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City of • n , Washington
2006 !
Kathy ` • Mayor
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f�E,0O0 Mice of the pity Clerk
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City of Renton, Washington
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.. 2006 BUDGET
�' ANT
Acknowledgments
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Michael E.Bailey,CPA Finance and Information Services Administrator
Linda Parks,CPA Fiscal Services Director
Bang Parkinson Finance Analyst Supervisor
Jill Masunaga Finance Analyst 111
Vidyalakshmi Vinod Finance Analyst 1
Nancy Violante Grant Accountant
Linda Dixon Finance Analyst 111
DeAnna Fricke Administrative Secretary 11
Beth Haglund Form/Graphics Technician
Shannon Moloney OffceAide
Karl Hurst Print and Mail Coordinator
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Contact
Renton City Hall
1055 South Grady Way
Renton,Washington 98055
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Phone: 425-430-6858
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Fax: 425-430-6855
Website: www.ci.renton.wa.us
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Table of Contents
Page
GFOA Award ix
4' Mission Statement and Business Plan Goals x
City of Renton Mayor and City Council Photographs xi
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2006 Boards,Commissions,and Committees xii
Reader's Guide to the Budget xiv
1 INTRODUCTION
Budget Message from the Mayor
Financial Management Policies 1-1
to Revenue/Economic Review 1-22
2 BUDGET AT A GLANCE
The Budget Process 2-1
it Table 2-1. Schedule of the Budget Process 2-3
Budget Fund Structure 2-4
to Financial Structure 2-6
Table 2-2. The Total Budget for 2006 2-9
Table 2-3. Revenue Over Time 2-10
'err Table 2-4. Expenditure Over Time 2-11
Figure 2-1. Fund Groups 2-12
Figure 2-2. Employment History- City of Renton 2-13
rir
2005 Original Staffing Count 2-13
3 OPERATING BUDGET
Introduction 3-1
Table 3-1. Staffing Comparison by Department 3-2
Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses 3-4
Legislative 3-7
Mission Statement 3-7
Core Services 3-7
Table 3-3. City Councilmembers and Committees 3-7
Figure 3-1. Legislative Overview 3-9
Table 3-4. Position Listing-Legislative 3-11
Administrative,Judicial,and Legal Services 3-13
rrr Mission Statement 3-13
Core Services 3-13
ow Figure 3-2.Administrative,Judicial, and Legal Services Overview 3-15
Major Department Changes for 2006 3-16
Mayor's Office 3-17
ro City Clerk 3-22
City Attorney 3-25
Hearing Examiner 3-27
Table gl'Contents iii
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Court Services 3-29
Table 3-5.Administrative,Judicial, and Legal Services Performance and
Workload Indicators 3-31
Table 3-6.Administrative,Judicial, and Legal Services Position Listing 3-33
Economic Development,Neighborhoods,and Strategic Planning 3-35
Mission Statement 3-35
Core Services 3-35
Major Department Changes for 2006 3-38
Figure 3-3. Economic Development Overview 3-39
Table 3-7. Economic Development Performance and Workload Indicators 3-40
Table 3-8.Economic Development, Neighborhoods, and Strategic Planning Position List 3-41
Finance and Information Services 3-43
Mission Statement 3-43
Core Services 3-43
Figure 3-4. Finance and Information Services Overview 3-44
Major Department Changes for 2006 3-45 1x11
Finance Division 3-47
Information Services Division 3-50
1
Table 3-9. Finance and Information Services Performance and Workload Indicators 3-53
Table 3-10. Finance and Information Services Position Listing 3-53
Human Resources and Risk Management 3-55
Mission Statement 3-55
Core Services 3-55
Figure 3-5. Harman Resources and Risk Management Overview 3-56 �
Major Department Changes for 2006 3-57
Administration and Civil Service Division 3-59
Risk Management Division 3-61
Table 3-11. Human Resources and Risk Management
Performance and Workload Indicators 3-63
Table 3-12. Human Resources and Risk Management Position Listing 3-63
Police Department 3-65j
Mission Statement 3-65
Core Services 3-65
Figure 3-6. Police Department Overview 3-67
Major Department Changes for 2006 3-68
Administration Division 3-70
Patrol Operations Division 3-72
Patrol Services Division 3-74
Investigation Division 3-76
Administrative Services Division 3-78
Staff Services Division 3-80
Table of Contents iv
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Auxiliary Services Division 3-82
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Table 3-13.Police Department Performance and Workload Indicators 3-84
Table 3-14.Police Department Position Listing 3-85
4w Fire Department 3-87
Mission Statement 3-87
NoCore Services 3-87
Figure 3-7. Fire Department Overview 3-88
Major Department Changes for 2006 3-89
10 Administration Division 3-91
Emergency Response Division 3-94
am Prevention Division 3-96
Training Division 3-98
Disaster Management Division 3-101
�r Table 3-15.Fire Apparatus by Station 3-103
Table 3-16. Fire Apparatus by Vehicle 3-103
Table 3-17. Fire Department Performance and Workload Indicators 3-104
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Table 3-18.Fire Department Position Listing 3-107
Community Services 3-107
Mission Statement 3-107
Core Services 3-108
Figure 3-8. Community Services Overview 3-108
Major Department Changes for 2006 3-109
Administration Division 3-112
rr Facilities Division 3-114
Parks Division 3-116
Parks Division-Maplewood Golf Course 3-119
No Recreation Division-Recreation Services 3-122
Recreation Division-Aquatic Program 3-123
Recreation Division-Renton Community Center and Carco Theatre 3-125
Recreation Division-Renton Senior Activity Center 3-128
Human Services Division 3-130
Library Division 3-133
Table 3-19. Community Services Performance and Workload Indicators 3-135
Table 3-20. Community Services Position Listing 3-138
Planning/Building/Public Works 3-143
Mission Statement 3-143
Core Services 3-143
Figure 3-9.Planning/Building/Public Works Overview 3-145
Major Department Changes for 2006 3-146
Administration Division 3-150
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Table q/'Contents v
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Development Services Division 3-153
Maintenance Services Division 3-156
Transportation Systems Division 3-160
Utility Systems Division 3-165
Table 3-21. Planning/Building/Public Works Department Performance and
Workload Indicators 3-171
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Table 3-22.Planning/Building/Public Works Position Listing 3-173
Other City Services 3-179
Mission Statement 3-179
Figure 3-10. Other City Services Overview 3-179
Major Department Changes for 2006 3-181
4 DEBT SERVICE
Introduction 4-1
Figure 4-1. Debt Margin Availability 4-1
Table 4-1. Projected Limitation of Indebtedness for General Purposes City and
Overlapping Tax Rates, and Property Tax Revenue 4-2
Figure 4-2. Property Tax Allocation Among Overlapping "Jurisdictions" 4-4
Table 4-2.Long-Term Debt 4-5
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Table 4-3. Debt Service Requirement to Maturity Long-Term Debt Summary
as of December 31, 2005(Dollars in Thousands) 4-6
Figure 4-3.Limited Tax General Obligation Debt Through 2022 4-7
Table 4-4.Limited Tax General Obligation Debt Per Capita 4-7
Table 4-5. Outstanding Debt 4-8
Limited(Non-voted)Tax General Obligation Debt 4-9
Unlimited(Voted)Tax General Obligation Debt 4-11
Certificates of Participation 4-11
Revenue Bonds 4-11
Public Works Trust Fund Load Debt 4-12
5 CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program 5-1
Impact of Capital Improvements on Operating Budget 5-2 s
Table 5-1. CIP Financial Participation (in thousands of dollars) 5-5
Table 5-2.Acquisition by Department 5-5
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Table 5-3.Development by Department 5-5
Table 5-4. Major Maintenance by Department 5-6
Table 5-5. Regulatory Compliance by Department 5-6
Table 5-6. Summary of General Government CIP Projections 5-7
Table 5-7. Summary of Community Services CIP Projections 5-8
Table 5-8. Summary of Transportation CIP Projections 5-9
Table 5-9. Summary oj'Renton Airport CIP Projects 5-11
Table 5-10. Summary of Maplewood Golf Course CIP Proiects 5-12
Table of Contents W
to
+rr Table 5-11. Summary of Water Utility CIP Projects 5-13
Table 5-12. Summary of Wastewater Utility CIP Projects 5-14
Table 5-13. Summary of'Surface Water Utility CIP Projects 5-15
6 BUDGET BY FUND
Budget by Fund 6-1
+r Table 6-1. New Revenue Budget Comparisons by Fund,All Funds 6-2
Table 6-2. Committed Expenditures Budget Comparisons by Fund,All Funds 6-3
Table 6-3. Fund 000, General Fund 6-4
Wr Table 6-4. Fund 004, Community Development Block Grant Fund 6-6
Table 6-5. Fund 007, Parking Garage Maintenance Fund 6-7
Table 6-6. Fund 010, Fire Memorial Fund 6-8
Table 6-7. Fund 101, Park Fund 6-9
Table 6-8. Fund 102,Arterial Street Fund 6-10
Table 6-9. Fund 103, Street Fund 6-11
Table 6-10.Fund 104, Community Development Block Grant Fund 6-12
Table 6-11. Fund 106,Library Fund 6-13
Table 6-12. Fund 110,Hotel/Motel Fund 6-14
Table 6-13. Fund 118, Reserve for Paths and Trails Fund 6-15
Table 6-14.Fund 125, 1%for Art Fund 6-16
Table 6-15.Fund 127, Cable Communications Development Fund 6-17
Table 6-16. Fund 131, Park Memorial Fund 6-18
no Table 6-17. Funds 20112071215, Limited Tax General Obligation Bond Funds 6-19
Table 6-18.Fund 201,Limited Tax General Obligation Bond Fund(City Hall) 6-20
Ir Table 6-19. Fund 207,Limited Tax General Obligation Bond Fund(Senior Center) 6-21
Table 6-20. Fund 215, General Governmental Miscellaneous Debt Service Fund 6-22
Table 6-21. Funds 219, Unlimited Tax General Obligation Bond Funds 6-23
Im Table 6-22.Fund 220,L.I.D.Debt Service Fund 6-24
Table 6-23.Fund 301, Garage Capital Improvement Project Fund 6-25
to Table 6-24. Fund 303, Community Development Impact Mitigation Fund 6-26
Table 6-25. Fund 304, Fire Impact Mitigation Fund 6-27
Table 6-26. Fund 305, Transportation Impact Mitigation Fund 6-28
as Table 6-27.Fund 306,Leased City Properties 6-29
Table 6-28. Fund 307,Aquatics Center 6-30
Table 6-29. Fund 316, Municipal Facilities Capital Improvement Fund 6-31
Table 6-30.Fund 317, Transportation Capital Improvement Fund 6-32
Table 6-31. Fund 401, Water Works Utility Fund 6-33
Table 6-32. Fund 402,Airport Fund 6-34
Table 6-33.Fund 403, Solid Waste Utility Fund 6-35
Table 6-34.Fund 404, Municipal Golf Course System Fund 6-36
Table 6-35. Fund 405, Water Utility Operation Fund 6-38
Table 6-36. Fund 406, Wastewater Utility Operation Fund 6-40
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Table ql Contents vii
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Table 6-37. Fund 407, Storm Water Utility Operation Fund 6-42
Table 6-38. Fund 416, King County Metro Fund 6-44
Table 6-39. Fund 421, Waterworks Utility Construction Fund 6-45
Table 6-40. Fund 424, Municipal Golf Course System Capital Improvement Fund 6-46
Table 6-41. Fund 425, Water Utility Construction Fund 6-47
Table 6-42. Fund 426, Wastewater Utility Construction Fund 6-48
Table 6-43. Fund 427, Storm Water Utility Construction Fund 6-49
Table 6-44. Fund 451, Waterworks Revenue Bond Fund 6-50
Table 6-45. Fund 461, Waterworks Bond Reserve Fund 6-51
Table 6-46. Fund 471, Waterworks Rate Stabilization Fund 6-52
Table 6-47. Fund 481, Waterivorks Bond Fund 6-53
Table 6-48. Fund 501, Equipment Repair and Replacement Fund 6-54
Table 6-49. Fund 50215121522,Insurance Funds 6-55
Table 6-50. Fund 502,Insurance Fund 6-56
Table 6-51. Fund 512, Healthcare Insurance Fund 6-57
Table 6-52. Fund 522, LEOFFI Retiree Healthcare Insurance Fund 6-58
Table 6-53. Fund 503,Information System Fund 6-59
Table 6-54. Fund 601, Firemen's Pension Fund 6-60
7 DETAILS
Details 7-1
Table 7-1. Revenue Detail,All Funds 7-2 im
Table 7-2. Expenditure Detail,All Funds 7-3
Table 7-3, 2006 Revenue, Expenditures, Fund Sources,All Funds 7-4
8 APPENDIX
Appendix 8-1
General Information-City of Renton 8-2
Table 8-1.Largest Taxpayers 8-4
Table 8-2. Principal Employers 8-4
Figure 8-1. Full-Time Employee(FTE)Staffing Levels per 1,000 Renton Citizens 8-5
Figure 8-2. Comparison ofRenton Taxes and Rates 8-6
Did You Know? 8-8
Budget Glossary 8-12
Table 8-3.Index of Positions and Pay Ranges-Elected Officials, Management,
and Nommion Supervisory 8-19
Table 8-4. Index of'Positions and Pay Ranges-Local 2170 8-22
Table 8-5.Index o f Positions and Pay Ranges-Fire Department, Commissioned Officers 8-25 g
Table 8-6.Index of Positions and Pay Ranges-Police Department,Commissioned Off cers 8-26
Table 8-7.Index gf'Positions and Pay Ranges-Police Department
Non-Commissioned Officers 8-27
Table 8-8.Hourly Nonregular Salary Schedule 8-28
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Table of Contents viii
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
.. D is tingu ished
Budget Presentation
Award
PRESENTED TO
City of Renton
Washington
For the Fiscal Year Beginning
January 1, 2005
President Executive Director
6!
The Government Finance Officers Association of the United States and Canada
(GFOA)presented an award of Distinguished Budget Presentation to the City of Renton
a
for its annual budget for the fiscal year beginning January 1, 2005. In order to receive this
award, a government unit must publish a budget document that meets program criteria as
a policy document, as an operations guide, as a financial plan, and as a communication
device. The award is valid for a period of one year. We believe this budget continues to con-
form to program requirements and we will submit this final 2006 Budget to GFOA to de-
termine its eligibility for another award.
ix
as
CITY OF
Nrl ()14
l VISION
V ,
Renton—The center of opportunity in the Puget
Sound Region where businesses and families thrive
- MISSION
The City of Renton, in partnership with residents, businesses, and
schools, is dedicated to:
Providing a healthy,welcoming atmosphere where citizens choose to live,
raise families,and take pride in their community
Promoting planned growth and economic vitality
Creating a positive work environment
Meeting service demands through innovation and commitment to excellence
k.
,s
— s
A, A, � � •
Promote ; Promote Manage growth Meet the service ; Influence
citywide neighborhood through sound ; demands that ; decisions
economic revitalization urban planning contribute to that impact
development ; ; the livability of the City
Promote Renton *Support the vitality *Foster development ; the community *Demonstrate
as the progressive, ; of neighborhoods ; of vibrant,sustainable, : *Prioritize services ; leadership by develop-
opportunity rich city through community mixed-use neighborhoods at levels that can be ing and maintaining
in the Puget Sound ; involvement ; in established urban ; sustained by revenue ; partnerships and
region centers investment strategies
*Encourage family- !Plan, develop,and with other jurisdictions
Capitalize on friendly quality housing i Uphold a high Stan- maintain quality that improve services
growth opportunities choices for people of all ; dord of design and ; services,infrastructure,
through bold thinking ages and income levels property maintenance and amenities • SAggressively pursue
and aggressive ; throughout the City ; transportation and
economic develop- *Ensure the safety, ; #Respond to growing other regional
ment strategies health,and security of *Provide a balance service demands while improvements and
citizens through between housing and meeting the unique ; services that improve
Recruit and retain effective service delivery ; high quality jobs requirements of a diverse quality of life
businesses to ensure population through
a dynamic,diversified #Promote pedestrian ; •Promote annexation ; partnerships,innovation, ; *Advocate Renton's
employment base and bicycle linkages Where and when it is in and outcome manage- interests through state
between neighborhoods the best interest of ; ment ; and federal lobbying
Continue redevelop- and community focal ; Renton efforts
ment efforts ; points *Retain a skilled
Downtown,in the workforce by making
Highlands,and South ; Renton the municipal ;
Lake Washington employer of choice
Mayor of City of Renton
Kathy Keolker
1
Renton City Council
From left to right: Marcie Palmer, Don Persson, Terri Briere,
Denis W. Law, Dan Clawson, Toni Nelson, and Randy Corman
xi
2006 Boards, Commissions, and Committees
Group Name and Members Location Day Time t
ADVISORY COMMISSION ON DIVERSITY 7th Fir.HR Conf.Rm. 2nd Wednesday 6:30 p.m.
Antonio Cube, Sr., Sandel Demastus, Vern Nichols, Charles Thomas,Lari White, Glenda Williams, Vacant(Edythe Gandy)
AIRPORT ADVISORY COMMITTEE Meetings scheduled as needed
Airport at Large: Greg Garner,Diane Paholke, Michael Rogan,Kenneth Whitfield
Airport Leaseholders:Allan Blake,Kurt Boswell, Michael Rice
Airport Owners&Pilots Associations:Jeffrey Davis,Karen Stemwell
The Boeing Company:Jan Fedor
Highlands Neighborhood:Phillip Beckley, Michael O'Halloran
Kennydale Neighborhood: Colleen Ann Deal, Marleen Mandt
North Renton Neighborhood:Marjorie Richter
Renton Hill/Monterey Terrace Neighborhood:Michael Schultz, Vacant ,
South Renton Neighborhood:Robert Moran
Talbot Hill Neighborhood:Beverly Freer,Jennifer Ann Rutkowski
West Hill Neighborhood:Roger Lewis, Vacant
CIVIL SERVICE COMMISSION 7th Fir.HR Conf.Rm. 4th Tuesday 4:30 p.m.
Richard Fisher, William Larson,James Matthew,James Phelan,Randall Rockhill
CUAUTLA SISTER CITY ADVISORY COMMITTEE 7th Fir.Conferencing Center 2nd Friday 10:00 a.m.
Celeste Brady, Sue Campbell, Theresa Clymer,Alberto Diaz, Sergio Fernandez,Alejandro Garcia,Ila Hemm,
Kay Hermann,Ken Hoben,Nancy Hoben,Jonna Lee Hough,Andee Jorgensen*,Doug Kyes, Sonja Kyes,Erling Larsen,
Ron Regis, Ted Rodriguez, Salvador Sahagun, Exequiel Soltero, Suzanne Thompson, Chuck Tiernan,Rich Wagner,
City staff. Sonja Mejlaender
FIREMEN'S PENSION BOARD Mayor's Conf.Rm. 3rd Thursday 1:30 p.m.
Ray Barilleaux(retired firefighter),Kathy Keolker(Mayor),Don Persson(City Councilmember), Bruce Phillips (retired
firefighter),Bonnie Walton(City Clerk)*
HOUSING AUTHORITY 2900 NE 10th Street 2nd Monday 9:00 a.m. I Maxine Anderson,Phillip Beckley,Kay Johnson, Gerald Marsh, Thomas Tasa(Housing Director)
HUMAN SERVICES ADVISORY COMMITTEE 7th Fir.Council Conf.Rm. 3rd Tuesday 3:00 p.m.
Margie Albritton,Janet Bertagni,Laura Brock, Casey Bui,RolfDragseth, Charles Gram,Laura Law, Mark Tscheulin,
Pamela Wilson
LEOFF BOARD 7th Flr.HR Conf. Rm. 4th Tuesday 9:00 a.m.
Richard Anderson(Police),Robert Deines(Fire),Denis Law(City Councilmember), Toni Nelson (City Councilmember)
LIBRARY BOARD Liberty Park Comm. Bldg. 2nd Wednesday 9:00 a.m.
Heidi Beckley,John DuBois,Ken Ragland,Lynne Shioyama, Connie Sholdra, Vacant
MUNICIPAL ARTS COMMISSION** 7th Fir.Council Conf.Rm. 1st Wednesday 8:00 a.m.
Denise Bisio,Jerri Everett, Edythe Gandy,Linda Middlebrooks,Dawn Murin, Michael O'Halloran*,Eleanor Simpson,
Vacant(Ava Hammond), Vacant(Gifford Visick), Vacant(Jeremy Chambers), Vacant(Nancy Hoben),
Vacant(Renne Saling)
NISHIWAKI SISTER CITY ADVISORY COMMITTEE Meetings scheduled as needed '
Pat Auten, Theresa Clymer, Steve Dobson, Wyman Dobson, Becky Gibbs,Richard Morris,Roger Richert*, Betty Vaughn,
City staff Sonja Mejlaender,Larry Rude, and Ray Sled
* Chair/contact
** No meeting in August xii
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2006 Boards, Commissions, and Committees
Group Name and Members (continued) Location Day Time
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NON-MOTORIZED TRANSPORTATION ADVISORY COMMITTEE Conf.Rm 519 1st Thursday 4:30 p.m.
Bob Elliot*,Margaret Feaster,Dorothy Flower,Rick Gamble,dean Hobart,Pete Maas, Craig Paynter, Robert Peterson,
Frances Pieper,Janene Sestak,Brian Sykes
PARK BOARD Conf.Rm 511 2nd Tuesday 4:30 p.m.
Cynthia Banns, Ralph Evans, Michael O Donint Ron Regis, Marjorie Richter, Timothy Searing, Troy Wigestrand
PLANNING COMMISSION Council Chambers 1st/3rd Wednesday 6:00 p.m.
Robert Bonner,Jimmy Cho,Ray Giometti,Jerrilyn Hadley,Nancy Osborn,Joshua Shearer, Vacant(Rosemary
Quesenberry)
SENIOR CITIZENS ADVISORY COMMITTEE Senior Activity Center 1st/3rd Monday 10:00 a.m.
' Mary Burns-Haley, Ben Cheney t Marge Cochran-Reep,Madeline Donckers,Eric Eastberg, MaryAnn Ellingson,
Douglas Gregory,Ruby Griffin,Elaine Koehler, Edie Mae Lawyer,Emily McCue, Vivian Pappas,Rose Warren
r
* Chair/contact
** No meeting in August xiii
Readers Guide To The Budget
The following Reader's Guide lists each major section of this document in the order that it appears
and provides a brief description of what you will find in that section. Please refer to the Table of
Contents for specific section locations and content details.
Section 1: Introduction
The Introduction presents the Mayor's budget message. Her letter articulates City initiatives and ,
issues for the 2006 Budget. Following this are the 2006 Budget Highlights, Financial and
Operational Policies, and Major Revenues - 2006.
Section 2. Budget at a Glance
Here we present a condensed view of the budget, covering everything from a summary of the
budget process to a brief economic overview. And in between we provide summaries for fund
types, department expenditures and employment history,new program decisions, and revenue
sources and levels.
Section 3: Operating Budget
In this, the longest section, we present budget information organized by department and division.
Each department, and each division within that department, presents its mission statement, core
services, expenditures budget, staffing levels, and funding decision. The last subsection, labeled
Other City Services, provides for miscellaneous services that benefit all the City department, such '
as the insurance fund.
Section 4: Debt Services
In a look back at what we've achieved,we offer an extensive overview of renton's debt program. It
includes financial data on debt limitations,property tax rates and revenues, long-term debt service
requirements, and a schedule of the City's overall outstanding debt.
Section 5: Capital Improvement Program (CIP)
This project listing provides a summary of the six-year CIP plan.We list projects by activity and by
managing department.
Section 6: Budget by Fund '
We begin with the expenditure budget comparisons by funds. Next is a display for each fund's
revenue, expenditures, and fund balance that compares current program levels with those of past
years.
Section 7: Details
In order to best summarize specific information for some of our tables, we had to compress them '
and delete some associated details. Here we are providing the expanded tables complete with their
related details.
xiv
Section 8: The Appendix
In this appendix, we provide selected demographics, economic statistics, an index of salaries and
pay ranges, and some general information about the City of Renton. We have also included here a
glossary of commonly used budget terms.
Budget Detail
The Annual Detail Budget is issued as a separate document to support this budget. It provides actual and
budget revenue and expenditures by account number, by year.
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.ems
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Invesfin � in Renfon 's Fufure
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� CITY OF RENTON
G+ + Mayor
Kathy Keolker
February 28, 2006
Citizens of Renton, and
Honorable Renton City Councilmembers:
2006 Budget Message–INVESTING IN RENTON'S FUTURE
I am pleased to present our plan for another year of great progress for the City of Renton. This
2006 budget and financial plan, at just over$171.5 million, builds on our 2005 successes and
moves us closer to our vision for Renton -- the center of opportunity in the Puget Sound region
where business and families thrive.
First, my thanks go to the Renton City Council for its steadfast policy guidance throughout the
.. past year. As in prior years, the City Council and the Administration collaborated in updating
our six-year Business Plan. Over the course of four months and two extended workshop
sessions, we worked together to refine and refocus Renton's Business Plan for 2006-2011.
Because our Business Plan drives the forward movement of City government, it was time well
spent. The budget we have adopted now adheres to the vision, mission, goals, and objectives we
set out in that Business Plan.
Secondly, I want to thank the staff who've invested many hours in helping with this budget.
Creating a budget is inherently a difficult task—more so when there is turnover of key budgeting
personnel. Rather than allow these transitions to slow our progress, we recruited and hired staff
who bring new energy, expertise, and clarity to the budget process. This has helped us stay
focused on the key issues facing City government and the opportunities open to us in the 2006
budget year.
The 2005 budget was based on a commitment to reduce overhead, absorb reductions, and re-tool
how we deliver services. The budget reductions we made last year have had an impact on our
•• operations. While we've been able to absorb most of the reductions at the management level, in
some cases the level of services delivered to our citizens has been impacted. But the reductions
made in 2005 were necessary, and we still need to hold the line.
.. In 2006, our focus continues to be getting the best value to Renton residents and businesses for
their tax dollars. We're looking and moving forward.
lo.
2005 Achievements
We entered 2005 with the challenge of meeting increasing service demands with little or no new
t. resources. We can take great pride in our successes.
1055 South Grady Way-Renton,Washington 98055 -(425)430-6500/FAX(425)430-6523 RE N T O N
®This paper contains 50%recycled material,30%post consumer AHEAD OF THE CURVE
City of Renton 2006 Mayor's Budget Message
• Through surveys and comments made in person, by mail and on the phone, our citizens ••
express their high priority on security for their families and businesses. Like all cities, Renton
has unique public safety challenges. Our Police Department made major strides in 2005
implementing the new RenStat program. Our officers began web-based incident reporting
and staff has been trained to process crime reports by phone. The Department also holds
monthly problem-solving meetings to craft real-time strategies for response to current trends
in different reporting districts. Even though our operations are becoming more efficient, r
Renton, like many other cities, is experiencing a general increase in calls for service. In our
2006 budget, we were able to add five additional uniformed officers to increase our ability to
respond to our citizens' needs for safety and security.
• The Federal Reserve Bank broke ground on its new regional headquarters on ten acres near
the old Longacres racetrack. This world-class addition to our family of Renton businesses
demonstrates the form and caliber of development Renton is bringing to South King County.
• The City also recruited the Educational Service District of Puget Sound, with 375 employees
moving to our community this fall. We were pleased to help Wizards of the Coast relocate its
corporate headquarters to a new facility in Renton. And, we welcomed the nearly 2,000
Boeing employees who have been relocated from around the region to Renton, to design and
build the Navy's new Multi-mission Maritime Aircraft. 'r
• The redevelopment of property formerly owned by The Boeing Company—currently called
"The Landing"—continues to move forward. The ground has been cleared, plans are under .r
review, and construction is expected to begin in 2006.
• Residential construction also continues at a brisk pace. Our strategy is working to attract a
variety of quality housing types, with a record-breaking 436 building permits issued for ..
single-family homes from January through September of 2005.
• Renton's downtown redevelopment efforts are also paying off. The Storefront Studio
stimulated ideas and got property owners and businesses excited about the possibilities of our
downtown. First Savings Bank completed construction of their new bank, a stunning
example of the first-class commercial buildings that will transform our downtown.
Construction has begun on scores of new downtown residential units, with hundreds more in
various stages of development. We've leased the Pavilion building, where Renton will be
host to many who have yet to discover our new look. The redevelopment of the South
3`d/Main/Wells/Houser block is nearing completion, and has dramatically improved the east
end of our downtown core.
• Our city continues to expand in geography and population. By the end of 2005, we added
338 acres through annexations, which will mean 2,200 more residents when these residential
areas are fully developed. ..
• We successfully lobbied the State and Federal governments for capital construction and
transportation grants totaling $11.5 million. These funds will build infrastructure to support
The Landing development, and will enable us to build the SW 27th Street/Strander Boulevard
Extension.
• Close to home, in October, the Sound Transit Board of Directors approved$19 million to ..
provide transit-related improvements to Hardie and Rainier Avenues, and the SW 27th
City of Renton 2006 Mayor's Budget Message
Street/Strander Boulevard Extension Project. These projects will significantly improve both
the traffic movement and the physical appearance of two of our key downtown arterials, and
result in better access to the Sounder Commuter Rail Station at Longacres. This funding also
represents the culmination of successful efforts by the City to convince Sound Transit of the
logic and importance of funding these pivotal projects.
• Our Renton Enhanced Abatement and Code Enforcement Team program (REACT)
completed its first full year in service, focusing its efforts on Renton's worst and most
persistent code violation problems, with great success.
.. • Over 300 neighborhood volunteers joined in to improve the landscaping on NE 4th Street as
part of the Mayor's Planting Day. This community-building activity was planned and funded
by the City's Neighborhood Program, with the help of numerous other City departments and
•� an $8,000 grant from ClearChannel Outdoor.
• During 2005, in partnership with our neighborhoods, we implemented Renton's Clean Sweep
program. Through Clean Sweep, we're cleaning up and improving the way our
neighborhoods look and feel. Neighbors feel increased pride and a sense of ownership in
their communities.
�"" • The Henry Moses Aquatic Center enjoyed its second full season, with operating revenues
once again paying for all operational costs, major maintenance and associated capital costs.
„� • The Heather Downs Park Master Plan was completed, and we're in the process of developing
another great park facility for Renton families to enjoy.
• And finally, Renton was selected by FEMA for comprehensive and intensive emergency
r' management training at its Emergency Management Institute in May 2006. This is highly
sought-after training that will involve not only many key city government employees,
managers and elected leadership, but top representatives of Renton's businesses, utilities,
service clubs, churches, and neighborhoods.
But, there is still the continuing challenge of high expectations vs. limited resources. Voter-
enacted limits on taxes in addition to State mandated tax exemptions continue to constrain the
City's revenues, while our community still expects and deserves the highest quality municipal
services.
Property taxes make up a third of our general government budget. But the City's total revenue
from property taxes can only increase by one percent each year, while our general government
expenses will rise at a much greater rate. This is the same "structural gap" we described in 2004.
It will continue into 2006 and beyond. The structural problem is not going to go away. In 2006
we can make up part of the difference through rising sales tax revenue, and property tax on new
construction added to the tax rolls over the past year. I will talk more about addressing this long-
term structural problem later in this message.
On the regional level, other very real issues confront us as they do other cities in King County.
Our collective inability to fund important regional transportation system improvements continues
.,, to add congestion to already crowded local streets, and slows the delivery of goods and services
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City of Renton 2006 Mayor's Budget Message
to our community. Regional projects compete for limited funding against our local
transportation projects, resulting in delays to Renton's high-priority projects.
Summary of Key 2006 Budget Initiatives w
Clearly, there are significant challenges ahead. But, we're determined and committed to moving
forward in 2006 in every area of the City's business plan. The following recap of this budget
uses the Business Plan Goals as a guide. 'r
This budizet will Promote Neighborhood Revitalization:
• I intend to continue to support and stabilize the funding for the highly successful REACT
program. The 2006 budget makes permanent last year's allocation of three police officers,
and retains the code compliance positions initially dedicated to REACT along with
substantial effort of the prosecuting attorney and other administrative staff.
• We'll continue the "Clean Sweep"program started in 2005. This program will use funds
allocated but unspent in this year's budget, and will continue three activities that met with
great success in our"pilot" year: the Neighborhood Clean-up campaign, the City-wide
"Reuse It!" stop-and-swap event, and Neighbor-to-Neighbor curbside collection. r
• High on our list in 2006 is completion of the Highlands sub-area plan and development
strategy. For the past year, staff has been hard at work on a plan that will set the stage for
redevelopment of the Highlands neighborhood. In this budget, we are including another
$100,000 for work related to this effort.
On the all-important Economic Development front:
• The 2006 budget contains the resources to complete the development agreement,
infrastructure design, and financing strategy to make The Landing a reality. This exciting .,
new retail, residential, and entertainment complex promises to change the face of Renton.
• We're also going to move aggressively forward on the Downtown Action Plan, with newly
hired staff that brings the energy and expertise to make Downtown revitalization happen.
• And, as always, we'll keep up the marketing and recruitment efforts that have been so
successful attracting new businesses to our City. .r
The Business Plan calls for steady attention to Managing Growth through Sound Urban
Planning: r
• In the 2006 budget we have allocated resources for design of the Rainier/Hardie Avenue
transit and pedestrian improvements.
• We'll design and construct the first phase of the Southwest 27th Street/Strander Boulevard
Extension.
r
• The 2006 budget also allocates funding for a variety of major facility needs:
o the development of Heather Downs Park,
City of Renton 2006 Mayor's Budget Message
o construction of a new parks system maintenance complex,
o matching funds for grants to build major connections in our trails system and, as always,
o the money needed to maintain our existing City facilities in top working condition.
• Finally, we'll continue our careful analysis of the effects of annexations that are certain to
come our way over the next five to ten years This is one of the greatest challenges facing
our City–how to maintain the service excellence our residents and businesses expect, at the
same time we fulfill our growth commitments and welcome substantial numbers of new
neighbors into the City. We'll be calling on the Council to work closely with us to assure
that our phasing decisions are thoughtful and timely.
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Here are some ways the 2006 budget proposes to Meet the Service Demands that Contribute
to the Livability of the Community:
• The basis of this goal is maintaining existing levels of City services. We're fortunate that the
revenues we expect in 2006—without any new taxes—allow us to maintain existing
•• programs and levels of service, and to retain the high-performing staff who deliver these
services.
r.
• Consistent with the Council Financial Policies adopted earlier this year, this budget calls for
keeping our user fees up to date. The Administration presented an ordinance adopted by the
Council that made minor adjustments in fire inspection fees, development fees, utility rates,
and golf green fees.
• As I mentioned above, together we were able to fund the addition of five uniformed police
officers to address workload issues and enable us to implement the RenStat operational
reforms the Police Department initiated this year.
• Again on the preventive side, we added a fire inspector to keep up with the increasing
,,. workload of keeping our community safe before a fire or mishap occurs. This added position
will be supported by fire inspection fees that will be aligned with fees commonly charged in
our neighboring cities.
• Also in the Fire Department, we have included funding for administrative staff to maintain
the critical fire incident database, and systems needed to meet our own needs and the
r
requirements mandated by the State.
• We've also submitted a $300,000 Federal "SAFER" grant request. If it's approved, we'll
receive partial funding for three firefighters over a five-year period. This budget holds in
•• reserve the matching funds the City will need if our grant request is approved.
• We're also able to retrofit the Municipal Court facility on the 3`d floor of City Hall to make it
safer and more secure for court users and our employees. Soon, we will install a secure
.. entrance into the Court area, with metal detection devices and contracted security guards.
• Also, opening in early 2006 is the $12 million Maplewood Water Treatment Facility, an
r investment that enables us to provide clean water for our City for years to come. The 2006
budget includes two staff positions to run the new treatment plant, and the funds needed for
ongoing maintenance and operations.
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City of Renton 2006 Mayor's Budget Message
And, of course, we have to participate in and Influence Decisions made outside Renton that
Impact the City:
• This budget provides funds for professional experts in Washington, D.C. and Olympia to
continuously champion Renton's legislative and funding priorities—especially our costly
transportation and parks capital projects.
• We're maintaining our level of effort in dealings with King County on our Potential .r
Annexation Areas, and our capability to defend Renton's interests before regulatory agencies
like the Growth Management Hearings Board, whose actions affect the livability of our City.
• And, we've contracted with a nationally recognized firm to help us renegotiate the City's
cable television franchise agreement. That lengthy and intricate work will begin in 2006,
with funding from Cable franchise fee revenues.
Not specifically aligned with a particular goal set out in Renton's business plan are a number of
activities we must fund in 2006 to address liabilities and apply the best and most efficient
management practices to City operations: .r
• We have a nearly $25 million long-term obligation for pensions for public safety employees
as they retire from the City. The 2006 budget begins to address that liability with a set-aside
of$260,000.
• We have changed the way we fund our Information Services Division in this budget.
Beginning in 2006, each department budget will be assessed its proportionate share of the
cost of IS equipment and service.
• There are other minor adjustments in the budget, such as new equipment for parks
maintenance, and replacement of passenger vans recently declared unsafe. We describe these
items in the department budgets in greater detail.
Most of the City's programs are found in the "General Government" section (page 7-4) of the
budget. This includes public safety, planning, parks, the library, the museum, and street
maintenance. In this budget, General Government spending increases by 5.3 percent. In
addition to the initiatives I've just described, the budget includes funds to pay the costs of the
new three-year labor agreements with all five of the City's bargaining units, as well as our non-
represented employees. There are, of course, other expenditures we've built in to cover cost
increases outside our control, like dramatically higher energy costs.
Revenues to cover these cost increases will
come largely from an improving economy. Declining Property Tax Levy
Sales tax revenues, for instance, are expected to Rates
increase by about 4 percent. While property $3.60 -
taxes
3.60 taxes will increase just 1 percent from the
existing base consistent with state law, the City $3.40
will also receive 6 percent from the increased $3.20 ..--
value of new construction. Doing the math, �Pre,perty'ax'13aEs.
you'll see that Renton's property tax levy rate $3.00
will actually be reduced by 2.5 percent, to $3.04 'ss '96 '97 '98 'ss '00 '01 '02 '03 '04 '05 '06 ..
per thousand dollars of assessed valuation.
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City of Renton 2006 Mayor's Budget Message
The expanding economy will result in continued growth of building and development fee
revenue. We reviewed and you adopted a new fee for petition annexations, to help cover the
significant staff cost of processing annexations.
Outside of the General Government budget, the City has a substantial investment in its utility
systems. You'll recall that I mentioned our new water treatment facility that will come on-line in
,,. 2006; the funds and workers needed to operate it are budgeted in the Waterworks Fund. In order
to keep these basic utility services operating efficiently and without interruption, and to provide
the money for needed capital investments, I recommended, and Council adopted an increase in
rr. our water and surface water utility rates, as well as the wastewater utility rate. These rates need
to stay as low as possible, but also allow us to protect the quality of our drinking water, our
sewer conveyance system and the other basic utility systems.
Even with these proposed increases, Renton's utility rates remain very competitive with our
neighboring communities. This fiscal management issue deserves, and will get, our full attention
in 2006. We will complete a comprehensive rate study for all utilities in 2006 to ensure that all
of our utilities are funded with the optimal mix of development income, debt financing and rate-
based revenue.
Meeting Long-Term Needs:
While the 2006 budget does not require staff or program reductions, it leaves a number of
specific community needs unmet since revenue cannot be stretched to cover them. We discussed
these needs with you during your deliberations on the budget, and together we looked for ways
to address them. This will continue as we work together through the "priorities of government"
process we propose for 2006.
Earlier, I mentioned the need to address the long-term "structural gap"between slower revenue
growth and the increasing cost of providing City services. The Council and the Administration
have already begun to discuss how the City will meet the challenge of maintaining services over
the long-term. At those earlier meetings, we agreed to determine the priorities of government
and to use those priorities as a basis for future budget development and long-term financial
planning.
I propose that all of us engage in a comprehensive "Priorities of Renton" process in 2006 with
these goals in mind:
1. Ensure that City services are aligned with community needs and priorities.
2. Ensure that the City of Renton remains continuously accountable to the public.
3. Improve the quality and value of communication between all community stakeholders and
4W city government.
This Priorities of Renton effort will tie to the Outcome Management Program staff have been
r� developing, where managers describe the outcomes they intend to produce through their
programs and services, and hold themselves accountable for those results.
I will call on the City Council to partner with the Administration in this important work.
`"' Together we can provide assurance to our citizens that we take our responsibilities very
seriously. I look forward to working with the Council President to develop this program.
to
City of Renton 2006 Mayor's Budget Message
Facing the Future
Despite the challenges we face, we have a lot to look forward to. Our slogan, "Ahead of the
Curve" keeps us moving forward against the many challenges facing not only Renton, but all
cities. We have the leadership and the energy to continue providing excellent service, and that's
what this budget accomplishes.
When I delivered Renton's State of the Economy speech to the community last year, I said "the
buzz about Renton is Real!" I still believe that. I truly believe that Renton is a unique
community, with our own set of assets and attributes that will make our vision of Renton
everyone's reality—a center of opportunity in the Puget Sound region where businesses and
families thrive.
I look forward to partnering with you as we continue to invest in Renton's future.
Sincerelv.
Kathy Keolker .,
Mayor
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City of Renton 2006 Budget Highlights
Highlights General Government Financial Plan Summary:
General 2004 2005 2006 $ %
Government (thousands) Actual Actual Budget Change Change
Beginning Balance 10,017 10,968 10,595
Taxes 52,482 54,263 56,397 2,134 3.93%
Budget Balanced Other Revenue 15,314 16,438 16,578 140 0.85%
2.6% increase Total Revenue 67,796 70,701 72,974 2,273 3.22%
Expenditures 66,845 71,074 72,945 1,871 2.63%
Healthy Reserves Net Results 951 (373) 29
Used Fund Ending Balance 10,968 10,595 1 10,624
Balance in Debt %of Expenditure 16.41% 14.91%1 14.56%
Service Funds Note: See revenue and expenditure summary for further explanation
Revenue Summary:
2004 2005 2006 $ %
(thousands) Actual Actual Budget Change Change
r
No New Taxes Taxes:
Property 19,589 21,110 22,077 967 4.58%
Sales 17,732 18,279 19,138 859 4.70%
i Utility 9,107 9,820 10,075 255 2.60%
Other 6,054 5,054 5,107 53 1.04%
Increases reflect Total Taxes 52,482 54,263 56,397 2,134 3.93%
•• actual experience Licenses and Permits 2,687 3,046 3,422 376 12.34%
in 2005 Intergovernmental 2,965 3,450 3,311 (139) -4.04%
Decrease reflects Charges for Service 3,392 3,503 3,619 116 3.30%
change in court Fines and Forefeits 1,025 720 732 12 1.72%
rules and lower Other 5,245 5,719 5,494 (225) -3.93%
activity Total _67,796 70,701 72,974 2,273 3.22%
See Revenue/Economic Review starting on page 1-23 for details.
Expenditure Summary:
2004 2005 2006 $ %
(thousands) Actual Budget Proposed Change Change
General Government
General Fund 46,082 49,264 50,061 797 1.62%
Block Grant Fund 310 262 (47) -15.32%
Parking Garage 35 43 - (43) -100.00%
Park Fund 10,351 10,578 11,260 682 6.45%
Street Fund 5,926 6,323 6,739 415 6.57%
Library/Museum 1,561 2,010 1,810 (200) -9.95%
;Debt Service 2,892 2,545 2,813 267 10.50%
Total 66,845 71,074 72,945 1,871 2.63%
-City of Renton 2006 Budget Highlights
Highlights General Government Expenditures by Department ,
Increased public 2004 2005 2006 $ %
safety by 9.4% (thousands) Actual Actual Budget Change Change
Legislative 193 197 267 70 35.29% '
AJLS 3,817 3,925 4,352 427 10.88%
Increased Police 15,028 15,858 17,995 2,136 13.47%
Funding for Fire 12,232 12,998 14,087 1,089 8.38% ,
Police and Public Works 5,158 4,126 4,684 558 13.52%
Fire Programs Economic Development 1,224 1,263 1,400 137 10.84%
Parks 10,873 11,403 12,146 743 6.52% '
Add; Library/Museum 1,532 2,010 1,810 (200) -9.95%
5 police officers Streets 5,926 6,323 6,739 415 6.57%
Finance/Info Svcs 3,297 3,373 1,518 (1,855) -55.00%
1 fire inspector HR/Risk Management 651 534 627 93 17.47%
1 fire support Debt Service 2,556 2,545 2,813 267 10.50%
person
Other 4,359 6,519 4,509 2,010) -30.83%
Total 66,845 71,074 72,945 1,871 2.63%
Court Security
Expenditure by General Government Department
2006 Budget
AJLS FIS
Other 6% EDNSP 20/r
10% 2% HR
1%
PBPW
16% ,
Police t
25%
Community Services '
19%
Fire '
19%
City of Renton 2006 Budget Highlights
Comparison of Budget Allocation - Past Ten Years
Comparison of
Budget Allocation
over time 1997 Expenditures
Percent of$49 million expenditures
1997 compared to FIS/HR/AJLS
2006 budgets (except Court)
20%
Public Safety
Economic Non-Depart. 41%
7% Includes
Development was coun
just starting in
1997
Public Works Streets
included long- 10% Library
2% Parks Economic Public Works
range planning in s^io
14% Develoment
1997 which is 0%
now in Economic
Development
Non-Departmental
includes city 2006 Final Budget
insurance, retiree Percent of $72.9 million
health care, etc.
Public Safety
FIS/HR/AILS 46%
Non-Depart. 11% includes Court
7%
Street
9%
it
Library
3% Parks Economic
16% Public Works
Develoment 6%
Ir11 2%
ttr
fir
City of Renton 2006 Budget Highlights
Results of the July 2004 Citizen Survey ,
(note this illustration is collapsed into the top 11 items)
A survey was conducted of Renton citizens on behalf of the City by Stuart ElwaY. There '
were 32 items ranked via the survey. Respondents were asked to rate (from "top priority"
to "not a priority") the 32 items. About 400 responses were received, a statistically valid
sample.
The list below represents a condensation of the full survey in order of priority. '
1. Personal safety
2. Library and Recreation Activities ,
3. Recruiting and Retaining Businesses
4. Streets (and sidewalks)
5. Human Services
6. Open Space, Parks and Trails '
7. Code Enforcement (and protection of property and property values)
8. Neighborhood Activities and Community-wide Events ,
9. Land Use and Development
10. Animal Control
11. Historical Museum
The survey was available to the City Council as they worked with the leadership team to
update the 2006—2011 Business Plan Goals.
Financial Management Policies
' The financial health and welfare of City of Renton is highly dependent upon
establishing and maintaining sound, financial-planning objectives and strategies of
' implementation. These financial management policies direct the decision-making
process of the City Council and the City administration while operating to provide
stability of changing service and financial circumstances and conditions. These
' policies also provide guidelines for evaluating both current activities and proposals
for future programs and direct the City's financial resources toward meeting the
goals and programs of a City-developed strategic plan. The implementation of wise
' fiscal policies enables the City officials to protect the public interest and ensure
public trust and confidence.
I. Financial Philosophies
The fiscal policy of the City of Renton is to establish a sufficient financial base and
provide the resources necessary to support and sustain an adequate and responsible
level of citywide services to ensure public safety, enhance the physical
infrastructure and environment of the City, and improve and sustain quality of life
and community.
The City of Renton's financial policies shall address the following fiscal goals:
' • Ensure the City maintains a sufficient financial base to provide a reliable
level of City services.
• Maintain sound financial practices that meet all applicable standards and
direct the City's financial resources toward meeting the goals of the City's
strategic plan.
' • Keep the City in a fiscally sound position over both the long and short term.
• Maintain sufficient financial liquidity to meet normal operating and
contingent obligations.
• Maintain and preserve existing infrastructure and capital assets.
• Guide the City Council and management policy decisions that have
significant financial impact
' • Ensure the City is able to withstand local and regional economic variations
and adjust to changes in program and service requirements.
• Set forth operating principles that minimize the cost of government and
financial risks.
• Promote sound financial management by providing accurate, meaningful
and timely information on the City's financial condition.
' • Provide a framework for prudent use of debt financing, maintain a good
credit rating in the financial community while assuring taxpayers that the
City government is managed and operated in a sound financial condition.
' • Ensure the legal use of financial resources through effective systems of
internal controls.
' Introduction
1-1
t
• Promote cooperation and coordination with other governmental entities and
the private sector in financing and delivery of services.
• Improve productivity and eliminate duplication of City functions through
assessment of programs and operations.
• Establish capital improvement project priorities based on long-range plans '
that are consistent with the City's Comprehensive Plan.
• Operate utilities and business programs in a responsive and fiscally sound
manner. '
• Expect service users to pay their fair share of program costs.
• Protect the City from catastrophic or unanticipated losses. '
• Link all initiatives to the City's Business Plan Goals and the six-year
projection model to better understand the long-term financial effects of
sustaining each initiative. ,
As a cornerstone of the City of Renton's financial management policy, the "fiscal
integrity" of the City will be of the highest priority. The City will strive to:
• Maintain the fiscal integrity of its operating, debt service, and capital
improvement budgets, which provide services and maintain certain public
facilities, streets and utilities. It is the City's intent to maximize the level of '
public goods and services while minimizing the level of debt.
• Restrict the expenditure of ongoing operating programs by not exceeding
the amount of ongoing revenue to finance those costs. Ongoing revenues ,
will be identified along with new program costs.
• Cash balances in excess of the amount required to maintain strategic
reserves may be used to fund one-time or non-recurring costs. ,
In an effort to strive for successful financial management and ensure the highest
credit rating for the City, the City will pursue the following objectives: 1) '
conservative but reasonable revenue forecasting; 2) budgeting practices which tie
recurring expenditures to recurring revenues; 3) contingency planning to deal with
uncertainties; 4) ability to make mid-year corrections; 5) strong budget controls; 6) '
institutionalized means of coordinating with other entities; 7) conservative
investment practices emphasizing the preservation of capital and liquidity; and 8)
engage all department administrators and senior managers in the development and '
management of their individual areas of budget responsibility.
11. Budget Process
The budget process is designed to meet the operations and service needs of the City
by integrating the planning and implementation of City programs and objectives
with the allocation of funds sufficient to support such services and programs. The
framework of the City budget was developed following the Government Finance ,
Officers Association's (GFOA) standards identified below:
Introduction ,
1-2
•
Establishes a Plan of Policy and Operation that allocates resources of the
City to achieve specific City goals and objectives and guides the City's
activities.
• Facilitates the Evaluation of City Programs by providing a means to
measurably examine the financial activities of the City departments over
time.
• Provides Management Information as a comprehensive recording of
information relative to both the character and scope of City activity,
' delivered in a format that facilitates the easy recognition of potential budget
performance problems and offers solution options from the senior
management staff.
' • Establishes Financial Control by controlling the allocation of revenue to
various activities through prioritization of programs/projects and allowing
' policy officials to ensure legality, accuracy and conformity to legislative
and administrative objectives.
' The City of Renton's annual budget shall be prepared using the following schedule
and process as its general guide:
1. Prior to June 1, the Mayor, City Council and Chief Administrative Officer
conduct a goal-setting retreat with the Department Administrators.
' 2. In June, the City Council, Mayor, Chief Administrative Officer and Finance
& Information Services Administrator meet to discuss budget schedule,
process, budget guidelines and budget preparation tasks.
3. In July, the Finance & Information Services Administrator prepares the
budget preparation package and the Mayor, Chief Administrative Officer
' and Finance & Information Services Administrator meet with Department
Administrators to distribute budget packets and discuss budget preparation.
' 4. On or before the second Monday of September, Department Administrators
submit to the Finance/IS Department the budget estimates and requests;
goals, objectives and programs; and budget charts/forms.
' 5. In mid-September, the Department Administrators meet with the Mayor,
Chief Administrative Officer and Finance & Information' Services
' Administrator to review budget requests. The Finance & Information
Services Administrator submits a preliminary balanced budget to the Mayor
and Chief Administrative Officer on or before October 15.
' 6. By mid-October, the Mayor, Chief Administrative Officer meet with each
Department Administrator to brief them on their Preliminary Budget,
' answer questions and discuss their role in the Council Budget Presentations.
7. On or before November 1, the Mayor submits a proposed balanced City
' Budget to the City Council.
' Introduction
1-3
8. On or before the first Monday of December, the final public hearing on the
proposed budget is commenced.
9. On or before November 30, the City Council sets the City's property tax
levies.
10. On or before December 31, the City Council adopts the final budget '
ordinance.
11. On January 31, the Final Budget Document is published and copies of final ,
budgets are to be sent to the State Auditor's Office, Municipal Research
Service Center, and other entities.
The main feature in the development of a budget format is to make the budget
document readable and understandable to the general public and City officials.
The budget must be developed in a format that will also provide sufficient detail in
financial, program and policy information to guide the departments in program
performance, and assist the City Council and administrative/finance staff in
program evaluation and monitoring. '
1. The budget should be a performance, financing and spending plan agreed to
by the Mayor, City Council, Chief Administrative Officer, Finance &
Information Services Administrator and Department Administrators. It
should contain information/data regarding expected revenues, expenditures
and program performance.
2. The City shall prepare and refine written policies and goals on an annual
basis to guide the preparation of performance, financing and spending plans '
for the City budget. Adopted budgets shall comply with the adopted budget
policies and the Mayor and City Council's priorities.
3. The annual budget should provide the following critical elements '
recommended by GFOA: public policies, financial plan, operations guide,
and communications device, and the budget document may be submitted to '
GFOA for certification if and when deemed beneficial to the City.
4. The City's budget presentation should display the City's service delivery ,
and performance plan in a Council/constituent-friendly format. The City,
therefore, will use a budgeting format to convey the policies and purposes
of City operations.
5. Decision-making for capital improvements will be coordinated with the '
operating budget to make effective use of the City's limited resources for
operating and maintaining facilities and capital projects.
Introduction ,
1-4
6. As established by City Council policy and direction from the Mayor and
' Chief Administrative Officer, Department Administrators will formulate
budget programs in line with the Mayor and City Council's priorities by
implementing such programs once they are approved.
The City Council adopts the budget by ordinance at the fund and department level.
Departments have management control over their budgeted line items; however,
the departments: 1) may not purchase capital equipment items in excess of$5,000
unless such items have been approved in the Department's budget, and 2) must
obtain approval from the Information Services Division of all computer and
information system equipment/software purchases. Any revisions that alter the
total expenditures of a department or affect the number of authorized employee
positions, salary ranges, hours, or other conditions of employment must be
' approved by the City Council. If a budget amendment is deemed necessary due to
extraordinary department expenses or the addition of state/federal grants, such
amendment will generally occur only one time during the year at year-end with the
adoption of a supplemental budget ordinance.
III. Basis of Accounting and Budgeting
A) Basis of Accounting
The basis of accounting used by the City sets forth when revenues and expenditures
or expenses are recognized in the accounts and reported in the financial statements.
Although the City prepares and adopts its annual budgets on a cash basis, all
governmental funds are accounted for using the modified accrual basis of
accounting. Their revenue is recognized when they become measurable and
' available. Expenditures are generally recognized under the full or modified accrual
basis of accounting when the related fund liability is incurred. All Proprietary
Funds are accounted for using the accrual basis of accounting. Under this basis of
' accounting, the revenues are recognized when they are earned and their expenses
are recognized when they are incurred.
' B) Budgets and Budgetary Accounting
The City of Renton's accounting and budgeting systems are organized and operated
on a fund basis. Funds are accounting entities used to record revenues and
' expenditures. Each fund is balanced, meaning total revenues equal total
expenditures. The budgeted funds are grouped into categories: General Fund,
Special Revenue, Debt Service, Capital Projects, Enterprise, Internal Service, and
Fiduciary/Trust.
Legal budgetary control is established at the fund level (i.e., expenditures for a fund
?, may not exceed that fund's total appropriation amount). The Mayor, Chief
r Administrative Officer and Finance & Information Services Administrator may
authorize transfers of appropriation within a fund, but the City Council must
Introduction
1-5
approve by ordinance any increase in total fund appropriations. Any unexpended
appropriation balances lapse at the end of the budget period. '
IV. Accounting,Financial Reporting, Forecasting, Information System
Integrity and Auditing Policies
The City of Renton shall establish and maintain the highest standard of accounting
practices. Accounting and budgetary systems shall, at all times, conform to
Generally Accepted Accounting Principles, the State of Washington Budgeting '
Accounting Reporting System and local regulations.
Accounting System: ,
• A comprehensive accounting system shall be maintained to provide all
financial information necessary to efficiently operate the City.
• The City shall meet the financial reporting standards set by the '
Governmental Accounting Standards Board.
Financial Reporting:
• Full disclosure shall be provided in all officially-published City financial
reports and bond representations.
• Annual financial report shall be prepared on a timely basis and in a '
comprehensive and cooperative fashion to meet or exceed the State
Auditor's Office standards and expectations.
• The City's budget documents shall be presented in a format that provides
for logical comparison with prior budget period actuals wherever possible.
• Reports outlining the status of revenues and expenditures shall be done
monthly in a format prepared by the Finance & Information Services ,
Administrator and coordinated with the Mayor and Chief Administrative
Officer and will be distributed to the City Council, Department '
Administrators and any interested party.
• The budget shall be produced so it can be directly compared to the actual
results of the fiscal year and presented in a quarterly budget status report. '
• All budget amendments, both revenues and expenditures, shall be noted in
the quarterly report.
Information Systems Integrity: '
• Provide the technology tools, information systems support and
uninterrupted level of information systems service to sustain the successful '
implementation and maintenance of a sound, reliable and efficient financial
management system.
• Ensure reliability and stability in the use of financial software, information ,
systems networks and support services in order to secure trust and
confidence in the City's financial management system.
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1-6
• Seek compatibility of financial software products, applications and support
services with the financial management team and users in an effort to
adhere to the City's fiscal goals and maintain fiscal integrity.
• Fully integrate systems software to provide all financial information in a
' format consistent with City policy to ensure that government programs
achieve desired goals by improving data reporting, creating more efficient
workflows, and enhancing speed and effectiveness in policy and
' management decision-making.
• Provide a comprehensive and dependable communications system through a
sound networking infrastructure between interconnected devices.
' • Protect against unauthorized access through information systems security
and controls while allowing staff the ability to access information directly
from the system.
tForecasting:
• Each year, the City shall update expenditure and revenue forecasts for the
' operating funds on an annual cycle, five-year forecasts for operating funds,
and for the capital improvement program for the next six years. Projections
shall include estimated operating costs for future capital improvements that
' are included in the capital budget.
• These estimates shall be presented to the City Council, Mayor and Chief
Administrator Officer in a form that will facilitate budget decisions and
strategic planning, based on a multi-year strategic planning perspective.
Auditing Policies:
• An annual audit will be performed by the State Auditor's Office and include
the issuance of a financial opinion. A Comprehensive Annual Financial
Report shall be prepared in accordance with generally accepted accounting
principles; distributed to the City Council, Mayor, Chief Administrative
Officer, Finance & Information Services Administrator, Department
' Administrators and any interested party; and may be submitted to GFOA
for certification if and when deemed beneficial to the City.
' V. Operating Budget Policies
' The City Budget is the central financial planning document that encompasses all
operating revenue and expenditure decisions. It establishes the level of services to
be provided by each department within the restrictions of anticipated City revenues.
1. The City will maintain a budgetary control system to ensure compliance
with the budget. The City shall prepare monthly status reports and
' quarterly budget status reports comparing actual revenues and expenditures
to budgeted amounts. If it has been determined by the City Administration
and City Council to be useful and meaningful, the City shall develop
Introduction
1-7
performance measures to be included in the annual operating budget
document.
2. The City Council shall establish City service levels and priorities for the
ensuing fiscal year prior to and during the development of the budget. The '
Mayor will then incorporate the City Council's objectives and priorities in
the City's budget proposal.
3. The City shall provide for adequate maintenance and appropriate '
replacement of capital facilities and equipment. The City shall provide for
maintenance schedules to ensure that facilities and equipment are ,
maintained so as to maximize its useful life span.
4. The City shall pay for all current operating expenditures with current '
revenues. The City shall not balance the General Fund budget through the
use of transfers from other ad valorem (based on value) funds,
appropriations from fund balances, or growth revenues such as service '
expansion fees, unless some special condition or circumstance should arise
necessitating such budget practice.
5. The City shall project capital outlay expenditures for a six-year period. ,
Projections shall include estimated operating costs of future capital
improvements included in the capital improvement budget, which will be
reviewed on an annual basis.
6. The administrative transfer fee from non-General Funds to the General
Fund is a payment for various services provided by the General Fund. The
amount of each year's transfer fees shall be based on estimated, reasonable
General Fund costs incurred by the non-general funds. ,
7. The City shall prepare a concise summary and guide to the key issues and
aspects of the operating and capital components of the budget to provide '
education and involvement of the public. The summary should be publicly
available for both the proposed budget and the adopted budget.
8. Anappropriate balance shall always be maintained between resources '
Y
allocated for direct services to the public and resources allocated for the
costs of administration. ,
VI. Revenue and Expenditure Policies '
The City of Renton shall seek to maintain the highest level of affordable and '
reliable services while maintaining fiscal responsibility based on the constraints of
the City's revenue resources and direction provided under the City's expenditure
policies. '
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1-8
Revenue Policies:
1. Revenue forecasts shall assess the full spectrum of resources that can be
allocated for public services. The revenue system shall be diversified as
protection from short-run fluctuations in any one revenue source. Should
' economic downturn develop which could result in (potential) revenue
shortfalls or fewer available resources, the City will make adjustments in
anticipated expenditures to compensate.
2. Revenue estimates shall not assume any growth rate in excess of inflation
for taxes (such as property tax, sales tax and fuel taxes) which generally
' will be based on projections provided by the state, unless the City has
identified firm and credible indicators to calculate revenue growth beyond
the level of inflation. Real growth that occurs will be recognized through
budgetary adjustments only after it takes place. This practice imposes
short-term constraint on the level of public goods or services. In the event,
' however, revenues are less than expected, it minimizes the likelihood of
severe cutback actions that may be disruptive to the goal of providing a
consistent level of quality services.
3. The investment of City funds will be made pursuant to the City of Renton's
Investment Policy as approved by the Mayor, Chief Administrative Officer
and City Council. Investment income earned through the City's pool of
invested funds shall be budgeted based upon the anticipated participation of
each fund.
4. The City shall establish and maintain Special Revenue Funds to account for
proceeds from specific sources to finance designated activities that are
' required by statute, ordinance, resolution, or State/Federal executive order.
5. Revenues from the General Fund shall be transferred each year into a trust
' fund at a level sufficient to pay for future public safety pension liability.
6. Revenues of a limited or indefinite term should be used for capital projects
or one-time operating expenditures to ensure that no ongoing service
programs are lost when such revenues are reduced or discontinued.
7. Grant applications to fund new service or capital programs with State or
Federal funds shall be reviewed by the City, as they become available, with
due consideration being given to whether locally generated revenues will be
required to support these programs when outside funding is no longer
available.
' 8. State, Federal, local and private grant funds may be utilized but only when
the City can be assured that the total costs and requirements of accepting
funds are known and judged to not adversely impact the City's General
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1-9
Fund, utility funds, or other City funds. Future impacts on the City budget ,
of all grant requests will be evaluated by the Finance & Information
Services Administrator. The Mayor, Chief Administrative Officer and
Finance & Information Services Administrator shall approve all grant ,
applications.
9. The City shall annually review all fees for licenses, permits, fines, rates and
other miscellaneous charges as part of the budget process. User charges
and fees shall be established based at a percentage of the full cost of
providing the service, unless otherwise provided by statute or regulation. ,
Full cost incorporates direct and indirect costs, including operations and
maintenance, overhead, and charges for the use of capital facilities. Other
factors for fee or charge adjustments may also include the impact of '
inflation, other cost increases, the adequacy of the coverage of costs, and
current competitive rates. The full cost of providing a service should be
calculated in order to provide a basis for setting the charge or fee. Any '
proposed rate adjustments, user charges and fees shall be presented to the
City Council for approval each year prior to the preparation and submittal
of the Mayor's proposed Annual Budget to the Council. ,
10. The City shall follow a vigorous policy of collecting all City revenues.
11. Deficit financing and borrowing shall not be used to support on-going City
services and operations. Expenses will be reduced to conform to the long-
term revenue forecast. Interfund loans are permissible to cover temporary '
gaps in cash flow, but only when supported by a well-documented
repayment schedule of short duration and at an interest rate based on the
Washington State Local Government Investment Pool. '
12. Current revenues shall be sufficient to support current expenditures.
13. The City shall maintain revenue and expenditure categories according to ,
State Statute and City administrative regulations.
Expenditure Policies: ,
1. High priority shall be given to expenditures that will reduce future
operating costs, such as increased utilization of technology and equipment
and prudent business methods. ,
2. If expenditure reductions are necessary, complete elimination of a specific,
non-mandatory service is preferable to lowering the quality of existing ,
programs below reasonable service levels.
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1-10
3. An appropriate balance shall be maintained between budget funds provided
for direct public services and funds provided for sound administration and
legal compliance.
' 4. Before the City undertakes any agreement that would create significant,
fixed ongoing expenses, the cost implications of such agreement will be
fully determined for current and future years.
' 5. All externally-mandated services for which full or partial funding is
available shall be fully costed out to allow for reimbursement of expenses.
The estimated costs of service will be budgeted and charged to the fund
performing the service. Interfund service fees charged to recover these
costs will be recognized as revenue to the providing fund.
6. The budget shall balance recurringoperating expenses to recurring
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operating revenue.
7. Expenditures shall be controlled and shall stay within the amount of
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appropriated funds.
8. The City shall attempt to maintain its present service level for essential
services within existing revenues. There will be no new services without an
appropriate trade-off of services and financial impact.
9. Should General Fund revenue estimates fall short of projected expenditures,
the Finance & Information Services Administrator shall convey, in
consultation with City Departments, service alternatives to the Mayor and
' Chief Administrative Officer. The Mayor or Chief Administrative Officer
shall communicate to the City Council the changes to the service program
that will match the projected revenues.
' 10. Organizations that are not part of the City, but which receive funding from
the City, shall not have their appropriation carried forward from budget-
cycle to budget-cycle unless authorized and directed by the Council.
Annual review and reauthorization of funding is required.
VII. Capital Improvement Policies
The City of Renton shall establish as a primary fiscal responsibility the
preservation, maintenance and future improvement of the City's capital facilities,
equipment and assets. Proper planning and implementation of sound capital
policies and programs will assist the City in avoiding fiscal emergencies and
unplanned capital costs in the future.
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1. A comprehensive multi-year (minimum six-year) plan for City capital
improvements shall be prepared and updated annually. An annual Capital '
Improvement Program will be developed and adopted by the City Council
as part of the City budget.
2. All projects included in the Capital Improvement Program shall be ,
consistent with the City's Comprehensive Plan. The goals and policies for
services, facilities, utilities and transportation should be followed in the ,
development of the Capital Improvement Program. The Comprehensive
Plan service level goals should be included in the Capital Improvement
Program. Virtually all of the projects included in the Capital Improvement ,
Program are based upon formal long-range plans that have been adopted by
the City Council. This ensures that the City's Capital Improvement
Program, which is the embodiment of the recommendations of these
individual planning studies, is responsive to the direction of the City
Council as contained in the Comprehensive Plan and supporting documents.
Examples of these documents are: the Parks and Recreation Plan, ,
Transportation Improvement Plan, and the Comprehensive Plans for Water,
Wastewater and Surfacewater.
hall be re
3. The Capital Improvement Programs prepared in consultation with
Council Committees for ongoing capital improvements, updated on an
annual basis, and executed in accordance with the plan. ,
4. Capital project proposals should include cost estimates that are as complete,
reliable, and attainable as possible. Project cost estimates for the Capital
Budget should be based upon a thorough analysis of the project and are
expected to be as reliable as the level of detail known about the project.
Project cost estimates for the Six-Year Capital Improvement Program will
vary in reliability depending on whether they are to be undertaken in the
first, third, or sixth year of the Program.
5. Financial analysis of funding sources shall be conducted for all proposed ,
Y g
capital improvement projects, in addition to listing the total project costs.
6. The City shall project its equipment needs (i.e., vehicle replacement and
maintenance needs for the next several years) and will update these
projections annually. From this projection, a maintenance and replacement t
schedule will be developed and followed. The intent of the maintenance
program shall be to maintain all its assets at an adequate level in order to
protect the City's capital investment and to minimize future maintenance
and replacement costs.
7. Although the City will generally finance projects on a "pay-as-you-go"
basis, the Council may conclude that the most equitable way of funding a
project that benefits the entire community will be debt financing (pay-as- '
Introduction ,
1-12
you-use) in order to provide capital improvements or services in a timely
' manner.
8. New private community development (including residential, commercial
' and industrial projects) shall pay for its fair share of the capital
improvements that are necessary to serve the development in the form of
system development charges, impact fees, mitigation fees, or benefit
' districts.
9. All revenues collected from Real Estate Excise tax shall be deposited into
the Municipal Facilities—Capital Improvement Fund and shall be used in
accordance with state law and the adopted Capital Improvement Program.
' 10. Capital improvement projects that do not follow the principles and concepts
of an adopted Capital Improvement Program, or which duplicate other
public and/or private services, will not be considered.
' 11. All capital project proposals shall be formulated and presented to the City
Council within the framework of a general capital budget and, except in
' exceptional circumstances, no consideration will be given to the
commitment of any capital funds, including reserve funds, in isolation from
a general review of all capital budget requirements.
12. Capital project proposals should indicate the project's impact on the
operating budget, including, but not limited to, long-term maintenance costs
necessary to support the improvement.
13. The Annual Capital Budget shall include only those projects that can
reasonably be accomplished in the time frame indicated in the plan. Each
budgeted capital project should include a projected schedule.
' 14. Capital projects that are not encumbered or completed during the fiscal year
shall be re-budgeted. All re-budgeted capital projects should be so noted in
the adopted Capital Budget. Similarly, multi-year projects with
unencumbered or unexpended funds will be carried over to the subsequent
year(s).
' 15. Capital projects shall not be budgeted unless there are reasonable
expectations that revenues will be available to pay for them and
subsequently fund their operations and services associated therewith.
16. Capital projects that involve intergovernmental cooperation in planning and
funding should be established by an agreement that sets forth the basic
responsibilities of the parties involved.
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1-13
17. A comprehensive inventory of all capital assets shall be conducted and
maintained to include estimates of actual value and remaining useful life. ,
18. Capital projects shall be financed to the greatest extent possible through
user fees and benefit districts when special benefit to users results from ,
construction of the project.
19. The City shall manage City-owned property proactively and strategically to
promote the public interest and, whenever possible, to enhance the City's
overall financial resources.
20. The City shall promote accountability to the public in its management of ,
City-owned property and shall be consistent and predictable to enhance the
private sector's confidence in the City as a reliable partner in development. '
VIII. Reserve and Fund Balance Policies
Sufficient fund balances and reserve levels are a critical component of the City's
financial management policies and a key factor in the measurement of the City's '
financial strategies for external financing.
1. Maintenance of an adequate fund balance for each fund to ensure sufficient
resources for cash flow and to mitigate revenue shortages or emergencies
shall be a priority. Prudent use of reserve funds enables the City to defray
future costs, take advantage of matching grant funds, and provides the City
with the ability to exercise flexible financial planning in developing future
capital projects.
2. The City shall maintain reserves required by law, ordinance and/or bond
covenants to ensure service levels, stability and protect against economic
downturns and emergencies. The City shall maintain reserves in the
General Fund in an amount not to exceed the amount established by current
ordinance. The City shall strive to maintain at the beginning of each fiscal
year a cash balance of no less than 8.3% of total budgeted operating
expenses for the General Fund and a cash balance of no less than 12% of
total budgeted operating expenses for enterprise funds (e.g., utilities, golf
course, airport) in order to provide sufficient cash flow to meet daily '
operating expenses.
3. Replacement reserves based on historical value shall be established for any ,
equipment, furnishings, and computer software should the need continue
beyond the estimated initial useful life, regardless of whether the equipment
is acquired via lease, gift or purchase. An amount equal to the depreciation
shall be included in the service charges paid by City departments to the
various Internal Service funds (Equipment Rental, Insurance, Insurance ,
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1-14
Healthcare). The furnishings reserve may be used for building
' rehabilitation and will be replenished until cost is fully recovered. This
shall permit the accumulation of cash to cost-effectively replace these
assets and smooth out future budgetary impacts. The City shall also
maintain a fixed asset system that will identify all City assets.
4. The City shall strive to have sufficient premiums paid annually by the
insured City Departments to cover all of the actuarial estimated current
claims, eliminate any prior claims payment deficiencies as scheduled by the
actuarial, and build up the individual departments' reserve accounts to the
actuarial recommended levels.
5. Premiums paid into other self-insurance funds must remain with the fund
' until the fund is dissolved. Premium payment schedules shall be updated
and rates revised as necessary at least annually.
6. The City shall strive to have funds set aside into a contingency reserve
account equal to eight percent (8%) of the General Governmental budgeted
operating expenses to provide financial support to cover unforeseen or
catastrophic events and emergencies and meet the insurance actuarial
needs. This contingency reserve account can only be used for catastrophic
or unanticipated losses outside insured limits or unexpected fiscal
' conditions.
7. The City shall strive to have funds set aside into an "anti-recessionary"
reserve account equal to three percent (3%) of the General Governmental
budgeted operating expenses to provide financial support to cover an
unanticipated decrease in General Governmental revenue resources during
the fiscal year.
' Internal Service Fund Policies:
1. The City shall fund certain asset replacement reserves through depreciation
charges paid to the Internal Service Funds.
2. Internal Service Funds may be considered part of the City's fiscal reserves.
Restriction to fund reserves will be judged as to their adequacy in terms of
projected needs:
a. The City shall maintain an Equipment Rental and Replacement fund
and appropriate funds to it annually to provide for the maintenance
and timely replacement of equipment. The reserve portion shall be
maintained in an amount adequate to finance the replacement of
' equipment. The replacement of equipment shall be based upon
either an adopted equipment replacement schedule or on an as-
needed basis.
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I-IS
b. The City shall maintain a LEOFF 1 Healthcare Insurance fund and
shall appropriate funds to it on an annual basis to provide for the ,
payment and administration of the self-insurance services for health
care benefits for all LEOFF 1 Retirees and provide an adequate
amount of reserves for cash flow purposes. ,
c. The City shall maintain a Healthcare Insurance fund and will
appropriate funds to it on an annual basis to provide for the payment
and administration of the self-insurance services for health care L
benefits for all active city employees and provide an adequate
amount of reserves for cash flow purposes. ,
d. The City shall maintain an Insurance fund for the purpose of
centralizing, funding and tracking all insurance premiums,
deductible payments, reserves for projected case loss on an annual ,
basis, all other costs relating to risk management, unemployment
compensation, and worker's compensation.
3. The City shall maintain an insurance reserve for property, casualty, and
medical claims in an amount equal to consultant or actuarial requirements.
4. The City shall replenish the insurance reserve portion of the insurance fund
in the following year either by transfer or premium.
5. The City shall budget termination benefits in non-departmental budgets in
an amount equal to average termination costs.
Utility Fund Policies:
1. The City shall establish and maintain separate utility operating and capital
improvement funds and budgets for each of its utility operations in order to
provide for proper fund management, financial planning and long-term
solvency of each City operated Utility.
2. Utility rate studies shall be conducted at least every six years to update
assumptions and ensure the long-term solvency and viability of the City's
Utilities. ,
3. Utility rates and capital fees shall be reviewed annually and necessary
adjustments made to account for inflation, construction needs, maintain
bond covenants, and avoid major rate increases.
4. The City shall strive to set aside each year an amount not less than 15% of ,
the Water, Wastewater and Surfacewater Utility's operating budget to fund
capital projects from rates. Each Utility shall budget and fund a reasonable
amount of the cost for "depreciation" of capital assets as an expense within
the Utility's operating budget.
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1-16
5. General Facilities Charges (GFCs) shall be established at levels to ensure
that all customers seeking to connect to the City's utility systems shall bear
their equitable share of the cost of both the existing and future systems.
6. The Utilities shall minimize dependency on debt funding capital projects.
In order to avoid major periodic rate increases, each Utility shall strive to
maintain its annual debt payments at such levels that will provide an
aggregate balance with the amount of funds budgeted for depreciation and
capital outlay from rates.
7. The operating and maintenance costs of each of the Utilities shall be funded
at a level that will preserve the intended life and functional requirements
of each Utility system. Costs shall be evaluated and monitored to ensure
' that the Utilities are operated in a cost effective and economically prudent
manner.
8. The City shall strive to maintain minimum debt service "coverage"with the
net revenue (gross revenue of the Utilities less operating and maintenance
expenses) of the combined Utilities being at least 1.5 times the actual debt
and the net revenue of the individual Utility being at least 1.3 times the
actual debt.
9. Water rate structure shall be designed to reward conservation of water
resources and discourage excess
usage.
IX. Investment Policies and Cash Management
IEffective financial control of the City's daily operations is an important part of the
City's overall fiscal management practices. Achieving adequate cash management
and investment control requires sound financial planning to ensure sufficient
revenues are available to meet current expenditures of any operating period.
' 1. The City shall manage and invest its residual cash through the City
Treasurer on a continuous basis in accordance with the City's investment
policies and within the guidelines established by the Washington State
Statutes based upon the following order of priorities: 1) safety, 2) liquidity,
and 3) yield.
2. The City shall maintain a cash management program that includes
collection of accounts receivable, disbursement of funds, and prudent
investment of its available cash.
3. As permitted b law and Ci ordinances and to maximize the effective
P Y City
investment of cash, all liquid funds needed for general obligations may be
I Introduction
1-17
pooled into one account for investment purposes. The income derived from
this account shall be distributed to the various funds based on their average ,
balances on a periodic basis. Proceeds of the bond issues shall not be
pooled with other assets of the City but shall be invested as provided by
applicable bond ordinances. '
4. The Finance & Information Services Administrator shall periodically
furnish (i.e., monthly reporting) the Mayor, Chief Administrative Officer,
City Council and Department Administrators with a report that should
include the amount of interest earned to date on all funds. An annual report
will be provided which will summarize investment activity for the year and
will give the rate of return for the year.
5. State and local laws require an annual audit of the financial records of the ,
City. That audit will include a review of all investment activity for the year
to review compliance with these investment procedures.
6. Sufficient cash shall be maintained to provide adequate funds for current
operating expenditures. ,
7. The Finance & Information Services Administrator shall select its official
banking institution through a formal selection process in order to provide '
the City with the most comprehensive, flexible and cost-effective banking
services available.
8. The City shall deposit all funds promptly generally on the same day the ..
funds are received.
X. Debt Management Policies
The success of the City funding capital projects is highly dependent upon sound
financial planning objectives and strategy of implementation. The issuance of debt
by the City and the amount of debt is an important factor in measuring the City's
financial condition and performance. A debt policy can assist the City Council,
Mayor, Chief Administrative Officer, Finance & Information Services
Administrator and staff to integrate the issuance of debt with other long-term ,
planning, financial and management objectives. The policy also requires an
evaluation of the impact of each debt issue on the City's overall financial position,
in addition to providing guidance to the City Council, Mayor, Finance & ,
Information Services Administrator and staff to not exceed acceptable levels of
indebtedness. All capital projects debt financing shall be coordinated and managed
by the Finance & Information Services Administrator in order to ensure efficient
financial planning, implementation and cost-effective underwriting services.
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1-18
I. The City shall not use long-term debt to finance current operations. Long-
term borrowing shall be confined to capital improvements or similar
projects with an extended life when it is not practicable to be financed from
current revenues.
2. Debt payments shall not extend beyond the estimated useful life of the
project being financed. The City shall keep the average maturity of general
' obligation bonds at or below twenty years, unless special circumstances
arise warranting the need to extend the debt schedule to twenty-five years.
' 3. The City shall maintain good communications with bond rating agencies
concerning its financial condition, and will take all appropriate and
responsible measures to sustain a quality bond rating with continuous
' financial management efforts to enhance the City's bond ratings.
4. The City shall not utilize lease purchases, except for computer equipment,
real property acquisitions or in the case of extreme financial emergency
with specific approval of the City Council. If lease purchasing is approved
by the City Council, the useful life of the item must be equal to or greater
than the length of the lease.
5. The City shall determine the most practical and cost-effective ways of
securing interim funding for City capital projects.
6. The City may issue interfund loans rather than outside debt instruments to
meet short-term (generally not to exceed two years) cash flow needs.
Interfund loans will be permitted only if an analysis of the affected fund
indicates excess funds are available and the use of these funds will not
impact the fund's current operations. All short-term borrowing will be
subject to City Council approval by ordinance or resolution and will bear
interest based upon prevailing rates set through the Washington State Local
Government Investment Pool.
7. Before initiating any debt financing of capital projects, the City shall
identify whenever possible alternative sources of funding, including all
applicable state and federal grant and low-interest loan programs, and shall
examine the availability of those sources in order to minimize the level of
debt.
8. Where possible, the City shall use special assessment revenue or other self-
supporting bonds instead of general obligation bonds.
9. Long-term Borrowing:
a. Long-term general obligation debt shall be incurred when necessary
to acquire land or capital assets based upon the ability of the City to
pay. This debt shall be limited to those capital improvements that
' Introduction
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cannot be financed from existing revenues and when there is an '
existing or near-term need for the project. The project should also be
integrated with the City's long-term financial plan and Capital
Improvement Program.
b. Before securing municipal financing for public works capital
projects, the City shall investigate the availability and eligibility of
funds from the State Public Works Trust Fund Loan program. The
City shall also pursue the availability and conditions of funds from
the State Local Option Capital Asset Lending program for the
acquisition of any major equipment or real estate.
10. Short-term Borrowing:
a. Short-term lines of credit, tax or Revenue Anticipation Notes may
be used only when the City's ability to implement approved
programs and projects is seriously hampered by temporary cash '
flow shortages. In general, these Notes shall be avoided. No other
form of debt shall be used to finance ongoing operational costs.
11. A significantly larger portion of the citizens should benefit from projects ,
financed by general obligation bonds.
a. General Obligation Bond (Voted): '
• Every project proposed for financing through general obligation
debt should be accompanied by a full analysis of the future
operating and maintenance costs associated with the project.
• Bonds cannot be issued for a longer maturity schedule than a
conservative estimate of the useful life of the asset to be
financed. ,
b. Limited Tax General Obligation Bond(Non-Voted):
• As a precondition to the issuance of limited tax general
obligation bonds, all alternative methods of financing should
have been exhausted.
• Limited tax general obligation bonds should only be issued ,
under certain conditions: 1) a project in progress requires monies
not available from alternative sources, 2) matching fund monies
are available which may be lost if not applied for in a timely ,
manner, or 3) catastrophic conditions exist.
• The City should avoid issuing general obligation (non-voted)
debt beyond eighty percent (80%) of its general obligation debt
capacity.
12. The City shall use refunding bonds where appropriate when restructuring its
current outstanding debt and/or improving restrictive bond conditions.
Introduction
1-10
R
13. The City shall establish a close financial teamwork environment between
the Mayor, Finance & Information Services Administrator, Legal Counsel,
legally certified and credible bond counsel, and managing underwriter in
order to effectively plan and fund the City's capital improvement projects.
' Through a competitive selection process conducted by the Finance &
Information Services Administrator with consultation with the Mayor,
Chief Administrative Officer and Legal Counsel, the City Council shall
' approve the most qualified managing underwriter and bond counsel. These
services shall be regularly monitored by the Finance & Information
Services Administrator to ensure quality debt funding services.
14. Prepare a standard process for planning and establishing debt financing for
' capital projects which clearly defines: a) the timing for debt financing, b)
the role of the various participants in the financing process and c) the steps
of the process, which need to be completed in order to achieve successful,
project funding.
15. Negotiate the most competitive pricing on debt issues and broker
' commissions in order to ensure a favorable value to the City's customers.
16. Provide appropriate educational resources to assist the City's customers to
improve the planning and understanding of the financing of City capital
improvement projects and the financial impact to the customer.
17. City Council approval is required prior to the issuance of debt. In addition,
an analytical review shall be conducted prior to the issuance of debt to
determine if there are reasonable alternatives and to reduce the cost of
borrowing.
18. Unless otherwise justified, the City will use bond proceeds within the
established time frame pursuant to the bond ordinance, contract or other
documents to avoid arbitrage. If arbitrage occurs, the City will pay the
amount of arbitrage to the federal government as required by IRS
regulation. The City will maintain a record and reporting system to meet
the arbitrage rebate compliance requirement of the IRS regulations. For
each bond issue not used within the established time frame, the calculating
rebate payments and remitting of rebatable earnings to the federal
government shall be made in a timely manner in order to preserve the tax-
exempt status of the outstanding debt. The City may contract with a firm
specializing in arbitrage compliance for records and reporting services.
' Introduction
1-21
City of Renton Major Revenues—2006
Revenue Economic Review
ev /
As a non-charter code city, the City of Renton has statutory authority to levy or assess all '
revenues generally available to all classes of cities and towns in Washington State. This
section analyzes the major revenues utilized and available to the City.
Revenues by Type—All Funds '
Includes General Government,Dedicated Funds,Capital Projects,Utilities,Golf Course and Internal Funds
Miscellaneous Property
14% 16% '
Sales
14% 'Taxes
Utility 39%
Charge for Service 7% '
30%
Gambling
2%
Other Governments License/Permits Other Taxes '
10% 4% 3%
Revenues by Type—General Government Funds
Includes General Fund(Police,Fire,Administration,Economic Development,Public Works),Parks,Streets,
Library/Museum,and related Debt Service
Property ,
Miscellaneous 30%
9%
Charge for Service ---
5% Sales Taxes
25% 79%
Other Governments
4%
License/Permits
5%
Other Taxes Gambling Utility ,..
5% 14°0
Introduction
1-22
City of Renton Major Revenues—2006
Voter Initiatives
Voters have approved for the ballot and subsequently passed a series of initiatives aimed at
reducing and limiting the future growth of governmental revenues (or taxes depending on
your perspective). They have been:
• Initiative 695 - November of 1999.
o reduced motor vehicle excise taxes to$30
o required voter approval of future tax increases
o ruled unconstitutional by the Washington State Supreme Court
o motor vehicle excise tax subsequently reduced by state legislature
o $640,000 annual tax reduction in Renton(based on actual receipts in 1999)
' • Initiative 722 - November of 2000.
o would have repealed any tax or fee increases in the last half of 1999
o limited property tax growth to 2%per year
o ruled unconstitutional by Washington State Supreme Court
• Initiative 747—November 2001
' o establishes new property tax "limit factors"
o I% or Implicit Price Deflator increase(which ever is less)over the highest of the
' district's three previous annual property tax levies
o Taxing districts could levy higher than the limit factor with voter approval.
o "Banked capacity" still available
• Initiative 776—November 2002
o Limits total motor vehicle license fees to$30
o Reduces transportation funding
These initiatives have dramatically altered the local government revenues available to fund
community services and programs. The issues raised by each are included in the detailed discussions
below.
General Fund - Taxes
' Property Tax—statewide average rate $2.80
State laws regarding the property tax have evolved over the past century. While remaining
relatively stable for most of the 20`h century, many changes have occurred in the last few
years. The property tax laws are very complicated and difficult to comprehend. Here are
some of the highlights.
Limits -
' • The constitution limits total regular property taxes to I% of assessed values.
• The constitution permits "excess levies"to exceed the 1% limitation. (These are typically
voted general obligation bonds such as for school levies.)
Introduction
1-23
City of Renton Major Revenues—2006
• Cities are limited to ,
per 3.60 $1 000 of assessed value.
$ p
• The maximum increase in annual property tax levies is limited to Implicit Price Deflator
or 1% (whichever is less) over the highest amount levied since 1986.
• Cities that have not previously used all of their available property tax capacity can use
it in future years. This is known as "banked capacity".
• New construction or annexed areas are subject to the existing tax rate and not subject
to the IPD or I% limitations when first added to the city tax rolls. '
• A public hearing is required which focuses on the overall financial need for the property
tax to pay for services and on the amount of proposed increase for the budget year. ,
Mechanics
• The County Assessor provides assessed values to the County Treasurer as the basis for ,
the tax computation.
• The County Treasurer assesses the tax each February for that year.
• The Assessor revalues subject properties annually. The reassessments are illustrated '
in the graph below.
• With limits on the amount that can be collected, and no limits on assessed values, the ,
levy rate is adjusted as needed. The following illustrates this dynamic using real
information from the City of Renton and various assumptions for the future.
Example using average home value in Renton ,
2004 2005 2006 2007 2008 2009 2010
Value 1 233,500 249,600 253,094 265,749 279,037 292,988 307,638
revaluation 5% 7% 1% 5% 5% 5% 5%
Levy Rate 2 $ 3.240 $ 3.220 $ 3.207 $ 3.085 $ 2.968 $ 2.855 $ 2.746
City Tax $ 756.54 S 803.71 $ 811.75 $ 819.87 $ 828.07 $ 836.35 $ 844.71
Total Taxes 2 $ 2,687.59 $ 2,990.21 $ 3,020.11 $ 3,050.31 $ 3,080.81 $ 3,111.62 $ 3,142.74
levy rate 11.51 11.98 11.93 11.48 11.04 10.62 10.22 ,
Notes:
1-The 2005 home value illustrated is the average home value in Renton as reported by the County Assessor
2-Levy rate includes properly tax for bond financing approved by voters related to senior housing
3-Assumes 1%growth limit on total taxes which can be affected by voted school levies
Effect of City Council Policy Decisions Regarding Property Tax: '
Raising the tax levy on existing properties by 1% while assessed values increase still results
in a lower tax levy as the I% increase is less than the increase in assessed values.
Introduction
1-24
M City of Renton Major Revenues—2006
ON Total property tax assessed in Renton
34%
■County
■State-School
City ❑School Dist.
27% ❑City-Gen.
23% ■City-EMS
12% 4%
as
Total Property Taxes
22,000,000-
21,000,000.,
20,000,000 An increase of 1% results in about $209,705 of new
19,000,000 revenues in 2006. The additional increased revenue
18,000,000 results from assumptions that additions to the tax base
17,000,000from new construction will be about $250,000,000.
16,000,000
15,000,000
2002 2003 2004 2005 2006
2005 2006 20.07 2008 2009 2010
Property Taxes Actual Forecast Forecast Forecast Forecast Forecast
Assessed Values 6,476,973,084 7,163,861,699 7,522,054,784 7,898,157,523 8,293,065,399 8,707,718,669
Levy Rate 3.1500 3.0747 2.9576 2.8449 2.7365 2.6323
Total Tax Levy 20,724,400 22,026,707 22,246,974 22,469,444 22,694,138 22,921,080
8,000,000,000
7,000,000,000
6,000,000,000
' 5,000,000,000
4,000,000,000
3,000,000,000
2,000,000,000 Average annual increases for Past decade exceeds 9%
1,000,000,000
' 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
' Introduction
1-25
City of Renton Major Revenues—2006
Total and City Property Tax Rates in Selected King County Cities
Levy Rates Total Taxes
14.00 250,000,000
12.00 '
200,000,000
10.00
8.00 150,000,000 '
6.00 100,000,000 '
4.00
50,000,000 '
2.00
a _Other ,
city
po F� gam t Total Tax
1
Allocations to other Funds ,
2004 % 2005 % 2006 %
General Fund $ 8,838,650 45.12% $ 9,869,700 47.62% $ 9,597,388 43.57% '
Parks 4,806,200 24.53% 5,135,400 24.78% 5,976,976 27.14%
Streets 3,014,500 15.39% 3,221,000 15.54% 3,676,378 16.69%
Library 1,893,800 9.67% 1,455,200 7.02% 1,768,712 8.03%
Debt Service 1,036,100 5.29% 1,043,100 5.03% 1,007,253 4.57% ,
Total $ 19,589,250 100.00% $ 20,724,400 100.00% $ 22,026,707 100.00%
Prospects for the future—The City has a very vibrant property tax base. The latest increase ,
in assessed values of existing property was close to 20% over a four year period. While the
values have increased, tax policy instituted by the City kept the growth in tax amount below
the growth in assessed value resulting in a reduced tax levy (assessed value =tax amount = ,
levy rate).
The effect of recent initiatives has been to reassign the policy role for tax policy from the
City Council to the people by requiring a vote on tax increases above one-percent. (See
explanation at the beginning of this section).
The forecast for future years assumes the Council continues to control the growth of property
tax revenues to one-percent for each year.
Introduction
1-26
IN City of Renton Major Revenues—2006
to
Sales Tax—278 of 288 cities impose full.85%for General Government
Sales taxes are collected by the State and distributed to the city. The rate available to cities is
made up of two components. The first component is .5%. The second is also .5% of which
.15% is provided to the county resulting in a total amount for city general revenues of.85%.
There is an additional .01% sales tax restricted to use in city criminal justice programs as
well.
The overall tax rate in Renton is 8.8%. Therefore, the City receives less than ten percent of
the total sales tax collected. Below is a graph which illustrates the distribution of the sales
tax.
IW
Rate
■State 6.50%
6.467 ■City .85%
0.85 ❑County .15%
0 Metro .60%
0.6 ®Transit .90%r,
■RTA .40%
0.15 ■Criminal Justice .10%
0.033 1
g� E]0.2 Stadiums 33%
This table depicts the history of the sales tax and the forecast.
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
(thousands) Actual Actual Actual Actual Actual Actual Actual Actual Budget Forecast
Total Tax 12,583 13,921 14,127 14,964 15,343 15,038 16,007 16,654 17,328 18,038
Percent Change 10.63% 1.48% 5.93% 2.53% -1.99% 6.45% 4.04% 4.05% 4.10%
20,000,000
Total Sales Tax Receipts
18,000,000
+r
16,000,000
14,000,000 ,. .._
12,000,000 43%Growth over ten years _�_,. ��.,.. .....
10,000,000
8,000,000
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Introduction
1-27
City of Renton Major Revenues—2006 W
The city's overall tax base is well balanced. The automotive sales and construction
categories of sales taxes are the largest. This suggests the need to be vigilant in watching
these aspects of our economy to prepare for any potential down-turns. '
Economic Review/Prospects for the Future —The regional economy was strong during
much of the 1990's. As a result, the sales tax revenues grew an average of 6.7% per year '
during that time. The national recession in 2001 and 2002 had a dampening effect on retail
sales. Since 2000, sales taxes have grown 4.5%.
The regional economy is continues to diversify. The Boeing Company is still the major ,
employer in the region, but now it is joined by Microsoft and numerous biotech and other
companies. However, the regional recession affected many industries. The aerospace
industry experienced significant layoffs and a sharp drop in airplane orders from which it has
yet to fully recover. The technology sector went from the "dot.com" days, to the "dot.bust"
days and has since recovered as well.
The retail activity began to decline in mid-2001. Sales in 2002 were actually 2.4% less than
2001, however have since grown in 2003 and 2004 by 6.4% and 4.0% respectively.
City budgets are very reliant ,
on sales tax, and sales tax can Sales by Sector
be affected by cyclical/big '
ticket items. Automobile 21°/ 7% 7°/ ■General Merch.
E3 Electronics
sales represent 24% of total
° °
sales in the city. These are 7% 13 Furniture
subject to greater economic 13 Services ,
swings than most other 1 1% ■Other General Retail
sources of local government 24°/ ❑Construction ,
°
revenues. iie 8% ■Automotive
A forecast for sales taxes was 15% 13 Other Categories
prepared for the city by Doug ,
Pedersen and Associates. The key observations provided by this report include:
• The number of Boeing employees have dropped over the past six years by 25 percent. '
• During the decline of Boeing jobs(six years) all other employment in the city has remained
constant(despite the recession of the past few years).
• A pickup in the Boeing 737 production and employment in the general Puget Sound area should '
result in population and employment growth in Renton at 2%per year,twice the regional pace.
• Taxable retail sales will grow at about six percent per year which will be 1/2 percentage point
higher than regional growth.We have forecasted slightly more conservative sales tax revenues for
purposes of this budget.
Additionally,we have recently learned of planned expansions at some of the city's larger retail '
centers. These should also help the city reach its forecasts for sales tax growth in 2006.
Introduction t
1-28
.. City of Renton Major Revenues—2006
+� Change in Sales Tax by Sector
3,000,000-
2,500,000- ■YTD Sept.04
2,000,000 IN YTD Sept.05
1,500,000
1,000,000
500,000--
01
�cac�4\Jc�o `�5��a\oc og��\e P oROU,e e�¢� 10 ZIP°c\c�e` ZIP 1ZP ,�e�� le,
5 F c e
l '<< GzC d
' Note: The State reorganized some categories in 2005 such as furniture and electronics.
For the longer term, Renton will continue to attract commercial, retail and residential
' development interest. Plans to develop/redevelop the Boeing site are a good example of the
prospects that exist. Market conditions make it likely that major mixed use space (office,
retail and residential) will be added to the inventory soon. The city will continue to be
' proactive in its efforts to keep our local economy moving forward.
Voter Initiatives and the"Streamlined Sales Tax"
The sales tax should not be impacted by voter initiatives, however a potential change in state
' law may have a significant impact. A complicated issue known as "Streamlined Sales Tax"
and a component of it called"sales tax sourcing" would displace up to $1 million in Renton
' sales taxes annually. The tax would be allocated by the state to the delivery destination
rather than the original point of sale. For example, if a business products retailer delivered its
goods via truck to a point outside the city, that delivery destination would be credited with
1 the sale rather than Renton. Without a way to resolve this dislocation of local revenues the
cost to Renton would be about 1/5`h of its retail sales tax. This legislation was stalled in
2005, but cities such as Renton have worked hard to find a way to adopt the new rules
' without harming our ability to meet service needs of our communities. We believe these
solutions will result in adoption of these new rules more likely in 2006.
Business and Occupation Tax (B&O)-35 of 288 cities impose
The City of Renton does not levy a B&O tax. State law permits a tax of up to .2% on
business activity with specific exceptions. It is estimated that a .2% B&O tax would result in
' revenues of several million dollars annually.
The B&O tax is unpopular with the business community, as it makes no provision for
' profitability of the business. State law specifically directs that the tax not be passed on to
consumers (directly). As a result, the tax is imposed in 35 of the 288 cities in Washington
State. This is no plan to propose a B&O tax in Renton.
' Introduction
1-29
City of Renton Major Revenues—2006
Utility Taxes—average of 133 of 288 cities impose
State law enables cities to levy utility taxes on natural gas, telephone and electricity in an
amount up to six percent (6%) of the total charges (unless a vote of the people permits a
higher rate or a higher
rate was 12,000,000 Utility Tax
"grandfathered" such ■Natural Gas
as in Seattle). A tax i 10,000,000
s
e,000,000
also permitted on solid ■Cellular Phone■City Utilities
waste, water, sanitary 6,000,000 ❑Telephone
sewer and storm sewer 4,000,000 0 T Cable
2,000,000
utilities. No rate ■Transfer Station
limitation exists on ■Electricity
0
this second category of 2002 2003 2004 2005 2006
utilities.
Utility Taxes 2005 2006 $ % '
2002 2003 2004 Budget Forecast Difference Difference
Electricity 2,899,375 2,977,193 2,820,262 3,251,700 3,251,700 0.00%
Transfer Station 365,149 387,710 395,038 400,000 400,000 - 0.00% '
TV Cable 464,019 595,989 626,565 591,000 664,977 73,977 12.52%
Telephone 1,334,234 1,289,485 1,250,640 1,326,100 1,238,165 (87,935) -6.63%
Cellular Phone 1,043,568 1,137,232 1,219,051 1,136,900 1,327,084 190,184 16.73%
City Utilities 1,724,730 1,856,450 1,756,462 1,810,200 1,929,210 119,010 6.57% '
Natural Gas 1,067,570 836,315 1,038,968 1,263,900 1,263,900 - 0.00%
TOTAL 8,900,647 9,082,377 9,108,991 9,779,800 10,075,036 295,236 3.02%
This revenue source could be affected by federal legislation. Congress has considered
various bills that would limit the definition of"telephones" as it relates to emerging
technology. This could eliminate such services as Digital Subscriber Lines (DSL) and Voice
Over IP (VOID) from taxation as a part of the telephone utility.
Cable TV Franchise—145 of 288 cities impose ,
Federal law permits a franchise fee on cable Cable Franchise
television of up to 5%. The City of Renton 700,000-
levies
00,000 levies the 5% franchise fee. Below is the table 600,000
depicting revenue from this source. 500,000
400,000 t
300,000
200,000
100,000
0 ,2002 2003 2004 2005 2006
2002 2003 2004 2005 2006 t
Actual Actual Actual Budget Forecast
Cable Franchise Fee 492,479 509,786 619,926 510,000 615,100
Rate of Change 3.51% 21.61% -17.73% 20.61% '
This revenue source should not be impacted by proposed initiatives.
Introduction ,
1-30
+� City of Renton Major Revenues—2006
Gambling Tax—128 of 288 cities impose
' A variety of gambling taxes are permitted by state law. This tax applies to bingo games,
raffles, amusement games, pull-tabs, and card games played within the city limits. State law
stipulates that this tax is to be used for related law enforcement services. The law
' enforcement budget is several times higher than the amount of gambling taxes received. The
table below depicts the types of gambling taxes permitted.
'
_,_____Gamblim Taxes Tax Rates z,3oo,000
Maximum City 2,200,000-
2,100,000-
Bingo
,200,0002,]00,000Bingo/Raffles 5% 5% I
2,000,000
Amusement Games 2% 2% 1,900,000
' Punchboard/Pull Tabs 10% 10% 1,800,000
1,700,000
1iI
Card Room Tax 20% 10% 2002 2003 2004 200; 2006
' Below is the activity from this tax.
2002 2003 2004 2005 2006
Actual Actual Actual Budget Forecast
Gambling Taxes 2,106,457 1,922,211 2,117,985 2,005,000 2,305,000
Rate of Change -8.75% 10.18% -5.33% 14.96%
This revenue source should not be impacted by proposed initiatives.
140,000- hold Excise Taxes
' Leasehold Excise Tax 120,000 t
100,000
This tax is collected by the state on private party 80,000
' leases for property that is in public ownership and 80,000
therefore does not pay property tax. The state rate is 40,000
12.4% of which the city is given 4%. 20,000
' Below is the activity from this tax source: 0
[I-
2002 2003 2004 2005 2006
2002 2003 2004 2005 2006
Actual Actual Actual Budget Forecast
Leasehold Excise 114,329 139,906 127,418 125,000 125,000
22.37% -8.93% -1.90% 0.00%
As the City owns and leases space to private parties (such as in city hall and the 200 Mill
Building, Pavilion Building), leasehold excise taxes will be paid in lieu of property taxes.
' This revenue source should not be impacted by proposed initiatives.
Admission Taxes
700,000 _
Admissions Tax—47 of 288 cities impose 800,000
500,000
State law provides for a 5% tax on admissions. The 400,000
city tax rate is the maximum 5% and applies to all 300,000
' private activity for which an entrance fee is assessed. 200,000
0
100,000
Introduction 0
' 1.31 2002 2003 2004 2005 2006
r
City of Renton Major Revenues—2006
The tax decreased from 2002 levels due to a reduction in Cirque du Soleil performances.
2002 2003 2004 2005 2006
Actual Actual Actual Budget Forecast
Admission Tax 632,715 526,846 476,424 325,000 335,000
-16.73% -9.57% -31.78% 3.08%
This revenue source should not be impacted by proposed initiatives.
Taxes—Summary
In total, the taxes assessed by the City of Renton for 2006 total over$58 million, an increase
of about $2.8 million or 5%. ,
The effect of voter initiatives on future revenue flexibility and potential legislative action
impacting sales tax revenues are concerns for future budgets.
Other Revenues
A variety of other revenues are part of the resources available to cities to provide services to '
citizens. These include:
o Licenses and Permits
2002 2003 2004 2005 2006
Actual Actual Actual Budget Forecast
Building Permits 1,927,102 2,186,611 2,298,133 1,526,500 3,008,114 '
Business License 2,333,878 2,139,911 2,086,040 2,107,600 2,013,784
Total 4,260,980 4,326,522 4,384,173 3,634,100 5,021,898
3,000,000 c ,
i
• Business Licenses - No increase in the 2,500,000
business license fees is proposed for 2006. 2,000,000 '
Eighty percent of the business license fees
are specifically used for transportation 1,500,000
improvements in Fund 317. The balance is 1,000,000 ■Building
in the General Fund. 500,000,
00,000 ■Business
• Buildings and Structure Permits activity o
fluctuates with the economy. Significant development 2002 2003 2004 2005 2006 '
at a few large commercial sites will keep revenues higher than anticipated for 2006.
o Intergovernmental:
2002 2003 2004 2005 2006
Actual Actual Actual Budget Forecast
State Shared Rev. 520,488 559,554 669,783 735,400 760,400
Gas Tax 1,113,837 1,124,415 1,131,300 1,139,600 1,226,100
County License Fee 466,822 11,684 - - -
Fire District Contract 1,054,478 1,113,213 1,165,639 1,100,000 1,100,000 '
Other 1,2629071 896,545 1,010,369 599,500 428,000
Total 3,950,874 3,693,727 3,977,091 3,5749500 3,514,500
Introduction
1-32
City of Renton Major Revenues—2006
• State Shared Revenues —This account includes liquor taxes, liquor"profits", and
criminal justice funding. The amount is set by the state based on population of
the incorporated areas.
• Gas Tax includes both the maintenance portion and the amount restricted to use
on city arterials. This entire source is restricted by the state for use on the city's
transportation system.
• County License Fees are the $15 addition to the car tabs that were rescinded by
Initiative 776. This was originally dedicated to transportation system
improvements.
• Fire District Contract—
1,400,000
The City provides 1,200,000
service to Fire District 1,000,000
25. This contract is 800,000
r related to that service. 600,000
400,000
• Other Intergovernmental 200,000
revenues include 0 `
2002
prisoner room and ■State Shared Rev. ■Gas Tax C3 County License Fee
board, COPs Ahead 13 Fire District Contract ■Other
Grant, and other
operating grants. No capital grants are included in these amounts.
o Charges for Services:
2002 2003 2004 2005 2006
Actual Actual Actual Budget Forecast
Safety&Security 561,518 427,236 458,608 676,000 656,300
y Development 1,035,736 2,136,196 1,256,978 808,900 1,213,700
Recreation 844,788 876,668 1,458,540 1,511,800 1,468,000
Mitigation Fees 1,912,319 1,237,051 1,820,252 1,025,000 1,025,000
Interfund 3,298,317 3,510,572 3,645,150 3,409,600 3,456,400
Other 67,229 88,924 207,205 64,700 136,600
Total 7,719,907 8,276,647 8,846,733 7,496,000 7,956,000
• Safety and Security fees primarily consist of home detention and electronic
monitoring fees.
4,000,000rharJDr Service
• Development plan check fees have grown ,
with the growth in the economy, with 3,500,000
' 3,000,000
2005 expected to have actual results well 2,500,000 �
above budget estimates. As a result, we 2,000,000
have increased the 2006 estimate above 1,500,000
the 2005 budget. 1,000,000
•
Recreation fees increased in 2004 as a 500,0000
result of the opening of the Aquatic 2002 2006 im 2004 2005 2006
Center. The quality of the programs is r-oDevelopment ■Recreation ■Interfund
attested to by the high demand for
' service.
Introduction
1-33
City of Renton Major Revenues—2006
• char is assessed to other cit funds for services rendered b
The mterfund service charge y y
the General Fund. These include payroll, accounting, legal, personnel, information ,
services and other services. Other interfund assessments are for engineering
services support of capital projects. This reflects the increase and the amounts need
to be carefully monitored. '
o Fines and Forfeits:
2002 2003 2004 2005 2006
Actual Actual Actual Budget Forecast
Total 1,043,199 991,753 1,025,151 999,000 732,350
-4.93% 3.37% -2.55% -26.69%
Fines assessed by the city include traffic citations, parking violations and misdemeanor fines '
assessed by state law through the court system.
• Almost all of the revenues are collected by Fines and Forfeits ,
the Municipal Court. The fluctuation in 1,100,000
this revenue source is a result of changes in 1,000,000
law enforcement activity and the results 900,000 '
from a higher court decision overturning 800,000
some past court decisions.
100,000
600,000
500,000 '
2002 2003 2004 2005 2006
o Miscellaneous
2002 2003 2004 2005 2006 '
Actual Actual Actual Budget Forecast
Interest Earnings 520,510 772,446 357,389 730,700 737,400
Rents 573,033 585,956 641,345 574,900 575,400 ,
Total 1,093,543 1,358,402 998,734 1,305,600 1,312,800
• Interest income results from investing
the city's reserve cash in accordance 800,000 Tote t and Rents - ---- -
with state law and city policy. The 700,000-
lower
00,000 lower interest rates have limited the 600,000
return on these investments over the 500,000
recent years. 400,000
We have shown the General 300,000 f
Government interest earnings 200,000
separately from the other city funds. 100,000
0
• A majority of the rents revenue comes 70111; '2006
®Interest ■Rent
from the recreation activity.
Introduction
1-34
City of Renton Major Revenues—2006
r
Special Revenue Funds —_
Hotel Motel Taxes—A 1%tax is levied on the sale or 160,000
charge for lodging in accordance with RCW 82.08 140,000
and RMC 5.18.1. The tax was authorized in 1998. 120,000
Revenues generated are to be used for capital items 100,000
related to tourism. Tourism is defined as anything 80,000
which brings in someone who is not from Renton. 60,000
The state law permitting the city to levy this tax 409000
requires a city over 5,000 population to have a 20,000
"Lodging Tax Advisory Committee" of at least five 0
members appointed by the Council. The committee ■Lodging Tax ■Marketing 2006
reviews the proposed use of the revenue (if it
changes) and advises the mayor and council.
2002 2003 2004 2005 2006
Actual Actual Actual Budget Forecast
Lodging Tax 148,797 143,960 154,114 150,000 150,000
Marketing Contribution 56,901 35,525 57,500 65,000 65,000
Interest Earnings 3,740 2,363 5,528 5,000 5,000
Total 209,438 181,848 217,142 220,000 220,000
Capital Project Funds — _____ Real Estate raa
4,500,000 -----------
Real Estate Excise Tax(REET)—The REET is 490009000
available to fund various capital improvements. It is 3,500,000
authorized by state law in two parts, with each having 3,000,000
slightly different types of capital improvements that can 2,500,000
be funded by the tax. The city has imposed the first t/4% 2,000,000
REET since at least 1985 and the second t/4% since 1,500,000
f
1992. The anticipated revenues to be derived by the 1,000,000
REET can fluctuate quite a lot based primarily on larger 500,000
commercial real estate activity. 0
2002 2003 2004 2005 2006
2002 2003 2004 2005 2006
Actual Actual Actual Budget Forecast
Debt Service 1,297,662 1,584,211 2,251,358 1,189,000 1,250,000
CIP Fund 1,297,662 1,380,402 2,231,993 1,500,000 2,000,000
Total 2,595,324 2,964,613 4,483,351 2,689,000 3,250,000
Introduction
1-35
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City of Renton Major Revenues—2006
Enterprise Funds —
Water and Sewer Rates—The water, sewer and Water and Sewer Fees
storm sewer rates fund most of the costs 9,000,000
associated with providing these services in our 8,000,000-
community.
,000,000 community. (Other sources include hookup fees 7,000,000
and interest earnings.) 6,000,000
The rates were very stable (as in no increases)for 5,000,000
many years. However, as costs have increased, 4,000,000
the need to maintain the systems and keep up 3,000,000
with increased costs have necessitated a careful 2,000,000
review of the rates. A rate study will occur in 1,000,000
2006. In the interim, a small rate increase has 0 _
been proposed for 2006. 3
p P ■Water ■Sewer ❑Metro 13 Storm
The comparative rates
chart to the right Comparative Utility Fees
illustrates the average 60 .._
monthly utility bill for
a single family 50
residence from
services provided for 40 ■Water
(or arranged for) by
the city. ■Sewer
30-
The
0 The city is very t El Storm
competitive with 20 ❑Solid Waste
similar/neighboring
jurisdictions. 10-
Increasing
0 Increasing costs result
in the need to raise o
rates periodically. Renton Kent Auburn Tukwila Coal Seate Bellevue '
Creek
The proposed rate
increases are: Water 3%, Wastewater 4%, and Storm Sewer 3%. '
2002 2003 2004 2005 2006 '
Actual Actual Actual Budget Forecast
Water Sales 6,120,656 6,401,984 6,938,951 6,844,600 7,164,939
Sewer Service 3,074,720 2,663,528 3,109,350 3,390,400 3,583,100
Metro Sewer Charge 7,338,790 7,678,319 7,707,187 8,553,600 8,418,000 '
Storm Sewer 2,227,355 2,442,811 2,709,055 2,439,200 2,540,281
Total 18,761,521 19,186,641 20,464,544 21,227,800 21,706,320
Introduction '
1-36
' City of Renton Major Revenues—2006
Golf Fees—The city golf course fund was -
created by ordinance 3884 in 1985. RCW Golf Course Green Fees
67.20.010 authorizes a city to construct and 1,350,000 �--
operate a golf course. Maplewood golf Course is 1,300,000
' owned and operated by the city. The course is 1,250,000
managed by the Community Services Department 19200,000
and it is operated as a separate enterprise fund of 1,150,000
the city. It is anticipated that user fees from 1,100,000
customers will pay the operating and capital costs 1,050,000
of the golf course. 1,000,000
' The golf course is also a water utility resource as 2002 2003 2004 2005 2006
it is the location of city wells that provide
drinking water to our community. The Comparative Golf Fees
use of this space as a golf course helps
preserve the quality of the well water Riverbend
for future generations.
The comparative rates chart to the right Foster
illustrates that the Renton course rates
are comparative with the market. Bellevue
' These rates are weekend rates for 18
holes of golf. Auburn
' Renton
$0 $10 $20 $30 $40
2002 2003 2004 2005 2006
Actual Actual Actual Budget Forecast
Course Revenue 1,873,218 1,828,357 1,816,305 1,914,200 1,941,880
Concessionaire/Pro Shop 417,559 406,206 423,362 454,000 465,000
Total 2,290,777 2,234,563 2,239,667 2,368,200 2,406,880
Introduction
1-37
This page is intentionally left blank '
Budget ata Glance
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Renton Citizens
City Council Mayor Muncipal Court Judge
Randy Carman,President Kathy Keolker Terry Jurod a
Toni Nelson,Terri Briere 425-430-6500 425-430-6550
Dan Clawson,Denis W.Law
Marcie Palmer,and Don Persson —�
425-430-6501
Chief Administrative Officer
Jay Covington
425-430-6500
Community Services Planning/Building/ Economic Development, Administrative, Judicial,
Dennis Culp, Public Works Neighborhoods, and and Legal Services
Administrator Gregg Zimmerman, Strategic Planning 425-430-6500
425-430-6600 Administrator Alex Pietsch,Administrator
425-430-7394 425-430-6580 Mayor's Office
Linda Herzog
Facilities ran
Peter Renner,Director Development Services Economic Development
Neil Watts, Director Ben Wolters,Director City Clerk/Cable Mgr.
Bonnie Walton
Maintenance Services
Leslie Betlach,Director Neighborhoods
Michael Stenhouse,Director i Court Services
Recreation ^^ - Joe McGuire,Director
Vacant, Director ] Transportation Systems Strategic Planning
Vacant, Director Hearing Examiner
Human Services Fred Kaufman
Karen Bergsvik,Manager Utility Systems
Lys Hornsby,Director i City Attorney
Library
Warren Barber Fontes,P.S.
Vacant,Director
Police Fire Human Resources Finance and �-
Garry Anderson,Chief A.Lee Wheeler,Chief and Risk Management Information Services
425-430-7503 425-430-7501 Michael Webby,Administrator Michael Bailey,Administrator
425-430-7650 425-430-6858
Operations/Support
Kevin Milosevich,Deputy Chief jArM Human Resources Finance
Linda Parks,Director
Patrol Operations
Civil Service Commission rr
Information Services
Patrol Services Administration/ Risk Management
Support Services 'L%�
Investigations Larry Rude,
Deputy Fire Chief
Administrative
Services Prevention Bureau
Staff Services
.. Training
Auxiliary Services
Disaster
Management
City of Renton Corporate Organization Structure
J3 at a q&nce,
' The Budget Process
The City of Renton develops its budget every year from February through
September. The Mayor and the Council review the City's revenues and
' services in order to determine if they need to make significant changes to the
budget.
' In reviewing the anticipated revenue,the Mayor's first priority is to ensure that
the City is able to continue providing the same levels of service. This may
require obtaining additional funds because the same service level now costs
more. For example, as our population increases, we need more police officers
to maintain the same response times.
City departments estimate the costs of providing existing base services for the
budget year. In addition, they submit requests for new programs that they
would like the Mayor to consider. The Mayor evaluates the department
requests and can recommend new programs for Council approval within the
context of the Council's adopted Business Plan Goals.
' The Mayor and the Council hold a strategic planning retreat in the spring of
each year in order to adopt these Business Plan Goals.At that time,the Council
sets policy direction and priorities for the next budget cycle. They also
determine whether the City's current levels of service are meeting the needs of
our community.
' The Mayor must provide to the Council by October 31 a proposed budget for
the following year. The Mayor also provides them with an estimate of expected
revenue in order to meet the costs of providing City services. The Council
reviews the budget and any revisions in November and December. It must
approve a balanced budget for all City expenditures by the beginning of the
budget year, which is January for the City of Renton. In order to obtain citizen
opinion about proposed expenditures, the City holds two public budget
hearings.
Once the Council adopts the budget, the Mayor must ensure that expenditures
are made within legal limits. If the economy changes or the City identifies
unanticipated needs during the year that require changing the budget, the
' Mayor will recommend those changes. A Council-adopted ordinance must
accompany all budget increases. If revenues fall short, the Mayor can make
decreases to the budget to ensure that the City does not overspend available
resources. The Mayor will work closely with the Council whenever changes to
the budget must be made.
' Budget at a Glance
2-/
1 Budgetary Basis and Basis of Accounting
The budget, as adopted, constitutes the legal authority for expenditures. '
Budgets are adopted on the cash basis of accounting. The annual budget is
adopted with budgetary control at the fund level, so expenditures may not
legally exceed appropriations at that level of detail. Transfers or revisions
within funds are allowed,but only the City Council has the legal authority to
increase or decrease a given fund's annual budget.
Basis of accounting refers to the point at which revenues or expenditures/ ,
expenses are recognized in the accounts and reported in the financial
statements. It relates to the timing of the measurement made regardless of the ,
measurement focus applied:
1. Accrual
Both governmental and business-type activities in the government-wide i
financial statements and the proprietary and fiduciary fund financial statements
are presented on the accrual basis of accounting. Revenues are recognized '
when earned and expenses are recognized when incurred.
2. Modified Accrual ,
The government funds financial statements are presented on the modified basis
of accounting. Under the modified accrual basis of accounting, revenues are '
recorded when susceptible to accrual: i.e., both measurable and available.
"Available"means collectible within the current period or soon enough
thereafter to be used to pay liabilities of the current period. ,
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Budget at a Glance 1
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Table 2-1. Schedule oI'lhe Budget Process
Description Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan
The budget process and time limits are established by State law. The City of Renton adjeres to thefollowing procedures.
1 The Mayor,Council and staff meet to set priorities(Council/staff
Retreat.)
2 Council Committee of the Whole adopts the Business Plan Goals and
Strategies.
3 Budget instructions,salary and benefit computations and forms are prepared and
distributed to departments on or before July 1.
4 Six-year Transportation Capital Improvement Program and associated budget tet/Lam/
adjustments adopted by Council,by Resolution.
5 Departments prepare and submit new operating programs,positions and
reclassifications,and six-year capital improvements.
.. 6 Departments prepare line item(base line)budget requests and submit to Finance by the
second week of August.
7
Base line budget requests,revenue assumptions,new programs and capital improvement requests
are compiled into a document for the Mayor's review in September.
8 The Mayor reviews budget requests with each department during first two weeks in September,with
decisions made by the end of September.
r
9 The property tax levy is established by ordinance the first Monday in
October,or when available.
s
10 The Mayor's Preliminary Budget is prepared and filed with the City Clerk by the first working day in
November;available for public review.
11 The City Clerk publishes a notice of filing the preliminary budget,and also designates the date,time,
and place of the public hearing on the final budget. �\
12 Council Committee of the Whole conducts budget hearings with department heads during the month
,. of November. The hearings are open to the public.
13 The final hearing on the proposed budget must begin on or before the first Monday of December,and may
continue until the 25th day prior to the next fiscal year.
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Year-end budget adjustments for the current budget year are presented to Council for adoption,by ordinance.
.. 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.
Budget at a Glance
2-3
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City of Renton
Budget Fund Structure
Budget Fund
Structure
Governmental Proprietary
Funds Funds
General Special Debt Service Capital Enterprise Internal
Government Revenue Projects Funds Service '
Funds Funds Funds
General Fund Unlimited GO Utilities Equipment ,
Debt Rental
Mitigation
Funds
Parks Fund LID Debt Information
Arterial Service Services
Streets Leased City Water/Sewer
Facilities Operations
Street Fund Insurance
CDBG Fund Services
Municipal Water/Sewer
Facilities Construction
Limited Tax
Debt Service Hotel/Motel
Fund Transportation Water/Sewer
Improvements Debt Service
HPaths and
Trails Airport
One Percent ,
for Art Solid Waste
Cable
Communication Golf Course ,
Park
Memorial '
Fund
Major Funds are those with budgets representing ten percent or more of the City's
overall budget. They are marked with a red asterisk (*).
For descriptions of Major Funds, see next page. '
Budget at a Glance
2-4
City of Renton
Budget Fund Structure
1
General Government is used to group those accounts that are largely supported by general
taxes of the City.
General Fund accounts for all general government activity not accounted for in other funds. It
1 includes most tax revenues and such services as police, fire, engineering, long range planning,
city clerk, administration, and economic development.
1 Transportation Improvements Fund accounts for all roadway capital projects managed and
funded by the City. These are capital projects found in the Capital Improvement Program
1 section of this budget.
Water/Sewer Utility is comprised of a number of sub-funds working towards a mission to
operate and maintain a quality water supply system; to collect, convey and treat wastewater
effectively and economically within the Council's rate structure; and to construct water and/or
sewer projects by contract or City participation in private projects for infrastructure
1 improvements consistent with the Capital Facilities Plan.
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1 Non-budgetary funds include:
Reserve Retirement Contribution Fund Firemen's Pension and Relief Fund
ICMA Deferred Compensation Fund Arbitrage Deposit Fund
' Salary Clearing Fund Claims Clearing Fund
Budget at a Glance
2-S
Financial Structure
The City's budget comprises seven major fund types or groups. The following
is a general overview of each fund type. ,
General Governmental Funds
These funds are used to account for resources that are generally not dedicated ,
for a specific purpose. They are used to meet the basic services that your local
government provides.
Major Revenues Primary Services
• Taxes • Police protection
• Fees, licenses, and permits • Fire protection/emergency
medical services
• Fines and forfeitures • Parks and recreation
• Intergovernmental . Municipal Court/legal services ,
(Federal, State)
• Library services
• Street maintenance/planning ,
• Economic development/planning
• Administrative functions '
Special Revenue Funds
These funds are used to account for revenues that are to be used for a specific
purpose as required by law or administrative action.
Major Revenues Primary Services
• State and Federal grants • Economic development '
• Taxes • Cable communications
• Street overlay
• Art fund
Debt Service Funds ,
These funds are used to account for accumulation of dedicated revenue and
payment of principal and interest related to the City's general obligation bond
issues.
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Budget at a Glance ,
2-6
Major Revenues Prima Services
Primary
• Property tax levies Payment of principal and interest
on outstanding bonds
• Real estate excise tax
' • Special assessments
' Capital Improvement Funds
These funds are used to account for the acquisition and construction of major capital facilities and
equipment. All projects supported by these funds can be found in the 2006-2011 City of Renton Capital
Improvement Program.
Major Revenues Primary Services
• Federal and State grants Capital improvement projects
• Special assessments
• Property tax
• Sales tax
• Real estate excise tax
' • Impact mitigation
Enterprise Funds
' These funds are used to account for operations that are financed and operated in a manner similar to
private business enterprises.
Major Revenues Primary Services
• Service (user) charges • City utilities
• Federal and State grants • Renton Municipal Airport
' • Revenue bonds • Maplewood Golf Course
• State loans
Internal Service Funds
These funds are used to account for the goods and services furnished by one city department for another
department on a cost reimbursement basis.
Major Revenues Primary Services
• Charges to other city departments • Fleet management
' • Insurance, health/property liability • Information Services
Budget at a Glance
1-7
Fiduciary Funds ,
These funds are used to account for assets held by the City in a trustee capacity.
Major Revenues Primary Services
• Investment interest • Fire pension fund
Please refer to the following tables and figures for specific information on the budget, fund groups, and
employment history. In table 2-2, we provide details on revenue and expenditure categories. ,
In table 2-3,we provide sources and amounts of revenue by year from 2003 through 2006. In figure 2-1,
we show the budget percentages for each fund type and the General Governmental Fund,by department.
In table 2-4, we provide specifics for fund expenditures and in figure 2-2, we graphically present the
history of employment for the City of Renton.
Budget at a Glance '
2-8
Table 2-2. The Total Budget for 2006
General Special Debt Capital Internal
Govmtal Revenue Services Imprvmts Enterprise Services Fiduciary Total
Revenue
Property Tax 22,076,707 514,100 22,590,807
Sales Tax 19,138,252 150,000 19,288,252
Utility&Natural Gas 10,075,036 35,000 10,110,036
Gambling Excise Tax 2,305,000 2,305,000
Other Taxes 2,801,582 2,000,000 4,801,582
Fees&Permits 3,421,898 1,600,000 61,000 5,082,898
Federal and State Grants 462,257 5,342,200 977,000 6,781,457
Intergov andlnterfund Revenue 6,304,900 438,000 4,252,200 685,800 73,000 11,753,900
Charges for Services 3,618,600 1,250,000 35,950,929 4,005,450 44,824,979
Other Revenues 2,770,050 135,900 13,800 6,538,102 13,787,617 14,596,612 150,000 37,992,081
Total New Revenue 72,974,282 758,900 527,900 20,982,502 51,462,346 18,602,062 223,000 165,530,992
Use of Prior-Year Revenue 5,947 105,000 22,525 4,147,900 1,913,623 59,240 234,300 6,488,535
Total Resources $72,980,229 $863,900 $550,425 $25,130,402 $53,375,969 $18,661,302 $457,300 $172,019,527
Expenditures
Legislative 266,749 266,749
Administrative and Judicial 3,204,892 203,900 3,408,792
Legal Services 1,146,744 1,146,744
Econ Dev,Neigh,Strgic Ping 1,399,736 220,000 200,000 1,819,736
Human Resources&Risk Mgmt 626,753 11,6209808 12,247,561
Finance and Information Svcs 1,518,009 3,431,550 4,949,559
Police 17,994,591 17,994,591
Fire 14,086,994 14,086,994
am Planning/Building/Public Works 11,423,050 18,283,700 42,752,935 3,069,710 75,529,395
Community Services 13,955,904 3,739,032 1,928,680 19,623,616
Interfund Transfers 272,000 440,000 2,644,200 2,888,000 6,244,200
Other City Services 4,237,207 1,139,628 323,627 457,300 6,157,762
Debt Service 2,812,600 550,425 4,666,726 8,029,751
Total Committed Expenditures 72,945,229 863,900 550,425 24,866,932 53,375,969 18,445,695 457,300 171,505,450
Increase to Reserves 35,000 0 0 263,470 0 215,607 0 514,077
Total Expenditures $72,980,229 $863,900 $550,425 $25,130,402 $53,375,969 $18,661,302 $457,300 $172,019,527
Budget at a Glance
2-9
Table 2-3. Revenue Over Time
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Tax Revenues
Property Taxes 19,352,806 20,110,105 21,238,500 21,618,590 22,590,807 6.4%
Retail Sales and Use Tax 17,334,831 18,071,140 18,792,600 18,692,911 19,503,252 3.8%
Utility Taxes 8,952,000 8,957,389 9,599,800 9,585,293 9,895,036 3.1%
Real Estate Excise Tax 3,104,519 4,610,770 2,814,000 4,546,374 3,375,000 19.9%
Gambling Excise Tax 1,922,211 2,117,985 2,005,000 2,305,120 2,305,000 15.0%
Other Taxes 1,485,714 1,557,653 1,293,000 1,376,156 1,426,582 10.3%
Total Tax Revenue 52,152,081 55,425,042 55,742,900 58,124,444 59,095,677 6.0%
Operating Revenue
Licenses and Permits
Business Licenses and Permits 2,139,911 2,086,040 2,107,600 2,106,894 2,202,184 4.5%
Building Permits 2,129,296 2,252,851 1,495,800 2,559,224 2,850,014 90.5%
Non-Business Licenses/Permits 57,315 45,282 30,700 47,008 30,700 0.0%
Total Licenses and Permits 4,326,522 4,384,173 3,634,100 4,713,126 5,082,898 39.9%
Intergovernmental Revenue ,
Federal and State Grants 4,912,009 1,932,184 3,442,870 1,326,589 6,781,457 97.0%
State Shared Revenue 1,758,741 1,871,333 1,960,000 1,939,001 2,059,500 5.1%
Intrgovl Service and Interlocal Grants 1,479,319 3,975,960 2,455,935 1,732,058 5,565,200 126.6% ,
Total Intergovernmental Revenue 8,150,069 7,779,477 7,858,805 4,997,648 14,406,157 83.3%
Charges for Services '
Utility and Environment 31,287,637 32,223,826 33,459,500 33,449,941 34,101,649 1.9%
Recreation 2,470,275 3,028,333 3,182,000 3,016,853 3,219,880 1.2%
Plan Checking Fees 943,892 976,686 582,000 1,127,350 1,082,000 85.9%
Planning/Zoning/EIS Fees 1,164,803 162,251 124,200 161,387 131,700 6.0%
Mitigation Fees:Transp,Fire&Parks 1,237,051 1,820,252 1,025,000 1,186,406 1,250,000 22.0%
Other Transportation 5,546 6,657 5,100 8,314 5,100 0.0%
Other Charges for Services 1,939,938 2,326,686 2,579,600 2,470,252 5,034,650 95.2%
Total Charges for Services 39,049,142 40,544,691 40,957,400 41,420,503 44,824,979 9.4%
Total Operating Revenue 51,525,733 52,708,341 52,450,305 51,131,277 64,314,034 22.6% '
Other Revenues
Fines and Forfeits 991,753 1,025,151 999,000 720,312 732,350 -26.7% '
Interest Earnings 2,510,785 1,296,448 1,511,200 2,245,773 1,551,201 2.6%
Rents/Leases/Concessions 2,442,067 2,786,977 2,449,400 2,160,295 3,002,719 22.6%
Employee Insurance Premiums 6,761,998 7,290,739 8,345,900 8,470,623 9,629,212 15.4%
Interfund Dept.Service Charges 4,390,232 4,341,623 4,134,400 4,501,598 4,129,200 -0.1%
Other Revenue 2,030,385 1,812,011 1,861,025 3,005,168 2,826,400 51.9%
Interfund Transfers 12,773,312 35,720,467 24,616,524 24,006,355 20,250,199 -17.7%
Total Other Revenue 31,900,532 54,273,416 43,917,449 45,110,124 42,121,281 -4.1%
Total New Revenues $135,578,346 $162,406,799 $152,110,654 $154,365,845 $165,530,992 8.8%
Budget at a Glance
2-10
Table 2-4. Expenditure Over Tinse
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Salaries and Wages
�* Salaries 37,540,681 37,510,357 41,818,500 40,362,460 43,468,636 3.9%
Overtime 1,952,333 2,085,720 2,082,335 2,203,460 2,092,781 0.5%
Total Salaries and Wages 39,493,014 39,596,077 43,900,835 42,565,920 45,561,417 3.8%
Personnel Benefits
Retirement/FICA 3,665,760 3,549,686 4,481,800 4,105,152 4,910,890 9.6%
.� Medical and Employee Insurance 12,976,344 13,471,446 16,020,600 15,548,599 18,090,168 12.9%
Total Personnel Benefits 16,642,104 17,021,132 20,502,400 19,653,751 23,001,058 12.2%
Supplies
Operating Supplies/Equipment 3,894,536 4,384,438 5,350,995 4,196,592 5,409,673 1.1%
Other Services and Charges
Professional Services 11,698,081 11,316,152 12,938,020 12,212,347 13,306,211 2.8%
Operating Rentals and Leases 2,660,228 2,865,104 3,313,200 3,220,921 3,304,700 -0.3%
Property/Liability Insurance 3,829,319 3,278,326 4,398,300 3,340,173 3,761,400 -14.5%
Public Utility Services 9,432,968 10,312,915 11,188,700 11,146,412 11,292,174 0.9%
Operating Services and Charges 3,351,695 3,362,326 3,721,900 3,259,660 4,023,388 8.1%
Total Other Services and Charges 30,972,291 31,134,823 35,560,120 33,179,513 35,687,873 0.4%
y Intergovernmental Services
Total Intergovernmental Services 4,482,436 4,878,309 5,191,500 5,315,323 5,581,581 7.5%
Capital Outlay
w.
Land,Buildings,and Equipment 15,203,002 6,310,129 13,338,399 4,422,731 6,419,556 -51.9%
Construction 15,996,000 19,956,803 29,981,037 16,943,313 29,723,700 -0.9%
Total Capital Outlay 31,199,002 26,266,932 43,319,436 21,366,044 36,143,256 -16.6%
Debt Service (Principal and Interest)
Principal 4,707,131 3,920,294 4,013,400 3,924,737 4,342,645 8.2%
Interest and Related Debt Costs 3,236,263 3,161,138 3,404,100 3,475,473 3,701,506 8.7%
Total Debt Service 7,943,394 7,081,432 7,417,500 7,400,210 8,044,151 8.4%
Interfund Payments and Transfers 12,068,858 21,710,656 19,725,624 18,720,720 12,076,441 -38.8%
Total Committed Expenditures $146,695,635 $152,073,799 $180,968,410 $152,398,073 $171,505,450 -5.2%
1
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Budget at a Glance
2-11
Figure 2-1. Fund Groups
Internal Serv/Fiduciary
11% Gen Gov't ,
42%
Enterprise
32% Community Services '
13,955,904
Streets
-- I Fire 6,738,878
G e n e ra I 14,086,994
Governm ental
-
by City Services
Department 17,084,262
Police
17,994,591
De nsfer out
4,600
Capital Project Special Rev/Debt Sery '
14% 1%
General Governmental 72,945,229 ,
Special Revenue 863,900
Debt Service 550,425
Capital Project 24,866,932
Enterprise: Utilities 48,287,289
Airport 2,416,800 '
Golf Course 2,671,880
Internal Service 18,445,695
Fiduciary 457,300
Total Committed Expenditures $171,505,450
Budget at a Glance '
2-12
am
Figure 2-2. Employment History- City of Renton
750
■Administrative
600 - -
- - ■Community Services
W 450 [3Enterprise/Utilities
H
LL
■Planning/Bldg/Public
300 Works
■Fire
rs 150 ■Police
0 []1-- 0 0 0
2002 2003 2004 2005 2005 2006
Actual Actual Actual Adj Bdgt Actual Budget
2005 Original Budget Staffing Count- 699.1 FTE's.
2005 Staffing Changes (2.0 FTE's)
Two positions added to Police to fill existing vacancies due to military
commitments and temporary assignments to other public agencies
2006 Staffing Changes (8.0 FTE's)
One limited term Office Assistant III position changed to regular position in
Fire
One Fire Inspector position added to Fire
Five Police Officers added to Police
One Code Enforcement Inspector reclassified to Police Officer in Police
Two water maintenance positions added to Water Utilities in Planning/
Building/ Public Works
Four positions in Finance will be directly charged to Enterprise/Utilities for
direct services provided
r■ 2006 Budget Staffing Count - 709.1 FTE's
The total authorized FTE count for the City is 709.1 (regular, full-time, limited
term, and part time temporary and intermittent staff)
Budget at a Glance
2-13
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Budget at a Glance 1
2-14
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' Operating Budget
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of the
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Jatw&tdion
' This section is a highlight of each department, beginning with an overview of
the staffing and the budgets of all departments. The information on the first
two pages for each department section allows a quick comparison of the
departments to each other.
In each departmental section, the overall budget for the department is
provided. The information includes an organization chart and the budget
appropriations by categories.
We also present a historical view of the department's expenditures in the
department section.
Over the past four years, departments have been defining their customers,
mission statement, core services, and ways to measure those core services and
performance outcomes. This information is supplied both at the department
and the division levels throughout a department's presentation. The purpose of
' this work is to begin to better define the value of tax dollars for citizens and
taxpayers. Performance indicators have been added in each department to
establish a base line and demonstrate workload.
IEach department also provides at the end of each section a list of all positions
authorized. State law requires that the budget identify all positions. The
staffing page, called a position listing, identifies the position grade and
bargaining unit for each position. The pay ranges for the position are found in
the appendix. The pay ranges also must be adopted as a part of the annual
budget.
' Operating Budget
3-1
Table 3-1. Staffing Comparison by Department (Sheet 1 of 2)
2003 2004 2005 2005 2006
Department Actual Actual Adj Bdgt Actual Budget ,
Regular Full-Time, Part-Time,Limited-Term, Temporary,and Intermittent Staff
Legislative Services
City Council Members 7.0 7.0 7.0 7.0 7.0 ,
City Council Liaison 1.1 1.0 1.0 1.0 1.0
Total Legislative 8.1 8.0 8.0 8.0 8.0
Administrative,Judicial,and Legal Services ,
Mayor's Office 7.0 7.0 7.0 7.0 7.0
City Clerk 5.0 5.0 5.0 5.0 5.0
City Attorney 0.0 0.0 0.0 0.0 0.0
Hearing Examiner 1.5 1.5 1.5 1.5 1.5
Municipal Court 14.7 15.7 14.7 14.7 14.7 ,
Total Administrative,Judicial,and Legal Services 28.2 29.2 28.2 28.2 28.2
Community Services
Admin, Facilities, Parks and Recreation 121.5 130.7 129.7 129.7 129.7
Human Services/CDBG 5.2 5.2 5.2 5.2 5.2
Library Services 23.5 23.5 22.5 22.5 22.5 ,
Municipal Golf Course 20.4 20.4 20.4 20.4 20.4
Total Community Services 170.6 179.8 177.8 177.8 177.8
Econ Dev, Neighborhoods,and Strategic Planning ,
Econ Dev, Neighborhoods,and Strategic Planning 13.3 13.3 13.3 13.3 13.3
Total Econ Dev,Neighborhoods,and Strategic Plai 13.3 13.3 13.3 13.3 13.3
Finance and Information Services
Finance 21.5 21.5 20.5 20.5 16.0
Information Systems 13.8 14.8 14.8 14.8 15.3
Total Finance and Information Services 35.3 36.3 35.3 35.3 31.3
Fire
Administration 6.0 7.0 7.0 7.0 7.0
Emergency Response 98.0 99.0 99.0 99.0 99.0
Prevention 10.0 10.0 10.0 10.0 11.0
Training 3.0 3.0 3.0 3.0 3.0
Total Fire 117.0 119.0 119.0 119.0 120.0
Human Resources/Risk Management
Administration/Civil Service Commission 6.4 5.4 4.9 4.9 4.4 '
Risk Management 2.0 3.0 3.0 3.0 3.5
Total Human Resources/Risk Management 8.4 8.4 7.9 7.9 7.9
Operating Budget
3-2
No
Table 3-1. Staffing Comparison by Department (Sheet 2 of 2)
2003 2004 2005 2005 2006
Department Actual Actual Adj Bdgt Actual Budget
Planning/Building/Public Works
Administration 4.1 4.1 3.9 3.9 3.9
Development Services 40.7 40.7 40.2 40.2 40.2
vo Transportation 39.3 40.8 39.3 39.3 39.3
Utility Systems 26.7 26.7 26.7 26.7 30.7
Maintenance Services 67.3 67.3 67.3 67.3 69.3
to Total Planning/Building/Public Works 178.1 179.6 177.4 177.4 183.4
Police
is Administration 4.0 4.0 4.0 4.0 4.0
Patrol Operations 55.0 56.0 48.0 48.0 58.0
Patrol Services 11.2 11.2 19.8 19.8 14.8
Ir Investigations 21.0 21.0 22.0 22.0 22.0
Administrative Services 10.0 10.0 11.0 11.0 11.0
Staff Services 11.0 11.0 12.4 12.4 12.4
Auxiliary Services 16.0 17.0 17.0 17.0 17.0
Total Police 128.2 130.2 134.2 134.2 139.2
Total All Staffing 687.2 703.8 701.1 701.1 709.1
irr
' Operating Budget
3-3
Table 3-2. Operating Budgets, Capital Ihnprovenients, and Designated Expenses (Sheet 1 of 2)
2003 2004 2005 2005 2006 Change
Department Actual Actual Adj Bdgt Actual Budget 05/06
Legislative
Legislative(City Council) 180,159 179,538 220,100 197,176 266,749 21.2%
Total Legislative 180,159 179,538 220,100 197,176 266,749 21.2% ,
Administrative,Judicial,and Legal Services
Mayor's Office 747,179 793,771 848,900 833,734 902,433 6.3%
City Clerk 404,554 411,386 465,500 466,562 544,382 16.9%
Court Services 1,253,794 1,296,172 1,425,800 1,376,675 1,601,202 12.3%
City Attorney 981,227 1,105,397 1,101,300 1,114,191 1,146,744 4.1%
Hearing Examiner 120,095 123,059 141,600 133,422 156,875 10.8%
Total AJLS 3,506,849 3,729,785 3,983,100 3,924,584 4,351,636 9.3%
Community Services ,
Admin/Facilities/ParksMaint/Recreation 9,031,144 10,454,237 10,729,887 10,699,183 11,344,676 5.7%
Human Services 499,549 499,809 541,400 514,592 623,409 15.1%
CDBG Block Grants 292,538 288,521 338,200 309,714 262,257 -22.5%
Library 1,470,933 1,560,557 2,014,712 2,009,805 1,809,862 -10.2%
Golf Course 2,194,938 2,255,714 2,481,200 2,464,453 2,421,880 -2.4%
Total Community Services 13,489,102 15,058,838 16,105,399 15,997,747 16,462,084 2.2%
Econ Dev,Neighborhoods and Strategic Planning
Econ Dev,Neighbrhds&Strategic Planning 1,014,907 1,081,161 1,349,200 1,218,808 1,399,736 3.7% ,
Total EDNSP 1,014,907 1,081,161 1,349,200 1,218,808 1,399,736 3.7%
Finance and Information Services
Finance 1,659,711 1,664,640 1,788,700 1,770,079 1,518,009 -15.1%
Information Systems 1,426,355 1,516,038 1,670,700 1,603,110 3,431,550 105.4%
Total Finance and Information Services 3,086,066 3,180,678 3,459,400 3,373,189 4,949,559 43.1%
Fre
Administration 1,107,656 778,587 885,400 878,310 1,366,444 54.3%
Emergency Response 9,608,368 9,706,439 10,989,725 10,760,579 11,231,200 2.2%
Prevention 833,753 862,213 923,625 914,753 1,028,150 11.3%
Training 370,635 384,195 423,300 433,590 446,100 5.4%
Disaster Management 17,139 38,974 22,880 11,077 15,100 -34.0% '
Total Fire 11,937,551 11,770,408 13,244,930 12,998,309 14,086,994 6.4%
Human Resources and Risk Management
Personnel Administration/Civil Svc 595,413 500,729 620,800 533,526 626,753 1.0%
Risk Management 9,117,162 9,823,886 11,3992600 9,587,816 11,759,035 3.2%
Total Human Resources/Risk Mgt 9,712,575 10,324,615 12,020,400 10,121,342 12,385,788 3.0%
>✓
Operating Budget
3-4 No
L
Table 3-2. Operating Budgets, Capital Improvements, and Designated Expenses (Sheet 2 of 2)
IN 2003 2004 2005 2005 2006 Change
Department Actual Actupl Adj Bdgt Actual Budget 05/06
Planning/Building/Public Works
to Administration 320,390 302,738 363,700 309,596 601,822 65.5%
Development Services 2,950,750 3 159450 3,360,600 3 328 496 3,525,800 4 9%
ow Maintenance Services 16,432,346 16,652,589 20,009,476 19,138,159 19,921,214 -0.4%
Transportation Systems 3,998,472 4285 354 4,525,200 4 379462 4,922,478 8 8%
Utility Systems 23,082,148 19,639,793 26,855,750 25,655,669 23,300,935 -13.2%
Total Planning/Bldg/Pub Wks 46,784,106 44,039,924 55,114,726 52,811,382 52,272,249 -5.2%
Police
Administration 1,862,314 1,616,210 1,601,100 1,656,761 2,500,081 56 1%
Irl Patrol Operations 5,481,823 5 403724 5,191,800 5659 611 6,597,900 27 1%
Patrol Services 1,151,535 1,129,911 2,331,500 1,340,033 1,519,800 -34 8%
Investigations 2,110,575 2 331 108 2,378,700 2538 175 2,552,410 7 3%
Administrative Services 1,118,329 1,039,042 1,330,000 1,252,556 1,415,800 65%
Staff Services 592,418 602,564 786,700 633,809 896,200 13.9%
Auxiliary Services 1,874 562 2,314,334 2257200 2,777,379 2512 400 11.3%
rr -
Total Police 14,191,556 14,436,893 15,877,000 15,858,324 17,994,591 13.3%
Other City Services
Other City Services 5,130,894 4,575,694 4651200 4,617,795 4 509207 -3.1%
Limited GO Bonds 2,797,620 2,891,510 2,556,500 2,545,320 2,812,600 10 0%
Total Other City Services 7,928,514 7,467,204 7,207,700 7,163,115 7,321,807 1.6%
to Total Operating Budget 111,831,385 111,269,044 128,581,955 123,663,976 131,491,193 2.3%
Capital Improvement Program(CIP)
Impact Mitigation 5,409 161 3,591,841 1613 400 1,260,760 2509 800 55.6%
City Hall/Garage 2,289,468 1 869 811 53,300 39,074 0 -100.0%
Aquatic Center 3,775,975 1,116,359 0 0 0 N/A
Municipal Facilities 5,201,289 3,392,976 11,749,019 3,212,156 3,989,132 -66.0%
Transportation 7,564,652 5919 535 14,835,237 7,479,055 19 778 700 33.3%
Golf Course 3,590 320,233 660,800 379,186 250,000 -62.2%
Waterworks Utility 8,392 005 13,408,670 16,509,400 9,743,662 11615 000 -29.6%
Total CIP Program and Other CIP Costs 32,636,140 29,619,425 45,421,156 22,113,893 38,142,632 -16.0%
Other Designated Expenses 2,228 110 11,185,330 6,965,299 6620 205 1,871,625 -73 1%
Total Committed Expenditures 146,695,635 152,073,799 180,968,410 152,398,074 171,505,450 -5.2%
k
Operating Budge!
3-5
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Operating Budget '
3-6
ioyoofjoj i0ton 's ooftm
Randy Corman
Council President ,
Julia Medzegian
Council Liaison
Toni Nelson Terri Briere Dan Clawson Denis W. Law Marcie Palmer Don Persson
Council President Pro Tem
Legislative Department Organization
i
r
4
+
tat�In this section you will find the Legislative Department Mission Statement
r„ with a stated core service and accomplishments for the year 2005.
Mission Statement
The City Council (table 3-3) assesses the needs of the public and sets
priorities; develops and adopts the annual budget, ordinances,
t�rw resolutions, and policy alternatives to meet those needs, consistent with
City goals and objectives; and provides coordination and evaluation of
programs and service objectives.
r.
Table 3-3. City Councilmembers and Committees
1W
Councilmember Term Term2006 Committee Chair Committee Meeting Days Time
Expires
Randy Corman 4 years 12/31/2009 Committee of the Whole 1st, 2nd, 3rd, 4th Mondays 6:00 p.m.
to Toni Nelson 4 years 12/31/2007 Community Services 1st and 3rd Mondays 5:00 p.m.
Terri Briere 4 years 12/31/2009 Planning & Development 1st and 3rd Thursdays 3:00 p.m.
to Dan Clawson 4 years 12/31/2009 Utilities 1st and 3rd Thursdays 4:00 p.m.
Denis W. Law 4 years 12/31/2007 Public Safety 1st and 3rd Mondays 4:00 p.m.
Marcie Palmer 4 years 12/31/2007 Transportation/Aviation 1st and 3rd Thursdays 2:00 p.m.
Don Persson 4 years 12/31/2007 Finance 2nd and 4th Mondays 5:00 p.m.
Core Services
• Legislation that governs the City
Outcomes
• Approve the City budget, all appropriations, levies, taxes, and grants
• Adopt the Land Use Code
ow
r
Operating Budget-Legislative
3-7
2005 Accomplishments ,
• Awarded grants for five neighborhood projects and four neighborhood
newsletters through the 2005 Neighborhood Grant Program
• Adopted the following:
• An ordinance that prohibits race attendance within a"No Racing
Zone" and imposes criminal penalties
• Regulations related to abandoned shopping carts
• Three ordinances pertaining to critical areas as follows: shoreline and
critical areas policy amendments to the City's Comprehensive Plan,
the Shoreline Master Program regulations amendments, and the
critical areas regulations amendments
• An ordinance that outlaws junk vehicles on private real property,
revises abatement procedures, adds definitions, declares certain
violations a misdemeanor, and establishes a procedure for handling
the abandonment of vehicles or junk vehicles from public property
• Approved the following:
• The Water Resource Inventory Area (WRIA) 8 Chinook Salmon
Conservation Plan
• The Renton Municipal Airport Development Study
• Collaboration with the Washington State Department of ,
Transportation to create the Springbrook Creek Wetland and Habitat
Mitigation Bank on approximately 130 acres of City-owned property
located west of SR-167 and south of 1-405
• The honorary naming of the Renton Municipal Airport as Clayton
Scott Field
• Nine Preliminary Plats for 233 Single Family Lots
• Eight Final Plats for 211 Single Family Lots
• Four Annexactions totaling 222.32 acres
Operating Budget-Legislative
3-8
Major Department Changes for 2006
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries (-$5,300)
Departmental salary increases include 3 percent cost of living increase, step
increases, longevity, and reclassifications.
Benefits ($6,000)
Department increases include 7 percent medical and dental. The PERS rate
increases from 2.44 percent to 3.67 percent, the LEOFF rate increases from 4.39
percent to 4.87 percent, effective July 1, 2006.
IOther Services and Charges:
Professional Services ($15,000)
' The 2006 Budget includes an increase of$15,000 for Professional Services.
Interfund Payments:
Information Services ($30,949)
Effective January 1, 2006, new Fund 503, Information Services, will be created for the purpose
of identifying service costs to all City departments. These services include telecommunication,
computer replacement/other CIP,repair and maintenance and print and mail. Expenses are paid
by the Information Services Fund, and rates are charged to departments based on use and/or
coverage requirements.
Figure 3-1. Legislative Overview
Expenditure Comparison
$375,000
$300,000
$225,000
$150,000 -
--� .--
$75,000
i�
$0
1998 1999 2000 2001 2002 2003 2004 2005 2006 Budget
7�
Operating Budget-Legislative
3-9
tw
Expenditure Budget by Division-Legislative
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 130,905 128,328 140,400 133,512 135,100 -3.8%
Part Time Salaries 0 0 0 0 0 N/A
Overtime 0 0 0 0 0 N/A
Personnel Benefits 40,797 45,386 52,800 53,983 58,800 11.4%
Supplies 859 1,374 1,700 1,207 1,700 0.0%
Other Services&Charges 7,598 4,451 25,200 8,474 40,200 59.5%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 30,949 100.0%
Operating Total 180,159 179,539 220,100 197,176 266,749 21.2%
CIP 0 0 0 0 0 N/A '
Total 180,159 179,539 220,100 197,176 266,749 21.2%
Funding Decisions-Legislative
2005 Adjusted Budget $220,100
2006 Budget Changes
Salaries -5,300
Benefits 6,000
Professional Services 15,000
Interfund Payments 30,949
2006 Total Budget $266,749
Staffing Levels (Full-Time Equivalent Employees-FTE) -Legislative
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular 8.0 8.0 8.0 8.0 8.0 0.0
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part Time 0.1 0.0 0.0 0.0 0.0 N/A
Total FTE 8.1 8.0 8.0 8.0 8.0 0.0%
Operating Budget-Legislative
3-10
ISI Divisions by Fund Number
The Legislative Services/City Council Department is included in
the General Fund (000).
ilr
Table 3-4. Legislative Department Position Listing
sw
2003 2004 2005 2005 2006
Grade Title Actual Actual Adj Budget Actual Budget
V' Legislative Services/City Council
City Council Members(Elected) 7.0 7.0 7.0 7.0 7 0
N12 City Council Liaison 0.0 1.0 1.0 1.0 1.0
N11 City Council Liaison 1.0 0.0 0.0 0.0 0.0
Total Regular Staffing 8.0 8.0 8.0 8.0 8.0
Intermittent Part-Time 0.1 0.0 0.0 0.0 0.0
Total Legislative Services 8.1 8.0 8.0 8.0 8.0
Operating Budget-Legislative
3-11
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1
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Operating Budget-Legislative
3-12
Administrative, Judicial,
and Legal Services
�iBA (boei
PGAIR" (pat'CC"11),
*WD I C E
A
8'0 2@ofto'o ookin
Mayor
Kathy Keolker
1
Chief Administrative
Officer
Jay Covington
1
..................................................................
Mayor's Office City Clerk/ Court Services Hearing Examiner City Attorney ,
5 Cable Manager 14.7 1.5
5
fl
Note: This department has 28.2 total full-time equivalent employees.
Administrative, Judicial, and Legal Services Department Organization
am
..
3 1
and selyttwx1,3
This section contains the Administrative, Judicial and Legal Services Department Mission Statement
and a summary list of core services provided by each division. Following the core services list are each
division's purpose, intended outcomes, major accomplishments in 2005, and action plans for 2006.
Mission Statement
Provide executive leadership and management for the City of Renton government to act strategically,
implement decisions timely and accurately, apply City policies uniformly, and achieve City goals
expeditiously.
Core Services
Mayor's Office
• Marshal the resources of City government for greatest effect at least cost to taxpayers
• Prepare and deliver information and analysis to support policy decision-making
• Assure consistent implementation of City policy, both directly and through City departments
• Keep residents and businesses informed of City activities, goals and policies
• Facilitate communication among City government, its residents,businesses and community-
based organizations; ensure consistency and currency of message
• Provide opportunities for citizens to gather, share ideas, celebrate and create community
City Clerk
• Maximize citizen access to City government
• Support the City Council in its legislative and policy-making function
• Maintain and provide public access to official City records
• Manage the government access cable television channel
• Administer Renton's cable television franchise agreement
• Provide audio-visual services and equipment to enable effective communication
City Attorney
• Prosecute misdemeanor crimes committee within City jurisdiction
• Draft ordinances for consideration by the City Council
• Review contracts and advise staff on form, and on protection of City interests
Operating Budget-A dministralive,Judicial,and Legal Services
3-13
• Defend the City of Renton in the face of legal challenges; litigate on behalf of the
City
• Provide day-to-day legal advice to the Council and Executive; detect legal
vulnerabilities and advise staff on preventive actions
Hearing Examiner
• Provide a forum for the citizens to affect the look and livability of the City and its
neighborhoods
• Allow developers to present development proposals and speak to their benefits;
and for neighbors and other interested parties to argue the appropriateness of those
projects
• Assess the consistency of land use proposals with standing City policies and
regulations; advise the City Council on specific land use and development
proposals
• Advise the City Council on problems with interpretation or application of City
Codes as such problems present themselves in the course of hearings
• Hear appeals of the City's actions regarding code violations and property seizures
Court Services
• Operate Renton Municipal Court to adjudicate violations of the Renton Municipal
Code and impose appropriate sanctions for convictions
• Provide a forum within which civil infraction cases and misdemeanor criminal
matters are fairly heard and justly decided
• Assure availability of and access to defense counsel for citizens charged with
misdemeanor offenses
• Collect fines and fees to maintain the operation of the Court
• Manage probation services
• Issue passports to Renton citizens, on contract with the U.S. Department of State
An overview of the Administrative,Judicial, and Legal Services Department expenditures
is shown in figure 3-2, followed by expenditures by division and category.
Operating Budget-Administrative,Judicial and Legal Services Department
3-14
L
Figure 3-2. Administrative, Judicial, and Legal Services Department Overview
Expenditure Comparison
$5,000,000
$4,000,000
>' ...♦..........4-----....•♦------•-
r $3,000,000 .-.....
$2,000,000
$1,000,000
$0
1998 1999 2000 2001 2002 2003 2004 2005 2006 Budget
y,
�► Expenditure Budget by Division-Administrative, Judicial, and Legal Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Mayor's Office 747,179 793,771 848,900 833,734 902,433 6.3%
City Clerk 404,554 411,386 465,500 466,562 544,382 16.9%
City Attorney 981,227 1,105 397 1,101,300 1 114191 1,146,744 4 1%
Hearing Examiner 120,095 123,059 141,600 133,422 156,875 10.8%
Court Services 1,253,794 1,296,172 1425800 1,376,675 1601202 12.3%
wr Operating Total 3,506,849 3,729,785 3,983,100 3,924,585 4,351,636 9.3%
CIP 0 0 0 0 0 N/A
Total 3,506,849 3,729,785 3,983,100 3,924,585 4,351,636 9.3%
1M�
OW
Expenditure Budget by Category-Administrative, Judicial, and Legal Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 1,597,071 1,603,611 1742500 1,702,641 1 794800 3.0%
Part-Time Salaries 11,328 20,404 14,000 30,605 17,420 24.4%
Overtime 10,797 15,099 5,200 9,957 5,400 3.8%
Personnel Benefits 390,736 394,405 491,400 446,593 507,940 3.4%
Supplies 27,168 35,197 24,000 24,975 24,025 0.1%
Other Services and Charges 1,424,395 1,590 336 1,663,400 1658578 1,738,987 4 5%
Intergovernmental Services 36,619 35,457 42,600 50,420 42,600 0.0%
Capital Outlay 8,735 35,277 0 815 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 220,464 100.0%
Operating Total 3,506,849 3,729,785 3,983,100 3,924,585 4,351,636 9.3%
CIP 0 0 0 0 0 N/A
Total 3,506,849 3,729,785 3,983,100 3,924,585 4,351,636 9.3%
Operating Budget-Administrative,Judicial and Legal Services Department
3-15
Major Department Changes for 2006
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($55,920 - All Divisions)
Department salary increases include 3 percent cost of living, step increases, longevity, and
reclassifications.
Benefits ($16,540 -All Divisions)
Department increases include 7 percent medical and dental. The PERS rate increases from
2.44 percent to 3.67 percent, the LEOFF rate increases from 4.39 percent to 4.87 percent,
effective July 1, 2006.
Supplies, Other Services and Charges:
Contract Costs ($59,112—Court Services)
To ensure the safety, health and security of citizens who have business with the court, a
Security Officer will be stationed at the Courtroom. This will yield a significant reduction
of security related stress inside and outside the courtroom. Screening for weapons will
provide the most meaningful sense of security.
Legal Staff Services & Municipal Court Prosecutor($40,000 - City Attorney)
Increase in workload of the City Attorney's office due primarily to REACT program
implementation.
Transfer to Other Accounts (-$24,000—Mayor's Office)
The Other Services and Charges line item in the Mayor's Office is reduced by transfer of
$21,000 to the Non-Departmental budget [4th of July -$4,000; Renton River Days
expenses -$10,000; and Sister City Program -$7,000], and transfer of$3,000 from
Community Relations Contracts to Part-Time Salaries.
Interfund Payments:
Information Services ($220,464 -All Divisions)
Effective January 1, 2006, new Fund 503, Information Services, will be created for the
purpose of identifying service costs to all City departments. These services include
telecommunication,computer replacement/other CIP,repair and maintenance and print and
mail. Expenses are paid by the Information Services Fund, and rates are charged to
departments based on use and/or coverage requirements.
Operating Budget-Administrative,Judicial and Legal Services Department
3-16
Stang Levels by Division -Administrative, Judicial, and Legal Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Mayor's Office 7.0 7.0 7.0 7.0 7.0 0.0%
City Clerk 5.0 5.0 5.0 5.0 5.0 0.0%
r City Attorney 0.0 0.0 0.0 0.0 0.0 N/A
Hearing Examiner 1.5 1.5 1.5 1.5 1.5 0.0%
.r
Court Services 14.7 15.7 14.7 14.7 14.7 0.0%
Total FTE 28.2 29.2 28.2 28.2 28.2 0.0%
Divisions by Fund Number
The Administrative, Judicial, and Legal Services Department includes
the operations of the following divisions: in the General Fund(000) and department number listed:
000/003 Mayor's Office
000/012 City Clerk
000/006 City Attorney
000/011 Hearing Examiner
000/002 Court Services
Mayor's Office
Following the mission statement and outcomes, accomplishments, and action plans are charts
displaying historic Mayor's Office Division expenditures, 2006 funding decisions, and staffing levels.
Mission Statement
Provide executive leadership and administrative direction for the City of Renton to serve the interests of
the community according to the mission, policies, and guidelines adopted by the Renton City Council
Outcomes
• City policies are clearly articulated and consistently implemented
• City Council decisions are well supported with accurate information and timely analysis
• Residents, citizens and outside observers hold a positive image of the City of Renton
• Residents understand City policies and actions, feel the City is responsive to their questions and
concerns, and report favorably on the quality of life in their neighborhoods
• Regional decisions are consistent with Renton's interests
• City employees are committed to their work, are efficient and productive, and speak positively
about their work environment
Operating Budget-Administrative,Judicial and Legal Services Department
3-17
2005 Accomplishments
Administration
• Conducted workshops with the Mayor, Council, and Department Administrators
to review and refine the City's Vision, Mission, and Business Plan Goals and
prepare for emerging issues
• Provided executive management in the implementation of the 2005 portion of the
City's Business Plan as funded in the City's annual operating budget
• Provided leadership and direction in regional issues including Transportation,
Land Use, Annexation, Water Resource Inventory Areas, Streamlined Sales Tax
proposals, and Emergency Communications
• Worked with State and Federal Legislators to bring legislative and monetary
assistance to Renton
• Provided strategic direction and oversight for City operations including the annual
Comprehensive Plan update,the preparation of the 2006 Budget, and overall City
operations
• Sucessfully negotiated extension of interlocal agreement with Fire District 25, at
payment rate that supports continued City-level service without disadvantage to
City taxpayers.
• Recruited and hired outstanding permanent Administrator for Finance and
Information Services Department.
• Examined options and developed plan to address security concerns in the
Municipal Court; contract guard services and facility modifications will be
implemented in first quarter of 2006.
• Restructured and reactivated City Boards and Commissions. Formed new
ADVISORY COMMISSION ON DIVERSITY to address community-wide
problems that may result in inter-group tensions or discrimination.
Mayor's Office
• Ensured responsiveness to and resolution of citizen concerns on a broad range of
issues. Responded to an estimated 5,250 phone calls and office visits combined,
produced more than 380 pieces of written correspondence from the Mayor, and
sent out approximately 1,700 "New Resident Welcome"packets
• Coordinated and disseminated public information to internal and external
customers through press releases, a monthly community newsletter(CitySource),
electronic newsletter(Neighborhood News), the employee newsletter (the Grady
Grapevine), daily electronic news for employees (the e-Grapevine), a community
calendar, and the City's website. Provided in-house consultation to staff on public
information dissemination,brochure and newsletter production.
• Initiated redesign of City's website to be completed the first quarter of 2006
• Organized and coordinated a State of the Community event featuring Renton's public
entities; the 20th annual Renton River Days community festival featuring 40 events
Operating Budget-Administrative,Judicial and Legal Services Department
3-18
for over 45,000 participants; Renton's 3rd annual Independence Day fireworks event at Coulon
Park with an estimated attendance of 25,000; the City's volunteer program with over 1,875
volunteers contributing over 60,000 hours of service; the annual tour of municipal facilities for
approximately 1,050 third graders from the Renton School District; delegation visit to Renton's
Sister City Cuautla, Mexico and on-going relations with Nishiwaki, Japan; and several other
outreach events and activities
• Provided convincing information to Renton voters about mobility advantages of planned
transportation projects, to inform popular vote on State gasoline tax repeal.
t • Planned and supported 5-day visit to Sister City Cuautla, Jalisco, Mexico by 12-member
delegation of Renton citizens and public officials.
• Established and managed collaboration among multiple local and regional public agencies,
businesses and concerned citizens to address emerging security issues at Renton Transit Center.
• Forged partnership with Renton Community Foundation to establish a Sister City Fund to accept
and dispense donations from private individuals, businesses and public agencies for events and
activities to strengthen Renton's sister city relationships.
2006 Action Plan
Administration
• Support the Mayor and Council, and coordinate input of Department Administrators, in
continuous refinement of the City's Vision, Mission and Goals
• Recruit and hire replacements for a number of key senior management positions,
including Police Chief, Fire Chief, Community Relations Manager, and Assistant to the
Chief Administrative Officer.
0 Ensure achievement of the City's goals and objectives by appropriately placing authority,
assigning accountability, and monitoring performance
• Provide strategic direction and oversight for the annual update of the Comprehensive
Plan and the 2007 Budget
• Provide strategic leadership and oversight for the City's business and operational plans
scheduled for implementation in 2006
• Inform State and Federal Legislators about Renton's needs and interests to gain
maximum legislative and monetary assistance to the City
Operating Budget-Administrative,Judicial and Legal Services Department
3-19
• Provide strategic leadership and direction on regional, state and national issues, e.g.
transportation, land use, annexation, sales tax streamlining, Water Resource Inventory
Areas, and emergency communications
Mayor's Office
• Assess the character of City services and programs - mandatory, essential, and/or
"quality of life" - and prepare recommendations to City Council to guide decisions on
level of effort and resource allocation
• Provide direction and coordination for all Departments/Divisions to articulate desired
outcomes for core services, based on citizen understanding and input and on best
management practices; manage City operations toward achievement of those outcomes
• Provide excellent service to internal and external customers. Ensure that citizen
concerns are addressed accurately, timely, and sensitively
• Disseminate public information through press releases, a community news source, an
employee news source, the City's website and other mediums
• Finalize the redesign of the City's website with a user-centered navigation, unified
image, and increased ability to interact with the City using up-to-date technology
• Coordinate the City's messages and standardize formats and styles; find ways to
reduce cost while maintaining high quality
• Coordinate citywide special events (including the 21 st annual Renton River Days festival and
the 4th of July celebration), the City's volunteer program, and the Cuautla and Nishiwaki
Sister City relationships. Assist the community in producing these "quality of life"programs
without overextending the City's limited public resources
Expenditure Budget by Category-Mayor's Office
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 521,036 536,979 567,200 550,743 580,500 2.3%
Part-Time Salaries 3,860 6,119 6,600 13,031 9,800 48.5%
Overtime 4,993 4,956 0 6,632 0 N/A
Personnel Benefits 111,149 112,640 135,600 119,677 142,020 4.7%
Supplies 3,161 3,632 4,000 3,037 4,000 0.0%
Other Services and Charges 102,980 129,445 135,500 140,615 111,500 -17.7%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 54,613 100.0%
Operating Total 747,179 793,771 848,900 833,734 902,433 6.3%
CIP 0 0 0 0 0 N/A
Total 747,179 793,771 848,900 833,734 902,433 6.3%
11/
Operating Budge!-Administrative,Judicial and Legal Services Department
3-20
r
Funding Decisions-Mayors Office
2005 Adjusted Budget $848,900
2006 Budget Changes
Salaries 16,500
Benefits 6,420
Renton Riverdays festival -10,000
4th of July expenses -4,000
IrM Community Relations Contracts -3,000
Membership&Registrations 2,000
Professional Services -2,000
Sister City Program -7,000
Interfund Payments 54,613
I' 2006 Total Budget $902,433
Staffing Levels (Full-Time Equivalent Employees-FTE)-Mayor's Office
2003 2004 2005 2005 2006 Change
Actual Actual Budget Actual Budget 05/06
Regular 7.0 7.0 7.0 7.0 7.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 7.0 7.0 7.0 7.0 7.0 0.0%
Operating Budget-Administrative,Judicial and Legal services Department
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1
City Clerk
Following the mission statement, lists of outcomes, accomplishments, and action plans
are charts displaying historic expenditures of the City Clerk Division, 2006 funding
decisions, and staffing levels
Mission Statement
The City Clerk Division is dedicated to preserving the City's official records, and
maintaining and providing accurate and timely information through various forms of
media to meet the needs of the community, the Council, and City Administration
Outcomes
• Customers receive timely and accurate information
• Public process ensured, for informed City decision-making
• City government complies with applicable laws, policies and mandates
• Residents are informed of City and community issues and events via televised
programming
• Residents have access to cable television technology services
• Presentations are enhanced through audio and video technology
2005 Accomplishments
• Retained nationally recognized consultant to assist City with cable television
franchise management and franchise renewal
• Completed microfiche inventory
• Trained new Records Management Coordinator
• Supervised Information Desk Volunteer program; recruited and trained two new
volunteers
• Performed annual records audit to identify documents for destruction; audited
various historical records
• Issued weekly agenda and minutes for regular Council meetings prior to the next
regular meeting
• Documented legislative history upon approval of ordinances and resolutions
• Coordinated codification of ordinances and processing of policies and procedures
• Implemented ongoing updates to electronic versions of City Code
• Provided customer assistance to both internal and external customers.
• Facilitated Council referral to administration process
• Coordinated and disseminated public information to internal and external
customers through cable channel 21 operations
• Participated in local, regional and national Clerk associations and state and
national telecommunications officers association
Operating Budget-Administrative,Judicial and Legal Services Department
3-11
t
2006 Action Plan
• Provide department-specific records retention and disposition schedules to all
departments
• Manage the first stages of the complex cable franchise renewal process
• Improve cable television customer service
• Streamline Council meeting agenda preparation process
• Transfer security microfilm to the State archivist
• Transfer historical and archival records to the Regional archivist
• Improve access to public information and facilitate open public government
• Continue to provide responsive service and support to the public, elected officials,
management and staff
• Conduct staff training regarding records management, micrographics media,
public records disclosure, agenda process, and contract process
• Implement new and improved records management policies and procedures
• Develop records management manuals
• Revise/update contract checklist, and policy and procedure guidelines for
bidding and contracting
Operating Budget-Administrative,Judicial and Legal Services Department
3-23
Expenditure Budget by Category- City Clerk
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 253,742 229,673 276,500 269,420 286,000 3.4%
Part-Time Salaries 0 4,455 0 544 0 N/A
Overtime 124 0 0 0 0 N/A
Personnel Benefits 67,334 64,173 82,800 85,569 95,100 14.9%
Supplies 4,091 8,357 6,600 6,503 6,600 0.0%
Other Services and Charges 33,909 46,661 57,000 54,105 57,000 0.0%
Intergovernmental Services 36,619 35,457 42,600 50,420 42,600 0.0%
Capital Outlay 8,735 22,610 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 57,082 100.0%
Operating Total 404,554 411,386 465,500 466,562 544,382 16.9%
CIP 0 0 0 0 0 N/A
Total 404,554 411,386 465,500 466,562 544,382 16.9%
Funding Decisions- City Clerk
2005 Adjusted Budget $465,500
2006 Budget Changes
Salaries 9,500
Benefits 12,300
Interfund Payments 57,082
2006 Total Budget $544,382
Staffing Levels (Full-Time Equivalent Employees-FTE) - City Clerk
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular 5.0 5.0 5.0 5.0 5.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 5.0 5.0 5.0 5.0 5.0 0.0%
3
Operating Budget-Administrative,Judicial and Legal Services Department '
3-24
City Attorney
Following the mission statement and outcomes, accomplishments, and action plans
are charts displaying historical expenditures under the City Attorney contract and
2006 funding decisions.
Mission Statement
Provide quality legal representation to the City and its employees in a timely,
effective, and positive manner
Outcomes
• Within the jurisdiction of Renton City government,justice is administered
efficiently, effectively, and fairly
• City government administration is fully supported with excellent legal
knowledge, understanding and application
• Economic losses to the City are minimized through efficient, effective,and fair
dispute resolution mechanisms
2005 Accomplishments
• Provided ordinance drafting and contract review, in general on the first day
after the materials were submitted to the City Attorney's office
• Kept up with changes in the law and forwarded copies of the relevant cases or
statutes to the department head for dissemination within that department
• Handled numerous bidding and other irregularities in construction contracts
for capital improvement projects
• Obtained favorable settlements or dismissals in the Herons Forever, Skyway
Towing, George Byrd and Michael Hoff cases
• Drafted ordinances to support REACT, and negotiated compliance or
successfully prosecuted infractions and misdemeanors for REACT
• Participated in successful challenge of Snohomish County ordinances limiting
the location of the Brightwater sewage treatment facility
• Successfully litigated the Holt case
2006 Action Plan
• Provide ordinance drafting and contract review for routine matters on the first
day after receipt by City Attorney's office. Provide more complicated matters
within the week. Provide very complicated or extensive matters on a
prearranged date
• Support the City Council and its committees with prompt research, legal
opinions, draft ordinances, and attendance at committee meetings
• Aggressively defend litigation matters alleging negligence, with a result
favorable to the City 80 percent of the time
• Provide training to,a City department on a substantive area of the law at least
twice each calendar year
Operating Budget-Administrative,Judicial and Legal Services Department
3-25
• Keep up with changes in statutory and case law and provide information
concerning the changes to the department administrator for dissemination
Expenditure Budget by Category- Cite Attorney
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 0 0 0 0 0 N/A
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 0 0 0 0 0 N/A
Personnel Benefits 0 0 0 0 0 N/A
Supplies 13,901 15,745 3,300 9,008 3,300 0.0%
Other Services and Charges 967,326 1,089,652 1,098,000 1,105,184 1,138,000 3.6%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 5,444 100.0%
Operating Total 981,227 1,105,397 1,101,300 1,114,191 1,146,744 4.1%
CIP 0 0 0 0 0 N/A
Total 981,227 1,105,397 1,101,300 1,114,191 1,146,744 4.1%
Funding Decisions- City Attorney
2005 Adjusted Budget $1,101,300
2006 Budget Changes
Municipal Court Prosecutor 16,000
Legal Staff services 24,000
Interfund Payments 5,444
2006 Total Budget $1,146,744
Staffing Levels(Full-Time Equivalent Employees-FTE)- City Attorney
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular 0.0 0.0 0.0 0.0 0.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 0.0 0.0 0.0 0.0 0.0 0.0%
1�
Operating Budget-Administrative,Judicial and Legal Services Department
3-26
Hearing Examiner
Following the mission statement and outcomes, accomplishments and action plans are
Hearing Examiner Division expenditures, 2006 funding decisions and staffing levels.
Mission Statement
Provide decisions and recommendations for the public and City Council through a fair,
impartial, open legal process. Provide compliance with laws, policies, and mandates.
Provide a public process that results in informed decision-making
Outcomes
• Reports of findings, conclusions and recommendations are timely, factual and
useful to the public and the City Council in judging land use projects proposed
within the City
• Code enforcement actions and property seizures are fully consistent with City laws,
regulations and practice standards
• City Codes and regulations are clear,understandable and applicable to land use and
development proposals coming before the City
2005 Accomplishments
• Reported out decisions in a timely fashion on land use permits
• Reported out decisions in a timely fashion on other administrative subjects,
including forfeiture and impoundment proceedings
2006 Action Plan
j • Consider and apply land use regulatory codes
• Hear appeals regarding SEPA or Administrative decisions
Operating Budget-Administrative,Judicial and Legal Services Department
3-27
i
Expenditure Budget by Category-Hearing Examiner
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 103,591 105,469 116,400 114,525 119,200 2.4%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 173 441 0 161 0 N/A
Personnel Benefits 15,069 15,932 17,500 18,144 21,200 21.1%
Supplies 34 0 700 -15 725 3.6%
Other Services and Charges 1,228 1,217 7,000 607 7,475 6.8%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 8,275 100.0%
Operating Total 120,095 123,059 141,600 133,422 156,875 10.8%
CIP 0 0 0 0 0 N/A
Total 120,095 123,059 141,600 133,422 156,875 10.8%
Funding Decisions-Hearing Examiner
2005 Adjusted Budget $141,600
2006 Budget Changes
Salaries 2,800
Benefits 3,700
Other 500
Interfund Payments 8,275
2006 Total Budget $156,875
Stang Levels (Full-Time Equivalent Employees-FTE) -Hearing Examiner
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
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%
Operating Budget-Administrative,Judicial and Legal Se)-Vices Department
3-28
Court Services
Following the mission statement and intended outcomes, accomplishments, and action plans
are charts showing historic Court Service expenditures, 2006 fudning decisions, and staffing
levels.
Mission Statement
Renton Municipal Court will perform all court functions in accordance with national
standards, for the benefit of court users and the general public
Outcomes
• Users of the Court find its processes understandable and user-friendly
• The Court is seen as a partner in implementation of the City's laws, and compliance
with those laws
• Justice is provided with dignity and timeliness
• Citizens consider the Court a neutral setting to resolve disputes regarding civil
infractions and criminal misdemeanors
2005 Accomplishments
• Court staff completed more than forty days of training regarding court procedures and
implementation of legislation
• The court conducted a successful search for, and hired an experienced and highly
capable probation officer
• In response to public input, a payment drop box was installed at city hall and a program
was instituted to accept credit card payments via telephone
• The probation office was remodeled to accommodate both the Probation Officer and
Probation Clerk
2006 Action Plan
• Continue staff training in response to changes in the City Code and the Revised Code
of Washington
• Analyze Association of Washington Cities recommendations for probation and case
monitoring practices and procedures; implement as appropriate
• Implement court security measures as budgeted; assess user satisfaction
• Replace personal computers for court staff, taking advantage of State's offer to
reimburse hardware costs
• Study collection of court fines and fees to ensure the highest levels of defendant
compliance
• Select and implement new jury management program and reduce term of jury service
from one month to one week
Operating Budget-Administrative,Judicial and Legal Services Department
3-29
Expenditure Budget by Category- Court Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 718,702 731,490 782,400 767,953 809,100 3.4%
Part-Time Salaries 7,468 9,830 7,400 17,030 7,620 3.0%
Overtime 5,507 9,701 5,200 3,164 5,400 3.8%
Personnel Benefits 197,184 201,660 255,500 223,203 249,620 -2.3%
Supplies 5,981 7,463 9,400 6,442 9,400 0.0%
Other Services and Charges 318,952 323,362 365,900 358,068 425,012 16.2%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 12,666 0 815 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 95,050 100.0%
Operating Total 1,253,794 1,296,172 1,425,800 1,376,675 1,601,202 12.3%
CIP 0 0 0 0 0 N/A
Total 1,253,794 1,296,172 1,425,800 1,376,675 1,601,202 12.3%
Funding Decisions- Court Services
2005 Adjusted Budget $1,425,800
2006 Budget Changes
Salaries 26,920
Overtime 200
Benefits -5,880
Security Officer 59,112
Interlund Payments 95,050
2006 Total Budget $1,601,202
Staffing Levels (Full-Time Equivalent Employees-FTE) - Court Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular 14.0 15.0 14.0 14.0 14.0 0.0% 3
g
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7 0.0%
Total FTE 14.7 15.7 14.7 14.7 14.7 0.0%
Operating Budget-Administrative,Judicial and Legal Services Department
3-30
L
Table 3-5. Administrative, Judicial, and Legal Services Performance and Workload Indicators (1 of 2)
2003 2004 2005 2005 2006
Actual Actual Forecast Actual Forecast
Mayor's Office
r Renton's Web Site Total Hits for the Year 1,935,531 2,083,433 2,200,000 2,368,730 2,500,000
New Resident Welcome Packets Mailed Out 1,178 1,671 1,800 1,699 1,800
City Clerk
11W Ordinances Processed 65 58 60 71 64
Resolutions Processed 71 48 55 56 59
r New Contracts processed 200 160 190 203 195
Contract Addenda processed 115 52 70 59 74
New Index Cards (mainframe) input 856 788 825 821 838
Council/COW meeting videos produced 63 63
Videos Produced (excluding Council Meetings) 12 10 10 11 11
Council Agendas& Minutes Developed& Published 44 44 43 39 42
Documents for Recording processed 206 224 220 247 217
Legal Services [for Prosecution workload,see also trials set and heard, as reported under"Court Services"]
bw Ordinance Drafted or Reviewed 71
Resolutions Drafted or Reviewed 55
Contracts Reviewed 190
Contract Addenda Reviewed 70
Tort or Administrative Appeal Files Opened 34
Tort or Administrative Appeal Files Closed 34
Discovery Requests Received 3,216
Hearing Examiner
Total Cases 58 59 80 74(+18) 83
Property Forfeitures 8 9 9 4(+18) 6
Vehicle Impounds 15 10 15 13 14
SEPA Appeals 0 1 2 0 4
Administrative Appeals 1 3 4 4 4
Other Jurisdiction Cases 10 5 7 4 6
Conditional Use Permits 1 1 3 7 6
Preliminary Plats 8 13 15 20 15
Site Approvals 7 2 6 5 7
Short Plats 6 10 10 13 12
Variances 0 0 2 1 2
Special Permit for Fill and Grade 0 0 0 1 0
Waiver of Street Improvements 0 0 0 0 0
Rezones 1 1 2 1 2
Shoreline Management 0 1 2 1 3
Other 1 3 3 0 2
Operating Budget-Administrative,Judicial and Legal Services Deparnnent
3-31
Table 3-5. Administrative, Judicial, and Legal Services Performance and Workload Indicators (2 of 2)
2003 2004 2005 2005 2006
Actual Actual Forecast Actual Forecast
Court Services
Jury Trials Set 841 918 900 943 950
Jury Trials Heard 22 26 35 19 25
Non-Jury Trials Set 210 232 250 170 200
Non-Jury Trials Heard 12 63 65 25 35
Interpreters Used 415 370 400 444 500
Cases Heard using Interpreters 1,226 1,174 1,300 1,439 1,700
Pre-Sentence and Evaluations 518 854 850 1209 1200
Probation (monthly average) 433 389 400 389 400
Court Cost Recoupment
Public Defense $139,755 $114,351 $115,000 $86,209 $90,000
Probation $147,376 $139,588 $150,000 $129,845 $135,000
>
Operating Budget-Administrative,Judicial and Legal Services Department
3-32
Table 3-6. Administrative, Judicial, and Legal Services Department Position Listing
2003 2004 2005 2005 2006
Grade Title Actual Actual Budget Actual Budget
Mayor's Office
Mayor(Elected) 1.0 1.0 1.0 1.0 1.0
M53 Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0
M30 Assistant to Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0
M25 Community Relations Manager 1.0 1.0 1.0 1.0 1.0
M17 Executive Secretary 0.0 1.0 1.0 1.0 1.0
N15 Community Relations Specialist 0.0 1.0 1.0 1.0 1.0
N12 Community Relations Specialist 1.0 0.0 0.0 0.0 0.0
N13 Executive Secretary 1.0 0.0 0.0 0.0 0.0
N05 Secretary 1 1.0 1.0 1.0 1.0 1.0
Total Mayor's Office 7.0 7.0 7.0 7.0 7.0
City Clerk Division
M30 City Clerk/Cable Manager 1.0 1.0 1.0 1.0 1.0
M17 Deputy City Clerk 1.0 1.0 1.0 1.0 1.0
Al2 Multimedia/Records Specialist 1.0 1.0 1.0 1.0 1.0
All Records Management Coordinator 1.0 1.0 1.0 1.0 1.0
A09 Records Management Specialist 1.0 1.0 1.0 1.0 1.0
Total City Clerk Division 5.0 5.0 5.0 5.0 5.0
Hearing Examiner Services Division
ilm M35 Hearing Examiner 1.0 1.0 1.0 1.0 1.0
A07 Hearing Examiner's Secretary 0.5 0.5 0.5 0.5 0.5
Total Hearing Examiner Division 1.5 1.5 1.5 1.5 1.5
Court Services
Municipal Court Judge(Elected) 1.0 1.0 1.0 1.0 1.0
M30 Court Services Director 1.0 1.0 1.0 1.0 1.0
A18 Probation Officer 1.0 1.0 1.0 1.0 1.0
A15 Judicial Specialist(Lead) 0.0 2.0 2.0 2.0 2.0
All Judicial Specialist(Lead) 2.0 0.0 0.0 0.0 0.0
A10 Judicial Specialist/Trainer 0.0 1.0 1.0 1.0 1.0
A08 Judicial Specialist 9.0 8.0 7.0 7.0 7.0
A08 Probation Clerk 0.0 1.0 1.0 1.0 1.0
Total Regular Staffing 14.0 15.0 14.0 14.0 14.0
Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7
Total Court Services Division 14.7 15.7 14.7 14.7 14.7
Total Regular Staffing 27.5 28.5 27.5 27.5 27.5
Total Intermittent Part-Time 0.7 0.7 0.7 0.7 0.7
Total Administrative,Judicial,and Legal Services 28.2 29.2 28.2 28.2 28.2
Operating Budget-Administrative,Judicial and Legal Services Department
3-33
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Operating Budget-Administrative,Judicial and Legal Services Department 1
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1
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� Economic Development
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MARKETS
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Administrator
Alex Pietsch
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Administrative
Support ,
2
Economic Development Neighborhoods Strategic Planning
3 1 6.3
Note: This department has 13.3 total full-time equivalent employees. '
Economic Development, Neighborhoods, and Strategic Planning Department Organization
r
+r
and Stwkyk Y&uudng
In this section you will find the Economic,Neighborhoods, and Strategic Planning
Development Mission Statement with a summary list of core services provided by
division. Following the core services list, we include the mission statements of each
division, along with lists of their outcomes, accomplishments for the year 2005, and
action plans for the year 2006.
Mission Statement
Enhance the vitality and livability of the Renton community by creating a
prosperous economy and quality neighborhoods
r
Core Services
• Economic Development
• Neighborhood Program
• Land use and Planning
r
• Legislative affairs
Outcomes
• Broaden the City's tax base, diversify employment, and increase property
values
• Improve Renton's image in the community and throughout the region
• Increase neighbor-to-neighbor and neighbor-to-City communication to
foster a more livable community
• Promote neighborhood identification and beautification
• Provide a framework to direct growth consistent with City values and
ensure predictability for property owners through comprehensive planning
and zoning, while providing creative solutions to land uses
• Influence national and regional decisions that affect the City
Operating Budget-Economic Development
3-35
2005 Accomplishments ,
• Successfully recruited the Federal Reserve Bank of San Francisco to build its
new Seattle Branch headquarters in Renton and the Educational Service ,
District of Puget Sound, which relocated its 350+ employees to Renton
• Formed the Mayor's CEO Roundtable, a regular gathering of Renton business '
leaders to provide feedback regarding the City's business climate and
economic development activities
• Worked with the University of Washington School of Architecture's Storefront ,
Studio,whose students spend the Spring 2005 quarter in Downtown Renton to
establish a vision for revitalization of the historic city center '
• Instituted a Downtown Action Plan that includes several economic
development and land use initiatives that will hopefully stimulate further
redevelopment of Downtown Renton ,
• Negotiated a 10-year lease with the Spirit of Washington Dinner Train to
operate the City's recently remodeled Pavilion Building as a private event
facility
• Completed a survey of Puget Sound area business leaders regarding the efforts
of the Community Marketing Campaign. Forty-three percent of respondents ,
said they had heard the slogan"Renton. Ahead of the Curve."and a significant
majority had positive comments regarding the brand and the community as a
whole ,
• Total sales tax revenue increased by almost 3 percent, and Hotel/Motel tax
revenue increased by almost 13 percent.
• The percentage of key new business tax contributions doubled from a 6 percent
increase to a 12 percent increase
• Effective marketing and redevelopment efforts resulted in 186 (through 9/19/
05) news articles and well over a 250 percent increase in hits to the economic
development-focused RentonMarket.com website from 2004 to 2005.
• The Neighborhood Program served over 10,000 and 3,700 households,
including the addition of four newly recognized neighborhoods. The Program
now recognizes 32 Renton neighborhoods, 13 of which hosted summer picnics
in 2005
• The Neighborhood Grant Program funded and organized the Mayor's Planting
Day, which resulted in 37 new trees and landscaping to be planted on NE 4th
Street with the help of 400 community volunteers and a $8,000 corporate
contribution. Additionally, $39,062 was awarded to neighborhoods for ,
beautification and communication projects
Operating Budget-Economic Development
3-36
' • Lobbying efforts in the 2005 State Legislature resulted in $330 million in
funding for expansion of Interstate 405 in Renton, $4 million for the
Strander Blvd/SW 27th Street project, $5 million for South Lake
Washington infrastructure, and $2.5 million for the final phase of the SR
169 expansion project. Additionally, Renton success held off so-called
"Streamlined Sales Tax" legislation that would have negatively impact the
City's budget by restructuring the way retail sales tax are allocated
2006 Action Plan
• Continue to shepherd redevelopment plans for the South Lake Washington
area,including working with the property owner and other City divisions to
affect positive results in this changing area. As part of implementing South
Lake Washington redevelopment, apply the Urban Center North
Comprehensive Plan vision and design guidelines
i • Complete and begin to implement the Highlands Sub-area Plan with the
goal of transforming this area into a vibrant mixed-income neighborhood
• Implement the Downtown Action Plan to stimulate further revitalization in
Downtown Renton
• Attract new businesses to Renton to increase sales tax revenue and jobs and
to promote Renton's business investment opportunities
• Respond to annexation requests that benefit Renton
• Increase the opportunity for resident participation in the community
through consolidated neighborhood picnics, more effective intra-
neighborhood communication, and increased participation in the
Neighborhood Grant Program
• Promote Renton's interests and pursue funding opportunities for
infrastructure and economic development in partnership with the City's
county, state, and federal representatives
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Operating Budget-Economic Development
3-37
Major Department Changes for 2006
Major department changes are given below, followed by staffing levels.
Personnel Costs: ,
Salaries ($3,700)
Departmental salary increases include a 3 percent cost of living increase, step increases, and
longevity.
Benefits ($13,420)
Department increases include 7 percent medical and dental. The PERS rate increases from 2.44
percent to 3.67 percent, the LEOFF rate increases from 4.39 percent to 4.87 percent, effective July
1, 2006.
Supplies, Other Services and Charges:
Interfund Payment ($88,416)
Funding in 2006 for Information Services Internal Service fund that provides IS repair and
maintenance, communication, computer replacement, and print and mail services.
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Operating Budget-Economic Development
3-38
Figure 3-3. Economic Development Overview
Expenditure Comparison
$1,500,000
$1,200,000
$900,000
$600,000
$300,000
$0
1998 1999 2000 2001 2002 2003 2004 2005 2006 Budget
Note: The Economic Development,Neighborhoods,and Strategic Planning Department was created in 1997.
Expenditure Budget by Category-Economic Development, Neighborhoods, and Strategic Planning
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 681,620 722,945 853,200 792,916 855,800 0.30%
Part-Time Salaries 0 570 33,600 3,265 34,600 2.98%
Overtime 1,179 2,345 2,700 460 2,800 3.70%
Personnel Benefits 151,528 159,644 215,700 196,254 229,120 6.22%
Supplies 8,538 17,344 18,300 12,005 12,000 -34.43%
Other Services and Charges 162,164 178,075 215,700 183,106 172,000 -20.26%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 9,878 239 10,000 703 5,000 -50.00%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 30,099 88,416 100.00%
Operating Total 1,014,907 1,081,162 1,349,200 1,218,808 1,399,736 3.75%
CIP 0 0 0 0 0 N/A
Total 1,014,907 1,081,162 1,349,200 1,218,808 1,399,736 3.75%
Operating Budget-Economic Development
3-39
Decisions-Economic Develo ment Neighborhoods, and Strategic Planning
Funding De p g g g
2005 Adjusted Budget $1,349,200
2006 Budget Changes
Salaries 3,600
Overtime 100
Benefits 13,420
Other Services and Charges 33,416
2006 Total Budget $1,399,736
Staffing Levels (Full-Time Equivalent Employees-FTE)-Economic Development, Neighborhoods, and
Strategic Planning
2003 2004 2005 2005 2006 Change
Actual Actual Budget Actual Budget 05/06
Regular 12.0 12.0 12.0 12.0 12.0 0.0%
Temporary Part-Time 1.1 1.1 1.1 1.1 1.1 0.0%
Intermittent Part-Time 0.2 0.2 0.2 0.2 0.2 0.0%
Total FTE 13.3 13.3 13.3 13.3 13.3 0.0%
Table 3-7. Economic Development Performance and Workload Indicators
2003 2004 2005 2005 2006
Actual Actual Forecast Actual Forecast
Neighborhood Liaisons to which training and support are
provided 20 20 10 18 20
Code Amendments adopted 20 12 10 8 8
Comp Plan Amendments completed 10.0 12.0 10.0 12.0 8.0
Annexations/Pre-zones analyzed and completed 7.0 6.0 0.0 5.0 8.0 ,
Neighborhood Associations/Residents 28/10,598 34/11,678 34/12,000 32/12,000 32/12,000
Resident picnic attendance 1,375 1,550 1600 1,800 1800
Number of positive news articles 60 63 50 53 60
�k
Operating Budget-Economic Development
3-40
Table 3-8. Economic Development, Neighboi-hoods, and Stt•ategic Planning Position Listing
2003 2004 2005 2005 2006
Grade Title Actual Actual Budget Actual Budget
M49 Economic Development Administrator 1.0 1.0 1.0 1.0 1.0
M38 Economic Development Director 1.0 1.0 1.0 1.0 1.0
A
to M32 Development Manager 1.0 1.0 1.0 1.0 1.0
M32 Principal Planner 1.0 1.0 1.0 1.0 1.0
A19 Associate Planner 0.0 0.0 0.0 2.0 2.0
A23 Senior Planner 3.0 3.0 3.0 1.0 1.0
A16 Economic Development Specialist 1.0 1.0 1.0 1.0 1.0
A13 Planning Technician II 1.0 1.0 1.0 1.0 1.0
N11 Admin Secretary II/Economic Assistant 1.0 1.0 1.0 1.0 1.0
A09 Admin Secretary 1 1.0 1.0 1.0 1.0 1.0
Al2 Neighborhood Coordinator 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 12.0 12.0 12.0 12.0 12.0
ow Temporary Part-time 1.6 1.1 1.1 1.1 1.1
Intermittent Part-time 0.2 0.2 0.2 0.2 0.2
Total Economic Development,Neighborhoods,and
to Strategic Planning Department 13.8 13.3 13.3 13.3 13.3
to
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Operating Budget-Economic Development
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Finance • Information
Services
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Administrator
Michael Bailey
1
Administrative '
Support
1
Finance Information Services
14.5 14.8
*Utility Billing Print and Mail
4 Services
Note:This department has 35.3 total full-time equivalent employees.
*The P/B/PW UtilifySystems Division funds pay for the four 141 FTF5 in Utility Billing.
Finance and Information Services Department Organization
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aw
In this section you will find the Finance and Information Services Mission Statement
with a summary list of core services provided by division. Following the core services
10 list, we include the mission statements of each division, along with lists of their
outcomes, accomplishments for the year 2005, and action plans for the year 2006.
Mission Statement
Manage the financial and technical affairs of the City, to support all City operations
through comprehensive and integrated financial and information services while
complying with applicable Federal, State, and local regulations.
Core Services
Finance - Manage the financial affairs of the City
• Financial and Regulatory Accountability
• Fiscal Analysis
1W • Payroll Processing
• Utility Customer Services
Information Services - Manage the computer systems, communications,
data support, print services, and mail management of the City
1W • Citywide Voice/Data Communications
0 Operating and Database Systems
0 Strategic Applications
0 Technical Support Help Desk
• Print Services and Mail Management
An overview of the Finance and Information Services expenditures is shown in figure 3-4,
followed by expenditures by division and category.
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Operating Budget-Finance and/n%rmation Services
3-43
Figure 3-4. Finance and Injurmation Services Overview
Expenditure Comparison
$6,000,000
$4,800,000
$3,600,000
$2,400,000
$1,200,000
$0
1998 1999 2000 2001 2002 2003 2004 2005 2006 Budget
Expenditure Budget by Division - Finance and Information Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Finance 1,659,710 1,664,640 1,788,700 1,770,079 1,518,009 -15.13%
Information Services 1,426,355 1,516,038 1,670,700 1,603,110 3,431,550 105.40%
Operating Total 3,086,066 3,180,678 3,459,400 3,373,189 4,949,559 43.08%
CIP 0 0 0 0 0 I VA
Total 3,086,066 3,180,678 3,459,400 3,373,189 4,949,559 43.08%
Oki
Expenditure Budget by Category- Finance and Information Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 1,873,465 1,879,467 2,032,300 1,939,271 1,928,539 -5.11%
Part-Time Salaries 90,613 98,278 63,900 104,089 65,820 3.00%
Overtime 23,456 35,417 47,000 39,871 48,461 3.11%
Personnel Benefits 415,020 420,795 525,800 477,815 495,446 -5.77%
Supplies 135,422 158,225 130,500 141,573 141,400 8.35%
Other Services&Charges 546,793 582,651 649,900 669,457 926,784 42.60%
Intergovernmental Services 0 0 0 0 128,109 100.00%
Capital Outlay 1,296 5,845 10,000 1,114 1,215,000 12050.00%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 3,086,066 3,180,678 3,459,400 3,373,190 4,949,559 43.08%
CIP 0 0 0 0 0 IVA
Total 3,086,066 3,180,678 3,459,400 3,373,190 4,949,559 43.08%
Operating Budget-Finance and Information Services
3-44
.. Major Department Changes for 2006
Major department changes are given below, followed by staffing levels.
1 Personnel Costs:
Salaries ($401,241 -All Divisions)
Department salary increases include 3 percent cost of living, step increases and
longevity. The total reduction in salaries is explained below.
Benefits ($-32,546-All Divisions)
Department increases include 7 percent medical and dental. The PERS rate
increases from 2.44 percent to 3.67 percent effective July 1, 2006. The total
reduction in benefits is explained below.
Staffing Changes ($-213,200 - Finance Division)
The reduction in staff changes within the Finance Division resulted from directly
Lcharging 4.5 staff members to the funds for which direct services are provided.
Interfund Charges ($128,109- Finance Division)
The creation of an Internal Service Fund to support services for
Telecommunications, computer replacement, Information Service Operations,
Repairs and Maintenance, and Printing/Mailing was created for 2006. This is the
Finance Division's contribution.
tSupplies, Other Services and Charges:
Postage ($22,400—Information Services)
An increase of$22,400 is requested to fully fund this line item. Increase is based
on previous year actual costs.
Excess Copy Charges ($63,000—Information Services)
rAn increase of$33,000 is requested for copy chargers in the Print Shop. Increase is
based on previous year actual costs. A transfer of$30,000 is requested from other
Department's budgets to pay for copier maintenance charges that Department's
traditionally paid for.
Supplies ($10,900—Information Services)
An increase of$10,000 is requested to fully fund toner cartridges used Citywide.
An increase of$900 is requested for Small Tools and Minor Equipment.
Service Contracts ($53,300—Information Services)
Service contracts have increased with the addition of mission critical network
components and implementation of the city's wireless network. The increase of
$50,800 is made up primarily of core switches and wireless equipment. These
service contracts provide 24 x 7 service and support. An increase of$2,500 is
requested to fully support the recently implemented Blackberry Enterprise Server.
Operating Budget-Finance and Information Services
3-45
Travel/Training ($12,984 —Information Services)
An increase of$12,984 is requested to train staff on the Linux operating system.
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05106
Finance 21.5 21.50 20.50 20.50 16.0 -21.95%
Information Services 13.8 14.8 14.8 14.8 15.3 3.38% ,
Total FTE 35.3 36.3 35.3 35.3 31.3 -11.33%
Divisions by Fund Number
Finance is included in the General Fund(000/004) and Information Services is
included in an Internal Service Fund (503).
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Operating Budget-Finance and Information Services
3-46
Finance Division
Following the mission statement and lists of outcomes, accomplishments,
and action plans, we include charts for Finance Division expenditures, 2006
funding decisions, and staffing levels.
Mission Statement
Directly monitor and report all cost centers of the City and to support all city
operations through comprehensive and integrated financial information services
while complying with all mandated regulations
Outcomes
• Meet Federal, State, and local regulations by auditing, managing,
paying, billing, and reporting all the City's financial activity
• Fulfill City directives by publishing a balanced budget and other
financial information tools on a timely and accurate basis for decision-
makers and citizens
• Meet the City's obligation to pay employees accurately and timely
while adhering to all internal and external guidelines to minimize the
risk of fraud and meet Federal and State requirements
• Manage all residential, commercial, and third party vendor utility
customer needs in a courteous, timely way and with respect
2005 Accomplishments
• Developed an on-line bill paying system for Utility customers.
• Implemented Citywide credit card acceptance for all City
departments using a common software application.
• Upgraded the payroll employee timekeeping system to replace
the current system that is no longer supported by the vendor.
• Interpreted and implemented all GASB pronouncements established
by the Board within their respective implementation dates.
• Analyzed the current Business Licensing process for proposed
changes to improve the efficiency and effectiveness of the process,
which will include the feasibility of replacing the Business
Licensing system.
Operating Budget-Finance and Information Services
3-47
2006 Action Plan
• Implement the new Financial Management Policies.
• Cross-train UT personnel.The amount of training provided is subject
to staff availability.
• Implement a new Business Licensing system.
• Design a new Business License Application Form with City Website
Access.
• On-line approval process for business license applications.
• Improve interfaces between stand-alone systems and the core
financial system.
Operating Budget-Finance and Information Services
3-48
£:
Expenditure Budget by Category- Finance Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 1,142,181 1,117,439 1,187,800 1,098,910 974,600 -17.95%
Part-Time Salaries 17,441 36,677 0 40,610 0 N/A
y Overtime 5,156 14,255 18,300 13,453 18,900 3.28%
Personnel Benefits 256,169 253,375 316,400 274,398 253,500 -19.88%
Supplies 11,476 35,463 13,900 14,705 13,900 0.00%
Other Services&Charges 227,288 207,431 252,300 328,003 129,000 -48.87%
Intergovernmental Services 0 0 0 0 128,109 100.00%
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,659,710 1,664,640 1,788,700 1,770,079 1,518,009 -15.13%
CIP 0 0 0 0 0 N/A
Total 1,659,710 1,664,640 1,788,700 1,770,079 1,518,009 -15.13%
1w
Funding Decisions-Finance Division
2005 Adjusted Budget $1,788,700
rr 2006 Budget Changes
Salaries -213,200
Overtime 600
4r Benefits
-62,900
UT Billing Direct Charges -108,300
Other Service Charges(2005 Funding) -15,000
rrt
Information Services Charges 128,109
L2006 Total Budget $1,518,009
Staffing Levels(Full-Time Equivalent Employees-FTE) -Finance Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular 21.5 21.5 20.5 20.5 16.0 -22.0%
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 20.5 20.5 16.0 -22.0%
L
Operating Budget-Finance and Information Services
3-49
j
Information Services
Following the mission statement and lists of outcomes, accomplishments, and action
plans,we include charts for Information Services Division expenditures,2006 funding
decisions, and staffing levels.
Mission Statement
Provide communication and data support to meet departmental function and
record keeping, and supply technical support services to all data/voice system
users in the City
Outcomes
• Provide reliable voice and data communications to all City facilities
• Provide secure operational and data base management systems as a foundation
for file, print services, and strategic applications
• Provide strategic application programs to enable departments to achieve their
goals in a timely and efficient manner
• Provide technical support and assistance to City users
• Meet departments' document copying,printing, and mailing needs
2005 Accomplishments
• Assured Telephone and Voice Mail systems, the data network and electronic
mail were operational 99 percent of the time
• Assured that strategic applications have an uptime of 99 percent and
malfunctions cause less than 8 hours of service interruption per application,
per year
• Provided help desk service response levels so that:
• Routine requests were responded to by the end of the next business day
and 73 percent of them are resolved within two business days
• Urgent requests were responded to within four business hours and 88
percent of them were resolved within one business day
• Mission critical requests were responded to within thirty minutes and
work began within two hours. Of these incidents, 91 percent were
resolved within 30 minutes.
• Assured that print/mail requests received a proof within two business days, and
products were delivered within four business days of proof approval
Operating Budget-Finance and Information Services
3-50
Human Resources and
ManagementRisk
Mme.,
wO'2g in 2@0hn 'sFOur
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i
1
Administrator
Michael Webby
1
Human Resources Civil Service Commission Risk Management
r
3.4 0.5 3
Note: This department has 7.9 total full-time equivalent employees.
Human Resources and Risk Management Department Organization
r
a
..
.rAtanagwwwDepawmea
ar
rr
In this section you will find the Human Resources and Risk Management
Department Mission Statement with a summary list of core services provided by
division. Following the core services list, we include the mission statements of
each division, along with lists of their outcomes, accomplishments for the year
2005, and action plans for the year 2006.
Mission Statement
1W Provide a broad range of employee and risk management services in a timely,
responsive, and reliable manner to employees, residents, and the general public.
" Function Statement
The function of the Human Resources and Risk Management department is to
provide internal support for all service delivery departments.
Core Services
r
Administration and Civil Service
ar
• Recruitment and selection
• Classification and compensation
• Employee relations
• Employee training and development
Risk Management
• Property and liability insurance
• Workplace health and safety
• Employee benefits
Operating Section-Human Resources and Risk Management Department
3-55
Figure 3-S. Human Resources and Risk Management Overview
Expenditure Comparison
$15,000,000
$12,000,000
.......... ----------
$9,000,000
---- --$9,000,000
$6,000,000
$3,000,000
$0
1998 1999 2000 2001 2002 2003 2004 2005 2006 Budget
Expenditure Budget by Division -Human Resources and Risk Management
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Administration 509,419 423,377 557,600 487,554 562,903 1.0%
Civil Service 85,994 77,352 63,200 45,972 63,850 1.0%
Risk Mgmt, Propery&Liability 9,117,162 3,656,234 3,549,300 2,335,259 2,986,001 -15.9%
Risk Mgmt Healthcare 0 5,407,028 6,490,400 6,014,340 7,024,904 8.2%
Risk Mgmt, Leoffl Retirees HC 0 760,624 1,359,900 1,238,217 1,748,130 28.5%
Operating Total 9,712,575 10,324,615 12,020,400 10,121,342 12,385,788 3.0%
C I P 0 0 0 0 0 N/A
Total 9,712,575 10,324,615 12,020,400 10,121,342 12,385,788 3.0%
Expenditure Budget by Category - Human Resources and Risk Management
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 491,307 471,445 472,200 465,669 503,300 6.6%
Part-Time Salaries 7,555 9,101 28,500 25,266 29,360 3.0%
Overtime 28 0 2,600 27,637 2,700 3.8%
Personnel Benefits 6,203,067 6,500,225 7,876,200 7,411,854 8,607,278 9.3%
Supplies 3,562 8,391 13,900 22,251 13,900 0.0%
Other Services and Charges 2,829,135 2,114,559 3,500,100 2,043,529 3,043,200 -13.1%
!!!
intergovernmental Services 1,821 1,094 3,500 1,736 3,500 0.0%
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 176,100 1,219,800 123,400 123,400 182,550 47.9%
Operating Total 9,712,575 10,324,615 12,020,400 10,121,342 12,385,788 3.0%
CIP 0 0 0 0 0 N/A
Total 9,712,575 10,324,615 12,020,400 10,121,342 12,385,788 3.0%
Operating Section-Human Resources and Risk Management Department
3-56
.r
Major Department Changes for 2006
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($32,060 -All Divisions)
Department salary increases include 3 percent cost of living, step increases,
longevity, and reclassifications.
Benefits ($16,170 - All Divisions)
Department benefit increases include 7 percent medical and dental plan. The PERS
rate increases from 2.44 percent to 3.67 percent, the LEOFF rate increases from
4.39 percent to 4.87 percent, effective July 1, 2006.
Salaries and Benefits ($0 - All Divisions)
Salaries and benefits for the Administrator will be split equally
between the General Fund and the insurance Funds.
1W
Healthcare Insurance Funds ($848,356—Risk Management)
Healthcare increases for 2006 include $698,156 in claims for prescriptions,
medical, vision, and dental coverage, and $150,200 for administrative costs.
Supplies, Other Services and Charges:
r
Other Operating Charges ($26,800 - All Divisions)
Funding of$10,000 to increase the budget for advertising of open positions
due to reductions in the 2005 budget of$16,100. Increase of$800 in fees
for drug/alcohol testing, and $16,000 for Health and Wellness Program.
%W Insurance Fund ($132,852 —Risk Management)
Changes to cover citywide anticipated property and liability claims, and insurance
premiums for boiler and machinery, underground storage tank pollution, airport,
WCIA liability, and property. Increase of$19,752 for industrial insurance and
professional services.
Interfund Payments:
Information Services ($59,150 - All Divisions)
Effective January 1, 2006 a new Fund 503, Information Services was created for
the purpose of identifying service costs to all City departments. These services
include telecommunication, computer replacement/other CIP, repair and
maintenance, and print and mail. Expenses are paid by the Information Services
Fund, and rates are charged to departments based on use and/or coverage
requirements.
Operating Section-Human Resources and Risk Management Department
3-57
2005 Funding Items:
Property and Liability Insurance Fund (-$750,000 - Risk Management)
Additional funding due to anticipated property and liability settlement in 2005.
Staffing Levels by Division - Human Resources and Risk Management
2003 2004 2005 2005 2006 %Chg
Actual Budget Adj Bdgt Actual Budget 05/06
Administration 5.5 4.5 4.4 4.4 3.9 -11.4%
Civil Service 0.9 0.9 0.5 0.5 0.5 0.0%
Risk Mgmt Propery&Liability 2.0 2.0 2.0 2.0 2.3 12.5%
Risk Mgmt, Healthcare 0.0 1.0 1.0 1.0 1.2 15.0%
Risk Mgmt Leoffl Retirees HC 0.0 0.0 0.0 0.0 0.1 100.0%
Total FTE 8.4 8.4 7.9 7.9 7.9 0.0%
Divisions by Fund Number
The Human Resources and Risk Management Department includes the operations of the
following divisions:
000 General Fund Administration
Civil Service Commission
502 Insurance Fund Risk Management t
512 Heathcare Risk Management, Healthcare
Insurance Fund
522 LEOFFI Retiree Risk Management, Healthcare
Healthcare Fund
Operating Section-Human Resources and Risk Management Department
3-58
Is/
WD Administration and Civil Service
Mission Statement
+� Provide a broad range of employee and risk management services in a timely,
responsive, and reliable manner to employees, residents, and the general public
�• Outcomes
0 Maintain an equitable and competitive salary structure
• Maintain a positive work environment based on mutual trust and respect
• Provide City employee with a broad range of training programs
• Hire and retain a diverse workforce that is skilled and motivated
2005 Accomplishments
rr • Recruited applicants that reflect our community's diversity
• Successfully negotiated three year Collective Bargaining Agreements with
all five Bargaining Units
• Provided diversity and anti-harassment education to all city employees
wr►
• Revised and implemented approximately 1/3 of Human Resources Policies
and Procedures
• Provided comprehensive job related training options to all regular city
�.r employees, as well as specific training as requested
2006 Action Plan
• Provide a comprehensive level of Human Resource services which meet
our clients needs
o, • Expand the diversity of the city's workforce
• Review and revise remaining Human Resources Policies and Procedures
• Provide skill building training to City employees
Operating Section-Human Resources and Risk Management Department
3-59
Expenditure Budget by Category - Administration and Civil Service Division
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 390,690 314,827 312,700 297,302 259,700 -16.9%
Part-Time Salaries 7,555 9,101 28,500 25,266 29,360 3.0%
Overtime 0 0 2,600 0 2,700 3.8%
Personnel Benefits 80,745 64,375 70,800 68,315 73,670 4.1%
Supplies 3,562 8,391 13,900 5,885 13,900 0.0%
Other Services and Charges 112,861 104,035 192,300 136,758 203,100 5.6%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 44,323 100.0%
Operating Total 595,413 500,729 620,800 533,526 626,753 1.0%
CIP 0 0 0 0 0 N/A
Total 595,413 500,729 620,800 533,526 626,753 1.0%
Funding Decisions-Administration and Civil Service Division
2005 Adjusted Budget $620,800
2006 Budget Changes
Salaries 14,960
Benefits 16,470
Department Reallocation -80,600
Drug/alcohol testing 800
Advertising/Personnel 10,000
Information Services Charges 44,323
2006 Total Budget $626,753
Staffing Levels (Full-Time Equivalent Employees - FTE) - Administration and Civil Service
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Bdgt Actual Budget 05/06
Administration 5.5 4.5 4.4 4.4 3.9 -11.4%
Civil Service 0.9 0.9 0.5 0.5 0.5 0.0%
Total FTE 6.4 5.4 4.9 4.9 4.4 -10.2%
Operating Section-Human Resources and Risk Management Department
3-60
r
rr. Risk Management
Mission Statement
Provide comprehensive loss control services by organizing, coordinating, and
directing all activities related to the Risk Management Division
Outcomes
• Protect and preserve public assets
,. • Maintain a comprehensive menu of affordable benefits
• Provide a safe workplace that minimizes occupational risk and
financial loss
2005 Accomplishments
• Expanded benefit education for employees using electronic and print media
• Implemented on a broader scale a comprehensive return-to-work for
job-injured employees
• Conducted safety and loss control inspection of major City facilities
• Trained employees on Incident & Claim Reporting Procedures
2006 Action Plan
• Provide comprehensive Workers' Compensation training to managers and
°11 employees throughout the city
• Expand general Risk Management training using internal and external
i resources
• Complete the update of employee Safety Manual and Policies and
Procedures
Irr
• Explore alternative Risk Management funding based on accountability
• Serves as Vice President of the Executive Committee of Washington Cities
Insurance Authority
1
Operating Section-Human Resources and Risk Management Department
3-61
Expenditure Budget by Category- Risk Management Division
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 100,617 156,618 159,500 168,367 243,600 52.7%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 28 0 0 27,637 0 N/A
Personnel Benefits 6,122,322 6,435,850 7,805,400 7,343,539 8,533,608 9.3%
Supplies 0 0 0 16,366 0 N/A
Other Services and Charges 2,716,274 2,010,524 3,307,800 1,906,771 2,840,100 -14.1%
Intergovernmental Services 1,821 1,094 3,500 1,736 3,500 0.0%
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 176,100 1,219,800 123,400 123,400 138,227 12.0%
Operating Total 9,117,162 9,823,886 11,399,600 9,587,816 11,759,035 3.2%
CIP 0 0 0 0 0 N/A
Total 9,117,162 9,823,886 11,399,600 9,587,816 11,759,035 3.2%
Funding Decisions- Risk Management Division
2005 Adjusted Budget $11,399,600
2006 Budget Changes
Salaries 17,100
Benefits -300
Department Reallocation 80,600
City Liability and Property Insurance Claims and Premiums 108,100
Healthcare Costs,Active Employees 469,056
Healthcare Costs, LEOFFI Retirees 367,300
Long Term Care LEO FFI Retirees 12,000
Industrial Insurance 16,752
Professional Services 8,000
Health and Wellness Program 16,000
Information Services Charges 14,827
City Liability and Property Insurance Claim(2005 Funding) -750,000
2006 Total Budget $11,759,035
Staffing Levels (Full-Time Equivalent Employees- FTE) -Risk Management Division
2003 2004 2005 2005 Budg %Chg
Actual Actual Adj Bdgt Actual Budget 05/06
Regular 2.0 3.0 3.0 3.0 3.5 16.7%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 2.0 3.0 3.0 3.0 3.5 16.7%
Operating Section-Human Resources and Risk Management Department
3-62
r
Table 3-11. Human Resources and Risk Management Performance and Workload Indicators
r
2003 2004 2005 2005 2006
Actual Actual Forecast Actual Forecast
Training
General Training 3,900 1,875 4,300 3,794 3,800
Safety Training 2,261 2,301 2,350 3,036 2,450
Total Hours of Training 6,161 4,176 6,650 6,830 6,250
Applications
Processed 2,142 2,920 3,000 1,699 1,700
%that were Women& Minorities 58% 43% 43% 68% 70%
Employees Hired/Promoted
rr�
Hired/Promoted 55 34 35 35 40
%that were Women& Minorities 34% 24% 24% 57% 60%
Claims
Risk Management 150 122 150 111 125
Table 3-12. Human Resources and Risk Management Position Listing
2003 2004 2005 2005 2006
Grade Title Actual Actual Adj Bdgt Actual Budget
Administration/Civil Service Commission
M49 Human Resources/Risk Management Administrator 1.0 1.0 1.0 1.0 0.5
W M30 Human Resources Manager 1.0 1.0 1.0 1.0 1.0
M20 Human Resources Analyst/Civil Service Coordinator 1.0 1.0 0.0 0.0 0.0
(0.5 Administration/0.5 Civil Service)
N11 Assistant Human Resources Analyst 1.0 0.0 1.0 1.0 1.0
N11 Assistant Human Resources Analyst 1.0 1.0 0.0 0.0 0.0
(0.6 Administration/0.4 Civil Service)
N11 Human Resources Systems Technician 0.0 1.0 1.0 1.0 1.0
N09 Human Resources Systems Technician 1.0 0.0 0.0 0.0 0.0
Total Regular Staffing 6.0 5.0 4.0 4.0 3.5
rr Temporary Part-Time 0.4 0.4 0.9 0.9 0.9
Total Administration/Civil Service Commission 6.4 5.4 4.9 4.9 4.4
Risk Management
M49 Human Resources/Risk Management Administrator 0.0 0.0 0.0 0.0 0.5
M20 Safety Officer 1.0 1.0 1.0 1.0 1.0
M20 Benefits Analyst 0.0 1.0 1.0 1.0 1.0
N11 Admin Secretary II/Risk M mt Assistant 0.0 1.0 1.0 1.0 1.0
N05 Secretary 1 1.0 0.0 0.0 0.0 0.0
Total Regular Staffing 2.0 3.0 3.0 3.0 3.5
Total Temporary Part-Time 0.0 0.0 0.0 0.0 0.0
Total Risk Management 2.0 3.0 3.0 3.0 3.5
Total Regular Staffing 8.0 8.0 7.0 7.0 7.0
Total Temporary Part-Time 0.4 0.4 0.9 0.9 0.9
Total Human Resources and Risk Management 8.4 8.4 7.9 7.9 7.9
Operating Section-Human Resources and Risk Management Department
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Operating Section-Human Resources and Risk Management Department
3-64
Police Department
}k'
Invesfin � in Renfon 's Fufure
g
Police Chief
Garry Anderson
1
Administrative
Support
2
Information/
Media
Chaplains/
Volunteers
Deputy Chief
1
Patrol Patrol investigations Administrativestaff Auxiliary
Operations Services 22* Services Services Services
58 14.8 11* 12.4 17*
Animal Control Community Electronic
Programs Home Detention/ '
Jail
School
Resource Officers
Program
Training
Note: The department has 139.2 total full-time equivalent employees.
*Includes 4.0 FTE to Iill existing vacancies due to military commitments
and temporary assignments to other public agencies
Police Department Organization
r
Janice Depattmea
In this section you will find the Police Department Mission statement with a
summary list of core services provided by division. Following the core services
list, we include the mission statements of each division, along with lists of their
outcomes, accomplishments for the year 2005, and action plans for the year 2006.
r
Mission Statement
The Renton Police Department, in partnership with our community, is dedicated
to, preventing crime, enforcing laws, arresting offenders, resolving community
problems, and improving the quality of life.
aw
Core Services
,. Administration
• Maximize department effectiveness with focused deployment of resources
resulting in the reduction of crime
• Provide outstanding service to our community
• Identify and prepare resources for successful response to local, regional,
r and national public safety needs
Patrol Operations
• Prevent criminal conduct
• Enforce laws and ordinances
• Investigate criminal offenses
• Detecting and preserving evidence and property
• Apprehend offenders
• Resolve critical incidents
Operating Section-Police Department
3-65
Patrol Services
• Provide traffic enforcement
• Investigate major motor vehicle accidents '
• Parking enforcement
• Resolve animal complaints
• Plan and organize special events
• Code Enforcement and Nuisance Abatement ,
Investigations ,
• Conduct criminal investigations
• Collect and disseminate intelligence
• Recover stolen property '
• Arrest and prosecute offenders
• Process, store, and release evidence and property ,
Administrative Services
• Provide department personnel services
• Provide crime prevention and community relations programs
• Provide personnel and department equipment needs ,
• Administer a volunteer staff
• Planning and research
• Maintain professional standards
Staff Services
• Record and disseminate information to department members and
other agencies
• Organize and store information
• Provide service to the public
• Provide security for City Hall
Auxiliary Services
• Maintain a safe, secure, and contraband free jail environment
• Evaluate inmate health and living conditions
• Provide a cost effective and safe Electronic Home
Monitoring Program
Operating Section-Police Department
3-66
W
Figure 3-6. Police Department Overview
Expenditure Comparison
$20,000,000
$16,000,000
$12,000,000 ....... • ..•••...• • -t
♦ •
$8,000,000
$4,000,000
$0
1998 1999 2000 2001 2002 2003 2004 2005 2006 Budget
6
Expenditure Budget by Division - Police Department
2003 2004 2005 2005 2006 Change
W Actual Actual Adj Bdgt Actual Budget 05/06
Administration 1,862,314 1,616,210 1,601,100 1,656,761 2,500,081 56.1%
Patrol Operations 5,481,823 5,403,724 5191800 5,659,611 6 597900 27.1%
ka Patrol Services 1,151,535 1,129,911 2,331,500 1,340,033 1,519 800 -34.8%
Investigations 2,110,575 2,331 108 2,378,700 2 538 175 2,552,410 7 3%
to Admin Services 1,118,329 1,039,042 1,330,000 1,252,556 1,415 800 6.5%
Staff Services 592,418 602,564 786,700 633,809 896,200 13.9%
Auxiliary Services 1,874,562 2,314,334 2 257 200 2,777,379 2512 400 11.3%
Operating Total 14,191,556 14,436,893 15,877,000 15,858,324 17,994,591 13.3%
CIP 0 0 0 0 0 N/A
Total 14,191,556 14,436,893 15,877,000 15,858,324 17,994,591 13.3%
Expenditure Budget by Categmy- Police Department
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 7,807,452 7,805,315 9,159,800 8,625,836 9,718,000 6.1%
6W Part-Time Salaries 14,789 0 7,100 0 7,310 3.0%
Overtime 809,851 855,765 738,900 822,988 792,000 7.2%
Personnel Benefits 2,635,963 2,286,102 2,610,000 2,620,594 3,149,400 20.7%
Supplies 507,619 414,240 469,200 399,346 496,200 5.8%
Other Services and Charges 1,189,137 1,371,577 1390 100 1,355,982 1403 100 0.9%
Intergovernmental Services 1,224,112 1,703,894 1 476900 2,033,578 1 626 060 10.1%
Capital Outlay 2,633 0 25,000 0 25,000 0.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 777,521 100.0%
Operating Total 14,191,556 14,436,893 15,877,000 159858,324 17,994,591 13.3%
CIP 0 0 0 0 0 N/A
Irr Total 14,191,556 14,436,893 15,877,000 15,858,324 17,994,591 13.3%
Operating Section-Police Department
3-67
r
Major MaJ' De artment Chan es for 2006 ,
P g
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($265,610 - All Divisions)
Department salary increases include 3 percent cost of living, step increases, longevity,
and reclassifications.
Benefits ($403,100 - All Divisions)
Department benefit increases include 7 percent medical and dental. The PERS
rate increases from 2.44 percent to 3.67 percent, the LEOFF rate increases
from 4.39 percent to 4.87 percent, effective July 1, 2006.
Department Reorganization ($0—Patrol Operations, Patrol Services)
Department reorganization is a result of implementing REACT. The changes transfer
positions back to Patrol Operations from Patrol Services.
Salaries and Benefits ($482,200 - Patrol Operations, Patrol Services)
Add 5.0 FTE Police Officers to Patrol Operations, and reclassify Code Compliance
Inspector to Patrol Officer in Patrol Services for REACT program. ,
Supplies, Other Services and Charges:
Supplies ($27,000 - Administrative Services)
One time funding for uniforms and equipment for 5 new police officers.
Contract Costs ($162,160—Administration, Auxiliary Services)
Valley Communications dispatch and 800 MHZ radio contract change of$81,160 for
a total budget of $1,055,460. Harbor Patrol contract change of$21,000 for a total
budget of$42,200. Jail Services contract with King County and Yakima change is
$47,000 for a total budget of$520,800. Health Officer Services contract change of
$13,000 for a total budget of$188,100.
Interfund Payments:
Information Services ($777,521 -Administration)
Effective January 1, 2006,new Fund 503, Information Services,will be created for the
purpose of identifying service costs to all City departments. These services include '
telecommunication, computer replacement/other CIP, repair and maintenance, and
print and mail. Expenses are paid by the Information Services Fund, and rates are
charged to departments based on use and/or coverage requirements. ,
Operating Section-Police Department ,
3-68
L
Staffing Levels by Division - Police Department
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
s°
Administration 4.0 4.0 4.0 4.0 4.0 0.0%
Patrol Operations 55.0 56.0 48.0 48.0 58.0 20.8%
Patrol Services 11.2 11.2 19.8 19.8 14.8 -25.3%
Investigations 21.0 21.0 22.0 22.0 22.0 0.0%
Admin Services 10.0 10.0 11.0 11.0 11.0 0.0%
Staff Services 11.0 11.0 12.4 12.4 12.4 0.0%
Auxiliary Services 16.0 17.0 17.0 17.0 17.0 0.0%
Total FTE 128.2 130.2 134.2 134.2 139.2 3.7%
MW
Divisions by Fund Number
The Police Department includes the operations of the following divisions in the General Fund (000):
Administration
Patrol Operations
1r
Patrol Services
Investigations
r.
Administrative Services
Staff Services
1�r
Auxiliary Services
VW
ilr
am
fir
1W
6
Operating Section-Police Department
3-69
Administration Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans,we include charts for Administration Division expenditures,2006
funding decisions, and staffing levels.
Mission Statement ,
To meet the vision of being a nationally recognized and regional leader in
providing comprehensive,professional law enforcement services by ,
preventing crime, enforcing laws, arresting offenders, resolving community
problems, and improving the quality of life.
Outcomes
• Deaths and bodily injury resulting from crime will be 10 percent below
the national rate '
• Recover 65 percent of the value of property lost due to criminal activity
• The number of violent crimes committed per thousand population will
be below the national rate
• Achieve a 25 percent clearance ratio of all reported crimes
• Ensure 85 percent of our customers will rate our service as satisfactory
2005 Accomplishments
• Implemented REACT- (Renton's Enhanced nuisance Abatement and
Code enforcement Team). A joint effort between Code Enforcement,
the City Attorney's office, Renton Fire Department's Fire Inspectors,
and Law Enforcement to effectively respond to a wide variety of
"quality of life" issues through out the City of Renton.
• Began the implementation of"RENSTAT"using computer statistics to
guide our enforcement efforts. Researched and implemented a self-
service, web-based reporting system for the public to report incidents.
Researched and will implement in 2006 a telephone reporting service
that will free up officers in the field to become more proactive rather
than reactive to criminal activity.
2006 Action Plan
• Implement RENSTAT Phase 2. Officers should see a reduction in the
amount of committed time through web-based reporting and the
telephone-reporting unit. This will allow officers additional time to
become more proactive to address crime related issues citywide.
Operating Section-Police Department
3-70
Expenditure Budget by Category-Administration Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 314,740 330,001 350,900 355,961 355,300 1.3%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 4,897 392 5,300 625 5,500 3.8%
Ir Personnel Benefits 454,878 68,926 70,800 77,231 85,500 20.8%
Supplies 9,309 8,346 12,600 8,200 12,600 0.0%
W Other Services and Charges 162,526 192,110 141,000 157,501 141,000 0.0%
Intergovernmental Services 915,964 1,016,435 995,500 1,057,243 1097660 10.3%
1 Capital Outlay 0 0 25,000 0 25,000 0.0%
r Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 777,521 100.0%
Operating Total 1,862,314 1,616,210 1,601,100 1,656,761 2,500,081 56.1%
to CIP 0 0 0 0 0 N/A
Total 1,862,314 1,616,210 1,601,100 1,656,761 2,500,081 56.1%
Funding Decisions-Administration Division
2005 Adjusted Budget $1,601,100
2006 Budget Changes
Salaries 4,600
r Benefits 14,700
Contracts,Valley Communications 81,160
Contracts,Harbor Patrol 21,000
to Information Services Charges 777,521
2006 Total Budget $2,500,081
Staffing Levels (Full-Time Equivalent Employees-FTE) -Administration Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular 4.0 4.0 4.0 4.0 4.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 4.0 4.0 4.0 4.0 4.0 0.0%
ow
IN
go
Operating Section-Police Department
r
3-71
Patrol Operations Division '
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Patrol Operations Division expenditures,
2006 funding decisions, and staffing levels.
Mission Statement t
To meet the vision of being a nationally recognized and regional leader in
providing comprehensive,professional law enforcement services by
preventing crime, enforcing laws, arresting offenders, resolving community
problems, and improving the quality of life.
Outcomes
• Maintain an average response time of-
Priority
£Priority I 3.50 minutes
Priority II 8.00 minutes
Priority III 12.00 minutes
Priority IV 21.00 minutes t
• Achieve a 25 percent clearance ratio of all UCR Part 1 crimes reported
• Control violent crime as defined by the UCR Part I crimes below the
national average per 100,000 population
• Ensure that 85 percent of our customers rate our service as satisfactory
2005 Accomplishments.
• Response times achieved:
Priority I 2.48 minutes
Priority II 8.17 minutes
Priority III 11.25 minutes ,
Priority IV 23.43 minutes
• Responded to approximately 66,000 calls-for-service, which is a 3
percent increase compared to 2005 without additional staff t
• Fully transitioned to"Field Reporting"using the Aegis system
2006 Action Plan
• Reduce unnecessary uniform response to calls-for-service
• Continue to utilize computer statistics and crime analysis to more
effectively deploy resources
• Continue to improve"quality of life" issues in Downtown and
Transit Center areas.
Operating Section-Police Department
3-71
L
L Expenditure Budget by Category-Patrol Operations Division
2003 2004 2005 2005 2006 Change
to Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 3,559,214 3,459,016 3,423,600 3 732 513 4,301,700 25.6%
Part-Time Salaries 0 0 0 0 0 N/A
,r Overtime 418,506 454,474 432,500 371,905 475,700 10.0%
Personnel Benefits 1,001,431 1,004,041 895,100 1,108,860 1,379,900 54.2%
Supplies 116,062 22,737 25,000 30,693 25,000 0.0%
ow Other Services and Charges 383,977 452,687 415,600 415,640 415,600 0.0%
Intergovernmental Services 0 10,769 0 0 0 N/A
Capital Outlay 2,633 0 0 0 0 N/A
�r
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 5,481,823 5,403,724 5,191,800 5,659,611 6,597,900 27.1%
CIP 0 0 0 0 0 N/A
Total 5,481,823 5,403,724 5,191,800 5,659,611 6,597,900 27.1%
Ur
Funding Decisions-Patrol Operations Division
2005 Adjusted Budget $5,191,800
it 2006 Budget Changes
Salaries 82,000
Benefits 178,300
tir Department Reorganization,transfer from Patrol Services Division 663,600
Salaries and Benefits, new position 5.0 FTE Police Officers 482,200
60 2006 Total Budget $6,597,900
10
Staffing Levels (Full-Time Equivalent Employees- FTE) -Patrol Operations Division
fAw 2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular 55.0 56.0 48.0 48.0 58.0 20.8%
r Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 55.0 56.0 48.0 48.0 58.0 20.8%
rr
Operating Section-Police Department
3-73
so
i
Patrol Services Division
Following the mission statement and lists of outcomes, accomplishments, and ,
action plans,we include charts for Patrol Services Division expenditures,2006
funding decisions, and staffing levels.
Mission Statement
To meet the vision of being a nationally recognized and regional leader in
providing comprehensive,professional law enforcement services by
preventing crime, enforcing laws, arresting offenders, resolving community
problems, and improving the quality of life.
Outcomes , i
• Expand REACT(Renton's Enhanced Nuisance Abatement and Code
Enforcement Team)
• Provide enforcement so vehicle speed does not exceed the posted speed
limit by 20 percent, 80 percent of the time, per engineering speed
studies
• Achieve a 75 percent clearance ratio on all accidents where .rirn.-was
determined to have been committed
2005 Accomplishments
• Coordinated the development of the Transit Center Substation, and
created offices for members of the Traffic Unit
• Assigned a Sergeant and two officers from Patrol Operations to begin
the implementation of REACT
• Developed a standardized report and filing system for processing code
enforcement complaints citywide ,
• Assisted the City Attorney's office in developing new ordinances to
enhance the effectiveness of REACT
2006 Action Plan
• Increase the effectiveness of REACT
• Continue to focus traffic enforcement in the neighborhoods
• Increase enforcement of animal control complaints
I,
Operating Section-Police Department
3-74
Ilr
Expenditure Budget by Category- Patrol Services Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
No Regular Salaries 730,220 695,134 1,562,500 837,991 915,300 -41.4%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 68,982 70,499 122,200 71,345 126,000 3.1%
it Personnel Benefits 224,660 218,158 493,400 264,648 325,100 -34.1%
Supplies 14,315 15,063 8,800 12,431 8,800 0.0%
Other Services and Charges 103,165 121,512 137,000 140,209 137,000 0.0%
Intergovernmental Services 10,193 9,545 7,600 13,409 7,600 0.0%
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,151,535 1,129,911 2,331,500 1,340,033 1,519,800 -34.8%
it CIP 0 0 0 0 0 N/A
Total 1,151,535 1,129,911 2,331,500 1,340,033 1,519,800 -34.8%
IM
Funding Decisions- Patrol Services Division
it 2005 Adjusted Budget $2,331,500
2006 Budget Changes
Salaries -150,000
Benefits 1,900
Department Reorganization,transfer to Patrol Operations Division -663,600
2006 Total Budget $1,5199800
tlr
Staffing Levels (Full-Time Equivalent Employees-FTE) - Patrol Services Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
r, Regular 11.2 11.2 19.8 19.8 14.8 -25.3%
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
Ills Total FfE 11.2 11.2 19.8 19.8 14.8 -25.3%
to
to
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Operating Section-Police Department
3-75
aw
Investigation Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Investigation Division expenditures, 2006
funding decisions, and staffing levels.
Mission Statement
To meet the vision of being a nationally recognized and regional leader in
providing comprehensive,professional law enforcement services by
preventing crime, enforcing laws, arresting offenders, resolving community
problems, and improving the quality of life.
Outcomes
• Effectively disseminate crime analysis and computer statistics through
the RENSTAT initiative to increase effectiveness and reduce crime and
the fear of crime
• Achieve a 16.5 percent clearance ratio of all property crimes reported
• Recover 65 percent of the value of all stolen property
• Achieve a 75 percent clearance ratio of cases assigned for follow-up
investigation
• Ensure 80 percent of our customers rate our service as satisfactory
• Return found property to its rightful owner within 30 days of the owner
being identified
• Reduce by 10 percent the number of items held by the destruction of
firearms, destruction of narcotics, and disposal via auction
2005 Accomplishments
• Implemented Computer Forensics and Analysis function in the ,
Division
• Clearance ratio of cases assigned to the Division increased by 20
percent, as compared to 2004
• Increased Domestic Violence victim services with the addition of safety
planning, transportation services, hotel and food vouchers, and
successful prosecution
2006 Action Plan
• Implementation of the Pawn and Evidence modules of the Records
Management System to increase clearance ratios of property crimes
and recovery of stolen property
• Train and use Evidence Technicians to respond to major crimes to
assist detectives in processing the scene for evidence
• Focus on habitual vehicle theft violators through participation in the
King County Car Theft Initiative
Operating Section-Police Department
3-76
L
n
Expenditure Budget by Category-Investigation Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
ib Regular Salaries 1,366,527 1,525 150 1,593,000 1 616 941 1,699,100 6.7%
Part-Time Salaries 14,789 0 7,100 0 7,310 3.0%
Overtime 163,648 192,975 103,500 207,509 106,900 3.3%
Ire Personnel Benefits 409,549 463,107 492,700 514,864 556,700 13.0%
Supplies 34,345 16,709 18,500 14,111 18,500 0.0%
Other Services and Charges 121,717 133,167 163,900 184,750 163,900 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
ry Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 2,110,575 2,331,108 2,378,700 2,538,175 2,552,410 7.3%
to CIP 0 0 0 0 0 N/A
Total 2,110,575 2,331,108 2,378,700 2,538,175 2,552,410 7.3%
fire
Funding Decisions- Investigations Division
2005 Adjusted Budget $2,378,700
2006 Budget Changes
Salaries 109,710
Benefits 64,000
2006 Total Budget $2,552,410
Staffing Levels(Full-Time Equivalent Employees- FTE) -Investigation Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular 21.0 21.0 22.0 22.0 22.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 21.0 21.0 22.0 22.0 22.0 0.0%
as
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Operating Section-Police Department
go3-77
Administrative Services Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Administrative Services Division
expenditures, 2006 funding decisions, and staffing levels.
Mission Statement
To meet the vision of being a nationally recognized and regional leader in
providing comprehensive,professional law enforcement services by
preventing crime, enforcing laws, arresting offenders, resolving community
problems, and improving the quality of life.
Outcomes
• Complete employee background investigations within 30 days of
assignment
• Provide a minimum of 30 hours of in-service training to all
commissioned members
• Coordinate 10 Block-watch meetings, 4 Crime Resistant Multi-
Housing Program training sessions, 2 Citizen Academy training
sessions, 1 Youth at Risk Program, and I Youth at Risk Fundraiser
• Provide replacement authorization for equipment and uniforms within
two weeks of the request
• Maintain and coordinate a volunteer force
• Reviewed and updated Multi-Year plan
• Maintain accreditation through Commission on Accreditation for Law
Enforcement Agencies, Inc. (CALEA) and Washington Association of
Sheriffs and Police Chiefs (WASPC)
2005 Accomplishments
• Every commissioned member received at least 30 hours of in-service
training. The Department continues to see a reduction in the number of
incidents where the use of force was used
• Completed the mapping of all Renton Schools as part of a computer
program to aid Police and Fire in school violence preparedness
2006 Action Plan
• Train all department members in the federally mandated National
Incident Management System
• Conduct school violence training with the Fire Department using the
new "Prepared Responder"program developed by Washington
Association of Sheriffs and Police Chiefs
• Support the Department's RENSTAT program through community
programs and crime prevention activities
Operating Section-Police Department
3-78
LExpenditure Budget by Category-Administrative Services Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 613,251 548,057 793,100 707,000 814,400 2.7%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 60,083 59,854 31,200 68,849 32,300 3.5%
Personnel Benefits 178,266 158,125 212,100 227,087 248,500 17.2%
Supplies 188,830 193,356 196,800 159,865 223,800 13.7%
Other Services and Charges 77,899 79,650 96,800 89,755 96,800 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
P
ow Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,118,329 1,039,042 1,330,000 1,252,556 1,415,800 6.5%
CIP 0 0 0 0 0 N/A
Total 1,118,329 1,039,042 1,330,000 1,252,556 1,415,800 6.5%
iw
Funding Decisions-Administrative Services Division
2005 Adjusted Budget $1,330,000
aw 2006 Budget Changes
Salaries 22,400
Benefits 36,400
go Un'rforms and Equipment 5.0 FTE Police Officers 27,000
2006 Total Budget $1,415,800
1w
Staffing Levels (Full-Time Equivalent Employees- FTE) - Administrative Services Division
11W 2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular 10.0 10.0 11.0 11.0 11.0 0.0%
am 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
No Total FTE 10.0 10.0 11.0 11.0 11.0 0.0%
aw
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sw
Operating Section-Police Department
3-79
ati
Staff Services Division ,
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Staff Services Division expenditures, 2006
funding decisions, and staffing levels.
Mission Statement
To meet the vision of being a nationally recognized and regional leader in
providing comprehensive,professional law enforcement services by preventing
crime, enforcing laws, arresting offenders, resolving community problems, and
improving the quality of life.
Outcomes
• Achieve a"low risk"rating in the semi-annual WACIC-NCIC audit
• Ensure records procedures are in compliance with the Revised Code of
Washington
• Ensure records are secure and maintained in files, microfilm, and
computer databanks
• Ensure 80 percent of our customers rate our service as satisfactory
2005 Accomplishments
• Processed over 15,000 case reports, which is an increase of
approximately 10 percent
• Integrated the Field Reporting System with the existing records
management system
r
• Achieved a successful bi-annual WACIC-NCIC audit
2006 Action Plan
• Implement the telephone-reporting program within the Division
• Assist in the development and implementation of web-based reports
Operating Section-Police Department
3-80
L
Expenditure Budget by Category- Staff Services Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
jW Regular Salaries 409,848 396,821 522,300 427,377 580,800 11.2%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 20,111 25,512 17,900 36,495 18,500 3.4%
aw Personnel Benefits 119,753 125,482 166,200 135,842 216,600 30.3%
Supplies 10,235 21,880 15,900 10,156 15,900 0.0%
Other Services and Charges 32,471 32,869 64,400 23,939 64,400 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 592,418 602,564 786,700 633,809 896,200 13.9%
to CIP 0 0 0 0 0 N/A
Total 592,418 602,564 786,700 633,809 896,200 13.9%
Funding Decisions- Staff Services Division
ar 2005 Adjusted Budget $786,700
2006 Budget Changes
Salaries 59,100
Benefits 50,400
2006 Total Budget $896,200
1w
to Staffing Levels (Full-Time Equivalent Employees-FTE) - Staff Services Division
2003 2004 2005 2005 2006 Change
to Actual Actual Adj Bdgt Actual Budget 05/06
Regular 11.0 11.0 12.4 12.4 12.4 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
ow Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 11.0 11.0 12.4 12.4 12.4 0.0%
M
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Operating Section-Police Department
3-81
Auxiliary Services Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Auxiliary Services Division expenditures, 2006
funding decisions, and staffing levels.
Mission Statement
To meet the vision of being a nationally recognized and regional leader in
providing comprehensive, professional law enforcement services by preventing
crime, enforcing laws, arresting offenders, resolving community problems, and
improving the quality of life.
Outcomes
• Facilitate 3,000 bookings and 20,000 jail days
• Manage12,000 jail days served by Electronic Home Detention clients
• Ensure 50 percent of our inmate fingerprints are transmitted to King
County AF1S through the automated Live Scan system
2005 Accomplishments
• Implemented a booking fee for Renton bookings. Between January
and July, the Department has received over $18,000 in booking fees
• Researched and implemented an interlocal agreement for the direct
booking of inmates for outside agencies. Between January and June,
the Department billed over $60,000 in booking fees
2006 Action Plan
• Maximize the Jail capacity between the Renton Jail and the Yakima
County Jail to ensure efficiency and effectiveness
Operating Section-Police Department
3-82
L
Expenditure Budget by Category-Auxilian,Services Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 813,652 851,136 914,400 948,053 1,051,400 15 0%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 73,624 52,059 26,300 66,260 27,100 3.0%
Personnel Benefits 247,426 248,263 279,700 292,062 337,100 20.5%
Supplies 134,523 136,149 191,600 163,890 191,600 0.0%
Other Services and Charges 307,382 359,582 371,400 344,188 384,400 3.5%
Intergovernmental Services 297,955 667,145 473,800 962,926 520,800 9.9%
Capftal Outlay 0 0 0 0 0 N/A
@-
110 Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,874,562 2,314,334 2,257,200 2,777,379 2,512,400 11.3%
ow C I P 0 0 0 0 0 N/A
Total 1,874,562 2,314,334 2,257,200 2,777,379 2,512,400 11.3%
1110
Funding Decisions-Auxiliary Services Division
2005 Adjusted Budget $2,257,200
IN 2006 Budget Changes
Salaries 137,800
Benefits 57,400
Health Officers Contract 13,000
King County and Yakima Jail Contract 47,000
aw 2006 Total Budget $2,512,400
to Staffing Levels (Full-Time Equivalent Employees-FTE) -Auxiliary Services Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
ow Regular 16.0 17.0 17.0 17.0 17.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
rr Total FTE 16.0 17.0 17.0 17.0 17.0 0.0%
to
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Operating Section-Police Department
r
3-83
Table 3-13. Police Department Performance and Workload Indicators
2003 2004 2005 2005 2006
Actual Actual Forecast Actual Forecast
Patrol Services
Calls for Service 53,369 64,317 63,000 65,936 67,000
Traffic Accidents Investigated 1,796 1,880 1,900 2,058 1,900
Investigation
Clearance Ratio,% 82.0% 82.0% 75.0% 100.0% 80.0%
Total Crimes Investigated 9,540 9,893 9,800 10,172 9,800
Staff Services
Case Reports 12,621 13,357 13,500 15,032 15,000
Citations 12,199 12,910 12,500 12,849 12,500
Auxiliary Services
Electronic Home Detention(EHD)
EHD Days 12,395 11,455 11,500 14,448 15,000
Average Daily Population 34 31 31 39 40
Jail
Bookings 3,654 3,554 4,000 3,817 4,000
Jail Days 60,146 60,626 62,250 80,717 85,000
Average Daily Population 64 57 60 67 69
Average Daily Outplacement 64 80 80 113 120
l
Operating Section-Police Department
3-84
to
Table 3-14. Police Department Position Listing(Sheet I of 2)
ow 2003 2004 2005 2005 2006
Grade Title Actual Actual Adj Bdgt Actual Budget
Administration
Commissioned Officers
M49 Police Chief 1.0 1.0 1.0 1.0 1.0
M45 Deputy Chief 1.0 1.0 1.0 1.0 1.0
iD Total Commissioned Officers 2.0 2.0 2.0 2.0 2.0
Non-Commissioned Personnel
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
r PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 2.0 2.0 2.0 2.0 2.0
Total Administration Division 4.0 4.0 4.0 4.0 4.0
ww Patrol Operations
Commissioned Officers
to M36 Commander 2.0 2.0 2.0 2.0 2.0
PC61 Sergeant 9 6.0 6.0 4.0 4.0 4.0
PC60 Police Officer-Corporal Assignments 1.0 1.0 1.0 1.0 1.0
PC60 Police Officer-Patrol 42.0 43.0 41.0 41.0 47.0
PC60 Police Officer-Bicycle Patrol 4.0 4.0 0.0 0.0 4.0
Total Commissioned Officers 55.0 56.0 48.0 48.0 58.0
Total Patrol Operations Division 55.0 56.0 48.0 48.0 58.0
Patrol Services
Commissioned Officers
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 1.0 1.0 3.0 3.0 2.0
PC60 Police Officer-Traffic 6.0 6.0 6.0 6.0 6.0
1wPC60 Police Officer 0.0 0.0 2.0 2.0 3.0
PC60 Police Officer-Bicycle Patrol 0.0 0.0 4.0 4.0 0.0
Total Commissioned Officers 8.0 8.0 16.0 16.0 12.0
ow Non-Commissioned Personnel
A21 Code Compliance Inspector 0.0 0.0 1.0 1.0 0.0
PN62 Animal Control Officer 0.0 0.0 2.0 2.0 2.0
PN52 Animal Control Officer 2.0 2.0 0.0 0.0 0.0
PN50 Traffic Controller 1.2 1.2 0.8 0.8 0.8
Total Non-Commissioned 3.2 3.2 3.8 3.8 2.8
Total Patrol Services Division 11.2 11.2 19.8 19.8 14.8
Investigations
Commissioned Officers
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 2.0 2.0 2.0 2.0 2.0
PC61 Sergeant-VNET 0.0 0.0 0.0 0.0 1.0
PC60 Police Officer/Detectives 11.0 10.0 10.0 10.0 10.0
PC60 Police Officer/Detectives' 0.0 1.0 1.0 1.0 1.0
PC60 Police Officer-Gambling Tax Enforcement 1.0 1.0 1.0 1.0 1.0
PC60 Police Officer-VNET 1.0 1.0 1.0 1.0 0.0
PC60 Police Officer-Customs and Immigration' 0.0 0.0 1.0 1.0 1.0
Total Commissioned Officers 16.0 16.0 17.0 17.0 17.0
Operating Section-Police Department
is 3-85
Table 3-14. Police Department Position Listing(Sheet 2 of 2)
2003 2004 2005 2005 2006
Grade Title Actual Actual Adj Bdgt Actual Budget
Non-Commissioned Personnel
PN61 Crime Analyst 1.0 1.0 1.0 1.0 1.0
PN60 Domestic Violence Victim Advocate 1.0 1.0 1.0 1.0 1.0
PN53 Evidence Technician 2.0 2.0 2.0 2.0 2.0
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 5.0 5.0 5.0 5.0 5.0
Total Investigations Division 21.0 21.0 22.0 22.0 22.0
Administrative Services
Commissioned Officers
M36 Commander 1.0 1.0 1.0 1.0 1.0
PC61 Sergeant 1.0 1.0 1.0 1.0 1.0
PC60 Police Officer-Youth Programs 2.0 2.0 2.0 2.0 2.0
PC60 Police Officer- SRO 2.0 2.0 2.0 2.0 2.0
PC60 Police Officer-Training 1.0 1.0 1.0 1.0 1.0.
PC60 Police Officer-CJTC Instructor* 0.0 0.0 1.0 1.0 1.0
Total Commissioned Officers 7.0 7.0 8.0 8.0 8.0
Non-Commissioned Personnel
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0
PN54 Police Community Program Coordinator 2.0 2.0 2.0 2.0 2.0
Total Non-Commissioned Personnel 3.0 3.0 3.0 3.0 3.0
Total Administrative Services Division 10.0 10.0 11.0 11.0 11.0
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 Svc Specialist-Gambling Tax Enforcement 1.0 1.0 1.0 1.0 1.0
PN51 Police Service Specialists 8.0 8.0 9.4 9.4 9.4
Total Non-Commissioned 11.0 11.0 12.4 12.4 12.4
Total Staff Services Division 11.0 11.0 12.4 12.4 12.4
Auxiliary Services (Jail)
Non-Commissioned Personnel
M36 Police Manager 0.0 0.0 1.0 1.0 1.0
M34 Police Manager 1.0 1.0 0.0 0.0 0.0
PN59 Jail Sergeant 2.0 2.0 2.0 2.0 2.0
PN52 Jailer 10.0 10.0 10.0 10.0 10.0
PN52 Jailer * 0.0 1.0 1.0 1.0 1.0
PN51 Police Secretary 1.0 1.0 1.0 1.0 1.0 t
Total Non-Commissioned Personnel 14.0 15.0 15.0 15.0 15.0
Total Auxiliary Services (Jail) 14.0 15.0 15.0 15.0 15.0
Auxiliary Services (Electronic Home Detention)
Non-Commissioned Personnel
PN52 Jailer 2.0 2.0 2.0 2.0 2.0
Total Non-Commissioned Personnel 2.0 2.0 2.0 2.0 2.0
Total Auxiliary Services (Electronic Home Detention) 2.0 2.0 2.0 2.0 2.0
Total Auxiliary Services Division 16.0 17.0 17.0 17.0 17.0
Total Commissioned Officers 88.0 89.0 91.0 91.0 97.0
Total Non-Commissioned Personnel 40.2 41.2 43.2 43.2 42.2
Total Police Department 128.2 130.2 134.2 134.2 139.2
Note: *Includes 4.0 FTE's to fill existing vacancies due to military commitments and temporary assignments
to other public agencies.
Operating Section-Police Department
3-86
Fire Department
a
tn� aic� E �
►nvesfin � in Renfon 's Fufure
g
Fire Chief
A. Lee Wheeler
1
Administrative
Support
4
Deputy Chief Deputy Chief
Operations Administration/
1 Support Services
1
Chaplains/Volunteers
Emergency Administration Training Prevention Disaster
Response 3 Bureau Management
99 11
Fire Suppression Management Fire Suppression Business Emergency
Response Hand Planning Training Inspections Coordination Center
, »„ , »,.,,,, (ECC)
Emergency Data Emergency Investigations
Medical Response Management Medical Training Disaster
,
Drills
Technical Rescue Fire Station Technical Rescue Plans Review
Response Operations TrainingCitizen/Business
Preparedness
Apparatus/ Public Training
Equipment Education `
Note: This department has 120 total full-time equivalent employees.
Fire Department Organization
'1rr
�` vre DepaWnwAt
ow
In this section you will End the Fire Department Mission statement with a
+r summary list of core services provided by division
Following the core services list, we include the mission statements of each
us division, along with lists of their outcomes, accomplishments for the year 2005,
and action plans for the year 2006.
Mission Statement
Provide protection and service with excellence: Life - Property - Environment
�r
Core Services
.. Administration
• Management and planning
r.
• Data management
• Apparatus/equipment
• Fire station operations
Emergency Response
• Fire suppression response
• Emergency medical response
• Technical rescue response
Prevention
• Business inspections
• Investigations
• Plans review
• Public education
Training
W • Emergency medical training
• Fire suppression training
1r • Technical rescue training
Operating Budget-Fire Department
3-87
Disaster Management
• Emergency Coordination Center(ECC) response
• Disaster drills
• Community disaster training
An overview of Fire Department expenditures is shown in figure 3-7 followed by
expenditures by division and category.
Figure 3-7. Fire Department Overview
Expenditure Comparison
$15,000,000
$12,000,000 .........
$9,000,000 •.........
$6,000,000
$3,000,000
$0
1998 1999 2000 2001 2002 2003 2004 2005 2006 Budget
Expenditure Budget by Division - Fire Department
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Administration 971,201 622,400 713,300 727,908 1,157,994 62.3%
Communications 136,455 156,187 172,100 150,402 208,450 21.1%
Total Administration 1,107,656 778,587 885,400 878,310 1,366,444 54.3%
Emergency Response
Suppression 9,447,718 9,540,586 10,755,135 10,517,747 11,070,400 2.9%
Facilities 58,318 57,699 48,200 47,254 48,100 -0.2%
Haz-Mat 11,479 15,288 94,600 95,529 18,700 -80.2%
Dive Team 34,482 36,279 30,800 36,886 27,200 -11.7%
EMS Life Support 56,371 56,587 60,990 63,163 66,800 9.5%
Total Emergency Response 9,608,368 9,706,439 10,989,725 10,760,579 11,231,200 2.2%
Fire Prevention 833,753 862,213 923,625 914,753 1,028,150 11.3%
Training 370,635 384,195 423,300 433,590 446,100 5.4%
Disaster Management 17,139 38,974 22,880 11,077 15,100 -34.0%
Operating Total 11,937,551 11,770,408 13,244,930 12,998,309 14,086,994 6.4%
CIP 0 0 0 0 0 N/A
Total 11,937,551 11,770,408 13,244,930 12,998,309 14,086,994 6.4%
Operating Budget-Fire Department
3-88
L
Expenditure Budget by Category- Fire Department
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 8,162,568 8,058 138 8,901,400 8 748 435 9,236,300 3 8%
- Part-Time Salaries 4,313 0 0 0 0 N/A
Overtime 844,682 904,258 968,235 1,003 791 912,400 -5.8%
Personnel Benefits 2,021,109 1,746,934 2,052,600 2,002,846 2,263,600 10 3%
Supplies 218,284 276,888 282,495 280,796 243,300 -13.9%
or Other Services and Charges 580,814 646,194 894,800 834,243 872,700 -2.5%
Intergovernmental Services 105,781 115,706 141,200 122,199 174,500 23.6%
Capital Outlay 0 22,290 4,200 5,999 24,900 492.9%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 359,294 100.0%
Operating Total 11,937,551 11,770,408 13,244,930 12,998,309 14,086,994 6.4%
CIP 0 0 0 0 0 N/A
Total 11,937,551 11,770,408 13,244,930 12,998,309 14,086,994 6.4%
W
M Major Department Changes for 2006
Major department changes are given below, followed by staffing levels.
r Personnel Costs:
Salaries ($304,800 -All Divisions)
to Department salary increases include 3 percent cost of living, step increases, longevity,
and reclassifications.
Benefits ($177,900 -All Divisions)
Department benefit increases include 7 percent medical and dental. The PERS rate
r increases from 2.44 to 3.67 percent, the LEOFF rate increases from 4.39 percent to 4.87
percent, effective July 1, 2006.
Staffing Changes ($98,300 - Administration, Prevention)
Salary and benefits for 2.0 FTEs. The limited-term Office Assistant III in Administration
will be converted to a regular position, and one Fire Inspector III is added in Prevention.
Supplies, Other Services and Charges:
Other Operating Changes ($36,600-Prevention)
One time funding for new inspector includes computer, workstation, supplies and costs
for certification training.
Operating Budget-Fire Department
3-89
Contract Costs ($48,800-Administration, Emergency Response)
Valley Communications contract change of$33,300 for a total budget of $174,500.
Contract change of$9,000 for firefighter physicals, and $6,500 for defibrillator and
stretcher maintenance.
Wellness/Fitness Program ($18,500 - Suppression)
Program funding for certification in a nationwide program developed jointly by the
International Association of Fire Fighters (IAFF) and the International Association of
Fire Chiefs (IAFC). The goal is to keep people physically, mentally, and emotionally
healthy to reduce time loss due to fewer injuries, and less mental stress.
Interfund Payments:
Information Services ($359,294 -Administration)
Effective January 1, 2006, new Fund 503, Information Services, will be created for
the purpose of identifying service costs to all City departments. These services ■
include telecommunication, computer replacement/other CIP,repair and maintenance,
and print and mail. Expenses are paid by the,Information Services Fund, and rates are
charged to departments based on use and/or coverage requirements.
2005 Funding Decisions:
Overtime (-$100,535 -Emergency Response)
Additional funding due to grant review received for federal and state grants, and reim-
bursements from King County. Grant funding and reimbursements was for 2005.
Supplies, Other Services and Charges (-$101,595 - All Divisions)
In 2005, grant revenue was received in the amount of$36,700 for radiation dosime-
ters, $35,000 for hazmat equipment, and$12,000 for plans revision. Other grant fund-
ing includes satellite phones and pre hospital participation grant. Received $4,625 in
donations for Care Bear program. Grant funding was for 2005.
Staffing Levels by Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05106
Administration 6.0 7.0 7.0 7.0 7.0 0.0%
Emergency Response 98.0 99.0 99.0 99.0 99.0 0.00/0
Fire Prevention 10.0 10.0 10.0 10.0 11.0 10.00/0
Training 3.0 3.0 3.0 3.0 3.0 0.00/0
Total FTE 117.0 119.0 119.0 119.0 120.0 0.8%
Operating Budget-Fire Department
3-90
Irr
Administration Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Administration Division expenditures,
2006 funding decisions, and staffing levels.
Mission Statement
Provide management and direction for the City of Renton Fire Department and
assist the City in meeting its mission to maintain a safe environment for the
citizens of Renton
Outcomes
m. • Provide financial management of all budget accounts
• Manage personnel relations
r • Develop plans and policies
• Conduct governmental relations within and outside the City
1r • Manage and analyze data records
• Manage emergency apparatus assignments and maintenance
• Control emergency apparatus equipment inventories
• Manage current fire station operations and maintenance
• Plan and build new fire stations as appropriate
2005 Accomplishments
.� • Standard Operating Procedures were reviewed and reissued
• Emergency vehicles received preventive maintenance and annual testing as
required by WAC (Washington Administrative Code)
296-305-04507 (3)(b)
• All fire stations were inspected monthly as required by
WAC (Washington Administrative Code) 296-305-01505
• Tested, inspected and certified all fire hoses, personal protective
o, equipment, self-contained breathing apparatus,per standards as dictated by
National Fire Protection Association or Washington Administrative Codes
• New fire engine delivered
r
Operating Budget-Fire Department
3-91
2006 Action Plan
• Analyze ways to streamline delivery of service
• Continue to implement the IRMS (Integrated Record Management
System) to improve database system entry and analysis
• Comply with all required testing and maintenance as required by
manufacturer and/or state law
• Maintain fire department facility investments
• Evaluate and revise Standard Operating Procedures to meet national
standards and/or state law
Operating Budget-Fire Department
3-92
L
Expenditure Budget by Category-Administration Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
10 Regular Salaries 459,080 462,409 494,500 534,845 555,600 12.4%
Part-Time Salaries 4,313 0 0 0 0 N/A
Overtime 1,344 248 0 724 0 N/A
Ow Personnel Benefits 414,115 76,908 87,500 97,437 120,600 37.8%
Supplies 12,691 8,393 17,900 16,771 20,650 15.4%
Other Services and Charges 110,332 92,633 144,300 106,334 135,800 -5.9%
Intergovernmental Services 105,781 115,706 141,200 122,199 174,500 23.6%
Capital Outlay 0 22,290 0 0 0 N/A
,r Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 359,294 100.0%
Operating Total 1,107,656 778,587 885,400 878,310 1,366,444 54.3%
CIP 0 0 0 0 0 N/A
Total 1,107,656 778,587 885,400 878,310 1,366,444 54.3%
Ir
Funding Decisions-Administration Division
ra 2005 Adjusted Budget $885,400
2006 Budget Changes
Salaries 21,100
r Benefits 11,200
Salaries and Benefits,Office Assistant III (1.0 FTE) 61,900
Supplies, Department Reallocation -500
Other Services and Charges, Department Reallocation -5,800
Professional Services(2005 Grant Funding) -12,000
Communication Equipment, Inspector Position 3,550
rs
Contracts,Valley Communications Dispatch 42,300
Information Services Charges 359,294
2006 Total Budget $1,366,444
Staffing Levels (Full-Time Equivalent Employees-FTE) -Administration Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
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
I' Total FTE 6.0 7.0 7.0 7.0 7.0 0.0%
wx
vbl
Operating Budget-Fire Department
3-93
Ow
Emergency Response Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Emergency Response Division expenditures,
2006 funding decisions, and staffing levels.
Mission Statement
Provide protection of life and property in the greater Renton area through quick
professional response of Fire, Emergency Medical and Technical Teams year
round, 24 hours a day
Outcomes
• Rapidly suppress all fires
• Rapidly provide emergency medical care
• Provide technical rescue services
2005 Accomplishments
• No death of firefighters or volunteer rescuers while working on emergency
incidents or fire incidents
• Fires were contained to the room of origin 76 percent of the time
• Fire loss was less than $25 per$100,000 of assessed value
• Fire Department Aid Cars transported 41 percent of patients requiring
transport to local hospitals
• Response times:
• Six minutes or less for suppression units in 81 percent of responses
within their"first-due"districts
• Six minutes or less for emergency medical units in 79 percent of
responses within their"first-due" districts
2006 Action Plan
• Create and maintain a highly trained force that will provide fire
suppression,rescue and emergency medical service that ensures the
greatest protection of lives and property
• Ensure incident command structure,tactics and safety standards are
adhered to at emergency scenes
• Provide strategic deployment of resources and rapid response of personnel
and equipment for all types of incidents
• Analyze emergency response staffing to determine standards of
deployment
• Monitor Fire Department transport of EMS patients
Operating Budget-Fire Department
3-94
L
L
Expenditure Budget by Category- Emergency Response Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 6,821,257 6,717,580 7463 300 7,268,255 7677 100 2.9%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 798,667 841,630 902,435 922,234 844,500 -6.4%
Personnel Benefits 1,416,727 1,469,916 1,730,000 1,675,830 1,871,100 8.2%
Supplies 168,123 196,736 213,290 230,047 177,900 -16.6%
we Other Services and Charges 403,594 480,577 676,500 658,214 660,600 -2.4%
Intergovernmental Services 0 0 0 0 0 N/A
us Capital Outlay 0 0 4,200 5,999 0 -100.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
ft Operating Total 9,608,368 9,706,439 10,989,725 10,760,579 11,231,200 2.2%
CIP 0 0 0 0 0 N/A
Total 9,608,368 9,706,439 10,989,725 10,760,579 11,231,200 2.2%
Ulw
Funding Decisions-Emergency Response Division
2005 Adjusted Budget $10,989,725
2006 Budget Changes
Salaries 246,800
rs
Benefits 141,100
Overtime, Department Reallocation 3,600
Overtime(2005 Grant Funding and Reimbursements) -100,535
Supplies, Department Reallocation 600
Supplies and Small Tools(2005 Grant Funding) -37,990
rr Other Services and Charges, Department Reallocation 2,100
Contract Increase, Defibrillator and Stretcher Maintenance 6,500
Wellness Program 18,500
in Hazmat Repairs and Maintenance(2005 Grant Funding) -35,000
Hazmat Equipment(2005 Grant Funding) -4,200
tar
2006 Total Budget $11,231,200
to
Staffing Levels (Full-Time Equivalent Employees-FTE) - Emergency Response Division
2003 2004 2005 2005 2006 Change
ow Actual Actual Adj Bdgt Actual Budget 05/06
Regular 98.0 98.0 99.0 99.0 99.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
4w Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 98.0 98.0 99.0 99.0 99.0 0.0%
Operating Budget-Fire Department
3-95
aw
Prevention Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Prevention Division expenditures, 2006 funding
decisions, and staffing levels.
Mission Statement
Keeping our community fire-safe at home, work and play
Outcomes
• Reduce death and injuries
• Reduce environmental damage
• Increase public awareness
• Reduce property loss
• Increase customer satisfaction
2005 Accomplishments
• The Fireworks ban was adopted by City Ordinance and became
effective in June of 2005
• Conducted annual fire safety inspections for all businesses, including licensed
adult care family home facilities and businesses with regulated hazardous
materials, with all violations followed to conclusion
• All fires referred to the Bureau were investigated to determine their cause,
arson fires were forwarded to the Police Department, and referred juvenile fire
setters were offered intervention
• All plans submitted for either new construction or tenant remodels were
reviewed and field inspected to ensure compliance with the Fire Code
• Implemented the IRMS (Integrated Records Management System) to improve
data collection, scheduling and tracking fire inspections
2006 Action Plan
• Provide and oversee the completion of business inspections and project
plan reviews that are compliant with the Fire Code and related standards
• Provide fire investigations to determine cause and coordinate involvement
with the Police Department for prosecution of suspected arson
• Monitor need for juvenile fire intervention and refer individuals to appropriate
programs
• Continue interfacing with the Building Department on plans review and
inspection process
• Begin risk hazard analysis for target hazards using the IRMS
• Continue to develop IRMS to expand the property database
• Analyze customer survey feedback data for modification of future
service delivery
Operating Budget-Fire Department
3-96
Expenditure Budget by Category- Prevention Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 604,989 599,591 650,200 644,830 692,600 6.5%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 26,714 37,855 38,600 45,478 39,800 3.1%
Personnel Benefits 148,864 154,723 177,700 175,260 210,200 18.3%
Supplies 12,862 21,679 19,025 15,711 20,250 6.4%
Other Services and Charges 40,324 48,365 38,100 33,474 40,400 6.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 24,900 100.0%
Vw Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 833,753 862,213 923,625 914,753 1,028,150 11.3%
'r CIP 0 0 0 0 0 N/A
Total 833,753 862,213 923,625 914,753 1,028,150 11.3%
Funding Decisions-Prevention Division
2005 Adjusted Budget $923,625
■r
2006 Budget Changes
Salaries 18,400
1rr Benefits 21,300
Salaries and Benefits, Fire Inspector III (1.0 FTE) 36,400
Supplies,Other Services and Charges Capital Outlay, (Fire Inspector III) 33,050
'= Care Bear Supplies (2005 Donation Funding) -4,625
2006 Total Budget $1,028,150
1w
Staffing Levels (Full-Time Equivalent Employees- FTE) - Prevention Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular 10.0 10.0 10.0 10.0 11.0 10.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 10.0 10.0 10.0 10.0 11.0 10.0%
Operating Budget-Fire Department
3-97
i
Training Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Training Division expenditures, 2006 funding
decisions, and staffing levels.
Mission Statement
Provide realistic training that emphasizes safety for all uniform department
members in the areas of fire suppression, emergency medical services, and
technical rescue
Outcomes
• Operate and maintain the Fire Training equipment and educational
materials
• Conduct regular evaluations of skills based on regional and national
standards
• Provide regular live fire training
• Administer the Annual Training Objectives program to comply with
WAC 296-305
• Document all completed training utilizing the Fire Department
Integrated Records Management System (IRMS)
• Update the Fire Department Training Manual
• Actively pursue outside funding for training and department wide
programs
• Maintain Hazardous Materials Operation Level certification
• Ongoing support of the Joint Apprenticeship Training (JATC)program ?
rrr
• Provide training and certification to personnel in Firefighter Level II, and
Fire Officer I and 1I
• Ensure NAPD certification is maintained for applicable personnel
• Ensure 100 percent participation of emergency response personnel
in monthly training
• Secure grant funding for department programs
• Provide ongoing Peer Fitness Training
2005 Accomplishments
• Awarded equivalency from the State of Washington for Fire Officer 11 and
Instructor 1 Level Certifications.
• All engine, ladder and aid companies participated in monthly training
sessions supervised by training officers or their designee
• All firefighters, through the rank of Captain, completed the entire Annual
Training Objectives program as required by WAC 296-305
Operating Budget-Fire Department
3-98
• All firefighters, through the rank of Captain, completed the five
required Emergency Medical Technician Competency Based Training
(CBT) classes, three required Cardiac Defibrillation classes, annual
rrr blood borne and air borne pathogens awareness training
• All required training data was recorded and tracked in the IRMS training
software to ensure completion, and reported to King County Emergency
Medical Services (KCEMS)
• Provided training based on identified hazards within our jurisdiction
• Purchased new defibrillators for use on emergency medical calls
2006 Action Plan
• Modify IRMS training database reporting
• Update pumper qualifications to NFPA 1002 standards
Ir►
• Promote regional partnerships with other agencies to improve emergency
services and training:
aw • King County Training Officers
• Zone III Training Officers
• Zone III Ops Chiefs
• Officer Development Academy
• • Tukwila/District#40 Quarterly Training
• Police/Public Works Education Sessions
VAL • Implement the next phase of the Peer Fitness Program
to -
lw
W
Operating Budget-Fire Department
3-99
Expenditure Budget by Category- Training Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 277,242 278,558 293,400 300,505 311,000 6.0%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 17,957 24,525 27,200 35,355 28,100 3.3%
Personnel Benefits 41,403 45,387 57,400 54,319 61,700 7.5%
Supplies 7,920 11,345 15,500 8,561 15,500 0.0%
Other Services and Charges 26,113 24,380 29,800 34,850 29,800 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 370,635 384,195 423,300 433,590 446,100 5.4%
CIP 0 0 0 0 0 N/A
Total 370,635 384,195 423,300 433,590 446,100 5.4%
Funding Decisions- Training Division
2005 Adjusted Budget $423,300
2006 Budget Changes
Salaries 18,500
Benefits 4,300
2006 Total Budget $446,100
Staffing Levels (Full-Time Equivalent Employees- FTE) - Training Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular 3.0 3.0 3.0 3.0 3.0 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Total FTE 3.0 3.0 3.0 3.0 3.0 0.0%
Operating Budget-Fire Department
3-100
W
Disaster Management Division
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Disaster Management Division expenditures,
2006 funding decisions, and staffing levels.
Mission Statement
Provide direction and control over the City's activities before, during, and after a
disaster or threat such as a flood, earthquake, volcanic eruption, or terrorist activity
rr
Outcomes
• Save lives
"" • Reduce injury
• Reduce environmental impact
i' • Reduce economic impact
• Reduce property loss
W • Reduce emotional impact on families
• Increase coordination of city resources
• Increase inter-agency cooperation
2005 Accomplishments
" • Reorganized the Renton Emergency Coordination Center(ECC) staffing
with assigned representatives from all city divisions
„t • Amateur radio operators received ECC training bi-annually
• ECC training was offered to key City personnel bi-annually, including
iW pandemic flu and terriorism scenarios
• Self-help disaster training was provided to those individuals that requested
training
• Updated the Renton Emergency Management Strategic Plan
• Implemented a revised Renton ECC City Resources Directory
• Awarded a satellite phones grant, purchased the phones and completed
installation
2006 Action Plan
• Provide liaison and update activation rosters, checklists, and procedures for
amateur radio operator groups
• Review and propose procedures for terrorist activity, earthquake, flood and
pandemic flu
• Coordinate disaster education efforts with requests from the public
• Ensure readiness of the Renton ECC facility
ttir
Operating Budget-Fire Department
3-101
• Improve and test communications equipment in the ECC
• Utilize drill feedback to improve information flow and systems at the ECC
• Participate in Integrated Emergency Management Course (LEMS) training at the Emergency
Management Institute (EMI) with city, private and public partners
• Update the Emergency Management Strategic Plan
Expenditure Budget by Category-Disaster Management Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 0 0 0 0 0 N/A
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 0 0 0 0 0 N/A
Personnel Benefits 0 0 0 0 0 N/A
Supplies 16,688 38,735 16,780 9,706 9,000 -46.4%
Other Services and Charges 451 239 6,100 1,371 6,100 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 17,139 38,974 22,880 11,077 15,100 -34.0%
CIP 0 0 0 0 0 N/A
Total 17,139 38,974 22,880 11,077 15,100 -34.0%
x+
Funding Decisions-Disaster Management Division
2005 Adjusted Budget $22,880
2006 Budget Changes
Sattelite Phones(2005 Grant Funding) -7,780
2006 Total Budget $15,100
Staffing Levels (Full-Time Equivalent Employees-FTE) -Disaster Management Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
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 WA
J�
Operating Budget-Fire Department
3-102
�r
Table 3-15. Fire Apparatus by Station
Year Scheduled for
Station Purchased Replacement
Station 11
Aid Car 1999 2007
Engine 1998 2020
Ladder 1999 2015
« Commander Car 2001 2009
Haz Mat 1990 2007
Reserve Engine 1998 2018
Reserve Ladder 1992 2011
Reserve Command Car 1995 2007
Station 12
Aid Car 1999 2007
Engine 1999 2014
Dive Rig 1999 2009
Dive Boat 1999 2014
w Reserve Engine 1989 2007
Station 13
Aid Car 1999 2007
Engine 1999 2015
Reserve Engine 1996 2011
Station 14
Aid Car 1999 2007
Engine 1999 2015
Reserve Engine 1996 2011
Station 16 (Owned by District 25)
Aid Car 2000 2008
Engine 2003 2018
Reserve Engine 1996 2011
Table 3-16. Fire Apparatus by Vehicle
r
First Run Reserve Total
Vehicles Vehicles Apparatus
Vehicles
Aid Cars 5 0 5
Engines 5 5 10
Ladder 1 1 2
Command Car 1 1 2
Haz Mat 1 0 1
Total 13 7 20
Dive Rig and Boat
Dive Rig 1
Dive Boat 1
Total
2
Operating Budget-Fire Department
3-103
Table 3-17. Fire Department Performance and Workload Indicators
2003 2004 2005 2005 2006
Actual Actual Forecast Actual Forecast
Emergency Response Operations
Fire Rating(Washington Survey and Rating Bureau) 3 3 3 3 3
Number of Fire Stations(Includes District No.25) 5 5 5 5 5
Average Response Time—Fire,Minutes* 5.5 5.2 6 5.1 5.3
Average Response Time—Aid, Minutes * 4.9 4.4 5.3 5.2 5.4
Responses
Life Support 6,232 6,428 6,611 6,798 6,963
Structure Fires 103 118 123 106 109
Vehicle Fires 95 73 79 65 67
Other Fires 221 204 207 152 156
Overpressure Ruptures 42 64 66 63 65
Hazardous Conditions 203 242 249 197 202
Service 491 495 509 436 447
Good Intent 301 437 448 435 446
False Alarms-Malicious 61 106 108 84 86
False Alarms--Other 804 799 824 849 870
All Other 29 18 19 17 17
Total Responses 8,582 8,984 9,243 9,202 9,428
Fire Prevention
IFC Inspections ** 2,681 2,539 3,000 3,438 3,500
IFC Reinspections** 1,178 1,217 1,400 1,351 1,400
Fire Protection/Plans Reviewed 828 703 700 877 750
Hazardous Materials (HazMat) Plans Reviewed 51 79 65 28 35
Public Education Programs 272 152 125 118 154
Fires Investigated 41 50 50 48 48
Actual and Budgeted Revenues $118,078 $107,311 $101,000 $113,158 $182,000
*Response time calculation: Effective 2005 time starts when the 911 call was received by the dispatch center to when the
first unit is on scene. Prior to 2005,time starts when the emergency units were dispatched to when the first unit is on scene.
** IFC Inspections and IFC Reinspections: Effective 2005,annual business inspections/reinspections are per building and
suite address. Prior to 2005, inspections were per business address.
Operating Budget-Fire Department
3-104
Table 3-18. Position Listing-Fire Department Position Listing (Sheet 1 of 2)
2003 2004 2005 2005 2006
Grade Title Actual Actual Adj Bdgt Actual Budget
Administration
Commissioned Officers
M49 Fire Chief(Non-Union Salary Matrix) 1.0 1.0 1.0 1.0 1.0
_M45 Deputy Chief(Enver ency Response) 1.0 1.0 1.0 1.0 1.0
M45 Disaster Management) 1.0 1.0 1.0 1.0 1.0
Total Commissioned Officers 3.0 3.0 3.0 3.0 3.0
Non-Commissioned Personnel
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
A07 Data Base Systems Technician 1.0 1.0 1.0 1.0 1.0
A05 Secretary 1 1.0 1.0 1.0 1.0 1.0
A05 Office Assistant 111 0.0 0.0 0.0 0.0 1.0
A05 Office Assistant III (LT) 0.0 1.0 1.0 1.0 0.0
Total Non-Commissioned 3.0 4.0 4.0 4.0 4.0
Total Administration Division 6.0 7.0 7.0 7.0 7.0
Emergency Response(Suppression,Facilities,HazMat,Dive Team,EMS/Life Support)
Commissioned Officers
F73 Battalion Chief(Shift Commander) 3.0 3.0 3.0 3.0 3.0
F72 Captain 5.0 5.0 5.0 5.0 5.0
F71 Lieutenant 13.0 13.0 13.0 13.0 13.0
F70/70a Firefighter 77.0 78.0 78.0 78.0 78.0
Total Emergency Response Division 98.0 99.0 99.0 99.0 99.0
Prevention
Commissioned Officers
F73 Battalion Chief(Fire Marshal) 1.0 1.0 1.0 1.0 1.0
Total Commissioned Officers 1.0 1.0 1.0 1.0 1.0
Non-Commissioned Personnel
M23 Assistant Fire Marshal 1.0 1.0 1.0 1.0 1.0
A20 Hazardous Materials Specialist 1.0 1.0 1.0 1.0 1.0
A20 Fire Inspector 111 2.0 2.0 2.0 2.0 3.0
A20 Fire Plan Reviewer 1.0 1.0 1.0 1.0 1.0
ir.
A18 Fire Inspector 11 1.0 1.0 1.0 1.0 1.0
A16 Fire Inspector 1 1.0 1.0 1.0 1.0 1.0
A09 Administrative Secretary I 1.0 1.0 1.0 1.0 1.0
A03 Office Assistant 11 1.0 1.0 1.0 1.0 1.0
Total Non-Commissioned 9.0 9.0 9.0 9.0 10.0
Total Prevention Division 10.0 10.0 10.0 10.0 11.0
F Operating Budget-Fire Department
3-105
Table 3-18. Position Listing-Fire Department Position Listing(Sheet 2 of 2)
Grade Title Actual Actual Adi Bdgt Actual Budget
Training
Commissioned Officers
F73 Battalion Chief(Training) 1.0 1.0 1.0 1.0 1.0 ,
F72 Captain 1.0 1.0 1.0 1.0 1.0
F71 Lieutenant 1.0 1.0 1.0 1.0 1.0
Total Training Division 3.0 3.0 3.0 3.0 3.0
Total Commissioned Officers 105.0 106.0 106.0 106.0 106.0
Total Non-Commissioned Officers 12.0 13.0 13.0 13.0 14.0
Total Fre Department 117.0 119.0 119.0 119.0 120.0 '
i
1
1
t
t
j
Operating Budget-Fire Department
3-106
1
1
1 Community Services
1
11("AR (Pf.
of the,
1
1
1
1
1
1
1
1
1
1
r
Administrator
Dennis Culp
1
Administrative
Support ,
9.2
i
Facilities Parks Recreation Human Services Library
27.3 55.7 56.9 5 2 22.5
Leased Park Board Park Board Human Services Library
City Properties Advisory Board go
Committee
Capital Parks Recreation Renton
s Improvement Maintenance Services Community Historical
Projects ""' "' ` ' Development Museum
Maplewood Renton Block Grants M.... ........ .... �
Golf Course Community
Center
Capital
Improvement Renton Senior
Projects Activity Center
Note: This department has 177.8 total full-time equivalent employees.
Community Services Department Organization
2006 Action Plan
• Continue support services of new software applications or upgrades, such
as the Police Department Management system, expanded web based
service options, and the Business Licensing system, to provide improved
services for internal and external customers.
• Expand coverage of the City's Wireless system, increase mobile access to
include Public Works.
• Continue to provide 75 percent of the Business Systems Analyst position to
provide direct support to the Police Department police records system.
1 • Assist in the development of city-wide publishing standards towards
maintaining the most economical options available for City print
production projects.
• Support and assist the Departments in selecting and implementing a new
maintenance management and reporting system to replace the obsolete
DOS-based systems currently in place.
E
1
ow
Operating Budget-Finance and Information Services
3-51
i
1
Expenditure Budget by Category-Information Services Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 731,284 762,027 844,500 840,361 953,939 12.96%
Part-Time Salaries 73,172 61,601 63,900 63,479 65,820 3.00%
Overtime 18,301 21,162 28,700 26,418 29,561 3.00%
Personnel Benefits 158,851 167,421 209,400 203,417 241,946 15.54%
Supplies 123,946 122,762 116,600 126,868 127,500 9.35%
Other Services&Charges 319,506 375,220 397,600 341,454 797,784 100.65%
Intergovernmental Services 0 0 0 0 0 NA
Capital Outlay 1,296 5,845 10,000 1,114 1,215,000 12050.00%
Debt Service 0 0 0 0 0 INUA
Interfund Payments 0 0 0 0 0 NA
Operating Total 1,426,355 1,516,038 1,670,700 1,603,110 3,431,550 105.40%
CIP 0 0 0 0 0 NIA
Total 1,426,355 1,516,038 1,670,700 1,603,110 3,431,550 105.40%
Funding Decisions- Information Services Division
2005 Adjusted Budget $1,670,700
2006 Budget Changes
Salaries 111,359
Overtime 861
Benefits 32,546
Supplies 10,900
Other Services&Charges 400,184
Capital Outlay 1,205,000
2006 Total Budget $3,431,550
Staffing Levels(Full-Time Equivalent Employees- FTE) -Information Services Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular 12.0 13.0 13.0 13.0 13.5 3.8%
Temporary Part-Time 0.5 0.5 0.5 0.5 0.5 0.0%
Intermittent Part-Time 1.3 1.3 1.3 1.3 1.3 0.0%
Total FTE 13.8 14.8 14.8 14.8 15.3 3.4%
Operating Budget-Finance and Information Services
3-52
Table 3-9. Finance and Information Services Department Performance and Workload Indicators
r
2003 2004 2005 2005 2006
Actual Actual Forecast Actual Forecast
Utility Billing
Total Customers 18,085 18,504 19,100 19,410 20,310
Payroll
Number of Employees Paid(per W2 count) 1,089 1,207 1,200 1,199 1,207
Print Shop
Mail Machine Production 337,000 343,000 350,000 355,370 360,000
Operations
Number of Accounts receivable Billings 1,802 1,778 1,800 2,146 2,600
for Number of Vendor Checks 11,186 10,650 11,000 10,674 11,000
Information Services
Calls for Service 2,236 3,155 3,300 3,119 3,200
rr
Table 3-10. Finance and Information Services Position Listing (Sheet 1 of 2)
2003 2004 2005 2005 2006
Grade Title Actual Actual Budget Actual Budget
Finance Division
M49 Finance and Information Srvs Administrator 1.0 1.0 1.0 1.0 0.5
M38 Fiscal Services Director 1.0 1.0 1.0 1.0 1.0
M25 Finance Analyst Supervisor 3.0 3.0 2.0 2.0 2.0
A23 Business Systems Analyst 0.0 1.0 1.0 1.0 1.0
A19 Accounting Supervisor 0.0 1.0 1.0 1.0 1.0
A19 Utility Accounts Supervisor 0.0 1.0 1.0 1.0 0.0
A18 Accountant 1.0 1.0 1.0 1.0 1.0
N16 Finance Analyst III 2.0 2.0 2.0 2.0 2.0
A13 Grant Accountant 0.5 0.5 0.5 0.5 0.5
A13 Accounting Supervisor 1.0 0.0 0.0 0.0 0.0
A13 Utility Accounts Supervisor 1.0 0.0 0.0 0.0 0.0
N13 Finance Analyst II 1.0 0.0 0.0 0.0 0.0
N13 Finance Analyst II(LT) 0.0 0.0 0.0 0.0 0.0
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
N10 Accounting Technician(Payroll) 1.0 1.0 1.0 1.0 1.0
N10 Finance Analyst 1 1.0 1.0 1.0 1.0 1.0
A09 Accounting Assistant IV 5.0 5.0 5.0 5.0 2.0
A07 Accounting Assistant III 2.0 2.0 2.0 2.0 2.0
A05 Accounting Assistant II 0.0 0.0 0.0 0.0 0.0
Total Regular Staffing 21.5 21.5 20.5 20.5 16.0
Total Finance Division 21.5 21.5 20.5 20.5 16.0
Operating Budget-Finance and Inlormation Services
3-53
Table 3-10. Finance and Information Services Position Listing (Sheet 2 of 2) .
2003 2004 2005 2005 2006
Grade Title Actual Actual Budget Actual Budget
Information Services Division
M49 Finance and Information Srvs Administrator 0.0 0.0 0.0 0.0 0.5
M34 Information Services Manager 1.0 1.0 1.0 1.0 1.0
A32 Network Systems Supervisor 1.0 1.0 1.0 1.0 1.0
A30 Application Support Supervisor 1.0 1.0 1.0 1.0 1.0
M30 Information Systems Supervisor 1.0 1.0 1.0 1.0 1.0
A24 Technical Support Coordinator 1.0 1.0 1.0 1.0 1.0
A24 Sr. Network Systems Specialist 1.0 1.0 1.0 1.0 1.0
A23 Business Analyst 0.0 1.0 1.0 1.0 1.0
A21 Systems Analyst 1.0 1.0 1.0 1.0 1.0
A20 Network Systems Specialist 1.0 1.0 1.0 1.0 1.0
A13 Print& Mail Coordinator 1.0 1.0 1.0 1.0 1.0
A10 Form/Graphic Technician 1.0 1.0 1.0 1.0 1.0
A09 Accounting Assistant IV 0.0 0.0 0.0 0.0 0.0
A07 Print& Mail Operator 1.0 1.0 1.0 1.0 1.0
A07 Accounting Assistant III 0.0 1.0 1.0 1.0 1.0
A05 Accounting Assistant II 1.0 0.0 0.0 0.0 0.0
Total Regular Staffing 12.0 13.0 13.0 13.0 13.5
Temporary Part Time 0.5 0.5 0.5 0.5 0.5
Intermittent Part Time 1.3 1.3 1.3 1.3 1.3
Total Information Services Division 13.8 14.8 14.8 14.8 15.3
Total Regular Staffing 33.5 34.5 33.5 33.5 29.5
Total Temporary Part Time 0.5 0.5 0.5 0.5 0.5
Total Intermittent Part Time 1.3 1.3 1.3 1.3 1.3
Total Finance and Information Services 35.3 36.3 35.3 35.3 31.3
Operating Budget-Finance and Jnf n-mation Services
3-54
■r
'Y
Sevaceli
I�
In this section you will find the Community Services Mission Statement with a
be summary list of core services provided by division. Following the core services
list, we include the mission statements of each division, along with lists of their
outcomes, accomplishments for the year 2005, and action plans for the year 2006.
err
Mission Statement
r, Promote and support a more livable Renton community by providing recreation,
library and human services programs, modern parks and facilities, and undisturbed
natural areas
Core Services
.. Administration - Provide leadership, guidance, and resources
• Budget preparation
• Leadership and management
• Communication with Mayor's Office, City Council, and appointed Boards
• Set and approve department goals and programs
Facilities - Facilities development and management
■r • Service delivery management
• Asset protection
to • Building performance
• Tenant services
Parks
• Management, maintenance, and improvement of City parks and other
identified City-owned grounds and urban vegetation
• Preservation and protection of City-owned open space and natural areas
• Park and open space planning, acquisition, and development
Operating Budget-Community Services
3-107
Maplewood Golf Course ,
• Manage, maintain, and improve the public golf facility
• Program a variety of golf activities
Recreation
• Offer a variety of well-balanced, diverse programs that reflect the needs and
interests of the community
• Provide high quality of leadership and well maintained equipment to '
encourage participation in physical activities promoting fitness and wellness
• Encourage social interaction and quality of life
• Provide exposure to the arts
• Provide opportunities for enjoying aquatic activities
Human Services
• Provide information and assistance
• Maintain affordable housing
• Fund non-profit human service agencies to ensure persons with low/moderate '
incomes and/or disabilities have access to human services
Library
• Circulation Services
• Collection Development
• Children's Services
• Information Services ,
An overview of the Department of Community Services expenditures is shown in
figure 3-8, followed by expenditures by division and category ,
Figure 3-8. Community Services Department Overview ,
Expenditure Comparison
$20,000,000
$16,000,000
$12,000,000
$8,000,000
$4,000,000
$0
1998 1999 2000 2001 2002 2003 2004 2005 2006 Budget
Operating Budget-Community Services
3-108
L
LExpenditure Budget by Division- Community Services Department
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
60 Administration 752,779 814,651 915,100 872,238 1,597,338 74 55%
Facilities 2,466 288 2,642,235 2,885,700 2788113 2,961,708 2 63%
Parks 2,908 857 3,214,002 3,476,987 3183 349 3,416,700 -1 73%
Recreation Services 1,267 310 2,109,377 1,775,600 2 040 817 1,713,570 -3 49%
Community Center/Carco Theater 1,159 101 1,204,069 1112 100 1,259,350 1090 910 -1.91%
Senior Center 476,809 469,903 564,400 555,317 564,450 0.01%
Human Services/CDBG 792,087 788,330 879,600 824,306 885,666 0.69%
Library 1,470,933 1560557 2,014,712 2 009 805 1,809,862 -10 17%
Golf Course 2,194 938 2,255,714 2,481,200 2464 453 2,421,880 -2 39%
Operating Total 13,489,103 15,058,838 16 105,399 15,997,746 16,462,084 2.21%
CIP-CDBG 0 0 0 0 0 N/A
4W CIP-Leased City Properties 464,821 498,351 581,320 402,436 812,132 39.70%
CIP-Golf Course 0 0 0 0 0 N/A
� Total 13,953,924 15,557,189 16,686,719 16,400,182 17,274,216 3.52%
Expenditure Budget by Category- Community Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
r.
Regular Salaries 5,213 336 5,093,876 5662800 5,471,018 5 866 555 3.6%
Part Time Salaries 1,760,355 2,149 200 1,964,600 2 078901 2,002,420 1 9%
Overtime 55,679 71,868 80,400 65,318 76,500 -4.9%
aw Personnel Benefits 1,695 044 1,776,169 2,047,400 1945 378 2,130,880 4 1%
Supplies 863,384 1,045,678 1 040700 1,123,372 1044 053 0.3%
Other Services&Charges 3,009 161 3,317,163 3 677 500 3,634,031 3 621227 -1.5%
Intergovernmental Services 217,300 740,250 914,799 914,799 150,000 -83.6%
Capital Outlay 94,590 274,422 124,700 167,443 101,000 -19.0%
LDebt Service 461,453 467,811 466,400 471,387 467,100 0.2%
Interfund Payments 118,800 122,400 126,100 126,100 1,002,349 694 9%
Operating Total 13,489,103 15,058,837 16,105,399 15,997,746 16,462,084 2.2%
CIP 464,821 498,352 581,320 402,436 812,132 39.7%
Total 13,953,924 15,557,189 16,686,719 16,400,182 17,274,216 3.5%
Major Department Changes for 2006
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($237,675 -All Divisions)
Department salary increases include 3 percent cost of living, step increases, longevity, and
reclassifications.
Operating Budget-Community Services
3-109
Benefits ($83,480 -All Divisions)
Department benefit increases include 7 percent medical and dental. The PERS rate
increases from 2.44 percent to 3.67 percent; the LEOFF rate increases from 4.39
percent to 4.87 percent, effective July 1, 2006.
Supplies, Other Services and Charges:
Supplies ($3,353 - Golf Course and CDBG)
The Golf Course supply budget will increase by $12,500. The CDBG supply '
budget will decrease by $9,147.
Utilities ($73,698 -Facilities Division)
Utilities will increase by $73,698 for the Facilities Division.
Property Management Services ($337,184 - Facilities Division) ,
The cost of Property Management Services will increase by $337,184 in 2006.
Repairs and Maintenance ($77,572 - Facilities Division)
Repair and maintenance charges will increase for repairs to the Pavilion building
and other vandalism related repairs.
CDBG Public Services (-$19,545 - CDBG)
The CDBG Public Services budget will decrease in 2006 by $19,545.
Capital Outlay:
Interfund Loan (
Repayment -$155,600—Facilities Division)
Fund 306,the Leased Property Fund,has borrowed money from other funds to pay
for building improvements. The interfund loan repayment will decrease by
$155,600 in 2006.
Tenant Improvement ($116,956 - Facilities Division)
Tenant Improvement costs will increase by $116,956 for the Engenio replacement
tenant ($60,500), and $56,456 in broker commissions.
Interfund Payments:
Information Services ($876,249 - All Divisions)
Effective January 1, 2006, new Fund 503, Information Services, will be created for the
purpose of identifying service costs to all City departments. These services include
telecommunication, computer replacement/other CIP, repair and maintenance and
print and mail. Expenses are paid by the Information Services Fund, and rates are ,
charged to departments based on use and/or coverage requirements.
Operating Budget-Community Services ,
3-110
r. 2005 Funding Items:
Interfund Payments:
is Interfund Transfers (-$680,012 - Library Division and Municipal Golf
Course)
The 2005 funding for one-time transfers includes: a $520,012 transfer from the
in Library Fund to Fund 316, and a $160,000 transfer from Fund 404 to Golf Course
Capital Fund 424.
rn Capital Outlay:
One-time Projects (-$247,620 -Facilities Division and Parks Division)
as The 2005 funding for one-time projects includes: chiller replacement for the 200
Mill Building (-$100,000); integrated pest management program (-$31,400); and
property management services (-$116,220).
aw
I. Staffing Levels by Division
2003 2004 2005 2005 2006 Change
Actual Actual Adi Budget Actual Budget 05/06
Administration 9.2 9.2 10.2 10.2 10.2 0.0%
r
Facilities 28.3 27.3 27.3 27.3 27.3 0.0%
Parks 36.3 36.3 35.3 35.3 35.3 0.0%
to Recreation Services 21.7 31.9 30.9 30.9 30.9 0.0%
Community Center 19.4 19.4 19.4 19.4 19.4 0.0%
Senior Activity Center 6.6 6.6 6.6 6.6 6.6 0.0%
r Human Services/CDBG 5.2 5.2 5.2 5.2 5.2 0.0%
Library 23.5 23.5 22.5 22.5 22.5 0.0%
Golf Course 20.4 20.4 20.4 20.4 20.4 0.0%
�r Total FTE 170.6 179.8 177.8 177.8 177.8 0.0%
1W Divisions by Fund Number
The Community Services Department includes the operations of the following
divisions:
t.
000 General Fund Human Services
007 Parking Garage Facilities
to Maintenance Fund
101 Parks Fund Administration, Facilities, Parks, and Recreation
004 CDBG Fund Community Development Block Grants
106 Library Fund Libraries and Museum
306 Leased City Facilities
Properties
404 Golf Course Fund
Operating Budget-Community Services
3-111
Administration Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Administration Division expenditures, 2006 funding
decisions, and staffing levels.
Mission Statement
Provide leadership, guidance, and resources to allow the various divisions within the
department to perform their respective functions in accordance with the City Business
Plan, administration and council policy directives, and the general needs of the
populations they serve
Outcomes
• Completed annual budget and six-year CIP
• Implemented Division programs and activities that are consistent with the City
business plan and departmental philosophy and goals
• Developed and implemented budgetary control measures
• Maintain successful employee recognition program
• Quality support is provided to the Mayor, the Council, and Boards and
Commissions; and citizen concerns are resolved quickly
• Divisions receive guidance and approval in sufficient time to successfully
implement work programs
2005 Accomplishments
• Completed budget materials that provided resources and financial direction for
department operations
• Maintained national accreditation
• Provided information to the Mayor, the Council and appointed Board members
on request
• Implemented policy directives from City officials
• Conducted a series of surveys that indicate a high level of satisfaction with
Community Services facilities and programs
2006 Action Plan
• Complete an accurate budget
• Maintain National Accreditation
• Continue development of Outcome Management action plans
• Organize departmental processes to accommodate the reality of having to
govern within our means
Operating Budget-Community Services
3-112
Expenditure Budget by Category-Administration Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05106
Regular Salaries 578,499 604,284 687,300 654,947 771,300 12.2%
urr
Part Time Salaries 400 10,450 3,500 1,920 3,610 3.1%
Overtime 0 0 0 97 0 N/A
Personnel Benefits 127,528 141,400 161,400 151,864 190,610 18.1%
Supplies 6,498 6,765 7,500 7,779 7,500 0.0%
Other Services&Charges 39,854 51,752 55,400 55,631 55,400 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 568,918 100.0%
Operating Total 752,779 814,651 915,100 872,238 1,597 338 74.6%
to CIP 0 0 0 0 0 N/A
Total 752,779 814,651 915,100 872,238 1,597,338 74.6%
VO
Funding Decisions-Administration Division
2005 Adjusted Budget $915,100
2006 Budget Changes
Salaries 84,110
to Benefits 29,210
Information Services Charges 568,918
2006 Total Budget $1,597,338
Staffing Levels(Full-Time Equivalent Employees-FTE) -Administration Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular 9.0 9.0 10.0 10.0 10.0 0.0%
Ir
Temporary Part Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 0.0%
Total FTE 9.2 9.2 10.2 10.2 10.2 0.0%
r
to
Operating Budget-Community Services
3-113
■s
Facilities Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Facilities Division expenditures, 2006 funding decisions,
and staffing levels.
Mission Statement f
Develop and maintain City buildings and manage the delivery of building-related
services to the public in a safe, customer-focused manner
Outcomes
• Ensure work is completed according to client's schedule and expectations
• Protect the value of City buildings
• Provide the best possible places in which to work and recreate
• Deliver desired services in a friendly, courteous, responsive manner
2005 Accomplishments
• Indoor air exchanges met the air balancing requirements 100 percent
of the time
• Security incident reports were reduced over those received from 2004
• Completion of Capital Improvement Project backlog,including P3 resurfacing,
FS 11 HVAC replacement, and some Public Washroom rehabs
• Completion of Public Works Oil Storage and Distribution Project
• The number of compliments received by the Division outnumbered the j
complaints by at least 6:1
• Renewed leases with four City property tenants
2006 Action Plan
• Obtain customer agreement with scope, schedule and quality 100 percent of
the time
• Have zero reports of the public being affected by the work to protect the value
of the buildings
• Reduce hot-cold calls by 10 percent over those received in 2005
• Customers know within 7 days of the kick-off meeting that there is agreement
on scope, schedule, cost and quality or the remaining issues are elevated to
higher management
• The CIP program is implemented as budgeted
Operating Budget-Community Services
3-114
L
Expenditure Budget by Category-Facilities Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 1,092 559 1,112,023 1197100 1,186,156 1243 900 3.9%
Part Time Salaries 80,652 79,325 97,300 91,558 100,220 3.0%
Overtime 15,444 14,576 14,400 20,878 14,900 3.5%
in Personnel Benefits 359,075 365,096 429,400 407,034 452,410 5.4%
Supplies 117,439 133,193 150,500 154,857 150,500 0.0%
rr Other Services&Charges 801,120 938,023 997,000 927,631 999,778 0.3%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 2,466,288 2,642,236 2,885,700 2,788,113 2,961,708 2.6%
+r CIP 464,821 498,351 581,320 402,436 812,132 39.7%
Total 2,931,110 3,140,587 3,467,020 3,190,549 3,773,840 8.8%
Funding Decisions- Facilities Division
2005 Adjusted Budget $3,467,020
2006 Budget Changes
Salaries 50,220
Benefits 23,010
Utilities 73,698
Repairs and Maintenance 77,572
Property Management Services 337,184
Interfund Loan Repayment -155,600
Tenant Improvements-200 Mill Building 116,956
Chiller Replacement(2005 Funding) -100,000
Property Management Services (2005 Funding) -$116,220
2006 Total Budget $3,773,840
1r
Stang Levels(Full-Time Equivalent Employees-FTE) -Facilities Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
go Regular 25.0 24.0 24.0 24.0 24.0 0.0%
Temporary Part Time 2.1 2.1 2.1 2.1 2.1 0.0%
Intermittent Part Time 1.2 1.2 1.2 1.2 1.2 0.0%
Total FTE 28.3 27.3 27.3 27.3 27.3 0.0%
rr
■r
Operating Budget-Community Services
ww 3-115
Parks Division
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Parks Division expenditures, 2006 funding decisions, and
staffing levels.
Mission Statement
Provide a safe, clean, attractive, accessible, and well-maintained environment for the
public's enjoyment of active and passive recreational opportunities along with natural
resource and wildlife preservation and stewardship
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
• Park and open space planning, acquisition, and development
Outcomes
• Safe and accessible parks, clean, attractive, and well-maintained environment;
informed and satisfied public
• Natural environment preserved and protected; clean, attractive, and well-
maintained environment; informed and satisfied public
• Park and open space planning, acquisition, and development
2005 Accomplishments
• Installed new playground areas at Kennydale Lions Park
• Designed and awarded construction of playground area at Burnett Linear Park
• Renovated tennis courts at Liberty Park and Coulon Park
• Refurbished Riverview Park bridge deck
• Commenced the Parks, Recreation, Open Space and Trail Implementation Plan
• Renovated volleyball courts at Coulon Park
• Continued easement negotiations for the Sam Chastain Waterfront Trail
• Received King County Conservation Futures Grant
• Awarded contract to design consultant for Liberty Park, Cedar River Park, and
Narco property Master Plan.
• Developed a Master Plan, design and construction drawings to construct
Heather Downs Park
• Completed structural assessment of log boom, waterwalk and picnic pavilion
at Coulon Park
• Repaired a portion of the Cedar River Park Parking lot
Operating Budget-Community Services
3-116
i�r • Continued installing computerized irrigation
• Resurfaced drive and parking area at Museum
• Repaired Coulon Park boat launch ramps 1 through 4
• Refurbished 70 pathway light poles at Coulon Park
2006 Action Plan
The following action plan implements the City's Business Plan Goal:
VW "Meet service demands that contribute to the livability of the community."
• Continue easement negotiations for the Sam Chastain Waterfront Trail
lir • Complete Heather Downs Park construction
• Complete Urban and Community Forestry Strategic Plan
to • Develop an Urban Forestry Ordinance and an Urban Forestry
Specifications and Operations Manual
r.
• Complete the Integrated Pest Management Plan
• Complete design and construction documents for flooding problem
at Regis Park
an • Repair sidewalks at Tiffany Park
• Resurface and repair Ripley Lane trail
r • Renovate infield at Highlands Park
• Replace and repair dolphins, log boom, wood piers and docks at
lr Coulon Park
• Assess structural integrity of swimming piers at Coulon Park, log boom at
Kennydale Beach and pedestrian bridge at Cedar River Park
• Replace guardrail at Teasdale Park
• Structural design for failing gabions at Jones Park
• Burnett Avenue parking lot repairs to asphalt and curbs
• Complete the Park, Recreation, Open Space and Trails
Implementation Plan
• Complete playground improvements at Burnett Linear Park
• Complete design for Springbrook Trail Connection
• Complete Tri-Park Master Plan for Liberty Park, Cedar River Park,
and Narco property.
L
Operating Budget-Community Services
3-117
Expenditure Budget by Category- Parks Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 1,148,500 1,081,445 1,205,600 1,138,005 1,228,000 1.9%
Part Time Salaries 281,770 252,981 311,200 299,597 320,540 3.0%
Overtime 15,345 18,361 17,400 15,747 17,950 3.2%
Personnel Benefits 363,316 352,343 420,600 395,212 444,210 5.6%
Supplies 180,059 202,418 221,200 206,719 221,200 0.0%
Other Services&Charges 919,867 956,454 1,216,200 1,043,282 1,184,800 -2.6%
Intergovernmental Services 0 350,000 84,787 84,787 0 -100.0%
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 2,908,857 3,214,002 3,476,987 3,183,349 3,416,700 -1.7%
CIP 0 0 0 0 0 N/A
Total 2,908,857 3,214,002 3,476,987 3,183,349 3,416,700 -1.7%
Funding Decisions-Parks Division
2005 Adjusted Budget $3,476,987
2006 Budget Changes
Salaries 32,290
Benefits 23,610
Professional Svcs- Integrated Pest Management(2005 Funding) -31,400
4
Transfer out to Fund 316 -84,787 Ila
2006 Total Budget $3,416,700
Staffing Levels(Full-Time Equivalent Employees-FTE) -Parks Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular 23.0 23.0 22.0 22.0 22.0 0.0% i
Temporary Part Time 4.1 4.1 4.1 4.1 4.1 0.0%
Intermittent Part Time 9.2 9.2 9.2 9.2 9.2 0.0%
Total FTE 36.3 36.3 35.3 35.3 35.3 0.0%
Operating Budget-Community Services
3-118
r
r Parks Division - Maplewood Golf Course
Following the mission statement is lists of core services, outcomes,
r
accomplishments of 2005, and action plans for 2006.
Mission Statement
Provide a safe, clean, attractive, accessible, and well-maintained environment for
the public's enjoyment of active and passive recreational opportunities along with
natural resource and wildlife preservation and stewardship
r
Core Services
• Manage, maintain and improve the public golf facility to include driving
• range and full service pro shop
• Provide outstanding customer service
r. • Program a variety of golf activities to include tournaments,junior camps,
lessons and clinics
• Promote preservation and protection of open space and natural areas
Outcomes
• Financially solvent golf facility
• Safe, accessible, clean, attractive, and well-maintained environment
V,> • Informed and satisfied public
• Natural environment preserved and protected
• Increased level of physical fitness
+r • New and improved skills
• Greater enjoyment of life
VW • Increase in social interaction
2005 Accomplishments
• Opened for play the newly reconstructed#8 Green and Hillside Drainage
Project
• Landscape restoration completed of#18 fairway as part of the last phase of
Water Treatment Facility project
• Sold 64,139 rounds of golf and 87,400 range tokens
• Completed renovation/drainage of three (3) greenside and two (2) hillside
bunkers
• Continued pursuit of certification with the Audubon Cooperative Sanctuary
Program
• Completed overhead netting replacement on West end of driving range
• Completion of new 52 stall parking addition
• Repaired kitchen floor(RiverRock)
Operating Budget-Community Services
3-119
• Replaced carpet in Clubhouse and Driving Range
• Completed Clubhouse and Driving Range interior painting
• Continued perimeter netting replacement of Driving Range
• Completed final phase of fully automated irrigation system
• Repaved tree root damage on cart paths and installed curbing on all par 3's
2006 Action Plan
The following Action Plan implements the City's Business Plan Goal:
"Meet service demands that contribute to the livability of the community"
• Update and install new indoor/outdoor security camera system
• Replace worn netting panels on #10 fairway
• Update/install new aerator fountains in #7 and#18 ponds
• Continue renovation of six (6) additional greenside bunkers
• Maintain quality driving range through rotation program of new range balls and
range mats on a biannual basis
• Implement equipment purchase program to continue quality work and safety for
employees
• Pursue certification of Audubon Cooperative Sanctuary Program
• Replace Driving Range synthetic turf
• Paint Clubhouse and Driving Range exteriors
• Replace doors and mechanisms of Clubhouse and Driving Range
• Reconstruct#3 Tee box
• Implement 3 year lease program of 40 new golf carts
Operating Budget-Community Services
3-120
L
Expenditure Budget by Category-Maplewood Golf Course
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05106
Regular Salaries 475,896 418,647 519,700 534,530 570,300 9.7%
to Part Time Salaries 250,861 275,183 266,200 244,920 274,180 3.0%
Overtime_ 2,960 3,870 9,800 2,099 3,560 -63.7%
Personnel Benefits 201,401 205,197 241,900 236,196 275,940 141%
Ilr Supplies 264,898 264,975 274,700 291,806 287,200 4.6%
Other Services&Charges 174,078 128,882 166,400 160,027 167,500 0.7%
to Intergovernmental Services 150,000 270,000 310,000 310,000 150,000 -51.6%
Capital OutlaV 94,590 98,749 100,000 87,387 100,000 0.0%
Debt Service 461,453 467,811 466,400 471,387 467,100 0.2%
we Interfund Payments 118,800 122,400 126,100 126,100 126,100 0.0%
Operating Total 2,194,938 2,255,714 2,481,200 2,464,453 2,421 880 -2.4%
CIP 0 0 0 0 0 N/A
trr Total 2,194,938 2,255,714 2,481,200 2,464,453 2,421,880 -2.4%
W
Funding Decisions- Maplewood Golf Course
2005 Adjusted Budget $2,481,200
Im
2006 Budget Changes
Salaries 52,340
Benefits 34,040
off Supplies 12,500
Repairs&Maintenance 1,700
Debt Service 700
10 Other -600
Transfer out to Fund 424 Capital Fund -160,000
2006 Total Budget $2,421,880
wr
Staffing Levels (Full-Time Equivalent Employees-FTE) -Maplewood Golf Course
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
war Regular 10.0 10.0 10.0 10.0 10.0 0.0%
Temporary Part Time 3.9 3.9 3.9 3.9 3.9 0.0%
Intermittent Part Time 6.5 6.5 6.5 6.5 6.5 0.0%
to Total FTE 20.4 20.4 20.4 20.4 20.4 0.0%
r
ti
Operating Budgel-Community Services
3-121
Recreation Division - Recreation Services
Following the mission statement and lists of outcomes, accomplishments, and action
plans,we include charts for Recreation Services expenditures,2006 funding decisions,
and staffing levels.
Mission Statement
The Recreation Division of the Community Services Department promotes and
supports a more livable community by providing opportunities for the public to
participate in diverse recreational, cultural, athletic, and aquatic programs and
activities
Outcomes
• New classes and programs are introduced
• Popular and base programs are maintained or increased to reflect community
interest
• Increased levels of physical fitness and wellness
• Increased social interaction by providing opportunities for families,
workgroups, neighborhoods and the community to gather
2005 Accomplishments
• Continued to meet or exceed national parks and recreation accrediation
standards
• Developed operations manuals for Highlands and North Highlands
Neighborhood Centers
• Increased volunteer resources for Specialized Recreation by marketing through
a specialized recreation volunteer opportunities flyer, the South King County
United Way volunteer bank and presentations to community organizations
• Spring adult co-ed volleyball was expanded to accommodate eight additional
teams through creative scheduling of available gym time
• Improved adult athletic website provided easy access to standings, registration
and schedule information
2006 Action Plan
• Continue to meet or exceed national parks and recreation accreditation
standards
• Develop an inclusive after school recreation program for children/teens with
and without special needs. This program will incorporate learning new
recreational skills as well as develop volunteer opportunities to allow youth to
contribute to their community
• Bring new Tiffany Park building online with increased community
programming opportunities
• Continue growth and development of collaborative programs and special
events
Operating Budget-Community Services
3-122
Continue adapting programs to meet the changing demands and interests of
the public insuring program standards can be maintained and growth
accommodated with available resources
• Develop an evaluation process for field rentals to capture customer/staff
satisfaction and concerns
to Delivery of phase II of the Renton Youth Council's "Youth Enrichment and
Support" (Y.E.S.) grant funds
Recreation Division - Aquatic Program
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Aquatic Program expenditures, 2006 funding
'�" decisions, and staffing levels.
Mission Statement
The Recreation Division of the Community Services Department promotes and
supports a more livable community by providing opportunities for the public to
participate in diverse recreational, cultural, athletic, and aquatic programs and
activities
Outcomes
• New classes and programs are introduced
• Increased levels of physical fitness and wellness
• Increased social interaction by providing opportunities for families,
workgroups, neighborhoods and the community to gather
r.►
2005 Accomplishments
• Met or exceeded all standards for national accreditation
• Henry Moses Aquatic Center was selected as a facility award winner in the
2005 Aquatics International Magazine's "Best of Aquatics"
• Henry Moses Aquatic Center implemented recommendations from public
surveys by adding more canopies, umbrellas, chairs and chaises; creating
an express gate for season pass holders with guaranteed admission; adding
new group rates; tiling the shower areas for increased safety; and adding
lap swim times on weekends
r
• Added a new spray feature at the lazy river
• Implemented a policy for early closure due to inclement weather
`r
• Increased swimming lessons and water aerobic programs
• Implemented (AED) defibrillator program at the beaches and aquatic
center
wr
'rr
Operating Budget-Community Services
3-113
2006 Action Plan
• Meet or exceed all national accreditation standards.
• Increase programming and rental opportunities through the installation of lights at the Henry
Moses Aquatic Center
Expenditure Budget by Category-Recreation Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 397,804 411,735 460,300 443,441 395,700 -14.0%
Part Time Salaries 385,541 820,899 694,700 714,006 715,540 3.0%
Overtime 11,939 19,797 21,200 12,605 21,850 3.1%
Personnel Benefits 163,050 239,656 202,000 238,796 183,080 -9.4%
Supplies 33,631 124,128 82,400 121,587 82,400 0.0%
Other Services&Charges 275,346 323,799 315,000 510,383 315,000 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 169,363 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 1,267,310 2,109,377 1,775,600 2,040,817 1,713,570 -3.5%
CIP 0 0 0 0 0 N/A
Total 1,267,310 2,109,377 1,775,600 2,040,817 1,713,570 -3.5%
Funding Decisions-Recreation Services =?
2005 Adjusted Budget $1,775,600
2006 Budget Changes
Salaries -43,110
Benefits -18,920
2006 Total Budget $1,713,570
Staffing Levels (Full-Time Equivalent Employees-FTE) - Recreation Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05106
Regular 7.0 7.0 6.0 6.0 6.0 0.0%
Temporary Part Time 4.8 4.8 4.8 4.8 4.8 0.0%
Intermittent Part Time 9.9 20.1 20.1 20.1 20.1 0.0%
Total FTE 21.7 31.9 30.9 30.9 30.9 0.0%
Operating Budget-Community Services
3-124
Il
rrr
Recreation Division - Renton Community Center & Carco Theatre
Following the mission statement and lists of outcomes, accomplishments, and
action plans, we include charts for Renton Community Center expenditures,
2006 funding decisions, and staffing levels.
Mission Statement
The Recreation Division of the Community Services Department promotes and
supports a more livable community by providing opportunities for the public to
I, participate in diverse recreational, cultural, athletic, and aquatic programs and
activities
Outcomes
r
• New classes and programs are introduced
• Popular and base programs are maintained or increased to reflect
to community interest
• Increased levels of physical fitness and wellness
• Increased exposure to the arts
• Opportunities for enjoying aquatic activities
.� • Increased social interaction by providing opportunities for families,
workgroups, neighborhoods and the community to gather
2005 Accomplishments
• Met or exceeded all standards for national accreditation
yr • Increased usage of on-line/IVR registration with improved marketing
• Increased attendance in weight room with creative marketing, improved
pricing structure, and installation of satellite televisions
• Worked with Washington State Correctional Facility to economically
refurbish Community Center furniture
2006 Action Plan
• Meet or exceed all national accreditation standards
.. • Re-market programs with the new City-wide web design
• Improve the quantity and quality of fitness/wellness/aerobic classes, with
improved instructors, equipment and offerings
u.
Operating Budget-Community Services
3-125
Expenditure Budget by Category-Renton Community Center
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 295,064 312,360 353,500 336,807 350,000 -1.0%
Part Time Salaries 303,520 257,211 194,200 291,040 200,020 3.0%
Overtime 1,332 1,544 9,900 1,699 10,290 3.9%
Personnel Benefits 111,893 111,335 161,400 127,903 133,610 -17.2%
Supplies 17,879 27,003 26,900 31,774 26,900 0.0%
Other Services&Charges 243,786 270,085 206,000 246,870 206,000 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 973,474 979,537 951,900 1,036,093 926,820 -2.6%
CIP 0 0 0 0 0 N/A
Total 973,474 979,537 951,900 1,036,093 926,820 -2.6%
Expenditure Budget by Category- Carco Theater
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 43,471 48,521 56,200 54,597 57,500 2.3%
Part Time Salaries 103,921 125,376 63,700 112,578 65,610 3.0%
Overtime 1,411 2,835 0 4,980 0 N/A
Personnel Benefits 23,076 27,548 22,300 28,046 22,980 3.0%
Supplies 10,696 16,583 15,000 21,558 15,000 0.0%
Other Services&Charges 3,051 3,669 3,000 1,498 3,000 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 185,627 224,532 160,200 223,256 164,090 2.4%
CIP 0 0 0 0 0 N/A
Total 185,627 224,532 160,200 223,256 164,090 2.4%
Funding Decisions-Renton Community Center
2005 Adjusted Budget $951,900
2006 Budget Changes
Salaries 2,710
Benefits -27,790
2006 Total Budget $926,820 lot
Operating Budget-Comnai niry Services
3-126
r
Funding Decisions- Carco Theatre
2005 Adjusted Budget $160,200
2006 Budget Changes
1�
Salaries 3,210
Benefits 680
aw 2006 Total Budget $164,090
YAW Staffing Levels (Full-Time Equivalent Employees-FTE) -Renton Community Center and Carco Theatre
2003 2004 2005 2005 2006 Change
Yw
Actual Actual Adj Budget Actual Budget 05/06
Regular 8.0 8.0 8.0 8.0 8.0 0.0%
Temporary Part Time 3.8 3.8 3.8 3.8 3.8 0.0%
* Intermittent Part Time 7.6 7.6 7.6 7.6 7.6 0.0%
Total FTE 19.4 19.4 19.4 19.4 19.4 0.0%
r.
rrrr
YAW
Operating Budget-Community Services
3-127
Recreation Division - Renton Senior Activity Center
Following the mission statement and lists of outcomes, accomplishments, and action plans, we include
charts for Renton Senior Activity Center expenditures, 2006 funding decisions, and staffing levels.
Mission Statement
The Recreation Division of the Community Services Department promotes and supports a more livable
community by providing opportunities for the public to participate in diverse recreational, cultural,
athletic, and aquatic programs and activities
Outcomes
• New or improved recreational skills
• Increased levels of physical fitness and wellness
• Increased social interaction and greater enjoyment of life
2005 Accomplishments
• Offered very successful monthly Low Vision Support Group and"SHHH" a Hearing Support
Group
• Increased customer service by providing customer service training to volunteers receptionists,
coffee bar tenders, and those working at the welcome desk
• Improved and increased participation in the mental health program by changing health
counselors and rewriting the marketing materials to better explain the services provided
2006 Action Plan
• Utilize "new" computer room to its fullest potential by increasing computer class opportunities
• Implement a weight training/fitness program for senior citizens
• Revamp volunteer program while increasing volunteer opportunities at the Senior Activity
Center
• Increase sponsorship of special event programs
Operating Budget-Community Services
3-128
Expenditure Budget by Category-Renton Senior Activity Center
O► 2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 150,139 149,261 165,500 163,695 171,300 3.5%
Part Time Salaries 123,000 96,889 113,400 109,042 116,810 3.0%
Overtime 1,084 1,585 4,200 2,518 4,350 3.6%
Personnel Benefits 68,355 68,756 96,400 78,964 87,090 -9.7%
tlllr
Supplies 11,866 16,089 10,900 42,806 10,900 0.0%
Other Services&Charges 122,366 137,323 174,000 158,293 174,000 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 476,809 469,903 564,400 555,317 564,450 0.0%
Vw CIP 0 0 0 0 0 N/A
Total 476,809 469,903 564,400 555,317 564,450 0.0%
in
Funding Decisions-Renton Senior Activity Center
,M 2005 Adjusted Budget $564,400
2006 Budget Changes
Salaries 9,360
Benefits -9,310
2006 Total Budget $564,450
in
Staffing Levels(Full-Time Equivalent Employees-FTE)-Renton Senior Activity Center
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular 3.0 3.0 3.0 3.0 3.0 0.0%
Temporary Part Time 2.2 2.2 2.2 2.2 2.2 0.0%
Intermittent Part Time 1.4 1.4 1.4 1.4 1.4 0.0%
Total FTE 6.6 6.6 6.6 6.6 6.6 0.0%
Operating Budget-Community Services
3-129
Human Services Division
Following the mission statement and lists of outcomes, accomplishments, and action plans, we include
charts for Human Services Division expenditures, 2006 funding decisions, and staffing levels.
Mission Statement
The City of Renton Human Services Division, in partnership with the community, will help provide
services,resources and opportunities so that residents have food, clothing and shelter, are healthy and
safe, and develop to their fullest capacity
Outcomes
• Increased knowledge of available resources
• Informed public
• Increased satisfaction
• Improved feeling of safety
• Increased support to continue living independently
• Accountable service providers that deliver quality services
2005 Accomplishments
• Published resource directory in eleven languages, and over 75,000 copies were distributed
• In South King County, had twelve joint contracts with other cities that fund the same non-profit
agencies. Renton was the lead on four of them that included: King County Sexual Assault
Resource Center, Catholic Community Services/Volunteer Chore, Senior Services/Meals on
Wheels, and Senior Services/volunteer transportation
• The Housing Repair Assistance Program was reorganized. The program will contract for more
specialized services, and will focus on educating homeowners on how to maintain their homes
and prevent deterioration to the structure
• The City helped develop the first Earned Income Tax Credit site in Renton, 243 returns were
files, and 95 families received $145,257 in earned income tax credit. Volunteers who spoke
Russian, Vietnamese, and Spanish helped non-English speaking families prepare their tax
returns.
2006 Action Plan
• The City of Renton will facilitate community partner meetings for the Earned Income Tax
Credit site in Renton, which will operate from January 15th to April 15, 2006. The site focuses
on helping residents with low to moderate incomes ($36,000 or below) who can not prepare
their own returns
• An ad-hoc committee will develop funding criteria for the 2007/2008 funding cycle
• With the Recreation Division, seek other funding sources for the scholarship program
• Develop web pages for capital projects funded by City of Renton Community Development
Block Grants, so that the progress of the projects can be tracked
• Improve the common application for human services funding. Fifteen cities in South King
County use the same application, and it is very long. The application will be available in March
2006, for funding in 2007 and 2008.
Operating Budget-Community Services
3-130
Expenditure Budget by Category-Human Services Division
2003 2004 2005 2005 2006 Change
tw Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 129,054 129,396 144,400 148,235 145,300 0.6%
kw Part Time Salaries 4,814 4,735 7,700 5,850 7,930 3.0%
Overtime 0 274 0 0 0 N/A
Personnel Benefits 27,463 29,160 33,200 34,839 38,330 15.5%
ow Supplies 1,031 0 300 800 300 00%
Other Services&Charges 269,887 325,995 355,800 324,868 355,800 0.0%
Intergovernmental Services 67,300 10,250 0 0 0 N/A
`ow Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
�t Interfund Payments 0 0 0 0 75,749 100.0%
Operating Total 499,549 499,810 541,400 514,592 623,409 15.1%
CIP 0 0 0 0 0 N/A
rr Total 499,549 499,810 541,400 514,592 623,409 15.1%
Expenditure Budget by Category- CDBG
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular Salaries 136,084 132,519 144,400 92,625 145,155 0.5%
Part Time Salaries 25,661 24,211 20,500 517 0 -100.0%
Overtime 0 618 1,000 0 1,000 0.0%
Personnel Benefits 33,536 31,214 39,500 20,743 44,900 13.7%
ar Supplies 15,708 11,295 15,000 6,013 5,853 -61.0%
Other Services&Charges 81,549 82,354 94,100 109,761 65,349 -30.6%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 6,310 23,700 80,056 0 -100.0%
Debt Service 0 0 0 0 0 N/A
�► Interfund Payments 0 0 0 0 0 N/A
Operating Total 292,538 288,521 338,200 309,714 262,257 -22.5%
CIP 0 0 0 0 0 N/A
Total 292,538 288,521 338,200 309,714 262,257 -22.5%
Operating Budget-Community Services
3-131
Funding Decisions- Human Services Division and CDBG
Human Services
2005 Adjusted Budget $541,400
2006 Budget Changes
Salaries 1,130
Benefits 5,130
Information Services Charges 75,749
2006 Total Budget $623,409
CDBG Division
2005 Adjusted Budget $338,200
2006 Budget Changes
Salaries -19,745
Benefits 5,400
Supplies -9,147
CIP Plan -23,700
CDBG Public Services -19,545
Consultants/Emergency Repair -4,056
Equipment Rental -2,700
Others -2,450
2006 Total Budget $262,257
�r
Staffing Levels (Full-Time Equivalent Employees-FTE) -Human Services Division and CDBG
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular-Human Services 2.0 2.0 2.0 2.0 2.0 0.0%
Regular-CDBG 3.0 3.0 3.0 3.0 3.0 0.0%
Intermittent Part Time 0.2 0.2 0.2 0.2 0.2 0.0%
Total FTE 5.2 5.2 5.2 5.2 5.2 0.0%
i
Operating Budget-Community Services
3-132
rr
Library Division
Wo
Following the mission statement and lists of outcomes, accomplishments, and action plans, we include
charts for Library Division expenditures, 2006 funding decisions, and staffing levels.
,r
Mission Statement
Renton Public Library supports lifelong learning for the public by anticipating and responding to
i„ community needs for information, and by inspiring and encouraging the community's desire to read
Outcomes
r• • Library materials that meet current customer needs
• Library reading program enjoyed by children of all ages
to • Library activities that introduce children to books and reading
• Broad range of current library materials
me • Access to local, regional, statewide, national, and international print and electronic information
resources
ow 2005 Accomplishments
• Selected, acquired, cataloged and processed 11,016 books, 475 magazine subscriptions, 799
videos, 717 DVDs, 277 CDs, and circulated 491,470 items (DVDs and CDs were introduced to
the collection this year)
• Attracted 15,250 participants to special activities and programs with over 10,000 children
attending storytimes
• Revised and updated Financial Aid for Education, and Genealogy resource directories and their
online equivalents to assist patrons with using library materials
rrr
• Technology improvements include replacement of catalog terminals, replacement of public
copiers, the introduction of the CultureGrams database, increased in-house access to online IRS
err forms, and the ability for patrons to use USB removable drives
• Developed and adopted Code of Conduct and Material Selection Policies
• Reactivated the Friends of the Library group
L • Created a foreign language collection including materials in Spanish, Vietnamese, and Russian
2006 Action Plan
• Continue to operate the libraries so that the Renton Public library is open to the public 60 hours
per week, and the Highlands Library 42 hours per week
• Continue development of the library's collection of books, databases, periodicals, and other
media
• Acquire, catalog, and process library materials that meet current customer needs and
supplement the existing collection with interlibrary loans
• Maintain the current level of children's programs year round to introduce children to books and
reading
• Upgrade the catalog and circulation system to a new database platform
Operating Budget-Community Services
3-133
• Update the Renton Public Library Comprehensive Plan that was adopted in December 2000
• Replace the Annual Renton River Days Book Sale with an on-going, in-house book sale
Expenditure Budget by Category-Library Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05106
Regular Salaries 766,266 693,687 728,800 717,980 788,100 8.1%
Part Time Salaries 200,217 201,941 192,200 207,874 197,960 3.0%
Overtime 6,164 8,409 2,500 4,696 2,600 4.0%
Personnel Benefits 216,350 204,466 239,300 225,782 257,720 7.7%
Supplies 203,678 243,231 236,300 237,674 236,300 0.0%
Other Services&Charges 78,258 98,823 94,600 95,786 94,600 0.0%
Intergovernmental Services 0 110,000 520,012 520,012 0 -100.0%
Capital Outlay 0 0 1,000 0 1,000 0.0%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 231,582 100.0%
Operating Total 1,470,933 1,560,557 2,014,712 2,009,805 1,809,862 -10.2%
CIP 0 0 0 0 0 N/A
Total 1,470,933 1,560,557 2,014,712 2,009,805 1,809,862 -10.2%
rW
Funding Decisions-Library Division
2005 Adjusted Budget $2,014,712
2006 Budget Changes
Salaries 65,160
Benefits 18,420
Information Services Charges 231,582
Transfer out to Fund 316 -520,012
2006 Total Budget $1,809,862
Staffing Levels (Full-Time Equivalent Employees-FTE) -Library Division
2003 2004 2005 2005 2006 Change
Actual Actual Adj Budget Actual Budget 05/06
Regular 15.0 15.0 14.0 14.0 14.0 0.0%
Temporary Part Time 1.6 1.6 1.6 1.6 1.6 0.0%
Intermittent Part Time 6.9 6.9 6.9 6.9 6.9 0.0%
Total FTE 23.5 23.5 22.5 22.5 22.5 0.0%
Operating Budget-Community Services
3-134
I�
1w
Table 3-19. Community Services Performance and Workload Indicators (Sheet 1 of 3)
2003 2004 2005 2005 2006
Actual Actual Forecast Actual Forecast
Facilities
Work Orders Processed 2,964 3,857 3,920 3,752 3,875
w Event Setups and Teardowns-Senior Activity Center 1,612 1,976 1,980 2,248 2,450
Renton City Hall 271 285 279 285
Renton Community Center 1,076 1,125 1,098 1,125
1w Vandalism Repair$ $11,476 $8,894 $9,500 $3,187 $6,000
Total Square Feet Maintained in City Buildings 746,991 799,855 799,855 799,855 807,865
City Custodial Staff:Number of Square Feet Per Custodian Per
1w Day 21,318 22,515 23,190 22,875 23,190
Parks -Maintenance
Maintenance Facilities
ow
Developed Parks-Acres Maintained 254.68 243.6 258.5 243.6 258.5
Developed Parks Maintained 26 26 28 26 28
ow Open Space-Acres Maintained 734.73 723.45 812.72 723.45 812.72
Municipal Building Grounds-Acreage 11.08 13.98 13.98 13.98 13.98
Municipal Building Grounds- Number of Sites 11 12 12 12 12
ow Hanging Baskets-Qty. 116 116 116 116 116
Flower Pots-Qty. 9 17 17 17 17
to Trail Miles 12.5 12.5 13 13 13
Mowing,Acres
149 164 171 164 171
Bark Beds,Square Feet 271,929 282,819 315,489 282,819 315,489
ww Ball Fields,Qty 14 14 14 14 14
Number of Field Preparations 350 350 539 550
Soccer Fields 6 6 6 6 6
%w Number of Field Preparations 548 548 153 200
Street Miles Maintained 10.5 10.5 10.5 10.5 10.5
Volunteer Maintained Traffic Circles-Qty. 3 4 4 4 4
Contracted Maintenance Services/Sites 21 27 29 27 29
Contracted Maintenance Services Miles/Acres 23.7/8 24.5/30.2 24.5/45.1 24.5/30.2 24.5/45.1
Parks -Maplewood Golf Course
Revenue from Green Fees $1,168,614 $1,152,490 $1,254,600 $1,126,200 $1,305,280
Number of Golf Rounds 64,453- 63,886 68,000 64,139 68,000
Revenue from Driving Range $365,790 $343,742 $366,600 $337,364 $366,600
Number of Driving Range Tokens Sold 99,837 94,220 99,900 88,400 99,000
Revenue from Banquet Facility, Restaurant,and Lounge $181,900 $176,413 $210,000 $184,285 $211,000
Revenue from Sale of Merchandise $171,467 $183,728 $180,000 $192,491 $190,000
Revenue from Golf Cart,Pull Cart,and Club Rentals $224,305 $246,949 $244,000 $261,085 $252,000
Miscellaneous Revenue/Investment Interest $110,661 $86,469 $66,000 $116,931 $97,000
Operating Budget-Community Services
IL 3-135
Table 3-19. Community Services Performance and Workload Indicators (Sheet 2 of 3)
2003 2004 2005 2005 2006
Actual Actual Forecast Actual Forecast
Recreation-Recreation Services
Athletic Programs 137,811 156,707 137,000 155,000 150,000
Teen Programs 3,898 5,399 49,000 5,100 5,000
Highlands Neighborhood Center 77,762 86,473 75,000 84,500 75,000
North Highlands Neighborhood Center 40,959 53,748 41,000 40,250 40,000
Summer Programs 44,400 51,000 45,000 45,000 45,000
Developmentally Disabled 10,381 16,260 12,000 17,250 15,000
Picnic Shelter Rentals 33,145 29,685 30,000 29,685 30,000
After-School/Neighborhood Programs and Park Use 129,000 132,000 110,000 125,514 115,000
Special Events 36,205 29,997 25,000 20,160 20,000
Carco/Theatre/Cultural Arts Program 34,100 29,321 30,000 30,786 30,000
Renton Community Center 220,000 200,000 200,000 200,000 200,000
Recreation-Renton Community Center
Fitness (weight room) 43,210 32,890 43,000 40,956 41,000
Gym Programs 43,681 58,355 58,000 52,983 55,000
Racquetball/Wallyball 3,830 3,636 3,700 2,749 3,000
Classroom Rentals 6,741 5,218 6,000 5,929 6,000
Banquet Room Rentals 23,391 17,109 20,000 21,453 21,000
Classes 52,058 38,049 45,000 38,291 40,000
Special Events 17,280 20,000 15,400 15,000
Aquatic Center 76,662 85,000 67,878 80,000
Recreation-Renton Senior Activity Center
Renton Senior Activity Center 135,500 128,000 125,000 120,000 115,000
Total Lunch Meals Served 19,400 21,265 21,690 20,724 20,000
Medical Clinic(total visits) 1,455 1,475 1,475 1,300 1,250
Foot Care(total visits) 1,124 1,238 1,250 1,065 1,050
Blood Pressure by Volunteer Nurses 3,635 3,400 3,350 3,268 3,300
Meals on Wheels 32,628 30,855 31,000 31,156 32,000
Mental Health(total visits) 132 130 140 124 120
Transportation(one-way trips provided) 3,700 4,320 4,400 4,589 4,600
Human Services
Renton Resource Directories Distributed 29,500 19,101 64,000 28,000 30,000
Scholarships Distributed 100 105 100 N/A N/A
Victims of Domestic Violence Contacted by Letter N/A N/A N/A N/A N/A
Victims Assisted by the Court Advocate N/A N/A N/A N/A
Households Assisted by the Housing Repair Assistance Program 154 161 160 161 165
Number of Critical Emergency Repairs/Housing Repair
Assistance Program 866 904 650 772 775
Operating Budge-Community services
3-136
Table 3-19. Community Services Performance and Workload Indicators (Sheet 3 of 3)
1t:
2003 2004 2005 2005 2006
11t Actual Actual Forecast Actual Forecast
Library
Registered Library Card Holders 40,034 38,205 40,000 40,177 40,000
to Registered City Card Holders 29,402 27,506 28,000 29,054 29,000
Registered King County Library System Card Holders 10,500 10,699 11,000 10,027 10,000
Total Library Circulation 499,792 512,059 520,000 491,470 500,000
Total Holdings Added 11,547 13,082 12,000 12,845 12,000
Total Holdings 158,676 165,406 165,000 190,011 180,000
Total Titles Added 7,114 8,802 8,000 8,375 8,000
Total Titles 112,894 123,627 120,000 126,566 125,000
Titles Borrowed From Other Libraries- Interlibrary Loan 357 347 350 381 380
M Renton Library Titles Loaned 2,906 2,855 3,000 2,844 2,900
Interlibrary Loan Borrowing Libraries 869 1001 1100 1096 1200
Internet 30,326 39,946 40,000 40,022 40,000
1W Museum Outreach 850 825 1,000 850 900
Museum Visitors 3,200 2,600 2,800 2,453 2,500
Ilr
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Operating Budget-Community Services
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Table 3-20. Community Services Position Listing (Sheet 1 of S)
2003 2004 2005 2005 2006
Grade Title Actual Actual Adj Budget Actual Budget
Administration Division
M49 Community Services Administrator 1.0 1.0 1.0 1.0 1.0
M38 Recreation Director 1.0 1.0 1.0 1.0 1.0
M38 Parks Director 1.0 1.0 1.0 1.0 1.0
M38 Facilities Director 1.0 1.0 1.0 1.0 1.0
M28 Capital Improvement Project Managei 0.0 0.0 0.0 0.0 0.0
M28 Recreation Manager 0.0 1.0 1.0 1.0 1.0
M26 Recreation Manager 1.0 0.0 0.0 0.0 0.0
M25 Recreation Supervisor 0.0 0.0 1.0 1.0 1.0
N11 Administrative Secretary EX 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 3.0 3.0 3.0 3.0 3.0
Total Regular Staffing 9.0 9.0 10.0 10.0 10.0
Intermittent Part Time 0.2 0.2 0.2 0.2 0.2
Total Administration Division 9.2 9.2 10.2 10.2 10.2
Facilities Division
Facilities
M28 Facilities Manager 0.0 1.0 1.0 1.0 1.0
M26 Facilities Manager 1.0 0.0 0.0 0.0 0.0
A25 Facilities Coordinator 1.0 1.0 1.0 1.0 1.0
A21 Facilities Supervisor 0.0 1.0 1.0 1.0 1.0
A20 Facilities Supervisor 1.0 0.0 0.0 0.0 0.0
A19 HVAC Systems Technician 1.0 1.0 1.0 1.0 1.0
A17 Custodial Services Supervisor 2.0 2.0 2.0 2.0 2.0
A13 Facilities Technician 1 3.5 3.5 3.5 3.5 3.5
A07 Maintenance Custodian 7.0 7.0 7.0 7.0 7.0
A04 Lead Custodian 1.0 1.0 1.0 1.0 1.0
A01 Custodian 5.0 5.0 5.0 5.0 5.0
Total Regular Staffing 22.5 22.5 22.5 22.5 22.5
Temporary Part Time 2.1 2.1 2.1 2.1 2.1
Intermittent Part Time 1.2 1.2 1.2 1.2 1.2
Total Facilities Division 25.8 25.8 25.8 25.8 25.8
Leased City Properties
A13 Facilities Technician 0.5 0.5 0.5 0.5 0.5
A01 Custodian 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 1.5 1.5 1.5 1.5 1.5
Total Leased City Properties 1.5 1.5 1.5 1.5 1.5
r
Operating Budget-Community Services
3-138
`r
Table 3-20. Community Services Position Listing (Sheet 2 of 5)
rr
2003 2004 2005 2005 2006
Grade Title Actual Actual Adj Budget Actual Budget
No Capital Improvement
Capital Improvement Project
A25 Coordinator(Limited Term) 1.0 0.0 0.0 0.0 0.0
to Total Regular Staffing 1.0 0.0 0.0 0.0 0.0
Total Capital Improvement 1.0 0.0 0.0 0.0 0.0
Total Regular Staffing 25.0 24.0 24.0 24.0 24.0
10 Temporary Part Time 2.1 2.1 2.1 2.1 2.1
Intermittent Part Time 1.2 1.2 1.2 1.2 1.2
10 Total Facilities Division 28.3 27.3 27.3 27.3 27.3
Parks Division
Parks
40 M28 Park Maintenance Manager 0.0 1.0 1.0 1.0 1.0
M26 Park Maintenance Manager 1.0 0.0 0.0 0.0 0.0
Capital Improvement Project
tr A25 Coordinator 2.0 2.0 1.0 1.0 1.0
A21 Park Maintenance Supervisor 1.0 1.0 2.0 2.0 2.0
A16 Lead Park Maintenance Worker 2.0 2.0 1.0 2.0 2.0
Al2 Park Maintenance Worker III 14.0 15.0 15.0 14.0 14.0
A08 Park Maintenance Worker II 2.0 1.0 1.0 1.0 1.0
A04 Park Maintenance Worker 1 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 23.0 23.0 22.0 22.0 22.0
Temporary Part Time 4.1 4.1 4.1 4.1 4.1
Intermittent Part Time 9.2 9.2 9.2 9.2 9.2
Total Parks 36.3 36.3 35.3 35.3 35.3
Golf Course
Golf Course Administration
M32 Golf Course Manager 0.0 1.0 1.0 1.0 1.0
M26 Golf Course Manager 1.0 0.0 0.0 0.0 0.0
A08 Golf Course Operations Specialist 1.0 1.0 1.0 1.0 1.0
A07 Maintenance Custodian 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
Intermittent Part Time 0.5 0.5 0.5 0.5 0.5
Total Golf Administration 3.5 3.5 3.5 3.5 3.5
Golf Course Maintenance
M21 Golf Course Supervisor 1.0 1.0 1.0 1.0 1.0
A16 Lead Golf Course Maintenance Work( 1.0 1.0 1.0 1.0 1.0
Al2 Golf Course Maintenance Worker 111 0.0 0.0 1.0 1.0 1.0
All Grounds Equipment Mechanic 1.0 1.0 1.0 1.0 1.0
A08 Golf Course Maintenance Worker 11 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
Intermittent Part Time 2.2 2.2 2.2 2.2 2.2
Total Golf Maintenance 8.4 8.4 8.4 8.4 8.4
Operating Budget-Community Services
3-139
Table 3-20. Community Services Position Listing (Sheet 3 of S)
2003 2004 2005 2005 2006
Grade Title Actual Actual Adj Budget Actual Budget
Pro-Shop/Driving Range
M20 Golf Professional 1.0 1.0 1.0 1.0 1.0
N11 Assistant Golf Professional 1.0 1.0 1.0 1.0 1.0
A04 Pro Shop Assistant 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
Temporary Part Time 1.7 1.7 1.7 1.7 1.7
Intermittent Part Time 3.8 3.8 3.8 3.8 3.8
Total Pro-Shop/Driving Range 8.5 8.5 8.5 8.5 8.5
Total Regular Staffing 10.0 10.0 10.0 10.0 10.0
Total Temporary Part Time 3.9 3.9 3.9 3.9 3.9
Total Intermittent Part Time 6.5 6.5 6.5 6.5 6.5
Total Golf Course 20.4 20.4 20.4 20.4 20.4
Total Regular Staffing 33.0 33.0 32.0 32.0 32.0
Total Temporary Part Time 8.0 8.0 8.0 8.0 8.0
Total Intermittent Part Time 15.7 15.7 15.7 15.7 15.7
Total Parks Division 56.7 56.7 55.7 55.7 55.7
Recreation Division
Recreation Services
M25 Recreation Supervisor 1.0 1.0 0.0 0.0 0.0
A18 Recreation Program Coordinator 2.0 2.0 2.0 2.0 2.0
A14 Recreation Specialist II 4.0 4.0 4.0 4.0 4.0
Total Regular Staffing 7.0 7.0 6.0 6.0 6.0
Temporary Part Time 4.8 4.8 4.8 4.8 4.8
Intermittent Part Time 9.9 20.1 20.1 20.1 20.1
Total Recreation Services 21.7 31.9 30.9 30.9 30.9
Community Center
M25 Recreation Supervisor 1.0 1.0 1.0 1.0 1.0
M20 Community Center& Rec Coordinator 1.0 1.0 1.0 1.0 1.0
A18 Recreation Program Coordinator 2.0 2.0 2.0 2.0 2.0
A14 Recreational Specialist II 1.0 1.0 1.0 1.0 1.0
Al2 Desktop Publishing Operator 1.0 1.0 1.0 1.0 1.0
A08 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0
A05 Office Assistant III 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 3.8 3.8 3.8 3.8 3.8
Intermittent Part Time 7.6 7.6 7.6 7.6 7.6
Total Community Center 19.4 19.4 19.4 19.4 19.4
r�11
Operating Budget-Community Services
3-140
ars
Table 3-20. Community Services Position Listing (Sheet 4 of 5)
2003 2004 2005 2005 2006
Grade Title Actual Actual Adj Budget Actual Budget
Renton Senior Activity Center
M20 Senior Services Coordinator 1.0 1.0 1.0 1.0 1.0
A14 Recreation Specialist II 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
w Temporary Part Time 2.2 2.2 2.2 2.2 2.2
Intermittent Part Time 1.4 1.4 1.4 1.4 1.4
Total Senior Activity Center 6.6 6.6 6.6 6.6 6.6
r Total Regular Staffing 18.0 18.0 17.0 17.0 17.0
Temporary Part Time 10.8 10.8 10.8 10.8 10.8
Intermittent Part Time 18.9 29.1 29.1 29.1 29.1
r
Total Recreation Division 47.7 57.9 56.9 56.9 56.9
Human Services Division
Human Services
M28 Human Services Manager 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 2.0 2.0 2.0 2.0 2.0
Intermittent Part Time 0.2 0.2 0.2 0.2 0.2
Total Human Services 2.2 2.2 2.2 2.2 2.2
Community Development Block Grants(CDBG)
A20 Housing Repair Co-ordinator 0.0 0.0 1.0 1.0 1.0
A18 Housing Assistant Specialist 1.0 1.0 0.0 0.0 0.0
A18 CDBG Specialist 1.0 1.0 1.0 1.0 1.0
A08 Housing Repair Technician 0.0 0.0 1.0 1.0 1.0
A07 Housing Maintenance Worker 1.0 1.0 0.0 0.0 0.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
Total CDBG 3.0 3.0 3.0 3.0 3.0
Total Regular Staffing 5.0 5.0 5.0 5.0 5.0
Intermittent Part Time 0.2 0.2 0.2 0.2 0.2
Total Human Services Division 5.2 5.2 5.2 5.2 5.2
L Library Division
Library Administration
M38 Library Director 1.0 1.0 1.0 1.0 1.0
M23 Assistant Library Director 1.0 1.0 0.0 0.0 0.0
N12 Museum Supervisor 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
Total Library Administration 4.0 4.0 3.0 3.0 3.0
L
L
Operating Budget-Community Services
3-141
Table 3-20. Community Services Position Listing (Sheet S of S)
2003 2004 2005 2005 2006
Grade Title Actual Actual Adj Budget Actual Budget
Library Services
A22 Librarian 0.0 3.0 3.0 3.0 3.0
A17 Librarian 3.0 0.0 0.0 0.0 0.0
A17 Library Supervisor 0.0 2.0 2.0 2.0 2.0
Al2 Library Supervisor 2.0 0.0 0.0 0.0 0.0
A07 Library Technical Assistant 1.0 1.0 1.0 1.0 1.0
A03 Library Assistant 1 5.0 4.0 4.0 4.0 4.0
A09 Library Assistant II 0.0 1.0 1.0 1.0 1.0
Total Library Services 11.0 11.0 11.0 11.0 11.0
Total Regular Staffing 15.0 15.0 14.0 14.0 14.0
Temporary Part Time 1.6 1.6 1.6 1.6 1.6
Intermittent Part Time 6.9 6.9 6.9 6.9 6.9
Total Library Division 23.5 23.5 22.5 22.5 22.5
Total Department Regular Staffing 105.0 104.0 102.0 102.0 102.0
Total Temporary Part Time 22.5 22.5 22.5 22.5 22.5
Total Intermittent Part Time 43.1 53.3 53.3 53.3 53.3
Total Community Services Department 170.6 179.8 177.8 177.8 177.8
Operaling Budget-Community Services
3-141
Planning, Building, •
Public Works
s'h
82wA9,00 goo 's 2@0h 00ftim
Administrator
Gregg Zimmerman
1
,
Administrative
Support
2.9
Development Maintenance Transportation *Utility
Services Services Systems Systems
40.2 69.3 39.3 26.7
Development Street/ Operations Water
Planning Solid Waste
PW Inspections Waste Water/ Design Surface Water
and Permits Surface Water
Building Water Planning Waste Water/
Inspections and Technical
Permits Services
Fleet Airport
Solid
W a ste
Note: This department has 179.4 total full-time equivalent employees.
*Utility Systems Division funds pay for four l4l FTF's that work in the Finance&lS Department
Planning/Building/Public Works Department Organization
tr
kmnin#1JBU"ing1,9)U46& We4&
s
In this section you will find the Planning/Building/Public Works
Department Mission Statement with a summary list of core services
err provided by division. Following the core services list, we include
the mission statements of each division, along with lists of their
outcomes, accomplishments for the year 2005 and action plans for
2006.
Mission Statement
1W
The Planning/Building/Public Works Department manages and
maintains Renton's utility and transportation systems and conducts
�. land use permitting and code compliance services in a skillful,
professional, and caring manner so as to improve the lives of our
residents and business customers.
Core Services
r Administration - Provide management and direction
• Prepare department budget
• Prepare piped utility rates
• Provide regional influence
• Provide leadership and direction
• Provide political liaison
• Prepare annual department work plans
Development Services - Create and maintain a safe and pleasant physical
environment
• Provide public information
• Provide permit plan intake services
• Provide plan review services
• Issue permits and collect associated fees
• Provide inspection services
;r.
rw
Operating Budget-Planning/Building/Public Works
3-143
Maintenance Services - Operate and maintain the City's infrastructure
• Division administration
• Street maintenance
• Water maintenance
• Wastewater (sewer/storm) maintenance
• Fleet maintenance
• Solid waste maintenance
Transportation Systems - Plan, design, construct, operate, and main-
tain a transportation system
• Division administration and oversight
• Regional transportation representation
• Transportation planning and programming expertise
• Traffic operations and maintenance
• Design and construction management
• Airport operations and maintenance
• Bridge inspection and maintenance
Utility Systems - Ensure the public health and safety of the water,
wastewater, surface water, and solid waste systems
• Utility engineering, planning, and plan review
• Capital improvement program implementation
• Garbage collection management
• Data and database management, and Geographical Information
Systems (GIS)
• Property management
• Regulatory compliance and monitoring
• Environmental education
• Regional representation and coordination
Operating Budget-Planning/Building/Public Works
3-144
ylr
a Figure 3-9. Planning, Building, Public Works Department Overview
Expenditure Comparison
$60,000,000
$48,000,000
$36,000,000
$24,000,000
$12,000,000
$0
1998 1999 2000 2001 2002 2003 2004 2005 2006 Budget
Expenditure Budget by Division -Planning/Building/Public Works
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Budget Actual Budget 05-06
Administration 320,390 302,738 363,700 309,596 601,822 65.5%
Development Services 2,950,749 3,159,450 3,360,600 3,328,496 3,525,800 4.9%
Maintenance Services 16,432,344 16,652,589 20,009,476 19,138,159 19,921,214 -0.4%
Transportation Systems 3,998,471 4,285,354 4,525,200 4,379,462 4,922,478 8.8%
Utility Systems 23,082,146 19,639,793 26,855,750 25,655,669 23,300,935 -13.2%
Operating Total 46,784,100 44,039,923 55,114,726 52,811,381 52,272,249 -5.2%
CIP(Trans Sys-Airport) 3,302,294 639,247 1,248,600 178,264 1,495,000 19.7%
Total 50,086,394 44,679,170 56,363,326 52,989,646 53,767,249 -4.6%
Expenditure Budget by Category—Planning/Building/Public Works
2003 2004 2005 2005 2006 %Chg
fly Actual Actual Adj Budget Actual Budget 05-06
Regular Salaries 9,027,425 8,996,223 10,227,700 9,752,319 10,747,510 5.1%
Part Time Salaries 297,967 262,040 300,000 276,823 311,302 3.8%
Overtime 206,169 200,524 211,300 261,077 226,520 7.2%
Personnel Benefits 2,407,362 2,451,733 3,096,000 2,829,228 3,369,194 8.8%
ow Supplies 1,714,278 1,715,235 2,011,500 1,750,025 2,341,895 16.4%
Other Services&Charges 17,645,214 18,772,291 20,620,300 20,088,940 20,562,692 -0.3%
Intergovernmental Services 3,012,175 2,959,062 3,473,100 3,048,569 3,680,721 6.0%
Capital Outlay 690,243 530,785 1,377,800 1,255,383 1,164,700 -15.5%
Debt Service 6,704,653 3,294,075 3,842,000 3,593,322 4,199,626 9.3%
Interfund Payments 5,078,614 4,857,955 9,955,026 9,955,695 5,668,089 -43.1%
Operating Total 46,784,100 44,039,923 55,114,726 52,811,381 52,272,249 -5.2%
CIP 3,302,294 639,247 1,248,600 178,264 1,495,000 19.7%
�. Total 50,086,394 44,679,170 56,363,326 52,989,646 53,767,249 -4.6%
Operating Budget-Planning/Building/Public Works
3-145
rr
Major Department Changes for 2006
Major department changes are given below, followed by staffing levels.
Personnel Costs:
Salaries ($546,332 - All Divisions)
Departmental salary increases include a 3 percent cost of living, step increases, longevity,
and reclassifications. This increase also includes 4.0 FTE Utility billing Staff charged
directly to Utility Funds from Finance Department. Additionally, Department requests to
hire 1.0 FTE of Pump Station Mechanic and 1.0 FTE of Water Treatment Plant Operator.
Benefits ($273,194 -All Divisions)
Department increases include 7 percent medical and dental. The PERS rate increases from
2.44 percent to 3.67 percent, the LEOFF rate increases from 4.39 percent to 4.87 percent,
effective July 1, 2006.
Supplies and Other Services and Charges:
Supplies ($121,400 - Maintenance Services)
Increases in supplies include Maplewood Treatment Plant ($65,000), water inventory
purchase ($30,000), and asphalt cost ($26,400).
Electricity/Pumping ($154,376 - Maintenance Services & Transportation Systems)
Utilities were increased by 3 percent for possible rate increases in 2006.
Solid Waste Contractor ($209,916 - Utility Systems)
Per the contract between the City and Waste Management contractor fees increase annually
(3 percent in 2006). The total cost of the contract is projected to be $7,207,116.
King County Wastewater Treatment Charge (-$108,000 - Utility Systems)
The monthly rate remains $25.60 in 2006. This charge is a pass through. The total budget is
$8,418,000. The reduction of the budget is due to the anticipated drop of water
consumption, therefore billable sewer volumes would decrease as well.
Equipment Rental Fees ($206,000 —Maintenance Services)
Total funding in the Equipment Rental Fund to cover equipment replacement and
maintenance charges for all City fleet vehicles. This change is due to rising fuel costs.
Monthly premiums from departments to reimburse the Equipment Rental Fund may differ
since department costs are calculated based on assigned vehicles and their associated
replacement and maintenance schedules.
Operating Budget-PlanningBuilding/Public Works
3-146
' Other($312,395—Maintenance Services, Transportation Systems, Utility Systems)
The other services and charges that increase in 2006 are: Utility Billing direct costs
($108,300), Professional Services ($190,500), Travel, Training, Repairs and Maintenance
' ($33,400), Coordinated Prevention Program($45,000), KC WR/R Grant($5,000), LHWMP
Grant Program ($4,000), Purchased Water(-$20,000), Water Quality Testing ($-60,500), and
Other($6,695).
Intergovernmental Services:
Taxes ($93,221 - Utility Systems)
Taxes paid on gross receipts for water, sewer and the King County Wastewater Treatment
charge is based on proposed rate increases.
Local Hazardous Waste Man _
Management Program Fee($114,400 Utility Systems)
Capital Outlay:
Machinery and Equipment ($51,000-Maintenance Services)
' Maintenance records were reviewed for all vehicles scheduled for replacement in 2006. The
life of a fleet vehicle is five years. If maintenance is high the equipment is replaced. If
maintenance is low the equipment is kept for another year.
' Other135
($ ,900-Maintenance Services and Transportation Systems)
This includes the increase in Machinery and Equipment for Water and Sewer Utilities and the
Airport.
Debt Services ($357,626-Utility Systems)
Interfund Payments:
' Information Services ($812,978 -Administration, Maintenance Services,
Transportation and Utility Systems)
Effective January 1, 2006, new Fund 503, Information Services, will be created for the
purpose of identifying service costs to all City departments. These services include
telecommunication, computer replacement/other CIP, Repairs and Maintenance, and Print
and Mail. Expenses are paid by the Information Services Fund, and rates are charged to
departments based on use and/or coverage requirements.
Utility Reimbursements (-$833,489- Utility Systems)
Indirect cost of service will reduce in 2006 due to the conversion of Information Services
charges and the Utility Billing charges as direct costs to the department.
Capital Improvement mprovement Projects:
Airport CIP projects ($420,000 - Transportation Systems)
There are four new projects scheduled for 2006: Maintenance Dredging and Shoreline
Mitigation, Airport Office Renovation, Airport Entrance Rehabilitation, and Major Facility
Maintenance.
Operating Budget-Planning/Building/Public Works
3-147
2005 Funding Items
r
Other Services & Charges:
One Time Projects (-$1,196,900 - Transportation Systems, Utility Systems)
The 2005 funding for one-time project expenses include: Utility Rate Study (-$90,000),
Coordinated Prevention Grant (471,300), KC WR/R Grant Program (-$62,000), Clean Sweep
Program (-$400,000), new Fire Engine (-$400,000), Apron C Utility Improvements (-$173,600).
Interfund Transfers (-$4,266,426 - Utility Systems, Maintenance Services)
Transfer to Capital Improvement fund 421 (43,901,850), transfer to Fund 316 (4364,576). Will
Staffing Levels by Division
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Budget Actual Budget 05-06 '
Administration 4.1 4.1 3.9 3.9 3.9 0.0%
Development Services 40.7 40.7 40.2 40.2 40.2 0.0%
Maintenance Services 67.3 67.3 67.3 67.3 69.3 3.0% ,
Transportation Systems 39.3 40.8 39.3 39.3 39.3 0.0%
Utility Systems 26.7 26.7 26.7 26.7 30.7 15.0% '
Total FTE 178.1 179.6 177.4 177.4 183.4 3.4%
Operating Budget-Planning/Building/Public Works
3-198
to
Divisions by Fund Number
The Planning/Building/Public Works Department includes the operations of the following
divisions:
000 General Fund Administration
Technical Services
Development Services
to 103 Street Fund Transportation Systems
Street Maintenance Services
w 401 Waterworks Utility Systems - Water, Sewer, Surface Water
Utility Fund Utility Maintenance, Water, Sewer, Surface Water
402 Airport Fund Airport
403 Solid Waste Fund Solid Waste Systems
Solid Waste Maintenance Services
405 Water Utility Utility System
Utility Maintenance
in 406 Wastewater Utility Utility System
Utility Maintenance
407 Storm Water Utility Utility System
Utility Maintenance
' 416 King County Metro
451 Waterworks Bond Fund
' 501 Equipment Repair and (previously Equipment Rental Services)
Replacement Fund
t
Operating Budget-Planning/Building/Public Works
3-149
Administration
Following the mission statement and lists of outcomes, we include charts for Administration
division expenditures, 2006 funding decisions, and staffing levels.
Mission Statement
Provide leadership, resources, and regional influence to enable the Department to meet its
responsibilities in a manner that is responsive to the needs of our customers and consistent with
the City Business Plan goals
Outcomes ,
• Implement City Business Plan goals
• Incorporate City of Renton perspectives and needs into regional policy decisions
• Policy makers supportive of Department activities
• Establish Department activity goals and service levels '
• Acquire sufficient funding to perform duties at accepted service levels
• Establish progress tracking/reporting system '
• Department staff understand policy objectives
• Department staff follow policy directions
• Establish sufficient revenue stream to manage piped utilities at established service levels
• Low utility rates for customers '
• Provide superior customer service
2005 Accomplishments '
• Assured that sound project management was in place for capital projects
• Progressed toward completion of infrastructure plans for the redevelopment of the Boeing ,
property
• Constructed first phase of the SR 169 improvement project ,
• Constructed Segment I of the SW 27th/Strander Blvd. extension project
• Worked to secure $19 million Sound Transit funding for two Renton transportation
projects
• Obtained reasonably low utility rate increases for Water, Wastewater, and Surface Water
Utilities to secure their ongoing financial stability
• Brought the Maplewood Treatment Facility on line
• Implemented Clean-Sweep Renton solid waste collection event
• Worked with Police Department to implement the REACT program
• Productive partnership with the Washington Department of Transportation to optimize the '
corridor plan
• Provided regional leadership in role of Chair of the King County Public Works Directors
group
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• Provided high levels of service and quick turn-around times for the public
`r' • Secured adequate budget for the Department and keep expenditures within budget
2006 Action Plan
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• Construct transportation and utilities infrastructure on the Boeing property and in
other developing areas of the City
• Continue to work with Sound Transit to secure funding to upgrade Longacres
Commuter Rail Station
• Continue to obtain funding for the SW 27th/Strander Blvd. project
• Construct the Duvall Avenue improvements
• Construct Phase 2 of the SR 169 improvements
• Implement single stream recycling in Renton
• Continue to provide regional leadership as Chair of the King County Public Works
Directors, and through involvement with Puget Sound Regional Council and other
venues
• Continue to strive to provide the public with the best possible services at the lowest
possible cost
to • Find efficiencies in order to maintain acceptable service at reduced expenditures
levels
• Conduct a comprehensive utilities rate study and review public works fees
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Expenditure Budget by Category-Administration Division
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Budget Actual Budget 05-06
Regular Salaries 268,623 254,167 288,600 255,161 279,400 -3.2%
Part Time Salaries 0 0 2,400 2,000 2,470 2.9%
Overtime 0 0 1,500 0 1,600 6.7%
Personnel Benefits 46,086 45,310 62,900 48,067 60,570 -3.7%
Supplies 1,149 1,395 3,100 2,413 3,100 0.0%
Other Services&Charges 4,532 1,866 5,200 1,955 5,200 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A ,
Interfund Payments 0 0 0 0 249,482 100.0%
Operating Total 320,390 302,738 363,700 309,596 601,822 65.5%
CIP 0 0 0 0 0 N/A '
Total 320,390 302,738 363,700 309,596 601,822 65.5%
Funding Decisions-Administration Division
2005 Adjusted Budget $363,700
2006 Budget Changes '
Salaries -9,030
Benefits -2,330
Information Services Charges 249,482 ,
2006 Total Budget $601,822
Staffing Levels (Full-Time Equivalent Employees- FTE) -Administration Division
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Budget Actual Budget 05-06
Regular 4.0 4.0 3.8 3.8 3.8 0.0%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1 0.0%
Total FTE 4.1 4.1 3.9 3.9 3.9 0.0%
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so
Development Services Division
Following the mission statement and lists of outcomes, accomplishments, and action plans,
we include charts for Development Services division expenditures, 2006 funding decisions,
r
and staffing.
Mission Statement
Create and maintain a safe and pleasant physical environment by ensuring compliance with
codes and land use regulations and assisting the public and the development community
through the regulatory process in a polite, professional, helpful manner
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Outcomes
• Eighty percent or more of the completed customer survey cards for the public
information staff are rated good or better
• Ninety-five percent or more of new single-family permit applications are reviewed
within two weeks
• Ninety percent of new commercial or industrial permit applications are reviewed
within 5 weeks
• Ninety percent or more of inspection requests are responded to within 24 hours
• Average code compliance resolution will be within 15 days
• Sixty-five percent or more of the code compliance requests will be resolved through
voluntary compliance
• Ninety percent or more of pre-application requests are completed
within 3 weeks
• Ninety percent or more of administrative decisions are issued within 6 weeks of
complete application
• Ninety percent or more of Hearing Examiner decisions will be completed with 12
weeks of complete application. Seventy-five percent or more will be completed
within 10 weeks
• Ninety-five percent or more of the required testing of public works improvements are
completed and verified prior to acceptance of the project
2005 Accomplishments
• All pre-application requests were completed within 3 weeks; 90 percent of new
single-family permit applications were reviewed in 2 weeks; and all new commercial
permit applications were reviewed within 5 weeks
• Ninety-five percent or more of inspection requests were responded to within 24 hours
• Average code compliance resolution was within 18 days; and 65 percent of the code
compliance requests were resolved through voluntary compliance
' • Ninety percent of administrative decisions were issued within 6 weeks of complete
application
• Ninety percent of Hearing Examiner decisions were completed within 12 weeks of
complete application; 70 percent were completed within 10 weeks
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1�
2006 Action Plan
• Ninety percent or more of pre-application requests are completed within 3 weeks
• Ninety-five percent of new single-family permit applications are reviewed within 2
weeks and 90 percent of new commercial permit applications are reviewed within 5
weeks
• Ninety percent or more of inspection requests are responded to within 24 hours
• Average code compliance resolution will be within 15 days, and 65 percent or
more of code compliance requests will be resolved through voluntary compliance
• Contact is made with the customer requesting assistance from code enforcement
within one working day of receiving the request 90 percent of the time or more
• Code compliance will continue to become more pro-active, with over 50 percent
of our code compliance cases generated without a private citizen request
• All sites with verified code compliance violations in the last year will be checked
at least every three months to verify continued code compliance
• Ninety percent or more of administrative decisions are issued within 6 weeks of '
complete application
• Ninety percent or more of Hearing Examiner decisions will be completed with 12
weeks of complete application; 75 percent or more will be completed within 10 weeks
Expenditure Budget by Category-Development Services
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Budget Actual Budget 05-06
Regular Salaries 2,156,275 2,256,577 2,417,300 2,340,541 2,510,100 3.8%
Part Time Salaries 42,797 24,821 14,800 75,037 15,240 3.0%
Overtime 23,412 28,532 27,800 62,392 28,900 4.0%
Personnel Benefits 529,430 556,046 654,900 638,493 725,760 10.8%
Supplies 14,884 28,883 25,400 17,150 25,400 0.0%
Other Services&Charges 183,951 264,590 220,400 194,883 220,400 0.0%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 2,950,749 3,159,450 3,360,600 3,328,496 3,525,800 4.9%
CIP 0 0 0 0 0 N/A
Total 2,950,749 3,159,450 3,360,600 3,328,496 3,525,800 4.9%
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to Funding Decisions- Development Services
2005 Adjusted Budget $3,360,600
2006 Budget Changes
Salaries
94,340
Benefits 70,860
2006 Total Budget $3,525,800
Staffing Levels(Full-Time Equivalent Employees- FTE) -Development Services
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Budget Actual Budget 05-06
Regular 38.7 38.7 38.7 38.7 38.7 0.0%
to Temporary Part-Time 1.0 1.0 0.5 0.5 0.5 0.0%
Intermittent Part-Time 1.0 1.0 1.0 1.0 1.0 0.0%
OwTotal FTE 40.7 40.7 40.2 40.2 40.2 0.0%
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Maintenance Services Division
Following the mission statement and lists of outcomes, accomplishments, and action plans,
we include charts for Maintenance Services division expenditures, 2006 funding decisions,
and staffing.
Mission Statement
Support the operating sections of the Public Works Maintenance Division:
• Provide planning, budgeting, goal setting, and management
• Provide purchasing and inventory support
• Establish effective liaison and project coordination
• Perform administrative, customer service contact, and record systems management
Outcomes
• Eighty-five percent of the citizens contacting the division rate our service as
satisfactory
• A street Overall Condition Index (OCI) rating of 80 is maintained
• High-quality water is provided in sufficient quantity
• Surface water flooding and sewer overflows are minimized
• Ensure safe, available, and reliable vehicles and equipment
• Within the resource provided, keep Renton's right-of-way clean ,
2005 Accomplishments
Street Maintenance
• The street overall condition index rating(OCI)of 82.2 was maintained,resulting in a
lower number of paid claims
Wastewater Maintenance
• The cost of pipe system and lift station preventative maintenance was within 5
percent of the previous three-year average
• The number of emergency call outs was within 5 percent per capita
• City risk was minimized by maintaining the number of paid claims at five per year,
at 34" of rain annually
Water Maintenance
• Water quality met or exceeded Federal and State regulatory requirements;
• Restored water service within 4 hours during emergency shut downs 98 percent of
the time;
• Drop-in meters were installed within 5 working days from the customer request
98 percent of the time;
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' • New water service meters were installed within three weeks from the customer
request 98 percent of the time;
• Responded to customer requests for service on water leaks within 3 working days
j 98 percent of the time
Equipment Rental
• City vehicles and motorized equipment"uptime"was 90 percent,
• Unscheduled repairs were reduced by 10 percent
• Maintenance cost was maintained at 25 percent below local private vendors
2006 Action Plan
Street Maintenance
• Eighty-five percent of the citizens contacting the division rate our service as
satisfactory, a street Overall Condition Index (OCI) rating of 80 is maintained
• Within the resource provided, keep Renton's right-of-way clean
Water Maintenance
• High-quality water is provided in sufficient quantity
Wastewater Maintenance
• Surface water flooding and sewer overflows are minimized
Fleet Maintenance
• Ensure safe, available, and reliable vehicles and equipment
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Expenditure Budget by Category- Maintenance Services
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Budget Actual Budget 05-06
Regular Salaries 2,962,326 2,898,361 3,413,900 3,204,004 3,556,410 4.2%
Part Time Salaries 70,748 63,347 114,100 67,160 117,530 3.0%
Overtime 122,833 107,726 131,100 116,357 135,220 3.1%
Personnel Benefits 921,291 920,871 1,192,800 1,089,532 1,298,354 8.8%
Supplies 1,487,396 1,463,381 1,774,000 1,552,174 2,101,400 18.5%
Other Services&Charges 9,279,186 10,016,006 10,943,800 10,815,919 10,874,200 -0.6%
Intergovernmental Services 0 0 0 0 0 N/A
Capital Outlay 609,584 530,785 1,377,800 1,246,651 1,134,700 -17.6%
Debt Service 0 0 0 0 0 N/A
Interfund Payments 978,980 652,110 1,061,976 1,046,362 703,400 -33.8%
Operating Total 16,432,344 16,652,589 20,009,476 19,138,159 19,921,214 -0.4%
CIP 0 0 0 0 0 N/A
Total 16,432,344 16,652,589 20,009,476 19,138,159 19,921,214 -0.4%
Funding Decisions- Maintenance Services
2005 Adjusted Budget $20,009,476
2006 Budget Changes
Salaries-includes 2.0 FTE for Pump Station Mechanic and Water Treatment Plant Operator 150,060
Benefits-includes 2.0 FTE for Pump Station Mechanic and Water Treatment Plant Operator 105,554
Supplies
Replacement of two computers 6,000
Bulk oil tanks and equipment 50,000
Petroleum and oil for City fleet 150,000
Maplewood Treatment Plant 65,000
Water Inventory Purchase 30,000
Asphalt cost 26,400
Other Services and Charges•
Utilities-electricity,gas dump fees etc. 34,500 ,
King County Wastewater Charge-pass through -108,000
Other 3,900
Capital Outlay
Fleet vehicles for new positions in Fire and Police 51,000
Other-Machinery and Equipment 105,900
Transfer to Fund 316(2005 Funding) -364,576
Capital Outlay•New Fire Engine(2005 Funding) -400,000
Interfund payment 6,000
2006 Total Budget $19,921,214
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Staffing Levels(Full-Time Equivalent Employees-FTE) - Maintenance Services
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Budget Actual Budget 05-06
Regular 62.0 62.0 62.0 62.0 64.0 3.2%
Temporary Part-Time 1.6 1.6 1.6 1.6 1.6 0.0%
Intermittent Part-Time 3.7 3.7 3.7 3.7 3.7 0.0%
Total FTE 67.3 67.3 67.3 67.3 69.3 3.0%
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Transportation Systems Division
Following the mission statement and list of outcomes, accomplishments, and action plans,
we also include charts for Transportation Systems division expenditures, 2006 funding
decisions, and staffing.
Mission
To plan, design, construct, operate and maintain the City's transportation system to assure
the public health and safety of the general public in a skillful, professional, and caring
manner so as to enhance the lives of our residents and business customers. The Division
aggressively pursues mobility improvements that benefit Renton and the region consistent
with the Six-Year Business Plan
Outcomes
• Proactive regional transportation representation to achieve City Business Plan
• Aggressive pursuit and securement of grant funding for transportation needs i
• Effective operation and maintenance of a safe citywide transportation system
• Construction of new transportation infrastructure within allocated budgets
• Operation and maintenance of the Renton Airport to provide a safe, fully leased
facility that is compatible with City policy
• Maintain safe bridge structures
2005 Accomplishments t
Design
• Completed final plans for Phase I, SR-169 Project
• Completed third year monitoring of the Oakesdale Phase II Wetlands
• Awarded, and began construction for Phase I of Strander Blvd
• Completed 90 percent design on Duvall Avenue (mid-block from SR 900 to
Newcastle city limits)
• Completed and went to add on the Sunset/Duvall intersection
• Completed 2005 Overlay and Slurry Seal
• Completed construction for Lake Washington Slip Plane Project
• Completed design on South Lake Washington Project ,
• Started design on Rainier Avenues (4th to 7th) Project,
• Started design on the Rainier/Hardie Project
• Completed construction on the Benson Pedestrian Improvements
• Completed Downtown Curb Ramps and Highlands and Maplewood Sidewalk
Projects
• Completed construction of the Monster Road Bridge Rehabilitation Project
• Completed 2005 Bridge Monitoring Program
Operating Budget-Planning/Building/Public Works
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• Began Airport Layout Plan (ALP)
• Completed the 2005 Renton Airport Security Gate Replacement Project
Operations and Maintenance
• Completed 6,575 work orders from internal and external (citizen and other agency)
customers
• Completed and obtained acceptance of new Transportation Management Center and
central Advanced Traffic Management System
• Completed upgrade of traffic signal emergency preempt hardware
• Program, test, and install 7 new advanced traffic controllers and TS2 signal cabinets
on SW 43rd Street, 11 new traffic controllers on Bronson Way, South 2nd Street, and
SW 7th & Lind
• Completed installation of light emitting diode (LED) indications at 20 signalized
intersections; installed 35 Vehicle Radio Modems (VRM's) into Police Department
vehicles and 10 radios and radio modems (VRM's) into Fire Department apparatus;
installed UPS (uninterruptible power supply) at 8 major intersections
• Completed traffic signal design for NE 4th Street and Hoquiam Avenue NE; and
traffic signal poles and mast arms refurbishing completed on N 3rd Street, N 4th
Street, Sunset Blvd NE and Mill and Houser
Planning and Programming
' * Provided internal and external coordination on proposed WSDOT I-405
Improvements in Renton (funded and those in planning)
• Provided other significant staff support for regional coordination efforts with the
South County Area Transportation Board(SCATBd), Regional Transportation
Improvement Districts (RTID), Eastside Transportation Program (ETP), Sound
Transit(ST) to secure funding for the Rainier Avenue Corridor and SW 27th (Phase I
and Phase II), King County Metro (transit services), King County Road Services and
other regional agencies
0 Completed NE 3rd and 4th Corridor Study; secured grant funding for major
improvements on Maple Valley Highway and SW 27th/Strander Blvd (State and
Federal)
• Completed Rainier Avenue Corridor Study; pursued grant funding for Rainier
Avenue, Hardie Avenue SW,NE 3rd/4th Street, and sidewalk improvements
• Initiated Sunset Blvd and Grady Way Corridor studies
Airport
• Completed tenant leases, operating permits and agreements
• Completed the Airport Development Study
• Started the Airport Layout Plan Update Project
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• Increased City hangar rental rate and assumed City ownership of the Cedar River
Hangars; continued removal of unneeded facilities as a result of the Boeing Company
vacating property on the west side of the Airport
• Closed out the Apron C Utility Project contract
• Made progress on improvements to the 608 and 622 Hangar buildings and added
stairs to the Quonset Hut
• Hired new Airport Maintenance Worker to replace retired employee and hired a
half-time secretary 1
2006 Action Plan
Design
• Complete construction of Phase 1, SR-169 Project
• Close-out Duvall Avenue and Sunset/Duvall Intersection ,
• Begin construction of Duvall Avenue
• Completed construction of Phase I of SW27th/Strander Blvd
• Complete design of Rainier Avenue between 4th and 7th
• Begin construction for Phase I of the South Lake Washington Project
• Complete design and construct the 2006 Overlay Project
• Construct 4th and Hoquiam ,
• Complete fourth year monitoring and maintenance of Oakesdale Phase I and 11
Wetlands
• Add, award, and construct Phase Il of SR 169 Project
• Complete final design of Phase 2a of Strander Blvd
• Complete design Houser Way Bridge Painting Project t
Operations and Maintenance
• Implement Intelligent Transportation Systems (ITS) Master Plan in order to
enhance funding opportunities for the expansion of the Traffic Video Surveillance
System
• Refurbish traffic signal poles and mast arms on Rainier Avenue and Grady Way
• Complete Traffic Signal Safety Monitor Upgrade Project
• Continue installation of advanced traffic controllers at remaining signalized
intersections; upgrade a minimum of ten signalized intersections to light emitting
diode (LED) displays
• Install a minimum of six UPS (uninterruptible power supply) systems at critical
intersections
• Continue efforts on the Graffiti Abatement Program
• Install school zone flashers (new program) at a minimum of ten locations, starting
at Highlands Elementary School
Operating Budget-Planning/Building/Public Warks
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Planning and Programming
'! • Actively participate in regional forums (SCATBD, ETP, Sound Transit, TRID,
WSDOT) and other discussions on transportation funding packages to ensure
Renton's interests are presented and achieved
• Complete Grady Corridor Study
• Pursue additional funding for SW 27th/Strander, Hardie Way, NE 3rd/4th Street,
sidewalk projects, and bike projects
• Improve LOS Travel Time methods to better calibrate LOS to ensure
Transportation concurrence compliance
• Complete a Bike Plan Study
• Review and provide comments on development review, traffic impact studies, and
annexation review
Airport
• Complete the update the Airport Layout Plan/Master Plan
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• Market and lease out parcels ready for re-development
• Maintain zero claims of foreign object damage and bird strikes on aircraft
• Continue to catch up on backlogged maintenance due to staffing shortage during 2005
Expenditure Budget by Category- Transportation Systems
Yrr
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Budget Actual Budget 05-06
Regular Salaries 2,004,403 1,946,160 2,307,800 2,203,189 2,320,700 0.6%
Part Time Salaries 139,994 133,648 90,600 88,843 95,610 5.5%
Overtime 59,200 62,026 40,900 80,811 50,300 23.0%
aw Personnel Benefits 528,697 534,151 676,400 615,736 698,590 3.3%
Supplies 171,164 184,732 167,800 146,897 170,795 1.8%
to Other Services&Charges 966,776 1,033,193 1,193,300 1,178,661 1,312,476 10.0%
Intergovernmental Services 0 0 0 641 0 WA
LCapital Outlay 80,000 0 0 0 30,000 100.0%
Debt Service 0 0 0 0 0 WA
Interfund Payments 48,237 391,445 48,400 64,683 244,007 404.1%
Operating Total 3,998,471 4,285,354 4,525,200 4,379,462 4,922,478 8.8%
CIP 3,302,294 639,247 1,248,600 178,264 1,495,000 19.7%
Total 7,300,765 4,924,601 5,773,800 4,557,726 6,417,478 11.1%
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Funding Decisions- Transpoilation Systems
2005 Adjusted Budget $5,773,800
2006 Budget Changes
Salaries 27,310
Benefits 22,190 ,
Other Services and Charges:
Electricity-3%increase 119,876
Other 2,295
Airport Capital Improvement Projects 420,000
Apron C Utility Improvements (2005 Funding) -173,600
Capital Outlay- Machinery and Equipment 30,000
Information Services Charges 195,607
2006 Total Budget 6,417,478
Staffing Levels (Full-Time Equivalent Employees-FTE) - Transportation Systems
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Budget Actual Budget 05-06
Regular 33.0 34.5 34.5 34.5 34.5 0.0%
Temporary Part-Time 1.5 1.5 1.0 1.0 1.0 0.0%
Intermittent Part-Time 4.8 4.8 3.8 3.8 3.8 0.0%
Total FTE 39.3 40.8 39.3 39.3 39.3 0.0%
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Utility Systems Division
r.
Following the mission statement and lists of outcomes, accomplishments, and action
plans, we include charts for Utility Systems division expenditures, 2006 funding
decisions, and staffing.
Mission Statement
1W 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
+r environmental resources, is financially sound, and supports the City's Business Plan
Goals
ow Outcomes
• High quality, lasting infrastructure and maintain standards
• Reduce maintenance costs
• Cleaner city and efficient, affordable waste collection and disposal
• Efficient storage, retrieval, and dissemination of information
• Consistent legal description and survey information available
• Maintain compliance with regulations—no compliance orders or fines
• Utility interests well-represented at regional level
• Improve water quality and maintain environmental aesthetics
2005 Accomplishments
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Water Utility Engineering
• Completed the construction of the Maplewood Water Treatment Facility
including the start up and operation of the new plant
• Completed the 2005 update of the Comprehensive Water System Plan
• Completed the replacement of water lines in Talbot Hill area and in Wells and
Williams Avenue South in Downtown Renton
• Completed the design of the water main improvements in conjunction with
roadway improvements for NE Sunset Boulevard/Duvall Avenue intersection,
,�.► SW 27th Street extension
• Continued progress on the design of the new Hazen reservoir in the
Highlands, the design to provide emergency power to the Downtown Wells,
Mt. Olivet and N. Talbot Hill pump station
• Continued implementation of the Aquifer Protection Program, Water
Conservation Education and Cross-Connection Control Program
• Updated water system Geographical Information Systems(GIS) and hydraulic
model. Provided technical assistance and design coordination with City's
rr Transportation Department and with WSDOT for utilities improvements for
Lakeshore Landing Development and for the I-405 improvements project
r.
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Surface Water Utility Engineering
Completed the design and construction of planned Surface Water Utility Capital
Improvement Program projects including:
• The Phase II construction of the SW 7th Street Storm System Improvement Project
• The design and substantially completed construction of the Wells/Williams Ave S Utility
Improvement Project
• The design and construction of the Hoquiam Place NE/SR-900 Storm System Project as
part of the Surface Water Utility Small Drainage Problem Program;
• Initiated preliminary design of the SW 34th Street Culvert Replacement project;
completed the Cedar River Section 205 Flood Hazard Reduction Project required
monitoring
• Completed construction of the annual Landsburg Gravel Supplementation Mitigation
Project; and completed the preliminary design and permitting for the N 26th Street and
Park Place N Storm System Improvement Project. Conducted the annual Talbot Hill area
Mosquito Abatement Program
• Implemented a program to control mosquito larva in City storm water facilities in
response to the West Nile Virus
• Completed 60% design of the Springbrook Creek Habitat and Wetland Mitigation Bank
project in coordination with WSDOT and the City Transportation and Parks Divisions
• Updated and published new Storm System Inventory books
• Completed and Council adopted final Water Resource Inventory Area (WRIA) 8 and 9
Salmon Conservation Plans
• Provided technical assistance to Transportation for the lakeshore Landing infrastructure
improvements, SW 27th Street/Strander Blvd TIP and the 1-405 improvement project
Wastewater Utility Engineering
• Completed planned Capital Improvement Program projects including: construction of
Sunset Interceptor Phase II, Downtown Sewer Replacement, Central Plateau Interceptor
Phase I, and the Lake Washington Flush/Misty Cove Lift Station Rehabilitation
• Completed design for the Sunset Interceptor Phase III
• Made significant progress in the design of Earlington Lift Station Replacement, Renton
Center Sewer Replacement
• Completed the initial development of an updated Sanitary Sewer Hydraulic Model to help
support our 2006 update of our Wastewater Management Plan
Technical Services
• Started the process of upgrading the City's GIS from Computer Assisted Drafting (CAD)
file-based data management for map data to one that utilizes a relational database
management system
• CAD Standard details have been reformatted and updated
• Developed the Aerial Photography Map Book
Operating Budget-Planning/Building/Public Works
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Il�r
• Developed the Police Response Maps of Area Schools
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Solid Waste
• Increased residential knowledge of natural lawn care, including integrated pest
management strategies through 10 workshops targeted at homeowners
• Diverted over 53 percent of recyclable residential waste and 9 percent of recyclable
multifamily waste from the landfill
• Provided 45 Household Hazardous Waste Reduction workshops to elementary school age
children
i
2006 Action Plan
Water Utility Engineering
Complete the following planned Capital Improvement Program projects:
• Design of new Hazen 3 Million-Gallon reservoir
ur
• Design of water quality improvements for Well 5A
• Design and start construction of Emergency Power to Downtown wells and to Mt. Olivet
1W and N. Talbot pump stations, Emergency water system intertie with Skyway Water
District
• Complete replacement of water mains in Talbot Hills and Kennydale areas
• Maintain "Green Permit" status by: performing water quality monitoring, testing and
reporting to meet the Department of Health's schedule
• Continue implementation of Aquifer Protection program, Water Conservation Education
and Cross-Connection Control Program
• Continue coordination with agencies on I-405 corridor improvements and Lakeshore
Landing development
„r, Surface Water Utility Engineering
Complete the following planned Capital Improvement Program projects:
r • Final design and permitting of the SW 34th Street Culvert Replacement Project
• Complete the design, permitting and construction of the Edmonds Ave NE Outfall
Replacement Project as part of the May Creek Basin Plan CIP Implementation program
rr
• Acquire the necessary easements, complete design construction of the NE 26th St and
Park Place North Storm System Improvements
• Complete the design, permitting and construction of Phase I of the Renton Village Storm
System Improvement Project
• Conduct the annual Landsburg Gravel Supplementation project; and other monitoring
required for the Cedar River SEction 205 Flood Hazard Reduction Project
• Initiate the update the Surface Water Utility System Plan; start development of new storm
water design standards
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• Participate in the Ecology's development of the National Pollutant Discharge Elimination
System (NPDES) Phase II Municipal Separate Storm Sewer System Permit for Renton
and other jurisdictions in wester Washington
Wastewater Utility Engineering
• Begin construction of the following planned Capital Improvement Program projects;
Sunset Interceptor Phase III, Earlington Interceptor, Duvall Interceptor, Central Plateau
Interceptor Phase II and Renton Center Sewer Extension
• Finalize Hydraulic Sanitary Sewer Model
Technical Services
• Continued the process of upgrading the City's GIS from Computer Assisted Drafting
(CAD) file-based data management for map data to one that utilizes a relational database
management system
• Continue the transition to a relational database management system for map data
• Maintain databases and CAD and GIS software
• Update the survey control network
• Provide timely reviews of legal descriptions and development applications
• Process property acquisitions
Solid Waste Utility
• Provide 4 Natural Yard Care workshops and targeted education to residential homeowners
and small landscape maintenance businesses to increase knowledge of strategies to reduce
reliance on pesticides
• Educate school children about proper storage, disposal and reduction of household
hazardous waste
• Educate Renton businesses about efficient ways to reduce waste, and conserve natural
resources
• Implement a residential reuse event and 2 special recycling events to increase diversion of
materials from the landfill
Operating Budget-Planning/Building/Public Warks
3-168
r
�r
Expenditure Budget by Category- Utility Systems
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Budget Actual Budget 05-06
-Y Regular Salaries 1,635,798 1,640,958 1,800,100 1,749,422 2,080,900 15.6%
Part Time Salaries 44,428 40,225 78,100 43,784 80,452 3.0%
Overtime 724 2,240 10,000 1,517 10,500 5.0%
Personnel Benefits 381,858 395,355 509,000 437,400 585,920 15.1%
Supplies 39,685 36,843 41,200 31,391 41,200 0.0%
Other Services &Charges 7,210,769 7,456,636 8,257,600 7,897,522 8,150,416 -1.3%
Intergovernmental Services 3,012,175 2,959,062 3,473,100 3,047,928 3,680,721 6.0%
Capital Outlay 659 0 0 8,732 0 N/A
.. Debt Service 6,704,653 3,294,075 3,842,000 3,593,322 4,199,626 9.3%
Interfund Payments 4,051,397 3,814,400 8,844,650 8,844,650 4,471,200 -49.4%
w Operating Total 23,082,146 19,639,793 26,855,750 25,655,669 23,300,935 -13.2%
CIP 0 0 0 0 0 N/A
Total 23,082,146 19,639,793 26,855,750 25,655,669 23,300,935 -13.2%
w
Funding Decisions- Utility Systems
2005 Adjusted Budget $26,855,750
2006 Budget Changes
Salaries - include 4.0 FTE Utility Billing Staff in Finance Department 283,652
a.
Benefits- include 4.0 FTE Utility Billing Staff in Finance Department 76,920
Other Services and Charges:
�- Solid Waste Contract-3%increase 209,916
Utility Billing Direct Costs - Reallocation from FIS Department 108,300
Professional Services 190,500
Travel,Training, Repairs &Mtc, Microfilming, Memberships Publications&Recording fee 33,400
Purchased Water -20,000
Water Quality testing -60,500
Solid Waste Grants 54,000
Clean Sweep Program(2005 Funding) -400,000
m. Other
500
Professional Services: Utility Rate Study(2005 Funding) -90,000
Solid Waste Grants(2005 Funding) -133,300
Intergovernmental Services 207,621
Interfund Payments
Utility Reimbursements (Indirect cost) -833,489
r Information Services Charges 361,889
Ire Residual Equity trsfr to 421 (2005 funding) -3,901,850
Debt Service 357,626
2006 Total Budget 23,300,935
t Operating Budget-Planning/Building/Public Works
3-169
Staffing Levels(Full-Time Equivalent Employees- FTE) - Utility Systems
2003 2004 2005 2005 2006 %Chg
Actual Actual Adj Budget Actual Budget 05-06
Regular 25.8 25.8 25.8 25.8 29.8 15.5%
Temporary Part-Time 0.0 0.0 0.0 0.0 0.0 N/A
Intermittent Part-Time 0.9 0.9 0.9 0.9 0.9 0.0%
Total FTE 26.7 26.7 26.7 26.7 30.7 15.0% j
t
Operating Budget-Planning/Building/Public Works
3-170
Table 3-21. Planning, Building, Public Works Department Performance and Workload Indicators
(Sheet 1 oft)
2003 2004 2005 2005 2006
Actual Actual Forecast Actual Forecast
Development Services
Building Permit Valuation 179,000,000 231,093,242 150,000,000 237,963,739 240,000,000
Building Permit Revenue
2,013,500 4,266,373 2,000,000 3,596,007 3,600,000
Building Permits Processed 5,365 4,203 4,000 4,578 4,200
err
Land Use Applications Processed 125 164 135 168 160
Public Works Permits Processed 1,324 1,655 1,000 1,540 1,200
Water Meter Applications 485 487 350 397 250
1rr Transportation Systems
Complete Construction of 80%TIP Projects 6 4 4 4 5
Complete Design of 80%TIP Projects 5 6 7 9 8
Complete Planning of 80%TIP Projects 5 5 6 6 5
Respond to Customer Service Requests 1,875 1,655 1,700 1,745 1,800
Respond to Work Order Requests 7,917 6,894 7,000 6,575 7,000
t>r:
CTR Program 80% Designed/Implemented 24/100% 22/100% 24/100% 22/100% 24/100%
Lease 100%of Airport Property 90 85% 90% 80% 85%
r Respond to Noise Complaints Within 24 hrs 15/20 8/10 35/40 41/41 41/41
Utility Systems
Water Utility
w CIP Projects constructed 4 3 5 3 6
Design of CIP Completed, Number 3 3 6 3 4
Outside Funding for CIP Projects,% 0% 14% 82% 52% 5%
t>r
Wastewater Utility
CIP Projects constructed 2 3 4 5 3
Orr Design of CIP Completed, Number 2 3 6 4 5
Outside Funding for CIP Projects,% 0% 0% 0% 0% 0%
Surface Water Utility
wo CIP Projects constructed 6 6 5 4 5
Design of CIP Completed,Number 6 7 7 4 6
Outside Funding for CIP Projects,% 0% 0.30% 0% 2.00% 1%
Responded to Customer Service Requests 68 70 70 50 60
Awarded Discount on Flood Insurance Rates,% 15% 15% 15% 15% 15%
Solid Waste Utility
Special Collection Events,Total Tons 2/253 2/199 2/200 2/200 2/230
Household Hazardous Waste Workshops,Numbei 35 33 25 45 30
Residential Diversion,% 51% 49% 55% 55% 53%
Multifamily Diversion,% 17% 9% 12% 9% 9%
Solid Waste,Garbage Total Tons 42,404 45,078 45,000 42,000 41,000
i
Operating Budget-Planning/Building/Public Works
3-171
Table 3-21. Planning, Building, Public Works Performance and Workload Indicators (Sheet 2 of 2)
2003 2004 2005 2005 2006
Maintenance Services Actual Actual Forecast Actual Forecast
Street Maintenance
Street Asphalt Repair,sq.ft. 283,286 132,343 204,300 184,189 205,000
Utility Cut Patching,sq.ft. 71,653 53,048 58,200 63,131 65,000
Cracked Sealed City Streets,lineal ft. 11,180 33,986 102,500 140,658 145,000
Streetside Vegetation Mowing,Swath Miles 687 511 550 583 550
Snow/Ice Control, Lane Miles 17 2,129 2,000 204 600
Sidewalk Repairs, Labor Days 91 119 300 400 350
Surface Water Maintenance
Clean Storm Lines,Lineal Feet 73,121 85,252 91,555 59,386 70,000
Refurbish Catch Basins 74 30 30 32 30
Clean Catch Basins 1,693 5,510 1,800 1,122 1,800
TV Inspections, Feet 2,980 4,453 4,000 6,578 5,500
Backup Reduction,Catch Basins 8,947 10,129 9,000 7,601 9,000
Water Maintenance
Conduct Leak Detection on Water Mains/Lineal
Feet 10,187 93,530 13,900 129,100 135,000
Test City Water for High Quality,Samples 706 446 1,250 421 800
Inspect/Operate Hydrants 5,883 5,418 6,400 2,741 5,000
Meter Reading, Routes 556 615 480 587 600
New Main Connections,Tie-in 167 58 70 65 70
Wastewater Maintenance(Sewer)
Clean Sewer Line, Lineal Feet 183,296 214,050 146,350 170,493 150,000
TV Inspect,Lineal Feet 107,620 146,846 142,000 116,324 142,000
Wet Well Washing 282 249 252 284 252
Root Cut Lines,Lineal Feet 27,564 30,898 19,000 26,341 20,000
Manhole Cleaning 2,218 1,918 1,290 2,010 2,500
Solid Waste/Litter Control Program
Trash Collected,Tons 216 63 100 134 125
Equipment Services
Vehicle Services and Repairs 2,478 2,315 2,500 2,350 2,400
Replacement,Number of Vehicles 15 13 15 29 19
Outfitted,Number of Vehicles 8 4 10 15 10
Operating Budget-Planning/Building/Public Works
3-172
Table 3-22. Planning, Building, Public Works Departinent Position Listing(Sheet 1 Qf 6)
2003 2004 2005 2005 2006
Grade Title Actual Actual Budget Actual Budget
Public Works Administration
M49 Ping/Bldg/Public Works Administrator 1 0 1.0 1.0 1.0 1.0
M24 Principal Finance and Admin Analyst 1.0 1.0 0.8 0.8 0.8
N11 Administrative Secretary II 1.0 1.0 1.0 1.0 1.0
A05 Office Assistant III 0.5 0.5 0.5 0.5 0.5
A03 Office Assistant II 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 4.0 4.0 3.8 3.8 3.8
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1
Total Administration Division 4.1 4.1 3.9 3.9 3.9
Development Services Division
Administration
M38 Dev Services Director 1.0 1.0 1.0 1.0 1.0
A09 Administrative Secretary 1 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 2.0 2.0 2.0 2.0 2.0
Total Administration 2.0 2.0 2.0 2.0 2.0
Development and Planning
M32 Principal Planner 1.0 1.0 1.0 1.0 1.0
A23 Senior Planner 3.0 3.0 3.0 3.0 3.0
A19 Associate Planner 2.0 2.0 2.0 2.0 2.0
A18 Code Compliance Inspectors 2.0 2.0 2.0 2.0 2.0
A15 Assistant Planner 0.0 0.0 0.0 0.0 0.0
A05 Secretary 1 1.0 1.0 1.0 1.0 1.0
A03 Office Assistant II 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 10.0 10.0 10.0 10.0 10.0
Intermittent Part-Time 1.0 1.0 1.0 1.0 1.0
y Total Development and Planning 11.0 11.0 11.0 11.0 11.0
Public Works Inspections and Permits
M33 Development Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 1.0 1.0 1.0 1.0 1.0
A23 Engineering Specialist 111 3.0 3.0 3.0 3.0 3.0
A24 Lead Construction Inspector 0.0 1.0 1.0 1.0 1.0
A21 Lead Construction Inspector 1.0 0.0 0.0 0.0 0.0
A21 Construction Inspector II 0.0 4.0 4.0 4.0 4.0
A19 Engineering Specialist II 0.7 0.7 0.7 0.7 0.7
A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0
A18 Construction Inspector II 4.0 0.0 0.0 0.0 0.0
A14 Construction Inspector 1 1.0 1.0 1.0 1.0 1.0
A08 Lead Office Assistant 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 13.7 13.7 13.7 13.7 13.7
Temporary Part-Time 1.0 1.0 0.5 0.5 0.5
Total Inspections and Permits 14.7 14.7 14.2 14.2 14.2
Operating Budget-Planning/Building/Public Works
3-173
Table 3-22. Planning, Building, Public Works Position Listing(Sheet 2 of 6)
2003 2004 2005 2005 2006
Grade Title Actual Actual Budget Actual Budget
Building Inspections and Permits
M32 BuildingOfficial 1.0 1.0 1.0 1.0 1.0
A23 Building Plan Reviewer 1.0 1.0 1.0 1.0 1.0
A21 Building Inspector/Electrical 0.0 2.0 2.0 2.0 2.0
A21 Building Inspectors/Combination 0.0 5.0 5.0 5.0 5.0-
A18 Building Inspector/Electrical 2.0 0.0 0.0 0.0 0.0
A18 Building Inspectors/Combination 5.0 0.0 0.0 0.0 0.0
A18 Dev Services Representative 1.0 1.0 1.0 1.0 1.0
A10 Permit Technician 0.0 2.0 2.0 2.0 2.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
A05 Permit Technician 2.0 0.0 0.0 0.0 0.0
Total Regular Staffing 13.0 13.0 13.0 13.0 13.0
Total Building Inspections and Permits 13.0 13.0 13.0 13.0 13.0
Total Regular Staffing 38.7 38.7 38.7 38.7 38.7
Total Temporary Part-Time 1.0 1.0 0.5 0.5 0.5
Total Intermittent Part-Time 1.0 1.0 1.0 1.0 1.0
Total Development Services Division 40.7 40.7 40.2 40.2 40.2
Transportation Systems Division
Administration
M38 Transportation Systems Director 1.0 1.0 1.0 1.0 1.0
A09 Administrative Secretary I 1.0 1.0 1.0 1.0 1.0
A05 Secretary 1 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 3.0 3.0 3.0 3.0 3.0
Total Administration 3.0 3.0 3.0 3.0 3.0
Transportation Planning
M33 Transportation Planning Supervisor 1.0 1.0 1.0 1.0 1.0-
A29 Program Development Coordinator II 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III(1.5 Limited Term) 1.5 1.5 1.5 1.5 1.5
A24 Transportation Planner 1.0 1.0 1.0 1.0 1.0
A19 Civil Engineer 1 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 5.5 5.5 5.5 5.5 5.5
Total Transportation Planning 5.5 5.5 5.5 5.5 5.5
Transportation Design
M33 Transportation Design Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 1.0 1.0 1.0 1.0 1.0
A23 Civil Engineer II 1.0 2.0 2.0 2.0 2.0
A23 Engineering Specialist III 1.0 1.0 1.0 1.0 1.0
A19 Civil Engineer I 1.0 0.0 0.0 0.0 0.0
Total Regular Staffing 5.0 5.0 5.0 5.0 5.0
Temporary Part-Time 0.7 0.7 0.7 0.7 0.7
Intermittent Part-Time 0.4 0.4 0.4 0.4 0.4
Total Transportation Design 6.1 6.1 6.1 6.1 6.1
t
Operoting Budget-Planning/Building/Public Works
3-174
Table 3-22. Planning, Building, Public Works Position Listing(Sheet 3 of 6)
2003 2004 2005 2005 2006
Grade Title Actual Actual Budget Actual Budget
Transportation Operations/Maintenance
M33 Transportation Operations Manager 1.0 1.0 1.0 1.0 1.0
M27 Transportation Maint Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III (0.5 Limited Term) 1.5 1.5 1.5 1.5 1.5
A23 Engineering Specialist III 2.0 2.0 2.0 2.0 2.0
A21 Signal/Electronics Sys Tech II 6.0 5.0 5.0 5.0 5.0
A17 Traffic Sign and Paint Supervisor 1.0 1.0 1.0 1.0 1.0
Al2 Traffic Maintenance Worker II 3.0 3.0 3.0 3.0 3.0
Al2 Signal/Electronics System Assistant II 0.0 0.0 1.0 1.0 1.0
A09 Signal/Electronics System Assistant 1 0.0 1.0 0.0 0.0 0.0
A05 Office Assistant III 0.5 0.5 0.5 0.5 0.5
- Total Regular Staffing 16.0 16.0 16.0 16.0 16.0
Temporary Part-Time 0.8 0.8 0.3 0.3 0.3
Intermittent Part-Time 1.2 1.2 1.2 1.2 1.2
Total Transportation Operations/Maintenance 18.0 18.0 17.5 17.5 17.5
Airport
M32 Airport Manager 1.0 1.0 1.0 1.0 1.0
A23 Airport Operations Specialist 0.0 1.0 1.0 1.0 1.0
All Airport Maintenance Worker 2.0 2.0 2.0 2.0 2.0
A07 Secretary II 0.0 1.0 10 10 1.0
A05 Secretary 1 0.5 0.0 0.0 0.0 0.0
Total Regular Staffing 3.5 5.0 5.0 5.0 5.0
Intermittent Part-Time 3.2 3.2 2.2 2.2 2.2
Total Airport 6.7 8.2 7.2 7.2 7.2
Total Regular Staffing 33.0 34.5 34.5 34.5 34.5
Total Temporary Part-Time 1.5 1.5 1.0 1.0 1.0
Total Intermittent Part-Time 4.8 4.8 3.8 3.8 3.8
Total Transportation Systems Division 39.3 40.8 39.3 39.3 39.3
Utility Systems Division
Administration
M38 Utility Systems Director 1.0 1.0 1.0 1.0 1.0
A09 Admin Secretary 1 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 10 1.0 10 1.0 1.0
A03 Office Assistant II 0.5 0.5 0.5 0.5 0.5
A19 Utility Accounts Supervisor 0.0 0.0 0.0 0.0 1.0
A09 Accounting Assistant IV 0.0 0.0 0.0 0.0 3.0
Total Regular Staffing 3.5 3.5 3.5 3.5 7.5
M Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1
Total Utility Systems Administration 3.6 3.6 3.6 3.6 7.6
Water Utility Systems
M33 Utility Engr Supervisor 1.0 1.0 1.0 1.0 1.0
A31 Utility GIS/Engineer 0.0 0.0 1.0 1.0 1.0
A27 Civil Engineer III 2.0 2.0 1.0 1.0 1.0
A23 Civil Engineer 11 1.0 1.0 1.0 1.0 1.0
A23 Engineering Specialist III 0.5 0.5 0.5 0.5 0.5
A19 Engineering Specialist II 2.0 2.0 2.0 2.0 2.0
A13 Program Specialist 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 7.0 7.0 7.0 7.0 7.0
Intermittent Part-Time 0.4 0.4 0.4 0.4 0.4
Total Water Utility Systems 7.4 7.4 7.4 7.4 7.4
Operating Budget-Planning/Building/Public Works
3-/75
l►
Table 3-22. Planning, Building, Public Works Position Listing(Sheet 4 of 6) 1
2003 2004 2005 2005 2006
Grade Title Actual Actual Budget Actual Budget
Wastewater Utility Sys and Tech Svcs 40
M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A29 Mapping Coordinator 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer 111 2.0 2.0 2.0 2.0 2.0
A25 Property Services Agent 0.0 0.0 0.0 0.0 0.0
A23 Engineering Specialist III 3.5 3.5 3.5 3.5 3.5
A19 Engineering Specialist II(1.0 Limited Term) 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 8.5 8.5 8.5 8.5 8.5
Intermittent Part-Time 0.4 0.4 0.4 0.4 0.4
Total Wastewater Utility Sys and Tech Svcs 8.9 8.9 8.9 8.9 8.9
Surface Water Utility Systems
M33 Utility Engineering Supervisor 1.0 1.0 1.0 1.0 1.0
A27 Civil Engineer III 2.0 2.0 3.0 3.0 3.0
A23 Civil Engineer II 2.0 2.0 1.0 1.0 1.0
A19 Engineering Specialist II 0.3 0.3 0.3 0.3 0.3
Total Regular Staffing 5.3 5.3 5.3 5.3 5.3
Total Surface Water Utility Systems 5.3 5.3 5.3 5.3 5.3
Solid Waste Utility Systems
M25 Solid Waste Coordinator 1.0 1.0 1.0 1.0 1.0
A13 Program Specialist 0.5 0.5 0.5 0.5 0.5
Total Regular Staffing 1.5 1.5 1.5 1.5 1.5
Total Solid Waste Utility Systems 1.5 1.5 1.5 1.5 1.5
Total Regular Staffing 25.8 25.8 25.8 25.8 29.8
Total Intermittent Part-Time 0.9 0.9 0.9 0.9 0.9
Total Utility Systems Division 26.7 26.7 26.7 26.7 30.7
Maintenance Services Division
Maintenance Administration
M38 Maintenance Services Director 1.0 1.0 1.0 1.0 1.0
M26 Waste Water/Special Operations Manager 0.5 0.5 0.5 0.5 0.5
A17 Maintenance Buyer 1.0 1.0 1.0 1.0 1.0
A17 Pavement Mgmt Technician 1.0 1.0 1.0 1.0 1.0
A07 Purchasing Assistant 1.0 1.0 1.0 1.0 1.0
A07 Secretary II 1.0 1.0 1.0 1.0 1.0
A05 Office Assistant III 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 6.5 6.5 6.5 6.5 6.5
Temporary Part-Time 0.6 0.6 0.6 0.6 0.6
Intermittent Part-Time 0.1 0.1 0.1 0.1 0.1
Total Maintenance Administration 7.2 7.2 7.2 7.2 7.2
r
I
Operating Budget-Planning/Building/Public Works
3-176
Table 3-22. Planning, Building, Public Works Position Listing(Sheet S of'6)
2003 2004 2005 2005 2006
Grade Title Actual Actual Budget Actual Budget
Streets/Solid Waste Maintenance Services
.. A23 Street Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
A16 Lead Maint Services Worker 2.0 2.0 2.0 2.0 2.0
Al2 Maint Services Worker III/Street 9.0 8.0 10.0 10.0 10.0
A08 Maint Services Worker II/Street 3.0 4.0 2.0 2.0 2.0
A04 Solid Waste Mtc Worker 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 16.0 16.0 16.0 16.0 16.0
Intermittent Part-Time 1.1 1.1 1.1 1.1 1.1
Total Streets/Solid Waste Maintenance Services 17.1 17.1 17.1 17.1 17.1
Wastewater/Surface Water Maintenance Services
M26 Waste Water/Special Operations Manager 0.4 0.5 0.4 0.4 0.4
A23 Wastewater Maint Supr(Waste/Surface Water) 1.0 1.0 1.0 1.0 1.0
A16 Lead Maintenance Services Worker 0.0 1.0 1.0 1.0 1.0
A14 Lift Station Technician 2.0 2.0 2.0 2.0 2.0
Al2 Maintenance Svc Wkr III(Waste/Surface Water) 7.0 6.0 6.0 6.0 6.0
A8 Maintenance Svc Wkr II(Waste/Surface Water) 0.0 0.0 0.0 0.0 0.0
Total Regular Staffing 10.4 10.5 10.4 10.4 10.4
Temporary Part-Time 0.5 0.5 0.5 0.5 0.5
Intermittent Part-Time 1.2 1.2 1.2 1.2 1.2
Total Waste Water/Surface Water Maint Sery 12.1 12.2 12.1 12.1 12.1
Water Maintenance Services
M33 Water Maintenance Manager 1.0 1.0 1.0 1.0 1.0
M26 Waste Water/Special Operations Manager 0.1 0.1 0.1 0.1 0.1
A21 Water Maintenance Services Supervisor 1.0 1.0 1.0 1.0 1.0
A21 Water Utility Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
A17 Water Treatment Plant Operator 2.0 2.0 2.0 2.0 3.0
A17 Pump Station Mechanic 0.0 0.0 0.0 0.0 1.0
A16 Lead Maintenance Services Worker 2.0 2.0 2.0 2.0 2.0
A15 Water Utility Maint Technician 1.0 1.0 1.0 1.0 1.0
Al2 Maintenance Services Worker III 7.0 7.0 9.0 9.0 9.0
A08 Maintenance Services Worker II 3.0 3.0 1.0 1.0 1.0
A05 Meter Reader 3.0 3.0 3.0 3.0 3.0
Total Regular Staffing 21.1 21.1 21.1 21.1 23.1
Intermittent Part-Time 0.5 0.5 0.5 0.5 0.5
.. Total Water Maintenance Services 21.6 21.6 21.6 21.6 23.6
Operating Budget-Planning/Building/Public Works
3-177
Table 3-22. Planning, Building, Public Works Position Listing (Sheet 6 of 6)
2003 2004 2005 2005 2006
Grade Title Actual Actual Budget Actual Budget
Equipment Maintenance Services
M30 Fleet Manager 1.0 1.0 1.0 1.0 1.0
A17 Lead Vehicle and Equipment Mechanic 2.0 2.0 2.0 2.0 2.0
A13 Vehicle and Equipment Mechanic 1 3.0 3.0 3.0 3.0 3.0
A09 Fleet Maintenance Technician 1.0 1.0 1.0 1.0 1.0
A09 Mechanic's Assistant 1.0 1.0 1.0 1.0 1.0
Total Regular Staffing 8.0 8.0 8.0 8.0 8.0
Temporary Part-Time 0.5 0.5 0.5 0.5 0.5
Intermittent Part-Time 0.8 0.8 0.8 0.8 0.8
Total Equipment Maintenance Services 9.3 9.3 9.3 9.3 9.3
Total Regular Staffing 62.0 62.0 62.0 62.0 64.0
Total Temporary Part-Time 1.6 1.6 1.6 1.6 1.6
Total Intermittent Part-Time 3.7 3.7 3.7 3.7 3.7
Total Maintenance Services Division 67.3 67.3 67.3 67.3 69.3
Total Regular Staffing 163.5 165.0 164.8 164.8 170.8
Total Temporary Part-Time 4.1 4.1 3.1 3.1 3.1
Total Intermittent Part-Time 10.5 10.5 9.5 9.5 9.5
Total Public Works Department 178.1 179.6 177.4 177.4 183.4
i
1
Operating Budget-Planning/Building/Public Works
3-178
Other City Services
•
��BA (Boell" "
)xPacc;
gonAdho oh2@ofoo°o ton
0
Of," eitv S
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ra
In this section you will find the Other City Services Mission Statement,
us an overview of Other City Services expenditures(figure 3-10), followed
by expenditures by division and category.
as Mission Statement
Provide for miscellaneous payments that benefit all City departments
Overview of Other City Services
The Finance and Information Services Department manages this accounting
department. The primary activity is to receive revenue and to make property and
liability payments to the insurance fund, interfund payments, intergovernmental
payments, limited general obligations debt payments, and employee termination
payments.
An overview of Other City Services expenditures is shown in figure 3-10,
r
followed by expenditures by division and category.
Figure 3-10. Other City Services Overview
Expenditure Comparison
$12,500,000
$10,000,000 ! -•
$7,500,000 ......
$5,000,000
$2,500,000
$0
1998 1999 2000 2001 2002 2003 2004 2005 2006 Budget
i
Operating Budget-Other City services
3-179
Expenditure Budget by Division - Other City Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Other City Services 5,130,894 4,575,694 4,651,200 4,617,795 4,509,207 -3.1%
Limited Tax General Obligation Bond: 2,797,620 2,658,510 2,556,500 2,535,320 2,812,600 -13.0%
Operating Total 7,928,514 7,234,204 7,207,700 7,153,115 7,321,807 -9.9%
CIP 0 0 0 0 0 N/A
Total 7,928,514 7,234,204 7,207,700 7,153,115 7,321,807 -9.9%
Expenditure Budget by Category- Other City Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Regular Salaries 30,015 -129 0 0 0 N/A
Part-Time Salaries 248,723 0 214,500 211,890 214,500 0.0%
Disaster Response Overtime 391 206,271 26,000 0 26,000 0.0%
Personnel Benefits 305,929 863,348 1,124,500 1,239,368 2,011,400 78.9%
Supplies 0 0 0 0 N/A
Other Services and Charges 2,929,418 2,210 723 2,251,500 2,148,520 2,203,107 -2.1%
Intergovernmental Services 1,609,629 1,294,116 1,034,700 1,018,017 54,200 N/A
Capital Outla6,789 1,365 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 0 0 0 0 0 N/A
Operating Total 5,130,894 4,575,694 4,651,200 4,617,795 4,509,207 -3.1%
CIP 0 0 0 0 0 N/A
Total 5,130,894 4,575,694 4,651,200 4,617,795 4,509,207 -3.1%
Expenditure Budget by Category-Limited Tax General Obligation Bonds- Other City Services
2003 2004 2005 2005 2006 Change
Actual Actual Adj Bdgt Actual Budget 05/06
Debt Service
Principal 1,186,041 1,092,578 965,900 965,738 1,073,100 11.1%
Interest 1,611,579 1,565,932 1,590,600 1,579,583 1,726,800 8.6%
Operating Transfer Out 0 233,000 0 0 0 N/A
Other Debt Services Costs 0 0 0 0 12,700 N/A
Total Limited Tax General
Obligation Bonds 2,797,620 2,891,510 2,556,500 2,545,321 2,812,600 0.0%
CIP 0 0 0 0 0 N/A
Total 2,797,620 2,658,510 2,556,500 2,545,321 2,812,600 0.0%
Operating Budget-Other City Services
3-180
.. Major Department Changes for 2006
Major department changes are below.
Personnel Costs:
Benefits ($581,000)
The benefit increase for LEOFF I Retiree Prepaid Medical is $581,000. The total
LEOFF 1 Retiree Prepaid Medical for 2006 is $1,413,600.
Unemployment Compensation ($33,900)
The unemployment Compensation for General Governmental Fund increased
irr 40 percent ($33,900). The total budget for 2006 is $117,900.
Long Term Care ($272,000)
This benefit has been added to Other City Services to pay for LEOFF I Retiree
Long Term Care.
rr
Other Services and Charges
Legislative Affairs Consulting ($105,000)
This expense is added to Other City Services to pay for a Lobbyist to help with
legislative issues.
Transfer Out to Fund 316 CIP (-$980,500)
The transfer out from Other City Services budget to Fund 316 CIP is being
eliminated.
Fire Fighter Grant Match ($93,207)
This expense is being added to Other City Services budget to match the Firefighter
Grant.
Information Services (-$242,600)
This expense has been transferred to the Information Service Internal Service Fund
that is created in 2006.
Staffin Levels Division- Other
g by City Services
2003 2004 2005 2005 2006 Change
Actual Actual Budget Actual Budget 05/06
Other City Services — 0.0 0.0 0.0 0.0 0.0 WA
Limited Tax General Obligation Bond 0.0 0.0 0.0 0.0 0.0 WA
Total FTE 0.0 0.0 0.0 0.0 0.0 WA
Operating Budget-Other City Services
3-181
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Operating Budget-Other City Services
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Debt Seud"
Introduction
The Debt Services section provides an extensive overview of the City's debt
program. It includes financial data on debt limitations, property tax rates and
IN property tax revenues, long-term debt service requirements, limited (non-voted)
general obligation debt per capita, individual debt summaries, and a schedule of
the City's overall outstanding debt.
Figure 4-1 shows debt margin availability from 2001 through 2010. Table 4-1
provides an overview of the City's outstanding debt, including the total debt
w availability from 2001 through 2010. The table also includes a breakdown of
property tax rates and property tax revenues.
P"
in
Figure 4-1. Debt Margin Availability
$240
—Q--Non-Vote
$210 I_W-Vote
214.2
204.0
$180 193.8
184.0
174.8
$150 166.1
` 157.6
@ 142.7
p 137.4
0 $120
124.1
0
N
C
0
$90 107.5
92.2
99.6
_-
84.9
$60
' `. 78.1
75.1
.-- '" 68.9
58.5
50.8 56.4
$30
' $0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Projected
' Debt Service
4-1
Table 4-1. Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates
and Property Tax Revenue (Sheet 1 of 2)
YEAR 2001 2002 2003 2004 2005 ,
INDEBTEDNESS FOR GENERAL PURPOSES:
Assessed Valuation(AV)Used for Next Yr's '
Levy/Rates $5,062,641,752 $5,593,880,488 $5,793,213,325 $6,372,632,122 $6,697,750,147
WITHOUT A VOTE:
Legal Limit 1.5% AV $75,939,626 $83,908,207 $86,898,200 $95,589,482 $100,466,253 '
General Obligation Bonds Outstanding $25,580,583 $28,272,581 $29,302,008 $28,238,152 $27,156,447
Installment Notes/Contracts Outstanding $193,707 $167,440 $139,972 $111,250 $81,217 ,
Total Outstanding Debt $25,774,290 $28,440,021 $29,441,980 $28,349,402 $27,237,664
Less:Amount Available for Debt Service $654,025 $977,826 $1,057,418 $1,690,041 $1,828,698
DEBT MARGIN WITHOUT A VOTE $50,819,361 $56,446,012 $58,513,638 $68,930,121 $75,057,287 ,
WITH A 3/5%VOTE:
Legal Limit 2.50%of AV $126,566,044 $139,847,012 $144,830,333 $159,315,803 $167,443,754 '
Outstanding Debt $3,515,000 $3,030,000 $2,665,000 $2,280,000 $1,870,000
Less:Amount in Debt Service Funds $1,048,876 $560,698 $574,513 $572,661 $576,035
DEBT MARGIN AVAILABLE WITH VOTE $124,099,920 $137,377,710 $142,739,846 $157,608,464 $166,149,789 ,
TOTAL DEBT MARGIN AVAILABLE $174,919,281 $193,823,723 $201,253,484 $226,538,585 $241,207,076
CITY AND OVERLAPPING TAX RATES: ,
(Per$1000 of Assessed Value)
City of Renton General Levy $3.27385 $3.26036 $3.18871 $3.16022 $3.14843
City of Renton Special Levy $0.10078 $0.09397 $0.08865 $0.08322 $0.07861 ,
TOTAL CITY OF RENTON TAX RATE $3.37463 $3.35433 $3.2-06 06 $3.24344 $3.22704
King County $1.55218 $1.44949 $1.34948 $1.43146 $1.44577
Port of Seattle $0.19029 $0.18956 $0.25895 $0.25402 $0.25656
Hospital District#1 $0.09873 $0.09643 $0.09254 $0.09200 $0.09292
Renton School District#403 $3.36669 $3.11288 $2.98691 $3.48578 $3.52064
State of Washington $3.14502 $2.98946 $2.89680 $2.75678 $2.78435
Emergency Medical Services $0.24624 $0.25000 $0.24143 $0.23717 $0.23954
TOTAL PROPERTY TAX RATE $11.97378 $11.44215 $11.10347 $11.50065 $11.56682
PROPERTY TAX REVENUE:
General Levy $16,253,829 $17,871,034 $18,832,893 $19,589,250 $21,109,939 '
Special Levy $523,017 $510,660 $519,913 $520,855 $522,756
TOTAL PROPERTY TAXES $16,776,846 $18,381,694 $19,352,806 $20,110,105 $21,632,695 '
Debt service ,
4-2
Table 4-1 Projected Limitation ofIndebtedness for General Purposes City and Overlapping Tax Rates
and Property Tax Revenue (Sheet 2 of 2)
YEAR 2006 2007 2008 2009 2010
INDEBTEDNESS FOR GENERAL PURPOSES:
Assessed Valuation(AV)Used for Next Yrs Levy/Rates $7,025,826,914 $7,377,118,259 $7,745,974,171 $8,133,272,879 $8,539,936,523
WITHOUT A VOTE:
Legal Limit: 1.5% AV $105,387,404 $110,656,774 $116,189,613 $121,999,093 $128,099,048
General Obligation Bonds Outstanding $29,108,000 $27,605,000 $26,038,000 $24,478,000 $22,813,000
Installment Notes/Contracts Outstanding $49,813 $16,976 $0 $0 $0
Total Outstanding Debt $29,157,813 $27,621,976 $26,038,000 $24,478,000 $22,813,000
Less:Amount Available for Debt Service $1,822,751 $1,913,889 $2,009,583 $2,110,062 $2,215,565
DEBT MARGIN WITHOUT A VOTE $78,052,342 $84,948,686 $92,161,196 $99,631,155 $107,501,613
WITH A 3/5%VOTE:
Legal Limit: 2.50%of AV $175,645,673 $184,427,956 $193,649,354 $203,331,822 $213,498,413
Outstanding Debt $1,440,000 $985,000 $505,000 $0 $0
Less:Amount in Debt Service Funds $576,035 $604,837 $635,079 $666,833 $700,174
DEBT MARGIN AVAILABLE WITH VOTE $174,781,708 $184,047,793 $193,779,433 $203,998,654 $214,198,587
TOTAL DEBT MARGIN AVAILABLE $252,834,050 $268,996,480 $285,940,628 $303,629,810 $321,700,200
CITY AND OVERLAPPING TAX RATES:
(Per$1000 of Assessed Value)
1rr City of Renton General Levy $3.04221 $2.91842 $2.89467 $2.78386 $2.67733
City of Renton Special Levy $0.07088 $0.06734 $0.06397 $0.06077 $0.05773
TOTAL CITY OF RENTON TAX RATE $3.11309 $2.98576 $2.95864 $2.84463 $2.73506
King County $1.46023 $1.47483 $1.48958 $1.50448 $1.51952
Port of Seattle $0.25913 $0.26172 $0.26433 $0.26698 $0.26965
Hospital District#1 $0.09385 $0.09479 $0.09574 $0.09669 $0.09766
Renton School District#403 $3.55584 $3.59140 $3.62732 $3.66359 $3.70023
State of Washington $2.81219 $2.84031 $2.86872 $2.89740 $2.92638
Emergency Medical Services $0.24194 $0.24436 $0.24680 $0.24927 $0.25176
TOTAL PROPERTY TAX RATE $11.53627 $11.49317 $11.55113 $11.52304 $11.50026
PROPERTY TAX REVENUE:
General Levy $22,026,707 $22,255,594 $23,145,818 $24,071,650 $25,034,516
Special Levy $514,100 $523,462 $524,771 $526,083 $547,126
TOTAL PROPERTY TAXES $22,540,807 $22,779,056 $23,670,589 $24,597,733 $25,581,642
Source
Assessed Valuation,and Property Tax Rates: King County Department of Assessments.
Debt Margin: City of Renton Finance Department
Debt Service
4-3
Figure 4-2 provides the percentage breakout and the total property taxes paid by all
taxpayers within the City of Renton. These tax totals are based on$100,000 assessed
valuation. ,
Figure 4-2. Property Tax Allocation Among Overlapping "Jurisdictions"
Emergency Medical-$24
2%
City of Renton-$311
27%
State of Washington-$281 /
24% _ - - - - -
King County- $146
13%
Renton Schools- $356
31%
Port of Seattle- $26
2%
Hospital District- $9
1%
Debt Service
4-4
F
Table 4-2 describes the City's long-term debt program and shows the various
forms of debt.
The City's long-term debt is accounted for in three areas: 1) General Obligation
Long Term debt(debt in this classification is paid from property taxes and is a
general obligation of the City); 2) Proprietary-type Long Term debt(operating
revenue of the individual proprietary funds are used to satisfy this debt which
includes Revenue Bonds, Public Works Trust Fund Loans and Contact/Lease
debt); and 3) Special Assessment Long Term debt (special assessment payments
j from participants in each special assessment district are used to satisfy this debt).
The City is in compliance with all Washington State debt limitation statutes and
' bond indenture agreements. The City's most current bond ratings from Fitch,
and Standard and Poor rating agency for General Obligation Bonds and Revenue
Bonds are A+ and A+, respectively.
Table 4-2 is a summary of long-term debt transactions of the City for the year
ending December 31, 2005
Table 4-2. Long-Term Debt
tGeneral
Obligation Public Works Total
Long Term Revenue Trust Fund Contract/ Long-term
Item Debt Bonds Loans Lease Debt Debt
Outstanding 1/01/05 $30,629,403 $37,680,000 $8,350,304 $33,834 $76,693,541
Issued $0 $0 $3,862,500 $0 $3,862,500
Redeemed $1,521,739 $1,890,000 $631,641 $25,212 $4, 68,592
Outstandin 12/31/05 $29,107,664 $35,790,000 $11,581,163 $8,622 $76,487,449
k
Debt Service
4-5
Debt Service to Maturity
Table 4-3 is a schedule showing the debt service requirements to maturity for
the City's long-teen debt.
Table 4-3. Debt Service Requirement to Maturity Long-Term Debt Summary as of December 31, 2005
(Dollars in Thousands)
General Obligation Revenue Public Works Trust Contract/ Total
Long Term Debt Bonds Fund Loans Leases Debt Long-Term Debt
Year Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest
2006 1,503 1,811 1,950 1,599 889 93 9 0 4,148 3,489
2007 1,567 1,811 2,025 1,529 889 90 0 0 4,277 3,412
2008 1,560 1,815 2,105 1,446 889 81 0 0 4,350 3,325
2009 1,665 1,688 2,185 1,368 889 73 0 0 4,535 3,112
2010 1,704 1,137 2,265 1,284 889 64 0 0 4,655 2,470
2011 1,768 1,068 2,355 1,195 889 56 0 0 4,808 2,304 ,
2012 1,857 995 2,455 1,092 889 47 0 0 4,998 2,121
2013 1,940 900 1,355 991 864 38 0 0 3,955 1,917
2014 2,031 800 1,340 947 693 30 0 0 3,861 1,766
2015 2,133 694 1,395 888 688 24 0 0 4,013 1,596
2016 1,995 583 1,025 824 594 18 0 0 3,410 1,416
2017 2,095 479 1,075 776 380 13 0 0 3,347 1,260
2018 1,615 371 1,130 726 331 11 0 0 2,873 1,100
2019 1,705 287 1,185 667 331 9 0 0 3,018 957
2020 1,800 199 1,245 605 331 7 0 0 3,173 806
2021 1,885 109 1,310 540 331 6 0 0 3,323 651
2022 285 14 1,380 472 300 4 0 0 1,762 487
2023 0 0 1,450 401 257 3 0 0 1,504 402
2024 0 0 1,520 328 258 1 0 0 1,574 329
2025 0 0 1,600 252 0 0 0 0 1,600 252
2026 0 0 1,680 172 0 0 0 0 1,680 172
2027 0 0 1,760 88 0 0 0 0 1,760 88 ,
Total 1 $29,108 $14,761 $35,790 $18,190 $11,581 $668 $9 $0 $72,624 $33,432
I
Debt Service
4-6
Figure 4-3 summarizes the City's limited tax general obligation
debt from 2006 through 2022. Limited tax general obligation
debt is incurred without the vote of the Renton populace while
r unlimited tax general obligaiton debt is incurred with voter
approval. Table 4-4 further calculates limited tax general
obligation debt per capita.
Figure 4-3. Limited Tax General Obligation Debt Through 2022
I)
LIMITED TAX GENERAL OBLIGATION DEBT SERVICE
$3,000 ------------
$2,500
C
o
$2,000
o
$1,500
I
�
$1,000 4
0
<k $500
$0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
■Other LTGO Debt 02001 LTGO(Parking Garage) 0 200 LTGO (Fire Station)
VM
to Table 4-4. Limited Tax General Obligation Debt Per Capita
Limited Tax GO
Annual Debt Svc
to Year (Amounts in 000's) Population Per Capita
2006 2,800 56,840 $49.26
2007 2,861 57,218 $50.00
2008 2,856 57,598 $49.58
2009 2,835 57,982 $48.89
2010 2,841 58,367 $48.67
2011 2,836 58,755 $48.27
110 2012 2,852 59,146 $48.22
2013 2,840 59,539 $47.70
2014 2,831 59,935 $47.23
2015 2,827 60,334 $46.86
2016 2,578 60,735 $42.45
2017 2,574 61,139 $42.10
2018 1,986 61,545 $32.27
2019 1,992 61,955 $32.15
X11 2020 1,998 62,367 $32.04
2021 1,993 62,781 $31.75
2022 299 63,199 4.74
Notes:
1. The 2001 LTGO(Parking Garage),2002 LTGO(Fire Station)Debt Service and Valley Communications
debt is included in the Limited Tax GO Annual Debt Service column of this table.
to 2. Population projections,2005-2022,estimated by the City of Renton Finance&IS Department on a
yearly approximate percentage increase,based on previous history.
Debt Service
4-7
Table 4-5 provides a schedule of all the City's outstanding debt for limited and
unlimited tax general obligation bonds, installment contracts, revenue bonds,
Public Works Trust Fund loans, capital leases, and local improvement district
(LID) bonds and notes. The table further outlines interest rates, issue and
maturity dates, and the total amount of debt issued. It also provides a financial
summary of the outstanding status of the debt.
Table 4-5. Outstanding Debt
Interest Issue Maturity Total Amt Outstanding
Item Rates Date Date Issued 1/1/2005 Issued Redeemed 12/31/2005
General Obligation Bonds:
Limited
1996 G O Bonds 4.25%-5.40% 10/15/96 10/15/06 553,337 127,012 0 15,342 111,670
1997 G O Refunding Bonds 5.25%-5.55% 05/01/97 12/01/06 2,683,827 1,204,397 0 775,364 429,033
1997 G O Bonds 5.55%-5.75% 05/01/97 12/01/17 14,697,744 2,037,744 0 0 2,037,744
2000 G O Valley Communications 5.31% 09/15/00 12/01/15 2,551,600 2,054,000 0 146,000 1,908,000
2001 G O Refunding Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 13,195,000 0 0 13,195,000
2001 G O Bonds 4.90%-5.00% 10/18/01 12/01/21 6,000,000 6,000,000 0 0 6,000,000
2002 G O Bonds 2.50%-5.00% 07/15/02 12/01/22 3,895,000 3,620,000 0 145,000 3,475,000
Subtotal Limited GO 43,886,508 28,238,153 0 1,081,706 27,156,447
Unlimited
1993 G O Refunding Bonds-Sr.Housing 2.70°/x-5.20% 09/01/93 02/01/09 4,270 000 2,280 000 0 410,000 11870,000
Subtotal Unlimited GO 4,270,000 2,280,000 0 410,000 1,870,000
Total General Obligation Bonds 48,156,508 30,518,153 0 1,491,706 29,026,447
Installment Contracts:
Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 111,250 0 30,033 81,217
Total Installment Contracts 278,172 111,2501 0 30,033 81,217
Total General Obligation Debt 48,434,680 30,629,403 0 1,521,739 29,107,664
Revenue Bonds:
1998 Water/Sewer Refunding 3.70°/x-5.10% 03/01/98 06/01/13 6,120,000 5,045,000 0 495,000 4,550,000
1999 Golf System Refunding 3.25%-5.30% 04/01/99 12/01/15 5,040,000 3,620,000 0 260,000 3,360,000
2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 11,745,000 0 135,000 11,610,000
2003 Water/Sewer Refunding 2.00%-3.70% 10/01/03 06/01/13 8,035,000 6,935,000 0 1,000,000 5,935,000
2004 Water/Sewer 3.55%-5.00% 11/1/04 12/1/27 10,335,000 10,335,000 0 0 10 335,000
Total Revenue Bonds 41,510,000 37,680,000 0 1,890,000 35,790,000
Public Works Trust Fund Loans:
Sierra Hts Sewer Impry 3.00% 10/20/92 07/01/12 888,462 205,141 0 25,641 179,500
Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 891,386 0 87,483 803,903
East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 1,211,130 0 134,570 1,076,560
Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 51,031 0 5,103 45,928
NE 27th/Aberdeen Drainage Improvement 1.00% 06/27/95 07/01/15 731,000 468,487 0 42,590 425,897
E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 1,402,252 0 116,854 1,285,398
Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 1,162,464 0 96,872 1,065,592
Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 641,640 0 49,357 592,283
Maplewood Wtr Treatment Improvements 0.50% 01/17/02 07/01/06 425,873 515,116 0 30,301 484,815
Construct CT Pipeline for Wells 0.50% 11/5/02 07/01/22 522,180 771,657 0 42,870 728,787
Maplewood Wtr Treatment Improvements 0.50% 07/01/04 06/30/24 1,030,000, 1,030 000 3,862 500 0 4,892,500
Total Public Works Trust Fund Loans 12,909,285 8,350,304 3,862,5001 631,641 11,581,163
Capital Leases:
Yamaha Golf Course Carts 5.437% 04/01/00 04/01/03 80,668 0 0 0 0
Club Car Gold Course Carts 3.810% 04/01/03 04/01/06 73,780 33,834 0 25,212 8,622
Total Capital Leases 154,448 33,834 0 25,212 8,622
ITotal outstanding Debt 103,008,413 76,693,541 3,862,500 4,068,592 76,487,449
Debt Service
4-8
LIMITED (NON-VOTED) TAX GENERAL OBLIGATION
DEBT
1996 Limited Tax General Obligation Bonds (Ordinance #4635) were issued
in the amount of$553,337 and dated October 15, 1996. The average interest rate
is 5.95%. The bonds were issued in denominations of$1,000. The bonds
jconsisted 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
t last bonds will mature October 15, 2006. Interest rate coupons on serial bonds
range from 4.25%through 5.4%. These bonds were not rated. The debt service
for these bonds is accounted for in the General Governmental Miscellaneous
Debt Service Fund (215)
1997 Limited Tax General Obligation Refunding Bonds Series A
(Ordinance #4661) 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 Obligation Bonds-
Senior Center Fund (207).
1997 Limited Tax General Obligation Bonds Series B (Ordinance #4662)
were issued in the amount of$14,697,743.60 and dated May 1, 1997. The bonds
consisted of$12,660,000 serial bonds, with an average interest rate of 5.79%,
and $3,830,000 capital appreciation bonds ($2,037,743.60 Principal and
$1,792,256.40 Interest), with an average interest rate of 7.79%. The capital
appreciation bonds are due in years 2006,2007,2008 and 2009 where interest, at
rates of 5.55%, 5.6%, 5.65% and 5.75%, will accrue from date of issuance and
be paid at maturity. The proceeds from the bonds were used to acquire the Main
and Grady Building. The $12,660,000 serial bonds were refunded November 1,
Debt Service
4-9
2001. See 2001 Limited Tax General g
fundinon Re Obligation Bonds. The $3,830,000
g
capital appreciation bonds remain unrefunded. The debt service for these bonds is
accounted for in the 1997 Limited Tax General Obligation Bonds-City Hall Fund (201).
2001 Limited Tax General Obligation Refunding Bonds Series A (Ordinance#4922):
The 2001 Limited Tax General Obligation Refunding Bonds Series A were issued in the
amount of$13,505,000 and dated November 1, 2001 with an average interest rate of
5.02% for purposes of advance refunding the serial bond portion of the 1997 Limited Tax
General Obligation Bonds with an average interest rate of 5.79%. This resulted in a
positive cash flow difference of$393,062. Proceeds of the 1997 Limited Tax General
Obligation Bonds were used to acquire the Main and Grady building. Interest rate coupons
on outstanding bonds range from 2.15%through 5.25%. The last bonds will mature
December 1, 2017. The debt service for these bonds is accounted for in the 1997 Limited
Tax General Obligation Bonds - City Hall Fund(201).
2001 Limited Tax General Obligation Bonds Series B (Ordinance #4922) were issued
in the amount of$6,000,000 and dated November 1, 2001, with an average interest rate of
5.11%. The proceeds of the bonds were used to finance the construction of a downtown
parking facility. Interest rate coupons on outstanding bonds range from 5.00% through
5.25%. The last bonds will mature December 1, 2021. The debt service for these bonds is
accounted for in the General Governmental Miscellaneous Debt Service Fund(215). ,
2002 Limited Tax General Obligation Bonds (Ordinance#4977) were issued in the
amount of$3,895,000 and dated July 15, 2002, with an average interest rate of 4.53%.
The proceeds of the bonds were used to finance the construction of a new fire station.
Interest rate coupons on outstanding bonds range from 2.5%through 5.00%. The last
bonds will mature December 1, 2022. The debt service for these bonds is accounted for
in the General Governmental Miscellaneous Debt Service Fund(215). '
Valley Communications Center Development Authority Bonds (Ordinance 44836)
were issued and dated September 15, 2000 in the amount of$12,758,000 (City of Renton
portion$2,551,600)with an average interest rate of 4.74%. The bonds were issued for the
purpose of providing funds to acquire, construct and equip a new facility, including land
acquisition, for the operation of the Valley Communications Center. Valley
Communications Center provides emergency communication services, an essential
government service, to the Cities of Auburn, Federal Way, Kent, Renton, Tukwila, and
other governmental agencies in South King County. The City of Renton, in accordance
with Ordinance No. 4836, is responsible for the payment of their one-fifth share of
principal and interest. Interest rate coupons on outstanding bonds range from 4.3%
through 5.375%. The last bonds will mature December 1, 2015. The debt service for these
bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund
(215).
A review of Valley Communication Center records was performed in 2003 and additional
reserves were identified over and above those required. As a result, the City will not be
required to pay their debt service payment due for 2004. Additional analysis will be
performed for 2005 and 2006.
Debt Service
4-l0
UNLIMITED (VOTED) TAX GENERAL OBLIGATION DEBT
1993 Unlimited Tax General Obligation Refunding Bonds (Ordinance
#4417)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 all the 1993 Refunded Bonds and the outstanding 1989 Unlimited Tax
General Obligation Bonds to realize savings from a reduction in interest rates, or
a savings in property tax to homeowners of about 45 cents per year on a
$100,000 home. The last bonds will be fully redeemed on February 1, 2009.
Interest rate coupons on outstanding bonds range from 5.2% through 6.1%. The
debt service on these bonds is accounted for in the 1989 Unlimited Tax General
Obligation Bonds-Senior Housing Fund (219).
CERTIFICATES OF PARTICIPATION
1998 Certificates of Participation (Resolution #3346) were issued through a
State administered Lease Purchase agreement in September 1998 for the
purchase of Energy Conservation/Lighting Retrofit Project for the new city hall.
The lease agreement terms are $278,171.50 for ten(10)years at 4.51% interest.
The debt service for these certificates is accounted for in the General
Governmental Miscellaneous Debt Service Fund(215).
REVENUE BONDS
1998 Water/Sewer Refunding Revenue Bonds (Ordinance#4709) 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 the
highest annual debt service on all revenue bonds combined. The reserve on all
revenue bonds combined is $3,114,332.
1999 Golf System Refunding Revenue Bonds (Ordinance#4772)were issued
in the amount of$5,040,000 and dated April 1, 1999. The average interest rate is
4.9634%. These bonds were issued to refund the 1994 Golf System Revenue
Bonds. The reserve requirement is an amount equal to the highest annual debt
service on the bonds. The reserve currently being held on these bonds is
j $441,358.
2002 Water/Sewer Revenue Bonds (Ordinance#4976) were issued in the
amount of$11,980,000 and dated July 1, 2002. The average interest rate is
4.80%. The reserve requirement is the highest annual debt service of all revenue
bonds. The reserve currently being held on these bonds is $3,114,332.
2003 Water/Sewer Refunding Revenue Bonds (Ordinance #5019) were
issued in the amount of$8,035,000 and dated September 15,2004. The purposes
of these bonds were to defease the entire City's outstanding Water/Sewer Bonds
for 1993 and 1994. The average interest rate is 3.20%. The reserve requirement
is an amount equal to the highest annual debt service on all revenue bonds
combined. The reserve on all revenue bonds combined is $3,114,332.
2004 Water/Sewer Revenue Bonds (Ordinance#5098) were issued in the
amount of$10,335,000 and dated November 1, 2004. The average interest rate
is 4.330%. These bonds were issued for the purpose of providing a part of the
Debt Service
4-11
funds necessary to carry out the system or plan for additions to and betterments and
extensions of the waterworks utility. The reserve requirement is an amount equal to the
highest annual debt service on all revenue bonds combined. The reserve on all revenue f
bonds combined is $3,114,332. i1
PUBLIC WORKS TRUST FUND LOAN DEBT
Sierra Heights Sewer Repair (CAG 92-065)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 included 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)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 Subbasm 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) public works trust fund loan was issued in the
amount of$2,542,704 and dated June 7, 1993. The interest rate is 1%. This loan was for
the construction of approximately 9,865 feet of 8,12,15 and 18 inch pipe from the East
Renton area(NE 4th and Duvall Ave NE) westerly along NE 4th Street southerly to the
Maple Valley Highway, installation of manholes, street restoration and landscaping.
Dayton Avenue NE (CAG 94-045)public works trust fund loan was issued in the amount
of$96,957.47 and dated May 12, 1994. The interest rate is 2%. This loan was for the
installation of approximately 870 linear feet of 8" sanitary sewer main, 3 manholes, and
22-side sewer stubs and street restoration including an asphalt overlay. Expansion to our
current infrastructure that will provide sanitary sewer service to a portion of an existing
developed single-family neighborhood that currently is utilizing on-site septic systems.
NE 27th/Aberdeen Drainage Improvements (CAG 95-058)public works trust fund loan
was issued in the amount of$731,000 and dated May 15, 1995. The interest rate is 1%.
This loan was for surveying, design, permitting and construction of approximately 2,800
feet of new 18 or 24-inch stormwater pipe. The project includes manholes, catch basins,
control structures, relocation of conflicting utilities,pavement patching and overlay and
restoration of all areas disturbed by construction.
East Kennydale Interceptor(CAG 96-079)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
Debt Service ,
4-12
Honeycreek (Sunset) Interceptor(CAG 96-078)public works trust fund loan
was issued in the amount of$1,840,568.45 and dated December 4, 1995. The
interest rate is 2%. This loan was for construction of approximately 5,785 linear
feet of 15 to 18 inch sanitary sewer main, 15 sewer manholes, 3,300 square yards
of asphalt paving, and related appurtenances to the construction of a sanitary
sewer main.
Corrosion Control Treatment Facilities (CAG 96-031/97-130)public works
trust fund loan was issued in the amount of$1,106,000 and dated January 6,
1997. The interest rate is I%. This loan was for construction of a building on
City property in Cedar River Park between well PW-8 and well PW-9 to store
and pump chemicals for treating the water from wells RW.
Maplewood Water Treatment Improvement(CAG 01-175)public works trust
fund loan was issued in the amount of$567,831 and dated January 22, 2002.
The interest rate is .5%. This loan was to fund the costs to eliminate quality
problems in water from the Maplewood wellfield wells.
CT Pipeline for Wells RW-1,RW-2 and RW-3 (CAG 02-082) public works
trust fund loan was issued in the amount of$814,527 and dated November 5,
2002. The interest rate is .5%. This was for construction of the CT
detention pipeline for wells RW-1, RV,'-2 and RW-3 at Liberty Park.
Maplewood Water Treatment Improvement(CAG 04-053)public works trust
fund loan was issued in the amount of$4,892,500 and dated June 3, 2004. The
interest rate is .5%. This loan was to fund the costs for the construction of
drinking water treatment improvements at Maplewood.
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Debt Service
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4-14
Capital Improvement • .
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The Capital Improvement Program of the City of Renton is supported by
wr several city departments, Transportation Systems, the Waterworks Utility and
the City-owned Renton Airport and Maplewood Golf Course. Table 5-1
summarizes the financial support and projected investment in capital
improvement. Tables 5-2 through 5-12 provide a more detailed look at the
projected total investment.
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i
1
Capital Improvement Program
5-1
Impact of Capital Improvements on Operating Budget
Impact of Capital
Major Project Summary 2006 Budget Improvements on
(thousands) Operating Budget
Cedar River Trail Extension:The Sam Chastain Waterfront Trail will connect Coulon $ 293 Estimated Impact on
Park to the existing Cedar River Trail/Boathouse;this project is the third phase. The Future Operating
first phase completed in 1990 included constructing a waterwalk from the terminus of Budgets is zero in
the Cedar River Trail extending beyond the former hydrofoil building. The second 2006 and 2007,and
phase completed in 2000 included boathouse/restroom improvements to the former $18,000/yr
hydrofoil building. Easements from SECO Development, Boeing, and DNR are being thereafter.
negotiated.The project scope includes an over water trail connection on a Boeing trail
easement to the City's Boathouse, park/trail improvements to the DNR property, and a
connection from the Southport Development to the DNR property. Because of the
complex easement negotiations with all parties,completion of preliminary design and
permits is estimated to occur in 2006,with construction anticipated in late 2007. (This
phase was first introduced as a CIP project in 2000 and re-named in 2003 as the Sam
Chastain Waterfront Trail).
Heather Downs Development: Design and construction of a 9.18 neighborhood park $ 1,432 Estimated Impact on
to serve the Heather Downs and surrounding neighborhoods. Scope of work includes Future Operating
site preparation,grading and seeding, playground construction,walkways, landscaping, Budgets is zero in
open play areas, picnic and restroom facilities. Design and permitting planned for 2006, and$36,000
2005,with construction expected in 2006. (This CIP project was first introduced in beginning in 2007.
1990).
New Reservoirs and Pump Stations:This project consists of the design and $ 2,000 Unknown
construction of two new reservoirs needed to increase water storage in order to meet
peak periods of demand,and also for fire suppression storage. The first reservoir will
be constructed in the Highlands 565 pressure zone and the second reservoir in the
City's 196 pressure zone.
Supply Development and Water Quality Improvements: Continue development of $ 650 $144,600 for 2 new
new water supply and construction of water treatment facilities to meet growth demand Water Maintenance `
and to optimize water quality of existing supplies. Projects include the completion of a workers and .�
new water filtration and treatment facility for the Maplewood wells, and the design and $65,000 for
construction of a water treatment facility for Well 5A, in Kennydale,to improve water chemicals annually.
quality. Projects also include design and construction water system inter-ties with
adjacent utilities for emergency use.
Water Main Rehabilitation: Systematic replacement of old, corroded, leaking cast- S 2,070 None
iron, steel and asbestos-cement,and undersized water mains throughout the City.
Prioritization of replacement is based on age of system,frequency of leaks, repairs,
and undersized pipes not capable of delivering minimum flow for fire protection. Some
projects are assigned higher priority in order to coordinate with other City capital
improvement projects. Project descriptions follow.
Water Utility Major Maintenance: Major maintenance projects necessary to maintain $ 1,810 None
the water system in proper working order.
Sanitary Sewer Main Extensions: Extension of new sanitary sewer service to portions $ 1,600 Minor additional
of the City that are currently without service. Extensions will consist of major impact of additional
interceptors to serve large unsewered areas,and smaller sewer mains into areas of system to maintain.
existing development that have a high level of on-site system failures or high probability As system will be
for infill development. Descriptions of each project follow. new, need to
maintain is minimal.
r
Capital Improvement Program
5-2
Major Project Summary 2006 Budget Impact of Capital
Improvements on
y (thousands) Operating Budget
Main Replacement and Rehabilitation:The selection of which facilities need $ 900 Replacement of
replacement or rehabilitation of their existing sanitary sewer mains and appurtenances existing
is based on a number of factors. Age of system is the initial screening tool. The next infrastructure
W step is to determine condition based upon visual inspection as well as closed circuit reduces
television inspection and maintenance records. Some projects also receive priority in maintenance needs
order to coordinate with other capital improvements. as we typically
.r replace facilities
requiring regular
maintenance
attention with new
facilities requiring
minimal
maintenance
attention.
Storm System Improvement and Replacement: The following storm system $ 1,180 Nominal to no
improvement and replacement projects consist of installing new, and replacing existing, impact. Projects
.o.
storm system infrastructure to solve existing problems and to serve future growth. The that solve
projects include replacing existing storm pipes and catch basins; installing new reoccurring flooding
stormwater conveyance systems; installing regional detention and water quality problems may
facilities; replacing existing or installing new stormwater pump stations;or,any other reduce maintenance
.. improvements that are needed to manage current and future stormwater runoff in the and operating costs.
city. The projects prevent flooding, improve water quality,and will help the City meet
State and Federal regulatory requirements.
... Duvall Ave NE-SR 900 to North City Limits: Widen roadway to five lanes, including S 2,475 The estimated
curbs,sidewalks, storm drainage,street lighting and bikeway. impact on the
operating budget is
, $2,600 annually.
Duvall Ave NE- King County: Widen roadway to five lanes. S 3,169 This is currently
King County right-of-
way. Therefore,the
impact on the
operating budget is
$0 until this area is
annexed,which is
likely to happen
soon.
Hardie Av SW Transit/Multi-modal: Add Business Access Transit(BAT)lanes in $ 1,077 The estimated
both directions; rebuild railroad bridge;add non-motorized facilities. impact on the
operating budget is
$2,200 annually.
Rainier Av-S 4th PI to S 2nd St: Rebuild sidewalks including curb and gutters;add $ 597 The estimated
pedestrian-scale illumination, bollards,transit facility improvements,planted buffer impact on the
strips and landscaped medians. operating budget is
negligible(<$500).
There is no new
roadway.
Rainier Av-SW 7th St to S 4th PI: Improvements complete a missing link, remove $ 871 The estimated
barriers,eliminate sub-standard conditions,control and consolidate access points to impact on the
existing major businesses,and provide an enhanced pedestrian environment. operating budget is
negligible($600).
Capital Improvement Program
5-3
2006 Budget Impact of Capital
Major Project Summary (thousands) Improvements on
Operating Budget
S Lake Wash. Roadway Improvements: The project will construct the needed $ 17,507 The estimated
roadway improvements in the South Lake Washington area to support future impact on the
redevelopment plans. operating budget is
$14,900 annually.
SR 169 HOV-140th Wy SE to SR900: Construct queue jumps and bypass lanes,and $ 3,565 The estimated
add traffic signal to provide transit priority traffic signal improvements. impact on the
operating budget is
$5,100 annually.
SW 27th SUStrander By Connection: This project provides a critical four/five lane $ 2,202 The estimated
arterial that will serve as a connector to West Valley Highway and East Valley Road,as impact on the
well as an HOV flyover to SR-167 to and from the south. The project will provide a operating budget is
grade-separated crossing at the Union Pacific Railroad and Burlington Northern Sante $3,400 annually.
Fe railroad tracks.
Street Overlay Program: Annual program for repairing and resurfacing existing $ 655 The estimated
roadways. impact on the
operating budget is
$0.
Capital Improvement Program
5-4
Table 5-1. CIP Financial Participation (in thousands of dollars)
so Capital Improvement Program
Participation by Department 2006 2007 2008 2009 2010 2011 Total
General Government 1,405 2,565 9,225 1,255 1,255 1,255 16,960
M Community Services 7,470 6,845 5,077 4,320 5,035 6,565 35,312
Transportation 35,790 11,472 5 963 51,889 38,724 14,833 158,671
Airport 1,495 1,480 - - - - 2,975
Golf Course 250 190 90 175 510 160 1,375
Water Utility 6,715 5,025 4,300 3,800 4,000 4,000 27,840
Wastewater Utility 2,600 2,600 2,600 2,600 2,600 2,600 15,600
Surface Water Utility 2,300 2,600 2,400 2,500 2,300 2,900 15,000
Total CIP by Department 58,025 32,777 29,655 66,539 54,424 32,313 273,733
** Indicates funds reserved,no new fund appropriations are required for 2006.
Table 5-2. Acquisition by Department
+� Acquisition by Department 2005 2006 2007 2008 2009 2010 Total
General Government _ _
Community Services
Transportation
Airport
Golf CourseIN
Water Utility
Wastewater Utility
Surface Water Utility _
Total CIP by Department - _ _ _ _ _
aw
Table 5-3. Development by Department
Development by Department 2006 2007 2008 2009 2010 2011 Total
General Government 1,405 2,565 9,225 1,255 1,255 1,255 16,960
Community Services 6,225 5,512 3,955 3,620 4,020 4,220 27,552
Transportation 34,471 10,707 5,198 50,661 37,907 14,005 152,949
Airport 955 80 - - - - 1,035
Golf Course - 120 - 75 280 - 475
Water Utility 2,650 3,540 2,440 2,040 1,100 1,100 12,870
Wastewater Utility 1,600 - - - - - 1,600
Surface Water Utility 1,490 2,010 1,810 1,910 1,360 1,260 9,840
Total CIP by Department 48,796 24,534 22,628 59,561 45,922 21,840 223,281
MW
to
ow
Capital Improvement Program
5-5
it
Table 5-4. Major Maintenance by Department
Major Maintenance by Department 2006 2007 2008 2009 2010 2011 Total
General Government - - - - - - -
Community Services 1,245 1,333 1,122 700 1,015 2,345 7,760
Transportation 1,319 765 765 1,228 817 828 5,722
Airport 540 1,400 - - - - 1,940
Golf Course 250 70 90 100 230 160 900
Water Utility 3,880 1,410 1,790 1,690 21610 2,700 14,080
Wastewater Utility 1,000 2,600 2,600 2,600 2,600 2,600 14,000
Surface Water Utility 450 450 450 450 800 1,500 4,100
Total CIP by Department 8,684 8,028 6,817 6,768 8,072 10,133 48,502
Table 5-5. Regulatwy Compliance by Department
Regulatory Compliance by
Department 2006 2007 2008 2009 2010 2011 Total
Water Utility 185 75 70 70 290 200 890
Wastewater Utility - - - - - - -
Surface Water Utility 360 140 140 140 140 140 1,060
Total CIP by Department 545 215 210 210 430 340 1,950
Capital Improvement Program
5-6
as
Administration Department CIP
10
Table 5-6. Summary of General Government CIP Projections
_Development 2006 2007 2008 2009 2010 2011 Total
Fire Station 13 - 990 3,500 - - - 4,490
Fire Station 15 350 4,500 4,850
Highlands Redevelopment _ _ _
Highlands Sub-area Long Range
Plan 150 - - - 150
Information Services Division 1,205 1,155 1,155 1,155 1,155 1,155 6,980
Neighborhood Grant Program 50 70 70 100 100 100 490
in South Lake Washington
Redevelopment _ _ _ _ _ _
Total Development 1,405 2,565 9,225 1,255 1,255 1,255 16,960
faw
Total General Government CIP 1,405 2,565 9,225 1,255 1,255 1,255 16,960
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ter
Capital Improvement Program
S-7
I
Community Services Department CIP
Table 5-7. Summary of Community Services CIP Projections
Development 2006 2007 2008 2009 2010 2011 Total
Black River Riparian Forest - - 85 100 200 2,000 2,385
Cedar River Trail Extension '" 293 3,807 - - - - 4,100
Family Aquatic Center 240 120 120 120 120 720
Grant Matching Program 100 100 100 100 100 100 600
Heather Downs Development 1,432 - - - - - 1,432
Henry Moses Aquatic Center Lighting - - -
Maplewood Community Park
- 100 300 3,000 3,400
Development
New Maintenance Facility 4,200 - - - - 4,200
North Highlands Community Center - 250 1,750 - 2,000
Parks Long Range Plan - - 250 3,000 - 2,000 5,250
Regis Park Athletic Field Expansion 200 150 1,550 - 600 - 2,500
Springbrook Trail Missing Link - 965 - - 965
Tiffany Park Recreation Building - - - - - -
Total Development 6,225 5,512 3,955 3,620 4,020 4,220 27,552
Major Maintenance
Operational Facilities 127 197 75 5 5 - 409
Leased Facilities 233 90 - - - - 323
Public Facilities 555 571 497 175 175 175 2,148
Pavement Repair Program 70 70 70 70 70 70 420
Parks Major Maintenance 260 405 480 450 765 2,100 4,460
Total Major Maintenance 1,245 1,333 1,122 700 1,015 2,345 7,760
Total Community Services CIP 7,470 6,845 5,077 4,320 5,035 6,565 35,312
r
rA
Capital Improvement Program
5-8
rt
Transportation Department CIP
r
Table 5-8. Summary of Transportation CIP Projects(Sheet I of 2)
Development 2006 2007 2008 2009 2010 2011 Total
1%for the Arts 60 30 30 50 30 30 230
Arterial HOV Program 10 _ _ _ - 10
Arterial Rehab. Program 240 205 340 230 180 180 1,375
Benson Rd- S 26th to Main 3 - - 3
Bicycle Route Dev. Program 20 18 18 110 80 80 326
Carr/Mill Signal 3 5 10 340 400 10 768
r.
CBD Bike & Ped. Connections 50 50 50 50 50 50 300
Duvall Ave NE 2,475 447 - - - - 2,922
Duvall NE- King County 3,169 524 3,693
Environmental Monitoring 75 50 30 30 30 30 245
GIS Needs Assessment 35 20 20 20 20 20 135
Grady Way Corridor Study 100 101 52 230 1,810 1,020 3,313
Hardie Av SW Transit/Multi-modal 1,077 - - 1,500 6,070 6,500 15,147
Houser Way S-Main to Burnett - - - 810 - - 810
1-405 Improvements in Renton 30 20 10 10 10 10 90
King County Metro 500 - - - - 500
Lake Washington By Slip Plane 2 - 2
Lake Washington By-Park to Coulon - 142 - - 142
Lind Av-SW 16th -SW 43rd 5 - - 1,914 626 2,545
May Creek Bridge Replacement - 710 5 - - 715
1w Missing Links Program 30 30 30 30 30 30 180
NE 3rd/NE 4th Corridor 314 394 413 5,017 3,300 3,300 12,738
NE 4th St/Hoguiam Av NE 359 - - - 359
Irk Park-Sunset Corridor 50 390 - - - - 440
Project Development/Predesi n 175 175 200 200 200 200 1,150
Rainier Av- S 4th to S 2nd 597 - - 2,197 1,943 2,160 6,897
to Rainier Av- SW 7th to 4th PI 871 1,285 1,000 3,360 20 - 6,536
Rainier Av Corridor Study/Improv 10 20 20 20 20 20 110
Renton Urban Shuttle (RUSH) 5 5 5 5 5 5 30
N S. Lake Wash. Roadway Improv. ** 17,507 3,432 - - 16,950 - 37,889
School Zone Sign Upgrade 100 100 100 - 300
Sound Transit HOV Direct Access 5 - _ 5
South Renton Project 395 75 - - - - 470
SR 167/SW 27th SUStrander By 10 10 10 10 10 5 55
SR 169 HOV - 140th to SR900 3,565 2,080 2,500 - - - 8,145
Strander BV/SW 27th St Connection 2,202 - - 34,174 5,748 42,124
Sunset/DuvallIntersection 33 - - - - - 33
TDM Program 64 64 64 64 64 65 385
Trans Concurrency 40 40 10 10 30 10 140
Transit Program 15 20 21 20 21 20 117
Trans-Valley& Soos Creek Corr. 5 5 - - - _ 10
Walkway Program 250 250 250 250 250 250 1,500
WSDOT Coordination Program 15 10 10 10 10 10 65
LTotal Development 34,471 10,707 5,198 50,661 37,907 14,005 152,949
Capital Improvement Program
5-9
Table 5-8. Summary of Transportation CIP Projects (Sheet 2 of 2)
Major Maintenance 2006 2007 2008 2009 2010 2011 Total
Arterial Circulation Program 200 200 200 200 250 250 1,300
Bridge Inspection& Repair 220 40 40 40 40 40 420
Logan Av Concrete Panel Repair - - 460 - - 460
Loop Replacement Program 15 15 15 20 20 20 105
Monster Road Bridge 27 - - - - - 27
Pole Program 20 20 20 25 25 25 135
RR Crossing Safety Program 5 5 10 - - 10 30
Sign Replacement Program 5 5 5 8 7 8 38
Street Overlay Program 655 405 405 405 405 405 2,680
Traffic Efficiency Program 102 55 50 30 30 30 297
Traffic Safety Program 70 20 20 40 40 40 230
Total Major Maintenance 1,319 765 765 1,228 817 828 5,722
Total Transportation CIP 35,790 11,472 5,963 51,889 38,724 14,833 158,671
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Capital Improvement Program
5-10
Renton Airport CIP
ilr
Table 5-9. Summary of Airport CIP Projects
a
Development 2006 2007 2008 2009 2010 2011 Total
Airport Layout Plan Update 240 - - - - 240
Air Side/Land Side Separation 655 655
Apron C Utility Installation - 80 - 80
608 Hangar Expansion 50 - 50
Quonset Hut Secondary Fire Escape 10 - - - - - 10
Total Development 955 80 0 0 0 0 1,035
IK
Major Maintenance
Secondary Blast Fence Reconst. - 50 - - - - 50
Is Fire Training Area Remediation 50 100 150
622 Hangar-Rehabilitation 40 40
Runway 15/33 Resurfacing - 1,000 - 1,000
Maint.Dredging&Shoreline Mit 100 100 - - 200
Airport Office Renovation 50 150 200
Airport Entrance Rehabilitation 200 - - - 200
s
Major Facility Maintenance 100 - - 100
Total Major Maintenance 540 1,400 0 0 0 0 1,940
r
Total Airport CIP 1,495 1,480 0 0 0 0 2,975
a.
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Capital Improvement Program
5-11
Maplewood Golf Course CIP
Table 5-10. Summary of Golf Course CIP Projects
Development 2006 2007 2008 2009 2010 2011 Total
Parking Stall Addition/Cart Path
Paving '
Maint Bldg&Pump House - - 180 - 180
Reconstruct 13& 15th Greens - 120 - - - 120
Reconstruct 1 &3 Tee Boxes - - 75 75
Reconstruct 15th Fairway - - -
Reconstruct 10th and 16th Greens - - - - 100 - 100
Total Development 0 120 0 75 280 0 475
Major Maintenance
Golf Course Major Maintenance 250 70 90 100 230 160 900
Total Major Maintenance 250 70 90 100 230 160 900
Total Golf Course CIP 250 190 90 175 510 160 1,375
Capital Improvement Program
5-12
r
Ow Water Utility Department CIP
Table 5-11. Summary of Water Utility CIP Projects
.aa
Development 2,006 2,007 2,008 2,009 2,010 2,011 Total
New Reservoirs and Pump Stations 2,000 1,500 500 2,000 1,000 1,000 8,000
rra
Supply Development&Water Quality
Improvements 650 2,040 1,940 40 100 100 4,870
Total Development 2,650 35540 2,440 2,040 1,100 1,100 12,870
arr
Major Maintenance
Water Main Rehabilitation 2,070 1,000 1,000 1,000 1,400 1,500 7,970
Automatic Meter Reading
Conversion - - 200 500 1,000 1,000 2,700
Water Utility Major Maintenance 1,810 410 590 190 210 200 3,410
Total Major Maintenance 3,880 1,410 1,790 1,690 2,610 2,700 14,080
r
Regulatory Compliance
Water Utility Regulatory Compliance
Program 185 75 70 70 290 200 890
Total Regulatory Compliance 185 75 70 70 290 200 890
Total Water Utility CIP 6,715 5,025 4,300 3,800 4,000 4,000 27,840
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Capital Improvement Program
5-13
Wastewater Utility Department CIP
Table 5-12. Summary of Wastewater Utility CIP Projects
Development 2006 2007 2008 2009 2010 2011 Total
Sanitary SewerMain Extensions 1,600 - - - - - 1,600
Total Development 1,600 0 0 0 0 0 1,600
Major Maintenance
Main Replacement&Rehabilitation 900 2,200 1,600 2,200 600 2,000 9,500
Miscellaneous/Emergency Projects 100 100 100 100 100 100 600
Miscellaneous Minor Capital
Improvements - 300 900 300 1,900 500 3,900
Total Major Maintenance 1,000 2,600 2,600 2,600 2,600 2,600 14,000
Regulatory Compliance
Total Regulatory Compliance 0 0 0 0 0 0 0
Total Wastewater CIP 2,600 2,600 2,600 2,600 2,600 2,600 15,600
i
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Capital Improvement Program
5-14
tib
Surface Water Utility Department CIP
us Table 5-13. Summary of Surface Water Utility CIP Projects
Development 2006 2007 2008 2009 2010 2011 Total
Springbrook Creek Wetland&
Habitat Mitigation Bank 150 150 150 150 150 150 900
Storm System Improvement&
Replacement 1,180 850 1,650 1,750 950 200 6,580
Springbrook Creek Improvements 150 1,000 - - 100 200 1,450
Cedar River Basin - - - - 150 700 850
Green River Ecosystem Restoration 10 10 10 10 10 10 60
iilL May Creek Basin Plan CIP
Implementation - - - - - - -
Total Development 1,490 2,010 1,810 1,910 1,360 1,260 9,840
!r
Major Maintenance
Small Drainage& Emergency Storm
Projects 200 200 200 200 200 200 1,200
Lower Cedar River Sediment
Management 250 250 250 250 600 1,300 2,900
Total Major Maintenance 450 450 450 450 800 1,500 4,100
s
Regulatory Compliance
Surface Water Utility Plans and
to Programs 360 140 140 140 140 140 1,060
Total Regulatory Compliance 360 140 140 140 140 140 1,060
Total Surface Water CIP 2,300 2,600 2,400 2,500 2,300 2,900 15,000
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Capital Improvement Program
5-I5
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Capital Improvement Program
5-16
Budget
_ tr� � icEs�
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���esfin � in Renfon 's Fufure
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JBudqd k Jund
' In tables 6-1 and 6-2, we provide detailed comparisons by
fund category of the Revenue (table 6-1) and Expenditure
(table 6-2) Budget. This budget contains the following
categories:
• General Governmental Funds
• Special Revenue Funds
Debt Service Funds
' • Capital Project Funds
• Enterprise Funds
• Internal Service Funds
• Fiduciary Funds
In tables 6-3 through 6-54, you will find revenue and
expenditure totals for each specific fund, presented in the
order of their fund identification number.
Budget by Fund
6-1
Table 6-1. New Revenue Budget Comparisons by Fund, All Funds
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
GENERAL GOVERNMENTAL FUNDS: 7
000 General 46,280,448 46,599,703 47,091,230 49,504,342 50,096,256 6.4%
004 Community Dev Block Grant 0 0 314,500 216,082 262,257 -16.6%
007 Parking Garage Maintenance 0 149,442 0 14,822 0 N/A
010 Fire Memorial 0 31,153 0 4,630 0 N/A ,
101 Park 9,330,452 9,678,105 10,462,100 10,299,529 11,260,376 7.6%
103 Street 5,513,097 5,862,686 6,283,500 6,440,846 6,738,878 7.2%
106 Library 1,490,248 1,953,727 1,494,700 1,533,425 1,809,862 21.1% '
201 1997/2001 Limited GO Bonds 654,300 654,730 654,300 656,346 986,253 50.7%
207 1978 Limited GO Bonds 35,342 29,148 35,900 36,586 21,000 -41.5%
215 Gen Govt Misc Debt Service 2,187,570 2,840,254 1,866,300 1,993,092 1,799,400 -3.6%
SPECIAL REVENUE FUNDS:
102 Arterial Street 360,115 396,893 353,500 387,918 440,000 24.5%
104 Community Dev Block Grant 317,647 297,834 0 0 0 N/A
110 Hotel Motel 181,848 217,142 236,000 257,410 220,000 -6.8%
118 Reserve for Paths&Trails 0 19 0 78 0 N/A
125 1%for Art 60,269 5,428 0 18,228 60,000 100.0%
127 Cable Communication 43,442 38,524 38,900 8,090 38,900 0.0%
131 Park Memorial 50,000 50,690 0 54,189 0 0.0% ,
DEBT SERVICE FUNDS:
219 1989 Unlimited GO Bonds 521,735 526,023 519,100 519,154 518,400 -0.1%
220 L.I.D. Debt Service 335,137 25,083 9,500 35,400 9,500 0.0%
CAPITAL PROJECT FUNDS (CIP): '
301 City Hall/Garage CIP 312,823 1,688 0 37,064 0 N/A
303 Community Dev Mitigation 490,843 515,035 255,000 317,119 255,000 0.0%
304 Fire Mitigation 479,707 840,108 300,000 838,602 525,000 75.0%
305 Transportation Mitigation 550,115 1,058,156 600,000 615,764 600,000 0.0% '
306 Leased City Properties 575,173 1,060,542 446,700 184,966 904,902 102.6%
307 Aquatics Center 76,246 62,337 0 5,620 0 N/A
316 Municipal Facilities CIP 3,477,092 6,099,299 5,777,291 7,555,255 2,100,000 -63.7%
317 Transportation CIP 5,706,965 7,527,568 6,498,700 4,117,461 16,597,600 155.4%
ENTERPRISE FUNDS:
401 Waterworks Utility 20,944,336 22,076,192 22,724,100 23,017,271 0 -100.0%
402 Airport 3,197,299 1,320,600 1,686,200 1,136,252 1,921,817 14.0% '
403 Solid Waste Utility 8,651,949 8,983,953 9,162,800 9,354,785 9,104,429 -0.6%
404 Golf Course 2,222,739 2,189,791 2,321,200 2,203,475 2,421,880 4.3%
405 Water Utility 0 0 0 0 7,787,792 100.0%
406 Waste Water Utility 0 0 0 0 3,846,688 100.0% '
407 Storm Water Utility 0 0 0 0 3,089,240 100.0%
416 King County Metro 0 0 0 0 8,418,000 100.0%
421 Waterworks Utl Construction 3,519,144 13,148,034 15,604,133 14,792,461 0 -100.0%
424 Golf Course Capital 156,366 273,579 314,000 317,926 154,000 -51.0% '
425 Water Utility Construction 0 0 0 0 6,715,000 100.0%
426 Waste Water Construction 0 0 0 0 2,600,000 100.0%
427 Storm Water Construction 0 0 0 0 2,300,000 100.0%
451 Waterworks Revenue Bond 3,340,772 2,496,666 3,049,800 3,071,959 3,103,500 1.8%
461 Waterworks Bond Reserve 2,606,852 0 0 507,480 0 N/A
471 Waterworks Rate Stabilization 0 0 0 0 0 N/A
481 2004 Water/Sewer Bond 0 10,591,010 36,000 35,624 0 -100.0%
INTERNAL SERVICE FUNDS:
501 Equipment Repair&Replacement 2,585,240 2,888,431 3,176,900 3,304,234 3,201,900 0.8%
502 Insurance 9,139,673 3,988,755 2,883,800 3,513,273 3,007,503 4.3%
503 Information Services 0 0 0 0 3,431,550 100.0%
512 Insurance, Healthcare 0 6,713,830 6,472,500 6,570,141 7,219,009 11.5%
522 Insurance, Leoffl Retirees HC 0 990,110 1,282,000 1,041,085 1,742 100 35.9%
FIDUCIARY FUNDS:
601 Firemen's Pension 183,362 224,531 160,000 252,355 223,000 39.4% '
TOTAL NEW REVENUE 135,578,346 162,406,799 152,110,654 154,770,339 165,530,992 8.8%
Budge!By Fund
6-2
to
Table 6-2. Committed Expenditure Budget Comparisons by Fund, All Funds
to 2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
GENERAL GOVERNMENTAL FUNDS:
000 General 43,905,677 46,081,936 50,107,046 49,263,962 50,061,256 -0.1%
004 Community Dev Block Grant 0 0 338,200 309,714 262,257 -22.5%
007 Parking Garage Maintenance 0 34,686 70,000 43,453 0 -100.0%
010 Fire Memorial 0 0 0 0 0 N/A
101 Park 8,968,215 10,350,792 10,578,287 10,578,286 11,260,376 6.4%
103 Street 5,558,444 5,925,665 6,608,776 6,323,380 6,738,878 2.0%
106 Library 1,470,933 1,560,557 2,014,712 2,009,805 1,809,862 -10.2%
201 1997/2001 Limited GO Bonds 652,063 652,459 654,300 651,856 990,300 51.4%
207 1978 Limited GO Bonds 34,544 27,175 35,900 35,411 21,500 -40.1%
215 Gen Govt Misc Debt Service 2,111,012 2,211,876 1,866,300 1,858,053 1,800,800 -3.5%
SPECIAL REVENUE FUNDS:
102 Arterial Street 353,500 353,500 353,500 353,500 440,000 24.5%
10 104 Community Dev Block Grant 292,538 288,521 0 0 0 N/A
110 Hotel Motel 199,785 206,405 236,000 236,000 220,000 -6.8%
118 Reserve for Paths&Trails 0 0 0 0 0 N/A
125 1%for Art 45,701 3,293 90,000 23,425 60,000 -33.3%
1• 127 Cable Communication 23,393 29,223 38,900 31,839 143,900 269.9%
131 Park Memorial 0 0 0 0 0 0.0%
DEBT SERVICE FUNDS:
219 1989 Unlimited GO Bonds 507,920 527,874 519,100 515,780 518,400 -0.1%
220 L.I.D. Debt Service 735,600 12,585 12,800 10,761 32,025 150.2%
CAPITAL PROJECT FUNDS(CIP):
301 City Hall/Garage CIP 2,289,468 1,869,811 53,300 39,074 0 -100.0%
303 Community Dev Mitigation 992,272 1,274,704 0 5,696 0 N/A
304 Fire Mitigation 3,704,564 1,596,137 300,000 299,164 525,000 75.0%
305 Transportation Mitigation 712,32E 721,000 1,313,400 r)55,900 1,984,800 51.,%
306 Leased City Properties 527,752 567,111 662,920 479,879 896,432 35.2%
307 Aquatics Center 3,775,975 1,116,359 0 0 0 N/A
316 Municipal Facilities CIP 4,736,467 2,894,625 11,167,699 2,809,720 3,177,000 -71.6%
317 Transportation CIP 4,262,358 5,280,288 13,586,637 7,300,791 18,283,700 34.6%
ENTERPRISE FUNDS:
rr 401 Waterworks Utility 19,770,847 20,173,202 27,312,150 26,165,900 0 -91.2%
402 Airport 4,035,815 1,321,645 2,133,600 1,023,335 2,416,800 345.7%
403 Solid Waste Utility 8,376,072 8,571,929 9,612,000 9,281,740 9,510,248 -74.8%
404 Golf Course 2,194,938 2,255,713 2,481,200 2,464,453 2,421,880 236.9%
405 Water Utility 0 0 0 0 8,359,528 100.0%
406 Waste Water Utility 0 0 0 0 3,930,762 100.0%
407 Storm Water Utility 0 0 0 0 3,241,951 100.0%
416 King County Metro 0 0 0 0 8,418,000 N/A
421 Waterworks Utl Construction 8,392,005 13,408,670 16,509,400 9,743,662 0 -59.3%
424 Golf Course Capital 3,590 320,233 660,800 379,186 250,000 -62.2%
425 Water Utility Construction 0 0 0 0 6,715,000 100.0%
426 Waste Water Construction 0 0 0 0 2,600,000 100.0%
427 Storm Water Construction 0 0 0 0 2,300,000 100.0%
451 Waterworks Revenue Bond 5,968,644 2,513,803 3,012,100 2,872,544 3,211,800 6.6%
r 461 Waterworks Bond Reserve 0 0 0 0 0 N/A
471 Waterworks Rate Stabilization 0 0 0 0 0 N/A
481 2004 Water/Sewer Bond 0 7,495,727 3,131,283 3,130,907 0 -100.0%
INTERNAL SERVICE FUNDS:
501 Equipment Repair& Replacement 2,613,845 2,220,686 3,426,200 3,196,504 3,255,110 -5.0%
502 Insurance 9,117,162 3,656,234 3,549,300 2,335,259 2,986,001 -15.9%
503 Information Services 0 0 0 0 3,431,550 100.0%
512 Insurance, Healthcare 0 5,407,028 6,490,400 6,014,340 7,024,904 8.2%
r 522 Insurance, Leoffl Retirees HC 0 760,624 1,359,900 1,238,217 1,748,130 28.5%
FIDUCIARY FUNDS:
601 Firemen's Pension 362,211 381,723 682,300 416,577 457,300 -33.0%
so TOTAL COMMITTED EXPENDITURES 146,695,635 152,073,799 180,968,410 152,398,073 171,505,450 -5.2%
Budget by Fund
ow
6-3
Fund 000, General Fund
The General Fund(table 6-3) is the primary operating fund of the
City of Renton. It is used to account for the resources and
disbursements of ordinary City operations that are not required to ,
be accounted for in another fund. These include the costs of
public safety,building,planning,human services, and general '
administration. The major source of revenue is property taxes,
utility taxes and sales taxes. Licenses and permits, charges for
services, and fines and forteits provide additional support.
Budget by Fund
6-4
L
Table 6-3. Fitn l 000, Ce neral Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Real and Personal Property Tax 8,737,047 8,838,650 9,869,700 10,255,239 9,647,388 -2.3°%
Sales Tax 16,007,449 16,653,825 17,327,600 17,108,459 18,038,252 4.1%
Sales Tax/Criminal Justice 1,025,048 1,078,603 1,100,000 1,170,134 1,100,000 0.0%
Utility Taxes 5,266,865 5,247,756 5,264,200 5,506,094 5.559,436 5.6%
Gambling Excise Tax 1,922,211 2,117,985 2,005,000 2,305,120 2,305,000 15.0%
Other Taxes 1,625,620 1,685,072 1,418,000 1,481,735 1,551,582 9.4%
Business License Fees 390,358 341,648 410,600 407,373 413,784 0.8%
Building and Street Use Permits 2,167,824 2,299,962 1,547,800 2,591,596 2,977,414 92.4%
Other Licenses and Permits 13,758 20,279 4,400 19,652 4,400 0.0%
Federal/State Grants 304,929 222,598 380,870 290,154 200,000 -47.5%
State Shared Revenue 559,554 669,783 760,400 680,983 760,400 0.0%
Fire District#25 1,115,291 1,183,678 1,131,635 1,294,512 1,300,000 14.9%
Other Intergovernmental 155,558 147,585 0 147,987 0 N/A
Zoning Fees 1,106,653 162,251 124,200 161,387 131,700 6.0%
Plan Checking Fees 943,892 976,686 582,000 1,127,350 1,082,000 85.9%
Other Charges for Services 592,467 774,321 837,200 719,491 930,500 11.1%
Municipal Court and Other Fines 950,571 980,793 969,500 672,071 701,400 -27.7%
Investment Interest 648,937 334,983 657,800 622,031 649,500 -1.3%
Other Miscellaneous 150,589 247,257 192,725 177,793 189,100 -1.9%
Other Financing Sources 19,129 2,325 0 37,047 0 N/A
Interfund Revenues 2,576,698 2,613,663 2,507,600 2,728,134 2,554,400 1.9%
TOTAL NEW REVENUE 46,280,448 46,599,703 47,091,230 49,504,342 50,096,256 6.4%
Use of Prior Yr Revenue 0 0 3,015,816 0 0 -100.0%
TOTAL RESOURCES 46,280,448 46,599,703 50,107,046 49,504,342 50,096,256 0.0%
`rn EXPENDITURES:
Regular Salaries 23,781,953 23,661,418 26,530,600 25,528,333 26,474,500 -0.2%
.,, Part Time Salaries 189,675 174,444 188,200 252,748 131,020 -30.4%
Overtime 1,713,870 1,842,134 1,819,935 1,939,457 1,790,700 -1.6%
Personnel Benefits 6,707,747 6,676,292 7,983,700 7,900,240 9,183,650 15.0%
Supplies 949,860 965,538 991,395 904,036 856,325 -13.6%
Professional Services 3,545,774 2,954,155 3,149,900 3,166,322 3,041,912 -3.4%
Postage/Telephone 384,895 365,698 406,100 390,936 74,400 -81.7%
Travel/Training 132,151 129,653 212,400 153,981 222,875 4.9%
Other Rentals 78,113 102,247 166,400 112,292 166,400 0.0%
Equipment Rental 1,034,680 1,235,891 1,330,800 1,333,770 1,330,800 0.0%
Insurance 1,374,700 1,489,700 1,564,200 1,564,200 1,564,200 0.0%
Public Utility Services 11,204 11,671 14,000 11,374 14,000 0.0%
Repairs and Maintenance 273,655 244,960 368,500 224,331 230,250 -37.5%
Other Services&Charges 654,628 828,696 734,900 617,645 781,657 6.4%
Intergovernmental Services/Payments 1,468,440 1,918,154 1,714,900 2,265,018 1,897,360 10.6%
Transfer Out 1,575,000 3,405,500 2,881,916 2,881,916 272,000 -90.6%
Capital Outlay 29,332 75,785 49,200 17,363 54,900 11.6%
Interfund Payment 0 0 0 0 1,974,307 100.0%
TOTAL COMMITTED EXPENDITURES 43,905,677 46,081,936 50,107,046 49,263,962 50,061,256 -0.1%
Increase to Reserves 0 0 0 0 35,000 100.0%
TOTAL EXPENDITURES 43,905,677 46,081,936 50,107,046 49,263,962 50,096,256 0.0%
Fund Balance,January 1 3,789,813 6,164,584 6,682,351 6,682,351 6,922,731 3.6%
Total New Revenue 46,280,448 46,599,703 47,091,230 49,504,342 50,096,256 6.4%
Total Committed Expenditures (43,905,677) (46,081,936) (50,107,046) (49,263,962) (50,061,256) -0.1%
Fund Balance Plus Reserves 6,164,584 6,682,351 3,666,535 6,922,731 6,957,731 89.8%
8%Operating Reserves 3,512,454 3,686,555 3,104,819 3,057,754 3,126,084 0.7%
Undesignated Fund Balance, Dec 31 2,652,130 2,995,796 561,716 3,864,977 3,831,647 582.1%
Burp{rl br Fund
6_S
Fund 004, Community Development Block Grant Fund
In 2005, Fund 004 Community Development Block Grant Fund
was created and Fund 104 eliminated. The CDBG fund collects
and disburses Community Development grant monies. Current ,
agencies include Visiting Nurse Services, Renton Communities in
Schools, Emergency Feeding, Domestic Abuse Women's Network
Shelter, Community Health Centers of King County, Primary
Dental, E1derHealth, and City of Renton Housing Repair. Please
refer to Fund 104 Community Development Block Grant Fund
prior to 2005.
Table 6-4. Fund 004, Communio)Development Block Grant Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE: '
Comm Dev Block Grants 314,500 214,095 262,257 -16.6%
Investment Interest 0 1,987 0 N/A
Operating Transfer 0 0 0 N/A ,
TOTAL NEW REVENUE 314,500 216,082 262,257 -16.6%
Use of Prior Yr Revenue 23,700 0 0 -100.0%
TOTAL RESOURCES 338,200 216,082 262,257 -22.5%
EXPENDITURES:
Salaries 144,400 92,625 145,155 0.5%
Part Time Salaries 20,500 517 0 -100.0% '
Overtime 1,000 0 1,000 0.0%
Personnel Benefits 39,500 20,743 44,900 13.7%
Supplies 15,000 6,013 5,853 -61.0%
Professional Services 86,700 108,461 63,099 -27.2%
Postage/Telephone/Other 1,800 761 500 -72.2%
Travel/Training 1,500 0 750 -50.0% '
Equipment Rental 2,700 539 0 -100.0%
Public Utility Services 500 0 300 -40.0%
Repairs& Maintenance 600 0 400 -33.3%
CIP Plan 23,700 80,056 0 -100.0% ,
Miscellaneous 300 0 300 0.0%
SUB-TOTAL OPERATING BUDGET 338,200 309,714 262,257 -22.5%
Capital Improvement Project Plan 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 338,200 309,714 262,257 -22.5%
Increase to Reserves 0 0 0 N/A
TOTAL EXPENDITURES 338,200 309,714 262,257 -22.5%
Fund Balance,January 1 28,634 28,634 (64,998) -327.0%
Total New Revenue 314,500 216,082 262,257 -16.6%
Total Committed Expenditures (338,200) (309,714) (262,257) -22.5%
Designated Fund Balance 4,934 (64,998) (64,998) 1417.4%
Undesignated Fund Balance, Dec 31 0 0 0 N/A
Budget by Fund
6-6
w
Fund 007, Parking Garage Maintenance Fund
to This fund was created in 2003. The purpose of the fund was to pay for
the operational and maintenance costs of the downtown parking
garage in 2004 and 2005. The Revenue and the Expenditure budget
for Fund 007 has been moved to Fund 306.
ow Table 6-5. Fund 007, Parking Garage Maint(mance Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
�r REVENUE:
Parking Garage Fees 0 10,742 0 14,822 0 N/A
Transfer In Fund 301 0 138,700 0 0 0 N/A
TOTAL NEW REVENUE 0 149,442 0 14,822 0 N/A
Use of Prior Yr Revenue 0 0 70,000 0 0 -100.0%
TOTAL RESOURCES 0 149,442 70,000 14,822 0 -100.0%
EXPENDITURES:
Miscellaneous Costs 0 34,686 70,000 43,453 0 -100.0%
TOTAL COMMITTED EXPENDITURES 0 34,686 70,000 43,453 0 -100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 34,686 70,000 43,453 0 -100.0%
Fund Balance,January 1 0 0 114,756 114,756 86,125 -24.9%
Total New Revenue 0 149,442 0 14,822 0 N/A
Total Committed Expenditures 0 (34,686) (70,000) (43,453) 0 -100.0%
Fund Balance Plus Reserves 0 114,756 44,756 86,125 86,125 92.4%
Designated Fund Balance 0 114,756 44,756 86,125 86,125 92.4%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
ow
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IN
to
Budget by Fund
6-7
Fund 010, Fire Memorial Fund
This fund was created in 2004. The fund was created to accept
donations from citizens for Fire related purposes.
Table 6-6. Fund 010, Fire Memorial Fund
2003 2004 2005 2005 2006 Change ,
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Fire Memorial Donation 0 31,153 0 4,630 0 N/A
Investment Interest 0 0 0 0 0 N/A
TOTAL NEW REVENUE 0 31,153 0 4,630 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 31,153 0 4,630 0 N/A
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 0 N/A
Fund Balance,January 1 0 0 31,153 31,153 35,783 14.9%
Total New Revenue 0 31,153 0 4,630 0 N/A
Total Committed Expenditures 0 0 0 0 0 N/A
Fund Balance Plus Reserves 0 31,153 31,153 35,783 35,783 14.9%
Designated Fund Balance 0 31,153 31,153 35,783 35,783 14.9%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
j
1
1
t
1
1
Budget by Fund
6-8
1W
Fund 101, Park Fund
to 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.
rr
Table 6-7. Fund 101, Park Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adl Bdgt Actual Budget 05/06
�r
REVENUE:
Real& Personal Property Taxes 4,756,200 4,806,200 5,135,400 5,135,400 5,976,976 16.4%
Utility Tax/Electricity 2,977,193 2,820,262 3,251,700 3,020,807 3,251,700 0.0%
KC/Cultural Fac Frog Art Grant 3,000 4,500 0 0 0 N/A
Charges for Services 876,668 1,458,465 1,511,800 1,487,068 1,468,000 -2.9%
Investment Interest 99,072 4,391 36,700 41,599 36,700 0.0%
Rents/Leases/Concessions 535,229 566,493 523,600 527,328 524,100 0.1%
Contributions/Donations 81,643 16,840 2,900 60,047 2,900 0.0%
Black River Buffer Planting 0 0 0 1,848 0 N/A
No Other Miscellaneous 1,447 954 0 25,432 0 N/A
TOTAL NEW REVENUE 9,330,452 9,678,105 10,462,100 10,299,529 11,260,376 7.6%
Use of Prior Yr Revenue 0 0 116,187 0 0 -100.0%
r TOTAL RESOURCES 9,330,452 9,678,105 10,578,287 10,299,529 11,260,376 6.4%
EXPENDITURES:
Regular Salaries 3,655,182 3,663,745 4,062,800 3,915,272 4,150,700 2.2%
Part Time Salaries 1,278,803 1,643,131 1,478,000 1,619,740 1,522,350 3.0%
Overtime 46,531 58,672 67,100 58,259 69,340 3.3%
Personnel Benefits 1,204,241 1,293,282 1,474,600 1,413,015 1,496,690 1.5%
Supplies 378,069 526,178 514,400 587,079 514,400 0.0%
Professional Services 95,643 128,153 164,100 99,661 135,200 -17.6%
Postage/Telephone/Other 21,428 22,103 17,100 18,858 17,100 0.0%
Travel/Training 23,449 16,297 35,300 34,325 35,300 0.0%
Advertising 4,062 4,162 3,100 1,332 600 -80.6%
Other Rentals 6,832 3,920 15,500 5,323 15,500 0.0%
Equipment Rental 349,750 419,765 484,700 484,738 484,700 0.0%
Public Utility Services 915,820 938,410 1,100,200 1,095,750 1,172,978 6.6%
Repairs&Maintenance 545,757 619,188 678,300 626,861 678,300 0.0%
Miscellaneous 442,650 494,424 398,300 533,285 398,300 0.0%
Transfer Out Fund 306 0 300,000 0 0 0 N/A
Transfer Out Fund 316 0 0 84,787 84,787 0 -100.0%
Transfer Out Fund 502 0 50,000 0 0 0 N/A
Interfund payments 0 0 0 0 568,918 100.0%
trr Capital Outlay 0 169,363 0 0 0 N/A
TOTAL COMMITTED EXPENDITURE 8,968,215 10,350,791 10,578,287 10,578,286 11,260,376 6.4%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 8,968,215 10,350,791 10,578,287 10,578,286 11,260,376 6.4%
Fund Balance,January 1 1,263,604 1,625,841 953,155 953,155 674,398 -29.2%
Total New Revenue 9,330,452 9,678,105 10,462,100 10,299,529 11,260,376 7.6%
Total Committed Expenditures (8,968,215) (10,350,791) (10,578,287) (10,578,286) (11,260,376) 6.4%
Fund Balance Plus Reserves 1,625,841 953,155 836,968 674,398 674,398 -19.4%
8%Operating Reserves 717,457 828,063 846,263 846,263 900,830 6.4%
Undesignated Fund Balance, Dec 31 908,384 125,092 (9,295) (171,865) (226,432) 2336.1
Ir
Budget b.17 Fund
6-9
Fund 102, Arterial Street Fund
The Arterial Street Fund was established pursuant to state law
allocating the one-half cent State Gasoline Tax revenue to cities
and towns for construction, improvements, and major repair of
streets. In order for a project to qualify for funding, it has to be a
part of the City's Six-Year Transportation Improvement Program
and must be approved by the State Highway Department's District
State Aid Engineer. The fund allows the City to accomplish
approved projects using either City forces or contractors, and
provides the capability of matching LID participation and outside
agency grants. Ii. 2006, $440,000 will be transferred to the
Transportation Capital Improvement Program (CIP) Fund 317, to
provide funding for the continuing street overlay program.
Table 6-8. Fund 102, Arterial Street Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE: ,
Arterial Street Fuel Tax 358,239 394,445 351,500 378,347 438,000 24.6%
Investment Interest 1,876 2,448 2,000 9,571 2,000 0.0%
TOTAL NEW REVENUE 360,115 396,893 353,500 387,918 440,000 24.5%
Use of Prior Year Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 360,115 396,893 353,500 387,918 440,000 24.5%
EXPENDITURES: '
Transfer-Out to CIP/Overlay Program 353,500 353,500 353,500 353,500 440,000 24.5%
TOTAL COMMITTED EXPENDITURES 353,500 353,500 353,500 353,500 440,000 24.5%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 353,500 353,500 353,500 353,500 440,000 24.5%
Fund Balance,January 1 154,411 161,026 204,419 204,419 238,837 16.8%
Total New Revenue 360,115 396,893 353,500 387,918 440,000 24.5%
Total Committed Expenditures (353,500) (353,500) (353,500) (353,500) (440,000) 24.5%
Designated Fund Balance 161,026 204,419 204,419 238,837 238,837 16.8% '
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-10
on
Fund 103, Street Fund
The Street Fund revenue comes from general tax sources such as sales,
property, and gas utility taxes providing 67 percent of 2006 funding.
Street fuel taxes, a state shared revenue source,provides 12 percent of
6 2006 financing. The balance, or 21 percent, comes from interfund
revenue, investment interest,pen-nits, and use prior year revenue. There
are two divisions of the Planning/Building/Public Works Department in
6 this fund: Transportation Systems (103/016)and Street Maintenance
Services (103/019).
�R=
Table 6-9.. Fund 103, Street Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
110
REVENUE:
Real& Personal Property Taxes 2,926,300 3,014,500 3,221,000 3,221,000 3,676,378 14.1%
Utility Taxes 836,315 1,038,968 1,263,900 1,292,733 1,263,900 0.0%
Licenses& Permits 43,557 25,004 26,300 27,357 26,300 0.0%
State Shared Revenue 766,176 736,855 788,100 807,267 788,100 0.0%
Investment Interest 6,779 4,957 24,400 24,846 24,400 0.0%
Other Miscellaneous 95 10,915 57,800 426 57,800 0.0%
Interfund Revenue 933,875 1,031,487 902,000 1,067,217 902,000 0.0%
TOTAL NEW REVENUE 5,513,097 5,862,686 6,283,500 6,440,846 6,738,878 7.2%
Ire Use of Prior Yr Revenue 0 0 325,276 0 0 -100.0%
TOTAL RESOURCES 5,513,097 5,862,686 6,608,776 6,440,846 6,738,878 2.0%
EXPENDITURES:
Regular Salaries 2,785,179 2,747,469 3,181,400 3,014,103 3,223,400 1.3%
Part Time Salaries 85,484 72,925 85,700 68,739 88,270 3.0%
Overtime 59,640 60,822 59,600 73,393 61,520 3.2%
Personnel Benefits 767,718 789,335 971,800 919,384 1,039,610 7.0%
Supplies 340,861 285,435 331,000 274,695 360,395 8.9%
Professional Services 52,019 16,545 60,700 38,290 60,700 0.0%
1rr Postage/Telephone/Other 8,390 8,805 9,700 8,308 9,700 0.0%
Travel/Training 32,374 28,803 49,500 37,241 49,500 0.0%
Other Rentals 3,374 1,001 7,700 1,918 7,700 0.0%
Equipment Rental 535,894 643,054 685,900 685,900 685,900 0.0%
Public Utility Services 732,447 816,844 770,100 818,907 883,476 14.7%
Repairs& Maintenance 129,187 85,512 50,800 33,965 50,800 0.0%
Miscellaneous 15,104 12,077 19,100 14,530 19,100 0.0%
Machinery& Equipment 0 6,824 0 0 0 N/A
Interfund Payments 10,773 15,213 3,200 11,431 198,807 6112.7%
Transfer Out 0 335,000 322,576 322,576 0 -100.0%
TOTAL COMMITTED EXPENDITURES 5,558,444 5,925,665 6,608,776 6,323,380 6,738,878 2.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 5,558,444 5,925,665 6,608,776 6,323,380 6,738,878 2.0%
1r
Fund Balance,January 1 936,498 891,151 828,172 828,172 945,638 14.2%
Total New Revenue 5,513,097 5,862,686 6,283,500 6,440,846 6,738,878 7.2%
Total Committed Expenditures (5,558,444) (5,925,665) (6,608,776) (6,323,380) (6,738,878) 2.0%
Fund Balance Plus Reserves 891,151 828,172 502,896 945,638 945,638 88.0%
8%Operating Reserves 444,676 474,053 528,702 505,870 539,110 2.0%
Undesignated Fund Balance, Dec 31 446,475 354,119 (25,806) 439,768 406,528 -1675.3%
Budge!hi,Fund
6-11
Fund 104, Community Development Block Grant Fund
The CDBG fund collects and disburses Community Development
grant monies. Current agencies include Visiting Nurse Services,
Renton Communities in Schools, Emergency Feeding, Domestic
Abuse Women's Network Shelter, Community Health Centers of
King County, Primary Dental, ElderHealth, and City of Renton
Housing Repair. In 2005, Fund 004 Community Development
Block Grant Fund was created and Fund 104 eliminated. Refer to
Fund 004 (table 6-4).
Table 6-10. Fund 104, Community Development Block Grant Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Acival Budget 05106
REVENUE:
Comm Dev Block Grants 317,647 297,398 N/A
Investment Interest 0 436 N/A
Operating Transfer 0 0 N/A
TOTAL NEW REVENUE 317,647 297,834 N/A
Use of Prior Yr Revenue 0 0 N/A
TOTAL RESOURCES 317,647 297,834 N/A
EXPENDITURES:
Salaries 136,084 132,519 N/A
Part Time Salaries 25,661 24,211 N/A
Overtime 0 618 N/A ,
Personnel Benefits 33,536 31,213 N/A
Supplies 15,708 11,295 N/A
Professional Services 77,057 79,165 N/A
Postage/Telephone/Other 904 794 N/A
Travel/Training 1,119 140 N/A
Equipment Rental 1,781 1,941 N/A
Public Utility Services 46 314 N/A
Repairs&Maintenance 67 0 N/A
CIP Plan 0 6,310 N/A
Miscellaneous 574 0 N/A ,
Transfer to Fund 004 0 0 N/A
SUB-TOTAL OPERATING BUDGET 292,538 288,521 N/A
Capital Improvement Project Plan 0 0 N/A
TOTAL COMMITTED EXPENDITURES 292,538 288,521 N/A
Increase to Reserves 0 0 NIA
TOTAL EXPENDITURES 292,538 288,521 N/A
Fund Balance,January 1 (5,788) 19,321 N/A
Total New Revenue 317,647 297,834 N/A
Total Committed Expenditures (292,538) (288,521) N/A
Designated Fund Balance 19,321 28,634 N/A
Undesignated Fund Balance, Dec 31 0 0 N/A
Budget by Fund
6-12
rr
Fund 106, Library Fund
The Library Fund accounts for the operation of two City libraries and
the City Historical Museum. It is a part of general governmental
funds since the majority of support for library services is derived
from general tax revenues. In 2006, 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
be the annua! book sale. See the Community Services operating budget
section of this document for more information on library fund
program budget and staffing.
Table 6-11. Fund 106, Library Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Real& Personal Property Tax 1,435,471 1,893,800 1,455,200 1,455,200 1,768,712 21.5%
Charges for Services 9,344 9,533 6,200 7,477 6,400 3.2%
Library Fines 41,182 44,358 29,500 48,241 30,950 4.9%
Investment Interest (24) 2,621 2,400 14,758 2,400 0.0%
Contributions/Book Sale 4,179 3,592 1,400 8,123 1,400 0.0%
Other Miscellaneous Revenue 95 (177) 0 (374) 0 N/A
TOTAL NEW REVENUE 1,490,248 1,953,727 1,494,700 1,533,425 1,809,862 21.1%
Use of Prior Yr Revenue 0 0 520,012 0 0 -100.0%
TOTAL RESOURCES 1,490,248 1,953,727 2,014,712 1,533,425 1,809,862 -10.2%
EXPENDITURES:
Regular Salaries 766,266 693,687 728,800 717,980 788,100 8.1%
e
Part Time Salaries 200,217 201,941 192,200 207,874 197,960 3.0%
Overtime 6,164 8,409 2,500 4,696 2,600 4.0%
Personnel Benefits 216,350 204,466 239,300 225,782 257,720 7.7%
Supplies 12,453 25,802 22,800 30,194 22,800 0.0%
e Supplies/Library Books 191,226 217,429 213,500 207,480 213,500 0.0%
Professional Services 58,167 76,158 47,700 82,939 47,700 0.0%
Travel/Training 6,467 4,650 9,600 5,794 9,600 0.0%
Other Rentals 0 0 600 0 600 0.0%
Repairs& Maintenance 6,348 10,208 30,800 1,003 30,800 0.0%
Miscellaneous 7,276 7,809 5,900 6,050 5,900 0.0%
Transfer Out Fund 502 0 110,000 0 0 0 N/A
Transfer Out Fund 316 0 0 520,012 520,012 0 -100.0%
Interfund Payments 0 0 0 0 231,582 100.0%
Capital Outlay 0 0 1,000 0 1,000 0.0%
TOTAL COMMITTED EXPENDITURES 1,470,933 1,560,557 2,014,712 2,009,805 1,809,862 -10.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 1,470,933 1,560,557 2,014,712 2,009,805 1,809,862 -10.2%
Fund Balance,January 1 227,103 246,418 639,587 639,587 163,208 -74.5%
Total New Revenue 1,490,248 1,953,727 1,494,700 1,533,425 1,809,862 21.1%
Total Committed Expenditures (1,470,933) (1,560,557) (2,014,712) (2,009,805) (1,809,862) -10.2%
Fund Balance Plus Reserves 246,418 639,587 119,575 163,208 163,208 36.5%
8%Operating Reserves 117,675 124,845 161,177 160,784 144,789 -10.2%
Undesignated Fund Balance, Dec 31 128,743 514,743 (41,602) 2,423 18,419 -144.3%
r
Budgei by Fund
6-13
Fund 110, Hotel/Motel Fund
During the 1997 Legislative session, SSB 5867 was passed. SSB
5867 allows Washington State cities to impose an increase in the
hotel/motel tax of up to 1 percent for the purpose of increasing
tourism. On October 13, 1997, the Renton City Council passed
Resolution No. 3288 establishing a Hotel/Motel Lodging Tax
Advisory Committee. The Committee investigated the feasibility
of implementing the l percent tax and made a recommendation to
the City Council to enact this tax. The Council adopted the tax
with Ordinance No. 4697 on December 15, 1997.
Table 6-12. Fund 110, Hotel/Motel Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Hotel/Motel Tax 143,960 154,114 150,000 179,977 150,000 0.0%
Marketing Contributions 35,525 57,500 81,000 70,000 65,000 -19.8%
Investment Interest 2,363 5,528 5,000 7,433 5,000 0.0% ,
TOTAL NEW REVENUE 181,848 217,142 236,000 257,410 220,000 -6.8%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 181,848 217,142 236,000 257,410 220,000 -6.8%
EXPENDITURES:
Marketing 103,818 105,632 120,000 120,000 120,000 0.0%
Tourism 95,966 100,773 116,000 116,000 100,000 -13.8%
TOTAL COMMITTED EXPENDITURES 199,784 206,405 236,000 236,000 220,000 -6.8%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 199,784 206,405 236,000 236,000 220,000 -6.8%
Fund Balance,January 1 262,047 244,111 254,848 254,848 276,258 8.4%
Total New Revenue 181,848 217,142 236,000 257,410 220,000 -6.8%
Total Committed Expenditures (199,784) (206,405) (236,000) (236,000) (220,000) -6.8%
Designated Fund Balance 244,111 254,848 254,848 276,258 276,258 8.4%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-14
wr
Fund 118, Reserve for Paths and Trails Fund
to This reserve fund for paths and trails was established under authority
of Washington State Law (Sections 2, 3, 4 and 5, Chapter 103,
Extraordinary Session Laws of 1972) for the purpose of
accommodating, establishing, and maintaining certain paths and
trails. Accumulated funds must be used within a ten-year period.
Table 6-13. Fund 118, Reserve,for Paths and Trails Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Street Fuel Tax- 1/2 of 1% 0 0 0 0 0 N/A
rr Investment Interest 0 19 0 78 0 N/A
TOTAL NEW REVENUE 0 19 0 78 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
IN TOTAL RESOURCES 0 19 0 78 0 N/A
EXPENDITURES:
am Miscellaneous Costs 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 0 N/A
err
Fund Balance,January 1 2,807 2,807 2,826 2,826 2,904 2.8%
Total New Revenue 0 19 0 78 0 N/A
up Total Committed Expenditures 0 0 0 0 0 N/A
Designated Fund Balance 2,807 2,826 2,826 2,904 2,904 2.8%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
'Ir
it
irr
tw
Budget by Fund
6-I5
Fund 125, 1% for Art Fund
The 1 percent for Art Fund was established to account for art
expenditures in municipal construction projects. Guidelines for
determining art expenditures are as follows: 1) The project cost
must exceed $10,000. 2) The project must be either new
construction or a significant renovation of an existing structure
that allows an existing structure an expanded or different use of
the facility. Routine or periodic maintenance expenditures have
been excluded. 3) Land acquisition is not included. 4)
Acquisition of equipment, vehicles, or machinery is not included.
5) All funds specifically limited to the construction and
improvement of the transportation system have been excluded;
such as Federal aid, forward thrust, and half-cent gasoline tax.
Table 6-14. Fund 125, 1%for Art Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE: t
Investment Interest 969 2,150 0 2,559 0 N/A
Other Financing Sources 0 3,278 0 0 0 N/A
Transfer In Fund 304 26,926 0 0 0 0 N/A
Transfer In Fund 307 32,374 0 0 0 0 N/A
Transfer In Fund 317 0 0 0 15,669 60,000 100.0%
TOTAL NEW REVENUE 60,269 5,428 0 18,228 60,000 100.0%
Use of Prior Yr Revenue 0 0 90,000 0 0 -100.0%
TOTAL RESOURCES 60,269 5,428 90,000 18,228 60,000 -33.3%
EXPENDITURES:
Capital Projects 45,701 3,293 90,000 23,425 60,000 -33.3%
Transfer Out Fund 316 0 0 0 0 0 N/A
TOTAL CC ^MITTED EXPENDITURES 45,701 3,293 90,000 23,425 60,000 -33.3%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 45,701 3,293 90,000 23,425 60,000 -33.3%
Fund Balance,January 1 81,845 96,413 98,548 98,548 93,351 -5.3%
Total New Revenue 60,269 5,428 0 18,228 60,000 100.0%
Total Committed Expenditures (45,701) (3,293) (90,000) (23,425) (60,000) -33.3%
Designated Fund Balance 96,413 98,548 8,548 93,351 93,351 992.0%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
I
Budget by Fund
6-16
Fund 127, Cable Communications Development Fund
1W 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
1W included major private and public capital projects and highlights of
major City sponsored events.
Table 6-15. Fund 127, Cable Communications Development Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
rrt
REVENUE:
Utility Tax/TV Cable 30,000 35,000 35,000 0 35,000 0.0%
Investment Interest 13,442 2,024 2,400 5,090 2,400 0.0%
Other Misc. Revenue 0 1,500 1,500 3,000 1,500 0.0%
TOTAL NEW REVENUE 43,442 38,524 38,900 8,090 38,900 0.0%
Use of Prior Yr Revenue 0 0 0 0 105,000 100.0%
11r TOTAL RESOURCES 43,442 38,524 38,900 8,090 143,900 269.9%
EXPENDITURES:
Supplies 1,375 1,952 5,800 2,063 5,800 0.0%
Professional Services 18,657 24,540 25,100 23,520 130,100 418.3%
Repairs and Maintenance 3,361 2,732 8,000 6,256 8,000 0.0%
Capital Outlay 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 23,393 29,223 38,900 31,839 143,900 269.9%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 23,393 29,223 38,900 31,839 143,900 269.9%
irllr
Fund Balance,January 1 176,089 196,138 205,438 205,438 181,689 -11.6%
Total New Revenue 43,442 38,524 38,900 8,090 38,900 0.0%
Total Committed Expenditures (23,393) (29,223) (38,900) (31,839) (143,900) 269.9%
Designated Fund Balance 196,138 205,438 205,438 181,689 76,689 -62.7%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
rrr
t�
+s
Budget by Fund
err
6-17
Fund 131, Park Memorial Fund
This fund was created in 2001. The fund was created to accept all
gifts for park and recreation purposes.
Table 6-16. Fund 131, Park Memorial Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Donations 50,000 50,000 0 50,000 0 N/A
Investment Interest 0 690 0 4,189 0 N/A
TOTAL NEW REVENUE 50,000 50,690 0 54,189 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 50,000 50,690 0 54,189 0 N/A
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 0 N/A
Fund Balance,January 1 0 50,000 100,690 100,690 154,879 53.8%
Total New Revenue 50,000 50,690 0 54,189 0 N/A
Total Committed Expenditures 0 0 0 0 0 N/A
Designated Fund Balance 50,000 100,690 100,690 154,879 154,879 53.8%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
j
r
Budget by Fund
6-18
rr
Funds 201/207/215, Limited Tax General Obligation Bonds
to Council-approved general obligation debt is also known as limited
tax general obligation debt(LTGO) or councihmanic debt. The City
maintains three funds to account for existing bond revenue and
expenditures. Fund 201 (table 6-18) maintains the revenue and
expenditures for the 1997 and 2001 debt issues associated with the
Main and Grady building (new Renton City Hall) purchase and
renovation. The remaining funds (207 and 215) (tables 6-19 and 6-
20) maintain the revenue and expenditures associated with various
issues including but not limited to 1994 issue for various equipment
rental additions and replacements; 1996 mini-bond issue for two fire
pumper replacements; 1997 refunding issue of$2.6 million that
ow refunded five separate LTGO issues; 1998 Certificates of
Participation for lighting improvements at City Hall; 2001 issue for
the downtown parking garage; and the 2002 issue for a new fire
to station. For more detail on any of these debt issues, see the
separately published City ofRenton Debt Manual. The outstanding
balance for all limited tax general obligation debt as of January 1,
2006 was $27,237,664.
Table 6-17. Funds 201/207/215, Limited Tax General Obligation Bond Funds
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
'r REVENUE:
Property Tax(General Levy) 977,875 1,036,100 1,043,100 1,043,100 1,007,253 -3.4%
Real Estate Excise Tax 1,584,211 2,251,358 1,189,000 1,266,885 1,250,000 5.1%
!` Investment Interest/Allocation 17,126 21,674 24,400 76,039 24,400 0.0%
Transfer In Fund 000 0 0 0 0 0 N/A
Transfer In Fund 304 298,000 215,000 300,000 300,000 525,000 75.0%
TOTAL NEW REVENUE 2,877,212 3,524,132 2,556,500 2,686,024 2,806,653 9.8%
Use of Prior Year Revenue 0 0 0 0 5,947 100.0%
TOTAL RESOURCES 2,877,212 3,524,132 2,556,500 2,686,024 2,812,600 10.0%
• EXPENDITURES:
Debt Service: Principal 1,186,041 1,092,578 965,900 965,738 1,073,100 11.1%
Debt Service: Interest 1,611,579 1,565,932 1,590,600 1,578,971 1,726,800 8.6%
► Other Debt Sery Costs/Admn Fees 0 0 0 612 12,700 100.0%
Transfer Out 215 to Fund 316 0 233,000 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 2,797,620 2,891,510 2,556,500 2,545,320 2,812,600 10.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,797,620 2,891,510 2,556,500 2,545,320 2,812,600 10.0%
Fund Balance,January 1 977,825 1,057,418 1,690,041 1,690,041 1,830,744 8.3%
Total New Revenue 2,877,212 3,524,132 2,556,500 2,686,024 2,806,653 9.8%
Total Committed Expenditures (2,797,620) (2,891,510) (2,556,500) (2,545,320) (2,812,600) 10.0%
Fund Balance Plus Reserves 1,057,418 1,690,041 1,690,041 1,830,744 1,824,797 8.0%
Debt Service Reserves 753,000 785,000 785,000 785,000 785,000 0.0%
Undesignated Fund Balance, Dec 31 304,418 905,040 905,040 1,045,743 1,039,796 14.9%
r
Budget b>>Fund
6-19
Fund 201, Limited Tax General Obligation Bond Fund
(City Hall)
Fund 201 maintains the revenue and expenditures for the 1997 and
2001 debt issues associated with the Main and Grady building
(new Renton City Hall) purchase and renovation.
Table 6-18. Fund 201, Limited Tax General Obligation Bond Fund(City Hall)
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Property Tax(General Levy) 654,300 654,300 654,300 654,300 986,253 50.7%
Investment Interest 0 430 0 2,046 0 N/A
TOTAL NEW REVENUE 654,300 654,730 654,300 656,346 986,253 50.7%
Use of Prior Year Revenue 0 0 0 0 4,047 100.0%
TOTAL RESOURCES 654,300 654,730 654,300 656,346 990,300 51.4%
EXPENDITURES:
Debt Service: Principal 0 0 0 0 198,000 100.0%
Debt Service: Interest 652,063 652,460 654,300 651,253 788,300 20.5%
Other Debt Sery Costs/Admn Fees 0 0 0 604 4,000 100.0%
TOTAL COMMITTED EXPENDITURES 652,063 652,460 654,300 651,856 990,300 51.4%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 652,063 652,460 654,300 651,856 990,300 51.4%
Fund Balance,January 1 11,299 13,536 15,806 15,806 20,296 28.4%
Total New Revenue 654,300 654,730 654,300 656,346 986,253 50.7%
Total Committed Expenditures (652,063) (652,460) (654,300) (651,856) (990,300) 51.4%
Fund Balance Plus Reserves 13,536 15,806 15,806 20,296 16,249 2.8%
Debt Service Reserves 0 0 0 0 0 N/A
Undesignated Fund Balance, Dec 31 13,536 15,806 15,806 20,296 16,249 2.8%
Budgel bP Fnnd
6-20
+�r
Fund 207, Limited Tax General Obligation Bond Fund (Senior
Center)
In May 1997, limited tax general obligation refunding bonds were
issued in the amount of$2.6 million. The refunding amount
�► apportioned to the 1978 limited tax general obligation bonds for the
Renton Senior Activity Center was 2.89 percent. The first annual
principal and interest payment was paid December 2003.
wr
Table 6-19. Fund 207, Limited Tax General Obligation Bond Fund(Senior Centel)
2003 2004 2005 2005 2006 Change
W Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Property Tax (General Levy) 35,100 28,900 35,900 35,900 21,000 -41.5%
111110 Investment Interest 242 248 0 686 0 N/A
TOTAL NEW REVENUE 35,342 29,148 35,900 36,586 21,000 -41.5%
Use of Prior Year Revenue 0 0 0 0 500 100.0%
1W TOTAL RESOURCES 35,342 29,148 35,900 36,586 21,500 -40.1%
EXPENDITURES:
Debt Service: Principal 24,553 18,203 22,400 22,408 12,400 -44.6%
Debt Service: Interest 9,992 8,972 13,500 12,994 8,600 -36.3%
Other Debt Sery Costs/Admn Fees 0 0 0 9 500 100.0%
TOTAL COMMITTED EXPENDITURES 34,544 27,175 35,900 35,411 21,500 -40.1%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 34,544 27,175 35,900 35,411 21,500 -40.1
Fund Balance,January 1 24,259 25,057 27,030 27,030 28,205 4.3%
Total New Revenue 35,342 29,148 35,900 36,586 21,500 -40.1%
Total Committed Expenditures (34,544) (27,175) (35,900) (35,411) (21,500) -40.1%
Fund Balance Plus Reserves 25,057 27,030 27,030 28,205 28,205 4.3%
Debt Service Reserves 0 0 0 0 0 N/A
Undesignated Fund Balance, Dec 31 25,057 27,030 27,030 28,205 28,205 4.3%
iW
r11
Budget by Fund
6-21
q
Fund 215, General Governmental Miscellaneous Debt Service
Fund
Fund 215 maintains the revenue and expenditures for the debt
issues associated with various purchases of equipment, construction
of the Downtown Parking Garage, construction of a new fire
station, and lighting project for City Hall. For more detail on any of
these debt issues, see the separately published City ofRenton Debt
Manual.
Table 6-20. Fund 215, General Governmental Miscellaneous Debt Service Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Property Tax(General Levy) 288,475 352,900 352,900 352,900 0 -100.0%
Real Estate Excise Tax 1,584,211 2,251,358 1,189,000 1,266,885 1,250,000 5.1%
Investment Interest 16,884 20,996 24,400 73,307 24,400 0.0%
Transfer In Fund 000 0 0 0 0 0 N/A
Transfer In Fund 304 298,000 215,000 300,000 300,000 525,000 75.0%
Transfer In Fund 401 0 0 0 0 0 N/A
TOTAL NEW REVENUE 2,187,570 2,840,254 1,866,300 1,993,092 1,799,400 -3.6%
Use of Prior Year Revenue 0 0 0 0 1,400 100.0%
TOTAL RESOURCES 2,187,570 2,840,254 1,866,300 1,993,092 1,800,800 -3.5%
EXPENDITURES:
Debt Service: Principal 1,161,488 1,074,375 943,500 943,330 862,700 -8.6%
Debt Service: Interest 949,524 904,500 922,800 914,724 929,900 0.8%
Other Debt Sery Costs/Admn Fees 0 0 0 0 8,200 100.0%
Transfer Out Fund 316 0 233,000 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 2,111,012 2,211,875 1,866,300 1,858,053 1,800,800 -3.5%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,111,012 2,211,875 1,866,300 1,858,053 1,800,800 -3.5%
Fund Balance,January 1 942,266 1,018,824 1,647,203 1,647,203 1,782,242 8.2%
Total New Revenue 2,187,570 2,840,254 1,866,300 1,993,092 1,799,400 -3.6%
Total Committed Expenditures (2,111,012) (2,211,875) (1,866,300) (1,858,053) (1,800,800) -3.5%
Fund Balance Plus Reserve 1,018,824 1,647,203 1,647,203 1,782,242 1,780,842 8.1%
Debt Service Reserves 753,000 753,000 785,000 785,000 785,000 0.0%
Undesignated Fund Balance, Dec 31 265,824 894,203 862,203 997,242 995,842 15.5%
Budget by Find
6-22
Funds 219, Unlimited Tax General Obligation Bond Funds
Mr Voter-approved general obligation debt is also known as unlimited
tax general obligation debt (ULTGO). Currently the City maintains
one fund to account for existing bond revenue and expenditures.
io Fund 219 maintains the revenue and expenditures for the 1993
refunding issue relating to Senior Housing. For more detail on this
issue, see the separately published City ofRenton Debt Manual. The
outstanding balance for all ULTGO debt as of January 1, 2006 was
$1,870,000.
or Table 6-21. Fund 219, Unlimited Tax General Obligation Bond Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
1r
REVENUE:
Property Tax(Voted Levy) 519,913 520,855 514,100 508,651 514,100 0.0%
Investment Interest 1,822 5,167 5,000 10,503 4,300 -14.0%
TOTAL NEW REVENUE 521,735 526,022 519,100 519,154 518,400 -0.1%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL REVENUE 521,735 526,022 519,100 519,154 518,400 -0.1%
EXPENDITURES:
Debt Service: Principal 365,000 385,000 410,000 410,000 430,000 4.9%
Debt Service: Interest 142,920 142,874 109,100 105,780 84,900 -22.2%
Other Debt Sery Costs/Admn Fees 0 0 0 0 3,500 100.0%
TOTAL COMMITTED EXPENDITURES 507,920 527,874 519,100 515,780 518,400 -0.1%
Increase for Designated Fund Balance 0 0 0 0 0 N/A
TOTAL EXPENDITURES 507,920 527,874 519,100 515,780 518,400 -0.1%
Fund Balance,January 1 560,698 574,513 572,661 572,661 576,035 0.6%
Total New Revenue 521,735 526,022 519,100 519,154 518,400 -0.1%
Total Committed Expenditures 507,920 (527,874) (519,100) (515,780) (518,400) -0.1%
Designated Fund Balance 574,513 572,661 572,661 576,035 576,035 0.6%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
JIMa
Budge!by Fund
6-23
Fund 220, Local Improvement District Debt Service Fund
The Local Improvement District (LID) Debt Service Fund accounts
for assessment collections and debt service payments for the LID's
located within the City. A LID is created to construct public
improvements deemed to benefit the property owners such as
sidewalks or sewer lines. The City sells bonds to finance these
projects. The benefited property owners are billed for their share
and given an extended period of time to repay their assessments
plus interest. As of January 1, 2003, there is no LID debt
outstanding; however, there are still outstanding assessments being
collected.
Table 6-22. Fund 220, L.I.D. Debt Service Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adl Bdgt Actual Budget 05/06
REVENUE:
LID Assessments& Interest 295,674 20,852 7,000 23,340 7,000 0.0%
Investment Interest 39,463 4,231 2,500 12,060 2,500 0.0%
TOTAL NEW REVENUE 335,137 25,083 9,500 35,400 9,500 0.0%
Use of Prior Yr Revenue 0 0 3,300 0 22,525 582.6%
TOTAL RESOURCES 335,137 25,083 12,800 35,400 32,025 150.2%
EXPENDITURES:
Operating Transfer-Out 465,000 10,300 9,300 9,300 0 -100.0%
Transfer Out Fund 316 267,600 0 0 0 0 N/A
Debt Service: Principal 0 0 0 0 0 N/A
Debt Service: Interest 0 0 0 0 0 N/A
Other Debt Sery Costs/Admn Fees 3,000 2,285 3,500 1,461 32,025 815.0%
TOTAL COMMITTED EXPENDITURES 735,600 12,585 12,800 10,761 32,025 150.2%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 735,600 12,585 12,800 10,761 32,025 150.2%
Fund Balance,January 1 431,153 30,690 43,188 43,188 67,826 57.1%
Total New Revenue 335,137 25,083 9,500 35,400 9,500 0.0%
Total Committed Expenditures (735,600) (12,585) (12,800) (10,761) (32,025) 150.2% t
Designated Fund Balance 30,690 43,188 39,888 67,826 45,301 13.6%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
i
v�
t
`f•
Bridget by Fond
6-24
Fund 301, Garage Capital Improvement Project Fund
err 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 Tax General Obligation Bonds were issued in
2001 for$6 million.
Table 6-23. Fund 301, Garage Capital Improvement Project Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Parking Garage Fees 832 0 0 0 0 N/A
Investment Interest 311,992 1,688 0 37,064 0 N/A
%R TOTAL NEW REVENUE 312,823 1,688 0 37,064 0 N/A
Use of Prior Yr Revenue 0 0 53,300 0 0 -100.0%-
TOTAL RESOURCES 312,823 1,688 53,300 37,064 0 -100.0%
EXPENDITURES:
Regular Salaries 33,118 0 0 0 0 N/A
Personnel Benefits 8,686 0 0 0 0 N/A
Capital Outlay 2,247,272 55,929 53,300 39,074 0 -100.0%
Other 392 182 0 0 0 N/A
Transfer Out Fund 502 0 175,000 0 0 0 N/A
aw Transfer Out Fund 007 0 138,700 0 0 0 N/A
Transfer Out Fund 317 0 1,500,000 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 2,289,468 1,869,811 53,300 39,074 0 -100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,289,468 1,869,811 53,300 39,074 0 -100.0%
' Fund Balance,January 1 4,017,759 2,041,115 172,992 172,992 170,982 -1.2%
19 Total New Revenue 312,823 1,688 0 37,064 0 N/A
Total Committed Expenditures (2,289,468) (1,869,811) (53,300) (39,074) 0 -100.0%
Designated Fund Balance 2,041,115 172,992 119,692 170,982 170,982 42.9%
Ila Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
to
fAw
i+
Budge!by Fund
6-25
Fund 303, Community Development Impact Mitigation Fund
Beginning in 1999, Fund 303 was created for the purpose of
identifying Community Development Impact Mitigation revenue
and expenditures. Previously, Transportation, Fire, and j
Community Development (Park) mitigation activities were
budgeted in Fund 105. The Designated Fund Balance is for
identified projects in the 2006-2011 CIP.
Table 6-24. Fund 303, Community Development Impact Mitigation Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
King County grant- Edlund 0 250,000 0 0 N/A
Community Dev. Mitigation Fees 476,603 245,054 250,000 301,236 250,000 0.0%
Investment Interest 14,240 5,981 5,000 15,883 5,000 0.0%
Transfer In Fund 316 0 14,000 0 0 N/A
TOTAL NEW REVENUE 490,843 515,035 255,000 317,119 255,000 0.0%
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 490,843 515,035 255,000 317,119 255,000 0.0%
EXPENDITURES:
Community Dev. Mitigation Proj 992,272 1,274,705 0 5,696 0 N/A
TOTAL COMMITTED EXPENDITURES 992,272 1,274,705 0 5,696 0 N/A
Increase to Reserves 0 0 255,000 0 255,000 0.0%
TOTAL EXPENDITURES 992,272 1,274,705 255,000 5,696 255,000 0.0%
Fund Balance,January 1 1,561,510 1,060,081 300,411 300,411 611,834 103.7%
Total New Revenue 490,843 515,035 255,000 317,119 255,000 0.0%
Total Committed Expenditures (992,272) (1,274,705) 0 (5,696) 0 N/A
Designated Fund Balance 1,060,081 300,411 555,411 611,834 866,834 56.1%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
fi
Budget by Fund
6-26
Fund 304, Fire Impact Mitigation Fund
rM Fund 304 was created for the purpose of identifying Fire Impact
Mitigation revenue and expenditures. Mitigation fees are charged to
new development near existing fire stations and developments located
farther out. Revenue is collected at the time a permit is issued. The
Designated Fund Balance is for identified projects in the 2006-2011
CIP. Bonds were issued in 2002 for the completion of Fire Station 12
completed in 2004.
Table 6-25. Fund 304, Fire Impact Mitigation Fund
' 2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Fire Mitigation Fees 371,680 659,446 275,000 362,362 500,000 81.8%
Bond Proceeds 0 0 0 0 0 N/A
Investment Interest 108,027 87,662 25,000 48,740 25,000 0.0%
Sales of fixed Assets 0 0 0 427,500 0 N/A
Transfer In Fund 316 0 93,000 0 0 N/A
TOTAL NEW REVENUE 479,707 840,108 300,000 838,602 525,000 75.0%
%9 Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 479,707 840,108 300,000 838,602 525,000 75.0%
EXPENDITURES:
Regular Salaries 56,854 7,800 0 0 0 N/A
Personnel Benefits 16,115 1,768 0 0 0 N/A
Supplies 364 0 0 0 0 N/A
Debt Service Costs 0 0 0 0 0 N/A
Fire Mitigation Projects 3,306,305 1,371,568 0 (836) 0 N/A
Transfer Out Fund 125 26,926 0 0 0 0 N/A
Transfer Out Fund 215 298,000 215,000 300,000 300,000 525,000 75.0%
TOTAL COMMITTED EXPENDITURES 3,704,564 1,596,136 300,000 299,164 525,000 75.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 3,704,564 1,596,136 300,000 299,164 525,000 75.0%
Fund Balance,January 1 4,723,060 1,498,203 742,174 742,174 1,281,612 72.7%
Total New Revenue 479,707 840,108 300,000 838,602 525,000 75.0%
'r► Total Committed Expenditures (3,704,564) (1,596,136) (300,000) (299,164) (525,000) 75.0%
Designated Fund Balance 1,498,203 742,174 742,174 1,281,612 1,281,612 72.7%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
ow
11r
k=
Budget by Fund
6-27
'rr
Fund 305, Transportation Impact Mitigation Fund
Fund 305 was created for the purpose of identifying
Transportation Impact Mitigation revenue and expenditures.
Mitigation fees are charged to new development projects within
Renton city limits using a vehicle trip rate that has been
established based on the number of vehicle trips generated
between 1990 and 2010 by new development. The Designated ,
Fund Balance is for city identified projects in the 2006-2011
Capital Improvement Program (CIP) and the 2006-2011
Transportation Capital Improvement Program (TCIP).
Table 6-26. Fund 305, Transportation Impact Mitigation Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Transportation Mitigation Fees 388,768 915,752 500,000 522,808 500,000 0.0%
Investment Interest 161,347 35,404 100,000 92,956 100,000 0.0%
Transfer In Fund 316 0 107,000 0 0 0 N/A
TOTAL NEW REVENUE 550,115 1,058,156 600,000 615,764 600,000 0.0%
Use of Prior Yr Revenue 0 0 713,400 0 1,384,800 94.1
TOTAL RESOURCES 550,115 1,058,156 1,313,400 615,764 1,984,800 51.1%
EXPENDITURES:
Transfer Out Fund 317 712,325 721,000 1,313,400 955,900 1,984,800 51.1%
TOTAL COMMITTED EXPENDITURES 712,325 721,000 1,313,400 955,900 1,984,800 51.1%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 712,325 721,000 1,313,400 955,900 1,984,800 51.1%
Fund Balance,January 1 4,021,396 3,859,186 4,196,343 4,196,343 3,856,207 -8.1%
Total New Revenue 550,115 1,058,156 600,000 615,764 600,000 0.0%
Total Committed Expenditures (712,325) (721,000) (1,313,400) (955,900) (1,984,800) 51.1
Designated Fund Balance 3,859,186 4,196,343 3,482,943 3,856,207 2,471,407 -29.0%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-28
s
Fund 306, Leased City Properties
Beginning in 1999, Fund 306 was created for the purpose of
identifying Leased City Properties revenue and expenditures.
Table 6-27. Fund 306, Leased City Properties
2003 2004 2005 2005 2006 Change
ow Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Investment Interest 0 6,099 0 12,936 0 N/A
4W Sale of General Fixed Assets 200 0 0 0 0 N/A
Parking Garage Fees 0 0 0 0 15,000 100.0%
Leases-200 Mill Ave 224,421 382,631 251,400 66,336 469,581 86.8%
Leases-Pavill ion Building 350,552 371,813 195,300 94,544 365,937 87.4%
Leases-New City Hall 0 0 0 11,150 54,384 100.0%
Transfer In Fund 101 0 300,000 0 0 0 N/A
TOTAL NEW REVENUE 575,173 1,060,542 446,700 184,966 904,902 102.6%
Use of Prior Yr Revenue 0 0 216,220 0 0 -100.0%
TOTAL RESOURCES 575,173 1,060,542 662,920 184,966 904,902 36.5%
EXPENDITURES:
Regular Salaries 50,854 55,883 62,700 62,376 67,000 6.9%
Overtime 24 26 0 263 0 N/A
Personnel Benefits 12,053 12,851 18,900 14,804 17,300 -8.5%
Property Management Services (3,350) 0 116,220 95,410 337,184 190.1%
Repairs and Maintenance 12,572 927 75,100 12,634 152,672 103.3%
Parking Garage- Repairs&Maintenance 0 0 0 0 70,000 100.0%
Upgrades/Improvements-200 Mill Ave 0 64,442 100,000 75,192 116,956 17.0%
Public Utility Services 0 0 0 0 920 100.0%
Capital Outlay-Chiller 0 182 0 0 0 N/A
t Interfund Loan Repayment 455,600 432,800 290,000 219,200 134,400 -53.7%
TOTAL COMMITTED EXPENDITURES 527,752 567,111 662,920 479,879 896,432 35.2%
Increase to Reserves 0 0 0 0 8,470 100.0%
TOTAL EXPENDITURES 527,752 567,111 662,920 479,879 904,902 36.5%
Fund Balance,January 1 110,823 158,244 651,675 651,675 356,762 -45.3%
Total New Revenue 575,173 1,060,542 446,700 184,966 904,902 102.6%
Total Committed Expenditures (527,752) (567,111) (662,920) (479,879) (896,432) 35.2%
Designated Fund Balance 158,244 651,675 435,455 356,762 365,232 -16.1%
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
IMS
Irs
%W
'y
gra
Budget by Fund
6-29
bw
Fund 307, Aquatics Center
Fund 307 was created to 2002 for the purpose of identifying
Aquatic Center revenue and expenditures during construction.
The Aquatic Center was completed in 2004. The Designated Fund
Balance is for identified projects in the 2006-2011 Capital
Improvement Program (CIP).
Table 6-28. Fund 307, Aquatics Center
2003 2004 2005 2005 2006 Change
Item Actual Actual Adl Bdgt Actual Budget 05/06
REVENUE:
Investment Interest 76,246 62,337 0 5,620 0 N/A
TOTAL NEW REVENUE 76,246 62,337 0 5,620 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 76,246 62,337 0 5,620 0 N/A
EXPENDITURES:
Capital Outlay 3,743,601 1,116,359 0 0 0 N/A
Transfer Out Fund 125 32,374 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 3,775,975 1,116,359 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 3,775,975 ,6,359 0 0 0 N/A
Fund Balance,January 1 4,931,142 1,231,412 177,390 177,390 183,010 3.2%
Total New Revenue 76,246 62,337 0 5,620 0 N/A
Total Committed Expenditures (3,775,975) (1,116,359) 0 0 0 N/A
Designated Fund Balance 1,231,412 177,390 177,390 183,010 183,010 3.2% ,
Undesignated Fund Balance, Dec 31 0 0 0 0 0 N/A
14
a
Budget by Fund
6-30
Illw
Fund 316, Municipal Facilities Capital Improvement Fund
This fund is used to fund facility improvements and renovations,
property acquisitions for parks and City space needs, parks
development and equipment, and major capital requirements.
I* Table 6-29. Fund 316, Municipal Facilities Capital Improvement Fund
2003 2004 2005 2005 2006 Change
rrr Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Real Estate Excise Tax 1,380,401 2,231,993 1,500,000 3,173,910 2,000,000 33.3%
Investment Interest 220,591 167,902 100,000 231,882 100,000 0.0%
Donations 0 32,201 0 78,202 0 N/A
Sale of General Fixed Assets 151,920 115,003 0 0 0 N/A
Sale of Plans&Specs/Parks 980 855 0 770 0 N/A
Misc. Revenue 0 45 120,000 0 0 -100.0%
Other Financing Sources 0 0 206,000 0 0 -100.0%
Interfund Loan Repayment 455,600 432,800 0 219,200 0 N/A
Transfer In fund 000 1,000,000 2,980,500 2,881,916 2,881,916 0 -100.0%
Transfer In fund 101 0 0 84,787 84,787 0 -100.0%
Transfer In fund 103 0 0 322,576 322,576 0 -100.0%
Transfer In fund 106 0 0 520,012 520,012 0 -100.0%
Transfer In fund 220 267,600 0 0 0 0 N/A
Transfer In fund 215 0 138,000 0 0 0 N/A
Transfer In fund 501 0 0 42,000 42,000 0 -100.0%
TOTAL NEW REVENUE 3,477,092 6,099,299 5,777,291 7,555,255 2,100,000 -63.7%
Use of Prior Yr Revenue 0 0 5,390,408 0 1,077,000 -80.0%
TOTAL RESOURCES 3,477,092 6,099,299 11,167,699 7,555,255 3,177,000 -71.6%
err EXPENDITURES:
Technology Plan/ComputerAcq 1,138,051 1,082,452 1,452,500 807,268 0 -100.0%
Copier Acquisitions-Other Rentals 112,166 102,683 106,000 126,988 0 -100.0%
Fire Department Defibrillators 0 0 132,000 121,064 0 -100.0%
Econonmic Development Capital Resv. 0 0 2,828,791 0 0 -100.0%
Econ Dev/Neighbrhds/Strat Ping Proj 140,729 20,723 216,200 74,731 200,000 -7.5%
Main&Grady Improvements 15,150 38,690 0 46,842 0 N/A
Municipal Facilities(incl Parks Proj) 1,295,349 665,123 2,767,008 1,471,122 1,245,000 -55.0%
Heather Downs 0 0 1,250,000 113,503 1,432,000 14.6%
Park Maintenance Facility 0 10,825 1,989,000 43,149 0 -100.0%
Cedar River Trail Extension 0 0 226,200 5,053 0 -100.0%
Pavillion Project 2,035,022 760,129 0 0 0 N/A
Regis Park Athletic Field Expansion 0 0 0 0 200,000 100.0%
Comm Svc Grant Matching Funds 0 0 200,000 0 100,000 -50.0%
Transfer Out 0 214,000 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 4,736,467 2,894,625 11,167,699 2,809,720 3,177,000 -71.6%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 4,736,467 2,894,625 11,167,699 2,809,720 3,177,000 -71.6%
Fund Balance,January 1 6,237,510 4,978,135 8,182,809 8,182,809 12,928,344 58.0%
Total New Revenue 3,477,092 6,099,299 5,777,291 7,555,255 2,100,000 -63.7%
Total Committed Expenditures (4,736,467) (2,894,625) (11,167,699) (2,809,720) (3,177,000) -71.6%
Fund Balance plus Reserves 4,978,135 8,182,809 2,792,401 12,928,344 11,851,344 324.4%
61 Reserve: Highland Redevelopment 0 0 1,500,000 0 1,500,000 0.0%
Reserve: Park Maintence Facility 0 0 2,000,000 0 4,200,000 110.0%
Reserve: Cedar River Trail Extension 0 0 0 0 293,000 100.0%
Fund Balance, Dec 31 4,978,135 8,182,809 (707,599) 12,928,344 5,858,344 -927.9%
Budget by Fund
6-31
Fund 317, Transportation Capital Improvement Fund
This fund supports City of Renton transportation projects and
projects linked with various State and Federal Funding programs.
Many of the projects are dependent on acquisition of outside
grants, formation of LID's and mitigation revenue. Investment
earnings generated on the fund balance throughout the year are
credited to the General Fund.
Table 6-30. Fund 317, Transportation Capital Improvement Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Per Capita Business License Fees 1,631,474 1,637,081 1,600,000 1,586,363 1,600,000 0.0%
Transportation Grants 2,175,881 930,096 1,920,500 478,384 6,425,200 234.6%
SW 27th St/Strander Bond Proceeds 0 0 0 0 2,978,400 100.0%
Local Vehicle License Fee/Transp 11,683 0 0 0 0 N/A
King County Mitigation 0 2,216,000 0 0 0 N/A
Charges for Svcs/Plan Sales, Misc 1,126 214 0 3,755 0 N/A
King County Reimbursement/Duvall Ave 0 169,677 1,311,300 289,559 3,169,200 141.7%
Miscellaneous Revenue 0 0 0 450,000 0 N/A
Transfer In Fund 000 575,000 0 0 0 0 N/A
Transfer In Fund 102 353,500 353,500 353,500 353,500 440,000 24.5%
Transfer In Fund 220 425,000 0 0 0 0 N/A
Transfer In Fund 301 0 1,500,000 0 0 0 N/A
Transfer In Fund 305 533,300 721,000 1,313,400 955,900 1,984,800 51.1%
TOTAL NEW REVENUE 5,706,965 7,527,568 6,498,700 4,117,461 16,597,600 155.4%
Use of Prior Yr Revenue 0 0 7,087,937 0 1,686,100 -76.2%
TOTAL RESOURCES 5,706,965 7,527,568 13,586,637 4,117,461 18,283,700 34.6%
EXPENDITURES:
TBZ Planning Studies 0 0 0 0 0 N/A
Professional Services 125,495 99,885 115,000 84,635 115,000 0.0%
Transportation Projects 4,136,863 5,177,125 13,471,637 7,200,487 18,108,700 34.4%
Transfer Out Fund 125 0 3,278 0 15,669 60,000 100.0%
TOTAL COMMITTED EXPENDITURES 4,262,358 5,280,288 13,586,637 7,300,791 18,283,700 34.6%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 4,262,358 5,280,288 13,586,637 7,300,791 18,283,700 34.6%
Fund Balance,January 1 6,847,290 8,291,896 10,539,176 10,539,176 7,355,846 -30.2%
Total New Revenue 5,706,965 7,527,568 6,498,700 4,117,461 16,597,600 155.4%
Total Committed Expenditures (4,262,358) (5,280,288) (13,586,637) (7,300,791) (18,283,700) 34.6%
Fund Balance plus Reserves 8,291,896 10,539,176 3,451,239 7,355,846 5,669,746 64.3%
Reserve: KC Mitigation/Strander Blvd 0 0 500,000 500,000 500,000 0.0%
Fund Balance, Dec 31 8,291,896 10,539,176 2,951,239 6,855,846 5,169,746 75.2%
j
Budget by Fund
6-32
am
Fund 401, Waterworks Utility Fund
Utility charges and fees provide revenue for the operation and maintenance
1' of the water, wastewater and surface water utilities, and Public Works Trust
Fund Loan payments. Fund 451 (table 6-44)was established for revenue
bond debt service payments and bond reserves. A portion of utility fees
collected are allocated to Fund 451 in order to make revenue bond debt
payments. In 2006,Fund 401 splits into four separate funds: 405 Water,406
Wastewater,407 Surface water, and 416 King County Metro.
to
Table 6-31. Fund 401, Waterworks Utility Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
ow REVENUE:
Water Collections 6,401,984 6,938,951 6,844,600 6,587,074 -100.0%
Wastewater(City) 2,663,528 3,109,350 3,390,400 3,302,114 -100.0%
Metro Revenue 7,678,319 7,707,187 8,553,600 8,429,550 -100.0%
Surface Water Fees&Charges 2,442,811 2,709,055 2,439,200 2,374,403 -100.0%
Other Utility Fees&Charges 257,097 371,629 301,400 424,569 -100.0%
Interfund Revenue 873,315 690,241 721,600 702,612 -100.0%
Investment Interest 69,056 56,681 40,000 222,596 -100.0%
Other Misc Revenue 233,016 223,173 173,400 703,400 -100.0%
Water Installation 285,210 259,625 250,000 261,653 -100.0%
1W Operating Transfer In 40,000 10,300 9,900 9,300 -100.0%
TOTAL NEW REVENUE 20,944,336 22,076,192 22,724,100 23,017,271 -100.0%
Use of Prior Yr Revenue 0 0 4,588,050 0 -100.0%
TOTAL RESOURCES 20,944,336 22,076,192 27,312,150 23,017,271 -100.0%
EXPENDITURES:
Regular Salaries 2,783,815 2,751,007 3,129,300 2,971,624 -100.0%
Part Time Salaries 53,828 40,341 84,900 56,245 -100.0%
Overtime 105,278 86,754 111,000 88,891 -100.0%
Personnel Benefits 767,611 771,205 1,007,400 877,833 -100.0%
Supplies/Inventory 682,597 640,104 739,700 611,411 -100.0%
Professional Services 106,194 104,735 251,700 78,468 -100.0%
Postage/Telephone/Other 10,297 11,454 23,700 10,575 -100.0%
Travel/Training 16,356 15,544 29,500 17,210 -100.0%
Other Rentals 14,116 16,381 11,000 11,839 -100.0%
Equipment Rental 455,500 367,073 508,200 506,627 -100.0%
Insurance 83,700 83,700 87,900 87,900 -100.0%
Public Utility Services 541,770 622,742 647,500 636,422 -100.0%
qr King County Wastewater Treatment Chrg 7,113,451 7,820,724 8,526,000 8,447,740 -100.0%
Repairs&Maintenance 191,149 228,933 200,500 223,922 -100.0%
Miscellaneous 39,557 43,593 63,400 44,802 -100.0%
State Tax 571,812 594,911 642,900 414,765 -100.0%
Interfund Taxes 1,352,414 1,275,372 1,456,600 1,445,483 -100.0%
Equity Transfers to 421 1,799,997 1,731,000 6,639,850 6,639,850 -100.0%
Capital Outlay 659 0 25,200 4,803 -100.0%
Debt Service: Principal 642,689 693,445 722,200 631,643 -100.0%
Debt Service: Interest 93,320 86,828 107,700 89,135 -100.0%
Interfund Payments 2,344,739 2,187,357 2,296,000 2,268,712 -100.0%
TOTAL COMMITTED EXPENDITURES 19,770,848 20,173,202 27,312,150 26,165,900 -100.0%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 19,770,848 20,173,202 27,312,150 26,165,900 -100.0%
Fund Balance,January 1 3,791,662 4,965,150 6,868,140 6,868,140 -100.0%
Total New Revenue 20,944,336 22,076,192 22,724,100 23,017,271 -100.0%
Total Committed Expenditures (19,770,848) (20,173,202) (27,312,150) (26,165,900) -100.0%
Fund Balance Plus Reserves 4,965,150 6,868,140 2,280,090 3,719,511 -100.0%
8%Operating Reserves 1,224,849 1,263,332 1,419,432 1,355,602 -100.0%
Fund Balance, December 31 3,740,301 5,604,808 860,658 2,363,909 -100.0%
Budget by Fund
6-33
Fund 402, Airport Fund
The Airport Fund supports administration, operation, improvement,
and maintenance of the Renton Municipal Airport. The Airport is a
section of the Planning/Building/Public Works Transportation
Systems.
Table 6-32. Fund 402, Airport Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
AIP Project 12,820 0 190,000 0 190,000 0.0%
FAA Grants 44,232 119,820 0 34,047 0 N/A
Airside/Landslide Improvement Grant 0 0 622,000 0 622,000 0.0%
Charges for Services 5,547 6,657 5,100 8,314 5,100 0.0%
Investment Interest 111,420 22,980 50,000 50,291 50,000 0.0%
Airport Leases 715,929 816,824 819,100 797,969 904,717 10.5%
Runway 15 Safety Improvement 2,254,622 352,145 0 242,908 150,000 100.0%
Other Miscellaneous Revenue 52,730 2,175 0 2,723 0 N/A
TOTAL NEW REVENUE 3,197,300 1,320,600 1,686,200 1,136,252 1,921,817 14.0%
Use of Prior Yr Revenue 0 0 447,400 0 494,983 10.6%
TOTAL RESOURCES 3,197,300 1,320,600 2,133,600 1,136,252 2,416,800 13.3%
EXPENDITURES:
Regular Salaries 184,264 168,887 297,000 261,244 290,200 -2.3%
Part Time Salaries 76,690 84,539 39,700 45,029 43,190 8.8%
Overtime 17,128 23,289 10,700 33,815 19,100 78.5%
Personnel Benefits 72,918 74,777 109,400 84,747 105,310 -3.7%
Supplies 42,956 66,516 41,300 51,562 41,300 0.0%
Professional Services 34,311 25,685 75,200 70,458 71,800 -4.5%
Postage/Telephone/Other 5,217 3,903 4,300 2,099 4,300 0.0%
Travel/Training 994 3,446 1,700 1,440 1,700 0.0%
Other Rentals 10,943 10,062 29,600 10,805 32,300 9.1%
Equipment Rental 24,200 24,000 26,400 26,400 26,400 0.0%
Insurance 24,100 24,100 51,000 25,300 51,000 0.0%
Public Utility Service^ 70,848 74,191 78,800 91,202 85,300 8.2%
Repairs& Maintenance 37,170 38,531 71,000 iz,829 71,000 0.0%
Miscellaneous 3,544 4,028 500 3,458 500 0.0%
Interfund Payments 48,237 56,445 48,400 64,683 48,400 0.0%
Capital Outlay 0 0 0 0 30,000 100.0%
SUBTOTAL OPERATING BUDGET 653,520 682,397 885,000 845,071 921,800 4.2%
Airport Capital Improvements 3,382,295 639,247 1,248,600 178,264 1,495,000 19.7%
TOTAL COMMITTED EXPENDITURES 4,035,815 1,321,645 2,133,600 1,023,335 2,416,800 13.3%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 4,035,815 1,321,645 2,133,600 1,023,335 2,416,800 13.3%
Fund Balance,January 1 3,183,141 2,344,625 2,343,581 2,343,581 2,456,498 4.8%
Total New Revenue 3,197,300 1,320,600 1,686,200 1,136,252 1,921,817 14.0%
Total Committed Expenditures (4,035,815) (1,321,645) (2,133,600) (1,023,335) (2,416,800) 13.3%
Fund Balance Plus Reserves 2,344,625 2,343,581 1,896,181 2,456,498 1,961,515 3.4%
8%Operating Reserves 52,282 54,592 70,800 67,606 73,744 4.2%
Capital Reserves 2,292,343 2,288,989 1,825,381 2,388,892 1,887,771 3.4%
Fund Balance Dec 31 0 0 0 0 0 N/A
Budge!by Fund
6-34
to
Fund 403, Solid Waste Utility Fund
r The Solid Waste Utility Fund accounts for contracted garbage
collection services to 14,966 customers. There are two sections of the
Planning/Building/Public Works Department supported by this fund:
Solid Waste Utility Systems (403/18), and Solid Waste Maintenance
(403/19).
Table 6-33. Find 403, Solid Waste Utility Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Solid Waste Fees 8,457,348 8,777,760 8,777,800 9,146,522 8,872,729 1.1%
Interfund Revenues 6,345 6,232 3,200 3,635 3,200 0.0%
Investment Interest 17,906 7,599 4,900 33,247 4,900 0.0%
Franchise Fees 72,286 68,047 68,000 73,977 68,000 0.0%
DOE Grants 10,085 20,091 73,000 6,365 33,000 -54.8%
King County Grant Programs 75,079 83,266 213,900 68,423 105,600 -50.6%
Local Hazardous Wste Mgt Grant 12,900 20,958 22,000 22,616 17,000 -22.7%
TOTAL NEW REVENUE 8,651,949 8,983,953 9,162,800 9,354,785 9,104,429 -0.6%
Use of Prior Yr Revenue 0 0 449,200 0 405,819 -9.7%
TOTAL RESOURCES 8,651,949 8,983,953 9,612,000 9,354,785 9,510,248 -1.1%
EXPENDITURES:
Regular Salaries 124,305 120,283 135,600 130,831 255,900 88.7%
it Part Time Salaries 25,599 21,839 27,300 23,138 31,958 17.1%
Overtime 0 0 0 770 300 100.0%
Personnel Benefits 33,069 32,332 40,500 40,568 87,520 116.1%
1W Supplies 5,064 5,828 9,800 1,412 13,250 35.2%
Garbage Contractor 6,729,860 6,943,919 6,997,200 7,273,228 7,207,116 3.0%
Clean Sweep Program 0 0 400,000 167,020 0 -100.0%
Professional Services 0 12,179 14,700 6,863 14,700 0.0%
Solid Waste Programs 73,268 42,336 233,900 76,837 161,080 -31.1%
Postage/Telephone/Other 65 66 1,100 74 27,485 2398.6%
Travel/Training 184 352 1,300 313 3,250 150.0%
iW Equipment Rental 11,100 10,600 12,100 12,100 12,100 0.0%
Public Util Sv/Dump Fees 3,246 4,691 6,800 2,869 6,800 0.0%
Repairs&Maintenance 0 0 600 0 5,250 775.0%
`I Miscellaneous 2,490 1,694 7,600 1,394 7,225 -4.9%
K Co Hazardous Materials Assmt 179,259 179,259 236,800 179,259 351,200 48.3%
State Excise Tax 119,016 125,999 170,200 119,562 175,306 3.0%
it State Refuse Collection Tax 285,638 302,431 368,400 339,005 379,452 3.0%
Interfund Taxes 504,035 481,091 598,200 549,855 616,146 3.0%
Interfund Payments 279,874 287,031 349,900 356,642 154,210 -55.9%
bw TOTAL COMMITTED EXPENDITURES 8,376,072 8,571,929 9,612,000 9,281,740 9,510,248 -1.1%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 8,376,072 8,571,929 9,612,000 9,281,740 9,510,248 -1.1%
Fund Balance,January 1 610,034 885,911 1,297,935 1,297,935 1,370,980 5.6%
Total New Revenue 8,651,949 8,983,953 9,162,800 9,354,785 9,104,429 -0.6%
Total Committed Expenditures (8,376,072) (8,571,929) (9,612,000) (9,281,740) (9,510,248) -1.1%
Fund Balance Plus Reserves 885,911 1,297,935 848,735 1,370,980 965,161 13.7%
8%Operating Reserves 670,086 685,754 768,960 742,539 184,251 -76.0%
Designated Fund Balance 215,825 612,181 79,775 628,441 780,911 878.9%
Fund Balance, Dec 31 0 0 0 0 0 N/A
Badges bn
y Fund
6-35
1
Fund 404, Municipal Golf Course System Fund
Ordinance 3884, approved in January 1985, created the Golf
Course Fund(table 6-34) and authorized issuance of$3,965,000
Council-voted General Obligation Bonds to acquire, improve, and
develop the facility. The golf course is an 18-hole golf complex
operated and maintained by the City through the Parks Division of
the Community Services Department. In 1994, $5 million in
revenue bonds were issued to construct a driving range and new
clubhouse, including pro shop, restaurant, and meeting rooms.
The major source of support is user fees, including a green fee of
$2.00 per round of golf, reserved for capital improvements. In
1997 and beyond,the green fees will be used for payment of the
annual debt service on the revenue bonds. In 1998, the operating
reserve was recalculated to reflect debt service payments that are
held in reserve on the balance sheet. See the Community Services
operating budget section for more information.
i
i
i
Budget by Fund
6-36
Table 6-34. Fund 404, Municipal Go1f'Course System Fund
r 2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Golf Course Green Fees 1,168,615 1,152,490 1,254,600 1,111,195 1,305,280 4.0%
Driving Range Fees 365,791 343,743 366,600 335,317 366,600 0.0%
Other Charges for Services 231,151 257,363 229,000 275,364 270,000 17.9%
WA Investment Interest 36,436 10,699 15,000 29,894 15,000 0.0%
Concessions: Restaurant/Rtls/Pro Shop 406,206 423,362 454,000 444,497 463,000 2.0%
Miscellaneous Revenue 14,542 2,135 2,000 7,208 2,000 0.0%
Other Financing Sources 0 0 0 0 0 N/A
TOTAL NEW REVENUE 2,222,739 2,189,791 2,321,200 2,203,475 2,421,880 4.3%
Use of Prior Year Revenue 0 0 160,000 0 0 -100.0%
TOTAL RESOURCES 2,222,739 2,189,791 2,481,200 2,203,475 2,421,880 -2.4%
EXPENDITURES:
Regular Salaries 475,896 418,647 519,700 534,530 570,300 9.7%
Part Time Salaries 250,861 275,183 266,200 244,920 274,180 3.0%
Overtime 2,960 3,870 9,800 2,099 3,560 -63.7%
Personnel Benefits 201,401 205,197 241,900 236,196 275,940 14.1%
Supplies 264,898 264,975 274,700 291,806 287,200 4.6%
Postage/Telephone/Other 4,617 5,239 6,000 5,566 6,000 0.0%
Travel/Training 5,815 5,667 6,700 5,144 5,700 -14.9%
Advertising 5,008 5,710 3,600 8,700 3,600 0.0%
s Other Rentals 6,194 8,069 5,700 8,026 5,700 0.0%
Insurance 8,500 8,500 8,500 8,500 8,500 0.0%
Public Utility Services 42,293 21,759 42,700 40,674 44,000 3.0%
Repairs& Maintenance 79,555 53,981 69,500 59,728 71,200 2.4%
Miscellaneous 22,096 19,958 23,700 23,690 22,800 -3.8%
Capital Outlay 94,590 98,749 100,000 87,387 100,000 0.0%
Debt Service. "rincir3l 257,923 274,271 285,200 287,357 285,700 0.2%
Debt Service: Interest 203,530 193,540 181,200 184,030 181,400 0.1%
Transfer Out Fund 424 150,000 270,000 310,000 310,000 150,000 -51.6%
Interfund Payments 118,800 122,400 126,100 126,100 126,100 0.0%
TOTAL COMMITTED EXPENDITURES 2,194,938 2,255,714 2,481,200 2,464,453 2,421,880 -2.4%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,194,938 2,255,714 2,481,200 2,464,453 2,421,880 -2.4%
Fund Balance,January 1 1,334,226 1,362,027 1,296,105 1,296,105 1,035,127 -20.1%
Total New Revenue 2,222,739 2,189,791 2,321,200 2,203,475 2,421,880 4.3%
>� Total Committed Expenditures (2,194,938) (2,255,714) (2,481,200) (2,464,453) (2,421,880) -2.4%
Fund Balance Plus Reserves 1,362,027 1,296,105 1,136,105 1,035,127 1,035,127 -8.9%
8%Operating Reserves 138,679 143,032 161,184 159,445 156,382 -3.0%
1W Bond Reserve 441,358 441,358 441,358 441,358 441,358 0.0%
Undesignated Fund Balance, Dec 31 781,990 711,714 533,563 434,323 437,386 -18.0%
iW
IWu
Budget by Fund
6-37
err
Fund 405,Water Utility Operation Fund
This fund was created in 2006 for the purpose of identifying water
utility revenue and expenses. Utility charges and fees provide
revenue for the operation and maintenance of the water utility and
Public Works Trust Fund Loan payments. Fund 451 (table 6-44)
was established for revenue bond debt service payments and bond
reserves. A portion of water fees is allocated to Fund 451 in order
to make revenue bond debt payments. Previously water,
wastewater and surface water utilities were reported in Fund 401
(table 6-31).
l �
t
Budget by Fund
6-38
IN
Table 6-35. Fund 405, Water Utility Operation Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Water Collections 7,164,939 100.0%
Water Insp/Approval fees 56,000 100.0%
Other Utility Fees&Charges 400 100.0%
Interfund Revenue 203,000 100.0%
Investment Interest 55,753 100.0%
Rents/Long Term 86,700 100.0%
Other Misc Revenue
1o
,000 100. %0
Water Installation 220,000 100.0%
Operating Transfer In 0 N/A
TOTAL NEW REVENUE 7,787,792 100.0%
Use of Prior Yr Revenue 571,736 100.0%
TOTAL RESOURCES 8,359,528 100.0%
EXPENDITURES:
Regular Salaries 1,888,110 100.0%
Part Time Salaries 40,608 100.0%
Overtime 60,600 100.0%
Personnel Benefits 643,034 100.0%
Supplies/Inventory 500,450 100.0%
Professional Services 95,525 100.0%
Postage/Telephone/Other 36,525 100.0%
Travel/Training 19,950 100.0%
Other Rentals 4,100 100.0%
Equipment Rental 222,100 100.0%
Insurance 43,900 100.0%
Purchased Water 315,000 100.0%
Ud Routine Water Quality Testing 31,100 100.0%
Repairs& Maintenance 137,450 100.0%
Printing& Binding 17,000 100.0%
DOH Permit fees 15,000 100.0%
Electricity/Pumping 470,000 100.0%
Miscellaneous 47,525 100.0%
State Tax 456,500 100.0%
Interfund Taxes 544,500 100.0%
Equity Transfers to 425 1,233,000 100.0%
Capital Outlay 122,400 100.0%
Debt Service: Principal 364,545 100.0%
Debt Service: Interest 51,981 100.0%
Interfund Payments 998,625 100.0%
TOTAL COMMITTED EXPENDITURES 8,359,528 100.0%
Increase to Reserves 0 N/A
TOTAL EXPENDITURES 8,359,528 100.0%
Fund Balance,January 1 515,657 100.0%
Total New Rt-anue 7,787,792 100.0%
Total Committed Expenditures (8,359,528) 100.0%
Fund Balance Plus Reserves (56,079) 100.0%
8%Operating Reserves 0 N/A
Fund Balance, December 31 (56,079) 100.0%
ow
Budget by Fund
6-39
it
Fund 406,Wastewater Utility Operation Fund
This fund was created in 2006 for the purpose of identifying the
City's portion of wastewater utility revenue and expenses. Utility
charges and fees provide revenue for the operation and
maintenance of the wastewater utility and Public Works Trust
Fund Loan payments. Fund 451 (table 6-44) was established for
revenue bond debt service payments and bond reserves. A portion
of wastewater fees is allocated to Fund 451 in order to make
revenue bond debt payments. Previously water,wastewater and
surface water utilities were reported in Fund 401 (table 6-31).
Budget by Fund
6-40
f:
1
Table 6-36. Fund 406, Wastewater Utility Operation Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Sewer Permits 35,000 100.0%
Sewer Collections 3,583,100 100.0%
Sewer Insp/Approval Fees 75,000 100.0%
Interfund Revenue 145,600 100.0%
Investment Interest 6,188 100.0%
Other Misc Revenue 1,800 100.0%
TOTAL NEW REVENUE 3,846,688 100.0%
Use of Prior Yr Revenue 84,074 100.0%
TOTAL RESOURCES 3,930,762 100.0%
EXPENDITURES:
Regular Salaries 659,000 100.0%
Part Time Salaries 15,268 100.0%
Overtime 28,000 100.0%
Personnel Benefits 213,980 100.0%
Supplies/Inventory 50,550 100.0%
Professional Services 76,425 100.0%
Postage/Telephone/Other 38,025 100.0%
Travel/Training 7,150 100.0%
Other Rentals 1,000 100.0%
Equipment Rental 191,200 100.0%
Insurance 18,500 100.0%
King County Wastewater Treatment Chrg 44,700 100.0%
Repairs&Maintenance 37,550 100.0%
Other Services&Charges 6,125 100.0%
State Tax 169,856 100.0%
Interfund Taxes 769,108 100.0%
Equity Transfers to 426 553,000 100.0%
Capital Outlay 3,600 100.0%
Debt Service: Principal 466,700 100.0%
Debt Service: Interest 57,700 100.0%
Interfund Payments 523,325 100.0%
TOTAL COMMITTED EXPENDITURES 3,930,762 100.0%
Increase to Reserves 0 N/A
TOTAL EXPENDITURES 3,930,762 100.0%
Fund Balance,January 1 2,045,852 100.0%
Total New Revenue 3,846,688 100.0%
Total Committed Expenditures (3,930,762) 100.0%
Fund Balance Plus Reserves 1,961,778 100.0%
8%Operating Reserves 153,152 100.0%
Fund Balance, December 31 1,808,626 100.0%
Budget by Fund
641
Fund 407, Surface Water Utility Operation Fund
This fund was created in 2006 for the purpose of identifying
surface water utility revenue and expenses. Utility charges and
fees provide revenue for the operation and maintenance of the
surface water utility and Public Works Trust Fund Loan payments.
Fund 451 (table 6-44)was established for revenue bond debt ,
service payments and bond reserves. A portion of surface water
fees is allocated to Fund 451 in order to make revenue bond debt
payments. Previously water,wastewater and surface water
utilities were reported in Fund 401 (table 6-31).
II
Budget by Fund
6-42
av
Table 6-37. Fund 407, Surface Water Utility Operation Fund
IN 2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Surface Water Permits 26,000 100.0%
Storm Drainage Fees&Charges 2,540,281 100.0%
Storm Water Insp Fees 185,000 100.0%
Other Utility Fees&Charges 287,000 100.0%
Interfund Revenue 34,000 100.0%
Investment Interest 15,959 100.0%
W Other Misc Revenue 1,000 100.0%
TOTAL NEW REVENUE 3,089,240 100.0%
Use of Prior Yr Revenue 152,711 100.0%
TOTAL RESOURCES 3,241,951 100.0%
EXPENDITURES:
Regular Salaries 827,700 100.0%
Part Time Salaries 27,738 100.0%
Overtime 25,700 100.0%
Personnel Benefits 244,710 100.0%
Supplies/InventorA 59,250 100.0%
Professional Services 103,270 100.0%
Postage/Telephone/Other 18,565 100.0%
Travel/Training 8,950 100.0%
Other Rentals 1,600 100.0%
Equipment Rental 90,700 100.0%
Insurance 25,500 100.0%
Repairs& Maintenance 20,850 100.0%
Legal/Recording fees/Permits 1,700 100.0%
Electricity 4,600 100.0%
Dump Fees 23,200 100.0%
Miscellaneous 31,125 100.0%
State Tax 43,700 100.0%
Interfund Taxes 174,953 100.0%
Equity Transfers to 427 952,000 100.0%
Capital Outlay 5,100 100.0%
Debt Service: Principal 42,600 100.0%
Debt Service: Interest 4,300 100.0%
' Interfund Payments 504,140 100.0%
TOTAL COMMITTED EXPENDITURES 3,241,951 100.0%
Increase to Reserves 0 N/A
TOTAL EXPENDITURES 3,241,951 100.0%
Fund Balance,January 1 1,558,857 100.0%
Total New Revenue 3,089,240 100.0%
Total Committed Expenditures (3,241,951) 100.0%
Fund Balance Plus Reserves 1,406,146 100.0%
8%Operating Reserves 161,952 100.0%
Fund Balance, December 31 1,244,194 100.0%
Budget by Fund
6-43
k M1a
Fund 416, King County Metro Fund '
This fund was created in 2006 for the purpose of identifying King
County Metro's portion of the wastewater revenue and expenses. '
King County provides wholesale wastewater treatment services to
the City of Renton. King County charges the local agencies and
the local agencies bill their customers to recover the County ,
charge. Previously, water, wastewater and surface water utilities
were reported in Fund 401 (table 6-31).
Table 6-38. Fund 416, King County Metro Fund ,
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Metro Revenue 8,418,000 100.0%
Investment Interest 0 N/A
TOTAL NEW REVENUE 8,418,000 100.0%
Use of Prior Yr Revenue 0 N/A
TOTAL RESOURCES 8,418,000 100.0% '
EXPENDITURES:
Public Utility Services 8,418,000 100.0%
TOTAL COMMITTED EXPENDITURES 8,418,000 100.0% '
Increase to Reserves 0 N/A
TOTAL EXPENDITURES 8,418,000 100.0%
Fund Balance,January 1 (400,854) 0.0% '
Total New Revenue 8,418,000 100.0%
Total Committed Expenditures (8,418,000) 0.0%
Fund Balance Plus Reserves (400,854) 0.0%
Bond Reserve (400,854) 0.0%
Fund Balance, Dec 31 0 N/A
Budget by Fund
6-44
err
Fund 421, Waterworks Utility Construction Fund
I` This fund supports Water, Sewer and Surface Water Utility
Improvement projects. In 2002 the City issued bonds in the amount
of$10 milllion to finance the Capital Improvement Program (CIP).
Utility collection fees, Special Assessment fees, and connection
charges also fund CIP Projects. For more detailed informaton, see
the separately published City ofRenton 2006-2011 CIP document.
In 2006, fund 421 was split into three separate funds: 425 Water
E-
Utility, 426 Wastewater Utility, and 427 Stormwater Utility.
Table 6-39. Fund 421, Waterworks Utility Construction Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adl Bdgt Actual Budget 05/06
REVENUE:
FEMA Springbrook floodplan 0 14,647 15,000 8,818 -100.0%
Charges for Services 8,207 3,268 5,000 2,703 -100.0%
Investment Interest 86,054 (6,175) 50,000 46,877 -100.0%
Revenue Bond Proceeds 0 0 0 0 N/A
Reimb Army Corp of Eng/Cdr Riv Dred 26,937 0 0 0 N/A
Special Assessment District 269,853 347,758 215,000 289,280 -100.0%
Connection Charges 1,193,491 2,175,582 1,309,000 1,515,253 -100.0%
PWTF Loans:
Mplwd Water Quaility Improvement 0 1,030,000 4,120,000 3,862,500 -100.0%
Mplwd Water Rights Compliance 0 141,958 142,000 0 -100.0%
DCD/CNST CT Pipeline for Wells 0 292,347 0 0 N/A
Transfer In Fund 103 0 0 0 0 N/A
Transfer In Fund 401 0 7,417,649 6,639,850 6,639,850 -100.0%
bill Equity Transfer In 1,799,997 1,731,000 3,095,283 2,369,687 -100.0%
Interfund Reimbursements 0 0 0 0 N/A
Other Financing Sources 134,605 0 13,000 57,493 -100.0%
TOTAL NEW REVENUE 3,519,144 13,148,034 15,604,133 14,792,461 -100.0%
Use of Prior Yr Revenue 0 0 905,267 0 -100.0%
TOTAL RESOURCES 3,519,144 13,148,034 16,509,400 14,792,461 -100.0%
EXPENDITURES:
Capital Improvement Program:
Wastewater 2,285,567 1,790,018 6,180,000 3,081,350 -100.0%
Water 3,807,319 7,944,200 7,429,400 5,400,272 -100.0%
Surface Water 2,299,119 3,674,452 2,900,000 1,262,040 -100.0%
' Transfer Out 0 0 0 0 N/A
Total Capital Improvements 8,392,005 13,408,670 16,509,400 9,743,662 -100.0%
Debt Issuance Costs 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURE 8,392,005 13,408,670 16,509,400 9,743,662 -100.0%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 8,392,005 13,408,670 16,509,400 9,743,662 -100.0%
' Fund Balance,January 1 6,038,764 1,165,903 905,267 905,267 -100.0%
Total New Revenue 3,519,144 13,148,034 15,604,133 14,792,461 -100.0%
Total Committed Expenditures (8,392,005) (13,408,670) (16,509,400) (9,743,662) -100.0%
Fund Balance, Dec 31 1,165,903 905,267 (0) 5,954,066 -100.0%
Budge!by Fund
6-45
Fund 424, Municipal Golf Course System Capital
Improvement Fund
This fund was established in 1996 to account for the major capital ,
improvements at the Maplewood Golf Course separately from the
operating fund. Funding for capital improvements is through a
green fee of$2.00 per round of golf. '
Table 6-40. Fund 424, Municipal Golf Course System Capital Improvement Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Investment Interest 2,516 3,422 4,000 7,926 4,000 0.0%
Other Misc Revenue 3,850 157 0 0 0 N/A
Residual Equity Transfer-In 150,000 270,000 310,000 310,000 150,000 -51.6% ,
TOTAL NEW REVENUE 156,366 273,579 314,000 317,926 154,000 -51.0%
Use of Prior Yr Revenue 0 0 346,800 0 96,000 -72.3%
TOTAL RESOURCES 156,366 273,579 660,800 317,926 250,000 -62.2% '
EXPENDITURES:
Golf Course Capital Improvements 3,590 320,233 660,800 379,186 250,000 -62.2%
TOTAL COMMITTED EXPENDITURES 3,590 320,233 660,800 379,186 250,000 -62.2% '
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 3,590 320,233 660,800 379,186 250,000 -62.2%
Fund Balance,January 1 251,003 403,778 357,124 357,124 295,864 -17.2% '
Total New Revenue 156,366 273,579 314,000 317,926 154,000 -51.0%
Total Committed Expenditures (3,590) (320,233) (660,800) (379,186) (250,000) -62.2%
Designated Fund Balance 403,778 357,124 10,324 295,864 199,864 1835.9%
Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund '
6-46
Wrr
Fund 425,Water Utility Construction Fund
This fund was created in 2006 to support water utility improvement
projects. In 2002 the City issued bonds in the amount of$10
milllion to finance the Capital Improvement Program (CIP). Utility
be collection fees, special assessment fees, and connection charges also
fund CIP projects. For more detailed informaton, see the separately
published City of Renton 2006-2011 CIP document. Previously
water, wastewater and surfacewater capital improvement projects
were reported in Fund 421 (table 6-39).
Table 6-41. Fund 425, Water Utility Construction Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Charges for Services 5,000 100.0%
Investment Interest 22,317 100.0%
Revenue Bond Proceeds 5,028,683 100.0%
Special Assessment District 30,000 100.0%
Connection Charges 396,000 100.0%
Transfer In Fund 401 1,233,000 100.0%
Other Financing Sources 0 N/A
TOTAL NEW REVENUE 6,715,000 100.0%
Use of Prior Yr Revenue 0 N/A
TOTAL RESOURCES 6,715,000 100.0%
EXPENDITURES:
i
Capital Improvement Projects 6,715,000 100.0%
Total Capital Improvements 6,715,000 100.0%
Debt Issuance Costs 0 N/A
TOTAL COMMITTED EXPENDITURES 6,715,000 100.0%
Increase to Reserves 0 N/A
TOTAL EXPENDITURES 6,715,000 100.0%
Fund Balance,January 1 4,725,858 100.0%
to Total New Revenue 6,715,000 100.0%
Total Committed Expenditures (6,715,000) 0.0%
Fund Balance, Dec 31 4,725,858 100.0%
L
I
L
L
Bud,et ht'Fund
6-47
I
Fund 426,Wastewater Utility Construction Fund
This fund was created in 2006 to support wastewater utility
improvement projects. In 2002 the City issued bonds in the ,
amount of$10 milllion to finance the Capital Improvement
Program (CIP). Utility collection fees, special assessment fees,
and connection charges also fund CIP Projects. For more detailed ,
infortnaton, see the separately published City of Renton 2006-
2011 CIP document. Previously water, wastewater and
surfacewater capital improvement projects were reported in Fund ,
421 (table 6-39).
Table 6-42. Fund 426, Wastewater Utility Construction Fuad
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Investment Interest 7,735 100.0%
Revenue Bond Proceeds 1,345,265 100.0%
Special Assessment District 250,000 100.0%
Connection Charges 444,000 100.0%
Transfer In Fund 406 553,000 100.0%
Other Financing Sources 0 N/A '
TOTAL NEW REVENUE 2,600,000 100.0%
Use of Prior Yr Revenue 0 N/A
TOTAL RESOURCES 2,600,000 100.0%
EXPENDITURES:
Capital Improvement Projects 2,600,000 100.0%
Total Capital Improvements 2,600,000 100.0% ,
Debt Issuance Costs 0 N/A
TOTAL COMMITTED EXPENDITURES 2,600,000 100.0%
Increase to Reserves 0 N/A
TOTAL EXPENDITURES 2,600,000 100.0%
Fund Balance,January 1 (60,823) 0.0%
Total New Revenue 2,600,000 100.0%
Total Committed Expenditures (2,600,000) 0.0%
Fund Balance, Dec 31 (60,823) 0.0%
ON
Budget by Fund
6-48
Fund 427, Storm Water Utility Construction Fund
This fund was created in 2006 to support storm water utility
improvement projects. In 2002 the City issued bonds in the amount
of$10 millhorn to finance the Capital Improvement Program (CIP).
Utility collection fees, special assessment fees, and connection
charges also fund CIP Projects. For more detailed informaton, see
the separately published City of Renton 2006-2011 CIP document.
Previously water, wastewater and surfacewater capital improvement
projects were reported in Fund 421 (table 6-39).
Table 6-43. Fund 427, Storm Water Utility Construction Fund
aw 2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
f.
REVENUE:
FEMA Springbrook floodplain map grant 15,000 100.0%
King County Conservation District Grant 13,000 100.0%
Investment Interest 19,949 100.0%
Revenue Bond Proceeds 929,051 100.0%
Connection Charges 371,000 100.0%
Transfer In Fund 407 952,000 100.0%
Other Financing Sources 0 N/A
TOTAL NEW REVENUE 2,300,000 100.0%
Use of Prior Yr Revenue 0 N/A
TOTAL RESOURCES 2,300,000 100.0%
1110
EXPENDITURES:
Capital Improvement Projects 2,300,000 100.0%
Total Capital Improvements 2,300,000 100.0%
Debt Issuance Costs 0 N/A
TOTAL COMMITTED EXPENDITURES 2,300,000 100.0%
Increase to Reserves 0 N/A
TOTAL EXPENDITURES 2,300,000 100.0%
Fund Balance,January 1 1,289,031 100.0%
Total New Revenue 2,300,000 100.0%
Total Committed Expenditures (2,300,000) 0.0%
Fund Balance, Dec 31 1,289,031 100.0%
r
r
rr
r
r
Budget by Fund
6-49
I
Fund 451, Waterworks Revenue Bond Fund
Fund 451 was established in 1998 for Waterworks Utilities
revenue bond debt service payments and revenue bond reserves. '
This debt service was previously shown in Fund 401. In 2003,
refunded revenue bonds were issued. The bond reserve was
moved to a newly created Fund 461 per bond issue requirements.
Table 6-44. Fund 451, Waterworks Revenue Bond Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Water collections 3,300,900 1,608,800 1,872,000 1,872,000 1,910,700 2.1%
Waste Water collections 0 818,703 802,200 802,200 817,200 1.9%
Storm Water collections 0 64,350 375,600 375,600 375,600 0.0%
Revenue Bond Proceeds 0 0 0 0 0 N/A
Investment Interest 39,872 4,813 0 22,159 0 N/A
TOTAL NEW REVENUE 3,340,772 2,496,666 3,049,800 3,071,959 3,103,500 1.8% ,
Use of Prior Yr Revenue 0 0 0 0 108,300 100.0%
TOTAL RESOURCES 3,340,772 2,496,666 3,049,800 3,071,959 3,211,800 5.3%
EXPENDITURES: ,
Debt Service: Principal 2,255,478 1,475,000 1,630,100 1,630,000 1,680,000 3.1%
Debt Service: Interest 1,105,274 1,010,268 1,379,000 1,242,544 1,528,800 10.9%
Debt Issue Costs 0 0 0 0 0 N/A ,
Arbitrage Expense 0 27,250 0 0 0 N/A
Bond Registration Costs 1,040 1,285 3,000 0 3,000 0.0%
Transfer To Fund 461 2,606,852 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 5,968,644 2,513,803 3,012,100 2,872,544 3,211,800 6.6%
Increase to Reserves 0 0 37,700 0 0 -100.0%
TOTAL EXPENDITURES 5,968,644 2,513,803 3,049,800 2,872,544 3,211,800 5.3%
PS
Fund Balance,January 1 2,756,892 129,020 111,883 111,883 311,298 178.2%
Total New Revenue 3,340,772 2,496,666 3,049,800 3,071,959 3,103,500 1.8%
Total Committed Expenditures (5,968,644) (2,513,803) (3,012,100) (2,872,544) (3,211,800) 6.6%
Fund Balance Plus Reserves 129,020 111,883 149,583 311,298 202,998 35.7%
Bond Reserve 0 0 0 0 0 N/A
Fund Balance, Dec 31 129,020 111,883 149,583 311,298 202,998 35.7%
a
C
Budget by Fund
6-50
f. Fund 461, Waterworks Bond Reserve Fund
Fund 461 was created in 2003 per refunding bond issue requirements.
The reserve requirement represents the maximum annual debt service.
tlia
Table 6-45. Fund 461, Waterworks Bond Reserve
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
1Ir1
REVENUE:
Transfer In from Fund 451 2,606,852 0 0 507,480 0 N/A
Investment Interest 0 0 0 0 0 N/A
TOTAL NEW REVENUE 2,606,852 0 0 507,480 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 2,606,852 0 0 507,480 0 N/A
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 0 N/A
Fund Balance,January 1 0 2,606,852 2,606,852 2,606,852 3,114,332 19.5%
Total New Revenue 2,606,852 0 0 507,480 0 N/A
Total Committed Expenditures 0 0 0 0 0 N/A
Fund Balance Plus Reserves 2,606,852 2,606,852 2,606,852 3,114,332 3,114,332 19.5%
Bond Reserve 2,606,852 2,606,852 2,606,852 3,114,332 3,114,332 19.5%
Fund Balance, Dec 31 0 0 0 0 0 N/A
as
'Ur
aw
IN
I•
to
Iia'
aw
Budget Gy Fund
6-51
Fund 471,Waterworks Rate Stabilization Fund
Fund 471 was created in 2003. The purpose of this fund is to set
aside net revenue for future strategic opportunities in establishing ,
the waterworks infrastructure.
Table 6-46. Fund 471, Waterworks Rate Stabilization Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Transfer In from Fund 451 0 0 0 0 0 N/A
Investment Interest 0 0 0 0 0 N/A
TOTAL NEW REVENUE 0 0 0 0 0 N/A
Use of Prior Yr Revenue 0 0 0 0 0 N/A
TOTAL RESOURCES 0 0 0 0 0 N/A
EXPENDITURES:
Miscellaneous Costs 0 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 0 0 0 0 N/A
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 0 0 0 0 N/A
Fund Balance,January 1 0 0 0 0 0 N/A
Total New Revenue 0 0 0 0 0 N/A
Total Committed Expenditures 0 0 0 0 0 N/A
Fund Balance , December 31 0 0 0 0 0 N/A
t
1�
f
Budget by Fund
6-52
Fund 481, Waterworks Bond Fund
11r Fund 481 was established in for the issuance and tracking of a 2004
Water/Sewer Revvenue Bond. For more detail see the separately
published City of Renton Debt Manual.
Table 6-47. Fund 481, Waterworks Bond Fund
IW 2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Revenue Bond Proceeds 0 10,575,952 0 0 0 N/A
Investment Interest 0 15,057 36,000 35,624 0 -100.0%
TOTAL NEW REVENUE •0 10,591,010 36,000 35,624 0 -100.0%
Use of Prior Yr Revenue 0 0 3,095,283 0 0 -100.0%
TOTAL RESOURCES 0 10,591,010 3,131,283 35,624 0 -100.0%
EXPENDITURES:
Debt Service: Principal 0 0 0 0 0 N/A
Debt Service: Interest 0 42,290 0 253,740 0 N/A
Debt Issue Costs 0 35,787 0 0 0 N/A
�► Transfer to Fund 421 0 7,417,649 3,131,283 2,877,167 0 -100.0%
TOTAL COMMITTED EXPENDITURES 0 7,495,727 3,131,283 3,130,907 0 -100.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 0 7,495,727 3,131,283 3,130,907 0 -100.0%
Fund Balance,January 1 0 0 3,095,283 3,095,283 0 -100.0%
Total New Revenue 0 10,591,010 36,000 35,624 0 -100.0%
Total Committed Expenditures 0 (7,495,727) (3,131,283) (3,130,907) 0 -100.0%
Fund Balance Plus Reserves 0 3,095,283 0 0 0 0.0%
Bond Reserve 0 0 0 0 0 N/A
Fund Balance, Dec 31 0 3,095,283 0 0 0 0.0%
fur
1
I Budget by Fund
6-53
Fund 501, Equipment Repair and Replacement
Equipment Repair and Replacement is an internal service fund
used for maintaining and replacing vehicles and auxiliary
equipment; except for golf course equipment that is accounted for
in Fund 404. The Equipment Repair and Replacement Fund is
assigned to the Planning/Building/Public Works Department,
Maintenance Services Division. In 1997, resources were allocated
to the fund for maintenance of fire apparatus, Parks' vehicles, and
replacement of police patrol vehicles. Equipment purchases are
funded with available cash from maintenance and capital recovery
payments charged to Departments.
Table 6-48. Fund 501, Equipment Repair and Replacement
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Vehicle/Eqp Repair Chrgs 46,984 56,734 30,000 58,352 55,000 83.3%
Equipment Repair and Replacement Chgs 1,194,532 1,416,000 1,623,900 1,621,400 1,623,900 0.0%
Vehicle/Equip Capital Recovery 1,226,185 1,303,700 1,443,000 1,453,000 1,443,000 0.0%
Investment Interest 70,349 96,619 80,000 102,444 80,000 0.0%
Other Miscellaneous Revenues 47,190 15,378 0 69,038 0 N/A
TOTAL NEW REVENUE 2,585,240 2,888,431 3,176,900 3,304,234 3,201,900 0.8%
Use of Prior Yr Revenue 0 0 249,300 0 53,210 -78.7%
TOTAL RESOURCES 2,585,240 2,888,431 3,426,200 3,304,234 3,255,110 -5.0%
EXPENDITURES:
Regular Salaries 419,922 393,411 455,000 446,224 462,800 1.7%
Part Time Salaries 0 1,040 29,000 0 29,870 3.0%
Overtime 265 388 700 1,815 800 14.3%
Personnel Benefits 127,592 117,939 160,000 147,062 165,140 3.2%
Supplies 595,426 663,473 838,700 773,499 1,044,700 24.6%
Postage/Telephone/Other 494 617 1,200 997 1,200 0.0%
Professional Services 0 6,733 0 10,835 0 N/A
Travel/Training 2,391 1,978 6,400 3,745 6,400 0.0%
Other Rentals 0 0 5,400 0 5,400 0.0%
Equipment Rental 16,333 21,100 20,500 20,642 20,500 0.0%
Insurance 234,800 234,800 246,500 246,500 246,500 0.0%
Public Utility Services 1,844 1,570 2,100 1,475 2,100 0.0%
Repairs&Maintenance 5,292 2,935 8,500 5,154 8,500 0.0%
Miscellaneous 4,907 4,832 4,500 4,908 4,500 0.0%
Capital Outlay 609,585 523,960 1,352,600 1,241,848 1,003,600 -25.8%
Interfund Payments 235,500 245,909 253,100 249,800 253,100 0.0%
Transfer to Fund 316 0 0 42,000 42,000 0 -100.0%
Transfer to Fund 502 359,494 0 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 2,613,845 2,220,686 3,426,200 3,196,504 3,255,110 -5.0%
Increase to Reserves 0 0 0 0 0 N/A
TOTAL EXPENDITURES 2,613,845 2,220,686 3,426,200 3,196,504 3,255,110 -5.0%
Fund Balance,January 1 3,447,002 3,418,397 4,086,141 4,086,141 4,193,871 2.6%
Total New Revenue 2,585,240 2,888,431 3,176,900 3,304,234 3,201,900 0.8%
Total Committed Expenditures (2,613,845) (2,220,686) (3,426,200) (3,196,504) (3,255,110) -5.0%
Fund Balance Plus Reserves 3,418,397 4,086,141 3,836,841 4,193,871 4,140,661 7.9%
8%Operating Reserves 160,341 135,738 165,888 156,372 180,121 8.6%
Replacement Reserves 3,258,056 3,950,403 3,670,953 4,037,499 3,960,540 7.9%
Fund Balance, Dec 31 0 0 0 0 0 N/A
Budget by Fund
6-54
Ms
Funds 502/512/522, Insurance Funds
to The Insurance funds are internal service funds that provide accounting
for self-insurance services to all City departments for losses on property,
liability, worker's compensation, unemployment compensation and
healthcare programs, including medical and dental for active employees
and medical for LEOFFI retirees. Expenses are paid by the Insurance
Funds and rates are charged to Departments based on use and/or
coverage requirements. In 2004, Fund 512 (table 6-51), Healthcare
Insurance Fund was created to report all healthcare related items, and
Fund 522 (table 6-52) was created to report all LEOFFI Retirees
healthcare related items.
Table 6-49. Funds 502/512/522, Insurance Funds
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Interest Earnings 193,312 131,994 100,000 196,716 135,000 35.0%
Liab/Prop Ins Premiums 1,725,800 1,840,800 1,932,400 1,932,400 1,932,400 0.0%
Industrial Insurance Premiums 750,761 831,764 786,700 862,775 846,803 7.6%
to Unemployment Comp Premiums 114,700 114,700 114,700 114,700 153,300 33.7%
Medical Premiums 4,987,457 5,373,581 6,209,700 6,440,495 7,365,449 18.6%
Dental Premiums 909,080 973,359 1,234,800 1,116,583 1,263,660 2.3%
Miscellaneous 99,069 136,497 0 460,830 0 N/A
Other Financing Sources 359,494 2,290,000 260,000 0 272,000 4.6%
TOTAL NEW REVENUE 9,139,673 11,692,695 10,638,300 11,124,499 11,968,612 12.5%
Use of Prior Yr Revenue 0 0 761,300 0 6,030 -99.2%
TOTAL RESOURCES 9,139,673 11,692,695 11,399,600 11,124,499 11,974,642 5.0%
EXPENDITURES:
Regular Salaries 100,645 156,619 159,500 168,367 243,600 52.7%
Personnel Benefits 26,555 41,488 48,500 43,229 61,800 27.4%
Healthcare Claims 5,486,274 5,750,632 7,147,900 6,845,652 7,846,056 9.8%
Worker's Compensation 466,829 560,310 467,000 401,526 483,752 3.6%
Unemployment Compensation 142,664 83,421 142,000 80,769 142,000 0.0%
61 Professional Services 423,207 568,370 857,000 507,976 1,010,200 17.9%
Travel/Training 651 1,517 2,000 (119) 2,000 0.0%
Property/Liability Claims 1,534,220 817,662 1,737,000 631,744 1,094,500 -37.0%
Insurance Premiums&Assessment Fees 569,299 619,863 703,200 776,029 708,800 0.8%
Miscellaneous 4,843 930 8,500 7,507 24,500 188.2%
Emergency Services 184,054 2,180 100 0 100 0.0%
State Self-Insurance Tax 1,821 1,094 3,500 1,736 3,500 0.0%
aw Interfund Payments 176,100 1,219,800 123,400 123,400 138,227 12.0%
TOTAL COMMITTED EXPENDITURES 9,117,162 9,823,886 11,399,600 9,587,816 11,759,035 3.2%
Increase to Reserves 0 0 0 0 215,607 100.0%
1 61 TOTAL EXPENDITURES 9,117,162 9,823,886 11,399,600 9,587,816 11,974,642 5.0%
Fund Balance,January 1 7,589,078 7,611,589 9,480,398 9,480,398 11,017,081 16.2%
Total New Revenue 9,139,673 11,692,695 10,638,300 11,124,499 11,968,612 12.5%
Total Committed Expenditures (9,117,162) (9,823,886) (11,399,600) (9,587,816) (11,759,035) 3.2%
Fund Balance Plus Reserves 7,611,589 9,480,398 8,719,098 11,017,081 11,226,658 28.8%
Anti Recessionary 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 0.0%
South Renton Reserve 0 660,000 660,000 660,000 660,000 0.0%
Reserve for Claims 0 750,000 0 0 0 N/A
Healthcare IBNR (20%of claims) 1,062,200 1,068,700 1,270,800 1,274,300 1,396,900 9.9%
Operating Reserves of GG Funds 4,792,262 5,116,291 4,792,362 4,697,288 4,825,610 0.7%
Fund Balance, Dec 31 (342,873) (214,593) (104,064) 2,285,493 2,244,148 -2256.5%
Budges by Fund
6-55
Fund 502, Insurance Fund
Fund 502, is an internal service fund that provides accounting for
self-insurance services to all City departments for property losses,
liability, worker's compensation, and unemployment
compensation. Expenses are paid by the Insurance Fund and rates
are charged to Departments based on use and/or coverage
requirements. Effective January 1, 2004, a new Fund 512,
Healthcare Insurance Fund, was created to report all healthcare
related items.
Table 6-50. Fund 502, Insurance Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Interest Earnings 124,994 50,000 142,568 75,000 50.0%
Liab/Prop Ins Premiums 1,840,800 1,932,400 1,932,400 1,932,400 0.0%
Industrial Insurance Premiums 831,764 786,700 862,775 846,803 7.6%
Unemployment Comp Premiums 114,700 114,700 114,700 153,300 33.7%
Judge ments/Settle ments/Misc 136,497 0 460,830 0 N/A
Other Financing Sources,Transfers in 940,000 0 0 0 N/A
TOTAL NEW REVENUE 3,988,755 2,883,800 3,513,273 3,007,503 4.3%
Use of Prior Yr Revenue 0 665,500 0 0 -100.0%
TOTAL RESOURCES 3,988,755 3,549,300 3,513,273 3,007,503 -15.3%
EXPENDITURES:
Regular Salaries 106,521 109,100 114,583 151,200 38.6%
Personnel Benefits 27,967 32,700 27,637 36,500 11.6%
Other Benefits:
Worker's Compensation 560,310 467,000 401,526 483,752 3.6%
Unemployment Compensation 83,421 142,000 80,769 142,000 0.0%
Professional Services:
Industrial Ins Administrative Costs 273,983 250,000 239,589 245,000 -2.0%
Other Miscellaneous Services 2,500 42,000 390 50,000 19.0%
Insurance:
Property/Liability Claims 817,662 1,737,000 631,744 1,094,500 -37.0%
Premiums&Assessment Fees 619,863 703,200 776,029 708,800 0.8%
Travel/Training 1,517 2,000 (119) 2,000 0.0%
Miscellaneous:
Memberships/Reg/Publications 410 2,500 1,411 2,500 0.0%
Emergency Services 2,180 100 0 100 0.0%
Transfer Out to Fund 512 1,100,000 0 0 0 N/A
Interfund Payments 59,900 61,700 61,700 69,649 12.9%
TOTAL COMMITTED EXPENDITURES 3,656,234 3,549,300 2,335,259 2,986,001 -15.9%
Increase to Reserves 0 0 0 21,502 100.0%
TOTAL EXPENDITURES 3,656,234 3,549,300 2,335,259 3,007,503 -15.3%
Fund Balance,January 1 7,611,589 7,944,110 7,944,110 9,122,124 14.8%
Total New Revenue 3,988,755 2,883,800 3,513,273 3,007,503 4.3%
Total Committed Expenditures (3,656,234) (3,549,300) (2,335,259) (2,986,001) -15.9%
Fund Balance Plus Reserves 7,944,110 7,278,610 9,122,124 9,143,626 25.6%
Anti Recessionary 2,100,000 2,100,000 2,100,000 2,100,000 0.0%
South Renton Reserve 660,000 660,000 660,000 660,000 0.0%
Reserve for Claims 750,000 0 0 0 N/A
Operating Reserves of GG Funds 5,116,291 4,792,362 4,697,288 4,825,610 0.7%
Fund Balance, Dec 31 (682,181) (273,752) 1,664,836 1,558,016 -669.1
Budgel by Fund
6-56
r�
Fund 512, Healthcare Insurance Fund
Irr! Fund 512 was created in 2004 for the purpose of identifying
Healthcare Insurance revenue and expenditures. This is an internal
service fund that provides accounting for self-insurance services to
all City departments for health care programs. Expenses are paid
by the Healthcare Insurance Fund and rates are charged to
Departments based on use and/or coverage requirements. In the
second half of 2004, Fund 512 was further defined to report only
active employees and Fund 522 was created to report all LEOFFI
Retirees healthcare related items.
Table 6-51. Fuad 512, Healthcare Insurance Fuad
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Interest Earnings 6,674 50,000 32,940 50,000 0.0%
Medical Premiums 4,382,688 4,892,700 5,048,809 5,610,349 14.7%
Leoffl Retirees 0 0 0 0 N/A
Medical Premiums, Employee paid 251,109 295,000 371,809 295,000 0.0%
Dental Premiums 973,359 1,234,800 1,116,583 1,263,660 2.3%
Transfer in from Fund 502, Fund Balance 1,100,000 0 0 0 N/A
TOTAL NEW REVENUE 6,713,830 6,472,500 6,570,141 7,219,009 11.5%
Use of Prior Yr Revenue 0 17,900 0 0 -100.0%
TOTAL RESOURCES 6,713,830 6,490,400 6,570,141 7,219,009 11.2%
EXPENDITURES:
Regular Salaries 50,098 50,400 53,784 85,700 70.0%
Personnel Benefits 13,521 15,800 15,592 23,400 48.1
Healthcare Benefits:
Prescriptions 890,180 893,000 1,051,031 1,061,000 18.8%
HMA Medical Claims 2,954,207 3,731,900 3,320,754 3,900,726 4.5%
Group Health 182,073 192,100 174,288 192,100 0.0%
Medical Excess Coverage 160,309 237,000 196,242 285,400 20.4%
Dental Claims 801,534 953,000 881,486 951,630 -0.1%
Leoffl Retirees 27,705 0 0 0 N/A
Professional Services:
Admin/PPO Costs 258,254 322,000 241,798 407,200 26.5%
125 Plan Enrollment Fee 7,633 9,000 7,633 9,000 0.0%
Other Miscellaneous Services 0 15,000 2,200 15,000 0.0%
Misc Insurance Premium Costs 125 2,000 1,693 2,000 0.0%
Health&Wellness Program 395 4,000 4,403 20,000 400.0%
State Self-Insurance Tax 1,094 3,500 1,736 3,500 0.0%
Interfund Payments 59,900 61,700 61,700 68,248 10.6%
aw TOTAL COMMITTED EXPENDITURES 5,407,028 6,490,400 6,014,340 7,024,904 8.2%
Increase to Reserves 0 0 0 194,105 100.0%
TOTAL EXPENDITURES 5,407,028 6,490,400 6,014,340 7,219,009 11.2%
F Fund Balance,January 1 0 1,306,802 1,306,802 1,862,603 42.5%
iW Reallocation from Fund 512 to Fund 522 0 0 0 0 N/A
Total New Revenue 6,713,830 6,472,500 6,570,141 7,219,009 11.5%
Total Committed Expenditures (5,407,028) (6,490,400) (6,014,340) (7,024,904) 8.2%
to Fund Balance Plus Reserves 1,306,802 1,288,902 1,862,603 2,056,708 59.6%
Healthcare IBNR (20%of claims) 929,200 1,115,600 1,050,700 1,182,700 6.0%
Fund Balance, Dec 31 377,602 173,302 811,903 874,008 404.3%
r
Budge!by Fund
6-57
Fund 522, LEOFFI Retirees Healthcare Insurance Fund
Fund 522 was created in 2004 for the purpose of identifying
LEOFFI Retirees Healthcare Insurance revenue and expenditures.
Previously, all active and LEOFFI retirees' Healthcare activity
was reported in Fund 512. This is an internal service fund that
provides accounting for self-insurance services to all City
departments for health care programs. Expenses are paid by the
Healthcare Insurance Fund and rates are charged to departments
based on use and/or coverage requirements. In the second half of
2004, Fund 512 was further defined to report only active
employees, and Fund 522 was created to report all LEOFF 1
Retirees healthcare related items.
Table 6-52. Fund 522, LEOFFI Retirees Healthcare Insurance Fund
2003 2004 2005 2005 2006 Change ,
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Interest Earnings 326 0 21,208 10,000 100.0%
Medical Premiums 739,784 1,022,000 1,019,877 1,460,100 42.9%
Dental Premiums 0 0 0 0 N/A
Other Financing Sources,Tranfers In 250,000 260,000 0 272,000 N/A
TOTAL NEW REVENUE 990,110 1,282,000 1,041,085 1,742,100 35.9%
Use of Prior Yr Revenue 0 77,900 0 6,030 -92.3%
TOTAL RESOURCES 990,110 1,359,900 1,041,085 1,748,130 28.5%
EXPENDITURES: '
Regular Salaries 0 0 0 6,700 100.0%
Personnel Benefits 0 0 0 1,900 100.0%
Healthcare Benefits:
Prescriptions 107,564 280,000 131,231 285,000 1.8%
HMA Medical Claims 563,970 496,000 986,964 786,000 58.5%
Group Health 0 34,300 36,236 40,000 16.6%
Medical Excess Coverage 11,955 17,000 13,716 18,600 9.4%
Dental Claims 0 0 0 0 N/A
Leoffl Medicare, Plan B 38,228 38,600 45,329 38,600 0.0%
Fire Pension Medical 12,907 15,000 8,375 15,000 0.0%
Leoffl Long Term Care 0 260,000 0 272,000 4.6%
Professional Services:
Admin/PPO Costs 26,000 219,000 16,366 284,000 29.7% MR
Miscellaneous:
State Self-Insurance Tax 0 0 0 0 N/A
Interfund Payments 0 0 0 330 100.0%
TOTAL COMMITTED EXPENDITURE 760,624 1,359,900 1,238,217 1,748,130 28.5%
Increase to Reserves 0 0 0 0 N/A
TOTAL EXPENDITURES 760,624 1,359,900 1,238,217 1,748,130 28.5%
Fund Balance,January 1 0 229,486 229,486 32,354 -85.9%
Reallocation from Fund 512 to Fund 522 0 0 0 0 N/A
Total New Revenue 990,110 1,282,000 1,041,085 1,742,100 35.9%
Total Committed Expent+;tures (760,624) (1,359,900) (1,238,217) (1,748,130) 28.5%
Fund B;.'ance Plus Reserves 229,486 151,586 32,354 26,324 -82.6%
Healthcare IBNR (20%of claims) 139,500 155,200 223,600 214,200 38.0%
Fund Balance, Dec 31 89,986 (3,614) (191,246) (187,876) 5098.6%
Budget by Fund
6-58
+r
Fund 503, Information Services Fund
to Fund 503 was created in 2006 for the purpose of identifying
communication and data support to meet departmental function and
record keeping, and supply technical support services to all
4110 data/voice system users in the City. Expenses are paid by the
Information Services Fund and rates are charged to Departments
based on use and/or coverage requirements. Previously, the
Information Services operating budget was reported in Fund 000
(table 6-3), and the capital budget was reported in Fund 316 (table
6-29).
Table 6-53. Fund 503, Information Services Fund
2003 2004 2005 2005 2006 Change
s Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Communication Services 204,050 83.3%
IS Repair and Maintenance Services 1,530,100 0.0%
Computer Replacement and Other CIP 1,105,000 0.0%
Print/Mail Services 592,400 0.0%
Other Miscellaneous Revenues 0 N/A
Other Financing Sources 0 N/A
in TOTAL NEW REVENUE 3,431,550 100.0%
Use of Prior Yr Revenue 0 N/A
TOTAL RESOURCES 3,431,550 100.0%
EXPENDITURES:
Regular Salaries 953,939 1.7%
Part Time Salaries 65,820 3.0%
Overtime 29,561 14.3%
Personnel Benefits 241,946 3.2%
Supplies 117,200 24.6%
Postage/Telephone/Other 270,000 0.0%
Professional Services 309,900 N/A
Travel/Training 22,684 0.0%
Repairs&Maintenance 102,400 0.0%
Miscellaneous 92,800 0.0%
Capital Outlay 1,225,300 5.4%
TOTAL COMMITTED EXPENDITURES 3,431,550 100.0%
�s Increase to Reserves 0 N/A
TOTAL EXPENDITURES 3,431,550 100.0%
Fund Balance,January 1 0 N/A
Total New Revenue 3,431,550 100.0%
Total Committed Expenditures (3,431,550) 100.0%
Fund Balance Plus Reserves 0 N/A
ow 8%Operating Reserves 0 N/A
Replacement Reserves 0 N/A
Fund Balance, Dec 31 0 N/A
or
1W
Budget by Fund
to 6-59
Fund 601, Firemen's Pension Fund
The Firemen's Pension Fund is a closed system with membership
limited to firefighters employed prior to March 1, 1970; when the
Law Enforcement Officers and Fire Fighters (LEOFF) Retirement
System was established. This fund provides full benefits for
firefighters, and beneficiaries, retiring prior to March 1, 1970, and
excess benefits over LEOFF pensions for those firefighters retiring
thereafter who are members of the plan.
Table 6-54. Fund 601 Firemen's Pension Fund
2003 2004 2005 2005 2006 Change
Item Actual Actual Adj Bdgt Actual Budget 05/06
REVENUE:
Fire Insurance Premium Tax 63,088 70,250 60,000 72,404 73,000 21.7%
Investment Interest 120,274 154,281 100,000 179,951 150,000 50.0%
TOTAL NEW REVENUE 183,362 224,531 160,000 252,355 223,000 39.4%
Use of Prior Yr Revenue 0 0 522,300 0 234,300 -55.1%
TOTAL RESOURCES 183,362 224,531 682,300 252,355 457,300 -33.0%
EXPENDITURES:
Fire Pensions 350,745 374,624 410,000 402,202 450,000 9.8%
Supplies 391 399 400 400 400 0.0%
Professional Services/Actuarial 4,575 0 5,000 7,075 0 -100.0%
Interfund Payments 6,500 6,700 6,900 6,900 6,900 0.0%
Transfer Out 0 0 260,000 0 0 -100.0%
TOTAL COMMITTED EXPENDITURE: 362,211 381,723 682,300 416,577 457,300 -33.0%
Increase to Reserves 0 0 0 0 0 N/A 3
TOTAL EXPENDITURES 362,211 381,723 682,300 416,577 457,300 -33.0% a
to
Fund Balance,January 1 5,312,163 5,133,314 4,976,121 4,976,121 4,811,899 -3.3%
Total New Revenue 183,362 224,531 160,000 252,355 223,000 39.4%
Total Committed Expenditures (362,211) (381,723) (682,300) (416,577) (457,300) -33.0%
Designated Fund Balance 5,133,314 4,976,121 4,453,821 4,811,899 4,577,599 2.8%
Fund Balance, Dec 31 0 0 0 0 0 N/A
rr
Budget by Fund
6-60
Details
tr� ai � � s
Invesfin � in Renfon 's �-ufure
g
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Oetaib
In order to best display the information for some of our tables,we chose
to summarize specific subjects and delete some associated details. Here
we are providing those tables complete with all associated data. Each
table here makes reference to a table in the Budget at a Glance section
that it enhances.
The Annual Detail Budget is issued as a separate document to support
tthis budget. It provides actual and budget revenue and expenditures by
account number as well as by year.
Details
7-1
Table 7-1. Revenue Detail, All Funds
2003 2004 2005 2005 2006 Change
Revenue Actual Actual Adj Bdgt Actual Budget 05/06
Tax Revenues
Property Tax General Levy 18,832,893 19,589,250 20,724,400 21,109,939 22,076,707 6.5%
Property Tax Special Levy 519,913 520,855 514,100 508,651 514,100 0.0%
Total Property Taxes 19,352,806 20,110,105 21,238,500 21,618,590 22,590,807 6.4%
Retail Sales and Use Tax 17,334,831 18,071,140 18,792,600 18,692,911 19,503,252 3.8%
Utility Taxes 8,952,000 8,957,389 9,599,800 9,585,293 9,895,036 3.1%
Other Taxes
Admissions Tax 526,846 476,424 325,000 259,669 335,000 3.1%
Franchise Fees 509,787 619,926 510,000 640,845 615,100 20.6%
Excise Taxes 3,104,519 4,610,770 2,814,000 4,546,374 3,375,000 19.9%
Emergency Medical Service 449,081 461,303 458,000 475,642 476,482 4.0%
Gambling Excise Tax 1,922,211 2,117,985 2,005,000 2,305,120 2,305,000 15.0%
Total Other Taxes 6,512,444 8,286,408 6,112,000 8,227,650 7,106,582 16.3%
Total Tax Revenue 52,152,081 55,425,042 55,742,900 58,124,444 59,095,677 6.0%
Licenses and Permits
Business Licenses and Permits 2,139,911 2,086,040 2,107,600 2,106,894 2,202,184 4.5%
Building Permits 2,129,296 2,252,851 1,495,800 2,559,224 2,850,014 90.5%
Non-Business Licenses/Permits 57,315 45,282 30,700 47,008 30,700 0.0%
Total Licenses and Permits 4,326,522 4,384,173 3,634,100 4,713,126 5,082,898 39.9%
Intergovernmental Revenue
Federal Grants 4,031,730 1,212,364 1,846,580 1,007,352 1,439,257 -22.1%
State Grants 880,279 719,820 1,596,290 319,237 5,342,200 234.7%
Motor Vehicle Excise Tax(MVET) 18,962 49,660 25,000 51,235 25,000 0.0%
Local Vehicle License Fee/Transp 11,684 0 0 0 0 N/A
State DUI 9,117 9,288 0 9,329 0 N/A
State/Street Fuel Taxes 1,124,415 1,131,300 1,139,600 1,185,614 1,226,100 7.6%
State/Fire Insurance Premium Tax 63,088 70,250 60,000 72,404 73,000 21.7% ,
State/Liquor Board Profits/Excise Tax 531,475 610,835 735,400 620,419 735,400 0.0%
Intrgovl Service and Interlocal Grants 1,479,319 3,975,960 2,455,935 1,732,058 5,565,200 126.6%
Total Intergovernmental Revenue 8,150,069 7,779,477 7,858,805 4,997,648 14,406,157 83.3%
Charges for Services
General Government 271,186 395,345 249,700 320,953 320,400 28.3%
Public Safety 427,236 458,607 676,000 469,547 708,800 4.9%
Utility and Environment 31,287,637 32,223,826 33,459,500 33,449,941 34,101,649 1.9%
Transportation Mitigation 388,768 915,752 500,000 522,808 500,000 0.0%
Other Transportation 5,546 6,657 5,100 8,314 5,100 0.0%
Plan Checking Fees 943,892 976,686 582,000 1,127,350 1,082,000 85.9%
Fire and Park Mitigation 848,283 904,500 525,000 663,598 750,000 42.9%
Planning/Zoning/EIS Fees 1,164,803 162,251 124,200 161,387 131,700 6.0%
Recreation 2,470,275 3,028,333 3,182,000 3,016,853 3,219,880 1.2%
IS/Equipment Repair/Maintenance Charg 1,241,516 1 472,734 1,653,900 1,679,752 4,005,450 142.2%
Total Charges for Services 39,049,142 40,544,691 40,957,400 41,420,503 44,824,979 9.4%
Total Fines and Forfeits 991,753 1,025,151 999,000 720,312 732,350 -26.7%
Miscellaneous Revenue
Interest and Other Earnings 2,510,785 1,296,448 1,511,200 2,245,773 1,551,201 2.6%
LID/Special Assessment Principal 295,674 20,852 7,000 23,340 7,000 0.0%
Rents/Leases/Concessions 2,442,067 2,786,977 2,449,400 2,160,295 3,002,719 22.6%
Insurance Premiums and Recoveries 0 0 0 404,494 0 N/A
Equipment Capital Recovery Charges 1,226,185 1,303,700 1,443,000 1,453,000 2,548,000 76.6%
Intrfund Proprty Liability Ins Premiums 1,725,800 1,977,297 1,932,400 1,932,400 1,932,400 0.0%
Employee Insurance Premiums 6,761,998 7,290,739 8,345,900 8,470,623 9,629,212 15.4%
Contributions from Private Sources 232,702 264,938 113,725 332,599 93,100 -18.1%
Other Miscellaneous 275,824 222,521 297,300 1,196,229 178,300 -40.0%
Total Miscellaneous Revenue 15,471,035 15,163,472 16,099,925 18,218,753 18,941,932 17.7%
Interfund Dept Service Charges 4,390,232 4,341,623 4,134,400 4,501,598 4,129,200 -0.1%
Total Non-Revenues 2,376,616 15,327,537 6,344,900 6,226,089 9,319,599 46.9%
Total Other Financing Sources 8,670,896 18,415,633 16,339,224 15,847,866 8,998,200 -44.9%
TOTAL NEW REVENUE $135,578,346 $162,406,799 $152,110,654 $154,770,339 $165,530,992 8.8%
Details
7-2
40
aw
Table 7-2. Expenditure Detail,All Funds
2003 2004 2005 2005 2006 Change
Expenditures Actual Actual Adj Bdgt Actual Budget 05/06
Salaries And Wages
Regular Salaries 35,281,075 34,894,570 39,323,300 37,765,769 40,920,104 4.1%
® Part Time Salaries 2,186,818 2,539,592 2,411,700 2,518,950 2,468,232 2.3%
Uniform Allowance 72,788 76,195 83,500 77,741 80,300 -3.8%
Overtime 1,952,333 2,085,720 2,082,335 2,203,460 2,092,781 0.5%
Total Salaries And Wages 39,493,014 39,596,077 43,900 835 42 565,920 45,561,417 3.8%
Personnel Benefits
Retirement/PERS 503,949 339,253 862,800 574,474 937,367 8.6%
Retirement/LEOFF 407,020 436,591 563,500 551,857 705,900 25.3%
FICA 2,404,046 2,399,218 2,636,700 2,576,619 2,808,823 6.5%
Medical Insurance 4,242,533 4,311,237 5,044,100 4,992,969 5,636,949 11.8%
LEOFF Retired Medical Insurance 700,340 741,114 879,100 1,020,002 1,460,100 66.1%
Industrial Insurance 709,839 787,155 788,000 814,772 909,071 15.4%
Life Insurance 120,043 75,548 111,300 72,483 80,096 -28.0%
s Dental Insurance 901,869 964,933 1,234,900 1,112,850 1,269,860 2.8%
Unemployment Compensation 114,700 114,700 114,700 114,700 161,300 40.6%
Fire Pensions 350,745 374,624 410,000 402,202 450,000 9.8%
1W PERS Prior Service Liability 0 0 8,800 0 8,800 0.0%
Long Term Disability 91,252 82,398 91,600 92,876 100,984 10.2%
Long Term Care Leoff1 0 0 260,000 0 272,000 4.6%
Self-Insurance Medical/Dental 5,486,275 5,750,631 6,887,900 6,845,652 7,574,056 10.0%
r Self-Insurance Workmen's Comp 466,829 560,309 467,000 401,526 483,752 3.6%
Self-Insurance Unemployment Comp 142,664 83,421 142,000 80,769 142,000 0.0%
Total Personnel Benefits 16,642,104 17,021,132 20,502,400 19,653,751 23,001,058 12.2%
Supplies
Office/Operating Supplies 2,752,780 2,989,026 3,382,925 3,161,788 3,597,623 6.3%
Purchased Merchandise/Inventory 382,044 299,302 316,000 314,729 348,000 10.1%
Small Equipment 759,712 1,096,110 1,652,070 720,075 1,464,050 -11.4%
Total Supplies 3,894,536 4,384,438 5,350,995 4,196,592 5,409 673 1.1%
Other Services&Charges
Professional Services 11,698,081 11,316,152 12,938,020 12,212,347 13,306,211 2.8%
Communications 436,306 418,680 471,000 438,175 503,800 7.0%
Travel and Training 221,953 208,047 355,900 259,074 397,809 11.8%
Volunteer Travel/Meals 20,954 19,858 28,100 20,049 28,100 0.0%
Operating Rentals&Leases 2,660,228 2,865,104 3,313,200 3,220,921 3,304,700 -0.3%
Property/Liability Ins Premiums&Claims 3,829,319 3,278,326 4,398,300 3,340,173 3,761,400 -14.5%
Subtotal Misc Charges 18,866,841 18,106,167 21,504,520 19,490,739 21,302,020 -0.9%
Public Utility Services 9,432,968 10,312,915 11,188,700 11,146,412 11,292,174 0.9%
Repairs and Maintenance 1,284,504 1,322,775 1,632,200 1,310,136 1,675,422 2.6%
Other Miscellaneous Services 1,387,978 1,392,966 1,234,700 1,232,226 1,418,257 14.9%
Total Other Services And Charges 30,972,291 31,134,823 35,560,120 33,179,513 35,687,873 0.4%
Intergovernmental Services
Intergovernmental Professional Services 1,468,440 1,918,154 1,714,900 2,243,715 1,897,360 10.6%
Intergovernmental Payments 0 0 0 21,303 0 N/A
External Taxes&Operating Assessments 1,157,546 1,203,693 1,421,800 1,054,967 1,579,514 11.1%
Interfund Taxes 1,856,450 1,756,462 2,054,800 1,995,338 2,104,707 2.4%
Total Intergovernmental Services 4,482,436 4,878,309 5,191,500 5,315,323 5,581 581 7.5%
Capital Outlay
Land 989,085 1,618,708 979,500 492,142 350,000 -64.3%
Buildings,Structures&Oth Imprvmnts 12,712,557 3,337,644 10,492,899 1,955,811 4,638,956 -55.8%
Machinery and Equipment 1,501,360 1,353,777 1,866,000 1,974,778 1,430,600 -23.3%
Construction Projects 11,680,113 14,779,678 16,509,400 9,742,826 11,615,000 -29.6%
Street Improvement Projects/CIP 4,315,887 5,177,125 13,471,637 7,200,487 18,108 700 34.4%
Total Capital Outlay 31,199,002 26,266,932 43,319,436 21,366,044 36,143 256 -16.6%
Debt Service
Principal 4,707,131 3,920,294 4,013,400 3,924,737 4,342,645 8.2%
Interest and Related Debt Costs 3,236,263 3,161,138 3,404,100 3,475,473 3,701,506 8.7%
Total Debt Service 7,943,394 7,081,432 7,417,500 7,400,210 8,044,151 8.4V.-
Total
.4%Total Interfund Payments 3,220,522 3,040,726 3,207,000 3,207,668 5,726 641 78.6%
Total Non-Expenditures 530,293 387,003 350,000 200,375 180,000 -48.6%
Total Other Financing Uses 8,318,043 18,282,927 16,168,624 15,312,677 6,169,800 -61.87.-
TOTAL
61.8%TOTAL COMMITTED EXPENDITURES $146,695,635 $152,073,799 $180,968,410 $152,398,073 $171,505,450 -5.2%
Details
7-3
Table 7-3. 2006 Revenue, Expenditures, Fund Sources, All Funds
General Governmental
000 004 007 010 101 103 106
General CDBG Garage Op Fire Memorial Parks Street Library
Revenue
Property Tax 9,647,388 5,976,976 3,676,378 1,768,712
Sales Tax 18,038,252
Sales Tax/Criminal Justice 1,100,000
Admissions Tax 335,000
Utility Tax&Natural Gas Use Tax 5,559,436 3,251,700 1,263,900
Real Estate Excise Tax
EMS Levy Funds 476,482
Gambling Excise Tax 2,305,000
Franchise/Leasehold Excise 740,100
Sub-Total Taxes 38,201,658 0 0 0 9,228,676 4,940,278 1,768,712
Business License Fee 413,784
Building Permits 2,977,414
Other Licenses/Permits 4,400 26,300
Community Dev Block Grants 262,257
Other Federal/State Grants 200,000
State Shared Revenue 760,400 788,100
Other Intergovernmental 1,300,000
Charges for Services 2,144,200 1,468,000 6,400
Fines and Forfeits 701,400 30,950
Interest Earnings 649,500 36,700 24,400 2,400
Miscellaneous Revenue 189,100 527,000 57,800 1,400
Non-Revenue
Other Financing Sources
Interfund Revenue 2,554,400 902,000
Total New Revenue 50,096,256 262,257 0 0 11,260,376 6,738,878 1,809,862
Use of Prior Yr Revenue 0 0 0 0 0 0 0
Total Resources 50,096,256 262,257 0 0 11,260,376 6,738,878 1,809,862
Expenditures
Legislative 266,749
AJLS: Mayor's Office 902,433 '
City Clerk 544,382
City Attorney 1,146,744
Hearing Examiner 156,875
Court Services 1,601,202
Econ Dev,Neighbrhds&Strat Plr 1,399,736
Human Resources&Risk Mgmt: 626,753
Insurance
Finance&Information Systems 1,518,009
Other City Services/Misc 4,237,207
Debt Service
Police 17,994,591
Fire 14,086,994
Planning/Building/Pub Wks:
Administration 601,822
Development Services 3,525,800
Transportation 4,000,678
Utility Systems&Technical Svc 556,550
i
Maintenance Services 2,738,200
Community Services:
General Services/Parks 11,260,376
Housing&Human Services 623,409
Comm Dev Block Grants 262,257
Library 1,809,862
Golf Course
Transfers-Out 272,000
Total Committed Expenditures 50,061,256 262,257 0 0 11,260,376 6,738,878 1,809,862 r
Increase to Reserves 35,000 0 0 0 0 0 0
Total Expenditures 50,096,256 262,257 0 0 11,260,376 6,738,878 1,809,862
Fund Balance, January 1 6,922,731 (64,998) 86,125 35,783 674,398 945,638 163,208
Total New Revenue 50,096,256 262,257 0 0 11,260,376 6,738,878 1,809,862
Total Committed Expenditures (50,061,256) (262,257) 0 0 (11,260,376) (6,738,878) (1,809,862)
Fund Balance Plus Reserves 6,957,731 (64,998) 86,125 35,783 674,398 945,638 163,208
8%Operating Reserves 3,126,084 0 0 0 900,830 539,110 144,789
Other Reserves/IBNR 0 0 0 0 0 0 0
Fund Balance(Undesig/Designs 3,831,647 (64,998) 86,125 35,783 (226,432) 406,528 18,419
Details
7-4
err Table 7-3. 2006 Revenue, Expenditures, Fund Sources, All Funds
Gen Gov't Special Revenue
201/207/215 102 104 110 118 125
Limited GO Total 2006 Arter Str CDBG Hotel/Motel Paths 1%Art
IN Revenue
Property Tax 1,007,253 22,076,707
Sales Tax 18,038,252 150,000
Sales Tax/Criminal Justice 1,100,000
wo Admissions Tax 335,000
Utility Tax&Natural Gas Use Tax 10,075,036
Real Estate Excise Tax 1,250,000 1,250,000
EMS Levy Funds 476,482
Gambling Excise Tax 2,305,000
Franchise/Leasehold Excise 740,100
Sub-Total Taxes 2,257,253 56,396,577 0 0 150,000 0 0
Business License Fee 413,784
+� Building Permits 2,977,414
Other Licenses/Permits 30,700
Community Dev Block Grants 262,257 0
Other Federal/State Grants 200,000
State Shared Revenue 1,548,500 438,000
Other Intergovernmental 1,300,000
Charges for Services 3,618,600
Fines and Forfeits 732,350
,At Interest Earnings 24,400 737,400 2,000 5,000
Miscellaneous Revenue 775,300 65,000
Non-Revenue 0
Other Financing Sources 525,000 525,000 60,000
Interfund Revenue 3,456,400
Total New Revenue 2,806,653 72,974,282 440,000 0 220,000 0 60,000
Use of Prior Yr Revenue 5,947 5,947 0 0 0 0 0
Total Resources 2,812,600 72,980,229 440,000 0 220,000 0 60,000
s Expenditures
Legislative 266,749
AJLS: Mayor's Office 902,433 60,000
City Clerk 544,382
as City Attorney 1,146,744
Hearing Examiner 156,875
Court Services 1,601,202
Econ Dev,Neighbrhds&Strat Pin 1,399,736 220,000
Human Resources&Risk Mgmt: 626,753
Insurance
Finance&Information Systems 1,518,009
Other City Services/Misc 4,237,207
Debt Service 2,812,600 2,812,600
Police 17,994,591
Fire 14,086,994
Planning/Building/Pub Wks:
Administration 601,822
Development Services 3,525,800
Transportation 4,000,678
Utility Systems&Technical Svc 556,550
Maintenance Services 2,738,200
Community Services:
General Services/Parks 11,260,376
Housing&Human Services 623,409
Comm Dev Block Grants 262,257
Library 1,809,862
Golf Course 0
Transfers-Out 272,000 440,000
Total Committed Expenditures 2,812,600 72,945,229 440,000 0 220,000 0 60,000
Increase to Reserves 0 35,000 0 0 0 0 0
Total Expenditures 2,812,600 72,980,229 440,000 0 220,000 0 60,000
Fund Balance, January 1 1,830,744 10,593,629 238,837 0 276,258 2,904 93,351
Total New Revenue 2,806,653 72,974,282 440,000 0 220,000 0 60,000
Total Committed Expenditures 2,812,600 72,945,229 ! 440,000 0 220,000 0 60,000
Fund Balance Plus Reserves 1,824,797 10,622,682 238,837 0 276,258 2,904 93,351
8%Operating Reserves 0 4,710,813 0 0 0 0 0
Other Reserves/IBNR 785,000 785,000 0 0 0 0 0
Fund Balance(Undesig/Design 1,039,797 5,126,869 238,837 0 276,258 2,904 93,351
Details
7-5
Table 7-3. 2006 Revenue, Expenditures, Fund Sources,All Funds I
Special Rev Debt Service Capital Project
127 131 219 220 301 303 304
Cable Com Park Memoria Unlim G.O. LID Debt Sv Gara a CIP C D Mitig Fire Miti
Revenue
Property Tax 514,100
Sales Tax
Sales Tax/Criminal Justice
Admissions Tax
Utility Tax&Natural Gas Use Tax 35,000
Real Estate Excise Tax
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 35,000 0 514,100 0 0 0 0
Business License Fee
Building Permits
Other Licenses/Permits
Community Dev Block Grants
Other Federal/State Grants
State Shared Revenue
Other Intergovernmental
Charges for Services 250,000 500,000
Fines and Forfeits i
Interest Earnings 2,400 4,300 2,500 5,000 25,000
Miscellaneous Revenue 1,500 7,000
Non-Revenue '
Other Financing Sources
Interfund Revenue
Total New Revenue 38,900 0 518,400 9,500 0 255,000 525,000
Use of Prior Yr Revenue 105,000 0 0 22,525 0 0 0
Total Resources 143,900 0 518,400 32,025 0 255,000 525,000
Expenditures I
Legislative -
AJLS: Mayor's Office
City Clerk 143,900
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Pin
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems
Other City Services/Misc
Debt Service 518,400 32,025
Police
Fire
Planning/Building/Pub Wks:
Administration
Development Services
Transportation
Utility Systems&Technical Svc
Maintenance Services
Community Services:
General Services/Parks
Housing&Human Services
Comm Dev Block Grants
Library
Golf Course
Transfers-Out 525,000
Total Committed Expenditures 143,900 0 518,400 32,025 0 0 525,000
Increase to Reserves 0 0 0 0 0 255,000 0
Total Expenditures 143,900 0 518,400 32,025 0 255,000 525,000
Fund Balance, January 1 181,689 154,879 576,035 67,826 i 170,982 611,834 1,281,612
Total New Revenue 38,900 0 518,400 9,500 i 0 255,000 525,000 �.
Total Committed Expenditures 143,900 0 518,400 (32,025)1 0 0 525,000
Fund Balance Plus Reserves 76,689 154,879 576,035 45,301 170,982 866,834 1,281,612
8%Operating Reserves 0 0 0 0 0 0 0
Other Reserves/IBNR 0 0 0 0 0 0 0
Fund Balance(Undesig/Design; 76,689 154,879 576,035 45,301 170,982 866,834 1,281,612
Details
7-6
it Table 7-3. 2006 Revenue, Expenditures, Fund Sources, All Funds
Capital Proiect Enterprise
305 306 307 316 317 405/406/407/416 425/426/427
Trans Miti_q Leased City Aquatic Ctr Mun Fac Trans CIP W/S/S Util W/S/S Const
r� Revenue
Property Tax
Sales Tax
Sales Tax/Criminal Justice
Admissions Tax
Utility Tax&Natural Gas Use Tax
Real Estate Excise Tax 2,000,000
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 0 0 0 2,000,000 0 0 0
Business License Fee 1,600,000
arr Building Permits
Other Licenses/Permits 61,000
Community Dev Block Grants
Other Federal/State Grants 5,342,200 15,000
yr State Shared Revenue
Other Intergovernmental 4,252,200 13,000
Charges for Services 500,000 22,022,720 5,000
Fines and Forfeits
Interest Earnings 100,000 100,000 77,900 50,001
Miscellaneous Revenue 904,902 90,500
Non-Revenue 220,000 8,793,999
Other Financing Sources 5,403,200 2,738,000
trr Interfund Revenue 669,600
Total New Revenue 600,000 904,902 0 2,100,000 16,597,600 23,141,720 11,615,000
Use of Prior Yr Revenue 1,384,800 0 0 1,077,000 1,686,100 808,521 0
Total Resources 1,984,800 904,902 0 3,177,000 18,283,700 23,950,241 11,615,000
s Expenditures
Legislative
AJLS: Mayor's Office
City Clerk
+r City Attorney
Hearing Examiner
Court Services
Econ Dev, Neighbrhds&Strat Pln 200,000
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems
Other City Services/Misc 755,128
Debt Service
987,826
Police
Fire
Planning/Building/Pub Wks:
Administration
Development Services 445,400
Transportation 18,283,700
Utility Systems&Technical Svc 5,183,623 11,615,000
AW Maintenance Services 13,840,264
Community Services:
General Services/Parks 762,032 2,977,000
Housing&Human Services
Comm Dev Block Grants
Library
or Golf Course
Transfers-Out 1,984,800 134,400 2,738,000
Total Committed Expenditures 1,984,800 896,432 0 3,177,000 18,283,700 23,950,241 11,615,000
Increase to Reserves 0 8,470 0 0 0 0 0
Total Expenditures 1,984,800 904,902 0 3,177,000 18,283,700 23,950,241 11,615,000
Fund Balance, January 1 3,856,207 356,762 183,010 12,928,344 7,355,846 3,719,512 5,954,066
Total New Revenue 600,000 904,902 0 2,100,000 16,597,600 23,141,720 11,615,000
Total Committed Expenditures 1,984,800 896,432 0 3,177,000 18,283,700 23,950,241 11,615,000
Fund Balance Plus Reserves 2,471,407 365,232 183,010 11,851,344 5,669,746 1 2,910,991 5,954,066
8%Operating Reserves 0 0 0 0 0 771,824 0
Other Reserves/IBNR 0 0 0 5,993,000 500,000 0 0
Fund Balance(Undesig/Designs 2,471,407 365,232 183,010 5,858,344 5,169,746 ! 2,139,167 5,954,066
Details
7.7
Table 7-3. 2006 Revenue, Expenditures, Fund Sources, All Funds
Enterprise
451 461 481 402 403 404 424
WISIS Rev B W/SIS B Resv W/S Bond Airport Sol Waste Golf Crs Golf CIP
Revenue so
Property Tax
Sales Tax
Sales Tax/Criminal Justice
Admissions Tax 1W
Utility Tax&Natural Gas Use Tax
Real Estate Excise Tax
EMS Levy Funds
Gambling Excise Tax
Franchise/Leasehold Excise
Sub-Total Taxes 0 0 0 0 0 0 0
Business License Fee
Building Permits
Other Licenses/Permits
Community Dev Block Grants
Other Federal/State Grants 962,000
State Shared Revenue
Other Intergovernmental
Charges for Services 3,103,500 5,100 8,872,729 1,941,880
Fines and Forfeits
Interest Earnings 50,000 4,900 15,000 4,000
Miscellaneous Revenue 904,717 68,000 465,000
Non-Revenue 155,600 150,000
Other Financing Sources '
Interfund Revenue 3,200
Total New Revenue 3,103,500 0 0 1,921,817 9,104,429 2,421,880 154,000
Use of Prior Yr Revenue 108,300 0 0 494,983 405,819 0 96,000
Total Resources 3,211,800 0 0 2,416,800 9,510,248 2,421,880 250,000
Expenditures
Legislative
AJLS: Mayor's Office
City Clerk
City Attorney
Hearing Examiner
Court Services
Econ Dev,Neighbrhds&Strat Pin
Human Resources&Risk Mgmt:
Insurance
Finance&Information Systems
Other City Services/Misc 258,400 126,100
Debt Service 3,211,800 467,100
Police
Fire
Planning/Building/Pub Wks:
Administration
Development Services
Transportation 2,416,800
Utility Systems&Technical Svc 9,164,248
Maintenance Services 87,600
Community Services:
General Services/Parks
Housing&Human Services
Comm Dev Block Grants
Library
Golf Course 1,678,680 250,000
Transfers-Out 150,000
Total Committed Expenditures 3,211,800 0 0 2,416,800 9,510,248 2,421,880 250,000
Increase to Reserves 0 0 0 0 0 0 0
Total Expenditures 3,211,800 0 0 2,416,800 9,510,248 2,421,880 250,000
Fund Balance, January 1 311,298 3,114,332 0 2,456,498 1,370,980 1,035,127 295,864
Total New Revenue 3,103,500 0 0 1,921,817 9,104,429 2,421,880 154,000
Total Committed Expenditures (3,211,800) 0 0 (2,416,800) (9,510,248) (2,421,880) (250,000)
Fund Balance Plus Reserves 202,998 3,114,332 0 1,961,515 965,161 1,035,127 199,864
8%Operating Reserves 0 0 0 73,744 184,251 156,382 0
Other Reserves/IBNR 0 3,114,332 0 1,887,771 0 441,358 0
Fund Balance(Undesig/Design: 202,998 0 0 0 780,910 437,387 199,864
Details '
7-8
Table 7-3. 2006 Revenue, Expenditures, Fund Sources, All Funds
Internal Service Fiduciary All Funds
501 502/512/522 503 601 Total
Equip R&R Insurance Inform Svc Fire Pension 2006
Revenue
Property Tax 22,590,807
Sales Tax 18,188,252
Sales Tax/Criminal Justice 1,100,000
Admissions Tax 335,000
Utility Tax&Natural Gas Use Tax 10,110,036
Real Estate Excise Tax 3,250,000
EMS Levy Funds 476,482
Gambling Excise Tax 2,305,000
Franchise/Leasehold Excise 740,100
Sub-Total Taxes 0 0 0 59,095,677
Business License Fee 2,013,784
Building Permits 2,977,414
Other Licenses/Permits 91,700
Community Dev Block Grants 262,257
Other Federal/State Grants 6,519,200
AN State Shared Revenue 73,000 2,059,500
Other Intergovernmental 5,565,200
Charges for Services 1,678,900 2,326,550 44,824,979
Fines and Forfeits 732,350
1111111 Interest Earnings 80,000 135,000 150,000 1,550,401
Miscellaneous Revenue 1,443,000 11,561,612 1,105,000 17,391,531
Non-Revenue 9,319,599
Other Financing Sources 272,000 8,998,200
irr Interfund Revenue 4,129,200
Total New Revenue 3,201,900 11,968,612 3,431,550 223,000 165,530,992
Use of Prior Yr Revenue 53,210 6,030 0 234,300 6,488,535
Total Resources 3,255,110 11,974,642 3,431,550 457,300 172,019,527
'r Expenditures
Legislative 266,749
AJLS: Mayor's Office 962,433
City Clerk 688,282
City Attorney 1,146,744
Hearing Examiner 156,875
Court Services 1,601,202
Econ Dev,Neighbrhds&Strat Pln 1,819,736
r Human Resources&Risk Mgmt: 626,753
Insurance 11,620,808 11,620,808
Finance&Information Systems 3,431,550 4,949,559
Other City Services/Misc 185,400 138,227 457,300 6,157,762
Debt Service 8,029,751
Police 17,994,591
Fire 14,086,994
Planning/Building/Pub Wks:
Administration 601,822
Development Services 3,971,200
Transportation 24,701,178
Utility Systems&Technical Svc 26,519,421
Maintenance Services 3,069,710 19,735,774
Community Services:
1 General Services/Parks 14,999,408
Housing&Human Services 623,409
Comm Dev Block Grants 262,257
Library 1,809,862
Golf Course 1,928,680
Transfers-Out 6,244,200
Total Committed Expenditures 3,255,110 11,759,035 3,431,550 457,300 171,505,450
Increase to Reserves 0 215,607 0 0 514,077
' Total Expenditures 3,255,110 11,974,642 3,431,550 457,300 172,019,527
Fund Balance, January 1 4,193,871 11,017,081 0 4,811,899
Total New Revenue 3,201,900 11,968,612 3,431,550 223,000
Total Committed Expenditures 3,255,110 11,759,035 3,431,550 457,300
Fund Balance Plus Reserves 4,140,661 11,226,658 0 4,577,599
8%Operating Reserves 180,121 4,825,610 0 0
Other Reserves/IBNR 3,960,540 4,156,900 0 0
Fund Balance(Undesig/Design: 0 2,244,148 0 I 4,577,599 I
Details
7-9
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7-10
Appendix
MARKETS
A (B(
P,-
I N D I C E S
A L
8owAgoo goo 2@0�@Oo 009on
appm-dix
In this section you will find a wide range of economic statistics, demographic
data(Did You Know?page 8-8), and general information about the City of
Renton(page 8-2). We have also included a glossary of commonly used budget
terms starting on page 8-12.
Table 8-1 lists the largest taxpayers, and table 8-2 lists the principal employers in
the City of Renton.
Figure 8-1 shows the number of full-time employees working for the City, as
well as the number of employees for every 1,000 Renton citizens.
' Figure 8-2 compares our taxes and rates to those of surrounding communities.
Tables 8-3 to 8-8 provide detailed specifics on City staffing positions and pay
ranges for all represented and non-represented positions. The percent salary
increase for 2006 is noted on each table.
Appendix
8-1
City of Renton, Washington- General Information
DATE OF INCORPORATION........................September 6,1901 ELECTIONS:
FORM OF GOVERNMENT................................Mayor-Council Number of Precincts..................................................................63
TYPE OF GOVERNMENT.....................Non-Charter,Code City Number of Active Registered Voters(2005).....................26,997
LOCATION.............................................1 I Miles South of Seattle LICENSES&PERMITS:2005
LANDAREA.......................................................17.2 Square Miles General Business Licenses.................................................. 3,475 '
RANK IN SIZE-STATE OF WASHINGTON.......................10 Amusement Devices............................................................... 130
RANK IN SIZE-KING COUNTY..............................................5 Animal Licenses(Dog&Cat) ........................................... 1,199
POPULATION Official 4/l/05............................................ 56,840
2006 KING CO CERTIFICATION OF ASSESSED VALUATION FIRE PROTECTION: '
For the 2005 Tax Roll Year..................................$7,300,556,316 Number of Commissioned Fire Fighting Personnel................106
CITY EMPLOYEES-2006 Budget Number of Non-Commissioned Personnel................................14
Full Time Equivalents/FTE) 707.1 Total Number of Fire Personnel('05 Budget)........................120
2006 PROPERTY TAX LEVY: (Projected) Number of Fire Stations(includes FD#25)................................5
General Levy(Includes Fire Pension).......................$22,224,372 Life Support Responses(2005)...........................................6,798 '
Special Levy(Excess).................................................. $514,540 All Other Responses(2005).................................................2,404
TOTAL 2006 PROPERTY TAX LEVY....................$22,738,912 Total Number of Responses(2005)......................................9,202
2006 PROPERTY TAX RATES: (Per$1,000 of Assessed Value) POLICE PROTECTION: '
City of Renton-General Levy........................................ $3.0448 Number of Commissioned Police Personnel..........................95.0
City of Renton-Special Levy...........................................0.0709 Number of Non-Commissioned Police Personnel..................42.2
TOTAL City of Renton Property Tax Rate ....................$3.1157 Total Number of Police Personnel('05 Budget)..................137.2
King County.......................................................................1.3287 Number of Calls for Service...............................................65,936 '
Portof Seattle.....................................................................0.2333
Hospital District#1..............................................................0.590 PARKS&RECREATION:
Renton School District#403..............................................3.9597 Total Parks&Open Space Acreage.....................................1,180
State of Washington School Fund......................................2.4979 Number of Developed Parks and Playgrounds..........................26 ,
Emergency Medical Service...............................................0.2198 Major Facilities:
TOTAL 2006 PROPERTY TAX RATES..........................$11.9451 Liberty Park
Gene Coulon Memorial Beach Park(Lake Washington)
UTILITY TAX RATES: Cedar River Trail
Electricity,Gas(Utility&Use),and City Utilities Maplewood Golf Course ,
Water Sewer,Storm Drain,and Solid Waste 6% Renton Senior Activity Center
TV Cable,Telephone,and Cellular Phone..............................6°/u Cedar River Park:
Carco Theatre
SALES TAX RATE: Renton Community Center ,
State.......................................................................................6.5%
King County Metro............................. 0.6% STREETS:2005
. ................................
Transit and Traffic Congestion effective 4/1/01 0.2% State Signed Routes(Arterials)............................................10.82
RTA(effective 4/l/97)..........................................................0.4% City Arterials...........................................................................62.3
City of Renton Local Option.................................................1.0% Local Access Streets...........................................................217.92 ,
City of Renton Local Option-Criminal Justice...................0.1% Alleys....................................................................................11.10
TOTAL SALES TAX RATE....................................................8.8% TOTAL STREETS..............................................................302.14
Number of signalized intersections.........................................106
King County Stadium Tax Rate on Food&Beverage '
Sales at Restaurants,Bars&Taverns...................................0.5% UTILITIES:2005
Hotel/Motel Tax....................................................................1.0% WATER UTILITY:
Public Facilities/Rental Car..................................................1.0% Total Water Customers.......................................................16,457
Gallons of Water Produced....................................2,666,538,000 ,
ADMISSION TAX RATE: Number of Fire Hydrants......................................................3,395
Theaters and Other Events.......................................................5% Miles of Water Main.............................................................294.3
SANITARY SEWER UTILITY:
BUSINESS LICENSE FEE.......................$55 Per Employce/Year Total Sanitary Sewer Customers........................................15,103
Miles of Gravity Sewer and Force Main............................189.55
TWO-YEAR ANIMAL LICENSE FEES:Not Altered Altered STORM DRAINAGE UTILITY:
Dog License $20.00 $10.00 Number of Accounts...........................................................15,211
Cat License $8.00 $4.50 Miles of Storm Sewers........................................................209.57
(Lifetime tags for senior citizens offered at one-time fee.) SOLID WASTE UTILITY:(Contracted Services) ,
TotalAccounts....................................................................14,415
2006 UTILITY RATES: (Reduced rates for low income senior
citizens,and disabled persons available.) AIRPORT:2005
WATER: Area in acres.......................................................................167.21 ,
Basic Service Charge(3/4"Meter)........................$11.36/Month Feet of Asphalt/Concrete Runway........................................5,382
Commodity Rate: $1.91/100 C.F.for First 1000 cubic ft a month, Total Operations................................................................79,983
$1.98 charged in excess of 1000 cubic feet.
CITY SEWER:(Single Family Residence).........$13.97/Month LIBRARY:2005 ,
METRO SEWER:(Single Family Residence).......$25.60/Month Libraries(Main and Highlands)..................................................2
STORM SEWER:(Single Family Residence).........$5.55/Month Number of City Resident Borrowers..................................29,054
GARBAGE RATES:(Residential) Number of Non-Resident/King County Borrowers............10,027
1 can(32 gal)/Wk.,curbside..................................$13.44/Month Number of Interlibrary Loan Borrowing Libraries...............1096 ,
1 additional can,weekly $8.00/Month Total Books/Holdings .....................................................190,011
Total Titles........................................................................126,566
Total Circulation...............................................................491,470
Appendix ,
8-2
Cita cf jc&ntaft
The City of Renton is located in King County,
Washington, approximately 20 miles southeast of
Seattle and surrounds the southern end of Lake
tWashington. Renton has a population of 56,840,
which ranks fifth in size of cities in the County. The
City of Renton was incorporated in 1901, and
operated under the laws of the State of Washington as
a optional municipal code city under a Mayor-Council
form of government with a seven member City
Council.Renton is a general purpose government that provides police,fire/emergency medical,
water, wastewater, stormwater, street
construction& maintenance,parks TO
EVBIIETT
and recreation,planning and zoning, "
municipal court and general
government services to its citizens. affHE!l
woouw M
The economy of the area is' based-
manufacturing, technology-based
manufacturin , technolo -based
business, the Port of Seattle, services
industry, tourism, fishing and
agriculture. The Boeing Company's nLE
Renton Operation is the largest wL'wna.n ,
employer accounting for more than
.F
thirty percent of the area's workforce.
f rye 169
fr- KEWT.
1�
s �
is
s
,www,
8-3
Table 8-1. Largest Taxpayers
Real&
Personal Percentage
Taxpayer Type of Business Property AV of AV
Boeing Aerospace&Computer Services 561,274,026 7.69%
Paccar Heavy Manufacturing 106,646,760 1.46%
Puget Sound Energy-Dec/Gas Electric/Gas Utility 79,178,508 1.08%
AMB Property Corp. Commercial Property Owners 43,670,400 0.60%
Renton Properties LLC Real Estate Developer 39,403,400 0.54%
HSC Real Estate Inc.(AvalonBay Communities Inc.) Real Estate Developer 34,169,000 0.47%
Ow est Corporation Telephone Utility 29,746,472 0.41%
Wal-Mart Retail 27,877,700 0.38%
Fred Meyer Stores Inc. Retail 27,762,178 0.38%
Walton Renton Investors III Commercial Property Owners 23,746,800 0.33%
Total Assessed Valuation-Largest Taxpayers 973,475,244 13.33%
Total Assessed Valuation-All Others 6,327,081,072 86.67% ,
Total Assessed Valuation 7,300,556,316 100.00%
Source
Assessed Valuation: King County Department of Assessment,both real and personal property assessment where '
applicable. 2006 taxroll year
Table 8-2. Principal Employers
2005 Full-Time
Equivalent Percentage of
Principal Employers Type of Business Employees Employees
Boeing Company Aerospace&Computer Services 10,865 30.56% ,
Paccar Inc Heavy Manufacturing 1,710 4.81%
Renton School District Public Education 1,348 3.79%
City of Renton City Government 608 1.71%
ER Solutions Inc Professional&Technical Services 468 1.32%
Young's-Columbia of Washington LLC Wholesale Trade,Non Durable 379 1.07%
Walmart#2516 Retail 377 1.06%
Fry's Electronics Inc Retail 343 0.96%
Ikea Retail 339 0.95%
Alliance Packaging- LLC Packaging 301 0.85%
Total Number of Employees-Principal Employers 16,738 47.08%
Total Number of Employees-All Other Employers 18,813 52.92%
Total Employees Working Within Renton 35,551 100.00%
Source
Number of Employees: City of Renton Business License Records and individual inquiry where applicable.
t
Appendix
8-4
+r
Figure 8-1 represents the number of regular full-time employees (FTE) working for
the City of Renton, as well as the number of employees per every 1,000 Renton
citizens. The number of FTEs has increased 12.4 percent between 1995 and 2005,
rri while the population of Renton grew 26.62 percent during that same time period.
The number of FTEs per 1,000 Renton citizens remained fairly constant until 2001.
The high was in 1998 at 12.21 FTE per 1,000 citizens.
to
Figure 8-1. City of Renton Full-Time Employee (FTE)Stang Levels per],000 Renton Citizens
Population -+-Emp(FTE)/1,000 Population
60,000 -- - -�.____ -- -- 12.5
irr 50,000 12.0 •0
cc
40,000 °
11.5 0
tr o 0
0 30,000 0
- - 11.0 r
o
20,000 10.5 (00
m
10,000 10.0 E
W
0 9.5
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
•rr
Regular Employees per Total Population
Year FTEs 1,000 Population of Renton
1995 541.0 12.05 44,890
1996 549.0 12.15 45,170
1997 553.0 12.04 45,920
1998 565.0 12.21 46,270
1999 573.7 12.05 47,620
2000 583.7 12.09 48,270
2001 594.7 12.16 48,900
2002 598.7 11.71 51,140
2003 603.7 11.00 54,900
2004 609.2 11.00 55,360
2005 608.0 10.70
56,840
Source
Population: State of Washington Office of Financial Management
All other information: City of Renton Finance Department
Appendix
8-5
Figure 8-2. Comparison of Renton Taxes and Rates
$10.13
$11.50 $29.68
$5.55 $20.85
$4.33
$25.69 $10.90 $6.65
$14.51 $34.35
$18.38
i
$3.35
$55
$31.85 $50
SK
$50
$0
$1.23
$3.23 $15.18 $2.93
$158 $0.00
$13.44 $2.87 $14.37 $11.32 $16.10 $0.00
$9.83 $10.48
$44.87
$36.14 $34.22
$32.60 J
$39.57 $34.85 $34.79
Renton Auburn Bellevue Kent Redmond Seattle Tukwila
■Wastewater ■Solid Waste ❑Property Tax ■Business License ■W ater ■Storm
1
Re nton's
Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila
Population 4 56,840 43,540 115,500 84,920 47,600 573,000 14,110
Tax Rates
Avg. Prop Tax/$1,000 AV 1 $3.230 $2.865 $1.230 $2.930 $1.580 N/A N/A
Electric Utility(1) 1 6.0% 6.0% 5.0% 6.0% 5.8% 6.0% 5.0%
Cable TV(2) 2 6.0% 5.0% 4.8% 5.0% 5.0% 10.0% 5.0%
B&O(3) N/A N/A N/A 15.00% N/A N/A 0.215% N/A
Admissions(4) 1 5.0% 5.0% 3.0% 5.0% 5.0% 5.0% 5.0%
Licenses&Fees
Business-Renewal(5) 3 $55 $50 $0 $50 $83.25 $90 $50
Golf(18 holes)(6) 4 $32 $35 $32 $37 $47.00 N/A $30
Dog License(7) 7 $20 $60 $60 $60 $60 $40 $60
Utility Rates
Water(750 CF)(8) 4 $25.69 $18.38 $31.85 $14.51 $20.85 $29.68 $34.35
Wastewater/Sewer 2 $39.57 $34.85 $44.87 $36.14 $34.79 $34.22 $32.60
Storm (9) 5 $5.55 $10.90 $3.35 $6.65 $11.50 $10.13 $4.33
Solid Waste(110)/Garbage 1 4 1 $13.44 1 $9.83 $15.18 $14.37 $11.32 $16.10 $10.48
ri
Appendix $
86
Figure 8-2. Comparison of Renton Taxes and Rates (continued)
tNotes:
(1) Redmond's electric utility taxes changed from 5.5%to 5.8% effective February 1, 2005.
(2) Redmond and Kent collect a franchise fee instead of a utility tax.
(3) Seattle has a second B&O rate for service related businesses (0.215%).
(4) Kent's admission tax will increase from 0 percent to 5 percent effective July 2004.
(5) Cities calculate business license fees using a variety of different methods. Bellevue is
participating in a joint licensing program with the State. Kent's fee for the first year is $75 with a
lower renewal fee. Tukwila rates are $50 for 0 - 5 employees, $100 for 6 - 100 employees, and
$200 for 101 employees and above.
(6) Kent, Auburn, Tukwila, Bellevue, and Renton golf fees differ for weekday/weekend. Based on
summer weekend rates when applicable.
(7) With the exception of Renton and Seattle, all cities surveyed use King County Animal Control.
Fees are for unaltered animals for one year. Renton has a two year license for$20.
(8) Based on summer rates when applicable.
(9) Stormwater rates are based on average single family residence. Kent rates are based on drainage
basins located in the lower Mill Creek and Valley areas. Bellevue rates are based on heavily
jdeveloped areas.
(10) Service for Bellevue, Kent, Redmond, and Tukwila is provided and billed by an outside
contractor. Rates are based on a 32-gal size can. City of Redmond rates are based on 35-gal size
can.
1
1
t
Appendix
8-7
i
i
i
RENTON� i
AHEAD OF THE CURVII. i
Did You Know?
• Respondents to a 2004 Citizen Survey were satisfied with the quality of life in Renton,
with 75%rating Renton as an"excellent" (21%) or"very good" (54%)place to live,an
increase from 63%two years ago.The principal reasons people gave Renton a positive
rating were atmosphere, location, public services, and sense of community.
• Over 55,000 people live in Renton. Housing options range from lake front homes to
urban apartments to affordable family neighborhoods.
• City staff members serve as volunteer liaisons for the City's Neighborhood Program to
provide a direct link between City government and residents. Last year, the program
served over 12,000 residents and 4,500 households with neighborhood picnics, grant
programs,newsletters, and personal contact.
• Since inception, 63 matching grants awarded to 24 different neighborhoods have
helped fund local neighborhood improvements. While the City has invested nearly
$100,000 in funding the combined projects, neighbors have matched that dollar i
investment with volunteer work and sweat equity.
• In addition to maintaining a high standard of drinking water quality, the City of '
Renton also diligently maintains 291 miles of pipe, 10 wells, 1 spring, 9 reservoirs,
18 pump stations,2 water treatment facilities, 3,240 fire hydrants, and 15,181 metered
connections. i
• The Renton Police Department responds to emergency calls within 3 minutes.
In 2004 they responded to approximately 62,000 calls for service, a 20%
increase over 2003 - with no additional staffing.
• According to a 2004 Citizen Survey, 93% of respondents feel safe in Renton and
95% gave the Renton Police Department a passing grade in terms of service. Top i
citizen priorities include keeping police patrols in neighborhoods and investigating
and solving crimes.
• The Renton Police Department is one of only nine Washington police agencies to meet
the highest policing standards in America and be accredited by the Commission on
Accreditation for Law Enforcement Agencies, Inc.
• The City provides diverse recreation programs for all ages -preschool, youth, teen,
adult, and senior. Leisure programs, organized athletics, fitness and wellness
programs, outdoor recreational opportunities; cultural arts programs; and programs
Appendix
8-8
designed to provides social and recreational opportunities to
pp senior citizens and those
with special needs all add to Renton's quality of life.
• This past year, libraries in Renton made technological improvements including
patron self-service computer reservations, wireless internet access, in-library and
home access to an online automotive repair database, and the availability of
resume writing software.
• The City's Housing Repair Assistance Program helps low to moderate income
homeowners maintain their homes by providing services such as accessibility
modifications (ramps, grab bars, door handles), and basic structure maintenance, as
well as smoke detector and carbon monoxide detector installation. The goal is to
increase the health and safety of Renton residents and keep neighborhoods
maintained. In 2004, 162 households were served by the program.
• Over 2,050 individuals participate in various volunteer opportunities and, in 2003,
contributed 63,000 hours of service to the City of Renton valued at over$1,000,000.
Available volunteer opportunities include representation on a City Board,
1 Commission, or Advisory Committee or assisting with community events or one-time
special projects.
• The City of Renton has 27 developed parks comprising 160 acres, an 18-hole public
golf course, 12.5 miles of trails, and 795 acres of open space for passive and active
recreation. The City also maintains a boathouse, theater, two community centers, two
neighborhood centers, a museum, two public libraries, and an aquatic center.
• Last year, over 76,000 people visited the new Henry Moses Aquatic Center. Of those
surveyed,92%rated the facility good or excellent and 98%will return.As anticipated,
user fees covered all operating expenses. Revenue was generated from paid
admissions,pass cards, swim lessons, classes, rentals, and concessions.
• The Renton Farmers Market is extremely popular and brings hundreds of people to the
Piazza in downtown Renton every Tuesday from June through September. More than
50 vendors sell a bounty of fresh, locally grown farm products, including organic
fruits and vegetables, cut flowers, baked goods, herbs, and more weekly at the Piazza.
• Many neighborhood parks feature play equipment for kids. Over the last several years,
older equipment has been replaced with colorful new equipment at many parks,
including Gene Coulon Memorial Beach, Kennydale Beach, Kiwanis, Highlands,
North Highlands, Tiffany, Maplewood, Glencoe, Teasdale, and Liberty. Equipment
will be replaced at Burnett Linear Park and Kennydale Lions Park in 2005.
i • Gene Coulon Memorial Beach Park, a stunning 55-acre park, has nearly 1.5 miles of
Lake Washington waterfront and receives over 1.5 million visitors a year. Major
public events featured at Coulon Beach Park include the Freddie's Club of Renton
Fabulous Fourth of July, the Kidd Valley Family Concert Series in the summer, and
Clam Lights in December.
• Outdoor activities continue to bring people to downtown Renton. The extremely
popular Cinema on the Piazza features free movies on the silver screen every Saturday
in July and August. Families will enjoy the best in comedy, drama and classics with
movies beginning at dusk and entertainment prior to each movie.
Appendix
8-9
• Along with other local theaters, Carco Theatre has joined the Renton Live Theater
Alliance to promote the arts in Renton. Renton has an impressive public art collection,
two professional theater companies, a youth symphony orchestra, a city concert band,
three theaters, and an active arts community. In July each year,many teens participate
in the annual Summer Teen Musical at Carco Theatre.
• The award-winning Renton River Days festival attracts nearly 50,000 visitors
annually. The six-day community family festival includes a parade, sports events, golf
tournament, live music, art shows, craft and vendor booths, food galore, and much
more. Liberty Park, in the heart of Renton, is the focal point for the festival with
additional events in and around the downtown core.
• Over 31,000 people are employed in Renton. In 2004, 100 new Renton business
licenses were issued to businesses that opened or moved to Renton last year.
• Over the last decade,pro-active economic development efforts have diversified
Renton's employment base. While The Boeing Company and PACCAR remain the
two largest private employers, many other innovative businesses have made Renton
their home, including bar-code technology developer Microscan, internet firm
Classmates Online, and software publisher Topics Entertainment.
• Revitalization efforts continue in downtown Renton with new housing,parks, a
performing arts center, and a transit center. Efforts in the Highlands will focus on
stimulating investment in the area's WWII housing stock and retail centers.
• Renton is becoming known as the place to be for regional retailers. Building on the ,
success of IKEA, which opened its only Northwest U.S. store in Renton in 1994, new
Fry's Electronics and Sam's Club stores bring millions of dollars to the local economy.
In 2004,total sales tax revenue increased by almost 6 percent,hotel/motel tax revenue
increased by 14.5 percent, and construction revenue increased by 31 percent.
• On average the City of Renton repairs 12,565 square feet of sidewalk each year. The
focus is on areas where trip hazards are most severe and on public right-of-way where
the City is responsible for maintenance and repairs.
• The City of Renton maintains and operates 23 sanitary sewer lift stations and 2
stormwater pumping stations, 199 miles of stormwater pipe, and 164 miles of sanitary
sewer pipe. Crews clean an average of 86,000 feet of stormwater pipe and 180,000 feet
of sanitary sewer pipe each year to help prevent flooding and overflows.
• The City of Renton sweeps approximately 6,650 lane miles of roadway each year. Last
year, 840 tons of leaves and debris were removed from Renton's streets,making them
cleaner and safer.
• Through an aggressive recycling program, Renton residents diverted over 47% of
recyclable residential waste and 9% of recyclable multi-family waste from the landfill.
• Along with restoring street pavement after excavation by the various City of Renton
utilities, crews repair approximately 179,925 square feet of pavement each year. This
helps to limit potholes, maintain the streets Overall Condition Index rating of 80 or
better, and make streets safer, smoother, and more pleasant to drive on.
Appendix
8-10
1
• According to a 2004 Citizen ave Survey, 91% the Renton Fire Department Y g p rtment a passing
grade in terms of service, with 60% giving them an "A" grade. Top citizen priorities
include putting out fires and limiting damage and providing emergency medical
services.
• Twenty-four hours a day, 365 days a year, the Renton Fire Department provides
j professional and cost-effective protection of life and property to the citizens of Renton
and King County Fire District#25.
E • The Renton Fire Department responded to 8,582 calls for service in 2003 that included
Emergency Medical Services, fires, and other types of emergencies. Core services for
the department include Disaster Management, Fire Suppression, Emergency Medical
Services, Technical Operations, Fire Prevention, and Public Education.
• Renton firefighters are certified EMT's and provide basic life support such as
performing cardiopulmonary resuscitation(CPR), bandaging wounds, splinting
injuries, and recognizing numerous dangerous medical emergencies. Emergency
Medical Services accounted for 73% of the department's calls in 2003.
• The best way to avoid the devastation of a fire is to prevent it from happening. The
Renton Fire Department inspects businesses for fire hazards, investigates fires,
reviews construction plans, and hosts public education activities. The Department
provides annual fire prevention programs to local schools, CPR training, senior citizen
programs, and disaster preparedness training, and participates in a countywide
intervention program for juvenile fire-setters.
• Renton Library system's collection offers a variety of media to meet the information
and entertainment needs of the city's residents, including roughly 171,000 books,
10,000 videos, 5,000 books-on-tape, 550 DVDs, and 450 magazine subscriptions for a
total of 187,000 items.
• The City maintains communications systems and support for 745 network devices, 50
miles of fiber optic and 30 miles of copper cabling, 600 phone sets, 4 PBX phone
switches, 650 GB of data backups, 32 network servers, 550 workstations, and 24
enterprise class software applications. In addition, the City handles over 723,000
outbound mail parcels annually.
• The City provides funding to a number of area human service providers using both
General Funds and Community Development Block Grant funds. For 2005, $327,422
was allocated to 28 different human service programs serving Renton residents.
$391,910 was allocated to 7 agencies for capital projects and employment service
programs.
• The City's records management program, mandated by law, ensures the timely
retrieval of information and the proper retention and disposition of the City's public
records. More than 1,800 boxes of City records are stored in inactive storage areas,the
second to last step in the records life cycle,which includes creation, filing, active use,
inactive storage, and ultimate disposition by means of confidential destruction or
transfer to the State Archives.
Appendix
8-11
Budget Glossary
Accounting System:The total set of records and procedures,which are used to
record, classify, and report information on the financial status and operations
of an entity.
Accrual Basis: A basis of accounting in which transactions are recognized at
the time they are incurred, as opposed to when cash is received or spent. Also,
see Modified Accrual Basis of Accounting.
Activity: A combination of people,technology, supplies, methods, and t
environment that produce a given product or service.
Ad Val Orem Taxes: A tax levied on the assessed value of real property.
Agency Fund:A fund used to account for assets held by a government as an
agent for individuals, private organizations, other governments, and/or other
funds.
Appropriation: Legislation by the City Council that approves budgets for
individual funds. Appropriation ordinances authorize spending in the
personnel services, non-personnel services, employee benefits, equipment
accounts,debt service, and capital categories. Departments cannot spend more
money than is approved in these categories. Appropriations can only be
adjusted by passage of a subsequent ordinance of the City Council upon
recommendation by the Mayor.
Arbitrage: The excess of the yield on investments acquired with gross
proceeds of a bond issue over the bond yield of the issue. This excess must be
rebated to the United States Treasury, and is called arbitrage rebate.
Assessed Valuation: The estimated value placed upon real and personal
property by the King County Assessor as the basis for levying property taxes.
BARS:The State of Washington prescribed Budgeting,Accounting,Reporting i
System Manual required for all governmental entities in the State of
Washington.
Base Budget: Ongoing expense for personnel, contractual services, and the
replacement of supplies and equipment required to maintain service levels
previously authorized by the City Council.
Biennial Budget: A budget applicable to a two-year fiscal period.
Bond(Debt Instrument): A written promise to pay(debt) a specified sum of
money (called principal or face value) at a specified future date (called the
maturity date)along with periodic interest paid at a specified percentage of the
principal (interest rate). Bonds are typically used for long-term debt to pay for t
specific capital expenditures.
Budget: Budget adopted by Renton's City Council that goes into effect on
January 1 st, including amendments through December 31 st, of the current
year.
Appendix
8-11
Budget(Operating): of financial
g P g):A plan operation embodying an estimate of proposed
expenditures for a given period(typically a fiscal year) and the proposed means of
financing them(revenue estimates). The term is also used to denote the officially
approved expenditure ceilings under which the City and its departments operate.
Budget Adjustment: A procedure to revise a budget appropriation either by City
j Council approval through the adoption of a supplemental appropriation ordinance for
any interdepartmental or interfund adjustments, or authorization by the Mayor to
adjust appropriations within a departmental budget.
Budgets and Budgetary Accounting: The City of Renton budgets its funds in
accordance with the Revised Code of Washington(RCW) 35A.33. In compliance with
the Code, annual appropriated budgets are adopted for the General, Special Revenue,
Debt Service, and Capital Projects Funds.Any unexpended appropriations lapse at the
end of the fiscal year. For Governmental Funds, there is no substantial difference
between budgetary basis and generally accepted accounting principles. Annual
appropriated budgets are adopted at the fund level.
Budget Calendar: The schedule of key dates or milestones that the City follows in the
preparation and adoption of the budget.
Budget Document: The official written statement prepared by the budget office and
supporting staff, which presents the proposed budget to the City Council.
Budgetary Control: The control or management of a government in accordance with
the approved budget for the purpose of keeping expenditures within the limitations of
available appropriations and resources.
CDBG: Community Development Block Grant is funding for the purpose of carrying
out eligible community development and housing activities.
CIP. See Capital Improvement Program.
Capital Assets: Assets of significant value, which assets have a useful life of several
years. Capital assets are also called fixed assets.
Capital Improvement Program:A separately published plan for capital expenditures
to be incurred each year over a period of six future years,which sets forth each capital
project identifying the expected beginning and ending date for each project, the
amount to be expended in each year, and the method of financing those expenditures.
Capital Outlay:Expenditures,which result in the acquisition of, or additions to, fixed
assets. Examples include land,buildings, machinery and equipment, and construction
projects.
Cash Basis: A basis of accounting in which transactions are recognized only when
cash is received or disbursed. The City of Renton operates on a cash basis.
Committed Expenditures: Appropriated expenditures (see definition of
appropriation.)
Comprehensive Plan:A general plan that outlines growth and land use for residential,
commercial, industrial, and open space areas.
Appendix
8-13
Contingency: A budgetary reserve set-aside for emergencies or unforeseen
expenditures not otherwise budgeted for.
Cost Center: An organization budget/operating unit within each City division
or department.
Council manic Bonds: Council manic bonds refer to bonds issued with the
approval of the Council, as opposed to voted bonds, which must be approved
by vote of the public. Council manic bonds must not exceed .75 percent of the
assessed valuation and voted bonds 1.75 percent.
Debt Manual: A manual that provides comprehensive reference material and
information relevant to City of Renton legal debt responsibilities, limitations,
and authority.
Debt Service:Payment of interest and repayment of principal to holders of the
City's debt instruments.
Debt Service Fund: A fund established to account for the accumulation of
resources for, and the payment of, general long-term debt principal and
interest.
Deficit: (1) The excess of an entity's liabilities over its assets (see Fund
Balance). (2) Expenses exceeding revenue during a single accounting period.
Department: Basic organizational unit of City government responsible for
carrying out a specific function.
Depreciation: (1)Expiration in the service life of capital assets attributable to
wear and tear, deterioration, action of the physical elements, inadequacy of
obsolescence. (2)That portion of the cost of a capital asset that is charged as an
expense during a particular period.
Division: A group of homogeneous cost centers within a department.
ECC:The Emergency Coordination Center is located at Fire Station 14 and is
used by the Emergency Management Team as the command center in the event
of an emergency in the greater Renton area.
ESA:The Endangered Species Act provides for the designation and protection
of invertebrates,wildlife,fish,and plant species that are in danger of becoming
extinct and mandates conservation of the ecosystems on which endangered
species depend.
Equipment Rental Fund.An internal service fund used to account for the cost
of maintaining and replacing all City vehicles and auxiliary equipment except
for golf course equipment.
Enterprise Fund. Separate financial accounting used for government
operations that are financed and operated in a manner similar to business
enterprises, and for which preparation of an income statement is desirable.
Appendix
8-14
Expenditures: Where accounts are kept on the accrual or modified odified accrual basis of
accounting, the cost of goods received or services rendered whether cash payments
have been made or not. Where accounts are kept on a cash basis, expenditures are
recognized only when the cash payments for the above purposes are made.
FICA: Federal Insurance Contribution Act is an employment tax levied against both
an employee and employer for Social Security and Medicare taxes.
FEMA: The Federal Emergency Management Act is a Federal initiative designed to
provide financial assistance in the event of an emergency.
Fund: An independent fiscal and accounting entity with a self-balancing set of
accounts recording cash and/or other resources together with all related liabilities,
obligations,reserves, and equities which are segregated for the purpose of carrying on
specific activities or attaining certain objectives.
Full-Time Equivalent Position (FTE):FTE is a measure of a position by its budgeted
hours. For example, 1 FTE equals 2,080 hours and .75 FTE equals 1,566 hours.
Fund Balance: Difference between fund assets and fund liabilities (the equity) in
governmental funds. Fund balances will be classified as reserved or undesignated.
Reserved funds:An account used to indicate that a portion of fund equity is
legally restricted for a specific purpose.
Undesignated fund balance: The funds remaining after reduction for
reserved balances.
In addition, many of the special funds are themselves restricted as to use, depending
on the legal restrictions governing the levy of the funds they contain. Examples are
Debt Service Fund and the Capital Improvement Fund.
GAAP: Generally Accepted Accounting Principles are standards used for accounting
and reporting used for both private industry and governments.
GASB: Government Accounting Standards Board established in 1985 to regulate the
rules and standards for all governmental units.
General Fund: The fund supported by taxes, fees, and other revenue that may be used
for any lawful purpose.
General Obligation Bonds: Bonds for which the full faith and credit of the insuring
government are pledged for payment.
Goal. The end toward which effort or ambition is directed. Condition or state to be
brought about by a course of action.
Indebtedness:The state of owing financial resources to other financial institutions and
investors.
Interfund Payments: Expenditures made to other funds for services rendered. This
category includes interfund repairs and maintenance.
Intergovernmental Services: Intergovernmental purchases of those specialized
services typically performed by local governments.
Appendix
8-15
Intermittent Employee: An intermittent employee is one who is hired to work
for an indefinite or intermittent period, as needed. An intermittent employee
may work a fluctuating schedule or on an on-call basis, limited to a maximum
of four months of full-time and/or may not work more than 69 hours per
month, not to exceed 1,500 hours in a calendar year.
Internal Service Fund: Funds used to account for the financing of goods or
services provided by one department or agency to other departments or
agencies of the City, or to other governments, on a cost-reimbursement basis.
International Firefighters Union (684): Labor union representing firefighter
officers, lieutenants, captains, and fire battalion chiefs.
LEOFF: Law Enforcement Officers and Firefighters Retirement System
provided in the State of Washington.
LID:Local Improvement District or Special Assessments made against certain
properties to defray part or all of the cost of a specific improvement or service
deemed to primarily benefit those properties.
LTGO: Limited Tax General Obligation bonds are non-voter approved bonds
for which the full faith and credit of the insuring government are pledged for
payment.
Limited Term Employee: An individual hired to work a full or part-time
schedule for a pre-determined period not to exceed three years or unless
extended by the City Council. A limited term position is an authorized and
budgeted exempt or non-exempt position with full or prorated City benefits
and compensated according to the City of Renton Index of Positions and Pay
Ranges.
Long Term Debt: Debt with a maturity of more than one year after the date of
issuance.
Mill:The property tax rate that is based on the valuation of property. A tax rate
of one mill produces one dollar of taxes on each $1,000 of property valuation.
Mission: A succinct description of the scope and purpose of an organization.
Mitigation Fees: Fees paid by developers toward the cost of future
improvements to City infrastructure, which improvements are required due to
the additional demands generated by new development .
Modified Accrual Basis of Accounting: The accrual basis of accounting
adapted to the governmental fund-type measurement focus. Under this form of
accounting,revenue and other financial resource increments (e.g.,bond
proceeds) are recognized when they become both measurable and available to
finance expenditures of the current period. Expenditures are recognized when
the fund liability is incurred except for certain inventory materials and supplies
and prepaid insurance. All governmental funds, expendable trust funds, and
agency funds are accounted for using the modified accrual basis of accounting.
Appendix
8-16
Object: As used in expenditure classification this term rm applies to the type of item
purchased or the service obtained(as distinguished from the results obtained from
expenditures). Examples are personnel services, contractual services, and materials
and supplies.
Objective:Desired accomplishment that can be measured and achieved within a given
time frame.
Operating Funds: Recurring revenue sources used to finance ongoing operating
expenditures and pay-as-you-go capital projects.
8% Operating Reserve: Unavailable fund balance that represents eight percent of the
operating expenditures.
Operating Transfer: Routine and/or recurring transfers of assets between funds.
Other Services and Charges: A basic classification for services other than personnel
services that are needed by the City. This item includes professional services,
communication, travel, advertising, rentals and leases, insurance,public utility
services, repairs and maintenance, and miscellaneous.
PERS:Public Employees Retirement System provided for, other than Police and Fire,
by the State of Washington.
PWTF: See Public Works Trust Fund.
Performance Measures:Indicators of program performance that are collected to show
the impact of resources spent on city services directly tied to program results.
Personnel Benefits: Those benefits paid by the City as part of the conditions of
employment. Examples include insurance and retirement benefits.
Police Guild Union:Represents commissioned police officers and sergeants, and non-
commissioned personnel.
Program: A group of related services or activities that are provided or administered
by a department or division and accounted for in its budget.
Public Works Trust Fund Loans:A State revolving loan fund that provides low-
interest loans to help local governments maintain or improve essential public works
systems.
Reallocation: The 2004 Original Budget plus salary and benefit reallocations due to
union contracts settled after the passage of the 2004 budget.
Reserve: See fund balance.
Resources: Total dollars available for appropriations including estimated revenue,
fund transfers, and beginning fund balances.
Retained Earnings: An equity account reflecting the accumulated earnings of the
City.
Revenue: Income received by the City in support of a program of services to the
community. It includes such items as property taxes, fees,user charges, grants, fines
and forfeits, interest income and miscellaneous revenue.
Appendix
8-17
i
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 category also includes overtime
and temporary help.
Special Revenue Fund.A fund used to account for the proceeds of specific
revenue sources that are legally restricted to expenditure or specified purposes.
Supplemental Appropriation:An appropriation approved by the Council after
the initial budget appropriation.
Supplies: A basic classification of expenditures for articles and commodities
purchased for consumption or resale. Examples include office and operating
supplies, fuel,power,water, gas, inventory or resale items, and small tools and
equipment.
TIP: Transportation Improvement Program is a comprehensive program used
to identify specific transportation projects for improvement to enhance local,
regional, State, and Federal transportation systems.
Temporary Employee: A temporary employee is one who was hired prior to
January 1, 1996, to work in a position designated and specifically budgeted as
"temporary" for that purpose. Temporary employees are entitled to accrue
"general leave" after serving in the position for two consecutive years.
Trust Fund:Funds used to account for assets held by a government in a trustee
capacity for individuals,private organizations,other governments,and/or other
funds.
UTGO:Unlimited Tax General Obligation bonds are voter approved and
retired by a tax levy commonly referred to as an excess levy.
Use of Prior Year Revenue: Fund balance from prior year revenue to be used
to offset current year expenditures.
Washington State Council of County and City Employees,Local 2070
(Division of AFSCME): Labor union representing all regular non-exempt
personnel, grades 1 through 29.
Appendix
8-l8
Table 8-3. Index of Positions and Pay Ranges-Elected Officials, Management, and Non-Union Supervisory
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
[Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
ELECTED OFFICIALS
(3.0%increase for 2006)
e10 Mayor * 9,666 115,992
e09 City Council Members** 950 11,400
e08 7,422 89,064 7,799 93,588 8,192 98,304 8,607 103,284 9,041 108,492
e11 Municipal Court Judge 9,500 114,000
MANAGEMENT&SUPERVISORY
NON-UNION
(3.0%increase for 2006)
m53 Chief Administrative Officer*** 9,739 116,868 10,233 122,796 10,750 129,000 11,293 135,516 11,858 142,296
m52 9,500 114,000 9,980 119,760 10,490 125,880 11,021 132,252 11,570 138,840
m5_1 9,268 111,216 9,739 116,868 10,233 122,796 10,750 129,000 11,293 135,516
M50 9,041 108,492 9,500 114,000 9,980 119,760 10,490 125,880 11,021 132,252
m49 Community Services Administrator"' 8,821 105,852 9,268 111,216 9,739 116,868 10,233 122,796 10,750 129,000
Economic Development Administrator***
Finance/Information Services Administrator***
Fire Chief***
Human Resources&Risk Mgmt Administrator***
Planning/Bldg/PW Administrator'*`
Police Chief***
m48 8,607 103,284 9,041 108,492 9,500 114,000 9,980 119,760 10,490 125,880
m47 8,398 100,776 8,821 105,852 9,268 111,216 9,739 116,868 10,233 122,796
m46 8,192 98,304 8,607 103,284 9,041 108,492 9,500 114,000 9,980 119,760
m45 Deputy Fire Chief*** 7,993 95,916 8,398 100,776 8,821 105,852 9,268 111,216 9,739 116,868
Police Deputy Chief***
m44 7,799 93,588 8,192 98,304 8,607 103,284 9,041 108,492 9,500 114,000
m43 7,608 91,296 7,993 95,916 8,398 100,776 8,821 105,852 9,268 111,216
m42 7,422 89,064 7,799 93,588 8,192 98,304 8,607 103,284 9,041 108,492
rM1 7,242 86,904 7,608 91,296 7,993 95,916 8,398 100,776 8,821 105,852
m40 7,066 84,792 7,422 89,064 7,799 93,588 8,192 98,304 8,607 103,284
R3_9 6,893 82,716 7,242 86,904 7,608 91,296 7,993 95,916 8,398 100,776
m38 Development Services Director 6,725 80,700 7,066 84,792 7,422 89,064 7,799 93,588 8,192 98,304
Economic Development Director
Facilities Director
Fiscal Services Director
Information Services Director
Library Director
Maintenance Services Director
Parks Director
Recreation Director
Transportation Systems Director
Utility Systems Director
WR_ 6,563 78,756 6,893 82,716 7,242 86,904 7,608 91296 7,993 95,916
m36 Police Commander**** 6,401 76,812 6,725 80,700 7,066 84,792 7,422 89,064 7,799 93,588
Police Manager****
m35 Hearing Examiner 6,245 74,940 6,563 78,756 6,893 82,716 7,242 86,904 7,608 91,296
m34 Information Services Manager 6,090 73,080 6,401 76,812 6,725 80,700 7,066 84,792 7,422 89,064
m33 Development Engineering Supervisor 5,942 71,304 6,245 74,940 6,563 78,756 6,893 82,716 7,242 86,904
Transportation Design Supervisor
Transportation Operations Manager
Transportation Planning Supervisor
Utility Engineering Supervisor
Water Maintenance Manager
m32 Airport Manager 5,798 69,576 6,090 73,080 6,401 76,812 6,725 80,700 7,066 84,792
Building Official
Development Manager
Golf Cour,5e Manager
Principal Planner
Appendix
8-19
l
Table 8-3. Index of Positions and Pay Ranges-Elected Officials, Management, and Non-Union Supervisory
12 Mos Annual 11 2 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
NON-UNION-Continued
m31 5,656 67,872 5,942 71,304 6,245 74,940 6,563 78,756 6,893 82,716
30 Assistant to the Chief Administrative Officer 5,519 66,228 5,798 69,576 6,090 73,080 6,401 76,812 6,725 80,700
m
City Clerk/Cable Manager
Court Services Director
Fleet Manager
Human Resources Manager
Information Systems Supervisor
m29 5,382 64,584 5,656 67,872 5,942 71,304 6,245 74,940 6,563 78,756
m28 Facilities Manager 5,254 63,048 5,519 66,228 5,798 69,576 6,090 73,080 6,401 76,812
Human Services Manager
Parks Maintenance Manager
Recreation Manager
R27 Transportation Maintenance Supervisor 5,126 61,512 5,382 64,584 5,656 67,872 5,942 71,304 6,245 74,940
m26 Waste Water/Special Operations Manager 5,000 60,000 5,254 63,048 5,519 66,228 5,798 69,576 6,090 73,080
m25 Community Relations Manager 4,878 58,536 5,126 61,512 5,382 64,584 5,656 67,872 5,942 71,304
Finance Analsyt Supervisor
Recreation Supervisor
Solid Waste Coordinator
m24 Principal Financial&Administrative Analyst 4,761 57,132 5,000 60,000 5,254 63,048 5,519 66,228 5,798 69,576
m23 Assistant Fire Marshal 4,641 55,692 4,878 58,536 5,126 61,512 5,382 64,584 5,656 67,872
Assistant Library Director
Open Space Coordinator
m22 Sr HR Analyst/Civil Service Coordinator 4,531 54,372 4,761 57,132 5,000 60,000 5,254 63,048 5,519 66,228
m21 Golf Course Supervisor 4,419 53,028 4,641 55,692 4,878 58,536 5,126 61,512 5,382 64,584
m20 Community Center Coordinator 4,312 51,744 4,531 54,372 4,761 57,132 5,000 60,000 5,254 63,048
Employee Benefits Analyst
Golf Professional
Human Resources Analyst
Safety Officer
Senior Services Coordinator
m19 4,208 50,496 4,419 53,028 4,641 55,692 4,878 58,536 5,126 61,512
m18 4,102 49,224 4,312 51,744 4,531 54,372 4,761 57,132 5,000 60,000
m17 Deputy City Clerk 4,004 48,048 4,208 50,496 4,419 53,028 4,641 55,692 4,878 58,536
Executive Secretary
NON-UNION(CLERICAL,OTHER)
(3.0%increase for 2006)
n16 Finance Analyst III 3,890 46,680 4,087 49,044 4,289 51,468 4,509 54,108 4,733 56,796
n15 Community Relations Specialist 3,789 45,468 3,985 47,820 4,187 50,244 4,399 52,788 4,622 55,464
M4 3,702 44,424 3,890 46,680 4,087 49,044 4,289 51,468 4,509 54,108
n13 Finance Analyst II 3,609 43,308 3,789 45,468 3,985 47,820 4,187 50,244 4,399 52,788
_n1 2 City Council Liaison 3,525 42,300 3,702 44,424 3,890 46,680 4,087 49,044 4,289 51,468
Museum Supervisor
n11 Admin Secretary II(Com Svc,Fire,P/B/PW, 3,436 41,232 3,609 43,308 3,789 45,468 3,985 47,820 4,187 50,244
Admin Secretary ll/Economic Assistant
Admin Secretary II/Risk Mgmt Assistant
Assistant Golf Professional
Human Resources Systems Technician
n10 Accounting Technician(Payroll) 3,351 40,212 3,525 42,300 3,702 44,424 3,890 46,680 4,087 49,044
Finance Analyst I
n09 3,273 39,276 3,436 41,232 3,609 43,308 3,789 45,468 3,985 47,820
n08 3,191 38,292 3,351 40,212 3,525 42,300 3,702 44,424 3,890 46,680
n07 Secretary II EX 3,115 37,380 3,273 39,276 3,436 41,232 3;609 43,308 3,789 45,468
n06 3,037 36,444 3,191 38,292 3,351 40,212 3,525 42,300 3,702 44,424
Appendix
8-20
.r
Table 8-3. Index of Positions and Pay Ranges-Elected Officials, Management, and Non-Union Supervisory
r
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
n05 Secretary I EX 2,964 35,568 3,115 37,380 3,273 39,276 3,436 41,232 3,609 43,308
n04 2,893 34,716 3,037 36,444 3,191 38,292 3,351 40,212 3:_52542,300
n03 2,824 33,888 21,964 35,568 3,115 37,380 3,273 39,276 3,436 41,232
n02 2,754 33,048 2,893 34,716 3,037 36,444 3,191 38,292 3,351 40,212
n01 I I 2,691 32,292 1 2,824 33,888 1 2,964 35,568 1 3,115 37,380 1 3,273 39,276
LONGEVITY SCHEDULE
NON-UNION
Completion of 5 Yrs 2%Step al 3E $87 per month
Completion of 10 Yrs 3%Step a13E $131 per month
Completion of 15 Yrs 4%Step a13E $174 per month
Completion of 20 Yrs 5%Step a13E $218 per month
Completion of 25 Yrs 6%Step al 3E $262 per month
The City contributes 2%of employee's base wage per year to a deferred compensation account
for Management and Non-Represented employees except for CAO receives$8,500 per year
Appendix
8-21
Table 8-4. Index of Positions and Pay Ranges -Local 2170
�__
12 Mos Annual12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Position Title Step A Salary_ Step B Salary Step C Salary Step D Salary Step E Salary
UNION-LOCAL 2170
(3.0%Increase for 2006)
a34 6,008 72,096 6,309 75,708 6,625 79,500 6,956 83,472 7,305=87660
a33 5,862 70,344 6,159 73,908 6,473 77,676 6,799 81,588 7,136 85,632
02 Network Systems Supervisor 5,720 68,640 6,008 72,096 6,309 75,708 6,625 79,500 6,956 83,472
a31 Utility/GIS Engineer 5,578 66,936 5,862 70,344 6,159 73,908 6,473 77,676 6,799 81,588
a30 Application Support Supervisor 5,443 65,316 5,720 68,640 6,008 72,096 6,309 75,708 6,625 79,500
a29 Program Development Coordinator II 5,312 63,744 5,578 66,936 5,862 70,344 6,159 73,908 6,473 77,676
Mapping Coordinator
a28 5,182 62,184 5,443 65,316 5,720 68,640 6,008 72,096 6,309 75,708
a27 Civil Engineer III 5,055 60,660 5,312 63,744 5,578 66,936 5,862 70,344 6,159 73,908
a26 4,931 59,172 5,182 62,184 5,443 65,316 5,720 68,640 6,008 72,096
05 Capital Project Coordinator 4,811 57,732 5,055 60,660 5,312 63,744 5,578 66,936 5,862 70,344
Facilities Coordinator
Program Development Coordinator I
Property Services Agent
a24 Database Technician 4,693 56,316 4,931 59,172 5,182 62,184 5,443 65,316 5,720 68,640
Lead Construction Inspector
Senior Network Systems Specialist
Senior Systems Analyst
Transportation Planner
a23 Airport Operations Specialist 4,581 54,972 4,811 57,732 5,055 60,660 5,312 63,744 5,578 66,936
Building Plan Reviewer
Business Systems Analyst
Civil Engineer II
Engineering Specialist III
Senior Planner
Street Maintenance Services Supervisor
Waste Water Maintenance Services Supervisor
a22 Librarian 4,470 53,640 4,693 56,316 4,931 59,172 5,182 62,184 5,443 65,316
a21 Building Inspector-Electrical 4,359 52,308 4,581 54,972 4,811 57,732 5,055 60,660 5,312 63,744
Building Inspector/Combination
Construction Inspector II
Facilities Supervisor
Park Maintenance Supervisor
Signal/Electronics Systems Technician II
Systems Analyst
Technical Support Coordinator
Water Maintenance Services Supervisor
Water Utility Maintenance Supervisor
a20 Fire Inspector III 4,252 51,024 4,470 53,640 4,693 56,316 4,931 59,172 5,182 62,184
Fire Plan Reviewer/Inspector III
Hazardous Materials Specialist
Housing Repair Coordinator
Network Systems Specialist
a19 Accounting Supervisor 4,148 49,776 4,359 52,308 4,581 54,972 4,811 57,732 5,055 60,660
Associate Planner
Civil Engineer I
Engineering Specialist II
HVAC Systems Technician
Utility Accounts Supervisor
a18 Accountant 4,050 48,600 4,252 51,024 4,470 53,640 4,693 56,316 4,931 59,172
CDBG Specialist
Code Compliance Inspector
Development Services Representative
Fire Inspector II
Fire Plan Reviewer/Inspector II
Probation Officer
Recreation Program Coordinator
Appendix
8-22
Table 8-4. Index of Positions and Pay Ranges-Local 2170
LadePosition Title 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Position Title
UNION-LOCAL 2170 Continued Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
a17 Custodial Services Supervisor 3,949 47,388 4,148 49,776 4,359 52,308 4,581 54,972 4,811 57,732
Lead Vehicle&Equipment Mechanic
Library Supervisor 3,949 47,388 4,148 49,776 4,359 52,308 4,581 54,972 4,811 57,732
Maintenance Buyer
Pavement Management Technician
Signal/Electronic Systems Tech I
Traffic Sign&Paint Supervisor
Water Quality/Treatment Plant Operator
a16 Economic Development Specialist 3,855 46,260 4,050 48,600 4,252 51,024 4,470 53,640 4,693 56,316
Fire Inspector I
Fire Plan Reviewer/Inspector I
Lead Golf Course Maintenance Worker
Lead Maintenance Services Worker
Lead Park Maintenance Worker
W1
5 Assistant Planner 3,756 45,072 3,949 47,388 4,148 49,776 4,359 52,308 4,581 54,972
Facilities Technician II
Lead Judicial Specialist
Water Utility Maintenance Technician
a14 Construction Inspector 1 3,669 44,028 3,855 46,260 4,050 48,600 4,252 51,024 4,470 53,640
Lift Station Technician
Recreation Specialist II
a13 Engineering Specialist 1 3,577 42,924 3,756 45,072 3,949 47,388 4,148 49,776 4,359 52,308
Facilities Technician
Grants Accountant
t Planning Technician II
Print&Mail Coordinator
Solid Waste Program Specialist
Signal/Electronics System Assistant II
Vehicle&Equipment Mechanic I
a12 Desktop Publishing Operator 3,492 41,904 3,669 44,028 3,855 46,260 4,050 48,600 4,252 51,024
Fire Inspector Trainee
Golf Course Maintenance Worker III
Maintenance Services Worker I II
Multimedia/Records Specialist
Neighborhood Coordinator
Parks Maintenance Worker II I
Traffic Maintenance Worker 11
all Administrative Secretary 11 3,406 40,872 3,577 42,924 3,756 45,072 3,949 47,388 4,148 49,776
Airport Maintenance Worker
Grounds Equipment Mechanic
Records Management Coordinator
Recreation Specialist I
a10 Form/Graphic Technician 3,322 39,864 3,492 41,904 3,669 44,028 3,855 46,260 4,050 48,600
Judicial Specialist/Trainer
' Permit Technician
t 3,241 38,892
a09 -Accounting Assistant IV 3,406 40,872 3,577 42,924 3,756 45,072 3,949 47,388
Administrative Secretary I
Fleet Management Technician
Library Assistant II
Mechanic's Assistant
Planning Technician I
Records Management Specialist
Signal/Electronics Systems Assistant 1
a08 Golf Course Operations Specialist 3,162 37,944 3,322 39,864 3,492 41,904 3,66944,028 3,855 46,260
Golf Course Maintenance Worker II
Housing Repair Technician
Judicial Specialist
Lead Office Assistant
Appendix
8-23
Table 8-4. Index of Positions and Pay Ranges-Local 2170
12 Mos Annual M s Annual'T. Mos Annualua1 1�Annual 12 Mos Annual
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
UNION-LOCAL 2170 Continued
a08 Maintenance Services Worker II
Parks Maintenance Worker II
Probation Clerk
Traffic Maintenance Worker I
a07 Accounting Assistant III 3,087 37,044 3,241 38,892 3,406 40,872 3,577 42,924 3,756 45,072
Data Base Systems Technician
Hearing Examiner's Secretary
Library Technical Assistant
Maintenance Custodian
Print&Mail Operator
Purchasing Assistant
Secretary II
a06 3,015 36,180 3,162 37,944 3,322 39,864 3,492 41,904 3,669 44,028
a05 Accounting Assistant II 2,939 35,268 3,087 37,044 3,241 38,892 3,406 40,872 3,577 42,924
Office Assistant III
Secretary I
Water Meter Reader
a04 Golf Course Maintenance Worker 1 2,869 34,428 3,015 36,180 3,162 37,944 3,322 39,864 3,492 41,904
Lead Custodian
Maintenance Services Worker I
Parks Maintenance Worker I
Pro Shop Assistant
Solid Waste Maintenance Worker
a03 ,Accounting Assistant 1 2,799 33,588 2,939 35,268 3,087 37,044 3,241 38,892 3,406 40,872
Library Assistant I
Office Assistant II
W02 2,734 32,808 2,869 34,428 3,015 36,180 3,162 �37,044�3,241
2 39,864
a01 Custodian 2,664 31,968 2,799 33,588 2,939 35,268 3,087 38,892
Office Assistant I
LONGEVITY SCHEDULE
LOCAL 2170
Completion of 5 Yrs 2%Step a13 E $87 per month
Completion of 10 Yrs 3%Step a13 E $131 per month
Completion of 15 Yrs 4%Step a13 E $174 per month
Completion of 20 Yrs 5%Step a13 E $218 per month
Completion of 25 Yrs 6%Step a13 E $262 per month
The City contributes 2%of employee's base wage per year to a deferred compensation account
ML
Appendix
8-14
Table 8-5. Index of Positions and Pay Ranges-Fire Department, Commissioned Officers
FIRE DEPARTMENT- COMMISSIONED OFFICERS 3.00% Increase for 2006
i
Entry Annual 12 Mos Annual 24 Mos Annual 36 Mos Annual
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary
f70 Fire Fighter 4,027 48,324 4,115 49,380 4,444 53,328 5,402 64,824
f71 Lieutenant (15%over D Step Fire Fighter) 6,212 74,544
f72 Captain (13%over Lieutenant) 7,020 84,240
f73 Battalion Chief (15%over Captain) 8,073 96,876
Deputy Fire Chief For salary information,see Management&Supervisory Matrix,Grade m45
Fire Chief For salary information,see Management&Supervisory Matrix,Grade m49
FIRE DEPARTMENT LONGEVITY SCHEDULE
Longevity is based on the following schedule,rounded to the nearest whole dollar.
%of D Step Fire Fighter Salary= $5,402
Monthly
Percent Amount
Completion of 5 years----------- 2% $108
Completion of 10 years---------------- 4% $216
Completion of 15 years---------------- 6% $324
Completion of 20 years---------------- 10% $540
Completion of 25 years--------------- 12% $648
FIRE DEPARTMENT DAY SHIFT DIFFERENTIAL
Personnel assigned to day shift for 30 consecutive days or more(excluding light duty).
Grades 71,72 and 73:5%of base wage per pay period
FIRE DEPARTMENT EDUCATIONAL INCENTIVE PAY �
%applicable to base firefighter's salary,rounded to nearest whole dollar.
Monthly
1 Step D
Fire Science Certification 2% 108
Fire Science Degree(Two Year) 4% 216
Four Year&Fire Science Degrees 6% 324
Above%for Grades 70,71 and 72 only;%Based on D Step Firefighter Base Pay.
Four Year&Fire Science Degrees 2% 108
Above%for Grade 73 only,%Based on D step Firefighter Base Pay
DEFERRED COMPENSATION/INCOME PROTECTION PLAN
For Grades 70,71,72&73:The City contributes 3.5%of employee's base wage per year to a deferred compensation
or other income protection plan.
For Grades 70,71,72,and 73,the City will contribute 2.5%of employee's base wage per year to deferred compensation plan for passing physical fitness
1 _ prior to the beginning of each year.
UNIFORM ALLOWANCE
For Grades 70,71,72 and 73 the Uniform allowance will be 1.25%of top step of firefighter annual base pay.
HOURS OF WORK: 2,430 Hours/Year;46.6 Hours/Week
Appendix
8-25
Table 8-6. Index of Positions and Pay Ranges-Police Department, Commissioned Officers M4
rr
POLICE DEPARTMENT -COMMISSIONED OFFICERS 3%Increase for January 1, 2006
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 Offices 4,036 48,432 4,379 52,548 4,722 56,664 5,061 60,732 5,402 64,824
Salary
Grade Position Title Step E
1
pc61 Sergeant 6,212 74,544
Police Commander See Management&Supervisory Matrix, Grade m36
Police Deputy Chiei See Management&Supervisory Matrix,Grade m45
Police Chief See Management&Supervisory Matrix,Grade m49
Police Manager See Management&Supervisory Matrix,Grade m36(non-commissioned)
COMMISSIONED POLICE OFFICER'S HAZARD DUTY AND PREMIUM PAY
Percent
Bicycle Officers----------------- 3%
Bi-lingual-------------------------- 3%
Detectives----------------------- 3%
Traffic Assignment-------------- 3%
Canine Officer------------------- 3%
Corporal Assignment------------ 7.5%
Field Training Officer------------- 3%
Training Officer-------------------- 3%
SRT Assignment------------------• 4%
SRO Assignment------------------- 3%
Patrol Officer-12 Hr Differentia 5.24%
Civil Disturbance Unit------------Paid at rate of double time with 3 hrs. '
minimum when called to emergency.
Crisis Communication Unit-------Paid at rate of double time with 3 hrs.
minimum when called to assist SRT.
POLICE COMMISSIONED
MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE
Completed Yrs of Servio 5 10 15 20 1 25
Longevity 1 2% 4% 6% 10% 1 12%
MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE
AA Degree/90 credits 4%
BA Degree/Masters Degree 6%
The City also contributes 3.0%of employee's wage base toward deferred compensation.
fhe City will contribute 3.0%of employee's wage base toward deferred compensation for passing physical fitness prior to beginning of each calendar year
Appendix
8-26
Table 8-7. Index of Positions and Pay Ranges-Police Department, Non-Commissioned Officers
POLICE NON-COMMISSIONED 3%Increase for 2006
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
P
n50 Traffic Controller 2,484 29,808 2,701 32,412 3,003 36,036 3,336 40,032 3,499 41,988
pn51 Police Secretary 2,760 33,120 2,981 35,772 3,281 39,372 3,609 43,308 3,787 45,444
pn52 Animal Control Officer 3,195 38,340 3,453 41,436 3,799 45,588 4,178 50,136 4,385 52,620
pn52 Jailer 3,195 38,340 3,453 41,436 3,799 45,588 4,178 50,136 4,385 52,620
pn53 Evidence Technician 3,386 40,632 3,656 43,872 4,024 48,288 4,427 53,124 4,653 55,836
Police Community Program
pn54 Coordinator 3,599 43,188 3,888 46,656 4,272 51,264 4,606 55,272 4,838 58,056
Electronic
n56 Detention Jaiile a 3,550 42,600 3,833 45996
P , 4,220 50,640 4,639 55,668 4,870 58,440
Police Service Specialist Lead
pn57 7.5%above Specialist step 4,348 52,176
Police Service Specialist Supervisor
pn58 15%above Specialist step E 4,652 55,824
Jail Sergeant
pn59 15%above Jailer step E 5,043 60,516
Domestic
Violence Victim
pn60 Advocate 3,202 38,424 3,480 41,760 3,867 46,404 4,250 51,000 4,4.74 53,688
pn61 Crime Analyst 3,359 40,308 3,649 43,788 4,056 48,672 4,457 53,484 4,693 56,316
pn62 Police Service Specialist 2,948 35,376 3,183 38,196 3,504 42,048 3,854 46,248 4,045 48,540
(Position is Non-Union/Salary Increases&Benefits Based on those Negotiated by Police Non-Commissioned)
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 112 Mos Annual
Position Title Step A Salary Step B Salary Step C Salary Step D Salary t Step E Salary
pn55
Policesa Administrative 3,453 41,436_ 3,630 43,560 3,812 45,744 4,005 48,060 4,209 50,508
POLICE NON-COMMISSIONED PREMIUM PAY
Percent Grade
Bilingual Premium----------------------------------------------------------------- 2% Base Pay
Jail Staff&Jail Sergeants 12 Hr. Differential--------------------------------- 5.24%
Training Pay/Police Service Specialist/Jailer-----1 hr of straight pay for each day as Trainer
Crisis Communication Unit----------------------------Paid at rate of double time with 3 hours minimum.
I POLICE NON-COMMISSIONED
MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE
Completed Yrs of Service 5 10 1 15 20 25
Longevity 2% J 4% 6% 10% 12%
MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE
Appendix
8-27
Table 8-8. Hourly Nonregular Salary Schedule
~�YO
♦ A 1
STEP STEP STEP STEP STEP
GRADE A B C D E
h02 7.63 7.75 8.00 8.25 8.50
h03 8.75 9.00 9.25 9.50 9.75
h04 10.00 10.25 10.50 10.75 11.00
h05 11.25 11.50 11.75 12.00 12.25
h06 12.50 12.75 13.00 13.25 13.50
h07 13.75 14.00 14.25 14.50 14.75
hO8 15.00 15.25 15.50 15.75 16.00
h09 16.25 16.50 16.75 17.00 17.25
WO 17.50 17.75 18.00 18.25 18.50
h 11 18.75 19.00 19.25 19.50 19.75
h12 20.00 20.50 21.00 21.50 22.00
h13 22.50 23.00 23.50 24.00 24.50
h14 25.00 25.50 26.00 26.50 27.00
h15 27.50 28.00 28.50 29.00 29.50
h16 1.00
h17 1 30.00 35.00 40.00 45.00 1 50.00
h18 1 55.00 60.00 65.00 70.00 1 75.00
Salary schedule is effective January 1,2006
SUGGESTED SALARY RANGES BY POSITION TYPE
Office/Engineering Aide 1 $7.63-$9.75
Office/Engineering Aide II $8.75-$13.50
Office/Engineering Aide III $12.50-$18.50
Planner/Coordinator $7.63-$22.00
Laborer $7.63-$13.50 r
Library Page $7.63-$9.75
Library Associate 1 $10.00-$12.25
Library Associate II/III $12.50-$19.75
Lifeguard/Aquatic $7.63-$14.50
Recreation Leader/Attendant $7.63-$12.00
Recreation Manager/Director $8.75-$14.50
Recreation Asst.Mgr/Director $7.63-$12.25
Instructor $1.00 +�
Engineer/Professional $20.00-$75.00
Non-Regular Seasonal,Intermittent,and Project Specific positions#9900 series
Appendix
8-28