Highlands redevelopment and $2.3 million for the Pavilion Building. I expect to build a replacement fire station in the Highlands. At this time we have appropriated $500,000 1055 South Grady Way-Renton,Washington 98055-(425)430-6500/FAX(425)430-6523 R E N T O N ,, 1 ® AHEAD OF THE CURVE This paper contains 50%recycled material,30%post consumer for its design. The downtown parking garage will be under construction in 2002. We have appropriated nearly $10 million for that project within the total $149 million. Over $17 million is appropriated for road and waterworks infrastructure—capital financing. Over $10 million will be used in the Equipment Rental and Insurance Funds. The Equipment Rental Fund covers the costs of purchasing large city equipment. The Insurance Fund meets the costs of our property, liability, and health obligations. The City also carries healthy fund balances in both of these funds. Base Chanaes. Our 2002 Adopted Budget is 7.7 percent below the final 2001 Budget. This is primarily due to the fact that we adjusted the 2001 budget for capital projects. These capital developments included, but were not limited to, items such as appropriating $10 million for the parking garage, setting aside $1.5 million for neighborhood revitalization, namely the Highlands, and reserving $2.1 million for a revenue stabilization account. Also, in 2001 we transferred four million dollars in excess reserves from the Water Bond Fund for construction requirements. Over 36 percent of this budget is for salary and benefits. There have been some significant changes in this area. First, the State of Washington decreased the retirement rate for both employees and the City's contribution. The State adjusts the retirement rate every six months. The last change was in response to a very positive investment environment. That has changed dramatically in the past three months, resulting in a 30 percent decrease for 2002. Of course, this savings was offset by general cost of living (COLA) salary increases. Across all departments, the total COLA increases equaled $1,038,500 for 2002. The contracts for 2002 called for COLAs in the three percent range for all bargaining groups. Health and dental benefits comprise 7.5 percent of this total budget. These costs increased by $552,400 over 2001--or an average of 13 percent. Unfortunately, for the next two years, I do not see these costs decreasing. In fact, medical costs in 2002 are projected to increase by 19 percent, and I expect another double-digit increase in 2003. These costs seem to run in cycles. Over the past six years, costs have grown by an average of 5.9 percent annually; but in the past three years there have been increases exceeding 10 percent annually. In addition to the overall increase to the salary and wage account, the increases in contracts with third party vendors total $328,600 in the general governmental funds and an additional $150,000 in the solid waste and insurance funds. The other significant increase in this category is for waste treatment costs. This will be discussed in the next section. 1-2 L r The City's contracts with third party vendors include, but are not limited to: $100,000 for various software maintenance agreements; Contract for legal services; Contracts with non-profits to provide direct human services; Geese patrol to move the geese from place to place and mitigate their impact on the City's parks; r . Other support such as maintenance of small pockets of green spaces; and, A significant item - King County services -which is discussed separately. Most of these contracts have increased by three percent or more. My staff and I are negotiating hard with some of the vendors, and are always reviewing ways to lower these costs. King County is responsible for the treatment of sewer water. In addition to water, sewer, and surface water use costs, each Renton property owner must also pay a monthly Metropolitan King County charge. In 2002, the County is increasing the Metro rate by 18.5 percent. The monthly rate will increase from$19.75 to $23.40 for every ratepayer in the County. This is a pass-through amount for the City. I am well aware that this will be a significant increase for our citizens. We have had to add $1.2 million to the base budget in the Water Fund to cover these expenditures. Changes to the Base Budget. As stated, there are few changes to existing programs in g 9P g the 2002 Budget. The program changes occur where the overall benefit will either be an investment for further economic growth or in areas where the City can gain some efficiency in order to maintain or improve service delivery. In addition, the Council added in three new programs. In the area of gaining efficiency, there are changes within the Municipal Court, and the 9 p purchase of a significant piece of .new equipment. The Municipal Court budget eliminates a contract for probation services and reallocates those dollars for a full-time probation officer. An asphalt grinder will be purchased for street maintenance purposes. The efficiencies gained will outweigh the costs of these two items. For several years we have provided probation services through an independent contractor. To better control costs and improve both the quantity and quality of probation services, our Municipal Court Judge has requested the elimination of the independent contract, and the creation of a probation services employee. I concur with the Judge's request. Having an "in-house" probation program that is directly supervised by the Judge and our Court Services Director will benefit the City of Renton and its citizens. Funds generated from court fines and fees will pay the costs of bringing this program in-house. An asphalt grinder will allow us to reuse the ground-up asphalt from repair and resurfacing projects as sub grade material for street repair. The current procedure requires the removal and disposal of expired asphalt. This process involves costly hauling and dumping fees. The addition of this $60,000 grinder, however, will allow the City to reuse the road material, save on dumping fees, and save on the cost of new sub 1-3 grade material that would otherwise have to be purchased and hauled to the repair site. There are ample reserves available in the Equipment Rental Fund for the initial purchase. The Street Fund will then pay an annual cost to the Equipment Rental Fund for future replacement. The benefits of this program are numerous. It reduces the cost of recycling and disposal, and it has a major ecological advantage of reducing the amount of used asphalt dumped in waste sites. The Budget adds $75,000 to the non-departmental budget for four items: $35,000 for the design and development of a city float and start-up money for a downtown farmers' market, $30,000 for the continuation of the City sponsored community calendar, and $10,000 for an enhancement to our existing citywide employee recognition program. For our Centennial year, the City sponsored the creation of a float to visit various parades for the purpose of celebrating our Centennial and marketing the City of Renton. The float had a historical theme, naturally, for 2001. At a Council workshop, a request was made that we update the float to a more general theme, and that the City continue to sponsor the float in various regional celebrations. The 2002 Budget includes funds for this effort. At the same Council workshop, the Council also requested $20,000 in start-up funds for a downtown farmer's market. For the last two years, the City designed and distributed a community calendar. It has been a very popular item with residents and businesses in Renton. The City has partnered with the Renton School District, Renton Technical College, Valley Medical Center, The Boeing Company, and others to produce this successful community resource. The Budget continues this program to allow for the design and distribution of a 2003 community calendar at a cost of$30,000. As a result of the Council and Administrative workshops that took place early in 2000, the phrase "Implement outcome management and employee incentive programs" was added to the City's Business Plan document. While a program of outcome management has been successfully implemented among the City's departments, our current employee recognition program has not yet been enhanced to a point that allows for structured and immediate recognition of superior employee performance. Beginning in late 1999, a group of City employees has been meeting to formulate a proposal for an enhancement to our existing citywide employee recognition program. I continually ask my staff to develop ideas that will make the City operations more effective and efficient. Our employees are our greatest assets to ensure City services are of the highest possible quality. The Budget includes $10,000 for an enhancement to the existing recognition program that will allow peers, supervisors, and departments to recognize, celebrate, and promote excellence among employees. There are a few other adjustments in the Budget. The Neighborhood Coordinator position is changed from a limited term to a regular position. This position was started in late 2000 as an experimental program to help get our neighborhoods involved. It has ; worked. This is a very small cost item--less than $2,000 annually added to the budget. 1-4 A limited term one-half position Grants Accountant will be converted to a one-half regular position. We have been experimenting with the program for five years and now have a program where billings are accomplished under tighter time frames—gaining money for the City from lost interest earnings. This, also, has a small budgetary impact— less than $1,000 annually. Last year the City increased temporary wages for summer help. Through that process, the needs of the custodial staff were not recognized. The 2002 Budget makes the wages comparable to the market and the rest of the City employees. This adds $12,900 to the budget. Another adjustment I made to the 2002 Budget is reallocating monies from the temporary wage category to the regular employee expenditures at the Airport. This change will permit the Airport to meet continuing maintenance needs more efficiently. This is a need that has existed for some time. We shifted dollars from outside professional services to an in-house program. This shift will facilitate the addition of a limited term position and temporary help to focus on the location of City infrastructure with global positioning systems. This will provide the exact location of the City's underground capital assets'. This will help developers, contractors, and city employees to excavate with exactness—saving time and money. The next step for this opportunity would be to provide this information to contractors and developers over the Internet. This is a four-year project at a total project cost of $415,000, and represents a reallocation of funds from our consultant services budgets. During the budget process, the Council added one full-time animal control officer. This position will augment the full time officer we currently have for this service. The increase will permit the City to offer animal control services each day of the week. We will now have weekend coverage, and will, respond to the multitude of phone messages received. In the area of public safety, the Council shares my concern about basic services. Currently we have several officers who also serve in the National Guard. In 2001 this translated into a serious staffing concern. In the 2002 Budget the Council directed administration to backfill two police officer positions. After the first quarter, we will review the finances and determine if we can add two more officers During the budget process, the Council included an additional $26,000 for support of human services non-profits. Our commitment to local human services needs will dedicate one-percent of our General Fund expenditures for the city's administrative costs plus local grants to non-profits. This will be a supplement to the services we continue to offer at the Senior Center, the Community Center, and through the various grant programs we have with other agencies. 1-5 CHALLENGES �s Today's economy is similar to the economic period of the early 1990's in that we saw a slowdown coming. It is not reasonable to assume we will continue to see the growth we have seen over the past decade. This economic cycle is different. No one has seen an economy where everything comes to a very quick stop--as it did on September 11. This country has gone through many crises. We will prevail. However, it may take some time for our country to determine how to adjust to a different world. We must, however, as a city be able to continue providing essential services during this period. We may not be able to grow, but we do not need to diminish. While there are some similarities to a decade ago, and many new challenges, we are better equipped to address these than we were in the 1990's. We have a healthier economic retail base. Renton has invested in economic development and improved Ma the business climate over the past decade to build that base. We have established reserves to meet requirements over the next year. The City has the money to continue to make physical improvements in the community over the next two years. These investments will help position Renton to take full advantage of the next growth cycle. These are the advantages we have this time that we did not have last time. SUMMARY The 2002 Budget is very much a status quo operating plan. This budget continues to provide the basic level of services we are currently providing. I know we have growing needs in public safety and maintenance operations. My hope is that we will see signs of a growing--not shrinking—economy by the first quarter, or by mid-year, as many economists have predicted. If we see signs of economic health, I will propose budget adjustments after the first quarter to meet increasing needs in public safety and maintenance operations, in particular. However, I have always held to the belief that we must limit our expenditures to the levels we can afford. It is too disruptive on the organization and on individuals to institute layoffs immediately after we have added positions. However, this budget implements our best economic development efforts. The downtown parking garage will be built. We will replace one of our fire stations in 2002. In late 2001, we purchased property for a future fire station in the north area of the City. We continue to meet the replacement needs for its equipment. We will build reserves and spend money for the replacement and maintenance of City facilities for this year and into the future. This budget will do all this without dipping into reserves. We enter the next century of our City's existence with a few more challenges than were expected a year ago. However, the City has a better foundation to meet many things 1-6 that may come its way. I know our common goals and objectives will bring forth the best for our community. L FUTURE The Council adopted the Budget on December 17, 2001. We share the same priorities. Given that Initiative 747 passed, our property tax levy base will be limited to a one percent annual increase plus new construction. This now makes our economic development efforts more important than in the past. The Council and I share the fundamental belief we must maintain basic services. This includes public safety. As we progress through 2002, we will continue to examine options in this area. itted Respe tfully, Jesse Tanner Mayor �r ri 1-7 �3 RENTON AHEAD OF THE CURVE 1-s ♦ Policy& Strategy , ,F, �r KEEP THE CITY IN A FISCALLY STABLE POSITION DURING THE SHORT AND LONG TERM ♦ Ongoing operations of the City shall be funded from ongoing revenue. This policy is also applicable to ongoing costs associated with capital improvements and rehabilitation/renovation projects. ♦ All operating revenue and expenditures shall be monitored and, when necessary, adjusted to ensure expenditures do not exceed revenue over time. The City continues to improve operating revenue and expenditure reports to enable managers to make final adjustments. ♦ Six-year budget projections and rate increases for all operating and capital funds shall be prepared annually. The City is developing a new six-year projection model for forecasting both revenue and expenditures. ♦ Budget initiatives shall be evaluated as part of the six-year budget projection. All initiatives are linked to the City's Business Plan Goals and the City's six-year projection model to understand the financial impact of sustaining each initiative for the long term. irr ♦ Revenue should be conservatively projected, and expenditures budgeted at 100 percent to help ensure budget solvency. • Current practice. ♦ The City should accept new requirements for service delivery only when adequate funding is made available. The 2002 Adopted Budget was approved based on the following principles: 1) The budget requests pay for themselves in measurable dollars; 2) Requests adhere to Council priorities and strategies; 3) Requests have a return on investment; 4) Productivity improvements and cost effectiveness is measurable; 5) Non-recurring requests are r identified. MAINTAIN SUFFICIENT FINANCIAL LIQUIDITY TO MEET NORMAL OPERATING AND CONTINGENCY OBLIGATIONS ♦ Maintain general governmental and enterprise fund balances equal to one month's (8 percent) operating expenditures for all operating funds. Current practice. 1-9 aha z mahb x a 3 �a Aagd i%£b i as _ `1 1�4 a y �� erg a +a gje' a tae a °'°. a a so k +SA 04 gH a ♦ Policy Strategy e ♦ Maintain an insurance reserve for property, causality, and medical claims in an amount equal to consultant or actuarial requirements. The City is working on the development of an actuarially determined loss reserve level. At year-end 2002, the City projects a reserve of $7,100,000, or 11 percent of general governmental expenditures, as a id catastrophic loss reserve in the Insurance Fund. ♦ The insurance reserve portion of the Insurance Fund must be z replenished in the following year by either transfer or premium. ♦ Termination benefits shall be budgeted in non-departmental budgets in an amount equal to average termination costs. The budget identifies $195,000 for termination payments. Retirement costs, appropriation for unused sick and vacation leave time, and other liability issues are included in this amount. This amount reflects rr the anticipated cost of retirements and staff attrition. PROTECT THE CITY FROM CATASTROPHIC LOSSES ♦ Maintain a contingency account equal to 8 percent of general Q governmental operating expenses without grants and non- recurring transfers. Currently, the City combines its insurance actuarial and contingency requirements in the Insurance Fund. At year-end 2002, the City projects to have $7,100,000, or 11 percent, of general governmental expenditures, to meet both insurance actuarial and contingency needs. ♦ Purchase excess medical, property, and liability insurance to cover major losses, as deemed appropriate by the City's risk management program. id Through the Washington Cities Insurance Authority, the City of Renton carries excess coverage in all areas. These are found in the Insurance Fund information. ♦ The contingency account may be used for either unusual fiscal conditions or catastrophic losses outside insured limits, with any expenditure requiring five Council votes. Current practice. The contingency account could be reduced as a result of actual operations. Each year the contingency balance is analyzed. A plan is developed to ensure the balance is maintained per policy. The plan can include transferring savings directly to the f account from other funds, increasing future year premiums to repay past higher expenditures. or making a budget appropriation from future year revenue directly to the contingency account. Vill 1-10 a�� a g��,,�a iA.��°a. ?; x � `�a - baa 'a g II a 'a'�•��a - .. �' a °ya.'?a .,a 3� � ¢R v,�c�a� '• � ��. � �.x�y�L �,. i Zia a �'ik x�a w aha '�. �F�a� ♦ Policy& Strategy 1 HAVE SERVICE USERS PAY THEIR FAIR SHARE OF PROGRAM COSTS io ♦ City Utilities and the Airport shall be 100 percent user supported. Utilities and the Airport have met this goal/policy. ♦ The City's golf course operations shall be self-supporting, with the 60 original acquisition paid for from general governmental revenue. The Maplewood Golf Course currently funds 100 percent of operations with general funds providing approximately 85 percent of original acquisition debt service support. ♦ User fees shall contribute an average of 50 percent toward all recreation services and operations, with the exception of the Renton Senior Activity Center. Users of recreation and Renton Community Center services fund ` approximately 50 percent of the direct costs of operations. ♦ The City shall pay 100 percent of the cost of the Renton Senior Activity Center operations, with the users paying the full cost of special events. Current practice. ♦ Developers shall pay at least 65 percent of the cost of reviewing and processing their permits. Current practice. ♦ Interfund charges for service shall occur only when needed for enterprise, external chargeable, mitigation, or grant related services and capital projects. Current practice. ♦ All City fees, charges, and rates shall be reviewed annually to determine whether they meet targeted cost coverage. Adjustments shall be made in conjunction with the budget process. Current practice. OPERATE UTILITIES IN A RESPONSIVE AND FISCALLY SOUND MANNER ♦ Utility rate studies shall be conducted at least every five years to update assumptions and ensure the long-term solvency and viability of City utilities. �r zya��a.S'L a5ap .. S'y&`rya i r � t ♦ Policy& Strategy The Comprehensive Plan update addressed rate and financial policy issues and a rate study is not proposed for 2002. In lieu of a rate study, an augmented annual rate review was conducted. The City ensures each debt service fund has cash balances of 1.5 times annual debt Willi service payments for debt service coverage. ♦ Utility rates should be reviewed annually and adjusted, if necessary, to reflect inflation, construction goals, maintain bond covenants, and avoid major periodic increases. Water, wastewater (sewer), surface water (storm drainage), and garbage rates are adjusted as required. The 2002 rate increase for Renton services are as follows: water - 0 percent, wastewater - 0 percent, surface water-0 percent, garbage rates at 5 percent for all customer classes (approved in 2001,will be implemented in 2002). ♦ The cost of utility contractual services over which the City has no control shall be passed through to ratepayers in a manner consistent with Council direction. Current practice. King County/Metro, tipping fees, and hazardous waste charges are handled in this manner. King County rates will increase 18.5 percent. Tipping fees are not projected to increase until 2003. ♦ Rates for the Waterworks Utility shall include an annual capital Will contribution equal to 1.5 percent of net assets. This was a policy set forth in the 1989 Water/Sewer/Storm rate study. Actual transfers are based on the amount of excess fund balance available. ♦ Fund balances in enterprise funds shall be maintained at levels established through rate studies, or at levels equal to a target of 45 days, with a minimum of 30 days, of O&M expenses which are necessary to meet operating, capital, and contingency requirements. Current practice. ♦ Excess fund balances shall be used to off-set rate increases where possible, with any remaining balances being used for approved capital purposes. Current practice. Will Oil 1-12 • ♦ Policy& Strategye a 3 �a aha w a MAINTAIN AND MEET INFRASTRUCTURE AND CAPITAL NEEDS ♦ When capital funding decisions are made, priority shall be given to maintaining existing capital assets over the acquisition or construction of new facilities. Current practice. ♦ The City shall adopt a six-year Capital Facilities Plan and a six-year Capital Improvements Program Plan that identify all growth- related and major maintenance projects and costs. Funding strategies shall also be identified. The City adopted a Capital Facilities Plan as a part of its Comprehensive Plan. A separately issued City of Renton Capital Improvement Program document has been published for 2001-2006. + + ♦ The City shall dedicate the first year of property taxes generated from newly incorporated areas to the Capital Fund. ♦ The City shall dedicate 50 percent of sales tax generated from new businesses each year to the Capital Fund. These dollars shall provide the basis for the funding strategy. ♦ The City shall maximize County, State and Federal grants, loan interest programs, and other intergovernmental sources for capital needs when it is consistent with City plans and policies. Voted general obligation bonds and special levies shall be used to finance infrastructure improvements for public benefits that support quality of life, and does not necessarily generate cost savings on revenue streams. Current practice. • ♦ Prior to undertaking a capital project, all ongoing operation and maintenance costs shall be identified and included as part of the policy discussion. w Current practice. +rr irr 1-13 ♦ Policy& Strategy 3 PROVIDE A LONG-TERM AND SHORT-TERM DEBT STRATEGY THAT ALLOWS THE CITY TO MEET CURRENT AND FUTURE NEEDS THROUGH BORROWED CAPITAL WITHOUT IMPOSING SEVERE FINANCIAL BURDEN ♦ The City shall review all forms of funding to determine the least costly method and the most appropriate type of financing. Current practice. The City reviews each project to determine if Revenue Bonds, LID's, General Voter-Approved or Councilmanic debt is the most appropriate. ♦ When bonds are used to finance debt, the bonds shall be issued for a maximum of 20 years or for the life of the asset, whichever is a shorter time period. Current practice. ♦ The City shall evaluate the cost/benefit of borrowing versus cash financing programs and projects. Current practice. ♦ The City shall develop a long-term program to meet equipment needs, including vehicles, computers and copiers. The 2002 budget includes$1,400,000 in Municipal Facilities CIP to meet 16 technology information and copier needs. ♦ Councilmanic (non voter-approved) debt shall be used as an alternative to other financing options if the capital expenditure is: urgent, unanticipated, and necessary to prevent an economic loss, revenue generating, or the most cost-effective alternative. Current practice. ESTABLISH ACCOUNTABILITY IN BUDGET MONITORING ♦ The City Council shall set total appropriations at the fund level. Appropriations are adopted at fund level in the budget. ♦ Department directors are responsible for managing their budgets within the total appropriated budget. wi Current practice. ♦ Any budget adjustment between funds shall be approved by the W Council in budget amendments. Current practice. rW 1-14 a .aa c�aaaa. a .,$ ko ♦ Policy & Strategy it ♦ Budget adjustments within a fund shall be approved by the Mayor, and reported to the Council. Adjustments affecting 40 program implementation require Council approval. Current practice with Council approving budget amendments. 40 ♦ Departmental expenditures shall be recorded consistent with the State of Washington Budget and the Accounting, and Reporting System (BARS); not expenditure accounts where an excess o budget may exist. Current practice. 60 ESTABLISH CONSISTENT COMPENSATION STANDARDS FOR THE CITY ♦ The City's compensation policy shall be to set minimum pay levels at the 60-percentile level when compared with median pay of comparable jurisdictions. The 1991 Classification and Compensation Study established 75 percentile for non-public safety personnel. Current compensation is between 60-75 percentile. Public safety personnel are at the 90 to 95 percentile range. w ♦ Reclassification requests shall be reviewed by Human Resources on a quarterly basis with all recommendations being approved by the Mayor prior to implementation. Reclassifications involving a change in pay grade shall be approved by the Council prior to implementation. Reclassification requests are reviewed quarterly and any reclassification approved by Council is effective at July 1st for the first two quarters of the year and the following January 1 st for the last two err quarters. ♦ New hires may be placed up to step "C" without Council Ow concurrence. Employment placement at a higher step shall be approved by Council. Current practice. to PROVIDE RNANaAL REPORTS IN A TIMELY AND UNDERSTANDABLE r MANNER ♦ Monthly budget reports outlining the status of revenue and expenditures shall be provided to all departments, Mayor, and Council. Current practice. r. OW 1-15 a: � - i e..„.^ s z�,s�� gni s� � � �►�� a`e(e��m�,�a.�� r ♦ Policy& Strategy k e d z Vill ♦ Quarterly financial reports discussing major trends, the status of Renton's financial operations, and other related information shall be distributed to all managers, Mayor, Council, and available to interested public. Quarterly reports are prepared and submitted to interested parties. ♦ A Comprehensive Annual Financial Report (CAFR), prepared in accordance with Generally Accepted Accounting Principles, shall be distributed to all interested parties and to Government Finance Officers Association (GFOA) for certification. The CAFR is prepared and audited annually and submitted for compliance review. ♦ The City's budget document shall be presented in a format that provides for logical comparison with prior years whenever possible. Current practice. f i { t-16 Budget at a Glance P Etna; a C CITY OF RENTON CORPORATE ORGANIZATION STRUCTURE RENTONE CITIZENS CITY COUNCIL MAYOR MUNICPAL COURT JUDGE Tani Nelson-President,Kathy Keolker-Wheeler, Jesse Tanner Terry Jurado Tent Briere,Dan Clawson,Randy Corman, 425 430.6500 425.430.6550 King Parker,&Don Persson 425 430.6501 1 11 1 CHIEF ADMINISTRATIVE OFFICER Jay Covington 425430-6500 COMMUNITY SERVICES PLANNINGBUILDING/ ECONOMIC DEV,NEIGHBORHOODS, ADMI=430-6500 ac Jim Shepherd,Administrator PUBLIC WORKS 81:STRATEGIC PLANNING 425 430-6600 Gregg Zimmerman,Administrator Sue Carlson,Administrator 425 430-7394 425 430.6580 Facilities Development Services Economic Development Mayors Office Dennis Culp,Director Mel Watts,Dtrecror Alexander Pietsch,Director Derek Todd Recreation Transporation Systems Neighborhoods City Clerk/Cable Manager Sylvia Allen,Director Sandra Meyer,Director Bonnie Walton Parks Utility Systems Strategic Planning Court Services Leslie Wd,h,Director Lys Hornsby,Director Joe McGuire,Director Library Maintenance Services Hearing Examiner Clark Petersen,Director Director Fred Kaufman q::Human Services Karen Marshall T;� POLICE FIRE HUMAN RESOURCES a 119 NCE a Garry Anderson,Chief A.Lee Wheeler,Chief RISK MANAGEMENT ON SERVICES 425 430-7507 425 430.7501 Mchael Webby,Administrator le,Administrator 425 4307650 30.6858 Operadons/Support Operations Risk Managemem Services Joseph Peach,Deputy Chief Art Larson,Deputy Fire Chief abe,DirectorHuman Resources ion ServicesPatrol Operations SuppressionCivil Service CommissionPatrol Services Administration/Support Services Mail Operations Glen Gordon,Deputy Fire Chief Investigations Training/Support Services i Administrative Services Fire Prevention Staff Services Emergency Management Safety Atudilary services go is will 2-1 e i aYa s aaa ai a aax aact �� s Ly b a �A��,. a, aA ai,ay�y a�aaaa aII u as a Baa?aa Lc a a c� ai a r �� a A i aaaa'y.a�ea ca a � x� a a Sax :aya L a c a� • Z.. .., e a A & a -a :¢ \ c\? � i ' 411��►��• ' ka se a `z��Ai'3•'a aoa aa��cy� a :tea£xa a ti a` a a°yZa�'z`�-:a a BUDGET AT A GLANCE A The Budget is developed February through September. In each odd numbered year, the City of Renton adopts a two-year, or biennial, budget. In the second year of the biennium, the Mayor and Council review the revenue and the services provided and determine if significant changes need to be made to the second year. As the Mayor reviews the anticipated revenue, his first priority in either the rid biennium or for the revised second year is to continue the same level of services currently provided. This may require additional funds because the same service level may cost more. For example, as our City's population a increases,we need more police officers to maintain the same response times for high crime areas. Departments estimate the costs of providing existing base services for the budget year. In addition, they submit requests for new programs that they would like the Mayor to consider. The Mayor evaluates the Departments' requests and recommends new programs for the Council's approval within the context of the Council's adopted Business Plan Goals. The Business Plan Goals are adopted in the Spring of each year during the Mayor and Council strategic planning retreat. At that time the Executive asks the Council for their policy direction and the priorities they would like to see in the next budget. That process is also used to ask the Council if the current level of service is meeting the needs of our community. The Mayor's proposed budget must be provided to the Council by October 31 for the ensuing year. The Mayor also provides the Council with an estimate of the revenue expected in order to meet the costs of providing services. The Council reviews the Budget and the revisions in November and December. A balanced budget must be approved for all City expenditures by the beginning of the budget year, which is January for the City of Renton. The Budget is reviewed and analyzed in open meetings with two public hearings established in order to hear citizens' opinions about the City's di proposed expenditures. f 2-2 z BuuGer AT A GLANa1E 00 Once the Budget is adopted,it is the responsibility of the Mayor to ensure that expenditures are made within legal limits. If the economy changes or unanticipated needs are identified during the year that require the budget to to change, the Mayor recommends changes to the Budget. All increases must be approved by a Council adopted ordinance. If the revenues are not healthy, the Mayor can make decreases to the Budget to ensure the City does not overspend available resources. In Renton, if that should occur, the Mayor would work closely with the Council on the changes that have to be made. r err rr +rr Basis of Accounting. The basis of accounting used determines when revenue and expenditures or expenses are recognized in the accounts and reported in the financial statements. All governmental funds are accounted for using the modified accrual basis of accounting. Their revenue are recognized when they become measurable and available. Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred. All Proprietary Funds and Pension Trust Funds are accounted for using the accrual basis of accounting. Under this basis of accounting, the revenue are recognized when they are earned and their expenses are recognized when they are incurred. irr err ' 2-3 PF BUDGET AT A GLANCE ex. .«<'.a �..� ...a: ....1 . '':» .,o.F. .. ....Sa s.� .:..s�, 1a +.x•ee. Mission Statement Business Plan Goals Mayor/Council Strategic Planning Retreat Strategic Plan Department Goals and Objectives TCIP Resolution Misc. Budget Amendments BUDGET Misc. Budget Year End Amendments Cleanup Ordinance CIP Revenue Manual Debt Manual Comprehensive Plan Six Year Forecast Model Financial and Operational Goals TCIP: Transportation Capital Improvement Program '- CIP: Capital Improvement Program ;t a s> 2-4 SCHEDULE OF THE BUDGET PROCESS BuDGEr AT A GLANCE IE Description t y a EE v o U c a > > a h o z c The budget process and time limits are established by State law. The City of Renton adheres to the following procedures. 1. The Mayor,Council and staff meet to set priorities y (Council/staff Retreat.) s"N 2. Council Committee of the Whole adopts the Business Plan Goals and Strategies. 3. Budget instructions,salary and benefit computations and forms are prepared and distributed to departments on or before July 1. 5. 4. Six-year Transportation Capital Improvement Program and associated budget adjustments adopted by Council,by Resolution. <. 5. Departments prepare and submit new operating programs, positions and redassifications,and six-year capital improvements. 6. Departments prepare line item(base line)budget requests and submit to Finance by the second week of August. 7. Base line budget requests,revenue assumptions,new : programs and capital improvement requests are compiled into a document for the Mayors review in September. 8. The Mayor reviews budget requests with each department during first two weeks in September,with decisions made by the end of September. 9. The property tax levy is established by ordinance the first Monday in October,or when available. 10. The Mayor's Preliminary Budget is prepared and filed with iun the City Clerk by the first working day in November;available for public review. 11. The City Clerk publishes a notice of filing the preliminary budget,and also designates the date,time,and place of the public hearing on the final budget. 12. Council Committee of the Whole conducts budget hearings with department heads during the month of r November. The hearings are open to the public. s 13. The final hearing on the proposed budget must begin on or before the first Monday of December,and may continue until the 25th day prior to the next fiscal year. 14. Year-end budget adjustments for the current budget year are presented to Council for adoption,by ordnance. 60 15. The City Council approves amendments to the proposed budget,and following the public hearing adopts a final balanced budget,by ordinance,prior to January 1. 16. The final Budget as adopted is published,distributed,and made available to the public during the first three months of the ensuing year. 2-5 FmAwakL STRUCTURE q-F BUDGET AT A GLANCE The City's budget is comprised of seven major fund types or groups. The following is a general overview of each fund type. GENERAL GOVERNMENTAL FUNDS CAPITAL IMPROVEMENT FUNDS These funds are used to account for resources that These funds are used to account for the acquisition are generally not dedicated for a specific purpose. and construction of major capital facilities and It is used to meet the basic services that your local equipment. All projects supported by these funds government provides. can be found in the 2002-2007 City of Renton Major Revenues Capital Improvement Program. • Taxes Maior Revenues • Fees,licenses,and permits ♦ Federal and State grants • Fines and forfeitures • Special assessments • Intergovernmental (federal,state) • Property Tax Primary Services • Sales Tax • Police protection • Real Estate Excise Tax • Fire protection/Emergency medical services • Impact Mitigation • Parks and Recreation Primary Services Municipal Court/Legal services • Capital improvement projects • Library Services • Street maintenance/Planning ENTERPRISE FUNDS • Economic Development/Planning These funds are used to account for the operations • Administrative functions that are financed and operated in a manner similar to private business enterprises. SPECIAL REVENUE FUNDS Maior Revenues These funds are used to account for revenues that • Service (user) charges are to be used for a specific purpose as required by • Federal and State grants law or administrative action. • Revenue bonds Major Revenues • State loans • State and Federal grants Primary Services • Taxes • City Utilities i Primary Services • Renton Municipal Airport Economic Development • Maplewood Golf Course Cable Communications Street Overlay INTERNAL SERVICE FUNDS Art Fund These funds are used to account for the goods and services furnished by one city department for DEBT SERVICE FUNDS another department on a cost reimbursement basis. These funds are used to account for the Major Revenues t� accumulation of dedicated revenue and payment • Charges to other city departments of principal and interest related to the City's General Primary Services Obligation bond issues. • Fleet Management Maior Revenues ♦ Insurance,Health/Property liability • Property tax levies Real Estate Excise Tax FIDUCIARY FUNDS • Special assessments These funds are used to account for assets held by Primary Services the City in a trustee capacity. • Payment of principal and interest on Major Revenues outstanding bonds • Investment interest Primary Services • Fire Pension Fund 2-6 I� TABLE 1 PaF THE TOTAL BuDGE'T BUDGET AT A GLANCE General Special Debt Capital Internal Govmt Revenue Services Imprvmts Enterprise Services fiduciary TOTAL REVENUE Property Tax 17,760,500 496,700 18,257,200 Sales Tax 16,610,000 130,000 16,740,000 Utility&Natural Gas 9,415,000 30,000 9,445,000 Gambling Excise Tax 2,401,000 2,401,000 Other Taxes 2,195,000 850,000 66,000 3,11 1,000 TAXES SUBTOTAL 48,381,500 160,000 496,700 850,000 66,000 0 0 49,954,200 Fees&Permits 1,764,400 2,000,000 22,000 3,786,400 Federal&State Grants 330,000 292,100 1,963,800 833,000 3,418,900 Intergov&Interfund Revenue 5,991,100 338,400 350,000 951,400 32,000 7,662,900 irr Charges for Services 2,023,300 1,070,000 33,273,400 1,514,700 37,881,400 Other Revenues 2,538,400 92,000 353,600 4,660,700 10,103,700 9,722,400 80,000 27,550,800 Operating Revenue 12,647,200 722,500 353,600 10,044,500 45,183,500 11,237,100 112,000 80,300,400 TOTAL NEW REVENUE 61,028,700 882,500 850,300 10,894,500 45,249,500 11,237,100 112,000 130,254,600 Use of Prior Yr Revenue 712,500 67,100 134,800 17,920,900 1,761,900 0 239,700 20,836,900 TOTAL RESOURCES $61,741,200 $949,600 $985,100 $28,815,400 $47,011,400 $11,237,100 $351,700 $151,091,500 EXPENDITURES Legislative 183,500 183,500 r Executive 2,625,800 105,800 13,915,400 16,647,000 Legal 1,023,800 1,023,800 Econ Dev,Neigh,Strgic Ping 1,260,300 180,000 505,000 1,945,300 Human Resources&RM 704,600 7,104,100 7,808,700 Finance&IS 3,112,700 1,325,000 4,437,700 Police 14,096,600 14,096,600 Fire 11,477,500 500,000 11,977,500 Ping/Bldg/Public Works 9,715,500 7,417,800 36,995,400 2,805,800 56,934,500 Community Services 11,295,700 305,100 3,011,200 1,743,100 16,355,100 Interfund Transfers 1,720,000 353,500 1,902,400 1,650,000 5,625,900 Non-Departmental 2,248,400 75,000 1,587,600 340,700 351,700 4,603,400 Debt Service 2,250,000 819,000 4,171,500 7,240,500 TOT COMMITTED EXPENDITURES 61,714,400 944,400 819,000 28,651,800 46,147,600 10,250,600 351,700 148,879,500 Increase to Reserves 26,800 5,200 166,100 163,600 863,800 986,500 0 2,212,000 TOTAL EXPENDITURES $61,741,200 $949,600 $985,100 $28,815,400 $47,011,400 $11,237,100 $351,700 $151,091,500 f 2-7 F� GRAPH A FUND GROUP PERCENTAGES BUDGET AT A GLANCE r FUND GROUP PERCENTAGES Debt Service Fund 0.5% General Government 41.5% captial Improvement 19.2% Special Revenue &Fiduciary 0.9% Internal ServiceEnterprise 6.9% 31.0% General Government $61,714,400 Special Revenue 944,400 Debt Service Fund 819,000 Capital Improvement 28,651,800 Enterprise 46,147,600 Internal Service 10,250,600 Fiduciary 351,700 $148,879,500 2-8 GRAm B DEPARTMENT BUDGET PERCENTAGES BuDGET AT A GLANCE rF DEPARTMENT BUDGET PERCENTAGES Community Services Enterprise/Utilities 16% 28% Voted/Non Voted Debt 2% ub'` Inter Departmental 3% irr Administrative 17% Planning/Building/ Public Works 17% Fire Police 8% 9% Police $14,096,600 Fire 11,977,500 Planning/Building/Public Works 25,447,800 Enterprise/Utilities 39,911,900 Community Services 23,691,100 Voted/Non Voted Debt 3,069,000 Inter Departmental 4,959,400 Administrative 25,726,200 $148,879,500 2-9 =DEasms MAJOR 2002 FUNDIN BUDGET AT A GLANCE CITY OF RENTON BUSINESS PLAN GOALS 1. Encourage and Support Economic Development and Downtown Redevelopment 2. Encourage and Support Neighborhood Revitalization 3. Promote the City's Image in the Community and Region 4. Meet the Service Demands that Contribute to the Livability of the Community 5. Influence Regional Decisions that Impact the City Mill The following programs and funding decisions were added to the 2002 base budget to further the Business Plan Goals as established by Departments and adopted by the City Council PROGRAMS AND FUNDING DECISIONS WO—UNT GOAL NO. Economic Development, Neighborhoods 8Z Strategic Planning Growth Management Act Funding (0.5 FTE) $35,300 5 i Police Animal Control Officer (1.0 FTE) $63,200 4 Community Services Human Services Program Funding $26,000 4 Non-Departmental dill Farmer's Market and Float $35,000 3 Community Calendar $30,000 3 .;k 2-10 GRAPH C NEW PROGRAM DECISIONS BY rF BUDGET AT A GLANCE BUSINESS PLAN G©ALs NEW PROGRAM DECISIONS BY BUSINESS PLAN GOALS Interlocal Agreements Livability of the 19% Community 47% rr ",:�A lim 11°' Community Image 34% im aw NEW PROGRAM DECISIONS BY DEPARTMENTS 60 Non- Departmental 34% ilr Economic Development 19% ll r Community Services 14% �r or Public Safety 33% +rr 2-11 GLAm D` PRF ANNUAL DEPARTMENTAL EXPENDITURES' BUDGET AT A GLANCE Old ANNUAL DEPARTMENTAL EXPENDITURES dill $175,000,000 - --- - ---- $150,000,000 $125,000,000 $100,000,000 $75,000,000 ---- --- — $50,000,000 $25,000,000 1999 2000 2001 2001 2002 Actual Actual Budget Actual Budget M Police 0 Fre ■Planning/Building/Public Works ❑Enterprise/Utilities ■Community Services p Debt Service []Inter Departmental ❑Administrativ e 1999 Actual 2000 Actual 2001 Budget 2001 Actual 2002 Budget $132,260,654 $121,175,375 $161,342,347 136,849,703 $148,879,500 t 2-12 rr GRAPH E EMPLOYMENT HISTORY q! E AT A GLANCE:] 1 EMPLOYMENT HISTORY aw 800.0 700.0 err 656.1 668.7 674.8 679.2 683.2 600.0 500.0 -- - 400.0 300.0 200.0 100.0 0.0 a1 1999 2000 2001 2001 2002 Actual Actual Budget Actual Budget MPolice ®Fire ❑Planning/Public Works ■Enterprise/Utilities ❑Community Services ❑Administrative rr INCREASES TO REGULAR STAFFING — 8.4 FTE rr 2002 Changes One position added to Municipal Court. One-half position added to Economic Development, Neighborhoods, and Strategic Planning. • One and one-half positions added to Planning/Building/Public Works. One position was added to Police for an Animal Control Officer. 2001 Base Changes One .6 position increased to 1.0 FTE in Legislative. Two Limited Term positions added to Community Services. lr, 4 Two Grant positions added to Police. The total authorized FTE for the city is 683.2 (FTE: regular full time, part time, limited term, temporary and intermittent staff). it 2-13 GRAPH F IrE REVENUE BY'IRYPE BUDGET AT A GLANCE REVENUE BY TYPE $180,000,000 $160,000,000 - $140,000,000 $120,000,000 $100,000,000 will $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 1999 2000 2001 2001 2002 Actual Actual Budget Actual Budget NTax Revenue Licenses and Permits MIntergovemmental Revenue []Charges for Services ■Other Financing Sources In 2002 we expect to add only one percent (1%) to our property tax levy. However, new construction assessed valuation will bring in over$600,000 for the city. The sales tax growth is estimated to be only t 1.2 percent over 2001. This is the lowest growth the City has had in a decade. The EMS (Emergency Medical Service) levy passed in November 2001. This will provide over$425,000 to the City. An estimated five percent (5%) increase to solid waste rates in 2001 was not necessary. The City used excess fund balance to cover costs in 2001. We increased solid waste rates in 2002 by five percent. No other city-owned utility rate will increase in 2002. The County is increasing waste treatment rates by 18.5 percent. This translates into a $3.65 per month increase to citizens, providing over$1.2 million for the County. All other revenue has been estimated to 2000 or lower levels. ,J 2-14 rr TABLE 3 REVENUE OVER TIME BUDGET AT A GLANCE 1999 2000 2001 2001 2002 %Chi 96Chg AcWal Ad" eudpt AcW9 Sudpt 00-01 01-02 TAX REVENUES: tir Property Taxes 15,650,400 16,401,696 17,090,125 16,776,846 18,257,200 0.2% 6.8% Retail Sales and Use Tax 15,282,981 16,585,478 17,012,200 16,724,786 16,965,000 5.7% -0.3% Utility Taxes 7,579,958 8,721,701 8,390,000 10,348,682 9,220,000 3.8% 9.9% Real Estate Excise Tax 2,316,523 2,338,339 1,775,000 2,895,147 1,800,000 31.7% 1.4% Gambling Excise Tax 2,459,571 2,320,841 2,461,000 2,322,136 2,401,000 2.4% -2.4% Other Taxes 1,108,360 1,533,958 1,095,000 1,150,932 1,245,000 6.0% 13.7% TOTAL TAX REVENUE $44,397,793 $47,902,013 $47,823,325 $50,218,529 $49,888,200 3.9% 4.3% rrr OPERATM REVENUES: LICENSES AND PERMIT'S: Business Licenses&Permits 2,572,812 2,522,868 2,532,000 2,522,223 2,523,000 3.8% -0.4% Building Permits 1,174,166 1,986,872 1,006,400 1,528,797 1,232,400 6.1% 22.5% ow Non-Business Licenses/Permits 51,045 80,721 23,000 50,938 31,000 -53.8% 34.8% TOTAL LICENSES AND PERMITS $3,798,023 $4,590,461 $3,561,400 $4,101,958 $3,786,400 3.6% 6.3% INTERGOVERNMENTAL REVENUE: Federal Grants 2,433,828 1,850,372 3,001,816 1,641,133 1,980,900 -21.2% -34.0% State Shared Revenue 3,130,236 4,169,573 2,115,000 2,514,104 3,635,600 0.2% 71.9% Inter Fund Revenue 4,689,130 5,217,545 5.593,900 6,785,916 5,798,300 9.2% 3.7% Other Intergovernmental Revenue 1,195,704 832,245 313,600 577,612 285,600 -11.0% -8.9% i• TOTAL INTERGOVERNMENTAL REVENUE $11,448,898 $12,069,734 $11,024,316 $11,518,765 $11,700,400 -3.3% 6.1% CHARGES FOR SERVICES: Utility&Environment 28,618,502 29,334,310 29,719,905 28,820,964 31,448,200 1.4% 5.8% ow Recreation 2,222,153 2,348,611 2,351,045 2,407,640 2,505,500 12.5% 6.6% Plan Checking Fees 459,364 815,510 472,700 665,777 450,000 5.0% -4.8% Planning/Zoning/EIS Fees 178,838 159,095 147,400 512,696 121,000 42.6% -17.9% Rents/Leases/Concessions 1,720,560 1,885,520 2,068.250 2,365,785 2,064,900 12.0% -0.2% ills Other Transportation 7,522 37,738 7,000 52,903 7,000 0.0% 0.0% TOTAL OTHER REVENUE $33,206,939 $34,580,784 $34,766,300 $34,825,765 $36,596,600 2.8% 5.3% TOTAL OPERATING REVENUE $48,453,860 $51,240,979 $49,352,016 $50,446,488 $52,083,400 1.5% 5.5% �illr OTHER REVENUES: Mitigation Fees:Transportation,Fire&Parks 1,674,173 1,948,086 975,000 1,133,230 750,000 -7.1% -23.1% Interest Earnings 2,992,427 3,522,021 2,302,085 3,838,898 2,744,100 13.8% 19.2% Employee Insurance Premiums 4,197,008 5,080,157 4,982,709 5,163,412 6,138,800 3.4% 23.2% Inter-Department/Fund Service Charges 4,429,555 4,334,430 4,235,256 4,266,798 4,294,500 -4.4% 1.4% Other Revenue 2,292,994 1,852,315 1,645,757 2,087,016 1,693,100 -31.5% 2.9% Inter-Fund Transfers 19.206,690 11,724,831 51,119,327 23,363,350 12.662,500 179.3% -75.2% TOTAL OTHER REVENUE $34,792,847 $28,461,840 $65,260,134 $39,852,704 $28,283,000 97.6% -56.7% TOTAL REVENUES-ALL FUNDS $127,644,500 $127,604,833 $162,435,475 $140,517,721 $130,254,600 27.2% -19.8% lir illi 2-15 GRAPH G r1E ExPENDITURE BY PURPOSE BUDGET AT A GLANCE EXPENDITURE BY PURPOSE $180,000,000 $160,000,000 $140,000,000 ! -- I $120,000,000 _-- i $100,000,000 $80,000,000 _— $60,000,000 a $40,000,000 --- $20,000,000 $0 1999 2000 2001 2001 2002 Actual Actual Budget Actual Budget ■Salaries and Wages Personnel Benefits ■Supplies ❑Other Services and Charges [3 Intergovernmental Services ®Capital Outlay ❑Debt Service ❑Interfund Payments The 2002 budget year increases staffing by 4.0 FTE, with 4.4 FTE increase to the 2001 base year. A significant part of the 2001 and 2002 budgeted increase in Capital Improvement Programs is a result of the new parking garage. 2-16 iw TABLE 4 EeavoiTu�DETAIL-ALL Furtns to PaF BUDGET AT A GLANCE iw 1999 2000 2000 2001 2001 2002 %Chg %Chg EXPENDITURES Actual Budget Actual Budget Actual Budget 00-01 01-02 SALARIES AND WAGES: Salaries 30,418,730 33,344,968 32,353,285 35,548,429 34,091,564 37,214,000 6.6% 4.7% to Overtime 1,653.201 1,507,602 1,682,137 1,580.561 1,743.607 1,641,800 4.8% 3.9% TOTAL SALARIES AND WAGES $32,071,931 $34,852,570 $34,035.422 $37,128.990 $35,835,171 $38,855,800 6.5% 4.7% PERSONNEL BENEFITS: wo Retirement/FICA 4,029,745 3,996,554 3,784,324 4,192,794 3,750,360 3,585,300 4.9% -14.5% Medical and Employee Insurance 8,156,108 8,864,757 9,196,017 9,283,894 10,343,584 11,251,300 4.7% 21.2% TOTAL PERSONNEL BENEFITS $12,185,853 $12,861,311 $12,980,341 $13,476.688 $14,093,944 $14,836,600 4.8% 10.1% SUPPLIES: go Operating Supplies/Equipment $3,195,274 $3,590,916 $3,232,636 $4,527,433 $3,999,179 $5,000,800 26.1% 10.5% OTHER SERVICES i CHARGES: Professional Services 10,219,315 11,333,461 10,775,828 12,368,756 11,120,250 12,134,600 9.1% -1.9% Operating Rentals 8 Leases 2,790,252 3,148,806 3,009,761 3,314,470 3,280,955 3,448,100 5.3% 4.0% Property/Liability Insurance 3,537,113 2,804,966 2,605,250 3,063,626 2,830,934 2,962,500 9.2% -3.3% Public Utility Services 8,908,101 8,831,342 8,282,735 9,149,649 9,089,589 10,333,300 3.6% 12.9% Operating Services and Charges 2,816,652 3,260,566 2,913.120 3,604,841 3,567,617 3,800,700 10.6% 5.4% TOTAL OTHER SERVICES AND CHARGES $28,271,433 $29,379,141 $27,586,694 $31,501,342 $29,889,345 $32,679,200 7.2% 3.7% INTERGOVERNMENTAL SERVICES: TOTAL INTERGOVERNMENTAL SERVICES $4,256,162 $4,494,484 $4,450,386 $4,627,714 $4,265,724 $4,650,500 3.0% 0.5% CAPITAL OUTLAY: Land,Buildings and Equipment 13,908,295 16,785,571 9,085,204 18,590,180 6,879,817 19,262,900 10.8% 3.6% Construction 12,557,862 26,486,500 11,137,827 22,505.805 16,687,324 17,517,200 -15.0% -22.2% TOTAL CAPITAL OUTLAY $26,466,157 $43,272,071 $20,223,031 $41,095,985 $23,567,141 $36,780,100 -5.0% -10.5% DEBT SERVICE:(Principal and Interest) Principal 5,569,323 5,400,405 5,038,448 4,669,939 4,802,196 4,548,000 -13.5% -2.6% Interest and Related Debt Costs 3,278,944 3,105,900 2.679,139 2,942,201 2,244,867 2.615,400 -5.3% -11.1% TOTAL DEBT SERVICE $8,848,267 $8,506.305 $7,717,587 $7,612,140 $7.047,063 $7.163,400 -10.5% -5.9% Inter-Fund Payments 8 Transfers $16,965,577 $11,729,803 $10,949,278 $21,372,045 $18,152,136 $8,913,100 82.2% -58.3% TOTAL EXPENDITURES-ALL FUNDS $132,260,654 $148,686,601 $121,175,375 $161,342,337 $136,849,703 $148,879,500 8.5% -7.7% JIM No 1e 2-17 PRF ECONOMIC OVERVIEW BUDGET AT A GLANCE ^;y The City's health is the reflection of two inter-related components: the quality and level of services it provides and its ability to pay for those services. The City's ability to pay is a function of its economic health. In Washington state our general economic health is primarily a function of property value and sales tax base. While cities have other sources of revenue, unless Renton has a healthy base, the other revenue will not occur. In years past it was easy to determine how our economy was performing ad because Renton depended on the fortunes of The Boeing Company. The last time Renton was so dependent was in the early 1990's. As the graph illustrates, Boeing accounted for more than 50 percent of our employment while at the some time, the overall employment at Boeing was rapidly decreasing. Total Annual Employment 45,000 E3Boeing Employees 40,000 ■Other Employees 35,000 ---- 30,000 25,000 20,000 — 15.000 10,000 5,000 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 Est 2003 Proj Boeing's employment is based upon the productivity rates and number of planes built. We had already assumed the market would not sustain the kind of growth we had seen in aircraft construction in 2000 and 2001. The events of September 11 dramatically altered the airline industry. After that, Boeing announced employment would decline by 20,000 to 30,000 employees through 2003. This translates into a 3,700 Boeing employment loss in Renton for 2002. We expect another 1,900 employees to be terminated at the Renton facilities by 2003. Additionally, if Boeing has the impact on general employment that we expect they do, then we will see another loss of 3,000 jobs within the City. w 2-18 rirr 111F ECONOMIC OVERVIEW` r BUDGET AT A GLANCE While we do not directly receive a great deal of revenue from employment, ttrrr there are correlations between Boeing employment and the economic health of Renton. In the early 1990's, the City actually had negative growth in assessed valuations because of Boeing's influence on property. We were able to maintain sales tax revenue during that period due to a major State construction project. Sales tax revenue in other categories had negative growth. This caused significant concern for City policy makers. The outcome was the initiation of an aggressive economic development campaign. The economic development campaign had three clear objectives formulated in 1993. They were: Attract new businesses from a diversity of sectors; Develop business friendly, but also growth friendly practices and rr policies; and Invest in capital projects to improve the downtown core. The results have been positive. As the graph below illustrates, our property tax valuations have increased a great deal over the past few years. These increases are coming from two major areas: re-valuations of existing properties and from new construction. For example, in 2002 our total new construction valuation added $189.7 million to our total assessed valuation (AV). This is the highest new construction amount since 1985. Assessed Valuation and Tax Levy Rate VW $6,000,000,000 4 $3.60 d o $4,500,000,000 $2.70 > +sr > .o Q0 � Z5 »' $3,000,000,000 — — N $1.80 N oTotal AV 16 $1.500.000,000 —W—Tax levy Rate $0.90 $- Year 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 WIC This graph illustrates that as AV increases, tax levy rates per $1,000 of AV r decreases. In 2002, we will have over $5.5 billion in total AV. Since 1995, the tax levy rate has decreased from the legal maximum of $3.60 per $1,000 of 2-19 PF- EcoNomic ovEimEw BUDGET AT A GuwcE AV to $3.25 per $1,000 of AV. This is a 9.7 percent decrease on our regular levy. Our voted bonds are now limited to outstanding Senior Housing debt. Mill This will equate to 9 cents per thousand. This has decreased by over 40 percent since 1996 when the cost for just this bond issue was 16 cents per $1,000 of AV. Also, due to aggressive investing, the City will not be imposing a tax levy for the Coulon Bond obligation. This was costing another 15 cents per $1,000 through 2000. In 2001 and 2002 we did not impose a tax levy - and can retire this debt in 2002 with interest earnings. Another major outcome of our economic development program is the growth in sales tax revenue. The graph below illustrates that Renton's sales tax growth over the past five years has been 8 percent. Sales Tax Growth $18,000,000 $15,000,000 -- ----- ---- - E 17 $12,000,000 - -- - E3 New Businesses Will $9,000,000 -- 0One time ■Manufacturing $6,000,000 — -- �AllOther $3,000,000 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 This graph illustrates several changes going on with sales tax. First, through 2000 we received back taxes. This added approximately $400,000, and was dedicated to capital improvements. In 1996 the State exempted manufacturing activities from sales tax base. This is a rapidly declining source of revenue, and we have lost over $950,000 from manufacturing activities within our City. Obviously, the above graph shows that we are adding to our tax base. We expect our sales tax base to grow by only 1.2 percent in 2002. This may be too modest, but auto,wholesale, and retail food sale tax receipts began to decline throughout 2001. Building activity revenue offset these declines. We expect this to decrease in 2002 - and we in fact began to see weakening across all businesses in the September and October reports. While we do think we have a sound retail base, after September 11, nationally people began to slow down their expenditures. We are assuming this continued decline through the second quarter of 2002. 2-20 "' IrF ECONOMIC OVERVIEW +. BUDGET AT A GLANCE The commercial and residential growth has also translated into healthy ww revenue from utility taxes on electrical, natural gas, city utilities, phone, cable TV, city-owned utilities, and a transfer station. In the past three years, revenues have grown annually by five percent. Further, we have had little or no rate increases in most of these utilities over the same time period. Thus, the change is related to growth. We did receive a small increase from the energy crisis of late 2000 and early 2001. However, by mid 2001 receipts were back to normal. We generally have assumed our 2002 collections will reflect 2000 actuals. We expect the single digit growth of 2000 to continue in all areas of our to economy through 2002. We issued over 760 building permits in 2001. This was significantly over our estimate. We expect in 2002 to return to a more normal rate of approximately 660 permits. This actually may be aggressive, as we to experienced a rapid decline in permits by late September 2001. We annexed over 125 acres of vacant land during the past year. This added to $17 million of Assessed Valuation to our current base. Assuming the economy only slows down and we do not enter a period of stagnation, we expect to see considerable construction on this property. The City of Renton continues to grow at a measured pace. The economic forecasts at the State and County level suggest the area's fiscal health will slow in 2002. The Puget Sound area has, historically, had a slower growth rate at the end of a recession than the nation. The impact of September 11 is a significant unknown factor. The entire market for commercial airlines and associated economy must improve before we can again return to the growth rates of the mid 1990's. For additional detail on the City's revenue, please refer to the City's Revenue Manual. This document offers an explanation of all the City's major sources of revenue. err �n �r 2-21 FUTup.E DEVELOPMENT c.axe xoRf 4 4 - � i.�� 1fV+asf { 1 - � -_. - A0 -- PBoeing erk `:` 737 Planet % v z Renton Y ` PACCAIR Renton R ton `i ce h Plap Tedinical College Air rt St • �Airwt - I (a 1 wntown ��. -•-=tom- � R'i r sv Tm st Maplewood Golf Carse rµ j Ing Custom L i..ces Trairrng ti Valley Office ter 1 C A. Port Quendall B. Southport C. Valley Growth Valle Medical 2-22 fru Operafing Budgef h 4 �r ............. ......... tLtUQI ' r7 NMI- OPERATING BUDGET SECTION wr w The Operating Budget section is organized by department. Each department segment provides mission statement, core services, core service outcomes, the expenditure budget, authorized staffing levels, accomplishments and objectives, highlights, and funding decisions. BUSINESS PLAN GOALS Each division section within a department lists the 2002 objectives for that division as they relate to the City of Renton's Business Plan Goals, which are shown below. Division objectives are followed by the number(s) of the Business Plan Goal(s) to which they relate. For example, one of the 2002 objectives for the Recreation Services Division of the Community Services Department is to "Enhance neighborhood out-reach programming to the summer playground and neighborhood centers through guest performances, art classes, and workshops." This objective supports Business Plan Goals 2, 3 and 4, as shown below. r 2002 CITY OF RENTON BUSINESS PLAN GOALS 1. Encourage and Support Economic Development and Downtown Redevelopment. 2. Encourage and Support Neighborhood Revitalization. 3. Promote the City's Image in the Community and Region. 4. Meet the Service Demands that Contribute to the Livability of the Community. 5. Influence Regional Decisions that Impact the City. 4W 3-1 TABLE 5: STAFFING COMPARISON BY DEPARTMENT 1999 2000 zVVII 2001 2002 Department Actual Actual Budget Actual Budget Regular Full Time, Part Time, Limited Term,Temporary and intermittent Staff: LEGISLATIVE SERVICES: City Council Members 7.0 7.0 7.0 7.0 7.0 City Council Liaison 0.7 0.7 0.7 1.1 1.1 TOTAL LEGISLATIVE 7.7 7.7 7.7 8.1 8.1 EXECUTIVE: Administration 6.0 7.0 7.0 7.0 7.0 I Municipal Court 13.7 13.7 13.7 13.7 14.7 Hearing Examiner 1.5 1.5 1.5 1.5 1.5 City Clerk 5.0 5.0 5.0 5.0 5.0 TOTAL EXECUTIVE 26.2 27.2 27.2 27.2 28.2 COMMUNITY VI E : Admin,Facilities,Parks&Recreation 114.6 120.5 120.5 122.5 122.5 Human Services/CDBG 6.2 6.2 6.2 6.2 6.2 Library Services 23.5 23.5 23.5 23.5 23.5 Municipal Golf Course 19.7 19.4 20.4 20.4 20.4 TOTAL COMMUNITY SERVICES 164.0 169.6 170.6 172.6 172.6 ECON DEV,NEI HB RHD ,8L STRATEGIC PLN Econ Dev,Neighborhds, &Strategic Ping 11.7 12.7 13.3 13.3 13.8 TOTAL ECON DEV,NEIGHBORHDS,&STRATEGIC PLNG 11.7 12.7 13.3 13.3 13.8 FINANCE a INFORMATION SERVICES: Finance 21.5 21.5 21.5 21.5 21.5 ild Information Systems 10.8 11.8 13.8 13.8 13.8 TOTAL FINANCE&INFORMATION SERVICES 32.3 33.3 35.3 35.3 35.3 FIRE: Administration 5.0 5.0 5.0 5.0 5.0 Operations 96.0 98.0 98.0 98.0 98.0 Prevention 9.0 10.0 10.0 10.0 10.0 Training 3.0 3.0 3.0 3.0 3.0 Emergency Management 0.0 0.0 0.0 0.0 0.0 TOTAL FIRE 113,0 116.0 116.0 116.0 116.0 HUMAN RESOURCES/RISK MANAGEMENT: Administration/Civil Service Commission 5.9 6.4 6.4 6.4 6.4 Risk Management 2.0 2.0 2.0 2.0 2.0 HUMAN RESOURCES/RISK MANAGEMENT 7.9 8.4 8.4 8.4 8.4 PLANNING/BUILDING/PUBLIC WORKS: Administration 4.1 4.1 4.1 4.1 4.1 Development Services 41.7 40.7 41.2 41.2 41.2 Transportation 38.8 39.8 39.8 39.8 39.8 Utility Systems 24.7 25.2 25.2 25.2 26.7 Maintenance Services 64.8 64.8 65.8 65.8 65.8 TOTAL PLANNING/BLDG/PUBLIC WORKS 174.1 174.6 176.1 176.1 177.6 POLICE: Administration 3.0 4.0 4.0 4.0 4.0 Patrol Operations 54.0 53.0 53.0 53.0 53.0 Patrol Services 10.2 10.2 10.2 10.2 11.2 Investigations 17.0 17.0 18.0 18.0 18.0 Staff Services 11.0 11.0 11.0 11.0 11.0 Administrative Services 9.0 8.0 8.0 10.0 10.0 Auxiliary Services 15.0 16.0 16.0 16.0 16.0 TOTAL POLICE 119.2 119.2 120.2 122.2 123.2 TOTAL ALL STA FING 656.1 668.7 674.8 679.2 683.2 3-2 to TABLE 6: OPERATING BUDGETS, CAPITAL IMPROVEMENTS, AND DESIGNATED EXPENSES 1999 2000 2001 2001 2002 %Chg %Chg Department Actual Actual Budget Actual Budget 00.01 01-02 LEGISLATIVE: Legislative(City Council 118,583 133,308 143,747 155,655 183,500 4.7% 27.7% TOTAL LEGISLATIVE 118,583 133,308 143,747 155,655 183,500 4.7% 27.7% EXECUTIVE: Executive Administration 597,290 631,363 741,083 704,557 775,400 7.5% 4.6% Municipal Court 1,085,635 1,134,501 1,258,600 1,176,725 1,295,800 7.6% 3.0% City Attorney 992,162 920,486 932,372 1,000,907 1,023,800 2.8% 9.8% Hearing Examiner 111,014 115,864 135,303 126,580 119,300 18.3% -11.8% City Clerk 377,485 383,164 435,025 391,464 435,300 10.1% 0.1% TOTAL EXECUTIVE 3,163,586 3,185,378 3,502,383 3,400,233 3,649,600 6.9% 4.2% w COMMUNITY SERVICES: Admin/Facilities/Parks Maint/Recreation 7,527,260 8,689,514 9,712,970 9,440,574 9,347,400 9.5% -3.8% Human Services 456,234 499,696 474,490 509,175 575,300 0.3% 21.2% CDBG Block Grants 263,201 274,085 323,475 260,388 305,100 -35.2% -5.7% Library 1,248,203 1,337,294 1,389,250 1,357,485 1,439,100 3.8% 3.6% im Golf Course 2,354,984 2.179,537 2,451,254 2,396,180 2,248,900 10.1% -8.3% TOTAL COMMUNITY SERVICES 11,849,882 12,980,126 14,351,439 13,963,802 13,915,800 7.0% -3.0% ICON DEV,NEIGHBORHDS a STRATEGIC PLNG: Econ Dev,Nei hborhds&Strategic PIng 809,021 1,008,038 1,379,287 1,084,221 1,260,300 23.3% -8.6% 4w TOTAL EDNSP 809,021 1,008,038 1,379,287 1,084,221 1,260,300 23.3% -8.6% FINANCE AND INFORMATIONS SERVICES: Finance 1,437,924 1,505,730 1,594,588 1,483,563 1,666,500 1.9% 4.5% Informations stems 1,086,031 1,151,634 1,355,423 1,269,969 1,446,200 12.3% 6.7% TOTAL FINANCE AND INFORMATIONS SERVICES 2,523,955 2,657,364 2,950,011 2,753,532 3,112,700 6.4% 5.5% FIRE: Administration 782,464 813,016 884,000 874,607 894,500 7.6% 1.2% Operations 7,787,887 8,533,210 8,925,000 8,789,556 9,350,800 2.6% 4.8% Prevention 658,426 734,109 829,100 745,193 839,000 9.8% 1.2% Training 362,214 354,178 373,500 347,633 376,800 4.9% 0.9% Emergency Management 14,123 21,239 18,950 27,672 16,400 16.0% -13.5% TOTAL FIRE 9,605,114 10,455,752 11,030,550 10,784,661 11,477,500 3.6% 4.1% HUMAN RESOURCES 81 RISK MGMT: Personnel Administration/Civil Svc 509,742 558,899 673,108 621,084 704,600 6.0% 4.7% Risk Management 6,721,471 5,898,946 8,529,045 7,424,780 7,275,100 44.3% -14.7% TOTAL HUMAN RESOURCES/RISK MGT 7,231,213 6,457,845 9,202,153 8,045,864 7,979,700 40.6% -13.3% PLANNING/BLDG/PUB WORKS: Administration 283,308 288,334 316,858 286,099 334,400 8.2% 5.5% Development Services 2,634,938 2,787,193 3,017,653 2,820,630 3,038.700 7.4% 0.7% Transportation Systems 3,290,760 3,543,156 4,096,123 3,867,372 4,142,700 6.6% 1.1% Utility Systems 20,391,284 20,276.821 25,279,844 23,806,666 20,787,900 20.5% -17.8% Maintenance Services 17,148,889 14,745,031 17,201,714 16,110,775 17,979,200 5.5% 4.5% TOTAL PLANNING/BLDG/PUB WKS 43,749,179 41,640,535 49,912,192 46,891,542 46,282,900 12.8% -7.3% ow POLICE: Administration 1,363,470 1,539,787 1,724,100 1,834,060 1,780,900 8.5% 3.3% Patrol Operations 5,473,147 4,926,131 5,142,400 5,087,723 5,501,700 3.6% 7.0% Patrol Services 72,432 860,761 1,021,100 884,865 1,122,700 -5.5% 10.0% Investigations 1,763,784 1,864,906 1,819,134 1,873,430 1,872,400 4.9% 2.9% Administrative Services 806,885 915,635 909,700 944,315 1,116,700 -5.4% 22.8% Staff Services 722,420 527,070 669,800 561,560 648,400 8.8% -3.2% Auxiliary Services 1,635,541 1,889,091 1,973,000 1,717,876 2,053,800 9.1% 4.1% TOTAL POLICE 11,837,679 12,523,381 13,259,234 12,903,829 14,096,600 4.0% 6.3% rlf� NON-DEPARTMENTAL: Non-Departmental 4,337,251 3,707,937 8,029,243 7,991,038 3,968,400 94.6% -50.6% Limited G.O.Bonds 2,008,186 2,862,542 2,736,201 2,726,156 2,250,000 -4.5% -17.8% TOTAL NON-DEPARTMENTAL 6,345,437 6,570,479 10,765,444 10,717,194 6,218,400 54.0% -42.2% TOTAL OPERATING BUDGET 97,233,649 97,612,206 116,496,440 110,700,533 108,177,000 14.3% -7.1% CAPITAL IMPROVEMENT PROGRAM(CIP): Non-Departmental 207,105 0 0 0 0 N/A N/A Police 241,142 117,582 75,000 0 0 -53.1% -100.0% Impact Mitigation 7,585,102 2,465,601 4,595,627 2,900,936 2,637,200 71.6% -42.6% City Hall/Garage 2,921,058 0 4,000,000 535,981 9,540,400 100.0% 138.5% Municipal Facilities 7,017,254 6,708,943 10,053,685 3,273,748 8,990,300 -19.5% -10.6% LID Construction 157,455 0 0 0 0 N/A N/A Transportation 6,969,966 5,207,795 14,433,163 9,185,979 7,685,800 -10.1% -46.7% CDBG 136,066 72,000 0 0 0 N/A N/A Golf Course 153,014 423,626 146,000 126,125 235,000 -73.6% 61.0% Waterworks Utility 6,702,470 5.809,407 9,561,000 8,397,029 9,660,000 -19.4% 1.0% TOTAL CIP PROGRAM 8t OTHER CIP COSTS 32,090,632 20,804,954 42,864,475 24,419,798 38,748,700 -2.1% -9.6% OTHER DESIGNATED EXPENSES 2,936,373 2,758,215 1,981,422 1,729,372 1,953,800 -34.5% -1.4% TOTAL EXPENDITURES 132,260,654 121,175,375 161,342,337 136,849,703 148,879,500 8.5% -7.7% 3-3 SIM ENTON AHEAD OF THE CURVE 3-4 Legislative Is c PE C z a ' .a��s a A��`�a � :a 3�2�1��a,�a� x �aa�°a F � �'�3 1 a v �� ■■a 2k ORGANIZATION ... a..:: to trr IFToni Nelson Council President Julia Medzegion IAr Council Liaison Kathy Keoiker-Wheeler Terri&sere Council President Pro Tem irr Dan Clawson Randy Corman irr King Parker Don Persson CITY COUNCIL MEMBERS 8L COMMITTEES Term Committee Time Council Member Term Expires 2000 Committee Chair Meeting Das .m. Toni Nelson 4 Years 12/31/03 Committee of the Whole 1 st/2nd/3rd/4th Monda s 6:30 Randy Corman 4 Years 12/31/05 Community Services 1 st/3rd Mondays 5:00 Dan Clawson 4 Years 12/31/05 Public Safe 2nd/4th Monda s 5:00 Kathy Keolker-Wheeler 4 Years 12/31/03 Planning &Development 1 st/3,d Thursda s 2:00 r King Parker 4 Years 12/31/03 Finance Every Monday 5:30 Don Persson 4 Years 12/31/03 Transportation/Aviation 1 st/3rd Thursdays 4:00 to Terri Briere 4 Years 12/31/05 Utilities 1st/3rd Thursdays 3:00 %W 3-5 1 �a�0aa,eae a`� 'e�' e`aeL,a;a�,,ei ate°' aae \La e \az a s`Saa2Ax :Fa :a a z a a g e l 'aca LEGISLATIVE SERVICES/CITY dill MISSION STATEMENT The City Council assesses the needs of the public and sets priorities; develops and adopts ordinances, resolutions and policy alternatives to meet those needs; and provides coordination and evaluation of programs and service objectives. mill DIVISION OVERVIEW The Legislative Services/City Council Department is included in the General Fund (000). Expenditure Comparison $200,000 $160,000 $120,000 $80,000 $40,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 1 Budget g' PROGRAM ACTIVITY The City Council has all of the powers delegated by the State Constitution, which are not specifically denied by State law. Renton operates under the "Optional Municipal Code" as a Non-Charter Code City, and is responsible for all basic City services, plus other services as directed by City Council. City Council meetings are held each Monday at 7:30 p.m., with full agendas, including public hearings. The Council has six working committees, and all Council and committee meetings are open to the public. r1 V 3-6 vill LEGISLATIVE LEGISLATIVE SERVICES/CITY COUNCIL STAFFING LEVELS (Full Time Equivalent Employees - FTE) �r 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 7.6 7.6 8.0 8.0 8.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 0.0% Total HE 7.7 7.7 8.1 8.1 8.1 0.0% 2001 ACCOMPLISHMENTS ■ Presented 2001 Neighborhood Grant Awards to eight neighborhood associations. ■ Selected LMN Architects to design, bid, and oversee construction of the Downtown Parking Garage. ■ Renamed a portion of N. Riverside Dr. as Nishiwaki Lane, in honor of the sister city relationship between Renton and Nishiwaki, Japan. ■ Agreed to establishing a sister city relationship with Cuautla, Jalisco, Mexico. ■ Authorized Hanson Engineers, Inc. to prepare a business plan for the Renton Municipal Airport. • Approved the establishment of the Airport Advisory Committee. rrw • Approved the Merlino-Empire Estates Annexation. ■ Awarded the bid for the Senior Center Sun Room Installation to Sound Glass Sales. trr APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 85,201 99,318 104,690 109,170 127,900 22.2% Part Time Salaries 0 0 1,006 0 1,000 -0.6% Overtime 0 0 0 549 0 0.0% it Personnel Benefits 24,292 27,807 27,592 36,802 44,100 59.87o Supplies 1,497 1,469 1,194 1,139 1,200 0.5% Other Services&Charges 7,593 4,714 9,265 7,995 9,300 0.4% to Operating Total 118,583 133,308 143,747 155,655 183,500 27.7% CIP 0 0 0 0 0 N/A Total 118,583 133,308 143,747 155,655 183,500 27.7% 10 W 3-7 LEGISLATIVE LEGISLATIVE SERVICES/CITY COUNCIL ' 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $143,747 2002 CHANGES: Salaries 23,200 Benefits 16,500 All Other 53 2002 BUDGET $183,500 ■ The City Council Liaison position was changed from 0.6 FTE to 1.0 FTE. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's contribution to PERS II decreased by 2.9 percent. 3-8 io LEGISLATIVE 0 POSITION LISTING 1999 2000 2001 2001 2002 ow Grade Title Actual Actual Budget Actual Budget Legislative Services/City Council -- City Council Members (Elected) 7.0 7.0 7.0 7.0 7.0 N11 City Council Liaison 0.6 0.6 1.0 1.0 1.0 Total Regular Staffing 7.6 7.6 8.0 8.0 8.0 rr Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 TOTAL LEGISLATIVE SERVICES 7.7 7.7 8.1 8.1 8.1 wr to sir lw air sir rr irr 3-9 ENTTN� AHEAD OF THE CURVE 3-10 fi Ixeculive i � ��'e�a�akx ��e 'a3�aa�e�ra �mar e'w'• � e � �za� �a a` � �.� 01 1 a�ay�� p�+�� a as a a `��a°�a•..�a°e'o� `aaZ a'a�� a�'3°aa&am 2 �k :a k � a r ;Z ORGANIZATION am Mayor 1w Jesse Tanner 1 Yrl Chief Administrative Officer Jay Covington 1 -----------------------T-------------------------I r Mayor's Office City Clerk/ Court Services Hearing Examiner City Attorney 5 Cable Manager 14.7 1.5 5 trr to i„ Total Full-Time Equivalent Employees: 28.2 +tr In December of 2001, the City Administration made the decision to change the name of the "Executive Department" to the "Administrative, Judicial, and Legal Services Department" in order to more accurately represent its diverse compilation of relationships and functions. While each of its five Divisions receive their budget authority through the City's Executive Branch, the accountability and reporting relationships are handled differently in each case. Though only loosely connected by function, these Divisions are grouped together in this document and in the City's organizational structure for communication and budgetary reasons. it 6w 3-11 a. >c �� JAI � �� (� THE DEPARTMENT a MISSION STATEMENT 3 Provide executive leadership and management for the Renton City government according to the mission, goals, and strategies of the City. DEPARTMENT OVERVIEW Expenditure Comparison $4,000,000 $3,200,000 I( $2,400,000 At $1,600,000 $800,000 $0 p 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget APPROPRIATION BY OBJECT OF EVENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 1,263,935 1,356,148 1,459,443 1,445,356 1,567,200 7.47o Part Time Salaries 20,018 21,805 48,599 44,110 24,100 -50.4% Overtime 3,368 3,608 12,600 5,347 13,000 3.2% Personnel Benefits 346,635 336,941 373,004 341,699 376,100 0.8% Supplies 22,908 22,997 40,419 38,315 33,600 -16.9% Other Services&Charges 1,467,177 1,410,485 1,528,973 1,480,736 1,595,900 4.4% Intergovernmental Services 37,854 33,394 39,345 38,648 39,700 0.9% Capital Outla1,691 0 0 6,022 0 N/A Operating Total 3,163,586 3,185,378 3,502,383 3,400,233 3,649,600 4.2% CIP 0 0 0 0 0 N/A Total 3,163,586 3,185,378 3,502,383 3,400,233 3,649,600 4.2% 1, 3-12 u. ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES to 2002 fir CAPITAL IMPROVEMENT PROGRAM CIP Budget As shown in the CIP and included in the 301 Fund Appropriations Total. 9,540,400 As shown in the CIP and included in the 316 Fund Appropriiations Total 4,375,000 `e Total $13,915,400 DIVISIONS BY FUND NUMBER The Administrative, Judicial, and Legal Services Department includes the operations of the following divisions in the General Fund (000) and Department Number: Mayor's Office (000/003) `,, City Clerk (000/012) Hearing Examiner (000/011) City Attorney (000/006) Court Services (000/002) ACTIVITY BY DIVISION The Mayor's Office provides overall direction and management to City departments and is also responsible for community relations, internal and external communications, volunteer coordination, special events, and intergovernmental relations. Court Services handles criminal and domestic violence cases, as well as traffic and parking violations. City Attorney legal services are provided by a private local law firm under contract to the City of Renton. The Hearing Examiner administers the City's land use regulatory hearing process and other hearings as directed by the City Council. The City Clerk provides legislative support, records management, cable franchise management, voter registration, election information, microfilming, and videographic services. 1W 3-13 ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES MAJOR DEPARTMENT CHANGES w; k 2002: ■ Personnel Costs ($74,100-All Divisions) Salary and benefit increases to maintain the same number of FTE's as the 2001 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include thirteen percent increases in medical and dental costs. • City Attorney Contract Changes ($82,000-City Attorney) Includes training, prosecutor and legal staff services as well as publications. ■ Probation Officer ($87,000-Court Services) The Probation Officer position will be converted from a contract service to a regular full time employee. One time costs include supplies, computer equipment and possible short term consulting during the transition. ■ Professional Services (-$67,500-Court Services) This fee will be eliminated by the conversion of this contract service to a regular full time employee. EXPENDITURE BUDGET BY DIVISION 1999 2000 2001 2001 2002 %Chg Divisions Actual Actual Budget Actual Budget 2001/2002 Mayor's Office 597,290 631,363 741,083 704,557 775,400 4.6% City Clerk 377,485 383,164 435,025 391,464 435,300 0.1% Hearing Examiner 111,014 115,864 135.303 126,580 119,300 -11.8% City Attorney 992,162 920,486 932,372 1,000,907 1,023,800 9.8% Court Services 1,085,635 1,134,501 1,258,600 1,176,725 1,295,800 3.0% Opera InTotal 3,163,586 3,185,378 3,502,383 3,400,233 3,649,600 4.2% CIP 0 0 0 0 0 N/A Total 3,163,586 3,185,378 3,502,383 3,400,233 3,649,600 4.2% ; STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Division FTE Actual Actual Budget Actual Budget 2001/2002 Mayor's Office 6.0 7.0 7.0 7.0 7.0 0.0170 City Clerk 5.0 5.0 5.0 5.0 5.0 0.01Y. Hearing Examiner 1.5 1.5 1.5 1.5 1.5 0.01Y0 1 I City Attorney 0.0 0.0 0.0 0.0 0.0 N/A Court Services 13.7 13.7 13.7 13.7 14.7 7.3% Total FTE 26.2 27.2 27.2 27.2 28.2 3.7% 4 di 3-14 a2��0.��L baa ua t 1 a 3 kaaaA�>�1��i�aA`�eo��d$ a�s��.�� w ' � � ac3�A ��,��F•. iN / as 3 h c FY A aAa�xi � a a.� ��a� ♦A�. a � iA �A MAYORS OFFICE MISSION STATEMENT Provide executive leadership and administrative direction for the City of Renton to serve the interests of the community according to the 6W mission, policies, and guidelines adopted by the Renton City Council. 10 DIVISION OVERVIEW Expenditure Comparison $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget it EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 ar Total Appropriation 597,290 631,363 741,083 704,557 775,400 4.6% CORE SERVICES ■ Manage internal and external issues and programs ■ Coordinate community relations ■ Facilitate city-wide communication efforts w CORE SERVICE OUTCOMES rr ■ Positive image for the City ■ Residents that are connected with the community and the City ■ Compliance with policies, laws, and mandates r ■ Positive working environment for City employees ■ Regional decisions that have considered Renton's interests ■ Positive quality of life for Renton residents ■ Employees that are informed and interconnected 3-15 t ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES MAYOR'S OFFICE STAFFING LEVELS (Full Time Equivalent Employees- FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 6.0 7.0 7.0 7.0 7.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 6.0 7.0 7.0 7.0 7.0 0.0% 2001 ACCOMPLISHMENTS Administration ■ Conducted workshops with the Mayor, Council, and Department Administrators to review and refine the City's Vision, Mission, and Business Plan Goals. • Provided executive oversight ensuring the completion of various elements of the City's Business Plan. ■ Implemented the 2001 portion of the Business Plan contained in the City's annual operating budget. • Provided leadership and direction in regional issues including Water Quality, the Endangered Species Act, Water Resource Inventory Areas, Pipeline Safety, Transportation, Emergency Communications, Land Use, and other efforts. ■ Worked with State and Federal Legislators to bring legislative and monetary assistance to Renton. ■ Provided strategic direction and oversight for City operations including the annual Comprehensive Plan update, the preparation of the 2002 Budget, and overall City operations. Mayor's Office ■ Provided direction and oversight to create a program of citywide employee recognition and directed the coordination of the citywide Outcome Managementi1 effort. Provided analytical support and consultation for the direction of departmental, citywide, and regional programs, procedures, and initiatives. . trri Provided customer assistance to both internal and external customers. Facilitated resolution of citizen concerns regarding various issues. Responded to approximately 800 telephone calls and/or office visits. Provided written communication to more than 125 external customers. Sent out approximately 900 New Resident Welcome Packets. ■ Coordinated and disseminated public information to internal and external customers through press releases, a monthly community newsletter (CitySource), the employee i newsletter (The Grady Grapevine), an award-winning community calendar, and an award-winning website. Provided in-house consultation to staff on public information dissemination, brochure and newsletter production, and web page production. 3-16 up ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES MAYOR'S OFFICE ■ Organized, staffed, and coordinated the Centennial Advisory Committee. Worked with committee members to produce a variety of products, productions, events, activities, and lasting monuments. ■ Organized and coordinated the 16th annual IKEA Renton River Days community w. festival, the City's volunteer program, the annual tour of municipal facilities for approximately 1,000 third graders from the Renton School District, and many other special events, groundbreakings, and other activities. ■ Coordinated the visit of a 29-member delegation from Renton's first Sister City, Nishiwaki, Japan. Coordinated the establishment of Renton's second Sister City ► relationship with Cuautla, Mexico. DIVISION HIGHLIGHT While the following graph certainly does not represent all functions of the Mayor's Office, it does represent the effectiveness of one of its primary communications efforts. In a joint effort between the Administrative, Judicial, and Legal Services Department and the Information Services Division of the Finance & Information Services Department, the City of Renton launched its first website in May of 1997. A Web Team made up of employees from each city department create and maintain the site's various pages. +� A new site design, allowing easier navigation, was launched in January 1998 causing an increase in site visits. Additionally, as new features or additions to the web site are who advertised, site visits increase. Site visits usually level off in the summer months and during holidays. r In October 1998, the City of Renton web site received national honors from City-County Communications and Marketing Association (3CMA). 3CMA is the leading national organization in local government focused on developing better two-way communication aw with citizens. The City was awarded a second-place Silver Circle award, competing against cities in the 45,000 - 100,000 population range. Award-winning entries were recognized for their creativity in communication and marketing government issues with citizen customers while providing a source of inspiration and insight to other communities. RENTON'S WEB SITE 1997 1998 1999 2000 2001 Homepage Hits 8,389 34,993 57,429 94,801 142,161 Hits to Other Pages 29,044 192,203 352,339 625,389 989,810 wr Total Website Hits 37,433 227,196 409,768 720,190 1,131,971 +w rrr 3-17 ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES MAYOR'S OFFICE i< TOTAL ANNUAL WEBSITE HITS www.d.renton.wams rr 1,200,000 - 1,000,000 - 800,000 ,200,0001,000,000800,000 13 Hits to other pages 600,000 - 400,000 ■Homepage hits � 200,000 - 0 - All 1997 1998 1999 2000 2001 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) Administration ■ Conduct workshops with the Mayor, Council, and Department Administrators 1,2,3,4,5 to review and refine the City's Vision, Mission, and Business Plan Goals. ■ Provide strategic direction and oversight for the annual update of the 1,2,3,4,5 Comprehensive Plan and 2003 Budget. ■ Work with State and Federal Legislators to bring legislative and monetary 1,23,45 assistance to Renton. ■ Continue to provide strategic leadership and direction in the region for 5 responses to issues including the Endangered Species Act, Regional Water Quality, Transportation, and Land Use. • Provide oversight for comprehensive community marketing plans. 3 41, ■ Continue to provide strategic leadership and oversight for the City's business 1,23,45 and operational plans scheduled for the implementation in 2002. 40 x x i 3-18 aw ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES MAYOR'S OFFICE 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) Mayor's Office ■ Continue to direct the implementation of citywide Outcome Management 1,23,45 and provide direction and oversight for the implementation of the citywide employee recognition program. Provide analytical support and consultation for the direction of departmental, citywide, and regional programs, procedures, and initiatives. • Provide continued customer service to internal and external customers. 3,4 Facilitate resolution of citizen concerns regarding various issues. ■ Continue to coordinate and disseminate public information through press 3,4 releases, the community newsletter (CitySource), the employee newsletter (the Grady Grapevine), a community calendar, and the City's award- winning website. Continue to expand the web site to include additional city artwork, a comprehensive and interactive map, and the ability to query database information. ■ In coordination with citywide Outcome Management, organize an internal 3 communications group to help generate ideas and find marketing opportunities that continue to position Renton ahead of the curve throughout the region. ■ Continue to coordinate citywide special events, groundbreakings and 3 dedication ceremonies, the City's volunteer program, and the Sister City o.• program. to APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg err Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 364,529 415,277 465,106 467,031 494,500 6.3% Part Time Salaries 2,652 4,683 30,999 24,416 6,000 -80.6% %W Overtime 0 0 0 3,184 0 N/A Personnel Benefits 90,384 93,247 105,522 103,926 104,300 -1.2% Supplies 7,654 9,567 12,319 7,234 4,000 -67.5% o' Other Services&Charges 132,071 108,589 127,137 98,766 166,600 31.0% Capital Outla0 0 0 0 0 N/A operating Total 597,290 631,363 741,083 704,557 775,400 4.6% 4W CIP 0 0 0 0 0 N/A Total 597,290 631,363 741,083 704,557 775,400 4.6% aw W rtrr 3-19 ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES MAYOR'S OFFICE 2002 FUNDING DECISIONS 4 2001 ORIGINAL ADOPTED BUDGET: $719,083 2002 CHANGES: Salaries 54,400 Benefits -1,200 All Other 3,117 2002 BUDGET $775,400 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. ■ The following position was reclassified in 2001: Chief Administrative Officer. Reclassified positions are given an increase of at least 5 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ,5 ■ The City's contribution to PERS II decreased by 2.9 percent. ■ Reallocations occurred between part-time salaries, supplies and other services/charges to reflect expected 2002 costs. s 3-20 CITY CLERK �w MISSION STATEMENT The City Clerk Division is dedicated to preserving the City's official records and maintaining and providing accurate and timely information through various forms of media to meet the needs of the community and City departments. DIVISION OVERVIEW Expenditure Comparison $500,000 $400,000 +rr $300,000 $200,000 ow $100,000 $0 - 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget �r EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 377,485 383,164 435,025 391,464 435,300 0.1% ■r CORE SERVICES fto • Legislative support ■ City-wide records management ■ Government access television channel operations ■ Cable franchise administration ■ Audio-visual services ■ Information and referral services r 3-21 ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES CITY CLERK CORE SERVICE OUTCOMES • Public process ensured for informed decision-making ■ Compliance with laws, policies and mandates ■ Customers receive timely and accurate information Ali • Residents are informed of City and community issues and events via televised programming ■ Access to available cable technology services for residents ■ Enhanced presentations for audiences STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 5.0 5.0 5.0 5.0 5.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 5.0 5.0 5.0 5.0 5.0 0.0% 2001 ACCOMPLISHMENTS ■ Two years ago, the Division embarked on a City-wide vital records identification Will program as a prerequisite for development of a disaster recovery program for records. With the cooperation of City departments, staff has completed record inventories and prepared retention schedules tailored for the Human Resources Department, the Maintenance Services Division (P/B/PW Department), the Hearing Examiner Division, and the Administrative, Judicial, and Legal Services Department. ■ In 2001, the Division contracted with a consultant-to implement a high-level paperless technology system for record storage and retrieval. This included planning and vendor selection for document imaging, electronic document management, recognition, forms processing, workflow, electronic signature, document encryption, and computer output laser disk. A pilot program was undertaken for the City Clerk Division in 2001, and technology planning was completed for the Police Department, Court Services and Development Services Division. ■ At Council's request, staff researched and produced a video for cablecast on Channel 21 celebrating the history of the Shuffleton power plant on the shores of Lake Washington. The plant has long been closed and recently demolished to make way for the new Southport development. 3-22 to ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES tw CITY CLERK ■ Several policies and procedures were updated or revised in 2001, including the contracting and bidding policy and the public records disclosure policy. Training sessions on the revised policies as well as other processes, i.e., the agenda bill process, were conducted for City employees. ■ Renton City Council minutes from 1990 through the present were converted to a searchable software program for retrieval on Rentonnet. New forms for City processes were devised and both new and old forms were added to Rentonnet and the City's Webpage for use by staff and the public. DIVISION HIGHLIGHT +�+ The City Clerk Division processes, records, and archives numerous documents and other items to meet various state and local requirements and to provide accessible and timely information for the City's needs. The graph below shows a sampling of the types and number of items processed in the City Clerk Division over the last three years. TYPES AND NUMBER OF ITEMS PROCESSED 400 - 350 ■Contract Addenda 300 Processed 250 ElContracts Processed 200 (new) 150 Resolutions Processed as 100 50 ■ordinances Processed 0 go 1998 1999 2000 2001 4W irr �r 60 rr 3-23 ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES r CITY CLERK 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Select vendor and implement paperless technology system for record 3,4 storage and retrieval in the Police Department, Court Services and Development Services Division. Select vendor and complete technology system conversion in City Clerk Division, including indexing, imaging and disposition of hard-copy records. ■ Continue vital records identification program for Finance Department and 4 Fire Training Center; develop and tailor retention schedules for specific departmental records; obtain approval from State Archivest and publish schedules. ■ Finalize partnership with either Highline Community College or Green River 2,3,4 Community College agreement for operation of Puget Sound Access, the South County public access facility; and commence studio construction, equipment acquisition, staffing and operations. ' ■ Following staff training, implement new programming, graphics and special 3,4 effects on InfoChannel, a new equipment and software package acquired for text generation on the government access channel. Revise and publish new programming schedule for distribution to City residents. APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 230,240 239,935 259,437 251,543 266,900 2.9% Personnel Benefits 62,515 58,472 66,682 56,989 58,500 -12.3% Supplies 7,395 5,823 5,666 7,727 5,700 0.6% Other Services&Charges 38,322 45,540 63,895 30,535 64,500 0.9% Intergovernmental Services 37,854 33,394 39,345 38,648 39,700 0.9% 1 Capital Outla1,159 0 0.0 6,022 0.0 N/A Operating Total 377,485 383,164 435,025 391,464 435,300 0.1% CIP 0 0 0 0 0 N/A Total 377,485 383,164 435,025 391,464 435,300 0.1% t>� 3-24 ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES 410 CITY CLERK 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $435,025 1rr 2002 CHANGES: .+ Salaries 7,500 Benefits -8,200 ow All Other 975 2002 BUDGET $435,300 rrr • Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the aw final negotiated increase of a three-year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. • Medical and dental expense budgets were increased by 13 percent due to increased costs. The City's contribution to PERS II decreased by 2.9 percent. 6W w ow �r. �r rrr 3-25 -3 CiTYATroRNEY MISSION STATEMENT To provide quality legal representation to the City and its employees in a timely, effective, and positive manner. DIVISION OVERVIEW Expenditure Comparison $1,200,000 $960,000 $720,000 $480,000 $240,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total A ro riation PP P .992,162 920,486 932,372 1,000,907 1,023,800 9.8% CORE SERVICES ■ Misdemeanor prosecutions • Ordinance drafting ■ Contract review ■ Defense in litigation ■ Day to day legal advice ■ Preventive maintenance Willi i s <x 3-26 40 ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES ft„ CITY ATTORNEY CORE SERVICE OUTCOMES aw ■ Efficient, effective, fair administration of justice ■ Efficient, effective administration of city government VW ■ Enforcement of City's rights ■ Reduction of unnecessary economic losses ■ Provision of efficient, effective, fair dispute resolution mechanisms STAFFING LEVELS (Full Time Equivalent Employees - FTE) aw The City Attorney Division is supported through a professional service contract with a local law firm. The staffing level matrix has therefore been deleted. 2001 ACCOMPLISHMENTS ■ Provided legal assistance to redevelopment projects. ■ Trained associate attorneys to provide depth. Emphasized cost effective handling of claims and lawsuits. • Developed a nuisance abatement ordinance. 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTOWS BUSINESS PLAN GOALS (Page 3-1) • Reduce cost of claims by preventative law. 4,5 • Increase depth by cross training associate attorneys. 4 ■ Begin enforcement of nuisance abatement ordinance. 1,2,3,4 ■ Keep staff, Administration, and Council informed of changes in the law. 1,2,3,4,5 ■ Expand use of multi-City lawsuits to cost effectively handle regional legal 4 issues. err 3-27 ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES CITY ATTORNEY APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Supplies 0 0 3,231 18,055 3,200 -1.0% Other Services&Charges 992,162 920,486 929,141 982,852 1,020,600 9.8% Operating Total 992,162 920,486 932,372 1,000,907 1,023,800 9.8% CIP 0 0 0 0 0 N/A Total 992,162 920,486 932,372 1,000,907 1,023,800 9.8% 2002 FUNDING DECISIONS 2001 OwGINAL ADoPTED BUDGET: $932,372 2002 CHANGES: Legal Professional Services 65,702 Attorney Travel/Training 2,046 Court Services Prosecutor 3,027 Legal Staff Services 4,607 Attorney Publications 16,046 2002 BUDGET $1,023,800 ■ The total increase for legal services is $91,428. The budget reflects an increase in the number and complexity of cases, and an increase in dues and publications that the City is obligated to pay. 5 3-28 a a L yr`y? a��wa��e�a A ��b 8.a`�.�aae�.� a�,aa� a a�a aa4 &gym x�yra @ a aS.a ee•a�a i�a is ll a , a axa a� ,ha any ��•a .�a��.3 aa�:_i w Fa`a�aa a ..�,�z ��`,a� a'ea �� yg 3g mFa a a e aaria a Sa • i'°., �� "'a �a � N�l,��:: � ��a��a,�a�'°a��ia�?��eaaR a a a'�eR� �� a aa�'� ��e a � a •. HEARING EXAMINERa a ear3 a4 a s � �ec a s a ' a c�' a � ;...,` aa•�a, y �•�`,a�aRx`�8�aa a x MISSION STATEMENT Provide a single, efficient, lawful, integrated land use regulatory hearing system which implements the adopted Comprehensive Plan and City ordinances. rr. DIVISION OVERVIEW Expenditure Comparison $150,000 $120,000 $90,000 rr $60,000 $30,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget �r EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 ow Total Appropriation 111,014 115,864 135,303 126,580 119,300 -11.8% to PROGRAM ACTIVITY The Hearing Examiner is responsible for the administration of the City's land use regulatory hearing process, and acts on behalf of the City Council in considering and applying land use regulatory codes; 6W receives and examines all available information; conducts public hearings and prepares a record thereof, entering findings and conclusions. Appeals of SEPA and Administrative decisions are also ,W heard by the Hearing Examiner. The Hearing Examiner also conducts hearings as delegated by the Renton Chief of Police such as vehicle impounds and property seizure and forfeiture hearings. In addition, the 40 Hearing Examiner conducts land use and police forfeiture hearings for the City of Tukwila on a contractual basis. rrw 3-29 ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES HEARING EXAMINER STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 1.5 1.5 1.5 1.5 1.5 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 1.5 1.5 1.5 1.5 1.5 0.0% i 2001 ACCOMPLISHMENTS • Fifty-three (53) land use hearings. ■ Nine (9) appeals of SEPA (State Environmental Policy Act) and Administrative decisions. ■ Eighteen (18) other jurisdiction hearings. ■ Fifteen (15) police hearings, i.e., property forfeitures and vehicle impounds. DIVISION HIGHLIGHT The Hearing Examiner's Office hears, examines, and produces decisions concerning various land use issues within the Renton area. The graph below details the types and number of cases heard over the last four years. TYPES AND NUMBER OF CASES HEARD 120 100 80 60 40 20 0 1997 1998 1999 2000 2001 w� to `.k 3-30 to ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES to HEARING EXAMINER Types of Cases Heard 1998 1999 2000 2001 6" Property Forfeitures 2 8 6 3 Vehicle Impounds 4 10 9 9 to SEPA Appeals 3 5 4 5 Administrative Appeals 4 5 5 10 Other Jurisdiction Cases 12 18 18 4 Conditional Use Permits 10 12 10 5 wo Preliminary Plats 6 8 8 18 Site Approvals 12 14 12 8 Short Plats 4 5 5 14 rr Variances 6 7 7 5 Special Permit for Fill & 3 4 3 1 Grade ar Rezones 4 5 2 15 Shoreline Management 5 6 6 1 up Conditional Approvals 0 0 0 0 Final Plats 0 0 0 0 Waiver of Street 0 0 0 0 to Improvements TOTAL CASES 75 107 95 98 it 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) to ■ Consider and apply land use regulatory codes. 3,4,5 ■ Hear appears regarding SEEPA or Administrative decisions. 3,4 No a, APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Ob ect Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 93,730 99,215 103,600 100,787 102,800 -0.8% Personnel Benefits 15,944 15,217 16,100 14,608 13,800 -14.3% Supplies 118 348 603 297 700 16.1% Other Services&Charges 1,222 1,084 15,000 10,888 2,000 -86.7% Operating Total 111,014 115,864 135,303 126,580 119,300 -11.8% CIP 0 0 0 0 0 N/A No Total 111,014 115,864 135,303 126,580 119,300 -11.8% 3-31 ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES HEARING EXAMINER 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $122,303 2002 CHANGES: Salary -800 Benefits -2,300 Other 97 2002 BUDGET $119,300 �r1 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three-year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's contribution to PERS II decreased by 2.9 percent. f 3-32 COURT SERVICES MISSION STATEMENT To perform all court functions in accordance with national standards, for the public and support services. rr DIVISION OVERVIEW ow Expenditure Comparison $1,500,000 to $1,200,000 $900,000 40 $600,000 $300,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget 4W EXPENDITURE BUDGET aw 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 ON Total Appropriation 1,085,635 1,134,501 1,258,600 1,176,725 1,295,800 3.07o o Core Services • Case Management to ■ Customer Service ■ Administrative Services fto Core Service Outcomes nr ■ Assist Public in Court Processes ■ Implement and Comply with Laws ■ Provide Justice with Dignity in a Timely Manner + + ■ Provide a Neutral Setting to Resolve Disputes �rw 3-33 ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES COURT SERVICES STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 13.0 13.0 13.0 13.0 14.0 7.7% 7 Temporary Part Time 0.7 0.7 0.7 0.7 0.7 0.0% Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 13.7 13.7 13.7 13.7 14.7 7.3% 2001 ACCOMPLISHMENTS • The Court met with stakeholders of the Criminal Justice System to promote prompt, efficient and fair access to justice in the City of Renton. ■ The Court utilized outcome management to better assess delivery of services to customers. • A system to reduce absenteeism of defendants by using volunteers to notify them of court dates and outstanding warrants was implemented. ■ The Court provided and promoted training and education for all Court personnel. ■ The Court complied with legislation resulting from the 2001 committee of the Washington State Board for Judicial Administration. DIVISION HIGHLIGHT The limited jurisdiction courts in the State of Washington are joining forces to fight a problem that has grown to epidemic proportions. In 2001 Court Services processed 1,043 cases that were filed against defendants for Driving While License Suspended (DWLS). This represents approximately 37 percent of the criminal portion of the court's caseload. The percentages are similar on a statewide basis. The resources these violations consume are varied. Patrol officers devote considerable time citing the defendants for DWLS. The City Prosecutor spends time investigating the charges and filing the cases with the court. Court Services then conducts as many as four hearings nil to reach a resolution on each case. If defendants are found guilty of the charge they often fail to meet the conditions of sentence imposed upon them. This can result in an arrest warrant being issued. In many instances, defendants feel forced into choosing between honoring the suspension of their driver's license and the temptation to drive in order to travel to work or complete other tasks requiring transportation. The product is a repeating string of arrests and warrants for multiple violations. The original suspension in many of these cases results from economically disadvantaged people that fail to pay traffic fines on other tickets. Court Services has established a program that will work in concert with efforts of other courts in King County and the State of Washington to ease this problem. Beginning in May of 2000, Court Services joined those 3-34 " ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES to COURT SERVICES offering a re-licensing program. This program allows qualified defendants to enter into a to time payment plan with the court for outstanding fines. The fines on these cases are recalled from collection companies and the collection fees are waived. The FTA notices that restrict the defendant from obtaining their driver's license are cancelled, allowing the 6W defendant to become re-licensed to drive. During the first eighteen months of this program, defendants in 220 cases applied and were 6W found qualified to participate in the re-licensing program. One hundred twenty cases (55%) have been paid in accordance with the agreement. The result is a decrease in outstanding fines, less stress on the criminal justice system from processing and enforcing multiple to warrants, reduction of citing defendants on new DWLS charges and a reduction of time spent processing additional cases in the court. No More importantly, the City of Renton has properly licensed drivers on the road who are able to drive legally and contribute to the community. This program exemplifies the contribution Court Services is able to make toward making Renton " . . . A world-class city where people No choose to live, work and play." 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ The court will evaluate its jury selection process to insure consistent 2,3,4 availability of qualified jurors. ■ Utilization of volunteers will be increased to enhance effectiveness of 3,4 defendant notification program. • Stakeholder meetings will be increased to insure prompt, efficient and fair 1,2,3,4 access to justice. ■ Participation in outcome management will be continued to complete 1,2,3,4 assessment of service delivery to customers. ■ The Court will provide and promote continued training and education for all 3,4 Court personnel. r 3-35 ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES COURT SERVICES APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 575,436 601,720 631,300 625,995 703,000 11.47o Part Time Salaries 17,366 18,177 17,600 19,694 18,100 2.8% Overtime 3,368 2,554 12,600 2,163 13,000 3.217o Personnel Benefits 177,792 170,004 184,700 166,176 199,500 8.0% Supplies 7,741 7,259 18,600 5,002 20,000 7.5% Other Services&Charges 303,400 334,787 393,800 357,695 342,200 -13.1% Capital Outla532 0 0 0 0 N/A Operating Total 1,085,635 1,134,501 1,258,600 1,176,725 1,295,800 3.0% CIP 0 0 0 0 N/A Total 1,085,635 1,134,501 1,258,600 1,176,725 1,295,800 3.0% 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $1,233,600 2002 CHANGES: Salaries 29,500 Benefits -1,200 Probation Officer, 1.0 FTE 87,000 Probation Contract -67,500 Public Defender Contract 9,800 All Other 4,600 2002 BUDGET $1,295,800 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three-year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. �1! ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's contribution to PERS II decreased by 2.9 percent. „j 3-36 to ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES i, COURT SERVICES ■ The Probation Officer position will be converted from a contract service to a regular full time employee. One time costs will include supplies, computer equipment, and possible short term consulting during the transition. .r ■ Probation contract will be eliminated due to the conversion to a full time employee. ■ Public Defender's contract has increased 5 percent, for a total of $205,200. ow �r w� aw ow rr 3-37 4 s ADMINISTRATIVE, JUDICIAL, AND LEGAL SERVICES + ' POSITION LISTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget Executive Administration Mayor(Elected) 1.0 1.0 1.0 1.0 1.0 M53 Chief Administrative Officer 0.0 0.0 1.0 1.0 1.0 rr M43 Chief Administrative Officer 1.0 1.0 0.0 0.0 0.0 M30 Assistant to Chief Administrative Officer 0.0 1.0 1.0 1.0 1.0 h M25 Community Relations Manager 0.0 1.0 1.0 1.0 1.0 dill N12 Community Relations Specialist 1.0 1.0 1.0 1.0 1.0 N13 Executive Secretary 1.0 1.0 1.0 1.0 1.0 N13 Finance Analyst II 1.0 0.0 0.0 0.0 0.0 No N12 Development Assistant 1.0 0.0 0.0 0.0 0.0 N05 Secretary 1 0.0 1.0 1.0 1.0 1.0 Total Regular Staffing 6.0 7.0 7.0 7.0 7.0 Temporary Part Time 0.0 0.0 0.0 0.0 0.0 Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 TOTAL ADMINISTRATION 6.0 7.0 7.0 7.0 7.0 Judicial(Court Services) Municipal Court Judge (Elected) 1.0 1.0 1.0 1.0 1.0 M30 Court Services Director 1.0 1.0 1.0 1.0 1.0 All Judicial Specialist (Lead) 2.0 2.0 2.0 2.0 2.0 A08 Judicial Specialist 9.0 9.0 9.0 9.0 9.0 TBD Probation Officer 0.0 0.0 0.0 0.0 1.0 Total Regular Staffing 13.0 13.0 13.0 13.0 14.0 Temporary Part Time 0.7 0.7 0.7 0.7 0.7 Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 TOTAL JUDICIAL 13.7 13.7 13.7 13.7 14.7 Hearing Examiner Services M35 Hearing Examiner 1.0 1.0 1.0 1.0 1.0 Ni A07 Hearing Examiner's Secretary 0.5 0.5 0.5 0.5 0.5 TOTAL HEARING EXAMINER 1.5 1.5 1.5 1.5 1.5 City Clerk M30 City Clerk/Cable Manager 1.0 1.0 1.0 1.0 1.0 M17 Deputy City Clerk 1.0 1.0 1.0 1.0 1.0 Al2 Multimedia/Records Specialist 1.0 1.0 1.0 1.0 1.0 All Records Management Coordinator 1.0 1.0 1.0 1.0 1.0 A09 Records Management Specialist 1.0 1.0 1.0 1.0 1.0 TOTAL CITY CLERK 5.0 5.0 5.0 5.0 5.0 Total Regular Staffing 25.5 26.2 26.5 26.5 27.5 Total Temporary Part Time 0.7 0.7 0.7 0.7 0.7 Total Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 TOTAL EXECUTIVE 26.2 27.2 27.2 27.2 28.2 3-38 �r economic Develo mend 'aha a ��'�rur a i jai i s aga r xk'8n r�,`�zi e�' a. gala `a F' ORGANIZATION „ , t Administrator Sue Carlson 1 �y Administrative Support 2 rr Economic Development Neighborhoods Strategic Planning 3 1 6.8 irr +rr w r Total Full-Time Equivalent Employees: 13.8 err 3-39 I0 9v. ` II rF THE DEPARTMENT - i MISSION STATEMENT Enhance the vitality and livability of the Rentoncommunity by ' creating a prosperous economy and quality neighborhoods. DEPARTMENT OVERVIEW Expenditure Comparison $1,500,000 $1,200,000 The Economic Development, $900,000 Neighborhoods and Strategic Planning $600,000 Department was created in 1997. $300,000 ift $0 1994 1995 1996 1997 1998 1999 2000 2001 20021 Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 517,037 624,164 735,366 681,456 760,100 3.4% Part Time Salaries 11,715 19,135 30,463 Q 41,600 36.67o' 1 Overtime 2,802 861 1,400 1,821 2,400 71,4% Personnel Benefits 130,926 167,012 182,666 152,386 165,900 -9.2% Supplies 19,093 14,748 29,001 12,601 29,000 0.0% lid Other Services&Charges 121,162 173,039 385,391 223,838 246,300 -36.1% Capital Outla6,286 9,079 15,000 12,119 15,000 0.0% Operating Total 809,021 1,008,038 1,379,287 1,084,221 1,260,300 -8.6% CIP 0 0 0 0 0 N/A Total 809,021 1,008,038 1,379,287 1,084,221 1,260,300 -8.6% rf CORE SERVICES ■ Economic Development ■ Community and Neighborhood Development ■ Land Use Policy and Planning 3-40 to ECONOMIC DEVELOPMENT, NEIGHBORHOODS 8t STRATEGIC PLANNING CORE SERVICE OUTCOMES Economic Development ■ Increase tax base ■ Diversify employment base ■ Improve Renton's image ■ Increase property values Neighborhood Program ■ Increase neighbor to neighbor and neighbors to City communications ■ Promote neighborhood identification ■ Promote neighborhood beautification • Increase satisfaction of neighborhoods in program • Increase the number of neighborhoods involved in program Land Use & Planning ■ Provide framework to direct growth in manner consistent with City values ■ Ensure development of quality neighborhoods ■ Create predictability for property owners through comprehensive planning and zoning ■ Coordinate with other departments so that infrastructure is in place to implement land use ■ Provide creative solutions to land use issues CAPITAL IMPROVEMENT PROGRAM(CIP) 2002 Budget As shown in the CIP and included in the 316 Fund Appropriation Total. 505,000 Total $505,000 +irr 3-41 ECONOMIC DEVELOPMENT, NEIGHBORHOODS 8L STRATEGIC PLANNING MAJOR DEPARTMENT CHANGES x 2002: ■ Personnel Costs ($8,800) Salary and benefit increases to maintain the same number of FTE's as the 2001 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include thirteen percent (13%) increases in both medical and dental costs. All City Administrator positions were classified in 2001. ■ Limited Term Position made Regular FTE ($1,000) The limited term Neighborhood Coordinator position was converted to a regular position, which includes additional benefits. ■ Consultant Services (-$75,000) Program funding for the Endangered Species Act has been reduced, and the funding for Amendments to Title IV was for 2001 only. ■ Growth Management Implementation Grant($40,000) Secure grant funding to prepare revisions to the Adopted Housing Element of the Comprehensive Plan. This will be accomplished by utilizing Temporary Wages and Consultant Services. STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 10.0 11.0 12.0 12.0 12.0 0.0170 Temporary Part Time 1.1 1.1 1.1 1.1 1.6 45.5% Intermittent Part Time 0.6 0.6 0.2 0.2 0.2 0.070 Total HE 11.7 12.7 13.3 13.3 13.8 3.8% 2001 ACCOMPLISHMENTS ■ Continued aggressive downtown redevelopment efforts that will result in an additional 1 $40 million dollars in private investments. Diversified business base mix by 5%. Worked with Washington State Department of Transportation to initiate improvements to the 44th street/1-405 Interchange. Secured $3 million in federal funds and another $2.5 million in state funding for this project. Met the City's regional commitment to housing, i population,jobs and infrastructure investment targets. ■ Inventoried and developed a list of issues for ESA, identifying code and programmatic gaps that need to be changed to meet the ESA requirements and determined a sense of direction to implement and adhere to the plan. ■ Developed South Renton Sub-Area Plan and continue refining development regulations to implement the City's goals and land use vision. t 3-42 as ECONOMIC DEVELOPMENT, NEIGHBORHOODS 8T STRATEGIC PLANNING ■ Expanded the Neighborhood Program with an aggressive outreach program. Hosted 3 + + annual and 6 "kick-off" neighborhood picnics; added three new volunteer liaisons for a total of 15; hired full-time neighborhood coordinator; purchased program trailer and equipment; and increased grant dollars distributed throughout the community for neighborhood projects. Some of the matching grants resulted in signage for the Kennydale and Maplewood Glen Neighborhoods, the "Lost Black River" mural in downtown Renton, and beautification projects throughout the City. Two artistic "gateway" signs were also installed this year, one at Grady Way and Oakesdale, the other at Maple Valley Highway and Orcas Avenue. ■ Identified revisions to Renton Municipal Code Title IV that resulted in a more user friendly zoning code and land use tables that eliminated duplication and clarified conflicting regulations, with a cost savings estimated to be about $25 thousand a year starting in 2002. Processed 9 annexations that resulted in approximately 337 acres added to the City. DIVISION HIGHLIGHT In 2001, construction of major redevelopment projects created a new urban character in downtown Renton. Completion of Burnett Station, Metropolitan Place, and the Renton Transit Center implements the City's Comprehensive Plan and Business Goals of responsible growth, economic vitality, and downtown redevelopment. Burnett Station, with its historic railroad theme, provides 58 new residential units and 6,822 square feet of retail space. Metropolitan Place is an innovative Transit Oriented Development (TOD) that combines the needs of the private sector with regional transit goals. Built alongside the new Renton Transit Center, Metropolitan Place provides a 90-unit apartment building above a 150-space King County Metro park-and-ride. Overall, including the 110 units at the Renaissance Apartments completed in December 1999, 258 new housing units have been constructed in downtown Renton. The Department's neighborhood program complements these redevelopment efforts by strengthening the community through neighborhood activities and projects. Recognition from the media, regional businesses, and civic leaders, as well as the Governor's Council on Competitiveness, demonstrates the Department's success in strategic planning, economic development, and neighborhood programming. rr trr 3-4 ECONOMIC DEVELOPMENT, NEIGHBORHOODS 8L STRATEGIC PLANNING 4 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Expand the Renton Community Marketing Campaign to focus on retaining 1,23 , existing and recruiting new business to the City; meeting the challenges of anticipated increases in office vacancy rates. ■ Complete an ESA response plan, including the necessary code amendments 1,25 to implement it. ■ Design physical improvements for the South Renton neighborhood to 2,45 implement the Sub Area plan, emphasizing streetscapes and community concerns. ■ Increase participation and awareness of the expanded Neighborhood 23 Program, with a goal of signing up three new neighborhoods and continuing to attract additional volunteer liaisons. ■ In the Highlands, continue to define strategies and initiatives that will create 2,4 new investment and revitalization of the business core area. Recruit a developer to redevelop the Hi-Lands Shopping Center. r 2002 FUNDING DECISIONS 2001 OIUGiNAL ADOPTED BUDGET: $1,288,177 2002 CHANGES: Salaries 26,571 Benefits -17,766 Limited Term to Regular, Benefits 1,000 Consultant Services -75,000 Growth Management Grant 40,000 All Other -2,682 2002 BUDGET $1,260,300 + ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. Oil ■ The following position was reclassified in 2001: EDNSP Administrator. Reclassified positions are given an increase of at least 5 percent. 1 �i 3-44 im ECONOMIC DEVELOPMENT, NEIGHBORHOODS 81 STRATEGIC PLANNING ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's retirement contribution to PERS II decreased by 2.9 percent. • The limited term Neighborhood Coordinator position was converted to a regular position. The additional appropriation covers the increase in benefits. ■ Consultant Services were reduced for two programs. Funding for Amendments to Title IV was reduced to zero as funding was for 2001 only. The Endangered Species Act has been reduced. The total 2002 appropriation is $75,000. • Growth Management Act funding has been appropriated in temporary wages and consultant services. These additional costs are for 2002 only and are grant funded. trr �r tr�r irr 3-45 ECONOMIC DEVELOPMENT, NEIGHBORHOODS & STRATEGIC PLANNING POSITION LISTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget 1 M49 Economic Development Administrator 0.0 0.0 1.0 1.0 1.0 M43 Economic Development Administrator 1.0 1.0 0.0 0.0 0.0 M38 Economic Development Director 1.0 1.0 1.0 1.0 1.0 1 M38 Planning Director 1.0 0.0 0.0 0.0 0.0 M32 Development Manager 0.0 1.0 1.0 1.0 1.0 M32 Principal Planner 1.0 1.0 1.0 1.0 1.0 A23 Senior Planner 3.0 3.0 3.0 3.0 3.0 A16 Economic Development Specialist 1.0 1.0 1.0 1.0 1.0 A13 Planning Technician 0.0 1.0 1.0 1.0 1.0 N11 Admin Secretary II/Economic Assistant 1.0 1.0 1.0 1.0 1.0 A09 Admin Secretary 1 1.0 1.0 1.0 1.0 1.0 Al2 Neighborhood Coordinator(LT) 0.0 0.0 1.0 1.0 0.0 Al2 Neighborhood Coordinator 0.0 0.0 0.0 0.0 1.0 Total Regular Staffing 10.0 11.0 12.0 12.0 12.0 1 Temporary Part Time 1.1 1.1 1.1 1.1 1.6 Intermittent Part Time 0.6 0.6 0.2 0.2 0.2 TOTAL ECONOMIC DEVELOPMENT, NEIGHBORHOODS& 11.7 12.7 13.3 13.3 13.8 STRATEGIC PLANNING DEPARTMENT 3-46 �Ilr finance & Inforn�ufi.. Services a iw i a \_�� az Z E7 ORGANIZATION a e Administrator Victoria Runkle 1 so Administrative so Support 1 No Finance Information Services 19.5 13.8 Print&Mail Services go rrr Total Full-Time Equivalent Employees: 35.3 3-47 ..•" ..J....�.. .:: � ,a...... � �a ��a�\�� TIM�� Vi1�„� ..tq a THE DEPARTMENT v Willi MISSION STATEMENT Manage the financial and technical affairs of the City, to support all City operations through comprehensive and integrated financial and ,A information services while complying with applicable federal, state and local regulations. DEPARTMENT OVERVIEW This department provides two distinct city government services: a central accounting, payroll, and reporting support system which includes utility billing, budget development and monitoring, and all financial management responsibilities; and installation and maintenance of all the city's information technology systems. Expenditure Comparison $3,500,000 $2,800,000 $2,100,000 $1,400,000 $700,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget APPROPRIATION BY OBJECT OF EXPENDITURE ; 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 1,332,318 1,479,319 1,733,125 1,586,178 1,831,400 5.7% Part Time Salaries 125,886 74,628 48,414 94,296 49,900 3.1% Overtime 55,317 48,249 7,100 27,572 7,100 0.0% Personnel Benefits 352,415 391,097 407,226 384,649 430,100 5.6% Supplies 114,570 108,671 116,251 131,836 137,500 18.3% Other Services&Charges 517,032 555,400 594,900 529,001 615,500 3.5% Capital Outla 26,417 0 42,995 0 41,200 -4.2% Operating Total 2,523,955 2,657,364 2,950,011 2,753,532 3,112,700 5.5% Ad CIP 0 0 0 0 0 N/A Total 2,523,955 2,657,364 2,950,011 2,753,532 3,112,700 5.5% ? 3-48 "` FINANCE& INFORMATION SERVICES 1. CAPITAL IMPROVEMENT PROGRAM(CIP) 2002 Budget As shown in the CIP and included in the 316 Fund Appropdation Total. 1,325,000 Total $1,325,000 DIVISIONS BY FUND NUMBER The Finance and Information Services Department includes the operations of the following two divisions of the General Fund (000): Finance, and Information Services. ACTIVITY BY DIVISION The Finance Division is comprised of two sections: Budget and Finance Services. The Budgeting Section is responsible for preparation and monitoring of budgetary and financial information. This includes monthly budgeting reports on revenue and expenditures activity for all city departments. This section prepares the annual preliminary and final budget document. The Finance Services section of this division consists of Accounting Services, Utility Billing and Fiscal Services. This section conducts the day-to-day accounting and payroll support for the city, including internal audit, annual state audit, and preparation of the to Comprehensive Annual Financial Report (CAFR). The Information Services Division ensures that all primary computer systems function as efficiently and effectively as possible. The division provides design and research support that addresses new information technologies and augments existing systems. All print communication is published by the City's Print Shop, which is part of the Information Services Division. MAJOR DEPARTMENT CHANGES 2002: iW Personnel Costs ($84,500-All Divisions) Salary and benefit increases to maintain same number of FTE's as the 2001 budget. Salary increases include cost of living, reclassification of employee positions, and negotiated union contract costs. Benefits include thirteen percent (13%) increase in medical and dental costs. ■ Limited Term Position to Regular FTE ($500- Finance) The part-time limited term Grant Accountant position was converted to a regular part-time position,which includes additional benefits. 3-49 FINANCE 8T INFORMATION SERVICES ■ State Auditor($10,000- Finance) Increase in professional services from the State Auditor for 2002. ■ Maintenance Contracts (43,600- Information Services) Contract cost increases include accounting and timekeeping software. EXPENDITURE BUDGET BY DIVISION 1999 2000 2001 2001 2002 %Chg Divisions Actual Actual Budget Actual Budget 2001/2002 Finance 1,437,924 1,505,730 1,594,588 1,483,563 1,666,500 4.5% Information Services 1,086,031 1,151,634 1,355,423 1,269,969 1,446,200 6.7% operating Total 2,523,955 2,657,364 2,950,011 2,753,532 3,112,700 5.5% CIP 0 0 0 0 0 N/A Total 2,523,955 2,657,364 2,950,011 2,753,532 3,112,700 5.5% f STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees — FTE) i 1999 2000 2001 2001 2002 %Chg Division FTE Actual Actual Budget Actual Budget 2000/2001 Finance 21.5 21.5 21.5 21.5 21.5 0.0% Information Services 10.8 11.8 13.8 13.8 13.8 0.0% Total HE 32.3 33.3 35.3 35.3 35.3 0.0% 3-50 FINANCE MISSION STATEMENT Provide financial information and fiscal management, which helps optimize the City of Renton's financial decisions while complying with all applicable Federal, State, and local laws. DIVISION OVERVIEW Expenditure Comparison 60 $2,000,000 $1,600,000 $1,200,000 $800,000 $400,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget +lett o EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Approprlation 1,437,924 1,505,730 1,594,588 1,483,563 1,666,500 4.5% PROGRAM ACTIVITY The Financial Planning section is responsible for preparation and monitoring of budgetary and financial information. This includes internal services and user rate analysis; revenue forecasting; preparing operating and capital budgets; analyzing optimal fund balances and reserves requirements; and preparing various financial reports and analyses. The Fiscal Services section conducts the day-to-day accounting activities, culminating with the annual audit and preparation of the Comprehensive Annual Financial Report (CAFR). Other tasks include receipting and billing over $28 million dollars in utility accounts, plus Local Improvement District, and other receivables; processing over $69 million dollars in vendor and contractor payments, processing wage, benefit and taxes for over 600 employees and managing a cash investment portfolio of over $50 million dollars. 3-51 FINANCE at INFORMATION SERVICES FINANCE ori STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 21.5 21.5 21.5 21.5 21.5 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 21.5 21.5 21.5 21.5 21.5 0.0% 2001 ACCOMPLISHMENTS ■ In 2001, the FIS department implemented automated payroll timekeeping across all ' departments. The Payroll section of FIS worked with all users and standardized time reporting by one of four options: a city-developed system; Kronos card swipe; downloading from a maintenance management program; and Kronos timekeeping. The implementation of automated timekeeping has eliminated the necessity of hand completed timecards that then were keyed into the payroll system by staff. It also resulted in time being entered that was closer to the "actual" time worked in a pay period since time is submitted closer to the payroll cutoff date. Implementation of this s system permitted the Payroll section to focus on auditing of time rather than just keying in time. ■ The Payroll section created several reports detailing the use of family medical, disability, on-the-job injury, and sick leave taken. These reports, which are used by departments and Human Resources, helped the City to consistently address the various types of leave. • The FIS department continued to provide leadership on regional and state task forces. FIS representatives work with the State Auditor's Office on implementation of GASB 34. Department staff also serve as leaders for the Eden and Springbrook Software User's groups. We continue to provide oversight of the Valley Communications Center project. FIS managers also call meetings on city construction activities, provide oversight of the budget, and participate on the technology team. ■ In 2001 the Utility Billing section implemented an automatic pay feature for utility bills. Beginning in October 2001, customers will be able to pay their utility bills directly from their bank accounts without writing a check. ■ The FIS department dedicated one staff member for four months, full time, to the Maplewood Golf Course. During this time the Finance division assisted golf course staff in implementing a new cash system, cleaned up outstanding gift certificates, and started a program to maintain active club membership. This concerted effort resulted in recognizing over $70,000 in revenue for the golf course, establishing long term policies and procedures, and ensuring that cash flow work can be addressed daily. 3-52 FINANCE 8t INFORMATION SERVICES FINANCE DIVISION HIGHLIGHT The Utility Billing section has experienced a steady rise in the total number of monthly billings sent to utility customers. The combination of new single-family residence, multi-family housing and new business construction is the primary driver of the increase in the number of new utility customers. The chart below shows annual billings growing 10.9 percent from 1997 to 2001. TOTAL ANNUAL BILLINGS FOR THE WATER, • STORM, METRO, SOLID WASTE UTILITIES 775,000 725,000 675,000 625,000 1997 1998 1999 2000 2001 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Beginning in January 2002, the Finance Division will upgrade its Eden 4 financial system. The new Eden program is a Windows-based and will provide additional report writing capabilities. This is necessary, as the software company will no longer support the current version after 2003. ■ The implementation of the newest version of Eden will permit the Finance 4 division to provide improved information to our customers. Throughout 2002, the division will develop more readable payroll and vendor checks. In addition, the division will begin to set up citywide accessible reports using Crystal software. This will permit departments to acquire information when needed. • In 2002 the Finance division will begin an accounts payable pilot project. 4 The goal of the project will be to minimize the amount of paper involved in paying a vendor. r 3-53 FINANCE at INFORMATION SERVICES FINANCE 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) • The Budget section of the Finance division will continue to automate the 4 budget process. The group will evaluate using Intranet or GroupWise software to minimize the paperwork of developing the budget. This will permit more time to analyze budgetary issues and permit a more timely response to departments about issues. APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2000/2001 Regular Salaries 870,374 960,121 1,090,000 994,044 1,130,600 3.7% Part Time Salaries 40,926 20,045 0 21,451 0 N/A Overtime 44,361 35,258 7,100 8,645 7,100 0.0% Personnel Benefits 227,194 254,387 246,600 240,652 263,300 6.8% Supplies 21,639 15,881 15,756 14,413 15,900 0.9% a Other Services&Charges 222,820 220,038 211,132 204,358 225,600 6.9% Capital Outla10,610 0 24,000 0 24,000 0.0% Operating Total 1,437,924 1,505,730 1,594,588 1,483,563 1,666,500 4.5% CIP 0 0 0 0 0 N/A Total 1,437,924 1,505,730 1,594,588 1,483,563 1,666,500 4.5% 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $1,594,588 61111111 2002 CHANGES: ,i Salaries 40,600 Benefits 16,200 Limited Term to Regular, Benefits 500 Professional Services/City Audit 10,000 All Other 4,612 2002 BUDGET $1,666,500 t • Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three-year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. a 3-54 io FINANCE at INFORMATION SERVICES it FINANCE ■ The following positions were reclassified in 2001 : Finance & Information Services is Administrator and the Fiscal Services Director. Reclassified positions are given an increase of at least 5 percent. to ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. 60 ■ The City's contribution to PERS II decreased by 2.9 percent. ■ Convert the 0.5 limited term Grant Accountant position to a 0.5 regular FTE. The to additional appropriation covers the increase in benefits. ■ State Auditor fee increase for a total 2002 appropriation of$56,500. o ift 00 io to +tir rrrr 3-55 INFORMATION SERVICES MISSION STATEMENT To provide communication and data support to meet departmental functions and record keeping, and supply technical support services to all computer system users in the City. DIVISION OVERVIEW Expenditure Comparison $1,500,000 $1,200,000 $900,000 $600,000 $300,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 1,086,031 1,151,634 1,355,423 1,269,969 1,446,200 6.7% PROGRAM ACTIVITY The Information Services Division is charged with ensuring all primary computer systems function and data is transferred as effectively as possible. These systems include, but are not limited to, central financial systems; police incidents, citations, jail operations and parking tickets; judicial records; Fire Department work schedules; state incident reporting, and training data; public works maintenance task management and fleet maintenance; the City's Library system; Recreation reservation system; City Clerk records, and the Council referral system. In addition, the division is charged with designing systems that will operate within the parameters of the new technologies that include storing data in different locations, while ++ permitting appropriate access to various departments. All print communication is published in the City's Print Shop, a section of this division. rrfi 3-56 FINANCE 81; INFORMATION SERVICES rl, INFORMATION SERVICES STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 9.0 10.0 12.0 12.0 12.0 0.0% Temporary Part Time 0.5 0.5 0.5 0.5 0.5 0.0% Intermittent Part Time 1.3 1.3 1.3 1.3 1.3 0.0% Total FTE 10.8 11.8 13.8 13.8 13.8 0.0% 2001 ACCOMPLISHMENTS • In 2001 the Information Services division helped install several unplanned systems throughout the City. These included a wireless system for voice and data exchange to the City's new boathouse; a new cash system at the Maplewood Golf Course; and a Records Management System for the Fire Department. This work included the development of requirements integrating vendor demands with the City's fire wall ' (security imperatives). • The Help Desk responded to over 2,700 calls for service in 2001. Over 45 percent of these were deemed medium, high, or urgent priorities. The goal of four-hour response time, with a resolution within 24-hours,was met 70 percent of the time. ■ In 2001 the IS division wrote an application for automated timekeeping. Using the City's intranet, every employee can access work order numbers and their leave balances. Over 300 employees also use this system to enter their time. Using security codes, the timecards are then forwarded to supervisors and then onto payroll. This project taught the staff a great deal about various Intranet tools. These skills will be used in writing future applications. ■ IS completed the installation of the City's Metropolitan Area Network (MAN). As of the third quarter, all the City's facilities were operating on a voice over IP (VOLP) system, permitting data and voice exchanges at 1 .6Mbps. Thus, all city locations have instantaneous service with City Hall. ■ The Print & Mail section was extremely busy in 2001. With the City's efforts to communicate more with the Public, the Print section printed over 16 percent more paper in 2001, than in 2000. to to io 110 to 3-57 FINANCE at INFORMATION SERVICES INFORMATION SERVICES DIVISION HIGHLIGHT The Information Services Division employs Interns from local secondary educational institutions to staff a Help Desk. The program has been a success for both the City of Renton and the individual interns. Since 1996, total calls to the Help Desk have grown close to 200 percent. The service calls for Vendor services have decreased during this time period due to our specifying a specific workstation configuration and to the Interns handling some calls internally. TOTAL CLOSED CALLS 3,750 ■Vendor ®IS 3,000 2,250 4 1,500 - 750 - t 0- 1996 1997 1998 1999 2000 2001 r 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Working with the City Clerk's office and other departments, the IS division will 4 help implement a citywide records management system. IS will evaluate proposals for software and integrate this software with current programs. ■ In 2002 the division will install and operate the City's own Internet server. This 4 will eliminate the problem of no service when contracted Internet Service Provider (ISPs) go out-of-business. • IS staff members will install a Microsoft NT server for the new Eden system. This 4 will include purchasing new hardware and software. The system will integrate with Eden and Informix systems. ■ The Division will continue to work with various cellular phone companies to 4 ensure the best price and service for various city uses. At this time the City contracts with two providers to achieve different objectives. The division has Old been able to eliminate phone use and lower costs with monthly oversight. 3-58 110 FINANCE 8T INFORMATION SERVICES INFORMATION SERVICES APPROPRIATION BY OBJECT OF WENDITURE Irr 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 461,944 519,198 643,125 592,134 700,800 9.0% Part Time Salaries 84,960 54,583 48,414 72,845 49,900 3.1% Overtime 10,956 12,991 0 18,927 0 N/A Personnel Benefits 125,221 136,714 160,626 143,997 166,800 3.8% Supplies 92,931 92,790 100,495 117,423 121,600 21.0% Other Services&Charges 294,212 335,358 383,768 324,643 389,900 1.6% Capital Outla15,807 0 18,995 0 17,200 -9.417o Operating Total 1,086,031 1,151,634 1,355,423 1,269,969 1,446,200 6.7% CIP 0 0 0 0 0 N/A Total 1,086,031 1,151,634 1,355,423 1,269,969 1,446,200 6.7% 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $1,355,423 2002 CHANGES: Salaries 59,200 Benefits 6,200 Copier Rental -65,400 Paper/Excess copy Charges 45,700 Maintenance Contracts 43,600 All Other 1,477 2002 BUDGET $1,446,200 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. err ■ The following positions were reclassified in 2001: Information Services Manager, Network Systems Supervisor, Application Support Supervisor, Information Systems Supervisor, Systems Analyst, Print & Mail Coordinator, and Form/Graphic Technician. Reclassified positions are given an increase of at least 5 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. aw 3-59 FINANCE at INFORMATION SERVICES INFORMATION SERVICES • The City's contribution to PERS II decreased by 2.9 percent. ■ The copier rental expenditure is no longer applicable. ■ Additional funding for paper costs necessary due to the increase in printing jobs. i ■ Contract increases include financial accounting and timekeeping software. The total 2002 appropriation is $80,000. Will 3-60 FINANCE at INFORMATION SERVICES POSITION LISTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget Finance M49 Finance &Information Services Administrator 0.0 0.0 1.0 1.0 1.0 M43 Finance &Information Services Administrator 1.0 1.0 0.0 0.0 0.0 M38 Fiscal Services Director 0.0 0.0 1.0 1.0 1.0 M37 Fiscal Services Director 1.0 1.0 0.0 0.0 0.0 M30 Fiscal Services Manager 1.0 0.0 0.0 0.0 0.0 M25 Finance Analyst Supervisor 0.0 3.0 3.0 3.0 3.0 M21 Senior Finance Analyst 2.0 1.0 0.0 0.0 0.0 A18 Accountant 1.0 0.0 1.0 1.0 1.0 N16 Finance Analyst III(LT) 0.0 0.0 1.0 1.0 1.0 N16 Finance Analyst III 0.0 0.0 2.0 2.0 2.0 it A13 Grant Accountant(LT) 0.5 0.5 0.5 0.5 0.0 A13 Grant Accountant 0.0 0.0 0.0 0.0 0.5 A13 Business License Coordinator 1.0 1.0 0.0 0.0 0.0 116 A13 Accounting Supervisor 1.0 1.0 1.0 1.0 1.0 A13 Utility Accounts Supervisor 1.0 1.0 1.0 1.0 1.0 N13 Finance Analyst II 3.0 3.0 1.0 1.0 1.0 N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0 N10 Finance Analyst I(LT) 0.0 1.0 0.0 0.0 0.0 N10 Payroll Technician 1.0 1.0 1.0 1.0 1.0 A09 Accounting Assistant IV 4.0 4.0 1.0 1.0 1.0 A07 Accounting Assistant III 3.0 3.0 3.0 3.0 3.0 to A05 Accounting Assistant II 0.0 0.0 3.0 3.0 3.0 Total Regular Staffing 21.5 21.5 21.5 21.5 21.5 TOTAL FINANCE DIVISION 21.5 21.5 21.5 21.5 21.5 to Information Systems M34 Information Services Manager 0.0 0.0 1.0 1.0 1.0 M32 Technical Services Manager 1.0 1.0 0.0 0.0 0.0 Wo A32 Network Systems Supervisor 0.0 0.0 1.0 1.0 1.0 A30 Application Support Supervisor 0.0 0.0 1.0 1.0 1.0 M30 Information Systems Supervisor 0.0 0.0 1.0 1.0 1.0 it M27 IS Operations Manager 1.0 1.0 0.0 0.0 0.0 A24 Help Desk Supervisor 0.0 1.0 0.0 0.0 0.0 A24 Technical Support Coordinator 0.0 0.0 1.0 1.0 1.0 to A24 Sr.Network Systems Specialist 0.0 0.0 1.0 1.0 1.0 A24 Special Project Specialist 1.0 1.0 0.0 0.0 0.0 to A21 Systems Analyst 0.0 0.0 1.0 1.0 1.0 A20 Systems Analyst/Data Base 1.0 1.0 0.0 0.0 0.0 A20 Systems Analyst/Network Systems 1.0 1.0 0.0 0.0 0.0 A20 Network Systems Specialist 0.0 0.0 1.0 1.0 1.0 r 3-61 FINANCE at INFORMATION SERVICES POSITION LISTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget A13 Print&Mail Coordinator 0.0 0.0 1.0 1.0 1.0 Al2 Print&Mail Coordinator 1.0 1.0 0.0 0.0 0.0 A10 Form/Graphic Technician 0.0 0.0 1.0 1.0 1.0 A08 Document/Data Technician 1.0 1.0 0.0 0.0 0.0 A07 Print&Mail Operator 1.0 1.0 1.0 1.0 1.0 A05 Accounting Assistant II 0.0 0.0 1.0 1.0 1.0 Total Regular Staffing 9.0 10.0 12.0 12.0 12.0 Temporary Part Time 0.5 0.5 0.5 0.5 0.5 Intermittent Part Time 1.3 1.3 1.3 1.3 1.3 TOTAL INFORMATION SYSTEMS 10.8 11.8 13.8 13.8 13.8 Total Regular Staffing 30.5 31.5 33.5 33.5 33.5 Total Temporary Part Time 0.5 0.5 0.5 0.5 0.5 14 Total Intermittent Part Time 1.3 1.3 1.3 1.3 1.3 TOTAL FINANCE&INFORMATION SERVICES 32.3 33.3 35.3 35.3 35.3 t ,a i I 3-62 '} Human Resources & Risk Mgmt T I� �r Fa � r �p : a e a U-1--, ORGANIZATION rr. irr Administrator Michael Webby 1 Human Resources Civil Service Risk Management 4.5 Commission 2 .9 tier 111110 Total Full-Time Equivalent Employees: 8.4 it 3-63 9i z THE DEPARTMENT rF MISSION STATEMENT I Provide a broad range of employee and risk management services in a timely, responsive, and reliable manner to employees, residents, and the general public. y DEPARTMENT OVERVIEW Expenditure Comparison $10,000,000 $8,000,000 ;i $6,000,000 $4,000,000 $2,000,000 $0 tWf 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 361,616 422,222 447,856 459,370 467,900 4.5% Part Time Salaries 8,551 7,529 7,553 7,364 7,800 3.3% Overtime 148 0 2,200 0 2,300 4.5% Personnel Benefits 3,767,252 4,189,072 4,313,026 5,211,704 5,244,300 21.6% Supplies 91,735 2,872 8,838 3,434 21,400 142.1% Other Services&Charges 2,832,437 1,663,612 2,148,180 2,190,863 2,061,500 -4.0% Intergovernmental Services 0 717 3,500 2,128 3,500 0.0% Capital Outlay 3,474 821 0 0 0 N/A Interfund Payments 166,000 171,000 2,271,000 171,000 171,000 -92.5% Residual E ui Transfer Out 0 0 0 0 0 N/A Operating Total 7,231,213 6,457,845 9,202,153 8,045,863 7,979,700 -13.3% CIP 0 0 0 0 0 N/A Total 7,231,213 6,457,845 9,202,153 8,045,863 7,979,700 -13.3% t 3-64 #0 HUMAN RESOURCES a RISK MANAGEMENT aw CORE SERVICES t. ■ Recruitment and Selection ■ Classification and Compensation to ■ Employee Benefits ■ Employee Relations ■ Property and Liability Insurance 60 ■ Workplace Health and Safety ■ Employee Training and Development t. CORE SERVICE OUTCOMES No ■ Hire and retain a diverse workforce that is skilled and motivated ■ Maintain an equitable and competitive salary structure ■ Administer a comprehensive menu of benefits to ■ Maintain a positive work environment based upon mutual trust and respect ■ Protect and preserve public assets ■ Provide a safe workplace that minimizes occupational risk and financial loss ■ Provide City employees with a broad range of training programs DIVISIONS BY FUND NUMBER The Human Resources & Risk Management Department includes the operations of the following divisions: General Fund (000): Administration, Civil Service Commission, and the Insurance Fund (502): Risk Management. MAJOR DEPARTMENT CHANGES 2002: • Personnel Costs ($29,200 - All Divisions) Salary and benefit increases to maintain the same number of FTE's as the 2001 Budget. Salary increases include cost of living and negotiated union contract costs. Benefits include thirteen percent (13%) increase in medical and dental costs. • LEAD Refresher Courses ($5,000-Administration) Continue to contract with Green River Community College and add LEAD (Supervisor Leadership Enhancement and Development) refresher courses. • Insurance Fund ($874,900- Risk Management) r Increase in expense budget to cover anticipated insurance costs. t. ow 3-65 HUMAN RESOURCES SL RISK MANAGEMENT EXPENDITURE BUDGET BY DIVISION 1999 2000 2001 2001 2002 %Chg Divisions Actual Actual Budget Actual Budget 2001/2002 Administration 436,604 471,829 546,353 521,003 603,900 10.5% Civil Service 73,138 87,070 126,755 100,080 100,700 -20.6% Risk Mana ement 6,721,471 5,898,946 8,529,045 7,424,780 7,275,100 -14.7% operating Total 7,231,213 6,457,845 9,202,153 8,045,863 7,979,700 -13.3% CIP 0 0 0 0 0 N/A Total 7,231,213 6,457,845 9,202,153 8,045,863 7,979,700 -13.3% STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees — FTE) 1999 2000 2001 2001 2002 %Chg Division/FTE Actual Actual Budget Actual Budget 2001/2002 Administration 5.0 5.5 5.5 5.5 5.5 0.0% Civil Service 0.9 0.9 0.9 0.9 0.9 0.0% Risk Mana ement 2.0 2.0 2.0 2.0 2.0 0.0% Total HE 7.9 8.4 8.4 8.4 8.4 0.0% rs 3-66 ew ?<a a \ a es 'A" 40 �lRC„� rF�;m INISTRATION AND CIVIL SERVICE ?, •a ' .. . �.r MISSION STATEMENT Provide efficient and effective administrative and civil service support to achieve the goals and objectives of the Human Resources & Risk w Management Department. DIVISION OVERVIEW w Expenditure Comparison $750,000 $600,000 $450,000 $300,000 $150,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget w► o EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg y� Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 509,742 558,899 673,108 621,083 704,600 4.7% arr PROGRAM ACTIVITY 1W Human Resources Administration provides policy and direction for human resource programs and activities within the City through the administration of recruitment, testing and selection of personnel; salary aw and classification programs; employee benefit programs; staff/organizational training; labor contract administration; safety and wellness program coordination; unemployment compensation; equal employment opportunity, and the facilitation of various employee committees and programs. �r ow o 3-67 HUMAN RESOURCES Sz RISK MANAGEMENT ADMINISTRATION AND CIVIL SERVICE Civil Service Commission provides and administers fair, impartial, and practical selection procedures for all classified civil service personnel and acts as a quasi-judicial board to hear and resolve disputes over application of the civil service rules. STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Actual 2001/2002 Administrative 5.0 5.5 5.5 5.5 5.5 0.0% Civil Service 0.9 0.9 0.9 0.9 0.9 0.0% Total FTE 5.9 6.4 6.4 6.4 6.4 0.0% 2001 ACCOMPLISHMENTS ■ Provided additional training programs internally and in partnership with the Washington Cities Insurance Authority (WCIA). 11 ■ Developed and conducted a Customer Satisfaction Survey. ■ Expanded the amount and variety of Human Resources & Risk Management information via internet/intranet for use by all departments. ■ Increased staff knowledge and use of the Human Resources Information System (HRIS) software applications. ■ Reduced recruitment and selection time to fill vacancies in the City's workforce from an average of 45 days to 30 days, or 50%. rg DIVISION HIGHLIGHT The Human Resources Department is responsible for all recruitment activity within the City. The process is very time consuming for Human Resources, the hiring department, and those seeking employment. We have significantly reduced the time required to fill vacancies during fiscal year 2000, although requests to fill those vacant positions grew significantly. During fiscal year 2000, 87 positions were filled within an average period of 45 days, as compared to 65 positions within an average period of 70 days during fiscal year 1999. During fiscal year 2001 we continued our efforts in reducing the average period of time to fill vacancies to 30 days. 3-68 ow HUMAN RESOURCES & RISK MANAGEMENT Nr ADMINISTRATION AND CIVIL SERVICE to RECRUITMENT ACTIVITY ■o 100 80 ,113 m 90 70 U- 80 C to m 70 60 0 U 6 50 > 0 a = 0 50 40 0 11W0 40 30 0 m 30 a 20 ° E 20 z' 10 10 E 41111111111n 0 0 Z 1999 2000 2001 -M-#Vacancies Filled 65 87 68 to -* #days to fill 70 45 30 iW 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) 1W ■ Evaluate and update the City's internal and external application process 4 • Successfully negotiate Labor Contracts with the City's five Bargaining Units 4 it ■ Review and update Civil Service rules for Fire and Police 4 ■ Successfully implement an enhanced technological Human Resources 4 Information System (HRIS) in cooperation with the Finance & Information Services Departments. ■ Evaluate Civil Service recruitment and testing processes. 4 APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 280,138 335,552 355,356 368,465 370,900 4.4% Part Time Salaries 8,551 7,529 7,553 7,364 7,800 3.3% Overtime 0 0 2,200 0 2,300 4.5% Personnel Benefits 69,142 82,702 80,781 81,357 88,000 8.9% Supplies 4,695 2,872 8,838 3,434 21,400 142.1% sir Other Services&Charges 143,742 129,423 218,380 160,463 214,200 -1.9% Capital Outla3,474 821 0 0 0 N/A OperatingOperaffirig Total 509,742 558,899 673,108 621,083 704,600 4.7% CIP 0 0 0 0 0 N/A Total 509,742 558,899 673,108 621,083 704,600 4.77o >w 3-69 HUMAN RESOURCES a RISK MANAGEMENT ADMINISTRATION AND CIVIL SERVICE 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $669,708 't 2002 CHANGES: Salaries 15,900 Benefits 7,200 Lead Refresher Courses 5,000 Supplies 10,500 All Other -3,708 2002 BUDGET $704,600 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three-year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. ■ The following position was reclassified in 2001: Human Resources/Risk Management Administrator. The employee in the position was given an increase of at least 5 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's contribution to PERS II decreased by 2.9 percent. ■ The City has provided training to their supervisors for two years. Lead refresher courses will allow LEAD personnel to refresh their skills as well as stay informed on new laws and practices. The total program budget is $45,1000. ■ The supply budget was increased to cover the cost of Automatic External Defibrillators, which have since been purchased by the Fire Department. 3-70 (AW L ¢i i k•��; �a,� a L ,a i s '\i Z. y RISK MANAGEMENT $�� it k � �� " MISSION STATEMENT Provide comprehensive loss control services by organizing, coordinating, and directing all activities related to the Risk rr Management Division. DIVISION OVERVIEW rrr Expenditure Comparison $8,750,000 $7,000,000 $5,250,000 $3,500,000 $1,750,000 ft $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget to '" EXPENDITURE BUDGET 1999 2000 2001 2001 2002 Chg to Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 6,721,471 5,898,946 8,529,045 7,424,780 7.275,100 -14.7% PROGRAM ACTIVITY Risk Management provides comprehensive program administration by organizing, coordinating, and directing activities related to liability insurance, safety, workers' compensation and tort liability claims filed against the City; and by identifying, analyzing and controlling exposure to financial, personnel and property losses. +r 00 so 3-71 HUMAN RESOURCES 8L RISK MANAGEMENT Owl RISK MANAGEMENT STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 2.0 2.0 2.0 2.0 2.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total Staffing 2.0 2.0 2.0 2.0 2.0 0.0% 2001 ACCOMPLISHMENTS ■ Placed more injured employees in "Return To Work" assignments, resulting in a mitigation of time loss compensation expenses. ■ Trained 100 employees using CD ROM/On-line training resources. Ir ■ Introduced defensive driving training for 35 Commercial Driver License (CDL) holders and trained 25 maintenance employees in hazardous materials response and handling , procedures. ■ Served on the Executive Committee of the Washington Cities Insurance Authority and il participated in the Puget Sound Consortium, Evergreen Safety Council, Northwest Chapter of PRIMA and Puget Sound Construction Safety Group. ■ Analyzed the performance of the new preferred provider discount program, which has resulted in the savings in excess of $50,000 during 2001. wi DIVISION HIGHLIGHT The number and cost of property and liability claims filed and paid has decreased during fiscal year 2000. Property and liability claims decreased from 190 claims totaling $1,631,030 in fiscal year 1999, to 170 claims totaling $1,056,500 in fiscal year 2000. The number of property and liability claims has continued to decrease from 170 claims totaling $1,056,500 in fiscal year 2000, to 146 claims totaling $1,106,706 in fiscal year 2001. ii > 3-72 4W HUMAN RESOURCES 8t RISK MANAGEMENT IN RISK MANAGEMENT to PROPERTY&WILITY COMPARISON EMM Dollars Spent --*—Number of Claims Processed 40 $2,000,000 250 N c $1,500,000 No h 150 V v $1,000,000 d U o o 0 50 E $500,000 n Z $0 -50 to 1999 2000 2001 ow Included in the Property/Liability Comparison Chart for 2001 are the number of claims and estimated cost associated with the February 28, 2001 Nisqually earthquake. The estimated claims filed to date are 21 and estimated cost to date is $352,872. to 2002 OBJECTIVES AS RELATED GOAL# to TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Expand the use of technology in employee safety training 4 WN ■ Review and revise the City's employee safety policies and procedures 4 ■ Establish and implement a program to provide Automatic External 4 Defibrillators in City facilities to ■ Conduct an inventory of City owned facilities to assure appropriate 4 insurance coverage of ■ Continue to monitor the financial integrity of the City's self-funded property, 4 liability, and employee benefit programs. r w wr 3-73 HUMAN RESOURCES a RISK MANAGEMENT RISK MANAGEMENT APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 81,478 86,670 92,500 90,905 97,000 4.9% Overtime 148 0 0 0 0 N/A Personnel Benefits 3,698,110 4,106,370 4,232,245 5,130,347 5,156,300 21.8% Supplies 87,040 0 0 0 0 N/A Other Services&Charges 2,688,695 1,534,189 1,929,800 2,030,400 1,847,300 -4.3% r Intergovernmental Services 0 717 3,500 2,128 3,500 0.0% Interfund Payments 166,000 171,000 2,271,000 171,000 171,000 -92.5% Residual Equity Transfer Out 0 0 0 0 0 N/A Operating Total 6,721,471 5,898,946 8,529,045 7,424,780 7,275,100 -14.7% CIP 0 0 0 0 0 N/A Total 6,721,471 5,898,946 8,529,045 7,424,780 7,275,100 -14.7% g 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $6,400,045 p go 2002 CHANGES: Salaries 4,500 Benefits 1,600 Insurance 874,900 All Other -5,945 2002 BUDGET $7,275,100 • Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three-year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. ■ Insurance expenses were increased to more accurately reflect actual costs. ■ The City's contribution to PERS II decreased by 2.9 percent. 3-74 wo HUMAN RESOURCES at RISK MANAGEMENT im POSITION LISTING 1999 2000 2001 2001 2002 rr Grade Title Actual Actual Budget Actual Budget Administration/Civil Service Commission M49 Human Resources/Risk Manager Administrator 0.0 0.0 1.0 1.0 1.0 rrr M43 Human Resources/Risk Manager Administrator 1.0 1.0 0.0 0.0 0.0 M30 Human Resources Manager 1.0 1.0 1.0 1.0 1.0 M20 Human Resources Analyst/Civil Service 1.0 1.0 1.0 1.0 1.0 w Coordinator (.5 Administration/.5 Civil Service) N11 Assistant Human Resources Analyst 1.0 1.0 1.0 1.0 1.0 (.6 Administration/.4 Civil Service) N11 Assistant Human Resources Specialist 0.0 1.0 1.0 1.0 1.0 N09 Human Resources Systems Technician 1.0 1.0 1.0 1.0 1.0 N01 Office Assistant 1 0.5 0.0 0.0 0.0 0.0 Total Regular Staffing 5.5 6.0 6.0 6.0 6.0 Temporary Part Time 0.4 0.4 0.4 0.4 0.4 TOTAL ADMINISTRATION/CIVIL SERVICE COMMISSION 5.9 6.4 6.4 6.4 6.4 Risk Management to M20 Safety Officer 1.0 1.0 1.0 1.0 1.0 N05 Secretary 1 1.0 1.0 1.0 1.0 1.0 TOTAL RISK MANAGEMENT 2.0 2.0 2.0 2.0 2.0 Total Regular Staffing 7.5 8.0 8.0 8.0 8.0 -Temporary Part Time 0.4 0.4 0.4 0.4 0.4 TOTAL HUMAN RESOURCES& RISK MANAGEMENT 7.9 8.4 8.4 8.4 8.4 irr ow sir irr to tr err 3-75 E NTON AHEAD OF THE CURVE 3-76 it err' Police t. a c e... ' ...e..<,.:. •i...+.: g� a ORGANIZA770N ..' � � ,.,. .. .. .x•::. a Police Chief Garry Anderson 1 Administrative Support 2 Information/Media' Chaplains Volunteers Deputy Chief 1 j I I . I I Patrol Operations Patrol Services Investigations Administrative Services Staff Services Auxiliary Services 53 11.2 18 10 11 16 j I I Animal Control Community Programs Electronic Home Detention/Jail School Resource Officers Programs Training `The individual that performs this function is counted in Auxiliary Services. Total Full-Time Equivalent Employees: 123.2 3-77 i i \ THE DEPARTMENT MISSION STATEMENT The Renton Police Department, in partnership with our community, is dedicated to: ■ Preventing crime ■ Enforcing laws ■ Arresting offenders ■ Resolving community problems ■ Improving the quality of life DEPARTMENT OVERVIEW Expenditure Comparison $15,000,000 $12,000,000 $9,000,000 $6,000,000 $3,000,000 $0 = I - I I 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget APPROPRIATION BY OBJECT OF EXPENDITURE I 1999 2000 2001 2001 2002 %Chg Expenditure by Ob ect Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 6,521,025 6,910,552 7,432,100 7,138,004 7,821,300 5.2% Part Time Salaries 0 0 0 8,852 0 N/A Overtime 680,743 645,133 540,600 697,235 557,200 3.1% Personnel Benefits 1,961,145 2,092,324 2,118,500 2,131,469 2,302,800 8.7% Supplies 332,532 363,029 435,500 435,581 452,700 3.9% Other Services&Charges 1,055,662 1,144,229 1,328,834 1,217,359 1,544,000 16.2% Intergovernmental Services 1,245,626 1,365,830 1,403,700 1,263,351 1,393,600 -0.7% Capital Outla40,946 2,284 0 11,978 25,000 100.0% Operating Total 11,837,679 12,523,381 13,259,234 12,903,829 14,096,600 6.3% CIP 241,142 117,582 75,000 0 0 -100.0% Total 12,078,821 12,640,963 13,334,234 12,903,829 14,096,600 5.8% 3-78 POLICE aw CORE SERVICES (BY DIVISION) ow Patrol Operations Administrative Services ■ Prevent criminal conduct, ■ Provide department personnel services to • Enforce laws and ordinances, ■ Provide crime prevention and ■ Investigate criminal offenses, community relations programs • Detecting and preserving evidence ■ Provide personnel and department ow and property, and equipment needs ■ Apprehend offenders. ■ Administer a volunteer staff • Planning and research Patrol Services ■ Maintain professional standards ■ Provide traffic enforcement ■ Investigate major motor vehicle Staff Services accidents ■ Record and disseminate information to ■ Parking enforcement department members and other ■ Resolve animal complaints agencies. ■ Plan and organize special events ■ Organize and store information ■ Resolve critical incidents ■ Provide service to the public ■ Provide security for City Hall Investigations ■ Conduct criminal investigations Auxiliary Services ■ Collect and disseminate intelligence ■ Maintain a safe, secure, and ■ Recover property contraband free jail environment ■ Arrest and prosecute offenders ■ Evaluate inmate health and living • Process, store, and release evidence conditions and property ■ Provide a cost effective and safe Electronic Home Monitoring Program 1W CORE SERVICE OUTCOMES "" ■ Reduction of deaths and bodily injury resulting from crime ■ Reduction of value of property lost / recovered due to crime ■ Reduction of crimes committed per thousand population 60 ■ Increased percentage of crimes cleared ■ Reduction of response time ■ Increased citizen satisfaction Wo DIVISIONS BY FUND NUMBER aw The Police Department includes the operations of the following divisions: General Fund (000): Administration, Patrol Operations, Patrol Services, Investigations, Administrative Services, Staff Services, and Auxiliary Services. 1W 3-79 POLICE MAJOR DEPARTMENT CHANGES 2002: ■ Personnel Costs ($528,900-All Divisions) Salary and benefit increases to maintain the same number of FTE's as the 2001 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include thirteen percent (13%) increases in both medical and dental costs. ■ Equipment Rental ($156,400-All Divisions) This increase is due to maintenance and operational costs and an increase in the monthly replacement charge for equipment. ■ Contract Costs ($24,300-Administration, Auxiliary Services) Contract increases for 2002 consist of Police Dispatch/Valley Communications, Health Officer Services, and Professional Services. • Animal Control Officer($63,200- Patrol Services, Administrative Services) This includes salary and benefits, uniform, and supplies. The position is necessary due to an increase in calls for service. This will eliminate the need for the g. department to utilize commissioned Patrol Officers to handle the overflow of service calls, and allow for weekend coverage. ■ Capital Outlay(-$50,000-Administration) Initial program purchases for laptops for the field were made in 1999 and 2000. r Reduced the previous budget amount for a 2002 balance of$25,000. • Self-Sustaining Programs ($42,000- Investigation, Auxiliary, Administrative Services) Increase expenditure authorization for the narcotics seizure funds, inmate health and welfare, and youth programs. This is offset with revenue generated from these programs. ■ 2001 Adjustment to Base ($76,500-Administrative Services) The department was awarded grant funding for two additional School Resource Officers. The program is funded for three years beginning the second half of 2001 . 3-80 `' POLICE EXPENDITURE BUDGET BY DIVISION 1999 2000 2001 2001 2002 %Chg Divisions Actual Actual Budget Actual Budget 2001/2002 Administration 1,363,470 1,539,787 1,724,100 1,834,060 1,780,900 3.3% Patrol Operations 5,473,147 4,926,131 5,142,400 5,087,723 5,501,700 7.0% Patrol Services 72,432 860,761 1,021,100 884,865 1,122,700 10.0% Investigations 1,763,784 1,864,906 1,819,134 1,873,430 1,872,400 2.9% err Administrative Services 806,885 915,635 909,700 944,315 1,116,700 22.8% Staff Services 722,420 527,070 669,800 561,560 648,400 -3.2% Auxiliary Services 1,635,541 1,889,091 1,973,000 1,717,876 2,053,800 4.1% UN operating Total 11,837,679 12,523,381 13,259,234 12,903,829 14,096,600 6.3% CIP 241,142 117,582 75,000 0 0 -100.0% Total 12,078,821 12,640,963 13,334,234 12,903,829 14,096,600 5.7% %W STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE) to 1999 2000 2001 2001 2002 %Chg Division/FTE Actual Actual Budget Actual Budget 2001/2002 Administration 3.0 4.0 4.0 4.0 4.0 0.0% Patrol Operations 54.0 53.0 53.0 53.0 53.0 0.0% Patrol Services 10.2 10.2 10.2 10.2 11.2 9.8% Investigations 17.0 17.0 18.0 18.0 18.0 0.0% Administrative Services 9.0 9.0 10.0 10.0 10.0 0.0% Staff Services 11.0 11.0 11.0 11.0 11.0 0.0% Auxiliary Services 15.0 15.0 16.0 16.0 16.0 0.0% Total FTE 119.2 119.2 122.2 122.2 123.2 0.8% va +Yr +rri 'firr or Wr 1I� 3-81 D C ADMINISTRATION MISSION STATEMENT 3K To maintain a safe community and provide quality police service through effective education programs, caring assistance to all citizens, and impartial enforcement of the law. Provide a conscientious response to the personal and professional needs of all Department members. DIVISION OVERVIEW r Expenditure Comparison $2,000,000 , $1,600,000 $1,200,000 $800,000 rr� $400,000 $0 s 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total A propdation P 1,604,612 1,657,369 1,799,100 1,834,060 1,780,900 -1.00/0 PROGRAM ACTIVITY Provides overall supervision and administrative guidance for the Renton Police Department. 3-82 %W POLICE VW ADMINISTRATION STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 3.0 4.0 4.0 4.0 4.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 3.0 4.0 4.0 4.0 4.0 0.0% 2001 ACCOMPLISHMENTS ■ Implemented WIRE (Web Based Information for Regional Enforcement) a regional crime information sharing system. ■ Implemented watch commander system, providing administrative coverage 7 days a week. •� ■ Implemented less lethal resources and training, department wide. DIVISION HIGHLIGHT Implemented two additional less-lethal resources, which adds options to a Police Officer's decision making regarding the use of force. Implemented Preventing Biased-Based Policing Policy, and expanded partnership with the Renton School District. Reduced responses to false alarms and collected revenues from those commercial businesses that consistently violate the false alarm ordinance. 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Complete New World Record Management System transition. 4 ■ Maintain professional accreditation standards. 3 low 3-83 POLICE ADMINISTRATION APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 243,184 255,500 290,900 350,605 303,400 4.3% Overtime 5,445 2,698 4,600 2,752 4,700 2.2% Personnel Benefits 255,210 291,189 302,300 335,619 314,200 3.9% Supplies 11,837 6,476 12,600 37,703 12,600 0.0% Other Services&Charges 33,832 94,289 183,500 125,406 186,300 1.5% Intergovernmental Services 813,962 889,635 930,200 981,975 934,700 0.5% Capital Outla0 0 0 0 25,000 100.0% Operating Total 1,363,470 1,539,787 1,724,100 1,834,060 1,780,900 3.3% CIP 241,142 117,582 75,000 0 0 -100.0% Total 1,604,612 1,657,369 1,799,100 1,834,060 1,780,900 -1.0% 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $1,799,100 2002 CHANGES: Salaries 12,600 Benefits 11,900 Valley Communications Contract 9,000 Capital Outlay -50,000 Equipment Rental -2,600 All Other 900 2002 BUDGET $1,780,900 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in the Police Officer's Guild, Commissioned and Non-Commissioned. Non-represented and management employees' salaries also increased by 3 percent. ■ The following position was reclassified in 2001: Police Chief. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. G i ■ The City's retirement contribution to PERS II decreased by 2.9 percent, and LEOFF II decreased by 1.37 percent. 3-84 %W POLICE No ADMINISTRATION ■ Equipment Rental charges decreased based on actual expenses in 2001, for %W maintenance and operations, and replacement cost. Total cost of maintaining and replacing all city vehicles increased 5.8 percent. o' ■ Valley Communications Contract increased 1.1 percent. The total 2002 appropriation is $859,200. ew ■ Capital outlay has been reduced. The total 2002 appropriation is $25,000. law w. ow to w. *w ww go r. ow Ow %W 3-85 3 PATROL OPERATIONS M ,. .;.. .. . ..,: ... w MISSION STATEMENT Patrol Operations provides timely response and courteous service by aggressively preventing criminal conduct, enforcing laws and ordinances, thoroughly investigating criminal offenses, detecting and preserving evidence and property, and lawfully apprehending offenders. DIVISION OVERVIEW A Expenditure Comparison $8,000,000 $6,400,000 $4,800,000 $3,200,000 $1,600,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget ii EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 5,473,146 4,926,131 5,142,400 5,087,723 5,501,700 7.0% PROGRAM ACTIVITY Patrol Operations respond to calls for service in a professional and efficient manner. This section reports and investigates crimes, utilizes community-policing philosophies to resolve neighborhood problems and implement permanent solutions, identify and apprehend criminal law violators and recover stolen property. 10 3-86 POLICE to PATROL OPERATIONS STAFFING LEVELS (Full Time Equivalent Employees - FTE) ow 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 it Regular 54.0 53.0 53.0 53.0 53.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A aw Total FTE 54.0 53.0 53.0 53.0 53.0 0.0to % 2001 ACCOMPLISHMENTS ■ Established Highlands Neighborhood Sub-station to strengthen the Highlands neighborhood policing efforts. 1W • Responded to 47,221 calls for service, an increase of approximately 4,000 calls for service. ow ■ Members of the Patrol Operations Division handled an increased workload (both calls for service and case reports) in 2001 while sustaining four long-term disabilities, two shorter-term disabilities, one long-term reassignment of a Patrol Sergeant, and one long-term military activation. DIVISION HIGHLIGHT The Patrol Operations Division was an active and productive participant in the City's Outcome Management program. We played an active and vital role in the Police Department's re-accreditation, and contributed and participated in the Department's Rapid to Response training. The first three "Employees of the Quarter" were assigned to Patrol Operations, and the Community Patrol Resource Team assigned every division in the Department with projects or problems. ow 2002 OBJECTIVES AS RELATED GOAL# No TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) • Provide increased downtown preventative patrols by adding a third 2 downtown patrol district. ow ■ Focus attention to the skate park transit center and downtown core to 2,4 reduce crime and fear of crime. 4W aw 1W 3-87 POLICE PATROL OPERATIONS APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 3,569,085 3,306,966 3,524,200 3,396,532 3,650,400 3.6% Overtime 414,617 348,167 325,900 399,193 335,700 3.0% Personnel Benefits 924,707 838,396 841,200 858,376 912,600 8.5% Supplies 30,761 26,318 24,000 14,204 25,000 4.2% Other Services&Charges 524,642 406,284 427,100 419,418 578,000 35.3% Capital Outla9,334 0 0 0 0 N/A Operating Total 5,473,146 4,926,131 5,142,400 5,087,723 5,501,700 7.0% CIP 0 0 0 0 0 N/A Total 5,473,146 4,926,131 5,142,400 5,087,723 5,501,700 7.0% 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $5,142,400 t 2002 CHANGES: Salaries 136,000 Benefits 71,400 Equipment Rental 150,900 All Other 1,000 2002 BUDGET $5,501,700 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in the Police Officer's Guild, Commissioned and Non-Commissioned. Non-represented and management employees' salaries also increased by 3 percent. • Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's retirement contribution to PERS II decreased by 2.9 percent and LEOFF II decreased by 1.37 percent. • Equipment Rental charges increased based on actual expenses in 2001 for maintenance and operations, and replacement costs. Total cost of maintaining and replacing all city vehicles increased 5.8 percent. 3-88 qE 2 _Z as �. a a b• � a 0��.. PATROL SERVICES a e MISSION STATEMENT Patrol Services provides efficient traffic control, targeting problem traffic areas, and investigating traffic accidents thoroughly and ,, efficiently. The Animal Control Unit, which is assigned to the Patrol Services division, is responsible for prioritizing animal complaints and resolving animal issues in a timely manner. DIVISION OVERVIEW r Expenditure Comparison $1,200,000 rr $960,000 $720,000 $480,000 $240,000 $0 4(11 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget �r EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 72,432 860,761 1,021,100 884,865 1,122,700 10.0% �r PROGRAM ACTIVITY Responds to calls for service in a professional and efficient manner. ,► Investigates traffic accidents and conduct traffic stops. Monitors and enforces parking and abandoned vehicle regulations. Respond to increasing animal control service demands with one animal control officer. The Division captures and relocates wild animals, investigates abused or abandoned animals, vicious animals, animal bites, and other complaints. The Animal Control Officer handles the most serious of animal complaints. w. 3-89 POLICE PATROL SERVICES STAFFING LEVELS (Full Time Equivalent Employees — FTE) 4 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 10.2 10.2 10.2 10.2 11.2 9.8% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total HE 10.2 10.2 10.2 10.2 11.2 9.8% 2001 ACCOMPLISHMENTS • Completed 38 successful Special Response Team missions including the resolution of critical incidents and high-risk warrant services. A ■ Responded to over 1,600 animal complaints. ■ Investigated 840 traffic accidents. • Researched, purchased, and implemented a new mobile command vehicle. DIVISION HIGHLIGHT The Special Response Team continues to increase with the addition of the City of Federal Way Police Department. The number of traffic collisions investigated increased by 4 percent, and the number of citations issued by the Traffic Unit decreased by over 15 percent. Parking Enforcement Officers increased the number of citations by 6 percent as compared to 2000. The Division received $7,500 in grants from the Washington Traffic Safety Council and from the Washington Association of Sheriffs and Police Chiefs. These grants were used to purchase new RADAR devices for division members. New patrol cars that were placed into service received an updated design. 4 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTOWS BUSINESS PLAN GOALS (Page 3-1) ■ Increase animal control services by increasing officer resources. 2,4 ■ Implement technology that provides data collection and analysis to better 4 identify high collision and violation areas. ■ Analyze role, responsibility and expectations of parking enforcement. 4 T 3-90 %W POLICE so PATROL SERVICES APPROPRIATION BY OBJECT OF EXPENDITURE taw 1999 2000 2001 2001 2002 17.Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 6W Regular Salaries 44,086 533,864 649,300 566,241 710,600 9.4% Overtime 366 25,495 64,000 38,454 66,000 3.1% Personnel Benefits 17,750 169,743 184,200 158,769 208,000 12.9% +r Supplies 334 3,336 5,500 9,618 8,800 60.0% Other Services&Charges 8,025 126,277 95,900 96,187 121,700 26.9% Intergovernmental Services 1,871 0 22,200 10,880 7,600 -65.8% Capital Outla0 2,046 0 4,716 0 N/A it Operating Total 72,432 860,761 1,021,100 884,865 1,122,700 10.0% CIP 0 0 0 0 0 N/A Total 72,432 860,761 1,021,100 884,865 1,122,700 10.0% 2002 FUNDING DECISIONS 1W 2001 ORIGINAL ADOPTED BUDGET: $1,010,000 u. 2002 CHANGES: w Salaries 20,800 Benefits 5,100 Animal Control Officer, 1.0 FTE 61,700 to Equipment Rental 22,800 All Other 2,300 2002 BUDGET $1,122,700 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in the Police Officer's Guild, Commissioned and Non-Commissioned. Non-represented and management employees' salaries also increased by 3 percent. • ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. +rr ■ The City's retirement contribution to PERS II decreased by 2.9 percent and LEOFF II decreased by 1.37 percent. ■ Addition of 1.0 FTE, Animal Control Officer. Costs include salary, benefits, and supplies. ■ Equipment Rental charges increased based on actual expenses in 2001 for maintenance and operations, and replacement costs. Total cost of maintaining and replacing all city vehicles increased by 5.8 percent. wr 3-91 pcLt OF INVESTIGATIONS Vill MISSION STATEMENT The Investigations Division is responsible for conducting investigations, collecting and disseminating intelligence, recovering property, and arresting and prosecuting offenders. i� DIVISION OVERVIEW 00 Expenditure Comparison $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 1,763,784 1,864,906 1,819,134 1,873,430 1,872,400 2.9% PROGRAM ACTIVITY Investigations respond to major crime scenes; conduct follow-up Will investigations on serious felony crimes, file serious felony cases in King County Superior Court, and conduct background investigations on potential new employees. This division responds to major crimes and crime scenes (homicides, robberies, rapes, and felony assaults) and begins investigations that result in the filing of criminal charges against the alleged perpetrator of the crime. 3-92 %W POLICE ow INVESTIGATIONS STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1. 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 ow Regular* 17.0 17.0 18.0 18.0 18.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 17.0 17.0 18.0 18.0 18.0 0.0% it *Includes SKCNTF officer not previously included. 2001 ACCOMPLISHMENTS • Seized $462,000 worth of illegal drugs, filing 148 drug-related cases. `' ■ To improve resolution of major crimes, increased the number of fingerprint submissions by 17 percent. ■ Reduced property room inventory with timely release or destruction of property. DIVISION HIGHLIGHT The Division investigated two homicide cases during the year. We maintained a five-year trend of arrests/charges/convictions in every homicide. The narcotics section continues to operate at a high level of productivity. Our assigned case clearance rate was a record high of 87 percent in 2001. The goal was 75 percent. The previous year rate was 70.5 percent. In 2001, emphasis was placed on the training of detectives and disposing of evidence. 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Complete vehicle evidence storage facility. 4 ■ Establish effective Crime Analysis resources. 2,4 ■ Improve ability to manage evidence function. 4 +r to to 3-93 POLICE INVESTIGATIONS APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 1,152,818 1,246,356 1,239,000 1,245,629 1,278,400 3.2% Part Time Salaries 0 0 0 8,852 0 N/A Overtime 149,988 157,123 87,200 139,285 90,000 3.2% Personnel Benefits 323,817 326,332 317,800 331,844 339,000 6.7% Supplies 5,959 4,374 17,100 19,046 17,300 1.2% Other Services&Charges 105,327 130,721 158,034 128,774 147,700 -6.5% Intergovernmental Services 0 0 0 0 0 N/A Capital Outla25,875 0 0 0 0 N/A +> Operating Total 1,763,784 1,864,906 1,819,134 1,873,430 1,872,400 2.9% CIP 0 0 0 0 0 N/A Total 1,763,784 1,864,906 1,819,134 1,873,430 1,872,400 2.9% 2002 FUNDING DECISIONS 2001 OIUGINAL ADOPTED BUDGET: $1,819,134 2002 CHANGES: Salaries 42,200 Benefits 21,200 Narcotics Confiscation Funds -Self Sustaining 11,700 Equipment Rental -22,800 All Other 966 2002 BUDGET $1,872,400 • Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in the Police Officer's Guild, Commissioned and Non-Commissioned. Non-represented and management employees' salaries also increased by 3 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's retirement contribution to PERS II decreased by 2.9 percent and LEOFF II decreased by 1.37 percent. 3-94 POLICE INVESTIGATIONS ■ The appropriations for self-sustaining programs have been increased to reflect the unspent revenue generated from these programs in prior years. These programs generate revenue that is to be spent on specific activities. +� ■ Equipment Rental charge reductions are based on actual expenses in 2001 for maintenance and operations, and replacement costs. Total cost of maintaining and replacing all city vehicles increased by 5.8 percent. w ow w to 3-95 FE! STAFF SERVICES a MISSION STATEMENT Staff Services accurately records and disseminates information within the Department, to other agencies, and the public while staying within the legal limitations of public disclosure and right to privacy; and assures the safety of all jail inmates. DIVISION OVERVIEW Expenditure Comparison $1,000,000 $800,000 $600,000 $400,000 , $200,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 722,420 527,070 669,800 561,560 648,400 -3.2% PROGRAM ACTIVITY Assist the other Police divisions by specializing in specific activities by accurately recording and disseminating information within the department to other agencies and the public within the legal limitations of public disclosure and the right-to-privacy and professionally provide miscellaneous services to the public. The Staff Services Division is responsible twenty-four hours a day for receiving in- station and telephone inquiries; responding to police radio requests; referring individuals to appropriate offices and agencies; maintaining confidential files; transcribing narrated officer tapes; collecting bail and licensing money; monitoring closed circuit security systems; and is also responsible for the care, custody, and searches of female prisoners. 3-96 POLICE STAFF SERVICES STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 11.0 11.0 11.0 11.0 11.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A to total FTE 11.0 11.0 11.0 11.0 11.0 0.0% 0 2001 ACCOMPLISHMENTS ■ Updated the microfilm system to improve efficiency in the storage and access of records. V DIVISION HIGHLIGHT to The record storage area was expanded to accommodate the increasing records retention needs. The Division received a very favorable report from the Washington State Patrol w. Access Audit process. Additionally, the State Auditor conducted several exams and was highly complementary of our process. While operating one person short for eight months, a backlog of record entry was reduced. The division was very involved in the Outcome VW Management process and developed an excellent Service Delivery Plan. "" 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Research and implement appropriate document management systems. 4 APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 500,247 344,622 446,600 382,846 425,100 -4.8% Overtime 20,168 15,581 15,200 19,668 15,700 3.3% r Personnel Benefits 146,019 122,903 123,900 108,577 122,600 -1.0% Supplies 11,348 14,454 15,700 13,361 15,900 1.3% Other Services&Charges 44,638 29,510 68,400 29,846 69,100 1.07. tr Intergovernmental Services 0 0 0 0 0 N/A Capital Outla0 0 0 7,262 0 N/A Operating Total 722,420 527,070 669,800 561,560 648,400 -3.2% to CIP 0 0 0 0 0 N/A Total 722,420 527,070 669,800 561,560 648,400 -3.2% as tW 3-97 POLICE STAFF SERVICES 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $669,800 2002 CHANGES: Salaries -21,000 Benefits -1,300 All Other 900 2002 BUDGET $648,400 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in the Police Officer's Guild, Commissioned and Non-Commissioned. Non-represented and management employees' salaries also increased by 3 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's retirement contribution to PERS II decreased by 2.9 percent and LEOFF II decreased by 1 .37 percent. z id 3-98 Z U111" r . e bye e a a a IN,P ax s ...................F ADMINISTRATIVE SERVICES MISSION STATEMENT The Administrative Services Division provides department personnel services; effective crime prevention and community relations programs; personnel and departmental equipment needs, administer a volunteer staff of thirty-two (32); conduct planning and research activities; educate citizens and community groups in the various aspects of the Renton Police Department; and form partnerships with the community to decrease crime and increase the quality of life by initiating, developing, and coordinating a variety of police/community y„ programs. DIVISION OVERVIEW Expenditure Comparison rr $1,500,000 $1,200,000 ow $900,000 $600,000 $300,000 to $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget rrr EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 806,885 915,635 909,700 944,315 1,116,700 22.8% lrrr PROGRAM ACTIVITY Provide training and equipment to all department staff, conduct recruitment process and background investigations, coordinate all department training, develop departmental policies and procedures, represent the Department on the City's Human Service Citizen Advisory Committee, write proposals for government grants, and coordinate community/police programs and activities. 3-99 POLICE ADMINISTRATIVE SERVICES Two Community Program Coordinators identify community needs for crime prevention, develop and implement community programs, administer the volunteer program, evaluate proposed construction projects and determine potential impact, install and maintain residential and commercial panic alarms. STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 9.0 9.0 10.0 10.0 10.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 9.0 9.0 10.0 10.0 10.0 0.0% 2001 ACCOMPLISHMENTS ■ Trained all officers in critical incident/rapid response. ■ Obtained less lethal Tazer system. ■ Provided workplace violence and crisis management training for/to school district personnel. i ■ Successfully completed CALEA law enforcement re-accreditation. ■ Applied and received grant funding for additional School Resource Officers, expanding partnership with Renton School District. DIVISION HIGHLIGHT The Administrative Services Division coordinated the rapid response and critical incident n training. All officers were trained during the summer at the local high school to prepare for a critical incident. The Blockwatch and Businesswatch programs were given extra attention during 2001. The annexation of Empire Estates required Community Programs Coordinators to provide additional crime prevention assistance to the community and crime statistic information to community members and department representatives. The School Resource Officers worked with community members to host the "Return to Renton Car Show." A total of $9,700.00 was raised at this event to be used for Renton Police Youth Programs such as the basketball hoop shoot and Youth at Risk program. This division provides support to the department in the areas of recruiting, training, and equipment acquisition. In 2001, over 9,000 hours of training was coordinated through this division, including the Rapid Response training. 4d 3-100 fto POLICE `„ ADMINISTRATIVE SERVICES 2002 OBJECTIVES AS RELATED GOAL# la. TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Increase School Resource Officers to a total of four, through use of Federal 3,4 ,to Grant and School District matching funds. ■ Recruit, test, hire and train personnel. 4 ■ Establish replacement schedule for department equipment. 4 APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 447,524 533,976 500,000 493,248 646,900 29.417o Overtime 38,894 23,286 21,300 29,684 22,000 3.3% r Personnel Benefits 120,099 136,854 129,800 126,361 164,700 26.9% Supplies 118,518 134,482 169,000 204,165 181,500 7.47. Other Services&Charges 78,038 86,799 89,600 90,857 101,600 13.3% Capital Outla3,812 238 0 0 0 N/A Operating Total 806,885 915,635 909,700 944,315 1,116,700 22.8% CIP 0 0 0 0 0 N/A 1w Total 806,885 915,635 909,700 944,315 1,116,700 22.8% 2002 FUNDING DECISIONS �r 2001 ORIGINAL ADOPTED BUDGET: $909,700 2002 CHANGES: Salaries 90,600 Benefits 15,400 1w Animal Control Officer Uniform 1,500 Youth Programs/Self-Sustaining 9,300 fty Equipment Rental 11,100 2001 Adjustment to Base -SRO Officers, 2.0 FTE 76,500 All Other 2,600 2002 BUDGET $11116,700 rr or so 3-101 POLICE ADMINISTRATIVE SERVICES ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in the Police Officer's Guild, Commissioned and Non-Commissioned. Non-represented and management employees' salaries also increased by 3 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's retirement contribution to PERS II decreased by 2.9 percent and LEOFF II decreased by 1 .37 percent. ■ Uniform purchase for new Animal Control Officer. ■ The appropriations for self-sustaining programs have been increased to reflect the Ali unspent revenue generated from these programs in prior years. These programs generate revenue that is to be spent on specific activities. ■ Equipment Rental charges increased based on actual expenses in 2001 for maintenance and operations, and replacement costs. Total cost of maintaining and replacing all city vehicles increased by 5.8 percent. ■ The department was awarded grant funding for two additional School Resource Officers (SRO). The program is funded for three years. This total represents the costs associated for i the second half of 2001. 3-102 Ria�a'o L fZ ALDaUARY SERVICES MISSION STATEMENT w.� Auxiliary Services includes the Jail section which provides for the safety, security, and general welfare of sentenced inmates and arrestees, provides health screening and necessary medical services, and provides alternative options to incarceration, including Electronic Home Detention (EHD). w. DIVISION OVERVIEW rr Expenditure Comparison $2,500,000 aw $2,000,000 $1,500,000 $1,000,000 w. $500,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 wrr Budget illy EXPENDITURE BUDGET wr 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 1,635,541 1,889,091 1,973,000 1,717,876 2,053,800 4.1% No PROGRAM ACTIVITY wo Protect the public and staff by lawfully providing safety, security, and general welfare to inmates in a humane and efficient manner by maintaining a safe, secure and contraband-free jail environment, providing efficient in-house health screening and necessary medical services, providing earned commissary privileges, and evaluating and • responding to inmate and staff-generated complaints. r. wr fte 3-103 POLICE AUXILIARY SERVICES STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 15.0 15.0 16.0 16.0 16.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 15,0 15.0 16.0 16.0 16.0 0.0% u 2001 ACCOMPLISHMENTS ■ Monitored approximately 13,170 Electronic Home Detention Days, a 2.4 percent increase over 2000. ■ Implemented "Livescan," the electronic capture and transmission of fingerprints. ■ Negotiated jail contract with Yakima County, providing additional alternatives for inmate housing issues. DIVISION HIGHLIGHT A livescan machine was installed as a result of the King County Regional Automated Fingerprint Identification System levy which will allow our jail to electronically communicate with the regional fingerprint database. Technology improvements included adding a CAD terminal in the jail and equipping the booking stations with a direct link to the State of Washington ACCESS system. The Electronic Home Detention Office was moved to the third floor. This has increased enrollment in the program and assisted court defendants in completing the requirements of their sentences. 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Research use of jail alternatives and develop more options to incarceration. 4 • Develop interlocal agreements with suburban cities for temporary inmate 4 housing. ■ Research reimbursement programs to offset expenses for medical treatment 4 providers. 3-104 POLICE AUXILIARY SERVICES APPROPRIATION BY OBJECT OF EXPENDITURE Ow 1999 2000 2001 2001 2002 Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 No Regular Salaries 564,078 689,268 782,100 702,903 806,500 3.1% Overtime 51,266 72,783 22,400 68,199 23,100 3.1% Personnel Benefits 173,543 206,907 219,300 211,923 241,700 10.2% Supplies 153,774 173,589 191,600 137,484 191,600 0.0% aw Other Services&Charges 261,161 299,859 306,300 326,871 339,600 10.9% Intergovemmental Services 429,793 446,685 451,300 270,496 451,300 0.0% Capital Outla1,926 0 0 0 0 N/A Operating Total 1,635,541 1,889,091 1,973,000 1,717,876 2,053,800 4.1% CIP 0 0 0 0 0 N/A Total 1,635,541 1,889,091 1,973,000 1,717,876 2,053,800 4.1% �rw 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $119731000 aw 2002 CHANGES: 'w Salaries 25,100 Benefits 22,400 Health Officers Contract 15,300 Inmate Health & Welfare-Self Sustaining 21,000 Equipment Rental -3,000 2002 BUDGET $2,053,800 r ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in the UW Police Officer's Guild, Commissioned and Non-Commissioned. Non-represented and management employees' salaries also increased by 3 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's retirement contribution to PERS II decreased by 2.9 percent and LEOFF II decreased by 1.37 percent. `" • Health Officers Contract increased 12.3 percent, reflective of the increase in medical costs. The total 2002 appropriation for inmate medical expenses is $139,800. 3-105 POLICE AuxILIARY SERVICES ■ Equipment Rental charges decreased based on actual expenses in 2001 for maintenance and operations, and replacement costs. Total cost of maintaining and replacing all city vehicles increased by 5.8 percent. ■ The appropriations for self-sustaining programs have been increased to reflect the unspent revenue generated from these programs in prior years. These programs generate revenue that is to be spent on specific activities. w 3-106 POLICE i4. PosinoN USTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget ADMINISTRATION: Commissioned Officers: M49 Police Chief 0.0 0.0 1.0 1.0 1.0 M43 Police Chief 1.0 1.0 0.0 0.0 0.0 M38 Deputy Chief 0.0 1.0 1.0 1.0 1.0 Total Commissioned Officers 1.0 2.0 2.0 2.0 2.0 wr Non-Commissioned Personnel: M34 Staff Services Manager 1.0 1.0 0.0 0.0 0.0 N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0 PN51 Police Secretary 0.0 0.0 1.0 1.0 1.0 Total Non-Commissioned 2.0 2.0 2.0 2.0 2.0 Total Administration 3.0 4.0 4.0 4.0 4.0 Patrol Operations Commissioned Officers: M38 Deputy Chief 1.0 0.0 0.0 0.0 0.0 M36 Commander 1.0 1.0 2.0 2.0 2.0 o PC61 Sergeant 5.0 5.0 5.0 5.0 5.0 PC52/59/60 Police Officer-Corporal Assignments 1.0 1.0 1.0 1.0 1.0 PC52/59/60 Police Officer-Patrol 41.0 41.0 41.0 41.0 41.0 PC52/59/60 Police Officer-Bicycle Patrol 4.0 4.0 4.0 4.0 4.0 Orr PC52/59/60 Police Officer-Patrol/Contract 0.0 0.0 0.0 0.0 0.0 Total Commissioned Officers 53.0 52.0 53.0 53.0 53.0 Non-Commissioned Personnel: PN51 Police Secretary 1.0 1.0 0.0 0.0 0.0 Total Non-Commissioned 1.0 1.0 0.0 0.0 0.0 Total Patrol Operations 54.0 53.0 53.0 53.0 53.0 Patrol Services w" Commissioned Officers: M36 Commander 1.0 1.0 1.0 1.0 1.0 PC61 Sergeant 1.0 1.0 1.0 1.0 1.0 rr PC52/59/60 Police Officer-Traffic 6.0 6.0 6.0 6.0 6.0 Total Commissioned Officers 8.0 8.0 8.0 8.0 8.0 Non-Commissioned Personnel: PN52 Animal Control Officer 0.0 0.0 1.0 1.0 2.0 PN50 Traffic Controller 1.2 1.2 1.2 1.2 1.2 Total Non-Commissioned 1.2 1.2 2.2 2.2 2.2 Total Patrol Services 9.2 9.2 10.2 10.2 11.2 *' Animal Control Non-Commissioned Personnel: PN52 Animal Control Officer 1.0 1.0 0.0 0.0 0.0 .w Total Animal Control 1.0 1.0 0.0 0.0 0.0 Investigation Commissioned Officers: M36 Commander 1.0 1.0 1.0 1.0 1.0 " PC61 Sergeant 2.0 2.0 2.0 2.0 2.0 PC52/59/60 Police Officer/Detectives 11.0 11.0 11.0 11.0 11.0 PC52/59/60 Police Officer-Gambling Tax Enforcement 1.0 1.0 1.0 1.0 1.0 PC52/59/60 Police Officer-SKCNTF* 1.0 1.0 1.0 1.0 1.0 Total Commissioned Officers 16.0 16.0 16.0 16.0 16.0 3-107 POLICE POSITION LISTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget Non-Commissioned Personnel: PN53 Evidence Technician 0.0 0.0 1.0 1.0 1.0 PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0 Total Non-Commissioned 1.0 1.0 2.0 2.0 2.0 Total Investigation 17.0 17.0 18.0 18.0 18.0 Administrative Services Commissioned Officers: M38 Deputy Chief 1.0 1.0 0.0 0.0 0.0 M36 Commander 1.0 1.0 1.0 1.0 1.0 PC61 Sergeant 1.0 1.0 1.0 1.0 1.0 PC52/59/60 Police Officer-Youth Programs 2.0 2.0 2.0 2.0 2.0 PC52/59/60 Police Officer-SRO* 0.0 0.0 2.0 2.0 2.0 PC52/59/60 Police Officer-Trainin 1.0 1.0 1.0 1.0 1.0 Total Commissioned Officers 6.0 6.0 7.0 7.0 7.0 Non-Commissioned Personnel: PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0 PN54 Police Community Program Coordinator 2.0 2.0 2.0 2.0 2.0 Total Non-Commissioned Personnel 3.0 3.0 3.0 3.0 3.0 Total Administrative Services 9.0 9.0 10.0 10.0 10.0 Staff Services Non-Commissioned Personnel: PN51 Service Specialist Supervisor 1.0 1.0 1.0 1.0 1.0 PN51 Service Specialist Lead 1.0 1.0 1.0 1.0 1.0 PN51 Police Service Specialist/Gambling Tax 1.0 1.0 1.0 1.0 1.0 Enforcement PN51 Police Service Specialists 8.0 8.0 8.0 8.0 8.0 Total Non-Commissioned 11.0 11.0 11.0 11.0 11.0 Total Staff Services 11.0 11.0 11.0 11.0 11.0 Auxiliary Services(Jail) Commissioned Officers: M36 Commander 1.0 1.0 0.0 0.0 0.0 Total Commissioned Officers 1.0 1.0 0.0 0.0 0.0 Non-Commissioned Personnel: M34 Police Manager 0.0 0.0 1.0 1.0 1.0 PN52 Jail Sergeant 1.0 1.0 2.0 2.0 2.0 PN53 Evidence Technician 1.0 1.0 0.0 0.0 0.0 PN52 Jailer 10.0 10.0 10.0 10.0 10.0 PN51 Police Secretary/Transportation Coordinator 0.0 0.0 1.0 1.0 1.0 Total Non-Commissioned 12.0 12.0 14.0 14.0 14.0 Total Auxiliary Services Jail 13.0 13.0 14.0 14.0 14.0 Auxiliary Services(Electronic Home Detention) Non-Commissioned Personnel: PN52 Jailer 2.0 2.0 2.0 2.0 2.0 Total Electronic Home Detention 2.0 2.0 2.0 2.0 2.0 TOTAL COMMISSIONED OFFICERS 85.0 85.0 84.0 84.0 84.0 TOTAL NON-COMMISSIONED OFFICERS 34.2 34.2 36.2 36.2 36.2 TOTAL POLICE DEPARTMENT 119.2 119.2 122.2 122.2 123.2 *Note: One Task Force Officer and two School Resource Officers are grant funded. One Task Force Officer not previously included in the City FTE count. 3-108 �r Mifire iw zt io 4€ r a LZ L J 2 a S1 e•. L},i.,.x L i F. ��e b '■'r ORGANIZATION $. ;u.:.... w. Fire Chief A.Lee Wheeler in 1 Chaplains Administrative 41W Volunteers Support 2 tlMr Deputy Chief Deputy Chief Operations Administration/ 1 Support Services 1 Suppression Training Prevention Emergency 98 3 Bureau Management 10 ow Haz-Mat Team EMS Code Emergency Liaison Enforcement Operations Center (EOC) tilr Div /Water Investigations Rescue 1�r Urban Search Plans Review &Rescue Rope Public Education Rescue r •• Total Full-Time Equivalent Employees: 116.0 3-109 n �lRL rF THE DEPARTMENT MISSION STATEMENT Protection and service with excellence: Life- Property- Environment. DEPARTMENT OVERVIEW Expenditure Comparison $12,000,000 $9,600,000 $7,200,000 $4,800,000 $2,400,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 -11 �. Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 6,540,900 7,014,575 7,516,200 7,287,450 7,902,100 5.1% Part Time Salaries 0 12,691 0 16,945 0 N/A Overtime 691,030 780,775 752,600 787,112 778,800 3.5% Personnel Benefits 1,480,221 1,559,924 1,600,300 1,610,338 1,690,200 5.6% Supplies 161,620 228,400 219,950 238,650 256,100 16.4% Other Services&Charges 590,691 677,986 787,100 721,083 696,500 -11.5% Intergovernmental Services 111,639 120,334 147,600 106,298 147,000 -0.47o Capital Outla29,013 61,067 6,800 16,785 6,800 0.0% Operating Total 9,605,114 10,455,752 11,030,550 10,784,661 11,477,500 4.1% CIP 0 0 0 0 0 N/A Total 9,605,114 10,455,752 11,030,550 10,784,661 11,477,500 4.1% 3-110 to FIRE ow CORE SERVICES WW Operations: Prevention: io Fire Suppression Fire Prevention ■ Reduce fire injuries ■ Reduce death and injuries ■ Reduce fire deaths ■ Reduce environmental damage to ■ Reduce property loss ■ Increase public awareness ■ Reduce economic loss ■ Reduce economic impact ■ Reduce environmental damage • Reduce property loss w ■ Increase customer satisfaction ■ Increase customer satisfaction Emergency Medical Services Public Education o ■ Save lives ■ Save lives ■ Decrease pain and suffering • Reduce injury ■ Prevent further injury ■ Prevent economic loss rw ■ Improve quality of life ■ Reduce property loss • Improve customer satisfaction ■ Increase customer satisfaction 400 Technical Operations Emergency Management/Safety: ■ Save lives ■ Reduce injury Disaster Management 000 ■ Reduce environmental impact ■ Save lives ■ Reduce emotional impact on families • Reduce injury ■ Increase fire fighter safety • Reduce environmental impact to ■ Reduce financial impact on City of ■ Reduce economic impact Renton ■ Reduce property loss ■ Reduce property loss ■ Reduce emotional impact on families im ■ Increase customer satisfaction ■ Increase coordination of city resources ■ Increase inter-agency cooperation ■ Reduce financial impact on City of r■ Renton to 2002 CAPITAL IMPROVEMENT PROGRAM CIP Budget im As shown in the CIP and included in the 304 Fund Approp6ations Total. 500.000 Total $500,000 to DIVISIONS BY FUND NUMBER No The Fire Department includes the operations of the following divisions: General Fund (000): Administration, Operations, Prevention, Training, and Emergency Management. iW 3-111 FIRE r MAJOR DEPARTMENT CHANGES 2002: ■ Personnel Costs ($502,000-All Divisions) Salary and benefit increases to maintain the same number of FTE's as the 2001 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include a thirteen percent (13%) increase in both medical and dental costs. ■ Equipment Rental (-$63,900-All Divisions) This decrease is due to a reduction in the monthly replacement charge for equipment. The department is utilizing equipment, which is no longer being charged the monthly replacement charge. ■ Contract Costs ($1,400 - Operations) Contract increase is for defibrillator maintenance in the EMS Life Support division. EXPENDITURE BUDGET BY DIVISION 1999 2000 2001 2001 2002 %Chg Divisions Actual Actual Budget Actual Budget 2001/2002_ Administration: 782,464 813,016 699,900 737,551 710,200 1.5% Communications 0 0 184,100 137,056 184,300 0.1% Subtotal 782,464 813,016 884,000 874,607 894,500 1.2% Operations: Suppression 7,647,046 8,355,061 8,762,300 8,606,460 9,179,200 4.8% Facilities 66,214 55,141 54,800 56,926 56,100 2.4% Haz-Mat Response 9,807 18,012 12,500 32,294 15,500 24.07. Dive Team 12,947 50,603 36,500 38,273 39,200 7.4% EMS Life Support 51,873 54,393 58,900 55,603 60,800 3.2% Subtotal 7,787,887 8,533,210 8,925,000 8,789,556 9,350,800 4.8% g1 Fire Prevention 658,426 734,109 829,100 745,193 839,000 1.2% Training 362,214 354,178 373,500 347,633 376,800 0.9% Emergency Mngmt/Safety 14,123 21,239 18,950 27,672 16,400 -13.5% Operating Total 9,605,114 10,455,752 11,030,550 10,784,661 11,477,500 4.1% CIP 0 0 0 0 0 N/A Total 9,605,114 10,455,752 11,030,550 10,784,661 11,477,500 4.1% it STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees- FTE) 1999 2000 2001 2001 2002 %Chg Division FTE Actual Actual Budget Actual Budget 2001/2002 Administration 5.0 5.0 5.0 5.0 5.0 0.0% Operations 96.0 98.0 98.0 98.0 98.0 0.0% Fire Prevention 9.0 10.0 10.0 10.0 10.0 0.070 =x Training 3.0 3.0 3.0 3.0 3.0 0.01Y0 Total FTE 113.0 116.0 116.0 116.0 116.0 0.070 3-112 Yrr Pal ADMINISTRATION wr MISSION STATEMENT wr Provide management and direction for the City of Renton Fire Department and assist the City in meeting its mission to maintain a tw safe environment for the citizens of Renton. DIVISION OVERVIEW Expenditure Comparison $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget W EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual. Budget Actual Budget 2001/2002 4w Total Appropriation 782,464 813,016 884,000 874,607 894,500 1.2% `w PROGRAM ACTIVITY w. Fire Administration provides staff support to all divisions of the Department. Activities include personnel administration, payroll, budget management, shift scheduling, policy development, ow apparatus maintenance, long-range and short-range planning, inter/intragovernmental relations, facilities oversight, and communication needs. 3-113 FIRE ADMINISTRATION STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 5.0 5.0 5.0 5.0 5.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A ; Total HE 5.0 5.0 5.0 5.0 5.0 0.070 2001 ACCOMPLISHMENTS ■ Achieved the first four steps of the Outcome Management Process with work continuing into 2002. ■ Completed purchase of property for Fire Station 12 in the Renton Highlands. ■ Completed purchase or property for Fire Station 15 in Kennydale. ■ Hired a consultant to evaluate, select and install new Fire Department Records Ali Management software. ■ Centralized communication expenses within the department's budget to maximize our budgeting capability. DIVISION HIGHLIGHT This division experienced significant transition of personnel including replacement of the Deputy Chief of Administration and Support Services, as well as the Administrative Secretary IL City Shops staff members collaborated with department Firefighters to develop creative solutions for a replacement Dive Team apparatus. This process was highly unusual and required an incredible level of cooperation, communication and resource sharing between City Shops and Fire Department staffs. The resulting vehicle is of outstanding quality. It was specifically designed for the mission and completed for 40 percent of the original budget request. 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Start design phase for Fire Station 12. 1,2,3,4,5 ■ Continue to develop sharing of resources with surrounding jurisdictions. 3,45 ■ Continue to develop Outcome Management Program. 3,4 3-114 to FIRE in ADMINISTRATION APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 351,822 363,053 374,400 370,006 391,800 4.6% ilnr Part Time Salaries 0 1,920 0 16,945 0 N/A Overtime 1,952 5,402 0 6,533 0 N/A Personnel Benefits 209,506 229,819 241,300 266,091 238,700 -1.1% Supplies 10,846 8,161 17,100 20,147 22,800 33.3% Other Services&Charges 87,826 84,327 103,600 88,587 94,200 -9.1% Intergovernmental Services 111,639 120,334 147,600 106,298 147,000 -0.4% Capital Outla8,873 0 0 0 0 N/A Operating Total 782,464 813,016 884,000 874,607 894,500 1.2% CIP 0 0 0 0 0 N/A Grand Total 782,464 813,016 884,000 874,607 894,500 1.2% 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $884,000 2002 Changes: Salaries 17,400 Benefits -2,600 t"' All Other -4,300 2002 BUDGET $894500 ■ Salaries have been adjusted to reflect a 3.5 percent and a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 864 and Local 2170 respectively. Non-represented and management employees' salaries also increased by 3 percent. ■ The following position was reclassified in 2001: Fire Chief. i. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ow ■ The City's retirement contribution to PERS II decreased by 2.9 percent, and LEOFF II decreased by 1.37 percent. No w 3-115 iR OPERATIONS MISSION STATEMENT IA Provide protection of life and property from the effects of fire, render 1W medical assistance to individuals, and respond to hazardous material and dive related incidents when necessary. DIVISION OVERVIEW Expenditure Comparison $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET " 1999 2000 2001 2001 2002 %Chg AA Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 7,787,887 8,533,210 8,925,000 8,789,556 9,350,800 4.8% PROGRAM ACTMTY The following are the five sections in the Operations division. Each shift 46r includes personnel from Hazardous Material Response and Dive Rescue teams, enabling 24-hour coverage for the City and surrounding communities: Suppression personnel work 24-hour shifts on a three-platoon system. A battalion chief commands each platoon. There are 33 personnel in two companies and 32 in the third company, with a minimum of 21 personnel on duty each day. There are five staffed engine companies, two staffed life support units, and one staffed aerial ladder truck available to the City of Renton and King County Fire District No. 25. A. r 3-116 "0 FIRE to OPERATIONS Facilities provides the needed operating supplies; small tools/appliances; and repairs and + . maintenance for all fire stations, four City stations, and one King County Fire District Station No. 25. The Hazardous Material Response Team is comprised of approximately 30 officers and firefighters who have received additional training to become certified Haz-Mat technicians. The team works with the SARA Title III facilities to develop and exercise their emergency •+ response plans on an annual basis. The Dive Rescue Team is made up of 18 members, both officers and firefighters, who receive +• additional training and are available for water-related emergencies. The Dive Team trains year-round in underwater search and recovery, river rescue, and other water support functions. Emergency Medical Services. All firefighters in the Fire Department are required to be Emergency Medical Technician Certified and 95 percent have received their DeFib certification. The Department response time standard for an EMS response is 4.7 minutes. ". STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 nn Regular 96.0 98.0 98.0 98.0 98.0 0.070 Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A ow Total HE 96.0 98.0 98.0 98.0 98.0 0.017. 2001 ACCOMPLISHMENTS ■ Updated Standard Operating Procedures Manual. ■ Maintained service levels and response times to newly annexed areas. ■ EMT in-service training exceeds King County standards. aw ■ Provided additional items to strengthen our response abilities. This included purchasing a second Command vehicle, additional SCBAs for cross-manning of aid cars, additional aid supplies, and new wet suits for the Dive Rescue Team. aw ■ Continue representing the City on interlocal agreements with neighboring cities. %W DIVISION HIGHLIGHT The following graph illustrates the actual number of Fire Department responses recorded from 1997 through 2001, and the response forecast for 2002. With the City's effective fire training programs, fire personnel are better equipped to respond to various types of emergencies, thereby better serving the community. The following graph illustrates two low 3-117 ti FIRE OPERATIONS types of emergency responses: non-fire related responses and fire related responses. Fire- related responses include structure fires, vehicle fires, and other types of fires. Non-fire related responses include life support, hazardous material, service calls, false alarms, overpressure ruptures, and good intent. FIRE DEPARTMENT ■Fire Related Responses EMERGENCY RESPONSES a Non-Fire Related Responses 10,000 8,000 6,000 4,000INA 2,000 } 1997 1998 1999 2000 2001 2002 Forecast 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Continue to maintain 5-minute response times. 1,2,3,4,5 ■ Scheduled replacement and outfitting of engines. 4,5 ■ Integrate Weapons of Mass Destruction procedures and technologies into 3,4,5 the Department's response capabilities. ■ Ensure trained Department personnel are completing repairs and upgrades 4 to department equipment per specifications and applicable regulations. APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 5,487,332 5,903,849 6,322,500 6,132,663 6,665,500 5.4% Overtime 619,759 722,356 673,000 726,501 718,600 6.8% Personnel Benefits 1,110,891 1,160,212 1,175,500 1,179,564 1,269,000 8.017o Supplies 128,462 187,758 177,300 177,890 189,900 7.1% Other Services&Charges 421,303 505,809 576,700 556,153 507,800 -11.9% Capital Outla20,140 53,226 0 16,785 0 N/A Operating Total 7,787,887 8,533,210 8,925,000 8,789,556 9,350,800 4.8% CIP 0 0 0 0 0 N/A Total 7,787,887 8,533,210 8,925,000 8,789,556 9,350,800 4.8% l 3-118 "' FIRE to OPERATIONS 2002 FUNDING DECISIONS `. 2001 ORIGINAL ADOPTED BUDGET: $8,925,000 2002 Changes: Salaries 388,600 Benefits 93,500 Equipment Rental -76,600 4W Reallocated from Training 10,500 All Other 9,800 aw 2002 BUDGET $9,350,800 w • Salaries have been adjusted to reflect a 3.5 percent and a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented so employees in Local 864 and Local 2170 respectively. Non-represented and management employees' salaries also increased by 3 percent. ow ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. r ■ The City's retirement contribution to PERS II decreased by 2.9 percent, and LEOFF II decreased by 1.37 percent. a. ■ Total cost of maintaining and replacing all city vehicles increased 5.8 percent. Equipment Rental charge reductions are based on actual 2001 expenses for maintenance and operations, and replacement costs. to • Reallocations resulted from the department shifting appropriations between divisions. 4 r 1W rr %W aw 3-119 PREVENTION MISSION STATEMENT Provide a fire-safe environment for the community through services such as annual Uniform Fire Code business occupancy inspections, construction plan reviews and field tests, public education, fire investigations, hazardous materials monitoring and enforcement, legislation adoption and administration. DIVISION OVERVIEW Expenditure Comparison $1,000,000 $800,000 $600,000 $400,000 - $200,000 $0 „F 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 658,426 734,109 829,100 745,193 839,000 1.2% mill PROGRAM ACTIVITY The Fire Prevention Bureau operates with "A can do and solution based attitude." This gives us the ability to currently conduct over 2,269 inspections and 1,093 re-inspections. Uniform Fire Code commercial plans review and associated field inspections numbered 1,071. The Bureau maintains extensive data, records, and collects fees for all Uniform Fire Code permits, re-inspections, firework stands, plan review, construction permitting and construction re-inspection. Fifty- two (52) fires required investigation in 2001. The Hazardous Materials program provides technical support for Fire Suppression, plan review, field tests for new construction and annual fire inspections involving hazardous materials. In addition, the Bureau provides training to the public and uniformed personnel. 3-120 No FIRE rwr PREVENTION STAFFING LEVELS (Full Time Equivalent Employees — FTE) a. 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 9.0 10.0 10.0 10.0 10.0 0.0% No Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 9.0 10.0 10.0 10.0 10.0 0.0% No 2001 ACCOMPLISHMENTS um ■ Upgraded current computer program to accept and track Certification information on Fire Protection systems. to ■ Evaluated all commercial occupancy and Target Hazard inspections. Applicable facilities placed on a semi-annual rather than biannual inspection schedule. W • Two new programs were added to the Public Education classes presented to local middle and high schools within Renton. ■ Began development of a process that allows us to statistically track the positive effect the division has on the community. %W DIVISION HIGHLIGHT Through active participation in the leadership of the following organizations, IAFC, UFC/NFPA1, ICBO, WABO, WA Fire Marshals Association, Washington State Region 4 Life Safety Council, the Washington State Region 4 Fire Investigation Council and the King County Fire Prevention Association, the Renton's Prevention Bureau has fostered an incredible networking system with other Bureau's in this State and in the Nation. This has given this Bureau access to statistics and information that we would not normally have. Due to this „w„ network, this Bureau was able to add a number of new and successful programs that are outlined in our accomplishments. No ANNUAL FIRE INSPECTIONS ■Inspections 13 Reinspection 44 3,500 41W C 3,000 d 2,500 CL 2,000 ow p 1,500 1,000 E 500 ow Z 0 1997 1998 1999 2000 2001 2002 Forecast 1W wr 3-121 FIRE PREVENTION IIIA 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) 11 ■ Increase the staffing levels by one inspector and secure additional 3,4,5 administrative support. • Proceed with the development of a new records management 4 4� system for the Fire Department. ■ Introduce a fire safety/prevention program presented to high school seniors. 2,3,4 ■ Complete all Uniform Fire Code and Hazardous materials compliance 2,4 inspections. -41 APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 466,764 502,136 559,900 534,447 581,500 3.9% Part Time Salaries 0 10,771 0 0 0 N/A Overtime 34,310 26,869 59,500 29,331 40,000 -32.8% Personnel Benefits 118,256 131,548 149,500 123,684 139,500 -6.7% Supplies 6,680 12,222 12,400 11,295 13,500 8.9% Other Services&Charges 32,416 42,722 41,000 46,436 57,700 40.7% Capital Outla0 7,841 6,800 0 6,800 0.0% Operating Total 658,426 734,109 829,100 745,193 839,000 1.2% CIP 0 0 0 0 0 N/A total 658,426 734,109 829,100 745,193 839,000 1.2% 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $829,100 2002 Changes: Salaries 2,100 Benefits -10,000 Equipment Rental 13,400 All Other 4,400 2002 BUDGET $839,000 3-122 Fin PREVENTION ■ Salaries have been adjusted to reflect a 3.5 percent and a 3 percent increase for 2002. ow This increase is the final negotiated increase of a three year contract for represented employees in Local 864 and Local 2170 respectively. Non-represented and management employees' salaries also increased by 3 percent. 00 ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. 1W ■ The City's retirement contribution to PERS II decreased by 2.9 percent, and LEOFF II decreased by 1.37 percent. No ■ Equipment Rental charges increased based on actual expenses in 2001 for maintenance and operations, and replacement costs. to ow ow a* UN o 3-123 FlR PF TRAINING MISSION STATEMENT The Training Division coordinates, tracks, and updates existing programs and develops new training programs for the ongoing training and certification of Department members. DIVISION OVERVIEW31 Expenditure Comparison $400,000 $320,000 $240,000 $160,000 $80,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 362,214 354,178 373,500 347,633 376,800 0.9% PROGRAM ACTIVITY Provide the training required for certification of suppression personnel, including the training of new recruits and annual recurrent training of regular uniformed personnel. Participate and monitor the Joint Apprenticeship Training Committee's activities. Oversee the r continuing education program for EMT and EMT-DeFib certification. Provide public information officer support to fire commanders. Provide EMS liaison to the King County EMS system and private ambulance companies. Oversee the personal protective equipment inventory and control system, to include evaluation of new equipment that will provide a higher level of protection at a reasonable cost. 3-124 60 FIRE i„ TRAINING STAFFING LEVELS (Full Time Equivalent Employees - FTE) r. 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 to Regular 3.0 3.0 3.0 3.0 3.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Wo Total FTE 3.0 3.0 3.0 3.0 3.0 0.017. 2001 ACCOMPLISHMENTS to ■ Broadened Incident Management System training to include multi-company exercises involving surrounding Fire Departments. ■ Created a new electronics database to record the completion of annual training objectives at the company level with company officer accessibility of status reports. • Included interactive computer training as one element of the proposed integrated Records Management System. DIVISION HIGHLIGHT The Training Division continues to focus on the education, safety, and skills of all firefighter personnel. The substantial increase of the drill ground and classroom facilities by our suppression crews more than doubled that of previous years. This increase was caused in part by the addition of mandated classes sponsored by the Training Division and also with the addition of multi-Company cognitive exercises at the drill tower. ANNUAL TRAINING DRILL COMPARISON 150 125 a 100 75 50 25 0 w 1998 1999 2000 2001 2002 Forecast wr �r rrr 3-125 FIRE TRAINING 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Coordinate with other Valley Fire Departments to achieve a regional, annual 3,4 training objectives program that will increase overall training efficiency. ■ Continue Incident Management System training at the multi-company, inter- 4 agency, and individual levels. • Broaden Fire Officer skills training through the use of the Fire Officer I & II 4 certifications and the National Fire Academy. ; ■ Increase incident safety awareness for all personnel. 4 wit APPROPRIATION BY OBJECT OF EXPENDITURE W .af 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 234,982 245,537 259,400 250,334 263,300 1.5% Overtime 35,009 26,148 20,100 24,747 20,200 0.5% Personnel Benefits 41,568 38,345 34,000 40,999 43,000 26.5% Supplies 9,327 3,939 5,600 9,971 18,500 230.47o Other Services&Charges 41,328 40,209 54,400 21,582 31,800 -41.5% Operating Total 362,214 354,178 373,500 347,633 376,800 0.9% 4 CIP 0 0 0 0 0 N/A Total 362,214 354,178 373,500 347,633 376,800 0.9% 2002 FUNDING DECISIONS 2001 ORIGINAL.ADOPTED BUDGET: $373,500 2002 Changes: Salaries 4,000 Benefits 9,000 Reallocation to Operations -10,500 All Other 800 2002 BUDGET $376,800 3-126 `' FIRE TRAINING ■ Salaries have been adjusted to reflect a 3.5 percent and a 3 percent increase for 2002. %W This increase is the final negotiated increase of a three year contract for represented employees in Local 864 and Local 2170 respectively. Non-represented and management employees' salaries also increased by 3 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's retirement contribution to PERS It decreased by 2.9 percent, and LEOFF II decreased by 1.37 percent. OW ■ Reallocations resulted from the department shifting appropriations between divisions. OW to *W OW to iW WO aw 6W ■. OW 3-127 'y= i EMERGENCY MANAGEMENT i 4 MISSION STATEMENT Provide direction and control over the City's activities that are essential to saving lives, protecting property, maintaining order, and restoring City services before, during, and after a major emergency. DIVISION OVERVIEW f Expenditure Comparison $100,000 $80,000 All $60,000 $40,000 $20,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 14,123 21,239 18,950 27,672 16,400 -13.5% PROGRAM ACTIVITY Provide training and exercises designed to promote emergency preparedness and to test and evaluate our Emergency Operations Plan, procedures, and facilities. Coordinate vital agencies and resources into a program of disaster preparedness, response, and recovery. r 3-128 `0 FIRE ow EMERGENCY MANAGEMENT STAFFING LEVELS (Full Time Equivalent Employees — FTE) io 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 +1r Regular 0.0 0.0 0.0 0.0 0.0 N/A Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 0.0 0.0 0.0 0.0 0.0 N/A ow 2001 ACCOMPLISHMENTS to ■ Provided disaster preparedness classes to the community. ■ Continued Emergency Operations Center training with city staff. N. • Represented the City in King County EOC operations and training. ■ Ensured the City's EOC plan is kept up to date. to ■ Explored securing additional national, state or county emergency management grants. 6. DIVISION HIGHLIGHT o. The year 2001 was the third year the Emergency Operations team secured a Federal State & Local Assistance (SLA) grant to enhance the City's Emergency Operations Center (EOC) The February 28, 2001 Nisqually earthquake truly tested the City's EOC and various departments. Due to this quake, many positive things and shortfalls became evident. Communications was identified as an area needing more equipment. The EOC was also activated for 34 hours on September 11, 2001, following the tragedy of the World Trade Center in New York City, New York. A citywide "table top" exercise was conducted in September, in which Department Administrators and city staff participated in a simulated major flood of the Cedar River. 1. Preparing the community for disaster events continues to be the emphasis of the EOC team. rr tr. 3-129 FIRE 2. EMERGENCY MANAGEMENT 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Implement the CERT/SPAN emergency preparedness training involving 2,3,4,5 community businesses and schools. ■ Continue to upgrade the proficiency of the City's disaster response through 3,4,5 training of City personnel, and continuous improvement of the Emergency Operation Center's equipment, design, and processes. • Continue to represent the City in King County EOC operations and training. 5 .1 ■ Continue to secure national, state and county emergency management 5 w rants. APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 0 0 0 0 0 N/A Overtime 0 0 0 0 0 N/A Personnel Benefits 0 0 0 0 0 N/A Supplies 6,305 16,320 7,550 19,347 11,400 51.0% Other Services&Charges 7,818 4,919 11,400 8,325 5,000 -56.1% Capital Outla0 0 0 0 0 N/A Operating Total 14,123 21,239 18,950 27,672 16,400 -13.5% CIP 0 0 0 0 0 N/A% Total 14,123 21,239 18,950 27,672 16,400 -13.5% 2002 FUNDING DECISIONS 2001 OwGngAL ADOPTED BUDGET: $16,400 2002 Changes: All Other 0 2002 BUDGET $16,400 r 3-130 o. FIRE *AW POSITION LISTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget irr Administration: Commissioned Officers: W M49 Fire Chief (Non-Union Salary Matrix) 0.0 0.0 1.0 1.0 1.0 M43 Fire Chief (Non-Union Salary Matrix) 1.0 1.0 0.0 0.0 0.0 F74 Deputy Chief (Operations) 1.0 1.0 1.0 1.0 1.0 ow F74 Deputy Chief (Administrative 8.Support 1.0 1.0 1.0 1.0 1.0 Services, Emergency Management) Total Commissioned Officers 3.0 3.0 3.0 3.0 3.0 + Non-Commissioned Personnel N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0 A07 Data Base Systems Technician 1.0 1.0 1.0 1.0 1.0 ' Total Non-Commissioned 2.0 2.0 2.0 2.0 2.0 TOTAL ADMINISTRATION 5.0 5.0 5.0 5.0 5.0 Operations: (Suppression, Facilities,HazMat, Dive Team, EMS/Life Support) Commissioned Officers: F73 Battalion Chief (Shift Commander) 3.0 3.0 3.0 3.0 3.0 F72 Captain 5.0 5.0 5.0 5.0 5.0 err F71 Lieutenant 13.0 13.0 13.0 13.0 13.0 F70 Firefighter 75.0 77.0 77.0 77.0 77.0 TOTAL OPERATIONS 96.0 98.0 98.0 98.0 98.0 WW Fire Prevention: Commissioned Officers: F73 Battalion Chief Fire Marshal 1.0 1.0 1.0 1.0 1.0 Total Commissioned Officers 1.0 1.0 1.0 1.0 1.0 Non-Commissioned Personnel: M23 Assistant Fire Marshall 1.0 1.0 1.0 1.0 1.0 %r A20 Hazardous Materials Specialist 1.0 1.0 1.0 1.0 1.0 A20 Fire Inspector III 1.0 2.0 2.0 2.0 2.0 w A20 Fire Plan Reviewer 1.0 1.0 1.0 1.0 1.0 A18 Fire Inspector II 2.0 1.0 1.0 1.0 1.0 A16 Fire Inspector 1 0.0 1.0 1.0 1.0 1.0 1, A09 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0 A03 Office Assistant II 1.0 1.0 1.0 1.0 1.0 Regular Non-Commissioned 8.0 9.0 9.0 9.0 9.0 +rr Total Regular Staffing 9.0 10.0 10.0 10.0 10.0 TOTAL FIRE PREVENTION 9.0 10.0 10.0 10.0 10.0 +rr w 3-131 FIRE POSITION LISTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget Training: Commissioned officers: F73 Battalion Chief (Training) 1.0 1.0 1.0 1.0 1.0 F72 Captain 1.0 1.0 1.0 1.0 1.0 F71 Lieutenant 1.0 1.0 1.0 1.0 1.0 TOTAL TRAINING 3.0 3.0 3.0 3.0 3.0 61111 TOTAL COMMISSIONED OFFICERS 103.0 105.0 105.0 105.0 105.0 TOTAL NON-COMMISSIONED OFFICERS 10.0 11.0 11.0 11.0 11.0 TOTAL FIRE DEPARTMENT 113.0 116.0 116.0 116.0 116.0 Old 3-132 z ' FiRE APPARATus Year Scheduled for Purchased Replacement Station 11: Aid Car 1999 2007 Engine 1998 2013 Ladder 1999 2014 6W Command Car 2001 2011 Haz Mat 1990 1998 Reserve Engine 1989 2004 Reserve Ladder 1992 2007 Reserve Command Car 1995 2005 Station 12: Aid Car 1999 2007 Engine 1999 2014 Dive Rig 1999 2007 Dive Boat 1999 2007 Reserve Engine 1987 2002 Station 13: Aid Car 1999 2007 Engine 1999 2014 Reserve Engine 1996 2011 ow Station 14: Aid Car 1999 2007 Engine 1999 2014 1W Reserve Engine 1996 2011 Station 16 (Owned by District 25): Aid Car 2000 2008 Engine 1996 2011 Reserve Engine 1989 2004 +w VN to 1W Wr 3-133 FIRE APPARATUS w Total Number Dive Rig & Boat First Run Vehicles Aid Cars 5 Engines 5 Ladder 1 Command Car 1 Haz Mat 1 Dive Rig 1 Dive Boat 1 Total First Run Apparatus 13 2 Reserve Vehicles Engines 5 Ladders 1 Command Car 1 Total Reserve Apparatus 7 Grand Total 20 2 3-134 .j Community Services , r 6o 61W A IrE . ...o •e:: ..... F ORGANIZATION Administrator James E.Shepherd 1 &W Administrative Support rr 4.2 Facilities Parks Recreation Human Library Capital 25.3 55.7 53.7 Services 23.5 Improvement 6.2 Projects 3.0 trr Leased City Park Board Park Board Human Services Library Board Properties Advisory Committee Parks Recreation Community Renton Wo Maintenance Services Development Historical Block Grants Museum Maplewood Renton OW Golf Course Community Center Renton Senior ON Activity Center aw +W Total Full-Time Equivalent Employees: 172.6 .. 3-135 s THE DEPARTMENT MISSION STATEMENT Promote and support a livable community for Renton residents and id businesses by providing relevant and innovative programs, modern parks and facilities, and undisturbed natural areas that meet the needs of the diverse population. DEPARTMENT OVERVIEW Gill Expenditure Comparison $15,000,000 $12,000,000 $9,000,000 $6,000,000 $3,000,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 4,326,214 4,541,138 5,053,661 4,767,878 5,384,100 6.5% Part Time Salaries 1,362,003 1,422,537 1,531,200 1,659,409 1,581,400 3.3% Overtime 66,803 58,820 70,248 64,400 71,900 2.4% Personnel Benefits 1,463,813 1,498,148 1,570,071 1,484,443 1,654,700 5.4% Supplies 899,153 941,790 999,278 996,465 1,014,700 1.5% Other Services 8,Charges 2,504,570 3,003,856 3,176,138 3,167,370 3,353,400 5.6% Intergovernmental Services 128,200 881,000 1,173,436 1,111,196 150,000 -87.2% Capital Outlay 7,126 61,253 208,900 140,749 101,800 -51.3% Debt Services 930,780 458,585 455,508 458,893 475,500 4.4% Interfund Payments 154,238 112,999 112,999 112.999 115,300 2.0% Operating Total 11,842,900 12,980,126 14,351.439 13,963,802 13,902,800 -3.1% CIP 821,219 1,012,802 837,100 440,962 403,300 -51.8% Total 12,664,119 13,992,928 15,188,539 14,404,764 14,306,100 -5.8% 3-136 "' COMMUNITY SERVICES im CORE SERVICES o ■ Recreational, cultural, literary programs ■ Facilities and parks development and management 6W ■ Physical asset maintenance ■ Open space preservation ■ Assistance with basic needs CORE SERVICE OUTCOMES ■ Quality programs and materials that are well utilized by residents and businesses, and respond to the demands of those in the service area; high levels of customer satisfaction. ■ Facilities and parks that are appropriate for their intended use, in optimum location, and cost effective; positive input from both staff and public; optimum use of facilities and parks; completed projects are attractive and durable. ■ Facilities, parks and department equipment in good operating condition, retain "new" ow appearance; operating costs low, life of asset is maximized, down time is minimized. ■ Preserved acres; quality of open space maintained (uniqueness, suitability as habitat, to other natural characteristics); resident satisfaction. • Performance of contracted agencies; satisfaction of customers served; overall health W and well being of eligible population increased; appearance of their neighborhoods improved. aw 2002 Capital Improvement Program CIP Budget r'• As shown in the CIP and included in the 424 Fund Appropriation Total. 235,000 As shown in the CIP and included in the 303 Fund Appropriation Total. 550,000 As shown in the CIP and included in the 316 Fund Appropriation Total. 2,320,000 1W Total $3,105,000 W DIVISIONS BY FUND NUMBER im The Community Services Department includes the operations of the following divisions: 000 General Fund - Human Services 101 Parks Fund -Administration, Facilities, Parks Maintenance, and Recreation oft 104 CDBG Fund -Community Development Block Grants 106 Library Fund - Library and Museum 306 Leased City Properties- Facilities 404 Golf Course Fund 3-137 COMMUNITY SERVICES MAJOR DEPARTMENT CHANGES 2002: ■ Personnel Costs ($382,300-All Divisions) Salary and benefit increases to maintain the same number of FTE's as the 2001 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include thirteen percent (13%) increase in medical and dental costs. ■ Intermittent Wages ($12,900- Facilities) This increase is necessary to attract and retain seasonal quality staff while remaining competitive. ■ Salary and Benefit Reallocations ($0 - Facilities, Recreation Services, Community Center) The net effect of these reallocations is zero. These adjustments resulted from positions shifting between divisions. See the FTE listing at the end of the Community Services section for details. ■ Utility Charges ($12,900- Facilities, Parks Maintenance) King County Wastewater Treatment rates increased by 18.5 percent for all customers. ■ Equipment Rental (-$21,900- Parks Maintenance) The total costs of maintaining and replacing all City vehicles increased 5.8 percent. Equipment rental charge reductions are based on actual 2001 expenses for maintenance and operations, and replacement costs. ■ Software Maintenance Contract Increases ($28,000-Community Center, Library) Contract increases for 2002 include the Community Center's voice recognition system to register for classes and programs, and the Library's automated circulation system and on-line public access catalog. ■ Contracted Services ($26,000- Human Services) ,.Y Additional funding due to an increase from General Fund contributions to the Human Services department budget. ■ Summer Lunch Program ($45,200- Human Services) ' Increase funding to expand this self-supporting program to include a new location at the Renton Housing Authority Sunset Terrace. X� ■ Housing Repair Program ($13,000- Human Services) This amount is offset with donations. 3-138 a" COMMUNITY SERVICES ftw EXPENDITURE BUDGET BY DIVISION No 1999 2000 2001 2001 2002 %Chg Divisions Actual Actual Budget Actual Budget 2001/2002 Administration 746,968 784,253 856,827 835,818 893,700 4.3% 60 Facilities 1,908,058 2,142,787 2,260,867 2,143,238 2,503,100 10.7% Parks Maintenance 2,316,568 3,094,594 3,785,242 3,539,906 3,011,400 -20.4% Recreation: 6w Recreation Services 907,037 907,762 1,090,591 997,867 1,058,100 -3.0% Community Center 1,092,402 1,143,301 1,102,477 1,313,533 1,256,000 13.9% Senior Activity Center 556,227 616,819 616,966 610,212 625,100 1.3% �r Human Services/CDBG 719,435 773,781 797,965 769,563 867,400 8.7% Library 1,248,203 1,337,294 1,389,250 1,357,485 1,439,100 3.6% Golf Course 2,354,984 2,179,537 2,451,254 2,396,180 2,248,900 -8.3% Operating Total 11,849,882 12,980,126 14,351,439 13,963,802 13,902,800 -3.1% CIP-CDBG 136,066 0 0 0 0 N/A CIP-Leased City 525,157 1,012,802 837,100 440,962 403,300 -51.8% Properties CIP-Golf Course 153,014 0 0 0 0 N/A Total 12,664,119 13,992,928 15,188,539 14,404,764 14,306,100 -5.8% STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Division/FTE Actual Actual Budget Actual Budget 2001/2002 Administration 9.2 10.2 10.2 10.2 10.2 0.0% Facilities 22.7 24.5 26.3 26.3 26.3 0.0% Parks:Maintenance 32.2 34.3 34.3 34.3 34.3 0.0% Recreation: Recreation Services 24.6 25.6 24.6 24.6 24.6 0.0% Community Center 18.3 18.3 19.5 19.5 19.5 0.0% Senior Activity Center 7.6 7.6 7.6 7.6 7.6 0.0% Human Services/CDBG 6.2 6.2 6.2 6.2 6.2 0.0% Library 23.5 23.5 23.5 23.5 23.5 0.0% Parks:Golf Course 19.7 19.4 20.4 20.4 20.4 0.0% `rr Total FTE 164.0 169.6 172.6 172.6 172.6 0.0% No rr irr w .r 3-139 .. ?. OI�1M�1N1TY�Elt'V`CES 4 E E ADMINISTRATION 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. DIVISION OVERVIEW Expenditure Comparison I $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001 2002 Total Appropriation 746,968 784,253 856,827 835,818 893,700 4.3% CORE SERVICES ■ Budget preparation rrlf • Leadership and management ■ Training coordination ■ Communication with Mayor's Office, City Council, and appointed Boards ■ Set and approve Department goals and programs • Establish Department policies • Allocate resources and assign responsibilities 3-140 COMMUNITY SERVICES ADMINISTRATION STAFFING LEVELS (Full Time Equivalent Employees— FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 irr Regular 9.0 10.0 10.0 10.0 10.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 0.0% Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 0.0% Total HE 9.2 10.2 10.2 10.2 10.2 0.0% rir 2001 ACCOMPLISHMENTS ■ Developed recommendations for future programs, open space, and facilities to meet the community's future park and recreation needs by updating the City's comprehensive park plan. ■ Met all requirements and submitted application and related documents for national �.+ accreditation by NRPA (National Recreation Park Association). • Initiated outcome management in Community Services Department. r ■ Completed construction and dedication of the skateboard park. %W 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) �+• • Design and secure permits to construct the Lake Washington Trail extension. 1,4 Secure agreements with DNR and Boeing for the necessary property rights to complete the project. •` ■ Prepare redevelopment plan in cooperation with other city agencies for 2,4 North Highlands Community Park that complements and becomes a part of the larger plan for redevelopment of the Highlands. ■ Become an accredited agency. 3,4 ■ Complete implementation of outcome management. 3,4 ■ Identify/acquire future park site(s) to accommodate growth related 3,4 recreation needs. 6W t. ow W. 3-141 COMMUNITY SERVICES ADMINISTRATION APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 538,997 580,870 647,900 634,668 681,800 5.2% Part Time Salaries 14,784 7,316 3,121 2,625 3,200 2.5% Overtime 0 0 0 24 0 0.0% Personnel Benefits 132,065 129,619 146,033 136,720 142,400 -2.5% Supplies 6,112 5,758 5,940 6,751 7,500 26.3% Other Services&Charges 55,010 60,690 53,833 55,030 58,800 9.2% Operating Total 746,968 784,253 856,827 835,818 893,700 4.3% CIP 0 0 0 0 0 N/A Total 746,968 784,253 856,827 835,818 893,700 4.3% 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $856,827 t 2002 CHANGES: Salaries 34,000 " Benefits -3,600 All Other 6,473 2002 BUDGET $893,700 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. ■ The following position was reclassified in 2001: Community Services Administrator. Reclassified positions are given an increase of at least 5 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's contribution to PERS II decreased by 2.9 percent. ,z 3-142 H, OIIUI� ERYCES FAcILITiEs MISSION STATEMENT Develop and maintain city buildings and manage the delivery of building-related services to the public in a safe, customer-focused manner. ow DIVISION OVERVIEW Expenditure Comparison $3,500,000 $2,800,000 rrr $2,100,000 $1,400,000 $700,000 Wr $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget err ow EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 as Total Appropriation 2,433,215 3,083,589 3,097,967 2,584,200 2,893,400 -6.6% ow CORE SERVICES o ■ Service delivery management ■ Asset protection ■ Building performance ■ Tenant services ftw 3-143 COMMUNITY SERVICES FACILITIES CORE SERVICE OUTCOMES • Work completed according to client's schedule and quality (delight the customer) ■ Value of City buildings protected ■ Best possible (safe, comfortable, healthy, and modern) places in which to work and recreate ■ Desired services delivered in a friendly, courteous, responsive manner STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 19.7 21.2 23.0 23.0 23.0 0.0% 16 Temporary Part Time 1.8 2.1 2.1 2.1 2.1 0.0% Intermittent Part Time 1.2 1.2 1.2 1.2 1.2 0.0% a: total HE 22.7 24.5 26.3 26.3 26.3 0.0% 2001 ACCOMPLISHMENTS ■ Sold and removed the Municipal Court building from the parking lot at 200 Mill building. Restored the site to parking. • Activated SPAN-FM, a computerized maintenance management system, to more effectively manage facilities requests. ■ Executed the CIP program to protect the value of City assets and to improve the If public's use of City facilities. ■ Developed a multi-year, public restroom upgrade program for funding in 2002. DIVISION HIGHLIGHT The facilities division continued to collect data of how much it costs per person and per square foot to operate city facilities. As our new maintenance management system comes on line, we have the capability of trending building performance and asset protection measures to assist in the outcome management initiative. rli Al 111 3-144 Im COMMUNITY SERVICES No FACILITIES 2002 OBJECTIVES AS RELATED GOAL# NO TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Substantially complete the Downtown Parking Garage. 1,2,3,4 vm ■ Complete the interior remodel of the ground floor, 200 Mill Building. 1,23 ■ Complete the development of the Annual Maintenance plan. 3,4 i9. • Execute the CIP plan, the PM Plan, and the Maintenance Plan for 2002. 4 ■ Improve team training. 3 �. ■ Develop outcome management performance measures for 2003 2,3,4 APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 808,377 816,524 947,916 883,829 1,093,700 15.47o Part Time Salaries 63,849 67,069 74,393 82,973 88,900 19.5% +`r Overtime 18,318 12,217 12,500 16,015 12,900 3.2% Personnel Benefits 259,853 274,329 280,755 270,219 330,900 17.9% Supplies 125,982 137,987 146,746 125,675 150,500 2.6% or Other Services&Charges 631,679 833,130 798,557 764,527 826,200 3.5% Capital Outla0 1,531 0 0 0 N/A Operating Total 1,908,058 2,142,787 2,260,867 2,143,238 2,503,100 10.7% we CIP 525,157 940,802 837,100 440,962 390,300 -53.4% Total 2,433,215 3,083,589 3,097,967 2,584,200 2,893,400 -6.6% 40 2002 FUNDING DECISIONS ow 2001 ORIGINAL ADOPTED BUDGET: $2,617,967 #t 2002 CHANGES: Salaries 160,800 `„ Benefits 50,100 Intermittent Wages 12,900 Utility Charges 14,000 `v Leased City Properties -36,000 Inter-fund Loan Repayment 68,100 ow All Other 5,533 2002 BUDGET $2,893,400 ... 3-145 COMMUNITY SERVICES FACILITIES a ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. ■ Medical and Dental expense budgets were increased by 13 percent due to increased costs. • The City's retirement contribution to PERS II decreased by 2.9 percent. • Intermittent Wages increased to remain competitive in recruiting quality seasonal staff. ■ Utility Charges increase is a result of the 18.5 percent King County Wastewater Treatment rate increase for all customers. ■ Appropriation reductions for Leased City properties are offset with reductions in revenue. ■ Increase of loan repayment to Fund 316 Capital Improvement Fund. f di r a 3-146 Y/ a t i. PARKS MAINTENANCE ' ow MISSION STATEMENT up Provides a safe, clean, attractive, accessible and well-maintained environment for the public's enjoyment of active and passive 60 recreational opportunities along with natural resource and wildlife preservation and stewardship. ow DIVISION OVERVIEW Expenditure Comparison $4,000,000 $3,200,000 $2,400,000 $1,600,000 $800,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 4W Budget err EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 2,316,568 3,094,594 3,785,242 3,539,906 3.011,400 -20.4% CORE SERVICES ■ Management, maintenance, and improvement of City parks and other identified City-owned grounds and urban vegetation ■ Preservation and protection of City-owned open space and natural areas ■ Management, maintenance, and improvement of public golf .. facility ■ Program a variety of golf activities Ow 3-147 COMMUNITY SERVICES PARKS MAINTENANCE a� CORE SERVICE OUTCOMES ■ Safe and accessible parks; clean, attractive, and well maintained environment; informed and satisfied public ■ Natural environment preserved and protected; clean, attractive and well maintained environment; informed and satisfied public ■ Financially solvent golf facility; safe, accessible, clean, attractive, and well maintained environment; informed and satisfied public; natural environment preserved and protected ■ Increased level of physical fitness, new and improved skills, greater enjoyment of life and increase in social interaction STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 21.0 21.0 21.0 21.0 21.0 0.0% Temporary Part Time 3.1 4.1 4.1 4.1 4.1 0.0% Intermittent Part Time 8.1 9.2 9.2 9.2 9.2 0.0% Total FTE 32.2 34.3 34.3 34.3 34.3 0.0% 2001 ACCOMPLISHMENTS ■ Continue maintenance of the Downtown Core Area and identify opportunities for future enhancement. Vill • Actively participate in the Endangered Species Act and begin developing Policies and Procedures directly related to parks maintenance practices. ■ Continue partnerships to maintain City's infrastructure, improve the City's image, and facilitate new development. • Continue three-way partnership with Public Works, Economic Development/ Neighborhoods/Strategic Planning, and Community Services for the Beautification Program including gateway signage and maintenance at designated locations. i= ■ Continue maintenance of the parks and street tree infrastructure by replacing playground areas, resurfacing tennis courts, replacing light poles, replacing fencing, continuing the turf and street tree programs, and decreasing the impact of waterfowl damage by continuing inter-jurisdictional participation in the waterfowl management program and the geese patrol programs. 3-148 COMMUNITY SERVICES PARKS MAINTENANCE DIVISION HIGHLIGHT Ninety-three percent (93%) of the people that use Renton's parks and trails rated their cleanliness and appearance as "Good" or "Excellent." This is consistent between residents and non-residents. The amenity used most often is the trails, which amenity is consistent with the preferred national choice. Picnic areas, playgrounds and swimming beaches ranked second, third, and fourth, respectively. Collectively the data shows that 85 percent of the �• population prefers non-organized recreational activities that can be experienced at any time of the day. This data also indicates that a wide range of age groups are recreating in Renton's parks. PARKS MAINTENANCE CUSTOMER SATISFACTION SURVEY RESULTS ow CLEANLINESS at APPEARANCE OF RENTON'S PARKS at TRAILS SYSTEM iw Poor Fair 1% 1% Average 5% r Total of 178 responses ❑Poor ®Fair ®Average ar Excellent Good ®Good 54% 39% ■Excellent +rr "W aw wr No 6W No ir. 3-149 3 COMMUNITY SERVICES PARKS MAINTENANCE Ninety-one percent (91%) of the total population who use Renton's Open Space and Natural Areas rated the cleanliness and appearance as "Good" or "Excellent." The location utilized most often among residents and non-residents is the Cedar River Natural Zone. This natural zone is the most accessible with a paved trail system (Cedar River Trail) lj and access to numerous park facilities. As per the survey Trails ranked as the number one use in Renton. With the majority of the use at this location and the highest utilized amenity also at this location (trails), the potential for degradation through overuse is a strong possibility. The second ranking area for use is the Black River Riparian Forest. Novice and avid bird watchers actively use this area as an active Heronry exists on site together with a soft surface trail on the shoreline edge. However this ranks second only when all categories are tabulated -resident, non-resident and residency not designated. Otherwise the Honey Creek Open Space ranks second among those with the Residency not designated. This area features a soft surface trail system connecting to the May Creek.Trail. +�1 The least used area is the Springbrook Creek system, which is the second most developed trail system right behind the Cedar River Trail. 100% of its users are non-residents, which is not unusual as this area is surrounded by industrial uses and commercial businesses. Lunch time r use is the highest use. Clearly trails connected with other uses and/or other trail/park amenities are preferred. PARKS MAINTENANCE CUSTOMER SATISFACTION SURVEY RESULTS CLEANLINESS st APPEARANCE OF RENTON'S OPEN SPACE AND NATURAL AREAS Poor 1% Fair Average 7% ❑Poor ®Fair ®Average Good Excellent 45% ■Excellent Will>' Good 0 46/o 3-150 COMMUNITY SERVICES PARKS MAINTENANCE 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Continue enhancing the Downtown Core Area utilizing a combination of 1,3,4 partnerships, contracts and City Parks Landscaping resources. ■ Continue inter-departmental partnerships to facilitate the enhancement of 1,23,4 the Downtown Core Area, Gateway Signage/Landscaping construction and maintenance, future park development and trails connections and maintenance of City infrastructure. ■ Continue soliciting customer input and evaluating feedback in order to 3,4 better meet customers' needs. • Continue to maintain City park and street tree infrastructure by utilizing 3,4 routine maintenance, defining and prioritizing major repairs to include repair and replacement programs, evaluating current practices and procedures to better utilize existing resources, and continuing interj-jurisdictional participation in the waterfowl management program and the geese patrol programs. ■ Continue to actively participate in the Endangered Species Act and 4,5 develop Policies and Procedures directly related to parks maintenance and operations. APPROPRIATION BY OBJECT OF WENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 w Regular Salaries 867,631 905,325 971,000 924,962 1,033,400 6.417o Part Time Salaries 202,217 237,316 278,400 289,279 284,800 2.3% Overtime 22,934 21,253 15,304 22,067 15,800 3.3% iw Personnel Benefits 290,616 301,053 309,522 286,351 319,400 3.2% Supplies 197,427 195,313 215,359 220,010 217,400 0.9% Other Services&Charges 735,743 884,334 1,195,657 997,237 1,140,600 -4.6% Intergovernmental Services 0 550,000 800,000 800,000 0 -100% Capital Outla0 0 0 0 0 N/A Operating Total 2,316,568 3,094,594 3,785,242 3,539,906 3,011,400 -20.4% CIP 0 0 0 0 0 N/A Total 2,316,568 3,094,594 3,785,242 3,539,906 3,011,400 -20.4% rr irr aw "W 3-151 COMMUNITY SERVICES PARKS MAINTENANCE 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $2,945,242 2002 CHANGES: Salaries 69,300 Benefits 9,900 Equipment Rental -29,100 Professional Services -14,600 Utility Charges 9,000 Landscape Mntc/Parking Lot Sweeping 7,200 Repairs and Maintenance 9,700 All Other 4,758 2002 BUDGET $3,011,400 r ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. ■ The following positions were reclassified in 2001: Parks Maintenance Supervisor, Lead Park Maintenance Worker, Parks Maintenance Worker III, Park Maintenance Worker II, and Park Maintenance Worker I. Reclassified positions are given an increase of at least 5 percent. ■ Medical and Dental expense budgets were increased by 13 percent due to increased costs. di ■ The City's retirement contribution to PERS II decreased by 2.9 percent. • The total cost of maintaining and replacing all City vehicles increased 5.8 percent. Equipment rental charge reductions are based on 2001 expenses for maintenance and operation, and replacement costs. rill ■ Professional Services totals were amended to concur with existing contracts totaling $88,600. 3-152 aw COMMUNITY SERVICES r PARKS MAINTENANCE ■ Utility Charges increase is a result of the 18.5 percent King County Wastewater Treatment rate increase for all customers. ■ Contract increases include 5 percent for sweeping of the parking lots, and 3 percent for w landscaping. The total 2002 appropriation for these services is $220,300. ■ Repair and replacement of existing Cedar River Trail exercise equipment. a. *. ow to ow No to IN I. 1. to UN 3-153 MAPLEWOOD GOLF COURSE MISSION STATEMENT Provide an outstanding public golfing facility that is well maintained and managed. Remain a financially viable operation that is self- supportive in regard to operating costs and capital improvements. DIVISION OVERVIEW Expenditure Comparison $3,500,000 $2,800,000 $2,100,000 $1,400,000 $700,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 2,507,998 2,179,537 2,451,254 2,396,180 2,248,900 -8.3% PROGRAM ACTIVITY This facility and all golf operations are maintained and operated by City staff with the exception of the restaurant, lounge, and banquet areas. A concessionaire, under contract to the City, operates the restaurant, lounge, and banquet facilities. 3-154 1'" COMMUNITY SERVICES to MWLEWOOD GOLF COARSE STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 9.0 9.0 10.0 10.0 10.0 0.0% Temporary Part Time 3.0 3.9 3.9 3.9 3.9 0.0% Intermittent Part Time 7.7 6.5 6.5 6.5 6.5 0.0% Total FTE 19.7 19.4 20.4 20.4 20.4 0.0% wr 2001 ACCOMPLISHMENTS ■ Master Plan revisions were completed and adopted identifying future parking improvements and the location of the maintenance building scheduled for construction in 2003. ■ Consistent with the adopted Master Plan, the 17th green was reconstructed and opened in the summer, and the old clubhouse was demolished. ■ Staff continued to provide quality customer service offering an excellent value to the golfing public through courteous professional service and reasonable pricing. ■ Additional junior camps were added improving the accessibility of golf to children at an affordable rate. 3-155 COMMUNITY SERVICES M"LEWOOD GOLF COURSE DIVISION HIGHLIGHT Maplewood Golf Course: Eighty-three percent (83%) of those surveyed indicated that the Playing Conditions at Maplewood Golf Course are "Above Average" to "Excellent." Over 71,000 rounds of golf are played at Maplewood each year. The course offers a wide variety of playing opportunities and experiences for different skill levels and playing abilities. Because this course is open to the public and serves experienced as well as inexperienced golfers, overcoming the increased pressures of high demand while meeting the demands of providing a wide range of golf opportunities can be a difficult task. Scheduled routine maintenance items such as aerifying and top-dressing the greens, tees, and fairways are crucial to maintaining the course in optimum playing condition. MAPLEWOOD GOLF COURSE GOLF COURSE CUSTOMER SATISFACTION SURVEY RESULTS Fair 0% Poo Average 0% 17% Excellent 23% 0 Excellent ■Above Average E3 Average 0 Fair ®Poor Above Average 60% r 3-156 COMMUNITY SERVICES MAPLEWOOD GOLF COURSE Driving Range: Ninety percent (90%) of the respondents rated the cleanliness and appearance of the Driving Range as "Above Average" to "Excellent." This includes the restrooms, lobby area, hitting stations, netting, and synthetic turf. This is the first year this survey has been conducted and also the first full year with the new synthetic turf. While Maplewood doesn't have hard statistics indicating that the cleanliness and appearance have improved, the comments received by the Pro Shop staff indicate the synthetic turf has improved the appearance tremendously. Golf balls do not get plugged into the driving range; there are no turf bare spots, and no puddles of water. The number of buckets sold has also increased from previous years. MAPLEWOOD GOLF COURSE DRIVING RANGE CUSTOMER SATISFACTION SURVEY RESULTS Average Fair Poor 10% 0% 0% r. ■Excellent w Above Average ®Average Excellent p Fair 57% ®Poor ar Above Average 33% irr r ow aw No 3-157 COMMUNITY SERVICES MAPLEWOOD GOLF COURSE 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Continue implementation of the adopted Master Plan by finalizing plans for 3,4 -� a new maintenance building. ■ Continue to improve course conditions by asphalting existing gravel cart 1,3,4 paths on the back nine holes. ■ Continue to provide excellent customer service and value to the patrons of 1,3,4 the golf complex through courteous professional service and reasonable pricing. ■ Continue to improve golf accessibility for children through classes, seminars, 1,3,4 and affordable pricing at the driving range and on the course. APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg w Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 345,344 365,672 448,381 401,018 476,600 6.3% Part Time Salaries 220,887 249,689 248,685 271,386 256,300 3.1% Overtime 6,009 4,777 9,568 5,958 9,700 1.4% Personnel Benefits 148,449 154,067 175,954 174,574 198,500 12.8% Supplies 276,724 286,928 321,389 314,442 324,500 1.0% Other Services&Charges 137,371 164,090 140,334 204,965 141,700 1.0% Intergovernmental Services 128,200 331,000 373,436 311,196 150,000 -59.8% Capital Outlay 6,982 51,730 165,000 140,749 100,800 -38.9% Debt Services 930,780 458,585 455,508 458,893 475,500 4.4% Interfund Payments 154,238 112,999 112,999 112,999 115,300 2.0% Operating Total 2,354,984 2,179,537 2,451,254 2,396,180 2,248,900 -8.3% CIP 125,487 0 0 0 0 N/A CIP-Golf Irrigation System& 27,527 0 0 0 0 N/A ,Improvements Total 2,507,998 2,179,537 2,451,254 2,396,180 2,248,900 -8.3% Old l WI 3-158 COMMUNITY SERVICES .. MAPLEWOOD GOLF COURSE 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $2,416,254 2002 CHANGES: Salaries 36,000 Benefits 22,500 Transfer to Golf CIP Fund -223,400 Debt Service -9,200 All Other 6,746 2002 BUDGET $2,248,900 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local .. 2170. Non-represented and management employees' salaries also increased by 3 percent. .� The following positions were reclassified in 2001: Golf Course Supervisor, Lead Golf Course Maintenance Worker, Golf Course Maintenance Worker III, Golf Course Maintenance Worker II, and Golf Course Maintenance Worker I. Reclassified positions are given an �. increase of at least 5 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's contribution to PERS II decreased by 2.9 percent. ■ Program funding for fund 424, Golf Course Capital Improvement Program was reduced by $223,400 from the previous budget. The 2002 budgeted transfer totals $150,000. • Debt Service costs for the Golf Course were reduced by $9,200. w 3-159 a a a rF RECREATION SERVICES a MISSION STATEMENT Promote and support a more livable community by providing opportunities for the public to participate in diverse recreational, cultural, athletic, and aquatic programs and activities. 4 DIVISION OVERVIEW Expenditure Comparison $1,250,000 $1,000,000 $750,000 $500,000 $250,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Bud et Actual Budget 2001/2002 Total Appropriation 907,037 907,762 1,090,591 997,867 1,058,100 -3.0% K� CORE SERVICES ■ Wide range of recreation programs and classes ■ Opportunities for participation in athletic and fitness activities ■ Entertainment and cultural arts programs and events ■ Aquatic programs ■ Scheduling and coordination of places for people to gather and recreate 3-160 00 COMMUNITY SERVICES No RECREATION SERVICES CORE SERVICE OUTCOMES io ■ New or improved recreational skills ■ Increased levels of physical fitness and wellness +•`+ ■ Greater exposure to the arts ■ Increased opportunities for enjoying aquatic activities • Increased social interaction and greater enjoyment of life STAFFING LEVELS (Full Time Equivalent Employees - FTE) aw 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 be Regular 9.0 9.0 8.0 8.0 8.0 0.0% Temporary Part Time 4.8 4.8 4.8 4.8 4.8 0.0% Intermittent Part Time 10.8 11.8 11.8 11.8 11.8 0.0% Total FTE 24.6 25.6 24.6 24.6 24.6 0.0% w 2001 ACCOMPLISHMENTS ■ Developed an informational packet for independent youth and adult athletic organizations, outlining requirements for field requests. The request form and field use schedule gave clear directions and expectations to the user resulting in a streamlined application process. ■ Developed and implemented a survey for designated elementary grade groups that identified current interests and program preferences. This information will influence the 2002/03 programming decisions. w 0 Working with Washington Special Olympics, increased training opportunity for Special Recreation athletic program volunteers in volleyball, bowling, basketball, soccer and softball. Additionally two free 1 st aid and CPR certification programs were offered. 4. ■ "Club" Highlands and "Club" North Highlands Neighborhood Centers increased participation with over 300 active members in 2001. As an offspring of the "Club" philosophy, The Junior Leader Program has become a primary incentive, focussing on leadership, ownership and active participation. r r 3-161 COMMUNITY SERVICES RECREATION SERVICES DIVISION HIGHLIGHT Athletic Programs: Using a variety of delivery methods, the athletic program provides for organized leagues, educational programs, camps and activities for both youth and adults. Three factors contributed to this year's increase in attendance: increased field reservations r (7%), the addition of leagues (4 new leagues), camps offered (6 Youth Sports Camps), and the increase of participation in existing programs (Youth Track & Field up by 60 percent, Adult Volleyball Leagues up by 30 percent). ATHLETIC PROGRAMS , 150,000 100,000 50,000 1998 1999 2000 2001 Will 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PIAN GOALS (Page 3-1) ■ Enhance neighborhood out-reach programming to the summer playground 2,3,4 and neighborhood centers through guest performances, art classes, and workshops. M ■ Develop youth focus groups at the middle and high school levels to help 3,4 recreation staff develop target programs that reflect the interests of that population. ■ Develop an athletic program web link that will provide participants access to 3,4 to current standings, game results or special notices. ■ Provide customer service training for first contact staff at neighborhood 3,4 programs that reinforces the mission and provides a standard of quality. ■ Plan and implement Outdoor Adventures program opportunities for 4 developmentally disabled participants. r u, r 3-162 'i COMMUNITY SERVICES No RECREATION SERVICES APPROPRIATION BY OBJECT OF EXPENDITURE No 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 tow Regular Salaries 362,005 356,200 441,100 350,906 394,600 -10.5% Part Time Salaries 256,729 274,627 360,586 341,777 371,000 2.9% Overtime 11,651 14,437 11,876 13,713 12,200 2.7% Personnel Benefits 148,431 145,181 158,153 142,276 157,300 -0.5% r Supplies Pp 37,475 38,316 38,998 36,509 39,400 1.0% Other Services&Charges 90,746 79,001 79,878 112,686 83,600 4.7% Operating Total 907,037 907,762 1,090,591 997,867 1,058,100 -3.0% �r CIP 0 0 0 0 0 N/A Total 907,037 907,762 1,090,591 997,867 1,058,100 -3.0% iwr 2002 FUNDING DECISIONS im 2001 ORIGINAL ADOPTED BUDGET: $1,090,591 imo 2002 CHANGES: Salaries -35,800 Benefits -900 All Other 4,209 `o 2002 BUDGET $1,058,100 ow ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local Im 2170. Non-represented and management employees' salaries also increased by 3 percent. ow ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. a• ■ The City's contribution to PERS II decreased by 2.9 percent. ■ Salary and benefit reductions resulted from positions shifting between divisions. See the w+ FTE listing at the end of the Community Services section for details. 3-163 Lf MUNITRViCES RENTON COMMUNITY CENTER I MISSION STATEMENT Provide opportunities for the public to participate in diversified programs of recreational activities designed to meet the needs of all age groups who live and/or work in the City of Renton. DIVISION OVERVIEW Expenditure Comparison $1,500,000 $1,200,000 $900,000 $600,000 $300,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget EXPENDITURE BUDGET tii 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Bud et 2001/2002 Total Appropriation 1,092,402 1,143,301 1,102,477 1,313,533 1,256,000 13.9% www PROGRAM ACTIVITY Responsible for providing comprehensive fitness and recreational activities, as well as providing space for special events such as weddings, workshops, and meetings. t rl 3-164 *. COMMUNITY SERVICES 4W RENTON COMMUNITY CENTER STAFFING LEVELS (Full Time Equivalent Employees — FTE) aw 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 +rr Regular 8.8 8.8 10.0 10.0 10.0 0.0% Temporary Part Time 3.8 3.8 3.8 3.8 3.8 0.0% Intermittent Part Time 5.7 5.7 5.7 5.7 5.7 0.0% Total FTE 18.3 18.3 19.5 19.5 19.5 6.6% 2001 ACCOMPLISHMENTS ■ Opened the Cedar River Boathouse with boating and aquatic programs now available year-round. low ■ Completed renovation of Carco theatre, including new seating, carpeting, lobby lighting and office. ■ Expanded outdoor recreation programs throughout the community, through organized hikes, bike rides and interpretive programs. ■ Implemented point of sale and membership software at the RCC to improve customer service, financial accountability and attendance reporting. ■ Improved the marketing of the Renton Community Center and Carco Theatre with w revised rental brochures, glossy quarterly brochure, birthday party packages, and new materials such as the Community Center Coffee Break and Renton's Riches. so DIVISION HIGHLIGHT a The Renton Community Center Fitness Room's attendance continues to increase due to increased marketing as well as replacement of outdated equipment with current exercise equipment trends in the fitness industry. FITNESS ROOMS 50,000 `r 40,000 30,000 20,000 YAW 10,000 a , ALER 1998 1999 2000 2001 r. 3-165 COMMUNITY SERVICES RENTON COMMUNITY CENTER Id 2002 OBJECTIVES AS RELATED GOAL# ' TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Increase revenue and efficiency at the Gene Coulon Memorial Beach Park 4 boat launch with an automated fee collection box. ■ Implement interactive voice recognition registration, (IVR), and on-line 3, 4 internet registration software at the Renton Community Center to improve customer service. This software allows 24/7 registration for recreation classes and programs. ■ Begin implementation of the Renton Community Center's weight room plan 4 for replacement of equipment, based on Outcome Management customer survey. ■ Increase youth drama opportunities and diversity at Carco Theatre. 4 ■ Update City of Renton's web page for viewing rental facilities at Renton 3, 4 Community Center and Carco Theatre. APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 370,225 373,683 407,800 436,732 473,400 16.1% Part Time Salaries 278,766 299,903 256,734 344,084 262,100 2.1% Overtime 1,488 2,543 13,800 2,370 14,200 2.9% Personnel Benefits 146,378 153,255 147,334 153,713 152,000 3.2% Supplies 26,781 23,383 26,636 30,356 26,900 1.0% Other Services&Charges 268,764 290,534 250,173 346,278 327,400 30.9% Operating Total 1,092,402 1,143,301 1,102,477 1,313,533 1,256,000 13.9% CIP 0 0 0 0 0 N/A Total 1,092,402 1,143,301 1,102,477 1,313,533 1,256,000 13.9% 3-166 COMMUNITY SERVICES RENTON COMMUNITY CENTER 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $1,102,4]] 2002 CHANGES: +. Salaries 71,400 Benefits 4,700 Self Sustaining Program Expansion 59,000 Software Maintenance 18,000 All Other 423 2002 BUDGET $1,256,000 Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local w 2170. Non-represented and management employees' salaries also increased by 3 percent. 6. . Medical and dental expense budgets were increased by 13 percent due to increased costs. The City's contribution to PERS II decreased by 2.9 percent. ■ Salary and benefit increases resulted from positions shifting between divisions. See the HE aw listing at the end of the Community Services section for details. ■ The increase in appropriations is offset with revenue generated by user fees. 40 ■ Software maintenance contract for the new voice recognition registration system for classes and programs. No No ON AW 1. i.. 3-167 rFRENTON SENIOR ACTIVITY CENTER MISSION STATEMENT To provide a focal point in our community for quality recreational, social, health, educational and nutritional services for persons 55 years and older, which will enhance the quality of life for senior adults in our community. i DIVISION OVERVIEW Expenditure Comparison $750,000 $600,000 $450,000 $300,000 $150,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget r_ EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 556,227 616,819 616,966 610,212 625,100 1.3% t PROGRAM ACTIVITY ' The Renton Senior Activity Center provides a variety of social, health, and recreation programs for Renton's senior citizen population. Essential services include a nutrition program, Meals-On-Wheels, medical clinic, foot care, legal services, transportation services, and a variety of recreational activities. rrr 3-168 to. COMMUNITY SERVICES w RENTON SENIOR ACTIVITY CENTER STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 `rr Regular 4.0 4.0 4.0 4.0 4.0 0.0% Temporary Part Time 2.2 2.2 2.2 2.2 2.2 0.0% Intermittent Part Time 1.4 1.4 1.4 1.4 1.4 0.0% Iiia Total HE 7.6 7.6 7.6 7.6 7.6 0.0% 2001 ACCOMPLISHMENTS ■ In cooperation with Hazen High School students, two very successful Intergenerational parties were hosted at the Renton Senior Activity Center. The two events, a Renton Centennial Dance and a 50's party attracted 450 senior citizens and 50 High School students. The students assisted in the planning of each event, while also participating and volunteering during the events. `w ■ Staff and volunteers produced a Senior Citizen Talent Show at Carco Theatre. Over 100 senior citizens took part in the two performances, which drew an audience of over 500 up people. ■ Planned and organized a Housing Options Fair for senior citizens. Representatives from a variety of senior housing projects were available to answer questions and explain aw housing options in Renton. ■ Established a Pet Food Program through the Humane Society that provides "free" pet food for Renton area senior citizens on a monthly basis. This program was funded by a to Will bequest of a Renton resident. .. `. 3-169 COMMUNITY SERVICES d RENTON SwoR AcriviTY CENTER DIVISION HIGHLIGHT The Renton Senior Center has a fantastic Banquet Room available for weekend rentals. Use of the banquet room has consistently increased over the past five years. Exceptional customer service along with fair rental rates has made this a great service that the Center offers to the community. _ NUMBER OF PEOPLE SERVED BY RENTAL OF BANQUET ROOMS 16,000 - 14,200 14,000 13,400 12,600 11,800 12,000 - 10,600 10,000- 8,000- 6,000- 4,000- -14 0,0008,0006,0004,000 - 2,000- 0 -- 1997 ,00001997 1998 1999 2000 2001 di 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Increase options and improve customer service by initiating Internet and 3,4 telephone registration for classes. ■ Create and publish a quarterly promotional senior center "newspaper". 31 This newspaper will feature articles on people and highlight special programs of the quarter. Increasing visibility and interest in the programs will be the goal of this project. • Increase focus on offering more educational oriented classes. 4 ■ Improve publicity and marketing of special events by creating a Special 3,4 Events Bulletin Board in a visible part of the facility. 3-170 .. COMMUNITY SERVICES .. RENTON SENIOR ACTIVITY CENTER APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 176,932 185,294 190,100 192,495 197,600 3.9% Part Time Salaries 96,921 103,415 103,121 107,471 106,200 3.0% Overtime 3,997 1,807 2,200 2,723 2,300 4.5% Personnel Benefits 69,241 68,332 71,803 70,665 70,400 -2.0% Supplies 9,251 11,921 10,748 11,625 10,900 1.4% Other Services &Charges 199,885 246,050 238,994 225,233 237,700 -0.5% Capital Outla0 0 0 0 0 N/A Operating Total 556,227 616,819 616,966 610,212 625,100 1.3% CIP 0 0 0 0 0 N/A Total 556,227 616,819 616,966 610,212 625,100 1.3% irr 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $616,966 rr. 2002 CHANGES: "" Salaries 10,700 Benefits -1,400 All Other -1,166 2002 BUDGET $625,100 4W ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the ow final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. ■. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's contribution to PERS II decreased by 2.9 percent. us to ow UW 3-171 a.: rF k HUMAN SERVICES MISSION STATEMENT Support an integrated system of human services, resources, and opportunities for Renton residents so that families can be safe, are physically and mentally healthy, can develop to their fullest capacity, have a network of support, can acquire skills and knowledge to support them throughout their lives, are able to consistently meet their own needs for food, clothing, and shelter, and have the chance to pursue their chosen standard of living. r DIVISION OVERVIEW Expenditure Comparison $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget A DIVISION OVERVIEW— COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Expenditure Comparison , $500,000 $400,000 $300,000 } $200,000 $100,000 ens $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget 3-172 1W COMMUNITY SERVICES HumAN SERVICES EXPENDITURE BUDGET ow 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 No Total Appropriation 456,234 499,696 474,490 509,175 575,300 21.2% 00 EXPENDITURE BUDGET COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) ryr 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 399,267 346,085 323,475 260,388 305,100 -5.7% to Note: In addition to the appropriation amount for CDBG, the City is allocated grant funding from the county for capital projects. No CORE SERVICES VW ■ Maintain affordable housing ■ Information and referral ON • Assist prosecution in domestic violence misdemeanor cases on CORE SERVICE OUTCOMES ■ Decrease health and safety risks for clients of the Housing Repair Assistance Program r. ■ Improved knowledge of community resources by City and School District staff ■ Increase the victim's knowledge of safety planning for their personal safety ■ Increase the victim's knowledge of the criminal justice and judicial process in the City of No Renton ,w STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular-Human Services 3.0 3.0 3.0 3.0 3.0 0.0% Regular-CDBG 3.0 3.0 3.0 3.0 3.0 0.0% Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 0.0% Total FTE 6.2 6.2 6.2 6.2 6.2 0.0% it ur 3-173 COMMUNITY SERVICES HUMAN SERVICES 2001 ACCOMPLISHMENTS ■ The Renton Domestic Violence Task Force gave a presentation to the Renton Ecumenical Association of Churches in October, during National Domestic Violence month. Each church received a packet of material so they could set up their own information displays. The Task Force also had a booth at Renton River Days in order to educate the public about domestic violence. • The Summer Lunch Program successfully expanded to its third location, at the Renton Housing Authority. Lunches were offered as part of a recreation program that the Recreation Division put on for children during the summer. • Nine donors gave over $6,900 to the City of Renton Scholarship Program. These donors include: Renton Foundation, Microsoft, Soroptimists, Rotary, the Renton Management Association, Renton Police Athletic Association, Kiwanis, Rainier Car Club, and an individual donor. The scholarships allowed Renton families to participate in City of Renton sponsored classes and activities. DIVISION HIGHLIGHT In 2001, the summer lunch program operated at three sites: Super Fun at King of Glory Church, Royal Hills Elementary School, and the Renton Housing Authority Sunset Terrace. The Housing Authority is a new site for the program, and the lunch program is offered along with the recreational program at the site. The program at Royal Hills is a very successful collaboration between City departments and divisions, community organizations, and churches. The Renton Ecumenical Association consists of five churches which provide volunteers for each day that the program is offered. The volunteers serve as mentors and friends to the participating children. Before and after lunch activities are planned four days per week. The police department provides on-site supervisions, purchases materials, and provides activities on Fridays. The Renton Library donated hundreds of used books. The Fire Department sends fire engines, staff and games to the site. Super Fun primarily serves the children who attend the summer pre-school, camps, and daycare at a location that is now called Vision Prepatory Academy. Because it was tied in to the programs offered at the academy, there are not additional activities offered. The program is open to the children who live in the surrounding community. uy 3-174 *AW COMMUNITY SERVICES HUMAN SERVICES SUMMER LUNCH PROGRAM 25,000 r■ 20,000 15,000 10,000 r 5,000 1998 1999 2000 2001 ■Lunches Served (3 sites) +r. 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Update Renton's human services needs assessment, Linkages, to better 4 identify current needs and facilitate the linking of individuals and agencies to address those needs using existing resources. ■ Continue progress toward a cohesive, coordinated response to domestic 3 violence that increases the accountability of batterers and the awareness of personal safety of victims. ■ Provide assistance to maintain affordable housing stock. 2 ■ Ensure that low and moderate-income Renton residents, and persons with 4 disabilities, have access to human services. VW ■ Facilitate participation in City sponsored classes and activities. 4 w APPROPRIATION BY OBJECT OF EXPENDITURE- HUMAN SERVICES 1999 2000 2001 2001 2002 %Chg ire Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 101,157 148,012 146,836 150,878 167,300 13.9% Part Time Salaries 47,189 5,321 10,410 15,820 7,200 -30.8% 4W Overtime 0 0 1,600 67 1,600 0.0% Personnel Benefits 41,577 43,921 49,695 39,589 44,200 -11.1% Supplies 3,335 8,222 3,898 5,343 1,300 -66.6% tm Other Services&Charges 262,976 294,220 262,051 297,478 353,700 35.0% Operating Total 456,234 499,696 474,490 509,175 575,300 21.27o CIP 0 0 0 0 0 N/A 1W Total 456,234 499,696 474,490 509,175 575,300 21.2% 1r■ "W 3-175 1-1 COMMUNITY SERVICES HUMAN SERVICES APPROPRIATION BY OBJECT OF EXPENDITURE- COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 84,815 130,223 136,728 124,190 138,400 1.2% Part Time Salaries 61,632 21,956 25,070 23,056 26,000 3.7% Overtime 1,013 744 1,200 594 1,000 -16.7% Personnel Benefits 35,919 35,571 35,128 29,843 35,300 0.5% Supplies 14,005 10,698 10,000 10,083 10,000 0.0% Other Services&Charges 65,817 74,893 72,449 72,622 81,400 12.47o Capital Outla0 0 42,900 0 0 -100.0% Operating Total 263,201 274,085 323,475 260,388 292,100 -9.7% CIP 136,066 72,000 0 0 13,000 N/A Total 399,267 346,085 323,475 260,388 305,100 -5.7% Vill Note: Due to fluctuations of Community Development Block Grant funds, actual dollars appropriated to CDBG Programs are subject to change throughout the year and may require mid-year budget adjustments. TOTAL CDBG BENEFIT TO CITY OF RENTON RESIDENTS di Some federal CDBG funds are administered by King County directly to programs benefiting Renton residents based on the City's recommendations. The King County amount shown below indicates the benefit to Renton, even though it is not reflected in the City's revenue or 14 expenditure amounts. 2002 Allocation Budget City 282,730 King County 70,000 Total 352,730 3-176 t1. COMMUNITY SERVICES HUMAN SERVICES 2002 FUNDING DECISIONS — HUMAN SERVICES 2001 ORIGINAL ADOPTED BUDGET: $474,490 2002 CHANGES: Salaries 17,300 Benefits -5,500 Housing Repair Program 13,000 `W Contracted Services 26,000 Summer Lunch Program 45,200 "W All Other 4,810 2002 BUDGET $575,300 .n ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the ow final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. 1W ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. t. ■ The City's contribution to PERS II decreased by 2.9 percent. a. ■ Housing Repair Program appropriation is offset by donations. • Received additional funding from the General Fund to increase contracted services to 4. $228,300 for 2002. ■ Summer Lunch Program expansion to include the Renton Housing Authority Sunset to Terrace. Program is self-sustaining. r 1W 6W 3-177 COMMUNITY SERVICES HUMAN SERVICES 2002 FUNDING DECISIONS — CDBG (FUND 104) 2001 ORIGINAL ADOPTED BUDGET: $279,675 2002 CHANGES: Salaries 2,400 Benefits 200 Consultant Fees-Emergency Repair 3,000 Public Services 6,900 All Other 12,925 2002 BUDGET $305,100 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's contribution to PERS II decreased by 2.9 percent. • Additional grant funding increases 2002 total appropriations for the Emergency Repair Assistance Program to $11,000, and $65,100 for Public Services. 3-178 ; # 3�++MUN "1'�C�ERV�CFS a LIBRARY MISSION STATEMENT w. The Library Division provides library materials and services to help community residents obtain information that meets their personal, educational, and professional needs. The Library serves primarily as a popular materials library for all residents of the community. Museum services are an integral part of the Division and have been included in o, the library budget section since 1993. DIVISION OVERVIEW Expenditure Comparison fAr $1,500,000 $1,200,000 $900,000 iiw $600,000 $300,000 No $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget Uw EXPENDITURE BUDGET 1999 2000 2001 2001 2002 Chg Actual Actual Budget Actual Budget 2001/2002 'w Total Appropriation 1,248,203 1,337,294 1,389,250 1,357,485 1,439,100 3.6% +r CORE SERVICES 1w ■ Collection ■ Children's services ■ Information services so aw 3-179 COMMUNITY SERVICES LIBRARY CORE SERVICE OUTCOMES ■ Library materials that meet current customer needs ■ Library reading program enjoyed by children of all ages; library activities that introduce children to books and reading ■ Broad range of current library materials; access to local, regional, statewide, national, and international print and electronic information resources; responsive services STAFFING LEVELS (Full Time Equivalent Employees — FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 15.0 15.0 15.0 15.0 15.0 0.0% Temporary Part Time 1.6 1.6 1.6 1.6 1.6 0.0% Intermittent Part Time 6.9 6.9 6.9 6.9 6.9 0.0% Total HE 23.5 23.5 23.5 23.5 23.5 0.0% 2001 ACCOMPLISHMENTS ■ Acquired, cataloged, and processed over 11,118 books, 500 magazine subscriptions and 2,053 videos. • Circulated 382,443 library materials of interest to library users. • Encourage children to read, and attracted over 10,716 participants to special activities and programs. ■ Provide citizen access to off-site library resources by maximizing interlibrary loan (527), internet use (6,509), and reciprocal borrowing from King County Library System. ■ Encourage Renton Historical Society Museum attendance (3,307) and participation in outreach activities (4,205). _ DIVISION HIGHLIGHT Use of the Library continues to grow as measured by check-out or circulation of library materials. This trend seems to reflect the increased community interest in education and life- long learning. The 2001 Customer Satisfaction Survey confirmed that reading activities and aid children's services are of major importance to users. Survey information is posted on the Library page of the City of Renton website at www.ci.renton.wa.us. The chart represents the circulation of library materials from the two Renton public libraries from 1995 to 2001. It does not include use in the buildings, which is substantial. w 3-180 `w COMMUNITY SERVICES up LIBRARY LIBRARY CIRCULATION Wo 500,000 - 400,000 300,000 rr 200,000 100,000 - 0 - 1995 00,00001995 1996 1997 1998 1999 2000 2001 %W 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Acquire, catalog, and process over 8,000 books, 1,200 videos, and: weekly, 4 ow monthly, and quarterly issues of 500 magazine subscriptions. ■ Circulate over 350,000 library materials of interest to library users. 4 ow ■ Encourage children to read, and attract over 9,000 participants to special 4 activities and programs. ■ Provide citizen access to off-site library resources by maximizing interlibrary 4 "' loan, internet use, and reciprocal borrowing from the King County Library System. ■ Encourage Renton Historical Society Museum attendance and 4 participation in activities. sw APPROPRIATION BY OBJECT OF EXPENDITURE +ter 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 670,731 679,336 715,900 668,200 727,300 1.6% OW Part Time Salaries 119,029 155,926 170,680 180,938 175,700 2.9% Overtime 191,284 1,042 2,200 869 2,200 0.0% Personnel Benefits 202,061 192,820 195,694 180,493 204,300 4.4% VW Supplies 56,579 223,264 219,564 235,671 226,300 3.1% Other Services&Charges 7,126 77,880 84,212 91,314 102,300 21.5% Capital Outla1,248,203 7,026 1,000 0 1,000 0.0% aw Operating Total 1,248,203 1,337,294 1,389,250 1,357,485 1,439,100 3.6% CIP 0 0 0 0 0 N/A Total 1,248,203 1,337,294 1,389,250 1,357,485 1,439,100 3.6% rr Wr 3-181 b COMMUNITY SERVICES LIBRARY 2002 FUNDING DECISIONS 2001 ORIGINAL.ADOPTED BUDGET: $1,3891250 , 2002 CHANGES: Salaries 16,500 Benefits 8,700 Dynix Software Maintenance Agreement 10,000 Earthquake Bracing 5,100 State Library Contract 3,700 All Other 5,850 2002 BUDGET $1,439,100 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. • The City's contribution to PERS II decreased by 2.9 percent. ■ Software maintenance contract for the automated circulation system and on-line public access catalog. ■ Additional funding allows for earthquake bracing for the bookshelves. ■ State Library contract increased by 20 percent. The total 2002 appropriation is $22,000. r 3-182 COMMUNITY SERVICES POSITION LISTING w. 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget aw ADMINISTRATION: M49 Community Services Administrator 0.0 0.0 1.0 1.0 1.0 ow M43 Community Services Administrator 1.0 1.0 0.0 0.0 0.0 M37 Recreation Director 1.0 1.0 1.0 1.0 1.0 M37 Parks Director 1.0 1.0 1.0 1.0 1.0 M37 Facilities Director 1.0 1.0 1.0 1.0 1.0 M28 Capital Improvement Project Manager 1.0 1.0 1.0 1.0 1.0 M26 Recreation Manager 1.0 1.0 1.0 1.0 1.0 N 1 1 Administrative Secretary 11 1.0 1.0 1.0 1.0 1.0 A07 Secretary 11 2.0 3.0 3.0 3.0 3.0 Total Regular Staffing 9.0 10.0 10.0 10.0 10.0 Imp Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 TOTAL ADMINISTRATION 9.2 10.2 10.2 10.2 10.2 ow FACILITIES: M26 Facilities Manager 1.0 1.0 1.0 1.0 1.0 A25 Capital Improvement Project Coordinator 1.0 1.0 3.0 3.0 3.0 o" A25 Facilities Coordinator 1.0 1.0 1.0 1.0 1.0 A20 Facilities Supervisor 1.0 1.0 1.0 1.0 1.0 A19 HVAC Systems Technician 1.0 1.0 1.0 1.0 1.0 10 A17 Custodial Services Supervisor 1.0 1.0 2.0 2.0 2.0 A13 Facilities Technician 3.5 3.5 3.5 3.5 3.5 A10 Lead Maintenance Custodian 1.0 1.0 0.0 0.0 0.0 %W A07 Maintenance Custodian 5.0 5.0 5.0 5.0 5.0 A04 Lead Custodian 1.0 1.0 1.0 1.0 1.0 A01 Custodian 3.2 3.2 3.0 3.0 3.0 "W Total Regular Staffing 19.7 19.7 21.5 21.5 21.5 Temporary Part Time 1.8 2.1 2.1 2.1 2.1 Intermittent Part Time 1.2 1.2 1.2 1.2 1.2 `" Total Facilities 22.7 23.0 24.8 24.8 24.8 Leased City Properties ow A13 Facilities Technician 0.0 0.5 0.5 0.5 0.5 A01 Custodian 0.0 1.0 1.0 1.0 1.0 Total Regular Staffing 0.0 1.5 1.5 1.5 1.5 %W Total Leased City Properties 0.0 1.5 1.5 1.5 1.5 Total Regular Staffing 19.7 21.2 23.0 23.0 23.0 Temporary Part Time 1.8 2.1 2.1 2.1 2.1 Intermittent Part Time 1.2 1.2 1.2 1.2 1.2 TOTAL FACILITIES 22.7 24.5 26.3 26.3 26.3 ow 3-183 COMMUNITY SERVICES POSITION LISTING 1999 2000 2001 2001 2002 l Grade Title Actual Actual Budget Actual Budget PARKS: Maintenance M26 Park Maintenance Manager 1.0 1.0 1.0 1.0 1.0 A21 Park Maintenance Supervisor 0.0 0.0 2.0 2.0 2.0 t A20 Park Maintenance Supervisor 2.0 2.0 0.0 0.0 0.0 A16 Lead Park Maintenance Worker 0.0 0.0 2.0 2.0 2.0 A15 Lead Park Maintenance Worker 2.0 2.0 0.0 0.0 0.0 fi Al2 Park Maintenance Worker III 0.0 0.0 14.0 14.0 14.0 All Park Maintenance Worker III 13.0 13.0 0.0 0.0 0.0 A08 Park Maintenance Worker II 0.0 0.0 1.0 1.0 1.0 y A07 Park Maintenance Worker II 2.0 2.0 0.0 0.0 0.0 A04 Park Maintenance Worker 1 0.0 0.0 1.0 1.0 1.0 A03 Park Maintenance Worker 1 1.0 1.0 0.0 0.0 0.0 Total Regular Staffing 21.0 21.0 21.0 21.0 21.0 Temporary Part Time 3.1 4.1 4.1 4.1 4.1 Intermittent Part Time 8.1 9.2 9.2 9.2 9.2 , Total Maintenance 32.2 34.3 34.3 34.3 34.3 GOLF COURSE: Golf Administration M26 Golf Course Manager 1.0 1.0 1.0 1.0 1.0 A08 Golf Course Operations Specialist 1.0 1.0 1.0 1.0 1.0 A07 Maintenance Custodian 0.0 0.0 1.0 1.0 1.0 A01 Custodian 1.0 1.0 0.0 0.0 0.0 Total Regular Staffing 3.0 3.0 3.0 3.0 3.0 Intermittent Part Time 0.2 0.5 0.5 0.5 0.5 Total Golf Administration 3.2 3.5 3.5 3.5 3.5 Golf Course Maintenance M21 Golf Course Supervisor 0.0 0.0 1.0 1.0 1.0 46 M20 Golf Course Supervisor 1.0 1.0 0.0 0.0 0.0 A16 Lead Golf Course Maintenance Worker 0.0 0.0 1.0 1.0 1.0 All Grounds Equipment Mechanic 1.0 1.0 1.0 1.0 1.0 All Golf Course Maintenance Worker III 2.0 2.0 0.0 0.0 0.0 A08 Golf Course Maintenance Worker II 0.0 0.0 1.0 1.0 1.0 Total Regular Staffing 4.0 4.0 4.0 4.0 4.0 11116 Temporary Part Time 1.3 2.2 2.2 2.2 2.2 Intermittent Part Time 3.8 2.2 2.2 2.2 2.2 Total Golf Maintenance 9.1 8.4 8.4 8.4 8.4 ti 3-184 ow COMMUNITY SERVICES POSITION LISTING Ow 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget r Pro-Shop/Driving Range wr M20 Golf Professional 1.0 1.0 1.0 1.0 1.0 N 1 1 Assistant Golf Professional 0.0 0.0 1.0 1.0 1.0 N09 Assistant Golf Professional 1.0 1.0 0.0 0.0 0.0 r A04 Pro Shop Assistant 0.0 0.0 1.0 1.0 1.0 Total Regular Staffing 2.0 2.0 3.0 3.0 3.0 Temporary Part Time 1.7 1.7 1.7 1.7 1.7 wr Intermittent Part Time 3.7 3.8 3.8 3.8 3.8 Total Pro-Shop/Driving Range 7.4 7.5 8.5 8.5 8.5 Total Regular Staffing 9.0 9.0 10.0 10.0 10.0 Total Temporary Part Time 3.0 3.9 3.9 3.9 3.9 Vw Total Intermittent Part Time 7.7 6.5 6.5 6.5 6.5 Total Golf Course 19.7 19.4 20.4 20.4 20.4 wr Total Regular Staffing 30.0 30.0 31.0 31.0 31.0 Total Temporary Part Time 6.1 8.0 8.0 8.0 8.0 Total Intermittent Part Time 15.8 15.7 15.7 15.7 15.7 TOTAL PARKS 51.9 53.7 54.7 54.7 54.7 we RECREATION: Recreation Services vr. M25 Recreation Supervisor 1.0 1.0 1.0 1.0 1.0 A18 Recreation Program Coordinator 3.0 3.0 3.0 3.0 3.0 A14 Recreation Specialist II 4.0 4.0 3.0 3.0 3.0 wr. All Recreation Specialist 1 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 9.0 9.0 8.0 8.0 8.0 Temporary Part Time 4.8 4.8 4.8 4.8 4.8 �r Intermittent Part Time 10.8 11.8 11.8 11.8 11.8 Total Recreation Services 24.6 25.6 24.6 24.6 24.6 Renton Community Center M25 Recreation Supervisor 1.0 1.0 1.0 1.0 1.0 M20 Community Center Coordinator 1.0 1.0 1.0 1.0 1.0 A18 Recreation Program Coordinator 1.0 1.0 1.0 1.0 1.0 A14 Recreational Specialist 11 0.0 0.0 1.0 1.0 1.0 Al2 Desktop Publishing Operator 1.0 1.0 1.0 1.0 1.0 w. A08 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0 A07 Maintenance Custodian 2.0 2.0 1.0 1.0 1.0 `r 6w I. 3-185 COMMUNITY SERVICES POSITION LISTING 1999 2000 2001 2001 2002 <�s Grade Title Actual Actual Budget Actual Budget A05 Office Assistant III 1.0 1.0 1.0 1.0 1.0 A01 Custodian 0.8 0.8 2.0 2.0 2.0 Total Regular Staffing 8.8 8.8 10.0 10.0 10.0 Temporary Part Time 3.8 3.8 3.8 3.8 3.8 Intermittent Part Time 5.7 5.7 5.7 5.7 5.7 Total Community Center 18.3 18.3 19.5 19.5 19.5 Renton Senior Activity Center M20 Senior Services Coordinator 1.0 1.0 1.0 1.0 1.0 A14 Recreation Specialist II 1.0 1.0 1.0 1.0 1.0 A07 Maintenance Custodian 1.0 1.0 1.0 1.0 1.0 A07 Secretary 1 0.0 0.0 1.0 1.0 1.0 A05 Secretary 1 1.0 1.0 0.0 0.0 0.0 Total Regular Staffing 4.0 4.0 4.0 4.0 4.0 Temporary Part Time 2.2 2.2 2.2 2.2 2.2 IN Intermittent Part Time 1.4 1.4 1.4 1.4 1.4 Total Renton Senior Activity Center 7.6 7.6 7.6 7.6 7.6 Total Regular Staffing 21.8 21.8 22.0 22.0 22.0 111111111 Temporary Part Time 10.8 10.8 10.8 10.8 10.8 Intermittent Part Time 17.9 18.9 18.9 18.9 18.9 TOTAL RECREATION 50.5 51.5 51.7 51.7 51.7 6111111 HUMAN SERVICES: Human Services M26 Human Services Manager 1.0 1.0 1.0 1.0 1.0 A14 Court Advocate(LT) 1.0 1.0 1.0 1.0 1.0 A07 Secretary II 0.0 0.0 1.0 1.0 1.0 is A07 Human Services Office Technician 1.0 1.0 0.0 0.0 0.0 Total Regular Staffing 3.0 3.0 3.0 3.0 3.0 Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 11 Total Human Services 3.2 3.2 3.2 3.2 3.2 Community Development Block Grants(CDBG) A18 Housing Assistant Specialist 1.0 1.0 1.0 1.0 1.0 A18 uubu speciausT(Li) 1.0 1.0 1.0 1.0 1.0 A07 Housing Maintenance Worker 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 3.0 3.0 3.0 3.0 3.0 Total CDBG 3.0 3.0 3.0 3.0 3.0 Total Regular Staffing 6.0 6.0 6.0 6.0 6.0 1111111111 Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 TOTAL HUMAN SERVICES 6.2 6.2 6.2 6.2 6.2 di 3-186 COMMUNITY SERVICES POSITION LISTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget yr LIBRARY: rrr M37 Library Director 1.0 1.0 1.0 1.0 1.0 M23 Assistant Library Director 1.0 1.0 1.0 1.0 1.0 N12 Museum Supervisor 1.0 1.0 1.0 1.0 1.0 `r A07 Secretary II 1.0 1.0 1.0 1.0 1.0 Total Library Administration 4.0 4.0 4.0 4.0 4.0 A17 Librarian 3.0 3.0 3.0 3.0 3.0 tAw Al2 Library Supervisor 2.0 2.0 2.0 2.0 2.0 A07 Library Technical Assistant 1.0 1.0 1.0 1.0 1.0 A03 Library Assistant 1 5.0 5.0 5.0 5.0 5.0 Total Library Services 11.0 11.0 11.0 11.0 11.0 Total Library/Museum Regular Staffing 15.0 15.0 15.0 15.0 15.0 Temporary Part Time 1.6 1.6 1.6 1.6 1.6 ww Intermittent Part Time 6.9 6.9 6.9 6.9 6.9 TOTAL LIBRARY 23.5 23.5 23.5 23.5 23.5 tor Total Regular Staffing 101.5 104.0 107.0 107.0 107.0 Total Temporary Part Time 20.3 22.5 22.5 22.5 22.5 Total Intermittent Part Time 42.2 43.1 43.1 43.1 43.1 it TOTAL COMMUNITY SERVICES 164.0 169.6 172.6 172.6 172.6 w wr ow 1w ow wr ow too 3-187 ENTON AHEAD OF THE CURVE 3-188 �1r r O , Planning/Building/Public Works IA it bw tow ORGANIZATION Im Administrator Gregg Zimmerman 1 r Administrative Support 3.1 aw rr Development Maintenance Transportation utility Services Services Systems Systems 41.2 65.8 39.8 26.7 wr Development Street/ Operations Water HPlanning Solid Waste H w PW Inspections Waste Water/ Design Surface Water and Permits Surface Water Aw Building Inspections Water Planning Waste Water/ and Permits Id Technical Services w• fleet Airport Solid Waste :1 +lw Total Full-Time Equivalent Employees: 177.6 aw «w to to 3-189 k' THE DEPARTMENT a MISSION STATEMENT The continuing goal of the Planning/Building/Public Works Department (P/B/PW) is a commitment to service. In order to react to demands for building and land use permits, growth management, infrastructure maintenance and other concerns, the Department has been organized into five divisions: Administration, Development Services, Transportation Systems, Utility Systems, and Maintenance Services. DEPARTMENT OVERVIEW Expenditure Comparison $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 7,488,421 7,804,776 8,683,975 8,265,518 9,110,900 4.9% Part Time Salaries 223,083 215,877 410,678 268,190 410,300 -0.1% Overtime 151,213 134,947 168,813 168,266 184,100 9.1% s_ Personnel Benefits 2,178,807 2,229,504 2,408,403 2,185,062 2,454,400 1.9% Supplies 1,543,933 1,563,078 1,872,032 1,430,976 1,857,200 -0.8% Other Services&Charges 17,523,314 16,960,741 18,938,866 18,206,765 20,133,900 6.3% Intergovernmental Services 5,562,600 5,052,964 3,130,719 2,911,406 4,586,000 46.5% Capital Outlay 2,465,778 1,280,220 1,286,200 1,190,854 1,206,700 -6.2% Debt Service 3,863,905 3,976,528 4,107,111 3,696,624 3,475,100 -15.47o r Interfund Payments 2,748,125 2,421,898 8,589,360 8,567,698 2,864,300 -66.77o Operating Total 43,749,179 41,640,533 44,134,320 46,891,359 46,282,900 4.9% CIP (Airport Fund 630,468 0 1,443,100 831,930 268,000 -81.4% Total 44,379,647 41,640,533 51,039,257 47,723,289 46,550,900 -8.817o 3-190 "' PLANNING/BUILDING/PUBLIC WORKS im 2002 CAPIAL IMPROVEMENT PROGRAM(CIP) Budget rr As shown in the CIP and included in the 317 Fund appropriation total. 7,417,800 As shown in the CIP and included in the 421 Fund appropriation total. 9,660,000 �r Total $17,148,000 DIVISIONS BY FUND NUMBER The Planning/Building/Public Works Department includes the operations of the following divisions: Administration - General Fund 000 Development Services - General Fund 000 Transportation Systems-Street Fund 103/16 and Airport Fund 402 Utility Systems - Waterworks Utility Fund 401/18, Solid Waste Fund 403/18, Waterworks Revenue Bond Fund 451, and Technical Services- General Fund 000 Maintenance Services - Street Fund 103/19, Waterworks Utility Fund 401/19, Solid Waste Fund 403/19, and Equipment Rental Fund 501 ACTIVITY BY DIVISION The Planning/Building/Public Works Department operations are financed by nine funds including: General, Street, Water/Wastewater/Surface Water Utilities, Waterworks Revenue Bonds, Airport, Solid Waste Utility, Equipment Rental, and Transportation and Water/Wastewater/Surface Water Capital Improvement Funds. The Capital Improvement Funds reimburse operations for planning, design, management, and inspection services. Administration provides management and direction for the Planning/Building/Public Works Department. Development Services creates and maintains a safe and pleasant physical environment by ensuring compliance with codes and land use regulations, providing a public information counter and plan review of new construction, issuance of building permits and inspection services, and by overseeing environmental and land use planning issues related to development. Transportation Systems plans, designs, constructs, operates, and maintains a transportation system that provides safe and efficient movement of people and goods, enhances environmental quality, and is compatible with local and regional mobility goals and development objectives. Management of the Renton Municipal Airport, the fifth busiest airport in the state, is included in this division. Utility Systems insures Water, Wastewater, Surface Water, and Solid Waste systems are characterized by quality planning, engineering, operations, financial integrity, and customer services. Technical Services maintains property information and other records, manages automated mapping and geographic information systems and data analysis, and maintains survey documentation. 3-191 PLANNING/BUILDING/PUBLIC WORKS Maintenance Services operates and maintains the City's infrastructure including streets, sidewalks, bridges, equipment, water, wastewater, and surface water utility systems, and the Solid Waste Utility litter control program. MAJOR DEPARTMENT CHANGES 2002: • Personnel Costs ($503,600-All Divisions) Salary and benefit increase to maintain the same number of FTE's as the 2001 budget. Salary increases include cost of living and negotiated union contract costs. Benefits include a 13 percent increase in medical and dental costs. ■ King County Wastewater Treatment Contract Cost ($1,232,500 - Water Maintenance) King County Wastewater Treatment Services increased by 18.5 percent. This is a pass-through cost to Renton citizens from King County. ■ Contract Changes ($600,000-Solid Waste) This increase is necessary to match contractor rates applied in 2001. ■ Global Positioning System (GPS) Mapping Project ($0 - Technical Services, Transportation Operations, and Utility Systems) Global Position System technology provides accuracy in locating facilities and utility transmission and distribution systems in the City's right-of-way. The cost of this program will be covered by reallocating existing funds in Technical Services, Transportation Operations, and the Utility Systems CIP. Costs include a Limited Term Engineering Specialist and a part time Surveyor's Assistant. GPS equipment will be purchased from 2001 funds. This is a four-year program. a, ■ Airport Maintenance Worker($34,400-Airport) This request converts part time help to a permanent FTE. Part time help is currently used to regularly assist one full time Maintenance Worker due to safety requirements. ■ Equipment Rental ($124,700-Maintenance Services, Transportation, Utility Systems) Total cost of maintaining and replacing all city vehicles increased by 5.8 percent. This increase is due to replacements, repairs and equipment rental supplies. ■ New Vehicle Purchases ($100,000- Equipment Rental) Purchases for the following new programs: GPS Mapping System, Asphalt Grinding and Replacement, and Cedar River Trail Maintenance. ■ Street Patching ($23,100- Utility Maintenance Services) Work load increase for Street Maintenance due to street patching for Water, Sewer, and Surface Water utilities. ■ Chemical Supplies (-$74,000-Utility Maintenance) Reduced chemicals (fluo(de and CL2) due to conservation in water consumption. 3-192 �*"' PLANNING/BUILDING/PUBLIC WORKS ■ Dumping Fees (-$13,000-Street Maintenance) to Reduced asphalt-dumping fees due to the purchase of an asphalt grinder/loader. ■ Utility Tax($129,000- Utility Systems) "" Increase in Utility Tax on gross receipts for Water, Sewer, and Surface Water utilities. EXPENDITURE BUDGET BY DIVISION 1999 2000 2001 2001 2002 %Chg Divisions Actual Actual Budget Actual Budget 2001/2002 Administration 283,308 288,334 316,858 286,099 334,400 5.5% Development Services 2,634,938 2,787,193 3,017,653 2,820,630 3,038,700 0.7% Transportation Systems 3,290,760 3.543,156 4,096,123 3,867,372 4,142,700 1.1% Utility Systems 20,391,284 20,276,820 25,293,809 23,806,483 20,787,900 -17.8% Maintenance Services 17,148,889 14,745,030 16,871,714 16,110,775 17,979,200 6.6% Operating Total 43,749,179 41,640,533 49,596.157 46,891,359 46,282,900 -6.7% CIP(Trans Sys-Air ort630,468 0 1,443,100 831,930 268,000 -81.4% Total 44,379,647 41,640,533 51,039,257 47,723,289 46,550,900 -8.8% STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg a' Division FTE Actual Actual Budget Actual Budget 2001/2002 Administration 4.1 4.1 4.1 4.1 4.1 N/A Development Services 41.7 40.7 40.7 40.7 40.7 N/A +rrr Transportation Systems 38.8 39.8 39.8 39.8 39.8 N/A Utility Systems 24.7 25.2 25.3 25.3 26.7 5.5% Maintenance Services 64.8 64.8 66.3 66.3 66.3 N/A Total FTE 174.1 174.6 176.2 176.2 177.6 0.8% err aw 40 us by *"%W 3-193 top ADi wisri>znmoN s a ay ? MISSION STATEMENT Provide management and direction for the Planning/Building/Public Works Department. DIVISION OVERVIEW Expenditure Comparison $500,000 $400,000 - $300,000 $200,000 $100,000 $0 n 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget i� EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 283,308 288,334 316,858 286,099 334,400 5.5% PROGRAM ACTIVITY The Administration Division provides managerial direction and oversight for the City's Water, Wastewater, Surface Water, and Solid Waste Utilities; Development Services; Technical Services; Transportation and Airport Systems; and activities related to the maintenance and improvement of the public works infrastructure. The Division ensures responsive and efficient performance by establishing and implementing priorities, policies and procedures; and by working with the City Council, Executive and other Departments, and outside agencies to achieve the City's goals. Activities include financial management, support for the Board of Public Works, and handling all personnel-related actions of the Department. 3-194 ow PLANNING/BuILDING/PUBLIC WORKS m ADMINISTRATION STAFFING LEVELS (Full Time Equivalent Employees — FTE) to 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 am Regular 3.5 4.0 4.0 4.0 4.0 0.0% Temporary Part Time 0.5 0.0 0.0 0.0 0.0 0.0% Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 0.0% Total Staffing 4.1 4.1 4.1 4.1 4.1 0.0% err 2001 ACCOMPLISHMENTS ■ Managed and directed the efforts of the four divisions of Planning/Building/Public Works -- Development Services, Maintenance Services, Transportation Systems, and Utility Systems -- to achieve the goals of the City. ■ Ensured that the City's transportation and utilities infrastructure were maintained and necessary improvements were achieved. ■ Provided communication on public works matters to citizens and the media; and represented the City in various regional planning boards and committees. o Continued to keep Water and Sewer rates at 1996 levels yet still delivered quality drinking water and efficient sewers. 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) Direct the Planning/Building/Public Works Department's efforts to: 00 ■ Improve existing utilities infrastructure and build necessary facilities to 1,2,3,4 maintain the quality of water, sewer, and storm services and to 00 accommodate economic development; ■ Improve traffic flow through the City and ease congestion in city streets by 1,2,3,4 implementing improvements in the transportation infrastructure and aw introducing transit alternatives; ■ Provide efficient processing of permits and land use approvals for 1,2,3,4 a. construction activities in the City; ■ Operate and maintain the public works infrastructure in an efficient and 1,2,3,4 effective manner. .tw on r ti. 3-195 PLANNING/BUILDING/PUBLIC WORKS /ADMINISTRATION APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 212,208 228,185 248,388 233,890 267,300 7.6% Part Time Salaries 11,775 602 2,060 1,071 2,200 6.8% Overtime 1,969 19 1,300 0 1,300 0.01yo Personnel Benefits 49,906 52,547 54,920 46,728 53,300 -2.9% Supplies 2,195 3,233 4,030 2,443 4,100 1.77o Other Services&Charges 1,782 3,748 6,160 1,967 6,200 0.6% Capital Outla3,473 0 0 0 0 N/A Ali Operating Total 283,308 288,334 316,858 286,099 334,400 5.5% 1110 CIP 0 0 0 0 0 N/A Total 283,308 288,334 316,858 286,099 334,400 5.5% 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $316,858 2002 CHANGES: Salaries 19,052 Benefits -1,620 All Other 110 2002 BUDGET $334,400 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. ■ The following position was reclassified in 2001: Public Works Administrator. Reclassified positions are given an increase of at least 5 percent. t ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's contribution to PERS II decreased by 2.9 percent. E 3-196 DEVELOPMENT SERVICES MISSION STATEMENT Create and maintain a safe and pleasant physical environment by ensuring compliance with codes and land use regulations and assisting the public and the development community through the regulatory process in a polite, professional, helpful manner. w DIVISION OVERVIEW Expenditure Comparison $3,500,000 $2,800,000 %W $2,100,000 $1,400,000 "W $700,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 • Budget wr EXPENDITURE BUDGET 41W 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 2,634,938 2,787,193 3,017,653 2,820,630 3,038,700 0.7% ow CORE SERVICES ow ■ Provide public information ■ Permit plan review ■ Permit issuance ■ Inspection • Code compliance 3-197 PLANNING/BUILDING/PUBLIC WORKS DEVELOPMENT SERVICES 11 CORE SERVICE OUTCOMES ■ Excellent customer service through professional, fair, accurate, consistent, timely, predictable and cost effective service by qualified staff. ■ New development and neighborhoods in the City which: (a) contribute to a strong sense of community and neighborhood identity; (b) are walkable places where people can shop, play and get to work; (c) are developed at densities sufficient to support public transportation and make efficient use of urban services and infrastructure; (d) offer a variety of housing types for a population diverse in age, income and lifestyle; (e) are varied and unique in character; (f) support a flexible grid street and pathway pattern; (g) are visually attractive, safe and healthy environments to live; (h) offer connection to the community; and (i) provide a sense of home. ■ Well-balanced, compatible, attractive, convenient, and robust commercial, office and residential development within designated centers. • A strong employment base ■ A system of facilities which meet the public and quasi-public service needs of present and future Renton residents A distinctive community identity and an aesthetically pleasing city image STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 39.7 38.7 38.7 38.7 38.7 0.017o Temporary Part Time 1.1 1.1 1.1 1.1 1.1 0.017o Intermittent Part Time 0.9 0.9 0.9 0.9 0.9 0.0% Total FTE 41.7 40.7 40.7 40.7 40.7 0.01yo i 2001 ACCOMPLISHMENTS ■ Provided quality inspection services to ensure compliance with codes and City regulations. ■ Expanded use of customer interviews and surveys to help identify potential improvements to customer service. ■ Participated in regional discussions regarding the Endangered Species Act and shoreline rules. ■ Provided Proactive communication with franchise utilities on placement and maintenance of major facilities, as they affect Renton and new pavement projects. 3-198 PLANNING/BuILDING/PUBLIC WORKS MW DEVELOPMENT SERVICES DIVISION HIGHLIGHT The Current Planning Section reviews all land use permits and SEPA checklists. Turn around time for administrative land use permits is typically between six to eight weeks. For more ow complex projects requiring a public hearing before the Hearing Examiner, the average permit processing time is between 12-14 weeks. The chart below represents the number of approvals of larger construction permits, which is only one small fraction of the permits issued by the Public Works inspections & permits department. Staff manages high service levels, while maintaining a very large volume of permits and over 50,000 inspections annually. Permit review times have been reduced to same day review for many permits and a maximum of two weeks for the most complex projects. taw CONSTRUCTION PERMITS ■Land Use/Planning is P Ian Review err 400 284 268 287 250 300 212 $ 200 "7569 77 80 100180 z 0 ' ► 1997 1998 1999 2000 2001 Year ir. The following chart represents Building, Electrical, Mechanical and Plumbing permits. Building department has maintained an extremely high level of service with a minimum staff. Six inspectors and four office staff manage a large volume of permits and over 19,000 inspections annually. Permit review times have remained constant at two weeks for new .. residence and six weeks for new commercial development. 5000 BUILDING P E RMI' 4642 ACTIVITY 4756 V1 4500 4234 4317 4000- 3483 ':s 3500 � 3000 2500 2000 - %W 1997 1998 1999 2000 2001 Year irr '1-199 PLANNING/BUILDING/PUBLIC WORKS DEVELOPMENT SERVICES 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Provide quality permitting, plan review and inspection services to ensure 1,2,3,4 compliance with codes and City regulations. ■ Work with specific customer focus groups to discuss services and process 1,23,4 improvements. ■ Develop written guidelines for interdepartmental process for water shut-off 4 and associated abatement process for single family dwellings. `f ■ Meet or exceed established time frames for plan review of building permits, 1,23,4 16 public works plan review and current planning processes. N APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 1,842,778 1,938,237 2,088,070 2,022,624 2,133,000 2.2% Part Time Salaries 28,268 38,410 77,150 41,858 79,500 3.017o Overtime 35,455 49,779 15,190 38,504 15,600 2.7% Personnel Benefits 502,194 518,017 556,748 511,789 530,000 -4.8% Supplies 27,952 28,425 24,990 23,002 25,400 1.617. Other Services&Charges 192,827 211,304 255,505 182,853 255,200 -0.1% Capital Outla5,464 3,021 0 0 0 N/A Operating Total 2,634,938 2,787,193 3,017,653 2,820,630 3,038,700 0.7% CIP 0 0 0 0 0 N/A Total 2,634,938 2,787,193 3,017,653 2,820,630 3,038,700 0.7% 2002 FUNDING DECISIONS 2001 OwGINAL ADOPTED BUDGET: $3,017,653 2002 CHANGES: Salaries 47,690 Benefits -26,748 All Other 105 2002 BUDGET $3,038,700 3-200 "W PLANNING/BuILDING/PUBLIC WORKS ow DEVELOPMENT SERVICES ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the U0 final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. +r ■ Two Office Assistant positions were reclassified in 2001. Reclassified positions are given an increase of at least 5 percent. .. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. ■ The City's contribution to PERS II decreased by 2.9 percent. 1W V" VW Nw N. qW 6. 3-201 a rF MA CE SIERVICIES 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 DIVISION OVERVIEW Expenditure Comparison $20,000,000 $16,000,000 $12,000,000 $8,000,000 $4,000,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget n EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Approprlation 17,148,889 14,745,030 16,871,714 16,110.775 17,979,200 6.6% CORE SERVICES ■ Administration ■ Equipment rental do Street maintenance ■ Water maintenance ■ Wastewater maintenance 3-202 `" PLANNING/BuILDING/PUBLIC WORKS aw MAINTENANCE SERVICES CORE SERVICE OUTCOMES ■ Ensure the efficient and effective delivery of all Public Works Maintenance services to the citizens of Renton • ■ Ensure safe, available, reliable vehicles and equipment ■ Provide safe, clean streets and right of ways • Provide high-quality water on demand +� ■ Protect public health and safety; minimize flooding and sewer overflows STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 59.5 59.5 61.0 61.0 61.0 0.070 Temporary Part Time 1.6 1.6 1.6 1.6 1.6 0.0170 +r. Intermittent Part Time 3.7 3.7 3.7 3.7 3.7 0.0% Total FTE 64.8 64.8 66.3 66.3 66.3 0.0% 2001 ACCOMPLISHMENTS ■ Public Works Maintenance Administration: 85 percent of the citizens contacting the division rated services as satisfactory. ■ Water Maintenance Section: All hydrants were tested two times per year and repaired as needed to ensure fire protection for all customers, as listed in the Washington Survey and Rating Bureau Code. ■ Street Maintenance Section: The number of paid claims against the city for damages UW from street failures was below the average of CY 1996, 1997, and 1998. ■ Waste Water Maintenance: The number of emergency call outs was reduced by 5 percent per capita of the 1998 baseline. ■ Fleet Maintenance Section: Annual Customer Satisfaction rating of 85 percent or better. low aw Im PLANNING/BuILDING/PUBLIC WORKS MAINTENANCE SERVICES DIVISION HIGHLIGHT Since its inception in 1987 the Surface Water Utility has worked hard to open, repair and replace broken, clogged and undersized drainage facilities. The result has been a large drop in claims paid by the City. Even though Renton has experienced greater than average rainfall over the last five years there has been little damage to property. That is a reflection of the good work being done by the Storm Water Utility Staff. SURFACE WATER UTILITY- NUMBER OF LIABILITY CLAIMS AND ;; ANNUAL RAINFALL IN 70 Regional Average J11 60 Annual Rainfall-36.5' 50 40 30 EMMYearlyinches 20 of Rainfall 10 —A -Paid Claims over$1,000 0 1996 1997 1998 1999 2000 2001 2002 OBJECTIVES AS RELATED GOAL# 111, TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Keep city vehicles and motorized equipment "uptime" at 90 percent or 4 better. • Maintain a street Overall Condition Index rating (OCI) of 80. 1,2,3,4 ■ Work to keepthe number of claims for damages caused b g y problems with 1,2,3,4 � the sewers to five or less annually during a normal season of inclement weather (normal -34" of rainfall), thereby minimizing the City's risk. ■ Meet or exceed water quality requirements 100 percent of the time. 1,23,4 ■ Maintain customer satisfaction rates at 80 percent or better for all 4 purchasing and inventory transactions. 3-204 `w PLANNING/BuILDING/PUBL1C WORKS MAINTENANCE SERVICES APPROPRIATION BY OBJECT OF EXPENDITURE The Maintenance Services Division consists of Street Fund Maintenance (Fund 103/19), Waterworks Utility Maintenance (Fund 401/19), Solid Waste Maintenance (403/19), and low Equipment Rental (Fund 501). 1999 2000 2001 2001 2002 %Chg irr Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 2,486,231 2,591,193 2,906,569 2,724,789 3,029,800 4.2% Part Time Salaries 52,852 64,064 118,839 73,691 118,800 0.017o Overtime 73,720 60,579 112,623 88,713 126,500 12.3% irr Personnel Benefits 815,467 841,577 913,614 815,338 933,500 2.2% Supplies 1,375,300 1,373,110 1,625,566 1,197,830 1,607,200 -1.1% Other Services&Charges 9,069,295 8,128,217 9,002,877 9,173,695 10,339,500 14.8% *W Intergovernmental Services 369,468 0 0 0 0 N/A Capital Outlay 2,301,196 1,045,970 1,238,200 1,091,321 1,188,700 -4.0% Debt Service 0 403,831 0 0 0 N/A `aw Interfund Payments 605,360 236,489 953,426 945,398 635,200 -33.417o Operating Total 17,148,889 14,745,030 16,871,714 16,110,775 17,979,200 6.6% CIP 0 0 0 0 0 N/A Total 17,148,889 14,745,030 16,871,714 16,110,775 17,979,200 6.6% it aw yr err r. w. Im low iow Im 3-205 PLANNING/BUILDING/PUBLIC WORKS MAINTENANCE SERVICES 2002 FUNDING DECISIONS l 2001 ORIGINAL ADono BUDGET: $16,323,700 r 2002 CHANGES: Salaries 187,100 Increase Standby Overtime 13,600 Benefits 19,900 Street Fund Maintenance Fund 103/19 Rental of Tractor Mounted Mower 7,000 Flagger Light System 3,700 Underground Locating Fee 3,900 Dump Fees (13,000) Equipment Rental 43,500 Waterworks Utility Maintenance Fund 401119 King County Wastewater Treatment Charge 1,232,500 i Chemicals (fluo(de &CL2) (74,000) Touch Read Meters 29,400 Equipment Rental 71,600 Street Patching Reimbursement 23,100 All Other 0 Equipment Rental Fund 501 Vehicle Purchases 100,000 Fleet Anywhere Training 7,200 All Other 0 2002 BUDGET $17,979,200 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. • Twenty five positions were reclassified in 2001. The position titles reclassified are Office Assistant II, Lift Station Technician, Solid Waste Maintenance Worker, Maintenance Services Worker I, Maintenance Services Worker Il, Maintenance Services Worker III, Lead Maintenance Services Worker, Utility Maintenance Supervisor, Pavement Management Technician. Reclassified positions are given an increase of at least 5 percent. 3-206 WV PLANNINGMILDINGRUBLIC WORKS ow MAINTENANCE SERVICES ■ Standby Overtime was increased to provide service seven days a week during the winter +.� months. This increase is also due to an increase in the service area (East Plateau). Total cost for overtime is $118,800. • ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. • ■ The City's contribution to PERS II decreased by 2.9 percent. ■ Dump Fees were reduced due to the purchase of an asphalt grinder, which grinds • asphalt in place and eliminates the need to transport asphalt to the dump. Total cost for dump fees in 2002 is $67,000. +` ■ King County Metro Service charge increased by 18.5 percent. Total Service Fee is $7,894,300. This is a pass-through cost to Renton citizens from King County. ■ Chemicals were reduced due to conservation in water consumption. Total cost for chemicals in 2002 is $200,000. ■ Equipment Rental charges increased based on actual expenses in 2001 for maintenance and operations. Total cost of maintaining and replacing all city vehicles increased by 5.8 percent. ■ An increase in Street Patching work is due to maintaining Street Standards. Total cost of the program in 2002 is $173,400. This program changes each year, dependent on the amount of street work required. UW aw UW v. 3-207 �aN•� A � e. :. TRANSPORTATION Symms MISSION STATEMENT Plan, design, construct, operate and maintain the City's transportation system to assure the public health and safety of the general public in a skillful, professional, and caring manner so as to enhance the lives of 1 our residents and business customers. The Division aggressively pursues mobility improvements that benefit Renton and the region consistent with the Six-Year Business Plan. DIVISION OVERVIEW ` Expenditure Comparison $5,500,000 $4,400,000 $3,300,000 $2,200,000 $1,100,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget di EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 3,921,228 3,543,156 5,539,223 4,699.302 4.410,700 -20.4% CORE SERVICES ■ Administration Services ■ Transportation Planning and Programming ■ Traffic Operations and Maintenance ■ Design and construction management ■ Airport Operations and Maintenance ■ Bridge inspection and Maintenance A 3-208 aw PLANNING/BUILDING/PUBLIC WORKS 1W TRANSPORTATION SYSTEMS CORE SERVICE OUTCOMES ■ Provide leadership and administrative support ■ Plan and pursue funding for future multi-modal needs ■ Operate and Maintain a safe transportation system ■ Construct new transportation infrastructure ■ Manage, operate, and maintain the airport to provide a safe, fully leased facility that is +r compatible with City policy ■ Maintain safe structures STAFFING LEVELS (Full Time Equivalent Employees - FTE) `.. 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2000/2001 Regular 32.0 33.0 33.0 33.0 34.0 3.0% rr Temporary Part Time 1.5 1.5 1.5 1.5 1.5 0.0170 Intermittent Part Time 5.3 5.3 5.3 5.3 4.3 -19.0% Total FTE 38.8 39.8 39.8 39.8 39.8 0.07. +rr 2001 ACCOMPLISHMENTS: ■ Completed East Valley Highway Rehabilitation construction project. ■ Completed 30 percent design on 1-405/NE 44th Street Interchange. ow ■ Obtained funding for Duvall Avenue, SW 7th/Lind Avenue, Monster Road guardrail, Lake Washington Boulevard railroad at BNSF tracks, and signal coordination along Grady Way. "` ■ Completed 29 scheduled preventative maintenance projects. These programs increase the life span and level of service of the City's transportation infrastructure and radio communications system. • Established an Airport Advisory Committee comprised of citizens from surrounding neighborhoods, as well as airport operators, to resolve issues of common interest. %W z_�no PLANNING/BUILDING/PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION HIGHLIGHT RENTON AREA TRANSIT RIDERSHIP o .. c 16,000 $ c 15,000 19 14,000 Z c 13,000 t2 12,000 p "a 11,000 N 10,000 d � 9,000 4► 0 8,000 Q ~ 7,000 1995 1996 1997 1998 1999 2000 2001 Year The Division continues to focus on the Six-Year Business Plan Goals, including aggressively pursuing transportation improvements that benefit Renton and the region. A strong, well- planned and well-funded transportation program assures achievement of city business goals, including economic development. Al 10 Grants: City Grant procurement was very successful in 2001 although overall within the State there was a reduction in transportation grant program levels. In addition, Federal transportation dollars have been committed through 2003. In 2001 the Transportation Systems Division secured 3.6 million dollars of grant funding. This funding was secured through competitive processes. Mobility: Extensive regional coordination of mobility projects occurred in 2001 including the 1- 405 Corridor Program whose work has culminated in a Preferred Alternative for the 1-405 Corridor. The City has also been working directly with Sound Transit in delivering the $85 million in Renton earmarked HOV projects. This year the City's permanent Renton Transit Center was constructed. Dollars spent/program delivery: This year the Division spent over 85 percent of the project managers estimated spending plan of $7.9 million dollars* on the capital program. The Division also delivered 80 percent of the promised work program in 2001*. Airport: In 2001 an Airport Advisory Committee was started to coordinate issues between the City, airport tenants, and area residents. An Airport Business Plan was also drafted to guide IN good business decisions on the airport. * Includes carry forward. ** Work program was modified to recognize staffing shortages in 2001. Al 3-210 t' PLANNING/BUILDING/PUBLIC WORKS %W TRANSPORTATION SYSTEMS 2002 OBJECTIVES AS RELATED GOAL# 'v TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Complete State Route 169 Maple Valley Highway HOV/140th SE Intersection 4 Improvements design. ■ Complete Renton Transit Study. 5 ■ Pursue grants for major improvements such as NE 44th interchange, Maple 5 Valley Highway, SW 27th/Strander Boulevard and Rainier Avenue. ■ Complete design and construction of a traffic signal at SW 7th and Lind 4 ". Avenue SW. Im APPROPRIATION BY OBJECT OF EXPENDITURE %W The Transportation Systems Division consists of the Street Fund Transportation Systems (Fund 103/16) and the Airport Fund (Fund 402/16). 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 1,666,851 1,623,377 1,948,924 1,800,367 2,057,500 5.6% Part Time Salaries 100,888 87,819 155,770 116,272 136,100 -12.6% Overtime 39,118 24,198 31,200 40,474 32,100 2.9% Personnel Benefits 467,086 452,725 493,353 449,403 532,100 7.9% Supplies 111,235 126,163 175,232 176,199 178,100 1.6% +� Other Services&Charges 854,076 924,519 1,130,695 1,123,970 1,144,900 1.3% Intergovernmental Services 0 100,000 100,000 100,000 0 -100.0% Capital Outlay 8,811 161,273 18,000 17,407 18,000 0.070 •r Interfund Payments 42,695 43,082 42,949 43,280 43,900 2.2% Operating Total 3,290,760 3,543,156 4,096,123 3,867,372 4,142,700 1.1% CIP(Airport Fund 630,468 0 1,443,100 831,930 268,000 -81.4% Total 3,921,228 3,543,156 5,539,223 4,699,302 4,410,700 -20.4% r +ir wr wr 3-211 PLANNING/BUILDING/PUBLIC WORKS TRANSPORTATION SYSTEMS 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $4,733,100 2002 CHANGES: Salaries 108,600 Benefits 38,700 Street Fund Transportation Systems Fund 103/16 Street Overlay Program (100,000) All Other (1,500) Airport Fund 402116 CIP Projects368,200 2002 BUDGET $4,410,700 1A • Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. • Part Time salaries decreased by 12 percent because a temporary Airport Maintenance worker was converted to a FTE employee. W ■ Three positions were reclassified in 2001. The position titles reclassified are Office Assistant II, Traffic Maintenance Worker I, and Traffic Maintenance Worker II. Reclassified positions are given an increase of at least 5 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased costs. r ■ The City's contribution to PERS II decreased by 2.9 percent. ■ The Street Overlay program contribution was removed from Fund 103. The Street Overlay program is in the Transportation Capital Improvement Program. The program is budgeted at $410,000 in 2002. Sources of funds are the t/2 Cent Gas Tax and Business License Fee. • The total Airport CIP program for 2002 is $268,000, which is for existing projects. A budget adjustment will be accommodated in 2002 after the new Airport Manager reviews all Airport CIP projects. 3-212 a "' UTILITY SYSTEMS MISSION STATEMENT Manage the planning, engineering, construction, and database functions for the City's solid waste, water, wastewater, surface water and mapping systems in a manner that ensures public health and safety, meets all regulatory requirements, protects environmental resources, is financially sound, and supports the City's Business Plan Goals. DIVISION OVERVIEW Expenditure Comparison $30,000,000 $24,000,000 r $18,000,000 $12,000,000 $6,000,000 it $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget wr W EXPENDITURE BUDGET 1999 2000 2001 2001 2002 %Chg err Actual Actual Budget Actual Budget 2001/2002 Total Appropriation 20,391,284 20,276,820 25,293,809 23,806.483 20,787,900 -17.8% CORE SERVICES (WITH CORE SERVICE OUTCOMES) ■ Utility engineering and plan review ■ High quality, lasting infrastructure is constructed. ■ Maintain standards ■ Utility planning ■ Efficient utilization of resources ■ Facilities built when and where needed ■ Regulatory compliance ■ Capital improvement program implementation • Improved infrastructure and systems' capacity ■ Reduce maintenance costs 3-213 PLANNING/BUILDING/PUBLIC WORKS t1i UTILITY SYSTEMS ■ Garbage collection management • Ensure efficient, affordable waste collection and disposal ■ A cleaner City ■ Technical assistance and data management ■ Efficient storage, retrieval, and dissemination of information ■ Property management ■ Consistent legal description and survey information available ■ Efficient, standardized plat review • Databases and GIS ■ Provide accurate information quickly4 ■ Easily understood presentation of information j ■ Regional representation and coordination • Utility interests well-represented at regional level ■ Maintain regional favor and opportunities or funds ■ Code development and compliance • Maintain high service levels ■ Maintain standards ■ Environmental Education ■ Informed citizens • Reduce incidents of pollution and cleanup/response costs • Regulatory compliance and monitoring ■ Maintain compliance- no compliance orders or fines ■ Improve water quality and maintain environmental aesthetics STAFFING LEVELS (Full Time Equivalent Employees - FTE) 1999 2000 2001 2001 2002 %Chg Staff Type/FTE Actual Actual Budget Actual Budget 2001/2002 Regular 24.2 24.7 24.8 24.8 25.8 4.01Y. Temporary Part Time 0.0 0.0 0.0 0.0 0.0 0.017o Intermittent Part Time 0.5 0.5 0.5 0.5 0.9 80.0% Total FTE 24.7 25.2 25.3 25.3 26.7 5.5% 2001 ACCOMPLISHMENTS ■ Completed the Aberdeen Avenue NE utility improvement project, 80th Avenue South sewer project, South Renton water and surface improvement project, and North Renton sewer replacement phase I. ■ Coordinated approval of the May Creek Basic Action Plan and Interlocal Agreement for implementation. ■ Completed the Rolling Hills two million gallon reservoir and pump station, the Maplewood Transmission Main replacement, and disinfection improvement pipeline design. 3-214 go PLANNING/BUILDING/PUBLIC WORKS .0 UTILITY SYSTEMS ■ Completed set up for using MapGuide for accessing data on the City Intranet. ow ■ Completed the pilot program for natural lawn care in the Kennydale neighborhood and installation of the "Living Garden" demonstration project. DIVISION HIGHLIGHT %W In 1992 and again in 1993 the Water Utility sampled tap water at over sixty residences served by the drinking water system. The sampling was required by the Lead and Copper Rule of "" the Safe Drinking Water Act. Analysis of tests obtained from the samples revealed that the amount of dissolved copper at customer taps exceeded the EPA action level of 1.3 milligrams per liter (mg/L). Copper levels in 1992 and 1993 were 3.3 and 3.8 mg/L, to respectively. The EPA action level is set at 1.3 mg/L because higher levels of copper can cause taste and staining problems, and in rare cases, stomach discomfort. Also, since dissolved copper comes from plumbing pipes, high levels of dissolved copper can reduce the life of copper pipes. The City and its consultants conducted laboratory and analytical studies that lead to the design and construction of treatment facilities to deal with the problem. Overall the utility invested $1.9 million in this project. In November 1999 the first of two rounds of post treatment tap sampling was conducted. The laboratory tests of these samples, and the samples taken in 2002 and 2001, indicate that the treatment has been successful in keeping the dissolved copper to below the EPA required action level. COPPER LEVELS AT CITY OF RENTON CUSTOMER TAPS 4 wr 3 Treatment started a � c March 1999 U a d 2 o Action Level=1.3 3 1 0 1992 1993 1999 2000 2001 ew aw am +rr w.r 3-215 PLANNING/BUILDING/PUBLIC WORKS UTILITY SYSTEMS 2002 OBJECTIVES AS RELATED GOAL# TO THE CITY OF RENTON'S BUSINESS PLAN GOALS (Page 3-1) ■ Complete permitting and design for N.E. 10th and Anacortes Avenue NE 2,4 storm systems and detention pond. ■ Complete permitting, design and construction of a spawning channel to 1,3,4 replace the one that was lost due to the Nisqually earthquake. ■ Continue installation of sanitary sewer systems in areas with high levels of 1,2,4 failed or potentially failing septic systems such as Kennydale and the East Renton plateau. iN ■ Complete construction of replacement well and pump house for Emergency 1,4 Well #3. • Continue programmed water projects which includes the completion of the 1,23,4 following significant projects: construction of the disinfection improvement pipeline for downtown wells; seismic upgrade and repairs on the Highlands and Rolling Hills elevated tanks; and final design for treatment for the Maplewood Wellfield. APPROPRIATION BY OBJECT OF EXPENDITURE The Utility Systems and Technical Services Division consists of Waterworks Utility Systems Fund +r (401/18), Solid Waste Utility Systems Fund (403/18), Waterworks Revenue Bond Fund (451), and the Technical Services section in the General Fund (000/017). 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Regular Salaries 1,280,353 1,423,784 1,492,024 1,483,848 1,623,300 8.8% 14 Part Time Salaries 29,300 24,982 56,859 35,298 73,700 29.6% Overtime 951 372 8,500 575 8,600 1.2% Personnel Benefits 344,154 364,638 389,768 361,804 405,500 4.0% 16 Supplies 27,251 32,147 42,214 31,502 42,400 0.4% Other Services&Charges 7,405,334 7,692,953 8,543,629 7,724,280 8,388,100 -1.870 Intergovernmental Services 5,193,132 4,952,964 3,030,719 2,811,406 4,586,000 51.3% Capital Outlay 146,834 69,956 30,000 82,126 0 -100.0% Debt Service 3,863,905 3,572,697 4,107,111 3,696,624 3,475,100 -15.4% Interfund Payments 2,100,070 2,142,327 7,592,985 7,579,020 2,185,200 -71.217o Operating Total 20,391,284 20,276,820 25,293,809 23,806,483 20,787,900 -17.8% CIP 0 0 0 0 0 N/A Total 20,391,284 20,276,820 25,293,809 23,806,483 20,787,900 -17.8% 3-216 `■ PLANNING/BUILDING/PUBLIC WORKS wo UTILITY SYSTEMS 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $201398,000 2002 CHANGES: ,. Salaries 148,200 Benefits 15,800 Waterworks Utility Fund 401118: Debt Service- PWTF (165,000) Transfer to Waterworks CIP Fund 63,300 •• Utility Tax 112,900 All Other 33,900 Solid Waste Utility Systems Fund 403118: Payment to Solid Waste Contractor 600,000 Utility Tax 17,000 ■ Grants 109,500 Local Hazardous Waste Management Fee (74,000) Waterworks Revenue Bond Fund 451 Debt Service (467,000) Technical Services Fund 000 All Other 4,700 2002 BUDGET $20,787,900 ■ Salaries have been adjusted to reflect a 3 percent increase for 2002. This increase is the final negotiated increase of a three year contract for represented employees in Local 2170. Non-represented and management employees' salaries also increased by 3 percent. aw ■ Two positions were reclassified in 2001. The position titles reclassified are Property Services am Supervisor and Mapping Supervisor. Reclassified positions are given an increase of at least 5 percent. ■ Medical and dental expense budgets were increased by 13 percent due to increased 40 costs. Im ■ The City's contribution to PERS II decreased by 2.9 percent. .. ftw 3-217 PLANNING/BUILDING/PUBLIC WORKS UTILITY SYSTEMS ■ The Public Works Trust Fund (PWTF) Debt Service was reduced because Northwest 7th Sewer Repair and Rolling Hills PWTF loan obligations have been fully paid. Total PWTF Debt Service in 2002 is $1,500,000. F ■ Utility Tax was increased based on anticipated higher gross receipts due to the King County Wastewater Treatment Service Charge increase in 2002. Total Utility Tax is $1,837,000. ■ The cost for contracted Garbage Services was increased for a total cost of $7,600,000 based on actual costs in 2001 and anticipated increase in service. ■ Solid Waste Utility received an increase in their new two year grant allocation. Total grants awarded are $169,500. ■ The Local Hazardous Waste Management Fee was decreased based on actual cost in 2001. The total cost of the program in 2002 is $186,000. ■ Debt Service for the Waterworks Reserve Bonds was adjusted based on the Debt Service Manual. In 2001, the Debt Service was budgeted too high. Total Debt Service in 2002 is $2,733,300. Al fr 3-218 PLANNING/BUILDING/PUBLIC WORKS POSITION LISTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget Planning, Building, Public Works Administration ,., M49 Ping/Bldg/Pub Wks Administrator 0.0 0.0 1.0 1.0 1.0 M43 Ping/Bldg/Pub Wks Administrator 1.0 1.0 0.0 0.0 0.0 M26 Principal Finance&Admin Analyst 1.0 1.0 0.5 0.5 0.5 M24 Principal Finance &Admin Analyst 0.0 0.0 0.5 0.5 0.5 N 1 1 Administrative Secretary 11 1.0 1.0 1.0 1.0 1.0 A5 Office Assistant III 0.0 0.5 0.5 0.5 0.5 A3 Office Assistant 11 0.0 0.5 0.5 0.5 0.5 Al Office Assistant 1 0.5 0.0 0.0 0.0 0.0 Total Regular Staffing 3.5 4.0 4.0 4.0 4.0 r„ Temporary Part Time 0.5 0.0 0.0 0.0 0.0 Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 TOTAL ADMINISTRATION 4.1 4.1 4.1 4.1 4.1 Development Services Administration M38 Dev Services Director 1.0 1.0 1.0 1.0 1.0 A9 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0 taw Total Regular Staffing 2.0 2.0 2.0 2.0 2.0 Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 Total Development Services Admin 2.1 2.1 2.1 2.1 2.1 Development and Planning M32 Principal Planner 1.0 1.0 1.0 1.0 1.0 A23 Senior Planners 3.0 3.0 3.0 3.0 3.0 A19 Associate Planner 1.0 1.0 1.0 1.0 1.0 A18 Land Use Compliance Inspector 2.0 2.0 2.0 2.0 2.0 ;w A15 Assistant Planner 1.0 1.0 1.0 1.0 1.0 A13 Engineering Specialist 1 0.7 0.7 0.7 0.0 0.0 A5 Secretary 1 1.0 1.0 1.0 1.0 1.0 r.. A3 Office Assistant II 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 10.7 10.7 10.7 10.0 10.0 Temporary Part Time 0.1 0.1 0.1 0.1 0.1 Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 Total Development and Planning 11.0 11.0 11.0 10.3 10.3 Public Works Inspections and Permits +irr. M33 Development Engineering Supervisor 1.0 1.0 1.0 1.0 1.0 A23 Engr Specialist I I 1 1.0 1.0 3.0 3.0 3.0 A21 Lead Field Engr Specialist 1.0 1.0 1.0 1.0 1.0 .,, A19 Engr Specialist II 3.0 3.0 1.0 1.0 1.0 A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0 A18 Field Engr Specialist 5.0 4.0 4.0 4.0 4.0 A14 Utility Locator/Inspector 1.0 1.0 1.0 1.0 1.0 A13 Engineering Specialist 1 0.0 0.0 0.0 0.7 0.7 3-219 PLANNING/BUILDING/PUBLIC WORKS POSITION LISTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget A8 Lead Office Assistant 0.0 1.0 1.0 1.0 1.0 A5 Office Assistant III 1.0 0.0 0.0 0.0 0.0 Total Regular Staffing 14.0 13.0 13.0 13.7 13.7 Temporary Part Time 1.0 1.0 1.0 1.0 1.0 Total Inspections and Permits 15.0 14.0 14.0 14.7 14.7 Building Inspections and Permits M32 Building Official 1.0 1.0 1.0 1.0 1.0 A23 Bldg Plan Reviewer 1.0 1.0 1.0 1.0 1.0 A18 Building Inspector 2.0 2.0 2.0 2.0 2.0 A18 Bldg Inspectors/Combination 5.0 5.0 5.0 5.0 5.0 A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0 A7 Secretary II 1.0 1.0 1.0 1.0 1.0 A5 Permit Technician 0.0 0.0 1.0 1.0 1.0 A3 Office Assistant II 2.0 2.0 1.0 1.0 1.0 Total Regular Staffing 13.0 13.0 13.0 13.0 13.0 Intermittent Part Time 0.6 0.6 0.6 0.6 0.6 Total Bldg Inspections and Permits 13.6 13.6 13.6 13.6 13.6 Total Regular Staffing 39.7 38.7 38.7 38.7 38.7 Total Temporary Part Time 1.1 1.1 1.1 1.1 1.1 ' Total Intermittent Part Time 0.9 0.9 0.9 0.9 0.9 1I TOTAL DEVELOPMENT SERVICES 41.7 40.7 40.7 40.7 40.7 TRANSPORTATION SYSTEMS: Administration, Planning and Design M38 Transportation Systems Director 1.0 1.0 1.0 1.0 1.0 M33 Transportation Planning Supervisor 1.0 1.0 1.0 1.0 1.0 M33 Transportation Design Supervisor 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer III (1.5 LT) 5.0 6.0 5.5 5.5 5.5 A25 Program Development Coordinator 1 1.0 1.0 1.0 1.0 1.0 A24 Transportation Planner 1.0 1.0 1.0 1.0 1.0 A23 Civil Engineer 11 0.0 0.0 0.0 0.0 0.0 A23 Engineering Specialist III 1.0 1.0 1.0 1.0 1.0 A19 Civil Engineer 1 1.0 1.0 1.0 1.0 1.0 A9 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0 A5 Secretary 1 0.0 1.0 1.0 1.0 1.0 A3 Office Assistant 11 1.0 0.0 0.0 0.0 0.0 Total Regular Staffing 14.0 15.0 14.5 14.5 14.5 Temporary Part Time 0.7 0.7 0.7 0.7 0.7 Intermittent Part Time 0.4 0.4 0.4 0.4 0.4 Total Trans Sys/Admin and Design 15.1 16.1 15.6 15.6 15.6 3-220 ftw PLANNING/BUILDING/PUBLIC WORKS POSITION LISTING owNo 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget ar Transportation Operations/Maintenance M33 Transportation Operations Manager 1.0 1.0 1.0 1.0 1.0 M27 Transportation Maint Supervisor 1.0 1.0 1.0 1.0 1.0 qw A27 Civil Engineer III (5 Ln 1.0 1.0 1.5 1.5 1.5 A23 Engineering Specialist III 2.0 2.0 2.0 2.0 2.0 A21 Signal/Electronics Sys Tech II 2.0 2.0 6.0 6.0 6.0 A17 Traffic Sign &Paint Supvr 1.0 1.0 1.0 1.0 1.0 A17 Signal/Electronics Systems Tech 1 2.0 2.0 0.0 0.0 0.0 A13 Signal/Electronics Sys Asst II 2.0 2.0 0.0 0.0 0.0 Al2 Traffic Maintenance Worker II 0.0 0.0 3.0 3.0 3.0 All Traffic Maintenance Worker II 3.0 3.0 0.0 0.0 0.0 A5 Office Assistant III 0.0 0.0 0.5 0.5 0.5 A3 Office Assistant II 0.5 0.5 0.0 0.0 0.0 +fr Total Regular Staffing 15.5 15.5 16.0 16.0 16.0 Temporary Part Time 0.8 0.8 0.8 0.8 0.8 Intermittent Part Time 1.2 1.2 1.2 1.2 1.2 r.. Total Operations/Maintenance 17.5 17.5 18.0 18.0 18.0 Airport v.� M32 Airport Manager 1.0 1.0 1.0 1.0 1.0 All Airport Maintenance Worker 1.0 1.0 1.0 1.0 2.0 A5 Secretary 1 0.5 0.5 0.5 0.5 0.5 Total Regular Staffing 2.5 2.5 2.5 2.5 3.5 Intermittent Part Time 3.7 3.7 3.7 3.7 2.7 Total Airport 6.2 6.2 6.2 6.2 6.2 Total Regular Staffing 32.0 33.0 33.0 33.0 34.0 Total Temporary Part Time 1.5 1.5 1.5 1.5 1.5 Total Intermittent Part Time 5.3 5.3 5.3 5.3 4.3 TOTAL TRANSPORTATION SYSTEMS 38.8 39.8 39.8 39.8 39.8 UTILITY SYSTEMS: Administration M38 Utility Systems Director 1.0 1.0 1.0 1.0 1.0 A9 Admin Secretary 1 1.0 1.0 1.0 1.0 1.0 A7 Secretary II 1.0 1.0 1.0 1.0 1.0 r" A3 Office Assisstant II 0.0 0.5 0.5 0.5 0.5 Total Regular Staffing 3.0 3.5 3.5 3.5 3.5 Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 Total Utility Administration 3.1 3.6 3.6 3.6 3.6 r r. 3-221 PLANNING/BUILDING/PUBLIC WORKS POSITION LISTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget Water Utility Systems M33 Utility Engr Supervisor 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer III 2.0 2.0 1.0 1.0 1.0 A23 Civil Engineer II 2.0 2.0 2.0 2.0 2.0 ` A19 Engineering Specialist II 1.0 1.0 2.5 2.5 2.5 !� A13 Engineering Specialist 1 0.5 0.5 0.0 0.0 0.0 A13 Program Specialist 0.5 0.5 0.5 0.5 0.5 Total Regular Staffing 7.0 7.0 7.0 7.0 7.0 11110 Intermittent Part Time 0.4 0.4 0.4 0.4 0.4 Total Water Utility Systems 7.4 7.4 7.4 7.4 7.4 lid Wastewater Utility Systems and Technical Services M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0 A29 Mapping Coordinator 0.0 0.0 1.0 1.0 1.0 A27 Mapping Supervisor 1.0 1.0 0.0 0.0 0.0 A27 Civil Engineer 111 2.0 2.0 2.0 2.0 2.0 ? A25 Property Services Agent 0.0 0.0 1.0 1.0 1.0 A23 Engr Specialist 111 1.0 2.0 2.0 2.0 2.0 A21 Property Services Supervisor 1.0 1.0 0.0 0.0 0.0 ' A19 Engineering Specialist II (1.0 LT) 1.0 0.0 0.5 0.5 1.5 A13 Engineering Specialist 1 0.5 0.5 0.0 0.0 0.0 Total Regular Staffing 7.5 7.5 7.5 7.5 8.5 Intermittent Part Time 0.0 0.0 0.0 0.0 0.4 Total Wastewater Utility Sys &Tech Svcs 7.5 7.5 7.5 7.5 8.9 Surface Water Utility Systems M33 Util Engr Supervisor 1.0 1.0 1.0 1.0 1.0 A27 Civil Engineer 111 2.0 2.0 1.0 1.0 1.0 1 A23 Civil Engineer II 1.0 1.0 2.0 2.0 2.0 A19 Engineering Specialist II 1.0 1.0 1.0 1.0 1.0 A13 Engineering Specialist 1 0.3 0.3 0.3 0.3 0.3 Total Regular Staffing 5.3 5.3 5.3 5.3 5.3 1 Total Surface Water Utility Systems 5.3 5.3 5.3 5.3 5.3 Solid Waste Utility Systems M25 Solid Waste Coordinator 0.9 0.9 1.0 1.0 1.0 A13 Program Specialist 0.5 0.5 0.5 0.5 0.5 Total Solid Waste Utility Systems 1.4 1.4 1.5 1.5 1.5 Total Regular Staffing 24.2 24.7 24.8 24.8 25.8 Total Intermittent Part Time 0.5 0.5 0.5 0.5 0.9 TOTAL UTILITY SYSTEMS 24.7 25.2 25.3 25.3 26.7 3-222 .. PLANNING/BUILDING/PUBLIC WORKS to POSITION LISTING to 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget wr MAINTENANCE SERVICES: Maintenance Administration M38 Maintenance Services Director 1.0 1.0 1.0 1.0 1.0 ON A26 Public Works Maintenance Manager 0.5 0.5 0.5 0.5 0.5 A17 Maintenance Buyer 1.0 1.0 1.0 1.0 1.0 A17 Pavement Mgmt Technician 0.0 0.0 1.0 1.0 1.0 irrr A16 Pavement Mgmt Technician 1.0 1.0 0.0 0.0 0.0 A7 Purchasing Assistant 1.0 1.0 1.0 1.0 1.0 A7 Secretary II 1.0 1.0 1.0 1.0 1.0 to A5 Office Assistant III 0.0 0.0 0.0 0.0 1.0 A3 Office Assistant II 1.0 1.0 1.0 1.0 0.0 Total Regular Staffing 6.5 6.5 6.5 6.5 6.5 qW Temporary Part Time 0.6 0.6 0.6 0.6 0.6 Intermittent Part Time 0.1 0.1 0.1 0.1 0.1 Total Maintenance Administration 7.2 7.2 7.2 7.2 7.2 ON Streets/Solid Waste Maintenance Services A23 Street Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 A16 Lead Maint Services Worker 0.0 0.0 2.0 2.0 2.0 A15 Lead Maint Services Worker 3.0 3.0 0.0 0.0 0.0 Al2 Maint Services Wkr III/Street 0.0 0.0 9.0 9.0 9.0 All Maint Services Wkr III/Street 10.0 10.0 0.0 0.0 0.0 A8 Maint Services Wkr II/Street 0.0 0.0 2.0 2.0 2.0 A7 Maint Services Wkr II/Street 0.0 0.0 0.0 0.0 0.0 A4 Solid Waste Mtc Wkr 0.0 0.0 1.0 1.0 1.0 ow A3 Solid Waste Mtc Wkr 1.0 1.0 0.0 0.0 0.0 Total Regular Staffing 15.0 15.0 15.0 15.0 15.0 Intermittent Part Time 1.1 1.1 1.1 1.1 1.1 40 Total Streets/Solid Waste Maint Sery 16.1 16.1 16.1 16.1 16.1 Wastewater/Surface Water Maintenance Services qW M26 Public Works Maintenance Manager 0.4 0.4 0.4 0.4 0.4 A23 Wastewater Maint Supr(taste/Surf Wtr) 1.0 1.0 1.0 1.0 1.0 A16 Lead Maintenance Svc Wkr 1.0 0.0 0.0 0.0 0.0 A15 Lead Maintenance Svc Wkr 1.0 0.0 0.0 0.0 0.0 00 A14 Lift Station Technician 0.0 0.0 2.0 2.0 2.0 Al2 Maintenance Svc Wkr III (Wste/Surf Wtr) 0.0 0.0 7.0 7.0 7.0 All Maintenance Svc Wkr III (taste/Surf Wtr) 4.0 3.0 0.0 0.0 0.0 All Lift Station Technician 0.0 2.0 0.0 0.0 0.0 A8 Maintenance Svc Wkr II (Surf Wtr) 4.0 4.0 0.0 0.0 0.0 A7 Maintenance Svc Wkr II (Surf Wtr) 4.0 4.0 0.0 0.0 0.0 Total Regular Staffing 15.4 10.4 10.4 10.4 10.4 Temporary Part Time 0.5 0.5 0.5 0.5 0.5 Intermittent Part Time 1.2 1.2 1.2 1.2 1.2 Total Wste Wtr/Surf Wtr Maint Sery 17.1 12.1 12.1 12.1 12.1 +ire 3-223 PLANNING/BUILDING/PUBLIC WORKS POSITION LISTING 1999 2000 2001 2001 2002 Grade Title Actual Actual Budget Actual Budget Water Maintenance Services M26 Water Maintenance Manager 1.0 1.0 1.0 1.0 1.0 M26 Public Works Maintenance Manager 0.1 0.1 0.1 0.1 0.1 A21 Water Maintenance Services Supervisor 0.0 0.0 1.0 1.0 1.0 A21 Water Utility Maintenance Supr 0.0 0.0 1.0 1.0 1.0 1111111 A20 Water Maintenance Services Supervisor 1.0 1.0 0.0 0.0 0.0 A20 Water Utility Maintenance Supr 1.0 1.0 0.0 0.0 0.0 A16 Lead Maintenance Services Worker 0.0 0.0 2.0 2.0 2.0 A15 Water Quality Technician 1.0 1.0 0.0 0.0 0.0 A15 Water Utility Maint Technician 1.0 1.0 1.0 1.0 1.0 A15 Lead Maintenance Services Worker 2.0 2.0 0.0 0.0 0.0 A15 Water Treatment Plant Operator 1.0 1.0 2.0 2.0 2.0 Al2 Maintenance Services Worker III 0.0 0.0 9.0 9.0 9.0 All Maintenance Services Worker III 9.0 9.0 0.0 0.0 0.0 A8 Maintenance Services Worker II 0.0 0.0 1.0 1.0 1.0 A7 Maintenance Services Worker II 0.0 0.0 0.0 0.0 0.0 A5 Meter Reader 2.5 2.5 3.0 3.0 3.0 Total Regular Staffing 19.6 19.6 21.1 21.1 21.1 Intermittent Part Time 0.5 0.5 0.5 0.5 0.5 Total Water Maintenance Services 20.1 20.1 21.6 21.6 21.6 Equipment Maintenance Services M30 Fleet Manager 1.0 1.0 1.0 1.0 1.0 A17 Lead Vehicle &Equipment Mechanic 1.0 2.0 2.0 2.0 2.0 " A15 Vehicle &Equipment Mechanic II 1.0 0.0 0.0 0.0 0.0 A13 Vehicle & Equipment Mechanic 1 3.0 3.0 3.0 3.0 3.0 A9 Fleet Maintenance Technician 1.0 1.0 1.0 1.0 1.0 A9 Mechanic's Assistant 1.0 1.0 1.0 1.0 1.0 Total Regular Staffing 8.0 8.0 8.0 8.0 8.0 Temporary Part Time 0.5 0.5 0.5 0.5 0.5 Intermittent Part Time 0.8 0.8 0.8 0.8 0.8 Total Equipment Maintenance 9.3 9.3 9.3 9.3 9.3 Total Regular Staffing 64.5 59.5 61.0 61.0 61.0 Total Temporary Part Time 1.6 1.6 1.6 1.6 1.6 Total Intermittent Part Time 3.7 3.7 3.7 3.7 3.7 TOTAL MAINTENANCE SERVICES 69.8 64.8 66.3 66.3 66.3 Total Regular Staffing 163.9 159.9 161.5 161.5 163.5 Total Temporary Part Time 4.7 4.2 4.2 4.2 4.2 Total Intermittent Part Time 10.5 10.5 10.5 10.5 9.9 TOTAL PUBLIC WORKS DEPARTMENT 179.1 174.6 176.2 176.2 177.6 Will 3-224 w 69 Non-Deparfinenfal �� C VXw ZS rF THE DEPARTMENT MISSION STATEMENT Provide for miscellaneous payments that benefit all City Departments. DEPARTMENT OVERVIEW The Finance and Information Services Department manages this accounting department. The primary activity is to receive revenue and to make property and liability payments to the insurance fund, interfund payments, intergovernmental payments, Limited General Obligation Debt payments, and employee termination payments. �r. Expenditure Comparison $10,000,000 i1t0 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget r APPROPRIATION BY OBJECT OF EXPENDITURE 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Retirement/Term Payments 232,585 327,406 267,000 12,216 125.00 -53.2% Aw Disaster Response Overtime 0 17,713 25,000 217,927 25,000 0.0% Personnel Benefits 177,575 168,335 182,158 220,642 182,200 0.0% Supplies 0 0 0 1,319 0 N/A w Other Services 8.Charges 1,449.874 1,592.631 1,974,585 1,887,968 1,858.40 -5.9% Intergovernmental Services 2,441,351 1,601,852 5,580,500 5,593,892 1,777,800 -68.1% Capital Outlay 0 0 0 57,074 0 N/A Debt Service 35,866 0 0 0 0 N/A Operating Total 4,337,251 3,707,937 8,029,243 7,991,038 3,968,400 -50.6% CIP 207,105 0 0 0 0 N/A err Total 4,544,356 3,707,937 8,029,243 7,991,038 3,968,400 -50.6% to aw 3-225 NON-DEPARTMENTAL APPROPRIATION BY OBJECT OF EXPENDITURE— LIMITED GENERAL OBLIGATION BONDS 1999 2000 2001 2001 2002 %Chg Expenditure by Object Actual Actual Budget Actual Budget 2001/2002 Debt Service: Principal 1,039,976 1,076,025 1,131,448 1,441,447 1,229,300 8.7% i Interest 968,210 931,517 894,753 574,709 1,020,700 14.1% Or)eratina Transfer Out 0 855,000 710,000 710,000 0 -100.0% Ltd General Obligation Bonds Total 2,008,186 2,862,542 2,736,201 2,726,156 2,250,000 -17.8% CIP 0 0 0 0 0 N/A Total 2,008,186 2,862,542 2,736,201 2,726,156 2,250,000 -17.8% CAPITAL IMPROVEMENT PROGRAM(CIP) 2002 Budget As shown in the CIP and included in the 316 Fund Appropriation Total. 75,000 Total $75,000 DIVISIONS BY FUND NUMBER This Department is part of the General Fund (000): Non-Departmental (005) ACTIVITY BY DIVISION The primary activity for this Department is to make payments for various miscellaneous activities that serve the City of Renton. For example, membership payments to such organizations as the Association of Washington Cities (AWC), National League of Cities, Puget Sound Regional Council, Renton Chamber of Commerce, and several other ' organizations. Other types of payment include state purchasing subscription fee, bank fees, FICA administration costs, postage, and many other similar types of payments. Limited Term General Obligation Bonds principle and interest payments are budgeted separately in this department. Will MAJOR DEPARTMENT CHANGES 2002: • Communities in School ($10,500) Increase funding to support the City and School partnership. • Centennial Celebration (-$106,000) Program funding was for 2001 only. i 3-226 No NON-DEPARTMENTAL im • Transfer to Fund 316 for CIP Projects ($720,000) io To meet capital project funding requirements. For information on the specific projects funded by this transfer, see the Capital projects listing section in this budget or the City of Renton 2002-2007 Capital Improvement Program or. document. • Community Calendar($30,000) The City's contribution for the printing and distribution of the 2002 Renton Community Calendar to citizens and businesses in the community. • Employee Recognition Program ($10,000) New City-wide program to recognize, celebrate, and promote excellence among employees. • Downtown Renton ($35,000) ,, The majority of this funding is to establish an open air Farmers market in downtown Renton. Other projects include refurbish the city's parade float. • Membership Fees ($12,700) The majority of the membership fees for organizations are based on population. Renton's population exceeds 51,000. 0 Retirement/Termination Payments ($23,000) Payment to employees for accrued leave entitled upon retirement and/or termination. �Ir EXPENDITURE BUDGET BY DIVISION 1999 2000 2001 2001 2002 %Chg Divisions Actual Actual Budget Actual Budget 2001/2002 Non-Departmental 4,337,251 3,707,937 8,029,243 7,991,038 3,968,400 -50.6% fill Ltd Term Obligation Bonds 2,008,186 2,862,542 2,736,201 2,726,156 2,250,000 -17.8% Operating Total 6,345,437 6,570,479 10,765,444 10,717,194 6,218,400 -42.2% CIP 207,105 0 0 0 0 N/A Total 6,552,542 6,570,479 10,765,444 10,717,194 6,218,400 -42.27 STAFFING LEVELS BY DIVISION (Full Time Equivalent Employees — FTE) 1999 2000 2001 2001 2002 %Chg Or Division/FTE Actual Actual Budget Actual Budget 2001/2002 Non-Departmental 0.0 0.0 0.0 0.0 0.0 N/A Limited Term Obligation Bonds 0.0 0.0 0.0 0.0 0.0 N/A Total FTE 0.0 0.0 0.0 0.0 0.0 N/A wr rtr rrr 3-227 NON-DEPARTMENTAL 2002 FUNDING DECISIONS 2001 ORIGINAL ADOPTED BUDGET: $3,348,613 2002 CHANGES: Communities in Schools 10,500 Centennial Celebration -106,000 Transfer to Fund 316 for CIP Projects 720,000 Community Calendar 30,000 Employee Recognition Program 10,000 Downtown Renton 35,000 Membership Fees 12,700 Retirement/Termination Payments 23,000 Telephone Expense -100,000 Election Costs -25,000 All Other 9,587 2002 BUDGET $3,968,400 ■ Communities in School increase funding to support the City and School partnership. The total 2002 appropriation is $41,000. ■ Program funding for the Centennial Celebration was for 2001 only. • Transfer to Fund 316 for CIP Projects to meet capital project funding requirements. The 2002 total transfer is $1,720,000. • The City's contribution for the printing and distribution of the 2002 Renton Community Calendar to citizens and businesses in the community. r ■ Establish Employee Recognition Program as directed by Council. ■ Funding for downtown Renton to establish an open air Farmers market and to refurbish the city's parade float. ■ Membership fee increases for organizations are based on population. Renton's population exceeds 51,000. The 2002 total appropriation is $88,600. 3-228 NON-DEPARTMENTAL ■ Payment to employees for accrued leave entitled upon retirement and/or termination. „ The total 2002 appropriation is $125,000. ■ Reduction in telephone expense. The total 2002 appropriation is $75,000. ;rr ■ Election cost reduction, as there are no Renton candidates for the 2002 Primary Election. wr r �r dw Ow war to dw AA .w ww rw 3-229 ENTON� AHEAD OF THE CURVE 3-230 -- Performance Measures a qW ^ '$?, 111F ALL DEPARTMENTS PERFORMANCE MEASURES In 1996, the City of Renton formed the Performance Measures Group of the 2002 Committee to research performance-based systems in other public and private organizations, and to identify how to institute performance measurement in the City of Renton. The committee involved all City departments in the performance measurement research. The committee identified several guiding performance measurement principles: ➢ Performance measurement must be flexible. ➢ Departments and organizational units must own the performance 1�rr measures. ➢ Measures should be developed in an inclusive manner that allows for clear understanding of organizational priorities to allow departments to align with overall City lines of business. The committee worked through 1998 to complete the following products: ➢ An assessment of current practices used to measure each city department performance and a catalogue of those measures published. ➢ A survey was completed of local, County, and State governments that have recently undertaken performance measurement modifications to understand the experience and results each entity was able to achieve. The findings of this effort were published in the Performance Measures Group's "Interim Report." rrr ➢ An outcome management pilot project was developed and implemented in the Public Works Maintenance Division. This project was intended to evaluate the change in performance outcomes when utilizing a system that seeks to understand internal and external customer expectations and build in specific accountability for specific results. ➢ A template was developed to model Department and Division relationships in line with business concepts. This model maps a process that connects citywide goals, measurable outcomes, program outputs and resource/program inputs for all entities in the City structure. Portions of the model were used in the 1999-2000 Budget development process. It is the opinion of the committee, that further refinement and implementation of the model in budget development and actual operations could help the City of Renton continue to work towards the completion of its Business Plan. rr ow 41 ALL DEPART mTs r 5 The committee noted the importance of developing a system that is mission- driven, customer-oriented, results-focused, and links resource allocation and organizational results. Performance measurement and monitoring systems serve as one mechanism to link an organization's strategic plan to its budget. The research and analysis of performance measurement systems is consistent with the City's Business Plan. Renton is committed to finding appropriate ways to study and measure the benefits and outcomes of all of the City's activities and services. While the current measurement systems maintained within each Department provide a useful understanding of various outputs and workloads as well as a measure of understanding concerning the result of the budget, a sense of how the outputs achieve the desired outcomes may be missing in some cases. Benchmarks that measure success are another important element that is needed for the true management of desired outcomes. Building from the work of the pilot program in the Public Works Maintenance Division, a system of Outcome Management was introduced citywide during the last quarter of 2000. The intent is that over the next several years Outcome Management will be woven into the fabric of the City organization and the way it does its business. In future years, this section of the budget document will include some of the results and findings of this effort. The following is a sampling of the existing performance measures and workload indicators currently tracked within each of the City departments. Al Wi 42 110 PERFORMANCE MEASURES O. 1999 2000 2001 2001 2052 - *W COMMUNITY SERVICES ACTUAL ACTUAL FORECAST ACTUAL FORECAST FACILITIES: Work Orders Processed 2,623 2,668 2,850 2,550 2,850 +v Vandalism (in dollars) $6,363 $4,771.14 $3,400 $5,500 $3,400 Total Square Feet (sf) Maintained/City Bldgs: 400,000 412,000 412,000 412,000 412,000 City Custodial Staff (#sf Per Custodian/Per Day) 21,300 21,300 21,300 21,300 21,300 aw PARKS-MAINTENANCE: MAINTENANCE FACRITIEs: Developed Parks-Acres Maintained 253.74 253.74 254.68 254.68 254.68 40 Developed Parks Maintained 26 26 26 26 26 Open Space-Acres Maintained 732.67 732.67 732.67 732.67 732.67 Municipal Bldg.Grounds-No.of sites 11 11 11 11 11 go Trails Maintained (miles) 12 12 12.5 12.5 12.5 Mowing (acres) 150 150 150 150 150 Bark Beds (square feet) 271,929 271,929 271,929 271,929 271,929 Ballfields 14 14 14 14 14 Im Soccer Fields 6 6 6 6 6 Street Miles Maintained 9.5 9.5 9.5 10.5 10.5 Traffic Islands/Parks/Gateways-No.of sites 6 7 8 8 8 as Contracted Maintenance Services/Sites 10 22 22 22 22 Contracted Maintenance Services 17.5 23.5/8 23.5/8 23.5/8 23.5/8 Miles/Acres to PARKS-MAPLEWOOD GOLF COURSE: Revenue from Green Fees $1,194,765 $1,218,332 $1,340,000 $1,267,200 $1,340,000 Number of Golf Rounds 71,084 71,667 72,000 71,000 72,000 aw Revenue from Driving Range $347,154 $314,299 $340,000 $370,000 $340,000 Number of Driving Range Tokens Sold 88,772 80,383 87,000 80,000 87,000 Revenue from Banquet Facility,Restaurant $205,660 $222,571 $185,000 $200,000 $185,000 &Lounge to Revenue from Sale of Merchandise $190,636 $197,466 $195,000 $195,000 $195,000 Revenue from Golf Car,Pull Cart and Club $217,640 $232,383 $192,500 $217,000 $192,500 Rentals 00 Miscellaneous Revenue/Investment Interest $43,846 $69,874 $30.000 $50,000 $30,000 RECREATION- RECREATION SERVICES: Athletic Programs 86,527 96,376 87,000 119,422 90,000 do Teen Programs 5,006 4,003 6,000 6,456 6,000 Highlands Neighborhood Center Rebuild 12,916 39,000 39,997 38,900 N,Highlands Neighborhood Center 43,130 31,950 28,000 17,181 17,600 im Summer Programs 21,400 20,278 17,000 35,000 25,000 Developmentally Disabled 10,144 10,855 9,000 11,317 9,725 Picnic Shelter Rentals 30,985 27,487 31,000 33,330 34,000 After School/Neighborhood Programs& Park 80,829 106,798 76,000 104,017 90,000 to Use Special Events 26,255 34,596 25,000 37,136 25,000 Carco/Theatre/Cultural Arts Program 36,000 30,156 34,000 28,814 34,000 am Renton Community Center 206,771 220,000 225,000 225,000 225,000 No it 43 PERFORMANCE MEASURES Will 1999 2000 2001 2001 2002 COMMUNITY SERVICES ACTUAL ACTUAL FORECAST ACTUAL FORECAST RECREATION-RENTON COMMUNITY CENTER: Fitness (weight room) 24,580 27,080 25,000 39,000 40,000 Gym Programs 34,727 42,295 40,000 37,500 43,000 Racquetball/Wallyball 4,815 4,396 4,400 4,100 4,500 10 Classroom Rentals 3,538 4,191 5,000 4,300 5,000 Banquet Room Rentals 26,025 25,270 24,500 24,600 25,000 Classes 33,537 53,002 58,000 65,000 60,000 RECREATION- RENTON SENIOR ACTIVITY CENTER: Renton Senior Activity Center 147,500 144,600 148,000 142,000 146,000 Total Lunch Meals Served 24,236 23,295 24,000 21,365 23,000 Medical Clinic (total visits) 1,267 1,326 1,300 1,392 1,400 Foot Care (total visits) 1,430 1,385 1,500 1,426 1,500 Blood Pressure by Volunteer Nurses 4,605 4,224 4,500 4,125 4,200 Meals on Wheels 20,149 16,639 20,000 20,599 18,500 Mental Health (total visits) 242 210 230 125 200 Transportation: One way Trips Provided 6,901 6,850 7,350 5,950 7,000 i HUMAN SERVICES: Renton Resource Directories Distributed 12,000 16,600 17,000 15,300 18,500 Scholarships Distributed 82 94 110 140 150 Victims of Domestic Violence Contacted by 650 520 550 520 550 Letter Victims Assisted by the Court Advocate 300 364 350 300 468 Households Assisted by the Housing Repair 158 154 170 157 175 Assistance Program Number of Critical Emergency Repairs/ 112 236 160 210 200 Housing Repair Assistance Program LIBRARY: Registered Library Card Holders 30,260 34,858 33,500 28,374 36,000 06 Registered City Card Holders 22,999 26,149 26,000 21,176 28,000 Registered King County Library System Card 6,868 8,593 7,000 7,198 8,000 Holders Total Library Circulation 334,619 352,334 350,000 382,443 375,000 Total Holdings Added 9,250 8,042 9,000 11,118 8,000 Total Holdings 153,935 147,818 154,000 148,758 140,000 Total Titles Added 6,074 6,818 7,000 7,286 7,000 Total Titles 107,036 104,073 110,000 106,281 100,000 Titles Borrowed from Other Libraries-Interiibrary 432 408 500 527 400 Loan Renton Library Titles Loaned 1,901 2,244 2,000 2,956 2,000 Interlibrary Loan Borrowing Libraries 394 416 400 623 400 Internet 3,553 4,417 4,000 6,509 6,000 Museum Outreach 1,200 1,200 1,200 4,205 4,000 Museum Visitors 7,500 9,200 8,500 3,307 3,500 4-4 PERFORMANCE MEASURES ECONOMIC DEV,NEIGHBORHOODS, 1999 2000 2001 2001 2002 at STRATEGIC PLANNING ACTUAL ACTUAL FORECAST ACTUAL FORECAST Neighborhood Liaisons to which Training and 15 8 8 15 8 Support is Provided Code Amendments Adopted 9 12 10 8 10 Comp Plan Amendments Completed 9 11 10 4 10 Annexations/Pre-zones Analyzed and/or 3 4 3 9 3 �r Com leted 1999 2000 2001 2001 2002 EXECUTIVE ACTUAL ACTUAL FORECAST ACTUAL FORECAST MAYOR'S OFFICE: Renton's Web Site Total Hits for the Year 409,768 720,190 N/A 1,131,971 1,169,775 New Resident Welcome Packets Mailed out N/A 181 N/A 900 950 MUNICIPAL COURT: Jury Trials Set 883 830 850 711 750 Jury Trials Heard 25 30 35 18 30 Non-Jury Trials Set 566 241 260* 250 260 Non-Jury Trials Heard 44 44 18* 20 30 Interpreters Used 300 271 300 398 400 Pre-Sentence and Evaluations 250 221 250 246 250 Probation (Monthly average) 215 318 275 412 440 Court Cost Recoupment: ` Public Defense $138,147 $136,456 $130,000 $136,239 $130,000 Probation $158,698 $176,548 $165,000 $162,250 $150,000 HEARING Emma.- Total Cases 107 95 100 107 112 Types of Cases Filed: Property Forfeitures 8 6 8 3 6 Vehicle Impounds 10 9 9 9 10 SEPA Appeals 5 4 4 5 5 Administrative Appeals 5 5 5 10 12 rr Other Jurisdiction Cases 18 18 20 4 11 Conditional Use Permits 12 10 11 5 7 Preliminary Plats 8 8 8 18 18 Final Plats 0 0 0 0 0 Site Approvals 14 12 12 8 11 Short Plats 5 5 5 14 11 Variances 7 7 7 5 6 Special Permit for Fill and Grade 4 3 3 1 3 Waiver of Street Improvements 0 0 0 0 0 Rezones 5 2 2 15 10 Shoreline Management 6 6 6 1 3 err rrr 45 PERFORMANCE MEASURES ` 1999 2000 2001 2001 2002 EXECUTIVE ACTUAL ACTUAL FORECAST ACTUAL FORECAST CITY CLERK: Ordinances Processed 64 63 N/A 49 50 Resolutions Processed 63 57 N/A 63 60 New Contracts 194 184 N/A 202 200 Contract Addenda 55 59 N/A 58 50 New Index Cards (mainframe) 750 866 N/A 810 1,500 Videos Produced 23 25 N/A 13 26 Council Minutes Published 43 41 N/A 42 42 Recorded Documents 200 N/A 175 200 tlrli 1999 2000 2001 2001 2002 FIRE ACTUAL ACTUAL FORECAST ACTUAL FORECAST OPERATIONS: Fire Rating (Washington Survey&Rating 3 3 3 3 3 Bureau) Number of Fire Stations (includes District No, 5 5 5 5 5 25) Average Response Time-Fire (Minutes) 5.1 5.0 5.1 5.5 5.1 Average Response Time-Aid (Minutes) 4.8 4.7 4.8 4.7 4.7 Responses: Life Support 5,358 5,714 5,550 6030 6,137 Structure Fires 134 121 145 103 130 Vehicle Fires 83 94 118 96 98 ad Other Fires 133 160 200 149 200 Overpressure Ruptures 45 55 60 52 60 Hazardous Conditions 239 169 270 205 270 Will Service 413 415 530 541 550 Good Intent 327 237 350 264 310 False Alarms-Malicious 87 60 85 57 85 False Alarms-Other 872 848 885 768 850 All Other 7 22 8 8 9 Total Responses 7,698 7,895 8,201 8416 8,699 7 FIRE PREVENTION: UFC Inspections 2,021 2,192 2,193 2269 2,300 UFC Re-inspections 1,021 1,052 1,097 1093 1,100 Fire Protection/Plans Reviewed 492 567 600 523 560 Hazardous-Materials (HazMat) Plans Reviewed 118 64 120 31 55 Public Education Programs 105 87 130 97 110 Fires Investigated 39 38 35 52 52 Actual and Budgeted Revenues $102,230 $108,363 $125,000 111,399 $108,000 4-6 PERFORMANCE MEASURES 1999 2000 2001 2001 2002 POLICE ACTUAL ACTUAL FORECAST ACTUAL FORECAST OPIDIAnoNS: PATROL: +rrr Calls for Service 45,121 45,744 47,241 47,221 50,000 Traffic Accidents Investigated 1,617 1,696 1,700 1,766 1,800 INVESTIGATION: Clearance Ratio 77.3% 70.5% 75.0% 87.0% 75.0% Total Crimes Investigated 8,110 8,211 8,300 9,172 8,300 STAFF SERVICES: rrr Case Reports 11,490 11,938 12,500 12,164 12,500 Citations 11,543 12,290 12,500 12,120 12,500 AuXILMY SERVICES: ELECTRONIC HOME DETENTION(EHD): EHD Days 9,989 12,856 15,000 13,170 14,000 Average Daily Population 27.5 35.0 40.0 36.0 40.0 JAIL: Bookings 3,199 3,380 3,600 3,160 3,600 Jail Days 28,949 42,935 46,000 45,359 46,000 Avg, Daily Population 59 68 75 60 60 Avg, Daily Outplacement 38 15 20 25 25 PLANNING, BUILDING a 1999 2000 2001 2001 2002 so PUBLIC WORKS ACTUAL ACTUAL FORECAST ACTUAL FORECAST AmmsTRAT1om to Completed Utility CIP Monthly Transfers ($) $615,245 $721,885 $550,00 N/A N/A Support to Board of Public Works 100% 100% 100% N/A N/A Regional Representation on Issues 100% 100% 100% N/A N/A io DEVELOPMENT SERVICES: Building Permit Valuation $131,950,593 $238,424,000 $216,300,00 $187,148,515 $148,000,000 Building Permit Revenue $2,906,614 $2,717,347 $1,854,000 $2,216,606 $1,600,000 ire Building Permits Processed 3,483 4,626 3,600 4,756 4,800 Land Use Applications Processed 191 172 260 174 150 Public Works Permits Processed 582 575 460 668 500 Water Meter Applications 512 443 450 520 380 in TRANSPORTATION SYSTEMS: Complete Construction of 80%TIP Projects* 7 4 9 9 4 Complete Design of 80%TIP Projects* 13 5 8 10 3 Complete Planning of 80%TIP Projects* (New) 0 0 0 0 7 Respond to Customer Service Requests 1,650 1,701 2,204 1,911 1,911 Respond to Work Order Requests New 6,932 3,308 7,861 7,861 CTR Program 80%Designed/Implemented 23/100% 23/100% 23/100% 29/96% 30/100% Irw r 47 PERFORMANCE MEASURES PLANNING, BUILDING a 1999 2000 2001 2001 2002 PUBLIC WORKS ACTUAL ACTUAL FORECAST ACTUAL FORECAST UTILITY SYSTEMS: WATER UTILfTY. Construction of CIPS Completed (#) 7 4 7 7 8 Design of CIP Completed (#) 7 6 4 6 6 Outside Funding for CIP Projects (%) 27% 1% 0% 0% 28% WASTEWATER UTILITY: Construction of CIPS Completed (#) 3 3 7 5 4 Design of CIP Completed (#) 3 3 2 2 6 Outside Funding for CIP Projects (%) 22% 4% 0% 0% 0% SURFACE WATER UTILITY: Construction of CIPs Completed (#) 10 4 7 6 5 Design of CIP Completed (#) 6 6 8 8 8 Outside Funding for CIP Projects (%) 69% 27% 0% 0% .05% Responded to Customer Service Requests 60 65 60 60 65 Awarded Discount on Flood Insurance Rates 15% 15% 15% 15% 15% SOLID WASTE UTILITY: Special Collection Events (#/Tons) 2/143 2/166 2/130 2/156 2/130 Household Hazardous Waste Workshops (#) 0 20 15 26 25 Residential Diversion (%) 53% 55% 58% 55% 59% Multi-Family Diversion (%) 17% 16% 16% 20% 18% Solid Waste (Garbage Total Tons) 44,320 48,600 49,500 46,177 48,000 a MAINTENANCE SERVICES: STREET MAINTENANCE: Utility Cut Patching (sq,feet) 95,369 55,500 53,765 51,335 67,045 Cracked Sealed City Streets (lineal feet) 106,000 150,000 170,872 79,666 91,131 Street Side Vegetation Mowing (swath miles) 518 480 553 563 552 Snow/Ice Control (lane miles) 230 6,500 1785 538 1,988 Sidewalk Repairs (labor days) 298 300 280 285 332 SURFACE WATER MAINTENANCE: Clean Storm Lines (lineal feet) 71,883 80,000 101,802 51,836 91,713 Refurbish Catch Basins 20 35 60 69 60 Clean Catch Basins 1,169 850 1,082 1,305 1,400 TV Inspections (feet) 3,329 20,000 2,640 1,081 1,000 Backup reduction (catch basins) 15 50 8,016 6,730 6,421 WATER MAINTENANCE: Conduct Leak Detection on Water 18,451 27,000 27,400 41,341 13,900 Mains/lineal feet 1 Test City Water for High Quality (samples) 950 1,400 1,200 406 1,200 Inspect/Operate Hydrants 5,350 5,525 5,700 5,976 5,900 Meter Reading (routes) 550 555 480 423 480 = New Main Connections tie-in 125 130 45 63 70 4-8 Im PERFORMANCE MEASURES do PLANNING, BUILDING 8t 1999 2000 2001 2001 2002 PUBLIC WORKS ACTUAL ACTUAL FORECAST ACTUAL FORECAST MAINTENANCE SERVICES:(continued) k" WASTEWATER MAINTENANCE(SEWER): Clean Sewer Line (lineal feet) 125,316 90,000 100,033 136,766 140,763 TV Inspect (lineal feet) 54,700 23,800 23,817 57,718 27,244 Wet Well Washing 192 240 228 244 228 go Root Cut Lines (lineal feet) 19,353 22,000 19,054 20,963 18,163 Manhole Cleaning 526 1,000 680 1,344 1,225 SOLID WASTE/LITER CONTROL PROGRAM: io Trash Collected (tons) 30 40 38 63 38 EQUIPMENT SERVICES: Vehicle Services and Repairs 2,601 3,400 2,600 2,550 2,600 Replacement (#vehicles) 68 23 35 39 30 Outfitted #vehicles 12 8 6 10 12 1999 2000 2001 2001 2002 FINANCE 8I INFORMATION SERVICES ACTUAL ACTUAL FORECAST ACTUAL FORECAST UTILITY BILLING(NUMBER OF CUSTOMERS): Average Total Customers 12,449 13,054 N/A 13,091 13,725 60 PAYROLL: Number of Employees Paid (per W-2 count) 1,062 1,098 N/A 1,094 1.100 PRINT SHOP: it Mail Machine Production 226,251 226,528 N/A 267,134 270,000 OPERATIONS(1999 IS ESTIMATED: Number of Accounts Receivable Billings 1,700 1,794 N/A 1,891 1,900 Number of Vendor Checks 10,650 10,732 N/A 10,987 11,200 INFORMATION SERVICES: Calls for Service N/A 2,399 N/A 2,035 2,247 ACCOUNTING: General Obligation Bonds N/A N/A AAA AAA AAA Revenue Bonds N/A=bonds not issued Bonds not rated N/A N/A A+ A+ HUMAN RESOURCES 8L 1999 2000 2001 2001 2002 RISK MANAGEMENT ACTUAL ACTUAL FORECAST ACTUAL FORECAST Bloodborne Pathogen Training 415 364 440 425 425 Drug Alcohol Testing 23 17 35 18 20 Applications Processed 1,146 2,119 3,300 2,600 1,843 Employees Hired/Promoted 68 87 80 63 72 Risk Management Claims Processed 190 136 95 287 150 irn 4-9 N T O N AHEAD OF THE CURVE 4-10 1r. s . Debt Services J3 . 3e. W' t^ .iii a- A a a lL . 3�°a3a 2a�• e &-:a A a i�a`a�a :': 11F INTRMcnoN The Debt Services section provides an extensive overview of the City's debt program. It includes financial data on debt limitations, property tax rates and property tax revenues, long-term debt service requirements, limited (non- voted) general obligation debt per capita, individual debt summaries, and a schedule of the City's overall outstanding debt. Table 7 provides an overview of the City's outstanding debt including the total debt margin availability from 1997 through 2001, and projected indebtedness and debt margin availability from 2002 through 2006. The table also includes legal debt limitations, a breakdown of property tax rates and total property tax revenues from 1997 through 2006, and the 2002 property tax allocation. Table 8 describes the City's long-term debt program and the various forms of debt. Long-term debt includes General Obligation debt, Proprietary-type Long Term debt (Revenue Bonds, Public Works Trust Fund Loans, Contract/Lease debt), and Special Assessment debt. General Obligation debt is the responsibility of the City and is paid from property taxes. Proprietary-type Long Term debt is recovered from operating revenues of proprietary funds rather than the general tax base. Special Assessment debt is paid by a selected group of participants within local improvement districts for the purpose of financing the construction of public facilities. Table 9 summarizes the City's Limited Tax General Obligation debt from 1995 through 2010. Limited Tax General Obligation debt is incurred without the vote of the Renton populace while Unlimited Tax General Obligation debt is incurred with voter approval. The table further calculates Limited Tax General Obligation debt per capita. Table 10 provides a schedule of all of the City's Outstanding Debt for Limited and Unlimited Tax General Obligation Bonds, Installment Contracts, Revenue Bonds, Public Works Trust Fund Loans, Capital Leases, and Local Improvement District (L.I.D) Bonds and Notes. The table further outlines interest rates, issue and maturity dates, and the total amount of debt issued. It also provides a financial summary of the outstanding status of the debt. The City's debt program conforms to the City's overall financial policy of maintaining a fiscally stable position to achieve short and long-term goals. A separate City Debt Manual has been prepared and is included as reference in the Finance Department's library. The Debt Manual has been utilized as a vital guide in the preparation of the City's debt program. The manual provides extensive information on general obligation debt, revenue bonds, public works trust fund loans, special assessment debt, contract/lease debt and other miscellaneous debt such as interfund loans and joint venture debt f.r obligations. It also includes the City's most current bond ratings by various independent rating agencies, the City's debt capacity and margin of available indebtedness, and long-term projections for the City's debt service. ■ 5-1 TABLE 7 r PROJECTED LIMITATION OF INDEBTEDNESS FOR GENERAL PURPOSES CITY AND OVERLAPPING TAX RATES, AND PROPERTY TAX REVENUE PROJECTED LIMITATION OF INDEBTEDNESS $180 -♦--Non-Vote $150 f Vote 161.4 153.2 145.5 138.0 $120 124.1 131.0 Millions of 110.8 Dollars $90 102.5 90.6 84.6 $bp 71.2 76.7 66.0 55.9 60'8 $30 43.6 48.8 50.8 31.8 35.4 $0 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Projected YEAR 1997 1998 1999 2000 INDEBTEDNESS FOR GENERAL PURPOSES: WITHOUT A VOTE: Assessed Valuation(AV)Used for Next Yr's Levy/Rate 3,625,601,764 3,825,109,334 4,258,500,750 4,545,321,019 Legal Limit:1.5% AV 54,384,026 57,376,640 63,877,511 68,179,815 General Obligation Bonds Outstanding 23,177,908 22,220,906 21,203,906 20,151,906 Installment Notes/Contracts Outstanding 13,361 265,832 242,856 218,831 Total Outstanding Debt 23,191,269 22,486,738 21,446,762 20,370,737 Less:Amount Available for Debt Service 600,279 522,976 1,151,400 951,092 DEBT MARGIN WITHOUT AVOTE $31,793,036 35,412,87843,582,14 $48,760,176 WITH A 3/5%VOTE: e Legal Limit:2.50%of AV $90,640,044 $95,627,733 $106,462,519 $113,633,025 Outstanding Debt 6,930,000 6,000,000 5,020,000 3,975,000 Less:Amount in Debt Service Funds 877,162 1,004,955 1,103,600 1,145,663 DEBT MARGIN AVAILABLE WITH VOTE $84,587,206 $90,632,688 102,546,119 $110,803,688 TOTAL DEBT MARGIN AVAILABLE $116,380,243 $126,045,566 $146,128,268 $159,563,859 CITY AND OVERLAPPING TAX RATES: (Per$1000 of Assessed Value) City of Renton General Levy $3.60000 $3.55000 $3.42726 $3.39877 City of Renton Special Levy 0.38781 0.34608 0.31981 0.28488 TOTAL CITY OF RENTON TAX RATE $3.98781 $3.89608 $3.74707 $3.68365 King County 2.13173 1.85109 1.77385 1.68951 Port of Seattle 0.28261 0.26466 0.23898 0.21585 Hospital District#1 0.15959 0.15934 0.15354 0.11830 Renton School District#403 3.53615 3.49222 3.78290 3.65397 State of Washington 3.52499 3.51138 3.35872 3.30278 Emergency Medical Services 0.25000 0.00000 0.29000 0.27299 TOTAL PROPERTY TAX RATE $13.87288 $13.17477 $13.34506 $12.93705 PROPERTY TAX REVENUE: General Levy $12,966,258 $13,119,160 $14,310,777 $15,125,785 Special Levy 1,267,972 1,390,793 1,339,623 1,275,911 TOTAL PROPERTY TAXES $14,234,230 $14,509,953 $15,650,400 $16,401,696 Source of Information: Assessed Valuation,and Property Tax Rates: 1997-2001 King County Department of Assessments. Debt Margin: City of Renton Finance Department. 5-2 TABLE 7 PROJECTED LIMITATION OF INDEBTEDNESS FOR GENERAL PURPOSES CITY AND OVERLAPPING TAX RATES, AND PROPERTY TAX REVENUE 2002 PROPERTY TAX ALLOCATION No Emergency Medical$25 2% State of City of Renton Washington $335 $299 29% 26% King County $145 +`+ Renton School 13% $311 Port of Seattle 27% Hospital District $19 No $10 2% 1% as Projected 2001 2002 2003 2004 2005 2006 �f 5,062,641,752 5,315,773,840 5,581,562,531.58 5,860,640,658 6,153,672,691.07 6,461,356,325.62 75,939,626 79,736,608 83,723,438 87,909,610 92,305,090 96,920,345 25,580,583 24,377,581 23,488,008 22,564,152 21,773,447 21,034,501 tw 193,707 167,440 139,972 111,250 81,217 49,813 25,774,290 24,545,021 23,627,980 22,675,402 21,854,664 21,084,314 654,025 686,726 721,063 757,116 794,971 834,720 50,819,361 $55,878,313 $60,816,521 65,991,324 $71,245,398 76,670,751 lllr $126,566,044 $132,894,346 $139,539,063 $146,516,016 $153,841,817 $161,533,908 3,515,000 3,030,000 2,665,000 2,280,000 1,870,000 1,440,000 1,048,876 1,101,320 1,156,386 1,214,205 1,274,915 1,338,661 124,099,920 $130,965,666 $138,030,449 $145,450,222 $153,246,733 $161,432,569 No $174,919,281 $186,843,979 $198,846,970 $211,441,545 $224,492,130 $238,103,320 $3.27385 $3.26036 $3.21381 $3.09138 $2.97362 $2.86034 to 0.10078 0.09397 0.08269 0.07277 0.06404 0.05635 $3.37463 $3.35433 $3.29651 $3.16415 $3.03765 $2.91669 1.55218 1.44949 1.46398 1.47862 1.49341 1.50835 0.19029 0.18956 0.19146 0.19337 0.19530 0.19726 to 0.09873 0.09643 0.09739 0.09837 0.09935 0.10035 3.36669 3.11288 3.14401 3.17545 3.20720 3.23928 3.14502 2.98946 3.01935 3.04955 3.08004 3.11084 0.24624 0.25000 0.25250 0.25503 0.25758 0.26015 $11.97378 $11.44215 $11.46521 $11.41454 $11.37054 $11.33291 $16,253,829 $17,760,500 $17,938,105 $18,117,486 $18,298,661 $18,481,648 523,017 504,200 507,700 509,900 515,610 514,815 1m $16,776,846 $18,264,700 $18,445,805 $18,627,386 $18,814,271 $18,996,463 so vw 5-3 TABLE 8 • LONG TERM DEBT The City's long-term debt is accounted for in three areas: 1) General Obligation Long Term debt (debt in this classification is paid from property taxes and is a general obligation of the City); 2) Proprietary- type Long Term debt (operating revenue of the individual proprietary funds are used to satisfy this debt which includes Revenue Bonds, Public Works Trust Fund Loans and Contact/Lease debt); and 3) Special Assessment Long Term debt (special assessment payments from participants in each special assessment district are used to satisfy this debt). The City is in compliance with all Washington State debt limitation statutes and bond indenture agreements. The City has an AAA bond rating from independent rating agencies for General Obligation Bonds and an Al/A+ rating for Revenue bonds. The following is a summary of long-term debt transactions of the City for the year ending December 31, 2001. General Obligation Public Works Special Total Long Term Revenue Trust Fund Contract/ Assessment Long-Term Item Debt Bonds Loans Lease Debt Debt Debt Outstanding 1/01/01 $24,345,737 $25,020,000 $8,645,787 $156,769 $320,000 $58,488,293 Issued 19,505,000 0 0 0 0 19,505,000 Redeemed 14,561,447 1,950,000 751,432 111,114 185,000 17,558,993 Outstanding 12/31/01 $29,289,290 $23,070,000 $7,894,355 $45,655 $135,000 60,434,300 Debt Service to Maturity: The following is a schedule showing the debt service requirements to maturity for the City's long-term debt. DEBT SERVICE REQUIREMENT TO MATURITY LONGTERM DEBT SUMMARY AS OF DECEMBER 31, 2001 (DOLLARS IN THOUSANDS) r General Obligation Revenue Public Works Trust Contract/ Special Total Long Term Debt Bonds Fund Loans Leases Debt Assessment Debt Long-Term Debt Year Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Mill 2002 $1,714 $1,182 $2,030 $1,139 $620 $97 $39 $1 $135 $7 $4,538 $2,426 2003 1,282 1,473 2,160 1,033 621 88 7 0 0 0 4,070 2,594 2004 1,337 1,416 2,275 920 621 81 0 0 0 0 4,233 2,417 t 2005 1,231 1,528 2,390 794 559 74 0 0 0 0 4,180 2,396 2006 1,200 1,562 2,270 674 558 68 0 0 0 0 4,028 2,304 2007 1,257 1,573 1,870 569 558 61 0 0 0 0 3,685 2,203 2008 1,238 1,589 1,965 473 558 54 0 0 0 0 3,761 2,116 2009 1,330 1,476 1,720 379 558 48 0 0 0 0 3,608 1,903 2010 1,350 939 1,645 295 558 41 0 0 0 0 3,553 1,275 6i 2011 1,400 885 1,360 219 558 34 0 0 0 0 3,318 1,138 2012 1,455 829 1,430 148 559 26 0 0 0 0 3,444 1.003 2013 1,530 753 1,150 82 533 19 0 0 0 0 3,213 854 2014 1,610 673 395 42 363 13 0 0 0 0 2,368 728 2015 1,695 588 410 22 358 8 0 0 0 0 2,463 618 2016 1,785 499 0 0 263 4 0 0 0 0 2,048 503 2017 1,875 406 0 0 49 1 0 0 0 0 1,924 407 2018 1,385 307 0 0 0 0 0 0 0 0 1,385 307 2019 1,460 234 0 0 0 0 0 0 0 0 1,460 234 2020 1,540 158 0 0 0 0 0 0 0 0 1,540 158 2021 1 1,615 81 1 0 0 1 0 0 1 0 0 1 0 0 1 1,615 81 Total 29,289 18,151 23,070 6,789 7,894 717 46 1 135 7 60,434 25,665 5-4 "" INDIVIDuAL DEBT SUMMARIES aw LIMITED (NON-VOTED) TAX GENERAL OBLIGATION DEBT aw 1989 Limited Tax General Obligation Refunding Bonds (Ordinance #4218): The 1989 Limited Tax General Obligation Refunding Bonds were issued and dated June 1, 1989 in the amount of $2,085,000 with an average interest rate of 6.95% for purposes of refunding the 1983 Limited Tax General Obligation Refunding Bonds with an average interest rate of 10.78%. This resulted in a positive cash flow difference of $177,000. The 1983 refunding bonds were issued to retire the 1982 Limited Tax General Obligation Bonds that were used to finance the construction of the City shop facility. The 1989 Limited Tax General aw Obligation Refunding Bonds will be fully redeemed May 1, 2002. Interest rate coupons on outstanding bonds range from 6.9%through 7%. The debt service for these bonds is accounted for in the 1989 Limited Tax General Obligation Refunding Bonds/Shop Fund (212). NO 1993 Limited Tax General Obligation Refunding Bonds (Ordinance #4409): The 1993 Limited Tax General Obligation Refunding Bonds were issued in the amount of $4,910,000 and dated August 1, 1993. The average interest rate is 4.53%. The bonds were issued for purposes of advance refunding the 1986 Limited Tax General Obligation Bonds, maturing June 1, 1997 through June 1, 2002, with an average interest rate of 7.46%. Allocation of the debt service was apportioned 42.5% to the General Governmental Miscellaneous Debt Service Fund (215); 8.8% to the Waterworks Utility Fund (401); 44.4% to the Municipal Golf Course System Fund (404); and 4.3% to the Equipment Rental Fund (501). However, beginning in 1999, the debt service is now accounted for 100% in the General Governmental Miscellaneous Debt Service Fund (215). Proceeds of the 1986 Limited Tax General Obligation Bonds were used to redeem and retire the City's outstanding Limited Tax General Obligation Golf Course Bond Anticipation Note dated 1985; to expand the City library; to purchase wetlands to control drainage and provide and preserve wildlife habitat; to acquire various equipment rental replacements; and to rr construct a community center. As part of the Golf Course purchase, the Waterworks Utility entered into an agreement to purchase water rights in the amount of $811,000. Interest rate coupons on outstanding bonds range from 417o through 4.8%. The last bonds will mature on June 1, 2002. 'n 1994 Limited Tax General Obligation Bonds (Ordinance #4483): The 1994 Limited Tax General Obligation Bonds were issued in the amount of $980,000 and dated December 1, 1994. The average interest rate is 5.76%. These bonds were issued to finance the acquisition of various equipment rental additions and replacements. The debt service was 100% apportioned to the Equipment Rental Fund (501). However, beginning in 1999, the debt service is now accounted for 100% in the General Governmental Miscellaneous Debt Service Fund (215). Interest rate coupons on outstanding bonds range from 5.3% through 6.3%. The final bonds will mature on December 1, 2004. $670,000 of these bonds were refunded May 1, 1997. See 1997 Limited Tax General Obligation Refunding Bonds Series A. The last two maturities (2003 and 2004) remain unrefunded. 1996 Limited Tax General Obligation Bonds (Ordinance #4635): The 1996 Limited Tax General Obligation Bonds were issued in the amount of $553,337 and dated October 15, 1996. The average interest rate is 5.95%. The bonds were issued in denominations of $1,000. The bonds consisted of $410,000 serial bonds and $240,000 capital appreciation bonds ($143,336.72 Principal and $96,663.28 Interest). The capital appreciation bonds are due in years 2001,2005, and 2006 where interest, at rates of 5.1%, 5.5%, and 5.6%, will accrue from date of issuance and be paid at maturity. The proceeds from the bonds were used to acquire two fire apparatus pumpers. The bond sale was handled by City staff for purposes of selling the bonds to local citizens. The last bonds will mature October 15, 2006. Interest rate coupons on serial bonds range from 4.25% through 5.4%. These bonds were not rated. The debt service for these bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund (215). 1W so 5-5 INDIVIDUAL DEBT SummaIES 1997 Limited Tax General Obligation Refunding Bonds Series A (Ordinance #4661): The 1997 Limited Tax General Obligation Refunding Bonds Series A were issued in the amount of $2,683,826.70 and dated May 1, 1997 with an average interest rate of 6.63% for purposes of advance refunding the following bonds: 1978 Limited Tax General Obligation Bonds, maturing February 1, 1998, with an average interest rate of 5.50% all apportioned to 1978 Limited Tax General Obligation Bonds-Senior Center Fund (207); 1989 Limited Tax General Obligation Bonds, maturing March 1, 1998 through March 1, 2002, with an average interest rate of 6.9% apportioned 80.1% to the General Governmental Miscellaneous Debt Service Fund (215) and 19.9% to the Equipment Rental Fund (501); 1992 Limited Tax General Obligation Bonds, maturing October 28, 1997 through December 1, 2002, with an average interest rate of 4.55% apportioned 77% to the General Governmental Miscellaneous Debt Service Fund (215) and 23% to the Equipment Rental Fund (501); 1993 Limited Tax General Obligation Bonds, maturing February 22, 1997 through December 1, 1999, with an average interest rate of 4.75% all apportioned to the Solid Waste Utility Fund (403); and 1994 Limited Tax General Obligation Bonds, maturing December 5, 1997 though December 31, 2002, with an average interest rate of 5.7% all apportioned to Equipment Rental Fund (501). Beginning in 1999, the debt service for these bonds is now accounted for 97.11% in the General Governmental Miscellaneous Debt Service Fund (215) and 2.89% in the 1978 Limited Tax General 11 Obligation Bonds-Senior Center Fund (207). 1997 Limited Tax General Obligation Bonds Series B (Ordinance #4662): The 1997 Limited Tax General Obligation Bonds Series B were issued in the amount of$14,697,743.60 and dated May 1, 1997. The bonds consisted of $12,660,000 serial bonds, with an average interest rate of 5.79%, and $3,830,000 capital 11 appreciation bonds ($2,037,743.60 Principal and $1,792,256.40 Interest), with an average interest rate of 7.79%. The capital appreciation bonds are due in years 2006, 2007, 2008 and 2009 where interest, at rates of 5.55%, 5.6%, 5.65% and 5.75%, will accrue from date of issuance and be paid at maturity. The proceeds from the bonds were used to acquire the Main and Grady Building. The $12,660,000 serial bonds were refunded November 1, 2001. See 2001 Limited Tax General Obligation Refunding Bonds. The $3,830,000 capital appreciation bonds remain unrefunded. The debt service for these bonds is accounted for in the 1997 Limited Tax General Obligation Bonds-City Hall Fund (201). 2001 Limited Tax General Obligation Refunding Bonds Series A (Ordinance #4922): The 2001 Limited Tax General Obligation Refunding Bonds Series A were issued in the amount of $13,505,000 and dated November 1, 2001 with an average interest rate of 5.02% for purposes of advance refunding the serial bond portion of the 1997 Limited Tax General Obligation Bonds with an average interest rate of 5.79%. This resulted in a positive cash flow difference of $393,062. Proceeds of the 1997 Limited Tax General Obligation Bonds were used to acquire the Main and Grady building. Interest rate coupons on outstanding bonds range from 2.15% through 5.25%. The last bonds will mature December 1, 2017. The id debt service for these bonds is accounted for in the 1997 Limited Tax General Obligation Bonds-City Hall Fund (201). 2001 Limited Tax General Obligation Bonds Series B (Ordinance #4922): The 2001 Limited Tax General Obligation Bonds Series B were issued in the amount of $6,000,000 and dated November 1, 2001, with an average interest rate of 5.11%. The proceeds of the bonds were used to finance the construction of a downtown parking facility. Interest rate coupons on outstanding bonds range from 5.00%through 5.25%. The last bonds will mature December 1, 2021. The debt service for these bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund (215). UNLIMITED (VOTED) TAX GENERAL OBLIGATION DEBT 1993 Unlimited Tax General Obligation Refunding Bonds (Ordinance #4417): The 1993 Unlimited Tax General Obligation Refunding Bonds were issued in the amount of $4,270,000 and dated September 1, 1993. The average interest rate is 4.92%. These bonds were issued for purposes of refunding the callable 5-6 aw INDIVIDUAL DEBT SUMMARIES portion of the outstanding 1989 Unlimited Tax General Obligation Bonds to realize savings from a reduction in interest rates, or a savings in property tax to homeowners of about 45 cents per year on a r' $100,000 home. The last bonds will be fully redeemed on February 1, 2009. Interest rate coupons on outstanding bonds range from 5.2% through 6.1%. The debt service on these bonds is accounted for in the 1989 Unlimited Tax General Obligation Bonds-Senior Housing Fund (219). ur 1993 Unlimited Tax General Obligation Refunding Bonds (Ordinance #4417): The 1993 Unlimited Tax General Obligation Refunding Bonds were issued to retire the outstanding 1983 Unlimited Tax General r Obligation Refunding Bonds. The issue totaled $4,660,000 and was dated September 15, 1993. The average interest rate is 5.52%. The issue is taxable due to arbitrage requirements in order to realize a refunding gain that benefits property owners. Homeowners will save approximately $2.24 in property taxes per year on a $100,000 home. The 1983 Unlimited Tax General Obligation Refunding Bonds were used to refund the 1980 and 1982 Unlimited Tax General Obligation Bonds. The bond proceeds were used to acquire park land and to fund development of the Gene Coulon Memorial Beach Park. The final 1993 bonds will mature May 1, 2002. Interest rate coupons on outstanding bonds range from 5.2% through 6.1%. The debt service for these bonds is accounted for in the 1983 Unlimited Tax General Obligation Refunding Bonds-Park Fund (213). CERTIFICATES OF PARTICIPATION 1998 Certificates of Participation (Resolution #3346): The 1998 Certificates of Participation were issued r„ through a State administered Lease Purchase agreement in September 1998 for the purchase of Energy Conservation/Lighting Retrofit Project for the new city hall. The lease agreement terms are $278,171.50 for ten (10) years at 4.51% interest. The debt service for these certificates is accounted for in the General Governmental Miscellaneous Debt Service Fund (215). REVENUE BONDS 1992 Water/Sewer Revenue Bonds (Ordinance #4354): The 1992 Water/Sewer Revenue Bonds were issued in the amount of$4,000,000 and dated June 1, 1992. The average interest rate is 6.28%. $2,585,000 was refunded in 1998 leaving a remaining balance of $805,000. The reserve requirement is the least of (a) 10%of the issue price of the bonds, (b) maximum annual debt service on the bonds or (c) 125%of the average annual debt service on the bonds. The reserve currently being held on these bonds is$218,405. or 1992 Water/Sewer Refunding Revenue Bonds (Ordinance #4354): The 1992 Water/Sewer Refunding Revenue Bonds were issued in the amount of $4,635,000 and dated June 1, 1992. The average interest rate is 5.94%. These bonds were issued to refund a portion of the 1983, 1986 and 1987 Water/Sewer v, Revenue Bonds. The reserve requirement is the least of (a) 10% of the issue price of the bonds, (b) maximum annual debt service on the bonds or (c) 125% of the average annual debt service on the bonds. The reserve currently being held on these bonds is $471,791. go 1993 Water/Sewer Revenue Bonds (Ordinance #4410): The 1993 Water/Sewer Revenue Bonds were issued in the amount of $5,285,000 and dated August 1, 1993. The average interest rate is 4.74%. The reserve requirement is an amount equal to average annual debt service on the bonds. The reserve currently being held on these bonds is $425,784. 1993 Water/Sewer Refunding Revenue Bonds (Ordinance #4410): The 1993 Water/Sewer Refunding rr Revenue Bonds were issued in the amount of$8,860,000 and dated August 1, 1993. The average interest rate is 4.80%. These bonds were issued to refund a portion of the 1988, 1989, 1989 Ref, and 1990 Water/Sewer Revenue Bonds. The reserve requirement is an amount equal to average annual debt service on the bonds. The reserve currently being held on these bonds is$795,000. 5-7 INDIVIDUAL DEBT SUMMARIES W 1994 Water/Sewer Revenue Bonds (Ordinance #4480): The 1994 Water/Sewer Revenue Bonds were issued in the amount of $3,570,000 and dated November 1, 1994. The average interest rate is 6.34%' $2,605,000 was refunded in 1998 leaving a remaining balance of$965,000. The reserve requirement is an amount equal to average annual debt service on the bonds. The reserve currently being held on these bonds is $187,582. 1998 Water/Sewer Refunding Revenue Bonds (Ordinance #4709): The 1998 Water/Sewer Refunding Revenue Bonds were issued in the amount of$6,120,000 and dated March 1, 1998. The average interest rate is 4.456%. These bonds were issued to refund a portion of the 1977, 1992, and 1994 Water/Sewer Revenue Bonds. The reserve requirement is an amount equal to average annual debt service on the bonds. The reserve currently being held on these bonds is $562,991. 1999 Golf System Refunding Revenue Bonds (Ordinance #4772): The 1999 Golf System Refunding Revenue Bonds were issued in the amount of $5,040,000 and dated April 1, 1999. The average interest rate is 4.963417o. These bonds were issued to refund the 1994 Golf System Revenue Bonds. The reserve requirement is an amount equal to the least of (a) maximum annual debt service on all outstanding + bonds and parity bonds, (b) 125% of average annual debt service on all outstanding bonds and parity bonds or (c) 10% of the proceeds of the bonds and parity bonds. The reserve currently being held on these bonds is$441,358. PUBLIC WORKS TRUST FUND LOAN DEBT Sierra Heights Sewer Repair (CAG 92-065): This public works trust fund loan was issued in the amount of $888,462 and dated January 20, 1992. The interest rate is 2%. This loan was for the installation of approximately 5,500 lineal feet of 8-inch diameter gravity sewer main to service the Sierra Heights area. This will include the neighborhood mains as well as an interceptor line down to the existing Honey Creek Interceptor. Central Renton Sewer Replacement (CAG 93-056/95-057): This public works trust fund loan was issued in the amount of $1,631,800.47 and dated May 24, 1993. The interest rate is 1%. This loan was for the replacement of approximately 10,400 linear feet of existing 8" concrete sewer pipe within the Central Renton Subbasin with new 8" sewer pipe, replacement of 40-50 manholes, replacement of approximately 8,400 linear feet of alleyway as well as an undetermined quantity of storm drainage improvements. East Renton Interceptor (CAG 93-055): This public works trust fund loan was issued in the amount of ori $2,542,704 and dated June 7, 1993. The interest rate is 1%. This loan was for the construction of approximately 9,865 feet of 8,12,15 and 18 inch pipe from the East Renton area (NE 4th and Duvall Ave NE) westerly along NE 4th Street southerly to the Maple Valley Highway, installation of manholes, street restoration and landscaping. Dayton Avenue NE (CAG 94-045): This public works trust fund loan was issued in the amount of$96,957.47 and dated May 12, 1994. The interest rate is 2%. This loan was for the installation of approximately 870 linear feet of 8" sanitary sewer main, 3 manholes, and 22-side sewer stubs and street restoration including an asphalt overlay. Expansion to our current infrastructure that will provide sanitary sewer service to a portion of an existing developed single-family neighborhood that currently is utilizing on-site septic systems. 5-8 M. INDIVIDUAL DEBT SUMMARIES .M Sanitary Sewer Grouting (CAG 94-046): This public works trust fund loan was issued in the amount of $349,010.80 and dated May 12, 1994. The interest rate is 2%. This loan was for the grouting and rehabilitation of Honey Creek and South Highlands subbasins including mainline and manhole grouting, various pipe-lining techniques and removal of inflow sources from the sewer system to a storm system. NE 27th/Aberdeen Drainage Improvements (CAG 95-058): This public works trust fund loan was issued in the amount of $731,000 and dated May 15, 1995. The interest rate is 1%. This loan was for surveying, design, permitting and construction of approximately 2,800 feet of new 18 or 24-inch stormwater pipe. r The project includes manholes, catch basins, control structures, relocation of conflicting utilities, pavement patching and overlay and restoration of all areas disturbed by construction. East Kennydale Interceptor (CAG 96-079): This public works trust fund loan was issued in the amount of $2,093,740 and dated January 24, 1998. The interest rate is 2%. This loan was for construction of approximately 5,200 linear feet of 12 to 15 inch sanitary sewer pipe, 14 sewer manholes, replacement of the Devil's Elbow sanitary sewer lift station, 300 linear feet of 6 inch sanitary force main, fish habitat improvements, repair of access road, and associated asphalt patching and paving. Honeycreek(Sunset) Interceptor(CAG 96-078): This public works trust fund loan was issued in the amount of $1,840,568.45 and dated December 4, 1995. The interest rate is 2%. This loan was for construction of approximately 5,785 linear feet of 15 to 18 inch sanitary sewer main, 15 sewer manholes, 3,300 square yards of asphalt paving, and related appurtenances to the construction of a sanitary sewer main. irr Corrosion Control Treatment Facilities (CAG 96-031/97-130): This public works trust fund loan was issued in the amount of $1,106,000 and dated January 6, 1997. The interest rate is 1%. This loan was for construction of a building on City property in Cedar River Park between well PW-8 and well PW-9 to store and pump chemicals for treating the water from wells RW. CONTRACT/LEASE DEBT Golf Course Capital Lease (CAG 97-165): Lease in the amount of $42,473 and dated August 1997. This lease is for the purchase of John Deere lawn equipment. Payments are made monthly at an interest rate so of 10.39%. The debt service for this lease is accounted for in the Municipal Golf Course System Fund (404). Golf Course Capital Lease (CAG 97-165): Lease in the amount of $21,298.27 and dated October 1997. This lease is for the purchase of John Deere lawn equipment. Payments are made monthly at an interest rate of 9.50%. The debt service for this lease is accounted for in the Municipal Golf Course System Fund (404). Golf Course Capital Lease (CAG 00-060): Lease in the amount of $80,668 and dated April 2000. This lease is for the purchase of Yamaha golf carts. Payments are made monthly at an interest rate of 5.437%. The debt service for this lease is accounted for in the Municipal Golf Course System Fund (404). SPECIAL ASSESSMENT DEBT Local Improvement District (LID) Bonds #329 (Ordinance #4394): These bonds were issued in the amount of $1,654,063 and dated April 1, 1993. The average interest rate is 4.53%. This debt was incurred for construction and installation of certain street improvements including curbs and gutters, sidewalks, ■r streetlights, signals, utility adjustments, storm drains and all necessary appurtenances in the vicinity of South 43rd Street from Talbot Road South to SR-167. irr wr 5-9 TABLE 9: DEBT THROUGH 2010 LIMITED TAX GENERAL OBLIGATION DEBT SERVICE $2,500 $2,000 a D = $1,500 1E $1,000 D E $500 Q $0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 ■Other LTGO Debt ®2001 LTGO(Parking Garage) Limited Tax GO Annual Debt Svc Year (Amounts in 000's) Population Per Capita 1995 $1,900 44,890 $42.33 1996 1,839 45,170 $40.71 1997 1,884 45,920 $41.03 1998 1,977 46,270 $42.73 1999 2,008 47,620 $42.17 2000 1,990 48,270 $41.23 2001 2,016 51,140 $39.42 2002 2,248 51,836 $43.37 2003 2,247 52,532 $42.77 2004 2,243 53,228 $42.14 2005 2,243 53,924 $41.60 2006 2,247 54,620 $41.14 If 2007 2,313 55,316 $41.81 2008 2,308 56,012 $41.21 2009 2,288 56,708 $40.35 2010 2,289 57,409 $39.87 (The 2001 LTGO(Parking Garage) Debt Service is included in the Limited Tax GO Annual Debt Svc column in this table) Population projections 2002-2010 provided by City of Renton Economic Development, Neighborhoods, & Strategic Planning Department. Population growth assumptions exclude potential annexation areas. 5-10 TABLE 10: OUTSTANDING DEBT Interest Issue Maturity Total Amt Outstandin Item Rates Date Date Issued 1/1/2001 Issued Redeemed 12/31/2001 General Obligation Bonds: Umited 1989 G O Refunding Bonds 6.75%-7.00% 06/01/89 05/01/02 2,085,000 565,000 0 275,000 290,000 1993 G O Refunding Bonds 3.00%-4.80% 08/01/93 06/01/02 4,910,000 1,670,000 0 815,000 855,000 1994 G O Bonds 4.60%-6.30% 12/01/94 12/01/04 980,000 65,000 0 0 65,000 1996 G O Bonds 4.25%-5.40% 10/15/96 10/15/06 553,337 470,337 0 16,325 454,012 1997 G O Refunding Bonds 5.25%5.55% 05/01/97 12/01/06 2,683,827 2,683,827 0 0 2,683,827 1997 G O Bonds 5.55%-5.75% 05/01/97 12/01/17 14,697,744 14,697,744 0 12,660,000 2,037,744 2001 G O Refunding Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 0 13,505,000 310,000 13,195,000 2001 G O Bonds 4.90%-5.00% 10/18/01 12/01/21 6,000,000 0 6,000,000 0 6,000,000 Mill Subtotal Limited GO 45,414,908 20,151,908 19,505,000 14,076,325 25,580,583 UnNmited 1993 G O Refunding Bonds-Coulon Pk(Tx) 4.00%-6.10% 09/01/93 05/01/02 4,660,000 270,000 0 130,000 140,000 1993 G O Refunding Bonds-Sr.Housing 2.70%-5.20% 09/01/93 02/01/09 4,270,000 3,705,000 0 330,000 3,375,000 aw Subtotal Unlimited GO 8,930,000 3,975,000 0 460,000 3,515,000 Total General Obligation Bonds 54,344,908 24,126,908 19,505,000 14,536,325 29,095,583 Installment Contracir. Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 218,829 0 25,122 193,707 to Total Installment Contracts 278,172 218,829 0 25,122 193,707 Total General Obligation Debt 54,623,080 24,345,737 19,505,000 14,561,447 29,289,290 41111111 Revenue Bonds: 1992 Water/Sewer 3.50%-6.50% 06/01/92 12/01/02 4,000,000 350,000 0 170,000 180,000 1992 Water/Sewer Refunding 3.50%-6.35% 06/01/92 12/01/06 4,635,000 2,530,000 0 360,000 2,170,000 1993 Water/Sewer 3.00%-5.375% 08/01/93 04/01/13 5,285,000 3,980,000 0 220,000 3,760,000 No 1993 Water/Sewer Refunding 3.00%-5.375% 08/01/93 04/01/10 8,860,000 7,175,000 0 750,000 6,425,000 1994 Water/Sewer 5.45%-6.55% 11/01/94 11/01/04 3,570,000 790,000 0 180,000 610,000 1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 5,645,000 0 50,000 5,595,000 1999 Golf System Refunding 3.25%-5.30% 04/01/99 12/01/15 5,040,000 4,550,000 0 220,000 4,330,000 NA Total Revenue Bonds 37,510,000 25,020,000 0 1,950,000 23,070,000 Public Works Trust Fund Loans: Northwest 7th Sewer Repair 5.00% 12/31/91 07/01/01 84,779 9,419 0 9,419 0 Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 307,710 0 25,642 282,068 to Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 1,241,321 0 87,484 1,153,837 East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 1,749,410 0 134,570 1,614,840 Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 71,443 0 5,103 66,340 4W Sanitary Sewer Grouting 2.00% 05/19/94 07/01/04 349,011 247,209 0 61,802 185,407 NE 27th/Aberdeen Drainage Improvement 1.00% 06/27/95 07/01/15 731,000 638,847 0 42,590 596,257 E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 1,869,672 0 116,855 1,752,817 Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 1,549,952 0 96,872 1,453,080 W Rolling Hills Reservoir 1.00% 03/26/96 07/01/01 154,400 67,550 0 67,550 0 Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 893,254 0 103,545 789,709 Total Public Works Trust Fund Loans 11,519,422 8,645,787 0 751,432 7,894,355 Installment Contracts(Proprietary): so Metro Cedar River Trunk Project 5.00%-5.25% 12/01/96 12/01/01 314,952 70,160 0 70,160 0 Total Installment Contracts 314,952 70,160 0 70,160 0 Capital Leases: Golf Course John Deere Equipment 9.50% 10/01/97 09/01/02 21,298 8,179 0 4,752 3,427 ON Golf Course John Deere Equipment 10.39% 10/01/97 09/01/02 42,473 16,514 0 9,565 6,949 Golf Course Carts 5.437% 04/01/00 04/01/03 80,668 61,916 0 26,637 35,279 Total Capital Leases 144,439 86,609 0 40,954 45,655 to LID Bonds and Notes 329 Street/Utilities 3.00%-5.50% 04/01/93 04/01/02 1,654,0631 320,000 0 185,0001 135,000 Total LID Bonds and Notes 1,654,0631 320,000 0 1 a5,0001 135,000 Votal Outstanding Debt 105,765,9561 58,488,293 19,505,000 17,558,9931 60,434,300 to go up 5-11 ENTON AHEAD OF THE CURVE 5-12 ter Capital Improvement Program ,k ay� asga. aaia8kc a :, akx�aAy �a a a a a 3Aaa�a �Ka£ C, a a L .a��aa�`Fj\a �, s\, . 2002-2007 Da ga E bai a a P a o\aaa kya�k�`a. a3��a K� OWICapital Improvement Program kaa � � a aw wr Transmitted for your information is the City of Renton's Six-Year Capital Improvement Program (CIP) for the fiscal years 2002/07. The Six-Year CIP serves as a detailed guide for the Council, City Staff, and Renton citizenry to the City's raw planning and scheduling of capital improvement projects. The scope of the projects outlined reflects the City's Vision Statement, Mission Statement, and Business Plan Goals. Identified in this six-year plan are projects that enhance O,„ the various neighborhoods, park and recreation facilities, public safety, and the future economic well being of the community. im The CIP document addresses the projects that add to and increase the usability of the infrastructure. There are large segments of the budget identifying capital expenditures that are operational in nature; activities that will be carried out to preserve, monitor and maintain existing facilities, infrastructure, and programs. These activities are reserved for the budget and are not reflected in this CIP. A primary example of a budget expenditure that is not included in the CIP is the Equipment Rental Fund replacement of vehicles. rrr The budget document for 2002 shows a substantial investment in capital expenditures by the City. The 2002 Capital Improvement Program includes $39 w million in projects, of which Transportation improvements represent 19 percent of the spending plan. Highlighted projects for 2002 are the Downtown Parking Garage and Fire Station 12. In 2002, emphasis is being placed on major ar maintenance projects that will sustain the City's infrastructure. Two new programs are replacement of major equipment at the Community Center and Ball Field Renovation. err The CIP process is based on guidelines that mirror the budget process. For this the current year, all projects are to have defined funding sources. In certain m transportation projects, grant applications are accepted and included as current year financing. This is done to assure the ability to perform the projects that are presented. For the years 2003 to 2007, project funding may not be fully rr defined at this stage. The value of this presentation is the ability to review future infrastructure requirements and to have the ability to prioritize the use of our limited resources The CIP will continue to be a separate document from the budget and will be updated annually. It is presented to the City Council to provide an overview and explanation of the major capital programs. As always, funding for these programs will be formally appropriated as part of the normal budget process. The following tables summarize the proposed CIP for 2002 to 2007. err r. 6-1 200En-L 007 Capital Improvement Program11F Table 1 2002 PROPOSED CIP ALLOCATIONS BY ACTIVITY Acquisition: Administration $0 Community Services 550,000 $550,000 ad Development. Administration $14,810,000 Community Services 3,515,000 Transportation - 5,913,000 Funded ail Airport 974,000 Golf Course 245,000 Water Utility 2,635,000 Wastewater Utility 1,100,000 Surface Water Utility 1,515,000 ,y $30,707,000 Ili Major Maintenance: Administration $600,000 Community Services 1,060,000 a Transportation 1,506,000 Airport 268,000 Golf Course 0 Water Utility 2,240,000 Wastewater Utility 1,485,000 Surface Water Utility 685,000 $7,839,000 Did You Know? + i The Renton Public Library is uniquely situated over the Cedar River and offers spectacular views of the river and surrounding park. 6-2 2002-2007 Capital Improvement Program Table 2 2002 PROPOSED CIP ALLOCATIONS BY DEPARTMENT Administration: Acquisition $0 Development 14,810,000 1r Major Maintenance 600,000 15,410,000 Community Services: Acquisition $550,000 Development 3,515,000 Major Maintenance 1,060,000 r. $5,125,000 Transportation: Acquisition $0 Development 5,913,000 Major Maintenance 1,506,000 $7,419,000 err Airport: Acquisition $0 w Development 974,000 Major Maintenance 268,000 $1,242,000 Golf Course: Acquisition $0 Development 245,000 rrr Major Maintenance 0 $245,000 � Water Utility: Acquisition $0 Development 2,635,000 Major Maintenance 2,240,000 $4,875,000 Wastewater: Acquisition $0 Development 1,100,000 Major Maintenance 1,485,000 $2,585,000 Surface Water Utility: Acquisition $0 r Development 1,515,000 Major Maintenance 685,000 $2,200,000 Orr 6-3 r Administration - Year 2002 LAKE BOkf_ti � Y r a 1s n T 737 Plant j Ren an PAC R Renton R ton Ken h E Technical College 9 Air rt w M sL S 21 V{{{ powntown /kt SW 7t5 SL Maplewood it Coll Course Custom 5er'tces Traimg ent(r Valley Office Centei A. Highlands Improvements Program ` B. Port Quendall Development 0.t C. Fire Station 15 x ; sw Oa s:, D. Parking Garage j Valley Meckal E. Fire Station 12 City Wide Neighborhood Grant Program vo r ,r 6-4 C 2002-2007 Capital Improvement Program Acq ftlon 2001 2002 2003 2004 2005 2005 2007 Total taw Fire Station Properties 996 996 Total of Projects $996 Development 2001 2002 2003 2004 2005 2005 2007 Total Downtown Parking Garage 400 9,600 10,000 Fire Station 12 10 840 2,500 3,350 Fire Station 13 990 1,700 2,690 Fire Station IS 990 0 350 4,500 5,840 Highlands Improvement Program 18 115 133 1W Highlands Redevelopment 1,500 1,500 Information Services Development 75 800 750 750 750 750 750 4,625 io Neighborhood Grant Program 10 90 50 50 50 50 50 350 Performing Arts Center 200 250 450 to Port Quendall Development* 89 300 389 Valley Communications Center 300 300 300 300 300 300 300 2,100 Veteran's Memorial Park 25 25 Total of Projects: $31,452 Major Maintenance 2001 2002 2003 2004 2005 2005 2007 Total Information Services Major 400 600 575 575 575 575 575 3,875 aw Maintenance Total of Projects: $3,875 it Amounts are in thousands of dollars. 1W * Refer to project 1-405/NE 44th Avenue Interchange in the Transportation section for road work on the Port Quendall development. 1r so OW +err 6-5 Community Services - Year 2002 f _LAKE BORI,, h 5 yi FAIrk r f ff � +{,t. IS omg 737 Plant Renton z PACCAR Renton Kenworth Plat R to x Technical College Alr rt o D wntCww �s�e j' SW Rh St. MtBpiewood Wa t Course ! f N ca r in Cust4lrl 5e !ces " 1 Traig ent Valley Office ter a; ,< mnLighting, A. Liberty Park Playground Relocation, s" +sa s� Renovation,and Water Line Installation `K;r Valley Medkal B. Cedar River Trail Design/Renovate Playground Area at Gene Coulon Park "- C. Pavilion Improvements D. Police Department Storage Building 6-6 2002-2007 y a ya �y � a� n CF�zx \ ;� a s c aha. pa as cam„\a e �aZi a as Capital Improvement Program ,,,,,, Acquisition 2001 2002 2003 2004 2005 2006 2007 Total East Plateau Site Acquisition 2,000 2,000 Park Acquisition 550 550 Total of Projects: $2,550 1111 Development 2001 2002 2003 2004 2005 2006 2007 Total Cedar River Ball Field Lighting 200 200 Cedar River Trail Extension 40 60 600 600 1,300 City Neighborhood Beautification 44 30 74 Comprehensive Plan Update 60 40 100 Conferencing Center 240 240 Exercise Equipment Replacement 60 10 10 10 10 10 110 Family Aquatic Center 25 750 4,200 4,975 Grant Matching Program 200 200 200 200 200 200 1,200 Heather Downs Development 50 750 800 Maplewood Community Park 3,000 3,000 Development New Maintenance Facility 40 1,000 1,000 2,000 710 4,750 North Highlands Redevelopment 40 150 2,000 2,190 Pavilion Improvement 34 2,300 2,334 Police Department Storage Building 21 430 128 579 Regis Park Athletic Field Expansion 400 600 1,000 Skateboard Park 155 50 40 245 Total of Projects: $23,097 Major Maintenance 2001 2002 2003 2004 2005 2006 2007 Total Operational Facilities 207 100 129 160 50 20 0 666 Leased Facilities 20 83 290 393 Public Facilities 238 300 197 772 135 125 70 1,837 Pavement Repair Program 89 70 70 70 70 70 70 509 Parks Major Maintenance Projects 454 590 216 518 330 320 321 2,749 Total of Projects $6,154 Amounts are in thousands of dollars. br 6-7 Transportation - Year 2002 --------------- LAKE BOP x y T + '� iT r a P P s Boeing j 737 Piwt l Renton ¢� [� P Kenton 4 it '! K t P Tedinical College At rt `� o / TE 4;h St S wntown t St Maoewo CON C a - A. Oakesdale Avenue SW Phase 11 Custom ler'ices B. SR 169 HOV-1401h Way SE to SR 900 in : H C. Duvall Avenue NE-SR 900 to North City Limits D. CBD Bicycle&Pedestrian Connections ffice ter E. Rainier Avenue-SR 167 to South 2nd St N F. Park/Sunset Corridor HOV G. 1-405/NE 44«Ave Interchange >' m H. SR 167/SW 27th Street HOV/Strander Connection I. Sunset/Anacortes Ave NE r. $ J. Wells Avenue to Logan Avenue Safety Improvements #` City Wide z:,.i Stl 4kd S!, i i�ead cal* Transit Priority Signal System * Transit Program Walkway Program * Arterial HOV Program * Missing Links Program l; * Bicycle Route Program * Street Overlay Program 6-8 a�. �J 2002-200/ a aha i \y f a •v ha\,u as a fRaxx'��' a aR��a'a�c ��a �'eF"�1�a `aa\aa�� Capital Improvement Program L- h Acqulskbn Page 2001 2002 2003 2004 2005 2006 2007 Total No None $0 Development Page 2001 2002 2003 2004 2005 2006 2007 Total Arterial Circulation Program 281 200 200 150 200 250 250 1,531 4W Arterial HOV Program 131 10 180 15 150 150 55 691 Arterial Rehabilitation 200 240 83 55 46 240 327 1,191 a► Benson Road S/South 31st Street 10 10 130 0 0 0 0 150 Bicycle Route Program 29 20 110 18 18 80 80 355 to CBD Bicycle & Pedestrian 5 0 590 410 10 10 10 1,035 City Gateway Program 55 69 55 0 55 0 55 289 Duvall Avenue NE 30 245 2,280 1,320 0 0 0 3,875 OW East Valley Road&SW43rd 1,654 10 0 0 0 0 0 1,664 Rehabilitation ' Grady Way/SR 167/SR 515 0 20 0 0 0 0 0 20 1-405 HOV Direct Access 22 10 10 10 10 10 0 72 1-405/NE 44th Avenue Interchange 3,989 1,405 3,085 5,000 4,000 0 0 17,479 Lind Avenue-SW16th to SW Ord 5 10 1,914 626 0 0 0 2,555 err Missing Link Program 59 30 30 30 30 30 30 239 NE 3'd/NE4th Corridor Improvements 38 82 214 290 1,886 0 0 2,510 Oakesdale Avenue SW Phase 11 1,393 1,107 0 0 0 0 0 2,500 err Oakesdale Avenue SW to SR900 100 0 0 0 60 2,753 9,399 12,312 Park/Sunset Corridor Improvements 5 5 250 506 0 0 0 766 °W Rainier Avenue-SR 167 to South 2^d St 30 50 0 0 0 0 0 80 Renton Urban Shuttle 354 60 60 60 60 60 60 714 w SR 167/SW 27th St HOV/Strander 116 275 680 4,562 10,024 12,000 2,750 30,407 SR 169 HOV- 140th Way SE to SR 900 300 300 1,395 1,727 0 0 0 3,722 a, Sunset Boulevard NE/Anacortes 363 32 0 0 0 0 0 395 SW 7th Street/Lind Avenue SW 38 262 0 0 0 0 0 300 tar Transit Priority Signal System 248 787 0 0 0 0 0 1,035 Amounts are in thousands of dollars. up to 6-9 ,a a "a�\ ��eiaaa»� a °zaa �,a`5.�'a�L,xgi� ` ag� 'Ca.� �°Yza�yaa a Yea `aa�C�x �aaax a�#tae . W e /� /� 2002-2007 Capital Improvement Program Development Page 2001 2002 2003 2004 2005 2006 2007 Total Transit Program 53 40 30 100 100 100 100 523 Transportation Demand 109 64 64 64 64 64 65 494 Management Trans-Valley and Soos Creek 10 20 30 20 0 0 0 80 60 Valley Connections to West 38 300 1,100 250 0 0 0 1,688 Walkway Program 780 250 250 250 250 250 250 2,280 Total of Projects 90,952 t Major Maintenance Page 2001 2002 2003 2004 2005 2006 2007 Total Street Overlay Program 1,594 410 410 410 410 410 410 4,054 S 2nd St-Well Ave to Logan Ave 237 22 259 Miscellaneous Projects 1,074 1,074 4 Total of Projects: 5,387 Amounts are in thousands of dollars. Note: This C.I.P document highlights projects and programs continued in the six-year Transportation Improvement Program (TIP).The current document (2002 through 2007) was adopted by Council through the public hearing process on June 25, 2001. Reference the current TIP for the Transportation Division's comprehensive program and further detail. rrl rill 7e a ,e 6-10 1 rr vo err wr 6w to ow RENTON AHEAD OF THE CURVE tar aw ow w iwr or to to ow w Ow 6-11 Renton Municipal Airport - Year 2002 z LAKE BOPEN P rrii R fi n LT - } W r Yi1s P Plant s Renton `PAC ` Renton R ton i Kenworth Technical College At rt ,:` a / NE eta St. S 2nd { l 'Downtown w { A Rh St Maplewood Golf c(Use Custom ger'ices Training t '` .. Valley Office tei /� Q' R pp 7 � , A. Seaplane Base Improvement s Valle B. Realign Taxiways E,G, L and N Medical A 6-12 A n n �J 2002-200/ Capital Improvement Program 1� AcgLddtion Page 2001 2002 2003 2004 2005 2006 2007 Total None Total of Projects: $p Development Page 2001 2002 2003 2004 2005 2006 2007 Total W. Seaplane Base Improvement 6 974 980 to Realign Taxiways E, G, L and N 385 385 Total of Projects: 1,365 to Major Maintenance Page 2001 2002 2003 2004 2005 2006 2007 Total Major Maintenance Projects 26 268 256 165 715 Total of Projects 715 an Amounts are in thousands of dollars. to No NO 60 to No to to so 6-13 Maplewood Golf Course - Year 2002 s Boft ! .y r � T tT t l �* 1 i \. s 737 Plant Renton PAC R Renton R ton ; Ken� h Technical College ;KT At rt ''�, a NE Uh St `Downtown t sw 7t�St Maplewood Golf Corse ai q ;,iv; j ^X 'l Cg5t0In5e( tCeS t _' •:fir �. Trainbg t� Valley Office ter € "1t. A. Maintenance Building and Pump House Design B. Landscape and Patio Improvements sx +ka sL l C. Parking Stall Additions and Cart Path ValleyPaving. Medical J; 6-14 2002-2 n �J F 002-2OO/ w' Capital Improvement v Acqubkbn 2001 2002 2003 2004 2005 2006 2007 Total None Total of Projects: $0 Development 2001 2002 2003 2004 2005 2006 2007 Total Maintenance Building and Pump 105 105 House Design Landscape and Patio Improvements 30 30 Parking Stall Addition and Cart Path 110 110 Paving w Maintenance Building and Irrigation 1000 1000 Pump House Construction Reconstruct 8th Green and Fairway 180 180 Reconstruct 13th and 15th Green 100 100 Total of Projects $1,525 Major Malntenance 2001 2002 2003 2004 2005 2006 2007 Total Major Maintenance Projects 100 130 375 150 755 Total of Projects $755 or Amounts are in thousands of dollars. io rrr Ow Orly liar aw 6-15 Utility - Water - Year 2002 - \ { a r g r 4 MK .. -y -- ---------------------- - E a Prk �+ v s ri. p Boeing f 737 Plant Keaton 3 `PAC R Renton D R ton ''nom l<e� h P Technical College Air rt 't'y NE kh St z1 wa Y�• ,y. \ 'Downtown n l; sW-M$t }'C� Maplewood t kc �,x, Golf C(use a S 1 '�,7!:'' i l t:j:•-' D �< eta'�k0ar Ya Y N \��`- to Customer ices Training tr Valley Office C enter A. Well EW-3 Pump Station $ i B. Disinfection Contact Piping C. Maplewood Water Quality Improvements D. Reservoirs Repair and Seismic Upgrade " Valley Med+cal E. Water Mains Replacement 6-16 2002-2007 F; • Capital Improvement Program A AII a Acquisition 2001 2002 2003 2004 2005 2006 2007 Total O' None Total of Projects: $0 Development 2001 2002 2003 2004 2005 2006 2007 Total EW-3 New Well House and Pump 560 400 960 Station New Reservoirs and Pump Stations 400 2,500 1,000 500 4,400 r Water Supply Development and 350 2,235 4,425 4,025 1,425 2,025 750 15,235 Water Quality Improvements Total of Projects: $20,595 a Major Maintenance 2001 2002 2003 2004 2005 2006 2007 Total Water Main Rehabilitation 300 600 1,000 1,000 1,000 1,000 1,500 6,400 Water Main Replacement for 620 200 200 200 200 200 200 1,820 Redevelopment of S. Downtown and Highlands Automatic Meter Reading 1,000 500 1,500 Conversion Various Major Maintenance Projects 150 1,370 370 370 270 370 670 3,570 Total of Projects $13,290 iY Regulatory Compliance Page 2001 2002 2003 2004 2005 2006 2007 Total Various Regulatory Programs and 50 70 110 165 75 75 95 640 Plans Total of Projects $640 Amounts are in thousands of dollars. wn ri 6-17 Ow Utility - Wastewater - Year 2002 "i L4KE BL7F;M 5 � ----------------------- ------------ § v Y " .y ' e C- u .. ea t - p \,\ Boeing t ,t 737 Plant 1 A-2 Renton `PAC+C R Kenton G > Kenw h P d R tonCtTedinical College At rt 1 ME 4T-SL 52� B-3 r%-wntown 1 t SW 7v5 St Maplewood pt Coif Case Custrairwi n9 5e( tCCS Train�g t A. Sanitary Sewer Main Extensions Valley Office CLtei a� N 1. Kennydale Sewer Infill Phase 1 2. Puget Colony and White Fence Ranch Sewers $ _,.. 3. Highgate Lift Station Elimination -, B. Major Maintenance wil � sx 4xa sL f 1. Kennydale Lakefront Sewer Rehabilitation Vale C- al 2. Thunderhill Access Road Repair 2 Medic tri 3. Ridgecrest Sewer Replacement C. Lift Station Replacement 1. Earlington Lift Station Replacement ,f 2. East Valley Lift Station Replacement i Aj 6-18 aY c�' ,;,�ea�j��c\�a"��•n��3 a i y 2 a aL��z� a�c `� `ea\ �* '\�' ��za ��c�' �� a;.. 2002-2007A Capital Improvement Program z R a L \ 3.....ak. ..... .. °'..,. I Acquin 2001 2002 2003 2004 2005 2006 2007 Total None Total of Projects: $0 Development 2001 2002 2003 2004 2005 2006 2007 Total Sanitary Sewer Main Extension 1,100 1,100 800 800 800 1,000 1,800 7,400 Total of Projects: $7,400 Major Maintenance 2001 2002 2003 2004 2005 2006 2007 Total Kennydale Lakefront Sewer 50 60 400 510 Rehabilitation Thunder Hill Access Road Repair 10 300 310 Miscellaneous/Emergency Sanitary 100 50 50 50 50 50 50 400 Sewer Projects Sanitary Sewer Main Replacement/ 577 250 550 500 1,100 900 100 3,977 Rehabilitation Liff Station Replacement/ 66 800 150 600 1,616 Rehabilitation Miscellaneous Minor Capital 75 25 25 25 25 25 25 225 to Improvements Total of Projects $7,038 do Amounts are in thousands of dollars. err to to to to 6W 6-19 Utility - Surface Water - Year 2002 ------------- ti LAKE RORErIow ---------------- a ;n i yy i f -_ a TgPark i_=\ B-3 16 Boeing 1 737 Plant f A I Rento `PAC R Rent B- r t7 ;}= Kenworth d R ton Technic Air rt ° I ith St S 2,a 1fwE g.2 \'�-- n wn Y r 7th St. '\Nmoewood Cali C"Se ing � CUStomerwices Training it �N •_::;i ! j frill ", . Valley Office ter iWI A. Lower Cedar River Sediment Management ._ B. Storm System Improvement and Replacement 1. NE 9th Street&Monroe Avenue NE vi sw spa s: _ 2. Sunnydale Downstream {i Valey Medical 3. NE 10th Street&Anacortes �1 w 4. SW 7th Street Storm Improvement Project C. Green River Ecosystem Restoration Projects J, D. Wetland Mitigation Bank J } E. May Creek Basin Plan Implementation 6-20 F_ i as 'a sAa 4ea a3 �A.s a a.a a a C a�Ha zQ a aaar�,a aa� , 3 i ae 4a e A& a e F as op 2002-2007 a \\ ae g • Y A a� 'aea A�.@.�F�eR�ae� �^�{��L � a `\a S �A Capital Improvement Program ::. .. ..�.; . +r Acquisition 2001 2002 2003 2004 2005 2006 2007 Total None Total of Projects $0 to Development 2001 2002 2003 2004 2005 2006 2007 Total Wetland Mitigation Bank 20 75 50 1,300 10 10 10 1,475 Storm System Improvement and 1,100 1,340 2,050 400 900 1,150 700 7,640 Replacement Springbrook Creek Improvements 40 0 50 150 850 100 200 1,390 Cedar River Basin Plan 125 10 0 0 75 400 0 610 Green River Ecosystem 8 15 60 125 0 0 0 208 May Creek Basin Plan 5 75 150 175 200 0 0 605 Total of Projects: $11,928 4W Major Maintenance 2001 2002 2003 2004 2005 2006 2007 Total Small Drainage Problems and 190 150 150 160 150 175 175 1,150 Emergency Storm Projects Lower Cedar River Sediment 190 275 125 125 150 300 1,500 2,665 Or Management Total of Projects $3,815 aw Plans and Programs 2001 2002 2003 2004 2005 2006 2007 Total `w Surface Water Utility Plans and 100 260 65 65 65 65 65 685 Programs Total of Projects: $685 Amounts are in thousands of dollars. Ow W Nr Ow 6-21 gyri ENTON AHEAD OF THE CURVE 6-22 Budget By f and r No Table 11 Expenditure Budget Comparisons by Fund - All Funds of 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 GENERAL GOVERNMENT FUNDS: im 000/General 37,186,912 38,307,913 45,320,905 43,787,659 42,860,800 14.4% -5.4% 101/Park 7,527,260 8,680,442 9,642,970 9,382,475 9,281,300 9.1% -3.8% 103/Street 5,349,444 5,080,312 6,118,651 5,817,858 5,883,200 8.4% -3.8% y 106/Library 1,248,203 1,337,294 1,389,250 1,357,485 1,439,100 3.8% 3.6% 201/Ltd GO Bonds/Gen Govt Mis. 735,169 737,042 735,765 732,411 650,000 -0.4% -11.7% 207/1978 Limited GO Bonds 3 35,009 160,500 160,003 500 356.0% -99.7% 212/1989 Limited Ref GO Bonds 300,392 306,455 305,425 305,040 300,200 -0.4% -1.7% to 215/Gen Govt Misc Debt Service 972,622 1,784,036 1,534,511 1,528,701 1,299,300 -14.0% -15.3% TOTAL 53,320,005 56,268,503 65,207,977 63,071,632 61,714,400 11.9% -5.4% SPECIAL REVENUE FUNDS: No 102/Arterial Street 343,180 353,500 353,500 353,500 353,500 0.0% 0.0% 104/Community Dev Block Grant 399,267 346,085 323,475 260,388 305,100 -35.2% -5.7% 105/Impact Mitigation 6,316,598 0 0 0 0 N/A N/A 60 110/Hotel/Motel Fund 53,050 90,902 170,352 119,746 180,000 -40.2% 5.7% 118/Reserve for Paths 8,Trails 0 0 0 0 0 N/A N/A 125/1%For Art 0 0 42,200 29,100 75,000 3276.0% 77.7% IN 127/Cable Communication 21,350 56,682 50,500 37,250 30,800 -16.5% -39.0% TOTAL 7,133,445 847,169 940,027 799,984 944,400 -21.6% 0.5% DEBT SERVICE FUNDS: im 213/1983 Unlimited Ref GO Bond: 758,367 767,805 142,940 142,540 144,800 -81.5% 1.3% 219/1989 Unlimited GO Bonds 505,860 506,215 505,585 504,705 504,200 -1.8% -0.3% 220/L.I.D.Debt Service Fund 745,303 497,642 230,995 206,364 170,000 -57.0% -26.4% 221/L.I.D.Guaranty Fund 200,000 100,000 0 0 0 -100.0% N/A TOTAL 2,209,530 1,871,662 879,520 853,609 819,000 -54.3% -6.9% CAPITAL PROJECT FUNDS(CIP): 301/City Hall/Garage CIP 2,921,058 0 4,000,000 535,981 9,540,400 100.0% 138.5% 303/Community Dev Mitigation F 395,907 22,416 550,000 4,238 550,000 354.5% 0.0% 304/Fire Mitigation Fund 689,222 1,436,825 2,154,000 1,955,189 500,000 39.0% -76.8% 305 Transportation Mitigation Fun 183,375 1,006,360 1,891,627 941,509 1,587,200 88.0% -16.1% 306/1-eased City Properties 525,157 949,874 907,100 499,061 456,400 -41.6% -49.7% 316/Municipal Facilities CIP 6,492,097 5,768,141 9,216,585 2,832,786 8,600,000 -16.0% -6.7% 317/Transportation CIP 6,339,498 5,207,795 12,990,063 8,354,050 7,417,800 -11.0% -42.9% 320/L.I.D.Construction Fund 157,455 0 0 0 0 N/A N/A TOTAL 17,703,769 14,391,411 31,709,375 15,122,814 28,651,800 6.4% -9.6% ENTERPRISE FUNDS: 401/Waterworks Utility 19,392,609 18,297,988 19,256,024 18,663,243 20,737,800 0.3% 7.7% 402/Airport 1,019,538 649,725 2,146,600 1,495,417 1,015,400 11.7% -52.7% 403/Solid Waste Utility 8,351,665 8,871,965 9,526,450 8,776,670 9,370,300 6.8% -1.6% 404/Golf Course 2,507,998 2,179,537 2,451,254 2,396,180 2,248,900 10.1% -8.3% 421/Waterworks Utl Construction 6,702,470 5,875,407 9,704,800 8,397,029 9,803,800 -18.6% 1.0% 424/Golf Course Capital Fund 0 423,626 146,000 126,125 235,000 -73.6% 61.0% 451/Waterwork revenue Bond Fur 3,124,809 2,744,447 7,203,415 6,762,249 2,736,400 113.5% -62.0% TOTAL 41,099,089 39,042,695 50,434,543 46,616,913 46,147,600 4.8% -8.5% INTERNAL SERVICE FUNDS: 501/Equipment Rental 3,764,072 2,535,520 3,300,300 2,623,805 2,975,500 5.9% -9.8% 502/Insurance 6,721,471 5,898,946 8,529,045 7,424,780 7,275,100 44.3% -14.7% TOTAL 10,485,543 8,434,466 11,829,345 10,048,585 10,250,600 31.1% -13.3% FIDUCIARY FUNDS: 601/Firemen's Pension 309,274 319,469 341,550 336,167 351,700 3.0% 3.0% TOTALS 132,260,655 121,175,375 161,342,337 136,849,704 148,879,500 8.5% -7.7% 'Activity has been moved to Funds 303,304,and 305 7-1 11 Fund 000 General Fund 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 S REVENUE: Real&Personal Property Tax 11,490,777 10,499,785 6,977,624 6,777,353 7,841,200 -37.5% 12.4% Sales Tax 9,030,376 9,676,903 15,382,200 15,343,552 15,560,000 64.3% 1.2% Sales Tax/Criminal Justice 890,773 1,004,716 950,000 1,012,546 1,050,000 8.0% 10.5% Utility Taxes 2,996,381 4,743,944 5,320,000 5,474,749 4,790,000 18.9% -10.0% Gambling Excise Tax 2,459,571 2,320,841 2,461,000 2,322,137 2,401,000 2.4% -2.4% Other Taxes 1,183,345 1,614,096 510,000 495,253 1,345,000 -53.9% 163.7% Business License Fees 400,257 468,014 532,000 443,387 425,000 13.7% -20.1% Building and Street Use Permits 1,151,836 1,963,372 983,800 1,603,743 1,210,400 5.8% 23.0% Other Licenses&Permits 127,594 127,428 3,000 11,328 99,000 -97.6% 3200.0% Federal/State Grants 341,548 272,711 145,000 176,239 330,000 -23.7% 127.6% State Shared Revenue 1,129,482 749,823 636,000 722,042 225,000 20.4% -64.6% Fre District#25 812,756 893,284 925,000 999,502 1,000,000 5.6% 8.1% Other Intergovernmental 68,916 5,144 0 1,782 509,200 -100.0% 100.0% Zoning Fees 178,838 159,095 147,400 174,518 121,000 42.6% -17.9% Plan Checking Fees 459,364 815,510 472,700 665,777 450,000 5.0% -4.8% Other Charges for Services 625,612 725,132 663,500 792,491 630,000 8.4% -5.0% Municipal Court&Other Fines 797,657 903,864 789,600 959,047 854,600 8.5% 8.2% Investment Interest 1,019,349 1,108,224 918,000 1,491,789 719,400 21.0% -21.6% z Other Miscellaneous 75,404 100,446 39,000 259,659 30,000 -25.3% -23.1% Other Financing Sources 0 78,963 0 55,168 0 N/A N/A Interfund Revenues 2,585,506 2,447,809 2,506,950 2,516,524 2,557,500 -2.2% 2.0% TOTAL NEW REVENUE 37,825,342 40,679,105 40,362,774 42,298,585 42,148,300 6.9% 4.4% Use of Prior Yr Revenue 0 0 4,958,131 0 712,500 168.8% -85.6% TOTAL RESOURCES 37,825,342 40,679,105 45,320,905 42,298,585 42,860,800 14.4% -5.4% EXPENDITURES: Regular Salaries 19,144,179 20,692,191 22,324,703 21,501,250 23,381,200 6.5% 4.7% 14 Part Time Salaries 258,297 186,097 225,655 243,219 228,500 9.1% 1.3% Overtime 1,471,657 1,546,137 1,359,590 1,558,206 1,404,300 5.2% 3.3% 1 Personnel Benefits 5,194,355 5,498,338 5,640,292 5,616,938 5,927,300 2.9% 5.1% Salary and Benefit Reserves 0 0 53,158 0 53,200 -92.2% 0.1% Supplies 709,977 802,397 906,551 913,815 984,800 3.2% 8.6% Professional Services 2,472,925 2,455,943 2,932,704 2,651,995 2,851,700 15.2% -2.8% Postage/Telephone 537,508 377,891 431,678 386,241 341,400 15.1% -20.9% 1 Travel/Training 228,061 243,252 259,746 223,306 282,100 -7.0% 8.6% Other Rentals 130,513 109,877 205,620 119,998 173,100 -6.1% -15.8% Equipment Rental 1,094,304 1,224,731 1,287,905 1,304,463 1,394,700 5.7% 8.3% Insurance 864,500 1,089,330 1,200,000 1,200,000 1,186,200 10.2% -1.2% Public Utility Services 11,032 11,667 9,700 11,491 9,700 1.0% 0.0% Repairs&Maintenance 211,838 256,604 469,957 226,278 391,100 2.2% -16.8% `4 Other Services&Charges 418,937 527,207 702,706 687,717 805,400 19.9% 14.6% Intergovernmental Services 1,459,642 1,531,849 1,671,145 1,452,189 1,638,100 6.4% -2.0% Operating Transfer Out 2,368,989 1,560,051 5,500,000 5,550,000 1,720,000 252.6% -68.7% Residual Equity Transfer Out 7,839 0 0 0 N/A N/A Capital Outlay 566,493 194,351 139,795 140,554 88,000 -27.1% -37.1% Debt Service 35,866 0 0 0 0 N/A N/A TOTAL COMMITTED EXPENDITURES 37,186,912 38,307,913 45,320,905 43,787,659 42,860,800 14.4% -5.4% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 37,186,912 38,307,913 45,320,905 43,787,659 42,860,800 14.4% -5.4% Fund Balance,January 1 4,734,967 5,373,397 7,744,589 7,744,589 6,255,515 44.1% -19.2% Total New Revenue 37,825,342 40,679,105 40,362,774 42,298,585 42,148,300 6.9% 4.4% Total Committed Expenditures (37,186,912) (38,307,913) (45,320,905) (43,787,659) (42,860,800) 14.4% -5.4% Fund a ance Flus Reserves Year End Operating Reserves 2,974,953 3,064,633 3,625,672 3,503,013 3,428,864 14.4% -5.4% Fund Balance,December 31 2,398,444 4,679,956 (839,215) 2,752,502 2,114,151 -333.4% -351.9% 7-2 aw Fund 101 Park Fund ow 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 up REVENUE: Real&Personal Property Taxes 1,600,000 1,938,300 4,521,895 4,521,895 4,300,000 133.3% -4.9% Sales Tax 2,305,439 2,405,000 0 0 0 -100.0% N/A gr Utility Tax/Electricity 2,792,875 3,379,582 3,100,000 4,755,927 3,700,000 4.2% 19.4% KC/Cultural Fac Prog Art Grant 5,325 12,825 0 7,500 0 N/A N/A Other Intergovernmental 0 2,035 0 0 N/A N/A Charges for Services 640,270 761,493 612,800 776,803 822,300 25.1% 34.2% 110 Investment Interest 36,317 97,944 35,000 91,856 500 40.0% -98.6% Rents/Leases/Concessions 453,203 464,041 458,500 480,324 458,500 2.2% 0.0% Contributions/Donations 21,438 19,393 0 12,492 0 N/A N/A Other Miscellaneous 112 1,893 0 1,505 0 N/A N/A Residual Equity Transfer In 7,839 0 0 0 0 N/A N/A TOTAL NEW REVENUE 7,862,818 9,082,507 8,728,195 10,648,303 9,281,300 5.4% 6.3% to Use of Prior Yr Revenue 0 0 914,775 0 0 65.3% -100.0% TOTAL RFSOURCE5 7,862,818 9,082,50/ Y,642,Y70 10,648,303 9,281,3W 9.1% EXPENDITURES: to Regular Salaries 3,124,167 3,210,942 3,555,416 3,376,920 3,854,800 4.9% 8.4% Part Time Salaries 913,267 989,644 1,076,355 1,168,209 1,068,100 6.3% -0.8% Overtime 58,387 52,244 55,680 56,690 73,400 1.6% 31.8% aw Personnel Benefits 1,046,585 1,069,665 1,094,000 1,048,738 1,158,100 -1.1% 5.9% Supplies 403,027 412,677 444,427 430,926 452,600 3.6% 1.8% Professional Services 62,551 89,604 151,524 95,179 127,000 53.7% -16.2% Postage/Telephone/Other 6,810 16,924 4,008 20,487 4,000 1.0% -0.2% 1w Travel/Training 29,872 28,174 23,884 25,557 32,200 1.0% 34.8% Advertising 3,954 3,054 3,059 6,885 3,100 1.0% 1.3% Other Rentals 6,914 2,686 20,780 2,258 20,800 1.0% 0.1% to Equipment Rental 361,025 374,825 509,294 510,125 485,800 36.77o -4.6% Public Utility Services 737,585 941,983 894,499 803,218 917,700 1.1% 2.6% Repairs&Maintenance 384,745 481,174 634,971 553,505 644,600 23.7% 1.5% ir Miscellaneous 388,371 454,349 375,073 483,778 439,100 1.0% 17.1% Transfer out Fund 502 0 0 800,000 800,000 Transfer Out/Liberty Park Air Cond. 0 550,000 0 0 0 -100.0% N/A to Capital Outlay 0 2,497 0 0 0 -100.0% N/A TOTAL COMMITTED EXPENDITURES 7,527,260 8,680,442 9,642,970 9,382,475 9,281,300 9.1% -3.8% Increase to Reserves 0 0 0 0 0 N/A N/A Fund Balance,January 1 955,447 1,291,005 1,693,070 1,693,070 2,958,898 31.1% 74.8% Total New Revenue 7,862,818 9,082,507 8,728,195 10,648,303 9,281,300 5.4% 6.3% Total Committed Expenditures (7,527,260) (8,680,442) (9,642,970) (9,382,475) (9,281,300) 9.1% -3.8% Fund Balance Plus Reserves 1,291,005 1,693,070 778,295 2,958,898 2,958,898 5.5% 280.2% Year End Operating Reserves 602,181 694,435 771,438 750,598 742,504 9.1% -3.8% Fund a ance,December -17.6% 32222. The Park Fund accounts for the City's parks and recreation programs: operations, maintenance,and improvements for municipal buildings:and the landscaping and street tree functions. See the Community Services operating budget section of this document for more information on park fund program budget and staffing. tw go 7-3 Fund 102 Arterial Street Fund 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Arterial Street Fuel Tax 333,141 337,317 338,400 345,619 338,400 -5.4% 0.0% Investment Interest 9,631 15,578 6,000 7,780 6,000 0.0% 0.0% TOTAL NEW REVENUE 342,772 352,895 344,400 353,399 344,400 -5.3% 0.0% Use of Prior Year Revenue 0 0 9,100 0 9,100 100.0% 0.0% TOTAL RESOURCES 342,772 352,895 353,500 353,399 353,500 -2.8% 0.0% EXPENDITURES: Transfer-Out to CIP/Overlay Program 343,180 353,500 353,500 353,500 353,500 0.0% 0.0% TOTAL COMMITTED EXPENDITURES 343,180 353,500 353,500 353,500 353,500 0.0% 0.0% Increase to Reserves 0 0 0 0 0 -100.0% N/A a TOTAL EXPENDITURES 343,180 353,500 353,500 353,500 353,500 -2.8% 0.0% di Fund Balance,January 1 154,082 153,674 153,069 153,069 152,968 -0.4% -0.1% Total New Revenue 342,772 352,895 344,400 353,399 344,400 -5.3% 0.0% Total Committed Expenditures (343,180) (353,500) (353,500) (353,500) (353,500) 0.0% 0.0% Designated Fund Balance 153,674 153,069 143,969 152,968 143,868 -12.1% -0.1% Fund Balance,December 31 0 0 0 0 0 N/A N/A r 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 ,b approved by the State Highway Department's District State Aid Engineer. The fund allows the City to accomplish approved projects using either City forces or contractors,and provides the capability of matching L.I.D. participation and outside agency grants. In 2001,$353,500 will be transferred to the Transportation Capital Improvement Program(CIP) Fund 317,to provide funding for the continuing street overlay program. R =s I 7-4 Fund 103 Street Fund 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 'o REVENUE: Sales Tax 2,591,046 3,052,194 0 0 0 -100.0% N/A Real&Personal Property Taxes 0 0 2,771,019 2,771,019 3,193,800 100.0% 15.3% so Utility Taxes 648,225 568,174 750,000 1,048,274 925,000 25.0% 23.3% Licenses&Permits 52,676 61,018 20,000 39,610 30,000 0.0% 50.0% State Shared Revenue 712,556 721,433 718,000 739,186 743,000 -5.0% 3.5% aw Investment Interest 49,625 61,040 90,000 36,670 10,000 0.0% -88.9% Other Miscellaneous 23,864 7,706 25,000 517 25,000 -62.1% 0.0% Interfund Loan Repayment 148,000 0 0 0 0 N/A N/A Other Financing Sources 39,468 30,000 6,754 0 N/A N/A 10 Interfund Revenue 984,566 924,454 945,490 851,154 956,400 -11.1% 1.2% TOTAL NEW REVENUE 5,250,026 5,426,019 5,319,509 5,493,184 5, -4.6% 10.6% Use of Prior Yr Revenue 0 0 799,142 0 0 1030.8% -100.0% to TOTAL RESOURCES 5,250,026 5,426,019 6,118,651 5,493,184 5,883,200 8.4% -3.8% EXPENDITURES: Regular Salaries 2,363,806 2,347,043 2,772,126 2,596,679 2,897,100 5.6% 4.5% Part Time Salaries 87,624 92,601 122,532 99,639 203,600 0.0% 66.2% Overtime 50,841 31,397 57,423 50,626 74,800 3.1% 30.3% Personnel Benefits 693,225 704,346 752,011 689,737 674,500 0.1% -10.3% Supplies 322,751 343,072 332,145 350,715 345,900 -22.5% 4.1% Professional Services 53,048 25,059 50,909 41,788 71,200 1.0% 39.9% Postage/Telephone/Other 3,681 8,114 4,610 9,449 11,500 1.0% 149.5% Travel/Training 36,103 35,326 39,315 18,338 14,800 1.0% -62.4% Other Rentals 3,501 7,511 10,721 1,604 23,200 1.0% 116.4% Equipment Rental 625,445 674,519 695,600 696,309 745,100 3.5% 7.1% Public Utility Services 667,625 633,015 767,774 752,936 754,800 6.4% -1.7% Repairs&Maintenance 40,609 37,897 43,371 26,847 50,100 1.0% 15.5% Miscellaneous 23,280 19,035 17,054 19,214 13,600 1.0% -20.3% Capital Outlay 8,811 12,047 0 0 0 N/A N/A do Interfund Payments 4,094 9,330 3,060 13,975 3,000 0.0% -2.0% Operating Transfers-Out 365,000 100,000 450,000 450,000 0 350.0% -100.0% TOTAL COMMITTED EXPENDITURES 5,349,444 5,080,312 6,118,651 5,817,858 5,883,200 8.4% -3.8% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 5,349,444 5,080,312 6,118,651 5,817,858 5,883,200 8.4% -3.8% Fund Balance,January 1 1,052,849 953,431 1,299,138 1,299,138 974,464 36.3% -25.0% Total New Revenue 5,250,026 5,426,019 5,319,509 5,493,184 5,883,200 -4.6% 10.6% Total Committed Expenditures (5,349,444) (5,080,312) (6,118,651) (5,817,858) (5,883,200) 8.4% -3.8% Fund Balance Plus Reserves 953,431 1,299,138 499,996 974,464 974,464 - Year End Operating Reserves 427,956 406,425 489,492 465,429 470,656 8.4% -3.8% an Fund Balance,December 31 525,475 892,713 10,504 509,035 503,808 -97.6% 4696.3% The Street Fund revenue comes from general tax sources such as sales, property, and gas utility taxes that provide $4.1 million, or 70 percent of 2002 funding. The other significant resource is street fuel taxes, a state shared revenue source, which will provide $743,000, or 12.6 percent of 2002 financing. The balance, or 17.4 percent of 2002 support, will come from reimbursements for service from other funds, investment interest, and permits. There are two divisions of the Planning/Building/Public Works Department in this fund which are Transportation Systems(Fund 103/16) and Street Maintenance Services(Fund 103/19). aw err 7-5 Fund 104 Community Development Block Grant Fund 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Federal Comm Dev Block Grants 397,032 346,679 280,575 250,543 292,100 -43.8% 4.1% Operating Transfer 0 0 50,000 50,000 0 100.0% -100.0% TOTAL NEW REVENUE 397,032 346,679 330,575 300,543 292,100 -33.8% -11.6% Use of Prior Yr Revenue 0 0 0 0 13,000 N/A 100.0%a TOTAL RESOURCES 397,032 346,679 330,575 300,543 305,100 -33.8% -7.7% EXPENDITURES: Salaries 84,815 130,223 136,728 124,190 138,400 -7.3% 1.2% Part Time Salaries 61,632 21,956 25,070 23,056 26,000 15.1% 3.7% Overtime 1,013 744 1,200 594 1,000 15.8% -16.7% Personnel Benefits 35,919 35,571 35,128 29,843 35,300 -20.9% 0.5% Supplies 14,005 10,698 10,000 10,083 10,000 7.5% 0.0% Professional Services 63,836 71,958 66,249 69,185 76,100 -9.0% 14.9% Postage/Telephone/Other 1,055 1,247 1,700 1,027 300 112.5% -82.4% Travel/Training 167 177 500 110 500 -66.7% 0.0% ti Equipment Rental 120 1,059 2,000 2,064 2,500 0.0% 25.0% ri Public Utility Services 639 452 2,000 238 2,000 0.0% 0.0% Capital Outlay 0 72,000 0 0 0 -100.0% N/A SUB-TOTAL OPERATING BUDGET 263,201 346,085 280,575 260,389 292,100 -43.8% 4.1% Capital Improvement Project Plan 136,066 0 42,900 0 13,000 100.0% -69.7% TOTAL COMMITTED EXPENDITURES 399,267 346,085 323,475 260,389 305,100 -35.2% -5.7% Increase to Reserves 0 0 7,100 0 0 100.0% -100.0% TOTAL EXPENDITURES 399,267 346,085 330,575 260,389 305,100 -33.8% -7.7% Fund Balance,January 1 (43,351) (45,586) (44,992) (44,992) (4,838) -1.3% -89.2% Total New Revenue 397,032 346,679 330,575 300,543 292,100 -33.8% -11.6% Total Committed Expenditures (399,267) (346,085) (323,475) (260,389) (305,100) -35.2% -5.7% Designated Fund Balance (45,586) (44,992) (37,892) (4,838) (17,838) -16.9% -52.9% 1 Fund Balance,December 31 0 0 0 0 0 N/A N/A 7-6 Fund 106 Library Fund ow 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Real&Personal Property Tax 0 1,296,800 1,141,872 1,141,872 1,400,000 -11.9% 22.6% Utility Tax/Telephone 1,246,943 0 0 0 N/A N/A illy Mobile Home Excise Tax 13,890 0 0 0 N/A N/A Charges for Services 9,003 8,539 8,000 7,740 0 0.0% -10,0.0% Library Fines 33,670 33,825 27,500 34,046 29,000 10.0% 5.5% W Investment Interest 10,207 13,757 7,500 6,584 8,600 0.0% 14.7% Contributions/Book Sale 2,782 8,506 1,000 2,914 1,500 0.0% 50.0% Other Miscellaneous Revenue (49) 30 0 8 0 N/A N/A TOTAL NEW REVENUE 1,316,446 1,361,457 1,185,872 1,193,165 1,439,100 -11.4% 21.4% Use of Prior Yr Revenue 0 0 203,378 0 0 100.0% -100.0% TOTAL RESOURCES 1,316,446 1,361,457 1,389,250 1,193,165 1,439,100 3.8% 3.6% EXPENDITURES: Regular Salaries 670,732 679,336 715,900 668,200 727,300 3.5% 1.6% Part Time Salaries 119,028 155,925 170,680 180,938 175,700 14.2% 2.9% Overtime 1,393 1,042 2,200 869 2,200 4.2% 0.0% Personnel Benefits 191,284 192,820 195,694 180,493 204,300 1.3% 4.4% Supplies 27,351 25,085 19,810 14,501 22,800 1.0% 15.1% Supplies/Library Books 174,710 198,179 199,753 221,170 203,500 1.0% 1.9% Professional Services 42,082 53,519 55,404 54,814 55,400 2.2% 0.0% Postage/Telephone/Other 86 104 0 0 0 -100.0% N/A to Travel/Training 7,198 6,475 9,655 10,430 9,600 1.0% -0.6% Other Rentals 893 0 607 0 600 1.0% -1.2% Repairs&Maintenance 3,759 10,962 15,665 14,312 30,800 -5.1% 96.6% Miscellaneous 2,561 6,821 2,882 11,757 5,900 1.0% 104.7% 60 Capital Outlay 7,126 7,026 1,000 0 1,000 100.0% 0.0% TOTAL COMMITTED EXPENDITURES 1,248,203 1,337,294 1,389,250 1,357,485 1,439,100 3.8% 3.6% Increase to Reserves 0 0 0 0 0 N/A N/A 111111111 TOTAL EXPENDITURES 1,248,203 1,337,294 1,389,250 1,357,485 1,439,100 3.8% 3.6% Fund Balance,January 1 239,593 307,836 331,999 331,999 167,678 7.8% -49.5% irw Total New Revenue 1,316,446 1,361,457 1,185,872 1,193,165 1,439,100 -11.4% 21.4% Total Committed Expenditures (1,248,203) (1,337,294) (1,389,250) (1,357,485) (1,439,100) 3.8% 3.6% Fund Balance Plus Reserves 307,836 331,999 128,621 167,678 167,678 -58.2% 30.4% Year End Operating Reserves 99,856 106,984 111,140 108,599 115,128 3.8% 3.6% go Fund Balance,December 31 207,980 225,015 17,481 59,079 52,550 -91.3% 200.6% The Library Fund accounts for the operation of two City libraries and the City Historical Museum. It is a part of general so governmental funds since the majority of support for library services is derived from general tax revenues. In 2002, 97. percent of the resources will come from property taxes,with 3 percent from service charges for photocopies,library fines, investment interest,and contributions from the annual book sale. See the Community Services operating budget section in of this document for more information on library fund program budget and staffing. 7-7 Fund 110 Hotel/Motel Fund 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Hotel/Motel Tax 130,880 146,666 130,000 162,460 130,000 -25.7% 0.0% Investment Interest 2,944 9,975 3,000 8,531 5,000 100.0% 66.7% TOTAL NEW REVENUE 133,824 156,641 133,000 170,991 135,000 24.0% 1.5% Use of Prior Yr Revenue 0 0 37,352 0 45,000 -66.0% 20.5% TOTAL RESOURCES 133,824 156,641 170,352 170,991 180,000 -40.2% 5.7% EXPENDITURES: Marketing 53,050 90,902 85,176 74,414 90,000 -70.1% 5.7% Tourism 0 0 85,176 45,331 90,000 100.0% 5.7% TOTAL COMMITTED EXPENDITURES 53,050 90,902 170,352 119,745 180,000 -40.2% 5.7% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 53,050 90,902 170,352 119,745 180,000 -40.2% 5.7% r Fund Balance,January 1 69,577 150,351 216,090 216,090 267,336 43.7% 23.7% Total New Revenue 133,824 156,641 133,000 170,991 135,000 -24.0% 1.5% Total Committed Expenditures (53,050) (90,902) (170,352) (119,745) (180,000) -40.2% 5.7% Designated Fund Balance 150,351 216,090 178,738 267,336 222,336 343.0% 24.4% Fund Balance,December 31 0 0 0 0 0 N/A N/A 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. W 7-8 aw Fund 118 Reserve for Paths and Trails Fund ow 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Street Fuel Tax- 1/2 of 1% 0 0 3,600 0 0 928.6% -100.0% wr TOTAL NEW REVENUE 0 0 3,600 0 0 928.6% -100.0% Use of Prior Yr Revenue 0 0 0 0 0 N/A N/A TOTAL RESOURCES 0 0 3,600 0 0 928.6% -100.0% EXPENDITURES: Miscellaneous Costs 0 0 0 0 0 N/A N/A TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A N/A Increase to Reserves 0 0 3,600 0 0 928.6% -100.0% q� TOTAL EXPENDITURES 0 0 3,600 0 0 928.6% -100.0% Fund Balance,January 1 2,807 2,807 2,807 2,807 2,807 0.0% 0.0% Total New Revenue 0 0 3,600 0 0 928.6% -100.0% Total Committed Expenditures 0 0 0 0 0 N/A N/A Designated Fund Balance 2,807 2,807 6,407 2,807 2,807 102.9% -56.2% Fund Balance,December 31 0 0 0 0 0 N/A N/A This reserve fund for paths and trails was established under authority of Washington State Law(Sections 2, 3,4 and 5, Chapter 103, Extraordinary Session Laws of 1972) for the purpose of accommodating, establishing, and maintaining certain paths and trails. One-half of one percent of motor vehicle fuel tax revenue distributed to the City by the State,is allocated to this fund each year. Accumulated funds must be used within a ten-year period. 40 as Or up ft qW r 7-9 Fund 125 1% for Art Fund 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Investment Interest 1279 1576 1300 896 0 4.0% -100.0% Bond Proceeds 0 0 0 75,000 75,000 N/A 100.0% Other Financing Sources 0 0 13,100 13,085 0 100.0% -100.0% TOTAL NEW REVENUE 1,279 1,576 14,400 88,981 75,000 1052.057. 420.8% Use of Prior Yr Revenue 0 0 27,800 0 0 100.0% -100.0% TOTAL RESOURCES 1,279 1,576 42,200 88,981 75,000 3276.0% 77.7% EXPENDITURES: Capital Projects 0 0 42,200 15,900 75,000 100.0% 77.7% Transfer out to 316 0 0 0 13,200 0 N/A N/A TOTAL COMMITTED EXPENDITURES 0 0 42,200 29,100 75,000 100.0% 77.7% Increase to Reserves 0 0 0 0 0 -100.0% N/A TOTAL EXPENDITURES 0 0 42,200 29,100 75,000 3276.0% 77.7% N/A N/A Fund Balance,January 1 26,551 27,830 29,406 29,406 89,287 5.7% 203.6% Total New Revenue 1,279 1,576 14,400 88,981 75,000 1052.0% 420.8% Total Committed Expenditures 0 0 (42,200) (29,100) (75,000) 100.0% 77.7% Designated Fund Balance 27,830 29,406 1,606 89,287 89,287 -94.5% 5459.6% Fund Balance,December 31 0 0 0 0 0 N/A N/A The 1 percent for Art Fund was established to account for art expenditures in municipal construction projects. Guidelines for determining art expenditures are as follows: 1) The project cost must exceed$10,000, 2) The project must be either new construction or a significant renovation of an existing structure that allows expansion, new construction, or a significant renovation of an existing structure that allows an expanded or different use of the facility. Routine or periodic maintenance expenditures have been excluded. 3) Land acquisition is not included. 41 Acquisition of equipment,vehicles,or machinery is not included. 5) All funds specifically limited to the construction and improvement of the transportation system have been excluded; such as Federal aid, forward thrust, and half- cent gasoline tax. In 1997,art was purchased for the Oakesdale project and for Fire Station No. 14. In 2000 the Arts Commission was responsible for selecting a piece of art for the new Renton City Hall at Main and Grady.In 2002 an Art Project will be selected for the Downtown Parking Garage. 1 i 7-10 am Fund 127 Cable Communications Development Fund 1110 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 irr REVENUE: Utility Tax/TV Cable 30,000 30,000 30,000 30,000 30,000 0.0% 0.0% illr Investment Interest 7,332 8,934 5,500 7,427 6,000 0.0% 9.1% Other Misc.Revenue 1,500 1,500 1,500 1,500 0 100.0% -100.0% TOTAL NEW REVENUE 38,832 40,434 37,000 38,927 36,000 4.2% -2.7% Use of Prior Yr Revenue 0 0 13,500 0 0 -46.0% -100.0% TOTAL RESOURCES 38,832 40,434 50,500 38,927 36,000 -16.5% -16.5% EXPENDITURES: Supplies 6,087 2,127 2,000 2,370 2,000 0.0% 0.0% 1W Professional Services 13,086 23,177 20,500 15,751 20,800 0.0% 1.5% Repairs and Maintenance 2,177 3,976 8,000 37 8,000 0.0% 0.0% Capital Outlay 0 27,402 20,000 19,092 0 -33.3% -100.0% IN TOTAL COMMITTED EXPENDITURES 21,350 56,682 50,500 37,250 30,800 -16.5% -39.0% Increase to Reserves 0 0 0 0 5,200 N/A 100.0% TOTAL EXPENDITURES 21,350 56,682 50,500 37,250 36,000 -16.5% -28.7% Fund Balance,January 1 169,302 186,784 170,536 170,536 172,213 -8.7% 1.0% IW Total New Revenue 38,832 40,434 37,000 38,927 36,000 4.2% -2.7% Total Committed Expenditures (21,350) (56,682) (50,500) (37,250) (30,800) -16.5% -39.0% Designated Fund Balance 186,784 170,536 157,036 172,213 177,413 -2.9% 13.0% Fund Balance,December 31 0 0 0 0 0 N/A N/A The Cable Communications Development Fund was established to provide promotion and development of cable 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. ift to 7-11 Fund 201/207/212/215 Limited General Obligation Bond Funds 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Property Tax(General Levy) 1,150,000 1,263,400 1,041,690 1,041,690 1,025,500 -17.5% -1.6% Real Estate Excise Tax 1,066,070 1,151,101 850,000 1,398,393 850,000 33.3% 0.0% Investment Interest/Allocation 20,880 43,299 20,000 38,299 323,600 60.4% 1518.0% Transfer in from General Fund 77,612 77,650 77,650 77,650 77,700 0.0% 0.1% Transfer in from General Fund 321,889 0 0 0 0 N/A N/A TOTAL NEW REVENUE 2,636,451 2,535,450 1,989,340 2,556,032 2,276,800 -0.1% 14.5% Use of Prior Year Revenue 0 0 746,861 0 0 -14.6% -100.0% TOTAL RESOURCES 2,636,451 2,535,450 2,736,201 2,556,032 2,276,800 -4.5% -16.8% EXPENDITURES: Debt Service:Principal 1,039,976 1,076,025 1,131,448 1,441,447 1,229,300 4.1% 8.6% Debt Service:Interest 968,210 931,517 894,753 574,708 1,020,700 -3.1% 14.1% Trf-Out 207 to 502 0 0 160,000 160,000 0 100.0% -100.0% Trf-Out 207/215 To 316/Excess Reet 0 855,000 550,000 550,000 0 -35.7% -100.0% Trf-Out To 317/Sidewalk Program 0 0 0 0 0 N/A N/A TOTAL COMMITTED EXPENDITURES 2,008,186 2,862,542 2,736,201 2,726,156 2,250,000 -4.5% -17.8% e Increase to Reserves 0 0 0 0 26,800 N/A 100.0% Will TOTAL EXPENDITURES 2,008,186 2,862,542 2,736,201 2,726,156 2,276,800 -4.5% -16.8% Fund Balance,January 1 522,974 1,151,239 824,147 824,147 654,023 -28.4% -20.6% y Total New Revenue 2,636,451 2,535,450 1,989,340 2,556,032 2,276,800 -0.1% 14.5% Total Committed Expenditures (2,008,186) (2,862,542) (2,736,201) (2,726,156) (2,250,000) -4.5% -17.8% Fund Balance Plus Reserves 1,151,239 824,147 77,286 654,023 680,823 -72.1% 780.9% U Reserve for Debt Service 1,151,239 824,147 77,286 654,023 680,823 -72.1% 780.9% Fund Balance,December 31 0 0 0 0 0 N/A N/A Council approved General Obligation Debt is also known as Limited Tax General Obligation Debt (LTGO) or Councilmanic Debt. The City maintains four funds to account for existing bond revenue and expenditures. Fund 201 maintains the revenue and expenditures for the 1997 debt issue associated with the Main and Grady building (new Renton City Hall) purchase and renovation. The remaining funds (207, 212, and 215) maintain the revenue and expenditures associated with various issues including but not limited to: the 1989 refunding issue for the City Shop facility; 1993 refunding issue for the golf course, library expansion,wetlands acquisition, parking garage,and various equipment rental needs; 1994 issue for various equipment rental additions and replacements; 1996 mini-bond issue for two fire pumper replacements; and the 1997 refunding issue of$2.6 million that refunded five separate LTGO issues. For more detail on any of these debt issues,see the separately published City of Renton Debt Manual. The most recent debt is the 1998 Certificates of Participation for lighting improvements in the new Main and Grady building. The outstanding balance for all limited tax general obligation debt as of January 1,2002 with be$26,369,290. 7-12 aw Fund 201 1997 Limited General Obligation Bond Fund (City Hall) im 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Property Tax(General Levy) 735,000 735,000 735,765 735,765 650,000 0.1% -11.7% Investment Interest 0 236 0 1,154 0 -100.0% N/A TOTAL NEW REVENUE 735,000 735,236 735,765 736,919 650,000 0.0% -11.7% Use of Prior Year Revenue 0 0 0 0 0 -100.0% N/A tirr TOTAL RESOURCES 735,000 735,236 735,765 736,919 650,000 -0.4% -11.7% EXPENDITURES: Ili1r Debt Service:Principal 0 0 0 310,000 0 N/A N/A Debt Service:Interest 735,169 737,042 735,765 422,411 650,000 -0.4% -11.7% TOTAL COMMITTED EXPENDITURES 735,169 737,042 735,765 732,411 650,000 -0.4% -11.7% ilr Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 735,169 737,042 735,765 732,411 650,000 -0.4% -11.7% to Fund Balance,January 1 10,780 10,611 8,805 8,805 13,313 -17.0% 51.2% Total New Revenue 735,000 735,236 735,765 736,919 650,000 0.0% -11.7% Total Committed Expenditures (735,169) (737,042) (735,765) (732,411) (650,000) -0.4% -11.7% it Fund Balance Plus Reserves 10,611 8,805 8,805 13,313 13,313 15.7% 51.2% Reserve for Debt Service 10,611 8,805 8,805 13,313 13,313 15.7% 51.2% Fund Balance,December 31 0 0 0 0 0 N/A N/A iii No to of 60 No �r rr 7-13 Fund 207 Limited General Obligation Bond Fund (Senior Center) 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: all Property Tax(General Levy) 0 0 500 500 500 100.0% 0.0% Investment Interest 4,318 11,147 0 3,764 0 -100.0% N/A TOTAL NEW REVENUE 4,318 11,147 500 4,264 500 150.0% 0.0% Use of Prior Year Revenue 0 0 160,000 0 0 357.1% -100.0% TOTAL RESOURCES 4,318 11,147 160,500 4,264 500 356.0% -99.7% EXPENDITURES: Debt Service:Interest 3 9 500 3 500 150.0% 0.0% Trf-Out 207 to 502 0 0 160,000 160,000 0 -100.0% Trf-Out 207 to 316 0 35,000 0 0 0 -100.0% N/A TOTAL COMMITTED EXPENDITURES 3 35,009 160,500 160,003 500 356.0% -99.7% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 3 35,009 160,500 160,003 500 356.0% -99.7% Fund Balance,January 1 198,749 203,064 179,202 179,202 23,463 -11.8% -86.9% Total New Revenue 4,318 11,147 500 4,264 500 150.0% 0.0% Total Committed Expenditures (3) (35,009) (160,500) (160,003) (500) 356.0% -99.7% Fund Balance Plus Reserves 203,064 179,202 19,202 23,463 23,463 -88.6% 22.2% Reserve for Debt Service 203,064 179,202 19,202 23,463 23,463 -88.6% 22.2% Fund Balance,December 31 0 0 0 0 0 N/A N/A In May 1997, limited tax general obligation refunding bonds were issued in the amount of$2.8 million. The refunding amount apportional to the 1978 limited tax general obligation bonds for the Renton Senior Activity Center was 2.9 percent. The first annual principal and interest payment is due in December 2003. 7-14 aw Fund 212 1989 Limited General Obligation Refunding Bonds Fund (City Shops) No 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 1rr REVENUE: Property Tax(General Levy) 290,000 297,000 305,425 305,425 300,200 -1.7% -1.7% Investment Interest 0 3,186 0 6,143 0 -100% N/A TOTAL NEW REVENUE 290,000 300,186 305,425 311,568 300,200 2.3% -1.7% Use of Prior Year Revenue 0 0 0 0 0 -100% N/A TOTAL RESOURCES 290,000 300,186 305,425 311,568 300,200 -0.4% -1.7% EXPENDITURES: Debt Service:Principal 235,000 250,000 275,000 275,000 290,000 10.0% 5.5% Debt Service:Interest 65,392 56,455 30,425 30,040 10,200 -46.2% -66.5% TOTAL COMMITTED EXPENDITURES 300,392 306,455 305,425 305,040 300,200 -0.4% -1.7% 1rr Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 300,392 306,455 305,425 305,040 300,200 -0.4% -1.7% W Fund Balance,January 1 63,074 52,682 46,413 46,413 52,941 -11.9% 14.1% Total New Revenue 290,000 300,186 305,425 311,568 300,200 2.3% -1.7% Total Committed Expenditures (300,392) (306,455) (305,425) (305,040) (300,200) -0.4% -1.7% Fund Balance Plus Reserves 52,682 46,413 46,413 52,941 52,941 3.9% 14.1% Reserve for Debt Service 52,682 46,413 46,413 52,941 52,941 3.9% 14.1% Fund Balance,December 31 0 0 0 0 0 N/A N/A 1tir Am am 1W dw 1r 1r 7-15 1 Fund 215 General Governmental Miscellaneous Debt Service 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 ss 1 REVENUE: Property Tax(General Levy) 125,000 231,400 0 0 74,800 -100.0% 100.0% Real Estate Excise Tax 1,066,070 1,151,101 850,000 1,398,393 850,000 33.3% 0.0% Investment Interest 16,562 28,730 20,000 27,237 323,600 100.0% 1518.0% Transfer in from Water Fund 77,612 77,650 77,650 77,650 77,700 0.0% 0.1% Transfer in from General Fund 321,889 0 0 0 0 N/A N/A TOTAL NEW REVENUE 1,607,133 1,488,881 947,650 1,503,280 1,326,100 -0.9% 39.9% Use of Prior Year Revenue 0 0 586,861 0 0 -29.2% -100.0% TOTAL RESOURCES 1,607,133 1,488,881 1,534,511 1,503,280 1,326,100 -14.0% -13.6% EXPENDITURES: Debt Service:Principal 804,976 826,025 856,448 856,447 939,300 2.4% 9.7% Debt Service:interest 167,646 138,011 128,063 122,254 360,000 -0.2% 181.1% Trf-Out 215 To 316/Excess Reet 0 820,000 550,000 550,000 0 -32.9% -100.0% 1 Trf-Out to 317/Sidewalk Program 0 0 0 0 0 N/A N/A TOTAL COMMITTED EXPENDITURES 972,622 1,784,036 1,534,511 1,528,701 1,299,300 -14.0% -15.3% Increase to Reserves 0 0 0 0 26,800 N/A 100.0% TOTAL EXPENDITURES 972,622 1,784,036 1,534,511 1,528,701 1,326,100 -14.0% -13.6% Fund Balance,January 1 250,371 884,882 589,727 589,727 564,306 -33.4% -4.3% Total New Revenue 1,607,133 1,488,881 947,650 1,503,280 1,326,100 -0.9% 39.9% Total Committed Expenditures (972,622) (1,784,036) (1,534,511) (1,528,701) (1,299,300) -14.0% -15.3% Fund Balance Plus Reserve 884,882 589,727 2,866 564,306 591,106 -94.9% 20524.8% Reserve for Debt Service 884,882 589,727 2,866 564,306 591,106 -94.9% 20524.8% dill Fund Balance,December 31 0 0 0 0 0 N/A N/A rl� 7-16 4 Fund 213/219 Unlimited General Obligation Bond Funds 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Property Tax(Voted Levy) 1,339,623 1,275,912 636,025 523,017 496,700 -50.1% -21.9% Investment Interest 23,222 39,821 12,500 27,818 17,500 0.0% 40.0% TOTAL NEW REVENUE 1,362,845 1,315,733 648,525 550,835 514,200 -49.6% -20.7% Use of Prior Yr Revenue 0 0 0 0 134,800 N/A 100.0% r TOTAL REVENUE 1,362,845 1,315,733 648,525 550,835 649,000 -49.6% 0.1% EXPENDITURES: Debt Service:Principal 980,000 1,045,000 460,000 460,000 485,000 -56.0% 5.4% Debt Service:Interest 284,227 229,020 188,525 187,245 164,000 -22.3% -13.0% TOTAL COMMITTED EXPENDITURES 1,264,227 1,274,020 648,525 647,245 649,000 -49.6% 0.1% No Increase for Designated Fund Balance 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 1,264,227 1,274,020 648,525 647,245 649,000 -49.6% 0.1% Fund Balance,January 1 1,004,956 1,103,574 1,145,287 1,145,287 1,048,877 3.8% -8.4% Total New Revenue 1,362,845 1,315,733 648,525 550,835 514,200 -49.6% -20.7% Total Committed Expenditures (1,264,227) (1,274,020) (648,525) (647,245) (649,000) -49.6% 0.1% Designated Fund Balance 1,103,574 1,145,287 1,145,287 1,048,877 914,077 3.8% -20.2% Fund Balance,December 31 0 0 0 0 0 Voter-Approved (Unlimited) General Obligation Debt includes the 1993$4.7 million taxable refunding issue for the purchase of Gene Coulon Memorial Beach Park development, the 1989$5.5 million issue to provide housing for low-income elderly residents, and the 1993$4.3 million refunding issue for the same housing bonds. The balance outstanding as of December 31, 1998 was$5.9 million. The debt is funded by a voter-approved excess property tax levy. The original funded Housing Bonds will be retired in 1999. The City then will be paying debt on the refunded bonds. Yr tics 7-17 Fund 213 1983 Unlimited General Obligation Refunding Bond Fund (Coulon Park) 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 IIS REVENUE: Property Tax(Voted Levy) 803,774 765,547 135,440 0 0 -82.3% -100.0% Investment Interest 14,496 24,212 7,500 17,415 10,000 0.0% 33.3% 44 TOTAL NEW REVENUE 818,270 789,759 142,940 17,415 10,000 -81.5% -93.0% Use of Prior Yr Revenue 0 0 0 0 134,800 N/A 100.0% TOTAL REVENUE 818,270 789,759 142,940 17,415 144,800 -81.5% 1.3% EXPENDITURES: Debt Service:Principal 680,000 730,000 130,000 130,000 140,000 -82.2% 7.7% Debt Service:Interest 78,368 37,805 12,940 12,540 4,800 -69.6% -62.9% TOTAL COMMITTED EXPENDITURES 758,368 767,805 142,940 142,540 144,800 -81.5% 1.3% Increase for Designated Fund Balance 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 758,368 767,805 142,940 142,540 144,800 -81.5% 1.3% Fund Balance,January 1 542,938 602,840 624,794 624,794 499,669 3.6% -20.0% 4 Total New Revenue 818,270 789,759 142,940 17,415 10,000 -81.5% -93.0% Total Committed Expenditures (758,368) (767,805) (142,940) (142,540) (144,800) -81.5% 1.3% Designated Fund Balance 602,840 624,794 624,794 499,669 364,869 3.6% -41.6% I Fund Balance,December 31 0 0 0 0 0 N/A N/A Oldi i 7-18 Fund 219 1989 Unlimited General Obligation Bond Fund (Senior Housing) r� 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 2-Jan REVENUE: Property Tax(Voted Levy) 535,849 510,365 500,585 523,017 496,700 -1.8% -0.8% Investment Interest 8,726 15,609 5,000 10,403 7,500 0.0% 50.0% TOTAL NEW REVENUE 544,575 525,974 505,585 533,420 504,200 -1.8% -0.3% Use of Prior Yr Revenue 0 0 0 0 0 NIA NIA No TOTAL REVENUE 544,575 525,974 505,585 533,420 504,200 -1.8% -0.3% EXPENDITURES: Debt Service:Principal 300,000 315,000 330,000 330,000 345,000 4.8% 4.5% Debt Service:Interest 205,860 191,215 175,585 174,705 159,200 -12.2% -9.3% TOTAL COMMITTED EXPENDITURES 505,860 506,215 505,585 504,705 504,200 -1.8% -0.3% Increase for Designated Fund Balance 0 0 0 0 0 NIA NIA TOTAL EXPENDITURES 505,860 506,215 505,585 504,705 504,200 -1.8% -0.3% to Fund Balance,January 1 462,018 500,733 520,492 520,492 549,207 3.9% 5.5% Total New Revenue 544,575 525,974 505,585 533,420 504,200 -1.8% -0.3% Total Committed Expenditures (505,860) (506,215) (505,585) (504,705) (504,200) -1.8% -0.3% Designated Fund Balance 500,733 520,492 520,492 549,207 549,207 3.9% 5.5% Fund Balance,December 31 0 0 0 0 0 NIA NIA it �r �rrr 7-19 Fund 220 L.I.D. Debt Service 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 1 REVENUE: LID Assessments&Interest 843,317 435,165 376,068 415,462 293,000 -12.9% -22.1% Investment Interest 15,150 37,769 0 19,270 43,100 -100.0% 100.0% TOTAL NEW REVENUE 858,467 472,934 376,068 434,732 336,100 -14.3% -10.6% Use of Prior Yr Revenue 0 0 0 0 0 -100.0% N/A TOTAL RESOURCES 858,467 472,934 376,068 434,732 336,100 -30.1% -10.6% EXPENDITURES: Operating Transfer-Out 0 92,898 0 0 0 -100.0% N/A Debt Service:Principal 655,000 360,000 195,000 185,000 145,000 -48.7% -25.6% Debt Service:Interest 90,303 44,744 35,995 21,364 25,000 -42.6% -30.5% TOTAL COMMITTED EXPENDITURES 745,303 497,642 230,995 206,364 170,000 -57.0% -26.4% Increase to Reserves 0 0 145,073 0 166,100 100.0% 14.5% TOTAL EXPENDITURES 745,303 497,642 376,068 206,364 336,100 -30.1% -10.6% vi Fund Balance,January 1 286,263 399,427 374,719 374,719 603,087 -6.2% 60.9% Total New Revenue 858,467 472,934 376,068 434,732 336,100 -14.3% -10.6% Total Committed Expenditures (745,303) (497,642) (230,995) (206,364) (170,000) -57.0% -26.4% Designated Fund Balance 399,427 374,719 519,792 603,087 769,187 73.0% 48.0% Fund Balance,December 31 0 0 0 0 0 N/A N/A The Local Improvement District (LID) Debt Service Fund accounts for assessment collections and debt service payments for the LID's located within the City. A LID is created to construct public improvements deemed to benefit the property owners such as sidewalks or sewer lines. The City sells bonds to finance these projects. The benefited property owners are billed for their share and given an extended period of time to repay their assessments plus interest. 7-20 Fund 221 L.I.D. Guaranty Fund 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 so REVENUE: Investment Interest 17,342 8,625 0 5,907 0 -100.0% N/A to TOTAL NEW REVENUE 17,342 8,625 0 5,907 0 -100.0% N/A Use of Prior Yr Revenue 0 0 0 0 0 -100.0% N/A TOTAL RESOURCES 17,342 8,625 0 5,907 0 -100.0% N/A 110 EXPENDITURES: Transfers-Out 200,000 100,000 0 0 0 -100.0% N/A TOTAL COMMITTED EXPENDITURES 200,000 100,000 0 0 0 -100.0% N/A Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 200,000 100,000 0 0 0 -100.0% N/A Fund Balance,January 1 419,693 237,035 145,660 145,660 151,567 -38.5% 4.1% Total New Revenue 17,342 8,625 0 5,907 0 -100.0% N/A Total Committed Expenditures (200,000) (100,000) 0 0 0 -100.0% N/A Designated Fund Balance 237,035 145,660 145,660 151,567 151,567 -0.6% 4.1% Fund Balance,December 31 0 0 0 0 0 N/A N/A The Local Improvement District (LID) Guaranty Fund was established in accordance with State law for the purpose of guaranteeing the payment of outstanding LID bonds and coupons. Payments are made from this fund if sufficient monies are not collected from LID assessments during the prescribed time period. State law requires that this fund be maintained as long as there are any outstanding LID bonds. Sources of revenue to this fund can include general property taxes, investment interest, and any surplus remaining in an LID after all obligations have been met. State law allows transfers from this fund to the General Fund, limited to an amount not less than 10 percent of the net outstanding obligations guaranteed by the fund. r rrr ilr 11111 am 1W 7-21 Fund 301 City Hall/Garage Capital Improvement Project Fund h 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: LTGO Bonds 0 0 0 5,947,691 0 N/A N/A Investment Interest 94,786 0 0 66,408 300,000 N/A N/A Residual Equity Transfer in from 000 0 0 4,000,000 4,000,000 0 100.0% 100.0% TOTAL NEW REVENUE 94,786 0 4,000,000 10,014,099 300,000 100.0% N/A Use of Prior Yr Revenue 0 0 0 0 9,240,400 N/A N/A TOTAL RESOURCES 94,786 0 4,000,000 10,014,099 9,540,400 100.0% N/A EXPENDITURES: Professional Services 59,990 0 0 0 0 N/A N/A Improvements 2,861,068 0 0 0 0 N/A N/A Capital Outlay 0 0 4,000,000 436,549 9,540,400 Debt Service 0 0 0 99,431 0 TOTAL COMMITTED EXPENDITURES 2,921,058 0 4,000,000 535,980 9,540,400 100.0% N/A Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 2,921,058 0 0 0 0 N/A N/A Fund Balance,January 1 2,826,272 0 0 0 9,478,119 N/A N/A Total New Revenue 94,786 0 4,000,000 10,014,099 300,000 100.0% N/A Total Committed Expenditures (2,921,058) 0 (4,000,000) (535,980) (9,540,400) 100.0% N/A Designated Fund Balance 0 0 0 9,478,119 237,719 N/A N/A Fund Balance,December 31 0 0 0 0 0 N/A N/A Will Beginning in 2001 Fund 301 has been specifically used for the completion of a parking garage in downtown Renton. In 2001 a Residual Equity Transfer from the General Fund (000) was made for$4 million. Limited General Obligation Bonds were issued in 2001 for$6 million.Resources not expended in 2001 were rebudgeted in 2002. 1 7-22 Fund 303 Community Development Impact Mitigation Fund No 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Community Dev.Mitigation Fees 223,648 367,547 175,000 362,343 200,000 75.0% 14.3% 10 Investment Interest 31,422 27,564 25,000 35,881 25,000 19.0% 0.0% Residual Equity Transfer in Frm 105 569,732 0 0 0 0 N/A N/A TOTAL NEW REVENUE 824,802 395,111 200,000 398,224 225,000 65.3% 12.5% Use of Prior Yr.Revenue 0 0 350,000 0 325,000 100.0% -7.1% TOTAL RESOURCES 824,802 395,111 550,000 398,224 550,000 354.5% 0.0% EXPENDITURES: Community Dev.Mitigation Proj 195,907 22,416 550,000 4,238 550,000 354.5% 0.0% Transfer out to 316/Piazza 200,000 0 0 0 N/A N/A TOTAL COMMITTED EXPENDITURES 395,907 22,416 550,000 4,238 550,000 354.5% 0.0% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 395,907 22,416 550,000 4,238 550,000 354.5% 0.0% Fund Balance,January 1 0 428,895 801,590 801,590 1,195,576 86.9% 49.2% Total New Revenue 824,802 395,111 200,000 398,224 225,000 65.3% 12.5% dw Total Committed Expenditures (395,907) (22,416) (550,000) (4,238) (550,000) 354.5% 0.0% Designated Fund Balance 428,895 801,590 451,590 1,195,576 870,576 5.3% Fund Balance,December 31 0 0 0 0 0 N/A N/A or 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 (Paris) to mitigation activities were budgeted in Fund 105. The Designated Fund Balance is for identified projects in the 2002 2007 CIP. it 1W im IMI to am 1W iW 7-23 a Fund 304 Fire Impact Mitigation Fund 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Fire Mitigation Fees 595,118 805,359 300,000 405,849 200,000 -33.3% -33.3% Investment Interest 124,997 155,098 100,000 66,747 50,000 122.2% -50.0% Residual Equity Transfer in Frm 105 2,916,766 0 0 0 N/A N/A A TOTAL NEW REVENUE 3,636,881 960,457 400,000 472,596 250,000 -19.2% -37.5% Use of Prior Yr Revenue 0 0 1,754,000 0 250,000 66.3% -85.7% TOTAL RESOURCES 3,636,881 960,457 2,154,000 472,596 500,000 39.0% -76.8% EXPENDITURES: Regular Salaries 0 0 37,100 21,869 0 100.0% -100.0% Personnel Benefits 0 0 11,900 5,090 0 100.0% -100.0% Mill Supplies 0 0 5,000 282 0 100.0% -100.0% Fire Mitigation Projects 689,222 1,436,825 2,154,000 1,955,189 500,000 39.0% -76.8% TOTAL COMMITTED EXPENDITURES 689,222 1,436,825 2,154,000 1,955,189 500,000 39.0% -76.8% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 689,222 1,436,825 2,154,000 1,955,189 500,000 39.0% -76.8% Wli Fund Balance,January 1 0 2,947,659 2,471,291 2,471,291 988,698 -16.2% -60.0% Total New Revenue 3,636,881 960,457 400,000 472,596 250,000 -19.2% -37.5% Yrs Total Committed Expenditures (689,222) (1,436,825) (2,154,000) (1,955,189) (500,000) 39.0% -76.8% Designated Fund Balance 2,947,659 2,471,291 717,291 988,698 738,698 -62.1% 3.0% Fund Balance,December 31 0 0 0 0 0 N/A N/A Beginning in 1999, Fund 304 was created for the purpose of identifying Fire Impact Mitigation revenue and expenditures. Previously, Transportation, Fire, and Community Development (Park) mitigation activities were budgeted in Fund 105.The Designated Fund Balance is for identified projects in the 2002-2007 CIP. f R 7-24 Fund 305 Transportation Impact Mitigation Fund aw 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 aw REVENUE: Transportation Mitigation Fees 855,407 775,180 500,000 365,038 350,000 0.0% -30.0% o Investment Interest 160,787 271,491 100,000 235,118 125,000 17.6% 25.0% Transfer in from 317 767,341 0 0 0 0 N/A N/A W Residual Equity Transfer in Frm 105 2,830,099 0 0 0 0 N/A N/A TOTAL NEW REVENUE 4,613,634 1,046,671 600,000 600,156 475,000 2.6% -20.8% Use of Prior Yr Revenue 0 0 1,291,627 0 1,112,200 206.5% -13.9% ow TOTAL RESOURCES 4,613,634 1,046,671 1,891,627 600,156 1,587,200 88.0% -16.1% EXPENDITURES: NO Transport Mitigation Projects 140,107 0 0 0 0 N/A N/A Transfer out to 317 43,268 1,006,360 1,891,627 941,509 1,587,200 88.0% -16.1% to TOTAL COMMITTED EXPENDITURES 183,375 1,006,360 1,891,627 941,509 1,587,200 88.0% -16.1% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 183,375 1,006,360 1,891,627 941,509 1,587,200 88.0% -16.1% illi Fund Balance,January 1 0 4,430,259 4,470,570 4,470,570 4,129,217 0.9% -7.6% Total New Revenue 4,613,634 1,046,671 600,000 600,156 475,000 2.6% -20.8% Total Committed Expenditures (183,375) (1,006,360) (1,891,627) (941,509) (1,587,200) 88.0% -16.1% Designated Fund Balance 4,430,259 4,470,570 3,178,943 4,129,217 3,017,017 -20.7% -5.1%1 1WFund Balance,December 31 0 0 0 0 0 N/A N/A Fund 305 was created in 1999 for the purpose of identifying Transportation Impact Mitigation revenue and expenditures. Previously, Transportation, Fire, and Community Development (Park) mitigation activities were budgeted in Fund 105. The Designated Fund Balance is for identified projects in the 2002-2007 Capital Improvement Program(CIP) and the 2002-2007 Transportation Capital Improvement Program (TCIP). itirr aw W ow �r 7-25 Fund 306 Leased City Properties 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Property Tax 70,000 52,500 0 0 0 -100.0% N/A Sale of Specs 0 0 0 1,415 0 N/A N/A Investment Interest 0 16,674 0 9,089 0 N/A N/A Sale of General Fixed Assets 0 100 0 0 0 N/A N/A Interfund Loan Proceeds 300,000 0 300,000 0 300,000 -70.0% 0.0% Transfer in from 316 300,000 700,000 0 0 0 N/A N/A Leases-200 Mill Ave 35,888 188,042 244,600 101,987 20,000 100.0% -91.8% Leases-New City Hall 0 0 182,500 464,069 300,000 -43.0% 64.4% TOTAL NEW REVENUE 705,888 957,316 727,100 576,560 620,000 -47.0% -14.7% Use of Prior Yr.Revenue 0 0 180,000 0 0 N/A -100.0% TOTAL RESOURCES 705,888 957,316 907,100 576,560 620,000 35.6% -31.7% EXPENDITURES: Regular Salaries 0 6,967 50,400 46,672 51,800 100.0% 2.8% Overtime 0 0 0 222 N/A N/A Personnel Benefits 0 2,105 19,600 11,205 14,300 100.0% -27.0% Property Management Services 83,900 181,856 36,000 3,494 0 -82.2% -100.0% Repairs and Mntc 0 0 74,000 67,122 0 100.0% -100.0% Upgrades/Improvements-200 Mill Ave 441,257 355,238 480,000 6,432 0 -52.3% -100.0% Upgrades/Improvements-RCH 0 280,708 0 113 75,100 -100.0% 100.0% Interfund Loan Repayment 0 0 0 0 315,200 N/A 100.0% Tfr-Out to 316 0 123,000 247,100 363,800 0 100.0% -100.0% TOTAL COMMITTED EXPENDITURES 525,157 949,874 907,100 499,061 456,400 -41.6% -49.7% Oil Increase to Reserves 0 0 0 0 163,600 N/A 100.0% TOTAL EXPENDITURES 525,157 949,874 907,100 499,061 620,000 80.9% -31.7% Fund Balance,January 1 0 180,731 188,173 188,173 265,672 4.1% 41.2% Total New Revenue 705,888 957,316 727,100 576,560 620,000 -47.0% -14.7% Total Committed Expenditures (525,157) (949,874) (907,100) (499,061) (456,400) 80.9% -49.7% Designated Fund Balance 180,731 188,173 8,173 265,672 429,272 4.1% 5152.3% Fund Balance,December 31 0 0 0 0 0 N/A N/A Beginning in 1999, Fund 306 is created for the purpose of identifying Leased City Properties revenue and expenditures. ul 1 7-26 U0 Fund 316 Municipal Facilities Capital Improvement Fund 1999 2000 2001 2001 2002 %Chg %Chg 11W Hem Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Property Tax 200,000 0 0 0 0 N/A N/A aw Sales Tax 0 300,000 400,000 0 0 33.3% -100.0% Real Estate Excise Tax 1,175,468 1,107,100 850,000 1,398,393 850,000 33.3% 0.0% Investment Interest 350,318 308,093 200,000 346,246 200,000 0.0% 0.0% Sale of General Faced Assets 0 661,176 350,000 6,000 0 -1.4% -100.0% imp Sale of Plans&Specs/Parks 0 0 0 920 0 N/A N/A EPA Grant-Port Quendall 0 136,220 0 16,021 0 N/A N/A CDBG 0 250,321 0 0 0 -100.0% N/A Other Grants 0 128,513 0 74,688 0 N/A N/A #0 Valley Com 120,956 0 0 0 0 N/A N/A Insurance Proceeds/Highlands CC 528,283 270,166 0 0 0 N/A N/A Port Quendall Donations 39,000 0 0 0 0 -100.0% N/A Misc.Revenue 0 0 0 7,550 0 N/A N/A No Interfund Loan Repayment Proceeds 0 123,000 0 0 0 -100.0% N/A Residual Equity Transfer-LTG Funds&221 0 955,000 0 0 0 -100.0% N/A Trf-In 101/Fund Balance 0 550,000 0 0 0 -100.0% N/A Trf-In 125/Fund Balance 0 0 0 13,200 to Trf-In/000 Gen Fund 2,047,100 1,560,051 1,260,000 1,260,000 1,720,000 -19.2% 36.5% Trf-In/LID Guar Fund 200,000 0 0 0 0 N/A N/A Trf-In/303 Parks Mitigation/Piazza 200,000 0 0 0 0 N/A N/A Trf-In 306 Leased City Properties 0 0 247,100 363,800 0 100.0% -100.0% go TOTAL NEW REVENUE 4,861,125 6,349,640 3,307,100 3,486,818 2,770,000 -41.6% -16.2% Use of Prior Yr Revenue 0 0 5,909,485 0 5,830,000 11.3% -1.3% TOTAL RESOURCES 4,861,125 6,349,640 9,216,585 3,486,818 8,600,000 -16.0% -6.7% It EXPENDITURES: Technology Plan/ComputerAcq 1,055,349 656,552 1,271,141 869,237 1,325,000 13.0% 4.2% Copier Acquisitions-Other Rentals 67,300 64,481 0 95,696 75,000 -100.0% 100.0% Phone System 548,059 59,140 0 0 0 -100.0% N/A Police/Fre Projects 160,082 920 0 0 0 -100.0% N/A Library Projects 1,467 118,717 0 34,851 0 -100.0% N/A Econ Dev/Neighbrhds/Strat Ping Proj 269,385 505,423 2,113,290 120,805 505,000 86.5% -76.1% Main&Grady Access 875,716 1,228,016 166,500 93,231 0 -87.1% -100.0% Downtown Redevelopment 1,179,066 440,532 50,000 0 0 -98.2% -100.0% Municipal Facilities(incl Parks Proj) 1,377,888 1,994,360 5,040,654 1,131,085 2,145,000 19.0% -57.4% Main&Grady Equipment 357,785 0 0 0 0 N/A N/A Highlands Redevelopment 0 0 0 0 1,500,000 N/A 100.0% Pavilion Project 0 0 0 0 2,300,000 N/A 100.0% Performing Arts Center 0 0 250,000 200,000 250,000 400.0% 0.0% Valley Com Center 0 0 300,000 245,882 300,000 100.0% 0.0% Veterans Memorial Park 0 0 25,000 0 Comm Svc Grant Matching Funds 0 0 0 0 200,000 N/A 100.0% Interfund Loan Payment to 306 300,000 700,000 0 0 0 N/A N/A Trf-Out/317 0 0 0 42,000 Trf-Out/306/Old City Hall Upgrades 300,000 0 0 0 0 N/A N/A ill TOTAL COMMITTED EXPENDITURES 6,492,097 5,768,141 9,216,585 2,832,786 8,600,000 -16.0% -6.7% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 6,492,097 5,768,141 9,216,585 2,832,786 8,600,000 -16.0% -6.7% Fund Balance,January 1 6,938,381 5,307,409 5,888,908 5,888,908 6,542,940 11.0% 11.1% 4W Total New Revenue 4,861,125 6,349,640 3,307,100 3,486,818 2,770,000 -41.6% -16.2% Total Committed Expenditures 6,492,097 5,768,141 9,216,585 2,832,786 8,600,000 -16.0% -6.7% Fund Balance Plus Reserves 5,307,409 5,888,908 (20,577) 6,542,940 712,940 100.0% -3564.7% Reserve for Downtown Redevelopment 800,000 0 0 0 0 N/A N/A SID Fund Balance,December 31 4,507,409 5,888,908 (20,577) 6,542,940 712,940 100.0% -3564.7% The purpose of this fund is to accumulate resources to fund facility improvements and renovations,various property acquisitions for parks and City space needs, parks development and equipment, and major capital requirements such as computer technology am and copier needs benefiting all general governmental City operations. illi ow 7-27 Fund 317 Transportation Capital Improvement Fund 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 1 REVENUE: Per Capita Business License Fees 2,047,940 1,927,600 2,000,000 1,967,436 2,000,000 6.8% 0.0% Transportation Grants 1,397,029 2,498,837 2,059,241 2,441,158 1,963,800 -14.5% -4.6% Local Vehicle License Fee/Transp 426,142 437,915 350,000 452,053 350,000 0.0% 0.0% Charges for Svcs/Plan Sales,Misc 438 778 0 33,440 0 N/A N/A Miscellaneous 0 30,000 0 10,000 0 -100.0% N/A Sale of Property-Logan Pipeline 0 363,282 0 0 0 N/A N/A t Trf-In Fm 000 243 46,936 0 0 0 N/A N/A Trf-In Fm 103 365,000 100,000 0 100,000 0 -100.0% N/A Trf-In Fm 125 0 0 0 42,000 Trf-In Fm 305 43,268 1,006,360 1,091,627 941,509 1,587,200 8.5% 45.4% Trf-In Fm Arterial Str Fd/Overlay Prgn 343,180 353,500 353,500 678,500 353,500 0.0% 0.0% Proposed Transportation Grants 0 0 0 0 0 -100.0% N/A # TOTAL NEW REVENUE 4,623,240 6,765,208 5,854,368 6,666,096 6,254,500 -34.4% 6.8% Use of Prior Yr Revenue 0 0 7,135,695 0 1,163,300 25.9% -83.7% TOTAL RESOURCES 4,623,240 6,765,208 12,990,063 6,666,096 7,417,800 -11.0% -42.9% EXPENDITURES: TBZ Planning Studies 0 0 10,000 1,440 0 0.0% -100.0% Transportation Projects 6,339,498 5,207,795 12,980,063 8,352,610 7,417,800 -11.0% -42.9% TOTAL COMMITTED EXPENDITURES 6,339,498 5,207,795 12,990,063 8,354,050 7,417,800 -11.0% -42.9% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 6,339,498 5,207,795 12,990,063 8,354,050 7,417,800 -11.0% -42.9% Fund Balance,January 1 7,384,417 5,668,159 7,225,572 7,225,572 5,537,618 27.5% -23.4% Total New Revenue 4,623,240 6,765,208 5,854,368 6,666,096 6,254,500 -34.4% 6.8% Total Committed Expenditures (6,339,498) (5,207,795) (12,990,063) (8,354,050) (7,417,800) -11.0% -42.9% Fund Balance Plus Reserves 5,668,159 7,225,572 89,877 5,537,618 4,374,318 100.0% 4767.0% Fund Balance,December 31 5,668,159 7,225,572 89,877 5,537,618 4,374,318 100.0% 4767.0% r Investment earnings generated on the fund balance throughout the year are credited to the General Fund. Mitigation revenue is transferred to this fund as project funding is needed. ,j 7-28 UW Fund 320 Local Improvement District (L.I.D.) Construction Fund it 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 w REVENUE: Investment Interest 2,020 0 0 0 0 N/A N/A Mfr LID Bond Proceeds 38,990 0 0 0 0 N/A N/A TOTAL NEW REVENUE 41,010 0 0 0 0 N/A N/A Use of Prior Yr Revenue 0 0 0 0 0 N/A N/A No TOTAL RESOURCES 41,010 0 0 0 0 N/A N/A EXPENDITURES: IN Interfund Loan Disbursements 148,000 0 0 0 0 N/A N/A Residitual Equity Transfer Out 1,538 0 0 0 0 N/A N/A Road and Street Construction 7,917 0 0 0 0 N/A N/A 4W TOTAL COMMITTED EXPENDITURES 157,455 0 0 0 0 N/A N/A Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 157,455 0 0 0 0 N/A N/A 6W Fund Balance,January 1 116,445 0 0 0 0 N/A N/A Total New Revenue 41,010 0 0 0 0 N/A N/A 1W Total Committed Expenditures (157,455) 0 0 0 0 N/A N/A Fund Balance,December 31 0 0 0 0 0 N/A N/A iW The Local Improvement District Construction Fund accounts for the construction phase of a Local Improvement District (LID), which is created to construct public improvements deemed to benefit property owners. The City sells bonds to finance these projects and the benefited property owners are billed for their share and given an extended period of time to pay their assessments plus interest. During the construction of an LID project, the City issues short term debt,or secures an interfund loan for financing. Once the project is complete, long term financing replaces the short term debt and the LID is transferred to the debt service fund(220) for accounting. Iwo r rl�r �n lr 1W 7-29 Fund 401 2 Waterworks Utility Fund - 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Water Collections 5,588,020 5,703,375 5,749,350 5,899,407 6,043,600 5.1% 5.1% Wastewater(City) 2,912,836 3,017,676 3,301,409 3,037,158 3,249,200 5.1% -1.6% Metro Revenue 6,202,313 6,264,685 6,550,000 6,536,744 7,894,300 1.0% 20.5% Surface Water Fees&Charges 2,106,954 1,859,485 1,949,316 2,171,600 2,178,600 0.6% 11.8% 44 Other Utility Fees&Charges 363,022 339,041 337,600 309,819 332,600 49.4% -1.5% WSDOT Reimb/1-405 Retention Pond 14,472 0 0 0 0 -100.0% N/A Interfund Revenue 857,077 1,158,253 811,776 924,283 779,600 1.3% -4.0% Investment Interest 105,740 142,205 142,874 116,217 137,900 5.8% -3.5% Other Misc Revenue 173,849 186,663 83,250 106,591 81,000 -21.1% -2.7% Water Installation 155,756 176,166 135,000 215,317 140,900 0.0% 4.4% TOTAL NEW REVENUE 18,480,039 18,847,549 19,060,575 19,317,136 20,837,700 3.3% 9.3% Use of Prior Yr Revenue 0 0 195,449 0 0 -73.8% -100.0% TOTAL RESOURCES 18,480,039 18,847,549 19,256,024 19,317,136 20,bJ/,/LX) 0.3% 8.2% „t EXPENDITURES: Regular Salaries 2,267,568 2,453,092 2,672,695 2,563,444 2,791,800 9.3% 4.5% Part Time Salaries 32,514 34,516 84,881 38,950 85,900 0.0% 1.2% Overtime 59,078 38,213 90,100 121,054 101,400 3.1% 12.5% Personnel Benefits 692,258 721,322 780,584 637,657 808,000 5.2% 3.5% Supplies 551,025 573,516 712,724 640,141 676,300 1.5% -5.1% Professional Services 167,648 95,903 163,243 84,396 171,700 12.0% 5.2% Postagelrelephone/Other 2,767 10,158 11,524 10,050 12,900 -3.3% 11.9% Travel/Training 11,912 11,552 27,380 14,128 29,000 2.9% 5.9% Other Rentals 16,158 6,825 12,410 7,178 15,200 1.0% 22.5% Equipment Rental 466,926 520,531 467,100 467,100 481,500 -10.3% 3.1% Insurance 77,000 77,680 83,693 83,693 83,700 7.7% 0.0% Public Utility Services 591,063 566,314 699,096 592,022 639,800 13.2% -8.5% Metro Sewer 6,812,587 6,019,998 6,661,800 6,785,354 7,894,300 2.7% 18.5% Repairs&Maintenance 264,651 111,507 177,974 159,392 198,000 11.7% 11.3% Miscellaneous 97,312 35,783 41,215 35,958 129,900 8.5% 215.2% State Tax 532,938 531,066 578,800 527,877 600,400 4.1% 3.7% Interfund Taxes 1,197,276 1,271,201 1,250,006 1,205,729 1,341,300 3.7% 7.3% Operating Transfers Out/215 Debt Sv 77,612 77,650 77,650 77,650 77,100 0.0% -0.7% Residual Equity Transfers Out 2,319,000 1,957,000 1,436,700 1,436,700 1,500,000 -26.6% 4.4%' Capital Outlay 198,468 65,870 65,200 45,548 38,200 -51.7% -41.4% Debt Service:Principal 616,518 699,746 748,246 751,432 620,400 2.3% -17.1% Debt Service:Interest 122,578 128,504 155,450 105,293 118,300 14.8% -23.9% Interfund Payments 2,217,752 2,290,041 2,257,553 2,272,499 2,322,700 0.8% 2.9% TOTAL COMMITTED EXPENDITURES 19,392,60918,297, 19,256,024 1 ,66 4 7 Increase to Reserves 0 0 0 0 99,900 N/A 100.0% TOTAL EXPENDITURES 19,392,609 18,297,988 19,256,024 18,663,243 20,837,700 0.3% 8.2% Fund Balance,January 1 2,817,352 1,904,782 2,454,343 2,454,343 3,108,236 28.9% 26.6% Total New Revenue 18,480,039 18,847,549 19,060,575 19,317,136 20,837,700 3.3% 9.3% Total Committed Expenditures (19,392,609) (18,297,988) (19,256,024) (18,663,243) (20,737,800) 0.3% 7.7% Fund a ance Plus Reserves l,V114,782 2,454,343 2,258,8Y4 3,108,236 3,208,136 94.8% 42T Year End Operating Reserves 1,168,344 1,096,838 1,206,946 1,170,897 1,332,584 3.3% 10.4% Will Fund a ance,December 31 736,438 1,357,505 1,051,948 1,937,339 1,875,552 11694.3% 78.3% A separate fund (451) was established in 1998 for revenue bond debt service payments and bond reserves. The only debt service remaining in Fund 401 consists of Public Works Trust Fund Loan payments. A portion of water, wastewater, and surface water fees are allocated to Fund 451 in order to make revenue bond debt payments. k 7-30 Fund 402 Airport Fund im 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 ow REVENUE: FAA Grants 574,468 0 517,000 0 833,000 -19.5% 61.1% Charges for Services 7,558 7,738 7,000 14,010 7,000 0.0% 0.0% vo Investment Interest 101,057 216,778 80,000 176,375 150,000 0.0% 87.5% Airport Leases 712,996 645,036 691,000 729,116 698,000 10.2% 1.0% ow Runway 15 Safety Improvement 0 97,636 0 44,799 0 N/A N/A FAA Airport Improvement 0 17,957 0 8,231 0 N/A N/A Other Miscellaneous Revenue 9,516 12,431 0 5,422 0 N/A N/A TOTAL NEW REVENUE 1,405,595 997,576 1,295,000 977,953 1,688,000 -4.5% 30.3% 60 Use of Prior Yr Revenue 0 0 851,600 0 0 50.6% -100.0% TOTAL RESOURCES 1,405,595 997,576 2,146,600 977,953 1,688,000 11.7% -21.4% EXPENDITURES: 40 Regular Salaries 132,561 138,384 143,323 135,292 184,900 5.6% 29.0% Part Time Salaries 31,607 28,850 73,935 45,876 51,900 5.0% -29.8% rrr Overtime 3,908 5,895 4,100 5,810 4,200 3.6% 2.4% Personnel Benefits 39,504 38,097 43,805 37,513 67,100 4.3% 53.2% Supplies 9,717 18,603 33,380 19,295 33,300 1.0% -0.2% to Professional Services 13,165 5,000 119,235 181,931 119,200 195.6% 0.0% Postage/Telephone/Other 234 33 259 524 300 -74.7% 15.8% Travel/Training 70 187 2,163 1,533 2,200 1.0% 1.7% 410 Other Rentals 1,000 1,000 22,616 1,013 22,600 1.0% -0.1% Equipment Rental 30,360 30,425 35,574 34,800 35,600 16.9% 0.1% Insurance 12,200 31,925 24,069 42,069 24,100 101.8% 0.1% Public Utility Services 61,566 59,448 73,751 62,222 73,800 6.3% 0.1% No Repairs&Maintenance 10,428 96,709 64,329 34,863 64,300 1.0% 0.0% Miscellaneous 55 136 2,012 60 2,000 1.0% -0.6% to Machinery&Equipment 0 0 0 17,407 18,000 N/A 100.0% Capital Outlay/Operating 0 0 0 0 N/A N/A Interfund Payments 42,695 43,081 60,949 43,280 43,900 41.9% -28.0% SUBTOTAL OPERATING BUDGET 389,070 497,773 703,500 663,487 747,400 23.1% 6.2% go Airport Capital Improvements 630,468 151,952 1,443,100 831,929 268,000 6.9% -81.4% TOTAL COMMITTED EXPENDITURES 1,019,538 649,725 2,146,600 1,495,417 1,015,400 11.7% -52.7% ow Increase to Reserves 0 0 0 0 672,600 N/A 100.0% TOTAL EXPENDITURE 1,019,538 649,725 2,146,600 1,495,417 1,688,000 1 1.7% -21.4% Fund Balance,January 1 2,731,242 3,117,299 3,465,150 3,465,150 2,947,686 11.2% -14.9% to Total New Revenue 1,405,595 997,576 1,295,000 977,953 1,688,000 -4.5% 30.3% Total Committed Expenditures (1,019,538) (649,725) (2,146,600) (1,495,417) (1,015,400) 11.7% -52.7% Fund Balance Plus Reserves 3,117,299 3,465,150 2,613,550 2,947,686 3,620,286 2.4% 38.5% Year End Operating Reserves 31,126 39,822 107,240 107,241 59,792 134.6% -44.2% Capital Reserves 3,086,173 3,425,328 2,506,310 2,840,445 3,560,494 0.0% 42.1% Fund Balance December 31 0 0 0 0 0 N/A N/A The Airport Fund accounts for revenue and expenditures that provide administration, operation, improvement, and maintenance of the Renton Municipal Airport. Staff includes a full time supervisor, .5 FTE secretarial support, and a maintenance worker. Capital projects planned for 2002 include,remodeling a portion of the the old restaurant building for a U.S.customs facility,installing a new hydraulic gate, taxi light relocation,and asphalt overlay project on S.E.runway. The Airport is a section of the Planning/Building/Public Works Transportation Systems. 1W 7-31 Fund 403 Solid Waste Utility Fund 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Solid Waste Fees 8,235,787 8,810,835 8,642,450 8,336,385 9,120,500 -2.1% 5.5% Interfund Revenues 2,479 660 1,040 4,738 1,000 0.0% -3.8% Miscellaneous Revenues 19,843 43,183 16,000 23,671 12,000 6.7% -25.0% Franchise Fees 0 38,500 0 60,500 66,000 N/A 100.0% Other Misc 0 313 0 100 0 N/A N/A Coordinated Prevention Grant 0 64,889 0 0 0 -100.0% N/A DOE 26/39 Grant 0 0 46,000 13,205 59,300 100.0% 28.9% King County Grant Programs 26,947 74,473 65,000 59,309 86,800 -1.8% 33.5% Local Hazardous Wste Mgt Grant 13,040 29,632 22,000 0 24,700 -33.3% 12.3% TOTAL NEW REVENUE 8,298,096 9,062,485 8,792,490 8,497,909 9,370,300 -2.4% 6.6% Use of Prior Yr Revenue 0 0 733,960 0 0 100.0% -100.0% P TOTAL RESOURCES 8,298,096 9,062,485 9,526,450 8,497,909 9,370,300 5.7% -1.6% EXPENDITURES: Regular Salaries 89,692 100,320 117,144 105,287 124,200 8.1% 6.0% Part Time Salaries 21,546 14,407 24,220 18,135 24,900 0.0% 2.8% Personnel Benefits 26,273 30,935 33,875 28,651 30,000 -1.6% -11.4% Supplies 41,850 3,610 10,883 4,076 11,000 1.0% 1.1% Garbage Contractor 6,655,687 7,286,979 7,751,278 7,139,787 7,631,300 6.4% -1.5% Professional Services 0 0 0 22 10,600 N/A 100.0% Solid Waste Programs 165,310 0 170,721 123,293 171,700 100.0% 0.6% Postage/Telephone/Other 12 3,020 2,131 63 2,100 1.0% -1.5% Travel/Training 577 171 2,252 155 2,200 1.0% -2.3% Equipment Rental 13,580 13,852 13,852 11,800 13,900 0.0% 0.3% Public Util Sv/Dump Fees 3,559 2,849 6,427 2,198 6,600 1.0% 2.7% Repairs&Maintenance 0 0 568 0 600 1.I% 5.6% Miscellaneous 987 6,026 7,903 3,763 7,900 1.0% 0.0% K Co Hazardous Materials Assmt 182,831 186,126 260,796 190,670 186,800 33.2% -28.4% State Excise Tax 120,129 126,641 116,685 118,102 116,700 -11.2% 0.0% State Refuse Collection Tax 263,108 285,370 280,043 283,445 280,000 -2.6% 0.0% Interfund Taxes 500,238 517,418 466,739 486,291 483,700 -14.1% 3.6% Capital Outlay 3,717 28,149 0 0 0 N/A N/A Interfund Payments 262,569 266,092 260,933 260,933 266,100 0.0% 2.0% TOTAL COMMITTED EXPENDITURES 8,351,665 8,871,965 9,526,450 8,776,670 9,370,300 6.8% -1.6% Increase to Reserves 0 0 0 0 0 -100.0% N/A TOTAL EXPENDITURES 8,351,665 8,871,965 9,526,450 8,776,670 9,370,300 5.7% -1.6% Fund Balance,January 1 530,000 476,431 666,951 666,951 388,190 40.0% -41.8% Total New Revenue 8,298,096 9,062,485 8,792,490 8,497,909 9,370,300 -2.4% 6.6% Total Committed Expenditures (8,351,665) (8,871,965) (9,526,450) (8,776,670) (9,370,300) 6.8% -1.6% Fund Balance Plus Reserves 476,431 666,951 (67,009) 388,190 388,190 -111.8% -679.3% Operating Reserves 167,033 0 0 0 0 -100.0% N/A Designated Fund Balance 309,398 666,951 (67,009) 388,190 388,190 -117.2% -679.3% t Fund Balance,December 31 0 0 0 0 0 N/A N/A The Solid Waste Utility Fund accounts for contracted garbage collection services to 12,390 customers. There are two sections of the Planning/Building/Public Works Department supported by this fund;Solid Waste Utility Systems (403/18), and Solid Waste Maintenance (403/19). Detail operating budget information is included in the Planning/Building/Public Works Department Operating Budget section of this document. 7-32 Will 1111111110 Fund 404 Municipal Golf Course System Fund rrl. 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Golf Course Green Fees 1,194,765 1,218,333 1,347,245 1,237,587 1,267,200 10.6% -5.9% Driving Range Fees 347,155 314,299 350,000 347,095 370,000 11.4% 5.7% Other Charges for Services 230,719 251,952 242,000 328,855 241,000 -3.9% -0.4% Investment Interest 45,913 73,724 50,000 47,606 40,000 -32.2% -20.0% Concessions:Restaurant/Rtls/Pro Shop 423,302 454,956 402,000 327,789 417,000 -11.6% 3.7% Miscellaneous Revenue 2,661 115 0 72,014 5,000 -100.0% 100.0% Refunding Bond Proceeds 441,357 0 0 0 0 N/A N/A Other Financing Sources 30,205 24,347 25,000 15,422 0 2.7% -100.0% TOTAL NEW REVENUE 2,716,077 2,337,726 2,416,245 2,376,370 2,340,200 3.4% -3.1% Use of Prior Year Revenue 0 0 35.009 0 0 100.0% -100.0% TOTAL RESOURCES 2,716,077 2,337,726 2,451,254 2,376,370 2,340,200 4.9% -4.5% EXPENDITURES: Regular Salaries 345,345 365,672 448,381 401,019 476,600 22.6% 6.3% Part Time Salaries 220,887 249,689 248,685 273,106 256,300 -0.4% 3.1% Overtime 6,009 4,777 9,568 4,239 9,700 100.3% 1.4% Personnel Benefits 148,447 154,067 175,954 174,575 198,500 14.2% 12.8% Supplies 276.724 286,928 321,389 314,442 324,500 12.0% 1.0% Professional Services(Pro Serv) 1,738 1,075 4,121 0 0 283.3% -100.0% Postage/Telephone/Other 1,360 8,194 4,030 8,117 4,400 -50.8% 9.2% Travel/Training 7,409 6,706 12,031 7,964 11,000 79.4% -8.6% Advertising 421 1,334 3,100 0 3,100 132.4% 0.0% Other Rentals 4,080 6,147 3,091 4,620 5,100 -49.7% 65.0% Equipment Rental 5,945 0 0 0 0 N/A N/A Insurance 7,100 7,166 8,464 8,464 8.500 18.1% 0.4% Public Utility Services 21,404 45,961 33,502 78,713 33,500 -27.1% 0.0% + Repairs&Maintenance 68,935 62,581 47,391 77,626 51,500 -24.3% 8.7% Miscellaneous 18,980 24,926 24,604 19,458 24,600 -1.3% 0.0% Capital Outlay 0 51,730 165,000 140,749 100,800 219.0% -38.9% Debt Service:Principal 319,810 227,677 234,198 234,317 263,400 2.9% 12.5% Debt Service:Interest 154,325 230,908 221,310 224,576 212,100 -4.2% -4.2% Payment to Refunding Trustee 456,645 0 0 0 0 N/A N/A 404 Trf to 424/Capital Fund 128,200 331,000 373,436 311,196 150,000 12.8% -59.8% illll Interfund Payments 154,238 112,999 112,999 112,999 115,300 0.0% 2.0% SUB-TOTAL OPERATING BUDGET 2,348,002 2,179,537 2,451,254 2,396,180 2,248,900 12.5% -8.3% Golf Course Capital Improvements 159,996 0 0 0 0 N/A N/A TOTAL COMMITTED EXPENDITURES 2,507,998 2,179,537 2,451,254 2,396,180 2,248,900 12.5% -8.3% Increase to Reserves 0 0 0 0 91,300 N/A 100.0% TOTAL EXPENDITURES 2,507,998 2,179,537 2,451,254 2,396,180 2,340,200 12.5% -4.5% 111111110 Fund Balance,January 1 778,963 987,042 1,145,231 1,145,231 1,125,421 16.0% -1.7% Total New Revenue 2,716,077 2,337,726 2,416,245 2,376,370 2,340,200 3.4% -3.1% Total Committed Expenditures 2,507,998 2,179,537 2,451,254) (2,396,180) (2,248,900) 12.5% -8.3% Fund Balance Plus Reserves 987,042 1,145,231 1,110,222 1,125,421 1,216,721 -3.1% 9.6% va Bond Reserve 441,358 441,358 441,358 441,358 441,358 0.0% 0.0% Year End operating Reserves 149,909 137,676 159,660 154,983 141,872 16.0% -11.1% Undesignated Fund Balance 395,775 566,197 509,204 529,080 633,491 Ordinance#3884,approved in January 1985,created the Golf Course Fund and authorized issuance of$3,965,000 Council Voted General Obligation Bonds to acquire,improve,and develop the facility. The golf course is an 18-hole golf complex operated and maintained by the City through the Parks Division of the Community Services Department. In 1994,$5 million YiRI in revenue bonds were issued to construct a driving range and new clubhouse,including pro shop,restaurant,and meeting rooms. The major source of support is user fees,including an additional green fee of$2.00 per round of golf, reserved for capital improvements. In 1997 and beyond,the additional green fees will be used for payment of the annual debt service on the revenue bonds. In 1998 the operating reserve was recalculated to reflect debt service payments that are held in +wr reserve on the balance sheet. See the Community Services operating budget section for more information. ow 7-33 Fund 421 Waterworks Utility Construction Fund 1999 2000 2001 2001 2002 %Chg %Chg „r Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Charges for Services 5,724 29,028 5,000 914,146 5,000 0.0% 0.0% Miscellaneous Revenue 58,156 101,146 60,000 59,424 82,000 -53.8% 36.7% Revenue Bond Proceeds 0 0 7,500,000 0 5,400,000 14.4% -28.0% Public Works Trust Fund Loans 395,621 282,474 0 0 0 -100.0% N/A Federal and State Grants 1,617,716 0 0 0 0 N/A N/A Interlocal Grants 0 0 0 N/A N/A Cedar River Flood Control/King Cnty 0 0 0 0 N/A N/A Special Assessment District 148,832 0 85,000 303,334 80,000 100.0% -5.9% Residual Equity Transfer-In 2,319,000 1,957,000 1,436,700 5,436,700 1,500,000 -26.6% 4.4% WA Natural Gas Settlement 226,628 0 0 0 0 N/A N/A Other Contributed Capital 1,775,336 1,603,133 1,010,000 300,000 1,057,000 6.3% 4.7% Sale of Gravel frm Cedar Rivr Dredge 486,743 391,384 0 0 0 N/A N/A Other Financing Sources 0 47,799 0 0 0 N/A N/A TOTAL NEW REVENUE 7,033,756 4,411,964 10,096,700 7,013,604 8,124,000 -9.8% -19.5% Use of Prior Yr Revenue 0 0 0 0 1,679,800 -100.0% 100.0% TOTAL RESOURCES 7,033,756 4,411,964 10,096,700 7,013,604 9,803,800 -15.3% -2.9% EXPENDITURES: Capital Improvement Program CIP: Wastewater CIP 2,389,055 1,859,400 1,927,000 1,898,518 2,585,000 -45.8% 34.1% Water CIP 1,375,180 2,771,145 4,570,000 4,225,974 4,875,000 -16.8% 6.7% Surface Water CIP 2,938,235 1,244,862 3,064,000 2,272,537 2,200,000 9.1% -28.2% t Total Capital Improvements 6,702,470 5,875,407 9,561,000 8,397,029 9,660,000 -19.4% 1.0% Debt Issuance Costs 0 0 1.43,800 0 143,800 117.9% 0.0% Arbitrage Expense 0 0 0 0 N/A N/A $ TOTAL COMMITTED EXPENDITURES 6,702,470 5,875,407 9,704,800 8,397,029 9,803,800 -18.6% 1.0% Increase to Reserves 0 0 391,900 0 0 100.0% -100.0% TOTAL EXPENDITURES 6,702,470 5,875,407 10,096,700 8,397,029 9,803,800 -15.3% -2.9% Fund Balance,January 1 1,623,306 1,954,592 491,149 491,149 (892,276) -74.9% -281.7% Total New Revenue 7,033,756 4,411,964 10,096,700 7,013,604 8,124,000 -9.8% -19.5% Total Committed Expenditures (6,702,470) (5,875,407) (9,704,800) (8,397,029) (9,803,800) -18.6% 1.0% Fund Balance Plus Reserves 1,954,592 491,149 883,049 (892,276) (2,572,076) -27.9% -391.3% Fund Balance,December 31 1,954,592 491,149 883,049 (892,276) (2,572,076) -27.9% -391.3% rrl 7-34 `W Fund 424 Municipal Golf Course System Capital Improvement Fund 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 rr REVENUE: Investment Interest 489 8,499 0 4,541 2,500 N/A 100.0% ka. Residual Equity Transfer-In 128,200 331,000 373,436 311,196 150,400 12.8% -59.7% TOTAL NEW REVENUE 128,689 339,499 373,436 315,737 152,900 12.8% -59.1% Use of Prior Yr Revenue 0 0 0 0 82,100 N/A 100.0% to TOTAL RESOURCES 128,689 339,499 373,436 315,737 235,000 12.8% -37.1% EXPENDITURES: aw Golf Course Capital Improvements 0 423,626 146,000 126,125 235,000 -4.6% 61.0% TOTAL COMMITTED EXPENDITURES 0 423,626 146,000 126,125 235,000 -4.6% 61.0% Increase to Reserves 0 0 227,436 0 0 27.8% -100.0% TOTAL EXPENDITURES 0 423,626 373,436 126,125 235,000 12.8% -37.1% Fund Balance,January 1 0 128,689 44,562 44,562 234,174 -65.4% 425.5% Total New Revenue 128,689 339,499 373,436 315,737 152,900 12.8% -59.1% Total Committed Expenditures 0 (423,626) (373,436) (126,125) (235,000) 144.1% -37.1% Designated Fund Balance 128,689 44,562 44,562 234,174 152,074 -85.5% 241.3% 4r Fund Balance,December 31 0 0 0 0 0 N/A N/A This fund was established in 1996 to account for the major capital improvements at the Maplewood Golf Course 'w separately from the operating fund. Funding for capital improvements is through a green fee of$2.00 per round of golf. ow it fto ow or 4W 7-35 Fund 451 Waterworks Revenue Bond Fund r 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 1 REVENUE: Waterworks collections 3,124,810 3,135,160 3,107,380 2,711,588 2,586,400 -0.9% -16.8% Investment Interest 153,483 195,463 110,000 151,760 150,000 0.0% 36.4% TOTAL NEW REVENUE 3,278,293 3,330,623 3,217,380 2,863,348 2,736,400 -0.9% -14.9% Use of Prior Yr Revenue 0 0 3,986,035 0 0 2990.4% -100.0% TOTAL RESOURCES 3,278,293 3,330,623 7,203,415 2,863,348 2,736,400 113.5% -62.0% EXPENDITURES: Debt Service: Principal 1,925,000 1,630,000 1,901,047 1,730,000 1,804,900 -1.5% -5.1% Debt Service: Interest 1,199,809 1,114,447 1,302,368 1,032,249 931,500 -9.8% -28.5% Transfer to Fund 421 0 0 4,000,000 4,000,000 0 100.0% -100.0% TOTAL COMMITTED EXPENDITURES 3,124,809 2,744,447 7,203,415 6,762,249 2,736,400 113.5% -62.0% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 3,124,809 2,744,447 7,203,415 6,762,249 2,736,400 113.5% -62.0% 4 Fund Balance,January 1 6,179,133 6,332,617 6,918,793 6,918,793 3,019,892 9.3% -56.4% Total New Revenue 3,278,293 3,330,623 7,203,415 2,863,348 2,736,400 122.0% -62.0% Total Committed Expenditures (3,124,809) (2,744,447) (7,203,415) (6,762,249) (2,736,400) 113.5% -62.0% Fund Balance Plus Reserves 6,332,617 6,918,793 6,918,793 3,019,892 3,019,892 11.5% -56.4% Bond Reserve 3,027,272 3,027,272 3,195,402 2,661,553 2,661,553 5.6% -16.7% Undesignated Fund Balance 3,305,345 3,891,521 3,723,391 358,339 358,339 17.2% -90.4% 1 Fund 451 was established in 1998 for Waterworks Utilities revenue bond debt service payments and revenue bond reserves. This debt service was previously shown in Fund 401. t 4A 7-36 Fund 501 Equipment Rental 1999 2000 2001 2001 2002 %Chg %Chg Mem Actual Actual Budget Actual Budget 00-01 01-02 10 REVENUE: Real&Personal Property Taxes 0 75,000 0 0 0 -100.0% N/A Vehicle/Eqp Repair Chrgs 33,569 30,489 30,000 29,598 30,000 0.0% 0.0% Equipment Rental Charges 1,416,777 1,574,312 1,634,700 1,583,625 1,484,700 1.2% -9.2% W' Vehicle/Equip Capital Recovery 1,195,987 1,285,963 1,453,200 1,461,354 1,746,300 20.6% 20.2% Investment Interest 0 50,228 38,000 264,969 50,000 0.0% 31.6% Other Miscellaneous Revenues 56,069 3,925 0 876 0 N/A N/A to Other Financing Sources 122,611 160,188 20,000 86,727 50,000 100.0% 150.0% TOTAL NEW REVENUE 2,825,013 3,180,105 3,175,900 3,427,150 3,361,000 6.8% 5.8% Use of Prior Yr Revenue 0 0 124,400 0 0 -13.0% -100.0% No EXPENDITURES: Regular Salaries 365,360 369,308 404,100 370,533 404,900 5.7% 0.2% Part Time Salaries 3,073 0 25,900 9,760 26,700 0.1% 3.1% to Overtime 318 1,139 700 955 700 2.0% 0.0% Personnel Benefits 117,118 113,670 126,600 112,790 124,400 4.7% -1.7% Supplies 568,864 555,294 731,400 576,008 738,700 33.1% 1.0% 1111111110 Postage/Telephone/Other 0 0 200 0 200 29.9% 0.0% Professional Services 1,120 3,041 0 3,046 0 N/A N/A Trovel/Training 2,109 6,309 8,000 2,605 18,000 1.9% 125.0% Other Rentals 20 29 5,400 29 5,400 0.3% 0.0% to Equipment Rental 16,610 20,385 21,900 21,900 28,500 7.4% 30.1% Insurance 205,000 207,365 234,800 234,800 234,800 13.2% 0.0% Public Utility Services 1,042 1,047 1,100 1,196 1,100 2.0% 0.0% ow Repairs&Maintenance 8,388 5,299 8,500 2,130 8,500 1.3% 0.0% Miscellaneous 5,208 6,296 4,500 6,419 4,500 -0.9% 0.0% Capital Outlay 2,244,363 1,019,179 1,203,000 1,054,401 1,150,500 -4.4% -4.4% Interfund Payments 225,479 227,159 524,200 227,232 228,600 0.0% -56.4% 10 TOTAL COMMITTED EXPENDITURES 3,764,072 2,535,520 3,300,300 2,623,805 2,975,500 5.9% -9.8% Increase to Reserves 0 0 0 0 385,500 N/A 100.0% 6110 Fund Balance,January 1 2,581,961 1,642,902 2,287,487 2,287,487 3,090,831 39.2% 35.1% Total New Revenue 2,825,013 3,180,105 3,175,900 3,427,150 3,361,000 6.8% 5.8% Total Committed Expenditures (3,764,072) (2,535,520) (3,300,300) (2,623,805) (2,975,500) 5.9% -9.8% Fund Balance Plus Reserves 1,642,902 2,287,487 2,163,087 3,090,831 3,476,331 44.2% 60.7% to Year End Operating Reserves 121,577 121,307 167,784 125,552 176,840 3.5% 5.4% Replacement Reserves 1,521,325 2,166,179 1,995,303 2,965,278 3,299,491 36.9% 65.4% Fund a ance, ecem er 110 Equipment Rental is an internal service fund which accounts for the costs of maintaining and replacing all City vehicles and auxiliary equipment;except for golf course equipment which is accounted for in Fund 404.The Equipment Rental Fund is assigned to the Planning/Building/Public Works Department, Maintenance Services Division. In 1997, resources were allocated to the fund for maintenance of fire apparatus, Parks'vehicles, and for replacement of police patrol vehicles. Maintenance charges pay for all to operating costs. Replacement or capital recovery costs include a finance charge that is paid to retire outstanding debt. Equipment purchased prior to 1983 were funded by replacement reserves collected through the estimated life of each piece of equipment. Since 1983,the City has financed equipment purchases with 5-7 year GO Bond debt. In 1995,equipment purchases were funded with available cash. In 1996, both methods of funding were utilized with debt financing used exclusively for fire apparatus replacement. Retirement of this debt will be funded by general purpose revenues in the General Governmental Misc Debt Service Fund 215. In 1997 and 1998, excess fund balances from the LID Guaranty Fund were transferred into the fund for equipment purchases. Beginning in 1999,equipment purchases will be funded with available cash. 11W Iter 7-37 a Fund 502 i Insurance Fund .f 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 REVENUE: Intergovernmental Revenues 125,551 0 0 0 0 N/A N/A Interest Earnings 172,086 222,493 150,000 251,572 200,000 16.5% 33.3% Liob/Prop Ins Premiums 1,155,800 1,393,466 1,551,000 1,551,026 1,537,300 11.3% -0.9% Industrial Insurance Premiums 466,895 462,597 456,494 516,380 457,400 4.5% 0.2% _` Unemployment Comp Premiums 65,300 65,863 114,744 65,900 113,000 74.2% -1.5% Medical Premiums 2,871,631 3,630,612 3,532,161 3,671,141 4,509,900 3.0% 27.7% Dental Premiums 793,182 921,085 879,310 909,991 1,058,500 -0.8% 20.4% Emp Industrial Ins Premiums 0 150 0 0 0 -100.0% N/A Judgements/Settlements/Misc 14,211 0 0 60,000 0 N/A N/A Other Miscellaneous 219,717 0 0 2,182,715 0 N/A N/A TOTAL NEW REVENUE 5,884,373 6,696,266 6,683,709 9,208,725 7,876,100 5.2% 17.8% Use of Prior Yr Revenue 0 0 1,845,336 0 0 100.0% -100.0% TOTAL RESOURCES 5,884,373 6,696,266 8,529,045 9,208,725 7,876,100 34.2% -7.7% EXPENDITURES: Regular Salaries 81,627 86,670 92,500 90,905 97,000 3.4% 4.9% Personnel Benefits 24,607 24,726 27,500 25,391 29,100 24.3% 5.8% Supplies 87,039 0 0 0 0 N/A N/A All Personnel Benefits: Medical Benefits 2,651,481 2,934,514 2,992,800 3,801,760 3,783,200 10.3% 26.4% Dental Claims 629,134 651,199 818,345 735,675 925,000 10.0% 13.0% Life Insurance Payments 0 0 15,000 0 15,000 0.0% 0.0% Worker's Compensation 318,663 427,723 270,000 500,790 291,000 0.0% 7.8% Unemployment Compensation 74,225 68,209 108,600 66,730 113,000 20.0% 4.1% Professional Services: Gallagher Bassett Services 19,215 319 2,000 0 7,000 0.0% 250.0% Health Ins Admin Costs 141,367 158,274 176,500 177,276 164,500 17.7% -6.8% Health&Wellness Program 7,216 8,521 10,000 8,788 12,100 0.0% 21.0% Industrial Ins Administrative Costs 113,280 136,673 151,600 129,204 161,000 0.9% 6.2% Other Miscellaneous Services 2,731 770 40,000 55,245 30,000 33.3% -25.0% 125 Plan Enrollment Fee 3,756 6,125 0 3,693 3,000 N/A 100.0% Travel/Training 114 1,836 2,000 8 2,000 0.0% 0.0% Insurance: Property/Liability Claims 1,918,397 812,820 1,051,600 834,977 939,200 9.4% -10.7% Arthur Gallagher Ins Program 452,916 378,964 461,000 426,931 486,000 2.4% 5.4% Miscellaneous: Memberships/Reg/Publications 866 1,724 2,500 1,130 2,500 0.0% 0.0% Misc Insurance Premium Costs 0 699 2,000 100 2,000 0.0% 0.0% Broker Fees/Charles Group 17,353 17,848 18,000 17,403 20,000 0.0% 11.1% Employee Assistance Program 11,484 9,615 12,600 12,375 14,000 5.0% 11.1% Emergency Services 0 0 0 363,271 4,000 N/A 100.0% Revenue Stabilization Reserve 0 0 1,500,000 0 0 100.0% -100.0% Initiative 722 Reserve 0 0 600,000 0 0 100.0% -100.0% State Self-Insurance Tax 0 717 3,500 2,128 3,500 0.0% 0.0% Interfund Payments 166,000 171,000 171,000 171,000 171,000 0.0% 0.0% TOTAL COMMITTED EXPENDITURES 6,721,471 5,898,946 8,529,045 7,424,780 7,275,100 44.3% -14.7% IBNR 0 0 0 0 601,000 -100.0% 100.0% TOTAL EXPENDITURES 6,721,471 5,898,946 8,529,045 7,424,780 7,876,100 34.2% -7.7% Fund Balance,January 1 4,773,183 3,936,085 4,733,405 4,733,405 6,517,350 20.3% 37.7% Total New Revenue 5,884,373 6,696,266 6,683,709 9,208,725 7,876,100 5.2% 17.8% Total Committed Expenditures (6,721,471) (5,898,946) (8,529,045) (7,424,780) (7,275,100) 44.3% -14.7% Fund a ance Plus Reserves , Antirecession/Rainy Day Reserve 4,265,600 4,501,480 5,216,638 5,045,731 4,937,152 13.6% -5.4% Fund Balance,December 31 (329,515) 231,925 (2,328,569) 1,471,620 2,181,198 1021.0% -193.7% t 1 7-38 Fund 601 Fireman's Pension Fund 1999 2000 2001 2001 2002 %Chg %Chg Item Actual Actual Budget Actual Budget 00-01 01-02 Yir REVENUE: Fire Insurance Premium Tax 75,340 44,581 69,000 50,703 32,000 0.0% -53.6% Investment Interest 74,386 102,001 65,000 120,957 80,000 4.8% 23.1% TOTAL NEW REVENUE 149,726 146,582 134,000 171,660 112,000 2.3% -16.4% Use of Prior Yr Revenue 0 0 207,550 0 239,700 3.4% 15.5% TOTAL RESOURCES 149,726 146,582 341,550 171,660 351,700 3.0% 3.0% EXPENDITURES: Fire Pensions 302,775 313,035 335,000 329,987 345,000 3.1% 3.0% Supplies 319 134 370 0 400 0.0% 8.1% Interfund Payments 6,180 6,300 6,180 6,180 6,300 -1.9% 1.9% TOTAL COMMITTED EXPENDITURES 309,274 319,469 341,550 336,167 351,700 3.0% 3.0% Increase to Reserves 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 309,274 319,469 341,550 336,167 351,700 3.0% 3.0% Fund Balance,January 1 5,988,046 5,828,498 5,655,611 5,655,611 5,491,104 -3.0% -2.9% Total New Revenue 149,726 146,582 134,000 171,660 112,000 2.3% -16.4% Total Committed Expenditures (309,274) (319,469) (341,550) (336,167) (351,700) 3.0% 3.0% ` Designated Fund Balance 5,828,498 5,655,611 5,448,061 5,491,104 5,251,404 -3.2% -3.6% Fund Balance,December 31 0 0 0 0 0 N/A N/A iW The Firemen's Pension Fund is a closed system with membership limited to fire fighters employed prior to March 1, 1970; when the Law Enforcement Officers and Fire Fighters (LEOFF) Retirement System was established. This fund provides full benefits for fire fighters (and beneficiaries) retiring prior to March 1, 1970, and excess benefits over LEOFF pensions for those fire fighters retiring thereafter who are members of the plan. 1M rirr err rrr 7-39 w� RENTON AHEAD OF THE CURVE 7-40 i Appendix �w 4 L . P TABLE 12: LARGEST TAXPAYERS AND PRINCIPAL EMPLOYERS MW 2001 Real Property Percent of 1W Taxpayer Type of Business Assessed Assessed Valuation Valuation The Boeing Company Aerospace&Computer Services $740,451,153 14.63% op PACCAR Heavy Manufacturing 95,306,433 1.887o Puget Sound Energy Electric/Gas Utility 68,989,748 1.36% io National Tax Search LLC Tax Consultant/Representative 67,008,200 1.32% US West Telephone Utility 34,993,899 0.69% Spieker Properties LP Real Estate Developer 33,931,821 0.67% 40 University Street Properties Office Building 33,043,400 0.65% Washington Mutual Bank Retail-Miscellaneous 22,661,800 0.45% Rosche One Interests Office Building 21,531,100 0.43% Avalon Bay Communities Inc Apartment Building 21,206,000 0.42% Total Assessed Valuation-Largest Taxpayers 1,139,123,554 22.50% Orr Total Assessed Valuation-All Others 3,923,518,198 77.50% Total Assessed Valuation $5,062,641,752 100.00% �r 2001 Full Time Principal Employers Type of Business Equivalent Percent of Employees Employees The Boeing Company Aerospace&Computer Services 19,463 42.71% Valley Medical Center Medical Services 1,488 3.27% Renton School District Public Education 1,307 2.87% Federal Aviation Administration Federal Government 1,234 2.71% City of Renton City Government 679 1.49% Wizards of the Coast Retail-Miscellaneous 609 1.347o rw PACCAR Heavy Manufacturing 589 1.29% Zones International Computer Hardware/Software Retail 571 1.25% Wal Mart Store#2516 Retail-Miscellaneous 356 0.78% K&L Distributors Wholesale Distributor 338 0.74% it Total Number of Employees-Principal Employers 26,634 58.44% Total Number of Employees-All Other Employers 18,939 41.56% Total Employees Worldng Within Renton 45,573 100.007. Source to Assessed Valuation: King County Department of Assessments,both real and personal property assessment where applicable. Number of Employees: City of Renton Business License Records and individual inquiry where applicable. 40 ow 8-1 TABLE 13: CITY OF RENTON FULL TIME EMPLOYEE (FTE) STAFFING LEVELS PER 1,000 RENTON CITIZENS This chart represents the number of full-time employees working for the City of Renton, as well as the number of employees per every 1,000 Renton citizens. The number of FTE's has increased 11.3 percent between 1994 and 2002, while the population of Renton grew 16.3 percent during that same time period. The number of FTE's per 1,000 Renton citizens has remained fairly constant until 2001. The high was in 1994 at 12.24 FTE per 1,000 citizens. And the low is projected for 2002 at 11.7 per 1,000 citizens. a STAFFING MEM Regular FTE Employees 13.50 590.0 -♦-Employees Per 1,000 Population a m 13.00 y c .. 0 .2 570.0 lz 12.50 ° a u v 550.0 E o 1 W 2.00 o Q CL 530.0 $. Z3 uu 510.0 11.50 E t, ZZ 490.0 11.00 1994 1995 1996 1997 1998 1999 2000 2001 2002 Budget Budget Year Regular HE Employees Per Total Population Year Employees 1,000 Population of Renton 1994 538.0 12.24 43,970 1995 541.0 12.05 44,890 1996 549.0 12.15 45,170 1997 553.0 12.04 45,920 1998 565.0 12.21 46,270 1999 573.7 12.05 47,620 2000 583.7 12.09 48,270 2001 Budget 594.7 12.16 48,900 2002 Budget 598.7 1 11.71 1 51,140 Source of Information: Population: State of Washington Office of Program Planning and Fiscal Management. All other information: City of Renton Finance Department { &2 TABLE 14: COMPARISON OF RENTON TAXES AND RATES E3Storm ■Water � tv YS ' O Business License $SO .$ss Property Tax SS :.ST96a . ,32iF5,,_. .pid�a'•r :'$i.ifr.;• pSolidwaste ■Wastewater Renton Auburn Bellevue Kent Redmond Seattle Tukwila 2002 COMPARISON Renton's Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila Population-April 1,2001 4 51,140 43,985 111,500 82,782 46,259 563,400 17,230 Tax Rates: Avg. Prop Tax/$1,000 AV 4 $11.442 $13.746 $8.940 $13.290 $10.533 $10.660 $15.100 Electric Utility 1 6.0% 4.5% 4.5% 4.8% 5.5% 6.0% N/A Cable TV (1) 2 6.0% 5.0% 4.8% 5.0% 5.0% 10.0% 5.0% B &O (2) N/A N/A N/A 0.15% N/A N/A 0.215% N/A Admissions 1 5.0% 5.0% 3.0% N/A 5.0% 5.0% 5.0% Licenses &Fees: Business-Renewal (3) 4 $55 $25 $0 $75 $65 $75 $50 Golf(18 holes) (4) 3 $28 $30 $21 $35 N/A $22 $25 Dog License (5) 7 $20 $55 $55 $55 $55 $33 $55 Utility Rates: Water(750 CF) (6) 2 $23.70 $6.95 $23.57 $11.48 $7.55 $22.63 $24.13 Will Wastewater 6 $12.29 $9.00 $32.42 $31.27 $32.20 $31.03 $28.40 Storm (7) 6 $5.39 $9.07 $13.79 $7.33 $11.50 $8.23 $4.33 Solid Waste (8) 4 $13.44 $9.83 $15.07 $19.88 $10.75 $20.35 1 $11.17 Notes: (1) Redmond collects a franchise fee instead of a utility tax. (2)Seattle has a second B&O rate for service related businesses (0.415%). (3) Cities calculate business license fees using a variety of different methods. Bellevue has a$37 one time fee. Kent's fee for the first year is$75 with a lower renewal fee. Tukwila rates are$50 for 0-5 employees and $100 for 6- 100 employees and $200 for 101 employees and above. (4) Kent, Auburn, Tukwila and Renton fees differ for weekday/weekend. Based on summer weekend rates when applicable. (5) With the exception of Renton and Seattle, all cities surveyed use King County Animal Control. Fees are for unaltered animals for one year. Renton has a$20 two year license. (6) Based on summer rates when applicable. Kent rate based on 700 CF. (7) Storm water rates are based on average single family residence. Kent 4111110 rates are based on drainage basins located in the lower Mill Creek and Valley areas. (8) Recycle and yard waste collections are included when available. Service for Bellevue, Kent, Redmond, and Tukwila provided and billed by an outside contractor. Kent Solid Waste increased by$3.00,but yard waste decreased by$4.00 for 2002. to 8-3 2002 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual Grade Status Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary ELECTED OFFICIALS e10 Mayor(3.0%Increase) 8,588 103,056 FeO8 City Council Members 950 11.400 t Municipal Court Judge 6,594 79,128 6,929 83,148 7,278 87,336 7,648 91,776 8,033 96,396 MANAGEMENT&SUPERVISORY NON-UNION (3.0%increase for 2002) m53 Chief Administrative Officer* 8,653 103,836 9,092 109,104 9,551 114,612 #### 120,408 #### 126,433 m52 8,440 101,280 8,867 106,404 9,319 111,828 9,791 117,492 #### 123,355 M51 8,235 98,820 8,653 103,836 9,092 109,104 9,551 114,612 #### 120,408 m50 8,033 96,396 8,440 101,280 8,867 106,404 9,319 111,828 9,791 117,492 M49 ' Economic Development Administrator 7,838 94,056 8,235 98,820 8,653 103,836 9,092 109,104 9,551 114,612 Finance/Information Services Administrator Community Services Administrator Fire Chief' Human Resources&Risk Mgmt Administrator Planning/Bldg/PW Administrator Police Chief m48 7,648 91,776 8,033 96,396 8,440 101,280 8,867 106,404 9,319 111,828 m47 7,461 89,532 7,838 94,056 8,235 98,820 8,653 103,836 9,092 109,104 m46 7,278 87,336 7,648 91,776 8,033 96,396 8,440 101,280 8,867 106,404 m45 7,102 85,224 7,461 89,532 7,838 94,056 8,235 98,820 8,653 103,836 m44 6,929 83,148 7,278 87,336 7,648 91,776 8,033 96,396 8,440 101,280 m43 6,759 81,108 7,102 85,224 7,461 89,532 7,838 94,056 8,235 98,820 m42 6,594 79,128 6,929 83,148 7,278 87,336 7,648 91,776 8,033 96,396 m41 6,434 77,208 6,759 81,108 7,102 85,224 7,461 89,532 7,838 94,056 m40 6,278 75,336 6,594 79,128 6,929 83,148 7,278 87,336 7,648 91,776 m39 6,124 73,488 6,434 77,208 6,759 81,108 7,102 85,224 7,461 89,532 m38 Development Services Director 5,975 71,700 6,278 75,336 6,594 79,128 6,929 83,148 7,278 87,336 Economic Development Director Fiscal Services Director i Maintenance Services Director Police Deputy Chief** Transportation Systems Director Utility Systems Director m37 Facilities Director 5,831 69,972 6,124 73,488 6,434 77,208 6,759 81,108 7,102 85,224 Library Director Parks Director Recreation Director m36 j Police Commander'* 5,687 68,244 5,975 71,700 6,278 75,336 6,594 79,128 6,929 83,148 m35 Hearing Examiner 5,549 66,588 5,831 69,972 6,124 73,488 6,434 77,208 6,759 81,108 m34 Information Services Manager 5,412 64,944 5,687 68,244 5,975 71,700 6,278 75,336 6,594 79,128 Police Manager** 8-4 r 2002 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual Grade Status Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary m33 Development Engineering Supervisor 5,280 63,360 5,549 66,588 5,831 69,972 6,124 73,488 6,434 77,208 Transportation Design Supervisor Transportation Operations Manager Transportation Planning Supervisor Utility Engineering Supervisor Water Maintenance Manager m32 Airport Manager 5,151 61,812 5,412 64,944 5,687 68,244 5,975 71,700 6,278 75,336 Building Official Development Manager Principal Planner m31 5,025 60,300 5,280 63,360 5,549 66,588 5,831 69,972 6,124 73,488 m30 Assistant to the Chief Administrative Off 4,903 58,836 5,151 61,812 5,412 64,944 5,687 68,244 5,975 71,700 City Clerk/Cable Manager Court Services Director Fleet Manager Human Resources Manager Information Systems Supervisor m29 4,782 57,384 5,025 60,300 5,280 63,360 5,549 66,588 5,831 69,972 m28 Capital Improvement Project Manager 4,668 56,016 4,903 58,836 5,151 61,812 5,412 64,944 5,687 68,244 m27 Transportation Maintenance Supervisor 4,554 54,648 4,782 57,384 5,025 60,300 5,280 63,360 5,549 66,588 m26 Facilities Manager 4,443 53,316 4,668 56,016 4,903 58,836 5,151 61,812 5,412 64,944 Golf Course Manager Human Services Manager Parks Maintenance Manager Public Works Maintenance Manager Recreation Manager so m25 Community Relations Manager 4,334 52,008 4,554 54,648 4,782 57,384 5,025 60,300 5,280 63,360 Recreation Supervisor Solid Waste Coordinator Supervising Finance Analyst m24 Principal Financial&Administrative Anc 4,229 50,748 4,443 53,316 4,668 56,016 4,903 58,836 5,151 61,812 m23 Assistant Fire Marshal 4,124 49,488 4,334 52,008 4,554 54,648 4,782 57,384 5,025 60,300 Assistant Library Director i1w m21 Golf Course Supervisor 3,926 47,112 4,124 49,488 4,334 52,008 4,554 54,648 4,782 57,384 m20 Community Center Coordinator 3,831 45,972 4,026 48,312 4,229 50,748 4,443 53,316 4,668 56,016 Golf Professional Human Resources Analyst/Civil Service Coordinator Senior Services Coordinator Safety Officer so m19 3,738 44,856 3,926 47,112 4,124 49,488 4,334 52,008 4,554 54,648 m18 3,645 43,740 3,831 45,972 4,026 48,312 4,229 50,748 4,443 53,316 m17 Deputy City Clerk 3,557 42,684 3,738 44,856 3,926 47,112 4,124 49,488 4,334 52,008 �r +Yr err 8-5 2002 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual Grade Status Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary NON-UNION(CLERICAL,OTHER) (3.07o Increase for 2002) n16 Finance Analyst III 3,456 41,472 3,631 43,572 3,811 45,732 4,006 48,072 4,205 50,460 n15 3,367 40,404 3,541 42,492 3,720 44,640 3,909 46,908 4,106 49,272 n14 3,288 39,456 3,456 41,472 3,631 43,572 3,811 45,732 4,006 48,072 n13 Executive Secretary 3,207 38,484 3,367 40,404 3,541 42,492 3,720 44,640 3,909 46,908 Finance Analyst II n12 Museum Supervisor 3,131 37,572 3,288 39,456 3,456 41,472 3,631 43,572 3,811 45,732 Community Relations Specialist nl 1 Admin Secretary II(Com Svc,Fire,P/B/F 3,053 36,636 3,207 38,484 3,367 40,404 3,541 42,492 3,720 44,640 Admin Secretary 11/Economic Assistant Assistant Golf Professional Assistant Human Resources Analyst City Council Liaison WO Accounting Technician(Payroll) 2,977 35,724 3,131 37,572 3,288 39,456 3,456 41,472 3,631 43,572 Finance Analyst 1 n09 Human Resources Systems Technician 2,908 34,896 3,053 36,636 3,207 38,484 3,367 40,404 3,541 42,492 n08 2,835 34,020 2,977 35,724 3,131 37,572 3,288 39,456 3,456 41,472 n07 ISecretary II EX 2,767 33,204 2,908 34,896 3,053 36,636 3,207 38,484 3,367 40,404 n06 2,699 32,388 2,835 34,020 2,977 35,724 3,131 37,572 3,288 39,456 n05 ISecretary I EX 2,634 31,608 2,767 33,204 2,908 34,896 3,053 36,636 3,207 38,484 n04 2,571 30,852 2,699 32,388 2,835 34,020 2,977 35,724 3,131 37,572 n03 2,509 30,108 2,634 31,608 2,767 33,204 2,908 34,896 3,053 36,636 n02 2,447 29,364 2,571 30,852 2,699 32,388 2,835 34,020 2,977 35,724 n01 1 2,391 28,692 2,509 30,108 2,634 31,608 2,767 33,204 2,908 34,896 LONGEVITY SCHEDULE NON-UNION Allowance Completion of 5 Yrs $85 per month 14 "Receive Education/Longevity S.Uniform Allowance Completion of 10 Yrs $125 per month based on Union Contract Completion of 15 Yrs $165 per month Completion of 20 Yrs $205 per month Completion of 25 Yrs $255 per month The City contributes 217o of employee's base wage per year to a deferred compensation account for Management and Non-Represented employees. a h 8-6 s� 2002 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual Grade Status Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary UNION-LOCAL 2170 (3.070 Increase for 2002) a34 5,338 64,056 5,606 67,272 5,886 70,632 6,180 74,160 6,489 77,868 a33 5,208 62,496 5,473 65,676 5,750 69,000 6,041 72,492 6,340 76,080 a32 Network Systems Supervisor 5,082 60,984 5,338 64,056 5,606 67,272 5,886 70,632 6,180 74,160 a31 4,956 59,472 5,208 62,496 5,473 65,676 5,750 69,000 6,041 72,492 a30 Application Support Supervisor 4,836 58,032 5,082 60,984 5,338 64,056 5,606 67,272 5,886 70,632 a29 Program Development Coordinator II 4,719 56,628 4,956 59,472 5,208 62,496 5,473 65,676 5,750 69,000 Mapping Coordinator a28 4,604 55,248 4,836 58,032 5,082 60,984 5,338 64,056 5,606 67,272 a27 Civil Engineer III 4,491 53,892 4,719 56,628 4,956 59,472 5,208 62,496 5,473 65,676 a26 4,382 52,584 4,604 55,248 4,836 58,032 5,082 60,984 5,338 64,056 a25 Capital Project Coordinator 4,275 51,300 4,491 53,892 4,719 56,628 4,956 59,472 5,208 62,496 Facilities Coordinator Program Development Coordinator I Property Services Agent a24 Senior Network Systems Specialist 4,169 50,028 4,382 52,584 4,604 55,248 4,836 58,032 5,082 60,984 Senior Systems Analyst Transportation Planner a23 Building Plan Reviewer 4,070 48,840 4,275 51,300 4,491 53,892 4,719 56,628 4,956 59,472 Civil Engineer II Engineering Specialist III Senior Planner Street Maintenance Services Supervisor Waste Water Maintenance Services Supervisor a22 3,972 47,664 4,169 50,028 4,382 52,584 4,604 55,248 4,836 58,032 a21 Lead Field Engineering Specialist 3,873 46,476 4,070 48,840 4,275 51,300 4,491 53,892 4,719 56,628 Park Maintenance Supervisor Signal/Electronics Systems Technician II to Systems Analyst Technical Support Coordinator Water Maintenance Services Supervisor Water Utility Maintenance Supervisor a20 Facilities Supervisor 3,778 45,336 3,972 47,664 4,169 50,028 4,382 52,584 4,604 55,248 Fire Inspector III Fire Plan Reviewer/Inspector III Hazardous Materials Specialist Network Systems Specialist a19 Associate Planner 3,685 44,220 3,873 46,476 4,070 48,840 4,275 51,300 4,491 53,892 Civil Engineer I Engineering Specialist II HVAC Systems Technician No trr +irr 8-7 1 2002 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual Grade Status Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary a18 Accountant 3,598 43,176 3,778 45,336 3,972 47,664 4,169 50,028 4,382 52,584 Building Inspector-Electrical Building Inspector/Combination Code Compliance Inspector Development Services Representative Field Engineering Specialist .p Fire Inspector II Fire Plan Reviewer/Inspector II L CDBG Specialist Housing Assistance Specialist Recreation Program Coordinator a17 Custodial Services Supervisor 3,509 42,108 3,685 44,220 3,873 46,476 4,070 48,840 4,275 51,300 Lead Vehicle&Equipment Mechanic Librarian Maintenance Buyer Pavement Management Technician Signal/Electronic Systems Tech I Traffic Sign&Paint Supervisor Water Quality/Treatment Plant Operator a16 Economic Development Specialist 3,425 41,100 3,598 43,176 3,778 45,336 3,972 47,664 4,169 50,028 Fire Inspector I Fire Plan Reviewer/Inspector 1 Lead Golf Course Maintenance Worker Lead Maintenance Services Worker s Lead Park Maintenance Worker a15 Assistant Planner 3,338 40,056 3,509 42,108 3,685 44,220 3,873 46,476 4,070 48,840 Facilities Technician II will Water Utility Maintenance Technician a14 Lift Station Technician 3,259 39,108 3,425 41,100 3,598 43,176 3,778 45,336 3,972 47,664 L Court Advocate Recreation Specialist II Utility Locator/Inspector a13 Accounting Supervisor 3,179 38,148 3,338 40,056 3,509 42,108 3,685 44,220 3,873 46,476 Engineering Specialist I Facilities Technician I Grants Accountant Planning Technician II Print&Mail Coordinator Program Specialist Signal/Electronics System Assistant II Utility Accounts Supervisor Vehicle&Equipment Mechanic I a12 Desktop Publishing Operator 3,102 37,224 3,259 39,108 3,425 41,100 3,598 43,176 3,778 45,336 Fire Inspector Trainee Golf Course Maintenance Worker III Library Supervisor Neighborhood Coordinator Maintenance Services Worker III Multimedia/Records Specialist Parks Maintenance Worker III Traffic Maintenance Worker II 8-8 .r 2002 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES to 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual Grade Status Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary No all Administrative Secretary II 3,026 36,312 3,179 38,148 3,338 40,056 3,509 42,108 3,685 44,220 Airport Maintenance Worker Grounds Equipment Mechanic j Lead Judicial Specialist Records Management Coordinator Recreation Specialist I a10 Form/Graphic Technician 2,951 35,412 3,102 37,224 3,259 39,108 3,425 41,100 3,598 43,176 Permit Technician a09 Accounting Assistant IV 2,880 34,560 3,026 36,312 3,179 38,148 3,338 40,056 3,509 42,108 Administrative Secretary I Fleet Management Technician Library Assistant II Mechanic's Assistant Records Management Specialist Planning Technician I Signal/Electronics Systems Assistant I 66 a08 Golf Course Operations Specialist 2,810 33,720 2,951 35,412 3,102 37,224 3,259 39,108 3,425 41,100 Golf Course Maintenance Worker II Judicial Specialist Lead Office Assistant 00 Maintenance Services Worker II Parks Maintenance Worker II Traffic Maintenance Worker I 00 a07 Accounting Assistant III 2,743 32,916 2,880 34,560 3,026 36,312 3,179 38,148 3,338 40,056 Data Base Systems Technician Hearing Examiner's Secretary No Housing Maintenance Worker Library Technical Assistant Maintenance Custodian ON Print&Mail Operator Purchasing Assistant Secretary II a06 2,679 32,148 2,810 33,720 2,951 35,412 3,102 37,224 3,259 39,108 to a05 Accounting Assistant II 2,611 31,332 2,743 32,916 2,880 34,560 3,026 36,312 3,179 38,148 Office Assistant III Secretary I im Water Meter Reader a04 Lead Custodian 2,549 30,588 2,679 32,148 2,810 33,720 2,951 35,412 3,102 37,224 Golf Course Maintenance Worker I Maintenance Services Worker I Parks Maintenance Worker I Pro Shop Assistant Solid Waste Maintenance Worker irr wo 8-9 2002 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual Grade Status Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary a03 Accounting Assistant 1 2,486 29,832 2,611 31,332 2,743 32,916 2,880 34,560 3,026 36,312 Library Assistant I Office Assistant II a02 2,429 29,148 2,549 30,588 2,679 32,148 2,810 33,720 2,951 35,412 a01 Custodian 2,367 28,404 2,486 29,832 2,611 31,332 2,743 32,916 2,880 34,560 Office Assistant I "5%Lead Pay/Circulation Librarian. LONGEVITY SCHEDULE LOCAL 2170 Completion of 5 Yr-c $85 per month Completion of 10 Yrs $125 per month Completion of 15 Yrs $165 per month id Completion of 20 Yrs $205 per month Completion of 25 Yr $255 per month The City contributes 2%of employee's base wage per year to a deferred compensation account. tk Will s ;i i t� Ila 8-10 .r 2002 CITY OF RENTON INDEX OF POSITION AND PAY RANGES e` FIRE DEPARTMENT-COMMISSIONED OFFICERS 3.507. Increase for 2002 and spread differential 6 Mos Annual 12 Mos Annual 18 Mos Annual 37+Mos Annual EMT/DEFIB Annual Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary 1`70 Fire Fighter 3,578 42,942 3,656 43,872 3,949 47,388 4,779 57,348 4,800 57,600 j f71 Lieutenant (15%over E Step Fire Fighter) 5,520 66,244 1`72 Captain (13%over Lieutenant) 6,238 74,861 IN f73 Battalion Chief (11%over Captain) 6,924 83,089 f74 Deputy Fire Chief (Minimum 47o over Battalion Chief) 7,360 88,325 No Fire Chief For salary information,see Management 8,Supervisory Matrix,Grade m49 `E Step reflects a.5%differential over the D Step for those employees im having a full defibrillation certificate(EMT/DEFIB) from King County Emergency Medical Services and 36 months of service,or are officers. FIRE DEPARTMENT LONGEVITY SCHEDULE Longevity is based on the following schedule,rounded to the nearest whole dollar. Percent of E Step Fire Fighter Salary= $4,800 Monthly Percent Amount Completion of 5 years 27a $96 Completion of 10 years 4% $192 Completion of 15 years 6% $288 Completion of 20 years 1070 $480 Completion of 25 years 12% $576 FIRE DEPARTMENT DAY SHIFT DIFFERENTIAL Personnel assigned to day shift for 30 consecutive days or more(excluding light duty). Grades 71 and 72:4%of base wage per pay period. an Grade 73:3%of base wage per pay period. FIRE DEPARTMENT EDUCATIONAL INCENTIVE PAY to Percent applicable to base firefighter's salary,rounded to nearest whole dollar. Monthly in % Step E Fire Science Certification 217o 96 Fire Science Degree(Two Year) 417o 192 to Four Year&Fire Science Degrees 6% 288 For Grades 71,72,73 and 74 only;%Based on E Step Firefighter Base Pay. DEFERRED COMPENSATION/INCOME PROTECTION PLAN W For Grades 70,71,and 72 only:The City also contributes 3%of employee's base wage per year to a deferred compensation or other income protection plan. The 2%contribution is in exchange for 96 hours of overtime at straight time rate. io For Grade 73 only: The City contributes 1%of employee's base wage per year to a deferred compensation or other income protection plan in exchange for working suppression overtime at straight time. For Grades 70,71,72,and 73,the City will contribute 2.5%of deferred compensation for passing physical fitness prior to year 2002. r HOURS OF WORK: 2,430 Hours/Year,46.7 Hours/Week. err 8-11 t 2002 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES POLICE- COMMISSIONED 3.0% Increase for 2002 12 Mos Salary 12 Mos Salary 12 Mos Salary 12 Mos Salary 12 Mos Salary Grade Position Title Step A Step B Step C Step D Step E pc60 Police Officer 3,585 43,020 3,890 46,680 4,194 50,328 4,497 53,964 4,800 57,600 pc61 Sergeant (15%over Police Officer) 5,520 66,240 Police Commander See Management&Supervisory Matrix,Grade 36 Police Deputy Chief See Management&Supervisory Matrix,Grade 38 A Police Chief See Management&Supervisory Matrix,Grade m49 t Police Manager See Management&Supervisory Matrix,Grade 34(non-commissioned) COMMISSIONED POLICE OFFICER'S HAZARD DUTY AND PREMIUM PAY Percent Bicycle Officers 37. Detectives 3% Traffic Assignment 37. Canine Officer 3% Corporal Assignment 7.5% Field Training Officer 3% ESU Assignment 47o Physical Fitness(Deferred Comp) 1.5% Patrol Officer-12 Hr Differential 5.24% Bomb Squad Paid at rate of double time including time of search,with 2.5 hrs minimum. Emergency Service Unit Paid at rate of double time. POLICE COMMISSIONED MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE Completed Yrs of Service 5 10 15 20 25 Longevity 27. 47. 6% 107. 12% MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE AA Degree/90 credits 4% BA Degree/Masters Degree 6% hs The City also contributes 3.0%of employee's wage base toward deferred compensation. The City will contribute 3.07o of employee's wage base toward deferred compensation for passing physical fitness prior to year 2002. 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. k I� I� 8-12 2002 CITY OF PENTON INDEX OF POSITIONS AND PAY RANGES ire POLICE NON-COMMISSIONED 3.0%Increase for 2002 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary Ir pn50 Traffic Controller 2,208 26,496 2,400 28,800 2,669 32,028 2,964 35,568 3,109 37,308 pn51 Police Service Specialist 2,452 29,424 2,649 31,788 2,915 34,980 3,207 38,484 3,365 40,380 pn51 Police Secretary 2,452 29,424 2,649 31,788 2,915 34,980 3,207 38,484 3,365 40,380 pn52 Animal Control Officer 2,839 34,068 3,067 36,804 3,376 40,512 3,712 44,544 3,896 46,752 pn52 Jailer 2,839 34,068 3,067 36,804 3,376 40,512 3,712 44,544 3,896 46,752 pn53 Evidence Technician 2,980 35,760 3,217 38,604 3,541 42,492 3,896 46,752 4,094 49,128 Police Community Program pn54 Coordinator 3,197 38,364 3,454 41,448 3,796 45,552 4,093 49,116 4,298 51,576 Electronic Home pn56 Detention Jailer 3,123 37,476 3,374 40,488 3,714 44,568 4,083 48,996 4,286 51,432 Police Service Specialist Lead pn57 7.5%above Specialist step E 13,617 43,404 Police Service Specialist Supervisor pn58 15%above Specialist step E 3,870 46,440 Jail Sergeant pn59 15%above Jailer step E 4,482 53,784 Position is Non-Union/Salary Increases&Benefits Based on those Ne otiated bv Police Non-Commissioned 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary Police Administrative to pn55 Secreta II 3,067 36,804 3,224 38,688 3,386 40,632 3,558 42,696 3,739 44,868 POLICE NON-COMMISSIONED PREMIUM PAY Percent Grade Training Pay/Jailer 317. 52 A-E Training Pay/Police Service Specialist- 3% 51 A-E POLICE NON-COMMISSIONED MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE Completed Yrs of Service 5 10 15 20 25 Longevity 27. 4% 6% 107. 12% �r MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE AA Degree/90 credits 4% BA Degree/Masters Degree 67. The City contributes 1.5%of the employee's base wage to a deferred compensation plan be for all union members in recognition of police department's national accrediation. go w 8-13 2002 CITY OF RENTON HOURLY NON-REGULAR SALARY SCHEDULE STEP STEP STEP STEP STEP GRADE A B C D E h01 7.00 7.25 h02 7.50 7.75 8.00 8.25 8.50 h03 8.75 9.00 9.25 9.50 9.75 h04 10.00 10.25 10.50 10.75 11.00 h05 11.25 11.50 11.75 12.00 12.25 h06 12.50 12.75 13.00 13.25 13.50 1107 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 r h10 17.50 17.75 18.00 18.25 18.50 h l l 18.75 19.00 19.25 19.50 19.75 1112 20.00 20.50 21.00 21.50 22.00 111111111 h 13 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 1 30.00 1 35.00 40.00 45.00 50.00 Salary schedule is effective January 1,2002. f SUGGESTED SALARY RANGES BY POSITION TYPE POSITION TYPE FROM TO Office/Engineering Aide 1 $7.00 $9.75 iii Office/Engineering Aide II $8.75 $13.50 Office/Engineering Aide III $12.50 $18.50 Planner/Coordinator $7.50 $22.00 Laborer $7.00 $13.50 Library Page $7.00 $9.75 Library Associate 1 $10.00 $12.25 Library Associate II/III $12.50 $19.25 Lifeguard/Aquatic $7.50 $14.50 Recreation Leader/Attendant $7.00 $12.00 Recreation Manager/Director $8.75 $14.50 Recreation Asst.Mgr/Director $7.50 $12.25 Instructor $1.00 Engineer/Professional $20.00 $50.00 1 Non-Regular Seasonal,Intermittent,and Project Specific positions#9900 series. 8-14 ow BUDGET GLOSSARY 4W 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. me 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. 40 Activity: A combination of people, technology, supplies, methods, and environment that produce a given product or service. of Ad Valorem Taxes: A tax levied on the assessed value of real property. Agency Fund: A fund used to account for assets held by a government as an agent for �" individuals, private organizations, other governments, and/or other funds. Appropriation: Legislation by the City Council that approves budgets for individual funds. 4W 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. 40 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. s Assessed Valuation: The estimated value placed upon real and personal property by the King County Assessor as the basis for levying property taxes. BARS: The State of Washington prescribed Budgeting, Accounting, Reporting System Manual required for all governmental entities in the State of Washington. +r 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 4W 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 11t, including amendments through December 31 st, of the current year. 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. 8-15 BUDGET GLOSSARY Budget Adjustment: A procedure to revise a budget appropriation either by City Council approval through the adoption of a supplemental appropriation ordinance for any interdepartmental or interfund adjustments, or authorization by the Mayor to adjust appropriations within a departmental budget. Budgets and Budgetary Accounting: The City of Renton budgets its funds in accordance with the Revised Code of Washington (RCW) 35A.33. In compliance with the Code, annual w appropriated budgets are adopted for the General, Special Revenue, Debt Service, and Capital Projects Funds. Any unexpended appropriations lapse at the end of the fiscal year. For Governmental Funds, there is no substantial difference between budgetary basis and generally accepted accounting principles. Annual appropriated budgets are adopted at the fund level. Budget Calendar. The schedule of key dates or milestones that the City follows in the preparation and adoption of the budget. Budget Document: The official written statement prepared by the budget office and supporting staff which presents the proposed budget to the City Council. Budgetary Control: The control or management of a government in accordance with the approved budget for the purpose of keeping expenditures within the limitations of available appropriations and resources. CDBG: Community Development Block Grant is funding for the purpose of carrying out +► eligible community development and housing activities. C1P: See Capital Improvement Program. Capital Assets: Assets of significant value, which assets have a useful life of several years. Capital assets are also called fixed assets. Capital Improvement Program: A separately published plan for capital expenditures to be incurred each year over a period of six future years, which sets forth each capital project identifying the expected beginning and ending date for each project, the amount to be 0 expended in each year, and the method of financing those expenditures. Capital Outlay: Expenditures, which result in the acquisition of, or additions to, fixed assets. Examples include land, buildings, machinery and equipment, and construction projects. Cash Basis: A basis of accounting in which transactions are recognized only when cash is received or disbursed. The City of Renton operates on a cash basis. Committed Expenditures: Appropriated expenditures (see definition of appropriation.) Comprehensive Plan: A general plan that outlines growth and land use for residential, commercial, industrial, and open space areas. Contingency: A budgetary reserve set-aside for emergencies or unforeseen expenditures not 4 otherwise budgeted for. Cost Center: An organization budget/operating unit within each City division or department. + + 8-16 aw BUDGET GLOSSARY 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 Manual: A manual that provides comprehensive reference material and information relevant to City of Renton legal debt responsibilities, limitations, and authority. Debt Service: Payment of interest and repayment of principal to holders of the City's debt instruments. Debt Service Fund: A fund established to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Deflclb (1) The excess of an entity's liabilities over its assets (see Fund Balance). (2) Expenses exceeding revenue during a single accounting period. Departrnent: Basic organizational unit of City government responsible for carrying out a specific function. Depreciation: (1) Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy of obsolescence. (2) That portion of the cost of a capital asset that is charged as an expense during a particular period. r Division: A group of homogeneous cost centers within a department. EOC: The Emergency Operations Center is located at Fire Station 14 and is to be used by the Emergency Management Team as the command center in the event of an emergency in the greater Renton area. ESA: The Endangered Species Act provides for the designation and protection of invertebrates, wildlife, fish, and plant species that are in danger of becoming extinct and mandates conservation of the ecosystems on which endangered species depend. Equipment Rental Fund: An internal service fund used to account for the cost of maintaining and replacing all City vehicles and auxiliary equipment except for golf course equipment. Enterprise Fund: Separate financial accounting used for government operations that are financed and operated in a manner similar to business enterprises, and for which preparation of an income statement is desirable. Expenditures: Where accounts are kept on the accrual or modified accrual basis of accounting, the cost of goods received or services rendered whether cash payments have been made or not. Where accounts are kept on a cash basis, expenditures are recognized only when the cash payments for the above purposes are made. FICA: Federal Insurance Contribution Act is an employment tax levied against both an employee and employer for Social Security and Medicare taxes. FEMA: The Federal Emergency Management Act is a Federal initiative designed to provide financial assistance in the event of an emergency. �" 8-17 t BUDGET GLOSSARY Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves, and equities which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Full-Time Equivalent Position (FTE): FTE is a measure of a position by its budgeted hours. For example, 1 FTE equals 2,080 hours and .75 FTE equals 1,566 hours. Fund Balance: Difference between fund assets and fund liabilities (the equity) in governmental funds. Fund balances will be classified as reserved or undesignated. Will Reserved funds: An account used to indicate that a portion of fund equity is legally restricted for a specific purpose. Undesignated fund balance: The funds remaining after reduction for reserved balances. In addition, many of the special funds are themselves restricted as to use, depending on the legal restrictions governing the levy of the funds they contain. Examples are Debt Service Fund and the Capital Improvement Fund. GAAP: Generally Accepted Accounting Principles are standards used for accounting and reporting used for both private industry and governments. GASB: Government Accounting Standards Board established in 1985 to regulate the rules and standards for all governmental units. General Fund: The fund supported by taxes, fees, and other revenue that may be used for any lawful purpose. General Obligation Bonds: Bonds for which the full faith and credit of the insuring government are pledged for payment. Goal: The end toward which effort or ambition is directed. Condition or state to be brought di about by a course of action. Indebtedness: The state of owing financial resources to other financial institutions and investors. lnterfund Payments: Expenditures made to other funds for services rendered. This category includes interfund repairs and maintenance. 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 nr governments, on a cost-reimbursement basis. 8-18 BUDGET GLOSSARY .� International Firefighters Union (684): Labor union representing firefighter officers, lieutenants, captains, and fire battalion chiefs. LEOFF: Law Enforcement Officers and Firefighters Retirement System provided in the State of Washington. ir. LID: Local Improvement District or Special Assessments made against certain properties to defray part or all of the cost of a specific improvement or service deemed to primarily benefit those properties. LTGO: Limited Tax General Obligation bonds are non-voter approved bonds for which the full faith and credit of the insuring government are pledged for payment. Limited Term Employee: An individual hired to work a full or part-time schedule for a pre- determined period not to exceed three years or unless extended by the City Council. A limited term position is an authorized and budgeted exempt or non-exempt position with full or prorated City benefits and compensated according to the City of Renton Index of Positions and Pay Ranges. Long Tenn Debt Debt with a maturity of more than one year after the date of issuance. Mill: The property tax rate that is based on the valuation of property. A tax rate of one mill produces one dollar of taxes on each $1,000 of property valuation. r 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 r 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. W" 8-19 BUDGET GLOSSARY Other Services and Charges: A basic classification for services other than personnel services that are needed by the City. This item includes professional services, communication, travel, advertising, rentals and leases, insurance, public utility services, repairs and maintenance, and miscellaneous. PERS: Public Employees Retirement System provided for, other than Police and Fire, by the State of Washington. PWTF: See Public Works Trust Fund. Performance Measures: Indicators of program performance that are collected to show the impact of resources spent on city services directly tied to program results. Personnel Benefits: Those benefits paid by the City as part of the conditions of employment. Examples include insurance and retirement benefits. Police Guild Union: Represents commissioned police officers and sergeants, and non- commissioned personnel. Program: A group of related services or activities that are provided or administered by a department or division and accounted for in its budget. Public Works Trust Fund Loans: A State revolving loan fund that provides low-interest loans to help local governments maintain or improve essential public works systems. Reserve: See fund balance. Resources: Total dollars available for appropriations including estimated revenue, fund transfers, and beginning fund balances. Retained Earnings: An equity account reflecting the accumulated earnings of the City. Revenue: Income received by the City in support of a program of services to the community. It includes such items as property taxes, fees, user charges, grants, fines and forfeits, interest ori income and miscellaneous revenue. Revenue Bonds: Bond issued pledging future revenue (usually water, sewer, or drainage charges) to cover debt payments in addition to operating costs. Revenue Estimate: A formal estimate of how much revenue will be earned from a specific revenue source for some future period; typically, a future fiscal year. Revenue Manual: A manual that provides comprehensive reference material and information on City of Renton revenue including legal authority and parameters. Revenue 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 categor, also includes overtime and temporary help. 8-20 BUDGET GLOSSARY 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. dw 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. ON TIP: Transportation Improvement Program is a comprehensive program used to identify specific transportation projects for improvement to enhance local, regional, State, and Federal transportation systems. Temporary Employee: A temporary employee is one who was hired prior to January 1, 1996, to work in a position designated and specifically budgeted as "temporary" for that purpose. Temporary employees are entitled to accrue "general leave" after serving in the position for two consecutive years. Trust Fund: Funds used to account for assets held by a government in a trustee capacity for individuals, private organizations, other governments, and/or other funds. UTGO: Unlimited Tax General Obligation bonds are voter approved and retired by a tax +r levy commonly referred to as an excess levy. Use of Prior Year Revenue: Fund balance from prior year revenue to be used to offset current year expenditures. Washington State Council of County and City Employees, Local 2070 (Division of AFSCME): Labor union representing all regular non-exempt personnel, grades 1 through 29. �" 8-21 DID I KNOW :.) Last year, the City of Renton Renton offers many The City has maintained a public processed 4,480 building permits, redevelopment opportunities and library system since 1914 and including permits for 312 new has a permit process that is fast, now provides a reciprocal multi-family apartment units, 448 efficient, and a role model for the agreement with the King County new single-family houses and 20 region. Library allowing citizens to use new commercial buildings. either system. Over 300 new Renton business City staff members volunteer as licenses were issued to Renton has a friendly, pro- Neighborhood Liaisons to provide companies that opened, changed business climate and ample a direct link between city ownership, relocated in Renton or development opportunities, government and residents. moved to Renton last year. providing room for a multitude of new businesses. Renton's Cable Channel 21 A new 550-seat Renton features several city-produced Community IKEA Performing Arts The IKEA Renton River Days programs and provides coverage Center is being constructed in festival attracts nearly 50,000 of Council meetings, city events conjunction with Renton High visitors annually. and development activities. School's renovation and is scheduled for completion in the The Renton Transit Center, a The Renton Senior Activity fall of this year. collaborative effort between King Center offers senior citizens over County Metro and the City of 55 the opportunity for fun, The Renton Community Center Renton, serves as a bus hub for friendship, health, and offers a variety of summer commuters. socialization through a variety of outdoor recreation opportunities activities and services for senior including mountain biking, hiking, Renton, the sixth largest city in citizens over 55. and sailing. King County, has over 51,000 residents and over 46,000 jobs. Renton has an impressive public Gene Coulon Memorial Beach art collection, two professional Park, a stunning 55-acre park, The Piazza, a public park in the theater companies and an active has nearly 1.5 miles of Lake heart of downtown, is a jewel that arts community. Washington waterfront and over adds to the revitalization of 1.5 million visitors a year. downtown Renton. The City of Renton opened a new skatepark in Liberty Park in 2001. The City of Renton website, The Renton Historical Museum www.ci.renton.wa.us, is nationally has interesting artifacts, The Cedar River Boathouse is recognized for its design, content, information, and memorabilia home to Cascade Canoe and and ease of use. The site documenting Renton's history. Kayak Center. For a fun outdoor registered over 1.1 million hits in experience, rent a canoe or 2001. Clam Lights shine each year at kayak and explore the Cedar Gene Coulon Memorial Beach River and the shoreline of Lake The number of individuals within Park, providing an exciting Washington. the Renton community who have display of thousands of lights. completed four or more years of Renton ranked sixth among all college is nearly twice the Almost 1,500 volunteers cities in King County for retail national average. participated in different volunteer sales with $15.3 million in retail opportunities and last year, sales taxes col!ooted last year. -- "' contributed over 55,000 hours to the City of Renton. The Kidd Valley Summer Concert RE N T O N Series at Gene Coulon Park A Farmers' Market will be locatc-:d offers free family entertainment. AHEAD OF THE CURVE at the Piazza from June through September in 2002. 8-22 No CITY OF RENTON, WASHINGTON — GENERAL INFORMATION DATE OF INCORPORATION..................................September 6,1901 LICENSES&PERMITS: FORM OF GOVERNMENT...........................................Mayor-Council General Business Licenses(2001)...........................................4,044 TYPE OF GOVERNMENT...............................Non-Charter,Code City Amusement Devices..................................................................151 LOCATION....................................................1 1 Miles South of Seattle Animal Licenses(Dog&Cat)(2001)........................................982 LAND AREA................................................................16.9 Square Miles RANK IN SIZE-STATE OF WASHINGTON..........................................13 FIRE PROTECTION: rf RANK IN SIZE-KING COUNTY.............................................................5 Number of Commissioned Fire Fighting Personnel...............105 POPULATION Official 411101......................................................51,140 Number of Non-Commissioned Personnel...............................1 l 2001 KING CO CERTIFICATION OF ASSESSED VALUATION Total Number of Fire Personnel('02 Budget).........................116 for the 2001 Tax Roll Year........................................$5,062,641,752 Number of Fire Stations(includes FD#25)..................................5 CITY EMPLOYEES-'02 Budget(Full Time Equivalents/FTE).....683.1 Life Support Responses(2001)................................................6,030 All Other Responses(2001).....................................................2,386 2002 PROPERTY TAX LEVY: (Projected) Total Number of Responses(200 1).......................................8,416 General Levy(Includes Fire Pension)........................$17,760,500 Special Levy(Excess)..........................................................504,200 POLICE PROTECTION: TOTAL 2002 PROPERTY TAX LEVY.....................................$18,264,700 Number of Commissioned Police Personnel.........................86.0 Number of Non-Commissioned Police Personnel................37.2 2002 PROPERTY TAX RATES: (Per$1,000 of Assessed Value) Total Number of Police Personnel('02 Budget).................123.2 City of Renton-General Levy.........................................$3.26036 Number of Calls for Service(2001 J......................................47,221 City of Renton-Special Levy...............................................09397 TOTAL CITY OF RENTON PROPERTY TAX RATE...............$3.35433 PARKS&RECREATION: King County..........................................................................1.44949 Total Parks& 2001 Acreage ace Open Space p 9 ( )........................1,180 Port of Seattle..........................................................................18956 Number of Developed Parks and Playgrounds.......................26 Hospital District#I..................................................................09643 Major Facilities: Renton School District#403...............................................3.11288 Liberty Park State of Washington School Fund....................................2.98946 Gene Coulon Memorial Beach Park(Lake Washington) Emergency Medical Services...............................................25000 Cedar River Trail TOTAL 2002---------------------------- Maplewood Golf Course PROPERTY TAX RATES............................................................$11.44215 Renton Senior Activity Center ilk Cedar River Park: UTILITY TAX RATES: Carco Theatre Electricity,Gas(Utility&Use),and City Utilities Renton Community Center (Water Sewer,Storm Drain,and Solid Waste).........................6% TV Cable,Telephone,and Cellular Phone..............................6% STREETS: State Signed Routes(Arterials)(200 1)...................................10.82 SALES TAX RATE: City Arterials(2001)..................................................................57.10 State.............................................................................................6.5% Local Access Streets(200 1)..................................................116.62 KingCounty Metro....................................................................0.6% Alleys(2001)...............................................................................11.1 Transit and Traffic Congestion(effective 4/1/01)................0.2% TOTAL STREETS(2001)..............................................................195.64 RTA(effective 4/1/97)...............................................................0.4% NUMBER OF SIGNALIZED INTERSECTIONS.................................104 City of Renton Local Option....................................................1.0% City of Renton Local Option-Criminal Justice....................0.1 o UTILITIES: TOTAL SALES TAX RATE...................................................................8.8% WATER UTILITY: Total Water Customers..........................................................14,538 King County Stadium Tax Rate on Food&Beverage Gallons of Water Produced(200 1)........................2,590,249,000 Sales at Restaurants,Bars&Taverns......................................0.5% Number of Fire Hydrants(2001).............................................3,088 Hotel/Motel Tax...............................................................................1.0% Miles of Water Main(2001).....................................................281.5 Public Facilities/Rental Car...........................................................1.0% SANITARY SEWER UTILITY: Total Sanitary Sewer Customers...........................................12,572 ADMISSION TAX RATE: Miles of Gravity Sewer and Force Main(2001)...................168.1 Theaters and Other Events..........................................................5% STORM DRAINAGE UTILITY: Number of Accounts.............................................................12,849 BUSINESS LICENSE FEE..................................$55 Per Employee/Year Miles of Storm Sewers(2001)..................................................183.7 SOLID WASTE UTILITY:(Contracted Services) TWO YEAR ANIMAL LICENSE FEES: Not Altered Altered Total Accounts........................................................................12,404 Dog License $20.00 $10.00 Cat License $8.00 $4.50 AIRPORT: rr (Lifetime tags for senior citizens offered at one-time fee.) Area in acres...........................................................................167.21 Feet of Asphalt/Concrete Runway.......................................5,379 2002 UTILITY RATES: (Reduced rates for low income senior Total Operations(2001).......................................................1 10,221 citizens,and disabled persons available.) WATER: LIBRARY: y Basic Service Charge(3/4"Meter)........................$10.50/Month Libraries(Main and Highlands).....................................................2 Commodity Rate:1.76/100 C.F.for First 1000 cubic ft a month, Number of City Resident Borrowers....................................21,176 $1.88 charged in excess of 1000 cubic feet. Number of Non-Resident/King County Borrowers..............7,198 CITY SEWER:(Single Family Residence.....................$12.29/Month Number of Interlibrary Loan Borrowing Libraries...................527 METRO SEWER:(Single Family Residence................$19.75/Month Total Registered Borrowers(2001).......................................28,374 STORM SEWER:(Single Family Residence..................$5.39/Month Total Books/Holdings(2001)................................................148,758 GARBAGE RATES:(Residential) Total Titles(2001)...................................................................106,281 1 can(32 gal)/Wk,curbside...................................$13.44/Month Total Circulation(2000).......................................................382,443 1 additional can,weekly...........................................$7.93/Month ELECTIONS: Number of Precincts......................................................................71 Number of Registered Voters(10/25/01)...........................27,672 w 8-23 ENTON AHEAD OF THE CURVE rW 8-24 Wer E 4 s Defaik TABLE 15: REVENUE DETAIL - ALL FUNDS aw REVENUE 1999 2000 2001 2001 2002 %Ch9 %Ch; Actual Actual Budget Actual Budget 00-01 01-02 TAX REVENUES: tiw PropertyTax-General Levy $14,310,777 $14,998,285 $16,454,100 $16,253,829 $17,760,500 4.2% 7.9% PropertyTax-Special Levy 1,339,623 1,403,411 636,025 523,017 496,700 -50.1% -21.9% Total Property Taxes 15,650,400 16,401,696 17,090,125 16,776,846 18,257,200 0.2% 6.8% Retail Sales and Use Tax 15,282,981 16,585,478 17,012,200 16,724,786 16,965,000 5.7% -0.37o Utility Taxes 7,579,958 8,721,701 8,390,000 10,348,682 9,220,000 3.8% 9.9% Other Taxes: Admissions Tax 309,199 710,085 310,000 269,136 310,000 12.7% 0.070 Franchise Fees 366,188 390,900 350,000 484,904 500,000 7.7% 42.9% +Yrr Excise Taxes 2,316,523 2,338,339 1,775,000 2,895,147 1,800,000 31.7% 1.4% Emergency Medical Service Levy Ft 432,973 432,973 435,000 396,892 435,000 0.5% 0.0% Gambling Excise Tax 2,459,571 2,320,841 2,461,000 2,322,136 2,401,000 2.4% -2.47o Total Other Taxes 5,884,454 6,193,138 5,331,000 6,368,215 5,446,000 11.4% 2.217o TOTAL TAX REVENUE 44,397,793 47,902,013 47,823,325 50,218,529 49,888,200 3.9% 4.3% LICENSES AND PERMITS: Business Licenses&Permits 2,572,812 2,522,868 2,532,000 2,522,223 2,523,000 3.8% -0.4% Building Permits 1,174,166 1,986,872 1,006,400 1,528,797 1,232,400 6.1% 22.5% Non-Business Licenses/Permits 51,045 80,721 23,000 50,938 31,000 -53.8% 34.8% TOTAL LICENSES AND PERMITS 3,798,023 4,590,461 3,561,400 4,101,958 3,786,400 3.6% 6.3% INTERGOVERNMENTAL REVENUE: Federal Grants 2,433,828 1,850,372 3,001,816 1,641,133 1,980,900 -21.2% -34.0% State Grants 439,683 1,878,502 0 204,501 1,438,000 -100.07o -89.1% Motor Vehicle Excise Tax(MVET) 738,918 297,797 249,000 275,101 255,000 250.2% 2.4% Local Vehicle License Fee/Transp 426,142 437,915 350,000 452,053 350,000 0.0% 0.01Y. ow State DUI 9,655 6,779 0 7,811 0 N/A N/A State/Street Fuel Taxes 1,045,698 1,058,750 1,060,000 1,084,805 1,081,400 -4.817. 2.0176 State/Fire Insurance Premium Tax 75,340 44,582 69,000 50,703 32,000 0.076 -53.6% State/Liquor Board Profits/Excise Tax 394,800 445,248 387,000 439,130 479,200 -15.3% 23.876 110 Intergovernmental Service&Interloc 886,997 933,314 925,000 2,160,313 1,000,000 5.4176 8.1% TOTAL INTERGOVERNMENTAL REVENUE 6,451,061 6,953,259 6,041,816 6,315,550 6,616,500 -11.1% 9.5% CHARGES FOR SERVICES: General Government 275,361 295,185 263,500 297,520 255,000 4.27o -3.2% Public Safety 453,726 497,886 503,000 568,990 510,000 8.8% 1.4% Utility&Environment 28,618,502 29,334,310 29,719,905 28,820,964 31,448,200 1.4% 5.8% Transportation Mitigation 855,407 775,180 500,000 365,038 350,000 0.0% -30.0% Other Transportation 7,522 37,738 7,000 52,903 7,000 0.0170 0.0170 Plan Checking Fees 459,364 815,510 472,700 665,777 450,000 5.0% -4.87o Fire&Park Mitigation 818,766 1,172,905 475,000 768,192 400,000 -13.6% -15.8% Planning/Zoning/EIS Fees 178,838 159,095 147,400 512,696 121,000 42.6% -17.9% irr Recreation 2,222,153 2,348,611 2,351,045 2,407,640 2,505,500 12.5% 6.6% Equipment Repair/Maintenance Ch( 1,450,346 1,604,801 1,664,700 1,613,223 1,514,700 1.2% -9.0% TOTAL CHARGES FOR SERVICES 35,339,985 37,041,221 36,104,250 36,072,943 37,561,400 2.1% 4.0% TOTAL FINES AND FORFEITS 831,327 937,689 817,100 993,093 883,600 8.6% 8.1% MISCELLANEOUS REVENUE: Interest&Other Earnings 2,992,427 3,522,021 2,302,085 3,838,898 2,744,100 13.8% 19.27o L.I.D./Special Assessment Principal 689,930 352,648 309,657 333,056 293,000 -28.3% -5.4% Rents/Leases/Concessions 1,720,560 1,885,520 2,068,250 2,365,785 2,064,900 12.0% -0.2% Equipment Capital Recovery Charge 1,195,987 1,285,963 1,453,200 1,461,354 1,746,300 20.6% 20.2% Interfund Prop Liab Insurance Premiu 1,155,800 1,393,466 1,551,000 1,551,026 1,537,300 11.3% -0.9% Employee Insurance Premiums 4,197,008 5,080,157 4,982,709 5,163,412 6,138,800 3.4% 23.2% Contributions from Private Sources 318,011 64,093 16,000 191,877 6,500 -97.9% -59.4% Other Miscellaneous 920,343 537,061 50,100 280,092 30,600 -49.7% -38.9% TOTAL MISCELLANEOUS REVENUE 13,190,066 14,120,928 12,733,001 15,185,500 14,561,500 1.3% 14.4% INTER-FUND DEPARTMENT SERVICE CH/ 4,429,555 4,334,430 4,235,256 4,266,798 4,294,500 -4.4% 1.4% tier TOTAL NON-REVENUES 13,261,844 6,331,171 11,220,236 7,894,891 8,799,100 -20.8% -21.6% TOTAL OTHER FINANCING SOURCES 5,944,846 5,393,661 39,899,091 15,468,459 3,863,400 865.5% -90.3% TOTAL REVENUES $127,644,500 $127,604,833 $162,435,475 $140,517,721 $130,254,600 27.2% -19.8% 9-1 TABLE 16: EXPENDITURE DETAIL - ALL FUNDS EXPENDITURES 1999 2000 2001 2001 2002 %Chg %Chg Actual Actual Budget Actual Budget 00-01 01-02 SALARIES AND WAGES: Regular Salaries 28,653,271 30,518,276 33,410,616 31,929,610 35,019,800 6.5% 4.8% Part Time Salaries 1,705,787 1,773,686 2,077,913 2,099,167 2,116,100 7.8% 1.8% Uniform Allowance 59,672 61,323 59,900 62,787 78,100 -0.1% 30.4% Overtime 1,653,201 1,682,137 1,580,561 1,743,607 1,641,800 4.8% 3.9% TOTAL SALARIES AND WAGES 32,071,931 34,035,422 37,128,990 35,835,171 38,855,800 6.5% 4.7% PERSONNEL BENEFITS: Retirement/PERS 1,186,586 913,440 1,016,144 798,161 451,600 4.7% -55.6% Retirement/LEOFF 582,743 491,614 566,000 436,647 380,300 -1.4% -32.8% FICA 1,954,447 2,063,294 2,267,150 2,189,216 2,399,900 7.0% 5.9% Medical Insurance 2,752,382 3,160,798 3,110,704 3,159,892 3,789,000 0.8% 21.8% LEOFF Retired Medical Insurance 311,066 377,785 355,100 456,132 401,300 0.0% 13.0% Industrial Insurance 406,163 428,433 481,240 476,336 564,800 9.1% 17.4% Life Insurance 100,370 108,290 105,835 111,926 129,400 -5.9% 22.3% Dental Insurance 778,947 904,170 879,018 892,650 1,068,900 -0.7% 21.6% Unemployment Compensation 65,300 65,863 65,900 65,900 80,700 0.1% 22.5% Fire Pensions 302,775 313,035 335,000 323,127 345,000 3.1% 3.0% PERS Prior Service Liability 3,194 2,941 8,500 3,209 8,500 0.0% 0.0% Long Term Disability 68,377 69,033 81,352 75,793 90,000 -4.8% 10.6% Self-Insurance Medical/Dental 3,280,615 3,585,713 3,811,145 4,537,435 4,708,200 10.2% 23.5% Self-Insurance Life Insurance 0 0 15,000 0 15,000 0.0% 0.0% Self-Insurance Workmen's Comp 318,663 427,723 270,000 500,790 291,000 0.0% 7.8% Self-Insurance Unemployment Comp 74,225 68,209 108,600 66,730 113,000 20.0% 4.1% TOTAL PERSONNEL BENEFITS 12,185,853 12,980,341 13,476,688 14,093,944 14,836,600 4.8% 10.1% SUPPLIES: Office/Operating Supplies 2,604,101 2,714,143 3,145,636 2,811,986 3,173,900 4.2% 0.9% Purchased Merchandise/Inventory 291,209 304,585 324,349 355,440 328,400 -0.6% 1.2% Small Equipment 299,964 213,908 1,057,448 831,753 1,498,500 331.4% 41.7% TOTAL SUPPLIES 3,195,274 3,232,636 4,527,433 3,999,179 5,000,800 26.1% 10.5% OTHER SERVICES 8t CHARGES: Professional Services 10,219,315 10,775,828 12,368,756 11,120,250 12,134,600 9.1% -1.9% Communications 553,513 425,581 460,140 432,925 370,200 14.9% -19.5% Travel and Training 296,651 316,835 386,926 310,989 428,100 2.9% 10.6% Volunteer Travel/Meals 26,941 23,330 27,937 23,906 28,100 1.0% 0.6% Operating Rentals&Leases 21790,252 3,009,761 3,314,470 3,280,955 3,448,100 5.3% 4.0% Property/Liability Ins Premiums&Claims 3,537,113 2,605,250 3,063,626 2,830,934 2,962,500 9.2% -3.3% Subtotal Misc Charges 17,423,785 17,156,585 19,621,855 17,999,959 19,371,600 8.5% -1.3% Public Utility Services 8,908,101 8,282,735 9,149,649 9,089,589 10,333,300 3.6% 12.9% Repairs and Maintenance 995,530 1,086,012 1,544,726 1,159,131 1,522,900 8.9% -1.4% Other Miscellaneous Services 944,017 1,061,362 1,185,112 1,640,666 1,451,400 14.2% 22.5% TOTAL OTHER SERVICES AND CHARGES 28,271,433 27,586,694 31,501,342 29,889,345 32,679,200 7.2% 3.7% INTERGOVERNMENTAL SERVICES: Intergovernmental Professional Services 1,459,642 1,531,849 1,671,145 1,452,189 1,638,100 6.4% -2.0% External Taxes&Operating Assessments 1,099,005 1,129,919 1,239,824 1,122,222 1,175,400 5.6% -5.2% Interfund Taxes 1,697,515 1,788,618 1,716,745 1,691,313 1,837,000 -1.8% 7.0% TOTAL INTERGOVERNMENTAL SERVICES 4,256,162 4,450,386 4,627,714 4,265,724 4,650,500 3.0% 0.5% CAPITAL OUTLAY: Land 643,799 663,613 1,103,900 257,588 985,000 -27.3% -10.8% Buildings,Structures&Oth Imprvmnts 7,647,357 4,789,709 15,139,544 4,830,666 16,501,400 41.7% 9.0% Machinery and Equipment 5,617,139 3,631,882 2,346,736 1,791,563 1,776,500 -48.8% -24.3% Construction Projects 6,838,536 5,947,406 9,561,000 8,424,946 10,160,000 -19.9% 6.3% Street Improvement Pro'ects/CIP 5,719,326 5,190,421 12,944,805 8,262,378 7,357,200 -11.0% 43.2% TOTAL CAPITAL OUTLAY 26,466,157 20,223,031 41,095,985 23,567,141 36,780,100 -5.0% -10.5% DEBT SERVICE:(Principal and Interest) Principal 5,569,323 5,038,448 4,669,939 4,802,196 4,548,000 -13.5% -2.6% Interest and Related Debt Costs 3,278,944 2,679,139 2,942,201 2,244,867 2,615,400 -5.3% -1 1.1% TOTAL DEBT SERVICE 8,848,267 7,717,587 7,612,140 7,047,063 7,163,400 -10.5% -5.9% TOTAL INTERFUND PAYMENTS 3,074,544 3,126,003 3,132,032 3,071,177 3,210,100 -16.4% 2.5% TOTAL NON-EXPENDITURES 9,221,175 4,082,816 6,357,236 6,198,300 1,965,200 49.8% -69.1% TOTAL OTHER FINANCING USES 4,669,858 3,740,459 11,882,777 8,882,659 3,737,800 217.5% -68.5% TOTAL EXPENDITURES 132,260,654 121,175,375 161 342,337 136,849,703 148879,500 8.5% -7.7% 9-2 ow 40 do wr im �r RENTON AHEAD OF THE CURVE w rr wr +rr .r vw im or om fto 9-3 TABLE 17: 2002 REVENUE, EXPENDITURES, FUND SOURCES -ALL FUNDS General Government Spedal Revenue 000101 103 106 201/207/212/215 Total 102 104 14 General Parks Street Library Limned GO 2002 Arter Str CDBG REVENUE Property Tax 7,841,200 4,300,000 3,193,800 1,400,000 1,025,500 17,760,500 Sales Tax 15,560,000 15,560,000 Sales Tax/Criminal Justice 1,050,000 1,050,000 Admissions Tax 310,000 310,000 Utility Tax&Natural Gas Use Tax 4,790,000 3,700,000 925,000 9,415,000 Real Estate Excise Tax 850,000 850,000 EMS Levy Funds 435,000 435,000 Gambling Excise Tax 2,401,000 2,401.000 Franchise/Leasehold Excise 600,000 600,000 Sub-Total Taxes 32,987,200 8,000,000 4,118,800 1,400,000 1,875,500 48,381,500 0 0 T Business License Fee 425,000 425,000 Building Permits 1,210,400 1,210,400 Other Licenses/Permits 99,000 30,000 129,000 Community Dev Block Grants 0 292,100 Other Federal/State Grants 330,000 330,000 State Shared Revenue 225,000 743,000 968,000 338,400 Other Intergovernmental 1,509,200 1,509.200 Charges for Services 1,201,000 822,300 2,023,300 Fines and Forfeits 854,600 29,000 883,600 -; Interest Earnings 719,400 500 10,000 8,600 323,600 1,062,100 6,000 Miscellaneous Revenue 30,000 458,500 25,000 1,500 515,000 Non-Revenue 0 Other Financing Sources 77,700 77,700 interfund Revenue 2,557,500 956,400 3,513,900 TOTAL NEW REVENUE 42,148,300 9,281,300 5,883,200 1,439,100 2,276,800 61,028,700 344,400 292,100 Use of Prior Yr Revenue 712,500 0 0 0 0 712,500 9,100 13,000 TOTAL RESOURCES 42,860,800 9,281,300 5,883,200 1,439,100 2,276,800 61,741,200 353,500 305,100 EXPENDITURES Legislative 183,500 183,500 Executive: Administration(Mayor) 775,400 775,400 Municipal Court 1,295,800 1,295,800 Legal Services 1,023,800 1,023,800 Hearing Examiner 119,300 119,300 City Clerk 435,300 435,300 Econ Dev,Neighbrhds&Strat Ping 1,260,300 1,260,300 Human Resources&Risk Mgmt: 704,600 704,600 Insurance 0 Finance&Information Services: Finance&Information Systems 3,112,700 3,112,700 Non-Departmental/Misc 2,248,400 2,248,400 Debt Service 2,250,000 2,250,000 Police 14,096,600 14,096,600 Fire 11,477,500 11,477,500 Planning/Building/Pub Wks: Administration 334,400 334,400 Development Services 3,038,700 3,038,700 Transportation 3,395,300 3,395,300 Utility Systems&Technical Sery 459,200 459,200 di Maintenance Services 2,487,900 2,487,900 Community Services: General Services/Parks 9,281,300 9,281,300 Housing&Human Services 575,300 575,300 Comm Dev Block Grants 0 305,100 Library 1,439,100 1,439,100 Golf Course 0 Transfers-Out 1,720,000 1,720,000 353,500 TOTAL COMMITTED EXPENDITURES 42,860,800 9,281,300 5,883,200 1,439,100 2,250,000 61,714,400 353,500 305,100 16 Increase to Reserves 0 0 0 0 26,800 26,800 0 0 TOTAL EXPENDITURES 42,860,800 9,281,300 5,883,200 1,439,100 2,276,800 61,741,200 353,500 305,100 Fund Balance, January 1 6,255,515 2,958,898 974,464 167,678 654,023 11,010,578 152,968 (4,838) Total New Revenue 42,148,300 9,281,300 5,883,200 1,439,100 2,276,800 61,028,700 344,400 292,100 Total Committed Expenditures (42,860,800) (9,281,300) (5,883,200) (1,439,100) (2,250,000) (61,714,400) (353,500) (305,100) Fund Balance Plus Reserves 5,543,015 2,958,898 974,464 167,678 680,823 10,324,878 143,868 (17,838) Operating Reserves 3,428,864 742,504 470,656 115,128 0 4,757,152 0 0 Other Reserves 0 0 0 0 0 0 0 0 TOTAL ENDING FUND BALANCE 2,114,151 2,216,394 503,808 52,550 680,823 5,567,726 143,868 17,838 9-4 rM TABLE 17: 2002 REVENUE, EXPENDITURES, FUND SOURCES -ALL FUNDS Spedal Revenue Debt Servke Gphal Imp MIN 105 110 118 125 127 213/219 220 221 301 Impac Mit Hotel/Motel Paths 1%Art Gbk Com Unitm G.O. LID Debt 5v LID Guar Garage CIP REVENUE Property Tax 496,700 iW Sales Tax 130,000 Sales Tax/Criminal Justice Admissions Tax Utility Tax&Natural Gas Use Tax 30,000 Real Estate Excise Tax Wiry EMS Levy Funds Gambling Excise Tax Franchise/Leasehold Excise Sub-Total Taxes 0 130,000 0 0 30,000 496,700 0 0 0 Business License Fee 611111111 Building Permits Other Licenses/Permits Community Dev Block Grants Other Federal/State Grants Illllr State Shared Revenue Other Intergovernmental Charges for Services Fines and Forfeits Interest Earnings 5,000 6,000 17,500 300,000 iiY Miscellaneous Revenue 336,100 Non-Revenue Other Financing Sources 75,000 Interfund Revenue do TOTAL NEW REVENUE 0 135,000 0 75,000 36,000 514,200 336,100 0 300,000 Use of Prior Yr Revenue 0 45,000 0 0 0 134,800 0 0 9,240,400 TOTAL RESOURCES 0 180,000 0 75,000 36,000 649,000 336,100 0 9,540,400 EXPENDITURES 1w Legislative Executive: Administration(Mayor) 75,000 9,540,400 Municipal Court Legal Services 1111111111110 Hearing Examiner City Clerk 30,800 Econ Dev,Neighbrhds&Strat Ping 180,000 Human Resources&Risk Mgmt: Insurance Will Finance&Information Services: Finance&Information Systems Non-Departmental/M is c Debt Service 649,000 170,000 Police 1 Fire Planning/Building/Pub Wks: Administration Development Services Transportation Utility Systems&Technical Sery Maintenance Services Community Services: General Services/Parks (AW Housing&Human Services Comm Dev Block Grants Library Golf Course Transfers-Out TOTAL COMMITTED EXPENDITURES 0 180,000 0 75,000 30,800 649,000 170,000 0 9,540,400 Increase to Reserves 0 0 0 0 5,200 0 166,100 0 0 TOTAL EXPENDITURES 0 180,000 0 75,000 36,000 649,000 336,100 0 9,540,400 Fund Balance, January 1 0 267,336 2,807 89,287 172,213 1,048,876 603,087 151,567 9,478,119 Total New Revenue 0 135,000 0 75,000 36,000 514,200 336,100 0 300,000 Total Committed Expenditures 0 (180,000) 0 (75,000) (30,800) (649,000) (170,000) 0 (9,540,400) Fund Balance Plus Reserves 0 222,336 2,807 89,287 177,413 914,076 769,187 151,567 237,719 1fr Operating Reserves 0 0 0 0 0 914,076 0 0 0 Other Reserves 0 0 0 0 0 0 0 0 0 TOTAL ENDING FUND BALANCE 0 222,336 2,807 89,287 177,413 0 769,187 151,567 237,719 trr 9-5 TABLE 17: 2002 REVENUE, EXPENDITURES, FUND SOURCES -ALL FUNDS C,vbl Improvement Enterprise 303 304 305 306 316 317320 401 421 C D Mkig Fire Mftig TransMItlit Leased CityMun Fac Trans CIP LID Constr W/5/5 UUI W/5/5 Const REVENUE Property Tax Sales Tax Sales Tax/Criminal Justice Admissions Tax Utility Tax&Natural Gas Use Tax Real Estate Excise Tax 850,000 EMS Levy Funds Gambling Excise Tax Franchise/Leasehold Excise Sub-Total Taxes 0 0 0 0 850,000 0 0 0 0 r Business License Fee 2,000,000 Building Permits 22.000 Other Licenses/Permits Community Dev Block Grants Other Federal/State Grants 1,963,800 State Shared Revenue 350,000 Other Intergovernmental Charges for Services 200,000 200,000 350,000 320,000 19,676,300 5,000 Fines and Forfeits Interest Earnings 25,000 50,000 125,000 200,000 137,900 82,000 Miscellaneous Revenue 81,000 Non-Revenue 140,900 8,037,000 Other Financing Sources 300,000 1,720,000 1,940,700 Interfund Revenue 0 779,600 TOTAL NEW REVENUE 225,000 250,000 475,000 620,000 2,770,000 6,254,500 0 20,837,700 8,124,000 Use of Prior Yr Revenue 325,000 250,000 1,112,200 0 5,830,000 1,163,300 0 0 1,679,800 TOTAL RESOURCES 550,000 500,000 1,587,200 620,000 8,600,000 7,417,800 0 20,837,700 9,803,800 EXPENDITURES Legislative Executive: Administration(Mayor) 4,375,000 Municipal Court Legal Services Hearing Examiner City Clerk Econ Dev,Neighbrhds&Strat Ping 505,000 Human Resources&Risk Mgmt: Insurance Finance&Information Services: Finance&Information Systems 1,325,000 Non-Departmental/Misc 75,000 1,204,200 Debt Service 815,800 143,800 Police Fire 500,000 Planning/Building/Pub Wks: Administration 312.300 Development Services 407,500 Transportation 7,417,800 Utility Systems&Technical Sery 4,055,600 9,660,000 Maintenance Services 12,442,400 Community Services: General Services/Parks 550,000 141,200 2,320,000 Housing&Human Services i Comm Dev Block Grants Library Golf Course Transfers-Out 1,587,200 315,200 1,500,000 TOTAL COMMITTED EXPENDITURES 550,000 500,000 1,587,200 456,400 8,600,000 7,417,800 0 20,737,800 9,803,800 di Increase to Reserves 0 0 0 163,600 0 0 0 99,900 0 TOTAL EXPENDITURES 550,000 500,000 1,587,200 620,000 8,600,000 7,417,800 0 20,837,700 9,803,800 ' Fund Balance, January 1 1,195,576 988,698 4,129,217 265,672 6,542,940 5,537,618 0 3,108,236 (892,276) Total New Revenue 225,000 250,000 475,000 620,000 2,770,000 6,254,500 0 20,837,700 8,124,000 Total Committed Expenditures (550,000) (500,000) (1,587,200) (456,400) (8,600,000) (7,417,800) 0 (20,737,800) (9,803,800) Fund Balance Plus Reserves 870,576 738,698 3,017,017 429,272 712,940 4,374,318 0 3,208,136 (2,572,076) Operating Reserves 0 0 0 0 0 0 0 1,332,584 0 Other Reserves 0 0 0 0 0 0 0 0 0 TOTAL ENDING FUND BALANCE 870,576 738,698 3,017,017 429,272 712,940 4,374,318 0 1,875,552 (2,572,076 9-6 to TABLE 17: 2002 REVENUE, EXPENDITURES, FUND SOURCES -ALL FUNDS Enterprise Internal Servke Fldudary Total All Funds aw 45 1 402 403 404 424 501 502 601 Total W/5/5 Rev B Alrport Sol Waste Golf Crs Golf CIP Eq Rental Insurance Fire Pension 2002 REVENUE Property Tax 18,257,200 Yew Sales Tax 15,690,000 Sales Tax/Criminal Justice 1,050,000 Admissions Tax 310,000 Utility Tax&Natural Gas Use Tax 9,445,000 Real Estate Excise Tax 1,700,000 EMS Levy Funds 435,000 Gambling Excise Tax 2,401,000 Franchise/Leasehold Excise 66,000 666,000 Sub-Total Taxes 0 0 66,000 0 0 0 0 0 49,954,200 Business License Fee 2,425,000 Building Permits 1,232,400 Other Licenses/Permits 129,000 Community Dev Block Grants 292,100 Other Federal/State Grants 833,000 3,126,800 State Shared Revenue 32,000 1,688,400 Other Intergovernmental 170,800 1,680,000 Charges for Services 2,586,400 7,000 9,120,500 1,878,200 1,514,700 37,881,400 Fines and Forfeits 883,600 Interest Earnings 150,000 150,000 12,000 40,000 2,500 50,000 200,000 80,000 2,701,000 to Miscellaneous Revenue 698,000 422,000 1,746,300 7,676,100 11,474,500 Non-Revenue 150,400 8,328,300 Other Financing Sources 50,000 4,163,400 Interfund Revenue 1,000 4,294,500 ow TOTAL NEW REVENUE 2,736,400 1,688,000 9,370,300 2,340,200 152,900 3,361,000 7,876,100 112,000 130,254,600 Use of Prior Yr Revenue 0 0 0 0 82,100 0 0 239,700 20,836,900 TOTAL RESOURCES 2,736,400 1,688,000 9,370,300 2,340,200 235,000 3,361,000 7,876,100 351,700 151,091,500 EXPENDITURES ow Legislative 183,500 Executive: Administration(Mayor) 14,765,800 Municipal Court 1,295,800 Legal Services 1,023,800 ow Hearing Examiner 119,300 City Clerk 466,100 Econ Dev,Neighbrhds&Strat Ping 1,945,300 Human Resources&Risk Mgmt: 704,600 Insurance 7,104,100 7,104,100 to Finance&Information Services: Finance&Information Systems 4,437,700 Non-Departmental/Misc 31,100 237,000 115,300 169,700 171,000 351,700 4,603,400 Debt Service 2,736,400 475,500 7,240,500 Police 14,096,600 i1w Fire 11,977,500 Planning/Building/Pub Wks: Administration 3,600 24,700 675,000 Development Services 700 3,446,900 No Transportation 980,700 11,793,800 Utility Systems&Technical Sery 9,035,700 23,210,500 Maintenance Services 72,200 2,805,800 17,808,300 Community Services: General Services/Parks 12,292,500 low Housing&Human Services 575,300 Comm Dev Block Grants 305,100 Library 1,439,100 Golf Course 1,508,100 235,000 1,743,100 Transfers-Out 150,000 5,625,900 TOTAL COMMITTED EXPENDITURES 2,736,400 1,015,400 9,370,300 2,248,900 235,000 2,975,500 7,275,100 351,700 148,879,500 Increase to Reserves 0 672,600 0 91,300 0 385,500 601,000 0 2,212,000 TOTAL EXPENDITURES 2,736,400 1,688,000 9,370,300 2,340,200 235,000 3,361,000 7,876,100 351,700 151,091,500 11lw Fund Balance, January 1 3,019,892 2,947,686 388,190 1,125,421 234,174 3,090,831 6,517,350 5,491,104 66,662,329 Total New Revenue 2,736,400 1,688,000 9,370,300 2,340,200 152,900 3,361,000 7,876,100 112,000 130,254,600 Total Committed Expenditures (2,736,400) (1,015,400) (9,370,300) (2,248,900) (235,000) (2,975,500) (7,275,100) (351,700) (148,879,500) o' Fund Balance Plus Reserves 3,019,892 3,620,286 388,190 1,216,721 152,074 3,476,331 7,118,350 5,251,404 48,037,429 Operating Reserves 0 59,792 0 141,872 0 176,840 4,937,152 5,251,404 17,570,872 Other Reserves 2,661,553 3,560,494 388,190 441,358 0 3,299,491 0 0 10,351,086 TOTAL ENDING FUND BALANCE 358,339 0 0 633,491 152,074 0 2,181,198 0 20,115,471 ✓wn tr 9-7 ENrTON AHEAD OF THE CURVE 9-8