HomeMy WebLinkAbout2009 Annual Budget
City of Renton, Washington
2009 ANNUAL
BUDGET
Acknowledgments
Iwen Wang Finance and Information Services Administrator
Linda Parks, CPA Fiscal Services Director
Nancy Violante Financial Services Manager
Jill Masunaga Senior Finance Analyst
Kristi Rowland Senior Finance Analyst
Tina Hemphill Finance Analyst III
Vidyalakshmi Vinod Finance Analyst III
Hai Nguyen Finance Analyst II
Janee Hall Finance Analyst II
Tracy Schuld Accounting Supervisor
Cindy Zinck Financial Services Manager
Mary Roy Administrative Assistant
Karl Hurst Print and Mail Coordinator
Beth Haglund Form/Graphic Technician
Contact
Renton City Hall
1055 South Grady Way
Renton, Washington 98057
Phone: 425-430-6868
Fax: 425-430-6957
Website: www.rentonwa.gov
Table of Contents
Page
ii
GFOA Award vii
Mission Statement and Business Plan Goals viii
City of Renton Mayor and City Council Photographs ix
Boards, Commissions, and Committees x
Reader’s Guide to the Budget xii
1 INTRODUCTION
Budget Message from the Mayor 1-1
2009 Budget Highlights 1-16
Major Revenues 1-26
Financial Management Policies 1-43
2 BUDGET AT A GLANCE
The Budget Process 2-1
Schedule of the Budget Process 2-3
Budget Fund Structure 2-4
Financial Structure 2-6
2009 Budget Summary by Fund, All Funds 2-9
The Total Budget for 2009, All Funds 2-10
Total Revenue Budget Over Time, All Funds 2-11
Total Expenditure Budget Over Time, All Funds 2-12
Funds Groups 2-13
2009 Original Staffing Count 2-13
Revenue Detail, General Governmental Funds 2-14
Expenditure Detail, General Governmental Funds 2-15
Operating Budgets, Capital Investments, and Designated Expenses 2-16
Employment History 2-18
Staffing (Full-Time Equivalent Employees-FTA) Comparison by Department 2-19
3 RENTON RESULTS
Introduction 3-1
City Services Areas 3-4
4 OPERATING BUDGET
Introduction 4-1
Legislative 4-3
Mission Statement 4-3
City Councilmembers Names and Committees 4-3
Position Listing - Legislative 4-6
Administrative and Judicial Services (AJS) 4-7
Mission Statement 4-7
Mayor’s Office 4-10
City Clerk 4-13
Hearing Examiner 4-15
Court Services 4-16
AJS Position Listing 4-18
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Page
iii
City Attorney 4-19
Mission Statement 4-19
City Attorney Position Listing 4-22
Community and Economic Development (CED) 4-23
Mission Statement 4-23
CED Position Listing 4-34
Finance and Information Services (FIS) 4-37
Mission Statement 4-37
Finance Division 4-39
Information Services Division 4-41
FIS Position Listing 4-43
Human Resources and Risk Management (HR&RM) 4-45
Mission Statement 4-45
Administration and Civil Services Division 4-48
Risk Management Division 4-49
HR&RM Position Listing 4-50
Police Department 4-51
Mission Statement 4-51
Administration Division 4-53
Patrol Operations Division 4-54
Special Operations Division 4-56
Patrol Services Division 4-57
Investigation Division 4-58
Administrative Services Division 4-60
Staff Services Division 4-62
Auxiliary Services Division 4-63
Police Position Listing 4-64
Fire and Emergency Services Department 4-69
Mission Statement 4-69
Response Operations 4-71
Safety and Support Services 4-72
Community Risk Reduction 4-74
Fire Position Listing 4-76
Community Services 4-79
Mission Statement 4-79
Administration Division 4-83
Facilities Division 4-84
Parks Division 4-86
Parks Division – Maplewood Golf Course 4-88
Recreation Division 4-90
Human Services Division 4-92
Library Division 4-94
Community Resources and Events 4-96
Table of Contents
Page
iv
Renton History Museum 4-98
Community Services Position Listing 4-100
Public Works (PW) 4-105
Mission Statement 4-105
Administration Division 4-109
Maintenance Services Division 4-112
Transportation Systems Division 4-114
Utility Systems Division 4-120
PW Vehicle Replacements Listing 4-125
PW Position Listing 4-126
Other City Services 4-133
Mission Statement 4-133
5 DEBT SERVICE
Introduction 5-1
Debt Margin Availability 5-1
Projected Limitation of Indebtedness for General Purposes, City and
Overlapping Tax Rates and Property Tax Revenue 5-2
Property Tax Allocation among Overlapping Jurisdictions 5-4
Long-Term Debt 5-5
Debt Service Requirement to Maturity Long-Term Debt Summary 5-6
Limited Tax General Obligation Debt 5-7
Limited Tax General Obligation Debt Per Capita 5-7
Outstanding Debt 5-9
Limited (Non-Voted) Tax General Obligation Debt 5-10
Unlimited (Voted) Tax General Obligation Debt 5-11
Revenue Bonds 5-11
Public Works Trust Fund Load Debt 5-13
6 CAPITAL INVESTMENT PROGRAM
Capital Investment Program 6-1
City Summary 6-2
General Governmental Summary 6-4
Community Services Summary 6-9
Transportation Summary 6-33
Renton Airport Summary 6-35
Golf Course Summary 6-38
Water Summary 6-41
Waste Water Summary 6-50
Surface Water Summary 6-63
7 BUDGET BY FUND
Budget by Fund 7-1
New Revenue Budget Comparisons by Fund, All Funds 7-2
Committed Expenditures Budget Comparisons by Fund, All Funds 7-3
Fund 000/001/003/004/005/006/007/009/010/011/031 General Government Funds 7-4
Fund 000, General Fund 7-6
Fund 001, Community Services Fund (Previously Fund 101, Parks Fund) 7-8
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v
Fund 003, Street Fund (Previously Fund 103) 7-9
Fund 004, Community Development Block Grant Fund (Previously Fund 104) 7-10
Fund 005, Museum Fund (Previously Combined with Fund 006) 7-11
Fund 006, Library Fund (Previously Fund 106) 7-12
Fund 007, Parking Garage Maintenance Fund 7-13
Fund 009, Farmers Market Fund 7-14
Fund 010, Fire Memorial Fund 7-15
Fund 011, Fire Health and Wellness Fund 7-16
Fund 031, Park Memorial Fund (Previously Fund 131) 7-17
Fund 102, Arterial Street Fund 7-18
Fund 108, Leased City Properties (Previously Fund 306) 7-19
Fund 110, Hotel / Motel Fund 7-20
Fund 118, Reserve for Paths and Trails Fund 7-21
Fund 125, 1% for Art Fund 7-22
Fund 127, Cable Communications Development Fund 7-23
Fund 135, Springbrook Wetlands Bank Fund 7-24
Fund 201/207/215, Limited Tax General Obligation Bond Funds 7-25
Fund 201, Limited Tax General Obligation Bond Fund (City Hall) 7-26
Fund 207, Limited Tax General Obligation Bond Fund (Senior Center) 7-27
Fund 215, General Governmental Miscellaneous Debt Service Fund 7-28
Fund 219, Unlimited Tax General Obligation Bond Funds 7-29
Fund 220, Local Improvement District (LID) Debt Service Fund 7-30
Fund 301, Garage Capital Improvement Project Fund 7-31
Fund 303, Community Development Impact Mitigation Fund 7-32
Fund 304, Fire Impact Mitigation Fund 7-33
Fund 305, Transportation Impact Mitigation Fund 7-34
Fund 307, Aquatics Center 7-35
Fund 316, Municipal Facilities Capital Improvement Fund 7-36
Fund 317, Transportation Capital Improvement Fund 7-37
Fund 318, South Lake Washington Infrastructure Project 7-38
Fund 326, Housing Opportunity Fund 7-39
Funds 402/422 Airport Summary Funds 7-40
Fund 402, Airport Fund 7-41
Fund 422, Airport Capital Improvement Fund 7-42
Fund 403, Solid Waste Utility Fund 7-43
Funds 404/424 Golf Course Summary Funds 7-44
Fund 404, Municipal Golf Course System Fund 7-45
Fund 424, Municipal Golf Course System Capital Improvement Fund 7-46
Funds 405/406/407/416/425/426/427/451/461/471/481, Waterworks Utility Funds 7-47
Fund 405, Water Utility Operation Fund 7-58
Fund 406, Wastewater Utility Operation Fund 7-49
Fund 407, Surface Water Utility Operation Fund 7-50
Fund 416, King County Metro Fund 7-51
Fund 425, Water Utility Construction Fund 7-52
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Page
vi
Fund 426, Wastewater Utility Construction Fund 7-53
Fund 427, Storm Water Utility Construction Fund 7-54
Fund 451, Waterworks Revenue Bond Fund 7-55
Fund 461, Waterworks Bond Reserve Fund 7-56
Fund 471, Waterworks Rate Stabilization Fund 7-57
Fund 481, Future Water/Sewer Bond Proceeds Fund 7-58
Funds 501/503/504, Internal Service Fund Summary 7-59
Fund 501, Equipment Repair and Replacement Fund 7-60
Fund 503, Information Services Fund 7-61
Fund 504, Facilities Fund 7-62
Funds 502/512/522, Insurance Funds 7-63
Fund 502, Insurance Fund 7-64
Fund 512, Healthcare Insurance Fund 7-65
Fund 522, LEOFF1 Retirees Healthcare Insurance Fund 7-66
Fund 611, Firemen’s Pension Fund (Previously Fund 601) 7-67
8 DETAILS
Details 8-1
2008 Revenue, Expenditures, Fund Sources, All Funds 8-2
9 APPENDIX
Appendix 9-1
General Information – City of Renton, Washington 9-2
Largest Taxpayers 9-4
Principal Employers 9-4
Full-Time Employee (FTE) Staffing Levels per 1,000 Renton Citizens 9-5
Comparison of Renton Taxes and Rates 9-6
Did You Know? 9-7
Budget Glossary 9-12
Index of Positions and Pay Ranges 9-19
Elected Officials, Management and Supervisory Non-Union, Non-Union Clerical 9-19
Union - Local 2170 9-21
Fire and Emergency Services Department, Commissioned Officers 9-25
Police Department, Commissioned Officers 9-26
Police Department, Non-Commissioned Officers 9-28
vii
The Government Finance Officers Association of the United States and Canada
(GFOA) presented an award of Distinguished Budget Presentation to the City of Renton
for its annual budget for the fiscal year beginning January 1, 2008. In order to receive
this award, a government unit must publish a budget document that meets program
criteria as a policy document, as an operations guide, as a financial plan, and as a
communication device. The award is valid for a period of one year. We believe this
budget continues to conform to program requirements and we will submit the final 2009
Budget to GFOA to determine its eligibility for another award.
RENTON. THE CENT E R O F O P P O R T U N I T Y .Renton RENTON. THE CENT E R O F O P P O R T U N I T Y .
City of
Business Plan Goals • 2009-2014
Promote citywide
economic
development
Promote Renton as the
progressive, opportunity-
rich city in the Puget Sound
region
Capitalize on growth
opportunities through bold
and creative economic
development strategies
Recruit and retain
businesses to ensure a
dynamic, diversified
employment base
Continue redevelopment
efforts downtown, in the
Highlands, and South Lake
Washington
Promote citywide Promote
Strong
Neighborhoods
Support the vitality and
positive appearance of
neighborhoods through
community involvement
Encourage and partner in
the development of quality
housing choices for people
of all ages and income levels
Ensure the safety, health,
and security of citizens
through effective service
delivery
Promote pedestrian and
bicycle linkages between
neighborhoods and
community focal points
Manage growth
through sound
urban planning
Foster development of
vibrant, sustainable,
attractive, mixed-use
neighborhoods in
established urban centers
Uphold a high standard
of design and property
maintenance throughout
the city
Provide a balance between
housing and high-quality
jobs
Maintain services to
current residents while
welcoming annexation areas
that desire to become part
of Renton
Manage growth Meet the service
demands that
contribute to the
livability of the
community
Prioritize services
at levels that can be
sustained by revenue
Plan, develop and
maintain quality services,
infrastructure, and amenities
Respond to growing
service demands while
meeting the unique
requirements of a diverse
population through
partnerships, innovation,and
outcome management
Retain a skilled workforce
by making Renton the
municipal employer of
choice
Balance development with
environmental protection
PromoteInfluence
decisions that
impact the city
Demonstrate leadership by
developing and maintaining
partnerships and investment
strategies with other
jurisdictions that improve
services
Aggressively pursue
transportation and other
regional improvements and
services that improve quality
of life
Advocate Renton’s
interests through state and
federal lobbying efforts
Providing a healthy, welcoming atmosphere where citizens choose to live, raise families,
and take pride in their community
Promoting planned growth and economic vitality
Valuing our diversity of language, housing, culture, backgrounds and choices
Creating a positive work environment
Meeting service demands through innovation and commitment to excellence
Providing a healthy, welcoming atmosphere where citizens choose to live, raise families,
RentonRentonRentonRentonRentonCity of
Vision Renton: The center of opportunity in the Puget Sound
Region where families and businesses thrive Mission The City of Renton, in partnership and
communication with residents, businesses,
and schools, is dedicated to:
ix
Mayor, City of Renton
Denis Law
Renton City Council
From left to right: Rich Zwicker, Don Persson, Terri Briere,
Marcie Palmer, King Parker, Randy Corman, Greg Taylor
Boards, Commissions, and Committees
Vacancies and expired appointments are shown in italics
* Chair/contact Updated 3/18/2009
** No meeting in August
*** No meeting in July / August x
Group Name and Members Location Day Time
ADVISORY COMMISSION ON DIVERSITY 1st Flr. HR Conf. Rm. 2nd Wednesday 6:30 p.m.
Antonio Cube, Sr., Sandel Demastus, Vern Nichols, Charles Thomas, Lari White, Barbara Clark-Elliott, Raymond Lam,
Vacant (Jennifer Knickerbocker), Serena Aquino (youth)
AIRPORT ADVISORY COMMITTEE Meetings scheduled as needed
Airport at Large: Greg Garner, Diane Paholke, Michael Rogan, Todd Banks
Airport Leaseholders: Michael O’Leary, Vacant (Kurt Boswell), Frank Marshall, Michael Rice
Aircraft Owners & Pilot’s Associations: Colleen Turner, Karen Stemwell
The Boeing Company: Mr. Jan Fedor
WA Pilot’s Association: Alfred Banholzer
Mercer Island: Elliot Newman
Highlands Neighborhood: Michael O’Halloran, Michael Krohn
Kennydale Neighborhood: Marleen Mandt, Colleen Ann Deal
North Renton Neighborhood: Lee Chicoine, Vacant (Beverly Franklin)
Renton Hill/Monterey Terrace: Michael Schultz, Dina Davis
South Renton Neighborhood: Robert Moran, Vacant (Robert Bonner)
Talbot Hill Neighborhood: Jennifer Ann Rutkowski, Matthew Devine
West Hill Neighborhood: Roger Lewis, John Middlebrooks
CIVIL SERVICE COMMISSION 1st Flr. HR Conf. Rm. 4th Tuesday 4:30 p.m.
Richard Fisher, William Larson, James Matthew, James Phelan, Andee Jorgensen
CUAUTLA SISTER CITY ADVISORY COMMITTEE Meetings scheduled as needed
Celeste Brady, Jessica Burns, Sue Campbell, Theresa Clymer, Alberto Diaz, Sergio Fernandez, Alejandro Garcia,
Ila Hemm, Kay Hermann, Ken Hoben, Nancy Hoben, Jonna Lee Hough, Andee Jorgensen*, Doug Kyes, Sonja Kyes,
Sonja Mejlaender (City staff), Ted Rodriguez, Salvador Sahagun, Suzanne Thompson, Rich Wagner
FIREMEN’S PENSION BOARD Mayor’s Conf. Rm. 3rd Thursday 1:30 p.m.
Ray Barilleaux (Retired Firefighter), Denis Law (Mayor), Don Persson (City Council), Bonnie Walton (City Clerk),
Jill Masunaga (Finance Dept. Rep.), Bruce Phillips (Retired Firefighter), Chuck Christensen (Retired Firefighter [Alternate])
HUMAN SERVICES ADVISORY COMMITTEE 7th Flr. Council Conf. Rm. 3rd Tuesday 3 p.m.
Margie Albritton, Rob Spier, Cheryl Haskins, Anthony Costanti, Rolf Dragseth, Charles Gray,
Elizabeth Stevens, Samantha Williams (youth), Robin Jones, Alicia Glenwell, Adria Krail
LEOFF BOARD 1st Flr. HR Conf. Rm. 4th Tuesday 8 a.m.
Richard Anderson (Police), Vacant (Robert Deines (Fire), Greg Taylor (City Council), King Parker (City Council),
Jim Phelan (At-Large)
LIBRARY BOARD Renton Public Library 2nd Thursday 7 p.m.
Peter Hartley, John DuBois, Heather Nugent, Mr Kelly Bailey, Catherine Ploue-Smith, Vacant (youth), Amy Pieper
MUNICIPAL ARTS COMMISSION** 7th Flr. Council Conf. Rm. 1st Tuesday 4:30 p.m.
Frederick Lund, Jerri Everett, Evelyn Reingold, Linda Middlebrooks, Denise Zullig, Michael O’Halloran,
Wesley Van Doren, Doug Kyes, Patricia Pepper, Valerie Gower, Britt Peterson, Dalia Amin
NISHIWAKI SISTER CITY ADVISORY COMMITTEE*** 7th Flr. Council Conf. Rm. 2nd Tuesday 4:30 p.m.
Pat Auten, Theresa Clymer, Steve Dobson, Wyman Dobson, Becky Gibbs, Sonja Mejlaender (City staff), Richard Morris,
Nancy Osborn, Roger Richert*, Ray Sled, Betty Vaughn
Boards, Commissions, and Committees
Vacancies and expired appointments are shown in italics
* Chair/contact Updated 3/18/2009
** No meeting in August
*** No meeting in July / August xi
Group Name and Members (continued) Location Day Time
NON-MOTORIZED TRANSPORTATION ADVISORY COMMITTEE Liberty Park
Building
1st Thursday
Even Numbered
Months
4:30 p.m.
Bob Elliot*, Margaret Feaster, Dorothy Flower, Paul Wantzelius, Jean Hobart, Pete Maas, Craig Paynter, Robert Peterson,
Frances Pieper, Janene Sestak
PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m.
Cynthia Burns, Al Dieckman, Michael O’Donin, Ron Regis, Larry Reymann, Timothy Searing, Troy Wigestrand,
Vacant (youth)
PLANNING COMMISSION Council Chambers 2nd and 4th Wednesdays 6 p.m.
Kevin Poole, Ed Prince, Ray Giometti*, Michael Chen, Gwendolyn High, Nancy Osborn, Lisa Brines, Michael Drollinger,
Shawn Duffee
RENTON HOUSING AUTHORITY 2900 NE 10th St. 2nd Monday 9 a.m.
Merna Wheeler, Vacant (Wood), Steve Maxwell, Gerald Marsh, Maxine Anderson
SENIOR CITIZENS ADVISORY COMMITTEE Senior Activity Center 1st and 3rd Mondays 10 a.m.
Fern Ziebell, Mary Lou Gilbert, Mary Brown, Ben Cheney, Ruby Griffin, Eric Eastberg, Marge Cochran-Reep,
Emilie McCue, Elaine Koehler, Mary Ann Ellingson, Mary Burns-Haley, Edie-Mae Lawyer, Rose Warren,
Douglas Gregory, Jane Goodwin
xii
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. His letter articulates City initiatives and
issues for the 2009 Annual Budget. Following this are the 2009 Budget Highlights, Financial
Management Policies, Major Revenues, and the 2009 Fund Balance Summary.
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. 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 section we present budget information organized by department and division. Each
department, and each division within that department, presents its mission statement, expenditure
budget, staffing levels, and funding decisions. The last subsection, labeled Other City Services,
provides for miscellaneous services that benefit all City departments, such as the insurance fund.
Section 4: Debt Service
An extensive overview of Renton’s debt program is presented here. This includes financial data
on debt limitations, property tax rates and revenues, long-term debt service requirements, and a
schedule of the City’s overall outstanding debt.
Section 5: Capital Investment Program (CIP)
This project listing provides a summary of the six-year CIP plan. We list projects by activity and
by managing department.
Section 6: Budget by Fund
We begin with the revenue and 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.
xiii
Section 8: The Appendix
In this appendix, we provide selected demographics, economic statistics, the vehicle replacement
list, 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 the final budget. It
provides actual and budget revenue and expenditures by account number, by year.
xiv
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2009 Budget Message
Delivered by Mayor Denis Law to Renton City Council on October 27, 2008
To the Citizens of Renton and the Honorable members of the Renton City Council:
I appreciate this opportunity to present to you our balanced budget proposal for
2009.
This budget strives to sustain and advance all of the successes this city has
achieved—even as we face financial challenges.
Though we are facing tough economic times, I’m very optimistic about Renton
and the future of our city.
In my ten months as Mayor, wandering through the offices at City Hall, our fire
stations, libraries, maintenance facilities, and parks; I’ve met many city employees
and I am honored to work with them. They are the true ambassadors in our
community, and I appreciate their hard work and dedication.
As you are well aware, our country is facing one of the worst economic
slowdowns in the history of this nation—with the mortgage crisis, high fuel costs,
large declines in revenues, and increasing fixed costs. These factors are hitting
home, and as we enter a new budget cycle for 2009, we must take actions
necessary to ensure that our budget remains in balance.
This budget recognizes the fiscal realities we face: increased labor and material
costs and shrinking revenues—especially in all sales tax categories, permit fees,
and real estate excise tax.
Today, money is very tight for business owners, employees, families, and city
government. Much of the revenue we use to help pay for police officers, fire
fighters, parks, trails and recreation comes from sales tax, development fees, and
Mayor Law 2009 Budget Message
May 1, 2009
Page 2 of 15
new permits. All of these categories are down; which, of course, is a reflection of
our struggling economy.
And we know that our residents are having a difficult time. Many fear layoffs at a
time when all of their costs of living are going up. Seniors on fixed incomes are
especially hit hard. I recently received thank-you cards from several Renton
residents on fixed incomes who were so grateful for the small utility rebate
checks they received from the city. The message is clear. Many of our citizens are
struggling.
With reduced revenues, the course we must take together is clear—set priorities,
reduce our expenses, and take care of the basics. We need to do a better job of
managing tax dollars, managing programs, and managing our assets.
This is a time for focusing on the city's core responsibilities and doing those things
well. This budget emphasizes core services, eliminates duplicate functions, and
stresses efficiency. Most importantly, it challenges the status quo and takes a
fresh look at how our city provides its core services.
As you know, we have already made significant reductions to our 2008 operations
to address the revenue shortfall we’re currently experiencing. Our department
administrators and their directors have done a great job in reducing overall
expenditures.
Despite the economic downturn across the nation and our region, we have
accomplished a lot since January.
• The population of our city has grown by over 25 percent and Renton is
now home to over 80,000 residents. We welcomed new residents from
the Benson Hill area and other neighborhoods adjoining Renton that
elected to join our city. Renton is one of the fastest growing cities
among the 20 largest cities in Washington. Our population has
approximately doubled over the last 18 years, from about 40,000 in
Mayor Law 2009 Budget Message
May 1, 2009
Page 3 of 15
1990 to over 80,000 this year. With the recent annexation of the
Benson/Cascade communities, Renton is the 11th largest city in the
State and the 5th largest city in King County.
• We have reorganized parts of city government this year to make it more
responsive and efficient.
• We've delivered on our promise to keep our city beautiful, and we have
significantly enhanced our code enforcement efforts.
• We have emphasized public safety, and we’ve made measurable
progress in preparing our citizens in the event of a major disaster.
• We have continued our efforts to revitalize downtown Renton as well as
our neighborhoods.
Even as the region’s economy declines, locally we continue to see positive
change. New stores are opening every month at The Landing, including last
week’s grand opening celebrations at Regal Cinemas.
We participated in a number of significant ribbon-cuttings this year—from the
Federal Reserve Bank of San Francisco’s new Seattle branch headquarters, to the
amazing Seattle Seahawks’ Virginia Mason Athletic Center.
We have made progress on transportation projects and have several major
improvements underway for our roads and other infrastructure that provide the
basic foundation for our city.
To do our part in keeping our environment clean and healthy, we have reduced
paper waste, purchased one of the region’s first hybrid boom trucks, and will
soon launch a comprehensive effort to expand recycling and waste reduction.
Our department heads are working together to find more efficient ways of
providing service to our citizens—with fewer dollars. We are not letting budget
Mayor Law 2009 Budget Message
May 1, 2009
Page 4 of 15
problems get in the way of strengthening basic services, and we’re making
progress.
Communicating with our citizens is also a priority and we continue to find new
ways to keep our residents well informed and engaged in city-related issues.
One of our goals is to meet the service demands that contribute to the livability of
our community.
I mentioned our successful annexation of the Benson Hill area and the high
quality services that we have been providing to the residents and businesses since
March. We sponsored a community celebration to welcome new Benson Hill
residents and have conducted some successful outreach in the community.
We are working with the owner of the Cascade Shopping Center on
redevelopment opportunities, and have facilitated several public events at the
Center to encourage neighborhood involvement in helping to improve the
community.
Under the leadership of our Police Chief, we created a new inter-departmental
initiative to ensure measurable results in code enforcement. We have achieved
results, and we continue to make measurable progress.
After years of trying to find a solution for the boarded-up Don-a-Lisa Motel in
North Renton, we successfully collaborated with the Bryant family to demolish
the building and make other improvements to the property, and we’re working
with them on future redevelopment plans for the entire site.
We are resolving code compliance issues within 14 days, with a majority being
resolved through voluntary compliance.
Our efforts to recruit new employers and high-quality development to Renton
continues to be a priority.
Mayor Law 2009 Budget Message
May 1, 2009
Page 5 of 15
We merged the Economic Development, Neighborhoods, and Strategic Planning
Department with Development Services to form the Department of Community
and Economic Development. This has helped us enhance our efficiency and meet
our goal of streamlined land use regulations, sound urban planning, and economic
development.
Earlier I mentioned the new Regal Cinemas at The Landing. Not only is it a
spectacular complex with 14 screens and more than 2,300 seats, Regal is known
to invest in the local community. Their generous contributions to Newspapers in
Education, Communities In Schools of Renton, and the Renton Community
Foundation with proceeds from their recent grand opening events, are greatly
appreciated.
We continue to see new retail stores and restaurants opening at The Landing, and
the residential components are expected to continue to change the dynamics of
South Lake Washington.
We have begun working with developers and The Boeing Company on the second
phase of development there, which may include high-quality office buildings and
a hotel.
We are continuing to revitalize our parks and neighborhoods, which in turn
strengthens our community. We’ve made several improvements to our parks,
trails, and open spaces, including Burnett Linear Park, Cedar River Park, and
Springbrook Trail.
City-sponsored special events continue to play a big role in improving the quality
of life in our community. We enjoyed record attendance at IKEA Renton River
Days and at the 4th of July Celebration and Fireworks at Gene Coulon Memorial
Beach Park.
We also embarked on some significant road projects. Our work on Duvall Avenue
is going well. Once completed, we will have widened the lanes; added a center
Mayor Law 2009 Budget Message
May 1, 2009
Page 6 of 15
two-way left-turn lane, curbs, gutters, sidewalks, and bicycle lanes on both sides
of Duvall; and relocated the overhead power lines underground. The City Council
and our staff have worked very hard to help mitigate the impacts this closure has
caused to some of the local neighborhoods.
Public safety is the cornerstone of a civil society and is critical to the health and
vitality of our community. Making our neighborhoods and community feel safe,
and creating a better environment for people to raise their families, is vital to the
economic health and future prosperity of our city, and continues to be my top
priority.
We emphasized the need for people to feel safe when they are in their homes
and when they are out in the community. We launched a comprehensive plan to
reduce criminal activity and enhance overall safety throughout Renton, including
additional security, increased patrols, security cameras, enhanced code
enforcement efforts, and significant emphasis on traffic safety.
We have created an interdepartmental anti-graffiti and vandalism task force,
which we will roll out to you in a few weeks. A state grant to develop and
implement a comprehensive plan to remove and prevent graffiti and vandalism in
the city has been awarded to the task force, which will help further the success of
the program.
We launched an effective photo enforcement program and installed six red light
cameras at four major intersections and three speed zone cameras in our school
zones. Since the installation of the photo enforcement cameras in June, we have
issued more than 4,500 citations.
And our continued emphasis on Renton Heart Month, to help educate our
employees and the public on best ways to respond to heart-attack warnings,
resulted in saving the life of one of our residents. I want to offer special thanks to
Shawn Daly, Senior Services Coordinator at the Renton Senior Center, who
Mayor Law 2009 Budget Message
May 1, 2009
Page 7 of 15
responded quickly when a man suffered a heart attack at the Center, and was
able to bring him back to life.
We took some important steps to meet our goal to manage growth through
sound urban planning.
We ascertained our community’s needs for library services, evaluated the current
level of services that we offer through the Renton Public Library system, and have
provided you with future library options to explore.
We are finalizing the Trails and Bicycle Master Plan Study and the Urban Forestry
Development Plan. We continued our efforts to update the Shoreline Master
Program, and continue to work with the Highlands Task Force. We are also
working with the Renton Housing Authority and private property owners to
promote re-investment, redevelopment, and other improvements in the
Highlands Sub-area.
We completed the Airport Layout Plan and airport leasing policies, and updated
the Airport Master Plan. We successfully extended our lease of Apron B at the
airport with Boeing, furthering our strong relationship with The Boeing Co. and
their long history in our community.
FINANCIAL SUMMARY
The total 2009 proposed expenditure budget is $252 million, of which $171
million is for city operations, $57 million is for debt service and proposed capital
projects, and $24 million represents internal transfers that are offset by revenues.
This represents a 2% increase over the 2008 adopted budget. The total revenues
equal $245 million. The difference between revenues and expenditures of about
$7 million will be covered by prior year fund balances for capital equipment and
projects.
Mayor Law 2009 Budget Message
May 1, 2009
Page 8 of 15
Of the $171 million operating budget, $101 million is for General Government
Operations. These are activities primarily supported by tax revenues. With the
slowing economy and a high rate of inflation, our preliminary projections indicate
that maintaining current services in General Government Operations will result in
a deficit of over $5 million in 2009.
In order to make up this budget gap, I asked each department to carefully
scrutinize all expenditures, focus on maintaining core services, and provide
options that reduce their budget by 7%. It is also our goal to achieve efficiencies
and become as lean and highly functional as possible without making any
reductions to our current staffing levels.
Departments worked hard to comply with this request with the primary goal of
serving Renton’s residents. As a result, the proposed budget leaves 36 authorized
positions unfilled and includes reductions in various services. I would like to
thank our administrators for their outstanding efforts in helping us formulate this
budget.
The proposed budget also reflects cost increases for specific purposes. These
include the cost of the Fire District 40 contract, an increase in equipment costs in
the police operating budget, a full year’s cost for annexation-related personnel,
and a proposed transfer of $1 million to fund capital projects. Funding for these
increases will come from the Fire District 40 service contract, a full year of
revenues from Annexation Sales Tax Credit, and continued growth in the share of
our property taxes that comes from new construction.
With these adjustments, we will be able to balance our operating budget with
current operating revenues, and use prior year fund balances only for one-time
capital purposes.
Mayor Law 2009 Budget Message
May 1, 2009
Page 9 of 15
CAPITAL FUNDING
Of the $57 million in proposed capital projects, over $37 million is for
transportation and utility projects, $5 million will be used to meet debt service
requirements and about $13.5 million for other projects.
The single largest capital project is the council-authorized acquisition of the
parking garage at The Landing for $12.5 million. As previously discussed, we have
very limited new resources for general capital projects in 2009. Rather than incur
more public debt for this garage, I am recommending that we delay the
construction of the new park maintenance facility and transfer the $7.5 million
we have in reserve for this project. In addition, we recommend that we transfer
$2 million from the anti-recession reserve fund and $3 million from the
undesignated fund balance in the Risk Management Fund to fully fund the garage
acquisition.
In addition to the garage, we are making progress with several south county cities
in a joint venture to build a new regional jail, which is required since King County
will no longer provide us with needed jail space after 2012.
The remaining $3-1/2 million includes the extension of the current maintenance
facility lease and performance of major maintenance needed for various city
facilities and parks.
As I mentioned earlier, these hard economic times challenged us to set priorities,
take care of the basics, emphasize core services, and focus on efficiency. We
challenged ourselves to accomplish more with fewer dollars—the same challenge
facing family budgets and local businesses.
As you know, state law caps our revenue growth in property taxes to 1%. This
means that the actual amount collected from the same properties the previous
year may not exceed 1% in total collected dollars. However, we recognize the fact
that many taxpayers actually incur a much higher increase than the 1%. This is
Mayor Law 2009 Budget Message
May 1, 2009
Page 10 of 15
due to county assessments that have tended to increase residential assessments
while reducing the assessed valuation on commercial properties. This has placed
an extra burden on the average homeowner.
Other factors contributing to increased property taxes are voter-improved
increases for special purposes like Medic One and school levies and bonds.
The portion of the property taxes that go to the city represents 30% of our
General Operating revenue base, which pays for police, fire service, parks, roads
and other city services. Other revenues that contribute to the cost of these
services come from retail sales, new home construction, permit fees and
commercial development, which are all currently down. This is why the state of
the economy has such a significant impact on the ability of cities to maintain
historical levels of service.
Our state has one of the most complex property tax systems in the country and
we need to continue to find creative ways to give our taxpayers the best value for
their investment. Renton residents and businesses have enjoyed a high level of
service. While we will continue to try and preserve these service levels, it is
inevitable that there will be some impacts when revenues decline.
I would like to share with you some of the cost-reduction and efficiency measures
that the departments have proposed. A more detailed explanation is available in
the budget highlights section, which will also be available on our website.
• In our police department, we carefully scrutinized all the proposed cuts to
ensure that we did not compromise our ability to keep our community safe.
Still, the proposed budget reduction for the police department will leave
nearly eight positions unfilled, half civilian positions and four police officers.
The loss of four police officers means that we have to eliminate the School
Resource Officer program after the current school year. If the economy
does not improve and we are forced to extend the freeze on these
positions, we will work closely with the school district to find ways to
Mayor Law 2009 Budget Message
May 1, 2009
Page 11 of 15
ensure safety and a police presence in our schools, or identify other funding
sources for these officers as has been done by most other school districts.
• While there is uncertainty regarding the outcome of Initiative 985, it’s been
our plan to continue the traffic emphasis patrol using any excess revenue
from the photo enforcement program. However, passage of I-985 will likely
result in the discontinuation of this program.
• With the addition of the two substations and increased police presence at
the Transit Center, we expect improved security in this area and
throughout our downtown.
• We propose adding funds for new wireless aircards since Valley
Communication’s technology is changing, and we need to ensure vehicle
radio modems stay current. We also propose adding an officer for the
regional auto theft task force. There will be no budget impact for this since
it is funded through state money.
• Our police cadet program has been very successful and, while this is not
part of the proposed budget, we would like to use salary savings from
police officers who will be deployed overseas, to continue a limited funding
of this program.
• The Fire and Emergency Services Department has filled 12 vacant positions
in 2008, and these firefighters will join Response Operations by the end of
this year. In 2009, the department will hold nine retired firefighter
positions vacant and reduce capital equipment to achieve the budget
reduction target of over $1 million. The department will also reduce the
need for overtime. There will be no impact on response times.
• The Department of Community and Economic Development (CED) has not
filled a number of vacant positions authorized this year, which helped the
city manage its 2008 revenue shortfall and balance the 2009 budget.
Mayor Law 2009 Budget Message
May 1, 2009
Page 12 of 15
Overall, this division is holding about five positions vacant, with limited
service impacts since development activity is currently slow.
• This department does propose adding $25,000 to start the community Arts
and Cultural Master Plan process in 2009 and complete it by 2010. A
community with a strong arts and cultural environment enhances quality of
life, generates jobs, adds to economic vitality, enhances tourism, and
ultimately increases business for restaurants and hotels. We are also
proposing that we join eastside cities and participate in
mybuildingpermits.com to offer online permitting that increases efficiency
and makes it easier for the public.
• In 2009, we will launch the Community Planning Initiative—a process that
engages the community and enables residents, businesses, and others to
help define the future of their neighborhoods. This program will help us
identify, prioritize, and deliver what is important to our neighborhoods and
community by encouraging broad-based involvement in the review,
development, and integration of our comprehensive plan and supporting
policies.
• In the Community Services Department, we will reorganize our staffing, and
hold vacant the recreation manager position and a custodian position. It’s
necessary that we reduce the funding for our community events,
community centers, and recreation facilities. We are also proposing
reductions on contracted geese control; tree removal; new flower pots,
including flower baskets in downtown; and park maintenance supplies.
Free concerts at Coulon will be reduced from eight to six per year, and we
will reduce part-time and seasonal employees, supplies, and publications.
• We propose adding a limited-term outreach librarian for greater service to
annexed areas, using funding from the King County Library System.
Mayor Law 2009 Budget Message
May 1, 2009
Page 13 of 15
• In the Parks division, we will add funding for some additional equipment,
which will provide greater efficiency, more cost effective maintenance, and
reduced staff labor costs.
• The Public Works Department will be holding five positions vacant,
including two street maintenance positions. The department will also
reduce minor equipment purchase and repairs. Leaving two maintenance
positions vacant will affect the city’s ability to maintain existing levels of
service, particularly given the increased area of the city. To offset some of
the lost productivity, we are recommending the acquisition of two
backhoes and a dump truck to allow separate crews to operate in different
parts of the city at the same time.
• The Finance and Information Services Department (FIS) will reduce its
baseline budget by 7% and will leave three positions vacant. A majority of
the reduction will be accomplished by delaying various information
technology projects.
• As you know, we are proposing to convert the City Attorney service from an
outside contract to in-house staff for greater efficiency. This will add nearly
12 FTE’s to our workforce without increasing current costs to our taxpayers.
• The proposed budget will reduce the legislative professional services
account by 66% and Council travel budget by 45%.
• The Administrative and Judicial Services Department, which includes the
Mayor’s office, will hold 2 1/2 positions vacant, bringing the department’s
staffing level to a pre-annexation level. The City Clerk’s office will add
$20,000 to cover anticipated increased voter registration costs due to
annexation, and $12,500 for an electronic records/agenda packet
processing software, to increase efficiency.
Mayor Law 2009 Budget Message
May 1, 2009
Page 14 of 15
UTILITY FUNDS
The water, wastewater, and surface water utility funds are accounted for and
budgeted for separately, but are managed as a system in accordance with the
city’s financial management policies.
We worked very hard to keep our rate increases as low as possible, and the
proposed rate increases for 2009 are lower than what was set forth in 2007.
Currently the city is proposing the following rate increase:
• Water & Wastewater will increase 4%, with no increase for Surface Water.
• King County Metro Wastewater Treatment will increase their fees by 15%,
along with a $1.16 per month fee to offset the impact of Metro service on
the city’s wastewater utility. The county charges appear on our utility bills.
These proposed rates would provide the resources needed to add one FTE in
Surface Water for NPDES permit requirements—another one of those federal,
unfunded mandates.
Garbage service for our citizens is provided through a contract with Waste
Management. We recently negotiated a new contract with Waste Management
to provide garbage collection and recycling services. In 2009, Waste Management
will institute a rate increase—their first in eight years. This increase is primarily a
result of new solid waste/recycling collection practices and higher operating
costs. We have worked hard to minimize this rate increase and provide additional
choices for our residents to reduce waste and recycle.
In conclusion, we have found many ways to reduce our costs while minimizing the
impacts to our citizens. This budget makes some necessary adjustments but
preserves core services.
This is a budget that faces some uncomfortable facts. Like you, I wish we were still
in good times. But tough times pose a special challenge that we need to meet. I
Mayor Law 2009 Budget Message
May 1, 2009
Page 15 of 15
appreciate the hard work of our department heads and employees who have
helped us meet these challenges. I also want to thank our Council members for
their guidance and input as we worked on this budget.
We will set priorities and continue to build a sound foundation for our city. We
will continue to make progress on our Business Plan and the goals that we
established together with Council. Our budget will ensure our city remains
committed to public safety, economic opportunity, core city services, and
maintaining the quality of life that we are known for.
We will be presenting you with more specific details on this budget proposal and
welcome your feedback, concerns, and questions.
Thank you.
Denis Law
Mayor
Introduction
1-16
City of Renton
2009 Budget Highlights
General Government
Overview
After a decade of growth, the local economy started faltering at the
beginning of the second quarter. The decline becomes increasingly
apparent and broad based in the 3rd quarter.
This turn of events not only has impacted the City’s 2009 budget, but
also cast questions on the current year’s budget. The City
administration reacted quickly to curtail spending by freezing 33
vacant positions as well as reducing capital spending in 2008. These
early actions provided flexibility for departments in developing the
2009 budget as well.
Revenue
The impact on the City’s baseline 2009 revenue projection is a nearly
zero real growth at the bottom line level. Beyond the change in actual
revenue growth patterns, there are other factors affecting the total
revenue projections for 2009. One is that 2009 reflects the first full
year of sales tax credit and other revenues from the Benson Hill
Annexation. Also showing up as a difference when comparing the
2009 proposed to the 2008 adopted budget, is the Fire District 40
contract that is not in the original adopted 2008 budget. These latter
two factors have associated increases in expenditures as well.
Therefore the only real growth in revenue that is available to
accommodate cost increases is very limited; primarily the new
construction property tax which contributed nearly 1% to the bottom
line.
Expenditures
At the same time the revenue collections are slowing, the rate of
inflation actually accelerated, reaching 6.2% in June, the highest
increase since 1991. The higher than anticipated inflation widened the
projected budget gap from 4% of the budget to over 5.5% of budget.
To bridge the projected budget gap, City departments were asked to
identify 7% in budget reductions that would have the least impact on
the community, and to avoid layoffs. The following section
summarizes these reductions and other changes recommended by the
administration.
More information about the department’s programs, accomplishments,
goals, and service measures can be found in the Operating Section of
this budget.
Fund Balance
While the proposed budget will tap into the $2 million anti-recession
reserve and use other un-designed fund balances for capital purposes,
the proposed budget will fund current operations with projected
current revenue; maintain the 10% operating reserve target in the
combined General Governmental funds; a $5 million catastrophic
reserve in the Risk Management Fund; and maintain a well funded
Introduction
1-17
equipment replacement reserve. These reserves and fund balances
would provide a safety net over a turbulent and uncertain period in our
history. The budget will use cash-on-hand instead of increasing debt
to purchase the parking garage, which will reduce the City’s debt
burden and help long-term financial flexibility.
Legislative
Reduction:
($20,638)
With the majority of the department’s budget being fixed costs, the 7%
reduction cuts deep into the few line items that are flexible. The
proposed budget will reduce legislative professional services by 66%
and Council travel by 45%, for a total of $20,638. The resulting 2009
budget is 7.5% below the 2008 adopted budget.
AJS
Reduction:
($383,008)
- 2.5 FTE
Addition:
$32,500
The Administrative and Judicial Services Department (formerly the
Administrative Judicial, and Legal Service Department) will reduce its
budget from the base-line budget by $388 thousand. The reduction
will reduce temporary help, pro-tem judge, and relief hearing
examiner, community relations, and travel and training, and will hold
2.5 positions vacant through 2008 and 2009. The position vacancy
will place the department’s staffing to the pre-annexation level.
The two proposed additions are: 1) $20,000 to cover anticipated voter
registration cost increase due to annexation, and 2) $12,500 for an
electronic records/agenda packet processing software for the City
Clerk’s office.
City Attorney
Convert City Attorney
service from contract to
in-house staff:
Add 11.75 FTE at similar
costs as current contract
Cost difference: $29,541
In addition to the base budget change, we will be bringing the City
Attorney function in-house, converting contracted personnel to City
staff. This will add 11.75 positions to the City’s payroll, and the City
will lease the office space currently occupied by City Attorney Office.
The proposed budget of $1.7 million is substantially the same as the
cost of continuing to contract for the service.
CED
Reduction:
($574,031)
- 5.2 FTE
Addition:
$25,000 Arts and Cultural
Master Plan
The Department of Community and Economic Development (CED)
had a number of vacant positions during 2008 which helped the City to
manage its 2008 revenue shortfall and balance the 2009 budget.
Overall CED is holding 5.2 positions vacant, including transferring a
0.7 position from Plan Review to the Surface Water section. With
these vacancies and reductions in the professional service line-item,
CED is cutting $574 thousand, or 7.6% from its base-line budget, the
highest percentage reduction among all departments.
Introduction
1-18
$25,000 Regional on-line
permit portal
The two proposed program additions are: 1) to start the Community
Arts and Cultural Master Plan process in 2009 with an additional $25
thousand needed in 2010 to complete the project; and 2) to participate
in the regional on-line building permit portal hosted by eGov Alliance.
Community Services
Overall Reduction:
($1,108,938, detail below)
- 2.0 FTE
Addition:
$428,779
1.0 Outreach Librarian LT
Position
Unlike other departments, the Community Services Department has
only limited position vacancies, making it necessary to generate the
majority of their budget savings from part time/seasonal staff,
programs, services, and maintenance and operating supplies. The only
two positions that will remain vacant are a recreation manager and a
facility custodian.
We are recommending some additions to the Department’s budget to
cover energy cost, payroll taxes, and operating equipment that will
improve efficiency.
Human Services
($68,818)
The reduction in the human services area will affect contracts, the
Summer Lunch Program (grant funded in 2008), and housing repair
assistance. Even with these cuts, the General Fund will continue to
provide over $1 million of support in human services activities per
year.
Community Resources,
Events, and Recreation
($339,676)
The reduction of a recreation manager position ($109,000) reduced
funding for community events ($20,000), the Renton Community
Center ($70,000), the Carco Theater ($10,000), the Senior Activity
Center ($43,000), recreation services ($51,000), and various aquatic
programs ($43,000) will affect extended trips/tours for seniors, reduce
guard hours at Kennydale Beach, and reduce the free concerts at
Coulon from eight to six.
Parks Maintenance
($257,826)
Maintenance reductions span a number of accounts and services. In
addition to reducing seasonal help, the proposed cuts will also reduce
contracted geese control, tree removal, new flower pots, and park
maintenance supplies.
Library
($135,706)
1.0 Outreach Librarian LT
Position
The reduction in the Library’s budget reflects the King County Library
Service (KCLS) payment for Benson Hill, and will be used to off-set
the cross-use subsidy, to fund the limited term out-reach librarian, to
promote the use of the Renton Library, and to reduce the cross-use
subsidy charge.
Facilities
($284,790)
The facilities section manages and maintains facilities the City owns or
otherwise occupies. As discussed in our Financial Management
Policies, the City is setting up an internal service fund to account for
facilities operation costs and to accumulate replacement funds for
Introduction
1-19
future improvements. The fund has been established in the 2009
Proposed Budget, with the cost allocation method to be developed
during 2009 for implementation in 2010. In the interim, the costs are
included in the Community Services Department.
Fire and Emergency
Services
Reduction:
($1,062,329)
- 9.0 FTE
Fire and Emergency Services Department will hold 9 retired firefighter
positions vacant in 2009 ($786,000) and reduce department non-salary
item (capital equipment $276,000) to achieve the budget reduction
target of $1.06 million.
With the staff reduction, the department will have a force of 137
commissioned officers and 20 civilians. The reduction will make it
difficult to maintain the 32-officer on-duty staffing model which could
affect the operation of the aid cars, and limit the department’s ability to
transport.
FIS
Reduction:
($759,772)
- 3.0 FTE
Addition:
3 LT positions for
GIS System
implementation
The Finance and Information Services Department (FIS) will reduce
its baseline budget $760,000 by leaving 3 positions vacant and
delaying various IS projects.
One project that is recommended to move forward is the development
of an enterprise GIS system, to establish common data standards,
mapping conventions, and consolidate the infrastructure to allow more
consistent and efficient maintenance and development of the maps.
To be more cost effective and to retain in-house knowledge, we
recommend hiring limited term employees to perform the bulk of the
work instead of relying on consultants.
Human Resources &
Risk Management
Reduction:
($129,213)
- 1.0 FTE
Addition:
$8,440
The Human Resources (HR) & Risk management (RM) reductions are
made up of various line-items and one retirement anticipated to occur
in 2009.
The proposed additions include the cost of conducting required
background checks on candidates for certain positions ($6,940) and
participation in the eCity Alliance HR Information Portal ($1,500).
Police
Reduction:
($1,028,515)
-7.8 FTE
The proposed Police budget reduction will leave 7.8 positions unfilled,
which includes 3.8 non-sworn positions and 4 police officers. The loss
of 4 police officers will require us to eliminate the School Resource
Officer program after the current school year. Also impacted are city-
wide emphasis patrols and the Visitors Information and Downtown
Assistance program (VIDA) security contract at the Transit Center.
Introduction
1-20
Addition:
1 FTE Auto Theft
Taskforce (State fund)
$25,000 Wireless data
airtime
The emphasis patrols are funded with photo enforcement revenue and
could return should the revenues exceed current projections. With the
two substations and increased police presence at the Transit Center, we
should see improved security at the Transit Center even without the
VIDA patrol contract.
As part of 2008 state legislative session, the State is providing funding
for an auto theft reduction program. The City will receive funding for
one police officer who will be dedicated to work on a South King
County taskforce to reduce auto theft in the region. We recommend
the Council authorize the position pending state funding distribution.
With the upgrade of Valley Communication Center’s CAD system, we
will need to upgrade our in-car computer for CAD data
communication. Although the cost of the computer and the
communications card is budgeted in the Information Services budget,
the department needs to budget for air time charge. The $25,000
assumes a mid-year conversion in 2009. In 2010 we will see a full
year cost.
Public Works
Street Fund only
Reduction:
($552,138)
- 5.0 FTE
Addition:
$90,000
The general governmental portion of the Public Works Department
consists of department administration, street maintenance,
transportation, and technical services sections. The department has
held six positions vacant in 2008 and will continue to hold five
positions (1 transportation planner, 1 transportation Design engineer,
0.5 secretary, 0.5 office assistant, and 2 maintenance workers) vacant
in 2009. In addition, to meet the reduction target, the department is
reducing minor equipment purchases and repairs, and thermoplastics
purchases for pavement markings.
Leaving the two street maintenance positions vacant will affect the
City‘s ability to maintain existing level of services, particularly with
the increased coverage area.
To offset some of the lost productivity with fewer staff, we are
recommending the acquisition of a backhoe to allow separate crews to
operate in different parts of the City at the same time. This will save
transport and wait time, and maximize our limited human resources.
“Non-Departmental”
Reduction:
($290,976)
The “non-departmental” section of the budget is used to account for
costs that are community-wide/city-wide in nature and not directly
related to a particular department.
The reductions in this section are mostly housekeeping in nature,
which includes moving unemployment insurance premiums to the
department’s personnel budget; eliminating the special election cost
Introduction
1-21
and the city-wide reclassification budgeted in 2008; and eliminating
movie projector rental expenses now that the City has acquired the
equipment in-house.
Debt Service
The proposed budget anticipates financing two general governmental
capital projects: the land acquisition for the new maintenance facility
at $2.25 million and potentially a Bond Anticipation Note for the
City’s portion of land acquisition and design cost of the proposed
SCORE Regional Jail. The timing of these bonds is still to be
determined.
Fund Balance
Use of Fund Balance for
one-time expenses
Overall the proposed budget includes a $1.4 million transfer for
proposed equipment purchases and capital projects. We propose to use
a little over $700,000 for these transfers.
With this allocation, the projected fund balance will slightly exceed
our 10% operating reserve.
Special Revenue Funds State law and governmental accounting practices require that we
separate budgets and financial reporting for dedicated revenue
accounts into “Special Revenue Funds.”
Arterial Streets Fund
(102)
The Arterial Street fund accounts for the “arterial street” fuel tax
revenue we receive from the state and designated by the City to arterial
street overlay and improvement programs. The monies are transferred
to and managed as resources for Transportation CIP (Fund 317).
The 2009 budgeted transfer is $750,000 higher than prior years, due to
the increase in road miles from the Benson Hill annexation.
Leased Facility Fund
(108)
The Leased Facility Fund generates about $1.24 million per year from
leasing the 4th Floor of City Hall, the 200 Mill Avenue building, and
the parking garage in the City Center. The cost of operating these
facilities in 2009 is proposed at $673,000. The proposed budget will
designate the $571,000 operating surplus to fund the debt service for
the downtown parking garage (Debt Service Fund) and to fund lease
payment for the City Attorney’s office space.
There is a projected 2008 Year-End fund balance of $530,000, which
will be retained to cover any unexpected repairs and maintenances
needs for City facilities.
Hotel-Motel Tax Fund
(110)
The Lodging Tax revenue has been growing slowly in recent years.
When combined with contributions from our marketing program
partners and prior year fund balance, it enables us to fund an increased
level of marketing and tourism promotion in 2009. The proposed 2009
budget of $342,000 is 28% higher than the adopted 2008 budget.
1% for Arts Fund (125) The sources of 1% for Arts Fund are from all eligible city capital
projects. To insure that we do not over anticipate resources available,
Introduction
1-22
instead assuming capital projects will be completed as planned and
true up the costs when projects are completed, we will calculate the
1% arts funding at the completion of the capital project when the
actual amount available for Arts can be ascertained. As a result of this
change, we are not budgeting new resources in 2009, but will make
adjustments when funds become available.
Cable TV Fund (127)
With the new franchise agreement effective in the fall of 2008, for the
first time Comcast Cable will be collecting a Public, Education, and
Government (PEG) fee to allow the City to upgrade the TV21
broadcasting facility and equipment. The proposed 2009 budget will
include the new resource and associated capital outlay. In addition, the
City will continue to allocate part of the Cable TV franchise fee in an
amount of $41,000 to support TV21 programming.
Debt Service Funds
The only debt service fund which is not a part of the General
Governmental funds described previously, is the Senior Housing Voter
Approved Bonds. These bonds will be completely paid off in 2009.
With the pre-funding requirement, the amount is fully funded in 2008
and no levy is required in 2009.
Capital Funds
Mitigation Funds (303-
305)
There are no significant changes to the Community Development, Fire
or Transportation mitigation funds.
We will continue to accumulate and reserve Community Development
Mitigation (303) funds collected for the Ron Regis Park
redevelopment which is planned for 2010.
The Fire Mitigation Fund (304) will pay the debt service obligation on
the Fire Station 12 construction ($300,000, transfer to 215 Fund) and
any anticipated fund balance ($2.56 million) will be reserved for future
debt service and station expansion/development.
Transportation Impact Fees are used to supplement other funding
sources to implement the adopted Transportation Improvement Plan in
Fund 317. The proposed transfer in 2009 is $900,000.
Capital Improvements
Fund (316)
The Capital Improvements Fund implements the current year of the
six-year Capital Investment Plan (CIP) for general governmental and
community services facilities. The 2009 Proposed Budget contains
three major projects:
1) $12.5 million for the acquisition of the parking garage at the
Landing accounted for in the South Lake Washington
Infrastructure Fund discussed below.
2) $2.45 million for a maintenance facility, including $200,000 to
continue leasing the current facility for two additional years, and
$2.25 million for the planned acquisition of the land for the new
Introduction
1-23
facility.
3) $3 million is anticipated to be Renton’s share of the cost of land
acquisition and design/permit for the South Correction Entity
(SCORE), the proposed joint jail development project.
We are proposing to fund the parking garage acquisition by redirecting
$7.5 million from the maintenance facility (transfer from Fund 316 to
Fund 318), tapping into the $2 million anti-recession reserve, and the
$3 million unreserved fund balance in the Risk Management Fund.
This will leave $5 million catastrophic reserve in Risk Manage Fund.
To fund these and other projects, the CIP calls for $8.6 million in new
resources. The City plans to issue $5.25 million in bonds to finance
the maintenance facility and the SCORE Jail project.
Transportation
Improvements Fund
(317)
The Transportation Improvements Fund is the account which
implements the transportation element of the CIP. The proposed 2009
transportation improvement projects total $22.7 million. Details of the
projects and use of City resources for these projects can be found in
the CIP section of this budget.
South Lake Washington
Infrastructure Fund
(318)
The South Lake Washington Infrastructure Fund accounts for the
transportation and other improvements associated with “The Landing”
project. The construction phase of the project will be substantially
completed in 2008. The remaining commitment for 2009 is for the
acquisition of the parking garage.
Enterprise Funds
The City has several enterprise type (or business type) operations.
These include the Water, Wastewater, and Surface Water utilities; a
Solid Waste utility, the Golf Course, and the Airport.
Utility Funds
Rates
The Water, Wastewater and Surface Water utility funds are accounted
for and budgeted for separately, but are managed as a system in
accordance with the City’s Financial Management Policies. The
system conducts a comprehensive rate review every six years with the
assistance of outside consultants, with annual updates performed by
City staff. The comprehensive rate review was last conducted in 2007
with recommended future rate increases. The City worked very hard
to hold the 2009 rate increases below the model recommendation,
while maintaining the system’s financial and structural integrity.
These efforts resulted in lower proposed rate increases in City operated
utilities as follows:
Water – 4%
Introduction
1-24
Wastewater – 4%
King Count Metro Wastewater Treatment: 15%, and a $1.16/month fee
to offset the impact of Metro service on the City’s wastewater utility
Surface Water – no increase
The proposed rates include the resources needed to add 1 FTE in
surface water for NPDES permit requirements. This position was part
of the 4.7 FTEs approved by the Council in 2008, with this last 1 FTE
to be effective in 2009. The cost was considered as part of 2008 rate
adjustment, therefore no additional rate increase is proposed for 2009
surface water.
Solid Waste The City provides garbage service through its Solid Waste fund. This
service is provided through a contract negotiated by the City. In 2009,
residents will see a 37% rate increase, (the first solid waste rate
increase in 8 years) and a substantial change in service that is centered
in waste reduction and recycling. The proposed rates and services are
based on the new solid waste/recycle collection practices and the
escalating operating costs of the newly negotiated contract.
Golf Fund
There is no significant change in proposed 2009 Golf Course budget.
As part of the 2009 budget process, the Community Services
Department is making some organizational re-alignments that will
have the Golf Course Manager oversee overall parks maintenance.
Therefore a portion of the position’s cost is now assigned to the
General Governmental portion of the department’s operation, reducing
the Golf Course operating cost by $48,000 per year.
Airport Fund
Overall, the Airport proposed 2009 operating budget shows an increase
of 2.5% above the 2008 adopted budget. In 2009, the Airport will be
implementing the resurfacing of the whole runway 15/33, funded
almost entirely with a FAA grant awarded in 2008.
Internal Service Funds
The City operates several “businesses” that provide service internally
to other City departments. These include the Equipment Rental Fund
(Motor Pool 501), Insurance Fund (Risk Management 502), Health
Insurance Fund (512), LEOFF1 Retiree Healthcare Fund (522) and
Information Services Fund (503).
Equipment Rental
Operating:
$2.54 million
As with the rest of the City’s operations, the equipment rental
operations will see the full year’s impact from the equipment acquired
for the Benson Hill annexation and from the Fire District 40 service
contract, where the City will maintain Fire District’s 17 fire/emergency
apparatus. The overall operating budget reflects an increase of 6.6%,
Introduction
1-25
Replacement Account:
$588,000
New Equipment:
$435,500
which includes the addition of a mechanic’s assistant position added
mid-year 2008.
The proposed budget will add a total of eight pieces of operating
equipment at a cost of $435,500 that would help operating departments
to maximize existing staff resources. The base proposed budget also
includes $588,000 in scheduled equipment replacement. A complete
list of vehicles to be replaced is included in the budget document.
Information Services
IS Capital
The Information Services Fund 503 (IS) was created in 2006 to
allocate the costs of the City’s centralized IS program. This fund
provides for the technology, telecommunications, and print / mail
room needs of the City.
The budget contains the typical level of funding for investing in
technology to leverage the efforts of City staff ($1.64 million).
IS division will continue implementation of the IT Strategic Plan
adopted in 2007. The plan calls for several investments to consolidate
and standardize common technology applications and platforms across
the City. In 2008, substantial progress has been made in combining
three separate maintenance systems into one and adding access to this
system to other parts of the City and migration of our email from
Novell to the Microsoft platform to increase the tools for collaboration
across the City. The 2009 proposed budget funds the start of the
implementation of an enterprise GIS system that would provide
common infrastructure and data standard, therefore allowing cross
department data and resources as well as develop public access to
these resources. The majority of the technology investments is to
replace user equipment, maintain network integrity, and provide for
essential tools for continuing operations such as copier rental and to
migrate the phone system off the old technology which will not be
supported in the near future.
Also included is the equipment needed to communicate and access
CAD data due to the new Valley Communication CAD system.
Risk Management
The City’s Risk Management program consists of three funds,
Property and Liability Insurance Fund (502), Employee Health
Insurance Fund (512) and Retiree Medical Fund (522).
The budget provides funds to maintain these responsibilities but no
other significant changes are proposed.
Introduction
1-26
Major Revenues
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
Utility 6%
Gambling 1%
Licenses / Permits
2%
Fines 1%
Property 12%
Interfund 12%
Miscellaneous
14%
Charge for Service
26%
Other
Governments 13%
Other Tax 2%
Sales 11%
Revenues by Type – General Government Funds
Includes General Fund (Police, Fire, Administration, Economic Development, Public Works),
Parks, Streets, Library / Museum, and related Debt Service
Sales 23%
Other Tax 15%
Other
Governments 8%
Charge for Se
6%
Miscellaneous 2
Interfund 0%
Property 27%
Fines 1%
Licenses / Permits
3%
Gambling 2%
Utility 13%
Taxes
79%
Taxes
32%
Introduction
1-27
Taxes – Overview
In total, the taxes anticipated by the City of Renton for 2009 total over $79.1 million or 79% of
general governmental resources, an increase of about 12.3% above the amounts originally
estimated to be collected in 2008.
The effect of voter initiatives on future tax revenue flexibility and potential legislative action
impacting local tax revenues are concerns for future budgets.
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
• Reduced motor vehicle excise taxes to $30.
• Required voter approval of future tax increases.
• Ruled unconstitutional by the Washington State Supreme Court.
• Motor vehicle excise tax subsequently reduced by state legislature.
• $640,000 annual tax reduction in Renton (based on actual receipts in 1999).
Initiative 722 - November of 2000
• Would have repealed any tax or fee increases in the last half of 1999.
• Limited property tax growth to 2% per year.
• Ruled unconstitutional by Washington State Supreme Court.
Initiative 747 – November 2001
• Establishes new property tax "limit factors."
• 1% or Implicit Price Deflator increase (whichever is less) over the highest of the district’s
three previous annual property tax levies.
• Taxing districts could levy higher than the limit factor with voter approval.
• Currently ruled unconstitutional, State Legislature enacted same provision into law.
Initiative 776 – November 2002
• Limits total motor vehicle license fees to $30.
• Reduces transportation funding.
Initiative 933 – November 2006
• Requires government to reimburse landowners when regulations restricting land use are
enforced.
• This initiative was not approved by the voters.
Initiative 960 – November 2007
• Required a two-thirds vote of the state legislature before it could raise taxes and a
majority vote of the legislature before any fees could be increased.
• The vote was successful and the measure became state law in 2008.
Introduction
1-28
Initiative 985 – November 2008
• Will transfer 15% of state’s sales/use tax on motor vehicle sales, 0.5% of all state
transportation capital funding, certain access toll revenues, and local traffic safety photo
enforcement program revenues to a state “Reduce Traffic Congestion Account”.
If approved, this measure will take away an estimated $600,000 of City revenue and
transfer the same to the state.
Initiatives have dramatically altered 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 $2.11
State laws regarding the property tax have evolved over the past century. While remaining
relatively stable for most of the 20th 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 1% of assessed values or $10 per
$1,000.
• The Constitution permits “excess levies” to exceed the 1% limitation. (These are
typically voted general obligation bonds such as for school levies.)
• Cities are limited to $3.60 per $1,000 of assessed value.
• The maximum increase in annual property tax levies is limited to Implicit Price Deflator
or 1% (whichever is less) over the highest amount levied since 1986.
• Cities that have not previously used all of their available property tax capacity can use it
in future years. This is known as “banked capacity”.
• New construction and newly annexed areas are subject to the previous year’s tax rate and
not subject to the IPD or 1% limitations when first added to the tax rolls.
• The Council sets the next year’s tax levy by ordinance.
• A public hearing is required each year, which focuses on the overall financial need for the
property tax to pay for services and on the amount of proposed increase for the budget
year.
Mechanics
• The county assessor provides assessed values to the county treasurer as the basis for the
tax computation. In King County, the assessor updates the taxable values each year.
• The assessor revalues subject properties annually. The reassessments are illustrated in
the graph below.
• The county treasurer assesses the tax each February for that year.
• Assessed values are market driven. The amount that can be levied is set by Council and
regulated by state law and the constitution. The levy rate is derived from these other two
Introduction
1-29
factors. The following illustrates this dynamic using real information from the City of
Renton and various assumptions for the future.
Example using average home value in Renton
2004 2005 2006 2007 2008 2009 2010 Proj
Value 1 233,500 249,600 269,800 293,400 335,500 382,470 363,347
revaluation 7% 7% 8% 9% 14% 14% -5%
Levy Rate 2 3.240$ 3.220$ 3.045 $ 2.822$ 2.571$ 2.371$ 2.521$
City Tax 756.54 $ 803.71 $ 821.49 $ 827.85 $ 862.41 $ 906.85 $ 915.92 $
Total Taxes 3 2,563.20$ 2,588.83 $ 2,614.72 $ 2,640.87 $ 2,667.27 $ 2,693.95 $ 2,720.89 $
levy rate 10.98 11.87 11.95 10.94 9.78 9.95 7.49
Notes:
1 - The home value illustrated is the average home value in Renton as reported by the county assessor
2 - Levy rate includes property 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: The property tax rate for
the City of Renton decreased from $3.24 in 2004 to the projected $2.37 in 2009 due to the
growth in assessed valuation. This is also true of the combined tax rates for all taxing districts.
Conversely, the projected 2010 Assessed Value is currently showing a decline of 5% based on
recent market conditions; this could result in a tax rate increase.
Where Does Your Property Tax Dollar Go?
State School
Fund
20%
County Levy
11%
Port
2%
Renton Schools
34%
Renton General
24%
Ferry District
0%
EMS
3%Hospital
5%KC Flood
District
1%
The preliminary 2009 property tax estimate is
approximately $31 million. In comparison, the
combined property tax and road/special district levy
from the Benson Hill Annexation totaled $28.4
million in 2008. The increase is made up of a 1%
increase from last year’s base levy, at about
$246,600, an increase from new construction at over
$1 million, and a full year of property tax from
annexations that occurred in 2008.
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
2003 2004 2005 2006 2007 2008 2009
Total Property Taxes
Introduction
1-30
Past and Projected Assessed Valuation
Assessed Property Values
2005
Actual
2006
Actual
2007
Actual
2008
Actual
2009
Prelim.
Base Property Assessed Values 6,474,222,189 6,975,246,063 7,970,740,816 9,239,216,778 10,653,119,815
Base AV Growth Rate 4.4%9.2%10.9%10.8%
New Construction 208,253,438 311,710,459 262,964,368 284,479,437 511,006,282
Annexation Values 835,000 13,599,794 99,283,088 93,511,934 2,001,067,688
Total Assessed Property Value 6,683,310,627 7,300,556,316 8,332,988,272 9,617,208,149 13,165,193,785
Property Taxes 2005 2006 2007 2008 2009
Prior Year Levy 19,993,737$ 21,109,939$ 22,076,707$ 23,510,164$ 24,662,574$
1% Growth Limit 199,937 211,099 220,767 235,102 246,626
Base Levy 20,193,674$ 21,321,038$ 22,297,474$ 23,745,266$ 24,909,200$
New Construction Levy 658,683 1,003,539 800,679 918,535 964,732
Annexation Levy 2,609 41,325 278,659 239,907 3,966,282
Refund Levy 292,254
Total Tax Levy 21,109,939$ 22,076,707$ 23,510,164$ 24,701,010$ 30,132,468$
Change in Assessed Valuation
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
2005 2006 2007 2008 2009
Mi
l
l
i
o
n
s
Introduction
1-31
Total Property Taxes on Typical Home in Selected King County Cities (2008)
SeaTac
Covington
Auburn
Tukwila
Redmond
Federal Way
Kent
Renton
Kirkland
Issaquah
Bellevue
Maple Valley
Newcastle
Seattle
Mercer Island
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000
City (Municipal Services) Property Tax Rates in Selected King County Cities (2008)
$0.0 $0.5 $1.0 $1.5 $2.0 $2.5 $3.0 $3.5
SeaTac
Covington
Auburn
Tukwila
Redmond
Federal Way
Kent
Renton
Kirkland
Issaquah
Bellevue
Maple Valley
Newcastle
Seattle
Mercer Island
City
Fire
Library
Voted
Prospects for the future – The City has a very vibrant property tax base and continues to fare
well in comparison with surrounding jurisdictions. The latest increase in assessed values of
existing property was around 15%. 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).
Introduction
1-32
The effect of recent initiatives has been to reassign role for tax policy from the City Council to
the people by requiring a vote on tax increases above 1%. (See explanation at the beginning of
this section).
The forecast for future years assumes a 5% general decline in valuation and much slower new
construction in the next two years.
Sales Tax – 278 of 281 cities impose full .85% for General Government
Sales taxes are collected by the state and distributed to various taxing authorities, including the
City. Currently, the combined sales tax rate for most transactions is 9.5%. The rate available to
cities is made up of two parts, at .5% each. Of the combined 1% “local option” sales tax, .15%
goes to the county for regional services resulting in a net amount for the City of .85%.
Sales Tax Distribution:
State 6.50%
City Base 0.85%
Criminal Justice 0.10%
RTA 0.90%
Metro Transit 0.90%
County 0.25%
Total Tax 9.50%
The overall local economy generates over
$2 billion in taxable sales annually, which
yields over $211 million in sales taxes.
The City receives around 9.4%, or $20
million from these activities. The balance
of $191 million goes to other government
entities.
This table depicts the history of the retail sales tax and the forecast.
2002 2003 2004 2005 2006 2007 2008 2009
(thousands)Actual Actual Actual Actual Actual Actual Actual Budget
Total Tax 15,038 16,007 16,654 17,108 18,691 19,852 20,825 19,957
Rate of Change 6.45% 4.04% 2.73% 9.25% 6.21% 4.90% -4.17%
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
20,000,000
22,000,000
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Total Sales Tax Receipts
43% Growth over twelve years
State
68.4%
City Base
8.9%
Criminal
Justice
1.1%
RTA
9.5%
Metro
Transit
9.5%
County
2.6%
Introduction
1-33
The City’s overall tax base is well balanced. Traditionally the growth in retail sales has been
broadly distributed over the full spectrum of our economy. More recently, the “general retail”
sector has lagged behind the others with one major retailer having left the City.
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.
The Landing – is a master planning development
area on land previously owned by Boeing. The
development will add more than 900 residential
units and 600,000 square feet of retail, including
a major entertainment district to the city’s core.
The first phase of this development opened in
mid-October 2007, new stores and phases
continue to open, with a 14-screen Regal Cinema
that opened in mid-October 2008. The full project
is expected to be completed during the first half
of 2009. The City has supported the project with
public improvements such as roadways, utility
improvements, and anticipated public parking.
This and other major development projects buoyed taxable sales in Renton in 2007 by nearly 9%
above 2006, followed by an additional 3.0% in 2008.
The 2008 growth is nearly entirely attributable to the new development at The Landing. The
underlining economy excluding the activities at The Landing is showing a slight retreat. The
most affected areas are the auto sales and service industries. In 2008, auto sales are 14% below
2007 and services (including restaurants, banking, and financial services) are behind by 4%.
Change in Sales Tax Sector
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
Auto General Retail Services Construction Wholesale Other
M
i
l
l
i
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n
s
2005
2006
2007
2008
2009 Proj.
Just south of The Landing, the Boeing Company owns large vacant land parcels, which are also
primed for redevelopment. Affordable land, strategic location, and a business-friendly
environment make Renton particularly attractive for commercial, retail and office developments.
The “Streamlined Sales Tax”
The sales tax should not be impacted by voter initiatives; however, a change in state law will
have an impact. A complex issue known as “Streamlined Sales Tax” and a component of it
called “sales tax sourcing” will displace up to an estimated $1 million in Renton sales taxes
annually. The tax would be reported based on delivery destination rather than the original point
Auto
17%
General
Retail
29%Services
19%
Construction
23%
Wholesale
5%Other
7%
Sales Tax By Sector
Introduction
1-34
of sale. For example, if a business products retailer delivered its goods via truck to a point
outside the city, that delivery destination is credited with the sale rather than Renton. Without a
way to resolve this dislocation of local revenues, the estimated cost to Renton would be about
5% of its overall sales tax base. 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
the SST legislation adopted by the 2007 state legislature including provisions to fully mitigate
the impact on the City’s tax revenue losses will help alleviate effect on negatively impacted
communities.
Business and Occupation Tax (B&O) - 38 of 281 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 onto consumers (directly). As a result, the tax is imposed in only 38 of the 288 cities
in Washington State. There is no plan to propose a B&O tax in Renton.
Utility Taxes – average of 213 of
281 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
“grandfathered” such as in
Seattle). A tax is also permitted
on solid waste, water, sanitary
sewer and storm sewer utilities. No rate limitation exists on this second category of utilities.
The growth projected in 2008 was not been fully realized due to the effective date of annexation
as well as the time lag in compliance. The 2009 projected increase considers the full year impact
of the annexation, and a substantial increase in solid waste and sewer treatment fee (King County
Metro). Also included is an anticipated increase related to The Landing development as the
commercial and residential units are completed and occupied.
Utility Taxes 2004 2005 2006 2007 2008 2009 $ %
Actual Actual Actual Actual Actual Budget Difference Difference
Electric $2,820,262 $3,020,807 $3,459,615 $3,858,030 $4,580,037 $4,854,323 $274,286 5.99%
Natural Gas $1,038,968 $1,292,733 $1,646,489 $1,724,223 $1,819,187 $2,083,890 $264,703 14.55%
Transfer Station $395,038 $372,871 $340,989 $381,130 $380,961 $380,000 -$961 -0.25%
TV Cable $661,565 $731,313 $919,978 $986,176 $1,143,168 $1,207,283 $64,115 5.61%
Phone $1,250,640 $1,203,973 $1,073,694 $1,081,116 $1,032,048 $1,306,700 $274,652 26.61%
Cellular Phone $1,219,051 $1,202,599 $1,338,416 $1,456,349 $1,748,147 $1,898,985 $150,838 8.63%
City Utilities $1,756,462 $1,995,338 $2,099,260 $1,976,700 $2,606,786 $2,939,046 $332,260 12.75%
TOTAL $9,141,987 $9,819,634 $10,878,440 $11,463,725 $13,310,334 $14,670,227 $1,359,893 10.22%
-
2
4
6
8
10
12
14
16
2004 2005 2006 2007 2008 2009
M
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l
i
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n
s
Natural Gas
City Utilities
Cellular Phone
Telephone
TV Cable
Transfer Station
Electricity
Utility Tax
Introduction
1-35
2004 2005 2006 2007 2008 2009
Actual Actual Actual Actual Actual Budget
Gambling Taxes 2,111,937 2,305,120 2,064,544 2,207,524 2,165,153 2,467,544
Rate of Change 9.15% -10.44% 6.93% -1.92% 13.97%
A portion of this revenue source has, and will continue to be, affected by the evolving
telecommunication technology and competition trends. The conversion from landline phone
service to Cellular and Voice Over IP (VOIP), and the bundling of TV, phone, data services,
from land-based data (DSL/cable modem) to wireless data services may impact a number of the
utilities and tax revenues.
Cable TV Franchise – 145 of 281 cities
impose
Federal regulation of the cable TV industry
determines the City’s role. The law permits a
franchise fee on cable television of up to 6%.
The City of Renton levies the full 6%
franchise fee. Below is the table depicting
revenue from this source.
Revenue increases result from annexation
and the rates charged by the industry.
Gambling Tax – 130 of 281 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
and court decision stipulates that this tax is to
be used first for related law enforcement
services, but remaining revenues can be used
for other city services. The table shown depicts
the types of gambling taxes permitted.
Also shown is the activity from this tax. The
growth in 2008 is based on anticipated tax
collections from new establishments in the
Benson Hill annexation area. The revised
estimate for 2009 reflects the first six-month’
activities from these businesses.
Activity
Tax Rates
Maximum City
Bingo / Raffles 5% 5%
Amusement Games 2% 2%
Punchboard / Pull Tabs 10% 5%
Card Room Tax 20% 10%
1,800,000
1,900,000
2,000,000
2,100,000
2,200,000
2,300,000
2,400,000
2,500,000
2004 2005 2006 2007 2008 2009
Gambling Taxes
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
2004 2005 2006 2007 2008 2009
T
h
o
u
s
a
n
d
s
Cable Franchise
2004 2005 2006 2007 2008 2009
Actual Actual Actual Actual Actual Budget
Cable Franchise Fee $661,565 $731,313 $919,978 $986,176 $1,143,168 $1,207,283
Rate of Change 10.54% 25.80% 7.20% 15.92% 5.61%
Introduction
1-36
Leasehold Excise Tax
This is a tax collected by the state on
private party leases for property that is in
public ownership and therefore does not
pay property tax. The state rate is 12.84%
of which the City receives 6%.
The amounts of this tax are typically not
significant, but will vary significantly
based on the private tenants residing
within public properties.
Below is the activity from this tax source:
2004 2005 2006 2007 2008 2009
Actual Actual Actual Actual Actual Budget
Leasehold Excise 127,418 105,579 84,706 87,608 190,644 136,322
Rate of Change -17.14% -19.77% 3.43% 117.61% -28.49%
As the City owns and leases space to private parties (such as in City Hall, 200 Mill Building, and
the Pavilion Building), leasehold excise taxes will be paid in lieu of property taxes.
This revenue source should not be impacted by proposed initiatives.
Admissions Tax - 47 of 281 cities impose
State law provides for a 5% tax on admissions.
The city tax rate is the maximum 5% and applies
to all private activity for which an entrance fee is
assessed.
The increase anticipated in 2009 is a result of anticipated revenues from the new theater at The
Landing.
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
2004 2005 2006 2007 2008 2009
Admission Taxes
0
50,000
100,000
150,000
200,000
2004 2005 2006 2007 2008 2009
Leasehold Excise Taxes
2004 2005 2006 2007 2008 2009
Actual Actual Actual Actual Budget Budget
Admission Tax 476,424 259,669 220,358 219,768 197,740 606,420
Rate of Change -45.50% -15.14% -0.27% -10.02% 206.67%
Introduction
1-37
Other Revenues
A variety of other revenues is part of the
resources available to cities to provide
services to citizens as discussed below.
Licenses and Permits
Business Licenses - No increase in the
business license fees is proposed for 2009.
Eighty percent of the business license fees
are specifically used for transportation
improvements in Fund 317. The balance
is in the General Fund.
Buildings and Structure Permits activity fluctuates with the economy. Significant development
at a few large commercial sites, as well as revisions to some residential permit fees resulted in
substantially higher revenue collection than normal in 2007.
Business license activity assumes the full year of new business activities from annexation and
The Landing.
Intergovernmental
State Shared Revenues – This
account represents a number of taxes
collected statewide and then
distributed to local governments
based on population. It includes
gasoline/fuel taxes, liquor taxes,
liquor “profits,” and criminal justice
funding as well as a number of
intergovernmental service contracts.
Gas Tax includes both the amount the
City historically used for street
maintenance and the amount for arterial streets. This entire source is restricted by the state for
use on the City’s transportation system.
Fire District Contract – The City has been providing fire and emergency medical response
services to Fire District 25 for a number of years. In March of 2008, the City entered into a
service contract with Fire District 40, whose service area used to include Benson Hill, which the
City annexed on March 1. The contract is for the City to serve the remainder of the District. The
forecast for 2009 reflects the addition of this contract.
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
2004 2005 2006 2007 2008 2009
Licenses / Permits
Building
Business
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
2004 2005 2006 2007 2008 2009
State Shared Rev.Gas Tax Fire District Contrac t Other
Intergovernmental
2004 2005 2006 2007 2008 2009
Actual Actual Actual Actual Actual Budget
Building Permits 2,298,133 2,591,596 2,705,304 3,620,643 2,674,922 2,746,221
Business License 2,086,040 2,106,894 2,342,007 2,347,819 2,401,615 2,567,437
Total 4,384,173 4,698,490 5,047,311 5,968,462 5,076,537 5,313,658
Introduction
1-38
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
2004 2005 2006 2007 2008 2009
Charges for Service
Safety & Security Development Recreation Interfund
Other Intergovernmental Revenues include prisoner room and board, COPs and other operating
grants. No capital grants are included in these amounts.
2004 2005 2006 2007 2008 2009
Actual Actual Actual Actual Actual Budget
State Shared Rev. 669,783 692,823 678,433 780,619 957,486 1,095,800
Gas Tax 736,855 807,267 825,208 886,713 1,074,030 1,321,200
Fire District Contract 1,165,639 1,266,778 1,366,534 1,423,296 5,013,549 5,817,448
Other 165,624 175,721 135,899 201,726 242,878 337,043
Total 2,737,901 2,942,589 3,006,074 3,292,354 7,287,943 8,571,491
Charges for Services
Safety and Security fees primarily consist
of electronic home detention monitoring
fees, police private security fees, passport
fees, and probation assessment.
Development plan check fees have been
negatively impacted by the downturn in the
economy, with 2008 actual results being
much below the budget estimates. As a
result, the 2009 estimates have also been
lowered to reflect the turn in economy.
Recreation revenues (including facility
rentals) grew over the past few years as a
result of the Aquatic Center and enhanced
programming overall. The City is also reviewing and adjusting facility rental and recreation fees
in alternate years to keep pace with the market and cost of services where possible.
The interfund service charge is assessed to other City funds for services rendered by the General
Fund. These include payroll, accounting, legal, personnel, and engineering services support of
capital projects. The decrease in 2005 reflects the conversion of technology services from
General Fund operation into an internal services fund and is accounted for in a different manner.
2004 2005 2006 2007 2008 2009
Actual Actual Actual Actual Actual Budget
Safety & Security 458,608 583,582 708,808 684,900 713,143 897,274
Development 1,256,978 1,424,771 1,584,551 1,742,320 903,768 961,973
Recreation 1,458,540 1,487,189 1,605,900 1,617,915 1,678,818 1,777,498
Interfund 3,645,150 2,728,008 2,842,019 2,944,768 3,072,950 3,169,369
Total 6,819,276 6,223,550 6,741,278 6,989,903 6,368,679 6,806,114
Introduction
1-39
Fines and Forfeits
Fines assessed by the City include traffic
citations, parking violations, and misdemeanor
fines assessed by state law through the court
system. Forfeitures include amounts seized
enforcing narcotics laws. Fines are also
collected at the library for overdue books.
Most of the revenues are collected by the
Municipal Court. Increases expected in 2009
are related to implementation of the “Red Light
Photo Enforcement” program.
Forfeitures are obtained by the Police Department Narcotics Unit and used in narcotics
enforcement activities.
Miscellaneous:
Interest income results from investing the City’s
reserve cash in accordance with state law and
City policy. The lower interest rates have limited
the return on these investments over the recent
years. In 2007, increased focus on investments
resulted in increased earnings.
500,000
700,000
900,000
1,100,000
1,300,000
1,500,000
2004 2005 2006 2007 2008 2009
Fines and Forfeits
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
2004 2005 2006 2007 2008 2009
Interest
2004 2005 2006 2007 2008 2009
Actual Actual Actual Actual Actual Budget
Fines & Forfeits 1,025,151 720,312 920,167 951,269 2,110,972 1,494,000
Rate of Change -29.74% 27.75% 3.38% 121.91% -29.23%
2004 2005 2006 2007 2008 2009
Actual Actual Actual Actual Actual Budget
Interest Earnings 357,389 781,260 854,340 1,103,326 732,288 921,616
Rate of Change 119% 9% 29% -34% 26%
Introduction
1-40
Special Revenue Funds –
Hotel Motel Taxes – A 1% tax is levied on the
sale or charge for lodging in accordance with
RCW 82.08 and RMC 5.18.1. The tax was
authorized in 1998. Revenues generated are to
be used for items related to tourism promotion.
Tourism is defined as anything that brings in
someone who is not from Renton. The state law
permitting the City to levy this tax requires a city
with over 5,000 population to have a “Lodging
Tax Advisory Committee” of at least five
members appointed by the Council. The
committee reviews the proposed use of the
revenue (if it changes) and advises the Mayor and Council.
Capital Project Funds
Real Estate Excise Tax (REET) – The REET is
available to fund various capital improvements. It is
authorized by state law in two parts, with each having
slightly different types of capital improvements that
can be funded by the tax. The City has imposed the
first ¼% REET since at least 1985 and the second ¼%
since 1992. The anticipated REET revenue fluctuates
substantially based on real estate transactions. The
projected revenue for 2009 is reduced based on the
current market outlook.
0
2,000,000
4,000,000
6,000,000
2004 2005 2006 2007 2008 2009
Real Estate Excise Tax
-
50,000
100,000
150,000
200,000
250,000
300,000
2004 2005 2006 2007 2008 2009
Lodging Tax
Lodging Tax Marketing
2004 2005 2006 2007 2008 2009
Actual Actual Actual Actual Actual Budget
Debt Service 2,251,358 1,266,885 1,250,000 2,442,107 2,350,000 2,000,000
CIP Fund 2,231,993 3,173,910 4,669,292 2,644,220 450,103 1,000,000
Total 4,483,351 4,440,795 5,919,292 5,086,327 2,800,103 3,000,000
2004 2005 2006 2007 2008 2009
Actual Actual Actual Actual Actual Budget
Lodging Tax 154,114 179,977 218,012 242,111 253,839 265,200
Marketing Contribution 57,500 65,000 65,000 65,000 65,000 66,300
Interest Earnings 5,528 7,432 13,162 13,792 10,000 10,200
Total 217,142 252,409 296,174 320,903 328,839 341,700
Introduction
1-41
Enterprise Funds
Water and Sewer Rates – The water, sewer,
and storm sewer rates fund most of the costs
associated with providing these services as well
as necessary capital replacements in our
community. (Other sources include hookup fees
and interest earnings.) The rates were not
increased for many years prior to 2008.
However, as costs have increased, the need to
maintain the systems and keep up with
increased costs has necessitated a careful review
of the rates. Rate studies conducted in 2007
recommended adjustments to 2008 rates as well
as future years to maintain services and provide
capital investments. The 2009 rate adjustments
are less than those recommended in the 2007
rate study through reducing operating costs and
delaying capital projects.
The comparative rates chart to the right
illustrates the average monthly utility bill for a
single-family residence from services provided
for (or arranged for) by the City. The City is
very competitive with similar / neighboring
jurisdictions.
The proposed 2009 rate increases are: Water
4%, Wastewater 4%, and no increase for
Surface Water.
King County sets the rate for “Metro”. This is
the cost of treating wastewater.
Golf Fees – The City Golf Course Fund was created by
Ordinance 3884 in 1985. Maplewood Golf Course is
owned and operated by the City. The course is
managed by the Community Services Department and
it is operated as a separate enterprise fund of the City.
It is anticipated that user fees from customers will pay
the operating and capital costs of the golf course.
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
2,200,000
2,400,000
2,600,000
2004 2005 2006 2007 2008 2009
Golf Course Green Fees
0.00
2.00
4.00
6.00
8.00
10.00
12.00
2004 2005 2006 2007 2008 2009
M
i
l
l
i
o
n
s
Water Sewer Metro Storm
Water and Sewer Fees
0
5
10
15
20
25
30
35
Renton Kent Auburn Tukwila Coal
Creek
Seattle Bellevue
Water Sewer Storm Solid Waste
Comparative Utility Fees
Introduction
1-42
The golf course is also a water utility resource as it is the location of city wells that provide
drinking water to our community. The use of this space as a golf course helps preserve the
quality of the well water for future generations.
The golf course has a tradition of moderate increases in rates (such as greens fees) every other
year. Increases in these rates are included in the
2009 budget.
The comparative rates chart to the right illustrates
that the Renton course rates are comparative with
the market. These rates are weekend rates for 18
holes of golf.
Note: Concessionaire / Pro Shop amount includes cart rentals.
$26 $28 $30 $32 $34 $36
Renton
Auburn
Bellevue
Foster
Riverbend
Comparative Golf Fees
2004 2005 2006 2007 2008 2009
Actual Actual Actual Actual Actual Budget
Course Revenue 1,816,305 1,721,877 1,811,522 1,833,212 1,876,131 1,970,369
Concessionaire / Pro Shop 423,362 481,098 509,044 481,274 409,681 499,330
Total 2,239,667 2,202,975 2,320,566 2,314,486 2,285,812 2,469,699
Introduction
1-43
Financial Management Policies
Basic Policy Statement
The City of Renton is committed to the highest standards of responsible financial management.
The City, including the City Council, Mayor and staff will work together to ensure that all
financial matters of the City are addressed with care, integrity, and in the best interest of the City.
The rules and procedures contained in this section are designed to:
1. Protect the assets of the City of Renton;
2. Ensure the maintenance of open and accurate records of the City’s financial activities;
3. Provide a framework of operating standards and behavioral expectations;
4. Ensure compliance with federal, state, and local legal and reporting requirements; and
5. Provide a means for the City Council to update and monitor these policies with the
assistance and cooperation of the Mayor’s office and the Finance and Information
Services Administrator.
Lines of Authority
1. The Renton City Council has the authority to execute such policies as it deems to be in
the best interest of the City within the parameters of federal, state, and local law.
2. The Finance Committee has the authority to perform reviews of the organization’s
financial activity, determine the allocation of investment deposits, and assure that
adequate internal controls are in place.
3. The Mayor and Chief Administrative Officer (CAO) have the authority to oversee the
development of the annual budget, make spending decisions within the parameters of the
approved budget, enter into contractual agreements, make capital asset purchase
decisions and make decisions regarding the allocation of expenses within designated
parameters. Unless otherwise specified in this document, principal responsibility for
complying with the directives enumerated herein shall be vested in the Mayor.
4. Each Department Administrator has the authority to expend City funds within approved
budget authority and in accordance with procedures prescribed by the Mayor’s Office,
and to recommend spending requests within the parameters of the approved budget
process to the Mayor.
Accounting Records and Reports
1. Basis of Accounting
a. The City’s Comprehensive Annual Financial Report (CAFR) on its financial
activity shall be presented in compliance with Generally Accepted Accounting
Principles (GAAP) as defined by the Governmental Accounting Standards Board
(GASB).
Financial Management Policies
Introduction
1-44
2. Basis of Budget
a. The City budget is presented on a GAAP basis of accounting.
3. Fund Accounting
a. The City of Renton’s accounting and budgeting systems use a fund accounting
consistent with guidance provided by the GASB and the Washington State
Auditor’s Office.
b. The funds are grouped into categories: General Fund, Special Revenue, Debt
Service, Capital Projects, Enterprise, Internal Service, and Fiduciary/Trust.
c. The City Council shall create and eliminate funds as appropriate by separate
ordinance, or through the budget ordinance.
d. Funds shall either be “external” or “internal” for financial reporting purposes.
i. Internal funds shall be separate sets of accounts for the purpose of
enhancing internal management control only. These funds shall reside
within an external fund. For cash management purposes, internal funds
may rely on their related external fund without payment of interest or
violation of the City’s cash management policies (See Interfund Loan
policy for further clarification)
e. The City’s financial accounting system shall assure that the status and
transactions of each account and their relationship to budget authority is clear.
4. Financial Reporting
a. The CAFR shall be timely and comprehensive and meet or exceed professional
industry standards.
b. The City’s budget documents shall provide for comparison with prior years.
c. Revenue and expenditure reports shall be prepared monthly and be available on
the City’s website.
d. A written analysis of the City’s monthly report shall be prepared quarterly,
coordinated with the Chief Administrative Officer and Mayor, reviewed with the
City Council, and available on the City’s website.
e. All budget amendments shall be included in the monthly report.
f. Any outstanding interfund loans shall be disclosed in the quarterly report.
5. Audit
a. The City shall commission an annual audit of its financial reports and related
records to be conducted by the Washington State Auditor’s Office.
b. At the conclusion of the audit, the auditor shall be available to brief the City
Council on the results.
c. The results of the audit shall be available to the public.
Policy on Stabilization Funds
Sufficient fund balances and reserve levels are important in the long-term financial stability of
the City.
1. The City shall maintain reserves required by law, ordinance and/or bond covenants.
a. General Government
i. The City shall maintain reserves in the General Government Funds of at
least 10% of total budgeted operating expenditures.
ii. In addition, the City shall maintain an additional reserve as a part of the
City’s Risk Management Funds in a minimum amount of $5,000,000.
Financial Management Policies
Introduction
1-45
iii. In addition, the City shall maintain an “Anti-Recessionary Reserve” in an
amount of at least 2% of General Government budgeted operating
expenditures. Expenditures utilizing the “Anti Recessionary Reserve”
require a two-thirds majority vote of the City Council.
b. The City shall maintain one year payments in voted general obligation debt
service funds.
c. The City shall maintain reserves in the Enterprise Funds as follows:
i. Water Utility Fund: 12% - 25% of total budgeted operating expenses
ii. Golf Fund – 25% - 50% of total budgeted operating expenses.
iii. All other Enterprise Funds: 10% - 20% of total budgeted operating
expenses
d. Reserve balances of other funds shall be set through the budget process in an
amount consistent with the purpose and nature of the fund.
2. Replacement reserves shall be established for equipment, and computer software should
the need continue beyond the estimated initial useful life, regardless of whether the
equipment is acquired via lease, gift or purchase. Service charges paid by City
departments to the appropriate Internal Service funds should include an amount to
provide for replacements.
Financial Planning
1. The City shall maintain a long-term (five year) financial planning model.
a. The financial planning model shall:
i. Be based on the currently adopted budget;
ii. Utilize these policies;
iii. Be based on assumptions and drivers realistically expected to occur;
iv. Clearly document the assumptions and drivers used and the results of the
use of such assumptions and drivers;
v. Be designed in such a way to permit analysis of alternative strategies;
vi. Relate to the related plans of the City to include Service Delivery Plans,
Comprehensive Plans, Master Plans, etc.; and
vii. Shall be prepared for the General Government and such other funds as the
deemed necessary.
2. Budget development
a. The City shall prepare an annual budget that is consistent with:
i. State law;
ii. The long-term financial planning model;
iii. These policies; and
iv. Industry’s best practices.
b. The City of Renton’s annual budget shall be prepared using the following
schedule and process as a general guide:
i. Review stakeholder input such as surveys, public forums, neighborhood
meeting notes, and business community communication.
ii. The Mayor, City Council, and Chief Administrative Officer will conduct a
goal-setting retreat with the Department Administrators updating the
Business Plan and other policy guidance.
iii. The City Council and Administration will meet to review and discuss the
prior year’s audited results, current year budget status, next budget
Financial Management Policies
Introduction
1-46
schedule, process, budget guidelines, and budget preparation items of
interest.
iv. The Finance and IS Administrator prepares the budget preparation
instructions and meets with Department Administrators to distribute
budget instructions and discuss budget preparation.
v. The instructions will include policy priorities, estimates of compensation
adjustments, internal service and indirect charges.
vi. Departments will provide to the Finance and IS Department budget
estimates and requests conforming to the budget instructions.
vii. The Mayor submits a proposed balanced Preliminary Budget to the City
Council in conformance with state law.
viii. The City Council conducts public hearings on the proposed budget in
conformance with state law.
ix. The City Council sets the City’s property tax levies.
x. The City Council adopts the final budget ordinance.
xi. The Final Budget Document is published and posted to the City website.
c. Budget amendments should be presented for consideration when the need arises.
i. Budget authority shall be at the fund level.
ii. Changes resulting in a need to revise the appropriation authority shall be
presented as they occur.
3. Revenues
a. Revenue forecasts shall assess the full spectrum of resources available to finance
City programs and services.
b. The City shall consider the diversification of revenue as a strategy when
developing its financial plans.
c. Should an economic downturn develop that results in (potential) revenue
shortfalls or fewer available resources, the City will make appropriate
adjustments to its budget.
d. Revenue estimates shall be based on forecasting methods recommended by the
Government Finance Officers Association (GFOA) and will typically be more
likely to be conservative rather than aggressive.
4. Expenditures
a. Priority shall be given to expenditures that will improve productivity.
5. Capital Improvements
a. A comprehensive six-year plan for City capital investments shall be prepared
annually and adopted by the City Council as part of the City budget.
i. All projects included in the Capital Investment Program (CIP) shall be
consistent with the City’s Comprehensive Plan.
ii. The Capital Investment Program shall be prepared in consultation with
Council Committees for ongoing capital investments.
b. All proposed capital improvement projects shall include a recommended or likely
source of funding.
c. Private development (including residential, commercial and industrial projects)
shall pay its fair share of the capital investments that are necessary to serve the
development in the form of system development charges, impact fees, mitigation
fees, or benefit districts.
Financial Management Policies
Introduction
1-47
d. Capital project proposals should indicate the project's impact on the operating
budget, including, but not limited to, long-term maintenance costs necessary to
support the investment.
e. Capital projects shall be budgeted for on a project life basis (rather than fiscal
year).
Policy on Fees and Charges
1. The City shall annually review all fees for licenses, permits, fines, rates, and other
miscellaneous charges as part of the budget process.
2. User charges and fees shall be established based at a percentage of the full cost of
providing the service, unless otherwise provided by statute or regulation.
a. Full cost incorporates direct and indirect costs, including operations and
maintenance, overhead, and charges for the use of capital facilities.
b. Other factors for fee or charge adjustments may also include the impact of
inflation, other cost increases, the adequacy of the coverage of costs, and current
competitive rates.
3. Proposed rate adjustments, user charges and fees shall be presented to the City
Council for approval each year as part of the Mayor’s proposed Preliminary Annual
Budget to the Council.
4. The City shall rigorously collect all amounts due.
Policy on Utility Funds
1. The City shall establish and maintain separate utility operating and capital investment
funds and budgets for each of its utility operations.
2. Utility rate studies shall be conducted every six years to update assumptions and
ensure the long-term solvency and viability of the City’s Utilities.
3. Utility rates and capital fees shall be reviewed annually and necessary adjustments
made to avoid major rate increases.
4. The City shall use system development charges, grants and low interest loans to fund
capital projects where possible. Overall, the utilities should maintain a debt to equity
ratio of 60/40.
5. Each Utility should fund an amount of the cost equal to the annual “depreciation
expense” of capital assets less debt service principal payments.
6. System Development Charges (SDCs) shall be established at levels to ensure that all
customers seeking to connect to the City’s utility systems shall bear their equitable
share of the cost of both the existing and future systems.
7. Debt financing of utility improvements will be consistent with the utility master
plans, council rate policies and other factors so as to smooth the effect of major
improvements on utility rates.
8. The City shall strive to maintain minimum debt service “coverage” with the net
revenue (gross operating revenue of the Utilities less operating and maintenance
expenses) of the combined Utilities being 1.25 - 1.5 times the actual debt and the net
revenue of the individual Utility being at least 1.25 times the actual debt.
Financial Management Policies
Introduction
1-48
Policy on Debt Issuance and Management
1. Long-term borrowing shall be confined to capital investments or similar projects with
an extended life when it is not practical to be financed from current revenues. The
City shall not use long-term debt to finance current operations.
2. Debt payments shall not extend beyond the estimated useful life of the project being
financed. The City shall keep the average maturity of general obligation bonds at or
below fifteen years, unless special circumstances arise warranting the need to extend
the debt schedule.
3. The City shall work to maintain strong ratings on its debt including maintaining open
communications with bond rating agencies concerning its financial condition.
4. With Council approval, interim financing of capital projects may be secured from the
debt financing market place or from other funds through an interfund loan as
appropriate in the circumstances.
5. The City may issue interfund loans when appropriate and consistent with a separately
adopted City Council policy on the subject.
6. When issuing debt, the City shall strive to use special assessment, revenue or other
self-supporting bonds in lieu of general obligation bonds.
7. Long-term general obligation debt shall be utilized when necessary to acquire land or
capital assets based upon a review of the ability of the City to meet future debt
service requirements. The project to be financed should also be integrated with the
City’s long-term financial plan and Capital Investment Program.
8. General obligation debt should be used when the related projects are of a benefit to
the City as a whole.
a. General Obligation Bond (Voted):
i. 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.
b. Limited Tax General Obligation Bond (Non-Voted):
i. The City should avoid issuing general obligation (non-voted) debt
beyond eighty percent (80%) of its general obligation debt capacity.
9. The City shall use refunding bonds where appropriate when cost savings can be
achieved of at least 4% (NPV), restructuring its current outstanding debt and/or
improving restrictive bond conditions.
10. The City’s financial team for the issuance of debt shall consist of the Council, Mayor,
CAO, Finance & IS Administrator, applicable department management (related to the
projects to be financed), City Legal Counsel, designated bond counsel, financial
advisor and underwriter in order to effectively plan and fund the City’s capital
investment projects.
a. Through a competitive selection process conducted by the Finance & IS
Administrator with consultation with the Mayor, Chief Administrative Officer
and Legal Counsel, the City Council shall approve the most qualified financial
advisor / underwriter and bond counsel.
b. These services shall be regularly monitored by the Finance & IS Administrator.
11. The City shall evaluate the best method of sale for each proposed bond issue.
a. When a negotiated sale is deemed advisable (in consultation with the Mayor and
City Council) the Finance & IS Administrator shall negotiate the most
Financial Management Policies
Introduction
1-49
competitive pricing on debt issues and broker commissions in order to ensure the
best value to the City.
b. When a negotiated sale is used, the City shall use an independent financial
advisor to advise the City’s participants in matters such as structure, pricing and
fees.
12. The City shall comply with IRS regulations concerning use of, and reinvestment of
bond proceeds.
a. The City shall monitor and comply with IRS regulations with regard to potential
arbitrage earnings. If arbitrage earnings are believed to be above amounts
provided by IRS regulations, the City will set aside earnings in order to pay the
appropriate amount to the federal government as required by IRS regulation.
13. The City shall provide full secondary market disclosure related to outstanding debt.
Related Policies
• Investment Policy
• Contracting Policy (Purchasing Authority)
• Interfund Loans
Financial Management Policies
Introduction
1-50
City Funds and Fund Structure
Key Report
000 General A E
001 Community Services (formerly 101) A I (000)
003 Streets (formerly 103) A I (000)
004 Community Development Block Grant A I (000)
005 Museum (formerly part of 006) A I(000)
006 Library (formerly 106)(Museum 005) A I (000)
009 Farmers Market A I(000)
010 Fire and Emergency Services Memorial A I (000)
011 Fire and Emergency Services Health and Wellness A I (000)
031 Park Memorial A I (000)
201 Ltd GO Bonds Gen Govt Misc Debt A I (215)
215 Gen Govt Misc Debt Service A E
Total General Government
SPECIAL REVENUE FUNDS:
102 Arterial Streets E
108 Leased Properties E
110 Hotel Motel E
118 Reserve for Paths & Trails E
125 1% For Art E
127 Cable Communication Development E
135 Springbrook Wetlands Bank E
DEBT SERVICE FUNDS:
219 1989 Unlimited GO Bonds E
CAPITAL PROJECT FUNDS (CIP):
303 Community Development Impact Mitigation E
304 Fire Impact Mitigation E
305 Transportation Impact Mitigation E
316 Municipal Facilities CIP E
317 Capital Investment Program E
318 South Lake Washington Infrastructure
Project
E
326 Housing Opportunity Fund I (316)
Financial Management Policies
Introduction
1-51
City Funds and Fund Structure (continued)
ENTERPRISE FUNDS: Key Report
402 Airport Operations E
403 Solid Waste Utility E
404 Municipal Golf Course E
405 Water Operations Utility B E
406 Waste Water Operations Utility B I (405)
407 Surface Water Operations Utility B I (405)
416 King County Metro B I (405)
422 Airport CIP I (402)
424 Municipal Golf Course CIP I (404)
425 Water Utility CIP B I (405)
426 Waste Water Utility CIP B I (405)
427 Surface Water Utility CIP B I (405)
471 Rate Stabilization B I (405)
481 Water/Sewer Bond Proceeds B I (405)
INTERNAL SERVICE FUNDS:
501 Equipment Repair/ Replacement E
502 Insurance Property E
503 Information Services I (501)
*504 Facilities Fund I (501)
512 Insurance, Healthcare I (502)
522 Insurance, Leoff1 Retirees Healthcare I (502)
FIDUCIARY FUNDS:
611 Firemen's Pension E
650 Special Deposits E
ACCOUNTING FUNDS:
GWS Government-wide Statements Ia
901 Bank Surplus Ia
910 General Fixed Asset Account Group Ia
950 General Long-term Debt Account Group Ia
631 Claims Clearing Ia
632 Payroll Clearing Ia
Financial Management Policies
Introduction
1-52
A. General Government Funds share general revenues. Therefore, no interest shall be charged
for loans between funds.
B. Water Utility Funds shall be managed as a system such that balance sheet accounts are
merged for management and reporting purposes.
E. External Fund for Reporting Purposes
I. Internal Fund for Management Purposes
Ia. Internal Fund for Accounting Purposes
*Fund 504 previously approved March 2008
H:\FINANCE\BUDGET\2009 Budget\2009 BUDGET DOC\Mary's Prelim Docs - Old Files\2009 Preliminary Budget\Org Charts\
City of Renton Corporate Organization Structure
RENTON CITIZENS
CITY COUNCIL
Randy Corman, President
Don Persson, Marcie Palmer
Terri Briere, King Parker
Greg Taylor, Rich Zwicker
425-430-6501
MAYOR
Denis Law
425-430-6500
CHIEF ADMINISTRATIVE OFFICER
Jay Covington
425-430-6500
COMMUNICATIONS
Preeti Shridhar, Director
425-430-6500
COMMUNITY SERVICES
Terry Higashiyama,
Administrator
425-430-6600
Facilities
Peter Renner, Director
Parks
Leslie Betlach, Director
Recreation
Jerry Rerecich, Director
Human Services
Karen Bergsvik, Manager
Library
Bette Anderson, Director
Renton History Museum
Elizabeth Stewart, Manager
Community Resources
and Events
PUBLIC WORKS
Gregg Zimmerman,
Administrator
425-430-7394
Maintenance Services
Michael Stenhouse, Director
Transportation Systems
Peter Hahn, Deputy
PW Administrator
Utility Systems
Lys Hornsby, Director
COMMUNITY AND
ECONOMIC DEVELOPMENT
Alex Pietsch,
Administrator
425-430-6580
Economic Development
and Neighborhoods
Suzanne Dale Estey,Director
Development Services
Neil Watts, Director
Planning
ADMINISTRATIVE, JUDICIAL
AND LEGAL SERVICES
Marty Wine, Assistant CAO
425-430-6500
Mayor's Office
City Clerk/Cable Manager
Bonnie Walton,
City Clerk
Court Services
Joe McGuire, Director
Hearing Examiner
Fred Kaufman,
Hearing Examiner
POLICE
Kevin Milosevich, Chief
425-430-7503
Support Operations Bureau
Chuck Marsalisi, Deputy Chief
Special Operations
Investigations
Administrative
Services
Staff and Auxiliary
Services
Field Operations Bureau
Tim Troxel, Deputy Chief
Patrol Services
Patrol Operations
FIRE AND EMERGENCY
SERVICES
I. David Daniels, Chief /
Administrator
425-430-7501
Response Operations
Mark Peterson
Deputy Fire Chief
Safety and
Support Services
Robert Van Horne
Deputy Fire Chief
Community Risk
Reduction
Bill Flora
Deputy Fire Chief
Emergency Management
Deborah Needham
Director
HUMAN RESOURCES
AND RISK MANAGEMENT
Nancy Carlson, Administrator
425-430-7650
Human Resources
Civil Service Commission
Risk Management
FINANCE AND
INFORMATION SERVICES
Iwen Wang, Administrator
425-430-6858
Finance
Linda Parks,
Fiscal Services Director
Information Services
George McBride,
IS Director
Print and Mail
Services
City Attorney
Larry Warren, Administrator
(425) 255-8678
MUNICIPAL COURT
JUDGE
Terry Jurado
425-430-6550
Budget at a Glance
2-1
Budget at a Glance
The Budget Process
The City of Renton develops its budget every year from February through October. The Mayor
and the Council review the City’s revenues and services in order to determine if they need to
make significant changes to the budget.
In reviewing the anticipated revenue, the Mayor’s first priority is to ensure that the City is able to
continue providing the same levels of service. This may require obtaining additional funds
because the same service level now costs more. For example, as our population increases, we
need more police officers to maintain the same response times.
City departments estimate the costs of providing existing base services for the budget year. In
addition, they submit requests for new programs that they would like the Mayor to consider. The
Mayor evaluates the department requests and can recommend new programs for Council
approval within the context of the Council’s adopted Business Plan Goals.
The Mayor and the Council hold a strategic planning retreat in the spring of each year in order to
adopt these Business Plan Goals. At that time, the Council sets policy direction and priorities for
the next budget cycle. They also determine whether the City’s current levels of service are
meeting the needs of our community.
The Mayor must provide to the Council by October 31 a proposed budget for the following year.
The Mayor also provides them with an estimate of expected revenue in order to meet the costs of
providing City services. The Council reviews the budget and any revisions in November and
December. It must approve a balanced budget, (funding recommendations for the operating and
capital budgets that do not exceed the estimated resources) by the beginning of the budget year,
which is January for the City of Renton. In order to obtain citizen opinion about proposed
expenditures, the City holds two public budget hearings.
Once the Council adopts the budget, the Mayor must ensure that expenditures are made within
legal limits. If the economy changes or the City identifies unanticipated needs during the year
that require changing the budget, the Mayor will recommend those changes. A Council-adopted
ordinance must accompany all budget increases. If revenues fall short, the Mayor can make
decreases to the budget to ensure that the City does not overspend available resources. The
Mayor will work closely with the Council whenever changes to the budget must be made.
Budget at a Glance
2-2
Budgetary Basis and Basis of Accounting
The budget, as adopted, constitutes the legal authority for expenditures. Budgets are adopted on
the GAAP basis of accounting. The annual budget is adopted with budgetary control at the fund
level so expenditures may not legally exceed appropriations at that level of detail. Transfers or
revisions within funds are allowed, but only the City Council has the legal authority to increase
or decrease a given fund’s annual budget.
Basis of accounting refers to the point at which revenues or expenditures / expenses are
recognized in the accounts and reported in the financial statements. It relates to the timing of the
measurement made regardless of the measurement focus applied:
1. Accrual
Both governmental and business-type activities in the government-wide financial statements and
the proprietary and fiduciary fund financial statements are presented on the accrual basis of
accounting. Revenues are recognized when earned and expenses are recognized when incurred.
2. Modified Accrual
The government funds financial statements are presented on the modified basis of accounting.
Under the modified accrual basis of accounting, revenues are recorded when susceptible to
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.
Budget at a Glance
2-3
Schedule of the Budget Process
Description Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan
The budget process and time limits are established by State law. The City of Renton adheres to the following procedures:.
1
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
4
5
6
7
8
9
The property tax levy is established by ordinance the first Monday in October, or when available.
10
11
12
13
14
15
16
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.
The final Budget as adopted is published, distributed, and made available to the public during the
first three months of the ensuing year.
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.
Council Committee of the Whole conducts budget hearings with department heads during the month of November.
The hearings are open to the public.
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.
Year-end budget adjustments for the current budget year are presented to Council for adoption, by ordinance.
The Mayor reviews budget requests with each department during first two weeks in September, with decisions
made by the end of September.
The Mayor's Preliminary Budget is prepared and filed with the City Clerk by the first working day in November;
available for public review.
Departments prepare and submit new operating programs, positions and reclassifications,
and six-year capital improvements.
Budget instructions, salary and benefit computations, and forms are prepared and distributed
to departments on or before July 1.
Six-year Transportation Capital Improvement Program and associated budget adjustments
adopted by Council, by Resolution..
Departments prepare line item (base line) budget requests and submit to Finance by the second
week of August.
Base line budget requests, revenue assumptions, new programs and capital improvement requests are
compiled into a document for the Mayor's review in September.
Major Funds are those with budgets representing
ten percent or more of the City's overall budget.
They are marked with an asterisk (*).
For descriptions of Major Funds, see next page.
*8 *
City of Renton
Budget Fund Structure
Budget at a Glance
2-4
City of Renton
Fund Structure
Governmental
Funds
* General
Government
General
Fund
Community
Services
Fund
CD Block
Grant
Fund
Street
Fund
Museum
Fund
Library
Fund
Limited
Tax Debt
Service
Parking
Garage
Maintenance
Farmers
Market
Fund
Fire
Memorial
Fund
Fire Dept
Health &
Wellness
Park
Memorial
Fund
Special
Revenue
Funds
Arterial
Streets
Leased
Properties
Hotel /
Motel
Fund
Paths
and
Trails
1%
for
Art
Cable
Communication
Springbrook
Wetlands Bank
Fund
Debt
Service
Unlimited
GO
Debt
Capital
Projects
Funds
Mitigation
Funds
* CIP - City
Facilities
*Transportation
Improvements
* South Lake
Washington
Infrastructure
Housing
Opportunity
Fund
Proprietary
Funds
Enterprise
Funds
* Utilities
Utility
Operations
Utility
Construction
Utility
Debt
Service
Airport
Airport
Operations
Airport
Construction
Solid
Waste
Golf
Course
Golf
Operations
Golf
Construction
Internal
Service
Funds
Equipment
Rental
Information
Services
Insurance
Services
Facilities
(In Transition)
City of Renton
Budget Fund Structure
Budget at a Glance
2-5
General Government is used to group those accounts that are largely supported by
general taxes of the City.
General Fund accounts for all general government activity not accounted for in other
funds. It includes most tax revenues and such services as police, fire, engineering, long
range planning, city clerk, administration, and economic development.
Transportation Improvements Fund accounts for all roadway capital projects
managed and funded by the City. These are capital projects found in the Capital
Investment Program section of this budget.
Water / Sewer Utility is comprised of a number of sub-funds working towards a
mission to operate and maintain a quality water supply system, collect, convey and treat
wastewater effectively and economically within the Council’s rate structure, and
construct water and sewer projects by contract or City participation in private projects,
for infrastructure improvements consistent with the Capital Facilities Plan.
Non-budgetary funds include:
Reserve Retirement Contribution Fund General Fixed Assets Fund
ICMA Deferred Compensation Fund Claims Clearing Fund
Salary Clearing Fund Special Deposits Fund
General Long Term Debt Account Group Surplus Bank Balance Fund
Budget at a Glance
2-6
Financial Structure
The City’s budget comprises seven major fund types or groups. The following is a general
overview of each fund type.
General Governmental Funds
These funds are used to account for resources that are generally not dedicated for a specific
purpose. They are used to meet the basic services that your local government provides.
Major Revenues Primary Services
• Taxes •Police protection
• Fees, licenses, and permits • Fire protection / emergency medical
services
• Fines and forfeitures •Parks and recreation
• Intergovernmental (Federal, State) •Municipal Court / legal services
•Library services
•Street maintenance planning
•Economic development / planning
•Administrative functions
Special Revenue Funds
These funds are used to account for revenues that are to be used for a specific purpose as
required by law or administrative action.
Major Revenues Primary Services
• State and Federal Grants •Economic development
• Taxes •Cable communications
•Street overlay
•Art fund
Debt Service Funds
These funds are used to account for accumulation of dedicated revenue and payment of principal
and interest related to the City’s general obligation bond issues.
Major Revenues Primary Services
• Property tax levies • Payment of principal and interest on
outstanding bonds
• Real estate excise tax
• Special assessments
Budget at a Glance
2-7
Capital Investment Funds
These funds are used to account for the acquisition and construction of major capital facilities
and equipment. All projects supported by these funds can be found in the 2008-2013 City of
Renton Capital Improvement Program.
Major Revenues Primary Services
• Federal and State grants •Capital investment projects
• Special assessments
• Property tax
• Sales tax
• Real estate excise tax
• Impact mitigation
Enterprise Funds
These funds are used to account for operations that are financed and operated in a manner similar
to private business enterprises.
Major Revenues Primary Services
• Service (user) charges •City utilities
• Federal and State grants •Renton Municipal Airport
• Revenue bonds •Maplewood Golf Course
• State loans
Internal Service Funds
These funds are used to account for the goods and services furnished by one city department for
another department on a cost reimbursement basis.
Major Revenues Primary Services
• Charges to other city departments •Fleet management
• Insurance, health / property liability • Information Services
•Facilities (in transition)
Fiduciary Funds
These funds are used to account for assets held by the City in a trustee capacity.
Major Revenues Primary Services
• Investment interest •Fire pension fund
Budget at a Glance
2-8
Please refer to the following tables and figures for specific information on the budget, fund
groups, and employment history. In The Total Budget for 2009 table, we provide details on
revenue and expenditure categories.
In the Total Revenue Budget Over Time table we provide sources and amounts of revenue by
year from 2006 through 2009.
In the Fund Groups pie chart we show the budget percentages for each fund type and the General
Governmental Fund, by department.
In the Total Expenditure Budget Over Time table we provide specifics for fund expenditures.
In the Employment History – City of Renton graph we present the history of employment for the
City of Renton.
Budget at a Glance
2-9
2009 Budget Summary by Fund, All Funds
Fund / Department
2009
Proposed
Revenue
2009 Proposed
Appropriation
Increase
(Decrease) in
Fund Balance
Estimated
Beg Fund Bal
Ending Fund
Balance
000 GENERAL 70,616,488 71,318,314 (701,826) 7,451,347 6,749,521
001 COMMUNITY SERVICES 13,949,082 13,949,082 - 1,114,069 1,114,069
003 STREETS 9,051,809 9,051,809 - 1,549,034 1,549,034
004 COMMUNITY DEVELOPMENT BLOCK GRANT 294,596 294,596 - (66,792) (66,792)
005 MUSEUM 151,124 151,124 - - -
006 LIBRARY 2,138,268 2,138,268 - 267,028 267,028
009 FARMERS MARKET 35,280 35,280 - 46,492 46,492
010 FIRE AND EMERGENCY SVC MEMORIAL 15,000 15,000 - 10,081 10,081
011 FIRE AND EMERGENCY SVC HEALTH & WELLNESS 25,000 25,000 - 16,783 16,783
031 PARK MEMORIAL -- - 170,300 170,300
201 1997 LIM GO BONDS-CITY HALL 1,980,440 1,980,440 - 23,506 23,506
215 GENERAL GOVERNMENT MISC DEBT SVC 2,609,941 2,609,941 - 556,782 556,782
General Governmental 100,867,028 101,568,854 (701,826) 11,138,630 10,436,804
102 ARTERIAL STREETS 638,575 750,000 (111,425) 316,068 204,643
108 LEASED CITY PROPERTIES 1,244,322 1,244,322 - 529,744 529,744
110 SPECIAL HOTEL-MOTEL TAX 340,400 295,000 45,400 272,601 318,001
118 CUM 2755 (PATHS/TRAILS)-- - 3,183 3,183
125 ONE PERCENT FOR ART -- - 57,164 57,164
127 CABLE COMMUNICATIONS DEVELOPMENT 85,674 85,674 - 13,174 13,174
135 SPRINGBROOK WETLANDS BANK 10,500 - 10,500 - 10,500
219 1989 UNLIM GO BONDS-SR HOUSING 5,100 523,230 (518,130) 607,839 89,709
303 COMMUNITY SERVICES IMPACT MITIGATION 300,000 - 300,000 1,612,975 1,912,975
304 FIRE IMPACT MITIGATION 300,000 300,000 - 2,556,013 2,556,013
305 TRANSPORTATION IMPACT MITIGATION 900,000 900,000 - 3,191,711 3,191,711
316 MUNICIPAL FACILITIES CIP 8,621,329 8,700,174 (78,845) 1,578,845 1,500,000
317 CAPITAL IMPROVEMENT 22,616,348 22,675,579 (59,231) 282,933 223,702
318 SOUTH LAKE WA INFRASTRUCTURE PROJECT 12,500,000 12,500,000 - 51,625 51,625
402 AIRPORT OPERATIONS 1,209,511 1,530,379 (320,868) 379,684 58,816
403 SOLID WASTE UTILITY 15,123,236 14,899,606 223,630 346,349 569,979
404 MUNICIPAL GOLF COURSE SYSTEM 2,469,699 2,478,369 (8,670) 961,591 952,921
405 WATER OPERATIONS 10,011,844 12,558,870 (2,547,026) 4,139,186 1,592,160
406 WASTEWATER OPERATIONS 5,529,980 5,304,273 225,707 2,145,158 2,370,865
407 SURFACE WATER OPERATIONS 5,595,500 5,138,478 457,022 2,345,200 2,802,222
416 KING COUNTY METRO 11,414,648 11,414,648 - (311,143) (311,143)
422 AIRPORT CAPITAL IMPROVEMENT 2,867,421 2,808,000 59,421 (59,421) -
424 MUNICIPAL GOLF COURSE SYSTEM CIP 154,080 150,000 4,080 55,163 59,243
425 WATER CIP 4,886,219 5,000,000 (113,781) 351,231 237,450
426 WASTEWATER CIP 2,461,899 3,375,000 (913,101) 1,136,613 223,512
427 SURFACE WATER CIP 1,615,765 3,850,000 (2,234,235) 802,578 (1,431,657)
471 WATERWORKS RATE STABILIZATION -- - 90,320 90,320
481 FUTURE W/S BOND PROCEEDS -- - 4,632 4,632
501 EQUIPMENT RENTAL 5,717,000 3,597,985 2,119,015 2,139,472 4,258,487
502 INSURANCE 3,108,355 8,090,273 (4,981,918) 9,981,919 5,000,001
503 INFORMATION SERVICES 4,287,319 4,287,316 3 378 381
504 FACILITIES 4,051,084 4,051,084 - - -
512 HEALTHCARE INSURANCE 11,040,415 11,060,216 (19,801) 2,986,268 2,966,467
522 LEOFF1 RETIREES HEALTHCARE 2,040,686 1,979,217 61,469 1,322,821 1,384,290
611 FIREMENS PENSION 290,000 542,276 (252,276) 4,386,425 4,134,149
All Other Funds 141,436,909 150,089,969 (8,653,060) 44,278,299 35,625,239
TOTAL ALL FUNDS 242,303,937 251,658,823 (9,354,886) 55,416,929 46,062,043
Budget at a Glance
2-10
The Total Budget for 2009, All Funds
General Special Debt Capital Internal
Govmtal Revenue Services Imprvmts Enterprise Services Fiduciary Total
Revenue
Property Tax 30,903,043 - - - - - - 30,903,043
Retail Sales and Use Taxes 25,190,819 265,200 - - - - - 25,456,019
Excise Taxes 4,603,866 - - 1,000,000 - - - 5,603,866
Other Taxes 17,002,130 40,674 - 123,000 - - - 17,165,804
Business License and Permits 742,355 45,000 - 1,900,000 - - - 2,687,355
Other License and Permits 2,575,206 - - - 96,100 - - 2,671,306
Federal/State Grants 399,596 - - 6,928,247 2,479,000 - - 9,806,843
Other Intergovernmental Revenues 8,571,490 633,475 - 12,116,525 266,230 - 90,000 21,677,720
Charges for Goods and Services 6,981,753 - - 1,409,000 49,248,770 5,975,462 - 63,614,985
Fines and Forfeits 1,494,000 - - - - - - 1,494,000
Interest and Other Earnings 921,616 25,800 5,100 692,539 482,430 684,429 200,000 3,011,914
Rents, Leases, and Concessions 716,580 1,244,322 - - 1,888,319 - - 3,849,221
Other Miscellaneous Revenues 247,400 65,000 - 116,576 5,040 18,986,184 - 19,420,200
Proprietary Gains and Other Incom - - - - 35,000 - - 35,000
Non Revenues - - - - 5,356,244 - - 5,356,244
- - - 5,250,000 - - - 5,250,000
Other Financing Sources 517,174 - - 15,701,790 3,482,669 4,598,784 - 24,300,417
Total New Revenue 100,867,028 2,319,471 5,100 45,237,677 63,339,802 30,244,859 290,000 242,303,937
Expenditures
Legislative 269,779 - - - - - - 269,779
Administrative and Judicial 4,243,149 85,674 - - - - - 4,328,823
City Attorney 1,696,096 - - - - - - 1,696,096
Community & Economic Devel 7,134,829 295,000 - 12,585,000 - - - 20,014,829
Human Resources & Risk Mgmt 1,035,009 - - - - 16,129,706 - 17,164,715
Finance and Information Svcs 2,037,717 - - - 453,492 4,287,316 - 6,778,525
Police 25,945,815 - - 3,000,000 - - - 28,945,815
Fire and Emergency Services 21,305,636 - - - - - - 21,305,636
Public Works 10,138,853 - - 22,675,579 61,740,893 3,597,985 - 98,153,310
Community Services 13,389,121 673,532 - (1,933,000) 2,478,369 4,051,084 - 18,659,106
Interfund Transfers 5,396,584 1,320,790 - 8,748,174 3,834,869 5,000,000 - 24,300,417
Other City Services 4,385,885 - - - - - 542,276 4,928,161
Debt Service 4,590,381 - 523,230 - - - - 5,113,611
Total Committed Expenditures 101,568,854 2,374,996 523,230 45,075,753 68,507,623 33,066,091 542,276 251,658,823
In(De)crease to F/B & Reserves (701,826) (55,525) (518,130) 161,924 (5,167,821) (2,821,232) (252,276) (9,354,886)
Beginning Fund Balance 11,138,630 1,191,934 607,839 9,274,102 12,387,141 16,430,858 4,386,425 55,416,929
Ending Fund Balance 10,436,804 1,136,409 89,709 9,436,026 7,219,320 13,609,626 4,134,149 46,062,043
Budget at a Glance
2-11
Total Revenue Budget Over Time, All Funds
2006 2007 2008 2008 2009 Change
Revenue Actual Actual Adj Budget Actual Budget 08/09
Tax Revenues
Property Tax - General Levy 22,064,717 23,476,384 28,439,011 29,050,790 30,903,043 8.7%
Property Tax - Special Levy 507,055 514,925 550,000 409,743 - -100.0%
Total Property Taxes 22,571,772 23,991,309 28,989,011 29,460,534 30,903,043 6.6%
Retail Sales and Use Tax 20,567,102 22,302,198 27,294,734 24,008,458 25,456,019 -6.7%
Utility Taxes 10,513,362 11,190,903 14,146,908 13,056,957 14,485,018 2.4%
Other Taxes
Admissions Tax 220,358 219,768 412,726 197,740 606,420 46.9%
Franchise Fees 499,324 838,932 1,067,775 998,288 1,140,276 6.8%
Excise Taxes 6,003,998 5,173,936 5,680,805 2,990,747 3,136,322 -44.8%
Emergency Medical Service 492,082 428,721 801,932 890,998 973,990 21.5%
Gambling Excise Tax 2,064,544 2,207,524 2,817,508 2,165,153 2,472,644 -12.2%
Total Other Taxes 9,280,306 8,868,881 10,780,746 7,242,927 8,329,652 -22.7%
Total Tax Revenue 62,932,542 66,353,291 81,211,399 73,768,875 79,173,732 -2.5%
Licenses and Permits
Business Licenses and Permits 2,493,918 2,453,235 2,546,000 2,698,531 2,642,355 3.8%
Building Permits 2,494,211 3,379,384 3,398,675 2,144,138 2,518,050 -25.9%
Non-Business Licenses/Permits 59,183 135,843 228,375 233,868 153,256 -32.9%
Total Licenses and Permits 5,047,312 5,968,462 6,173,050 5,076,537 5,313,661 -13.9%
Intergovernmental Revenue
Federal Grants 944,286 3,332,710 8,601,445 1,799,939 4,208,596 -51.1%
State Grants 3,058,842 2,719,008 11,763,564 7,449,875 5,610,247 -52.3%
Motor Vehicle Excise Tax (MVET)53,800 56,958 66,500 74,310 52,820 -20.6%
State DUI 9,482 13,574 - 13,376 15,000 100.0%
State/Street Fuel Taxes 1,326,304 1,425,861 1,906,620 1,700,928 1,954,675 2.5%
State/Fire Insurance Premium Tax 77,821 85,062 75,000 85,949 90,000 20.0%
State/Liquor Board Profits/Excise Tax 615,150 698,478 1,183,220 857,595 1,015,980 -14.1%
Intrgovl Service and Interlocal Grants 1,887,858 2,390,281 25,046,217 11,865,224 18,537,245 -26.0%
Total Intergovernmental Revenue 7,973,543 10,721,932 48,642,566 23,847,197 31,484,563 -35.3%
Charges for Services
General Government 380,020 315,498 359,446 380,798 449,598 25.1%
Public Safety 552,859 595,068 629,000 524,565 656,620 4.4%
Utility and Environment 36,080,300 38,328,975 40,764,211 39,600,908 46,630,593 14.4%
Transportation Mitigation 546,344 1,349,610 700,000 609,482 869,000 24.1%
Other Transportation 10,214 9,471 8,000 9,242 10,244 28.1%
Plan Checking Fees 1,149,365 1,430,512 1,300,000 746,046 850,000 -34.6%
Fire and Park Mitigation 575,027 1,918,283 750,000 613,575 540,000 -28.0%
Planning/Zoning/EIS Fees 240,604 139,495 1,142,590 293,337 142,700 -87.5%
Recreation 3,200,693 3,234,913 3,537,974 3,349,453 3,442,452 -2.7%
IS/MV Equip Repair/Replacement Chgs 3,974,534 4,663,008 5,008,924 5,195,194 5,975,462 19.3%
Total Charges for Services 46,709,960 51,984,832 54,200,145 51,322,597 59,566,669 9.9%
Total Fines and Forfeits 920,168 951,270 1,585,000 2,110,973 1,494,000 -5.7%
Miscellaneous Revenue
Interest and Other Earnings 3,717,869 4,595,857 3,190,900 2,549,743 3,011,914 -5.6%
LID/Special Assessment Principal 6,778 570,750 6,700 4,159 - -100.0%
Rents/Leases/Concessions 2,691,441 3,019,894 3,528,362 3,901,501 3,849,221 9.1%
Insurance Premiums and Recoveries 99,236 651,960 - 750,363 - N/A
Equipment Capital Recovery Charges 2,511,821 2,605,078 3,418,300 3,320,602 3,399,557 -0.5%
Intrfund Proprty Liability Ins Premiums 1,932,400 1,468,746 1,468,746 1,474,696 1,504,119 2.4%
Employee Insurance Premiums 8,885,762 9,992,105 11,840,570 12,036,293 13,682,060 15.6%
Contributions from Private Sources 233,514 234,979 339,065 331,870 353,976 4.4%
Other Miscellaneous 806,716 768,363 1,718,000 1,866,639 515,488 -70.0%
Total Miscellaneous Revenue 20,885,537 23,907,731 25,510,643 26,235,867 26,316,335 3.2%
Interfund Dept Service Charges 3,588,741 3,671,256 3,740,378 3,831,574 4,048,316 8.2%
Total Non-Revenues 2,158,637 4,599,943 12,825,808 13,311,614 5,356,244 -58.2%
Total Other Financing Sources 28,586,754 47,124,645 25,543,080 21,762,341 29,550,417 15.7%
TOTAL NEW REVENUE 178,803,192 215,283,362 259,432,069 221,267,575 242,303,937 -6.6%
Budget at a Glance
2-12
Total Expenditure Budget Over Time, All Funds
2006 2007 2008 2008 2009 Change
Expenditures Actual Actual Adj Budget Actual Budget 08/09
Salaries And Wages
Regular Salaries 39,317,823 42,137,653 52,936,850 49,249,769 55,786,757 5.4%
Part Time Salaries 2,688,259 2,581,423 2,892,478 2,672,306 2,541,845 -12.1%
Uniform Allowance 100,647 101,750 113,700 113,813 150,550 32.4%
Overtime 2,575,565 3,010,167 2,419,759 4,152,380 2,339,477 -3.3%
Total Salaries And Wages 44,682,293 47,830,994 58,362,787 56,188,269 60,818,629 4.2%
Personnel Benefits
Retirement/PERS 788,047 1,644,136 2,395,518 2,196,470 2,869,643 19.8%
Retirement/LEOFF 718,634 863,609 1,069,151 1,199,065 1,172,282 9.6%
FICA 2,712,530 2,896,136 3,474,395 3,313,041 3,669,223 5.6%
Medical Insurance 5,160,193 5,866,553 8,803,344 7,415,647 9,415,228 7.0%
Leoff1 Retired Healthcare Insurance 1,481,366 1,663,995 1,895,490 1,733,384 2,000,686 5.5%
Industrial Insurance 834,141 830,540 902,764 966,248 1,024,137 13.4%
Life Insurance 74,323 77,795 96,442 89,757 105,907 9.8%
Dental Insurance 1,198,250 1,350,947 2,032,846 1,704,674 2,220,049 9.2%
Unemployment Compensation 153,300 153,300 161,300 153,300 143,915 -10.8%
Fire Pensions 425,571 439,332 568,160 527,818 515,600 -9.3%
PERS Prior Service Liability - - 8,800 - - -100.0%
Long Term Disability 95,213 102,251 124,450 81,517 99,647 -19.9%
Self-Insurance Medical/Dental 7,785,562 7,945,219 10,341,231 9,809,718 12,422,922 20.1%
Self-Insurance Workmen's Comp 874,732 608,122 543,002 438,627 553,862 2.0%
Self-Insurance Unemployment Comp 62,117 35,568 70,000 35,347 71,400 2.0%
Total Personnel Benefits 22,363,979 24,477,501 32,486,893 29,664,613 36,284,501 11.7%
Supplies
Office/Operating Supplies 3,605,321 3,873,439 4,462,145 4,541,044 4,065,942 -8.9%
Purchased Merchandise/Inventory 298,989 395,914 352,350 357,963 693,947 96.9%
Small Equipment 875,611 955,524 939,284 1,192,608 781,284 -16.8%
Total Supplies 4,779,921 5,224,876 5,753,779 6,091,615 5,541,173 -3.7%
Other Services & Charges
Professional Services 12,920,620 14,084,435 16,543,644 15,743,341 5,764,586 -65.2%
Communications 493,547 519,849 536,024 555,339 621,463 15.9%
Travel and Training 335,246 345,448 105,859 139,757 141,211 33.4%
Volunteer Travel/Meals 20,119 13,522 455,090 251,508 363,252 -20.2%
Operating Rentals & Leases 3,233,504 3,620,493 333,919 318,164 462,462 38.5%
Property/Liability Ins Premiums & Claims 3,178,942 2,876,180 3,294,526 3,001,290 1,855,258 -43.7%
Public Utility Services 11,995,911 13,362,323 13,347,724 13,281,914 26,845,600 101.1%
Repairs and Maintenance 1,486,212 1,627,745 1,779,711 1,636,375 1,480,793 -16.8%
Other Miscellaneous Services 1,438,978 1,390,733 1,700,158 1,566,144 1,265,574 -25.6%
Total Other Services And Charges 35,103,079 37,840,727 38,096,655 36,493,832 38,800,199 1.8%
Intergovernmental Services
Intergovernmental Professional Services 2,592,726 3,157,270 4,116,994 3,313,097 3,856,318 -6.3%
Intergovernmental Payments 84,673 - - - - N/A
External Taxes & Operating Assessments 1,168,488 1,369,599 1,690,131 1,445,460 1,723,864 2.0%
Interfund Taxes 2,084,610 1,976,700 2,297,703 2,606,786 2,343,657 2.0%
Total Intergovernmental Services 5,930,497 6,503,569 8,104,828 7,365,343 7,923,839 -2.2%
Capital Outlay
Land 447,903 67,361 843,009 773,031 573,000 -32.0%
Buildings, Structures & Oth Imprvmnts 16,428,483 28,737,525 47,315,997 22,399,763 25,177,000 -46.8%
Machinery and Equipment 1,634,467 2,420,305 9,711,375 6,675,515 5,838,013 -39.9%
Street Improvement Projects/TIP 8,556,374 5,910,103 46,353,715 15,833,739 22,675,579 -51.1%
Total Capital Outlay 27,067,226 37,135,294 104,224,096 45,682,048 54,263,592 -47.9%
Debt Service
Principal 4,348,970 4,491,773 5,696,948 4,004,160 5,316,139 -6.7%
Interest and Related Debt Costs 3,829,184 4,059,360 5,209,804 5,951,819 4,870,633 -6.5%
Total Debt Service 8,178,154 8,551,133 10,906,752 9,955,979 10,186,772 -6.6%
Total Interfund Payments 5,618,796 6,129,812 11,475,499 10,932,708 13,539,701 18.0%
Total Non-Expenditures 180,000 60,000 201,698 5,295,315 0 -100.0%
Total Other Financing Uses 9,985,237 46,965,498 25,107,494 21,694,764 24,300,417 -3.2%
TOTAL COMMITTED EXPENDITURES $163,889,181 $220,719,404 $294,720,481 $229,364,486 $251,658,823 -14.6%
Budget at a Glance
2-13
General
Govt
41%
Special
Revenue
1%Debt
Service
0%
Capital
Project
18%
Enterprise
27%
Internal
Service
13%
Fiduciary
0%
Police
25,945,815
Fire
21,305,636
Comm Svc
13,389,121
Streets
10,138,852
City Services
25,392,845
Debt &
Transfers
5,396,584
2009 Budget
General Government 101,568,854
Special Revenue 2,374,996
Debt Service 523,230
Capital Project 45,075,753
Enterprise Utilities 61,540,875
Airport 4,338,379
Golf Course 2,628,369
Internal Service 33,066,091
Fiduciary 542,276
Total Committed Expenditures $251,658,823
Fund Groups
Budget at a Glance
2-14
Revenue Detail, General Governmental Funds, All Funds
2006 2007 2008 2008 2009 Change
Revenue Actual Actual Adj Budget Actual Budget 08/09
Tax Revenues
Property Tax - General Levy 22,064,717 23,476,384 28,384,957 29,050,790 30,903,043 8.9%
Total Property Taxes 22,064,717 23,476,384 28,384,957 29,050,790 30,903,043 8.9%
Retail Sales and Use Tax 20,349,089 21,569,677 24,439,701 22,833,902 25,190,819 3.1%
Utility Taxes 10,443,362 11,190,903 14,111,908 12,986,957 14,444,344 2.4%
Other Taxes
Admissions Tax 220,358 219,768 412,726 197,740 606,420 46.9%
Franchise Fees 499,324 838,932 1,067,775 998,288 1,095,276 2.6%
Excise Taxes 1,334,706 2,529,715 2,434,629 2,540,644 2,136,322 -12.3%
Emergency Medical Service 492,082 428,721 801,932 890,998 850,990 6.1%
Gambling Excise Tax 2,064,544 2,207,524 2,817,508 2,165,153 2,472,644 -12.2%
Total Other Taxes 4,611,014 6,224,661 7,534,570 6,792,824 7,161,652 -4.9%
Total Tax Revenue 57,468,182 62,461,624 74,471,136 71,664,473 77,699,858 4.3%
Licenses and Permits
Business Licenses and Permits 675,104 676,851 746,000 743,013 742,355 -0.5%
Building Permits 2,428,167 3,247,668 3,030,675 1,800,357 2,421,950 -20.1%
Non-Business Licenses/Permits 59,183 135,843 228,375 233,868 153,256 -32.9%
Total Licenses and Permits 3,162,454 4,060,362 4,005,050 2,777,238 3,317,561 -17.2%
Intergovernmental Revenue
Federal Grants 693,797 688,245 939,360 1,072,541 329,596 -64.9%
State Grants 14,285 17,708 96,362 114,523 82,000 -14.9%
Motor Vehicle Excise Tax (MVET)53,800 56,958 66,500 74,310 52,820 -20.6%
State DUI 9,482 13,574 - 13,376 15,000 100.0%
State/Street Fuel Taxes 825,208 886,713 1,326,620 1,074,030 1,321,200 -0.4%
State/Liquor Board Profits/Excise Tax 615,150 698,478 1,183,220 857,595 1,015,980 -14.1%
Intrgovl Service and Interlocal Grants 1,513,518 1,637,230 4,943,500 5,542,062 6,154,490 24.5%
Total Intergovernmental Revenue 3,725,241 3,998,906 8,555,562 8,748,436 8,971,086 4.9%
Charges for Services
General Government 162,641 96,892 160,500 176,950 247,183 54.0%
Public Safety 552,859 595,068 629,000 524,565 656,620 4.4%
Utility and Environment 194,582 172,313 200,000 41,795 100,000 -50.0%
Transportation Mitigation - 1,500 - - - N/A
Plan Checking Fees 1,149,365 1,430,512 1,300,000 746,046 850,000 -34.6%
Planning/Zoning/EIS Fees 240,604 139,495 164,438 115,927 142,700 -13.2%
Recreation 1,605,900 1,617,915 1,695,794 1,678,818 1,674,498 -1.3%
Total Charges for Services 3,905,952 4,053,696 4,149,732 3,284,100 3,671,001 -11.5%
Total Fines and Forfeits 920,168 951,270 1,585,000 2,110,973 1,494,000 -5.7%
Miscellaneous Revenue
Interest and Other Earnings 854,357 1,110,626 1,127,600 735,910 921,616 -18.3%
Rents/Leases/Concessions 650,769 684,786 707,200 676,919 716,580 1.3%
Contributions from Private Sources 111,385 121,489 164,065 175,513 137,400 -16.3%
Other Miscellaneous 222,079 75,461 163,700 90,336 110,000 -32.8%
Total Miscellaneous Revenue 1,838,590 1,992,363 2,162,565 1,678,677 1,885,596 -12.8%
Interfund Dept Service Charges 2,842,019 2,944,768 3,165,778 3,072,950 3,310,752 4.6%
Total Non-Revenues - 72,848 - (31,840) - N/A
Total Other Financing Sources 539,524 2,403,261 381,364 382,099 517,174 35.6%
TOTAL NEW REVENUE 74,402,130 82,939,098 98,476,187 93,687,106 100,867,028 2.4%
Budget at a Glance
2-15
Expenditure Detail, General Governmental Fund, All Funds
2006 2007 2008 2008 2009 Change
Expenditures Actual Actual Adj Budget Actual Budget 08/09
Salaries And Wages
Regular Salaries 39,317,823 42,137,653 52,936,850 49,249,769 55,786,757 5.4%
Part Time Salaries 2,688,259 2,581,423 2,892,478 2,672,306 2,541,845 -12.1%
Uniform Allowance 100,647 101,750 113,700 113,813 150,550 32.4%
Overtime 2,575,565 3,010,167 2,419,759 4,152,380 2,339,477 -3.3%
Total Salaries And Wages 44,682,293 47,830,994 58,362,787 56,188,269 60,818,629 4.2%
Personnel Benefits
Retirement/PERS 788,047 1,644,136 2,395,518 2,196,470 2,869,643 19.8%
Retirement/LEOFF 718,634 863,609 1,069,151 1,199,065 1,172,282 9.6%
FICA 2,712,530 2,896,136 3,474,395 3,313,041 3,669,223 5.6%
Medical Insurance 5,160,193 5,866,553 8,803,344 7,415,647 9,415,228 7.0%
Leoff1 Retired Healthcare Insurance 1,481,366 1,663,995 1,895,490 1,733,384 2,000,686 5.5%
Industrial Insurance 834,141 830,540 902,764 966,248 1,024,137 13.4%
Life Insurance 74,323 77,795 96,442 89,757 105,907 9.8%
Dental Insurance 1,198,250 1,350,947 2,032,846 1,704,674 2,220,049 9.2%
Unemployment Compensation 153,300 153,300 161,300 153,300 143,915 -10.8%
Fire Pensions 425,571 439,332 568,160 527,818 515,600 -9.3%
PERS Prior Service Liability - - 8,800 - - -100.0%
Long Term Disability 95,213 102,251 124,450 81,517 99,647 -19.9%
Self-Insurance Medical/Dental 7,785,562 7,945,219 10,341,231 9,809,718 12,422,922 20.1%
Self-Insurance Workmen's Comp 874,732 608,122 543,002 438,627 553,862 2.0%
Self-Insurance Unemployment Comp 62,117 35,568 70,000 35,347 71,400 2.0%
Total Personnel Benefits 22,363,979 24,477,501 32,486,893 29,664,613 36,284,501 11.7%
Supplies
Office/Operating Supplies 3,605,321 3,873,439 4,462,145 4,541,044 4,065,942 -8.9%
Purchased Merchandise/Inventory 298,989 395,914 352,350 357,963 693,947 96.9%
Small Equipment 875,611 955,524 939,284 1,192,608 781,284 -16.8%
Total Supplies 4,779,921 5,224,876 5,753,779 6,091,615 5,541,173 -3.7%
Other Services & Charges
Professional Services 12,920,620 14,084,435 16,543,644 15,743,341 5,764,586 -65.2%
Communications 493,547 519,849 536,024 555,339 621,463 15.9%
Travel and Training 335,246 345,448 105,859 139,757 141,211 33.4%
Volunteer Travel/Meals 20,119 13,522 455,090 251,508 363,252 -20.2%
Operating Rentals & Leases 3,233,504 3,620,493 333,919 318,164 462,462 38.5%
Property/Liability Ins Premiums & Claims 3,178,942 2,876,180 3,294,526 3,001,290 1,855,258 -43.7%
Public Utility Services 11,995,911 13,362,323 13,347,724 13,281,914 26,845,600 101.1%
Repairs and Maintenance 1,486,212 1,627,745 1,779,711 1,636,375 1,480,793 -16.8%
Other Miscellaneous Services 1,438,978 1,390,733 1,700,158 1,566,144 1,265,574 -25.6%
Total Other Services And Charges 35,103,079 37,840,727 38,096,655 36,493,832 38,800,199 1.8%
Intergovernmental Services
Intergovernmental Professional Services 2,592,726 3,157,270 4,116,994 3,313,097 3,856,318 -6.3%
Intergovernmental Payments 84,673 - - - - N/A
External Taxes & Operating Assessments 1,168,488 1,369,599 1,690,131 1,445,460 1,723,864 2.0%
Interfund Taxes 2,084,610 1,976,700 2,297,703 2,606,786 2,343,657 2.0%
Total Intergovernmental Services 5,930,497 6,503,569 8,104,828 7,365,343 7,923,839 -2.2%
Capital Outlay
Land 447,903 67,361 843,009 773,031 573,000 -32.0%
Buildings, Structures & Oth Imprvmnts 16,428,483 28,737,525 47,315,997 22,399,763 25,177,000 -46.8%
Machinery and Equipment 1,634,467 2,420,305 9,711,375 6,675,515 5,838,013 -39.9%
Street Improvement Projects/TIP 8,556,374 5,910,103 46,353,715 15,833,739 22,675,579 -51.1%
Total Capital Outlay 27,067,226 37,135,294 104,224,096 45,682,048 54,263,592 -47.9%
Debt Service
Principal 4,348,970 4,491,773 5,696,948 4,004,160 5,316,139 -6.7%
Interest and Related Debt Costs 3,829,184 4,059,360 5,209,804 5,951,819 4,870,633 -6.5%
Total Debt Service 8,178,154 8,551,133 10,906,752 9,955,979 10,186,772 -6.6%
Total Interfund Payments 5,618,796 6,129,812 11,475,499 10,932,708 13,539,701 18.0%
Total Non-Expenditures 180,000 60,000 201,698 5,295,315 0 -100.0%
Total Other Financing Uses 9,985,237 46,965,498 25,107,494 21,694,764 24,300,417 -3.2%
TOTAL COMMITTED EXPENDITURES $163,889,181 $220,719,404 $294,720,481 $229,364,486 $251,658,823 -14.6%
Budget at a Glance
2-16
Operating Budgets, Capital Investments, and Designated Expenses (1 of 2)
2006 2007 2008 2008 2009 Change
Department Actual Actual Adj Budget Actual Budget 08/09
Legislative
Legislative (City Council) 238,040 244,773 291,722 245,442 269,779 -7.5%
Total Legislative 238,040 244,773 291,722 245,442 269,779 -7.5%
Administrative and Judicial Services
Mayor’s Office 916,278 885,147 1,039,843 966,373 1,489,887 43.3%
City Clerk 519,807 588,110 760,779 604,843 732,322 -3.7%
Court Services 1,522,600 1,836,834 1,804,091 1,744,121 1,779,113 -1.4%
Hearing Examiner 148,850 157,200 238,578 166,821 199,328 -16.5%
Total AJS 3,107,535 3,467,291 3,843,291 3,482,158 4,200,650 9.3%
City Attorney
City Attorney 1,287,545 1,371,376 1,634,615 1,661,225 1,696,096 3.8%
Total City Attorney 1,287,545 1,371,376 1,634,615 1,661,225 1,696,096 3.8%
Community Services
Admin/Facilities/Events/Parks/Recreation 12,070,187 13,186,034 15,579,819 14,062,205 15,193,404 -2.5%
Human Services CDBG 838,901 1,001,784 1,306,373 1,162,553 1,307,231 0.1%
Library 1,675,439 1,856,960 2,094,336 1,890,886 2,138,268 2.1%
Museum 86,963 125,669 142,830 136,327 151,124 5.8%
Golf Course 2,311,700 2,401,469 2,526,521 2,389,432 2,478,369 -1.9%
Total Community Services 16,983,190 18,571,916 21,649,879 19,641,402 21,268,396 -1.8%
Community and Economic Development
Administration 0 0 65 271,786 1 -98.5%
Economic Development and Neighborhoo 1,394,939 4,118,816 1,883,997 1,392,340 0 -100.0%
Planning 0 0 0 1,626,602 1 100.0%
Development Services 3,524,301 9,376,092 4,178,031 3,844,101 0 -100.0%
Total Community and Economic Devel 4,919,240 13,494,908 6,062,093 7,134,829 1 -100.0%
Finance and Information Services
Finance 1,502,777 1,728,039 2,095,878 1,909,652 2,037,716 -2.8%
Information Systems 2,837,173 3,610,674 6,043,708 4,188,137 4,287,316 -29.1%
Total Finance and Information Services 4,339,950 5,338,713 8,139,586 6,097,789 6,325,032 -22.3%
Fire and Emergency Services
Response Operations 10,978,130 12,251,667 13,414,328 16,087,582 15,779,059 17.6%
Safety and Support Services 1,989,459 2,496,115 2,892,933 4,340,076 3,845,201 32.9%
Community Risk Reduction 997,222 903,583 1,338,984 1,343,859 1,681,376 25.6%
Total Fire and Emergency Services 13,964,811 15,651,365 17,646,245 21,771,518 21,305,636 20.7%
Human Resources and Risk Management
Personnel Administration/Civil Svc 555,634 742,505 1,279,122 981,306 1,035,009 -19.1%
Risk Management 10,998,928 11,023,688 13,921,706 12,942,045 21,129,706 51.8%
Total Human Resources/Risk Mgt 11,554,562 11,766,193 15,200,828 13,923,351 22,164,715 45.8%
Budget at a Glance
2-17
Operating Budgets, Capital Investments, and Designated Expenses (2 of 2)
2006 2007 2008 2008 2009 Change
Department Actual Actual Adj Budget Actual Budget 08/09
Public Works
Administration 589,958 627,668 983,181 886,867 489,010 -50.3%
Maintenance Services 20,013,099 22,554,376 29,045,526 27,137,876 27,049,999 -6.9%
Transportation Systems 6,068,077 6,325,616 6,588,744 5,961,736 6,791,252 3.1%
Utility Systems 23,159,168 22,967,907 24,228,862 23,078,560 30,342,828 25.2%
Total Planning/Bldg/Public Works 49,830,302 52,475,567 60,846,313 57,065,039 64,673,089 6.3%
Police
Administration 2,476,430 2,736,309 3,100,492 3,101,698 3,578,395 15.4%
Patrol Operations 5,997,821 7,059,603 8,048,750 8,630,136 9,501,468 18.0%
Special Operations 0 0 1,799,527 1,249,228 1,718,608 -4.5%
Patrol Services 1,668,538 1,555,665 1,898,180 1,730,247 1,621,971 -14.6%
Investigations 2,611,956 2,777,566 2,624,540 2,689,906 2,882,790 9.8%
Administrative Services 1,406,274 1,557,260 1,777,442 1,763,978 1,518,855 -14.5%
Staff Services 740,587 861,165 1,197,634 1,109,250 980,381 -18.1%
Auxiliary Services 3,060,349 3,579,022 4,216,068 3,620,288 4,143,347 -1.7%
Total Police 17,961,955 20,126,590 24,662,633 23,894,730 25,945,815 5.2%
Other City Services
Other City Services 4,496,977 3,844,869 4,771,309 4,622,866 5,578,385 16.9%
Limited GO Bonds 2,751,849 5,976,962 4,269,400 4,263,739 4,590,381 7.5%
Total Other City Services 7,248,826 9,821,831 9,040,709 8,886,605 10,168,766 12.5%
Total Operating Budget 131,435,956 152,330,523 169,017,914 163,804,088 178,017,975 5.3%
Capital Investment Program (CIP)
Impact Mitigation 1,490,000 800,000 5,600,000 2,523,229 1,200,000 -78.6%
City Hall/Garage 0 179,660 0 0 0 N/A
Aquatic Center 0 192,297 0 0 0 N/A
Municipal Facilities 3,356,610 3,856,189 19,057,785 6,696,634 8,700,174 -54.3%
Transportation 17,810,470 21,514,801 51,575,494 22,846,977 37,983,579 -26.4%
Golf Course 307,812 51,202 359,200 157,930 150,000 -58.2%
Waterworks Utility 7,592,855 10,194,943 23,854,022 14,646,844 12,225,000 -48.8%
Total CIP Program and Other CIP Cost 30,557,747 36,789,092 100,446,501 46,871,614 60,258,753 -40.0%
Other Designated Expenses 1,847,107 39,876,730 2,407,807 2,407,807 6,247,267 159.5%
Total Committed Expenditures 163,840,810 228,996,345 271,872,222 213,083,509 244,523,995 -10.1%
Budget at a Glance
2-18
Employment History – City of Renton
0
100
200
300
400
500
600
700
800
2005
Actual
2006
Actual
2007
Actual
2008
Budget
2009
Budget
# o
f
F
T
E
'
S
Administrative
Community Services
Enterprise/Utilities
Public Works
Fire & Emergency Svcs
Police
2008 Adopted Budget Staffing Count 747.25 FTEs
2008 Adjustment (32.75 FTEs)
FD 40 Contracted Positions 31.00
FD 40 Support Positions 2.00
HR Support 1.00
Police Auto Theft Task Force 1.00
PW Support (0.25)
FIS LT (1.00)
CS LT (expired) (1.00)
Proposed 2009 Staffing Changes (14.15 FTEs)
Legal Convert to in-house 11.75
Community Services (Outreach
Librarian LT) 1.00
Enterprise GIS (Limited Term) 3.00
NPDES Surface Water 1.00
FIS 1.00
Corrections in Benson Hill Positions:
CED (2.10)
Community Services (CDBG) (0.50)
Public Works (1.00)
2009 Authorized Position Count FTEs 794.15 FTEs
Less: Positions Held Vacant (unfunded) (34.80)
The 2009 Total Funded FTE 759.35 FTEs
The position count is for the regular full-time, part-time and limited term positions. Refer to the
Operating Section for additional detail.
Budget at a Glance
2-19
Staffing (Full-Time Equivalent Employees – FTE) Comparison by Department (1 of 2)
2006 2007 2008 2008 2008 2009 2009 08/09
Department Actual Actual Budget Adj Bdgt Actual Authorized Funded Changes
Regular Full-Time, Part-Time, and Limited-Term (excludes Temporary, and Intermittent Staff)
Legislative Services
City Council Members 7.00 7.00 7.00 7.00 7.00 7.00 7.00 0.00
City Council Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
Total Legislative 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.00
Administrative and Judicial Services
Mayor’s Office 7.00 6.00 7.00 7.00 7.00 7.00 7.00 0.00
City Clerk 5.00 5.50 7.00 7.00 5.50 7.00 5.50 -1.50
Hearing Examiner 1.50 1.50 2.00 2.00 1.50 2.00 1.50 -0.50
Municipal Court 14.00 14.00 17.50 17.50 17.00 17.50 17.00 -0.50
Total Administrative and Judicial Services 27.50 27.00 33.50 33.50 31.00 33.50 31.00 -2.50
City Attorney
City Attorney 0.00 0.00 0.00 0.00 0.00 11.75 11.75 11.75
Total City Attorney 0.00 0.00 0.00 0.00 0.00 11.75 11.75 11.75
Community Services
Admin, Facilities, Events, Parks and Recreation 73.00 76.00 83.00 83.00 83.00 83.50 81.50 -1.50
Human Services/CDBG 5.00 5.00 6.50 6.50 6.50 6.00 6.00 -0.50
Library Services 13.00 14.00 14.00 14.00 14.00 15.00 15.00 1.00
Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
Municipal Golf Course 10.00 10.00 10.00 10.00 10.00 9.50 9.50 -0.50
Total Community Services 102.00 106.00 114.50 114.50 114.50 115.00 113.00 -1.50
Community and Economic Development
Administration 0.00 0.00 0.00 0.00 0.00 2.00 2.00 2.00
Economic Development & Neighborhoods 12.00 13.00 17.50 17.50 17.50 7.50 7.00 -10.50
Planning 0.00 0.00 0.00 0.00 0.00 18.00 16.00 16.00
Development Services 38.70 46.70 49.60 49.60 49.60 37.50 35.50 -14.10
Total Community and Economic Development 50.70 59.70 67.10 67.10 67.10 65.00 60.50 -6.60
Finance and Information Services
Finance 16.00 19.50 20.00 20.00 20.00 20.00 19.00 -1.00
Information Systems 13.50 18.50 18.50 17.50 17.50 21.50 19.50 2.00
Total Finance and Information Services 29.50 38.00 38.50 37.50 37.50 41.50 38.50 1.00
Fire and Emergency Services
Response Operations 99.00 102.00 112.00 112.00 112.00 134.00 125.00 13.00
Safety and Support Operations 10.00 11.00 10.00 10.00 10.00 14.00 14.00 4.00
Community Risk Reduction 11.00 12.00 13.00 13.00 13.00 18.00 18.00 5.00
Total Fire and Emergency Services 120.00 125.00 135.00 135.00 135.00 166.00 157.00 22.00
Human Resources/Risk Management
Administration/Civil Service Commission 3.50 5.50 6.50 7.50 7.50 7.50 7.50 0.00
Risk Management 3.50 3.50 4.50 4.50 4.50 4.50 3.50 -1.00
Total Human Resources/Risk Management 7.00 9.00 11.00 12.00 12.00 12.00 11.00 -1.00
Budget at a Glance
2-20
Staffing (Full-Time Equivalent Employees – FTE) Comparison by Department (2 of 2)
2006 2007 2008 2008 2008 2009 2009 08/09
Department Actual Actual Budget Adj Bdgt Actual Authorized Funded Changes
Public Works
Administration 3.75 4.25 3.75 4.00 4.00 4.00 3.50 -0.50
Maintenance Services 65.00 71.00 85.00 88.00 88.00 85.50 83.00 -5.00
Transportation 35.50 40.50 40.00 41.00 41.00 39.00 37.00 -4.00
Utility Systems 29.80 29.30 36.70 36.70 36.70 37.70 37.70 1.00
Total Public Works 134.05 145.05 165.45 169.70 169.70 166.20 161.20 -8.50
Police
Administration 4.00 5.00 5.00 5.00 5.00 5.00 5.00 0.00
Patrol Operations 58.00 85.00 82.00 82.00 82.00 69.00 67.00 -15.00
Special Operations 1.00 2.00 13.00 14.00 14.00 18.00 18.00 4.00
Patrol Services 14.80 11.80 11.80 11.80 11.80 13.80 13.00 1.20
Investigations 22.00 17.00 17.00 17.00 17.00 22.00 22.00 5.00
Administrative Services 11.00 10.00 10.00 10.00 10.00 13.00 11.00 1.00
Staff Services 12.40 14.40 14.40 14.40 14.40 14.40 12.40 -2.00
Auxiliary Services 17.00 21.00 21.00 21.00 21.00 20.00 19.00 -2.00
Total Police 140.20 166.20 174.20 175.20 175.20 175.20 167.40 -7.80
Total All Staffing 618.95 683.95 747.25 752.50 750.00 794.15 759.35 6.85
Renton Results
3-1
Renton Results
A Community Accountability Program
Introduction
Renton Results is the City of Renton’s performance management initiative. The primary goal is
to:
Clearly illustrate the services provided by the City of Renton including the purpose of the
service, the resources needed to provide the service and the results of the service efforts in
order to enable policy decisions and provide accountability to the community.
A key objective of the program is to characterize the City’s efforts from a citizen’s perspective.
Traditionally, city budgets are illustrated using a city’s organizational structure. This section of
the budget will illustrate budgeted resources in alignment with the services the City provides.
This is the inaugural year of the Renton Results program. Ultimately, the program will provide a
complete continuum of accountability.
Renton Results
3-2
In our first effort to provide this perspective to the City’s budget, staff has defined services and
described results these services are designed to achieve. Additionally, staff has recommended
the resource allocations to the service needs based on our expertise within each service area and
on historic data. It is a goal to engage the community in discussion about City services,
priorities, expected results and meaningful ways for the City to communicate with the
community about results.
Mission: The City of Renton, in partnership and communication 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
Values of the City of Renton are:
♦ Accountability
♦ Excellence
♦ Integrity
♦ Service
Renton Results
3-3
Description of the Renton Results program
The program will characterize services the City provides at various levels of summarization.
The chart below illustrates the structure and terminology used by the Renton Results program.
Renton Results is built on the City’s longstanding vision, mission and values. These have been
key elements of the City’s Business Plan for several years (see the “Business Plan”).
City staff is engaged in many day-to-day activities related to the services the City ultimately
provides. While record keeping exists at the “Activity” level, this budget illustrates City services
at the “Program” or “Project” level. The budget summarizes programs and projects into “Core
Services,” which are further summarized into “City Service Areas.”
Programs are often supported by multiple City departments. For instance, a special event
requires effort by many disparate work units to ensure the event’s success. The resources
required for that program will be illustrated in this section of the budget. In another example, the
City’s REACT nuisance abatement (code enforcement) program involves staff cooperation from
four divisions in the City. You can’t find the full “REACT” program in the traditional budget.
This effort will be illustrated as a program of the City in this new section of the budget.
Renton Results
3-4
City Service Areas
The City provides facilities and services within five basic areas. These are Safety & Health,
Mobility, Livable Community, Utilities & Environment and Representative Government (further
described on the next page). This chart describes the percent of total City resources dedicated to
each of these service areas as well as to internal support programs.
Safety and
Health
28%
Mobility
24%
Livable
Community
10%
Utilities and
Environment
30%
Representative
Government
4%
Internal Support
4%
Percent of Total Resources by City Service Area
This chart describes the percent of operating (excludes CIP) City resources dedicated to each of
these service areas as well as to internal support programs
Safety and
Health
36%
Mobility
7%
Livable
Community
13%
Utilities and
Environment
32%
Representative
Government
5%
Internal Support
7%
Percent of Operating Resources by City ServiceArea
Renton Results
3-5
These service areas are described as follows:
Safety & Health: Through pro-active services and programs, the City strives to make Renton a
safe and healthy community.
Mobility: The City plans, constructs and maintains systems such as roadways, sidewalks, trails,
paths and related components, to enable residents, visitors, employees, as well as freight and
commercial activities to move in, around and through the City efficiently and safely.
Livable Community: The City provides and promotes programs and amenities that address
community needs making Renton a place where people want to live, work, play and visit.
Utilities & Environment: The City strives to protect the environment and empowers its citizens
to be engaged in sustainability programs.
Representative Government: The City promotes community engagement in policy
development and access to fair individual representation in community and personal matters
Internal Support: The City provides services that enhance the ability of the organization to
function efficiently and effectively.
It is also important to note, that Core Services and Programs are intrinsically connected to one
another. For instance, “Land Use” is primarily considered a program contributing to a “Livable
Community.” However, how land is developed in the City significantly impacts Safety & Health,
Mobility, and the Environment. Likewise, the City’s recreation programs foster a healthy
population, which in turns lowers community risk and contributes to the overall Safety & Health
of the City.
Notes about the relationship between Renton Results and the rest of the budget document:
Renton Results program expenses are presented as consolidated costs across departments and
funds. As a result, the dollar amounts for Renton Results and the traditional budget are not the
same. Within Renton Results we have eliminated transfers and the double counting that occurs
in traditional “Fund” based budgeting. For example, we have not included amounts in Renton
Results for the City’s internal service funds (those funds that only provide service to other City
departments with resources transferred from the departments which receive the service).
Consequently, the total operating resources for the 2009 Renton Results program budget total
$147,781,736 as compared to the total appropriations of $251,658,823. The difference includes
$19,300,417 for transfers, $33,066,091 for internal service funds, and $51,510,579 for capital
investment projects.
The table below illustrates each program as defined in Renton Results and the City departments
that have expenditures in that program.
Renton Results
3-6
Alignment of City Departments and Renton Results Programs (Page 1 of 6)
DEPARTMENTS
Pro grams/Service Category LEGIS AJS ATTY CED FIS HR
Grand Total
Safety & Health
Community Risk Reduction
111 Crime Prevention Education
112 Emergency Management
113 Hazard Mitigation
114 Youth / Teen Programs
Enforce Laws / Regulations
126 Code Compliance 84,805 163,680
125 Criminal Prosecution 266,867 729,321
122 Investigations
124 Jail Services
120 Pro-Active Patrol 28,560
121 Re-Active Patrol 28,560
127 Technical Services
123 Traffic Enforcement
Human Services
141 Coordinate Funding / Service
143 Housing Repair
142 Information & Referral
Incident Response
131 Incident Management
132 Incident Recovery
130 Incident Response 45,696
Representative Government
Citizen Engagement
551 Community Outreach & Communication 517,170
552 Corporate & Community Partnerships 102,089
550 Volunteer Opportunities 44,805
Civic Leadership
510 Policy Development & Implementation 269,779 682,989
Due Process
520 Administrative 199,328
521 Judicial 1,921,469
Fiscal Accountability
540 Fiscal Accountability 509,429
Representation
531 Boards & Commissions 124,253
530 Regional Involvement 204,177 93,190
Renton Results
3-7
Alignment of City Departments and Renton Results Programs (Page 2 of 6)
DEPARTMENTS 2009 Budget
POLICE FIRE COM SVC PW OTHER Allocation Programs/Service Category
Safety & Health
Community Risk Reduction
10,852 10,852 Crime Prevention Education 111
590,891 213,182 178,240 982,313 Emergency Management 112
1,241,001 80,775 1,321,776 Hazard Mitigation 113
816,116 816,116 Youth / Teen Programs 114
Enforce Laws / Regulations
1,077,817 206,834 73,352 1,606,487 Code Compliance 126
1,110,371 2,106,560 Criminal Prosecution 125
2,235,293 413,667 2,648,960 Investigations 122
6,290,667 6,290,667 Jail Services 124
6,473,138 1,044,231 7,545,928 Pro-Active Patrol 120
6,600,358 1,719,384 8,348,302 Re-Active Patrol 121
827,334 178,240 1,005,574 Technical Services 127
2,147,320 2,147,320 Traffic Enforcement 123
Human Services
856,907 534,042 1,390,949 Coordinate Funding / Service 141
349,574 349,574 Housing Repair 143
115,621 115,621 Information & Referral 142
Incident Response
1,369,101 4,957 74,019 1,448,076 Incident Management 131
413,667 74,019 487,686 Incident Recovery 132
12,066,470 148,037 1,981,521 14,241,725 Incident Response 130
Representative Government
Citizen Engagement
1,654,668 95,058 377,195 2,644,092 Community Outreach & Communication 551
92,086 194,175 Corporate & Community Partnerships 552
466,321 511,126 Volunteer Opportunities 550
Civic Leadership
118,826 1,071,594 Policy Development & Implementation 510
Due Process
199,328 Administrative 520
79,218 2,000,687 Judicial 521
Fiscal Accountability
190,000 699,429 Fiscal Accountability 540
Representation
103,327 227,580 Boards & Commissions 531
297,367 Regional Involvement 530
$52,864,484
$147,781,736
$7,845,378
Renton Results
3-8
Alignment of City Departments and Renton Results Programs (Page 3 of 6)
DEPARTMENTS
Programs/Service Category LEGIS AJS ATTY CED FIS HR
Grand Total
Livable Community
ADA Accessibility
395 ADA Accessibility in City Facilities
Arts and Culture
353 Education
352 Museum
351 Performing Arts
350 Public Art 34,884
354 Sister Cities
Economic Development
320 Economic Development 1,537,530
Land Use
311 Development Services 3,040,956
310 Strategic Planning 1,335,719
Library
382 Education
380 Materials
381 Programs
Neighborhoods
340 Neighborhoods 279,569
Parks
391 Management & Maintenance
390 Planning
Recreational Opportunities
330 Aquatics & Water Safety
334 Community Wellness
331 Golf Course
332 Recreation Programs
Special Events
370 Coordination 31,063
371 Management
Mobility
Airport
231 Operations
232 Planning, Design & Construction
Streets, Sidewalks, and Trails
214 Bridge Inspection & Maintenance
211 Sidewalk Program
210 Street Maintenance
213 Traffic Operations
212 Trail Planning, Development & Maint
Transport Planning & Programming
221 Design & Construction
222 Resolve Traffic Problems
220 Transit Coordination
Renton Results
3-9
Alignment of City Departments and Renton Results Programs (Page 4 of 6)
DEPARTMENTS 2009 Budget
POLICE FIRE COM SVC PW OTHER Allocation Programs/Service Category
Livable Community
ADA Accessibility
74,019 74,019 ADA Accessibility in City Facilities 395
Arts and Culture
20,069 20,069 Education 353
140,968 140,968 Museum 352
9,914 9,914 Performing Arts 351
4,957 39,841 Public Art 350
25,953 25,953 Sister Cities 354
Economic Development
433,735 1,971,265 Economic Development 320
Land Use
181,743 79,218 3,301,916 Development Services 311
47,593 121,162 1,504,475 Strategic Planning 310
Library
1,454,022 1,454,022 Education 382
427,654 427,654 Materials 380
106,913 106,913 Programs 381
Neighborhoods
279,569 Neighborhoods 340
Parks
2,610,738 2,610,738 Management & Maintenance 391
52,550 316,870 369,421 Planning 390
Recreational Opportunities
734,320 734,320 Aquatics & Water Safety 330
49,708 49,708 Community Wellness 334
2,333,326 2,333,326 Golf Course 331
2,102,867 2,102,867 Recreation Programs 332
Special Events
773,785 804,848 Coordination 370
734,112 734,112 Management 371
Mobility
Airport
1,215,977 1,215,977 Operations 231
97,802 97,802 Planning, Design & Construction 232
Streets, Sidewalks, and Trails
134,600 134,600 Bridge Inspection & Maintenance 214
504,693 504,693 Sidewalk Program 211
2,254,792 2,254,792 Street Maintenance 210
3,015,992 3,015,992 Traffic Operations 213
47,593 60,581 108,174 Trail Planning, Development & Maint 212
Transport Planning & Programming
1,358,322 1,380,423 2,738,745 Design & Construction 221
225,517 225,517 Resolve Traffic Problems 222
121,162 121,162 Transit Coordination 220
$147,781,736
$19,095,917
$10,417,454
Renton Results
3-10
Alignment of City Departments and Renton Results Programs (Page 5 of 6)
DEPARTMENTS
Pro grams/Service Category LEGIS AJS ATTY CED FIS HR
Grand Total
Utilities & Environment
Stewardship
411 Education
410 Environmental Review 19,642
412 Environmental Compliance 312,204
Open Space
420 Manage and Maintain
421 Planning
Utility Systems
432 Low Impact Landscape Maint
434 Solid Waste
435 Surface Water Operations
433 Planning, Design & Construction
431 Wastewater Operations
430 Water System Operations
Internal Support
Asset Management & Protection
651 Facilities
652 Fleet
650 Property Management
Employee Services
612 Compensation & Classification 122,839
615 Employee Benefits 11,424
614 Employee Relations 15,000 298,540
613 Recruitment & Selection 385,303
611 Training & Development 152,733
610 Workplace Health & Safety 75,593
Fiscal Operations
630 Fiscal Operations 1,528,288
Legal Services
660 General Legal 593,634
662 Representation in Adm Legal Matters 169,610 30,547
661 Representation in Civil Courts 84,805
Public Records & Access
620 Public Records & Access 347,429 16,961 277,072
Risk Management
670 Risk Management 16,961
Resource Development
690 Resource Development
Technology Services
640 Data and Database Management
Total Allocated Expenditures 269,779 4,286,323 1,696,096 7,409,549 2,037,717 1,035,009
Unallocated: Transfer Out (basub 597)
Internal Svc Funds (Fd 5xx)4,287,316 21,129,706
CIP Funds (Fd 316-7-8,422-4-5-6-7)85,000
Total 2009 Budgeted Expenditures 269,779 4,286,323 1,696,096 7,494,549 6,325,033 22,164,715
Renton Results
3-11
Alignment of City Departments and Renton Results Programs (Page 6 of 6)
DEPARTMENTS 2009 Budget
POLICE FIRE COM SVC PW OTHER Allocation Programs/Service Category
Utilities & Environment
Stewardship
316,615 316,615 Education 411
60,581 80,223 Environmental Review 410
31,000 343,204 Environmental Compliance 412
Open Space
218,139 218,139 Manage and Maintain 420
47,593 47,593 Planning 421
Utility Systems
213,182 213,182 Low Impact Landscape Maint 432
14,340,396 14,340,396 Solid Waste 434
1,831,818 1,831,818 Surface Water Operations 435
10,621,205 554,523 11,175,728 Planning, Design & Construction 433
14,321,700 14,321,700 Wastewater Operations 431
4,852,115 26,520 4,878,635 Water System Operations 430
Internal Support
Asset Management & Protection
229,521 229,521 Facilities 651
383,728 74,019 457,747 Fleet 652
503,494 378,419 881,913 Property Management 650
Employee Services
122,839 Compensation & Classification 612
928,281 939,705 Employee Benefits 615
4,957 318,497 Employee Relations 614
385,303 Recruitment & Selection 613
2,482,002 25,582 2,660,318 Training & Development 611
25,000 100,593 Workplace Health & Safety 610
Fiscal Operations
310,000 1,838,288 Fiscal Operations 630
Legal Services
593,634 General Legal 660
200,157 Representation in Adm Legal Matters 662
84,805 Representation in Civil Courts 661
Public Records & Access
641,462 Public Records & Access 620
Risk Management
4,957 21,918 Risk Management 670
Resource Development
4,957 4,957 Resource Development 690
Technology Services
309,615 309,615 Data and Database Management 640
25,945,815 21,290,636 16,426,302 57,300,238 10,084,272 $147,781,736 Total Allocated Expenditures
300,000 4,925,548 12,924,869 1,150,000 $19,300,417 Unallocated: Transfer Out (basub 597)
4,051,084 3,597,985 $33,066,091 Internal Svc Funds (Fd 5xx)
3,000,000 -1,783,000 50,208,579 $51,510,579 CIP Funds (Fd 316-7-8,422-4-5-6-7)
28,945,815 21,590,636 23,619,934 124,031,671 11,234,272 $251,658,823 Total 2009 Budgeted Expenditures
$147,781,736
$47,767,232
$9,791,271
Renton Results
3-12
Safety and Health
Through pro-active services and programs, the City strives to make Renton a safe and
healthy community.
City Service Areas Core Services
Safety and Health
City Service Area: Core Services
Safety & Health $52,864,484
Community Risk Reduction $3,131,056
Enforce Laws & Adm Regulation $31,699,797
Incident Response $16,177,487
Human Services $1,856,144
Safety &
Health
36%
Mobility
7%
Livable
Comm
13%
Utilities &
Environ
32%
Represen
Govt
5%
Internal
Support
7%
0 20 40
Human Services
Incident Response
Enforce Laws & Adm Regulation
Community Risk Reduction
Millions
Safety and Health - Core Services
Community Risk Reduction
Programs that seek to prevent unnecessary risks, minimize the occurrence of, and reduce
the City’s vulnerability to risks that cannot be prevented.
Enforce Laws and Administrative Regulations
Holding people accountable to act and interact in ways consistent with community common
good.
Human Services
In partnership with the community, helps to provide services, resources, and opportunities
so that residents have food, clothing, and shelter, and are healthy and safe.
Incident Response
The movement of appropriate resources to requests for services for incidents, emergencies,
and disasters to minimize the loss of life and property to those affected.
Renton Results
3-13
Mobility
The City plans, constructs, and maintains systems such as roadways, sidewalks, trails,
paths, and related components, to enable residents, visitors, employees, as well as freight
and commercial activities, to move in, around, and through the City efficiently and safely.
City Service Areas Core Services
Mobility
City Service Area: Core Services
Mobility $10,417,454
Streets, Sidewalks and Trails $6,018,251
Transportation Planning & Programming $3,085,424
Airport $1,313,779
Safety &
Health
36%
Mobility
7%
Livable
Comm
13%
Utilities &
Environ
32%
Represen
Govt
5%
Internal
Support
7%
05 1 0
Airport
Transportation Planning &
Programming
Streets, Sidewalks and Trails
Millions
Mobility – Core Services
Airport
Provide an air transportation center that is managed, maintained, developed, and improved
in a safe, responsible, economically self-sufficient manner, and that provides facilities for
Boeing aircraft production and for land and water-based aircraft use by the public.
Streets, Sidewalks, and Trails
Design, construct, operate, and maintain the City’s transportation system to assure the
health and safety of the general public, and to provide for the community’s multi-modal
needs.
Transportation Planning/Programming
Design, coordination, and construction of roadway improvements to enhance mobility in a
safe manner.
Renton Results
3-14
Livable Community
The City provides and promotes programs and amenities that address community needs
making Renton a place where people want to live, work, play, and visit.
City Service Areas Core Services
Liveable Community
City Service Area: Core Services
Liveable Community $19,095,917
Land Use $4,806,391
Economic Development $1,971,265
Recreational Opportunity for Community $5,220,221
Neighborhoods $279,569
Arts and Culture $236,745
Special Events $1,538,960
Library $1,988,589
Parks $2,980,159
ADA Accessability in City Facilities $74,019
Safety &
Health
36%
Mobility
7%
Livable
Comm
13%
Utilities
&
Environ
32%
Represen
Govt
5%
Internal
Support
7%
0246
ADA Accessability
Parks
Library
Special Events
Arts and Culture
Neighborhoods
Recreation
Economic Dev
Land Use
Millions
Renton Results
3-15
Livable Community – Core Services
ADA Accessibility in City Facilities
Support construction of public facilities that are fully accessible, and adhere to all laws in
design, remodeling, and marketing.
Economic Development
A strong economy facilitates the creation of jobs and a full range of housing options for
residents, the development of vibrant business districts and other amenities to serve the
community, and generates sufficient tax revenue to support City services.
Land Use
Policies and regulations are considered, adopted, and enforced to ensure that development
implements the adopted vision for the community.
Library
Provide library services and materials to help community residents obtain information that
meets their personal, educational, and professional needs.
Neighborhoods
Consistent and positive neighbor-to-neighbor and neighbor-to-City communication and
partnership builds a stronger community.
Parks
Active and passive; community, neighborhood, and special use parks and other identified
City-owned grounds and urban vegetation.
Recreational Opportunity for Community
Provide active and passive leisure services including skill development, activity centers,
and other means of permitting and encouraging the community to remain active.
Special Events
Plan for and provide coordination and management of all large scale special events within
the City.
Renton Results
3-16
Utilities and Environment
The City strives to protect the environment and empowers its citizens to be engaged in
sustainability programs.
City Service Areas Core Services
Utilities & Environment
City Service Area: Core Services
Utilities & Environment $47,767,232
Environmental Stewardship $740,041
Manage and Maintain Open Space $265,733
Utility Systems $46,761,459
Safety &
Health
36%
Mobility
7%
Livable
Comm
13%
Utilities
&
Environ
32%
Represen
Govt
5%
Internal
Support
7%
02 0 4 0 6 0
Utility Systems
Manage & Maintain Open Space
Environmental Stewardship
Millions
Utilities and Environment – Core Services
Environmental Stewardship
Achieve high environmental standards for the City as an organization and to foster high
standards of environmental stewardship within the community.
Manage and Maintain Open Space
Preserve and protect open space and natural areas.
Utility Systems
Manage the City’s utility systems in a manner that ensures public health and safety, meets
all regulatory requirements, and protects environmental resources.
Renton Results
3-17
Representative Government
The City promotes community engagement in policy development and access to fair
individual representation in community and personal matters.
City Service Areas Core Services
Safety and Health
City Service Area: Core Services
Represen Govt $7,845,378
Civic Leadership $1,071,594
Due Process $2,200,015
Representation $524,947
Fiscal Accountability $699,429
Citizen Engagement $3,349,393
Safety &
Health
36%
Mobility
7%
Livable
Comm
13%
Utilities &
Environ
32%
Represen
Govt
5%
Internal
Support
7%
01234
Citizen Engagement
Fiscal Accountability
Representation
Due Process
Civic Leadership
Millions
Representative Government – Core Services
Citizen Engagement
Provide a variety of ways to encourage citizen involvement and communication.
Civic Leadership
Elected and appointed officials provide advice and guidance about the direction and
management of the City.
Due Process
Provide a forum for citizens to appeal the City’s administrative and enforcement actions.
Fiscal Accountability
Budget, financial reporting, audit assistance, and transparency contribute to being
accountable to the community for the finances of their City.
Renton Results
3-18
Internal Support
The City provides services that enhance the ability of the organization to function
efficiently and effectively.
City Service Areas Core Services
Internal Support
City Service Area: Core Services
Internal Support $9,791,271
Administrative Support $4,957
Public Records & Access $641,462
Fiscal Operations $1,838,288
Technology Services $309,615
Asses Mgmt & Protection $1,569,180
Legal Service $878,595
Risk Management $21,918
Employee Services $4,527,256
Safety &
Health
36%
Mobility
7%
Livable
Comm
13%
Utilities &
Environ
32%
Represen
Govt
5%
Internal
Support
7%
024
Administrative Support
Public Records & Access
Fiscal Operations
Technology Services
Asses Mgmt & Protection
Legal Service
Risk Management
Employee Services
Millions
Renton Results
3-19
Internal Support – Core Services
Asset Management and Protection
Safeguard and manage the City’s physical assets used in the provision of City services.
Employee Services
Services intended to enhance the ability of City government to function efficiently and
effectively.
Fiscal Operations
Provide daily accounting, bookkeeping, and payroll functions to the City.
Legal Service
Provide legal services to the City.
Public Records and Access
Maintain, store, and ensure the public can obtain the official documentation of City
business and operations.
Resource Development
Enhance existing City and community resources through efficiency of operations and
expanding public private partnerships.
Risk Management
Protect the public’s assets.
Technology Services
Centralized voice and data technology systems support.
Renton Results
3-20
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Legislative Department Organization
See Position Listing for additional details on department staffing.
Randy Corman
Council President
Julia Medzegian
Council Liaison
Don Persson
Pres. Pro-Tem
Marcie Palmer Terri Briere King Parker Greg Taylor Rich Zwicker
Operating Budget – Legislative
4-3
Legislative
Mission Statement
The City Council assesses the needs of the public and sets priorities; develops and adopts the
annual budget, ordinances, resolutions, and policy alternatives to meet those needs, consistent
with City goals and objectives; and provides coordination and evaluation of programs and
service objectives.
City Councilmembers Names and Committees
Councilmember Term Term Expires 2009 Committee Chair Committee Meeting Days Time
Randy Corman 4 years 12/31/2009 Committee of the Whole 1st, 2nd, 3rd, 4th Mondays 6:00pm
Marcie Palmer 4 years 12/31/2011 Transportation/Aviation 2nd and 4th Thursdays 4:00pm
Don Persson 4 years 12/31/2011 Finance 1st, 2nd, 3rd, 4th Mondays 5:00pm
Terri Briere 4 years 12/31/2009 Community Services 1st and 3rd Mondays 4:30pm
King Parker 4 years 12/31/2011 Planning & Development 2nd and 4th Thursdays 3:00pm
Greg Taylor 4 years 12/31/2011 Public Safety 1st and 3rd Mondays 4:00pm
Rich Zwicker 4 years 12/31/2009 Utilities 2nd and 4th Thursdays 2:00pm
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Budget
Operating Budget Summary $238,040 $244,773 $291,722 $245,442 $269,779
CIP Budget Summary
Position Summary 8.00 8.00 8.00 8.00 8.00
Highlight of Budget Changes
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Reductions:
Prof Svcs (10,300)
Travel (10,338)
Total Budget Reductions (20,638)
Budget Additions:
Total Budget Additions -
Total Budget Changes (20,638)
Operating Budget – Legislative
4-4
Expenditure Budget by Category – Legislative
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 139,340 144,629 147,064 145,479 151,264 2.9%
Personnel Benefits 55,772 60,588 67,488 53,885 60,306 -10.6%
Supplies 1,435 1,105 2,200 4,475 2,244 2.0%
Other Services & Charges 10,544 5,896 41,048 10,508 21,231 -48.3%
Interfund Payments 30,949 32,555 33,922 31,095 34,734 2.4%
Operating Total 238,040 244,773 291,722 245,442 269,779 -7.5%
Staffing Levels (Full-Time Equivalent Employees – FTE) Legislative
2006 2007 2008 2008 2009 2009 Change
Actual Actual Budget Actual Authorized Funded 08/09
T o t a l F T E 8 . 0 08 . 0 08 . 0 08 . 0 08 . 0 0 8 . 0 00.0%
Department by Fund/Department
Operating Section
000/001 General Fund Legislative Department
Operating Budget – Legislative
4-5
2008 Accomplishments
Approved the following:
• The 2009 - 2014 City of Renton Business Plan.
• A contract to accept $805,254 from King County for 2008 Basic Life Support services.
• A budget amendment to extend the 2008 Clean Sweep Program to the Benson Hill and
New Life - Aqua Barn annexation areas.
• An addendum to the contract with the Washington State Department of Transportation
accepting funding for the 2008-2009 Commute Trip Reduction Program.
• The renaming of approximately 1,900 feet of roadway adjacent to the new Seattle
Seahawks' Headquarters and Training Facility to "Seahawks Way”.
• The New Life - Aqua Barn Annexation consisting of approximately 374 acres of property
generally located immediately south of Renton Maple Valley Highway and immediately
east of the Cedar River.
• A purchase and sale agreement with King County for property located west of Monroe
Avenue Northeast and south of Northeast 3rd Street, which will be used for a future
maintenance facility.
• Revisions to the Municipal Arts Commission, including introducing a five-year Master
Plan for Arts and Culture; clarifying how funding is established and adjusted for the 1%
for Art Fund; and scheduling the annual review of the two-year plan for projects slated
for the 1% for Art Fund.
• The Magnussen Final Plat consisting of 8.37 acres located in the vicinity of Northeast
2nd Street, between Duvall Avenue Northeast and Field Avenue Northeast.
• The Cassidy Cove Final Plat; two lots on 68.05 acres located at 3009 Northeast 4th
Street.
• The Barbee Mill Final Plat consisting of 115 single-family lots on 22 acres located in the
vicinity of Lake Washington Boulevard North and North 40th Place.
• An addendum with The Boeing Company to lease Apron B in support of 737 aircraft
production at the Renton Municipal Airport.
• The Liberty Annexation, 184.2 acres generally bounded by 154th Avenue Southeast on
the west, 164th Avenue Southeast on the east, Southeast 144th Street on the south, and
Southeast 134th Street on the north.
• The adjustment of current utility discount rates for low-income senior/disabled residents.
Adopted the following:
• The 2009-2014 Six-Year Transportation Improvement Program and 2008 Arterial Street
Plan.
• The 2006 International Fire Code with local amendments.
• Amendments to the Park Rules and Regulations.
Operating Budget – Legislative
4-6
Awarded the following Project Contracts:
• Burnett Linear Park Phase II.
• Duvall Avenue NE/Coal Creek Parkway SE Reconstruction.
• Grants for thirteen neighborhood projects and ten neighborhood newsletters through the
2008 Neighborhood Grant Program.
• Ripley Lane North Storm System Improvement.
• City Center Parking Garage Police Substation.
• Renton Community Center Gym Floor Replacement.
• Earlington Sanitary Sewer Interceptor.
• Thomas Teasdale Park Playfield and Irrigation Improvements.
• City Shops Roof Replacement.
• North Highlands Neighborhood Center Roof Replacement.
• Community Center Readerboard Replacement.
• Maplewood Creek Sediment Basin 2008 Cleaning and Maintenance.
• Renton Highlands 565 Zone Water Main Improvements.
• White Fence Ranch Sanitary Sewer Extension.
Legislative Position Listing
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Budget
Legislative Services/City Council
E09 City Council Members (Elected) 7.00 7.00 7.00 7.00 7.00
M17 City Council Liaison 1.00 1.00 1.00 1.00 1.00
8.00 8.00 8.00 8.00 8.00
Grade Title
Total Legislative Services
H:\FINANCE\BUDGET\2009 Budget\2009 BUDGET DOC\00_Org Charts\H:\FINANCE\BUDGET\2009 Budget\2009 BUDGET DOC\00_Org Charts\
Sub-chart1
Administrative and Judicial Services Department Organization
See Position Listing for additional details on department staffing.
MAYOR
Denis Law
CHIEF ADMINISTRATIVE
OFFICER
Jay Covington
COMMUNICATIONS
Preeti Shridhar
Director
ASSISTANT CHIEF
ADMINISTRATIVE OFFICER
Marty Wine
MAYOR'S
OFFICE
CITY CLERK/
CABLE MANAGER
COURT SERVICES HEARING
EXAMINER
Operating Budget – Administrative and Judicial Services
4-7
Administrative and Judicial Services
Mission Statement
Provide executive leadership and management for the City of Renton government to act
strategically, implement decisions efficiently and accurately, apply City policies uniformly, and
achieve City goals expeditiously.
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Budget
Operating Budget Summary $3,107,535 $3,467,291 $3,843,291 $3,482,158 $4,200,650
Position Summary 27.50 27.00 33.50 33.50 33.50
City Attorney was moved in-house and is now their own department.
Highlight of Budget Changes
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Reductions:
Intermittent Wages, Supplies, Training, Dues - Court (46,300)
Position - Court Probation Officer (0.50) (59,054)
Intermittent Wages - Executive (8,434)
Supplies - Executive (1,570)
Contracted Services - Executive (10,200)
Community Relations - Executive (38,420)
Cell Phones/Pagers - Executive (960)
Travel - Executive (9,280)
Training - Executive (4,965)
Repairs and Maint. - Executive (306)
Memberships and Registrations - Executive (2,580)
Publications - Executive (510)
Miscellaneous - Executive (2,060)
Contracted Services - Hearing Examiner (19,015)
Position - Hearing Examiner Secretary (0.50) (52,040)
Supplies - Clerk (1,000)
Small Tools - Clerk (500)
Travel - Clerk (500)
Volunteer Meal Allowance - Clerk (500)
Repairs and Maint. - Clerk (1,000)
Memberships and Registrations - Clerk (500)
Publications - Clerk (500)
Legal Recording Fees - Clerk (918)
Miscellaneous - Clerk (3,070)
Position - Records Mgmt Coor. and Multimedia Specialist (1.50) (118,826)
Total Budget Reductions (2.50) (383,008)
Operating Budget – Administrative and Judicial Services
4-8
Highlight of Budget Changes (continued)
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Additions:
Voter's Registration - Clerk 20,000
Contracted Records Service - Clerk 12,500
Total Budget Additions - 32,500
Total Budget Changes (2.50) (350,508)
Expenditure Budget by Division – Administrative and Judicial Services Department
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Mayor's Office 916,278 885,147 1,039,843 966,373 1,489,887 43.3%
City Clerk 519,807 588,110 760,779 604,843 732,322 -3.7%
Hearing Examiner 148,850 157,200 238,578 166,821 199,328 -16.5%
Court Services 1,522,600 1,836,834 1,804,091 1,744,121 1,779,113 -1.4%
Operating Total 3,107,535 3,467,291 3,843,291 3,482,158 4,200,650 9.3%
Total 3,107,535 3,467,291 3,843,291 3,482,158 4,200,650 9.3%
Expenditure Budget by Category – Administrative and Judicial Services Department
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 1,734,233 1,856,630 2,180,921 2,047,433 2,203,664 1.0%
Part-Time Salaries 112,858 41,135 18,680 42,072 0 -100.0%
Overtime 21,877 11,370 5,786 23,388 9,964 72.2%
Personnel Benefits 467,670 552,745 826,384 688,026 835,516 1.1%
Supplies 27,227 16,619 26,021 22,599 22,115 -15.0%
Other Services and Charges 474,855 659,387 422,960 335,441 721,073 70.5%
Intergovernmental Services 53,795 61,114 70,000 55,040 92,250 31.8%
Capital Outlay 0 12,289 0 0 0 N/A
Interfund Payments 215,020 256,002 292,539 268,159 316,068 8.0%
Operating Total 3,107,535 3,467,291 3,843,291 3,482,158 4,200,650 9.3%
Total 3,107,535 3,467,291 3,843,291 3,482,158 4,200,650 9.3%
Operating Budget – Administrative and Judicial Services
4-9
Staffing Levels by Division – Administrative and Judicial Services Department
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Mayor's Office 7.00 6.00 7.00 7.00 7.00 7.00 0.0%
City Clerk 5.00 5.50 7.00 7.00 7.00 5.50 -21.4%
Hearing Examiner 1.50 1.50 2.00 2.00 2.00 1.50 -25.0%
Court Services 14.00 14.00 17.50 17.50 17.50 17.00 -2.9%
Total FTE 27.50 27.00 33.50 33.50 33.50 31.00 -7.5%
Department by Fund
The Administrative and Judicial Services Department manages the following:
Operating Section:
Fund/Dept
000/003 General Fund Mayor’s Office
000/012 General Fund City Clerk
000/011 General Fund Hearing Examiner
000/002 General Fund Court Services
Operating Budget – Administrative and Judicial Services
4-10
Mayor’s Office
Mission Statement
Provide executive leadership and management for the City of Renton government to act
strategically, implement decisions efficiently and accurately, apply City policies uniformly, and
achieve City goals expeditiously.
2008 Accomplishments
Administration
• Conducted workshops involving the Mayor, Council, and Department Administrators to
review and refine the City’s Vision, Mission, and Business Plan Goals, budget priorities,
and prepare for emerging issues.
• Provided executive management to implement the 2008 elements of the City’s Business
Plan as funded in the City’s annual operating budget.
• Worked with State and Federal legislators to shape laws and regulations aligned with
Renton’s interests.
• Provided strategic direction and oversight for City operations including the annual
Comprehensive Plan update and 2009 budget preparation.
• Provided leadership and direction on major initiatives and regional issues including The
Landing development, local and regional transportation improvements, and potential
annexations.
• Worked with communities in the City’s potential annexation areas to understand their
interest in becoming part of Renton, and implemented annexation interlocal agreements
with King County and other special purpose districts related to the Benson Hill
annexation.
• Provided citywide communications leadership and counsel on key issues, ranging in
emphasis from speaking points and guidance, to coordinating aspects of the response.
• Provided leadership and strategic direction to ensure accurate and relevant
communications to Renton residents, businesses, key stakeholders, and the community.
• Provided timely information to residents and made them aware of opportunities to be
involved in their government and community.
• Improved the City’s website with interactive and user-friendly features, refining the site
to better reflect Renton's image, vision, mission, and messages.
• Partnered with the Court, Police Department, public defender and prosecutors to seek
business process improvements in the city’s criminal justice system.
• Extended the City’s cable television franchise with Comcast for five years, through 2013.
Operating Budget – Administrative and Judicial Services
4-11
Mayor’s Office
• Coordinated and disseminated public information to internal and external customers
through direct mail, print, and electronic communications including the City newsletter
(Renton Now), daily electronic news for employees (e-Grapevine), and the City’s
website. Provided in-house consultation to staff on public information dissemination,
brochure and newsletter production.
• Ensured responsiveness to and resolution of citizen concerns on a broad range of issues.
Responded to an estimated 5,000 combined phone calls and office visits, responded to
written correspondence, and sent out “New Resident Welcome” packets at the request of
hundreds of residents.
2009 Goals
Administration
• Support the Mayor and Council, and coordinate input of Department Administrators, in
continuous refinement of the City’s Business Plan.
• Ensure achievement of the City’s goals and objectives by appropriately placing authority,
assigning accountability, and monitoring performance.
• Provide strategic leadership and oversight for the City’s annual budget, Comprehensive
Plan, and business and operational plans scheduled for implementation during 2009.
• Inform State and Federal legislators about Renton’s needs and interests to gain maximum
legislative and funding assistance for the City.
• Provide strategic leadership and direction on regional, state, and national issues,
including transportation, land use, annexation, and sales tax streamlining.
• Coordinate effective interdepartmental planning and intergovernmental agreements
related to potential annexations.
• Implement Renton Results internally, a community accountability effort designed to
creating a results-oriented performance measurement program.
• Provide direction and coordination for all Departments/Divisions to articulate desired
outcomes for core services, based on citizen understanding and input and on best
management practices; manage City operations toward achievement of those outcomes.
• Provide excellent service to internal and external customers. Ensure that citizen concerns
are addressed accurately, sensitively, and in a timely manner.
• Seek input from City residents and potential annexation areas to understand the desired
level and quality of City services.
• Assess the character of City services and programs and prepare recommendations to City
Council to guide decisions on level of effort and resource allocation.
• Disseminate public information through press releases, community news sources,
employee news sources, the City’s website, and other media.
• Continue the redesign of the City’s website with a user-centered navigation, unified
image, and increased ability to interact with the City using up-to-date technology.
• Coordinate the City’s messages and standardize formats and styles; find ways to reduce
cost while maintaining high quality.
Operating Budget – Administrative and Judicial Services
4-12
Expenditure Budget by Category - Mayor’s Office
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 529,261 595,689 670,708 651,038 714,146 6.5%
Part-Time Salaries 103,861 29,390 7,680 20,499 0 -100.0%
Overtime 17,479 685 0 144 0 N/A
Personnel Benefits 118,554 139,366 185,628 178,531 212,578 14.5%
Supplies 1,868 2,705 3,500 2,577 2,430 -30.6%
Other Services and Charges 90,642 51,159 111,668 57,980 453,414 306.0%
Interfund Payments 54,613 66,153 60,659 55,604 107,319 76.9%
Operating Total 916,278 885,147 1,039,843 966,373 1,489,887 43.3%
Total 916,278 885,147 1,039,843 966,373 1,489,887 43.3%
Staffing Levels (Full-Time Equivalent Employees - FTE) - Mayor’s Office
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Regular 7.00 6.00 7.00 7.00 7.00 7.00 0.0%
Total FTE 7.00 6.00 7.00 7.00 7.00 7.00 0.0%
Operating Budget – Administrative and Judicial Services
4-13
City Clerk
Mission Statement
The Office of the City Clerk is dedicated to supporting the legislative process, making City
government accessible to the public, preserving the City’s official records, and maintaining and
providing accurate and timely information through a variety of media to meet the requirements
of law, and the needs of the citizens, the Mayor, the City Council, and City administrative staff.
2008 Accomplishments
• Conducted training sessions for City staff on public records disclosure, the agenda bill
process, and public records management.
• Staffed all regular City Council, Committee of the Whole, and Special Council meetings.
• Provided assistance and direction to new City employees as needed.
• Updated the City Council desk manuals.
• Improved access to public information and open public government by making City
ordinances, resolutions, and minutes available and searchable on the City web site.
• Implemented a public records request documenting and tracking system available to staff.
• Continued to pursue adoption of electronic records management policies and procedures.
• Hired and began training of new Deputy City Clerk and Records Management
Coordinator.
• Issued Request for Proposal for video producer for CityView, the City-produced video
newsmagazine, and other productions for Channel 21.
2009 Goals
• Implement electronic system to support agenda bill process.
• Transfer records to the Regional Archives.
• Stay current with microfilming to fulfill state requirements.
• Refine public records management policies and processes.
• Provide excellent services to internal and external customers.
• Disseminate public information through Cable Channel 21, the City’s web site, the
Information Desk and the Clerk’s office.
• Update and add to the City Clerk’s website pages.
• Evaluate older files that need review and categorization.
• Continue staff training on records management processes, the agenda bill process, and
public records disclosure.
• Adopt the State’s Model Rules for records management.
Operating Budget – Administrative and Judicial Services
4-14
Expenditure Budget by Category - City Clerk
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 276,639 295,738 366,861 289,561 321,044 -12.5%
Part-Time Salaries 2,550 0 0 2,075 0 N/A
Overtime 0 206 0 2,229 0 N/A
Personnel Benefits 87,682 104,801 188,468 116,530 165,181 -12.4%
Supplies 5,856 5,378 12,250 8,572 10,995 -10.2%
Other Services and Charges 36,203 36,496 65,447 77,896 72,268 10.4%
Intergovernmental Services 53,795 61,114 70,000 55,040 92,250 31.8%
Capital Outlay 0 12,289 0 0 0 N/A
Interfund Payments 57,082 72,088 57,753 52,940 70,584 22.2%
Operating Total 519,807 588,110 760,779 604,843 732,322 -3.7%
Total 519,807 588,110 760,779 604,843 732,322 -3.7%
Staffing Levels (Full-Time Equivalent Employees - FTE) - City Clerk
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Regular 5.00 5.50 7.00 7.00 7.00 5.50 -21.4%
Total FTE 5.00 5.50 7.00 7.00 7.00 5.50 -21.4%
Operating Budget – Administrative and Judicial Services
4-15
Hearing Examiner
Mission Statement
Provide decisions and recommendations for the public and City Council through a fair, impartial,
and open legal process. Provide compliance with laws, policies, and mandates. Provide a public
process that results in informed decision-making.
2008 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.
2009 Goals
• Consider and apply land use regulatory codes.
• Hear appeals regarding SEPA or Administrative decisions.
Expenditure Budget by Category - Hearing Examiner
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 118,638 122,742 139,156 127,097 130,599 -6.1%
Overtime 396 375 0 930 0 N/A
Personnel Benefits 20,184 24,595 43,618 27,796 30,985 -29.0%
Supplies 116 84 971 186 990 2.0%
Other Services and Charges 1,241 650 45,145 1,932 27,033 -40.1%
Interfund Payments 8,275 8,754 9,688 8,880 9,721 0.3%
Operating Total 148,850 157,200 238,578 166,821 199,328 -16.5%
Total 148,850 157,200 238,578 166,821 199,328 -16.5%
Staffing Levels (Full-Time Equivalent Employees - FTE) - Hearing Examiner
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Regular 1.50 1.50 2.00 2.00 2.00 1.50 -25.0%
Total FTE 1.50 1.50 2.00 2.00 2.00 1.50 -25.0%
Operating Budget – Administrative and Judicial Services
4-16
Court Services
Mission Statement
Perform all court functions in accordance with national standards for the benefit of court users
and the general public.
2008 Accomplishments
• Implemented photo enforcement infraction processing in Municipal Court. This includes
filing cases and scheduling and conducting hearings using a computer program new to
the court.
• Partnered with Finance Department in cashiering and accounting for fines and fees from
photo enforcement citations.
• Balanced service levels and schedule of tasks to absorb increased demand resulting from
annexation of the Benson Hill area. This includes utilizing and staffing a second
courtroom three days per week.
• Provided for staff training in excess of 250 hours.
2009 Goals
• Continue staff training in response to changes in the City Code and the Revised Code of
Washington and available technology.
• Upgrade court sound system in order to increase recording clarity to enable defense of
appeals by City Attorney.
• Explore models for scanning court records in order to gain the efficiencies of dealing
with fewer paper files and documents.
• Partner with law enforcement, the prosecutor and to begin processing “eTickets.” These
electronically produced tickets will eliminate double data entry, reduce filing time, and
reduce errors of all parties.
Expenditure Budget by Category - Court Services
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 809,695 842,461 1,004,196 979,737 1,037,875 3.4%
Part-Time Salaries 6,447 11,745 11,000 19,498 0 -100.0%
Overtime 4,002 10,104 5,786 20,085 9,964 72.2%
Personnel Benefits 241,250 283,983 408,670 365,169 426,772 4.4%
Supplies 19,387 8,452 9,300 11,264 7,700 -17.2%
Other Services and Charges 346,769 571,082 200,700 197,633 168,358 -16.1%
Interfund Payments 95,050 109,007 164,439 150,735 128,444 -21.9%
Operating Total 1,522,600 1,836,834 1,804,091 1,744,121 1,779,113 -1.4%
Total 1,522,600 1,836,834 1,804,091 1,744,121 1,779,113 -1.8%
Operating Budget – Administrative and Judicial Services
4-17
Staffing Levels (Full-Time Equivalent Employees - FTE) - Court Services
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Regular 14.00 14.00 17.50 17.50 17.50 17.00 -2.9%
Total FTE 14.00 14.00 17.50 17.50 17.50 17.00 -2.9%
Operating Budget – Administrative and Judicial Services
4-18
Administrative and Judicial Services Position Listing
2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
Mayor’s Office
E10 Mayor (Elected) 1.00 1.00 1.00 1.00 1.00 1.00
M53 Chief Administrative Officer 1.00 1.00 1.00 1.00 1.00 1.00
M45 Assistant Chief Administrative Officer 1.00 1.00 1.00 1.00 1.00 1.00
M38 Communications Director 1.00 1.00 1.00 1.00 1.00 1.00
M21 Communications Specialist II 0.00 0.00 1.00 1.00 1.00 1.00
M17 Executive Secretary 1.00 1.00 1.00 1.00 1.00 1.00
N15 Community Relations Specialist 1.00 0.00 0.00 0.00 0.00 0.00
N07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00
7.00 6.00 7.00 7.00 7.00 7.00
City Clerk Division
M30 City Clerk/Cable Manager 1.00 1.00 1.00 1.00 1.00 1.00
M17 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 1.00
A12 Multimedia/Records Specialist 1.00 1.00 1.50 1.50 1.50 1.00
A11 Records Management Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A09 Records Management Specialist 1.00 1.50 2.50 2.50 2.50 1.50
5.00 5.50 7.00 7.00 7.00 5.50
Hearing Examiner Services Division
M35 Hearing Examiner 1.00 1.00 1.00 1.00 1.00 1.00
A07 Hearing Examiner’s Secretary 0.50 0.50 1.00 1.00 1.00 0.50
1.50 1.50 2.00 2.00 2.00 1.50
Court Services
E11 Municipal Court Judge (Elected) 1.00 1.00 1.00 1.00 1.00 1.00
M38 Court Services Director 1.00 1.00 1.00 1.00 1.00 1.00
A18 Probation Officer 1.00 1.00 1.50 1.50 1.50 1.00
A15 Judicial Specialist (Lead) 2.00 2.00 2.00 2.00 2.00 2.00
A10 Judicial Specialist/Trainer 1.00 1.00 1.00 1.00 1.00 1.00
A08 Judicial Specialist 7.00 7.00 10.00 10.00 10.00 10.00
A08 Probation Clerk 1.00 1.00 1.00 1.00 1.00 1.00
14.00 14.00 17.50 17.50 17.50 17.00
Total Administrative and Judicial Services Departmen 27.50 27.00 33.50 33.50 33.50 31.00
Total Hearing Examiner Division
Total Court Services Division
Grade Title
Total Mayor’s Office
Total City Clerk Division
Administrative and Judicial Services Unfunded Position Listing
2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
A18 Probation Officer 0.50
Hearing Examiner Services Division
A07 Hearing Examiner’s Secretary 0.50
City Clerk Division
A12 Multimedia/Records Specialist 0.50
A09 Records Management Specialist 1.00
Total Administrative and Judicial Services Unfunded Positions 2.50
Grade Title
H:\FINANCE\BUDGET\2009 Budget\2009 BUDGET DOC\00_Org Charts\H:\FINANCE\BUDGET\2009 Budget\2009 BUDGET DOC\00_Org Charts\
Sub-chart1
City Attorney Department Organization
See Position Listing for additional details on department staffing.
ADMINISTRATOR
Larry Warren
Administrative Support
Support
CIVIL CRIMINAL
Criminal
Administrative Support
Operating Budget – City Attorney
4-19
City Attorney
In 2009, the City Attorney Department was moved in house (formerly called Legal Services
under the Administrative, Judicial, and Legal Services).
Mission Statement
Provide quality legal representation to the City and its employees in a timely, effective, and
positive manner.
Description
The City Attorney Department provides legal advice to the City Council, administration, and
boards and commissions, prepares legislation, brings and defends lawsuits, and prosecutes cases
in the municipal court.
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Budget
Operating Budget Summary $1,287,545 $1,371,376 $1,634,615 $1,661,225 $1,696,096
Position Summary 0.00 0.00 0.00 0.00 11.75
Highlight of Budget Changes
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Additions:
Move Legal In House 11.75 29,541
Total Budget Additions 11.75 29,541
Total Budget Changes 11.75 29,541
2008 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
along with recommendations to the department administrator for dissemination within
that department.
• Successfully supported the airport staff and council committee in finalizing the Airport
Leasing Policies.
• Drafted ordinances to support REACT, and negotiated compliance or successfully
prosecuted infractions and misdemeanors for REACT.
• Supported REACT and the Fire and Emergency Services Department with training.
• Completed review and re-drafting of the new Fire Code.
• Handled the increased workload in Municipal Court without adding staff.
• Successfully handled a wide variety of administrative appeals.
• Successfully concluded two FAA Part 16 Complaints.
Operating Budget – City Attorney
4-20
2009 Goals
• Transition City Attorney services from contract to City employee status.
• Provide ordinance drafting and contract review for routine matters on the first day after
receipt by the City Attorney’s Office. Provide service on more complicated matters
within the week. Provide service on very complicated or extensive matters by a
prearranged date.
• Support the City Council and its committees with prompt research, legal opinions, draft
ordinances, and attendance at committee meetings.
• Successfully defend on appeal the challenge to the City’s Comprehensive Plan.
• Provide training to a city department on a substantive area of the law at least twice.
• Keep up with changes in statutory and case law and provide information concerning the
changes to the department administrator for dissemination. And, if needed, make
recommendations for the department administrator’s consideration.
• Aggressively defend and prevail on administrative appeals.
• Finalize the Minimum Property Maintenance Code.
• Revise the Business License Code.
• Provide continued legal advice to code compliance inspectors.
• Handle the increased caseload in Renton Municipal Court created by the Benson Hill
Annexation.
• Reduce reliance on paper by using technology, where possible.
• Switch to electronic files for municipal court case management.
Expenditure Budget by Division - City Attorney
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
City Attorney 1,287,545 1,371,376 1,634,615 1,661,225 1,696,096 3.8%
Total 1,287,545 1,371,376 1,634,615 1,661,225 1,696,096 3.8%
Operating Budget – City Attorney
4-21
Expenditure Budget by Category - City Attorney
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 0 0 0 0 890,900 100.0%
Overtime 0 0 0 0 1,000 100.0%
Personnel Benefits 0 0 0 0 486,075 100.0%
Supplies 5,008 8,877 3,399 9,228 42,000 1135.7%
Other Services and Charges 1,277,093 1,360,800 1,627,887 1,648,945 239,200 -85.3%
Capital Outlay 0 0 0 0 25,000 100.0%
Interfund Payments 5,444 1,699 3,329 3,052 11,921 258.1%
Total 1,287,545 1,371,376 1,634,615 1,661,225 1,696,096 3.8%
Staffing Levels (Full-Time Equivalent Employees - FTE) - City Attorney
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Regular 0.00 0.00 0.00 0.00 11.75 11.75 100.0%
Total FTE 0.00 0.00 0.00 0.00 11.75 11.75 100.0%
Operating Section:
Fund/Dept
000/006 General Fund City Attorney
Operating Budget – City Attorney
4-22
City Attorney Department Position Listing
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Authorized
City Attorney
M49 City Attorney 0.00 0.00 0.00 0.00 1.00
M42 Senior Assistant City Attorney 0.00 0.00 0.00 0.00 2.00
M35 Assistant City Attorney 0.00 0.00 0.00 0.00 1.00
M35 Chief Prosecuting Attorney 0.00 0.00 0.00 0.00 1.00
M29 Prosecuting Attorney 0.00 0.00 0.00 0.00 2.00
A17 Paralegal 0.00 0.00 0.00 0.00 0.75
N14 Administrative Assistant 0.00 0.00 0.00 0.00 1.00
A07 Legal Assistant 0.00 0.00 0.00 0.00 3.00
Total City Attorney Department 0.00 0.00 0.00 0.00 11.75
Grade Title
C:\Documents and Settings\MRoy\Desktop\2009 Preliminary Budget\Org Charts\C:\Documents and Settings\MRoy\Desktop\2009 Preliminary Budget\Org Charts\
Department of Community and Economic Development Organization
See Position Listing for additional details on department staffing.
ADMINISTRATOR
Alex Pietsch
Administrative
Support
DEVELOPMENT
SERVICES
Development
Engineering
Building
Inspections and
Permits
Code
Compliance
PLANNING
Current
Planning
Long Range
Planning
Planning
Commission
ECONOMIC
DEVELOPMENT
AND NEIGHBORHOODS
Neighborhood
Program
Economic
Development
Renton
Farmers Market
Municipal
Arts
Commission
Hotel/Motel
Advisory
Committee
Operating Budget – Community and Economic Development
4-23
Community and Economic
Development
In 2008, the Economic Development, Neighborhoods, and Strategic Planning Department
merged with the Development Services Division of the Planning, Building, and Public Works
Department to become the Department of Community and Economic Development.
Mission Statement
Enhance the vitality and livability of the Renton community by promoting a prosperous economy
and quality neighborhoods, through economic development, sound urban planning, and
streamlined land use regulation.
Description
The Department of Community and Economic Development (CED) initiates and leads economic
development, land use planning and permitting, and regulation of all aspects of the development
process, while working with neighborhoods and the business community to enhance the
economic prosperity, vitality, and livability of the community for Renton citizens.
In addition, CED coordinates the City’s government relations, advocating Renton’s interest at the
county, regional, state, and federal levels, coordinates the Renton Community Marketing
Campaign, which is funded in part by the City’s Lodging Tax, and provides staff support for the
Renton Farmers Market and the City’s Planning and Municipal Arts Commissions.
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Budget
Operating Budget Summary $4,919,240 $5,217,969 $7,033,136 $6,062,093 $7,134,829
Position Summary 50.70 59.70 67.10 67.10 60.50
Development Services Division was transferred from Public Works to Community and Economic Development
Operating Budget – Community and Economic Development
4-24
Highlight of Budget Changes
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Reductions:
Temporary assignment for Engineering Specialist from
Plan Review to Surface Water Utility (72,962)
Position - Long Range Planning Manager (1.00) (128,790)
Position - Associate Planner (1.00) (89,769)
Position - Construction Inspector (1.00) (94,960)
Position - Lead Building Inspector (1.00) (98,665)
Position - Secretary I (0.50) (53,885)
Prof Svcs-Building Inspections and Permits (15,000)
Prof Svcs-Planning (20,000)
Total Budget Reductions (4.50) - (574,031)
Budget Additions:
Prof Svcs-Arts and Culture Master Plan 25,000
mybuildingpermits.com dues 25,000
Total Budget Additions - 50,000 50,000
Total Budget Changes (4.50) 50,000 (524,031)
Expenditure Budget by Division – Community and Economic Development
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Administration 0 0 0 65 271,786 100.0%
Economic Development and Neighborho 1,394,939 1,359,152 2,176,016 1,883,997 1,392,340 -36.0%
P l a n n i n g 0000 1 , 6 2 6 , 6 0 2 1 0 0 . 0 %
Development Services 3,524,301 3,858,817 4,857,120 4,178,031 3,844,101 -20.9%
Operating Total 4,919,240 5,217,969 7,033,136 6,062,093 7,134,829 1.4%
Expenditure Budget by Category – Community and Economic Development
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 3,274,891 3,530,292 4,430,756 3,820,269 4,292,787 -3.1%
Part-Time Salaries 88,649 42,632 65,032 57,335 66,333 2.0%
Overtime 47,255 61,729 36,035 57,617 36,755 2.0%
Personnel Benefits 901,026 1,075,239 1,536,113 1,301,372 1,641,755 6.9%
Supplies 29,460 26,630 50,101 33,545 52,615 5.0%
Other Services and Charges 404,360 380,879 604,851 520,082 589,190 -2.6%
Intergovernmental Services 84,673 65 0 65 0 N/A
Capital Outlay 0 9,755 5,259 9,421 0 -100.0%
Interfund Payments 88,926 90,748 222,709 213,608 455,394 104.5%
Transfer Out 0 0 82,280 48,780 0 -100.0%
Operating Total 4,919,240 5,217,969 7,033,136 6,062,093 7,134,829 1.4%
Operating Budget – Community and Economic Development
4-25
Staffing Levels by Division - Community and Economic Development
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Administration 0.0 0.0 0.0 0.0 2.0 2.0 100.0%
Economic Development and Nbhds 12.0 13.0 17.5 17.5 7.5 7.0 -60.0%
Planning 0.0 0.0 0.0 0.0 18.0 16.0 100.0%
Development Services 38.7 46.7 49.6 49.6 37.5 35.5 -28.4%
Total Regular FTE 50.7 59.7 67.1 67.1 65.0 60.5 -9.8%
Temp/Intermit Salaries and Benefits $101,883 $48,103 $64,563 $52,413 $81,155 $81,155 25.7%
Department by Fund/Department
The Department of Community and Economic Development manages the following:
Operating Section:
Fund/Dept
000/007 General Fund Community and Economic Development
009 Farmers Market Fund
Non-Operating:
Fund/Dept
110 Hotel/Motel
125 1% for Art
Operating Budget – Community and Economic Development
4-26
Administration Division
Mission Statement
Provide leadership, resources, and regional influence to enable the Department to meet its
responsibilities in a manner that is responsive to the needs of its customers and consistent with
the City's Business Plan Goals.
2008 Accomplishments
• Reorganized the department to centralize all aspects of the economic development and
land use process from the recruitment and retention of businesses through land use
visioning and planning, to project permitting, inspection, and code compliance.
• Hired new employees to oversee new Planning Division, staff and financial management
of the Renton Farmers Market, and help the Neighborhood Program expand to serve the
growing population base.
• Began oversight of the City’s 1% for Art Program and staffing for the Renton Municipal
Arts Commission.
Expenditure Budget by Category – Administration Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
R e g u l a r S a l a r i e s 0000 2 0 5 , 2 9 9 1 0 0 . 0 %
P e r s o n n e l B e n e f i t s 0000 6 6 , 4 8 7 1 0 0 . 0 %
Operating Total 0 0 0 65 271,786 100.0%
Staffing Levels (Full-Time Equivalent Employees – FTE) – Administration Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
T o t a l F T E 0 . 0 00 . 0 00 . 0 00 . 0 02 . 0 02 . 0 0 1 0 0 . 0 %
Temp/Intermit Salaries & Benefits $0 $0 $0 $0 $0 $0 N/A
Operating Budget – Community and Economic Development
4-27
Economic Development and Neighborhoods Division
Mission Statement
Enhance the vitality and livability of the Renton community by promoting a prosperous economy
and quality neighborhoods.
2008 Accomplishments
• Worked with developers of The Landing as more high quality retail tenants held their
grand openings in the 46-acre, $300 million, mixed-use development. With retail and
restaurants already open, the Cinema and residential components are expected to continue
to change the dynamics of South Lake Washington. Also began working with developers
of a second phase of development which will include office buildings and a hotel.
• Shepherded construction and openings of other marquis projects including the Federal
Reserve Bank of San Francisco’s new Seattle branch headquarters, the Seattle Seahawks’
Virginia Mason Athletic Center, the second-phase of housing at Southport, Cedar River
Corporate Park, Valley Medical Center’s expansion, and the expanded presence of
Providence Health & Services.
• Facilitated the renaming of a portion of Ripley Lane to “Seahawks Way” in recognition
of the significance the Seattle Seahawks’ new headquarters and training facility in Renton
and assisted with events and public relations related to their arrival in Renton.
• Strengthened ongoing business retention program, including assisting several new
companies as well as long-term employers facing business challenges or considering
relocation.
• Revised the successful incentive for multi-family housing developments by updating the
Multi-Family Housing Property Tax Exemption to allow additional years of tax
exemption for affordable housing projects.
• Conducted several retention outreach programs for newly annexed businesses and
residents in the Benson Hill/Cascade area, for established businesses in the Highlands,
and for businesses impacted by major transportation projects off of Rainier and Duvall
Avenues.
• Led interdepartmental team to assist with improvements to and redevelopment of the
Cascade Shopping Center, facilitating and encouraging several public events at the
Center, neighborhood involvement, and physical improvements, including potential
recreational facilities to be located on the property.
• Strengthened communication and coordination with Renton aerospace companies and the
statewide Aerospace Futures Alliance, establishing a Renton aerospace working group.
Facilitated strengthening of relationship with The Boeing Company, fostering first-ever
Boeing-City partnership celebration, and ongoing interdepartmental coordination to
ensure seamless interfaces with City.
• Worked with the Renton Small Business Development Center to provide no-cost one-on-
one business advisor services to area’s small businesses and entrepreneurs, including
promotion of Small Business Fair and training opportunities.
• Helped develop agenda for public-private partnership to address critical workforce
development challenges, improving the integration of existing educational efforts with
employers’ needs.
• Continued efforts to revitalize Downtown Renton by working closely with area
businesses, property owners, volunteers, and the Renton Chamber of Commerce to
support property redevelopment and Downtown events.
Operating Budget – Community and Economic Development
4-28
• Implemented expanded Downtown Banner Program, allowing for colorful banners to be
displayed year-round.
• Worked with a consultant to design and install the first phase of new way finding signage
to give Downtown Renton a more distinct identity and help potential visitors find the
area.
• Helped facilitate successful transition of Return to Renton Car Show to Downtown,
including problem solving on street closure issues and promoting business capitalization
by record-setting attendance and new visitors to Downtown.
• Facilitated record setting vendor participation and attendance at Renton Farmers Market,
transition to new storage space, creation of new marketing strategies, and establishment
of ongoing and significant new private sector sponsorships for the Market.
• As part of the Community Marketing Campaign, organized first annual Renton Film
Frenzy, Downtown Film Walk, and Curvee Awards, which garneted strong participation
and significant media coverage.
• In partnership with community stakeholders, continued to promote Renton as the “Center
of Opportunity” through the use of a promotional video, print advertising, event
sponsorship, and speaking engagements. Gained significant positive publicity and media
interest by using local television personality John Keister to tout Renton in a television
commercial that ran during the NFL playoffs, Super Bowl, and NFL pre-season games.
• Worked with owners of several automotive dealers to facilitate redevelopment,
relocation, and/or expansion, including Younker Nissan, Bob Bridge Toyota, Sound
Ford, and Renton Honda. Additionally, worked with franchisees to bring about
development of what will be the largest Harley-Davidson dealership in the state.
• Strengthened and expanded the Neighborhood Program, which now serves 43 recognized
neighborhoods, with volunteer city staff liaisons assigned to each neighborhood, and held
18 neighborhood picnics.
• Successfully promoted the establishment of a $1 per capita funding model for the
Neighborhood Grant Program, so the resources available for grants will grow in step with
the City, and funded 24 beautification and communication projects.
• Led interdepartmental efforts to turn targeted public safety and code enforcement
challenges into opportunities, including removal by the State of derelict drydocks on
Lake Washington, demolition of abandoned property and potential redevelopment along
Bronson Way, and closure of business causing public safety and nuisance challenges in
Downtown.
2009 Goals
• Continue to foster redevelopment efforts in the South Lake Washington area, including
working with the property owners and other City departments to affect positive results in
this emerging district. Ensure successful ongoing opening of The Landing and second
phase of the Fairfield Residential Development.
• Continue work with the full range of stakeholders to stimulate further revitalization of
Downtown Renton.
• Establish long-term and sustainable funding for Small Business Development Center
through intergovernmental and private funds.
• Continue to strengthen business retention efforts and aerospace working group,
addressing employers’ needs as they arise.
• Utilize existing incentives to continue to foster a diverse array of increased housing
opportunities in Renton.
Operating Budget – Community and Economic Development
4-29
• Attract new businesses to Renton to increase employment opportunities and sales tax
revenue, and continue to promote Renton as the “Center of Opportunity” for businesses.
• Promote Renton’s interests and pursue funding opportunities for infrastructure and
economic development in partnership with the City’s county, state, and federal
representatives.
Expenditure Budget by Category – Economic Development and Neighborhoods Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 814,644 867,944 1,117,634 965,941 509,162 -54.4%
Part Time Salaries 854 536 49,792 35,295 50,788 2.0%
Overtime 0 1,157 2,800 3,018 500 -82.1%
Personnel Benefits 218,017 258,833 395,365 337,417 228,993 -42.1%
Supplies 6,287 5,205 18,126 14,275 12,618 -30.4%
Other Services & Charges 181,538 124,974 429,051 369,742 272,885 -36.4%
Intergovernmental Services 84,673 0 0 0 0 N/A
Capital Outlay 0 9,755 5,259 9,421 0 -100.0%
Interfund Payments 88,926 90,748 109,209 100,108 317,394 190.6%
Transfers Out 0 0 48,780 48,780 0 -100.0%
Operating Total 1,394,939 1,359,152 2,176,016 1,883,997 1,392,340 -36.0%
Staffing Levels (Full-Time Equivalent Employees – FTE) – Economic Development and
Neighborhoods Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 12.00 13.00 17.50 17.50 7.50 7.00 -60.0%
Temp/Intermit Salaries & Benefits $948 $636 $43,963 $27,869 $60,142 $60,142 36.8%
Operating Budget – Community and Economic Development
4-30
Planning Division
Mission Statement
Direct Renton’s growth based on community values, promoting a high quality of life for
residents and prosperity for businesses, through sound planning and zoning, while ensuring
predictability for property owners.
2008 Accomplishments
• Facilitated the second phase of the Highlands Task Force, which created
recommendations for community investment and redevelopment in the neighborhood.
Staff spent over 40 hours in 2008 working directly with this citizen’s group and
facilitated a successful public meeting with residents and stakeholders in the Highlands,
which included attendance of over 175 people, to help establish the work program for the
Task Force.
• Updated the Comprehensive Plan by processing several amendments initiated by the City
and private property owners. Significant amendments included changes related to the
business districts zone, designating and pre-zoned areas in the Fairwood PAA.
• Updated development regulations to respond to changes necessary to insure the rules
complied with City policy. This included work on 15 ordinances that addressed more
than six dozen requests for changes submitted by City staff, Council, the Planning
Commission, and Renton residents and businesses.
• Completed four annexations resulting in the addition of 2,847 acres and 19,183 new
residents. Began processing 13 individual annexations that will result in 669 additional
acres being annexed to the City if approved.
• Began work on a Shoreline Master Program (SMP) update and secured a $200,000 state
grant to offset cost of the three-year, state-mandated work program. This effort included
completing a detailed inventory and characterization of all City shorelines subject to the
Washington State Shoreline Management Act of 1972. The inventory includes the
production of 34 original GIS based maps compiled from over a dozen data sources and
community outreach to more than 700 community groups, property owners, and
businesses with an invitation to participate in the three-year Shoreline Master Program
update process.
• All pre-application requests were completed within three weeks; 95 percent of the new
single-family permit applications were reviewed within two weeks; and all new
commercial permit applications were reviewed within five weeks.
• Ninety percent of administrative decisions were issued within six weeks of receipt of
complete application.
• Ninety percent of the Hearing Examiner decisions were completed within 12 weeks of
receipt of complete application; 70 percent were completed within 10 weeks.
Operating Budget – Community and Economic Development
4-31
2009 Goals
• Continue work with the Highlands Task Force, Renton Housing Authority, and
private property owners to promote re-investment, redevelopment, and other
improvements in the Highlands Sub-area.
• Continue the state-mandated update of the City’s Shoreline Master Program.
• Process annexations as residents and property owners express a desire to become a
part of Renton.
• Complete 90 percent or more of pre-application requests within three weeks.
• Review 95 percent of new single-family permit applications within two weeks and 90
percent of new commercial permit applications within five weeks.
• Issue 90 percent or more of administrative decisions within six weeks of receipt of
complete application.
• Process 90 percent or more of land use decisions requiring a decision by the Hearing
Examiner within 12 weeks of receipt of complete application; 75 percent or more
within 10 weeks.
Expenditure Budget by Category – Planning Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 0 0 0 0 1,042,964 100.0%
O v e r t i m e 0000 6 , 1 4 0 1 0 0 . 0 %
Personnel Benefits 0 0 0 0 397,220 100.0%
Supplies 0 0 0 0 11,999 100.0%
Other Services & Charges 0 0 0 0 168,279 100.0%
Operating Total 0 0 0 0 1,626,602 100.0%
Staffing Levels (Full-Time Equivalent Employees – FTE) – Planning Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 0.00 0.00 0.00 0.00 18.00 16.00 100.0%
Temp/Intermit Salaries & Benefits $0 $0 $0 $0 $0 $0 N/A
Operating Budget – Community and Economic Development
4-32
Development Services Division
Mission Statement
Create and maintain a safe and pleasant physical environment by ensuring compliance with
codes and land use regulations and assisting the public and the development community through
the regulatory
2008 Accomplishments
• Ninety-five percent or more of inspection requests were responded to within 24 hours.
• Average code compliance resolution was within 14 days; and 65 percent of the code
compliance requests were resolved through voluntary compliance.
2009 Goals
• Respond to 90 percent or more of inspection requests within 24 hours.
• 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.
• Average code compliance resolution will be within 15 days, and 65 percent or more
of code compliance requests will be resolved through voluntary compliance.
• Code compliance will continue to become more pro-active, with over 50 percent of
code compliance cases generated without a private citizen request, and all sites with
verified code compliance violations in the last year will be checked at least every
three months to verify continued code compliance.
Expenditure Budget by Category – Development Services Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 2,460,247 2,662,348 3,313,122 2,854,328 2,535,362 -23.5%
Part Time Salaries 87,795 42,096 15,240 22,041 15,545 2.0%
Overtime 47,255 60,572 33,235 54,599 30,115 -9.4%
Personnel Benefits 683,009 816,406 1,140,748 963,954 949,055 -16.8%
Supplies 23,173 21,425 31,975 19,270 27,998 -12.4%
Other Services & Charges 222,822 255,905 175,800 150,339 148,026 -15.8%
Interfund Payments 0 0 113,500 113,500 138,000 21.6%
Transfers Out 0 0 33,500 0 0 -100.0%
Operating Total 3,524,301 3,858,817 4,857,120 4,178,031 3,844,101 -20.9%
Staffing Levels (Full-Time Equivalent Employees – FTE) – Development Services Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 38.70 46.70 49.60 49.60 37.50 35.50 -28.4%
Temp/Intermit Salaries & Benefits $100,935 $47,467 $20,600 $24,544 $21,013 $21,013 2.0%
Operating Budget – Community and Economic Development
4-33
Community and Economic Development Position Listing (1 of 2)
2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
Administration Division
M49 Economic Development Administrator 0.00 0.00 0.00 0.00 1.00 1.00
N14 Administrative Assistant 0.00 0.00 0.00 0.00 1.00 1.00
Total Administration Division 0.00 0.00 0.00 0.00 2.00 2.00
Economic Development & Neighborhoods Division
M49 Economic Development Administrator 1.00 1.00 1.00 1.00 0.00 0.00
M38 Economic Development Director 1.00 1.00 1.00 1.00 1.00 1.00
M38 Planning Director 0.00 0.00 1.00 1.00 0.00 0.00
M33 Long Range Planning Manager 1.00 1.00 1.00 1.00 0.00 0.00
M32 Community Dev Program Manager 1.00 1.00 1.00 1.00 1.00 1.00
A25 Neighborhood Program Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A24 Sr. Economic Development Specialist 1.00 1.00 1.00 1.00 1.00 1.00
A24 Senior Planner 2.00 2.00 2.00 2.00 0.00 0.00
A20 Associate Planner 0.00 1.00 2.00 2.00 0.00 0.00
A20 Economic Development Specialist 0.00 0.00 1.00 1.00 1.00 1.00
A18 Neighborhood Program Specialist 0.00 0.00 1.00 1.00 0.00 0.00
A16 Neighborhood Program Specialist 0.00 0.00 0.00 0.00 1.00 1.00
A16 Assistant planner 1.00 1.00 1.00 1.00 0.00 0.00
A16 Economic Development Specialist 0.00 0.00 0.00 0.00 0.00 0.00
N14 Administrative Assistant 0.00 1.00 1.00 1.00 0.00 0.00
N11 Admin Secretary II/Economic Assistant 1.00 0.00 0.00 0.00 0.00 0.00
A09 Admin Secretary I 1.00 1.00 1.00 1.00 1.00 1.00
A09 Planning Technician I 1.00 1.00 1.00 1.00 0.00 0.00
A05 Secretary I 0.00 0.00 0.50 0.50 0.50 0.00
Total Economic Development Division 12.00 13.00 17.50 17.50 7.50 7.00
Planning Division
M38 Planning Director 0.00 0.00 0.00 0.00 1.00 1.00
M33 Long Range Planning Manager 0.00 0.00 0.00 0.00 1.00 0.00
M33 Current Planning Manager 0.00 0.00 0.00 0.00 1.00 1.00
A24 Senior Planner 0.00 0.00 0.00 0.00 3.00 3.00
A20 Associate Planner 0.00 0.00 0.00 0.00 6.00 5.00
A16 Assistant planner 0.00 0.00 0.00 0.00 2.00 2.00
N11 Admin Secretary II/Economic Assistant 0.00 0.00 0.00 0.00 0.00 0.00
A09 Admin Secretary I 0.00 0.00 0.00 0.00 1.00 1.00
A09 Planning Technician I 0.00 0.00 0.00 0.00 2.00 2.00
A05 Secretary I 0.00 0.00 0.00 0.00 1.00 1.00
Total Planning Division 0.00 0.00 0.00 0.00 18.00 16.00
Development Services Division
Administration
M38 Dev Services Director 1.00 1.00 1.00 1.00 1.00 1.00
A09 Administrative Secretary I 1.00 1.00 1.00 1.00 1.00 1.00
Total Administration 2.00 2.00 2.00 2.00 2.00 2.00
Grade Title
Operating Budget – Community and Economic Development
4-34
Community and Economic Development Position Listing (2 of 2)
2006 2007 2008 2008 2009 2009
Actual Actual Budget Budget Authorized Funded
Code Enforcement
M33 Current Planning Manager 1.00 1.00 1.00 1.00 0.00 0.00
A24 Senior Planner 3.00 2.00 3.00 3.00 0.00 0.00
A22 Lead Code Compliance Inspector 0.00 1.00 0.00 0.00 1.00 1.00
A20 Associate Planner 1.00 2.00 3.00 3.00 0.00 0.00
A19 Code Compliance Inspectors 2.00 3.00 3.00 3.00 3.00 3.00
A16 Assistant Planner 1.00 1.00 1.00 1.00 0.00 0.00
A09 Planning Technician I 1.00 1.00 1.00 1.00 0.00 0.00
A05 Secretary I 1.00 1.00 1.00 1.00 0.00 0.00
Total Code Enforcement 10.00 12.00 13.00 13.00 4.00 4.00
Development Engineering
M33 Development Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A27 Civil Engineer III 1.00 1.00 1.00 1.00 0.00 0.00
A25 Civil Engineer II 0.00 1.00 1.00 1.00 1.00 1.00
A24 Lead Building Inspector 0.00 0.00 1.00 1.00 0.00 0.00
A24 Lead Construction Inspector 1.00 1.00 1.00 1.00 1.00 1.00
A23 Engineering Specialist III 3.00 3.00 2.00 2.00 4.00 4.00
A21 Construction Inspector II 4.00 8.00 9.00 9.00 7.00 6.00
A19 Engineering Specialist II 0.70 0.70 1.00 1.00 1.00 1.00
A18 Dev Services Representative 1.00 1.00 1.00 1.00 1.00 1.00
A14 Construction Inspector I 1.00 0.00 0.00 0.00 0.00 0.00
A08 Lead Office Assistant 1.00 1.00 1.00 1.00 1.00 1.00
Total Development Engineering 13.70 17.70 19.00 19.00 17.00 16.00
Building Inspections and Permits
M32 Building Official 1.00 1.00 1.00 1.00 1.00 1.00
A24 Lead Building Inspector 0.00 0.00 0.00 0.00 1.00 0.00
A23 Building Plan Reviewer 1.00 1.00 2.00 2.00 1.00 1.00
A21 Building Inspector/Electrical 2.00 2.00 2.00 2.00 2.00 2.00
A21 Building Inspectors/Combination (2 LT 5.00 7.00 5.00 5.00 5.00 5.00
A19 Enrgy Plns Reviewer/Permit Rep 0.00 1.00 1.00 1.00 1.00 1.00
A18 Dev Services Representative 1.00 0.00 0.00 0.00 0.00 0.00
A10 Permit Technician 2.00 2.00 2.60 2.60 2.50 2.50
A07 Secretary II 1.00 1.00 2.00 2.00 1.00 1.00
Total Building Inspections and Perm 13.00 15.00 15.60 15.60 14.50 13.50
Total Development Services Division 38.70 46.70 49.60 49.60 37.50 35.50
Total Community & Economic Development 50.70 59.70 67.10 67.10 65.00 60.50
Grade Title
Operating Budget – Community and Economic Development
4-35
Community and Economic Development Unfunded Position Listing
2006 2007 2008 2008 2009 2009
Actual Actual Budget Budget Authorized Funded
M33 Long Range Planning Manager 0.00 0.00 0.00 0.00 1.00 1.00
A24 Lead Building Inspector 0.00 0.00 0.00 0.00 1.00 1.00
A21 Construction Inspector II 0.00 0.00 0.00 0.00 1.00 1.00
A20 Associate Planner 0.00 0.00 0.00 0.00 1.00 1.00
A05 Secretary I 0.00 0.00 0.00 0.00 0.50 0.50
0.00 0.00 0.00 0.00 4.50 4.50
Total Community & Economic Development
Unfunded Positions
Grade Title
Operating Budget – Community and Economic Development
4-36
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*PW Department's Utility Systems Division funds pay for the 4 FTE's in Utility Billing.
Finance & Information Services Department Organization
See Position Listing for additional details on department staffing.
ADMINISTRATOR
Iwen Wang
Administrative
Support
FINANCE
*Utility Billing
INFORMATION
SERVICES
Print &
Mail Services
Operating Budget – Finance and Information Services
4-37
Finance and Information Services
Mission Statement
The Finance and Information Services Department serves the Renton community by providing
the business processes and systems that enable the City to function as a unit in an efficient and
accountable manner in proactive compliance with all laws and regulations.
Description
The department provides a centralized system of financial and technology services as described
more thoroughly within our core service descriptions. Services are provided primarily to internal
customers (i.e., other city departments). External services include the customer counter and
utility billing services. The department operates primarily on the fifth floor of City Hall.
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Budget
Operating Budget Summary $4,339,950 $5,338,713 $8,139,585 $6,097,789 $6,325,032
Position Summary 29.50 38.00 37.50 37.50 38.50
Highlight of Budget Changes
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Reductions:
Intermittent Pay, Supplies, Maint., Prof. Svcs,
Communication - IS (65,510)
Position - Business System Analyst (1.00) (95,091)
Position - Database Systems Manager - IS (1.00) (118,568)
Position - Finance Analyst III - Finance (1.00) (83,632)
Capital Project Reduction/Deferral (442,000)
Total Budget Reductions (3.00) (804,801)
Budget Additions:
Convert LT Business System Analyst to Regular - IS 45,029
Total Budget Additions - 45,029
Total Budget Changes (3.00) (759,772)
Expenditure Budget by Division - Finance and Information Services Department
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Finance 1,502,777 1,728,039 2,095,878 1,909,652 2,037,716 -2.8%
Information Services 2,837,173 3,610,674 6,043,708 4,188,137 4,287,316 -29.1%
Operating Total 4,339,950 5,338,713 8,139,586 6,097,789 6,325,032 -22.3%
Operating Budget – Finance and Information Services
4-38
Expenditure Budget by Category - Finance and Information Services Department
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 1,873,290 1,998,286 2,452,123 2,287,566 2,421,759 -1.2%
Part-Time Salaries 87,795 93,026 88,230 100,581 89,151 1.0%
Overtime 36,592 40,300 60,588 40,995 61,194 1.0%
Personnel Benefits 495,983 588,049 903,372 773,603 853,047 -5.6%
Supplies/Small Tools 570,970 818,542 359,511 392,387 426,136 18.5%
Other Services & Charges 851,255 1,011,111 971,983 895,503 934,950 -3.8%
Capital Outlay 295,956 660,088 3,007,765 1,328,894 1,295,058 -56.9%
Interfund Payments 128,109 129,311 296,014 278,260 243,737 -17.7%
Operating Total 4,339,950 5,338,713 8,139,586 6,097,789 6,325,032 -22.3%
Staffing Levels by Division – Finance and Information Services
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Finance 16.00 19.50 20.00 20.00 20.00 19.00 -5.0%
Information Services 13.50 18.50 17.50 17.50 21.50 19.50 11.4%
Total FTE 29.50 38.00 37.50 37.50 41.50 38.50 2.7%
Temp/Intermit Salaries and Benefits $99,991 $107,163 $98,124 $115,378 $99,242 $99,242 1.1%
Department by Fund/Department
The Finance and Information Services manages the following:
Operating Section
000/004 General Fund Finance
503/004 Information Services Fund
Operating Budget – Finance and Information Services
4-39
Finance Division
Mission Statement
Provide a high level of support to the City’s customers and operations through a centralized
comprehensive and integrated financial management system by providing customer service;
training, monitoring, and oversight; and accountability and transparency in order to enhance the
efficient use of community resources and maintain high credibility in City financial
management.
2008 Accomplishments
• Implemented new business processes such as: Project Accounting, Point of Sale, and
Contract Management.
• Implemented approved recommendations from the 2006 Study Chart of Accounts Review
that standardizes the accounting methods across the City.
• Conduct departmental training sessions in using the InForum Gold Program.
• Improve the management of the City’s investment portfolio by implementing the
recommendations of the Investment Committee.
• Updated financial information via the City’s web site.
• Implemented a process to protect the City’s ratepayers by maintaining liens on delinquent
accounts.
• Updated and replaced purchasing policies with modern and efficient business practices
that meet the operational needs of the City workforce.
• Routinely provided training to City personnel.
• Interpreted and implemented all requirements of the Government Accounting Standards
Board (GASB) within their respective implementation dates.
2009 Goals
• Implement new business processes such as: Web Timekeeping system and Capital Asset
tracking.
• Implement approved recommendations from the 2006 Study Chart of Accounts Review
that standardizes the accounting methods across the City.
• Implement direct data entry for journal entries. Conduct departmental training sessions
in using the InForum Gold program.
• Improve access to financial information via the City’s web site.
• Conduct internal audits of tax revenues and business processes.
• Updated policies and procedures to improve processes.
• Implement the procurement card – city wide.
• Routinely provide training to City personnel.
Operating Budget – Finance and Information Services
4-40
Expenditure Budget by Category - Finance Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 954,408 1,055,262 1,196,266 1,159,667 1,230,362 2.9%
Part-Time Salaries 23,384 22,157 21,012 20,531 21,432 2.0%
Overtime 9,575 2,901 30,396 6,078 31,004 2.0%
Personnel Benefits 253,543 315,229 455,599 396,809 440,158 -3.4%
Supplies 13,360 11,913 14,861 14,392 16,678 12.2%
Other Services and Charges 120,398 191,266 145,703 98,348 148,616 2.0%
Capital Outlay 0 0 18,990 18,530 0 -100.0%
Interfund Payments 128,109 129,311 213,051 195,297 149,466 -29.8%
Operating Total 1,502,777 1,728,039 2,095,878 1,909,652 2,037,716 -2.8%
Staffing Levels (Full-Time Equivalent Employees - FTE) - Finance Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 16.00 19.50 20.00 20.00 20.00 19.00 -5.0%
Temp/Intermit Salaries and Benefits $26,029 $24,743 $21,012 $22,487 $21,432 $21,432 2.0%
Operating Budget – Finance and Information Services
4-41
Information Services
Mission Statement
Provide communication and data support to meet or exceed departmental requirements and
supply technical support services to all data and voice system users. Provide technological
leadership and vision in support of the City’s business plan.
2008 Accomplishments
• Continued to improve support services of new and existing enterprise software
applications and upgrades such as the Police Department records management system,
expanded web based service options, began implementation of Enterprise Asset
Management (EAM) and added a position to better support Fire/Emergency Services
systems, and to provide improved services for internal and external customers.
• Continue to expand coverage of the City’s Wireless System; increase mobile access to all
City departments in support of their operational missions.
• Assured telephone and voice mail systems, 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 12 hours of service interruption per application, per year.
• Provided Service Desk response levels so that:
o Routine requests were responded to by the end of the next business day and 92
percent of them are resolved within two business days.
o Urgent requests were responded to within four business hours and 75 percent of them
were resolved within one business day.
o Mission critical requests were responded to within thirty minutes and work began
within two hours. Of these incidents, 100 percent were resolved within 30 minutes.
• Improved customer response times and availability of Service Desk staff to customers.
• Assured that print/mail requests received a proof within two business days, and products
were delivered within four business days of proof approval.
• Completed an Enterprise-wide Strategic G.I.S. Implementation Plan to include staffing
and funding requirements.
• Completed the migration from Novell GroupWise to Microsoft Exchange/Outlook.
• Worked with the Mayor’s Office and customers to reduce paper usage by City staff.
2009 Goals
• Work with City departments to develop a strategy for managing the City’s
records/documents for a more efficient archival, retrieval, and public access of the same,
and inventory in compliance with federal court procedures, the state archivist, and the
City Clerk’s requirements.
• Work with Valley Communications to insure a seamless transition for public safety to a
new computerized dispatch system.
Operating Budget – Finance and Information Services
4-42
• Implement a work force/timekeeping management program within the Police
Department.
• Continue to work with Public Works and Community Services on the successful
implementation of Enterprise Asset Management (EAM).
• Improve availability and/or response time of Service Desk staff to customers in response
to departmental survey of City staff.
• Begin implementation of the City’s 3-Year Enterprise GIS Plan.
Expenditure Budget by Category - Information Services Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 918,882 943,024 1,255,857 1,127,899 1,191,397 -5.1%
Part-Time Salaries 64,411 70,869 67,218 80,050 67,719 0.7%
Overtime 27,017 37,399 30,192 34,917 30,190 0.0%
Personnel Benefits 242,440 272,820 447,773 376,794 412,889 -7.8%
Supplies/Small Tools 557,610 806,629 344,650 377,995 409,458 18.8%
Other Services and Charges 730,857 819,845 826,280 797,155 786,334 -4.8%
Capital Outlay 295,956 660,088 2,988,775 1,310,364 1,295,058 -56.7%
Interfund Payments 0 0 82,963 82,963 94,271 13.6%
Operating Total 2,837,173 3,610,674 6,043,708 4,188,137 4,287,316 -29.1%
Staffing Levels (Full-Time Equivalent Employees - FTE) - Information Services Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 13.50 18.50 17.50 17.50 21.50 19.50 11.4%
Temp/Intermit Salaries and Benefits $73,962 $82,420 $77,112 $92,891 $77,810 $77,810 0.9%
Operating Budget – Finance and Information Services
4-43
Finance and Information Services Position Listing (Page 1 of 2)
2006 2007 2008 2008 2009 2009
Grade Title Actual Actual Adj Budget Actual Authorized Funded
Finance Division
M49 Finance and Information Srvs Administrator 0.50 0.50 0.50 0.50 0.50 0.50
M38 Fiscal Services Director 1.00 1.00 1.00 1.00 1.00 1.00
M26 Financial Services Manager 0.00 2.00 2.00 2.00 2.00 2.00
M26 Finance Analyst Supervisor 2.00 0.00 0.00 0.00 0.00 0.00
M25 Senior Finance Analyst 0.00 1.00 2.00 2.00 2.00 2.00
A25 Financial Systems Coordinator 0.00 1.00 0.00 0.00 0.00 0.00
A23 Business Systems Analyst 1.00 0.00 0.00 0.00 0.00 0.00
A19 Accounting Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A18 Payroll Analyst 1.00 1.00 1.00 1.00 1.00 1.00
N16 Finance Analyst III 2.50 4.00 3.50 2.50 2.50 1.50
N14 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00
N13 Finance Analyst II 1.00 0.00 1.00 2.00 2.00 2.00
N13 Lead Payroll Analyst 0.00 1.00 1.00 1.00 1.00 1.00
N11 Administrative Secretary EX 1.00 0.00 0.00 0.00 0.00 0.00
N11 Payroll Analyst 1.00 0.00 0.00 0.00 0.00 0.00
A09 Accounting Assistant IV 2.00 4.00 3.00 3.00 3.00 3.00
A07 Accounting Assistant III 2.00 0.00 0.00 0.00 0.00 0.00
A05 Accounting Assistant II 0.00 2.00 3.00 3.00 3.00 3.00
Total Regular Staffing 16.00 19.50 20.00 20.00 20.00 19.00
Total Finance Division 16.00 19.50 20.00 20.00 20.00 19.00
Operating Budget – Finance and Information Services
4-44
Finance and Information Services Position Listing (Page 2 of 2)
2006 2007 2008 2008 2009 2009
Grade Title Actual Actual Adj Budget Actual Authorized Funded
Information Services Division
M49 Finance and Information Services Administrator 0.50 0.50 0.50 0.50 0.50 0.50
M34 Information Services Manager 1.00 1.00 0.00 0.00 0.00 0.00
M30 Information Systems Supervisor 0.00 1.00 0.00 0.00 0.00 0.00
A32 Network Systems Supervisor 1.00 1.00 0.00 0.00 0.00 0.00
A32 Network Systems Manager 0.00 0.00 1.00 1.00 1.00 1.00
A30 Application Support Supervisor 1.00 0.00 0.00 0.00 0.00 0.00
A30 Application Support Manager 0.00 1.00 1.00 1.00 1.00 1.00
M30 Database Systems Manager 0.00 0.00 0.00 1.00 1.00 0.00
M30 Senior Network Supervisor 1.00 0.00 0.00 0.00 0.00 0.00
M30 GIS Database Manager LT*0.00 0.00 0.00 0.00 1.00 1.00
A25 GIS Coordinator LT*0.00 0.00 0.00 0.00 1.00 1.00
A24 Help Desk Technical Support Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A24 Sr. Network Systems Specialist 1.00 3.00 3.00 3.00 3.00 3.00
A24 Database Technician 0.00 0.00 1.00 0.00 0.00 0.00
A23 Business Systems Analyst***1.00 2.00 2.50 2.50 3.50 2.50
A23 Business Systems Analyst LT**0.00 1.00 0.50 0.50 0.50 0.50
A23 GIS Analyst LT*0.00 0.00 0.00 0.00 1.00 1.00
A21 Systems Analyst 1.00 1.00 1.00 1.00 1.00 1.00
A20 Network Systems Specialist 1.00 1.00 1.00 1.00 1.00 1.00
A17 Help Desk Support Technician 0.00 1.00 1.00 1.00 1.00 1.00
A13 Print & Mail Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A10 Form/Graphic Technician 1.00 1.00 1.00 1.00 1.00 1.00
A09 Accounting Assistant IV 1.00 1.00 0.00 0.00 0.00 0.00
A07 Print & Mail Operator 1.00 1.00 1.00 1.00 1.00 1.00
A05 Accounting Assistant II 0.00 0.00 1.00 1.00 1.00 1.00
Total Regular Staffing 13.50 18.50 17.50 17.50 21.50 19.50
Total Information Services Division 13.50 18.50 17.50 17.50 21.50 19.50
Total Finance and Information Services 29.50 38.00 37.50 37.50 41.50 38.50
*Position Proposed in 2009 GIS Capital Project Budget.
**LT position scheduled to expire mid-July 2009.
***LT position will convert to full time position mid-July 2009.
Finance and Information Services Unfunded Position Listing
2006 2007 2008 2008 2009
Grade Title Actual Actual Adj Budget Actual Budget
N16 Finance Analyst III 0.00 0.00 0.00 0.00 1.00
M30 Database Systems Manager 0.00 0.00 0.00 1.00 1.00
A23 Business Systems Analyst 0.00 0.00 0.00 0.00 1.00
Total Unfunded Positions 0.00 0.00 0.00 1.00 3.00
H:\FINANCE\BUDGET\2009 Budget\2009 BUDGET DOC\00_Org Charts\H:\FINANCE\BUDGET\2009 Budget\2009 BUDGET DOC\00_Org Charts\
Human Resources and Risk Management Department Organization
See Position Listing for additional details on department staffing.
ADMINISTRATOR
Nancy Carlson
Administrative
Support
HUMAN
RESOURCES
CIVIL SERVICE
COMMISSION
RISK
MANAGEMENT
Operating Budget – Human Resources and Risk Management
4-45
Human Resources and
Risk Management
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.
Description
The department provides a comprehensive array of programs including Recruitment and
Selection, Classification and Compensation, Employee Relations, Employee Training and
Development, Property/Liability, Workplace Health and Safety, and Employee Benefits.
Services are provided primarily to internal customers (i.e., other City departments). For a more
detailed description see our program descriptions.
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Budget
Operating Budget Summary $11,554,562 $11,766,193 $15,200,828 $13,923,351 $22,164,715
Position Summary 7.00 9.00 12.00 12.00 12.00
Highlight of Budget Changes
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Reductions:
Small Tools and Minor Equipment - Civil Services (408)
Recruitment Costs - Civil Services (17,748)
Advertising - Civil Services (4,080)
Travel and Training - Civil Services (4,246)
Publications - Civil Services (204)
Memberships and Registrations - Civil Services (1,020)
Prof Svcs - Administration (17,400)
Advertising - Administration (10,000)
Overtime - Civil Services (2,040)
Intermittent Salaries, Wages, and Benefits - Civil Services (22,695)
Supplies - Civil Services (1,428)
Position - Safety Officer Position*(1.00) (47,191)
Total Budget Reductions (1.00) (128,460)
Budget Additions:
Recruitment Costs - Administration 6,940
Regional HR Information Portal 1,500
Total Budget Additions 8,440
Total Budget Changes (1.00) (120,020)
*Anticipated retirement in 2009
Operating Budget – Human Resources and Risk Management
4-46
Expenditure Budget by Division – Human Resources and Risk Management
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Administration 499,140 692,549 1,199,433 921,891 1,006,095 -16.1%
Civil Service 56,494 49,956 79,689 59,415 28,914 -63.7%
Risk Mgmt, Property and Liability 2,663,210 2,549,616 3,038,103 2,632,300 8,090,273 166.3%
Risk Mgmt, Healthcare 7,174,350 7,025,721 8,994,169 9,043,552 11,060,216 23.0%
Risk Mgmt, LEOFF1 Retirees HC 1,161,368 1,448,351 1,889,434 1,266,193 1,979,217 4.8%
Operating Total 11,554,562 11,766,193 15,200,828 13,923,351 22,164,715 45.8%
Expenditure Budget by Category – Human Resources and Risk Management
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 498,672 613,304 785,130 766,535 856,976 9.2%
Part-Time Salaries 50,838 22,860 46,179 18,737 9,771 -78.8%
Overtime 0 0 4,700 0 2,754 -41.4%
Personnel Benefits 8,846,404 8,763,053 11,220,659 10,520,186 13,340,570 18.9%
Supplies 378,130 9,565 16,200 16,177 19,928 23.0%
Other Services and Charges 1,597,968 2,205,345 2,841,714 2,330,896 2,749,598 -3.2%
Intergovernmental Services 0 986 3,500 0 3,500 0.0%
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 182,550 151,080 222,746 210,820 181,618 -18.5%
Transfer Out 0 0 60,000 60,000 5,000,000 8233.3%
Operating Total 11,554,562 11,766,193 15,200,828 13,923,351 22,164,715 45.8%
Staffing Levels by Division – Human Resources and Risk Management
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Administration 3.50 5.50 7.50 7.50 7.50 7.50 0.0%
Risk Mgmt, Property and Liability 2.25 2.25 3.25 3.25 3.25 2.25 -30.8%
Risk Mgmt, Healthcare 1.20 1.20 1.20 1.20 1.20 1.20 0.0%
Risk Mgmt, LEOFF1 Retirees HC 0.05 0.05 0.05 0.05 0.05 0.05 0.0%
Total FTE 7.00 9.00 12.00 12.00 12.00 11.00 -8.3%
Temp/Intermit Salaries and Benefits $55,197 $24,833 $48,549 $20,346 $10,505 $10,505 -78.4%
Operating Budget – Human Resources and Risk Management
4-47
Department by Fund/Department
The Human Resources and Risk Management Department manages the following:
000/014 General Fund Administration
Civil Service Commission
502 Insurance Fund Risk Management
512 Heathcare Fund Risk Management
522 LEOFF1 Retiree Risk Management
Health Care Fund
Operating Budget – Human Resources and Risk Management
4-48
Administration and Civil Services Division
Mission Statement
Provide a broad range of employee and risk management services in a timely, responsive, and
reliable manner to employees, residents, and the general public.
2008 Accomplishments
• Developed and implemented new Management Leave policy.
• Negotiated five new Labor contracts.
• Recruited and hired over 100 new employees.
2009 Goals
• Review and revise Human Resource policies.
• Develop and enhanced supervisory/managerial training program.
• Enhance Human Resources technology.
Expenditure Budget by Category – Administration and Civil Service Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 258,583 348,579 520,382 448,460 523,592 0.6%
Part-Time Salaries 50,838 22,860 46,179 18,737 9,771 -78.8%
Overtime 0 0 4,700 0 2,754 -41.4%
Personnel Benefits 71,284 106,239 188,948 151,407 203,368 7.6%
Supplies 8,950 9,507 16,200 15,703 19,928 23.0%
Other Services and Charges 121,656 186,437 385,294 239,365 174,663 -54.7%
Interfund Payments 44,323 68,883 117,419 107,634 100,933 -14.0%
Operating Total 555,634 742,505 1,279,122 981,306 1,035,009 -19.1%
Staffing Levels (Full-Time Equivalent Employees - FTE) - Administration and Civil Service
Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 3.50 5.50 7.50 7.50 7.50 7.50 0.0%
Temp/Intermit Salaries and Benefits $55,197 $24,833 $48,549 $20,346 $10,505 $10,505 -78.4%
Operating Budget – Human Resources and Risk Management
4-49
Risk Management Division
Mission Statement
Provide comprehensive loss control services by organizing, coordinating, and directing all
activities related to the Risk Management Division.
2008 Accomplishments
• Complete implementation and maintain insurance information required by the City’s new
Contract Management module.
• Enhance the First Aid training to include training on the use of Automatic External
Defibrillator devices located within various City facilities.
• Conduct actuarial studies of the LEOFF I retirees medical program.
• Review/revised Risk Management/Safety Policies.
• Developed and presented annual review process for Mayor and Council of Workers’
Compensation, Property and Liability.
2009 Goals
• Provide trained in-house ergonomic consults available upon request by City employees.
• Implement and train staff on revised Risk Management policies.
• Implement annual Facility Self Inspection Program.
• Complete development of standardized contracts.
Expenditure Budget by Category – Risk Management Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 240,089 264,725 264,748 318,075 333,384 25.9%
Personnel Benefits 8,775,120 8,656,814 11,031,711 10,368,779 13,137,202 19.1%
Supplies 369,180 58 0 474 0 N/A
Other Services and Charges 1,476,312 2,018,908 2,456,420 2,091,531 2,574,935 4.8%
Intergovernmental Services 0 986 3,500 0 3,500 0.0%
Interfund Payments 138,227 82,197 105,327 103,186 80,685 -23.4%
Transfer Out 0 0 60,000 60,000 5,000,000 8233.3%
Operating Total 10,998,928 11,023,688 13,921,706 12,942,045 21,129,706 51.8%
Staffing Levels (Full-Time Equivalent Employees - FTE) - Risk Management
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 3.50 3.50 4.50 4.50 4.50 3.50 -22.2%
Operating Budget – Human Resources and Risk Management
4-50
Human Resources and Risk Management Position Listing
2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
Administration/Civil Service Commission
M49 Human Resources/Risk Management Administrator 0.50 0.50 0.50 0.50 0.50 0.50
M30 Human Resources Manager 1.00 1.00 1.00 1.00 1.00 1.00
M20 Human Resources Analyst 1.00 2.00 3.00 3.00 3.00 3.00
N14 Administrative Assistant 0.00 0.00 1.00 1.00 1.00 1.00
N11 Human Resources Systems Technician 1.00 1.00 1.00 1.00 1.00 1.00
N07 Secretary II 0.00 1.00 1.00 1.00 1.00 1.00
Total Administration/Civil Service Commission 3.50 5.50 7.50 7.50 7.50 7.50
Risk Management
M49 Human Resources/Risk Management Administrator 0.50 0.50 0.50 0.50 0.50 0.50
M30 Risk Manager 0.00 0.00 1.00 1.00 1.00 1.00
M22 Senior Employee Benefits Analyst 0.00 0.00 0.00 1.00 1.00 1.00
M20 Employee Benefits Analyst 1.00 1.00 1.00 0.00 0.00 0.00
M20 Safety Officer* 1.00 1.00 1.00 1.00 1.00 0.00
M17 Risk Management Analyst 0.00 1.00 1.00 1.00 1.00 1.00
N11 Admin Secretary / Risk Mgmt Assistant 1.00 0.00 0.00 0.00 0.00 0.00
Total Risk Management 3.50 3.50 4.50 4.50 4.50 3.50
Total Human Resources and Risk Management 7.00 9.00 12.00 12.00 12.00 11.00
Grade Title
Human Resources and Risk Management Unfunded Position Listing
2006 2007 2008 2008 2009
Grade Title Actual Actual Adj Budget Actual Budget
M20 Safety Officer* 0.00 0.00 0.00 0.00 1.00
Total Unfunded Positions 0.00 0.00 0.00 0.00 1.00
*Anticipated retirement in 2009
Police Department Organization
See Position Listing for additional details on department staffing.
POLICE CHIEF
Kevin Milosevich
Administrative
Support
Information /
Media
Chaplains /
Volunteers
FIELD OPERATIONS BUREAU
DEPUTY CHIEF
PATROL SERVICES
Animal
Control
Parking
Enforcement
Traffic Unit
PATROL
OPERATIONS
North Sector
Patrol Officers
PATROL
OPERATIONS
South Sector
Patrol Officers
SUPPORT OPERATIONS BUREAU
DEPUTY CHIEF
SPECIAL
OPERATIONS
Crime
Analyst
Directed
Enforcement
Team
Special
Enforement
Team
Narcotics
Detectives
INVESTIGATIONS
Detectives
Evidence
Domestic
Violence
Advocate
ADMINISTRATIVE
SERVICES
Training
School
Resource
Officers
Program
Community
Programs
STAFF/AUXILIARY
Jail
Records
Electronic
Home
Detention
Operating Budget – Police Department
4-51
Police Department
Mission Statement
The Renton Police Department, in partnership with our community, is dedicated to preventing
crime, enforcing laws, arresting offenders, resolving community problems, and improving the
quality of life.
Description
The department assumes a leadership role in the community in addressing crime and safety-
related concerns. This role involves implementing reactive and proactive measures to reduce
both the fear of crime and actual crime in our community.
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Budget
Operating Budget Summary $17,961,955 $20,126,590 $24,662,633 $23,894,730 $25,945,815
Position Summary 140.20 166.20 175.20 175.20 175.20
Highlight of Budget Changes
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Reductions:
County Jail Savings (210,000)
Four Intermittent Employees (50,000)
Highlands/Citywide Emphasis Patrols (150,000)
Position - Parking Enforcement (0.80) (57,000)
Position - Jailer (1.00) (80,000)
Position - Specialist Supervisor (1.00) (90,515)
Position - Specialist (1.00) (71,150)
Position - School Resource Officers after June 2009 (4.00) (319,850)
Total Budget Reductions (7.80) (1,028,515)
Budget Additions:
Wireless Aircards To Be Compatible With ValleyCom
Requirements 25,000
Auto Theft Task Force (added in 2008)70,000
Total Budget Additions - 95,000
Total Budget Changes (7.80) (933,515)
Operating Budget – Police Department
4-52
Expenditure Budget by Division – Police Department
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Administration 2,476,430 2,736,309 3,100,492 3,101,698 3,578,395 15.4%
Patrol Operations 5,997,821 7,059,603 8,048,750 8,630,136 9,501,468 18.0%
Special Operations 0 0 1,799,527 1,249,228 1,718,608 -4.5%
Patrol Services 1,668,538 1,555,665 1,898,180 1,730,247 1,621,971 -14.6%
Investigations 2,611,956 2,777,566 2,624,540 2,689,906 2,882,790 9.8%
Administrative Services 1,406,274 1,557,260 1,777,442 1,763,978 1,518,855 -14.5%
Staff Services 740,587 861,165 1,197,634 1,109,250 980,381 -18.1%
Auxiliary Services 3,060,349 3,579,022 4,216,068 3,620,288 4,143,347 -1.7%
Operating Total 17,961,955 20,126,590 24,662,633 23,894,730 25,945,815 5.2%
Expenditure Budget by Category – Police Department
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 9,011,088 9,935,284 12,302,569 11,966,746 12,880,642 4.7%
Part-Time Salaries 0 0 50,000 26,111 1,000 -98.0%
Overtime 1,036,795 1,159,224 1,262,202 1,386,972 1,137,447 -9.9%
Personnel Benefits 2,905,677 3,402,437 4,457,915 4,340,590 4,884,020 9.6%
Supplies 562,256 540,672 662,072 685,690 675,313 2.0%
Other Services and Charges 1,336,889 1,557,965 950,766 1,217,131 994,782 4.6%
Intergovernmental Services 2,321,035 2,808,519 3,402,653 2,773,057 3,260,706 -4.2%
Capital Outlay 10,694 0 25,000 0 25,500 2.0%
Interfund Payments 777,521 722,489 1,549,456 1,498,434 2,086,405 34.7%
Operating Total 17,961,955 20,126,590 24,662,633 23,894,730 25,945,815 5.2%
Staffing Levels by Division – Police Department
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Administration 4.00 5.00 5.00 5.00 5.00 5.00 0.0%
Patrol Operations 58.00 85.00 82.00 82.00 69.00 67.00 -18.3%
Special Operations 1.00 2.00 14.00 14.00 18.00 18.00 28.6%
Patrol Services 14.80 11.80 11.80 11.80 13.80 13.00 10.2%
Investigations 22.00 17.00 17.00 17.00 22.00 22.00 29.4%
Admin Services 11.00 10.00 10.00 10.00 13.00 11.00 10.0%
Staff Services 12.40 14.40 14.40 14.40 14.40 12.40 -13.9%
Auxiliary Services 17.00 21.00 21.00 21.00 20.00 19.00 -9.5%
Total FTE 140.20 166.20 175.20 175.20 175.20 167.40 -4.5%
Temp/Intermit Salaries and Benefits $0 $0 $54,000 $14,944 $5,080 $5,080 -90.6%
Department by Fund/Department
The Police Department manages the following:
Operating Section
000/008 General Fund Police Department
Operating Budget – Police Department
4-53
Administration Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive, professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life.
2008 Accomplishments
• Successfully implemented our Benson Hill Annexation Plan. This plan included the
recruitment, hiring, and training of 30 new employees.
• The Department doubled the number of sergeants in the Patrol Division and divided the
City into two sectors to increase accountability. Each sector is overseen by a Patrol
Operations Commander.
• Modified our use of crime analysis information to increase communication of top
offenders department-wide.
2009 Goals
• Develop a web-based crime map that citizens can access to view recent criminal activity.
• Expand video surveillance capabilities in the Transit Center and other identified areas to
increase the sense of safety, and to reduce both the perception of crime and actual crime.
• Continue to utilize crime analysis information to aggressively and proactively target
criminal behavior.
• Crime rate reduction will result in one of the lowest rates in south King County.
Expenditure Budget by Category – Administration Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 285,817 364,726 491,660 476,856 524,452 6.7%
Overtime 475 365 5,700 759 5,814 2.0%
Personnel Benefits 69,753 97,855 143,973 138,884 160,877 11.7%
Supplies 5,658 7,955 10,450 12,902 10,659 2.0%
Other Services and Charges 194,781 206,987 143,100 278,263 170,962 19.5%
Intergovernmental Services 1,131,731 1,335,932 1,618,653 1,583,100 1,651,026 2.0%
Capital Outlay 10,694 0 25,000 0 25,500 2.0%
Interfund Payments 777,521 722,489 661,956 610,934 1,029,105 55.5%
Operating Total 2,476,430 2,736,309 3,100,492 3,101,698 3,578,395 15.4%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Administration Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 4.00 5.00 5.00 5.00 5.00 5.00 0.0%
Operating Budget – Police Department
4-54
Patrol Operations Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive, professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life.
2008 Accomplishments
• Achieved the following response times:
Priority I 2.79 minutes
Priority II 7.12 minutes
Priority III 11.62 minutes
Priority IV 28.45 minutes
• Responded to approximately 75,000 calls-for-service.
• In March, assumed the responsibility of providing police services for the new residents of
Benson Hill.
• Amended the City from seven patrol districts, to two sectors and ten districts. The new North
and South Sectors each utilize one Commander, four Sergeants and 28 officers.
• Increased the Patrol Division staffing from 48 to 66 members.
• The Field Training Officer Program successfully trained 24 new officers.
• Restructured the Patrol Division’s procedure on the use of non-committed patrol time in
order to better focus on specific problem areas.
2009 Goals
• Identify ways to increase productivity and efficiency by reducing unnecessary responses to
some types of calls-for-service.
• Continue to utilize computer statistics and crime analysis to more effectively deploy
resources.
• Coordinate our efforts with other divisions to address chronic policing problems within the
City.
• Decrease both the perception of crime and actual crime in the downtown and Highlands area
by increasing visibility, and striving to enhance our relationships with residents and
businesses.
Expenditure Budget by Category – Patrol Operations Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 3,835,102 4,510,173 5,123,002 5,527,119 6,122,446 19.5%
Overtime 486,106 581,309 561,700 656,568 522,934 -6.9%
Personnel Benefits 1,223,937 1,542,383 1,837,674 1,942,930 2,073,681 12.8%
Supplies 36,917 23,736 32,674 13,739 33,327 2.0%
Other Services and Charges 415,759 402,002 19,000 15,080 19,380 2.0%
Interfund Payments 0 0 474,700 474,700 729,700 53.7%
Operating Total 5,997,821 7,059,603 8,048,750 8,630,136 9,501,468 18.0%
Operating Budget – Police Department
4-55
Staffing Levels (Full-Time Equivalent Employees - FTE) – Patrol Operations Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 58.00 85.00 82.00 82.00 69.00 67.00 -18.3%
Operating Budget – Police Department
4-56
Special Operations Division Goals
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive, professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life.
2008 Accomplishments
• Used crime analysis information to both identify top offenders and targets, and to focus
our efforts on these top offenders to reduce criminal activity in our community.
• Reorganized and refined Code Enforcement’s work methods.
• Worked in cooperation with other City departments to address quality of life issues
through the REACT program.
• Reinstituted the VIDA program at the Transit Center.
• Assisted in the planning and development of a regional auto theft task force. [Preventing
Auto Theft Through Regional Operational Links ( PATROL)]. This task force will work
in cooperation with 18 other King and Pierce county agencies to reduce auto theft in our
region.
2009 Goals
• Work cooperatively with other city departments and various community resources to
address quality of life issues through the City’s REACT program.
• Develop and disseminate meaningful crime analysis information to enhance the
department’s efforts to identify crime trends and repeat offenders.
• Utilize crime analysis information by conducting proactive operations to observe criminal
conduct and apprehend offenders.
Expenditure Budget by Category – Special Operations Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 0 0 1,179,289 776,260 1,090,143 -7.6%
Part-Time Salaries 0 0 0 0 0 N/A
Overtime 0 0 118,800 96,255 121,176 2.0%
Personnel Benefits 0 0 384,434 275,064 387,945 0.9%
Supplies 0 0 9,004 7,252 9,184 2.0%
Other Services and Charges 0 0 108,000 94,397 110,160 2.0%
Operating Total 0 0 1,799,527 1,249,228 1,718,608 -4.5%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Special Operations Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 1.00 2.00 14.00 14.00 18.00 18.00 28.6%
Operating Budget – Police Department
4-57
Patrol Services Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive, professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life
2008 Accomplishments
• Worked closely with Public Works, Renton Municipal Court, Renton School District,
City Attorney’s Office, and American Traffic Solutions (ATS) in order to increase public
safety in Renton through a fair and effective photo enforcement program. Six red light
photo enforcement approaches were installed at four major intersections. Three fixed
speed sites were installed at three school zones located at Renton High School, McKnight
Middle School, and Talbot Hill Elementary.
• Managed and directed $150,000 in overtime monies towards the aggressive enforcement
of traffic laws in residential neighborhoods, based on complaints and statistics.
• Implemented and provided roll call training designed this year for the Patrol Operations
Division in order to enhance their recognition and preservation of major scenes as first
responders.
• Partnered with our new citizens in the Benson Hill Annexation area to identify areas of
traffic, parking, and animal control-related concern.
• Continued to coordinate training and cooperative response to major crime scenes in
Renton with the Investigations Division in order to develop and maintain the skills of
members of both divisions.
2009 Goals
• Continue to develop and monitor Photo Enforcement Program. Complete an analysis
after the first year of use, and make appropriate recommendations and changes in the
program. If necessary, identify additional intersections and school zones for photo
enforcement implementation.
• Coordinate our efforts with other City departments to address chronic traffic problems
and concerns within the city.
• Identify ways to increase productivity and efficiency by leveraging new technology for
parking enforcement activities.
• Implement technology used by State of Washington to transfer in-field data from driver’s
licenses and vehicle registrations onto required citations and forms.
Operating Budget – Police Department
4-58
Expenditure Budget by Category – Patrol Services Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 1,003,704 861,789 937,874 818,290 776,787 -17.2%
Overtime 107,198 174,028 242,648 173,008 147,501 -39.2%
Personnel Benefits 330,396 301,670 356,764 321,565 346,941 -2.8%
Supplies 69,769 16,570 17,300 27,301 17,646 2.0%
Other Services and Charges 144,879 187,668 151,894 195,372 154,932 2.0%
Intergovernmental Services 12,592 13,940 13,200 16,211 13,464 2.0%
Interfund Payments 0 0 178,500 178,500 164,700 -7.7%
Operating Total 1,668,538 1,555,665 1,898,180 1,730,247 1,621,971 -14.6%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Patrol Services Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 14.80 11.80 11.80 11.80 13.80 13.00 10.2%
Operating Budget – Police Department
4-59
Investigation Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive, professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life.
2008 Accomplishments
• Evaluated and reorganized detective assignments based on annexation impacts.
• Achieved an 82 percent clearance ratio of cases assigned for follow-up.
• Increased the training, and obtained equipment for use of Evidence Technicians at crime
scenes to assist detectives in processing evidence.
• Obtained a vehicle stacking device to increase the capacity of the vehicle storage garage.
• Implemented a Police Cadet Program.
• Focused on habitual vehicle theft criminals through participation in the King County Car
Theft Initiative.
• Began using the Evidence Bar Code System in MSP/Aegis.
2009 Goals
• Reduce the inventory of evidence/property held in property room with the addition of a third
Evidence Technician.
• Expand the duties of Police Cadets to include the response to crime scenes.
• Work in conjunction with the Special Operations Division and Patrol Division to identify,
apprehend and file cases on Top Ten Offenders (RENSTAT).
• Refine the case assignment criteria based on changes to King County filing standards,
Renton Municipal Court policies, and City Prosecutor case load levels.
Expenditure Budget by Category – Investigation Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 1,638,384 1,756,314 1,694,335 1,756,187 1,876,731 10.8%
Part-Time Salaries 0 0 50,000 13,761 1,000 -98.0%
Overtime 258,475 178,552 141,646 180,183 144,479 2.0%
Personnel Benefits 542,825 595,677 619,193 626,673 693,502 12.0%
Supplies 28,670 17,160 23,543 17,403 24,014 2.0%
Other Services and Charges 143,602 229,863 27,023 26,898 27,564 2.0%
Interfund Payments 0 0 68,800 68,800 115,500 67.9%
Operating Total 2,611,956 2,777,566 2,624,540 2,689,906 2,882,790 9.8%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Investigation Division
2 0 0 62 0 0 72 0 0 82 0 0 82 0 0 92 0 0 9 C h a n g e
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 22.00 17.00 17.00 17.00 22.00 22.00 29.4%
Temp/Intermit Salaries and Benefi $0 $0 $54,000 $14,944 $5,080 $5,080 -90.6%
Operating Budget – Police Department
4-60
Administrative Services Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive, professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life.
2008 Accomplishments
• Selected and trained a dedicated group of volunteers to participate in the new Disabled
Parking Enforcement Program.
• Coordinated and participated in hiring and training of 30 new full-time employees.
• Extended the department’s Community Programs and Crime Prevention efforts to the
newly annexed Benson Hill neighborhood, to include holding the first single-location
National Night Out celebration in that area.
• Reviewed and revised all General Orders to reflect changes in technology, laws,
programs, and practices.
• Implemented a downtown foot patrol that included businesses, adjacent parks, and the
Renton Transit Center.
2009 Goals
• Identify means to further implement crime resistant programs with area landlords to
reduce crime and improve the appearance of rental property in the City.
• Collaborate with the Renton School District to institute practices in the schools that are
beneficial to the students and to the community.
• With the cooperation of the Renton School District, design and implement a Teen
Citizen’s Academy for selected area high school seniors.
• Train and develop newly appointed members of the Training Unit (Firearms and
Defensive Tactics) to maximize their knowledge, skills, and abilities.
• Schedule and complete an accreditation mock-onsite, in preparation for reaccreditation in
2010.
Expenditure Budget by Category – Administrative Services Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 740,219 807,707 932,132 841,225 669,189 -28.2%
Overtime 81,879 109,788 83,253 120,346 84,919 2.0%
Personnel Benefits 254,642 275,637 324,792 291,592 315,659 -2.8%
Supplies 239,455 254,419 334,565 394,271 341,256 2.0%
Other Services and Charges 90,079 109,709 71,600 85,443 73,032 2.0%
Interfund Payments 0 0 31,100 31,100 34,800 11.9%
Operating Total 1,406,274 1,557,260 1,777,442 1,763,978 1,518,855 -14.5%
Operating Budget – Police Department
4-61
Staffing Levels (Full-Time Equivalent Employees - FTE) – Administrative Services Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 11.00 10.00 10.00 10.00 13.00 11.00 10.0%
Operating Budget – Police Department
4-62
Staff Services Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive, professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life.
2008 Accomplishments
• Completed conversion of existing New World records from the AS400 to the new Microsoft
platform (MSP).
• Expanded telephone and online reporting to better serve citizens.
• Implemented WebMSS, eliminating DOS terminals for criminal records information.
• Implemented scanning procedures to reduce dependence on paper files.
2009 Goals
• Migrate from existing Uniform Crime Reporting (UCR) to Incident Based Reporting (IBR).
• Increase efficiencies and reduce paper consumption through expanded scanning and
electronic transmission of reports.
• Review public records policies to be compliant with the State Auditor recommendations.
.
Expenditure Budget by Category – Staff Services Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 526,378 593,227 709,665 587,785 567,025 -20.1%
Part-Time Salaries 0 0 0 12,350 0 N/A
Overtime 19,248 28,841 39,255 101,349 40,040 2.0%
Personnel Benefits 158,669 199,061 272,711 231,915 318,232 16.7%
Supplies 17,308 9,507 19,558 28,608 19,950 2.0%
Other Services and Charges 18,984 30,529 34,445 25,243 35,134 2.0%
Interfund Payments 0 0 122,000 122,000 0 -100.0%
Operating Total 740,587 861,165 1,197,634 1,109,250 980,381 -18.1%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Staff Services Division
2 0 0 62 0 0 72 0 0 82 0 0 82 0 0 92 0 0 9 C h a n g e
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 12.40 14.40 14.40 14.40 14.40 12.40 -13.9%
Operating Budget – Police Department
4-63
Auxiliary Services Division
Mission Statement
To meet the vision of being a nationally recognized and regional leader in providing
comprehensive, professional law enforcement services by preventing crime, enforcing laws,
arresting offenders, resolving community problems, and improving the quality of life.
2008 Accomplishments
• Implemented the Transport Officer Program within the Jail.
• Completed Feasibility Study for a Multi-Jurisdiction Misdemeanant Jail.
• Identified potential sites for jail construction.
• Finalized Interlocal Agreement for Regional Jail among owner cities
2009 Goals
• Begin design and construction of South Correctional Entity Regional Jail (SCORE).
• Continue working with other King County Cities to address capacity issues with King
County Jail until the contract expires.
• Identify alternatives to incarceration within the Mental Health/Treatment Community for
those inmates that shouldn’t be housed in jail.
Expenditure Budget by Category – Auxiliary Services Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 981,484 1,041,348 1,234,612 1,183,023 1,253,869 1.6%
Overtime 83,414 86,341 69,200 58,504 70,584 2.0%
Personnel Benefits 325,455 390,154 518,374 511,968 587,183 13.3%
Supplies 164,479 211,325 214,978 184,214 219,277 2.0%
Other Services and Charges 328,805 391,207 395,704 496,434 403,618 2.0%
Intergovernmental Services 1,176,712 1,458,647 1,770,800 1,173,746 1,596,216 -9.9%
Interfund Payments 0 0 12,400 12,400 12,600 1.6%
Operating Total 3,060,349 3,579,022 4,216,068 3,620,288 4,143,347 -1.7%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Auxiliary Services Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 17.00 21.00 21.00 21.00 20.00 19.00 -9.5%
Operating Budget – Police Department
4-64
Police Department – Position Listing (1 of 4)
2006 2007 2008 2008 2009 2009
Grade Title Actual Actual Adj Budget Actual Authorized Funded
Administration
Commissioned Officers
M49 Police Chief 1.00 1.00 1.00 1.00 1.00 1.00
M45 Police Deputy Chief 1.00 2.00 2.00 2.00 2.00 2.00
Total Commissioned Officers 2.00 3.00 3.00 3.00 3.00 3.00
Non-Commissioned Personnel
PN55 Police Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00
PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 2.00 2.00 2.00 2.00 2.00 2.00
Total Administration Division 4.00 5.00 5.00 5.00 5.00 5.00
Patrol Operations
Commissioned Officers
M36 Commander 2.00 2.00 2.00 2.00 2.00 2.00
PC61 Sergeant 4.00 9.00 9.00 9.00 8.00 8.00
PC60 Police Officer – Corporal Assignments 1.00 0.00 0.00 0.00 0.00 0.00
PC60 Police Officer – Patrol** 46.00 74.00 67.00 67.00 55.00 53.00
PC60 Police Officer – Patrol * 1.00 0.00 3.00 3.00 3.00 3.00
PC60 Police Officer – Bicycle Patrol 4.00 0.00 0.00 0.00 0.00 0.00
Total Commissioned Officers 58.00 85.00 81.00 81.00 68.00 66.00
Non-Commissioned Personnel
PN51 Police Secretary 0.00 0.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 0.00 0.00 1.00 1.00 1.00 1.00
Total Patrol Operations Division 58.00 85.00 82.00 82.00 69.00 67.00
Special Operations
Commissioned Officers
M36 Commander 0.00 0.00 1.00 1.00 1.00 1.00
PC61 Sergeant 0.00 0.00 2.00 2.00 2.00 2.00
PC60 Police Officer – Patrol 0.00 0.00 6.00 6.00 11.00 11.00
PC60 Police Officer – Bicycle Patrol 0.00 0.00 1.00 1.00 1.00 1.00
PC60 Police Officer - Gambling Tax Enforcement 1.00 1.00 1.00 1.00 0.00 0.00
PC60 Police Officer - VNET 0.00 0.00 1.00 1.00 1.00 1.00
PC61 Police Officer - AUTO THEFT TASK FORCE 0.00 0.00 1.00 1.00 1.00 1.00
Total Commissioned Officers 1.00 1.00 13.00 13.00 17.00 17.00
Non-Commissioned Personnel
PN61 Crime Analyst 0.00 0.00 1.00 1.00 0.00 0.00
PN54 Crime Analyst 0.00 1.00 0.00 0.00 1.00 1.00
Total Non-Commissioned 0.00 1.00 1.00 1.00 1.00 1.00
Total Special Operations Division 1.00 2.00 14.00 14.00 18.00 18.00
Operating Budget – Police Department
4-65
Police Department – Position Listing (2 of 4)
2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
Patrol Services
Commissioned Officers
M36 Commander 1.00 1.00 1.00 1.00 1.00 1.00
PC61 Sergeant 2.00 1.00 1.00 1.00 1.00 1.00
PC60 Police Officer – Traffic 6.00 6.00 6.00 6.00 8.00 8.00
PC60 Police Officer 3.00 0.00 0.00 0.00 0.00 0.00
PC60 Police Officer – Bicycle Patrol 0.00 0.00 0.00 0.00 0.00 0.00
Total Commissioned Officers 12.00 8.00 8.00 8.00 10.00 10.00
Non-Commissioned Personnel
A21 Code Compliance Inspector 0.00 0.00 0.00 0.00 0.00 0.00
PN62 Animal Control Officer 0.00 0.00 0.00 0.00 0.00 0.00
PN52 Animal Control Officer 2.00 2.00 2.00 2.00 2.00 2.00
PN50 Traffic Controller 0.800 . 8 01 . 8 01 . 8 01 . 8 01 . 0 0
Total Non-Commissioned 2.80 2.80 3.80 3.80 3.80 3.00
Total Patrol Services Division 14.80 10.80 11.80 11.80 13.80 13.00
Investigations
Commissioned Officers
M36 Commander 1.00 2.00 1.00 1.00 1.00 1.00
PC61 Sergeant 2.00 3.00 2.00 2.00 3.00 3.00
PC61 Sergeant - VNET 1.00 0.00 0.00 0.00 0.00 0.00
PC60 Police Officer/Detectives 10.00 13.00 9.00 9.00 13.00 13.00
PC60 Police Officer/Detectives 1.00 0.00 0.00 0.00 0.00 0.00
PC60 Police Officer - VNET 0.00 0.00 0.00 0.00 0.00 0.00
PC60 Police Officer - Customs and Immigration 1.00 0.00 0.00 0.00 0.00 0.00
Total Commissioned Officers 16.00 18.00 12.00 12.00 17.00 17.00
Non-Commissioned Personnel
PN61 Crime Analyst 1.00 0.00 0.00 0.00 0.00 0.00
PN61 Domestic Violence Victim Advocate 0.00 1.00 1.00 1.00 1.00 1.00
PN60 Domestic Violence Victim Advocate 1.00 0.00 0.00 0.00 0.00 0.00
PN53 Evidence Technician 2.00 3.00 3.00 3.00 3.00 3.00
PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 5.00 5.00 5.00 5.00 5.00 5.00
Total Investigations Division 21.00 23.00 17.00 17.00 22.00 22.00
Grade Title
Operating Budget – Police Department
4-66
Police Department – Position Listing (3 of 4)
Grade Title 2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
Administrative Services
Commissioned Officers
M36 Commander 1.00 1.00 1.00 1.00 1.00 1.00
PC61 Sergeant 1.00 1.00 1.00 1.00 1.00 1.00
PC60 Police Officer – Youth Programs 2.00 2.00 0.00 0.00 1.00 1.00
P C 6 0 P o l i c e O f f i c e r – S R O * * 2 . 0 01 . 0 02 . 0 02 . 0 04 . 0 02 . 0 0
PC60 Police Officer – Training 1.00 1.00 2.00 2.00 2.00 2.00
PC60 Police Officer – CJTC Instructor 1.00 1.00 1.00 1.00 1.00 1.00
Total Commissioned Officers 8.00 7.00 7.00 7.00 10.00 8.00
Non-Commissioned Personnel
PN54 Police Community Program Coordinator 2.00 2.00 2.00 2.00 2.00 2.00
P N 5 1 P o l i c e S e c r e t a r y 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0
Total Non-Commissioned Personnel 3.00 3.00 3.00 3.00 3.00 3.00
Total Administrative Services Division 11.00 10.00 10.00 10.00 13.00 11.00
Staff Services
Non-Commissioned Personnel
PN58 Police Service Specialist Supervisor 1.00 2.00 2.00 2.00 2.00 1.00
PN57 Police Service Specialist Lead 1.00 1.00 1.00 1.00 1.00 1.00
PN62 Police Svc Specialist-Gambling Tax Enforcement 1.00 1.00 1.00 1.00 1.00 1.00
PN62 Police Service Specialist 9.40 10.40 10.40 10.40 10.40 9.40
PN51 Police Svc Specialist-Gambling Tax Enforcement 0.00 0.00 0.00 0.00 0.00 0.00
P N 5 1 P o l i c e S e r v i c e S p e c i a l i s t s 0 . 0 00 . 0 00 . 0 00 . 0 00 . 0 00 . 0 0
Total Non-Commissioned 12.40 14.40 14.40 14.40 14.40 12.40
Total Staff Services Division 12.40 14.40 14.40 14.40 14.40 12.40
Operating Budget – Police Department
4-67
Police Department – Position Listing (4 of 4)
Grade Title 2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
Auxiliary Services (Jail)
Non-Commissioned Personnel
M36 Police Manager 1.00 1.00 1.00 1.00 1.00 1.00
PN59 Jail Sergeant 2.00 2.00 2.00 2.00 2.00 2.00
PN52 Jailer 10.00 12.00 12.00 12.00 11.00 10.00
PN52 Transport Jailer 0.00 2.00 2.00 2.00 2.00 2.00
PN52 Jailer * 1.00 1.00 1.00 1.00 1.00 1.00
PN51 Police Secretary 1.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned Personnel 15.00 19.00 19.00 19.00 18.00 17.00
Total Auxiliary Services (Jail)15.00 19.00 19.00 19.00 18.00 17.00
Auxiliary Services (Electronic Home Detention)
Non-Commissioned Personnel
PN56 Electronic Home Detention Jailer 2.00 2.00 2.00 2.00 2.00 2.00
Total Non-Commissioned Personnel 2.00 2.00 2.00 2.00 2.00 2.00
Total Auxiliary Services (Electronic Home Detention) 2.00 2.00 2.00 2.00 2.00 2.00
Total Auxiliary Services Division 17.00 21.00 21.00 21.00 20.00 19.00
Total Commissioned Officers 97.00 122.00 124.00 124.00 125.00 121.00
Total Non-Commissioned Personnel 42.20 49.20 51.20 51.20 50.20 46.40
Total Police Department 139.20 171.20 175.20 175.20 175.20 167.40
Note: *Includes 4.0 FTE's to fill existing vacancies due to military commitments and temporary assignments to other public agencies
**Includes 4.0 FTE's unfunded as of 7/1/09
Police Department Unfunded Position Listing
2006 2007 2008 2008 2009
Grade Title Actual Actual Adj Budget Actual Budget
PN50 Parking Enforcement 0.00 0.00 0.00 0.00 0.80
PN52 Jailer 0.00 0.00 0.00 0.00 1.00
PN58 Specialist Supervisor 0.00 0.00 0.00 0.00 1.00
PN62 Specialist 0.00 0.00 0.00 0.00 1.00
PC60 Police Officers 0.00 0.00 0.00 0.00 4.00
Total Unfunded Positions 0.00 0.00 0.00 0.00 7.80
Operating Budget – Police Department
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H:\FINANCE\BUDGET\2009 Budget\2009 BUDGET DOC\00_Org Charts\H:\FINANCE\BUDGET\2009 Budget\2009 BUDGET DOC\00_Org Charts\
Fire and Emergency Services Department Organization
See Position Listing for additional details on department staffing.
FIRE CHIEF /
ADMINISTRATOR
I. David Daniels
Administration Emergency
Management
Community / City
Emergency
Preparedness
Incident
Recovery
RESPONSE
OPERATIONS
Incident
Response
Fire Station
Staffing and
Management
Pre-Incident
Survey
Post-Incident
Analysis
Incident
Management
Fire
Suppression
Emergency
Medical
Technical
Rescue
Hazardous
Materials
SAFETY &
SUPPORT
SERVICES
Health
and
Safety
Training
and
Development
Logistics
(Equipment,
Facilities,Apparatus)
COMMUNITY
RISK
REDUCTION
Hazard
Mitigation
Inspections /
Investigations
Technical
Services
Public Education
Plan Review
Special Events /
Operations
Operating Budget – Fire and Emergency Services Department
4-69
Fire and Emergency Services
Department
Mission Statement
To maintain a safe and livable city through:
• The reduction of risks to our community;
• The efficient and effective response to escalating emergencies; and
• A culture of safety and support for our members.
Description
The department fulfills its mission through three core services: Response Operations,
Community Risk Reduction, and Safety and Support Services. External services include
community risk reduction activities that meet the needs of our community prior to an emergency
and response operations activities focused on reacting to calls for service and assisting customers
as they return to a normal or better condition. Internal services focus primarily on the safety and
support of department members, while maintaining effective linkage between the department and
the remainder of the city.
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Budget
Operating Budget Summary $13,964,811 $15,651,365 $21,879,139 $21,771,518 $21,305,636
Position Summary 120.00 125.00 135.00 135.00 166.00
Highlight of Budget Changes
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Reductions:
Position - Firefighters Retiring Prior to 1/1/09 (9.00) (786,251)
Major Equipment Emergency Replacement Fund (276,078)
Total Budget Reductions (9.00) (1,062,329)
Budget Additions:
Total Budget Additions - -
Total Budget Changes (9.00) (1,062,329)
Operating Budget – Fire and Emergency Services Department
4-70
Expenditure Budget by Division – Fire and Emergency Services Department
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Response Operations 10,978,130 12,251,667 16,764,196 16,087,582 15,779,059 -5.9%
Safety and Support Services 1,989,459 2,496,115 3,619,658 4,340,076 3,845,201 6.2%
Community Risk Reduction 997,222 903,583 1,495,285 1,343,859 1,681,376 12.4%
Operating Total 13,964,811 15,651,365 21,879,139 21,771,518 21,305,636 -2.6%
Expenditure Budget by Category – Fire and Emergency Services Department
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 9,362,979 9,749,763 13,241,086 12,299,258 13,677,280 3.3%
Part-Time Salaries 18,217 2,856 0 15,795 0 N/A
Overtime 830,160 1,103,108 705,757 2,264,473 724,602 2.7%
Personnel Benefits 2,142,053 2,439,614 3,746,672 3,401,347 4,113,832 9.8%
Supplies 275,802 205,359 386,746 793,086 267,936 -30.7%
Other Services and Charges 840,510 1,051,296 349,722 329,427 460,201 31.6%
Intergovernmental Services 131,473 151,654 267,641 271,988 283,050 5.8%
Capital Outlay 4,323 420,989 1,193,146 547,111 191,872 -83.9%
Interfund Payments 359,294 526,726 1,988,369 1,849,032 1,586,863 -20.2%
Operating Total 13,964,811 15,651,365 21,879,139 21,771,518 21,305,636 -2.6%
Staffing Levels by Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Response Operations 99.00 102.00 112.00 112.00 134.00 125.00 11.6%
Safety and Support Services 10.00 11.00 10.00 10.00 14.00 14.00 40.0%
Community Risk Reduction 11.00 12.00 13.00 13.00 18.00 18.00 38.5%
Total Regular FTE 120.00 125.00 135.00 135.00 166.00 157.00 16.3%
Temp/Intermit Salaries and Benefits $ 1 9 , 6 5 7 $ 3 , 1 6 3$ 0$ 0$ 0$ 0 N / A
Department by Fund/Department
The Fire and Emergency Services Department manages the following:
Operating Section
000/009 General Fund Fire and Emergency Services Department
010 Fire Memorial Fund
011 Fire Health and Wellness Fund
Non-operating (Refer to Budget by Fund Section)
304 Fire Mitigation
Operating Budget – Fire and Emergency Services Department
4-71
Response Operations Section
Mission Statement
To provide efficient and effective response to escalating emergencies.
2008 Accomplishments
• Developed shift commander SOPs.
• Identified station emergency preparedness strategy.
• Developed department incident management teams.
2009 Goals
• Develop a predictive model for future incident call volume patterns.
• Develop department specific Incident Management Field Operations Guide.
• Review and update pre-incident plans at all identified high value/high hazard
occupancies.
• Initiate coordination with Valley Communications for eventual implementation of an
automated pre-incident plan as part of the CAD system.
Expenditure Budget by Category – Response Operations Section
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 7,825,615 8,091,032 10,812,335 9,615,630 10,783,730 -0.3%
Overtime 731,607 955,679 608,857 2,109,806 621,034 2.0%
Personnel Benefits 1,781,785 1,980,125 2,938,843 2,642,444 3,272,523 11.4%
Supplies 81,991 57,646 167,100 109,402 75,000 -55.1%
Other Services and Charges 557,132 764,544 42,930 23,206 28,700 -33.1%
Capital Outlay 0 402,641 1,120,178 513,141 146,372 -86.9%
Interfund Payments 0 0 1,073,953 1,073,953 851,700 -20.7%
Operating Total 10,978,130 12,251,667 16,764,196 16,087,582 15,779,059 -5.9%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Response Operations Section
2 0 0 62 0 0 72 0 0 82 0 0 82 0 0 92 0 0 9 C h a n g e
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total Regular FTE 99.00 102.00 112.00 112.00 134.00 125.00 11.6%
Operating Budget – Fire and Emergency Services Department
4-72
Safety & Support Services Section
Mission Statement
To foster a culture of safety and support for our members.
2008 Accomplishments
• Revised and reformatted Standard Operating Procedures.
• Developed a new patch and badge.
• Added two day staff firefighters to the Training Division.
• Implemented the Logistics Division on March 1 with four uniformed members.
• Contracted with Telestaff and began the development process.
• Conducted Chief Officer Candidate School.
• Conducted Chief Officer Development series.
• Conducted Leadership Transition Workshop.
• Continued NIMS 300 and 400 certifications.
• Initiated a three-year training program based on NFPA’s ten areas of training.
• Conducted the department’s first Fire Academy (12 recruits).
• Actively participated with local and regional agencies to improve emergency services and
training.
• Two members achieved Safety and Health Specialist and Fire Services Health and Safety
Officer Certifications.
• Conducted 11 promotional or entrance examinations.
• Coordinated gala celebrating 105 years of the department.
• Transitioned to new self-contained breathing apparatus.
• Updated communications equipment.
• Transitioned all Fire District 40 EMTs and recertified approximately 100 EMTs.
• Worked with City entities to provide Public Access Defibrillators for Renton public
events.
2009 Goals
• Initiate Fire and Emergency Services 10-year master planning process.
• Initiate Accreditation (CPSE) Planning Process with a goal of accreditation by 2013.
• Review and revise, as necessary, all department position job descriptions.
• Review and revise, as necessary, probationary and performance evaluation processes.
• Transition to electronic staffing system.
Operating Budget – Fire and Emergency Services Department
4-73
Expenditure Budget by Category – Safety & Support Services Section
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 871,341 1,070,953 1,441,222 1,778,718 1,772,312 23.0%
Part-Time Salaries 18,217 2,856 0 0 0 N/A
Overtime 48,698 112,246 54,900 102,077 60,728 10.6%
Personnel Benefits 182,445 258,647 456,745 447,342 472,011 3.3%
Supplies 150,466 129,521 157,806 647,472 152,436 -3.4%
Other Services and Charges 227,525 243,512 270,902 280,179 366,001 35.1%
Intergovernmental Services 131,473 151,654 267,641 271,988 283,050 5.8%
Capital Outlay 0 0 69,635 32,965 44,000 -36.8%
Interfund Payments 359,294 526,726 900,807 779,334 694,663 -22.9%
Operating Total 1,989,459 2,496,115 3,619,658 4,340,076 3,845,201 6.2%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Safety & Support Services Section
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total Regular FTE 10.00 11.00 10.00 10.00 14.00 14.00 40.0%
Temp/Intermit Salaries & Benefits $19,657 $3,163 $0 $0 $0 $0 N/A
Operating Budget – Fire and Emergency Services Department
4-74
Community Risk Reduction Section
Mission Statement
To work with resident and other agencies to bring about the reduction of risks to our community.
2008 Accomplishments
• Established a strong Renton presence in regional emergency management planning and
projects.
• Secured additional grant funding by quantifying the emergency management
contributions of other City staff.
• Designed and implemented the Renton segment of the regional Sound Shake ’08
earthquake exercise.
• Established two Community Organizations Active in Disaster (COAD) groups, the
Greater Renton COAD and South King County COAD, to better match resources to
people after a disaster.
• Indentified staffing redeployment and training needs for City staff in a disaster.
• Updated emergency management plans and procedures.
• Engaged businesses, schools and non-governmental organizations in emergency
management projects and planning.
• Initiated Map Your Neighborhood to inventory and connect neighbors with their own
disaster resources.
• Created the Renton Emergency Preparedness Academy to train citizens to prepare for and
respond to all kinds of emergencies.
• Expanded volunteer programs for more effective coordination of citizen involvement and
for increasing outreach to diverse and vulnerable populations.
• Added an Emergency Management Coordinator position to manage volunteer programs.
• Created a grant-funded Emergency Management position dedicated to outreach to
vulnerable populations.
• Coordinated with Community Services on special events processes. Participated in 6
City sponsored special events and 17 neighborhood picnics.
• Completed adoption process of 2006 International Fire Code and City amendments.
• Increased the credentials of the Technical Response Team so that all members have a
minimum of two certifications. The Team has the following technician level certificates:
Hazardous Materials – 19 Dive - 19
Rope Rescue – 22 Swift Water- 20
• Completed IAFC Terrorism Response checklist and guide assessment of readiness for
Renton Fire and Emergency Services.
• Created a communications group with two Communications Specialists responsible for
disseminating Department and CRR information to the public and coordination of our
participation in special events.
• Added additional structure to the inspection process by promoting an additional Lead
Inspector and dividing the inspectors into two divisions which mirror the response
operations battalions.
Operating Budget – Fire and Emergency Services Department
4-75
2009 Goals
• Pursue Emergency Management capital investments.
• Prepare for accreditation by the Emergency Management Accreditation Program
(EMAP).
• Implement a communication notification system.
• Initiate City-wide continuity of operations planning.
• Expand alternate communications capabilities for reliable use during disasters.
• Revise the Citizen CPR Program.
• Implement a “Technical Hazard Recognition and Notification” Program, including
coordination with Washington Department of Labor and Industries and Renton Public
Works.
• Review 2009 International Fire Code and initiate local ordinance drafts.
• Recommend appropriate revisions to the fire mitigation and permit fee structures.
• Implement an “After the Incident” response team.
Expenditure Budget by Category – Community Risk Reduction
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Funded 08/09
Regular Salaries 666,023 587,778 987,529 904,910 1,121,238 13.5%
Part-Time Salaries 0 0 0 15,795 0 N/A
Overtime 49,855 35,183 42,000 52,590 42,840 2.0%
Personnel Benefits 177,823 200,842 351,084 311,560 369,298 5.2%
Supplies 43,345 18,192 61,840 36,212 40,500 -34.5%
Other Services and Charges 55,853 43,240 35,890 26,042 65,500 82.5%
Capital Outlay 4,323 18,348 3,333 1,005 1,500 -55.0%
Interfund Payments 0 0 13,609 -4,255 40,500 197.6%
Operating Total 997,222 903,583 1,495,285 1,343,859 1,681,376 12.4%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Community Risk Reduction Section
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total Regular FTE 11.00 12.00 13.00 13.00 18.00 18.00 38.5%
Operating Budget – Fire and Emergency Services Department
4-76
Fire and Emergency Services Department Position Listing (1 of 2)
2006 2007 2008 2008 2009 2009
Grade Title Actual Actual Adj Budget Actual Authorized Funded
Response Operations
Commissioned Officers
M45 Deputy Chief (Response Operations) 0.00 1.00 1.00 1.00 1.00 1.00
F 7 3 B a t t a l i o n C h i e f 3 . 0 04 . 0 03 . 0 03 . 0 06 . 0 06 . 0 0
F 7 2 C a p t a i n 5 . 0 05 . 0 06 . 0 06 . 0 06 . 0 06 . 0 0
F71 Lieutenant 13.00 14.00 13.00 13.00 18.00 18.00
F70 Firefighter 78.00 77.00 88.00 88.00 102.00 93.00
Total Commissioned Officers 99.00 101.00 111.00 111.00 133.00 124.00
Non-Commissioned Personnel
A09 Administrative Secretary I 0.00 1.00 1.00 1.00 1.00 1.00
Total Non-Commissioned 0.00 1.00 1.00 1.00 1.00 1.00
Total Response Operations Section 99.00 102.00 112.00 112.00 134.00 125.00
Safety and Support Services
Commissioned Officers
M49 Fire Chief/Emergency Services Administrator 1.00 1.00 1.00 1.00 1.00 1.00
M45 Deputy Chief (Response Operations) 1.00 0.00 0.00 0.00 0.00 0.00
M45 Deputy Chief (Community Risk Reduction) 1.00 0.00 0.00 0.00 0.00 0.00
M45 Deputy Chief (Safety and Support Services) 0.00 1.00 1.00 1.00 1.00 1.00
F 7 3 B a t t a l i o n C h i e f 1 . 0 01 . 0 01 . 0 01 . 0 00 . 0 00 . 0 0
F 7 2 C a p t a i n 1 . 0 01 . 0 01 . 0 01 . 0 02 . 0 02 . 0 0
F71 Lieutenant 1.00 1.00 1.00 1.00 2.00 2.00
F70 Firefighter 0.00 0.00 0.00 0.00 4.00 4.00
Total Commissioned Officers 6.00 5.00 5.00 5.00 10.00 10.00
Non-Commissioned Personnel
N114 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00
A09 Administrative Secretary I 0.00 0.00 0.00 0.00 1.00 1.00
N11 Administrative Secretary II 1.00 1.00 0.00 0.00 0.00 0.00
A 1 1 C o m m u n i c a t i o n s S p e c i a l i s t 0 . 0 00 . 0 01 . 0 01 . 0 00 . 0 00 . 0 0
A09 Fire District Liaison 0.00 1.00 1.00 1.00 1.00 1.00
A07 Data Base Systems Technician 1.00 1.00 0.00 0.00 0.00 0.00
A 0 5 S e c r e t a r y I 1 . 0 01 . 0 01 . 0 01 . 0 00 . 0 00 . 0 0
A05 Office Assistant III 1.00 1.00 1.00 1.00 1.00 1.00
A05 Office Assistant III (LT) 0.00 0.00 0.00 0.00 0.00 0.00
Total Non-Commissioned 4.00 6.00 5.00 5.00 4.00 4.00
Total Safety and Support Services Section 10.00 11.00 10.00 10.00 14.00 14.00
Operating Budget – Fire and Emergency Services Department
4-77
Fire and Emergency Services Department Position Listing (2 of 2)
2006 2007 2008 2008 2009 2009
Grade Title Actual Actual Adj Budget Actual Authorized Funded
Community Risk Reduction
Commissioned Officers
M45 Deputy Chief (Community Risk Reduction) 0.00 1.00 1.00 1.00 1.00 1.00
F 7 3 B a t t a l i o n C h i e f 1 . 0 01 . 0 00 . 0 00 . 0 00 . 0 00 . 0 0
F 7 2 C a p t a i n 0 . 0 00 . 0 00 . 0 00 . 0 01 . 0 01 . 0 0
F71 Lieutenant 0.00 1.00 1.00 1.00 1.00 1.00
Total Commissioned Officers 1.00 3.00 2.00 2.00 3.00 3.00
Non-Commissioned Personnel
M38 Emergency Management Director 0.00 1.00 1.00 1.00 1.00 1.00
M20 Emergency Management Coordinator 0.00 0.00 0.00 0.00 1.00 1.00
M26 Assistant Fire Marshal 0.00 1.00 1.00 1.00 1.00 1.00
M23 Assistant Fire Marshal 1.00 0.00 0.00 0.00 0.00 0.00
A24 Lead Fire Inspector 0.00 1.00 1.00 1.00 2.00 2.00
A23 Fire Plans Examiner/Fire Inspector III 0.00 1.00 1.00 1.00 1.00 1.00
A21 Fire Inspector III 0.00 2.00 2.00 2.00 2.00 2.00
A20 Hazardous Materials Specialist 1.00 0.00 0.00 0.00 0.00 0.00
A20 Fire Inspector III 3.00 0.00 0.00 0.00 0.00 0.00
A20 Fire Plan Reviewer 1.00 0.00 0.00 0.00 0.00 0.00
A19 Fire Inspector II 0.00 1.00 1.00 1.00 1.00 1.00
A18 Fire Inspector II 1.00 0.00 0.00 0.00 0.00 0.00
A17 Fire Inspector I 0.00 1.00 2.00 2.00 2.00 2.00
A16 Fire Inspector I 1.00 0.00 0.00 0.00 0.00 0.00
A09 Administrative Secretary I 1.00 0.00 1.00 1.00 1.00 1.00
A03 Office Assistant II 1.00 1.00 1.00 1.00 1.00 1.00
A21 Communications Specialist II 0.00 0.00 0.00 0.00 1.00 1.00
A 1 2 C o m m u n i c a t i o n s S p e c i a l i s t I 0 . 0 00 . 0 00 . 0 00 . 0 01 . 0 01 . 0 0
Total Non-Commissioned 10.00 9.00 11.00 11.00 15.00 15.00
Total Community and Risk Reduction Section 11.00 12.00 13.00 13.00 18.00 18.00
Total Commissioned Officers 106.00 109.00 118.00 118.00 146.00 137.00
Total Non-Commissioned Officers 14.00 16.00 17.00 17.00 20.00 20.00
Fire and Emergency Services Department Unfilled Position Listing
2006 2007 2008 2008 2009
Grade Title Actual Actual Adj Budget Actual Budget
F70 Firefighters 0.00 0.00 9.00 9.00 9.00
Operating Budget – Fire and Emergency Services Department
4-78
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Community Services Department Organization
See Position Listing for additional details on department staffing.
ADMINISTRATOR
Terry Higashiyama
Administrative
Support
Park
Commission
FACILITIES
Facilities
Maintenance
Services
Leased
City Properties
Capital
Improvement
Projects
PARKS
Parks
Maintenance
Maplewood
Golf Course
Capital
Improvement
Projects
Non-Motorized
Transportation
Committee
RECREATION
Recreation
Services
Renton
Community
Center
Renton Senior
Activity Center
Senior
Advisory
Board
Advisory
Commission on
Diversity
HUMAN
SERVICES
Community
Development
Block Grants
Human Services
Advisory
Committee
LIBRARY
Library
Board
RENTON HISTORY
MUSEUM
Museum
Board
COMMUNITY
RESOURCES
AND EVENTS
Operating Budget – Community Services
4-79
Community Services
Mission Statement
Promote and support a more livable Renton community by providing recreation, library,
museum, human services programs, modern parks and facilities, and undisturbed natural areas.
Description
The department is comprised of seven divisions – Parks, Recreation, Human Services, Museum,
Facilities, Library, and Community Resources and Events. We provide opportunities for
community involvement with quality of life experiences. We also provide internal support to all
departments where needed. The teams are located throughout the city.
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Budget
Operating Budget Summary $16,983,190 $18,571,916 $21,649,879 $19,641,402 $21,268,396
Position Summary 102.00 106.00 114.50 114.50 115.00
Highlight of Budget Changes
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Reductions:
Intermittent Salaries and Wages-Human Services (9,422)
Small Tools/Minor Equipment-Human Services (816)
Prof Svcs-Human Services (20,427)
Contracted Services-Human Services (539)
Communications-Human Services (3,580)
Training and Schools-Human Services (1,040)
Summer Lunch Program-Human Services (22,000)
Housing Repair Assist Program (HRAP)-Human Services (10,000)
Membership/Registration and Publications -HS (994)
Intermittent Pay-Community Resources and Events (3,000)
Operating Supplies-Community Resources and Events (1,000)
Marketing-Community Resources and Events (1,000)
Special Events-Community Resources and Events (15,000)
Temp/Intermittent Salaries and Wages-Community Center (60,000)
Supplies and Advertising-Community Center (9,978)
Intermittent Salaries and Wages-Carco Theater (7,000)
Supplies, travel/training/and publications-Carco Theater (3,020)
Temp/Intermittent Pay-Senior Activity Center (24,000)
Supplies, repairs maint. and ext. trips and tours-Sr Center (19,000)
Intermittent Salaries and Wages-Recreation (24,000)
Supplies, band concert, and publications-Recreation (26,700)
Intermittent Salaries and Wages-Aquatics (37,000)
Position - Recreation Manager (1.00) (108,978)
Intermittent Salaries and Wages/Benefits-Administration (14,977)
Prof Svcs, travel, training and schools, advertising, repairs
and maintenanance, and memberships and registrations-
Administration (7,143)
Operating Budget – Community Services
4-80
Highlight of Budget Changes (continued)
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Temp/Intermittent Salaries and Wages/Benefits and
overtime-Parks Maint.(50,331)
Supplies-Parks Maint.(32,000)
Small tools/minor equipment and Travel-Parks Maint.(11,000)
Prof Svcs-Parks Maint.(30,073)
Contract Services/Parking lot sweep-Parks Maint.(10,422)
Repairs and Maint.-Parks Maint.(69,000)
Maint.-Parks Maint.(55,000)
Intergovernmental Services-Library (127,500)
Machinery and equipment, supplies, repairs and Maint.,
and training and schools-Library (8,206)
Intermittent/Temp Salaries & Wages/Benefits-Facilities (48,094)
Position - Position-Custodian- Facilities (1.00) (68,483)
Travel, training and schools, and memberships and
registration-Facilities (6,533)
Repairs and Maint.-Facilities (68,808)
Operating Rentals-Facilities (9,523)
Supplies-Facilities (51,515)
Overtime-Facilities (7,934)
Contracted Services-Facilities (12,133)
Miscellaneous unforseen Maint.-Facilities (11,767)
Total Budget Reductions (2.00) (135,708) (973,230)
Budget Additions:
Synthetic Turf Maint. Equipment-Parks Maint.1 15,500
Special Events Trailer-Community Resources and Events 1 20,000
Toro Groundsmaster 4000 D-Parks Maint.1 65,000
Tennant Sweeper 6500-Parks Maint.1 25,000
Donations for 4th of July Celebration-Community Resources
and Events (15,000)
4th of July Celebration-Community Resources and Events 15,000
Class software Maint.-Community Center 5,000
Intermittent Industrial Insurance-Community Center 6,600
Intermittent Industrial Insurance-Aquatics 21,800
Intermittent Retirement/PERS-Senior Activity Center 220
Intermittent Retirement/PERS-Community Center 224
Natural Gas-Aquatics 45,000
SR 169 Landscape Maint. Contracting-Parks Maint.10,000
50% Golf Course Manager Pay/Ben - Parks Maint.48,174
KCLS Funding due to Benson Hill Annexation-Library (90,493)
Outreach Librarian Position (LT)-Library 1.00 90,493
Supplies, utilities, and repairs and maint. for New Fire
Stations 13 and17-Facilities 146,260
Funding per FD40 Contract for Supplies, utilities, and repairs
and maint. for New Fire Stations 13 and17-Facilities (146,260)
Wipe Out Graffiti Program-Facilities 20,000
Intermittent Salaries and Wages for night- lockup-Facilities 10,000
Total Budget Additions 41 . 0 0 125,500 167,018
Operating Budget – Community Services
4-81
Expenditure Budget by Division - Community Services
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Administration 1,540,545 1,721,070 1,101,437 1,043,884 495,689 -55.0%
Facilities 3,471,307 3,879,980 5,151,903 4,427,222 5,295,406 2.8%
Community Resources and Events 0 127,391 385,701 367,627 419,915 8.9%
Parks 3,285,913 3,700,587 4,422,772 3,912,788 4,359,147 -1.4%
Recreation Services 3,772,422 3,757,006 4,518,006 4,310,684 4,623,247 2.3%
Human Services/CDBG 838,901 1,001,784 1,306,373 1,162,553 1,307,231 0.1%
Library 1,675,439 1,856,960 2,094,336 1,890,886 2,138,268 2.1%
Museum 86,963 125,669 142,830 136,327 151,124 5.8%
Golf Course 2,311,700 2,401,469 2,526,521 2,389,432 2,478,369 -1.9%
Operating Total 16,983,190 18,571,916 21,649,879 19,641,402 21,268,396 -1.8%
Expenditure Budget by Category - Community Services
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 5,692,335 5,998,900 6,787,440 6,379,070 7,111,288 4.8%
Part Time Salaries 2,038,922 2,148,228 2,323,250 2,207,297 2,085,697 -10.2%
Overtime 99,982 323,672 103,884 100,331 138,872 33.7%
Personnel Benefits 2,054,908 2,160,528 2,897,502 2,677,414 2,976,786 2.7%
Supplies 1,156,232 1,319,651 1,281,444 1,342,224 1,310,324 2.3%
Other Services and Charges 4,041,814 4,063,184 4,918,855 3,969,080 4,461,124 -9.3%
Intergovernmental Services 150,000 47,372 300,000 222,232 181,620 -39.5%
Capital Outlay 95,548 187,131 106,000 90,561 100,000 -5.7%
Debt Service 471,101 459,112 467,000 462,389 462,779 -0.9%
Interfund Payments 1,182,349 1,864,138 1,858,504 1,619,803 1,613,616 -13.2%
Transfers Out 0 0 606,000 571,000 826,290 36.4%
Operating Total 16,983,190 18,571,916 21,649,879 19,641,402 21,268,396 -1.8%
Operating Budget – Community Services
4-82
Staffing Levels by Division – Community Services
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Administration 10.00 11.00 2.00 2.00 2.00 2.00 0.0%
Facilities 24.00 24.00 30.00 30.00 31.00 30.00 0.0%
Community Resources and Events 0.00 0.00 2.50 2.50 2.50 2.50 0.0%
Parks 22.00 24.00 27.00 27.00 26.50 26.50 -1.9%
Recreation Services 17.00 17.00 21.50 21.50 21.50 20.50 -4.7%
Human Services/CDBG 5.00 5.00 6.50 6.50 6.00 6.00 -7.7%
Library 13.00 14.00 14.00 14.00 15.00 15.00 7.1%
Museum 1.00 1.00 1.00 1.00 1.00 1.00 0.0%
Golf Course 10.00 10.00 10.00 10.00 9.50 9.50 -5.0%
Total Regular FTE 102.00 106.00 114.50 114.50 115.00 113.00 -1.3%
Temp/Intermit Salaries and Benefits $2,400,860 $2,520,180 $2,653,908 $2,565,341 $2,439,238 $2,439,238 -8.1%
Department by Fund
Operating Funds:
Fund/Dept
000/020 General Fund Human Services
001 Community Services Fund
004 Community Development Block Grants Fund
005 Museum
006 Library
031 Park Memorial Fund
108 Leased City Properties
404 Municipal Golf Course
504 Facilities
Non-Operating Funds:
Fund/Dept
118 Reserve for Paths and Trails
303 Community Development Impact Mitigation Fund
307 Henry Moses Family Aquatic Center
316 Municipal Facilities Capital Improvement
424 Municipal Golf Course System Capital Improvement
Operating Budget – Community Services
4-83
Administration Division
Mission Statement
Provide leadership, guidance, and resources to allow the various divisions within the department
to perform their respective functions in accordance with the City Business Plan, Administration
and Council policy directives, and the general needs of the populations they serve.
2008 Accomplishments
• Expanded marketing efforts utilizing website and marketing materials.
• Finalized “Off Leash Dog Park Task Force” Report.
• Completed Interlocal Agreement with School District on operations of Lindbergh Pool.
• Updated Strategic Plan in accordance with accreditation.
• Participated in State Senior Conference and WRPA Leadership Summit.
• Established Graffiti/Vandalism Inter-departmental Team.
• Incorporated City purchasing cards into business practices to streamline efficiency.
2009 Goals
• Continue documentation for five-year reaccredidation process.
• Implement re-organization to promote better customer service and accountability.
• Initiate new memorial/donation policy.
• Complete Park, Recreation and Open space plan to represent future needs of the
community.
• Participate in annexation interdepartmental team.
Expenditure Budget by Category – Administration Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 717,229 848,839 195,963 199,950 206,081 5.2%
Part Time Salaries 0 3,195 13,610 9,414 0 -100.0%
Overtime 0 215,383 0 0 0 N/A
Personnel Benefits 164,778 8,094 47,866 48,094 52,579 9.8%
Supplies 8,902 89,946 7,725 8,862 7,880 2.0%
Other Services and Charges 80,718 0 33,814 36,802 27,347 -19.1%
Interfund Payments 568,918 555,613 802,459 740,763 201,802 -74.9%
Operating Total 1,540,545 1,721,070 1,101,437 1,043,884 495,689 -55.0%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Administration Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 10.00 11.00 2.00 2.00 2.00 2.00 0.0%
Temp/Intermit Salaries and Benefits $0 $3,809 $14,684 $10,217 $0 $0 -100.0%
Operating Budget – Community Services
4-84
Facilities Division
Mission Statement
Develop and maintain City buildings and manage the delivery of building-related services to the
public and the City workforce in a safe, customer-focused manner.
2008 Accomplishments
• Completion of major maintenance projects for operational, leased, and public properties.
• Major projects included an architectural, engineering, code and seismic evaluation of the
200 Mill Building. The building was also re-roofed and had new HVAC system controls
installed.
• ADA upgrades were included in the park recreation building remodels at Philip Arnold
Park and the Kennydale Lions Park using LEED-qualified products and processes.
• Maintained strong relations with City property tenants and re-signed 200 Mill Building
tenant.
• HVAC system upgrades were performed at the City Hall.
• To accommodate work force changes due to the Benson Hill Annexation, a large space
planning and move project that included new police locker rooms occurred at City Hall.
In addition, workspace was developed in the lower level of Fire Station 11, Fire Station
13, the 200 Mill Building, and the Liberty Park Community Building.
• The gym floor at the Renton Community Center was replaced.
• Three buildings at the Public Works shops had roof replacements.
• Work started on a seismic and energy upgrade at Fire Station 11.
2009 Goals
• Improve City Building Maintenance standards.
• Reduce the energy load at Renton City Hall and other facilities.
• Implement CIP program as budgeted.
Operating Budget – Community Services
4-85
Expenditure Budget by Category – Facilities Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 1,180,346 1,254,244 1,670,058 1,539,748 1,693,802 1.4%
Part Time Salaries 94,385 99,772 103,226 97,037 69,559 -32.6%
Overtime 15,389 20,761 17,582 18,168 33,356 89.7%
Personnel Benefits 423,322 492,365 715,825 625,989 693,999 -3.0%
Supplies 162,353 174,119 175,802 205,432 142,063 -19.2%
Other Services and Charges 1,390,312 1,165,164 1,917,210 1,452,248 1,828,961 -4.6%
Capital Outlay 0 116,842 0 0 0 N/A
Debt Service 25,200 3,600 0 0 0 N/A
Interfund Payments 180,000 553,113 166,200 102,600 262,876 58.2%
Transfers Out 0 0 386,000 386,000 570,790 47.9%
Operating Total 3,471,307 3,879,980 5,151,903 4,427,222 5,295,406 2.8%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Facilities Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 24.00 24.00 30.00 30.00 31.00 30.00 0.0%
Temp/Intermit Salaries and Benefits $116,360 $119,152 $120,217 $114,838 $84,528 $84,528 -29.7%
Operating Budget – Community Services
4-86
Parks Division
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.
2008 Accomplishments
• Completed the Trails and Bicycle Master Plan Study in partnership with the
Transportation Division.
• Formed a Task Force and completed the Urban Forestry Development Plan.
• Applied for a $500,000 Resource and Conservation Fund development grant.
• Applied for a $100,000 King County Youth Sports Facility development grant.
• Designed, removed, and replaced 30 year old irrigation system, installed drainage
improvements and new infield mix at Teasdale Park.
• Completed construction of Burnett Park Phase II construction.
• Completed construction of the Springbrook Trail as part of the Wetland Mitigation Bank.
• Installed computerized irrigation at Burnett, Piazza, Jones, and Cedar River Trails Parks.
• Processed King County Conservation Futures Grant for May Creek property acquisition.
• Processed King County Conservation Futures Grant for Panther Creek property
acquisition.
• Surveyed the southern boundary of the Narco Property/Cedar River Natural Zone to
identify potential property encroachments.
• Performed ongoing major maintenance including structural reviews, fencing, boundary
surveys, shoreline, and bank stabilization and kiosk installations at various parks.
• Participated on the Highlands Task Force.
• Continued Customer Satisfaction Surveys.
• Maintained new right-of-way landscaping.
• Designed and installed landscaping on Ripley Lane as part of the new Seahawks facility.
• Supported 51 park volunteer projects, a 70% increase over 2007.
• Provided training for staff certification and licensing.
• WRPA representative for the State Habitat and Recreation Lands Coordinating Group.
• Member of the Federal Land and Water Conservation Fund Advisory Committee.
• Staff representative for the Washington Community Forestry Council.
2009 Goals
• Hire a consultant to facilitate the public process to develop a Forestry Ordinance.
• Complete the update to the Long Range Parks, Recreation, Open Space and Trails Plan.
• Install new poles and ball field lighting at Philip Arnold Park.
• Renovate deteriorated landscape at Cedar River and Coulon Parks.
• Design and replace old irrigation at Cedar River Park.
• Continue tree pruning, removal, and replacement program to promote healthy trees.
Operating Budget – Community Services
4-87
• Repair trails/walks in Gene Coulon Park, Cedar River Trails near the senior housing.
• Complete court repairs at Teasdale and Ron Regis Parks.
• Complete surveys for Cedar River Park and the remainder of the Cedar River Natural
Zone.
• Continue Customer Satisfaction Surveys.
• Maintain new Right of Way landscaping.
• Implement the Urban and Community Forestry Development Plan.
• Support park volunteer projects.
• Provide training for staff certification and licensing.
Expenditure Budget by Category – Parks Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 1,221,105 1,245,742 1,647,576 1,416,111 1,759,014 6.8%
Part Time Salaries 291,255 315,356 361,690 328,657 307,709 -14.9%
Overtime 30,565 36,311 23,025 38,480 20,285 -11.9%
Personnel Benefits 426,839 486,840 675,085 593,594 710,603 5.3%
Supplies 264,430 264,914 250,626 301,190 233,639 -6.8%
Other Services and Charges 1,051,719 1,214,338 1,026,070 796,056 860,897 -16.1%
Interfund Payments 0 137,086 403,700 403,700 361,500 -10.5%
Transfers Out 0 0 35,000 35,000 105,500 201.4%
Operating Total 3,285,913 3,700,587 4,422,772 3,912,788 4,359,147 -1.4%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Parks Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 22.00 24.00 27.00 27.00 26.50 26.50 -1.9%
Temp/Intermit Salaries and Benefits $348,462 $377,158 $429,903 $396,546 $368,170 $368,170 -14.4%
Operating Budget – Community Services
4-88
Parks Division – Maplewood Golf Course
Mission Statement
Provide a safe, clean, attractive, accessible, and well-maintained environment for the public’s
enjoyment of active and passive recreational opportunities along with natural resource and
wildlife preservation and stewardship.
2008 Accomplishments
• Updated golf course Point of Sale system, to include new gift card system.
• Completed six summer Junior Camps and three spring camps. Increased one additional
three-day summer camp and four single day clinics.
• Completed bunker renovation project, installing new drainage, re-shaping and backfilling
20 bunkers with new sand.
• Renovated #6 and #14 tee boxes, creating larger teeing surface and healthier turf.
• Relocated the vacated Fire Station #13 building to the golf course to serve as interim
maintenance office. New facility will be constructed when bond is repaid (2015).
• Continued implementation of equipment purchase program to ensure quality of work and
employee safety.
• Sold 64,000+ rounds and 85,000+ range tokens.
• Completed new scorecard design and revision.
• Completed Customer Satisfaction Surveys.
• Continued hosting successful Winter Tournament Series. Golf course staff runs this
5- tournament event throughout the winter months with over 500 players participating.
• Completed customer service staff training.
• Purchased new chemical storage unit to remain in compliance with Aquifer Protection
Ordinance and Audubon certification requirements.
2009 Goals
• Continue to promote and run Junior Golf Camps throughout the year.
• Continue to competitively price the golf course in the market.
• Continue joint promotions and activities with the restaurant.
• Remove Locust trees according to Arborist’s Tree Inspection Report. Plant new trees in
vacated area.
• Complete Audubon Cooperative Sanctuary Certification.
• Continue to follow Best Management Practices to maintain a quality golf course.
• Repair/overhaul irrigation pump house. Creating more efficient irrigation and quality of
turf health.
• Reconstruct #1 and #3 tee boxes creating larger teeing surface and healthier turf.
• Implement major maintenance projects as needed to provide quality product and
standards for customers including but not limited to; exterior building lighting, banquet
room air-door repair, and parking lot striping.
• Promote and implement new Women’s League.
Operating Budget – Community Services
4-89
• Continue timely updates to website and lobby signage to include activities, projects,
events, and promotions.
• Continue Customer Satisfaction Surveys.
Expenditure Budget by Category – Maplewood Golf Course
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 580,731 601,643 612,219 570,856 578,787 -5.5%
Part Time Salaries 223,464 233,950 288,297 255,292 294,064 2.0%
Overtime 3,329 1,834 1,860 1,788 1,897 2.0%
Personnel Benefits 246,380 276,126 312,123 281,343 293,412 -6.0%
Supplies 295,526 289,021 296,350 319,448 285,533 -3.7%
Other Services and Charges 144,515 206,753 180,926 146,065 175,988 -2.7%
Intergovernmental Services 150,000 0 0 0 0 N/A
Capital Outlay 95,754 69,681 100,000 87,542 100,000 0.0%
Debt Service 445,901 455,512 467,000 462,389 462,779 -0.9%
Interfund Payments 126,100 266,949 117,746 114,709 135,909 15.4%
Transfers Out 0 0 150,000 150,000 150,000 0.0%
Operating Total 2,311,700 2,401,469 2,526,521 2,389,432 2,478,369 -1.9%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Maplewood Golf Course
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 10.00 10.00 10.00 10.00 9.50 9.50 -5.0%
Temp/Intermit Salaries and Benefits $263,201 $275,379 $335,044 $275,379 $341,747 $341,747 2.0%
Operating Budget – Community Services
4-90
Recreation Division
Mission Statement
The Recreation Division of the Community Services Department promotes and supports a more
livable community by providing opportunities for the public to participate in diverse recreational,
cultural, athletic, and aquatic programs and activities.
2008 Accomplishments
• Partnered with Community Services Resource and Funding Manager to present a
customer service training for the Renton Senior Activity Center.
• Staff from the Renton Senior Activity Center co-chaired the annual Washington State
Association of Senior Centers Conference.
• Started a new program “Guard Start” where youth trained with lifeguards.
• Partnered with YMCA at YMCA Healthy Kids Day.
• Partnered with Hope Heart Institute to provide a free youth basketball camp with the
emphasis on “Eat Right to Play Right”.
• Partnered with Fred Hutchison Cancer Institute to provide an employee health and
wellness study.
• The Renton Senior Activity Center partnered with the City of Renton Fire and
Emergency Management Department, Renton Police, and Red Cross to host an
Emergency Management Workshop for seniors.
• Recipient of a $7,200 grant from 4 Culture.
• Partnered with the Renton School District to provide a Teen Summit.
• Partnered with the Human Services Division and Renton School District to increase
summer lunch sites.
• Partnered with City of Renton Advisory Commission on Diversity to present an event
celebrating Black History Month at Carco Theatre.
• Partnered with Renton Technical College to present the CommUNITY Festival.
• In cooperation with Ivar’s, Inc., presented the first Polar Bear Swim at Coulon Beach.
• Hosted the annual Life Guard Challenge Cup at Coulon Beach.
2009 Goals
• Partner with Renton Rowing to establish a rowing program.
• Continue to expand the use of CLASS for both external and internal customer service.
• Partner with REI to promote outdoor activities and events.
• Expand healthy options and wellness opportunities for Specialized Recreation
participants.
• Expand program marketing/promotional opportunities.
• Coordinate a staff diversity training program.
• Evaluate present Renton Senior Activity Center travel program focusing on senior needs,
values, expectations, and priorities.
• Work with Renton School District to maintain current agreements, future
partnerships/collaborations, and opportunities.
Operating Budget – Community Services
4-91
Expenditure Budget by Category – Recreation Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 929,132 920,667 1,303,653 1,248,311 1,314,677 0.8%
Part Time Salaries 1,230,191 1,283,446 1,317,748 1,298,126 1,183,334 -10.2%
Overtime 35,273 29,762 31,327 30,353 31,953 2.0%
Personnel Benefits 476,555 523,497 689,349 657,378 689,994 0.1%
Supplies 178,685 210,610 198,385 150,444 285,318 43.8%
Other Services and Charges 922,793 789,024 775,244 759,875 645,958 -16.7%
Intergovernmental Services 0 0 175,000 138,897 178,500 2.0%
Capital Outlay -206 0 0 0 0 N/A
Interfund Payments 0 0 27,300 27,300 293,513 975.1%
Operating Total 3,772,422 3,757,006 4,518,006 4,310,684 4,623,247 2.3%
Staffing Levels (Full-Time Equivalent Employees – FTE) – Recreation Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 17.00 17.00 21.50 21.50 21.50 20.50 -4.7%
Temp/Intermit Salaries and Benefits $1,452,629 $1,506,756 $1,491,691 $1,521,207 $1,389,599 $1,389,599 -6.8%
Operating Budget – Community Services
4-92
Human Services Division
Mission Statement
The City of Renton Human Services Division, in partnership with the community, helps provide
services, resources, and opportunities so that residents have food, clothing, and shelter, are
healthy and safe, and develop to their fullest capacity.
2008 Accomplishments
• Promoted the Earned Income Tax Credit (EITC) program with 730 tax returns prepared
at the Renton site in 2008, and 208 received the EITC totaling $355,134 for the credits.
• Promoted community awareness of the Community Information Line, 2-1-1.
• Updated the resource directory. Published and provided resource directories in the
languages most commonly used in Renton.
• Facilitated two community resource fairs for newly annexed areas of the City.
• Received a donation of $30,000 from First Savings Bank for the Housing Repair
Assistance Program.
• Entered into a Memorandum of Understanding with other South King County cities to
jointly administer common contracts with agencies.
• Worked with Renton School District, Recreation Division, and other City departments on
the administration and expansion of the Summer Lunch Program.
• Increased services for the very low-income homeowners in Renton in the Housing Repair
Assistance Program, by increasing the amount of assistance from $2000 to $4000 per
year.
• The Human Services Advisory Committee made funding recommendations to the City
Council for 2009/2010 funding.
• Expanded web resources to include maps of where human services are located and
community resources.
• The One Night Count of the homeless was done for the second time in 2008.
2009 Goals
• Develop guide for interpreter services and translating written material for City staff.
• Provide Housing Repair Assistance Program services in culturally sensitive and
appropriate ways. Advertise night hours to clients that work during the day.
• Continue and improve the One Night Count for the homeless.
• Continue to improve the funding process – look at needs and gaps in the community, and
the Census data that is available.
• Look for opportunities to further the goals of the Ten Year Plan to End Homelessness in
Renton.
• Assist Habitat for Humanity with the development of their housing project.
• Advisory Committee and staff will review agency performance at regular intervals.
• Continue to work with agencies that are not physically located in Renton, to improve the
accessibility of their services to Renton residents.
Operating Budget – Community Services
4-93
Expenditure Budget by Category – Human Services Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 148,160 149,954 189,913 242,762 289,497 52.4%
Part Time Salaries 0 0 9,237 0 0 -100.0%
Overtime 753 108 0 119 0 N/A
Personnel Benefits 44,871 47,456 67,133 89,452 108,972 62.3%
Supplies 898 31 800 1,384 0 -100.0%
Other Services and Charges 300,867 467,486 619,478 510,120 542,688 -12.4%
Intergovernmental Services 0 47,372 0 83,335 0 N/A
Capital Outlay 0 0 0 0 0 N/A
Debt Service 0 0 0 0 0 N/A
Interfund Payments 75,749 0 89,392 0 71,478 -20.0%
Transfers Out 0 0 35,000 0 0 -100.0%
Operating Total 571,298 712,407 1,010,953 927,172 1,012,635 0.2%
Expenditure Budget by Category – CDBG
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 145,971 152,987 92,112 96,062 92,769 0.7%
Part Time Salaries 349 495 0 0 0 N/A
Overtime 44 0 0 36 1,000 100.0%
Personnel Benefits 43,117 50,236 23,998 26,463 26,140 8.9%
Supplies 8,417 11,242 32,500 27,093 32,250 -0.8%
Other Services and Charges 69,704 74,417 146,810 85,726 142,437 -3.0%
Operating Total 267,602 289,377 295,420 235,381 294,596 -0.3%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Human Services Division and CDBG
Actual Actual Adj Budget Actual Authorized Funded 08/09
Regular-Human Services 2.00 2.00 2.00 2.00 4.44 4.44 122.0%
Regular-CDBG 3.00 3.00 4.50 4.50 1.56 1.56 -65.3%
Total FTE 5.00 5.00 6.50 6.50 6.00 6.00 -7.7%
Temp/Intermit Salaries and Benefits $419 $585 $9,237 $15 $0 $0 -100.0%
Operating Budget – Community Services
4-94
Library Division
Mission Statement
Renton Public Library supports lifelong learning for the public by anticipating and responding to
community needs for information and by inspiring and encouraging the community’s desire to
read.
2008 Accomplishments
• Master Plan: the community’s needs and desires for library services were ascertained;
current services and facilities were evaluated; and recommendations for the future were
developed.
• The library hosted weekly English as a Second Language (ESL) classes and Talk Time
conversational English practice sessions.
• A monthly book discussion group for adults was implemented.
• A series of programs were offered for teens, including a summer reading program, and a
teen advisory board was created to assist the library in designing services to meet the
needs of this age group.
• Information about the library was provided to the community via:
o Brochures
o Community events
o Regular articles
• 15,250 participants attended special activities and library programs with over 10,000
children attending story times.
2009 Goals
• Main elements of the Master Plan will be implemented.
• The materials collection will continue to be assessed and updated to meet the
community’s information needs.
Operating Budget – Community Services
4-95
Expenditure Budget by Category – Library Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 736,310 766,062 839,030 825,014 923,806 10.1%
Part Time Salaries 188,928 179,568 190,799 192,459 194,615 2.0%
Overtime 14,414 18,586 28,940 9,744 29,519 2.0%
Personnel Benefits 220,930 258,394 297,118 287,513 342,618 15.3%
Supplies 237,021 264,526 300,238 314,352 305,243 1.7%
Other Services and Charges 81,186 52,022 96,800 65,910 94,530 -2.3%
Intergovernmental Services 0 0 125,000 0 3,120 -97.5%
Capital Outlay 0 608 6,000 3,019 0 -100.0%
Interfund Payments 196,651 317,194 210,411 192,876 244,817 16.4%
Operating Total 1,675,439 1,856,960 2,094,336 1,890,886 2,138,268 2.1%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Library Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 13.00 13.00 14.00 14.00 15.00 15.00 7.1%
Temp/Intermit Salaries and Benefits $208,168 $199,556 $208,319 $215,430 $212,485 $212,485 2.0%
Operating Budget – Community Services
4-96
Community Resources and Events
Mission Statement
Provide opportunities for individuals, groups, and businesses to partner with the City to facilitate
funding and services that support or improve the quality of our operations, and provide
leadership and direction for large scale city-wide events, volunteers, and multi-cultural programs
in which citizen involvement celebrates community and enhances the quality of life for Renton
citizens.
2008 Accomplishments
• Volunteer Trailer made over 40 appearances this year in the community.
• Green and Clean Saturday Programs increased and a new “build your team and help your
community” program for community groups and businesses was developed.
• Working with existing resources, networked training opportunities for city volunteer
coordinators:
Enrolled ten city staff in Volunteer Administrators Network N.W.
Eleven staff attended WICA’s Volunteer Risk Management.
Delivered customized customer service training to 55 volunteers at Senior
Activity Center.
Developed City Volunteer Coordinators Guides for staff.
Developed Volunteer Guide as tool for volunteer orientations.
• Provided leadership and direction for the 23rd Annual Renton River Days Community
Festival and Renton’s Sixth Annual 4th of July Celebration and Fireworks at Gene
Coulon Memorial Beach Park.
• Use of technology expanded to include online evaluations, interviews, after action
debriefings, interdepartmental reports, and marketing strategies.
• Community Benefit and Economic Impact reports for 2007 River Days, 2007 4th of July,
and 2007 Holiday Lights.
• Managed annual Recognition Dinner Banquet for City Volunteers and annual City
Employee Recognition Breakfast.
• Completed updates with on-going management of website areas.
• Management of Renton’s Sister City programs and activities.
• “Team Up” Partner opportunities were customized to meet the interest of potential
sponsors matching their interest and program needs.
• Participated in the City of Renton’s Incident Action Planning process and to meet
National Incident Management Systems compliance.
• Developed a” new member guide” for Boards, Commission and Committee members to
assist staff with orientation of new board members in addition to the board planning
retreat.
Operating Budget – Community Services
4-97
2009 Goals
• Work with existing volunteer programs to support the development of volunteer
opportunities.
• Create handbook to assist event producers through the request and event permitting
process.
• Provide direction and support to Community Services Department staff for the expansion
of “Team up” partner and sponsor opportunities.
• Continue development of Boards, Commissions, Committee members, and staff working
with volunteers through training.
• Engage the community in volunteer efforts.
• Expand volunteer website.
• Develop Rules, Guidelines, and/or By-Laws as may be effective to formalize and more
efficiently structure Sister City program goals and activities.
• Continue evaluating and compiling City expense in relationship to large-scale events with
community-wide involvement.
• Strengthen community relations and positive City image through programs and events
that encourage citizen involvement and participation.
• Partner with the City of Renton Emergency Management Director, Fire Department, and
Police Department to utilize the revised Incident Action Plan for special events.
Expenditure Budget by Category – Community Resources & Events Division
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 0 0 173,080 176,435 183,792 6.2%
Part Time Salaries 0 16,286 20,000 10,382 17,400 -13.0%
Overtime 0 927 1,150 1,643 1,173 2.0%
Personnel Benefits 0 2,276 51,553 50,102 56,834 10.2%
Supplies 0 15,242 19,018 14,021 18,398 -3.3%
Other Services and Charges 0 92,660 120,900 115,044 142,318 17.7%
Operating Total 0 127,391 385,701 367,627 419,915 8.9%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Community Resources & Events
Division
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 0.00 0.00 2.50 2.50 2.50 2.50 0.0%
Temp/Intermit Salaries and Benefits $0 $19,490 $23,998 $13,487 $21,478 $21,478 -10.5%
Operating Budget – Community Services
4-98
Renton History Museum
Mission Statement
The mission of the Renton History Museum is to preserve, document, interpret, and educate
about the history of greater Renton in ways that are accessible to diverse people of all ages.
2008 Accomplishments
• Launched Museum Master Plan to plan for Museum’s long-term growth.
• Completed historic reconstruction of the Museum’s coal mine car and installed it in the
main gallery, enhancing our interpretation of Renton’s economic and industrial history.
• Began planning and collecting for the 2009 SITES traveling exhibit, Key Ingredients:
America By Food and its accompanying exhibit Sustaining a City, to raise the Museum’s
visibility and enhance diversity of exhibits and programming.
• Strengthened Museum’s financial viability by hosting our first fundraiser and applying
for and receiving grants from American Association of Museums, Humanities
Washington, and 4Culture.
• Served 500 students in the 2007-2008 school year with classroom presentations and
critical analysis exercises relating to Renton’s coal mining history and the lives of the
Duwamish people.
• Strengthened partnership with Renton Technical College’s English-as-a-Second-
Language program—hosting ESL exhibit for a second year and serving on planning
committee for CommUNITY Festival—to ensure the relevancy of Museum exhibits and
programs to Renton’s diverse community.
• Improved collections care by completing Collections Assessment Program (CAP) and
Collections Management Assessment Program (CMAP) evaluations, and purchasing
offsite storage facility.
2009 Goals
• Complete Museum Master Plan to provide a blueprint for long-term growth and
improvement.
• Host two food exhibits—SITES’s Key Ingredients and our own Sustaining a City—with
educational programming that enhances exhibit themes of community-building, sharing
of traditions, and sustainability.
• Continue to build on relationships with educators and the school district to strengthen the
Museum as a center for heritage education.
• Complete renovation of offsite storage building and move the collection, to raise the level
of collections care.
• Build on Museum’s increased visibility by publishing new Museum brochure and
implementing social networking strategy.
Operating Budget – Community Services
4-99
Expenditure Budget by Category – Renton History Museum
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 33,350 58,762 63,836 63,822 69,063 8.2%
Part Time Salaries 10,350 16,160 18,643 15,930 19,016 2.0%
Overtime 216 0 0 0 19,689 100.0%
Personnel Benefits 8,116 15,244 17,452 17,487 1,635 -90.6%
Supplies 0 0 0 0 0 N/A
Other Services and Charges 0 1,320 1,603 1,233 0 -100.0%
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 34,931 34,183 41,296 37,855 41,721 1.0%
Operating Total 86,963 125,669 142,830 136,327 151,124 5.8%
Staffing Levels (Full-Time Equivalent Employees – FTE) Renton History Museum
2006 2007 2008 2008 2009 2009 Change
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total FTE 1.00 1.00 1.00 1.00 1.00 1.00 0.0%
Temp/Intermit Salaries and Benefits $11,621 $18,295 $20,815 $18,221 $21,231 $21,231 2.0%
Operating Budget – Community Services
4-100
Community Services Position Listing (1 of 4)
2006 2007 2008 2008 2009 2009
Grade Title Actual Actual Adj Budget Actual Authorized Funded
Administration Division
M49 Community Services Administrator 1.00 1.00 1.00 1.00 1.00 1.00
M38 Recreation Director 1.00 1.00 0.00 0.00 0.00 0.00
M38 Parks Director 1.00 1.00 0.00 0.00 0.00 0.00
M38 Facilities Director 1.00 1.00 0.00 0.00 0.00 0.00
M28 Recreation Manager 1.00 1.00 0.00 0.00 0.00 0.00
M25 CS Resource & Funding Manager 1.00 1.00 0.00 0.00 0.00 0.00
N15 Community Relations Specialist 0.00 1.00 0.00 0.00 0.00 0.00
N14 Administrative Assistant 0.00 0.00 1.00 1.00 1.00 1.00
N11 Administrative Secretary EX 1.00 1.00 0.00 0.00 0.00 0.00
A07 Secretary II 3.00 3.00 0.00 0.00 0.00 0.00
Total Administration Division 10.00 11.00 2.00 2.00 2.00 2.00
Facilities Division
Facilities
M38 Facilities Director 0.00 0.00 1.00 1.00 1.00 1.00
M28 Facilities Manager 1.00 1.00 1.00 1.00 1.00 1.00
A25 Facilities Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A21 Facilities Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A19 HVAC Systems Technician 1.00 1.00 1.00 1.00 1.00 1.00
A17 Custodial Services Supervisor 2.00 2.00 2.00 2.00 2.00 2.00
A13 Facilities Technician I 3.50 3.50 4.50 4.50 4.50 4.50
A11 Lead Maintenance Custodian 0.00 0.00 1.00 1.00 1.00 1.00
A07 Maintenance Custodian 7.00 7.00 7.00 7.00 8.00 8.00
A07 Secretary II 0.00 0.00 1.00 1.00 1.00 1.00
A04 Lead Custodian 1.00 1.00 1.00 1.00 1.00 1.00
A01 Custodian 5.00 5.00 6.00 6.00 7.00 6.00
Total Facilities Division 22.50 22.50 27.50 27.50 29.50 28.50
Leased City Properties
A13 Facilities Technician I 0.50 0.50 0.50 0.50 0.50 0.50
A01 Custodian 1.00 1.00 2.00 2.00 1.00 1.00
Total Leased City Properties 1.50 1.50 2.50 2.50 1.50 1.50
Total Facilities Division 24.00 24.00 30.00 30.00 31.00 30.00
Parks Division
Parks
M38 Parks Director 0.00 0.00 1.00 1.00 1.00 1.00
M32 Parks Maint Mgr/City Forester 0.00 0.00 1.00 1.00 1.00 1.00
M32 Golf Course Manager 0.00 0.00 0.00 0.00 0.50 0.50
M28 Park Maintenance Manager 1.00 1.00 0.00 0.00 0.00 0.00
A25 Capital Project Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A25 Capital Project Coordinator (LT)0.00 1.00 1.00 1.00 0.00 0.00
Operating Budget – Community Services
4-101
Community Services Position Listing (2 of 4)
2006 2007 2008 2008 2009 2009
Grade Title Actual Actual Adj Budget Actual Authorized Funded
A21 Park Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00 2.00
A16 Lead Park Maintenance Worker 2.00 3.00 3.00 3.00 3.00 3.00
A12 Park Maintenance Worker III 14.00 14.00 15.00 15.00 12.00 12.00
A08 Park Maintenance Worker II 1.00 2.00 2.00 2.00 5.00 5.00
A07 Secretary II 0.00 0.00 1.00 1.00 1.00 1.00
A 0 4 P a r k M a i n t e n a n c e W o r k e r I 1 . 0 00 . 0 00 . 0 00 . 0 00 . 0 00 . 0 0
Total Parks 22.00 24.00 27.00 27.00 26.50 26.50
Golf Course
Golf Course Administration
M32 Golf Course Manager 1.00 1.00 1.00 1.00 0.50 0.50
A08 Golf Course Operations Specialist 1.00 1.00 1.00 1.00 1.00 1.00
A07 Maintenance Custodian 1.00 1.00 1.00 1.00 1.00 1.00
Total Golf Administration 3.00 3.00 3.00 3.00 2.50 2.50
Golf Course Maintenance
M21 Golf Course Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A16 Lead Golf Course Maintenance Worker 1.00 1.00 1.00 1.00 1.00 1.00
A15 Grounds Equipment Mechanic 0.00 1.00 1.00 1.00 1.00 1.00
A12 Golf Course Maintenance Worker III 1.00 1.00 1.00 1.00 1.00 1.00
A11 Grounds Equipment Mechanic 1.00 0.00 0.00 0.00 0.00 0.00
Total Golf Maintenance 4.00 4.00 4.00 4.00 4.00 4.00
Pro-Shop/Driving Range
M 2 0 G o l f P r o f e s s i o n a l 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0
N11 Assistant Golf Professional 1.00 1.00 1.00 1.00 1.00 1.00
A 0 4 P r o S h o p A s s i s t a n t 1 . 0 01 . 0 01 . 0 01 . 0 01 . 0 01 . 0 0
Total Pro-Shop/Driving Range 3.00 3.00 3.00 3.00 3.00 3.00
Total Golf Course 10.00 10.00 10.00 10.00 9.50 9.50
Total Parks Division 32.00 34.00 37.00 37.00 36.00 36.00
Recreation Services
M38 Recreation Director 0.00 0.00 0.30 0.30 1.00 1.00
M28 Recreation Manager 0.00 0.00 0.30 0.30 1.00 1.00
A18 Recreation Program Coordinator 2.00 2.00 2.00 2.00 2.00 2.00
A14 Recreation Specialist II 4.00 4.00 4.00 4.00 4.00 4.00
A07 Secretary II 0.00 0.00 1.50 1.50 0.50 0.50
Total Recreation Services 6.00 6.00 8.10 8.10 8.50 8.50
Operating Budget – Community Services
4-102
Community Services Position Listing (3 of 4)
2006 2007 2008 2008 2009 2009
Grade Title Actual Actual Adj Budget Actual Authorized Funded
Community Center, Carco Theatre & Aquatics
M38 Recreation Director 0.00 0.00 0.50 0.50 0.00 0.00
M28 Recreation Manager 0.00 0.00 0.70 0.70 1.00 0.00
M25 Recreation Supervisor 1.00 1.00 1.00 1.00 0.00 0.00
M23 Community Center & Rec Coordinator 0.00 0.00 1.00 1.00 1.00 1.00
M20 Community Center Coordinator 1.00 1.00 0.00 0.00 0.00 0.00
A18 Recreation Program Coordinator 2.00 2.00 2.00 2.00 2.00 2.00
A14 Recreational Specialist II 1.00 1.00 1.00 1.00 1.00 1.00
A12 Desktop Publishing Operator 1.00 1.00 1.00 1.00 1.00 1.00
A08 Lead Office Assistant 1.00 1.00 1.00 1.00 1.00 1.00
A05 Office Assistant III 1.00 1.00 1.00 1.00 1.00 1.00
A07 Secretary II 0.00 0.00 1.00 1.00 2.00 2.00
Total Community Center 8.00 8.00 10.20 10.20 10.00 9.00
Renton Senior Activity Center
M38 Recreation Director 0.00 0.00 0.20 0.20 0.00 0.00
M20 Senior Services Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A14 Recreation Specialist II 1.00 1.00 1.00 1.00 1.00 1.00
A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00
Total Senior Activity Center 3.00 3.00 3.20 3.20 3.00 3.00
Total Recreation Division 17.00 17.00 21.50 21.50 21.50 20.50
M25 CS Resource & Funding Manager 0.00 0.00 1.00 1.00 1.00 1.00
M22
Community Relation & Events
Coordinator 0.00 0.00 1.00 1.00 1.00 1.00
A07 Secretary II 0.00 0.00 0.50 0.50 0.50 0.50
Total Community Resources & Events Division 0.00 0.00 2.50 2.50 2.50 2.50
Human Services Division
Human Services
M28 Human Services Manager 1.00 1.00 1.00 1.00 1.00 1.00
A20 Housing Repair Coordinator 0.00 0.00 0.00 0.00 1.00 1.00
A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00
A13 Facilities Technician I 0.00 0.00 0.00 0.00 1.00 1.00
A 1 8 C D B G S p e c i a l i s t 0 . 0 00 . 0 00 . 0 00 . 0 00 . 4 40 . 4 4
Total Human Services 2.00 2.00 2.00 2.00 4.44 4.44
Operating Budget – Community Services
4-103
Community Services Position Listing (4 of 4)
2006 2007 2008 2008 2009 2009
Grade Title Actual Actual Adj Budget Actual Authorized Funded
Community Development Block Grants (CDBG)
A20 Housing Repair Coordinator 1.00 1.00 1.50 1.50 0.00 0.00
A 1 8 C D B G S p e c i a l i s t 1 . 0 01 . 0 01 . 0 01 . 0 00 . 5 60 . 5 6
A08 Housing Repair Technician 1.00 1.00 2.00 2.00 1.00 1.00
Total CDBG 3.00 3.00 4.50 4.50 1.56 1.56
Total Human Services Division 5.00 5.00 6.50 6.50 6.00 6.00
Library Division
Library Administration
M38 Library Director 1.00 1.00 1.00 1.00 1.00 1.00
M27 Assistant Library Director 0.00 1.00 1.00 1.00 1.00 1.00
A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00
Total Library Administration 2.00 3.00 3.00 3.00 3.00 3.00
Library Services
A22 Librarian 3.00 3.00 3.00 3.00 3.00 3.00
A17 Library Supervisor 2.00 2.00 2.00 2.00 2.00 2.00
TBD Outreach Librarian (LT) 0.00 0.00 0.00 0.00 1.00 1.00
A07 Library Technical Assistant 1.00 1.00 1.00 1.00 1.00 1.00
A 0 3 L i b r a r y A s s i s t a n t I 4 . 0 04 . 0 04 . 0 04 . 0 04 . 0 04 . 0 0
A09 Library Assistant II 1.00 1.00 1.00 1.00 1.00 1.00
Total Library Services 11.00 11.00 11.00 11.00 12.00 12.00
Total Library Division 13.00 14.00 14.00 14.00 15.00 15.00
Museum Division
M22 Museum Manager 0.00 1.00 1.00 1.00 1.00 1.00
N12 Museum Supervisor 1.00 0.00 0.00 0.00 0.00 0.00
Total Museum Division 1.00 1.00 1.00 1.00 1.00 1.00
Total Department Regular Staffing 102.00 106.00 114.50 114.50 115.00 113.00
Total Community Services Department 102.00 106.00 114.50 114.50 115.00 113.00
Community Services Unfunded Position Listing
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Budget
M28 Recreation Manager 0.00 0.00 0.00 0.00 1.00
A01 Custodian 0.00 0.00 0.00 0.00 1.00
Total Unfunded Positions 0.00 0.00 0.00 0.00 2.00
Grade Title
Operating Budget – Community Services
4-104
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H:\FINANCE\BUDGET\2009 Budget\2009 BUDGET DOC\00_Org Charts\H:\FINANCE\BUDGET\2009 Budget\2009 BUDGET DOC\00_Org Charts\
*Utility Systems Division funds pay for four (4) FTE's that work in the Finance Division
of the Finance & IS Department.
Public Works Department Organization
See Position Listing for additional details on department staffing.
ADMINISTRATOR
Gregg Zimmerman
Administrative
Support
MAINTENANCE
SERVICES
Street /
Solid Waste
Waste Water /
Surface Water
Water
Fleet
TRANSPORTATION
SYSTEMS
Operations
Design
Planning
Airport
*UTILITY
SYSTEMS
Water
Surface
Water
Waste Water /
Technical
Services
Solid
Waste
Operating Budget – Public Works
4-105
Public Works
Mission Statement
The Public Works Department manages and maintains Renton’s utility and transportation
systems in a skillful, professional, and caring manner so as to improve the lives of our residents
and business customers.
Description
The department develops, builds, and maintains streets and sidewalks; develops and maintains
water, wastewater, and surface water utility infrastructures; coordinates collection of garbage;
and operates the airport.
2006 2007 2008 2008 2009
Actual Actual Adj Budget Actual Budget
Operating Budget Summary $49,830,302 $52,475,567 $77,923,929 $74,282,655 $64,673,089
Position Summary 134.05 145.05 169.70 169.70 166.20
Development Services Division was transferred from Public Works to Community and Economic Development
Operating Budget – Public Works
4-106
Highlight of Budget Changes – General Governmental and Street Funds Only
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Reductions:
Position - Office Assistant II Public Works/Admin (0.50) (37,732)
Repairs and Maint. - Technical Services (6,000)
Engineering Plans and Services - Technical Services (5,000)
Intermittent Salaries and Wages - Technical Services (17,000)
Professional Survey Control Services - Technical Services (23,600)
Position - Civil Engineer III Trans/Design (1.00) (104,680)
Overtime - Transportation Design 15,000
Travel - Transportation Design 900
Position - Transportation Planner - Trans/Planning (1.00) (97,818)
Training - Trans/Planning (70)
Repairs and Maint. - Trans/Planning (6)
Memberships and Registrations - Trans/Planning (40)
Publications - Trans/Planning (12)
Consultant - Transportation Planning 3,927
Travel - Transportation Planning 286
CTR Transit Program - Transportation Planning 14,500
Temporary Pays and Benefits - Trans/Opr&Maint.(3,886)
Intermittent Salaries and Wages - Trans/Opr&Maint.(21,430)
Supplies - Trans/Opr&Maint.(36,427)
Small Tools and Minor Equipment - Trans/Opr&Maint.(30,747)
Repairs and Maint. - Trans/Opr&Maint.(20,000)
Supplies - Trans/Opr&Maint.15,000
Small Tools and Minor Equipment - Trans/Opr&Maint.15,000
Intermittent Salaries and Wages - Trans/Admin (884)
Supplies - Trans/Admin (475)
Small Tools and Minor Equipment - Trans/Admin (1,200)
Repairs and Maint. - Trans/Admin (715)
Position - Secretary I Maint. Svsc/Admin (0.50) (51,210)
Position - Maint. Services Worker III and Maint. Services
II/St (2.00) (157,819)
Total Budget Reductions (5.00) - (552,138)
Budget Additions:
Backhoe - Maint. Svsc/Street 1 90,000
Total Budget Additions 1- 90,000 -
Total Budget Changes 1 (5.00) 90,000 (552,138)
Operating Budget – Public Works
4-107
Highlight of Budget Changes – Utilities Only
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Reductions:
Utility Bill Processing - Utility Systems/Solid Waste (22,950)
Utility Bill Processing - Utility Systems/Water (19,125)
Miscellaneous Contractual Services - Utility
Systems/Water (21,200)
Repairs and Maintenance - Utility Systems/Water (6,936)
Supplies - Maintenance Systems/Water (10,261)
Repairs and Maintenance - Maintenance Systems/Water (10,000)
Equipment - Maintenance Systems/Water (22,100)
Correction of Maintenance Services Worker III Position -
Maintenance Services/Water (1.00) (80,284)
Utility Bill Processing - Utility Systems/Wastewater (19,125)
Repairs and Maintenance - Utility Systems/Wastewater (6,936)
Overtime - Utility Systems/Wastewater (4,700)
Professional Services - Utility Systems/Wastewater (31,300)
Equipment - Utility Systems/Wastewater (7,100)
Utility Bill Processing - Utility Systems/Surface Water (15,300)
Repairs and Maintenance - Utility Systems/Surface Water (6,936)
Professional Services - Utility Systems/Surface Water (35,055)
Travel - Utility Systems/Surface Water (539)
Miscellaneous - Utility Systems/Surface Water (918)
Total Budget Reductions (1.00) - (320,765)
Budget Additions:
Backhoe - Utility Maint/Water 1 90,000
NPDES IS Equipment - Utility Systems/Surface Water 15 , 1 5 9
NPDES Civil Engineer III - Utility Systems/Surface Water 1.00 102,285
10/12 Yard Truck - Utility Maint/Surface Water 1 150,000
Total Budget Additions 31 . 0 0 245,159 102,285
Total Budget Changes 3- 245,159 (218,480)
Expenditure Budget by Division – Public Works Department
2006 2007 2008 2008 2009 % Chg
Actual Actual Adj Budget Actual Budget 08/09
Administration 589,958 627,668 983,181 886,867 489,010 -50.3%
Maintenance Services 20,013,099 22,554,376 29,060,349 27,152,699 27,049,999 -6.9%
Transportation Systems 6,068,077 6,325,616 6,588,744 6,101,736 6,791,252 3.1%
Utility Systems 23,159,168 22,967,907 41,291,655 40,141,353 30,342,828 -26.5%
Operating Total 49,830,302 52,475,567 77,923,929 74,282,655 64,673,089 -17.0%
Operating Budget – Public Works
4-108
Expenditure Budget by Category – Public Works Department
2006 2007 2008 2008 2009 % Chg
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 7,815,022 8,375,802 10,325,805 9,261,468 10,670,244 3.3%
Part Time Salaries 293,086 230,689 301,107 204,380 289,877 -3.7%
Overtime 260,874 272,385 240,807 278,193 269,950 12.1%
Personnel Benefits 2,413,442 2,922,635 4,103,598 3,460,042 4,394,849 7.1%
Supplies 2,139,882 2,343,549 2,914,448 2,791,274 2,638,254 -9.5%
Other Services and Charges 21,256,105 23,334,096 22,901,244 22,767,912 26,963,848 17.7%
Intergovernmental Services 3,252,006 3,345,248 4,150,180 4,052,181 4,064,021 -2.1%
Capital Outlay 2,543,374 1,226,528 5,124,205 4,670,534 1,157,463 -77.4%
Debt Service 4,095,649 1,031,028 5,568,002 4,630,266 4,610,382 -17.2%
Interfund Payments 5,760,862 9,393,607 4,966,917 4,948,789 5,839,332 17.6%
Transfer Out 0 0 17,327,616 17,217,616 3,774,869 -78.2%
Operating Total 49,830,302 52,475,567 77,923,929 74,282,655 64,673,089 -17.0%
Staffing Levels by Division
2006 2007 2008 2008 2009 2009 % Chg
Actual Actual Adj Budget Actual Authorized Funded 08/09
Administration 3.75 4.25 4.00 4.00 4.00 3.50 -12.5%
Maintenance Services 65.00 71.00 88.00 88.00 85.50 83.00 -5.7%
Transportation Systems 35.50 40.50 41.00 41.00 39.00 37.00 -9.8%
Utility Systems 29.80 29.30 36.70 36.70 37.70 37.70 2.7%
Total Regular FTE 134.05 145.05 169.70 169.70 166.20 161.20 -5.0%
Temp/Intermit Salaries and Benefits $331,459 $266,482 $341,707 $233,035 $327,717 $327,717 -4.1%
Department by Fund / Department
The Public Works Department manages the following:
Operating Section:
000/015 General Fund Administration
000/017 General Fund Technical Services
003/016 Street Fund Transportation Systems
003/019 Street Fund Street Maintenance Services
402/016 Airport Operating Fund
403/018 Solid Waste Fund Solid Waste Systems
403/019 Solid Waste Fund Solid Waste Maintenance Services
405/018 Water Utility Utility System
405/019 Water Utility Utility Maintenance
406/018 Wastewater Utility Utility System
406/019 Wastewater Utility Utility Maintenance
407/018 Storm Water Utility Utility System
407/019 Storm Water Utility Utility Maintenance
Operating Budget – Public Works
4-109
Operating Section (continued):
416 King County Wastewater Treatment Fund
501 Equipment Repair and Replacement Fund
Non-Operating Section:
102 Arterial Streets Fund
305 Transportation Impact Mitigation Fund
317 Transportation Capital Improvement Project Fund
318 South Lake Washington Infrastructure Project Fund
422 Airport CIP Fund
425 Water Utility CIP Fund
426 Wastewater Utility CIP Fund
427 Surface Water Utility CIP Fund
461 WaterWorks Bond Reserve Fund
471 WaterWorks Rate Stabilization Fund
481 Water/Sewer Bonds
Operating Budget – Public Works
4-110
Administration Division
Mission Statement
Provide leadership, resources, and regional influence to enable the Department to meet its
responsibilities in a manner that is responsive to the needs of its customers and consistent with
the City Business Plan goals.
2008 Accomplishments
• Continued design and began outreach to businesses on the Rainier Avenue (South Grady
Way to South 2nd Street) Project.
• Completed design and began construction of Shattuck Avenue Storm Drainage Bypass
Project and railroad sacrificial beam.
• Completed construction of the Phase II SR-169 Project to improve access at the SR 169/
I-405 Interchange.
• Completed design and began construction on the Duvall Avenue / Coal Creek Parkway
Project.
• Completed construction of water main improvements for the Renton Highlands
Redevelopment Area (Sunset Boulevard Northeast, Harrington Avenue Northeast, and
Northeast 9th Street).
• Completed railroad crossing improvements along Houser Way in downtown Renton.
• Continuing construction of the new 4.2 million-gallon Hazen 565 Reservoir in the
Highlands.
• Completed the Airport Layout Plan and update to the Airport Master Plan.
• Began the provision of City services to residents within the Benson Hills Community
annexation area.
• Completed construction of the Gypsy Basin / Ripley Lane Storm System Improvement
Project in coordination with the Seahawks’ Headquarters and Training Facility Project
and WSDOT.
• Initiated the update of the Surface Water Utility’s Surface Water Management Plan for
adoption by Council in early 2008. Identified new program needs associated with
complying with the National Pollution Discharge Elimination System (NPDES) Phase II
Municipal Stormwater Permit for approval by Council.
• Coordinated with WSDOT during the second year of construction associated with the
Springbrook Creek Wetland and Habitat Mitigation Bank Project.
• Expanded the Clean Sweep Renton solid waste collection program to provide the service
into the annexation areas.
• Completed installation of the Sunset and Hoquiam Avenue and the Northeast 4th and
Hoquiam Avenue traffic signals.
• The City fleet’s first large Hybrid fuel vehicle – a boom truck – was delivered and placed
into service.
• Negotiated a new contract for solid waste services in Renton.
• Continued to install traffic and pedestrian safety improvements in school zones.
Operating Budget – Public Works
4-111
2009 Goals
• Continue design and acquire right-of-way for Rainier Avenue Project (South Grady Way
to South 2nd Street), which will enhance bus traffic along Rainier Avenue.
• Complete construction on Duvall Avenue / Coal Creek Parkway.
• Complete design and apply for BRAC grant for the May Creek Bridge replacement.
• Continue installation of advance traffic controllers at remaining signalized intersections;
upgrade a minimum of ten signalized intersections to light emitting diode (LED)
displays.
• Install a minimum of six uninterruptible power supply (UPS) systems at critical
intersections.
• Complete installation of school zone flashers at all locations; continue to partner with the
Renton School District to complete School Walking Routes for elementary schools.
• With the completion of the Airport Layout Plan and airport leasing policies, move
forward with leasing property at the Airport.
• Complete the development of a Renton Surface Water Design Manual to update
standards to be used to control runoff from new construction and redevelopment projects
to be equivalent with the Ecology 2005 Western Washington Stormwater Manual as
required to comply with NPDES Phase II Municipal Stormwater permit for Western
Washington.
• Participate in multi-department efforts to pursue the Mayor’s goal of improving the
appearance of Renton’s major transportation corridors.
• Continue to purchase hybrid vehicles for the City’s heavy equipment fleet.
• Implement new annual program to maintain deteriorating City sidewalks.
• Continue to provide superior customer services in Renton by maintaining the streets
Overall Condition Index rating of 80 or above, and by having 85 percent of the citizens
contacting the Maintenance Services Division to rate its services as satisfactory or better.
• Deleted Development Services Division – they are now in the newly formed Department
of Communities and Economic Development
Operating Budget – Public Works
4-112
Expenditure Budget by Category –Administration Division
2006 2007 2008 2008 2009 % Chg
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 275,689 286,878 328,975 296,943 302,616 -8.0%
Part Time Salaries 0 0 2,470 2,268 2,519 2.0%
Overtime 0 0 1,840 454 1,877 2.0%
Personnel Benefits 59,661 73,335 99,438 85,052 96,554 -2.9%
Supplies 3,156 4,813 3,406 3,874 3,200 -6.0%
Other Services and Charges 1,970 1,305 5,200 1,579 5,578 7.3%
Intergovernmental Services 0 0 0 0 0 N/A
Interfund Payments 249,482 261,337 541,852 496,697 76,666 -85.9%
T r a n s f e r O u t 00000 N / A
Operating Total 589,958 627,668 983,181 886,867 489,010 -50.3%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Administration Division
2006 2007 2008 2008 2009 2009 % Chg
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total Regular FTE 3.75 4.25 4.00 4.00 4.00 3.50 -12.5%
Temp/Intermit Salaries and Benefits $0 $0 $5,040 $2,465 $5,140 $5,140 2.0%
Operating Budget – Public Works
4-113
Maintenance Services Division
Mission Statement
Support the operating sections of the Public Works Maintenance Division:
• Provide planning, budgeting, goal setting, and management.
• Provide purchasing and inventory support.
• Establish effective liaison and project coordination.
• Perform administrative, customer service contact, and record systems management.
2008 Accomplishments
Street Maintenance
• The street Overall Condition Index (OCI) rating of 84 was maintained, resulting in a
lower number of paid claims.
Wastewater Maintenance
• The cost of pipe system and lift station preventative maintenance was within five percent
of the previous three-year average.
• City risk was minimized by maintaining the number of paid claims at five per year, at
34-inches of rain annually.
Water Maintenance
• Water quality met or exceeded federal and state regulatory requirements.
• Restored water service within four hours during emergency shut downs 98 percent of the
time.
• Drop-in meters were installed within five working days from the customer’s request
98 percent of the time.
• New water service meters were installed within three weeks from the customer request’s
98 percent of the time
• Responded to customer requests for service on water leaks within three working days
98 percent of the time.
Equipment Rental
• City vehicles and motorized equipment “uptime” was 90 percent.
• Unscheduled repairs were reduced by 10 percent.
• Maintenance cost was maintained at 25 percent below local private vendors.
2009 Goals
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 rights-of-way clean.
Operating Budget – Public Works
4-114
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.
Expenditure Budget by Category – Maintenance Services Division
2006 2007 2008 2008 2009 % Chg
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 3,335,381 3,632,117 4,939,431 4,169,820 4,803,261 -2.8%
Part Time Salaries 68,418 83,554 123,406 76,895 125,874 2.0%
Overtime 147,568 166,005 156,873 147,638 160,011 2.0%
Personnel Benefits 1,177,927 1,431,038 2,119,962 1,756,559 2,175,055 2.6%
Supplies 1,935,261 2,128,679 2,514,967 2,403,351 2,372,288 -5.7%
Other Services and Charges 11,530,791 12,852,711 11,672,655 11,560,441 12,666,356 8.5%
Intergovernmental Services 0 7,253 165,846 7,921 0 -100.0%
Capital Outlay 1,180,290 1,226,528 5,095,265 4,668,081 1,157,423 -77.3%
D e b t S e r v i c e 1 , 5 7 50000 N / A
Interfund Payments 635,888 1,026,491 2,257,121 2,347,170 3,259,731 44.4%
Transfer Out 0 0 14,823 14,823 330,000 2126.3%
Operating Total 20,013,099 22,554,376 29,060,349 27,152,699 27,049,999 -6.9%
Staffing Levels (Full-Time Equivalent Employees - FTE) – Maintenance Services Division
2006 2007 2008 2008 2009 2009 % Chg
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total Regular FTE 65.00 71.00 88.00 88.0 85.50 83.00 -5.7%
Temp/Intermit Salaries and Benefits $79,883 $96,969 $138,785 $88,957 $141,560 $141,560 2.0%
Operating Budget – Public Works
4-115
Transportation Systems Division
Mission Statement
To plan, design, construct, operate, and maintain the City’s transportation system to assure the
public health and safety of the general public in a skillful, professional, and caring manner, so as
to enhance the lives of its residents and business customers. The division aggressively pursues
mobility improvements that benefit Renton and the region consistent with the Six-Year
Business Plan.
2008 Accomplishments
Design
• Completed construction and payment for the railroad bridge removal and reconstruction
at Shattuck, Rainier, and Hardie Avenues.
• Completed construction of Phase II, SR-169 Project.
• Completed fourth year monitoring of the Oakesdale Phase II Wetlands.
• Completed design of the Shattuck Avenue Storm Drain Bypass Project.
• Completed the 2008 Overlay Program.
• Completed planned inspection, repairs, and maintenance scheduled for the 2008 Bridge
Program.
• Completed design of the 2008 Sidewalk Program and constructed Jones Avenue Phase.
• Completed cleanup and punch list on the South Lake Washington Roadway Improvement
Project.
• Completed preliminary engineering, environmental documentation, and 30 percent plans.
Began right-of-way acquisition process on the Rainier Avenue Project (South Grady Way
to South 2nd Street).
• Awarded contract and completed construction of the North Renton Fiber Optic Link.
• Completed construction on South 4th and Hoquiam Avenue Signal Project.
• Completed design and construction of the Northeast Sunset Way and Hoquiam Avenue
Northeast Signal Project.
• Completed new type, size, and location (TSL) Report on the May Creek Bridge
replacement.
• Awarded contract and began construction on Duvall Avenue / Coal Creek Parkway
Project.
• Completed design, awarded a contract, and completed construction on the Logan Avenue
Bike Lane Project.
• Completed design and began construction of the fill for railroad relocation stage of the
Phase IIa of Southwest 27th / Strander Boulevard Project.
• Completed Houser Way Railroad Panel Replacement Project.
• Completed Transportation section Standard Plans and Standard Street Cross-sections.
Operating Budget – Public Works
4-116
Operations and Maintenance
• Completed 6,000 work orders from internal and external (citizen and other agency)
customers.
• Completed installation of light emitting diode (LED) indications at 10 signalized
intersections.
• Installed 28 mobile radios, sirens, and VRMs in new Police Department vehicles;
installed 40 local government mobile radios.
• Installed uninterruptible power supply (UPS) at six major intersections.
• Completed traffic signal design for Northeast Sunset Boulevard at Hoquiam Avenue
Northeast and South 3rd Street at Shattuck Avenue.
• Installed traffic controller cabinet for new signal at Benson Road South (108th Avenue
Southeast) and Southeast 168th Street in cooperation with King County.
• Installed eight new traffic controller cabinets and connected signal back to the Traffic
Management Center for remote control in The Landing on Logan Avenue, North Park
Avenue and Garden Avenue North at North 6th, North 8th and North 10th Streets.
• Installed School Zone Flashing Beacons for Cascade and Benson Hill Elementary
Schools, additional flashers for Renton High School and McKnight Middle School to
support school speed zone photo enforcement.
• Replaced 10,000 plus feet of stolen street lighting copper wire from underground
conduits.
• Completed Signal Safety Monitor Upgrade Program.
• Completed 15 major P.M. projects.
• Installed 134 miles of painted pavement markings.
• Installed 1,500 new or replacement signs through regular maintenance or work orders.
• Performed scheduled maintenance to replace faded, damaged, and missing street signs,
and renew pavement markings.
• Installed 20,000 Raised Pavement Markers (RPMs).
• Maintained and updated traffic signal model (SYNCHRO) control systems within the
Traffic Management Center.
Planning and Programming
• Provided project coordination and financial oversight of 42 projects and programs within
the 2008-2013 TIP, and provided the planning and programming for the 2009-2014 TIP.
• Provided internal and external coordination on proposed WSDOT I-405 improvements in
Renton (those 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), King
County Metro (transit services), King County Road Services, and other regional agencies
to secure funding for the Rainier Avenue corridor, Duvall Avenue, and Southwest 27th
Street.
• Completed three grant applications for Safe Routes to School, two Pedestrian and Bicycle
Safety grant applications and two Transportation Improvement Board applications.
Operating Budget – Public Works
4-117
• Partnered with the Parks Division to complete the Renton Trails Bicycle Master Plan.
• Completed comprehensive update of the City of Renton’s Comprehensive Walkway Plan.
• Reviewed and provided comments on development review, traffic impact studies, and
annexation review.
• Developed two WSDOT-funded (I-405 construction traffic mitigation funds) residential-
based alternate mode promotions (In Motion) in central Renton and the Renton Highlands
(pending) with project co-managers: King County Metro and Hope Link staff.
• Competed for transit partnership funds from King County Metro “Transit Now” Program
resulting in a three-way partnership (Renton/Kent/King County Metro) to enhance
services on the Kent-to-Renton Route 153 (starting in Sept. 2008) and for future Renton
circulator Route 110 enhancements (to begin in 2010). Both enhancements will bring all
day transit service to routes currently only serving morning and afternoon commuters.
• Coordinated installation of additional commuters’ bike lockers at Downtown Renton
Transit Center and Highlands Park and Ride (funded by WSDOT I-405 construction
traffic mitigation).
• Continued to partner with Renton School District to complete School Walking Routes.
• Received a grant from Washington State Utilities and B&O tax credit to offset rising
costs of the commuter benefit program provided to regular employees on the City of
Renton payroll.
• Installed six bicycle racks in Downtown Renton along South Third Street between
Burnett and Main (funded by WSDOT Trip Performance Program grant).
• PSRC and WSDOT CTR Board approved draft City of Renton CTR Plan (state mandated
planning activity; planned to be adopted formally by ordinance in late 2008).
• City of Renton (as an employer) was recognized as a “Pacesetter” by the Commuter
Challenge organization and Enterprise Seattle (received the Diamond Award the prior
year).
• During the Bike to Work month (May 2008) the City of Renton fielded two teams (19
registered riders) generating 133 bicycle commute trips (2,508.1 bicycle commute miles)
competing for prizes.
• Obtained roughly $44,000 in state CTR funds to administer and implement the Renton
(citywide) CTR Program to affected employers for 2008-2009.
• Enhanced presence for Transportation projects and programs on the web, including:
Duvall Avenue Northeast Project; Houser Way Railroad Track Replacement; Rainier,
Hardie, and Shattuck Railroad Bridge projects; and more than 40 web pages related to the
Six-Year Transportation Improvement Program (TIP) and a current projects map and web
page.
• Coordinated with I-405 public outreach team to establish a communications strategy.
Operating Budget – Public Works
4-118
Airport
• Completed two tenant leases and several lease addendums, which increased the lease
rates.
• Resolved two federal complaints against the City of Renton.
• Completed the engineering and design work for the Runway 15/33 Rehabilitation Paving
Project.
• Completed the Airport Layout Plan Update to the Master Plan.
• Completed the engineering and design work needed to demolish the 820 Building.
2009 Goals
Design
• Complete construction of Shattuck Avenue Storm Drain Bypass Project and railroad
undercrossing and approaches along with the railroad sacrificial beams.
• Complete construction on Duvall Avenue / Coal Creek Parkway.
• Complete construction documents and acquisition of right-of-way on the Rainier Avenue
Project (South Grady Way to South 2nd Street).
• Complete design and construct the 2009 Overlay Program.
• Complete construction of the 2009 Sidewalk Program.
• Perform budgeted inspection, repairs, and maintenance of the 2009 Bridge Program.
• Complete fifth year of monitoring and maintenance of Oakesdale Phase II Wetlands and
eighth year on Phase I.
• Complete final design of Phase IIa of Southwest 27th Street / Strander Boulevard.
• Complete design, bid award, and begin construction of the railroad.
Operations and Maintenance
• Install new traffic signals at the intersection of Northeast Sunset Boulevard at Hoquiam
Avenue Northeast and South 3rd Street at Shattuck Avenue.
• Continue installation of advance traffic controllers at remaining signalized intersections
for ACTRA control from the Traffic Management Center.
• Upgrade a minimum of ten signalized intersections to light emitting diode (LED)
displays.
• Install a minimum of six uninterruptible power supply (UPS) systems at critical
intersections.
• Continue efforts on the Graffiti Abatement Program.
• Complete installation of school zone flashers at all locations.
• Upgrade Hardie Avenue Southwest and Sunset Boulevard Southwest traffic and
pedestrian signal heads and pedestrian crossings and ramps to ADA standards.
• Negotiate Transit Signal Priority Maintenance and Operations Agreement with King
County.
• Provide video images from 15 signalized intersections back to the Traffic Management
Center.
Operating Budget – Public Works
4-119
Planning and Programming
• Continue to provide project coordination and financial oversight of 40 projects and
programs within the 2009-2014 TIP and provide the planning and programming for the
2010-2015 TIP.
• Actively participate in regional forums (SCATBd, ETP, Sound Transit, RTID, WSDOT)
and other discussions on transportation funding packages to ensure Renton’s interests are
presented and achieved.
• Identify needed transportation improvements within the newly annexed Benson Hill area
and incorporate into the Six-Year TIP.
• Assist the Design Section in major project communications and public outreach including
project web page development.
• Pursue additional funding for Southwest 27th / Strander Boulevard, Rainier Avenue
Corridor, Northeast 3rd/4th Streets, sidewalk and bike projects.
• Work with the Department of Community and Economic Development to review and
potentially revise Renton’s Transportation Mitigation Fees.
• Complete funding partnerships (Route 110 – Downtown Circulator) with King County
Metro for additional transit service (Transit Now).
• Continue to partner with the Renton School District to complete School Walking Routes
for elementary schools.
• Review and provide comments on development review, traffic impact studies, and
annexation review.
Airport
• Lease out the site occupied by the 820 Building.
• Construct the Runway 15/33 Rehabilitation Project.
• Secure funding to dredge the area around the seaplane base.
• Maintain zero claims of foreign object damage and bird strikes on aircraft.
• Continue to catch up on backlogged maintenance.
Expenditure Budget by Category – Transportation Systems Division
2006 2007 2008 2008 2009 % Chg
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 2,192,978 2,378,644 2,689,481 2,597,643 2,756,434 2.5%
Part Time Salaries 182,627 115,703 111,921 114,762 93,212 -16.7%
Overtime 89,611 95,529 63,733 115,105 80,008 25.5%
Personnel Benefits 656,037 788,610 1,015,017 921,389 1,031,543 1.6%
Supplies 174,462 204,559 354,575 357,708 220,818 -37.7%
Other Services and Charges 1,165,122 1,437,319 1,470,077 1,242,818 1,423,543 -3.2%
Intergovernmental Services 149 139 0 135 0 N/A
Capital Outlay 1,363,084 0 0 0 0 N/A
Interfund Payments 244,007 1,305,113 633,940 612,176 797,273 25.8%
Transfer Out 0 0 250,000 140,000 388,421 55.4%
Operating Total 6,068,077 6,325,616 6,588,744 6,101,736 6,791,252 3.1%
Operating Budget – Public Works
4-120
Staffing Levels (Full-Time Equivalent Employees - FTE) – Transportation Systems Division
2006 2007 2008 2008 2009 2009 % Chg
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total Regular FTE 35.50 40.50 41.00 41.00 39.00 37.00 -9.8%
Temp/Intermit Salaries and Benefits $203,911 $133,279 $128,767 $129,849 $105,141 $105,141 -18.3%
Operating Budget – Public Works
4-121
Utility Systems Division
Mission Statement
Manage the planning, engineering, construction, and database functions for the City’s solid
waste, water, wastewater, surface water, and mapping systems in a manner that ensures public
health and safety, meets all regulatory requirements, protects environmental resources, is
financially sound, and supports the City’s Business Plan Goals.
2008 Accomplishments
Water Utility Engineering
• Complete construction of the Hazen 565-Zone 1.2 million gallon reservoir.
• Complete construction of water main improvements for Renton Highlands
Redevelopment Area.
• Complete construction of water main improvements in Duvall Avenue Northeast and
Northeast 8th Street.
• Complete construction of relocation of water mains for I-405 Stage 1 Project by
WSDOT.
• Complete feasibility study for purchase of equipment and software for Automatic Meter
Reading and Meter Data Management systems.
• Complete telemetry upgrades for Well 9.
• Complete recoat of Mt. Olivet and South Talbot Hill reservoirs.
• Complete design for replacement of electrical transformers for Mt. Olivet and Well 8
pump stations.
• Completed Maplewood wellfield study.
• Continue implementation of Aquifer Protection Program, Water Conservation Education,
and Cross-Connection Control Program.
• Complete Water Use Efficiency Plan and implemented WashWise Rebate Program.
• Maintain “Green Permit” status by Department of Health by performing all required
water quality monitoring, testing and reporting on schedule.
• Continue design and construction coordination with the City’s Transportation Division
and with WSDOT for utilities improvements for Stage 2 of the I-405 improvements
project.
• Provide technical assistance to the Transportation Division for construction of the water
improvements associated with roadway improvements projects.
Surface Water Utility Engineering
Completed the design and construction of planned Surface Water Utility Capital Investment
Program projects including:
• Completed construction of the Northeast 26th Street and Park Place North Storm System
Improvements Project.
• Completed the Cedar River Section 205 Flood Hazard Reduction Project required
monitoring and construction of the annual Landsburg Gravel Supplementation Mitigation
Project.
Operating Budget – Public Works
4-122
• Completed permitting and Army Corps of Engineers real estate certification approval for
the Spawning Channel Replacement Project.
• Completed the design, permitting, and construction of the Maplewood Creek Sediment
Basin Maintenance Project funded partially by FEMA flood disaster funds.
• Completed final design, permitting and construction of the Dayton Avenue Northeast and
Northeast 22nd Street Storm System Improvement Project.
• Completed the design, permitting and construction of the Gypsy Sub-Basin / Ripley Lane
Storm System Improvement Project in coordination with the Seahawks’ Headquarters
and Training Facility Project and WSDOT.
• Completed the design permitting and construction of the Carr Road-Panther Creek
Culvert Emergency Repair Project.
• Conducted the annual Talbot Hill area Mosquito Abatement Program and program to
control mosquito larva in City storm water facilities in response to the West Nile Virus.
• Coordinated with WSDOT during the second year of construction associated with the
Springbrook Creek Wetland and Habitat Mitigation Bank Project.
• Updated and published new Storm System Inventory books.
• Provided technical assistance to the Transportation Systems Division for construction of
the storm water improvements associated with the Duvall Avenue Northeast Widening
TIP, the Rainier Avenue South TIP, the Shattuck Ave S TIP/Storm System Improvement
Project, and the I-405 Improvements Project.
Wastewater Utility Engineering
• Completed construction for the Central Plateau Interceptor Phase II, Duvall Interceptor,
Earlington Sewer Extension, Baxter Lift Station Rehabilitation, and the 2008
Miscellaneous Sewer Repairs.
• Began construction of White Fence Ranch Sewer Extension.
• Completed design for the Denny’s Lift Station Replacement Project.
• Completed 2008 update to the Long Range Wastewater Management Plan.
• Continued development of geodatabase for sanitary sewer data as part of the conversion
of the sewer model from DHI Mouse to DHI Mike Urban.
Technical Services
• Continued the implementation of the City’s parcel base in a relational database
management system.
• Updated the City’s digital aerial orthophotography and contour data with new building
footprints and impervious areas.
• Translated additional map data set drawing files to the new database format.
• Continued to update the Survey Control Network.
Solid Waste
• Increased residential knowledge of natural lawn care, including integrated pest
management strategies through two workshops targeted at homeowners.
• Diverted over 59 percent of recyclable residential waste and 10 percent of recyclable
multi-family waste from the landfill.
• Provided 44 Household Hazardous Waste Reduction workshops to elementary school age
children.
Operating Budget – Public Works
4-123
• Enhanced the quality of Renton’s neighborhoods through the implementation of Clean
Sweep Renton, collecting over 500 tons of material through the one-day curbside
cleanup.
• Increased the diversion of recyclables and compostable material through the
implementation of the Sustainable Solid Waste Collection Pilot.
2009 Goals
Water Utility Engineering
• Start first phase of conversion of existing water meters to an Automatic Meter Reading
and Meter Data Management systems.
• Complete design and construction of annual water main replacement program.
• Complete construction of the replacement of electrical transformers for Mt. Olivet and
Well 8 pump stations.
• Complete installation of security Cyberlocks at all water facilities.
• Complete construction of West Hill Pressure Reducing Station.
• Develop water shortage response plan and update water system emergency response plan.
• Continue implementation of Aquifer Protection Program, Water Conservation Education
and Cross-Connection Control Program.
• Continue implementation of Water Use Efficiency Plan and WashWise Rebate Program.
• Continue maintaining “Green Operating Permit” status by Department of Health.
• Continue design and construction coordination with the City’s Transportation Division
and with WSDOT for utilities improvements for Stage 2 of the I-405 improvements
project.
• Provide technical assistance to the Transportation Systems Division for construction of
the water improvements associated with roadway improvements projects.
• Complete franchise agreements with Water District #90 and Soos Creek Water District
and continue monitoring of franchise terms with Olympic Pipeline Company, Seattle
Public Utilities, and with various telecommunication companies’ leases of City’s water
facilities.
Surface Water Utility Engineering
Complete the following planned Capital Improvement Program projects:
• Complete the development of the Surface Water Utility Master Plan to define future
program and resources needed to deliver services, meet regulatory requirements and
future CIP program needs for adoption by Council.
• Complete the final design, permitting, and construction of the Shattuck Avenue South
Storm Drain Bypass Project in coordination with the Transportation Systems Division’s
Rainier Avenue South TIP.
• Complete the construction of the Duvall Avenue Northeast and Union Avenue Northeast
projects as part of the Small Drainage Problems Program.
• Complete the design and permitting and construction of the Lake Avenue South / Rainier
Avenue South Storm System Replacement Project.
Operating Budget – Public Works
4-124
• Complete the design, permitting and construction of the Elliot Spawning Channel Repair
Project that is partially funded by FEMA funds from the 2006 flood disaster.
• Complete the design, permitting, and construction of the Upper Springbrook Creek
Habitat Enhancement Project in coordination with the Army Corps of Engineers as part
of the Green River Ecosystem Restoration Project.
• Coordinate with WSDOT during the start of the 10-year monitoring and site management
period following the completion of the second year of construction associated with the
Springbrook Creek Wetland and Habitat Mitigation Bank Project.
• Conduct the annual Landsburg Gravel Supplementation Project and other required
mitigation monitoring for the Cedar River Section 205 Flood Hazard Reduction Project.
• Implement the new program elements to comply with the National Pollutant Discharge
Elimination System (NPDES) Phase II Municipal Stormwater Permit for Western
Washington requirements.
• Completed the construction of the Spawning Channel Replacement Project in cooperation
with the U.S. Army Corps of Engineers, if sufficient federal funding is secured for the
project construction.
• Complete the development of a Renton Storm Water Design Manual to update design
standards to control runoff from new construction and redevelopment projects that are
equivalent to the Ecology 2005 Western Washington Stormwater Manual as required to
comply with NPDES Phase II Municipal Stormwater Permit for Western Washington.
• Provide technical assistance to the Transportation Systems Division for construction of
the storm water improvements associated design and permitting for the
Southwest 27th Street / Strander Boulevard TIP, the Rainier Avenue South TIP and the
construction of the Duvall Avenue Northeast Widening TIP.
• Provide technical assistance to WSDOT on its I-405 improvement projects.
Wastewater Utility Engineering
• Complete construction of the following planned Capital Improvement Program projects:
Denny’s Lift Station Replacement, and White Fence Ranch Sewer Extension.
• Begin design for the Renton Hill Sewer Replacement, the Earlington Sewer Replacement,
Westview Lift Station Rehabilitation, and East Renton Lift Station Elimination.
• Complete design and begin construction for the Summerwind / Stonegate Lift Station
Capacity Improvements, and the Heather Downs Capacity Improvements.
• Complete conversion of sewer data into geodatabase and conversion of the sewer model
from DHI Mouse to DHI Mike Urban.
Technical Services
• Continue to work with the Strategic IS Plan to develop a GIS element.
• Implement data resource through King County TNET.
• Maintain databases, CAD, and GIS software.
• Provide timely reviews of legal descriptions and development applications.
• Process property acquisitions.
Operating Budget – Public Works
4-125
Solid Waste Utility
• Provide four Natural Yard Care workshops and target 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.
• Implement the Sustainable Solid Waste Collection Contract for residential and
commercial services.
• Implement a residential reuse event and two special recycling events to increase diversion
of materials from the landfill.
Expenditure Budget by Category – Utility Systems
2006 2007 2008 2008 2009 % Chg
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 2,010,974 2,078,163 2,367,918 2,197,062 2,807,933 18.6%
Part Time Salaries 42,041 31,432 63,310 10,455 68,272 7.8%
Overtime 23,695 10,851 18,361 14,996 28,054 52.8%
Personnel Benefits 519,817 629,652 869,181 697,042 1,091,697 25.6%
Supplies 27,003 5,498 41,500 26,341 41,948 1.1%
Other Services and Charges 8,558,222 9,042,761 9,753,312 9,963,074 12,868,371 31.9%
Intergovernmental Services 3,251,857 3,337,856 3,984,334 4,044,125 4,064,021 2.0%
Capital Outlay 0 0 28,940 2,453 40 -99.9%
Debt Service 4,094,074 1,031,028 5,568,002 4,630,266 4,610,382 -17.2%
Interfund Payments 4,631,485 6,800,666 1,534,004 1,492,746 1,705,662 11.2%
Transfer Out 0 0 17,062,793 17,062,793 3,056,448 -82.1%
Operating Total 23,159,168 22,967,907 41,291,655 40,141,353 30,342,828 -26.5%
Staffing Levels (Full-Time Equivalent Employees – FTE) – Utility Systems
2006 2007 2008 2008 2009 2009 % Chg
Actual Actual Adj Budget Actual Authorized Funded 08/09
Total Regular FTE 29.80 29.30 36.70 36.70 37.70 37.70 2.7%
Temp/Intermit Salaries and Benefits $47,665 $36,234 $69,115 $11,764 $75,876 $75,876 9.8%
Operating Budget – Public Works
4-126
Public Works Vehicle Replacements
Department
Vehicle
Replaced Equipment Type
Budgeted
Amount
Police Admin (02)A403 FORD TAURUS 27,000
A414 FORD TAURUS 27,000
Police Traffic (07)A429 Ford Crown Victoria 35,000
Police Patrol (08)A430 Ford Crown Victoria 35,000
A431 Ford Crown Victoria 35,000
A432 Ford Crown Victoria 35,000
A433 Ford Crown Victoria 35,000
A434 Ford Crown Victoria 35,000
A439 Toyota Prius 35,000
Building Inspect/Permits (14)B085 Jeep Cherokee 29,000
Parks (2)C186 GMC Sonoma Pickup 35,000
Plan/Build Inspect/Permits (15)B081 Jeep Cherokee 29,000
Storm Drainage Utility Maint (26)E091 Case Backhoe 135,000
Water Utility Maint (27)B105 Chev Astro Cargo Van 31,000
D089 Ford F550 65,000
623,000
2009 Equipment / Vehicle Additions
Department Equipment Type
Budgeted
Amount
Street Maintenance (25) Backhoe 90,000
Water Utility Maintenance (27) Backhoe 90,000
Surface Water Utility Maintenance (26) 10/12 Yard Truck 150,000
Parks Maintenance (33) Toro Groundsmaster 4000 65,000
Parks Maintenance (33) Tennant Sweeper 6500 25,000
Community Resources & Events (32) Special Events Trailer 20,000
440,000
Operating Budget – Public Works
4-127
Public Works Position Listing (1 of 6)
2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
Public Works Administration
M49 Public Works Administrator 1.00 1.00 1.00 1.00 1.00 1.00
M24 Principal Finance and Admin Analyst 0.75 0.75 1.00 1.00 1.00 1.00
N14 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00
N11 Administrative Secretary II 1.00 0.00 0.00 0.00 0.00 0.00
A05 Office Assistant III 0.50 0.50 0.50 0.50 0.50 0.50
A03 Office Assistant II 0.50 1.00 0.50 0.50 0.50 0.00
Total Administration Division 3.75 4.25 4.00 4.00 4.00 3.50
Transportation Systems Division
Administration
M45 Deputy PW Admin-Transportation 0.00 1.00 1.00 1.00 1.00 1.00
M38 Transportation Systems Director 1.00 0.00 0.00 0.00 0.00 0.00
A09 Administrative Secretary I 1.00 1.00 1.00 1.00 1.00 1.00
A07 Secretary II 0.00 1.00 1.00 1.00 1.00 1.00
A05 Secretary I 1.00 0.00 0.00 0.00 0.00 0.00
Total Administration 3.00 3.00 3.00 3.00 3.00 3.00
Transportation Planning
M33 Transportation Planning Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A29 Program Development Coordinator II 1.00 1.00 1.00 1.00 1.00 1.00
A28 Civil Engineer III 0.00 1.50 1.50 1.50 1.50 1.50
A27 Civil Engineer III (1.5 Limited Term) 1.50 1.00 0.00 0.00 0.00 0.00
A25 Civil Engineer II 0.00 2.00 1.00 1.00 1.00 1.00
A24 Transportation Planner 1.00 1.00 2.00 2.00 2.00 1.00
A21 Civil Engineer I 0.00 1.00 0.00 0.00 0.00 0.00
A19 Civil Engineer I 1.00 0.00 0.00 0.00 0.00 0.00
Total Transportation Planning 5.50 8.50 6.50 6.50 6.50 5.50
Transportation Design
M33 Transportation Design Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A32 Principal Civil Engineer - Transp 0.00 1.00 1.00 1.00 1.00 1.00
A28 Civil Engineer III 0.00 3.00 3.00 3.00 3.00 2.00
A27 Transportation Design Engineer 0.00 0.00 1.00 1.00 0.00 0.00
A27 Civil Engineer III 4.00 0.00 0.00 0.00 0.00 0.00
A23 Engineering Specialist III 1.00 1.00 1.00 1.00 1.00 1.00
A21 Civil Engineer I 0.00 2.00 0.00 0.00 0.00 0.00
Total Transportation Design 6.00 8.00 7.00 7.00 6.00 5.00
Grade Title
Operating Budget – Public Works
4-128
Public Works Position Listing (2 of 6)
2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
Transportation Operations /Maintenance
M33 Transportation Operations Manager 1.00 1.00 1.00 1.00 1.00 1.00
M27 Transportation Maint Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A28 Civil Engineer III 0.00 1.50 1.50 1.50 1.50 1.50
A27 Civil Engineer III 1.50 0.00 0.00 0.00 0.00 0.00
A23 Engineering Specialist III 2.00 2.00 2.00 2.00 2.00 2.00
A21 Signal/Electronics Sys Tech III 0.00 0.00 1.00 1.00 0.00 0.00
A21 Signal/Electronics Sys Tech II 4.00 4.00 6.00 6.00 6.00 6.00
A17 Signal/Electronics Sys Tech I 1.00 1.00 0.00 0.00 0.00 0.00
A17 Traffic Sign and Paint Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A13 Signal/Electronics System Assistant II 1.00 1.00 1.00 1.00 1.00 1.00
A12 Traffic Maintenance Worker II 3.00 3.00 4.00 4.00 4.00 4.00
A05 Office Assistant III 0.50 0.50 1.00 1.00 1.00 1.00
Total Transportation Operations/Maintenance 16.00 16.00 19.50 19.50 18.50 18.50
Airport
M32 Airport Manager 1.00 1.00 1.00 1.00 1.00 1.00
A23 Assistant Airport Manager 0.00 1.00 1.00 1.00 1.00 1.00
A23 Airport Operations Specialist 1.00 0.00 0.00 0.00 0.00 0.00
A11 Airport Maintenance Worker 2.00 2.00 2.00 2.00 2.00 2.00
A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00
Total Airport 5.00 5.00 5.00 5.00 5.00 5.00
Total Transportation Systems Division 35.50 40.50 41.00 41.00 39.00 37.00
Utility Systems Division
Administration
M38 Utility Systems Director 1.00 1.00 1.00 1.00 0.00 0.00
A09 Admin Secretary I 1.00 1.00 1.00 1.00 0.00 0.00
A07 Secretary II 1.00 1.00 1.00 1.00 0.00 0.00
A03 Office Assistant II 0.50 0.50 0.50 0.50 0.00 0.00
A19 Accounting Supervisor 1.00 1.00 1.00 1.00 0.00 0.00
A09 Accounting Assistant IV 3.00 3.00 3.00 3.00 0.00 0.00
Total Utility Systems Administration 7.50 7.50 7.50 7.50 0.00 0.00
Water Utility Systems
M38 Utility Systems Director 0.00 0.00 0.00 0.00 0.25 0.25
M33 Utility Engr Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A32 Utility GIS/ Engineer 0.00 1.00 1.00 1.00 1.00 1.00
A31 Utility GIS/ Engineer 1.00 0.00 0.00 0.00 0.00 0.00
Grade Title
Operating Budget – Public Works
4-129
Public Works Position Listing (3 of 6)
2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
A28 Civil Engineer III 0.00 1.00 1.00 1.00 1.00 1.00
A27 Civil Engineer III 1.00 0.00 0.00 0.00 0.00 0.00
A25 Civil Engineer II 0.00 1.00 1.00 1.00 1.00 1.00
A23 Civil Engineer II 1.00 0.00 0.00 0.00 0.00 0.00
A23 Engineering Specialist III 0.50 1.50 1.50 1.50 1.50 1.50
A19 Accounting Supervisor 0.00 0.00 0.00 0.00 0.20 0.20
A19 Engineering Specialist II 2.00 1.00 1.00 1.00 1.00 1.00
A13 Program Specialist 0.50 0.50 0.50 0.50 0.50 0.50
A09 Accounting Assistant IV 0.00 0.00 0.00 0.00 0.60 0.60
A09 Admin Secretary I 0.00 0.00 0.00 0.00 0.25 0.25
A07 Secretary II 0.00 0.00 0.00 0.00 0.25 0.25
A03 Office Assistant II 0.00 0.00 0.00 0.00 0.14 0.14
Total Water Utility Systems 7.00 7.00 7.00 7.00 8.69 8.69
Wastewater Utility Sys and Tech Svcs
M38 Utility Systems Director 0.00 0.00 0.00 0.00 0.25 0.25
M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A29 Mapping Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A28 Civil Engineer III 0.00 2.00 2.00 2.00 2.00 2.00
A27 Civil Engineer III 2.00 0.00 0.00 0.00 0.00 0.00
A23 Property Services Agent 0.00 2.00 2.00 2.00 2.00 2.00
A23 Engineering Specialist III 3.50 1.50 3.50 3.50 3.50 3.50
A19 Accounting Supervisor 0.00 0.00 0.00 0.00 0.20 0.20
A19 Engineering Specialist II 0.00 0.00 1.00 1.00 1.00 1.00
A19 Engineering Specialist II (1.0 Limited Term) 1.00 0.00 0.00 0.00 0.00 0.00
A09 Accounting Assistant IV 0.00 0.00 0.00 0.00 0.60 0.60
A09 Admin Secretary I 0.00 0.00 0.00 0.00 0.25 0.25
A07 Secretary II 0.00 0.00 0.00 0.00 0.25 0.25
A03 Office Assistant II 0.00 0.00 0.00 0.00 0.12 0.12
Total Wastewater Utility Sys and Tech Svcs 8.50 7.50 10.50 10.50 12.17 12.17
Surface Water Utility Systems
M38 Utility Systems Director 0.00 0.00 0.00 0.00 0.25 0.25
M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A28 Civil Engineer III 0.00 3.00 3.00 3.00 4.00 4.00
A27 Civil Engineer III 3.00 0.00 1.00 0.00 0.00 0.00
A25 Civil Engineer II 0.00 1.00 1.00 3.00 3.00 3.00
A23 Civil Engineer II 1.00 0.00 1.00 0.00 0.00 0.00
A23 Engineering Specialist III 0.00 0.00 1.00 1.00 1.00 1.00
Grade Title
Operating Budget – Public Works
4-130
Public Works Position Listing (4 of 6)
2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
A21 Civil Engineer I 0.00 0.00 0.00 1.00 1.00 1.00
A19 Accounting Supervisor 0.00 0.00 0.00 0.00 0.30 0.30
A19 Engineering Specialist II 0.30 0.30 1.70 0.70 0.70 0.70
A09 Accounting Assistant IV 0.00 0.00 0.00 0.00 0.90 0.90
A09 Admin Secretary I 0.00 0.00 0.00 0.00 0.25 0.25
A07 Secretary II 0.00 0.00 0.00 0.00 0.25 0.25
A03 Office Assistant II 0.00 0.00 0.00 0.00 0.12 0.12
Total Surface Water Utility Systems 5.30 5.30 9.70 9.70 12.77 12.77
Solid Waste Utility Systems
M38 Utility Systems Director 0.00 0.00 0.00 0.00 0.25 0.25
A09 Admin Secretary I 0.00 0.00 0.00 0.00 0.25 0.25
A07 Secretary II 0.00 0.00 0.00 0.00 0.25 0.25
A03 Office Assistant II 0.00 0.00 0.00 0.00 0.12 0.12
A19 Accounting Supervisor 0.00 0.00 0.00 0.00 0.30 0.30
A09 Accounting Assistant IV 0.00 0.00 0.00 0.00 0.90 0.90
M25 Solid Waste Coordinator 1.00 1.00 1.00 1.00 1.00 1.00
A13 Program Specialist 0.50 1.00 1.00 1.00 1.00 1.00
Total Solid Waste Utility Systems 1.50 2.00 2.00 2.00 4.07 4.07
Total Utility Systems Division 29.80 29.30 36.70 36.70 37.70 37.70
Maintenance Services Division
Maintenance Administration
M38 Maintenance Services Director 1.00 1.00 1.00 1.00 1.00 1.00
M28 Waste Water/Special Operations Manager 0.00 0.00 0.00 0.45 0.45 0.45
M26 Waste Water/Special Operations Manager 0.50 0.45 0.45 0.00 0.00 0.00
A23 Pavement Mgmt Technician 0.00 1.00 1.00 1.00 1.00 1.00
A17 Maintenance Buyer 1.00 1.00 1.00 1.00 1.00 1.00
A17 Pavement Mgmt Technician 1.00 0.00 0.00 0.00 0.00 0.00
A08 Purchasing Assistant 0.00 1.00 1.00 1.00 1.00 1.00
A07 Purchasing Assistant 1.00 0.00 0.00 0.00 0.00 0.00
A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00
A05 Secretary I 0.00 0.00 1.00 1.00 0.50 0.00
A05 Office Assistant III 1.00 1.00 1.00 1.00 1.00 1.00
Total Maintenance Administration 6.50 6.45 7.45 7.45 6.95 6.45
Streets/Solid Waste Maintenance Services
M28 Street Maintenance Manager 0.00 0.00 1.00 1.00 1.00 1.00
A23 Street Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A16 Lead Maint Services Worker 2.00 2.00 2.00 2.00 2.00 2.00
Grade Title
Operating Budget – Public Works
4-131
Public Works Position Listing (5 of 6)
2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
A12 Maint Services Worker III/Street 8.00 11.00 9.00 9.00 9.00 8.00
A08 Maint Services Worker II/Street 4.00 4.00 7.00 7.00 7.00 6.00
A04 Maint Services Worker I/Street 0.00 0.00 1.00 1.00 1.00 1.00
A04 Solid Waste Mtc Worker 1.00 1.00 2.00 2.00 2.00 2.00
A08 Utility Locator 0.00 0.00 0.10 0.10 0.10 0.10
Total Streets/Solid Waste Maintenance Service 16.00 19.00 23.10 23.10 23.10 21.10
Wastewater Maintenance Services
M28 Waste Water/Special Operations Manager 0.00 0.00 0.00 0.25 0.25 0.25
M26 Waste Water/Special Operations Manager 0.20 0.25 0.25 0.00 0.00 0.00
A23 Wastewater Maint Supr (Waste/Surface Water) 0.50 0.50 0.50 0.50 0.50 0.50
A15 Life Station Technician 0.00 2.00 2.00 2.00 2.00 2.00
A14 Lift Station Technician 2.00 0.00 0.00 0.00 0.00 0.00
A12 Maintenance Svc Wkr III (Waste/Surface Water) 4.00 3.00 5.00 5.00 5.00 5.00
A08 Maintenance Svc Wkr II (Waste/Surface Water) 0.00 0.00 0.00 0.00 0.00 0.00
A08 Utility Locator 0.00 0.00 0.20 0.20 0.20 0.20
Surface Water Maintenance Services
M28 Waste Water/Special Operations Manager 0.00 0.00 0.00 0.20 0.20 0.20
M26 Waste Water/Special Operations Manager 0.20 0.20 0.20 0.00 0.00 0.00
A23 Wastewater Maint Supr (Waste/Surface Water) 0.50 0.50 0.50 0.50 0.50 0.50
A16 Lead Maintenance Services Worker 1.00 1.00 1.00 2.00 2.00 2.00
A12 Maintenance Svc Wkr III (Waste/Surface Water) 3.00 3.00 4.00 2.00 2.00 2.00
A08 Maintenance Svc Wkr II (Waste/Surface Water) 0.00 0.00 4.00 5.00 5.00 5.00
A08 Utility Locator 0.00 0.00 0.50 0.50 0.50 0.50
A04 Maintenance Svc Wkr I (Waste/Surface Water) 0.00 0.00 1.00 1.00 1.00 1.00
Total Surface Water/Waste Water Maint Serv 11.40 10.45 19.15 19.15 19.15 19.15
Water Maintenance Services
M33 Water Maintenance Manager 1.00 1.00 1.00 1.00 1.00 1.00
M28 Waste Water/Special Operations Manager 0.00 0.00 0.00 0.10 0.10 0.10
M26 Waste Water/Special Operations Manager 0.10 0.10 0.10 0.00 0.00 0.00
A21 Water Maintenance Services Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A21 Water Utility Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00
A19 Water Utility Insp Scada Tech 0.00 0.00 1.00 1.00 1.00 1.00
A18 Lead Wtr Utility Pump Sta Mech 0.00 1.00 1.00 1.00 1.00 1.00
A18 Water Maintenance Industrial Instrument Tech 0.00 0.00 1.00 1.00 0.00 0.00
A17 Water Quality / Treatment Plant Operator 3.00 3.00 3.00 3.00 3.00 3.00
A17 Pump Station Mechanic 1.00 0.00 0.00 0.00 0.00 0.00
A16 Lead Maintenance Services Worker 2.00 2.00 2.00 2.00 2.00 2.00
A15 Water Utility Maint Technician 1.00 1.00 1.00 1.00 1.00 1.00
Grade Title
Operating Budget – Public Works
4-132
Public Works Position Listing (6 of 6)
2006 2007 2008 2008 2009 2009
Actual Actual Adj Budget Actual Authorized Funded
A12 Maintenance Services Worker III 7.00 7.00 7.00 7.00 6.00 6.00
A08 Maintenance Services Worker II 3.00 7.00 5.00 5.00 5.00 5.00
A08 Utility Locator 0.00 0.00 1.20 1.20 1.20 1.20
A07 Water Meter Reader 0.00 3.00 3.00 3.00 3.00 3.00
A05 Water Meter Reader 3.00 0.00 0.00 0.00 0.00 0.00
Total Water Maintenance Services 23.10 27.10 28.30 28.30 26.30 26.30
Equipment Maintenance Services
M30 Fleet Manager 1.00 1.00 1.00 1.00 1.00 1.00
A19 Lead Vehicle and Equipment Mechanic 0.00 3.00 3.00 2.00 2.00 2.00
A17 Lead Vehicle and Equipment Mechanic 2.00 0.00 0.00 0.00 0.00 0.00
A15 Vehicle and Equipment Mechanic I 0.00 2.00 3.00 4.00 4.00 4.00
A13 Vehicle and Equipment Mechanic I 3.00 0.00 0.00 0.00 0.00 0.00
A11 Fleet Management Technician 0.00 1.00 1.00 1.00 1.00 1.00
A09 Fleet Maintenance Technician 1.00 0.00 0.00 0.00 0.00 0.00
A09 Mechanic’s Assistant 1.00 1.00 2.00 2.00 2.00 2.00
Total Equipment Maintenance Services 8.00 8.00 10.00 10.00 10.00 10.00
Total Maintenance Services Division 65.00 71.00 88.00 88.00 85.50 83.00
Total Public Works Department 134.05 145.05 169.70 169.70 166.20 161.20
Grade Title
Public Works Unfunded Position Listing
2006 2007 2008 2008 2009
Grade Title Actual Actual Adj Budget Actual Budget
A03 Office Assistant II 0.00 0.00 0.00 0.00 0.50
A24 Transportation Planner 0.00 0.00 0.00 0.00 1.00
A28 Civil Engineer III 0.00 0.00 0.00 0.00 1.00
A05 Secretary I 0.00 0.00 0.00 0.00 0.50
A12 Maint Services Worker III/Street 0.00 0.00 0.00 0.00 1.00
A08 Maint Services Worker II/Street 0.00 0.00 0.00 0.00 1.00
Total Unfunded Positions 0.00 0.00 0.00 0.00 5.00
Operating Budget – Other City Services
4-133
Other City Services
Mission Statement
Provide for miscellaneous payments that benefit all City departments.
Overview of Other City Services
The Finance Division manages this accounting department. The primary activity is to receive
revenue and to make property and liability payments to the insurance fund, interfund payments,
intergovernmental payments, limited general obligations debt payments, and employee
termination payments.
Highlight of Budget Changes
Description Eqpmt FTE
One Time
Adjustment
2009 Only
Ongoing
Change
Budget Reductions:
Reserve for city-wide reclass (102,000)
Unemployment allocated (117,500)
Wpers Service Costs (8,976)
Downtown Activities (20,000)
Total Budget Reductions - (248,476)
Budget Additions:
Total Budget Additions - -
Total Budget Changes - (248,476)
Expenditure Budget by Division – Other City Services
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Other City Services 4,496,977 3,844,869 4,771,309 4,622,866 5,578,385 16.9%
Limited Tax General Obligation Bonds 2,751,849 5,976,962 4,269,400 4,263,739 4,590,381 7.5%
Operating Total 7,248,826 9,821,831 9,040,709 8,886,605 10,168,766 12.5%
Operating Budget – Other City Services
4-134
Expenditure Budget by Category – Other City Services
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Regular Salaries 0 100,000 0 500,000 400.0%
Retirement/Termination Payments 269,460 290,048 275,000 389,754 280,500 2.0%
Disaster Response Overtime 4,181 231 0 410 0 N/A
Personnel Benefits 1,907,924 1,890,792 2,165,990 1,935,884 2,156,338 -0.4%
Other Services and Charges 2,228,989 1,527,816 1,922,819 1,991,902 312,492 -83.7%
Intergovernmental Services 86,423 135,982 276,700 274,116 41,812 -84.9%
Transfer 0 0 0 0 1,150,000 100.0%
Interfund Payments 0 0 30,800 30,800 1,137,243 3592.3%
Operating Total 4,496,977 3,844,869 4,771,309 4,622,866 5,578,385 16.9%
Expenditure Budget by Category - Limited Tax General Obligation Bonds - Other City Services
2006 2007 2008 2008 2009 Change
Actual Actual Adj Budget Actual Budget 08/09
Debt Service:
Principal 1,073,350 1,110,904 1,600,000 2,336,376 1,700,000 6.3%
Interest 1,678,499 2,551,950 2,659,900 1,927,363 2,890,381 8.7%
Operating Transfer Out 0 2,314,108 0 0 0 N/A
Other Debt Services Costs 0 0 9,500 0 0 -100.0%
Total Limited Tax General
Obligation Bonds 2,751,849 5,976,962 4,269,400 4,263,739 4,590,381 7.5%
Department by Fund/Department
The Finance Division manages the following:
Operating Section
000/005 General Fund (000), Non-departmental (005)
201 1997 LIM GO Bonds, City Hall
215 General Government Misc. Debt Services
Debt Service
5-1
Debt Service
Introduction
The Debt Services section provides an extensive overview of the City’s debt program. It includes
financial data on debt limitations, property tax rates and property tax revenues, long-term debt
service requirements, limited (non-voted) general obligation debt per capita, individual debt
summaries, and a schedule of the City’s overall outstanding debt.
Projected Limitation of Indebtedness for General Purposes City and Overlapping Tax Rates and
Property Tax Revenue shows debt margin availability from 2004 through 2013. It also provides
an overview of the City’s outstanding debt, including the total debt availability from 2004
through 2013. The table also includes a breakdown of property tax rates and property tax
revenues.
The Debt Margin Availability 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 two 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
Contract/Lease 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 AA- and
AA-, respectively.
It also is a summary of long-term debt transactions of the City for the year ending December 31,
2008
Debt Margin Availability
Projected
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Debt Service
5-2
Projected Limitation of Indebtedness for General Purposes, City and Overlapping Tax Rates and
Property Tax Revenue (1 of 2)
YEAR 2004 2005 2006 2007
INDEBTEDNESS FOR GENERAL PURPOSES:
Assessed Valuation (AV) Used for Next Yr's Levy/Rates $6,372,632,122 $6,697,750,147 $7,334,476,542 $8,370,801,805
Maximum Debt Capacity 7.50% (Non Voted + Voted) $477,947,409 $502,331,261 $550,085,741 $627,810,135
WITHOUT A VOTE:
Legal Limit: 1.5% AV 95,589,482 100,466,252 110,017,148 125,562,027
General Obligation Bonds Outstanding 28,238,152 27,156,447 44,094,501 43,015,575
Installment Notes/Contracts Outstanding 111,250 81,217 49,813 16,976
Total Outstanding Debt 28,349,402 27,237,664 44,144,314 43,032,551
Less: Amount Available for Debt Service 1,690,041 1,830,745 1,982,220 588,638
DEBT MARGIN WITHOUT A VOTE $68,930,121 $75,059,333 $67,855,054 $83,118,114
WITH A 3/5% VOTE:
Legal Limit: 2.50% of AV (General)* $63,726,321 $66,977,501 $73,344,765 $83,708,018
Legal Limit: 2.50% of AV (Utilities) $159,315,803 $167,443,754 $183,361,914 $209,270,045
Legal Limit: 2.50% of AV (Parks) $159,315,803 $167,443,754 $183,361,914 $209,270,045
Total Legal Limit with Vote: $382,357,927 $401,865,009 $440,068,593 $502,248,108
Outstanding Debt 2,280,000 1,870,000 1,440,000 985,000
Less: Amount in Debt Service Funds 572,661 576,035 585,308 602,303
DEBT MARGIN AVAILABLE WITH VOTE $380,650,588 $400,571,044 $439,213,901 $501,865,411
TOTAL DEBT MARGIN AVAILABLE $449,580,709 $475,630,377 $507,068,955 $584,983,525
CITY AND OVERLAPPING TAX RATES:
(Per $1000 of Assessed Value)
City of Renton General Levy $3.16022 $3.14843 $3.04482 $2.82148
City of Renton Special Levy 0.08322 0.07861 0.07088 0.06252
TOTAL CITY OF RENTON TAX RATE $3.24344 $3.22704 $3.11570 $2.88400
King County 1.43146 1.38229 1.32869 1.28956
Port of Seattle 0.25402 0.25321 0.23330 0.23158
Hospital District #1 0.09200 0.09039 0.05900 0.55652
Renton School District #403 3.48578 3.99250 3.95970 3.44659
State of Washington 2.75678 2.68951 2.49787 2.32535
Emergency Medical Services 0.23717 0.23182 0.21982 0.20621
TOTAL PROPERTY TAX RATE $11.50065 $11.86676 $11.41408 $10.93981
PROPERTY TAX REVENUE:
General Levy $19,589,250 $21,109,939 $22,224,372 $23,512,926
Special Levy 520,855 522,756 514,540 518,255
TOTAL PROPERTY TAXES $20,110,105 $21,632,695 $22,738,912 $24,031,181 *Amount has been reduced to stay within the Maximum Debt Capacity
Source of Information:
Assessed Valuation, and Property Tax Rates: 2003-2008 King County Department of Assessments.
Debt Margin: City of Renton Finance Division.
Debt Service
5-3
Projected Limitation of Indebtedness for General Purposes, City and Overlapping Tax Rates and
Property Tax Revenue (2 of 2)
Budget
2008 2009 2010 2011 2012 2013
$9,659,677,654 $13,165,193,785 $13,823,453,474 $14,514,626,148 $15,240,357,455 $16,002,375,328
$724,475,824 $987,389,534 $1,036,759,011 $1,088,596,961 $1,143,026,809 $1,200,178,150
144,895,165 197,477,907 207,351,802 217,719,392 228,605,362 240,035,630
41,433,000 39,733,000 37,464,000 35,111,000 32,644,000 30,064,000
000000
41,433,000 39,733,000 37,464,000 35,111,000 32,644,000 30,064,000
618,070 648,973 681,422 715,493 751,268 788,831
$104,080,235 $158,393,880 $170,569,224 $183,323,885 $196,712,630 $210,760,461
$96,596,777 $131,651,938 $138,234,535 $145,146,261 $152,403,575 $160,023,753
$241,491,941 $329,129,845 $345,586,337 $362,865,654 $381,008,936 $400,059,383
$241,491,941 $329,129,845 $345,586,337 $362,865,654 $381,008,936 $400,059,383
$579,580,659 $789,911,627 $829,407,208 $870,877,569 $914,421,447 $960,142,520
5 0 5 , 0 0 000000
632,418 664,039 697,241 732,103 768,708 807,144
$579,708,077 $790,575,666 $830,104,449 $871,609,672 $915,190,156 $960,949,663
$683,788,312 $948,969,546 $1,000,673,674 $1,054,933,557 $1,111,902,785 $1,171,710,124
$2.57052 $2.36923 $2.27897 $2.19216 $2.10864 $2.02832
0.05330 0.00000 0.00000 0.00000 0.00000 0.00000
$2.62382 $2.36923 $2.27897 $2.19216 $2.10864 $2.02832
1.20770 1.09772 1.05590 1.01568 0.97698 0.93977
0.22359 0.19700 0.18950 0.18228 0.17533 0.16865
0.50854 0.47141 0.45345 0.43618 0.41956 0.40358
2.62654 3.44056 3.30949 3.18342 3.06214 2.94549
2.13233 1.96268 1.88791 1.81599 1.74681 1.68027
0.30000 0.27404 0.26360 0.25356 0.24390 0.23461
$9.62252 $9.81264 $9.43883 $9.07925 $8.73337 $8.40067
$24,722,349 $25,399,741 $26,095,694 $26,810,716 $27,545,330 $28,300,072
5 1 0 , 0 0 4$ 0$ 0$ 0$ 0$ 0
$25,232,353 $25,399,741 $26,095,694 $26,810,716 $27,545,330 $28,300,072
Projected
Debt Service
5-4
Property Tax Allocation among Overlapping Jurisdictions
City of Renton - $262
27%
King County - $122
13%
Port of Seattle - $23
2%Hospital District - $51
5%
Renton Schools - $365
28%
State of Washington -
$215
22%
Emergency Medical -
$30 3%
This chart 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.
Debt Service
5-5
Long-Term Debt
The long-term debt table below describes the City’s Long-Term Debt Program and shows the
various forms of debt.
The City's long-term debt is accounted for in three areas: 1) General Obligation Long Term debt
(debt in this classification is paid from property taxes and is a general obligation of the City);
2) Proprietary-type Long Term debt (operating revenue of the individual proprietary funds are
used to satisfy this debt which includes Revenue Bonds, Public Works Trust Fund Loans and
Contact/Lease debt); and 3) Special Assessment Long Term debt (special assessment payments
from participants in each special assessment district are used to satisfy this debt). The City is in
compliance with all Washington State debt limitation statutes and bond indenture agreements.
The City’s most current bond ratings from Fitch, and Standard and Poor rating agency for
General Obligation Bonds and Revenue Bonds are AA- and AA-, respectively.
The below table is a summary of long-term debt transactions of the City for the year ending
December 31, 2008.
General
Obligation Public Works Total
Long Term Revenue Trust Fund Contract/ Long-term
Item Debt Bonds Loans Lease Debt Debt
Outstanding 1/01/08 $44,017,551 $45,415,000 $9,802,882 $76,074 $99,311,507
Issued $0 $0 $0 $0 $0
Redeemed $2,079,551 $2,105,000 $889,143 $20,919 $5,094,613
Outstanding 12/31/08 $41,938,000 $43,310,000 $8,913,739 $55,155 $94,216,894
Debt Service
5-6
Debt Service Requirement to Maturity Long-Term Debt Summary as of December 31, 2008
(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
2009 2,205 2,549 2,200 1,888 889 73 22 2 5,316 4,512
2010 2,269 1,975 2,280 1,803 889 64 23 1 5,461 3,843
2011 2,353 1,884 2,370 1,714 889 56 10 0 5,622 3,654
2012 2,467 1,786 2,470 1,610 889 47 0 0 5,826 3,443
2013 2,580 1,661 1,985 1,508 864 39 0 0 5,429 3,208
2014 2,701 1,532 2,055 1,457 693 30 0 0 5,449 3,019
2015 2,833 1,391 2,140 1,343 688 24 0 0 5,661 2,758
2016 2,745 1,243 1,810 1,246 594 18 0 0 5,149 2,507
2017 2,870 1,107 1,895 1,159 380 13 0 0 5,145 2,279
2018 2,430 960 1,980 1,072 331 11 0 0 4,741 2,043
2019 2,560 835 2,070 985 331 9 0 0 4,961 1,829
2020 2,700 704 2,150 901 331 7 0 0 5,181 1,612
2021 2,830 569 2,240 813 331 6 0 0 5,401 1,388
2022 1,285 428 2,335 720 300 4 0 0 3,920 1,152
2023 1,040 361 2,430 625 257 3 0 0 3,727 989
2024 1,095 306 2,540 511 258 1 0 0 3,893 818
2025 1,155 249 2,660 413 0 0 0 0 3,815 662
2026 1,210 191 2,785 269 0 0 0 0 3,995 460
2027 1,275 131 2,915 138 0 0 0 0 4,190 269
2028 1,335 67 0 0 0 0 0 0 1,335 67
Total $41,938 $19,929 $43,310 $20,175 $8,914 $405 $55 $3 $94,217 $40,512
This table shows the schedule for debt service requirements to maturity for the City’s long-term
debt.
Debt Service
5-7
The Limited Tax General Obligation Debt through 2028 graph summarizes the City's limited tax
general obligation debt from 2009 through 2028. Limited tax general obligation debt is incurred
without the vote of the Renton populace while unlimited tax general obligation debt is incurred
with voter approval.
The Limited Tax General Obligation Debt Per Capita table further calculates limited tax general
obligation debt per capita.
Limited Tax General Obligation Debt through 2028
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
$5,000
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LIMITED TAX GENERAL OBLIGATION DEBT SERVICE
Other LTGO Debt 2001 LTGO (Parking Garage)2002 LTGO (Fire Station)
Limited Tax General Obligation Debt Per Capita
Limited Tax GO
Annual Debt Svc
Year (Amounts in 000's) Population Per Capita
2009 4,236 80,708 $52.49
2010 4,245 81,245 $52.25
2011 4,237 81,785 $51.81
2012 4,253 82,329 $51.66
2013 4,241 82,876 $51.17
2014 4,233 83,427 $50.74
2015 4,224 83,982 $50.30
2016 3,988 84,541 $47.17
2017 3,977 85,103 $46.73
2018 3,390 85,669 $39.57
2019 3,395 86,239 $39.37
2020 3,404 86,812 $39.21
2021 3,399 87,389 $38.89
2022 1,713 87,970 $19.47
2023 1,401 88,556 $15.82
2024 1,401 89,144 $15.72
2025 1,404 89,737 $15.65
2026 1,401 90,334 $15.51
2027 1,406 90,935 $15.46
2028 1,402 91,539 $15.32
Debt Service
5-8
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 in this table.
2. Population projections, 2009 - 2028, provided by the City of Renton Finance Department based on a yearly
approximate percentage increase from previous history.
Debt Service
5-9
Outstanding Debt
This table 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,
and capital leases. 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.
Interest Issue Maturity Total Amt Outstanding
Item Rates Date Date Issued 01/01/2008 Issued Redeemed 12/31/2008
General Obligation Bonds:
Limited
1997 G O Bonds 5.55%-5.75% 05/01/97 12/01/17 14,697,744 1,145,575 0 655,575 490,000
2000 G O Valley Communications 5.31% 09/15/00 12/01/15 2,551,600 1,595,000 0 167,000 1,428,000
2001 G O Refunding Bonds 2.10%-4.85% 10/18/01 12/01/17 13,505,000 13,120,000 0 85,000 13,035,000
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 3,175,000 0 155,000 3,020,000
2006 G O Bonds 4.25%-5.00% 08/08/06 12/01/28 17,980,000 17,980,000 0 520,000 17,460,000
Subtotal Limited GO 58,629,344 43,015,575 0 1,582,575 41,433,000
Unlimited
1993 G O Refunding Bonds-Sr. Housing 2.70%-5.20% 09/01/93 02/01/09 4,270,000 985,000 0 480,000 505,000
Subtotal Unlimited GO 4,270,000 985,000 0 480,000 505,000
Total General Obligation Bonds 62,899,344 44,000,575 0 2,062,575 41,938,000
Installment Contracts:
Certificates of Participation 4.51% 09/01/98 06/01/08 278,172 16,976 0 16,976 0
Total Installment Contracts 278,172 16,976 0 16,976 0
Total General Obligation Debt 63,177,516 44,017,551 0 2,079,551 41,938,000
Revenue Bonds:
1998 Water/Sewer Refunding 3.70%-5.10% 03/01/98 06/01/13 6,120,000 3,485,000 0 570,000 2,915,000
1999 Golf System Refunding 3.25%-5.30% 04/01/99 12/01/15 5,040,000 2,805,000 0 295,000 2,510,000
2002 Water/Sewer 2.50%-5.25% 07/01/02 12/01/22 11,980,000 3,230,000 0 110,000 3,120,000
2003 Water/Sewer Refunding 2.00%-3.70% 10/01/03 06/01/13 8,035,000 3,800,000 0 1,130,000 2,670,000
2004 Water/Sewer 3.55%-5.00% 11/01/04 12/1/27 10,335,000 10,335,000 0 0 10,335,000
2007 Water/Sewer 4.00%-5.00% 11/06/07 12/01/22 1,430,000 1,430,000 0 0 1,430,000
2007 Water/Sewer Refunding 4.00%-5.00% 11/06/07 12/01/22 8,320,000 8,320,000 0 0 8,320,000
2008 (A) Water/Sewer (Exempt) 4.00%-5.00% 01/04/08 12/01/27 9,975,000 9,975,000 0 0 9,975,000
2008 (B) Water/Sewer (Taxable) 4.00%-5.00% 01/04/08 12/01/16 2,035,000 2,035,000 0 0 2,035,000
Total Revenue Bonds 63,270,000 45,415,000 0 2,105,000 43,310,000
Public Works Trust Fund Loans:
Sierra Hts Sewer Imprv 3.00% 10/20/92 07/01/12 888,462 128,210 0 25,642 102,568
Central Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800 628,934 0 87,483 541,451
East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704 807,420 0 134,570 672,850
Dayton Avenue NE 2.00% 05/24/94 07/01/14 96,958 35,721 0 5,103 30,618
NE 27th/Aberdeen Drainage Improvements 1.00% 06/27/95 07/01/15 731,000 340,720 0 42,590 298,130
E Kennydale Interceptor 2.00% 06/26/96 07/01/16 2,093,740 1,051,695 0 116,855 934,840
Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568 871,848 0 96,872 774,976
Corrosion Control Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000 493,570 0 49,357 444,213
Maplewood Wtr Treatment Improvements 0.50% 01/17/02 07/01/06 567,831 424,214 0 30,301 393,913
Construct CT Pipeline for Wells 0.50% 11/05/02 07/01/22 814,527 643,050 0 42,870 600,180
Maplewood Wtr Treatment Improvements 0.50% 07/01/04 06/30/24 4,892,500 4,377,500 0 257,500 4,120,000
Total Public Works Trust Fund Loans 17,206,090 9,802,882 0 889,143 8,913,739
Capital Leases:
Yamaha Golf Course Carts 5.250% 06/15/07 05/15/11 87,800 76,074 0 20,919 55,155
Total Capital Leases 87,800 76,074 0 20,919 55,155
Total Outstanding Debt 143,741,406 99,311,507 0 5,094,613 94,216,894
Debt Service
5-10
LIMITED (NON-VOTED) TAX GENERAL OBLIGATION DEBT
1997 Limited Tax General Obligation Bonds Series B (Ordinance #4662): The 1997 Limited
Tax General Obligation Bonds Series B were issued in the amount of $14,697,743.60 and dated
May 1, 1997. The bonds consisted of $12,660,000 serial bonds, with an average interest rate of
5.79%, and $3,830,000 capital appreciation bonds ($2,037,743.60 Principal and $1,792,256.40
Interest), with an average interest rate of 7.79%. The capital appreciation bonds are due in years
2006, 2007, 2008 and 2009 where interest, at rates of 5.55%, 5.6%, 5.65% and 5.75%, will
accrue from date of issuance and be paid at maturity. The proceeds from the bonds were used to
acquire the Main and Grady Building. The $12,660,000 serial bonds were refunded November
1, 2001. See 2001 Limited Tax General Obligation Refunding Bonds. The $3,830,000 capital
appreciation bonds remain unrefunded. The debt service for these bonds is accounted for in the
1997 Limited Tax General Obligation Bonds-City Hall Fund (201).
2001 Limited Tax General Obligation Refunding Bonds Series A (Ordinance #4922): The
2001 Limited Tax General Obligation Refunding Bonds Series A were issued in the amount of
$13,505,000 and dated November 1, 2001 with an average interest rate of 5.02% for purposes of
advance refunding the serial bond portion of the 1997 Limited Tax General Obligation Bonds
with an average interest rate of 5.79%. This resulted in a positive cash flow difference of
$393,062. Proceeds of the 1997 Limited Tax General Obligation Bonds were used to acquire the
Main and Grady building. Interest rate coupons on outstanding bonds range from 2.15% through
5.25%. The last bonds will mature December 1, 2017. The debt service for these bonds is
accounted for in the 1997 Limited Tax General Obligation Bonds - City Hall Fund (201).
2001 Limited Tax General Obligation Bonds Series B (Ordinance #4922): The 2001 Limited
Tax General Obligation Bonds Series B were issued in the amount of $6,000,000 and dated
November 1, 2001, with an average interest rate of 5.11%. The proceeds of the bonds were used
to finance the construction of a downtown parking facility. Interest rate coupons on outstanding
bonds range from 5.00% through 5.25%. The last bonds will mature December 1, 2021. The
debt service for these bonds is accounted for in the General Governmental Miscellaneous Debt
Service Fund (215).
2002 Limited Tax General Obligation Bonds (Ordinance #4977): The 2002 Limited Tax
General Obligation Bonds were issued in the amount of $3,895,000 and dated July 15, 2002,
with an average interest rate of 4.53%. The proceeds of the bonds were used to finance the
construction of a new fire station. Interest rate coupons on outstanding bonds range from 2.5%
through 5.00%. The last bonds will mature December 1, 2022. The debt service for these bonds
is accounted for in the General Governmental Miscellaneous Debt Service Fund (215).
2006 Limited Tax General Obligation Bonds (Ordinance #5215) were issued in the amount of
$17,980,000 and dated July 17, 2006, with an average interest rate of 4.85%. The proceeds of
the bonds were used to finance the construction of South Lake Washington infrastructure
improvements. Interest rate coupons on outstanding bonds range from 3.90% through 5.25%.
The last bonds will mature December 1, 2028. The debt service for these bonds is accounted for
in the General Governmental Miscellaneous Debt Service Fund (215).
Debt Service
5-11
Valley Communications Center Development Authority Bonds (Ordinance #4836) were
issues and dated September 15, 2000 in the amount of $12,758,000 (City of Renton portion
$2,551,600) with an average interest rate of 4.74%. The bonds were issued for the purpose of
providing funds to acquire, construct and equip a new facility, including land acquisition, for the
operation of the Valley Communications Center. Valley Communications Center provides
emergency communication services, an essential government service, to the Cities of Auburn,
Federal Way, Kent, Renton, Tukwila, and other governmental agencies in South King County.
The City of Renton, in accordance with Ordinance No. 4836, is responsible for the payment of
their one-fifth share of principal and interest. Interest rate coupons on outstanding bonds range
from 4.3% through 5.375%. The last bonds will mature December 1, 2015. The debt service for
these bonds is accounted for in the General Governmental Miscellaneous Debt Service Fund
(215).
A review of Valley Communication Center records was performed in 2003 and additional
reserves were identified over and above those required. As a result, the City will not be required
to pay their debt service payment due for 2004. Additional analysis will be performed for 2005
and 2006.
UNLIMITED (VOTED) TAX GENERAL OBLIGATION DEBT
1993 Unlimited Tax General Obligation Refunding Bonds (Ordinance #4417): The 1993
Unlimited Tax General Obligation Refunding Bonds were issued in the amount of $4,270,000
and dated September 1, 1993. The average interest rate is 4.92%. These bonds were issued for
purposes of refunding the callable portion of the outstanding 1989 Unlimited Tax General
Obligation Bonds to realize savings from a reduction in interest rates, or a savings in property tax
to homeowners of about 45 cents per year on a $100,000 home. The last bonds will be fully
redeemed on February 1, 2009. Interest rate coupons on outstanding bonds range from 5.2%
through 6.1%. The debt service on these bonds is accounted for in the 1989 Unlimited Tax
General Obligation Bonds-Senior Housing Fund (219).
REVENUE BONDS
1998 Water/Sewer Refunding Revenue Bonds (Ordinance #4709): The 1998 Water/Sewer
Refunding Revenue Bonds were issued in the amount of $6,120,000 and dated March 1, 1998.
The average interest rate is 4.456%. These bonds were issued to refund a portion of the 1977,
1992, and 1994 Water/Sewer Revenue Bonds. As a result of the 2003 Refunding Revenue
Bonds, the reserve requirement is an amount equal to highest annual debt service on the bonds.
1999 Golf System Refunding Revenue Bonds (Ordinance #4772): The 1999 Golf System
Refunding Revenue Bonds were issued in the amount of $5,040,000 and dated April 1, 1999.
The average interest rate is 4.9634%. These bonds were issued to refund the 1994 Golf System
Revenue Bonds. The reserve requirement is an amount equal to the least of (a) maximum annual
debt service on all outstanding bonds and parity bonds, (b) 125% of average annual debt service
Debt Service
5-12
on all outstanding bonds and parity bonds or (c) 10% of the proceeds of the bonds and parity
bonds.
2002 Water/Sewer Revenue Bonds (Ordinance #4976): The 2002 Water/Sewer Revenue
Bonds were issued in the amount of $11,980,000 and dated July 1, 2002. The average interest
rate is 4.80%. As a result of the 2003 Refunding Revenue Bonds, the reserve requirement is an
amount equal to the highest annual debt service of the bonds.
2003 Water/Sewer Refunding Revenue Bonds (Ordinance #5019): The 2003 Water/Sewer
Refunding Revenue Bonds were issued in the amount of $8,035,000 and dated October 1, 2003.
The purposes of these bonds were to defease the entire City’s outstanding Water/Sewer Bonds
for 1993 and 1994. The average interest rate is 3.20%. As a result of this bond, the reserve
requirement is an amount equal to the highest annual debt service of the bonds.
2004 Water/Sewer Revenue Bonds (Ordinance #5098) were issued in the amount of
$10,335,000 and dated November 1, 2004. The average interest rate is 4.330%. These bonds
were issued for the purpose of providing a part of the funds necessary to carry out the system or
plan for additions to and betterments and extensions of the waterworks utility. The reserve
requirement is an amount equal to the highest annual debt service on all revenue bonds
combined.
2007 Water/Sewer Revenue Bonds (Ordinance #5313) was issued in the amount of
$1,430,000 and dated November 1, 2007. The average interest rate is 4.22%. The bonds were
issued for the purpose of financing the costs of carrying out certain capital improvements of
waterworks utility.
2007 Water/Sewer Revenue Refunding Bonds (02) (Ordinance #5313) were issued in the
amount of $8,320,000 and dated November 1, 2007. The average interest rate is 4.15%. These
bonds were issued for the purpose of refunding certain outstanding water and sewer revenue
bonds of the city.
2008 (A) Water and Sewer Revenue Bond (Exempt) (Ordinance #5313) were issued in the
amount of $9,975,000 and dated January 1, 2008. The average interest rate is 4.17%. These
bonds were issued for the purpose of providing money to pay part of the cost of construction and
acquisition of certain improvements to the waterworks utility.
2008 (B) Water and Sewer Revenue Bond (Taxable) (Ordinance #5313) were issued in the
amount of $2,035,000 and dated January 1, 2008. The average interest rate is 4.17%. These
bonds were issued for the purpose of providing money to pay part of the cost of construction and
acquisition of certain improvements to the waterworks utility.
Debt Service
5-13
PUBLIC WORKS TRUST FUND LOAN DEBT
Sierra Heights Sewer Repair (CAG 92-065): This public works trust fund loan was issued in
the amount of $888,462 and dated January 20, 1992. The interest rate is 2%. This loan was for
the installation of approximately 5,500 lineal feet of 8-inch diameter gravity sewer main to
service the Sierra Heights area. This will include the neighborhood mains as well as an
interceptor line down to the existing Honey Creek Interceptor.
Central Renton Sewer Replacement (CAG 93-056/95-057): This public works trust fund loan
was issued in the amount of $1,631,800.47 and dated May 24, 1993. The interest rate is 1%.
This loan was for the replacement of approximately 10,400 linear feet of existing 8” concrete
sewer pipe within the Central Renton Subbasin with new 8” sewer pipe, replacement of 40-50
manholes, replacement of approximately 8,400 linear feet of alleyway as well as an
undetermined quantity of storm drainage improvements.
East Renton Interceptor (CAG 93-055): This public works trust fund loan was issued in the
amount of $2,542,704 and dated June 7, 1993. The interest rate is 1%. This loan was for the
construction of approximately 9,865 feet of 8,12,15 and 18 inch pipe from the East Renton area
(NE 4th and Duvall Ave NE) westerly along NE 4th Street southerly to the Maple Valley
Highway, installation of manholes, street restoration and landscaping.
Dayton Avenue NE (CAG 94-045): This public works trust fund loan was issued in the amount
of $96,957.47 and dated May 12, 1994. The interest rate is 2%. This loan was for the
installation of approximately 870 linear feet of 8” sanitary sewer main, 3 manholes, and 22-side
sewer stubs and street restoration including an asphalt overlay. Expansion to our current
infrastructure that will provide sanitary sewer service to a portion of an existing developed
single-family neighborhood that currently is utilizing on-site septic systems.
NE 27th/Aberdeen Drainage Improvements (CAG 95-058): This public works trust fund loan
was issued in the amount of $731,000 and dated May 15, 1995. The interest rate is 1%. This
loan was for surveying, design, permitting and construction of approximately 2,800 feet of new
18 or 24-inch stormwater pipe. The project includes manholes, catch basins, control structures,
relocation of conflicting utilities, pavement patching and overlay and restoration of all areas
disturbed by construction.
East Kennydale Interceptor (CAG 96-079): This public works trust fund loan 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
5-14
Honeycreek (Sunset) Interceptor (CAG 96-078): This public works trust fund loan was issued
in the amount of $1,840,568.45 and dated December 4, 1995. The interest rate is 2%. This loan
was for construction of approximately 5,785 linear feet of 15 to 18 inch sanitary sewer main, 15
sewer manholes, 3,300 square yards of asphalt paving, and related appurtenances to the
construction of a sanitary sewer main.
Corrosion Control Treatment Facilities (CAG 96-031/97-130): This public works trust fund
loan was issued in the amount of $1,106,000 and dated January 6, 1997. The interest rate is 1%.
This loan was for construction of a building on City property in Cedar River Park between well
PW-8 and well PW-9 to store and pump chemicals for treating the water from wells RW.
Maplewood Water Treatment Improvement (CAG 01-175): This public works trust fund
loan was issued in the amount of $425,873 and dated January 17, 2002. The interest rate is .5%.
This loan was to fund the costs to eliminate quality problems in water from the Maplewood
wellfield wells.
CT Pipeline for Wells RW-1, RW-2 and RW-3 (CAG 02-082): This public works trust fund
loan was issued in the amount of $522,180 and dated November 5, 2002. The interest rate is
.5%. This loan was for construction of the CT detention pipeline for wells RW-1, RW-2 and
RW-3 at Liberty Park.
Maplewood Water Treatment Improvement (CAG 04-053): This public works trust fund
loan was issued in the amount of $1,030,000 and dated June 3, 2004. The interest rate is .5%.
This loan was to fund the costs for the construction of drinking water treatment improvements at
Maplewood.
Capital Investment Program
6-1
Capital Investment Program
The Capital Investment Program (CIP) of the City of Renton is supported by Transportation
Systems, the Waterworks Utility, and the City-owned Renton Airport and Maplewood Golf
Course. The CIP Financial Participation tables on pages 6-2 through 6-3 summarizes the
financial support and projected investment in capital assets. The tables on pages 6-4 through
6-81 provide a more detailed look at the projected total investment.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
(in thousands of dollars)
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
General Government 17,229 2,536 2,095 1,867 6,443 1,971 32,141
Community Services (1,885) 8,824 14,057 5,840 9,178 4,991 41,005
Transportation 22,785 11,877 11,387 21,963 20,886 18,450 107,348
Airport 2,808 3,833 1,198 3,140 810 - 11,789
Golf Course 150 135 280 280 245 450 1,540
Water Utility 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Wastewater Utility 3,375 3,425 3,225 3,425 3,025 3,225 19,700
Surface Water Utility 3,850 2,550 2,750 3,150 2,800 2,400 17,500
Total 53,312 38,180 39,992 44,665 48,387 36,486 261,023
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
User Fee 2,324 1,149 1,154 1,135 1,039 1,467 8,266
REET - - - - - - -
Fuel Tax 750 765 770 775 780 785 4,625
Utility Tax - - - - - - -
Bond Proceeds 8,745 8,728 18,798 8,874 7,423 7,146 59,713
Operating 18,880 6,324 4,381 4,508 4,487 4,203 42,783
Grants/Contribution Received 9,532 6,925 1,409 880 3,150 150 22,046
Mitigation Funds Received 900 1,000 1,000 1,100 1,100 1,100 6,200
Grants/Contribution Anticipated - 1,500 2,078 6,731 3,552 165 14,025
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers/Reserves (2,441) - - - - - (2,441)
Unfunded Needs 11 6,625 6,085 14,236 23,096 18,275 68,327
Interest Income 323 476 281 2,061 438 202 3,781
Business License Fee 1,900 1,900 1,900 2,100 2,100 2,100 12,000
Other Government Resources In-Hand 12,389 2,693 1,668 642 493 893 18,778
Other Proposed - 97 470 1,624 728 - 2,918
Total 53,312 38,180 39,992 44,665 48,387 36,486 261,023
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
General Government 850 570 185 85 - - 1,690
Community Services/Parks 223 273 123 123 123 123 788
Airport -
Golf Course -
Water Utility - 300 300 - - - 600
Wastewater Utility 75 - - - - 400 475
Surface Water Utility 200 - - - - - 200
Total 1,348 1,143 608 208 123 523 3,753
C I T Y S U M M A R Y
Expenditures by Department
Revenues by Type
Projects Introduced in 2009
included above
Capital Investment Program
6-2
CAPITAL INVESTMENT PROGRAM
2009 through 2014
(in thousands of dollars)
Acquisition by Department
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
General Government 12,500 - - - - - 12,500
Total 12,500 - - - - - 12,500
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
General Government 4,729 2,536 2,095 1,867 6,443 1,971 19,641
Community Services/Parks (4,407) 6,333 12,523 4,143 5,643 3,823 28,058
Transportation 21,380 10,175 9,918 20,444 18,784 16,652 97,352
Airport - 2,017 725 - - - 2,742
Golf Course 25 - 130 130 125 300 710
Water Utility 800 600 1,000 2,600 2,600 2,600 10,200
Wastewater Utility 2,200 2,100 600 - - - 4,900
Surface Water Utility 1,700 1,360 1,910 2,110 360 960 8,400
Total 26,427 25,121 28,901 31,294 33,955 26,306 172,003
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
General Government - - - - - - -
Community Services/Parks 2,522 2,491 1,534 1,697 3,535 1,168 12,947
Transportation 1,405 1,702 1,469 1,519 2,102 1,797 9,995
Airport 2,808 1,816 473 3,140 810 - 9,047
Golf Course 125 135 150 150 120 150 830
Water Utility 3,950 4,190 3,650 2,150 2,240 2,240 18,420
Wastewater Utility 1,175 1,325 2,625 3,425 3,025 3,225 14,800
Surface Water Utility 1,663 803 680 880 2,280 1,150 7,456
Total 13,648 12,462 10,581 12,961 14,112 9,730 73,495
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Water Utility 250 210 350 250 160 160 1,380
Wastewater Utility - - - - - - -
Surface Water Utility 487 387 160 160 160 290 1,644
Total 737 597 510 410 320 450 3,024
Development by Department
Major Maintenance by
Department
Regulatory Compliance by
Department
C I T Y S U M M A R Y
Capital Investment Program
6-3
Acquisition
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Parking Garage at the Landing - 12,500 - - - - - 12,500
Total - 12,500 - - - - - 12,500
Development
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Fire Station 15 945 - - - 350 5,000 - 6,295
Highlands SubArea Plan 92 - - - - - - 92
Information Services Division 8460 1,644 2,453 1,985 1,407 1,318 1,846 19,113
Neighborhood Grant Program 336 85 83 110 110 125 125 974
South Lake Washington Redevelopment 229 - - - - - - 229
Downtown Wayfinding 600 - - - - - - 600
South Correction Entity (SCORE)250 3,000 - - - - - 3,250
Total 10,912 4,729 2,536 2,095 1,867 6,443 1,971 30,553
Total Six-Year Project Costs 10,912 17,229 2,536 2,095 1,867 6,443 1,971 43,053
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Hazen Standpipe Reservoir - - - - - - -
Uniform Facilities Video Monitoring 10 10 10 10 - - 40
Wireless at the Landing 10 - - - - - 10
FDM Asset Management 20 - - - - 20
EOC Communication/Update Program 20 70 - 90
Valley Com CAD Update Project 123 15 - - - 138
Enterprise Wide GIS System 400 375 75 75 - - 925
Police Applications Projects 132 - - - - - 132
Additional Permits+ Licensing 10 - - - - - 10
Library Public Access 25 - - - - - 25
Telephone System Replacement 100 100 100 - - - 300
Total 850 570 185 85 - - 1,690
Related Debt
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
General Obligation Debt 4,754 4,245 4,237 4,253 4,241 4,233 25,963
Total 4,754 4,245 4,237 4,253 4,241 4,233 25,963
CAPITAL INVESTMENT PROGRAM
2009 through 2014
G E N E R A L G O V E R N M E N T S U M M A R Y
Projects Introduced in 2009
included above
(in thousands of dollars)
Capital Investment Program
6-4
CAPITAL INVESTMENT PROGRAM
2009 through 2014
G E N E R A L G O V E R N M E N T S U M M A R Y
(in thousands of dollars)
Resources:
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
User Fee - - - - - - - -
REET - - - - - - - -
Fuel Tax - - - - - - - -
Utility Tax - - - - - - - -
Bond Proceeds - 3,000 - - - - - 3,000
Operating 10,912 9,229 2,536 2,095 1,517 1,443 1,971 29,703
Grants/Contribution Received - - - - - - - -
Mitigation Funds Received - - - - - - - -
Grants/Contribution Anticipated - - - - - - - -
Mitigation Funds Anticipated - - - - - - - -
Misc/Transfers - 5,000 - - - - - 5,000
Unfunded Needs - - - - 350 5,000 - 5,350
Interest Income - - - - - - - -
Total 10,912 17,229 2,536 2,095 1,867 6,443 1,971 43,053
Capital Investment Program
6-5
Project Title:Neighborhood Grant Program
Project Type Development and Major Maintenance Project Number: E00120
Total Anticipated Project Cost:Ongoing Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 60
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-19
2008 Total 79 67 12
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services 336 - - - - - - 336
CAPITAL INVESTMENT PROGRAM
2009 through 2014
The Neighborhood Grant Program promotes neighborhood revitalization by supporting community involvement in making all neighborhoods
better places to live. The program provides matching funds to organized neighborhood associations that draw membership from a commonly
recognized geographic neighborhood in Renton. The grant projects must be a benefit to the public, create physical improvements, build and
enhance a neighborhood feature, and be within Renton city limits. Beginning in 2008, annual funding for the program is proposed based on the
City's population at a rate of $1 per capita.
Summary of Progress:Since 1999, the program has awarded 146 grants (94 projects and 52 newsletter reimbursements) to 46 neighborhoods. In 2008,
$73,025 was granted.
P r o j e c t e d
(in thousands of dollars)
Consultant Services 336 - - - - - - 336
Major Maintenance - - - - - - -
Construction - - - - - - -
Inspection - - - - - - -
Project Management 85 83 110 110 125 125 638
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 336 85 83 110 110 125 125 974
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 336 85 83 110 110 125 125 974
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income - - - - - - -
Total CIP Resources 336 85 83 110 110 125 125 974
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-6
Project Title:South Correctional Entity (SCORE)
Project Type Development Project Number:
Total Anticipated Project Cost:3,250$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 250
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 250 250
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
CAPITAL INVESTMENT PROGRAM
2009 through 2014
SCORE (South Correctional Entity) was officially created as an administrative agency by interlocal agreement between the cities of Auburn,
Burien, Des Moines, Federal Way, Renton, SeaTac, and Tukwila on February 25, 2009. The purpose of the facility is to construct and operate a
multi-jurisdictional jail facility to meet the needs of the owner agencies.
Summary of Progress: SCORE has identified a site for the jail in the City of Des Moines. The property is currently owned by the Port of Seattle, and a
transfer of the property to SCORE should occur in late summer 2009. The design of the facility is nearing completion. SCORE has made formal land-use
application to the City of Des Moines and has received a mitigated determination of non-significance. Public hearing regarding the project are scheduled for
June and July 2009. Grading is scheduled to begin on the site in August 2009, subject to final permit approval. Construction is expected to take
approximately 21 months. In addition to SCORE, a correlating Public Development Authority (PDA) has been established. The PDA will be responsible for
issuing bonds for the construction of the facility. Estimates for the total project cost are $80 million. However, additional funds will be required for
capitalization of interest and start-up costs, bringing the total bond issuance to approximately $96 million.
P r o j e c t e d
(in thousands of dollars)
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition 250 3,000 - - - - - 3,250
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 250 3,000 - - - - - 3,250
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 3,000 - - - - - 3,000
Operating 250 - - - - - - 250
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income - - - - - - -
Total CIP Resources 250 3,000 - - - - - 3,250
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-7
Project Title:Parking Garage at the Landing
Project Type Acquisition Project Number:
Total Anticipated Project Cost:12,500 $ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total - -
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition 12,500 - - - - - 12,500
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses - 12,500 - - - - - 12,500
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 7,500 - - - - - 7,500
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers 5,000 - - - - - 5,000
Unfunded Needs - - - - - - -
Interest Income - - - - - - -
Total CIP Resources - 12,500 - - - - - 12,500
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
CAPITAL INVESTMENT PROGRAM
2009 through 2014
In February 2007, the City Council approved an agreement with Transwestern Harvest Lakeshore LLC to purchase a public parking garage at The
Landing for $12.875 million after certain occupancy milestones for the retail and entertainment center are achieved. The garage will provide free
public parking for the emerging South Lake Washington neighborhood as well as much needed overflow parking for Gene Coulon Memorial Beach
Park during periods of high park activity. Debt Service funding will be provided primarily from incremental tax revenues generated from the
redevelopment of the area.
Summary of Progress: Bonds are anticipated to be sold in Q1 2009 to purchase the public parking garage at The Landing from Transwestern Harvest
Lakeshore LLC.
P r o j e c t e d
P r o j e c t e d
(in thousands of dollars)
Capital Investment Program
6-8
Development
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Black River Riparian Forest - - 90 100 200 2,000 - 2,390
Henry Moses Aquatic Center 5,167 120 120 120 120 120 120 5,887
Grant Matching Program 600 250 250 250 250 250 250 2,100
Maplewood Community Park - - 100 300 3,000 - 3,000 6,400
New Maintenance Facility 8,277 (5,050) - 10,000 - - - 13,227
North Highlands Community Center 38 - 750 1,250 - - - 2,038
Parks, Recreation, & Open Space Plan 341 - - - - - 180 521
Regis Park Athletic Field Expansion 380 - 4,400 - 300 3,000 - 8,080
Springbrook Trail Missing Link 711 - - - - - - 711
Urban Forestry Program 281 50 110 60 60 60 60 681
Park Master Planning - - 90 90 90 90 90 450
Highlands Library Natural Area - - 50 230 - - - 280
Integrated Pest Management Program - - 100 - - - - 100
I-405/Talbot Road Streetscape
Improvements - 50 150 - - - - 200
Offleash Dog Park Development - 50 - - - - - 50
KC Proposition 2 Capital Expenditures Levy
Fund 123 123 123 123 123 123 738
Total 15,795 (4,407) 6,333 12,523 4,143 5,643 3,823 43,853
Major Maintenance
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Operational Facilities 1,622 308 90 92 92 92 - 2,296
Leased Facilities 1,997 110 260 - - - - 2,367
Parks General Major Maintenance 3,781 435 655 630 615 2,395 495 9,006
CAPITAL INVESTMENT PROGRAM
2009 through 2014
C O M M U N I T Y S E R V I C E S S U M M A R Y
(in thousands of dollars)
Parks General Major Maintenance 3,781 435 655 630 615 2,395 495 9,006
Public Facilities 5,232 696 805 234 269 239 12 7,487
Irrigation Renovation & Conservation 367 425 250 250 250 400 150 2,092
Irrigation Automation and Conservation 60 60 60 60 60 60 60 420
Parking Lot and Drive Repairs 158 90 90 50 50 60 100 598
Ball Field Renovation Program - 50 50 50 75 50 50 325
Pathway, Sidewalk, Patio & Boardwalk
Repairs 350 190 90 25 40 90 90 875
Court Repairs - 40 20 20 120 20 80 300
Tree Maintenance 82 70 70 70 70 70 70 502
Capital Project Manager - 48 51 53 56 59 61 328
Total 13,649 2,522 2,491 1,534 1,697 3,535 1,168 26,596
Total Six-Year Project Costs 29,444 (1,885) 8,824 14,057 5,840 9,178 4,991 70,449
Capital Investment Program
6-9
CAPITAL INVESTMENT PROGRAM
2009 through 2014
C O M M U N I T Y S E R V I C E S S U M M A R Y
(in thousands of dollars)
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
I-405/Talbot Road Streetscape
Improvements - 50 150 - - - - 200
Offleash Dog Park Development - 50 - - - - - 50
KC Proposition 2 Capital Expenditures Levy
Fund - 123 123 123 123 123 123 738
Total - 223 273 123 123 123 123 988
Resources:
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
User Fee - - - - - - - -
REET - - - - - - - -
Fuel Tax - - - - - - - -
Utility Tax - - - - - - - -
Bond Proceeds - 2,450 - 10,000 - - - 12,450
Operating 20,038 3,042 - - - - - 23,080
Grants/Contribution Received 380 - 4,400 - 300 3,000 - 8,080
Mitigation Funds Received 711 - - - - - - 711
Grants/Contribution Anticipated - - - - - - - -
Mitigation Funds Anticipated - - - - - - - -
Misc/Transfers 8,277 (7,500) - - - - - 777
Unfunded Needs 38 - 4,211 3,842 5,325 5,963 4,868 24,247
Interest Income - 123 213 215 215 215 123 1,104
Total 29,444 (1,885) 8,824 14,057 5,840 9,178 4,991 70,449
Projects Introduced in 2009
included above
Capital Investment Program
6-10
Project Title:Henry Moses Aquatic Center
Project Type:Development and Major Maintenance Project Number: N/A
Total Anticipated Project Cost:5,887$
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-43
Mid Year Adjustments date +/-
2008 Total 43 43
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 5,167 120 120 120 120 120 120 5,887
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 5,167 120 120 120 120 120 120 5,887
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 5,167 120 - - - - - 5,287
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 120 120 120 120 120 600
Interest Income - - - - - - -
Total CIP Resources 5,167 120 120 120 120 120 120 5,887
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
Summary of Progress: The Henry Moses Aquatic Center opens after the Memorial Day weekend, and runs through Labor Day. Future improvements will
include waiting area cover, water features, and a cover for the lap pool.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
The Henry Moses Aquatic Center opened for the summer season in 2004. It contains a lap pool, a lazy river, slides, and water features, as well as a
toddler area. The facility recovers all operating costs through fees and charges. Improvements will be made on an annual basis.
Capital Investment Program
6-11
Project Title:Grant Matching Program
Project Type:Development and Major Maintenance Project Number: C32011
Total Anticipated Project Cost:250$ Annually
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 100
Plus: Carryforward Funds +/-500
Mid Year Adjustments date +/-
2008 Total 600 #N/A #N/A
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 600 250 250 250 250 250 250 2,100
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 600 250 250 250 250 250 250 2,100
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 600 250 - - - - - 850
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 250 250 250 250 250 1,250
Interest Income - - - - - - -
Total CIP Resources 600 250 250 250 250 250 250 2,100
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
The City annually appropriates funds to be available for unforeseen park and/or trail development or acquisition opportunities, or to be
available to leverage grant monies. Any expenditure of these monies must have specific Council approval.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Capital Investment Program
6-12
Project Title:New Maintenance Facility
Project Type:Development and Major Maintenance Project Number: C20003
Total Anticipated Project Cost:13,227$
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 7,800
Plus: Carryforward Funds +/-5
Mid Year Adjustments date +/-
2008 Total 7,805 109 7,696
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition (5,050) - - - - - (5,050)
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 8,277 - - 10,000 - - - 18,277
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 8,277 (5,050) - 10,000 - - - 13,227
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 2,450 - 10,000 - - - 12,450
Operating - - - - - - -
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers 8,277 (7,500) - - - - - 777
Unfunded Needs - - - - - - -
Interest Income - - - - - - -
Total CIP Resources 8,277 (5,050) - 10,000 - - - 13,227
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
Summary of Progress: Original planning and programming were completed in 2001 and have since been updated to reflect City growth. We anticipate
site development in 2011. The development will be funded by bond proceeds.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Acquisition, design, and construction of a new maintenance facility and storage yard to replace and consolidate two existing sites, one of
which is a leased facility.
Capital Investment Program
6-13
Project Title:Urban Forestry Program
Project Type:Development and Major Maintenance Project Number: C32004/C32017
Total Anticipated Project Cost:681$
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 60
Plus: Carryforward Funds +/-79
Mid Year Adjustments date +/-80
2008 Total 219 86 133
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Following a 2003 tree inventory, an Urban and Community Forestry Development Plan was prepared in 2008 using a consultant working with all
City departments to develop a prioritized implementation schedule of activities. The Plan will provide the outline for a formal Urban Forestry
Program. Some of the goals of the Development Plan may include projects such as a forestry ordinance, urban forestry management plan,
forestry and tree construction specifications, best management practices, recommended street tree listing, public education components, Tree
City USA qualifications, funding strategies, canopy study, future updates to the inventory, and others determined by the Development Plan task
force and approved by City Council.
Summary of Progress: Carry forward unspent funds from 2008. Urban Forestry Development Plan will be completed in 2009. A public process to
develop a forestry ordinance utilizing a consultant is scheduled for 2009. Ordinance goals include optimizing tree canopy & health, reducing
infrastructure repairs (eg. concrete damage, blocked traffic signals, low hanging branches, etc.) & guiding proper planting, maintenance & removal
practices.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 281 50 110 60 60 60 60 681
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 281 50 110 60 60 60 60 681
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 281 50 - - - - - 331
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 110 60 60 60 60 350
Interest Income - - - - - - -
Total CIP Resources 281 50 110 60 60 60 60 681
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-14
Project Title:I-405/Talbot Road Streetscape Improvements
Project Type:Development and Major Maintenance Project Number:
Total Anticipated Project Cost:200$
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total - -
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 50 150 - - - - 200
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses - 50 150 - - - - 200
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 50 - - - - - 50
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 150 - - - - 150
Interest Income - - - - - - -
Total CIP Resources - 50 150 - - - - 200
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - 2 2 2 6
Net Impact - - - - (2) (2) (2) (6)
Summary of Progress: $50,000 for design of planter strips was scheduled in 2009, however, the design will likely be paid for by WSDOT. Construction
of the planter strips in 2010. Maintenance of areas will be programmed into the Parks Division operating fund in 2011 for contract landscape
maintenance.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
A joint project with Community Services and Public Works to install irrigation and plant material along the Talbot Road planter strips as part of
the I-405 project.
Capital Investment Program
6-15
Project Title:Offleash Dog Park Development
Project Type:Development and Major Maintenance Project Number:
Total Anticipated Project Cost:50$
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total - -
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 50 - - - - - 50
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses - 50 - - - - - 50
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 50 - - - - - 50
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income - - - - - - -
Total CIP Resources - 50 - - - - - 50
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - 5 5 5 5 6 27
Net Impact - - (5) (5) (5) (5) (6) (27)
Summary of Progress: In 2009, funds to be used to provide for basic offleash dog park amenities including fencing, benches, mutt-mitt dispensers, sani-
can, and trash containers. Additional funds will be sought from donations with operational costs offset by volunteers.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Initial development of an offleash dog park area in 2009 that follows the recommendations of the Offleash Dog Park Task Force.
Capital Investment Program
6-16
Project Title:KC Proposition 2 Capital Expenditures Levy Fund
Project Type:Development and Major Maintenance Project Number:
Total Anticipated Project Cost:123$ Annually
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total - -
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 123 123 123 123 123 123 738
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses - 123 123 123 123 123 123 738
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating - - - - - - -
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 123 123 123 123 123 123 738
Total CIP Resources - 123 123 123 123 123 123 738
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - 10 10 10 10 10 50
Net Impact - - 10 10 10 10 10 50
Summary of Progress: The Interlocal Agreement for fund distribution was executed in 2008. 2008 and 2009 funds allocation will be collected in 2009.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
King County voters approved a six-year levy for open space and trail acquisition and development through 2014. The funds may specifically
include local trails in underserved areas linking to city or county trails that connect regional trails and for open space acquisition in areas
where the City is trying to acquire missing parcels as part of a larger network of open spaces.
Capital Investment Program
6-17
Project Title:Operational Facilities
Project Type:Development and Major Maintenance Project Number: C20004-C20009
Total Anticipated Project Cost:Ongoing
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 866
Plus: Carryforward Funds +/-140
Mid Year Adjustments date +/-
2008 Total 1,006 535 471
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 1,622 308 90 92 92 92 - 2,296
(in thousands of dollars)
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
This project list includes the major maintenance required to preserve the value of City assets. The facilities are listed, and the associated
project is identified, on the following page.
Summary of Progress: A variety of small projects are scheduled for 2008 and beyond. A seismic retrofit of Fire Station 11, using mostly FEMA grant
monies, provides the opportunity for additional remodeling and energy upgrades that have been in the planning stages for five years to be done at the
same time without additional disruption.
Major Maintenance 1,622 308 90 92 92 92 - 2,296
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 1,622 308 90 92 92 92 - 2,296
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 1,622 308 - - - - - 1,930
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income - 90 92 92 92 - 366
Total CIP Resources 1,622 308 90 92 92 92 - 2,296
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - 1 3 3 3 - - 10
Net Impact - (1) (3) (3) (3) - - (10)
P r o j e c t e d
Capital Investment Program
6-18
Project Title:Operational Facilities
Project Type:Development and Major Maintenance Project Number: C20004-C20009
Total Anticipated Project Cost:Ongoing
Fire Station No. 11 (Built 1978):$211,000
Fire Station 12:$21,000
Fire Station No. 13: $12,000
Fire Station No. 14 (Built 1997):$14,000
Fire Station No. 16 (Remodeled 1997):$20,000
Normal major maintenance ($20,000).
City Shops: $10,000
Fire Station No. 17 $20,000
CAPITAL INVESTMENT PROGRAM
2009 through 2014
This station is older of two in the FD 40 service area that is contracted by the Renton F& ES Department. The Fire District is responsible for major
A seismic evaluation of the building conducted in 2007 indicates that Fire Station 11 needs substantial improvements to achieve the desired level of post-
event functionality. We did receive grant approval in 2008 and much of the work will be done by the start of 2009. Additional station upgrades(insulation and
energy refits, bathroom and kitchen remodelling) were planned to coincide with the seismic upgrade to limit operational disruptions. The seismic upgrade is
roughly $450,000 and the station upgrades are a similar amount.
Funding is required for typical annual maintenance. In addition, the equipment and backup systems for the Emergency Control Center are important to
maintain at the schedules recommended in the O&M Manual ($21,000).
This new station, with administration offices, will be $12,000 in a typical year.
Normal major maintenance is $14,000. The sliding partition wall was replaced in 2008 at a cost of $18,000.
There were large petroleum product related price increases for roofing materials in 2007 so that we could only complete the largest, shop A-1. In 2008, Public
Works Shops roofs were replaced at a cost of $245,000. Normal major maintenance is $10,000.
This station is older of two in the FD 40 service area that is contracted by the Renton F& ES Department. The Fire District is responsible for major
repairs(incidents over $5,000), but there are plenty of minor maintenance items that will require attention.
Capital Investment Program
6-19
Project Title:Leased Facilities
Project Type:Development and Major Maintenance Project Number: C20010, C20026
Total Anticipated Project Cost:Ongoing
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 366
Plus: Carryforward Funds +/-154
Mid Year Adjustments date +/-
2008 Total 520 160 359
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 1,997 110 260 - - - - 2,367
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 1,997 110 260 - - - - 2,367
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 1,997 110 - - - - - 2,107
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 260 - - - - 260
Interest Income - - - - - - -
Total CIP Resources 1,997 110 260 - - - - 2,367
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
Summary of Progress: In 2008, the first floor lobby and restrooms were updated to ADA standards and to meet the needs of the first floor tenant. The
building landscaping was updated and the trees were pruned and thinned.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
We completed an architectural, energy, structural, seismic and mechanical review of the 200 Mill Building (Old City Hall) in 2008. Costs were
high relative to the market value of the building, so we will continue to lease space in the building without major changes. The roof and
pneumatic control replacement with DDEC - programmable computerized controls took place in 2008. In 2009, ADA bathroom upgrades on
three additional floors of the 200 Mill building are planned. In 2010, we will have to take the boathouse in Cedar River Trails Park off of
Boeing's power grid. This involves major underground tunnelling and new electric supply and transformers. Typical major maintenance
projects for the building are included in the property manager's budget (Fund 108) as well.
Capital Investment Program
6-20
Project Title:Parks General Major Maintenance
Project Type:Development and Major Maintenance Project Number: C32005
Total Anticipated Project Cost:Ongoing
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 730
Plus: Carryforward Funds +/-274
Mid Year Adjustments date +/-75
2008 Total 1,079 390 690
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Major maintenance projects are necessary to maintain parks in a safe working order. Identified projects are listed on the following page.
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 3,781 435 655 630 615 2,395 495 9,006
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 3,781 435 655 630 615 2,395 495 9,006
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 3,781 435 - - - - - 4,216
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 655 630 615 2,395 495 4,790
Interest Income - - - - - - -
Total CIP Resources 3,781 435 655 630 615 2,395 495 9,006
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-21
Project Title:Parks General Major Maintenance
Project Type:Development and Major Maintenance Project Number: C32005
Total Anticipated Project Cost:Ongoing
2009 2010 2011 2012 2013 2014 Total
Playgrounds, Kiosks and Intepretive
Signs 20 120 120 100 120 120 600
Light System Upgrades 280 200 100 100 110 110 900
Shoreline and Bank Stabilization 125 100 - 200 2,000 - 2,425
Boundary, Topographic & Site Surveys - 120 30 90 90 90 420
Fencing, Guardrails, Bullrails, Railings 10 10 100 20 20 20 180
Landscape Renovation & Repairs - 105 55 55 55 55 325
Structural Reviews & Repairs - - 225 50 - 100 375
Total $ 435 $ 655 $ 630 $ 615 $ 2,395 $ 495 $ 5,225
CAPITAL INVESTMENT PROGRAM
2009 through 2014
Capital Investment Program
6-22
Project Title:Public Facilities
Project Type:Development and Major Maintenance Project Number: C20011 - C20021
Total Anticipated Project Cost:Ongoing
2008 Overview Budget Actual Remaining
2008 Adopted Budget 1,724
Plus: Carryforward Funds +/-542
Mid Year Adjustments date +/-
2008 Total 2,266 1,618 648
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Summary of Progress: Descriptions are given sectionally below.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
Project Description
(in thousands of dollars)
The major maintenance items that are described on the following page are necessary in the continuing effort to keep City buildings in sound
operating order. The findings of master plans for the Library and the Museum may influence those facilities beyond the short term and the line
items indicated for those areas are therefore subject to significant change.
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 5,232 696 805 234 269 239 12 7,487
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 5,232 696 805 234 269 239 12 7,487
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 5,232 696 - - - - - 5,928
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 805 234 269 239 12 1,559
Interest Income - - - - - - -
Total CIP Resources 5,232 696 805 234 269 239 12 7,487
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-23
Carco Theatre:$20,000
City Hall:$130,000
Renton Community Center:$250,000
Senior Activity Center:$105,000
Main and Highlands Libraries:$80,000
Public Restroom Renovation:
Coulon Park:$30,000
The structures at Coulon Park require annual major maintenance of $30,000.
A variety of small projects are requested annually ($30,000) in response to public access and technology changes, and expenditures for major maintenance is
expected to be $80,000 . The HVAC systems are contracted and the contract expires in 2008. The existing vendor has indicated they are losing money at this
site, and we anticipate the bids will be roughly $20,000 per year higher. The roof will need to be replaced in 2010.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
Major maintenance has an allowance of $25,000 annually from 2009 to 2014. The new gym floor has an annual refinishing program ($12,000). The banquet
room floor will also be refinished ($18,000). Continuing security and technology upgrades and replacements are budgeted at $25,000 per annum for 2008 and
2009 and $12,000 per annum thereafter. The air conditioning is seasonally indadequate for the exercise/weight room. An air conditioning upgrade is
estimated at $85,000 in 2010. Many of the furnishings and some equipment is well beyond its service life, so some replacements are scheduled for 2009
($35,000). Major painting and staining is planned ($40,000) to provide an updated appearance. If the RCC is to be used for the citywide emergency shelter
program a generator will be necessary ($95,000).
Funds for annual major maintenance program costs are needed in years 2009 to 2014 ($25,000 annually). The architectural plans for a kitchen remodel will
be developed in 2009 ($50,000) for a major rehabilitation that will occur at a later date. Major painting and staining will take place in 2009 ($30,000). The
expansion of air conditioning for a portion of the building currently without ($45,000) and the banquet floor will be replaced ($145,000) in 2010.
From 2009 to 2012, the major maintenance program continues, roughly, $15,000 per year. A 3-year furniture and furnishings replacement program was
started in 2007 and will be completed in 2009 at $50,000 per year. Highlands major maintenance is $15,000 per year.
Maplewood Park was funded in 2008, next project is slated for 2010 ($120,000).
The stage and seating areas need an ADA upgrade (90,000) that includes a lift to be done in 2010. The dressing rooms need to be remodeled in 2010
(30,000), and major maintenance runs to roughly $12,000 annually.
Exercise Equipment Replacement:$31,000
North Highlands Neighborhood Center:$25,000
Liberty Park Stadium: $5,000
Liberty Park Community Building:$20,000
The ongoing program to replace old exercise equipment, located throughout all public facilities, continues and will be $31,000 in 2009.
Annual maintenance costs are high for this building and replacement is recommended.
The stadium is old enough to need frequent concrete repairs and sealing.
Annual major maintenance is proposed at $20,000 as this is the oldest building in the City inventory and will be in use as an office building for the forseeable
future.
Capital Investment Program
6-24
Project Title:Irrigation Renovation and Conservation
Project Type:Development and Major Maintenance Project Number: C32006
Total Anticipated Project Cost:Ongoing
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 227
Plus: Carryforward Funds +/-76
Mid Year Adjustments date +/-40
2008 Total 343 328 15
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Summary of Progress: In 2008, a new irrigation system was designed and installed at Sunset Court Park and Teasdale Park. In 2009, irrigation design
and construction is tentatively scheduled, but currently on hold at Cedar River Park. Irrigation installation at Sunset Court Park was completed in 2008.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Many irrigation systems are 30 years old. Upgrading outdated park irrigation systems will improve irrigation coverage and reduce the amount
of water and energy used per park. This will also increase the recreational value to Renton citizens. This is part of the Community Services
Department's Water Conservation Plan and Strategy.
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 367 425 250 250 250 400 150 2,092
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 367 425 250 250 250 400 150 2,092
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 367 425 - - - - - 792
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 250 250 250 400 150 1,300
Interest Income - - - - - - -
Total CIP Resources 367 425 250 250 250 400 150 2,092
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - 2 2 2 2 2 2 12
Net Impact - (2) (2) (2) (2) (2) (2) (12)
P r o j e c t e d
Capital Investment Program
6-25
Project Title:Irrigation Automation and Conservation
Project Type:Development and Major Maintenance Project Number: C32010
Total Anticipated Project Cost:420$
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 60
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 60 29 31
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 60 60 60 60 60 60 60 420
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 60 60 60 60 60 60 60 420
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 60 60 - - - - - 120
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 60 60 60 60 60 300
Interest Income - - - - - - -
Total CIP Resources 60 60 60 60 60 60 60 420
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - 2 2 2 2 2 10
Net Impact - - (2) (2) (2) (2) (2) (10)
Summary of Progress: In 2008, irrigation automation was completed in the following parks: Burnett, Cedar River, Jones, and Piazza-Gateway. In 2009,
the following parks are slated for improvements: Earlington, Glencoe, Liberty Park, and North Highlands Park.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Replacement of existing solid state and battery operated irrigation controllers with computerized irrigation controllers and water saving
devices will reduce water costs, conserve water, and provide more effective water delivery to parks, boulevards, and public building grounds.
This is part of the Community Services Department's Water Conservation Plan and strategy.
Capital Investment Program
6-26
Project Title:Parking Lot and Drive Repairs
Project Type:Development and Major Maintenance Project Number: C32008
Total Anticipated Project Cost:598 $
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 75
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 75 49 26
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 158 90 90 50 50 60 100 598
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 158 90 90 50 50 60 100 598
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 158 90 - - - - - 248
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 90 50 50 60 100 350
Interest Income - - - - - - -
Total CIP Resources 158 90 90 50 50 60 100 598
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
Summary of Progress: In 2008, repairs were completed at the west parking lot in Liberty Park and the parking lot at the Main Library. Curbs were
repaired at the Renton Senior Activity Center. Repairs in 2009 for Cedar River Park, Teasdale Park, and select fire stations are currently on hold.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Pavement resurface, reconstruction, sealcoat, patch, repair curb, improve drainage, and re-stripe existing asphalt drives and parking areas
throughout the City's parks and municipal sites (e.g. fire stations, libraries, recreation centers). The program is intended to repair and
generally extend the life of the existing pavement.
Capital Investment Program
6-27
Project Title:Ball Field Renovation Program
Project Type:Development and Major Maintenance Project Number: TBA
Total Anticipated Project Cost:325$
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total - -
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 50 50 50 75 50 50 325
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses - 50 50 50 75 50 50 325
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 50 - - - - - 50
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 50 50 75 50 50 275
Interest Income - - - - - - -
Total CIP Resources - 50 50 50 75 50 50 325
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - 2 2 2 2 2 2 12
Expenditure Increase/Decrease - - - - - - - -
Net Impact - 2 2 2 2 2 2 12
Summary of Progress: In 2008, new infield mix was installed at Teasdale Park as part of the larger Teasdale Park Irrigation Renovation and
Conservation Project.. For 2009, a new infield mix will be installed at Cedar River Park, along with irrigation in the CIP Irrigation Renovation &
Conservation Program. The project is currently on hold.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Ball fields require major renovations periodically to increase playability and decrease staff time in field preparation. The scope generally
includes field improvements such as drainage, grading, sodding or seeding, material replacement, backstop repairs, and upgrades, player
bench area repairs and upgrades, and bleacher area repairs and upgrades.
Capital Investment Program
6-28
Project Title:Path, Walks, Patio and Boardwalks
Project Type:Development and Major Maintenance Project Number: C32009
Total Anticipated Project Cost:875$
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 200
Plus: Carryforward Funds +/-78
Mid Year Adjustments date +/-
2008 Total 278 10 268
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 350 190 90 25 40 90 90 875
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 350 190 90 25 40 90 90 875
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 350 190 - - - - - 540
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 90 25 40 90 90 335
Interest Income - - - - - - -
Total CIP Resources 350 190 90 25 40 90 90 875
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
Summary of Progress: Repairs for 2008 included as ADA were completed at Coulon Park and the Senior Activity Center. In 2009, repairs are planned
for the walkway fronting the Senior Housing, Cedar River Trails Park and Coulon asphalt pathway.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Repair and replace heaving, broken, and settling pathways, trails, sidewalks, patios and boardwalks with asphalt, concrete, pavers, wood, or
other materials.
Capital Investment Program
6-29
Project Title:Court Repairs
Project Type:Development and Major Maintenance Project Number: C32007
Total Anticipated Project Cost:300$
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 40
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-(40)
2008 Total - -
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 40 20 20 120 20 80 300
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses - 40 20 20 120 20 80 300
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 40 - - - - - 40
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 20 20 120 20 80 260
Interest Income - - - - - - -
Total CIP Resources - 40 20 20 120 20 80 300
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
Summary of Progress: No court repairs occurred in 2008 due to construction activities at Regis Park and Teasdale Park. Funding reallocated to
Teasdale Park irrigation project. In 2009, repairs at Ron Regis Park and Teasdale Park are currently on hold.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Repair, replace, resurface, reconstruction, seal-coat, patch, improve drainage and re-stripe existing surfaces including soft surface courts such
as the Bocce Ball Court at the Renton Activity Center. The program is intended to repair safety problems and generally extend the life of the
existing surfaces.
Capital Investment Program
6-30
Project Title:Tree Maintenance
Project Type:Development and Major Maintenance Project Number: C32012
Total Anticipated Project Cost:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 50
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 50 50 (0)
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Summary of Progress: In 2008, trees were pruned or removed at Philip Arnold Park, 3rd Street, S. 2nd St. Blvd, Teasdale Park, Park Ave., and other
locations.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
The Parks Division maintains 1,500 street trees and 20,000 park trees requiring routine maintenance to sustain tree health, maintain and
improve public safety, and create a more attractive appearance along City streets and in parks. Routine maintenance improves sight lines to
traffic signals, traffic signs, and business advertising; creates clearance over streets for vehicles and pedestrians; enhances street light
illumination; and eliminates poor growth habits to avoid major tree problems in the future including tree failure. Improving and extending the
life of Renton's tree population is a high priority for improving the City's overall environment.
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 82 70 70 70 70 70 70 502
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 82 70 70 70 70 70 70 502
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 82 70 - - - - - 152
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 70 70 70 70 70 350
Interest Income - - - - - - -
Total CIP Resources 82 70 70 70 70 70 70 502
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-31
Project Title:Capital Project Coordination
Project Type:Development and Major Maintenance Project Number: TBC
Total Anticipated Project Cost:328$
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total - -
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services 48 51 53 56 59 61 328
Major Maintenance - - - - - - -
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses - 48 51 53 56 59 61 328
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 48 - - - - - 48
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - 51 53 56 59 61 280
Interest Income - - - - - - -
Total CIP Resources - 48 51 53 56 59 61 328
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
Summary of Progress:
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
To reimburse Parks capital project planning, coordination, and management costs paid by Fund 001.
Capital Investment Program
6-32
TRANSPORTATION: See the Six-Year Transportation Improvement Program for project details.
Development
Project
#
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
1% for the Arts 12112 184 15 15 15 15 15 15 90
Arterial Circulation Program 29 1,769 50 250 250 250 250 250 1,300
Barrier Free Transition Plan 12705 6 40 50 50 50 50 50 290
Bicycle Route Development
Program 12173 242 18 110 80 80 80 80 448
Duvall Ave NE *12123 3,376 1,750 - - - - - 1,750
Duvall Ave NE NE 7th to Sunset 12702 - - 5 655 2,900 2,120 445 6,125
Duvall Ave NE - King County 12305 4,521 3,091 - - - - - 3,091
Environmental Monitoring 12187 675 50 30 30 30 30 30 200
Garden Ave N Widening 12603 41 10 240 - - 2,400 2,600 5,250
GIS Needs Assessment 12206 83 20 20 20 150 150 150 510
Intersection Safety & Mobility 12601 126 250 250 250 250 250 250 1,500
Lake Wash. Bv-Park to Coulon Pk 12121 328 - - 82 138 - - 221
Lind Ave - SW 16th-SW 43rd 24 - 3 5 - 1,914 626 - 2,548
Logan Ave Concrete Panel Repair 12303 - - - 460 - - - 460
Missing Links Program 12106 104 25 30 30 30 30 30 175
Monterrey/NE 20th Wall Repair 12704 - - - 30 - - - 30
NE 3rd/NE 4th Corridor 12176 221 3 338 1,464 4,794 1,844 980 9,423
Project Development/Predesign 12150 1,171 50 150 150 150 150 150 800
Rainier Ave-Grady Way to S 2nd 12703 7,671 7,000 6,800 3,700 1,300 - - 18,800
RR Crossing Safety Program 12166 289 5 - - - 10 - 15
Sam Chastain Lk WA Tr Connect 12707 469 235 - - - - - 235
School Zone Sign Upgrades 12504 271 50 - - - - - 50
South Renton Project 12194 406 - 50 275 - - - 325
CAPITAL INVESTMENT PROGRAM
T R A N S P O R T A T I O N S U M M A R Y
(in thousands of dollars)
2009 through 2014
South Renton Project 12194 406 - 50 275 - - - 325
SR 169 HOV - 140th to SR 900 12175 6,666 - - - 2,550 - - 2,550
Strander Bv/SW 27th St Connect.12239 2,698 8,210 1,097 1,627 5,082 10,069 10,892 36,977
TDM Program 12135 952 65 65 65 65 65 65 390
Traffic Efficiency Program 12162 753 50 50 50 30 30 30 240
Traffic Safety Program 12115 810 20 20 40 40 40 40 200
Trans Concurrency 12107 39 10 10 10 40 10 30 110
Transit Program 12706 1,310 80 275 275 275 275 275 1,455
Walkway Program 9 3,094 250 250 250 250 250 250 1,500
WSDOT Coordination Program 12146 225 30 65 60 60 40 40 295
Total 38,500 21,380 10,175 9,918 20,444 18,784 16,652 97,352
* Duvall Ave NE - SR 900 to North City Limits Project includes a city utilities expenditure of $109,548 which will will not
be budgeted for in Fund 317. It will be budgeted in Fund 425 (Water) and Fund 426 (Wastewater).
Capital Investment Program
6-33
CAPITAL INVESTMENT PROGRAM
T R A N S P O R T A T I O N S U M M A R Y
(in thousands of dollars)
2009 through 2014
Major Maintenance
Project
#
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Arterial Rehab. Program 12186 2,084 310 326 342 359 377 396 2,109
Bridge Inspection and Repair 106 864 90 330 50 55 50 50 625
Loop Replacement Program 16 323 25 30 30 30 30 30 175
May Creek Bridge Replacement 12503 167 20 20 10 - 530 165 745
Pole Program 91 242 20 20 25 25 25 25 140
Sign Replacement Program 12113 130 5 8 8 8 8 8 43
Street Overlay Program 12108 9,140 685 719 755 793 833 874 4,659
Sidewalk Rehabilitation and
Replacement Program 12801 - 250 250 250 250 250 250 1,500
Total 12,950 1,405 1,702 1,469 1,519 2,102 1,797 9,995
Total Six-Year Project Costs 51,450 22,785 11,877 11,387 21,963 20,886 18,450 107,348
Summary of Funding Sources
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
750 765 770 775 780 785 4,625
Business License Fee 1,900 1,900 1,900 2,100 2,100 2,100 12,000
Transportation Reserves 59 - - - - - 59
Grants In-Hand 6,787 2,375 1,259 430 - - 10,852
Mitigation In-Hand 900 1,000 1,000 1,100 1,100 1,100 6,200
Bonds/LID's Formed - - - - - - -
Vehicle Fuel Tax (includes increase from 2005 Initiative
912)
Bonds/LID's Formed - - - - - - -
Other Government Resources In-Hand 12,389 2,693 1,668 642 493 893 18,778
Subtotal Funded 22,785 8,733 6,597 5,048 4,473 4,878 52,514
Grants Proposed - 1,500 2,078 6,731 3,552 165 14,025
Other Proposed - 97 470 1,624 728 - 2,918
Undetermined - 1,547 2,243 8,561 12,133 13,407 37,890
Subtotal Proposed Funding - 3,144 4,790 16,915 16,413 13,572 54,834
Total Funding Sources 22,785 11,877 11,387 21,963 20,886 18,450 107,348
Capital Investment Program
6-34
Development
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
608 Hangar Expansion 4 - 1,050 - - - - 1,054
US Customs Facility - - 100 600 - - - 700
820 Building Demolition 540 - 867 - - - - 1,407
820 Building Reconstruction - - - - - - - -
Demolition of Chamber of Commerce
Building - - - 125 - - - 125
Total 544 - 2,017 725 - - - 3,286
Major Maintenance
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
622 Hangar - Rehabilitation 33 - 1,100 - - - - 1,133
Runway 15/33 Resurfacing 1,519 2,688 - - - - - 4,207
Maintenance Dredging and Shoreline
Mitigation 607 - - - 500 - - 1,107
Airport Office Renovation - - - 153 - - - 153
Cedar River Hangar Roof Replacement - - 100 - - - - 100
Pavement Management Program - - 446 - 1,880 150 - 2,476
Surface Water System Rehabilitation - - 50 50 50 500 - 650
Fire Water System Rehabilitation - - - - 230 30 - 260
Seaplane Launch Ramp Replacement - - - 150 350 - - 500
Major Facility Maintenance 311 120 120 120 130 130 - 931
Total 2,470 2,808 1,816 473 3,140 810 - 11,517
Total Six-Year Project Costs 3,014 2,808 3,833 1,198 3,140 810 - 14,803
Resources:
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
User Fee - - - - - - - -
REET - - - - - - - -
Fuel Tax - - - - - - - -
Utility Tax - - - - - - - -
Bond Proceeds - - 2,250 600 - - - 2,850
Operating 756 329 566 598 1,354 660 - 4,263
Grants/Contribution Received 1,718 2,479 - - - - - 4,197
Mitigation Funds Received - - - - - - - -
Grants/Contribution Anticipated - - - - - - - -
Mitigation Funds Anticipated - - - - - - - -
Misc/Transfers - - - - - - - -
Unfunded Needs 540 - 867 - - - - 1,407
Interest Income - - 150 - 1,786 150 - 2,086
Total 3,014 2,808 3,833 1,198 3,140 810 - 14,803
CAPITAL INVESTMENT PROGRAM
2009 through 2014
A I R P O R T S U M M A R Y
(in thousands of dollars)
Capital Investment Program
6-35
Project Title:Runway - 15/33 Resurfacing
Project Type:Development and Major Maintenance Project Number: A25096
Total Anticipated Project Cost:4,207$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 1,370
Plus: Carryforward Funds +/-120
Mid Year Adjustments date +/-
2008 Total 1,490 167 1,323
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
CAPITAL INVESTMENT PROGRAM
2009 through 2014
(in thousands of dollars)
P r o j e c t e d
Resurface Runway 15/33 to re-level the runway and grove the pavement.
Summary of Progress: Federal funds for construction, in the amount of $3.9 million, were awarded in 2008. Construction will be completed in August 2009.
Capital Investment Program
6-3
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 1,519 2,688 - - - - - 4,207
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 1,519 2,688 - - - - - 4,207
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 209 - - - - - 209
Grants/Contribution Received 1,519 2,479 - - - - - 3,998
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income - - - - - - -
Total CIP Resources 1,519 2,688 - - - - - 4,207
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-36
Project Title:Major Facility Maintenance
Project Type:Development and Major Maintenance Project Number: A25088
Total Anticipated Project Cost:931$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 100
Plus: Carryforward Funds +/-35
Mid Year Adjustments date +/-
2008 Total 135 114 21
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
CAPITAL INVESTMENT PROGRAM
2009 through 2014
(in thousands of dollars)
P r o j e c t e d
The City is increasingly becoming an owner of buildings at the Airport. Some of these buildings need major, unscheduled maintenance to
maintain the investment in the facility.
Summary of Progress: In 2008, funds were spent on crack sealing and asphalt repair, replacement of facia boards on the City Hangars, and a number of
small repair projects.
Capital Investment Program
6-37
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 311 120 120 120 130 130 - 931
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 311 120 120 120 130 130 - 931
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 311 120 120 120 130 130 - 931
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income - - - - - - -
Total CIP Resources 311 120 120 120 130 130 - 931
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-3
Development
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Maintenance Building and Pump House 50 - - - - - 300 350
Reconstruction of the 13th and 15th Greens - - - 130 - - - 130
Reconstruction of the 1st and 3rd Tee Boxes - 25 - - - - - 25
Reconstruction of #15 Fairway - - - - - - - -
Reconstruction of #10 and #16 Greens - - - - 130 - - 130
Feasibility Study - Maintenance Building 50 - - - - - - 50
Irrigation Mainline Replacement - - - - - - - -
Reconstruction of Hole #3 Green - - - - - 75 - 75
Hole #3 Hillside Drainage - - - - - 50 - 50
Total 100 25 - 130 130 125 300 810
Major Maintenance
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Golf Course Major Maintenance 786 125 135 150 150 120 150 1,616
Total 786 125 135 150 150 120 150 1,616
Total Six-Year Project Costs 886 150 135 280 280 245 450 2,426
Related Debt
Life to
Date Thru
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Bonds 439 438 437 435 437 437 2,623
Total 439 438 437 435 437 437 2,623
Lif t Pjt dPjt dPjt dPjt dPjt dPjt d Pjt
CAPITAL INVESTMENT PROGRAM
2009 through 2014
G O L F C O U R S E S U M M A R Y
(in thousands of dollars)
Resources:
Life to
Date Thru
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
User Fee - - - - - - - -
REET - - - - - - - -
Fuel Tax - - - - - - - -
Utility Tax - - - - - - - -
Bond Proceeds - - - - - - - -
Operating 786 150 135 280 280 245 450 2,326
Grants/Contribution Received - - - - - - - -
Mitigation Funds Received - - - - - - - -
Grants/Contribution Anticipated - - - - - - - -
Mitigation Funds Anticipated - - - - - - - -
Misc/Transfers - - - - - - - -
Unfunded Needs 100 - - - - - - 100
Interest Income - - - - - - - -
Total 886 150 135 280 280 245 450 2,426
Capital Investment Program
6-38
Project Title:Reconstruction of the 1st and 3rd Tee Boxes
Project Type:Development and Major Maintenance
Total Anticipated Project Cost:25 $ Prior Council Review/Approval:
Project Description
Summary of Progress: Golf Course staff will complete this project. The project has been re-prioritized and will be completed in 2009.
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total - -
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 25 - - - - - 25
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses - 25 - - - - - 25
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 25 - - - - - 25
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income - - - - - - -
Total CIP Resources - 25 - - - - - 25
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - (1,000) (1,000) (1,000) (1,000) (1,000) (5,000)
Net Impact - - - - - - - -
Reconstruct the 1st and 3rd Tee boxes resulting in larger teeing area, ensuring the health, aesthetics, and playability of the teeing surfaces. This
project was initially introduced into CIP in 2004.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
Project Number:
(in thousands of dollars)
Capital Investment Program
6-39
Project Title:Golf Course Major Maintenance
Project Type:C42001
Total Anticipated Project Cost:1,616$ Prior Council Review/Approval:
Project Description
Summary of Progress: Assessment and prioritizing of Major Maintenance projects for 2009 - 2014.
2008 Overview Budget Actual Remaining
2008 Adopted Budget 170
Plus: Carryforward Funds +/-139
Mid Year Adjustments date +/-
2008 Total 309 146 163
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
Project Number:
The Maplewood Golf Course has the following activities that would be considered major maintenance. These activities are necessary to maintain
golf course, parking, and building facilities. They do not add to the infrastructure, but ensure continued life and usability of the entire facility. Note
that numbers listed in parenthesis on page 13 are the initial dates that projects were introduced into the Major Maintenance portion of the CIP.
Development and Major Maintenance
(in thousands of dollars)
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 786 125 135 150 150 120 150 1,616
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 786 125 135 150 150 120 150 1,616
Resources:
User Fee - - - - - - -
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds - - - - - - -
Operating 786 125 135 150 150 120 150 1,616
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income - - - - - - -
Total CIP Resources 786 125 135 150 150 120 150 1,616
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - 15,000 15,000 15,000 15,000 15,000 75,000
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-40
Development
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
New Reservoirs and Pump Stations 140 600 500 900 2,500 2,500 2,500 9,640
Hazen 565 Zone Reservoir 6,969 - - - - - - 6,969
Supply Development & Water Quality 14,765 200 100 100 100 100 100 15,465
Total 21,874 800 600 1,000 2,600 2,600 2,600 32,074
Major Maintenance
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Water Main Replacement 7,802 2,000 2,000 2,000 2,000 2,000 2,000 19,802
I-405 Utilities Relocation 1,028 250 - - - - - 1,278
Auto Meter Reading Conversion 200 1,000 2,000 1,500 - - - 4,700
Water Utility Major Maintenance 5,356 700 190 150 150 240 240 7,026
Total 14,387 3,950 4,190 3,650 2,150 2,240 2,240 32,807
Regulatory Compliance
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Regulatory Compliance Program 1,732 250 210 350 250 160 160 3,112
Total 1,732 250 210 350 250 160 160 3,112
Total Six-Year Project Costs 37,992 5,000 5,000 5,000 5,000 5,000 5,000 67,992
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Rainier Ave S - S 2nd to Grady Way - 300 300 - - - 600
Total - 300 300 - - - 600
CAPITAL INVESTMENT PROGRAM
2009 through 2014
Projects Introduced in 2009
included above
W A T E R S U M M A R Y
(in thousands of dollars)
Related Debt
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Bonds 1,068 962 737 750 874 1,036 5,427
Public Works Trust Fund Loans 410 408 406 403 402 400 2,429
Total 1,478 1,370 1,143 1,153 1,276 1,436 7,856
Resources:
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
User Fee 8,474 152 153 154 145 129 113 9,319
REET - - - - - - - -
Fuel Tax - - - - - - - -
Utility Tax - - - - - - - -
Bond Proceeds 19,131 1,752 4,564 4,476 4,385 3,815 3,724 41,847
Operating 10,276 3,015 272 358 454 1,026 1,131 16,532
Grants/Contribution Received - - - - - - - -
Mitigation Funds Received - - - - - - - -
Grants/Contribution Anticipated - - - - - - - -
Mitigation Funds Anticipated - - - - - - - -
Misc/Transfers - - - - - - - -
Unfunded Needs - - - - - - - -
Interest Income 111 81 11 13 15 30 32 293
Total 37,992 5,000 5,000 5,000 5,000 5,000 5,000 67,992
Capital Investment Program
6-41
Project Title:New Reservoirs and Pump Stations
Project Type:Development Project Number: U55570
Total Anticipated Project Cost:9,640$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 50
Plus: Carryforward Funds +/-50
Mid Year Adjustments date +/-40
2008 Total 140 47 93
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 140 600 500 900 2,500 2,500 2,500 9,640
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 140 600 500 900 2,500 2,500 2,500 9,640
Resources:
User Fee 8 18 15 28 73 65 56 263
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 49 210 456 806 2,193 1,908 1,862 7,484
Operating 80 362 27 64 227 513 566 1,839
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 3 10 1 2 8 15 16 54
Total CIP Resources 140 600 500 900 2,500 2,500 2,500 9,640
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
This project consists of the evaluation of the City's needs to provide sufficient water storage capacity and supply reliability in all hydraulic zones of
the City's water system. Water storage is needed for fire protection; and peak demand water uses to accommodate the City's population growth
and from new development/redevelopment throughout the City. The project will evaluate the acquisition of properties, if needed, along with the
use of existing City-owned properties to construct the new reservoirs and pump stations. Feasibility studies will be conducted to provide options
and planning level cost estimates prior to the design and construction of the facilities.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Summary of Progress: The water storage planning study was completed in 2008. The study provided the City with options and planning level cost
estimates for the replacement of the aging Highlands and Mt. Olivet reservoirs and pump stations. A feasibility study for a new 196-zone reservoir will be
done next.
Capital Investment Program
6-42
Project Title:Supply Development and Water Quality Improvements
Project Type:Development Project Number: U55562, U55565, U55445, U55100
Total Anticipated Project Cost:15,465$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 50
Plus: Carryforward Funds +/-50
Mid Year Adjustments date +/-
2008 Total 100 32 68
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 14,765 200 100 100 100 100 100 15,465
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 14,765 200 100 100 100 100 100 15,465
Resources:
User Fee 4,406 6 3 3 3 3 2 4,425
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 6,194 70 91 90 88 76 74 6,684
Operating 4,163 121 5 7 9 21 23 4,349
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 2 3 0 0 0 1 1 7
Total CIP Resources 14,765 200 100 100 100 100 100 15,465
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
This program consists of the planning and development of new water supply and water facilities to meet demand from the City’s population growth
and from development and redevelopment within the City’s water service area. The program also includes negotiations for contractual agreements
for the purchase of wholesale water from other water purveyors, such as Seattle Public Utilities and Cascade Water Alliance and emergency
system inter-ties with adjacent water districts. Description of projects follows.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Summary of Progress: Water Utility began discussion with Cascade Water Alliance to evaluate potential City membership in order to secure additional
supply to meet the City’s future needs.
Capital Investment Program
6-43
Project Title:Water Main Replacement
Project Type:Major Maintenance Project Number: U55170, U55580, U55572
Total Anticipated Project Cost:19,802$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 2,100
Plus: Carryforward Funds +/-1,490
Mid Year Adjustments date +/-(40)
2008 Total 3,550 965 2,585
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 7,802 2,000 2,000 2,000 2,000 2,000 2,000 19,802
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 7,802 2,000 2,000 2,000 2,000 2,000 2,000 19,802
Resources:
User Fee 1,507 61 61 61 58 52 45 1,846
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 3,253 701 1,826 1,790 1,754 1,526 1,490 12,340
Operating 2,962 1,206 109 143 182 410 453 5,464
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 80 32 4 5 6 12 13 153
Total CIP Resources 7,802 2,000 2,000 2,000 2,000 2,000 2,000 19,802
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
This on-going program consists of the design and systematic replacement of old, rusty, leaking, and undersized cast-iron, steel, and asbestos-
cement water mains, throughout the City to improve fire flow capacity and water quality in the distribution system. This program also consists of
the replacement of old water transmission mains, typically 12-inch in diameter and larger, to convey water from the supply sources including wells,
pump stations, reservoirs, and water treatment facilities to the water distribution system. Prioritization of pipe replacement is based on several
factors including degree of fireflow deficiency, frequency of leaks and breaks, and coordination with scheduled street improvements. The program
also includes the relocation and replacement of existing water mains in conjunction with scheduled roadway and utilities improvement projects.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Summary of Progress: Completed water main extension in Duvall Ave NE, south of Sunset Blvd. Started construction of the Highlands 565-zone water
main project and also of the new water line in Duvall Ave NE, north of Sunset Blvd to Coal Creek Parkway, in conjunction with roadway widening project.
Capital Investment Program
6-44
Project Title:I-405 Utilities Relocation
Project Type:Major Maintenance Project Number: U55590
Total Anticipated Project Cost:1,278$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 100
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 100 (23) 123
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 1,028 250 - - - - - 1,278
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 1,028 250 - - - - - 1,278
Resources:
User Fee 289 8 - - - - - 297
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 461 88 - - - - - 548
Operating 274 151 - - - - - 425
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 4 4 - - - - - 8
Total CIP Resources 1,028 250 - - - - - 1,278
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
This program consists of the design and construction for the relocation of existing City's water mains within State right-of-ways to accommodate
the improvements to I-405 corridor by WSDOT as required by utility franchise agreements.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Summary of Progress: In 2008, Water Utility completed relocation and protection of existing City water mains in SR-167 at Southwest 19th Street and in I-
405 at Raymond Avenue Southwest.
Capital Investment Program
6-45
Project Title:Automatic Meter Reading Conversion
Project Type:Major Maintenance Project Number: U55591
Total Anticipated Project Cost:4,700$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 200
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 200 40 160
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 200 1,000 2,000 1,500 - - - 4,700
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 200 1,000 2,000 1,500 - - - 4,700
Resources:
User Fee 22 30 61 46 - - - 160
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 141 350 1,826 1,343 - - - 3,660
Operating 29 603 109 107 - - - 848
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 8 16 4 4 - - - 33
Total CIP Resources 200 1,000 2,000 1,500 - - - 4,700
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
This program consists of the conversion of about 15,000 existing City’s water meters to an automatic meter reading (AMR) system. In addition to
reducing the City's cost on meter reading and meter maintenance, the conversion to the AMR system will provide our customers with better
information about water use and more accurate billings. The program will reduce the City's operation, maintenance, and fleet costs and will
improve the management of the City's water conservation program.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Summary of Progress: A feasibility study and cost analysis will be completed by the end of 2008 to determine the anticipated cost and potential savings to
convert all of the City' s 15,000 water meters to an automatic meter read (AMR) system. Request for proposals from vendors will be done in 2009.
Capital Investment Program
6-46
Project Title:Water Utility Major Maintenance
Project Type:Major Maintenance Project Number: U55260, U55265, U55584, U55121, U55595
Total Anticipated Project Cost:7,026$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 210
Plus: Carryforward Funds +/-227
Mid Year Adjustments date +/-
2008 Total 437 251 186
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 5,356 700 190 150 150 240 240 7,026
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 5,356 700 190 150 150 240 240 7,026
Resources:
User Fee 1,499 21 6 5 4 6 5 1,546
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 2,214 245 173 134 132 183 179 3,260
Operating 1,635 422 10 11 14 49 54 2,196
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 8 11 0 0 0 1 2 24
Total CIP Resources 5,356 700 190 150 150 240 240 7,026
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
Major maintenance projects that are necessary to maintain the water system in proper working order. Projects include repairs and painting of steel
water reservoirs, replacement of pumps and electrical equipment, upgrade of telemetry system, and water system security.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Summary of Progress: In 2008, Water Utility completed the installation of emergency electrical power generators to the Downtown wells, and the Mt. Olivet
and North Talbot Hill pump stations. The painting of the Mt. Olivet and South Talbot Hill reservoirs is also completed. The painting of the West Hill reservoir
will start in 2009.
Capital Investment Program
6-47
Project Title:Regulatory Compliance Program
Project Type:Regulatory Compliance Project Number:
Total Anticipated Project Cost:3,112$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 165
Plus: Carryforward Funds +/-121
Mid Year Adjustments date +/-
2008 Total 286 73 213
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Summary of Progress: The City' s drinking water supply and water treatment process continues to meet all Federal and State drinking water quality
standards. In 2008, the City set water use efficiency goals and established a rate structure which promotes water conservation.
This project consists of on-going and various regulatory programs mandated by the State Department of Health for all public water systems. Major
programs include the update of the City's water system plan and performing all required water quality monitoring, testing and reporting on
schedule.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
U55005, U55140, U55160,
U55210, U55200, U55310,
U55320, U55380
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction - - - - - - -
Inspection - - - - - - -
Project Management 1,732 250 210 350 250 160 160 3,112
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 1,732 250 210 350 250 160 160 3,112
Resources:
User Fee 452 8 6 11 7 4 4 492
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 724 88 192 313 219 122 119 1,777
Operating 550 151 11 25 23 33 36 829
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 6 4 0 1 1 1 1 14
Total CIP Resources 1,732 250 210 350 250 160 160 3,112
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-48
Development
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Heather Downs Interceptor Capacity
Improvements 160 200 600 600 - - - 1,560
Summerwind/Stonegate Lift Station
Replacement 990 1,600 1,500 - - - - 4,090
126th Ave SE Sewer Extension - 400 - - - - - 400
Total 1,150 2,200 2,100 600 - - - 6,050
Major Maintenance
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Miscellaneous/Emergency Projects 753 100 100 100 100 100 100 1,353
Sanitary Sewer Hydraulic Model 722 100 100 100 100 100 100 1,322
Renton Hill Sewer Replacement 50 - 500 1,000 1,000 1,400 - 3,950
Renton CBD Sewer Replacement Phase
IV - - - - - 800 1,400 2,200
Earlington Sewer Replacement 52 300 500 1,100 1,400 - 1,200 4,552
Maintenance and Upgrade of Hydraulic
Model 38 25 25 25 25 25 25 188
Telemetry Upgrade - - 100 - - - - 100
WSDOT I-405 Relocations 29 75 - - - - - 104
SW 34th Street Interceptor - 75 - - - - - 75
Westview Lift Station Rehabilitation - 300 - - - - - 300
Falcon Ridge Lift Station Rehabilitation - - - - 300 - - 300
Lind Avenue Lift Station Replacement - - - - 300 600 - 900
Denny's Lift Station Rehabilitation 400 - - - 200 - - 600
Airport Lift Station Rehabilitation
CAPITAL INVESTMENT PROGRAM
2009 through 2014
W A S T E W A T E R S U M M A R Y
(in thousands of dollars)
Airport Lift Station Rehabilitation - - - 300 - - - 300
East Renton Lift Station Elimination - 200 - - - - - 200
Total 2,044 1,175 1,325 2,625 3,425 3,025 3,225 16,844
Total Six-Year Project Costs 3,194 3,375 3,425 3,225 3,425 3,025 3,225 22,894
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
SW 34th Street Interceptor - 75 - - - - - 75
Misty Cove Lift Station Replacement - - - - - - 400 400
Total - 75 - - - - 400 475
Related Debt
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Bonds 799 792 778 779 466 472 4,086
Public Works Trust Fund Loans 506 500 494 488 457 281 2,726
Total 1,305 1,292 1,272 1,267 923 753 6,812
Projects Introduced in 2009
included above
Capital Investment Program
6-49
CAPITAL INVESTMENT PROGRAM
2009 through 2014
W A S T E W A T E R S U M M A R Y
(in thousands of dollars)
Resources:
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
User Fee 1,078 1,012 526 488 476 437 910 4,928
REET - - - - - - - -
Fuel Tax - - - - - - - -
Utility Tax - - - - - - - -
Bond Proceeds 2,418 596 1,913 2,206 2,457 2,125 2,055 13,769
Operating -364 1,698 948 506 468 440 231 3,926
Grants/Contribution Received - - - - - - - -
Mitigation Funds Received - - - - - - - -
Grants/Contribution Anticipated - - - - - - - -
Mitigation Funds Anticipated - - - - - - - -
Misc/Transfers - - - - - - - -
Unfunded Needs - - - - - - - -
Interest Income 62 69 38 25 24 22 29 271
Total 3,194 3,375 3,425 3,225 3,425 3,025 3,225 22,894
Capital Investment Program
6-50
Project Title:Heather Downs Interceptor
Project Type:Development Project Number: U45455
Total Anticipated Project Cost:1,560 $ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-150
Mid Year Adjustments date +/-
2008 Total 150 6 144
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Summary of Progress: Predesign work is occuring in 2008, with final design in 2009, and construction in 2010/11.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
The existing Heather Downs Interceptor is reaching capacity due to significant new development connecting into this system. An evaluation in
2006 determined the need to upsize the facility in order to accommodate anticipated flows over the near term. The project consists of upsizing
existing 8, 10, and 12-inch sewer with new 12 to 15-inch sewer main. The exact quantity of pipe and size will depend upon route selected upon
completion of pre-design effort.
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 160 200 600 600 - - - 1,560
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 160 200 600 600 - - - 1,560
Resources:
User Fee 3 60 92 91 - - - 246
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 4 35 335 410 - - - 785
Operating 153 101 166 94 - - - 514
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 4 7 5 - - - 15
Total CIP Resources 160 200 600 600 - - - 1,560
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-51
Project Title:Summerwind/ Stonegate LifW6tation Replacement
Project Type:Development Project Number: U45465
Total Anticipated Project Cost:4,090 $ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 2,700
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-(1,800)
2008 Total 900 404 496
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Summary of Progress: Pre-design for the project began in 2007 and was completed in Spring 2008. Design engineering began in the Summer of 2008 and
will be complete in the Summer of 2009. Construction will follow in early Fall and would expect to be completed in 2010. Project budget was amended in
2008 to allow for two additional CIP projects to proceed in 2008.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
The service area that flows into the Summerwind and Stonegate Lift Stations has seen significant growth over the past 5 years. This growth pattern
is expected to continue over the next 5 to 10 years. The result is that this system is rapidly reaching its capacity. In order to provide sufficient
capacity to this portion of the system, as well as provide better efficiency within our system, we are proposing to eliminate the Summerwind Station
and send those flows to a new Stonegate Lift Station. The new station will direct flows to a new interceptor to be constructed in Field Avenue NE,
within the Summerwind Plat. From there, flows will be directed to the upper reach of the Sunset Interceptor where we will complete the upsizing of
this facility. This project will culminate about 10 years worth of effort to ensure that the Sunset Interceptor system has sufficient capacity through
buildout of the service area.
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 990 1,600 1,500 - - - - 4,090
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 990 1,600 1,500 - - - - 4,090
Resources:
User Fee 621 480 230 - - - - 1,331
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 1,658 282 838 - - - - 2,778
Operating (1,343) 805 415 - - - - (123)
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 54 33 17 - - - - 103
Total CIP Resources 990 1,600 1,500 - - - - 4,090
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-52
Project Title:126th Ave SE Sewer Extension
Project Type:Development Project Number: U45491
Total Anticipated Project Cost:400 $ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total - -
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 400 - - - - - 400
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses - 400 - - - - - 400
Resources:
User Fee 120 - - - - - 120
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 71 - - - - - 71
Operating 201 - - - - - 201
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 8 - - - - - 8
Total CIP Resources - 400 - - - - - 400
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
Summary of Progress: New project for 2009.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Install approximately 1,300 linear feet of 8-inch sanitary sewer main within 126th Avenue SE in order to provide sanitary sewer service to a portion
of existing single family homes in the Sierra Heights neighborhood. This extension was prompted by some of the residences expressing concern
with the condition of their existing septic system and desire to connect to public sewer. This area has also been previously identified by the King
County Health Department as an area of potential health concern. Total project cost is $400,000. Design and construction is anticipated to occur in
2009.
Capital Investment Program
6-53
Project Title:Miscellaneous/ Emergency Projects
Project Type:Major Maintenance Project Number: U45065
Total Anticipated Project Cost:1,353 $ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 100
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 100 64 36
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Summary of Progress: Funds being used to cover costs associated with special inspection of lift stations to be turned over to the City. We also use funds
for cost participation in sewer main extensions by private development.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Funds to allow the Wastewater Utility the ability to address small or emergency projects that are not anticipated as part of the budget process.
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 753 100 100 100 100 100 100 1,353
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 753 100 100 100 100 100 100 1,353
Resources:
User Fee 218 30 15 15 14 14 28 335
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 334 18 56 68 72 70 64 682
Operating 199 50 28 16 14 15 7 328
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 2 2 1 1 1 1 1 8
Total CIP Resources 753 100 100 100 100 100 100 1,353
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-54
Project Title:Sanitary Sewer Hydraulic Model
Project Type:Major Maintenance Project Number: U45140
Total Anticipated Project Cost:1,322 $ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 180
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 180 151 29
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Summary of Progress: Initial model developed is currently being updated into a new program format and coordinated with new geodatabase development
for all sewer data.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Development and implementation of sanitary sewer hydraulic model will allow the Wastewater Utility the ability to analyze its existing system to
reduce potential for sanitary sewer overflows. Tool will also be used to evaluate growth trends, proposed significant rezones, and other
development activity to determine impact to the wastewater system.
Consultant Services - - - - - - -
Major Maintenance 722 100 100 100 100 100 100 1,322
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 722 100 100 100 100 100 100 1,322
Resources:
User Fee 203 30 15 15 14 14 28 320
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 336 18 56 68 72 70 64 683
Operating 181 50 28 16 14 15 7 310
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 3 2 1 1 1 1 1 9
Total CIP Resources 722 100 100 100 100 100 100 1,322
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-55
Project Title:Earlington Sewer Replacement
Project Type:Major Maintenance Project Number: U45405
Total Anticipated Project Cost:4,552 $ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 50
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 50 3 47
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Summary of Progress: Prior to 2007, we had minor expenditures associated with survey and base mapping work. Starting in 2008, we will begin design and
start construction in 2010.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Existing sewers in a portion of the Earlington area surrounded by SW Sunset Blvd. to the south, SW Langston Rd. to the north, Oakesdale Ave. SW
to the west, and Hardie Ave. SW to the east, were installed in the 1920's and have reached their useful life. This project will replace the sewers over
a period of five years, with design starting in 2008, and construction 2010 through 2014. The project will also include the upsizing of portions of the
system to accomodate growth that has occured in this service area.
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 52 300 500 1,100 1,400 - 1,200 4,552
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 52 300 500 1,100 1,400 - 1,200 4,552
Resources:
User Fee 11 90 77 166 195 - 339 877
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 31 53 279 752 1,004 - 764 2,884
Operating 9 151 138 173 191 - 86 748
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 1 6 6 9 10 - 11 42
Total CIP Resources 52 300 500 1,100 1,400 - 1,200 4,552
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-56
Project Title:Maintenance and Upgrade of Hydraulic model
Project Type:Major Maintenance Project Number: U45460
Total Anticipated Project Cost:188 $ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 25
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 25 50 (25)
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Summary of Progress: This program began in 2007 and will be an annual program throughout the life of this Hydraulic Model.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
Work on the initial development was completed in 2006. As we add infrastructure and receive improved data on our existing system, we will need
to update the Hydraulic Model.
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 38 25 25 25 25 25 25 188
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 38 25 25 25 25 25 25 188
Resources:
User Fee 9 7 4 4 3 4 7 38
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 20 4 14 17 18 18 16 107
Operating 8 13 7 4 3 4 2 40
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 1 1 0 0 0 0 0 3
Total CIP Resources 38 25 25 25 25 25 25 188
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-57
Project Title:WSDOT I-405 Relocations
Project Type:Major Maintenance Project Number: U45450
Total Anticipated Project Cost:104 $ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-19
Mid Year Adjustments date +/-
2008 Total 19 3 16
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 29 75 - - - - - 104
Summary of Progress: As part of Stage II design, a conflict has been identified that will require a manhole to be relocated at City's expense.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
WSDOT is currently proceeding with multiple projects along I-405 to improve lane capacity and off ramp access. The City has been coordinating
with WSDOT to identify our utility facilities and any potential conflicts with those facilities.
Major Maintenance 29 75 - - - - - 104
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 29 75 - - - - - 104
Resources:
User Fee 3 22 - - - - - 25
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 4 13 - - - - - 17
Operating 22 38 - - - - - 59
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 2 - - - - - 2
Total CIP Resources 29 75 - - - - - 104
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-58
Project Title:SW 34th Street Interceptor
Project Type:Major Maintenance Project Number: U45478
Total Anticipated Project Cost:75 $ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total - -
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 75 - - - - - 75
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses - 75 - - - - - 75
Resources:
User Fee 22 - - - - - 22
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 13 - - - - - 13
Operating 38 - - - - - 38
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 2 - - - - - 2
Total CIP Resources - 75 - - - - - 75
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
The SW 34th Street Interceptor was identified in the Hydraulic Model report in 2006 as having near term capacity restraints. The initial phase of
work will be to perform additional flow analysis to better determine the flow limitations and to establish a timeframe for this interceptor's
replacement.
Capital Investment Program
6-59
Project Title:Westview Lift Station Rehabilitation
Project Type:Major Maintenance Project Number: U45479
Total Anticipated Project Cost:300 $ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total - -
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 300 - - - - - 300
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses - 300 - - - - - 300
Resources:
User Fee 90 - - - - - 90
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 53 - - - - - 53
Operating 151 - - - - - 151
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 6 - - - - - 6
Total CIP Resources - 300 - - - - - 300
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
Summary of Progress: Project anticipated to begin and be completed in 2009.
P r o j e c t e d
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
The Westview Lift Station was constructed originally as part of the Westview Plat in 1995. This station serves 12 homes and was built with non-
standard pumps, motors, motor control, and valving. The station is already showing signs of substantial wear and will not meet our standard 25
year minimum life. The project will rehab the station with new equipment to extend its usefull life to our current standard.
Capital Investment Program
6-60
Project Title:East Renton Lift Station Elimination
Project Type:Major Maintenance Project Number: U45484
Total Anticipated Project Cost:200 $ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total - -
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Summary of Progress: New project added to the 6 year CIP.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
The East Renton Lift Station was installed as a temporary station until such time as we had the Central Plateau Interceptor in place and activated
the Briar Hills dry sewers. The Central Plateau Interceptor is currently under construction and Water District 90 has turned over the Briar Hills
facilities to the City. The project will consist of the installation of approximately 800 linear feet of 15-inch sewer main from the station to the
existing 15-inch main in the Briar Hills system.
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 200 - - - - - 200
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses - 200 - - - - - 200
Resources:
User Fee 60 - - - - - 60
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 35 - - - - - 35
Operating 101 - - - - - 101
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 4 - - - - - 4
Total CIP Resources - 200 - - - - - 200
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-61
Development
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Springbrook Creek Wetland and Habitat
Mitigation Bank 850 600 550 100 100 100 100 2,400
NE 5th St. and Edmonds Ave. NE Storm
System Improvements - - 150 800 - - - 950
Shattuck Ave. S Storm Sys Improvemt
Project (S 7th St. to S 4th Pl.) 200 600 - - - - - 800
Gypsy Basin/Ripley Lane Storm System
Improvement Project 2,022 100 - - - - - 2,122
Monroe Ave. NE & N 2nd Street Infiltration
System Improvements - - 200 100 1,000 - - 1,300
Hardie Ave. SW Underpass Storm System
Improvement - - 300 200 1,000 - - 1,500
East Valley Road Storm System
Improvements - - - - - - 300 300
SW 43rd Street/Lind Ave SW Storm System
Improvements - - - - - 250 450 700
Dayton Ave NE & NE 22nd St Storm
System Improvement Project 300 50 - - - - - 350
Oakesdale/SW 41st St. Culvert
Replacement - - - - - - 100 100
Green River Ecosystem Restoration 242 350 10 10 10 10 10 642
Maplewood Creek Basin Storm
Improvements - - 150 700 - - - 850
Total 3,614 1,700 1,360 1,910 2,110 360 960 12,014
S U R F A C E W A T E R S U M M A R Y
CAPITAL INVESTMENT PROGRAM
2009 through 2014
(in thousands of dollars)
Major Maintenance
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Forebay and Springbrook Creek Sediment
Removal Project - - - - - - 100 100
Small Drainage Projects Program 3,261 313 353 230 230 230 200 4,817
Miscellaneous/Emergency Storm Projects 162 50 50 50 50 50 50 462
Lower Cedar River Sediment Management
Project 7,619 200 300 400 500 2,000 700 11,719
Lake Ave. S/Rainier Ave. S Storm System
Replacement Project 199 700 - - - - - 899
USACE Cedar River Spawning Channel
Replacement Project 307 200 - - - - - 507
Elliott Spawing Channel Repair Project 251 100 - - - - - 351
Carr Road - Panther Creek Emergency
Culvert Repair Project 814 100 - - - - - 914
Maplewood Creek Sedimentation Facility
Maintenace 86 - 100 - 100 - 100 386
Total 12,698 1,663 803 680 880 2,280 1,150 20,154
Capital Investment Program
6-62
S U R F A C E W A T E R S U M M A R Y
CAPITAL INVESTMENT PROGRAM
2009 through 2014
(in thousands of dollars)
Regulatory Compliance
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Surface Water Utility System Plan 845 50 - - - - 130 1,025
Talbot Hill Area Mosquito Abatement
Program
394 50 50 50 50 50 50 694
Stream Flow and Water Quality Monitoring
Program
164 10 10 10 10 10 10 224
Renton Storm Water Design Manual 327 50 - - - - - 377
Surface Water Utility GIS 400 100 100 100 100 100 100 1,000
Storm System Field Mapping Project
(NPDES)227 227 227 - - - - 681
Total 2,357 487 387 160 160 160 290 4,001
Total Six-Year Project Costs 18,670 3,850 2,550 2,750 3,150 2,800 2,400 36,170
Projects Introduced in 2009
included above
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Elliott Spawing Channel Repair Project 251 100 - - - - - 351
Culvert Repair Project 814 100 - - - - - 914
Total 1,065 200 - - - - - 1,265
Related Debt
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
Bonds 476 498 548 544 362 459 2,887
Public Works Trust Fund Loans 46 45 45 44 44 43 267
Ttl 522 543 593 588 406 502 3 154Total522 543 593 588 406 502 3,154
Resources:
Life to Date
Thru 2008
Projected
2009
Projected
2010
Projected
2011
Projected
2012
Projected
2013
Projected
2014
Project
Total
User Fee 2,773 1,160 470 513 513 472 444 6,344
REET - - - - - - - -
Fuel Tax - - - - - - - -
Utility Tax - - - - - - - -
Bond Proceeds 7,211 947 - 1,517 2,031 1,483 1,367 14,556
Operating 7,459 1,417 1,867 544 435 673 420 12,815
Grants/Contribution Received 929 266 150 150 150 150 150 1,945
Mitigation Funds Received - - - - - - - -
Grants/Contribution Anticipated - - - - - - - -
Mitigation Funds Anticipated - - - - - - - -
Misc/Transfers - - - - - - - -
Unfunded Needs 8 11 - - - - - 19
Interest Income 291 49 64 27 21 21 18 491
Total 18,670 3,850 2,550 2,750 3,150 2,800 2,400 36,170
Capital Investment Program
6-63
Project Title:Springbrook Creek Wetland and Habitat Mitigation Bank
Project Type:Development Project Number: U65119
Total Anticipated Project Cost:2,399$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 100
Plus: Carryforward Funds +/-37
Mid Year Adjustments date +/-
2008 Total 137 26 111
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Summary of Progress: The construction of the project was started by WSDOT in the Spring of 2007, and continued through 2008. The project construction
will be completed in June of 2009 and the plant establishment and monitoring period will start in 2009. Funding is programmed in 2009 for City's share of
project plant establishment and monitoring costs.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
This project consists of developing a plan, creating, restoring, and enhancing wetlands in partnership with WSDOT, on approximately 130 total
acres in the valley adjacent to Springbrook Creek. The project allows an alternative to on-site mitigation for private and public projects (City or
WSDOT) with wetland impacts that require mitigation per City Code to achieve a no-net loss of wetland functions and values. The project will also
improve flood storage capacity along Springbrook Creek, improve water quality, fish and wildlife habitat, and provide economic benefits by allowing
private development to fill low quality wetland on their property in exchange for purchasing credits from the Wetland Bank. This allows those
private properties to develop more area, which will create higher valued developments, increase property values, and create more jobs, thereby
increasing the City's general fund revenues. The funding is for the City's share to work with WSDOT as defined in the Wetland Mitigation Bank
Agreements. The construction will occur in 2007-2009, and there will be a 10-year monitoring period to verify whether performance standards have
been met to allow for the release of wetland mitigation credits that can by used by the City and WSDOT.
p
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 850 600 550 100 100 100 100 2,400
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 850 600 550 100 100 100 100 2,400
Resources:
User Fee 145 190 101 19 16 17 19 507
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 425 148 - 56 69 64 64 826
Operating 269 252 435 25 14 18 16 1,029
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 11 9 14 1 1 1 1 37
Total CIP Resources 850 599 550 100 100 100 100 2,399
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-64
Project Title:Shattuck Ave. S Storm Sys Improvemt Project (S 7th St. to S 4th Pl.)
Project Type:Development Project Number: U65440
Total Anticipated Project Cost:800$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 800
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-(600)
2008 Total 200 6 194
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Cl t t S i
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
The project consists of replacing approximately 1,100 linear feet of existing 12 to 24-inch storm system in Shattuck Ave. S between S 7th St. and S
4th Pl., with a new 48-inch storm system. The proposed project will re-route flows that currently drain to the Rainier Pump Station to the SW 7th St.
storm system as part of the Rainier Ave TIP. This would reduce flows and capacity problems at the Rainier Pump Station and the downstream
flooding problems in the Hardie Ave. storm system, and reduce cost to the Rainier Ave TIP. The project is an element of a series of storm system
improvements that will better serve the south Renton and downtown areas. The schedule of improvements to be funded by the Surface Water
Utility will need to be coordinated with planned City Transportation Improvements in the project area.
Summary of Progress: The project design was substantially completed in 2008, but construction has been delayed until 2009. A budget transfer of
$600,000 was made from this project in 2008 to the unplanned Carr Road-Panther Creek Culvert Emergency Repair project (U65460) that was identified in
March 2008. The remaining 2008 budget will be carried forward to fund construction in 2009 and the funding transferred to the Carr Road-Panther Creek
Culvert Emergency Repair project in 2008 is re-programmed for the project in 2009.
(in thousands of dollars)
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 200 600 - - - - - 800
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 200 600 - - - - - 800
Resources:
User Fee 190 - - - - - 190
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 148 - - - - - 148
Operating 200 252 - - - - - 452
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 10 - - - - - 10
Total CIP Resources 200 600 - - - - - 800
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-65
Project Title:Gypsy Basin/Ripley Lane Storm System Improvement Project
Project Type:Development Project Number: U65365
Total Anticipated Project Cost:2,122$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 1,122
Plus: Carryforward Funds +/-222
Mid Year Adjustments date +/-678
2008 Total 2,022 1,410 613
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Pt A i i t i
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
The project includes the replacement of the existing culvert crossing from the east side of Ripley Lane N and the BNSF railroad right-of-way with
three 48-inch culverts, which will connect into a 60-inch storm system on the Seahawk Headquarters and Training Facility site. The project will be
done in coordination with WSDOT, the Seahawks, and City Transportation planned improvements to Ripley Lane N. The Surface Water Utility will
fund the construction of the improvements, along with the City's share of the cost for the oversizing improvements on the Seahawk site. WSDOT
will also participate in a cost sharing agreement with the City on the project, since the system is being designed to accommodate the future
condition runoff that includes their future I-405 project improvements that will discharge runoff into the new regional storm water conveyance
system. Design started in 2007 and was funded out of the Transportation TIP with the $146,000 Port Quendall HUD Grant. The design, permitting,
and construction of the improvements are programmed to be completed in 2008 with final project close-out in 2009.
Summary of Progress: Project design, permitting and construction substantially completed in 2008. Project final pay estimate and close-out to occur in early
2009. Additional funding is programmed in 2009 for final project close-out.
(in thousands of dollars)
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction 2,022 100 - - - - - 2,122
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 2,022 100 - - - - - 2,122
Resources:
User Fee 32 - - - - - 32
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 25 - - - - - 25
Operating 1,344 42 - - - - - 1,386
Grants/Contribution Received 678 - - - - - - 678
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 2 - - - - - 2
Total CIP Resources 2,022 100 - - - - - 2,122
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-66
Project Title:Dayton Ave NE & NE 22nd St Storm System Improvement Project
Project Type:Development Project Number: U65450
Total Anticipated Project Cost:350$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 300
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 300 253 47
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
The Dayton Ave. NE and NE 22nd St. Drainage Improvement project is intended to collect runoff from Dayton Ave. NE and NE 22nd St., route the
runoff behind the residence of 2302 Camas Ave., and discharge into the Camas Ave. storm system. System infrastructure improvements will
include collection and conveyance piping, catch basins, and connections to existing downstream facilities. Surface water runoff from the tributary
area around Dayton Ave. NE and NE 22nd St., west of Edmonds Ave. NE, drains to dead end streets and flows onto private property. This has
resulted in flooding around at least two homes during moderate to large storm events. The flooding has increased over time due to additional
development occurring in the drainage basins.
Summary of Progress: The project design, permitting and construction is planned to be substantially completed in 2008. Project construction will be
completed in 2009, but the project final pay estimate and close-out will not be completed untin 2010 due to a 1-year warrenty period for landscape plantings.
(in thousands of dollars)
Major Maintenance - - - - - - -
Construction 300 50 - - - - - 350
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 300 50 - - - - - 350
Resources:
User Fee 16 - - - - - 16
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 12 - - - - - 12
Operating 300 21 - - - - - 321
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 1 - - - - - 1
Total CIP Resources 300 50 - - - - - 350
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-67
Project Title:Green River Ecosystem Restoration
Project Type:Development Project Number: U65295
Total Anticipated Project Cost:642$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 135
Plus: Carryforward Funds +/-64
Mid Year Adjustments date +/-
2008 Total 199 41 158
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
The Green River Ecosystem Restoration projects are part of a large effort (cost shared by jurisdictions within the WRIA 9 Forum) to restore habitat
in the Green/Duwamish River Watershed. The projects will help in the City’s response to the Endangered Species Act. The utility funds shown will
be used to match Army Corps of Engineer's federal funds (65% federal, 35% local) to allow the design and construction of the projects. The project
schedule is dependent upon Congress appropriating the federal funds needed for the construction of the projects. Project descriptions follow.
Summary of Progress: The Surface Water staff is working with the Army Corps of Engineers and the other jurisdictions within WRIA 9 on implementing the
Green River Ecosystem Restoration projects. The design and permitting of the Upper Springbrook Creek Project is scheduled to be completed in 2009, with
construction scheduled for 2010. The schedule for Renton's projects is dependent upon the completion of other Ecosystem Restoration projects, along with
the availability of Federal funding.
(in thousands of dollars)
Consultant Services
Major Maintenance - - - - - - -
Construction 242 350 10 10 10 10 10 642
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 242 350 10 10 10 10 10 642
Resources:
User Fee 39 111 2 2 2 2 2 159
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 105 86 - 6 7 6 6 216
Operating 92 97 8 2 1 2 2 205
Grants/Contribution Received 51 - - - - - 51
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 5 5 0 0 0 0 0 11
Total CIP Resources 242 350 10 10 10 10 10 642
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-68
Project Title:Small Drainage Projects Program
Project Type:Major Maintenance Project Number: U65015
Total Anticipated Project Cost:4,817$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 200
Plus: Carryforward Funds +/-73
Mid Year Adjustments date +/-(56)
2008 Total 218 20 197
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 3,261 313 353 230 230 230 200 4,817
Construction -------
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
This project consists of designing and constructing solutions to local flooding problems, minor storm system maintenance, and replacements that
are relatively simple to implement and relatively low in construction costs (limited permitting, uncomplicated design, and construction). The
Surface Water Utility identifies these projects on an annual basis through problem identification, citizen complaints, and input from the maintenance
section.
Summary of Progress: The design, permitting and construction for the Duvall Ave. and Union Ave. projects is planned for completion in 2009. Design of the
Maple Ave SW and SW 4th PL is planned for 2009. The permitting for the NE 44th St & Jones Ave NE culvert and ditch maintenance and the Madsen Creek
Sedimentation pond maintenance (Assumed by the City from King County as part of the Aqua Barn-New Life Annexation) is also planned for 2009.
(in thousands of dollars)
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 3,261 313 353 230 230 230 200 4,817
Resources:
User Fee 568 99 65 43 37 39 37 888
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 1,676 77 - 128 120 115 90 2,205
Operating 977 131 279 57 32 35 32 1,543
Grants/Contribution Received - - - 40 40 40 120
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 40 5 9 2 2 2 2 61
Total CIP Resources 3,261 313 353 230 230 230 200 4,817
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-69
Project Title:Miscellaneous/Emergency Storm Projects
Project Type:Major Maintenance Project Number: U65405
Total Anticipated Project Cost:462$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 50
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-(48)
2008 Total 2 0 2
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 162 50 50 50 50 50 50 462
Summary of Progress: The project funds were used in 2008 for the Carr Road-Panther Creek Culvert Emergency Repair Project. These funds are used only
if needed for unplanned projects in response to system failures that need immediate repair or other unplanned storm system improvements.
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
(in thousands of dollars)
This fund is for unplanned or miscellaneous storm system improvements needed to keep the existing system functional or in response to an
opportunity to fix identified system deficiencies in coordination with another project. The $50,000 per year funding would also be available to
respond to system failure (structure failure, pipeline failure, pump station failure) or other emergency response needs during storm events.
Major Maintenance 162 50 50 50 50 50 50 462
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 162 50 50 50 50 50 50 462
Resources:
User Fee 19 16 9 9 8 8 9 79
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 57 12 - 28 35 32 32 196
Operating 85 21 40 12 7 9 8 182
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 1 1 1 0 0 0 0 5
Total CIP Resources 162 50 50 50 50 50 50 462
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-70
Project Title:Lower Cedar River Sediment Management Project
Project Type:Major Maintenance Project Number: U65185
Total Anticipated Project Cost:11,719$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 225
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 225 115 110
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
The project is a continuation of the Cedar River Section 205 Flood Damage Reduction Project. The project solved major river flooding from Williams
Avenue to Lake Washington that resulted in flooding of the Renton Municipal Airport, Boeing facilities and north Renton area that was regionally
significant. The programmed funding is for completion of the required project mitigation, which includes the Landsburg Gravel Supplementation
project, performing the required project monitoring of spawning channel fish use and monitoring sediment accumulations in the lower 1.25 miles of
the Cedar River. The programmed funding is also for the design, permitting and construction of the first maintenance dredge, depending upon the
rate of sediment deposition in the Cedar River.
Summary of Progress: The annual spawning, salmon fry production, and other monitoring (required as mitigation prior and future maintenance dredging of
the Cedar River 205 Flood Hazard Reduction project) was completed in 2008 and will be performed again in 2009. The annual Landsburg Gravel
Supplementation project was completed in 2008 and is planned again for 2009. The annual river survey of sediment deposition in the project area was
completed in 2008 and is planned again for 2009. Dredging was completed in 1998, the next maintenance dredging is anticipated for 2013, depending upon
the rate of sediment deposition in the Lower 1.25 miles of the Cedar River.
(in thousands of dollars)
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance 7,619 200 300 400 500 2,000 700 11,719
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 7,619 200 300 400 500 2,000 700 11,719
Resources:
User Fee 1,359 32 55 75 81 337 128 2,067
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 3,830 49 - 212 235 1,000 315 5,641
Operating 2,339 1 128 - 71 537 142 3,217
Grants/Contribution Received 115 110 110 110 110 110 665
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 91 3 8 4 3 15 5 129
Total CIP Resources 7,619 200 300 400 500 1,999 699 11,719
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-71
Project Title:Lake Ave. S/Rainier Ave. S Storm System Replacement Project
Project Type:Major Maintenance Project Number: U65445
Total Anticipated Project Cost:899$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 150
Plus: Carryforward Funds +/-44
Mid Year Adjustments date +/-
2008 Total 194 1 193
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
The project consists of replacing approximately 700 linear feet of existing 24-inch storm system that is located in an easement across the Safeway
parking lot from the intersection of S 2nd St. and Lake Ave. S to the intersection of S 3rd St. and Rainier Ave. S. The existing storm line was TV
inspected and found to have structural problems and needs to be replaced. The proposed project will replace the existing storm system with new
pipe that is sized to convey future land use condition runoff to prevent upstream flooding. The project is an element of a series of storm system
improvements that will better serve the south Renton and downtown area.
Summary of Progress: The project design and permitting will be completed in 2009. Project construction is planned for 2010.
(in thousands of dollars)
Major Maintenance 199 700 - - - - - 899
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 199 700 - - - - - 899
Resources:
User Fee 47 222 - - - - - 269
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 75 172 - - - - - 247
Operating 70 295 - - - - - 365
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs 8 11 - - - - - 19
Interest Income - - - - - - -
Total CIP Resources 199 700 - - - - - 899
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-72
Project Title:USACE Cedar River Spawning Channel Replacement Project
Project Type:Major Maintenance Project Number: U65190
Total Anticipated Project Cost:507$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 200
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 200 29 171
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services ------ -
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
This project will replace a salmonid ground-water spawning channel near River Mile 4.5 of the Cedar River that was destroyed by the Nisqually
Earthquake of February 28, 2001. The groundwater spawning channel was constructed as mitigation for the U.S. Army Corps of Engineers (USACE)
Cedar River Section 205 Flood Hazard Reduction Project that included dredging and construction of levees and floodwalls along the lower 1.25
miles of the Cedar River. The project is needed to provide the required mitigation for the Flood Hazard Reduction project initial construction and
the required future maintenance dredging. The project is being designed, permitted and constructed in coordination with the USACE through their
PL 84-99 program. Only City funding is shown, USACE funding is not included. Project completion is dependent upon USACE Federal funding.
Summary of Progress: The project design, permitting and real estate certification was completed in 2008. Construction delayed until 2009 due to cost
exceeding USACE budget. The project construction in 2009 is dependent upon USACE funding. An additional $200,000 is programmed for 2009 to fund the
City's share of the project cost.
(in thousands of dollars)
Consultant Services - - - - - - -
Major Maintenance 307 200 - - - - - 507
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 307 200 - - - - - 507
Resources:
User Fee 18 34 - - - - - 52
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 54 49 - - - - - 104
Operating 233 14 - - - - - 247
Grants/Contribution Received 100 - - - - - 100
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 1 3 - - - - - 4
Total CIP Resources 307 200 - - - - - 507
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-73
Project Title:Elliott Spawing Channel Repair Project
Project Type:Major Maintenance Project Number: U65465
Total Anticipated Project Cost:351$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-251
2008 Total 251 6 245
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services ------ -
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
The Elliott Spawning Channel is located adjacent to the Cedar River on the Ron Regis Park site. The channel was constructed as part of the USACE
Cedar River Section 205 Flood Hazard Reduction project as mitigation for overdredging as part of the USACE Cedar River Flood Hazard Reduction
Project dredging in 1998. The mitigation for the over-dredging has been satisfied and the facility is being used to meet the mitigation required for
future maintenance dredging of the lower 1.25 miles of the Cedar River. The facility was damaged during the December 2006 flood disaster and a
FEMA flood disaster grant for $251,006 was approved to fund the repair of the damages to the facility. The project will include restoring the channel
to remove blockages, repair erosion and restore spawning gravel and habitat that was damaged during the 2006 flood disaster (1671-DR-WA).
Summary of Progress: The FEMA flood disaster grant for $251,006 for the Elliott Spawning Channel repair was approved in February 2008. The project
design and permitting was started in 2008 will be completed in 2009. The project construction is planned for the summer of 2009. The 2009 funding is City
matching funds for the grant and to fund project management and repairs that are not eligible for FEMA funding.
(in thousands of dollars)
Consultant Services - - - - - - -
Major Maintenance 251 100 - - - - - 351
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 251 100 - - - - - 351
Resources:
User Fee 32 - - - - - 32
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 25 - - - - - 25
Operating 42 - - - - - 42
Grants/Contribution Received 251 - - - - - - 251
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 2 - - - - - 2
Total CIP Resources 251 100 - - - - - 351
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-74
Project Title:Carr Road - Panther Creek Emergency Culvert Repair Project
Project Type:Major Maintenance Project Number: U65460
Total Anticipated Project Cost:914$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-814
2008 Total 814 612 201
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
The Carr Road culvert crossing of Panther Creek consists of a 78-inch corrugated metal pipe culvert approximately 150 feet long. During an
inspection of the pipe in March 2008, staff observed that approximately 35 feet of the pipe outlet had partially failed where a joint connecting the
original pipe to an extension piece that was added when the road was widened in the early 1970’s. The partially failed section of pipe is deformed
and twisted with the top third of the pipe collapsed, creating a sinkhole just above the joint along the slope of the road. The City declared the
project an emergency in April 2008. Project design and permitting is planned for completion in 2008. Construction is planned to start in the fall of
2008 and will be completed in early 2009.
Summary of Progress: This was an unplanned project that was identified as an emergency repair in March 2008. The funding for the project ($814,000)
includes $600,000 transferred from the Shattuck Ave Storm System Improvement Project (U65440), $55,500 and $48,000 transferred from U65015 and
U65440 respectively, for project design as part of the emergency declaration and $110,000 grant from the King Conservation District in 2008. The project
design was completed in August 2008. The project construction started in September 2008 with substantial completion by November 2008. Final project pay
estimate, permanent easement acquistion and project close out to be completed in 2009.
(in thousands of dollars)
Property Acquisition
Consultant Services - - - - - - -
Major Maintenance 814 100 - - - - - 914
Construction - - - - - - -
Inspection - - - - - - -
Project Management - - - - - - -
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 814 100 - - - - - 914
Resources:
User Fee 258 32 - - - - - 290
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 200 25 - - - - - 225
Operating 343 42 - - - - - 385
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 13 2 - - - - - 14
Total CIP Resources 814 100 - - - - - 914
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-75
Project Title:Surface Water Utility System Plan
Project Type:Regulatory Compliance Project Number: U65005
Total Anticipated Project Cost:1,026$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 50
Plus: Carryforward Funds +/-143
Mid Year Adjustments date +/-
2008 Total 193 68 125
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
The Surface Water Utility System Master Plan is a comprehensive management plan of the City’s natural and constructed surface water systems.
The plan identifies current and future resource requirements, policies, regulatory requirements, and design criteria associated with the
management of surface water runoff within the city. The plan defines maintenance and operational programs along with future capital investment
programs needed to solve flooding, water quality, and fish habitat problems in response to existing problems, future growth, and regulatory
requirements related to the NPDES Phase II permit requirements and ESA. The plan will be completed for adoption in 2009. Funding programmed
for 2014 is to start the next plan update.
Summary of Progress: A draft Surface Water Utility Master Plan is being prepared for review and approval by Council in 2009. Additional time and work on
the Plan is needed due to the Benson Hill Annexation. An additional $50,000 of funding is requested for 2009 to fund additional work to include the new
annexed areas into the plan (Benson Hill, New Life-Aqua Barn and Liberty Annexations).
(in thousands of dollars)
Major Maintenance - - - - - - -
Construction - - - - - - -
Inspection - - - - - - -
Project Management 845 50 - - - - 130 1,025
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 845 50 - - - - 130 1,025
Resources:
User Fee 111 16 - - - - 24 151
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 333 12 - - - - 83 428
Operating 395 21 - - - - 21 438
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 7 1 - - - - 1 8
Total CIP Resources 845 50 - - - - 130 1,026
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-76
Project Title:Talbot Hill Area Mosquito Abatement Program
Project Type:Regulatory Compliance Project Number: U65020
Total Anticipated Project Cost:694$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 50
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 50 24 26
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
The project consists of annually spraying the upland areas around the Panther Creek Wetlands to control mosquitoes from the wetland in response
to citizen complaints from the Talbot Hill area. A significant number of citizens complained about the mosquito problem in the Talbot Hill area in the
past, which prompted the program that was initially managed by the Parks Division. The Surface Water Utility was assigned the program in 1990
due to budget and permitting requirements. Funding is also programmed annually to fund the treatment of City-owned stormwater control facilities
if a West Nile Virus outbreak occurs and treatment is advised by the Department of Health.
Summary of Progress: The ongoing Talbot Hill area Mosquito Abatement was completed in 2008 as planned and is programmed to occur again in 2009.
(in thousands of dollars)
Major Maintenance - - - - - - -
Construction - - - - - - -
Inspection - - - - - - -
Project Management 394 50 50 50 50 50 50 694
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 394 50 50 50 50 50 50 694
Resources:
User Fee 58 16 9 9 8 8 9 119
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 175 12 - 28 35 32 32 314
Operating 156 21 40 12 7 9 8 254
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 3 1 1 0 0 0 0 7
Total CIP Resources 394 50 50 50 50 50 50 694
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-77
Project Title:Stream Flow and Water Quality Monitoring Program
Project Type:Regulatory Compliance Project Number: U65080
Total Anticipated Project Cost:224$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 10
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 10 2 8
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
This is an ongoing annual program of collecting flow or water quality data on various surface water systems in the city. The program is performed
on surface water systems where capital improvement projects are being designed or basin plans are being developed. The measured flow data is
used to calibrate hydrologic and hydraulic models used in the design of capital improvement projects to insure accurate and cost effective project
designs. The water quality data is used to address environmental information needs and regulatory requirements related to projects.
Summary of Progress: The annual flow monitoring program was completed as planned in 2008 and programmed to be completed again in 2009.
(in thousands of dollars)
j
Construction - - - - - - -
Inspection - - - - - - -
Project Management 164 10 10 10 10 10 10 224
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 164 10 10 10 10 10 10 224
Resources:
User Fee 26 3 2 2 2 2 2 38
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 79 2 - 6 7 6 6 106
Operating 58 4 8 2 1 2 2 77
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 2 0 0 0 0 0 0 2
Total CIP Resources 164 10 10 10 10 10 10 224
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-78
Project Title:Renton Storm Water Design Manual
Project Type:Regulatory Compliance Project Number: U65241
Total Anticipated Project Cost:377$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 50
Plus: Carryforward Funds +/-192
Mid Year Adjustments date +/-
2008 Total 242 47 195
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
The project consists of updating the City’s surface water management design standards for new construction. The standards will be updated by
developing a Renton Storm Water Design Manual that is equivalent to the State Department of Ecology's 2005 Stormwater Management Manual for
Western Washington as required by the NPDES Phase II Municipal Stormwater permit issued by Ecology on January 17, 2007. The City Code
currently requires the use of the 1990 King County manual, which was replaced by the 2005 King County Surface Water Design Manual. The
updating of the City’s storm water management standards is a regulatory requirement in response to the listing of Chinook salmon under the
Endangered Species Act and the pending National Pollution Elimination System (NPDES) Phase II Municipal Stormwater Permit requirements. The
change in design standards will improve the control of flow and quality of runoff from new construction. This will reduce flooding damages and
public safety hazards, reduce long term capital improvement needs that will in turn reduce costs to rate payers and protect water quality and fish
habitat in the City's streams and the Cedar River.
Summary of Progress: Work on developing a Renton Storm Water Design Manual that is equivalent to Ecology 2005 Stormwater Management Manual for
Western Washington is in progress. The design manaul is planned for completion and adoption by Council prior to August 2009, as required by the NPDES
Phase II Municipal Stormwater Permit. The 2008 funding will be carried forward into 2009 with an additional $50,000 programmed for 2009 to fund the
completion of the project in 2009.
(in thousands of dollars)
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction - - - - - - -
Inspection - - - - - - -
Project Management 327 50 - - - - - 377
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 327 50 - - - - - 377
Resources:
User Fee 14 16 - - - - - 30
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 43 12 - - - - - 56
Operating 268 21 - - - - - 289
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 1 1 - - - - - 2
Total CIP Resources 327 50 - - - - - 377
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-79
Project Title:Surface Water Utility GIS
Project Type:Regulatory Compliance Project Number: U65410
Total Anticipated Project Cost:1,000$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 80
Plus: Carryforward Funds +/-49
Mid Year Adjustments date +/-
2008 Total 129 76 53
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
This program includes the annual updating of the Storm System Inventory maps and database. The purpose is to maintain an accurate inventory of
the City’s storm systems for use by the public and City departments. The information will be formatted to allow integration into the City’s
Geographic Information System (GIS). The program is needed to map new storm system infrastructure that is constructed by private development
projects, public projects and annexations. The program is needed to meet requirements in the NPDES Phase II Municipal Storm Water Permit for
mapping of City storm systems. The GIS data will be used to track maintenance and inspection of public and private storm water management
systems and facilities for operation and maintenance purposes, as required by the NPDES permit. The data is also used for asset management.
The Storm System maps are also used for customer service and emergency response.
Summary of Progress: This is an ongoing annual program. The Surface Water Utility GIS program work was completed as planned in 2008 and is
programmed to continue in 2009. The work consisted of converting our CADD storm system maps into the City's ESRI GIS system and adding all new
constructed storm system from the annual report. Mapping of storm systems and facilities in the Benson Hill Annexation and other annexation areas was
started in 2008 and will continue in 2009.
(in thousands of dollars)
p
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction - - - - - - -
Inspection - - - - - - -
Project Management 400 100 100 100 100 100 100 1,000
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 400 100 100 100 100 100 100 1,000
Resources:
User Fee 46 32 18 19 16 17 19 167
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 138 25 - 56 69 64 64 416
Operating 213 42 79 25 14 18 16 407
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 3 2 3 1 1 1 1 10
Total CIP Resources 400 100 100 100 100 100 100 1,000
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-80
Project Title:Storm System Field Mapping Project (NPDES)
Project Type:Regulatory Compliance Project Number: U65455
Total Anticipated Project Cost:681$ Prior Council Review/Approval:
Project Description
2008 Overview Budget Actual Remaining
2008 Adopted Budget 227
Plus: Carryforward Funds +/-
Mid Year Adjustments date +/-
2008 Total 227 9 218
CIP Expenditures & Resources Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Expenditures:
Pt A i i t i
CAPITAL INVESTMENT PROGRAM
2009 through 2014
P r o j e c t e d
The purpose of the project is to the map the City’s public storm systems using Global Positioning System (GPS) or other surveying technology. The
work will determine a more accurate quantity of storm system that has to be maintained and operated by the City. Mapping the City’s storm
systems is needed for use in complying with the NPDES Phase II Municipal Stormwater Permit requirements related to illicit discharge detection
and elimination, inspection, public storm maintenance and operation. The work will build upon the existing storm system inventory map and
database work that has been completed. The information will be added to the GIS to use in tracking permit compliance associated with storm
system cleaning, provide better information to customers (City staff, developers, engineers, contractors, public), improve asset management and
improve the maintenance and operation of the City's storm system. The work will help build a City GIS storm system layer that would be part of a
City GIS.
Summary of Progress: The project consultant selection Request for Proposals and advertisement was completed in 2008 to select a consultant team to
develop the GIS and perform the field data collection of the City's storm systems. The consultant contract scope of work, budget and schedule is scheduled
approval by Council by June 2009. The work on the project will extend over multiple years. The surveyed storm systems and data will be input into the City
GIS.
(in thousands of dollars)
Property Acquisition - - - - - - -
Consultant Services - - - - - - -
Major Maintenance - - - - - - -
Construction - - - - - - -
Inspection - - - - - - -
Project Management 227 227 227 - - - - 681
Equipment Acquisition - - - - - - -
Contingencies - - - - - - -
Total CIP Expenses 227 227 227 - - - - 681
Resources:
User Fee 36 72 42 - - - - 150
REET - - - - - - -
Fuel Tax - - - - - - -
Utility Tax - - - - - - -
Bond Proceeds 56 - - - - - 56
Operating 79 96 179 - - - - 354
Grants/Contribution Received - - - - - - -
Mitigation Funds Received - - - - - - -
Grants/Contribution Anticipated - - - - - - -
Mitigation Funds Anticipated - - - - - - -
Misc/Transfers - - - - - - -
Unfunded Needs - - - - - - -
Interest Income 112 3 6 - - - - 121
Total CIP Resources 227 227 227 - - - - 681
Impact on Operating Funds Life to Date Project
Thru 2008 2009 2010 2011 2012 2013 2014 Total
Revenue Increase/Decrease - - - - - - - -
Expenditure Increase/Decrease - - - - - - - -
Net Impact - - - - - - - -
P r o j e c t e d
Capital Investment Program
6-81
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Capital Investment Program
6-82
Budget by Fund
7-1
Budget by Fund
The tables on pages 7-2 through 7-5 provide detailed comparisons by fund category of the
Revenue and Expenditure 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
Beginning on page 7-6, you will find descriptions and tables detailing the revenue and
expenditure totals for each specific fund.
New Revenue Budget Comparisons by Fund, All Funds
2006 2007 2008 2008 2008 2009 Change
Item Actual Actual Budget Adj Budget Actual Budget 08/09
GENERAL GOVERNMENT FUNDS:
000 General 50,244,665 55,534,196 65,021,487 69,122,750 64,146,838 70,616,488 2.2%
001 Community Services (replaces 101)11,745,646 12,766,095 13,902,002 14,009,030 14,101,832 13,949,082 -0.4%
003 Street (replaces 103)7,312,190 7,436,922 8,519,399 8,519,399 8,083,610 9,051,809 6.2%
004 Community Dev Block Grant 332,319 289,917 419,700 295,420 265,001 294,596 -0.3%
005 Museum 0 0 0 0 0 151,124 100.0%
006 Library & Museum (replaces 106)1,843,871 2,133,052 2,165,166 2,165,166 2,766,593 2,138,268 -1.2%
009 Farmers Market 0 0 0 76,522 78,383 35,280 -53.9%
010 Fire and Emergency Svcs Memorial 4,385 12,886 0 0 40,748 15,000 100.0%
011 Fire and ES Health and Wellness 16,940 19,490 18,500 18,500 21,248 25,000 35.1%
031 Park Memorial (replaces 131)7,117 170,300 0 0 3,152 0 N/A
201 1997/2001 Limited GO Bonds 995,207 1,970,789 0 1,988,600 1,962,090 1,980,440 -0.4%
207 1978 Limited GO Bonds 22,168 114 0 0 0 0 N/A
215 Gen Govt Misc Debt Service 1,884,738 2,605,338 4,269,400 2,280,800 2,217,612 2,609,941 14.4%
SPECIAL REVENUE FUNDS:
102 Arterial Street 522,470 559,762 585,000 585,000 641,662 638,575 9.2%
108 Leased City Properties(replaces 306)440,106 1,181,172 1,146,836 1,237,703 1,590,709 1,244,322 0.5%
110 Hotel Motel 296,175 320,903 307,000 307,000 321,114 340,400 10.9%
118 Reserve for Paths & Trails 123 155 0 0 60 0 N/A
125 1% for Art 20,402 63,411 77,505 77,505 2,300 0 -100.0%
127 Cable Communication 73,162 13,899 38,900 38,900 73,204 85,674 120.2%
135 Springbrook Wetlands Bank 0 0 0 0 8,502 10,500 100.0%
DEBT SERVICE FUNDS:
219 1989 Unlimited GO Bonds 524,271 533,920 555,000 555,000 419,228 5,100 -99.1%
CAPITAL PROJECT FUNDS (CIP):
301 City Hall/Garage CIP 7,857 819 0 0 0 0 N/A
303 Community Dev Mitigation 277,874 580,142 143,125 255,000 312,038 300,000 17.6%
304 Fire Mitigation 383,516 1,475,886 540,000 540,000 359,754 300,000 -44.4%
305 Transportation Mitigation 715,177 1,558,556 750,000 750,000 890,764 900,000 20.0%
307 Aquatics Center 8,410 877 0 0 0 0 N/A
316 Municipal Facilities CIP 5,057,581 5,150,088 3,679,723 6,213,418 3,148,737 8,621,329 38.8%
317 Transportation CIP 8,314,331 5,196,332 27,585,324 43,565,800 17,975,981 22,616,348 -48.1%
318 So Lake WA Infrastructure Project 18,186,230 4,980,353 0 3,321,211 1,076,478 12,500,000 276.4%
326 Housing Opportunity Fund 0 0 0 200,000 200,325 0 -100.0%
ENTERPRISE FUNDS:
402 Airport 1,393,293 1,020,768 1,043,713 1,043,713 1,144,544 1,209,511 15.9%
403 Solid Waste Utility 10,025,751 10,297,545 10,097,267 10,097,267 10,738,776 15,123,236 49.8%
404 Golf Course 2,324,575 2,314,161 2,527,420 2,526,521 2,289,753 2,469,699 -2.2%
405 Water Utility 11,378,434 11,335,811 11,198,746 17,958,990 18,094,344 10,011,844 -44.3%
406 Waste Water Utility 4,226,951 5,713,172 5,590,812 9,281,478 9,675,139 5,529,980 -40.4%
407 Storm Water Utility 3,343,535 4,163,645 5,274,897 7,939,591 7,858,927 5,595,500 -29.5%
416 King County Metro 9,035,095 10,124,965 10,032,000 10,032,000 10,106,478 11,414,648 13.8%
422 Airport Capital 0 1,073,787 1,665,000 1,665,000 294,576 2,867,421 72.2%
424 Golf Course Capital 162,989 160,524 154,000 154,000 155,244 154,080 0.1%
425 Water Utility Construction 1,799,375 4,237,094 7,474,023 7,474,023 7,399,103 4,886,219 -34.6%
426 Waste Water Construction 1,594,277 3,171,670 5,040,636 5,040,636 4,490,490 2,461,899 -51.2%
427 Storm Water Construction 1,503,335 2,179,744 4,000,943 5,126,298 3,692,794 1,615,765 -68.5%
451 Waterworks Revenue Bond 3,127,931 30,135,549 0 0 0 0 N/A
461 Waterworks Bond Reserve 83,244 93,782 0 0 106,377 0 N/A
471 Waterworks Rate Stabilization 0 15,220 75,100 0 282 0 N/A
481 Future W/S Bond Proceeds 0 4,632 0 0 170,208 0 N/A
INTERNAL SERVICE FUNDS:N/A
501 Equipment Repair & Replacement 3,402,771 3,969,031 6,381,575 5,831,575 4,721,722 5,717,000 -2.0%
502 Insurance 3,397,768 3,138,682 2,574,273 2,574,273 2,896,983 3,108,355 20.7%
503 Information Services 3,826,790 3,761,005 4,904,138 4,904,138 4,579,144 4,287,319 -12.6%
504 Facilities 0 0 0 0 0 4,051,084 100.0%
512 Insurance, Healthcare 6,781,547 8,143,000 8,994,169 8,994,169 10,236,822 11,040,415 22.8%
522 Insurance, Leoff1 Retirees HC 1,865,222 2,008,908 1,915,490 1,889,434 1,843,574 2,040,686 8.0%
FIDUCIARY FUNDS:
611 Firemen's Pension (replaces 601)293,374 3,665,296 275,000 275,000 103,915 290,000 5.5%
TOTAL NEW REVENUE 178,803,192 215,283,362 218,943,269 258,930,830 221,307,157 242,303,937 -6.4%
Budget By Fund 7-2
Committed Expenditure Budget Comparisons by Fund, All Funds
2006 2007 2008 2008 2008 2009 Change
Item Actual Actual Budget Adj Budget Actual Budget 08/09
GENERAL GOVERNMENT FUNDS:
000 General 49,669,898 54,187,985 65,408,980 70,715,111 67,290,039 71,318,314 0.9%
001 Community Services (replaces 101)11,433,136 12,250,130 14,013,781 14,407,829 13,258,081 13,949,082 -3.2%
003 Street (replaces 103)6,597,907 7,229,929 8,705,656 8,837,279 8,054,066 9,051,809 2.4%
004 Community Dev Block Grant 315,979 289,376 419,700 295,420 235,381 294,596 -0.3%
005 Museum 0 0 0 0 0 151,124 100.0%
006 Library & Museum (replaces 106)1,762,402 2,038,703 2,237,166 2,237,166 2,027,213 2,138,268 -4.4%
007 Parking Garage Maintenance 0 86,125 0 0 0 0 N/A
009 Farmers Market 0 0 0 30,030 26,236 35,280 17.5%
010 Fire and Emergency Svcs Memorial 11,573 16,400 15,000 15,000 8,767 15,000 0.0%
011 Fire and ES Health and Wellness 1,552 14,095 22,500 22,500 7,878 25,000 11.1%
031 Park Memorial (replaces 131)0 161,996 0 0 0 0 N/A
201 1997/2001 Limited GO Bonds 987,461 1,975,326 0 1,988,600 1,983,628 1,980,440 -0.4%
207 1978 Limited GO Bonds 20,961 29,528 0 0 0 0 N/A
215 Gen Govt Misc Debt Service 1,743,427 3,972,108 4,269,400 2,280,800 2,280,111 2,609,941 14.4%
SPECIAL REVENUE FUNDS:N/A
102 Arterial Street 440,000 565,000 585,000 585,000 585,000 750,000 28.2%
108 Leased City Properties(replaces 306)645,985 858,334 1,146,836 1,181,680 812,372 1,244,322 5.3%
110 Hotel Motel 296,305 284,430 267,000 347,000 382,969 295,000 -15.0%
125 1% for Art 35,440 20,367 77,505 141,698 1,979 0 -100.0%
127 Cable Communication 59,502 146,970 74,778 88,004 23,114 85,674 -2.6%
DEBT SERVICE FUNDS:N/A
219 1989 Unlimited GO Bonds 514,998 517,640 548,750 548,750 524,698 523,230 -4.7%
220 L.I.D. Debt Service 67,828 0 0 0 0 0 N/A
CAPITAL PROJECT FUNDS (CIP):N/A
301 City Hall/Garage CIP 0 179,660 0 0 0 0 N/A
303 Community Dev Mitigation 0 0 0 111,875 111,875 0 -100.0%
304 Fire Mitigation 525,000 300,000 300,000 300,000 300,000 300,000 0.0%
305 Transportation Mitigation 965,000 500,000 2,223,229 5,300,000 2,223,229 900,000 -83.0%
307 Aquatics Center 0 192,297 0 0 0 0 N/A
316 Municipal Facilities CIP 3,356,610 3,856,189 13,358,000 19,057,785 6,696,634 8,700,174 -54.3%
317 Transportation CIP 8,625,847 6,018,044 30,278,671 46,428,715 21,201,907 22,675,579 -51.2%
318 So Lake WA Infrastructure Project 9,184,623 14,955,547 50,000 2,296,000 1,102,369 12,500,000 444.4%
ENTERPRISE FUNDS:N/A
402 Airport 2,199,695 1,971,702 1,363,192 1,363,192 1,259,783 1,530,379 12.3%
403 Solid Waste Utility 9,670,248 10,495,333 11,184,614 11,279,614 11,615,717 14,899,606 32.1%
404 Golf Course 2,311,700 2,401,470 2,518,431 2,526,521 2,389,432 2,478,369 -1.9%
405 Water Utility 7,897,494 26,737,733 11,326,749 17,118,272 16,288,536 12,558,870 -26.6%
406 Waste Water Utility 3,801,119 14,961,169 9,133,081 9,133,081 8,730,038 5,304,273 -41.9%
407 Storm Water Utility 3,068,726 10,966,740 7,423,110 7,456,721 6,476,469 5,138,478 -31.1%
416 King County Metro 8,906,898 10,163,449 10,032,000 10,032,000 9,893,020 11,414,648 13.8%
422 Airport Capital 0 541,210 1,895,000 2,850,779 542,701 2,808,000 -1.5%
424 Golf Course Capital 307,812 51,202 220,000 359,200 157,930 150,000 -58.2%
425 Water Utility Construction 5,339,592 4,447,480 8,875,000 10,813,000 6,253,799 5,000,000 -53.8%
426 Waste Water Construction 1,065,436 2,100,512 3,125,000 7,164,000 5,238,727 3,375,000 -52.9%
427 Storm Water Construction 1,187,827 3,646,951 3,526,667 5,877,022 3,154,319 3,850,000 -34.5%
451 Waterworks Revenue Bond 3,324,983 (60,218)0 0 0 0 N/A
461 Waterworks Bond Reserve 0 0 83,244 3,291,358 3,291,358 0 -100.0%
INTERNAL SERVICE FUNDS:
501 Equipment Repair & Replacement 3,277,081 3,370,827 6,381,575 7,691,258 7,272,757 3,597,985 -53.2%
502 Insurance 2,663,210 2,549,615 2,978,103 3,038,103 2,632,300 8,090,273 166.3%
503 Information Services 2,837,173 3,610,674 6,043,708 6,043,708 4,188,155 4,287,316 -29.1%
504 Facilities 0 0 0 0 0 4,051,084 100.0%
512 Insurance, Healthcare 7,174,350 7,025,717 8,994,169 8,994,169 9,043,552 11,060,216 23.0%
522 Insurance, Leoff1 Retirees HC 1,161,368 1,448,351 1,889,434 1,889,434 1,266,192 1,979,217 4.8%
FIDUCIARY FUNDS:N/A
611 Firemen's Pension (replaces 601)433,034 3,643,305 507,807 582,807 532,156 542,276 -7.0%
TOTAL COMMITTED EXPENDITURES 163,889,181 220,719,401 241,502,836 294,720,481 229,364,486 251,658,823 -14.6%
Budget By Fund 7-3
Budget by Fund
7-4
Funds 000/001/003/004/005/006/007/009/010/011/031 General Government Funds
The General Government Funds consist of all those funds whose majorities of revenues are from
taxes (property, sales, and utility), licenses and permits, charges for services, fines and forfeits,
intergovernmental, and other miscellaneous revenues. This includes the General Fund 000,
Community Services Fund 001, Street Fund 003, Community Development Block Grant Fund 004,
Library Fund 005, Museum Fund 006, Parking Garage Maintenance Fund 007, Farmer’s Market
Fund 009, Fire Memorial Fund 010, Fire Department Health and Wellness Fund 011, and Park
Memorial Fund 031. (Continued on the following page.)
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 21,057,464 23,385,564 26,866,357 27,540,790 29,988,835 11.6%
Retail Sales and Use Taxes 20,349,089 21,569,677 24,439,701 22,833,902 24,445,462 0.0%
Excise Taxes 84,706 2,263,103 2,897,137 2,347,672 2,603,866 -10.1%
Other Taxes 13,719,670 12,710,353 16,399,341 15,082,109 16,474,130 0.5%
Business Licenses and Permits 675,104 676,851 746,000 743,013 742,355 -0.5%
Other Licenses and Permits 2,487,350 3,383,510 3,259,050 2,034,225 2,575,206 -21.0%
Federal/State Grants 708,082 694,344 1,010,322 1,174,859 399,596 -60.4%
Other Intergovernmental Revenues 3,017,159 3,304,561 7,545,240 7,573,577 8,571,490 13.6%
Charges for Goods and Services 6,747,971 6,998,464 7,315,510 6,357,051 6,981,753 -4.6%
Fines and Forfeits 920,168 951,270 1,585,000 2,110,973 1,494,000 -5.7%
Interest and Other Earnings 741,614 966,001 1,026,800 716,208 818,800 -20.3%
Rents, Leases, and Concessions 650,769 684,786 707,200 676,919 716,580 1.3%
Other Miscellaneous Revenues 333,464 196,951 327,765 265,848 247,400 -24.5%
Non Revenues 00000N/A
Other Financing Sources 14,524 97,066 0 (31,105)0 N/A
Bond Proceeds 00000N/A
Sale of General Fixed Assets 00000N/A
Transfer In 0 480,355 81,364 81,364 217,174 166.9%
TOTAL NEW REVENUE 71,507,134 78,362,858 94,206,787 89,507,405 96,276,647 2.2%
Use of Prior Yr Revenue 0 0 2,190,040 0 0 -100.0%
TOTAL RESOURCES 71,507,134 78,362,858 96,396,827 89,507,405 96,276,647 -0.1%
EXPENDITURES:
Regular Salaries 33,414,756 35,866,203 44,943,770 42,171,589 46,123,459 2.6%
Overtime 2,366,134 2,776,334 2,195,451 3,938,399 2,095,236 -4.6%
Personnel Benefits 11,007,848 12,889,674 17,568,582 15,808,716 18,375,251 4.6%
Part Time Salaries and Benefits 2,642,692 2,486,515 2,673,097 2,587,265 2,221,354 -16.9%
City Personnel Benefits 00000N/A
Supplies/Small Tools and Equipment 2,217,134 2,196,488 2,841,895 3,262,097 2,251,720 -20.8%
Professional Services 3,310,963 3,812,048 5,441,020 4,634,190 2,740,097 -49.6%
Communication 106,421 148,167 136,493 153,332 206,834 51.5%
Travel/Training 297,608 284,758 458,507 313,590 400,980 -12.5%
Advertising 54,439 55,754 58,481 65,073 43,728 -25.2%
Operating Rentals 2,655,820 2,915,541 280,724 286,029 408,204 45.4%
Insurance 1,564,200 1,074,846 1,075,796 1,075,746 0 -100.0%
Utilities 2,040,930 2,299,005 2,390,156 2,381,360 1,793,895 -24.9%
Repairs & Maintenance 832,582 899,834 1,042,666 897,947 853,956 -18.1%
Miscellaneous 1,283,911 1,190,542 1,418,431 1,365,736 1,040,211 -26.7%
Intergovernmental Services 2,677,399 3,157,334 4,116,994 3,313,162 4,256,318 3.4%
Capital 63,188 459,348 1,458,395 778,081 255,692 -82.5%
Debt Service 0 4,582 0 0 0 N/A
Interfund Payments for Services 2,984,422 3,277,415 7,657,051 7,274,313 8,580,404 12.1%
Resale Purchases 0000334,550 100.0%
Transfer Out 272,000 480,355 802,826 601,035 4,996,584 522.4%
TOTAL COMMITTED EXPENDITURES 69,792,447 76,274,744 96,560,335 90,907,660 96,978,473 0.4%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 69,792,447 76,274,744 96,560,335 90,907,660 96,978,473 0.4%
Fund Balance, January 1 8,917,764 10,632,450 12,720,568 12,720,568 11,320,313 -11.0%
Total New Revenue 71,507,134 78,362,858 94,206,787 89,507,405 96,276,647 2.2%
Total Committed Expenditures (69,792,447) (76,274,740) (96,560,335) (90,907,660) (96,978,473)0.4%
Fund Balance Plus Reserves 10,632,451 12,720,568 10,367,020 11,320,313 10,618,487 2.4%
Anti Recessionary 00000N/A
South Renton Reserve 00000N/A
Reserve: Housing Initiative 00000N/A
Reserve: BBQ 00000N/A
Reserve: Lake Washington Dry Docks 00000N/A
Reserve: Park Maintenance Facility 00000N/A
Reserve: Cedar River/Sam Chastain Trail 00000N/A
Healthcare IBNR*00000N/A
Replacement Reserves 00000N/A
Capital Reserves 00000N/A
Bond Reserves 00000N/A
Operating Reserves 4,709,559 4,847,585 8,395,902 8,253,158 5,361,018 -36.1%
Undesignated Fund Balance, December 31 5,922,892 7,872,983 1,971,118 3,067,155 5,257,469 166.7%
Funds 000/001/003/004/005/006/007/009/010/011/031
(Continued from previous page)
Budget by Fund
7-5
Budget by Fund
7-6
Fund 000, General Fund
The General Fund is the primary operating fund of the City of Renton. It is used to account for the
resources and disbursements of ordinary City operations that are not required to be accounted for in
another fund. These include the costs of public safety, building, planning, human services, and
general administration. The major sources of revenue are property taxes, utility taxes, and sales
taxes. Licenses and Permits, Charges for Services, and Fines and Forfeits provide additional support.
(Continued on the following page.)
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 9,635,398 11,396,987 13,895,633 14,233,981 17,109,466 23.1%
Retail Sales and Use Taxes 19,984,011 21,296,855 24,108,124 22,580,524 24,107,253 0.0%
Excise Taxes 84,706 2,263,103 2,897,137 2,347,672 2,603,866 -10.1%
Other Taxes 8,978,644 7,400,922 10,441,180 8,936,262 9,874,126 -5.4%
Business Licenses and Permits 675,104 676,851 746,000 743,013 742,355 -0.5%
Other Licenses and Permits 2,447,711 3,267,324 3,055,075 1,834,640 2,450,206 -19.8%
Federal/State Grants 374,612 403,309 714,902 909,526 105,000 -85.3%
Other Intergovernmental Revenues 2,180,866 2,405,641 6,210,620 6,240,530 7,159,798 15.3%
Charges for Goods and Services 4,078,509 4,403,213 4,331,756 3,501,272 3,930,718 -9.3%
Fines and Forfeits 874,301 905,978 1,542,800 2,064,530 1,454,000 -5.8%
Interest and Other Earnings 630,654 818,218 937,700 643,872 736,000 -21.5%
Rents, Leases, and Concessions 37,438 47,097 51,300 39,441 51,300 0.0%
Other Miscellaneous Revenues 261,287 87,597 175,700 87,856 123,400 -29.8%
Other Financing Sources 1,424 74,976 0 (31,105)0 N/A
Transfer In 0 86,125 14,823 14,823 169,000 1040.1%
TOTAL NEW REVENUE 50,244,665 55,534,196 69,122,750 64,146,838 70,616,488 2.2%
Use of Prior Yr Revenue 0 0 1,392,361 0 0 -100.0%
TOTAL RESOURCES 50,244,665 55,534,196 70,515,111 64,146,838 70,616,488 0.1%
EXPENDITURES:
Regular Salaries 25,473,503 27,396,156 35,287,079 33,124,829 37,668,596 6.7%
Overtime 2,199,779 2,578,265 2,041,180 3,730,944 1,939,933 -5.0%
Fund 000, General Fund (Continued from the previous page)
Personnel Benefits 8,573,989 10,015,382 13,714,353 12,509,162 15,167,129 10.6%
Part Time Salaries and Benefits 335,721 159,094 241,455 191,569 110,137 -54.4%
Supplies/Small Tools and Equipment 931,159 823,809 1,207,791 1,586,422 1,104,814 -8.5%
Professional Services 2,991,739 3,525,545 4,356,629 4,197,506 2,294,129 -47.3%
Communication 78,031 111,365 105,313 116,547 175,040 66.2%
Travel/Training 215,167 201,015 341,528 222,157 277,967 -18.6%
Advertising 49,652 49,330 53,981 56,334 42,228 -21.8%
Operating Rentals 1,425,137 1,656,309 253,738 270,716 383,809 51.3%
Insurance 1,564,200 1,074,846 1,074,846 1,074,846 0 -100.0%
Utilities 12,987 12,104 22,280 17,298 34,000 52.6%
Repairs & Maintenance 211,408 229,366 215,746 260,808 239,421 11.0%
Miscellaneous 668,193 613,327 825,962 775,218 783,750 -5.1%
Intergovernmental Services 2,677,399 3,157,334 3,816,994 3,174,265 4,077,818 6.8%
Capital 15,017 443,033 1,442,395 775,062 242,372 -83.2%
Debt Service 0 4,582000N/A
Interfund Payments for Services 1,974,817 2,137,122 4,960,838 4,655,143 6,027,171 21.5%
Transfer Out 272,000 0 753,003 551,212 750,000 -0.4%
TOTAL COMMITTED EXPENDITURES 49,669,898 54,187,985 70,715,111 67,290,039 71,318,314 0.9%
TOTAL EXPENDITURES 49,669,898 54,187,985 70,715,111 67,290,039 71,318,314 0.9%
Fund Balance, January 1 6,922,731 7,497,498 8,843,708 8,843,708 5,700,508 -35.5%
Total New Revenue 50,244,665 55,534,196 69,122,750 64,146,838 70,616,488 2.2%
Total Committed Expenditures (49,669,898) (54,187,985) (70,715,111) (67,290,039) (71,318,314)0.9%
Fund Balance Plus Reserves 7,497,498 8,843,708 7,251,347 5,700,508 4,998,682 -31.1%
Operating Reserves 3,126,084 3,126,084 6,184,384 6,184,384 3,126,084 -49.5%
Undesignated Fund Balance, December 31 4,371,414 5,717,624 1,066,963 (483,876) 1,872,598 75.5%
Budget by Fund
7-7
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 5,976,976 6,387,094 7,079,205 7,079,205 6,520,087 -7.9%
Other Taxes 3,459,615 3,858,030 4,319,747 4,580,037 4,854,323 12.4%
Other Intergovernmental Revenues 11,085 12,208 8,000 8,000 0 -100.0%
Charges for Goods and Services 1,606,644 1,617,915 1,795,794 1,678,818 1,777,498 -1.0%
Interest and Other Earnings 40,524 48,934 36,700 31,269 37,500 2.2%
Rents, Leases, and Concessions 613,330 637,690 630,500 610,475 636,000 0.9%
Other Miscellaneous Revenues 37,471 67,138 72,543 47,488 75,500 4.1%
Transfer In 0 137,086 66,541 66,541 48,174 -27.6%
TOTAL NEW REVENUE 11,745,646 12,766,095 14,009,030 14,101,832 13,949,082 -0.4%
Use of Prior Yr Revenue 0 0 388,799 0 0 -100.0%
TOTAL RESOURCES 11,745,646 12,766,095 14,397,829 14,101,832 13,949,082 -3.1%
EXPENDITURES:
Regular Salaries 3,981,573 4,199,548 4,810,593 4,507,694 3,463,564 -28.0%
Overtime 49,178 58,963 43,002 60,916 25,928 -39.7%
Personnel Benefits 1,219,268 1,421,703 1,877,451 1,668,708 1,266,689 -32.5%
Part Time Salaries and Benefits 1,917,451 2,026,363 2,080,493 2,056,295 1,779,247 -14.5%
Supplies/Small Tools and Equipment 615,254 673,210 646,846 678,577 567,763 -12.2%
Professional Services 135,105 114,427 795,055 251,769 171,517 -78.4%
Communication 17,038 26,545 18,300 25,934 18,666 2.0%
Travel/Training 36,462 33,305 39,404 30,158 27,306 -30.7%
Advertising 4,787 6,424 4,500 7,322 0 -100.0%
Operating Rentals 506,675 531,112 15,886 8,237 13,081 -17.7%
Utilities 1,194,228 1,260,908 1,218,876 1,346,212 587,933 -51.8%
Repairs & Maintenance 590,966 642,738 739,970 590,819 549,572 -25.7%
Miscellaneous 596,438 562,185 571,394 577,180 234,917 -58.9%
Intergovernmental Services 0 0 175,000 138,897 178,500 2.0%
Interfund Payments for Services 568,918 555,613 1,336,059 1,274,363 856,815 -35.9%
Resale Purchases 000051,000 100.0%
Transfer Out 0 137,086 35,000 35,000 4,156,584 11776.0%
TOTAL COMMITTED EXPENDITURES 11,433,136 12,250,130 14,407,829 13,258,081 13,949,082 -3.2%
TOTAL EXPENDITURES 11,433,136 12,250,130 14,407,829 13,258,081 13,949,082 -3.2%
Fund Balance, January 1 674,398 986,908 1,502,872 1,502,872 2,346,623 56.1%
Total New Revenue 11,745,646 12,766,095 14,009,030 14,101,832 13,949,082 -0.4%
Total Committed Expenditures (11,433,136) (12,250,130) (14,407,829) (13,258,081) (13,949,082)-3.2%
Fund Balance Plus Reserves 986,908 1,502,872 1,104,073 2,346,623 2,346,623 112.5%
Operating Reserves 914,651 980,010 1,104,073 1,060,647 1,115,927 1.1%
Undesignated Fund Balance, December 31 72,257 522,862 0 1,285,977 1,230,697 100.0%
Fund 001, Community Services Fund (Previously Fund 101, Parks Fund)
The Community Services Fund accounts for the City's parks and recreation programs: operations, maintenance, and
improvements for municipal buildings; and the landscaping and street tree functions. See the Community Services operating
budget section of this document for more information on program budget and staffing. In 2007 Fund 101, Park Fund was
changed to Fund 001, Community Services Fund.
Budget by Fund
7-8
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 3,676,378 3,593,371 3,780,253 3,780,253 4,213,711 11.5%
Retail Sales and Use Taxes 365,078 272,822 331,577 253,377 338,209 2.0%
Other Taxes 1,281,410 1,451,402 1,638,414 1,565,810 1,745,681 6.5%
Other Licenses and Permits 39,639 116,186 203,975 199,585 125,000 -38.7%
Other Intergovernmental Revenues 825,208 886,713 1,326,620 1,074,030 1,321,200 -0.4%
Charges for Goods and Services 1,056,869 970,276 1,181,560 1,170,590 1,267,008 7.2%
Interest and Other Earnings 55,010 84,790 50,000 33,597 41,000 -18.0%
Other Miscellaneous Revenues (504)199 7,000 6,367 0 -100.0%
Other Financing Sources 13,100 22,090 0 0 0 N/A
Transfer In 0 39,074 0 0 0 N/A
TOTAL NEW REVENUE 7,312,190 7,436,922 8,519,399 8,083,610 9,051,809 6.2%
Use of Prior Yr Revenue 0 0 317,880 0 0 -100.0%
TOTAL RESOURCES 7,312,190 7,436,922 8,837,279 8,083,610 9,051,809 2.4%
EXPENDITURES:
Regular Salaries 3,044,050 3,292,688 3,851,120 3,554,169 3,905,661 1.4%
Overtime 100,952 106,423 76,329 128,880 92,856 21.7%
Personnel Benefits 963,008 1,150,929 1,657,902 1,324,660 1,573,072 -5.1%
Part Time Salaries and Benefits 169,312 82,621 107,015 94,557 82,954 -22.5%
Supplies/Small Tools and Equipment 413,874 409,496 629,295 641,627 501,035 -20.4%
Professional Services 40,697 49,607 88,776 35,445 72,834 -18.0%
Communication 11,233 10,256 11,900 10,288 12,138 2.0%
Travel/Training 40,956 43,948 51,272 54,927 67,913 32.5%
Operating Rentals 724,009 728,119 10,100 7,076 10,302 2.0%
Utilities 833,714 1,025,953 1,148,100 1,017,850 1,171,062 2.0%
Repairs & Maintenance 29,745 27,554 55,900 45,322 36,297 -35.1%
Miscellaneous 17,253 14,252 16,300 10,366 16,574 1.7%
Capital 0 15,707 10,000 0 10,200 2.0%
Interfund Payments for Services 209,105 233,303 1,108,447 1,114,076 1,408,911 27.1%
Transfer Out 0 39,074 14,823 14,823 90,000 507.2%
TOTAL COMMITTED EXPENDITURES 6,597,907 7,229,929 8,837,279 8,054,066 9,051,809 2.4%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 6,597,907 7,229,929 8,837,279 8,054,066 9,051,809 2.4%
Fund Balance, January 1 945,638 1,659,921 1,866,914 1,866,914 1,896,459 1.6%
Total New Revenue 7,312,190 7,436,922 8,519,399 8,083,610 9,051,809 6.2%
Total Committed Expenditures (6,597,907) (7,229,929) (8,837,279) (8,054,066) (9,051,809)2.4%
Fund Balance Plus Reserves 1,659,921 1,866,914 1,549,034 1,896,459 1,896,459 22.4%
Operating Reserves 527,833 578,394 883,728 805,407 905,181 2.4%
Undesignated Fund Balance, December 31 1,132,089 1,288,520 665,306 1,091,052 991,278 49.0%
Fund 003, Street Fund (Previously Fund 103)
The Street Fund revenue comes from general tax sources such as property taxes, and gas utility taxes providing 70 percent of 2009
funding. Street fuel taxes, a state shared revenue source, provides 15 percent of 2009 financing.The balance, or 16 percent, comes
from interfund revenue, investment interest, permits, and use prior year revenue. There are two divisions of the Public Works
Department in this fund: Transportation Systems (003/016) and Street Maintenance Services (003/019).
Budget by Fund
7-9
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Federal/State Grants 333,470 291,036 295,420 265,333 294,596 -0.3%
Interest and Other Earnings (1,152) (1,119)0 (332)0 N/A
TOTAL NEW REVENUE 332,319 289,917 295,420 265,001 294,596 -0.3%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 332,319 289,917 295,420 265,001 294,596 -0.3%
EXPENDITURES:
Regular Salaries 145,971 152,987 92,112 96,062 92,769 0.7%
Overtime 44 0 0 36 1,000 100.0%
Personnel Benefits 43,047 50,145 23,998 26,448 26,140 8.9%
Part Time Salaries and Benefits 419 585 0 15 0 N/A
Supplies/Small Tools and Equipment 8,417 11,242 32,500 27,093 32,250 -0.8%
Professional Services 69,585 74,311 141,460 85,228 137,087 -3.1%
Communication 119 0 500 0 500 0.0%
Travel/Training 0 66 2,000 10 2,000 0.0%
Operating Rentals 0 0 400 0 400 0.0%
Utilities 0 40 900 0 900 0.0%
Repairs & Maintenance 0 0 250 69 250 0.0%
Miscellaneous 0 0 1,300 420 1,300 0.0%
Capital 48,377 0000N/A
TOTAL COMMITTED EXPENDITURES 315,979 289,376 295,420 235,381 294,596 -0.3%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 315,979 289,376 295,420 235,381 294,596 -0.3%
Fund Balance, January 1 (64,998) (48,658) (48,117) (48,117)(18,497)-61.6%
Total New Revenue 332,319 289,917 295,420 265,001 294,596 -0.3%
Total Committed Expenditures (315,979) (289,376) (295,420) (235,381) (294,596)-0.3%
Fund Balance Plus Reserves (48,658) (48,117) (48,117) (18,497) (18,497)-61.6%
Undesignated Fund Balance, December 31 (48,658) (48,117) (48,117) (18,497) (18,497)-61.6%
Fund 004, Community Development Block Grant Fund (Previously Fund 104)
In 2005, Fund 004 Community Development Block Grant Fund was created and Fund 104 was eliminated. The CDBG fund
collects and disburses Community Development grant monies. Current agencies include Children's Home Society of
Washington, Renton Communities in Schools, Emergency Feeding Program of Seattle and King County, City of Renton
Housing Repair program, Planning and Administration program, and Institute of Family Development. Please refer to Fund
104 Community Development Block Grant Fund prior to 2005.
Budget by Fund
7-10
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 0000151,124 100.0%
TOTAL NEW REVENUE 0000151,124 100.0%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 0000151,124 100.0%
EXPENDITURES:
Regular Salaries 000069,063 100.0%
Personnel Benefits 000017,474 100.0%
Part Time Salaries and Benefits 000021,231 100.0%
Travel/Training 00001,635 100.0%
Interfund Payments for Services 000041,721 100.0%
TOTAL COMMITTED EXPENDITURES 0000151,124 100.0%
TOTAL EXPENDITURES 0000151,124 100.0%
Fund Balance, January 1 0000 0 N/A
Total New Revenue 0000151,124 100.0%
Total Committed Expenditures 0000(151,124)100.0%
Fund Balance Plus Reserves 00000N/A
Undesignated Fund Balance, December 31 00000N/A
Fund 005, Museum Fund (Previously combined with 006)
The Museum Fund accounts for the operation of the City Historical Museum. It is a part of general governmental funds since
the majority of support is derived from general tax revenues. See the Community Services operating budget section of this
document for more information on Museum fund program budget and staffing.
Budget by Fund
7-11
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 1,768,712 2,008,112 2,111,266 2,447,351 1,994,447 -5.5%
Other Intergovernmental Revenues 0 0 0 251,017 90,492 100.0%
Charges for Goods and Services 5,948 7,060 6,400 6,371 6,529 2.0%
Fines and Forfeits 45,866 45,292 42,200 46,443 40,000 -5.2%
Interest and Other Earnings 9,460 6,873 2,400 3,848 4,300 79.2%
Other Miscellaneous Revenues 13,885 9,641 2,900 11,563 2,500 -13.8%
Transfer In 0 56,074 0 0 0 N/A
TOTAL NEW REVENUE 1,843,871 2,133,052 2,165,166 2,766,593 2,138,268 -1.2%
Use of Prior Yr Revenue 0 0 72,000 0 0 -100.0%
TOTAL RESOURCES 1,843,871 2,133,052 2,237,166 2,766,593 2,138,268 -4.4%
EXPENDITURES:
Regular Salaries 769,660 824,824 902,866 888,835 923,806 2.3%
Overtime 14,630 18,586 28,940 9,744 29,519 2.0%
Personnel Benefits 208,535 251,515 294,878 279,738 324,747 10.1%
Part Time Salaries and Benefits 219,789 217,851 229,134 233,651 212,485 -7.3%
Supplies/Small Tools and Equipment 237,021 264,526 300,238 314,352 23,243 -92.3%
Professional Services 73,672 48,158 54,150 59,162 55,233 2.0%
Travel/Training 5,023 4,231 9,803 5,054 7,159 -27.0%
Operating Rentals 0 0 600 0 612 2.0%
Repairs & Maintenance 464 176 30,800 929 28,416 -7.7%
Miscellaneous 2,027 777 3,050 1,997 3,111 2.0%
Intergovernmental Services 0 0 125,000 0 0 -100.0%
Capital 0 608 6,000 3,019 3,120 -48.0%
Interfund Payments for Services 231,582 351,377 251,707 230,731 244,817 -2.7%
Resale Purchases 0000282,000 100.0%
Transfer Out 0 56,074 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 1,762,402 2,038,703 2,237,166 2,027,213 2,138,268 -4.4%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 1,762,402 2,038,703 2,237,166 2,027,213 2,138,268 -4.4%
Fund Balance, January 1 163,208 244,677 339,026 339,026 1,078,406 218.1%
Total New Revenue 1,843,871 2,133,052 2,165,166 2,766,593 2,138,268 -1.2%
Total Committed Expenditures (1,762,402) (2,038,703) (2,237,166) (2,027,213) (2,138,268)-4.4%
Fund Balance Plus Reserves 244,677 339,026 267,026 1,078,406 1,078,406 303.9%
Operating Reserves 140,992 163,096 223,717 202,721 213,827 -4.4%
Undesignated Fund Balance, December 31 103,685 175,930 43,309 875,684 864,579 1896.3%
Fund 006, Library Fund (Previously Fund 106)
The Library Fund accounts for the operation of two City libraries. It is a part of general governmental funds since the majority
of support for library services is derived from general tax revenues. In 2008, 97 percent of the resources will come from
property taxes, with 3 percent from service charges for photocopies, library fines, investment interest, and contributions from
the annual book sale. See the CommunityServices operating budget section of this document for more information on Library
fund program budget and staffing. Prior to 2009, the Library and Museum were combined in Fund 006. The Museum fund is
now Fund 005.
Budget by Fund
7-12
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
TOTAL NEW REVENUE 00000N/A
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 00000N/A
EXPENDITURES:
Transfer Out 0 86,125 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 86,125 0 0 0 N/A
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 0 86,125 0 0 0 N/A
Fund Balance, January 1 86,125 86,125 0 0 0 0.0%
Total New Revenue 00000N/A
Total Committed Expenditures 0 (86,125)0 0 0 N/A
Fund Balance Plus Reserves 86,125 00000.0%
Designated Fund Balance, December 31 86,125 00000.0%
Fund 007, Parking Garage Maintenance Fund
This fund was created in 2003. The purpose of the fund was to pay for the operational and maintenance costs of the downtown
parking garage in 2004 and 2005. In 2006, the Revenue and the Expenditure budget for Fund 007 was moved to Fund 306. In
2007, this fund was closed; the fund balance was transfered to General Fund 000.
Budget by Fund
7-13
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 0 0 0 789 0 N/A
Rents, Leases, and Concessions 0 0 25,400 27,003 29,280 15.3%
Other Miscellaneous Revenues 0 0 51,122 50,592 6,000 -88.3%
TOTAL NEW REVENUE 0 0 76,522 78,383 35,280 -53.9%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 0 0 76,522 78,383 35,280 -53.9%
EXPENDITURES:
Part Time Salaries and Benefits 0 0 15,000 11,177 15,300 2.0%
Supplies/Small Tools and Equipment 0 0 8,225 5,261 5,615 -31.7%
Professional Services 0 0 4,950 5,080 9,297 87.8%
Communication 0 0 480 563 490 2.1%
Travel/Training 0 0 0 1,284 0 N/A
Advertising 0 0 0 1,416 1,500 100.0%
Insurance 0 0 950 900 0 -100.0%
Miscellaneous 0 0 425 555 559 31.5%
Interfund Payments for Services 0000 969100.0%
Resale Purchases 00001,550 100.0%
TOTAL COMMITTED EXPENDITURES 0 0 30,030 26,236 35,280 17.5%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 0 0 30,030 26,236 35,280 17.5%
Fund Balance, January 1 000052,147 100.0%
Total New Revenue 0 0 76,522 78,383 35,280 -53.9%
Total Committed Expenditures 0 0 (30,030) (26,236) (35,280)17.5%
Fund Balance Plus Reserves 0 0 46,492 52,147 52,147 12.2%
Designated Fund Balance, December 31 0 0 46,492 52,147 52,147 12.2%
Fund 009, Farmers Market Fund
This fund was created in 2008 for the purpose of paying for the operational and maintenance costs of the Farmers Market. In
2008, this responsibility was transferred from the Renton Chamber of Commerce to the City.
Budget by Fund
7-14
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Other Miscellaneous Revenues 4,385 12,886 0 40,748 15,000 100.0%
TOTAL NEW REVENUE 4,385 12,886 0 40,748 15,000 100.0%
Use of Prior Yr Revenue 0 0 15,000 0 0 -100.0%
TOTAL RESOURCES 4,385 12,886 15,000 40,748 15,000 0.0%
EXPENDITURES:
Overtime 0 3,924 0 0 0 N/A
Supplies/Small Tools and Equipment 11,408 12,477 15,000 8,767 15,000 0.0%
Professional Services 165 0000N/A
TOTAL COMMITTED EXPENDITURES 11,573 16,400 15,000 8,767 15,000 0.0%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 11,573 16,400 15,000 8,767 15,000 0.0%
Fund Balance, January 1 35,783 28,595 25,081 25,081 57,061 127.5%
Total New Revenue 4,385 12,886 0 40,748 15,000 100.0%
Total Committed Expenditures (11,573) (16,400) (15,000) (8,767) (15,000)0.0%
Fund Balance Plus Reserves 28,595 25,081 10,081 57,061 57,061 466.1%
Designated Fund Balance, December 31 28,595 25,081 10,081 57,061 57,061 466.1%
Fund 010, Fire Memorial Fund
This fund was created in 2004. The fund was created to accept donations from citizens for Fire and Emergency Services
related purposes.
Budget by Fund
7-15
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 0 0 0 13 0 N/A
Other Miscellaneous Revenues 16,940 19,490 18,500 21,235 25,000 35.1%
TOTAL NEW REVENUE 16,940 19,490 18,500 21,248 25,000 35.1%
Use of Prior Yr Revenue 0 0 4,000 0 0 -100.0%
TOTAL RESOURCES 16,940 19,490 22,500 21,248 25,000 11.1%
EXPENDITURES:
Overtime 1,552 10,173 6,000 7,878 6,000 0.0%
Supplies/Small Tools and Equipment 0 1,729 2,000 0 2,000 0.0%
Travel/Training 0 2,193 14,500 0 17,000 17.2%
TOTAL COMMITTED EXPENDITURES 1,552 14,095 22,500 7,878 25,000 11.1%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 1,552 14,095 22,500 7,878 25,000 11.1%
Fund Balance, January 1 0 15,388 20,783 20,783 34,153 64.3%
Total New Revenue 16,940 19,490 18,500 21,248 25,000 35.1%
Total Committed Expenditures (1,552) (14,095) (22,500) (7,878) (25,000)11.1%
Fund Balance Plus Reserves 15,388 20,783 16,783 34,153 34,153 103.5%
Designated Fund Balance, December 31 15,388 20,783 16,783 34,153 34,153 103.5%
Fund 011, Fire Health and Wellness Fund
Fund 011 was created in 2006 for the purpose of identifying Fire and Emergency Services Department health and wellness
related activities.
Budget by Fund
7-16
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 7,117 8,305 0 3,152 0 N/A
Transfer In 0 161,996 0 0 0 N/A
TOTAL NEW REVENUE 7,117 170,300 0 3,152 0 N/A
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 7,117 170,300 0 3,152 0 N/A
EXPENDITURES:
Transfer Out 0 161,996 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 161,996 0 0 0 N/A
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 0 161,996 0 0 0 N/A
Fund Balance, January 1 154,879 161,996 170,301 170,301 173,453 1.9%
Total New Revenue 7,117 170,300 0 3,152 0 N/A
Total Committed Expenditures 0 (161,996)0 0 0 N/A
Fund Balance Plus Reserves 161,996 170,301 170,301 173,453 173,453 1.9%
Designated Fund Balance, December 31 161,996 170,301 170,301 173,453 173,453 1.9%
Fund 031, Park Memorial Fund (Previously Fund 131)
This fund was created in 2001. The fund was created to accept all gifts for park and recreation purposes. In 2007, the fund
number was changed from Fund 131 to Fund 031.
Budget by Fund
7-17
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Other Intergovernmental Revenues 501,096 539,148 580,000 626,898 633,475 9.2%
Interest and Other Earnings 21,374 20,613 5,000 14,764 5,100 2.0%
TOTAL NEW REVENUE 522,470 559,762 585,000 641,662 638,575 9.2%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 522,470 559,762 585,000 641,662 638,575 9.2%
EXPENDITURES:
Intergovernmental Services 440,000 565,000 585,000 585,000 750,000 28.2%
TOTAL COMMITTED EXPENDITURES 440,000 565,000 585,000 585,000 750,000 28.2%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 440,000 565,000 585,000 585,000 750,000 28.2%
Fund Balance, January 1 238,837 321,307 316,068 316,068 372,730 17.9%
Total New Revenue 522,470 559,762 585,000 641,662 638,575 9.2%
Total Committed Expenditures (440,000) (565,000) (585,000) (585,000) (750,000)28.2%
Fund Balance Plus Reserves 321,307 316,068 316,068 372,730 261,305 -17.3%
Designated Fund Balance, December 31 321,307 316,068 316,068 372,730 261,305 -17.3%
Fund 102, Arterial Street Fund
The Arterial Street Fund was established pursuant to state law allocating the one-half cent State Gasoline Tax revenue to cities
and towns for construction, improvements, and major repair of streets. In order for a project to qualify for funding, it has to be
a part of the City's Six-Year Transportation Improvement Program and must be approved by the State Highway Department's
District State Aid Engineer. The fund allows the City to accomplish approved projects using either City forces or contractors,
and provides the capability of matching LID participation and outside agency grants.
Budget by Fund
7-18
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Retail Sales and Use Taxes 0 0 84,564 84,564 0 -100.0%
Interest and Other Earnings 12,323 27,422 0 18,700 0 N/A
Rents, Leases, and Concessions 427,783 746,761 1,153,139 1,487,444 1,244,322 7.9%
Other Miscellaneous Revenues 00000N/A
Transfer In 0 406,988 0 0 0 N/A
TOTAL NEW REVENUE 440,106 1,181,172 1,237,703 1,590,709 1,244,322 0.5%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 440,106 1,181,172 1,237,703 1,590,709 1,244,322 0.5%
EXPENDITURES:
Regular Salaries 66,240 69,943 179,737 72,861 74,107 -58.8%
Overtime 85 0 0 140 0 N/A
Personnel Benefits 16,311 19,149 68,090 21,357 23,356 -65.7%
Supplies/Small Tools and Equipment 0 0 5,000 1,620 5,100 2.0%
Professional Services 7,155 0 359,425 43,019 384,414 7.0%
Utilities 155,143 23,841 (21,909) 92,877 36,032 -264.5%
Repairs & Maintenance 195,850 157,971 141,737 194,498 150,523 6.2%
Debt Service 25,200 3,600 3,600 0 0 -100.0%
Transfer Out 180,000 466,988 446,000 386,000 570,790 28.0%
TOTAL COMMITTED EXPENDITURES 645,985 858,334 1,181,680 812,372 1,244,322 5.3%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 645,985 858,334 1,181,680 812,372 1,244,322 5.3%
Fund Balance, January 1 356,762 150,883 473,721 473,721 1,252,058 164.3%
Total New Revenue 440,106 1,181,172 1,237,703 1,590,709 1,244,322 0.5%
Total Committed Expenditures (645,985) (858,334) (1,181,680) (812,372) (1,244,322)5.3%
Fund Balance Plus Reserves 150,883 473,721 529,744 1,252,058 1,252,058 136.4%
Designated Fund Balance, December 31 150,883 473,721 529,744 1,252,058 1,252,058 136.4%
Fund 108, Leased City Properties (Previously Fund 306)
Beginning in 1999, Fund 306 was created for the purpose of identifying Leased City Properties revenue and expenditures. In
2007, the fund number was changed from Fund 306 to Fund 108.
Budget by Fund
7-19
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Retail Sales and Use Taxes 218,012 242,111 232,000 253,839 265,200 14.3%
Interest and Other Earnings 13,162 13,792 10,000 7,275 10,200 2.0%
Other Miscellaneous Revenues 65,000 65,000 65,000 60,000 65,000 0.0%
TOTAL NEW REVENUE 296,175 320,903 307,000 321,114 340,400 10.9%
Use of Prior Yr Revenue 0 0 40,000 0 0 -100.0%
TOTAL RESOURCES 296,175 320,903 347,000 321,114 340,400 -1.9%
EXPENDITURES:
Professional Services 296,305 284,430 347,000 382,969 295,000 -15.0%
TOTAL COMMITTED EXPENDITURES 296,305 284,430 347,000 382,969 295,000 -15.0%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 296,305 284,430 347,000 382,969 295,000 -15.0%
Fund Balance, January 1 276,258 276,128 312,600 312,600 250,745 -19.8%
Total New Revenue 296,175 320,903 307,000 321,114 340,400 10.9%
Total Committed Expenditures (296,305) (284,430) (347,000) (382,969) (295,000)-15.0%
Fund Balance Plus Reserves 276,128 312,600 272,600 250,745 296,145 8.6%
Designated Fund Balance, December 31 276,128 312,600 272,600 250,745 296,145 8.6%
Fund 110, Hotel/Motel Fund
During the 1997 Legislative session, SSB 5867 was passed. SSB 5867 allows Washington State cities to impose an increase in
the hotel/motel tax of up to 1 percent for the purpose of increasing tourism. On October 13, 1997, the Renton City Council
passed Resolution No. 3288 establishing a Hotel/Motel Lodging Tax Advisory Committee. The Committee investigated the
feasibility of implementing the 1 percent tax and made a recommendation to the City Council to enact this tax. The Council
adopted the tax with Ordinance No. 4697 on December 15, 1997.
In 1998, a marketing campaign was created using these collected funds. The Renton Community Marketing Campaign is
designed to help brand Renton and communicate the community's many positive attributes as a place to do business, work,
visit, learn, shop, live, play, and stay.
The stakeholders, including the Renton Chamber of Commerce, Renton Visitor's Connection, City of Renton, Renton School
District, Renton Technical College, and Valley Medical Center, launched the campaign to improve the image of Renton in the
community and the region; promote Renton as a desirable location to do business, work, learn, live, shop, and visit; recruit
quality companies to Renton to help diversify the employment base by supporting city economic development initiatives;
showcase Renton stakeholders and their achievements; and leverage and creatively market Renton's assets and amenities.
Under the authority of the Hotel/Motel Lodging Tax Advisory Committee and the Renton City Council, a new budget is
established yearly and administered through the Department of Community and Economic Development.
Budget by Fund
7-20
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 123 155 0 60 0 N/A
TOTAL NEW REVENUE 123 155 0 60 0 N/A
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 123 155 0 60 0 N/A
EXPENDITURES:
TOTAL COMMITTED EXPENDITURES 00000N/A
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 00000N/A
Fund Balance, January 1 2,904 3,027 3,182 3,182 3,243 1.9%
Total New Revenue 123 155 0 60 0 N/A
Total Committed Expenditures 00000N/A
Fund Balance Plus Reserves 3,027 3,182 3,182 3,243 3,243 1.9%
Designated Fund Balance, December 31 3,027 3,182 3,182 3,243 3,243 1.9%
Fund 118, Reserve for Paths and Trails Fund
This reserve fund for paths and trails was established under authority of Washington State Law (Sections 2, 3, 4 and 5, Chapter
103, Extraordinary Session Laws of 1972) for the purpose of accommodating, establishing, and maintaining certain paths and
trails. Accumulated funds must be used within a ten-year period.
Budget by Fund
7-21
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 2,897 3,411 0 2,300 0 N/A
Transfer In 17,505 60,000 77,505 0 0 -100.0%
TOTAL NEW REVENUE 20,402 63,411 77,505 2,300 0 -100.0%
Use of Prior Yr Revenue 0 0 64,193 0 0 -100.0%
TOTAL RESOURCES 20,402 63,411 141,698 2,300 0 -100.0%
EXPENDITURES:
Capital 35,440 20,367 0 0 0 N/A
Transfer Out 0 0 141,698 1,979 0 -100.0%
TOTAL COMMITTED EXPENDITURES 35,440 20,367 141,698 1,979 0 -100.0%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 35,440 20,367 141,698 1,979 0 -100.0%
Fund Balance, January 1 93,351 78,313 121,357 121,357 121,678 0.3%
Total New Revenue 20,402 63,411 77,505 2,300 0 -100.0%
Total Committed Expenditures (35,440) (20,367) (141,698) (1,979) 0 -100.0%
Fund Balance Plus Reserves 78,313 121,357 57,164 121,678 121,678 112.9%
Designated Fund Balance, December 31 78,313 121,357 57,164 121,678 121,678 112.9%
Fund 125, 1% for Art Fund
The 1 percent for Art Fund was established to account for art expenditures in municipal construction projects. Guidelines for
determining art expenditures are as follows: 1) The project cost must exceed $10,000. 2) The project must be either new
construction or a significant renovation of an existing structure that allows an existing structure an expanded or different use of
the facility. Routine or periodic maintenance expenditures have been excluded. 3) Land acquisition is not included. 4)
Acquisition of equipment, vehicles, or machinery is not included. 5) All funds specifically limited to the construction and
improvement of the transportation system have been excluded; such as Federal aid, forward thrust, and half-cent gasoline tax.
Under the authority of the Renton Municipal Arts Commission and the Renton City Council, the budget is administered by the
Department of Community and Economic Development.
Budget by Fund
7-22
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Other Taxes 70,000 0 35,000 70,000 40,674 16.2%
Business Licenses and Permits 000045,000 100.0%
Interest and Other Earnings 3,162 12,399 2,400 1,704 0 -100.0%
Other Miscellaneous Revenues 0 1,500 1,500 1,500 0 -100.0%
TOTAL NEW REVENUE 73,162 13,899 38,900 73,204 85,674 120.2%
Use of Prior Yr Revenue 0 0 49,104 0 0 -100.0%
TOTAL RESOURCES 73,162 13,899 88,004 73,204 85,674 -2.6%
EXPENDITURES:
Supplies/Small Tools and Equipment 2,383 3,237 6,178 559 6,302 2.0%
Professional Services 41,521 134,873 73,326 21,684 30,702 -58.1%
Repairs & Maintenance 3,383 8,859 8,500 870 8,670 2.0%
Capital 12,215 0 0 0 40,000 100.0%
TOTAL COMMITTED EXPENDITURES 59,502 146,970 88,004 23,114 85,674 -2.6%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 59,502 146,970 88,004 23,114 85,674 -2.6%
Fund Balance, January 1 181,689 195,349 62,278 62,278 112,369 80.4%
Total New Revenue 73,162 13,899 38,900 73,204 85,674 120.2%
Total Committed Expenditures (59,502) (146,970) (88,004) (23,114) (85,674)-2.6%
Fund Balance Plus Reserves 195,349 62,278 13,174 112,369 112,369 752.9%
Designated Fund Balance, December 31 195,349 62,278 13,174 112,369 112,369 752.9%
Fund 127, Cable Communications Development Fund
The Cable Communications Development Fund, which is managed by the City Clerk's office, was established to provide
promotion and development of cable communications. The City uses a character generator to issue public information over a
municipal access cable TV channel (Channel 21). The City Clerk's office is responsible for gathering, formatting and
programming the information submitted by City departments and external organizations for broadcast. On May 8, 1995,
Council authorized the broadcasting of weekly Council meetings on Channel 21. In December 1995, Council authorized the
broadcasting of the Committee of the Whole meetings. In 1998, the City began to produce quarterly videos on various
highlights of the City. This included major private and public capital projects and highlights of major City sponsored events.
Budget by Fund
7-23
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 0 0 0 8,502 10,500 100.0%
TOTAL NEW REVENUE 0 0 0 8,502 10,500 100.0%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 0 0 0 8,502 10,500 100.0%
EXPENDITURES:
TOTAL COMMITTED EXPENDITURES 00000N/A
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 00000N/A
Fund Balance, January 1 00008,502 100.0%
Total New Revenue 0 0 0 8,502 10,500 100.0%
Total Committed Expenditures 00000N/A
Fund Balance Plus Reserves 0 0 0 8,502 19,002 100.0%
Designated Fund Balance, December 31 0 0 0 8,502 19,002 100.0%
Fund 135, Springbrook Wetlands Bank
Per Ordinance 5269,in 2007, a new fund was created Fund 135, Springbrook Wetlands Bank Fund. The purpose of the fund is
to provide accounting for the Springbrook Creek Wetland and Habitat Mitigation Bank project. The Fund will receive revenue
by selling Wetland credits to the third parties and to the City's internal departments. The revenue received will pay for
managing the wetlands.
Budget by Fund
7-24
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 1,007,253 90,820 1,518,600 1,510,000 914,208 -39.8%
Retail Sales and Use Taxes 0000745,357 100.0%
Excise Taxes 1,250,000 2,442,107 2,350,000 2,350,000 2,000,000 -14.9%
Other Taxes 0000528,000 100.0%
Interest and Other Earnings 119,860 144,625 100,800 19,701 102,816 2.0%
Transfer In 525,000 1,898,688 300,000 300,000 300,000 0.0%
TOTAL NEW REVENUE 2,902,113 4,576,240 4,269,400 4,179,701 4,590,381 7.5%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 2,902,113 4,576,240 4,269,400 4,179,701 4,590,381 7.5%
EXPENDITURES:
Debt Service 2,751,849 3,662,853 4,269,400 4,263,739 4,590,381 7.5%
Transfer Out 0 2,314,108 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 2,751,849 5,976,961 4,269,400 4,263,739 4,590,381 7.5%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 2,751,849 5,976,961 4,269,400 4,263,739 4,590,381 7.5%
Fund Balance, January 1 1,830,743 1,981,007 580,286 580,288 496,251 -14.5%
Total New Revenue 2,902,113 4,576,240 4,269,400 4,179,701 4,590,381 7.5%
Total Committed Expenditures (2,751,849) (5,976,961) (4,269,400) (4,263,739) (4,590,381)7.5%
Fund Balance Plus Reserves 1,981,007 580,286 580,286 496,251 496,251 -14.5%
Operating Reserves 785,000 556,784 556,784 494,284 494,284 -11.2%
Undesignated Fund Balance, December 31 1,196,007 23,502 23,502 1,967 1,967 -91.6%
Funds 201/207/215, Limited Tax General Obligation Bonds Council-approved general obligation debt is also known as
limited tax general obligation debt (LTGO) or councilmanic debt. The City maintains three funds to account for existing bond
revenue and expenditures. Fund 201 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 fund (215) maintains the
revenue and expenditures associated with various issues including but not limited to 1997 refunding issue of $2.25 million that
refunded five separate LTGO issues; 1998 Certificates of Participation for lighting improvements at City Hall; 2001 issue for
the downtown parking garage; 2002 issue for a new fire station; and 2006 issue for South Lake Washington and Strander
infrastructure improvements. For more detail on any of these debt issues, see the separately published City of Renton Debt
Manual. The outstanding balance for all limited tax general obligation debt as of January 1, 2008 is $43,032,551.
Budget by Fund
7-25
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 986,253 90,820 868,600 860,000 40 -100.0%
Excise Taxes 0 1,068,657 1,100,000 1,100,000 1,960,000 78.2%
Interest and Other Earnings 8,954 26,731 20,000 2,090 20,400 2.0%
Transfer In 0 784,580 0 0 0 N/A
TOTAL NEW REVENUE 995,207 1,970,789 1,988,600 1,962,090 1,980,440 -0.4%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 995,207 1,970,789 1,988,600 1,962,090 1,980,440 -0.4%
EXPENDITURES:
Debt Service 987,461 1,975,326 1,988,600 1,983,628 1,980,440 -0.4%
TOTAL COMMITTED EXPENDITURES 987,461 1,975,326 1,988,600 1,983,628 1,980,440 -0.4%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 987,461 1,975,326 1,988,600 1,983,628 1,980,440 -0.4%
Fund Balance, January 1 20,296 28,042 23,505 23,505 1,967 -91.6%
Total New Revenue 995,207 1,970,789 1,988,600 1,962,090 1,980,440 -0.4%
Total Committed Expenditures (987,461) (1,975,326) (1,988,600) (1,983,628) (1,980,440)-0.4%
Fund Balance Plus Reserves 28,042 23,505 23,505 1,967 1,967 -91.6%
Undesignated Fund Balance, December 31 28,042 23,505 23,505 1,967 1,967 -91.6%
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.
Budget by Fund
7-26
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 21,000 0000N/A
Interest and Other Earnings 1,168 114 0 0 0 N/A
TOTAL NEW REVENUE 22,168 114 0 0 0 N/A
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 22,168 114 0 0 0 N/A
EXPENDITURES:
Debt Service 20,961 0000N/A
Transfer Out 0 29,528 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 20,961 29,528 0 0 0 N/A
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 20,961 29,528 0 0 0 N/A
Fund Balance, January 1 28,205 29,412 (3)0 0 -100.0%
Total New Revenue 22,168 114 0 0 0 N/A
Total Committed Expenditures (20,961) (29,528)0 0 0 N/A
Fund Balance Plus Reserves 29,412 (3)(3)0 0 -100.0%
Undesignated Fund Balance, December 31 29,412 (3)(3)0 0 -100.0%
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. By the end of 2006, the debt was paid off. In 2007, this fund
was closed and the fund balance transferred to Fund 215.
Budget by Fund
7-27
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 0 0 650,000 650,000 914,168 40.6%
Retail Sales and Use Taxes 0000745,357 100.0%
Excise Taxes 1,250,000 1,373,450 1,250,000 1,250,000 40,000 -96.8%
Other Taxes 0000528,000 100.0%
Interest and Other Earnings 109,738 117,780 80,800 17,612 82,416 2.0%
Transfer In 525,000 1,114,108 300,000 300,000 300,000 0.0%
TOTAL NEW REVENUE 1,884,738 2,605,338 2,280,800 2,217,612 2,609,941 14.4%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 1,884,738 2,605,338 2,280,800 2,217,612 2,609,941 14.4%
EXPENDITURES:
Debt Service 1,743,427 1,687,528 2,280,800 2,280,111 2,609,941 14.4%
Transfer Out 0 2,284,580 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 1,743,427 3,972,108 2,280,800 2,280,111 2,609,941 14.4%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 1,743,427 3,972,108 2,280,800 2,280,111 2,609,941 14.4%
Fund Balance, January 1 1,782,242 1,923,554 556,784 556,784 494,284 -11.2%
Total New Revenue 1,884,738 2,605,338 2,280,800 2,217,612 2,609,941 14.4%
Total Committed Expenditures (1,743,427) (3,972,108) (2,280,800) (2,280,111) (2,609,941)14.4%
Fund Balance Plus Reserves 1,923,554 556,784 556,784 494,284 494,284 -11.2%
Operating Reserves 785,000 556,784 556,784 494,284 494,284 -11.2%
Undesignated Fund Balance, December 31 1,138,554 0000N/A
Fund 215, General Governmental Miscellaneous Debt Service Fund
Fund 215 maintains the revenue and expenditures for the debt issues associated with various purchases of equipment,
construction of the Downtown Parking Garage, construction of a new fire station, the lighting project for City Hall and the
South Lake Washington Infrastructure Project. For more detail on this debt issue, see the separately published City of Renton
Debt Manual .
Budget by Fund
7-28
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 507,055 514,925 550,000 409,743 0 -100.0%
Interest and Other Earnings 17,216 18,995 5,000 9,484 5,100 2.0%
TOTAL NEW REVENUE 524,271 533,920 555,000 419,228 5,100 -99.1%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 524,271 533,920 555,000 419,228 5,100 -99.1%
EXPENDITURES:
Debt Service 514,998 517,640 548,750 524,698 523,230 -4.7%
TOTAL COMMITTED EXPENDITURES 514,998 517,640 548,750 524,698 523,230 -4.7%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 514,998 517,640 548,750 524,698 523,230 -4.7%
Fund Balance, January 1 576,035 585,307 601,587 601,587 496,117 -17.5%
Total New Revenue 524,271 533,920 555,000 419,228 5,100 -99.1%
Total Committed Expenditures (514,998) (517,640) (548,750) (524,698) (523,230)-4.7%
Fund Balance Plus Reserves 585,307 601,587 607,837 496,117 (22,013)-103.6%
Designated Fund Balance, December 31 585,307 601,587 607,837 496,117 (22,013)-103.6%
Fund 219, Unlimited Tax General Obligation Bond Funds
Voter-approved general obligation debt is also known as unlimited tax general obligation debt (ULTGO). Currently the City
maintains one fund to account for existing bond revenue and expenditures. Fund 219 maintains the revenue and expenditures
for the 1993 refunding issue relating to Senior Housing. For more detail on this issue, see the separately published City of
Renton Debt Manual . The outstanding balance for all ULTGO debt as of January 1, 2009 is $518,130.
Budget by Fund
7-29
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
TOTAL NEW REVENUE 00000N/A
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 00000N/A
EXPENDITURES:
Transfer Out 67,828 0000N/A
TOTAL COMMITTED EXPENDITURES 67,828 0000N/A
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 67,828 0000N/A
Fund Balance, January 1 67,828 (0)(0)(0)(0)0.0%
Total New Revenue 00000N/A
Total Committed Expenditures (67,828)0000N/A
Fund Balance Plus Reserves (0)(0)(0)(0)(0)0.0%
Undesignated Fund Balance, December 31 (0)(0)(0)(0)(0)0.0%
Fund 220, Local Improvement District Debt Service Fund
The Local Improvement District (LID) Debt Service Fund accounts for assessment collections and debt service payments for
the LID's located within the City. A LID is created to construct public improvements deemed to benefit the property owners
such as sidewalks or sewer lines. The City sells bonds to finance these projects. The benefited property owners are billed for
their share and given an extended period of time to repay their assessments plus interest. In 2006, Ordinance # 5211, the Fund
balance was transferred to Fund 406.
Budget by Fund
7-30
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 7,857 819 0 0 0 N/A
TOTAL NEW REVENUE 7,857 819 0 0 0 N/A
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 7,857 819 0 0 0 N/A
EXPENDITURES:
Transfer Out 0 179,660 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 179,660 0 0 0 N/A
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 0 179,660 0 0 0 N/A
Fund Balance, January 1 170,982 178,839 0 0 0 N/A
Total New Revenue 7,857 819 0 0 0 N/A
Total Committed Expenditures 0 (179,660)0 0 0 N/A
Fund Balance Plus Reserves 178,839 (2)0 0 0 N/A
Designated Fund Balance, December 31 178,839 (2)0 0 0 N/A
Fund 301, Garage Capital Improvement Project Fund
Beginning in 2001, Fund 301 has been specifically used for the completion of a parking garage in downtown Renton. In 2001,
a transfer from the General Fund (000) was made for $4 million. Limited Tax General Obligation Bonds were issued in 2001
for $6 million.
Budget by Fund
7-31
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Charges for Goods and Services 243,714 531,328 250,000 273,952 300,000 20.0%
Fines and Forfeits 00000N/A
Interest and Other Earnings 34,160 48,814 5,000 38,086 0 -100.0%
TOTAL NEW REVENUE 277,874 580,142 255,000 312,038 300,000 17.6%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 277,874 580,142 255,000 312,038 300,000 17.6%
EXPENDITURES:
Transfer Out 0 0 111,875 111,875 0 -100.0%
TOTAL COMMITTED EXPENDITURES 0 0 111,875 111,875 0 -100.0%
Increase to Reserves 0 0 255,000 0 300,000 17.6%
TOTAL EXPENDITURES 0 0 366,875 111,875 300,000 -18.2%
Fund Balance, January 1 611,834 889,708 1,469,851 1,469,851 1,670,013 13.6%
Total New Revenue 277,874 580,142 255,000 312,038 300,000 17.6%
Total Committed Expenditures 0 0 (111,875) (111,875)0 -100.0%
Fund Balance Plus Reserves 889,708 1,469,851 1,612,976 1,670,013 1,970,013 22.1%
Designated Fund Balance, December 31 889,708 1,469,851 1,612,976 1,670,013 1,970,013 22.1%
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 CommunityDevelopment (Park) mitigation activities were budgeted in
Fund 105. The Designated Fund Balance is for identified projects in the 2008-2013 Capital Investment Program (CIP).
Budget by Fund
7-32
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Charges for Goods and Services 331,313 1,386,954 500,000 339,623 240,000 -52.0%
Interest and Other Earnings 52,203 88,931 40,000 20,131 60,000 50.0%
TOTAL NEW REVENUE 383,516 1,475,886 540,000 359,754 300,000 -44.4%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 383,516 1,475,886 540,000 359,754 300,000 -44.4%
EXPENDITURES:
Transfer Out 525,000 300,000 300,000 300,000 300,000 0.0%
TOTAL COMMITTED EXPENDITURES 525,000 300,000 300,000 300,000 300,000 0.0%
Increase to Reserves 0 0 240,000 0 0 -100.0%
TOTAL EXPENDITURES 525,000 300,000 540,000 300,000 300,000 -44.4%
Fund Balance, January 1 1,281,612 1,140,128 0 2,316,014 2,375,768 100.0%
Total New Revenue 383,516 1,475,886 540,000 359,754 300,000 -44.4%
Total Committed Expenditures (525,000) (300,000) (300,000) (300,000) (300,000)0.0%
Fund Balance Plus Reserves 1,140,128 2,316,014 240,000 2,375,768 2,375,768 889.9%
Designated Fund Balance, December 31 1,140,128 2,316,014 240,000 2,375,768 2,375,768 889.9%
Fund 304, Fire Impact Mitigation Fund
Fund 304 was created for the purpose of identifying Fire Impact Mitigation revenue and expenditures. Mitigation fees are
charged to new development near existing fire stations and developments located farther out. Revenue is collected at the time
a permit is issued. The Designated Fund Balance is for identified projects in the 2008-2013 Capital Investment Program
(CIP). Bonds were issued in 2002 for the completion of Fire Station 12 that was completed in 2004.
Budget by Fund
7-33
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Charges for Goods and Services 546,344 1,348,110 700,000 609,482 869,000 24.1%
Interest and Other Earnings 168,833 210,446 50,000 281,282 31,000 -38.0%
TOTAL NEW REVENUE 715,177 1,558,556 750,000 890,764 900,000 20.0%
Use of Prior Yr Revenue 0 0 1,473,229 0 0 -100.0%
TOTAL RESOURCES 715,177 1,558,556 2,223,229 890,764 900,000 -59.5%
EXPENDITURES:
Intergovernmental Services 965,000 500,000 5,300,000 2,223,229 900,000 -83.0%
TOTAL COMMITTED EXPENDITURES 965,000 500,000 5,300,000 2,223,229 900,000 -83.0%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 965,000 500,000 5,300,000 2,223,229 900,000 -83.0%
Fund Balance, January 1 3,856,207 3,606,384 4,664,940 4,664,940 3,332,475 -28.6%
Total New Revenue 715,177 1,558,556 750,000 890,764 900,000 20.0%
Total Committed Expenditures (965,000) (500,000) (5,300,000) (2,223,229) (900,000)-83.0%
Fund Balance Plus Reserves 3,606,384 4,664,940 114,940 3,332,475 3,332,475 2799.3%
Designated Fund Balance, December 31 3,606,384 4,664,940 114,940 3,332,475 3,332,475 2799.3%
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 2009-2014 Capital Investment Program (CIP) and the 2009-2014 Transportation Capital
Improvement Program (TCIP).
Budget by Fund
7-34
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 8,410 877 0 0 0 N/A
TOTAL NEW REVENUE 8,410 877 0 0 0 N/A
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 8,410 877 0 0 0 N/A
EXPENDITURES:
Transfer Out 0 192,297 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 0 192,297 0 0 0 N/A
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 0 192,297 0 0 0 N/A
Fund Balance, January 1 183,010 191,420 0 0 0 0.0%
Total New Revenue 8,410 877 0 0 0 N/A
Total Committed Expenditures 0 (192,297)0 0 0 N/A
Fund Balance Plus Reserves 191,420 00000.0%
Designated Fund Balance, December 31 191,420 00000.0%
Fund 307, Aquatics Center Fund
Fund 307 was created for the purpose of identifying Aquatic Center revenue and expenditures during construction. The
Aquatic Center was completed in 2004. In 2007, the fund was closed, and the fund balance was transfered to Fund 316.
Budget by Fund
7-35
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Retail Sales and Use Taxes 0 0 550,000 381,138 0 -100.0%
Excise Taxes 4,313,287 2,644,220 2,150,000 450,103 1,000,000 -53.5%
Other Taxes 0000123,000 100.0%
Federal/State Grants 0 0 300,000 13,638 95,000 -68.3%
Interest and Other Earnings 516,093 557,773 750,000 298,906 601,539 -19.8%
Other Miscellaneous Revenues 48,201 16,138 1,284,000 1,319,574 0 -100.0%
Other Financing Sources 180,000 60,000 0 0 0 N/A
Bond Proceeds 00005,250,000 100.0%
Transfer In 0 1,871,957 1,179,418 685,378 1,551,790 31.6%
TOTAL NEW REVENUE 5,057,581 5,150,088 6,213,418 3,148,737 8,621,329 38.8%
Use of Prior Yr Revenue 0 0 12,844,367 0 0 -100.0%
TOTAL RESOURCES 5,057,581 5,150,088 19,057,785 3,148,737 8,621,329 -54.8%
EXPENDITURES:
Professional Services 33,969 75,498 78,780 67,248 85,000 7.9%
Capital 2,920,641 3,780,691 18,979,005 6,629,386 1,067,000 -94.4%
Transfer Out 402,000 0 0 0 7,548,174 100.0%
TOTAL COMMITTED EXPENDITURES 3,356,610 3,856,189 19,057,785 6,696,634 8,700,174 -54.3%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 3,356,610 3,856,189 19,057,785 6,696,634 8,700,174 -54.3%
Fund Balance, January 1 12,928,344 14,629,315 15,923,214 15,923,214 12,375,317 -22.3%
Total New Revenue 5,057,581 5,150,088 6,213,418 3,148,737 8,621,329 38.8%
Total Committed Expenditures (3,356,610) (3,856,189) (19,057,785) (6,696,634) (8,700,174)-54.3%
Fund Balance Plus Reserves 14,629,315 15,923,214 3,078,847 12,375,317 12,296,472 299.4%
South Renton Reserve 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 0.0%
Reserve: Park Maintenance Facility 4,200,000 4,200,000 0 0 0 N/A
Reserve: Cedar River/Sam Chastain Trail 293,000 293,000 0 0 0 N/A
Undesignated Fund Balance, December 31 8,636,315 9,930,214 1,578,847 10,875,317 10,796,472 583.8%
Fund 316, Municipal Facilities Capital Investment Fund
This fund is used to fund facility improvements and renovations, property acquisitions for parks and City space needs, parks
development and equipment, and major capital requirements as identified in the 2009-2014 Capital Investment Program (CIP).
Budget by Fund
7-36
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Business Licenses and Permits 1,818,814 1,776,384 1,800,000 1,955,518 1,900,000 5.6%
Federal/State Grants 930,332 1,133,187 16,429,306 7,403,235 6,833,247 -58.4%
Other Intergovernmental Revenues 319,255 658,051 19,301,494 5,697,968 12,116,525 -37.2%
Charges for Goods and Services 0 55 0 0 0 N/A
Interest and Other Earnings 86,040 0 0 11,215 0 N/A
Other Miscellaneous Revenues 0 563,655 0 0 116,576 100.0%
Other Financing Sources 0 0 0 16,500 0 N/A
Bond Proceeds 2,799,500 0000N/A
Sale of General Fixed Assets 0 0 0 3,408 0 N/A
Transfer In 2,360,390 1,065,000 6,035,000 2,868,229 1,650,000 -72.7%
TOTAL NEW REVENUE 8,314,331 5,196,332 43,565,800 17,956,073 22,616,348 -48.1%
Use of Prior Yr Revenue 0 0 5,939,686 0 0 -100.0%
TOTAL RESOURCES 8,314,331 5,196,332 49,505,486 17,956,073 22,616,348 -54.3%
EXPENDITURES:
Professional Services 51,969 47,941 0 0 0 N/A
Capital 8,556,374 5,910,103 46,353,715 15,833,739 22,675,579 -51.1%
Transfer Out 17,505 60,000 75,000 5,368,168 0 -100.0%
TOTAL COMMITTED EXPENDITURES 8,625,847 6,018,044 46,428,715 21,201,907 22,675,579 -51.2%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 8,625,847 6,018,044 46,428,715 21,201,907 22,675,579 -51.2%
Fund Balance, January 1 7,355,846 7,044,330 6,222,618 6,222,618 2,976,783 -52.2%
Total New Revenue 8,314,331 5,196,332 43,565,800 17,956,073 22,616,348 -48.1%
Total Committed Expenditures (8,625,847) (6,018,044) (46,428,715) (21,201,907) (22,675,579)-51.2%
Fund Balance Plus Reserves 7,044,330 6,222,618 3,359,703 2,976,783 2,917,552 -13.2%
Undesignated Fund Balance, December 31 7,044,330 6,222,618 3,359,703 2,976,783 2,917,552 -13.2%
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.
Budget by Fund
7-37
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Retail Sales and Use Taxes 0 490,411 131,034 131,034 0 -100.0%
Excise Taxes 356,005 0 1,096,176 0 0 -100.0%
Other Taxes 00000N/A
Other Licenses and Permits 0 0 268,000 268,000 0 -100.0%
Federal/State Grants 2,092,867 4,113,598 847,849 500,000 0 -100.0%
Charges for Goods and Services 0 0 978,152 177,410 0 -100.0%
Interest and Other Earnings 46,829 376,344 0 34 0 N/A
Bond Proceeds 15,690,529 0000N/A
Transfer In 000012,500,000 100.0%
TOTAL NEW REVENUE 18,186,230 4,980,353 3,321,211 1,076,478 12,500,000 276.4%
Use of Prior Yr Revenue 0 0 467,745 0 0 -100.0%
TOTAL RESOURCES 18,186,230 4,980,353 3,788,956 1,076,478 12,500,000 229.9%
EXPENDITURES:
Regular Salaries 0 0 21,000 0 0 -100.0%
Professional Services 0 38,432 35,000 4,218 0 -100.0%
Travel/Training 1,207 0000N/A
Capital 7,883,468 14,119,997 2,166,000 1,062,577 12,500,000 477.1%
Debt Service 344,557 12,538 50,000 35,574 0 -100.0%
Transfer Out 955,390 784,580 24,000 0 0 -100.0%
TOTAL COMMITTED EXPENDITURES 9,184,623 14,955,547 2,296,000 1,102,369 12,500,000 444.4%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 9,184,623 14,955,547 2,296,000 1,102,369 12,500,000 444.4%
Fund Balance, January 1 0 9,001,607 (973,586) (973,586)(999,478)2.7%
Total New Revenue 18,186,230 4,980,353 3,321,211 1,076,478 12,500,000 276.4%
Total Committed Expenditures (9,184,623) (14,955,547) (2,296,000) (1,102,369) (12,500,000)444.4%
Fund Balance Plus Reserves 9,001,607 (973,586) 51,625 (999,478) (999,478)-2036.0%
Operating Reserves 734,770 0000N/A
Undesignated Fund Balance, December 31 8,266,837 (973,586) 51,625 (999,478) (999,478)-2036.0%
Fund 318, South Lake Washington Infrastructure Project
This fund was created in 2006 to provide accounting for the South Lake Washington Infrastructure Project. This project is
funded by various sources including REET, sales tax, grants, and GO Bonds that will provide for the design, construction,
labor wages and benefits, and equipment required to implement the project.
Budget by Fund
7-38
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 0 0 0 325 0 N/A
Transfer In 0 0 200,000 200,000 0 -100.0%
TOTAL NEW REVENUE 0 0 200,000 200,325 0 -100.0%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 0 0 200,000 200,325 0 -100.0%
EXPENDITURES:
TOTAL COMMITTED EXPENDITURES 00000N/A
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 00000N/A
Fund Balance, January 1 0000200,325 100.0%
Total New Revenue 0 0 200,000 200,325 0 -100.0%
Total Committed Expenditures 00000N/A
Fund Balance Plus Reserves 0 0 200,000 200,325 200,325 0.2%
Operating Reserves 0 0 200,000 200,325 200,325 0.2%
Undesignated Fund Balance, December 31 00000N/A
Fund 326, Housing Opportunity Fund
This fund was created in 2008 to provide accounting for revenues and expenditures used to assist public and private housing
projects serving low and/or moderate income households and/or special-needs populations within the City limits.
Budget by Fund
7-39
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Federal/State Grants 260,684 85,792 1,415,000 145,878 2,479,000 75.2%
Charges for Goods and Services 10,214 9,471 8,000 9,242 10,244 28.1%
Interest and Other Earnings 114,009 75,558 10,000 12,956 14,264 42.6%
Rents, Leases, and Concessions 1,008,126 946,422 1,025,713 1,117,192 1,185,003 15.5%
Other Miscellaneous Revenues 261 2,312 0 13,852 0 N/A
Transfer In 0 975,000 250,000 140,000 388,421 55.4%
TOTAL NEW REVENUE 1,393,293 2,094,555 2,708,713 1,439,120 4,076,932 50.5%
Use of Prior Yr Revenue 0 0 1,505,258 0 0 -100.0%
TOTAL RESOURCES 1,393,293 2,094,555 4,213,971 1,439,120 4,076,932 -3.3%
EXPENDITURES:
Regular Salaries 284,248 284,286 305,269 314,023 327,513 7.3%
Overtime 30,022 32,560 22,624 32,943 23,076 2.0%
Personnel Benefits 89,732 102,980 127,945 124,796 126,145 -1.4%
Part Time Salaries and Benefits 51,994 70,123 65,852 75,966 67,169 2.0%
Supplies/Small Tools and Equipment 50,899 54,850 26,380 33,397 26,908 2.0%
Professional Services 50,363 57,937 75,786 53,721 77,302 2.0%
Communication 2,907 2,053 4,092 1,791 4,174 2.0%
Travel/Training 2,003 458 2,244 7,204 2,288 2.0%
Advertising 0 0 6,000 6,070 6,120 2.0%
Operating Rentals 39,425 48,516 13,464 14,126 13,733 2.0%
Insurance 25,300 51,000 52,020 52,020 0 -100.0%
Utilities 86,967 97,151 108,440 105,319 110,609 2.0%
Repairs & Maintenance 72,588 84,258 90,563 89,739 92,374 2.0%
Miscellaneous 1,615 5,845 6,120 2,675 6,243 2.0%
Intergovernmental Services 149 139 0 135 0 N/A
Capital 1,363,083 541,210 2,850,779 542,701 2,808,000 -1.5%
Interfund Payments for Services 48,400 104,548 206,393 205,859 258,304 25.2%
Transfer Out 0 975,000 250,000 140,000 388,421 55.4%
TOTAL COMMITTED EXPENDITURES 2,199,695 2,512,912 4,213,971 1,802,484 4,338,379 3.0%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 2,199,695 2,512,912 4,213,971 1,802,484 4,338,379 3.0%
Fund Balance, January 1 2,456,498 1,650,096 1,231,738 1,231,738 868,373 -29.5%
Total New Revenue 1,393,293 2,094,555 2,708,713 1,439,120 4,076,932 50.5%
Total Committed Expenditures (2,199,695) (2,512,912) (4,213,971) (1,802,484) (4,338,379)3.0%
Fund Balance Plus Reserves 1,650,096 1,231,738 (273,520) 868,373 606,926 -321.9%
Capital Reserves 1,583,167 619,425 268,363 471,943 148,857 -44.5%
Operating Reserves 66,929 79,736 111,319 111,978 114,196 2.6%
Undesignated Fund Balance, December 31 0 532,577 (653,202) 284,452 343,873 -152.6%
Funds 402, 422 Airport Summary
Summary of Fund 402 Airport Operations and Fund 422 Airport Capital Improvement Fund are for reporting purposes. Refer to the
separate operating and capital improvement fund tables for further detail.
Budget by Fund
7-40
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Federal/State Grants 260,684 0000N/A
Charges for Goods and Services 10,214 9,471 8,000 9,242 10,244 28.1%
Interest and Other Earnings 114,009 62,563 10,000 4,257 14,264 42.6%
Rents, Leases, and Concessions 1,008,126 946,422 1,025,713 1,117,192 1,185,003 15.5%
Other Miscellaneous Revenues 261 2,312 0 13,852 0 N/A
TOTAL NEW REVENUE 1,393,293 1,020,768 1,043,713 1,144,544 1,209,511 15.9%
Use of Prior Yr Revenue 0 0 319,479 0 0 -100.0%
TOTAL RESOURCES 1,393,293 1,020,768 1,363,192 1,144,544 1,209,511 -11.3%
EXPENDITURES:
Regular Salaries 284,248 284,286 305,269 314,023 327,513 7.3%
Overtime 30,022 32,560 22,624 32,943 23,076 2.0%
Personnel Benefits 89,732 102,980 127,945 124,796 126,145 -1.4%
Part Time Salaries and Benefits 51,994 70,123 65,852 75,966 67,169 2.0%
Supplies/Small Tools and Equipment 50,899 54,850 26,380 33,397 26,908 2.0%
Professional Services 50,363 57,937 75,786 53,721 77,302 2.0%
Communication 2,907 2,053 4,092 1,791 4,174 2.0%
Travel/Training 2,003 458 2,244 7,204 2,288 2.0%
Advertising 0 0 6,000 6,070 6,120 2.0%
Operating Rentals 39,425 48,516 13,464 14,126 13,733 2.0%
Insurance 25,300 51,000 52,020 52,020 0 -100.0%
Utilities 86,967 97,151 108,440 105,319 110,609 2.0%
Repairs & Maintenance 72,588 84,258 90,563 89,739 92,374 2.0%
Miscellaneous 1,615 5,845 6,120 2,675 6,243 2.0%
Intergovernmental Services 149 139 0 135 0 N/A
Capital 1,363,083 0000N/A
Interfund Payments for Services 48,400 104,548 206,393 205,859 258,304 25.2%
Transfer Out 0 975,000 250,000 140,000 388,421 55.4%
TOTAL COMMITTED EXPENDITURES 2,199,695 1,971,702 1,363,192 1,259,783 1,530,379 12.3%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 2,199,695 1,971,702 1,363,192 1,259,783 1,530,379 12.3%
Fund Balance, January 1 2,456,498 1,650,096 699,161 699,161 583,921 -16.5%
Total New Revenue 1,393,293 1,020,768 1,043,713 1,144,544 1,209,511 15.9%
Total Committed Expenditures (2,199,695) (1,971,702) (1,363,192) (1,259,783) (1,530,379)12.3%
Fund Balance Plus Reserves 1,650,096 699,161 379,682 583,921 263,053 -30.7%
Capital Reserves 1,583,167 619,425 268,363 471,943 148,857 -44.5%
Operating Reserves 66,929 79,736 111,319 111,978 114,196 2.6%
Undesignated Fund Balance, December 31 00000N/A
Fund 402, Airport Fund
The Airport Fund supports administration, operation, and maintenance of the Renton Municipal Airport. The Airport is a section of
the Public Works Transportation Systems. In 2007, Fund 422 was created to account for Airport capital improvements.
Budget by Fund
7-41
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Federal/State Grants 0 85,792 1,415,000 145,878 2,479,000 75.2%
Interest and Other Earnings 0 12,995 0 8,698 0 N/A
Transfer In 0 975,000 250,000 140,000 388,421 55.4%
TOTAL NEW REVENUE 0 1,073,787 1,665,000 294,576 2,867,421 72.2%
Use of Prior Yr Revenue 0 0 1,185,779 0 0 -100.0%
TOTAL RESOURCES 0 1,073,787 2,850,779 294,576 2,867,421 0.6%
EXPENDITURES:
Capital 0 541,210 2,850,779 542,701 2,808,000 -1.5%
TOTAL COMMITTED EXPENDITURES 0 541,210 2,850,779 542,701 2,808,000 -1.5%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 0 541,210 2,850,779 542,701 2,808,000 -1.5%
Fund Balance, January 1 0 0 532,577 532,577 284,452 -46.6%
Total New Revenue 0 1,073,787 1,665,000 294,576 2,867,421 72.2%
Total Committed Expenditures 0 (541,210) (2,850,779) (542,701) (2,808,000)-1.5%
Fund Balance Plus Reserves 0 532,577 (653,202) 284,452 343,873 -152.6%
Undesignated Fund Balance, December 31 0 532,577 (653,202) 284,452 343,873 -152.6%
Fund 422, Airport Capital Improvement Fund
In 2007, this fund was created to account for Airport capital improvements, that were previously budgeted in Fund 402.
Budget by Fund
7-42
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Charges for Goods and Services 9,714,303 10,052,735 9,865,200 10,488,056 14,886,528 50.9%
Interest and Other Earnings 75,110 72,691 4,900 31,668 4,998 2.0%
Rents, Leases, and Concessions 68,554 74,684 70,516 74,380 71,926 2.0%
Other Miscellaneous Revenues 0 778 0 1,190 0 N/A
Other Financing Sources 167,783 96,656 156,651 143,483 159,784 2.0%
TOTAL NEW REVENUE 10,025,751 10,297,545 10,097,267 10,738,776 15,123,236 49.8%
Use of Prior Yr Revenue 0 0 1,182,347 0 0 -100.0%
TOTAL RESOURCES 10,025,751 10,297,545 11,279,614 10,738,776 15,123,236 34.1%
EXPENDITURES:
Regular Salaries 248,634 279,970 297,515 305,825 341,179 14.7%
Overtime 2,570 3,485 4,103 3,563 11,835 188.4%
Personnel Benefits 70,508 86,420 99,706 110,022 160,709 61.2%
Part Time Salaries and Benefits 28,957 14,906 35,170 7,875 35,873 2.0%
Supplies/Small Tools and Equipment 9,886 2,064 14,113 5,568 13,800 -2.2%
Professional Services 7,911,992 8,432,867 8,817,548 9,366,625 517,699 -94.1%
Communication 18,059 19,456 25,187 22,681 25,787 2.4%
Travel/Training 1,093 753 3,524 1,273 4,094 16.2%
Operating Rentals 0 24,900 0 0 0 N/A
Utilities 2,813 2,489 6,500 5,320 11,816,286 181689.0%
Repairs & Maintenance 5,613 8,245 12,593 7,219 12,845 2.0%
Miscellaneous 2,214 2,093 8,150 3,473 8,314 2.0%
Intergovernmental Services 1,268,552 1,314,432 1,626,680 1,462,981 1,659,213 2.0%
Interfund Payments for Services 99,358 303,253 328,825 313,292 291,972 -11.2%
TOTAL COMMITTED EXPENDITURES 9,670,248 10,495,333 11,279,614 11,615,717 14,899,606 32.1%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 9,670,248 10,495,333 11,279,614 11,615,717 14,899,606 32.1%
Fund Balance, January 1 1,370,981 1,726,484 1,528,696 1,528,696 651,755 -57.4%
Total New Revenue 10,025,751 10,297,545 10,097,267 10,738,776 15,123,236 49.8%
Total Committed Expenditures (9,670,248) (10,495,333) (11,279,614) (11,615,717) (14,899,606)32.1%
Fund Balance Plus Reserves 1,726,484 1,528,696 346,349 651,755 875,385 152.7%
Operating Reserves 773,620 839,627 346,349 651,755 875,385 152.7%
Designated Fund Balance, December 31 952,864 689,069 0 0 0 N/A
Fund 403, Solid Waste Utility Fund
The Solid Waste Utility Fund accounts for contracted garbage collection services to 16,569 customers. There are three
sections of the Public Works Department supported by this fund: Solid Waste Utility Billing (403/004), Solid Waste Utility
Systems (403/18), and Solid Waste Maintenance (403/19).
Budget by Fund
7-43
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Charges for Goods and Services 1,811,522 1,833,211 2,040,626 1,874,482 1,970,369 -3.4%
Interest and Other Earnings 74,958 61,063 19,000 9,188 19,380 2.0%
Rents, Leases, and Concessions 439,919 430,013 469,794 409,681 481,990 2.6%
Other Miscellaneous Revenues 7,156 722 1,101 1,649 2,040 85.3%
Sale of General Fixed Assets 4,009 (324)0 (4)0 N/A
Transfer In 150,000 150,000 150,000 150,000 150,000 0.0%
TOTAL NEW REVENUE 2,487,564 2,474,685 2,680,521 2,444,997 2,623,779 -2.1%
Use of Prior Yr Revenue 0 0 205,200 0 0 -100.0%
TOTAL RESOURCES 2,487,564 2,474,685 2,885,721 2,444,997 2,623,779 -9.1%
EXPENDITURES:
Regular Salaries 580,731 601,643 612,219 570,856 578,787 -5.5%
Overtime 2,460 1,470 1,000 1,349 1,020 2.0%
Personnel Benefits 207,512 235,060 266,236 235,327 246,606 -7.4%
Part Time Salaries and Benefits 263,201 275,379 335,044 301,747 341,747 2.0%
Supplies/Small Tools and Equipment 171,264 164,586 181,000 190,631 167,876 -7.3%
Professional Services 860 11,911 8,090 7,789 6,500 -19.7%
Communication 42 10 0 0 0 N/A
Travel/Training 4,466 5,664 6,100 5,172 2,288 -62.5%
Advertising 3,769 4,223 4,200 4,681 4,284 2.0%
Operating Rentals 10,301 12,898 5,700 6,882 5,814 2.0%
Insurance 8,500 8,500 8,500 8,500 0 -100.0%
Utilities 51,328 51,332 50,281 43,196 51,908 3.2%
Repairs & Maintenance 54,166 85,650 75,255 53,979 96,004 27.6%
Miscellaneous 11,083 26,566 22,800 15,867 9,190 -59.7%
Capital 403,566 120,883 459,200 245,472 250,000 -45.6%
Debt Service 445,901 455,512 467,000 462,389 462,779 -0.9%
Interfund Payments for Services 126,100 116,949 117,746 114,709 135,909 15.4%
Resale Purchases 124,261 124,436 115,350 128,816 117,657 2.0%
Transfer Out 150,000 150,000 150,000 150,000 150,000 0.0%
TOTAL COMMITTED EXPENDITURES 2,619,512 2,452,672 2,885,721 2,547,362 2,628,369 -8.9%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 2,619,512 2,452,672 2,885,721 2,547,362 2,628,369 -8.9%
Fund Balance, January 1 1,330,991 1,199,043 1,221,056 1,221,056 1,118,691 -8.4%
Total New Revenue 2,487,564 2,474,685 2,680,521 2,444,997 2,623,779 -2.1%
Total Committed Expenditures (2,619,512) (2,452,672) (2,885,721) (2,547,362) (2,628,369)-8.9%
Fund Balance Plus Reserves 1,199,043 1,221,056 1,015,856 1,118,691 1,114,101 9.7%
Bond Reserves 441,358 441,358 441,358 441,358 441,358 0.0%
Operating Reserves 149,264 155,677 631,630 597,358 503,898 -20.2%
Undesignated Fund Balance, December 31 608,421 624,021 (57,133) 79,975 168,846 -395.5%
Funds 404, 424 Golf Course Summary
Summaryof Fund 404 Municipal Golf Course System Fund, and Fund 424 Municipal Golf Course System Capital ImprovementFund
for reporting purposes. Refer to the separate operating and capital improvement fund tables for further detail.
Budget by Fund
7-44
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Charges for Goods and Services 1,811,522 1,833,211 2,040,626 1,874,482 1,970,369 -3.4%
Interest and Other Earnings 61,969 50,539 15,000 3,944 15,300 2.0%
Rents, Leases, and Concessions 439,919 430,013 469,794 409,681 481,990 2.6%
Other Miscellaneous Revenues 7,156 722 1,101 1,649 2,040 85.3%
Sale of General Fixed Assets 4,009 (324)0 (4)0 N/A
TOTAL NEW REVENUE 2,324,575 2,314,161 2,526,521 2,289,753 2,469,699 -2.2%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 2,324,575 2,314,161 2,526,521 2,289,753 2,469,699 -2.2%
EXPENDITURES:
Regular Salaries 580,731 601,643 612,219 570,856 578,787 -5.5%
Overtime 2,460 1,470 1,000 1,349 1,020 2.0%
Personnel Benefits 207,512 235,060 266,236 235,327 246,606 -7.4%
Part Time Salaries and Benefits 263,201 275,379 335,044 301,747 341,747 2.0%
Supplies/Small Tools and Equipment 171,264 164,586 181,000 190,631 167,876 -7.3%
Professional Services 860 11,911 8,090 7,789 6,500 -19.7%
Communication 42 10 0 0 0 N/A
Travel/Training 4,466 5,664 6,100 5,172 2,288 -62.5%
Advertising 3,769 4,223 4,200 4,681 4,284 2.0%
Operating Rentals 10,301 12,898 5,700 6,882 5,814 2.0%
Insurance 8,500 8,500 8,500 8,500 0 -100.0%
Utilities 51,328 51,332 50,281 43,196 51,908 3.2%
Repairs & Maintenance 54,166 85,650 75,255 53,979 96,004 27.6%
Miscellaneous 11,083 26,566 22,800 15,867 9,190 -59.7%
Capital 95,754 69,681 100,000 87,542 100,000 0.0%
Debt Service 445,901 455,512 467,000 462,389 462,779 -0.9%
Interfund Payments for Services 126,100 116,949 117,746 114,709 135,909 15.4%
Resale Purchases 124,261 124,436 115,350 128,816 117,657 2.0%
Transfer Out 150,000 150,000 150,000 150,000 150,000 0.0%
TOTAL COMMITTED EXPENDITURES 2,311,700 2,401,470 2,526,521 2,389,432 2,478,369 -1.9%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 2,311,700 2,401,470 2,526,521 2,389,432 2,478,369 -1.9%
Fund Balance, January 1 1,035,127 1,048,002 960,693 960,693 861,014 -10.4%
Total New Revenue 2,324,575 2,314,161 2,526,521 2,289,753 2,469,699 -2.2%
Total Committed Expenditures (2,311,700) (2,401,470) (2,526,521) (2,389,432) (2,478,369)-1.9%
Fund Balance Plus Reserves 1,048,002 960,693 960,693 861,014 852,344 -11.3%
Bond Reserves 441,358 441,358 441,358 441,358 441,358 0.0%
Operating Reserves 149,264 155,677 631,630 597,358 503,898 -20.2%
Undesignated Fund Balance, December 31 457,380 363,658 (112,296) (177,702) (92,912)-17.3%
Fund 404, Municipal Golf Course System Fund
Ordinance 3884, approved in January 1985, created the Golf Course Fund and authorized issuance of $3,965,000 Council-
voted General 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 CommunityServices Department. In 1994, $5 million in
revenue bonds were issued to construct a driving range and new clubhouse, including pro shop, restaurant, and meeting rooms.
The major source of support is user fees, including a green fee of $2.00 per round of golf, reserved for capital improvements.
In 1997 and beyond, the green fees will be used for payment of the annual debt service on the revenue bonds. In 1998, the
operating reserve was recalculated to reflect debt service payments that are held in reserve on the balance sheet. See the
Community Services operating budget section for more information.
Budget by Fund
7-45
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 12,989 10,524 4,000 5,244 4,080 2.0%
Transfer In 150,000 150,000 150,000 150,000 150,000 0.0%
TOTAL NEW REVENUE 162,989 160,524 154,000 155,244 154,080 0.1%
Use of Prior Yr Revenue 0 0 205,200 0 0 -100.0%
TOTAL RESOURCES 162,989 160,524 359,200 155,244 154,080 -57.1%
EXPENDITURES:
Capital 307,812 51,202 359,200 157,930 150,000 -58.2%
TOTAL COMMITTED EXPENDITURES 307,812 51,202 359,200 157,930 150,000 -58.2%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 307,812 51,202 359,200 157,930 150,000 -58.2%
Fund Balance, January 1 295,864 151,041 260,363 260,363 257,677 -1.0%
Total New Revenue 162,989 160,524 154,000 155,244 154,080 0.1%
Total Committed Expenditures (307,812) (51,202) (359,200) (157,930) (150,000)-58.2%
Fund Balance Plus Reserves 151,041 260,363 55,163 257,677 261,757 374.5%
Undesignated Fund Balance, December 31 151,041 260,363 55,163 257,677 261,757 374.5%
Fund 424, Municipal Golf Course System Capital Improvement Fund
This fund was established in 1996 to account for major capital improvements at the Maplewood Golf Course separately from
the operating fund. Funding for capital improvements is through a green fee of $2.00 per round of golf.
Budget by Fund
7-46
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Other Licenses and Permits 66,044 131,716 100,000 75,781 96,100 -3.9%
Federal/State Grants 0 10,190 337,132 0 0 -100.0%
Other Intergovernmental Revenues 55,085 95,000 801,223 625,195 266,230 -66.8%
Charges for Goods and Services 26,918,786 28,832,751 31,274,111 29,829,679 32,381,629 3.5%
Interest and Other Earnings 687,506 648,778 647,000 734,489 443,788 -31.4%
Rents, Leases, and Concessions 96,290 137,227 102,000 135,884 149,400 46.5%
Other Miscellaneous Revenues 165,145 40,264 (65,400) 18,993 3,000 -104.6%
Non Revenues 34,128 42,415 35,000 21,357 35,000 0.0%
Other Financing Sources 1,810,853 4,370,440 12,669,157 13,199,971 5,196,460 -59.0%
Transfer In 6,258,342 36,866,502 16,952,793 16,952,793 2,944,248 -82.6%
TOTAL NEW REVENUE 36,092,179 71,175,284 62,853,016 61,594,142 41,515,855 -33.9%
Use of Prior Yr Revenue 0 0 15,067,229 0 0 -100.0%
TOTAL RESOURCES 36,092,179 71,175,284 77,920,245 61,594,142 41,515,855 -46.7%
EXPENDITURES:
Regular Salaries 3,197,132 3,449,778 4,580,780 3,939,087 4,711,440 2.9%
Overtime 110,659 125,987 134,473 111,504 138,839 3.2%
Personnel Benefits 986,461 1,215,635 1,732,504 1,485,882 1,960,308 13.1%
Part Time Salaries and Benefits 70,877 80,777 77,943 52,172 101,881 30.7%
Supplies/Small Tools and Equipment 676,455 879,800 861,125 791,040 1,023,600 18.9%
Professional Services 252,055 174,394 291,950 147,119 185,034 -36.6%
Communication 82,111 72,031 86,488 94,259 99,981 15.6%
Travel/Training 25,236 36,222 58,908 41,966 59,548 1.1%
Operating Rentals 507,331 593,683 28,523 9,502 29,093 2.0%
Insurance 87,900 87,900 87,900 87,900 0 -100.0%
Utilities 9,657,595 10,887,586 10,812,114 10,653,144 12,210,365 12.9%
Repairs & Maintenance 286,985 295,964 295,279 280,396 114,578 -61.2%
Miscellaneous 38,598 53,067 134,085 84,644 89,651 -33.1%
Intergovernmental Services 1,983,305 2,023,424 2,357,654 2,581,144 2,404,808 2.0%
Capital 4,389,160 10,228,906 24,026,612 14,672,408 12,313,763 -48.7%
Debt Service 4,095,649 3,894,408 5,568,002 4,669,579 4,610,382 -17.2%
Interfund Payments for Services 1,954,053 1,997,752 2,688,321 2,561,727 3,291,550 22.4%
Transfer Out 6,190,514 36,866,502 17,062,793 17,062,793 3,296,448 -80.7%
TOTAL COMMITTED EXPENDITURES 34,592,075 72,963,816 70,885,454 59,326,266 46,641,269 -34.2%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 34,592,075 72,963,816 70,885,454 59,326,266 46,641,269 -34.2%
Fund Balance, January 1 13,099,208 14,599,311 12,813,779 12,813,779 15,081,655 17.7%
Total New Revenue 36,092,179 71,175,284 62,853,016 61,594,142 41,515,855 -33.9%
Total Committed Expenditures (34,592,075) (72,963,816) (70,885,454) (59,326,266) (46,641,269)-34.2%
Fund Balance Plus Reserves 14,599,311 12,810,779 4,781,341 15,081,655 9,956,241 108.2%
Bond Reserves 3,197,576 3,291,358 3,291,358 3,291,358 3,291,358 0.0%
Operating Reserves 1,437,568 1,598,763 2,645,158 2,448,427 2,892,556 9.4%
Fund Balance, December 31 9,964,167 7,920,658 (1,155,175) 9,341,870 3,772,327 -426.6%
Funds 405/406/407/416/425/426/427/451/461/471/481, Waterworks Utility Funds
Summary of waterworks utility operating, capital improvement, and bond related funds for reporting purposes. Refer to the
separate operating and capital improvement fund tables for further detail.
Budget by Fund
7-47
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Charges for Goods and Services 7,583,076 9,963,700 10,616,400 9,722,973 9,487,744 -10.6%
Interest and Other Earnings 179,890 209,859 126,900 352,916 117,200 -7.6%
Rents, Leases, and Concessions 96,290 137,227 102,000 135,884 149,400 46.5%
Other Miscellaneous Revenues 109,350 8,222 1,000 13,790 1,000 0.0%
Other Financing Sources 169,978 1,016,802 5,157,670 5,963,207 256,500 -95.0%
Transfer In 3,239,850 0 1,955,020 1,905,574 0 -100.0%
TOTAL NEW REVENUE 11,378,434 11,335,811 17,958,990 18,094,344 10,011,844 -44.3%
Use of Prior Yr Revenue 0 0 5,919,526 0 0 -100.0%
TOTAL RESOURCES 11,378,434 11,335,811 23,878,516 18,094,344 10,011,844 -58.1%
EXPENDITURES:
Regular Salaries 1,792,935 1,933,273 2,155,993 2,141,977 2,216,879 2.8%
Overtime 55,396 70,165 71,584 62,371 79,391 10.9%
Personnel Benefits 564,073 698,056 859,035 822,640 903,452 5.2%
Part Time Salaries and Benefits 33,871 24,940 22,290 25,457 45,115 102.4%
Supplies/Small Tools and Equipment 595,855 777,456 756,075 632,539 884,640 17.0%
Professional Services 99,494 99,657 117,750 51,149 119,605 1.6%
Communication 27,836 31,670 39,494 39,269 40,380 2.2%
Travel/Training 16,415 19,949 27,478 26,704 28,028 2.0%
Operating Rentals 225,431 239,908 4,100 1,448 4,182 2.0%
Insurance 43,900 43,900 43,900 43,900 0 -100.0%
Utilities 679,505 651,062 687,664 676,289 701,417 2.0%
Repairs & Maintenance 216,797 213,687 204,293 228,810 67,644 -66.9%
Miscellaneous 32,027 32,229 94,850 62,799 50,548 -46.7%
Intergovernmental Services 865,052 972,619 1,091,103 1,037,623 1,112,925 2.0%
Capital 28,665 33,962 92,590 51,680 49,963 -46.0%
Debt Service 410,902 2,163,791 3,020,238 2,573,107 2,519,259 -16.6%
Interfund Payments for Services 976,341 797,913 1,143,312 1,124,252 1,246,871 9.1%
Transfer Out 1,233,000 17,933,496 6,686,523 6,686,523 2,488,571 -62.8%
TOTAL COMMITTED EXPENDITURES 7,897,494 26,737,733 17,118,272 16,288,536 12,558,870 -26.6%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 7,897,494 26,737,733 17,118,272 16,288,536 12,558,870 -26.6%
Fund Balance, January 1 364,434 18,700,391 3,298,469 3,298,469 5,104,277 54.7%
Total New Revenue 11,378,434 11,335,811 17,958,990 18,094,344 10,011,844 -44.3%
Total Committed Expenditures (7,897,494) (26,737,733) (17,118,272) (16,288,536) (12,558,870)-26.6%
Fund Balance Plus Reserves 3,845,374 3,298,469 4,139,187 5,104,277 2,557,251 -38.2%
Bond Reserves 0 0 1,955,020 1,955,020 1,955,020 0.0%
Operating Reserves 431,083 453,426 758,449 718,954 772,574 1.9%
Fund Balance, December 31 3,414,291 2,845,043 1,425,718 2,430,303 (170,343)-111.9%
Fund 405, Water Utility Operation Fund
This fund was created in 2006 for the purpose of identifying water utility revenue and expenses. Utility charges and fees
provide revenue for the operation and maintenance of the water utility and Public Works Trust Fund Loan payments. Prior to
2007, Fund 451 was used to record revenue bond debt service payments and bond reserves. In 2007, Fund 451 was closed, and
the activity was transferred to Funds 405, 406, and 407. Previously water, wastewater, and surface water utilities were
reported in Fund 401.
Budget by Fund
7-48
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Other Licenses and Permits 41,374 84,906 58,000 48,406 50,700 -12.6%
Charges for Goods and Services 3,962,495 5,031,968 5,428,400 5,280,396 5,386,700 -0.8%
Interest and Other Earnings 114,349 128,462 40,000 62,452 56,080 40.2%
Other Miscellaneous Revenues 6,778 7,109 8,200 4,159 1,500 -81.7%
Non Revenues 34,128 42,415 35,000 21,357 35,000 0.0%
Other Financing Sources 0 418,312 2,873,172 3,440,875 0 -100.0%
Transfer In 67,828 0 838,706 817,494 0 -100.0%
TOTAL NEW REVENUE 4,226,951 5,713,172 9,281,478 9,675,139 5,529,980 -40.4%
Use of Prior Yr Revenue 0 0 3,542,269 0 0 -100.0%
TOTAL RESOURCES 4,226,951 5,713,172 12,823,747 9,675,139 5,529,980 -56.9%
EXPENDITURES:
Regular Salaries 656,770 720,832 838,369 811,606 969,992 15.7%
Overtime 32,706 35,632 31,495 31,545 27,425 -12.9%
Personnel Benefits 204,517 252,480 388,998 305,864 394,395 1.4%
Part Time Salaries and Benefits 9,591 22,246 20,810 12,303 21,226 2.0%
Supplies/Small Tools and Equipment 24,806 26,626 40,625 27,893 61,342 51.0%
Professional Services 65,017 25,436 70,750 24,586 15,365 -78.3%
Communication 35,593 20,225 29,865 23,842 36,933 23.7%
Travel/Training 4,885 7,936 14,478 6,520 14,768 2.0%
Operating Rentals 191,200 190,301 10,000 737 10,200 2.0%
Insurance 18,500 18,500 18,500 18,500 0 -100.0%
Utilities 36,625 38,275 52,525 35,545 53,576 2.0%
Repairs & Maintenance 45,578 61,911 61,793 36,943 36,093 -41.6%
Miscellaneous 3,267 4,170 7,785 3,106 7,941 2.0%
Intergovernmental Services 894,473 826,068 1,011,586 1,181,332 1,031,818 2.0%
Capital 0 0 17,000 4,290 10,240 -39.8%
Debt Service 525,580 1,329,937 1,752,419 1,466,587 1,455,913 -16.9%
Interfund Payments for Services 499,012 504,842 656,447 629,204 797,975 21.6%
Transfer Out 553,000 10,875,751 4,109,636 4,109,636 359,071 -91.3%
TOTAL COMMITTED EXPENDITURES 3,801,119 14,961,169 9,133,081 8,730,038 5,304,273 -41.9%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 3,801,119 14,961,169 9,133,081 8,730,038 5,304,273 -41.9%
Fund Balance, January 1 2,014,250 11,244,758 1,996,761 1,996,761 2,941,862 47.3%
Total New Revenue 4,226,951 5,713,172 9,281,478 9,675,139 5,529,980 -40.4%
Total Committed Expenditures (3,801,119) (14,961,169) (9,133,081) (8,730,038) (5,304,273)-41.9%
Fund Balance Plus Reserves 2,440,082 1,996,761 2,145,158 2,941,862 3,167,569 47.7%
Bond Reserves 0 0 838,706 838,706 838,706 0.0%
Operating Reserves 146,245 154,353 271,133 236,698 294,897 8.8%
Fund Balance, December 31 2,293,837 1,842,408 1,035,319 1,866,458 2,033,966 96.5%
Fund 406, Wastewater Utility Operation Fund
This fund was created in 2006 for the purpose of identifying the City's portion of wastewater utility revenue and expenses.
Utility charges and fees provide revenue for the operation and maintenance of the wastewater utility and Public Works Trust
Fund Loan payments. Prior to 2007, Fund 451 was used to record revenue bond debt service payments and bond reserves. In
2007, Fund 451 was closed, and the activity was transferred to Funds 405, 406, and 407. Previously water, wastewater, and
surface water utilities were reported in Fund 401.
Budget by Fund
7-49
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Other Licenses and Permits 24,670 46,810 42,000 27,375 45,400 8.1%
Charges for Goods and Services 3,219,033 3,694,631 5,196,811 4,716,442 5,517,200 6.2%
Interest and Other Earnings 90,149 104,443 23,000 19,142 32,400 40.9%
Other Miscellaneous Revenues 9,683 420 500 603 500 0.0%
Other Financing Sources 0 317,340 2,179,648 2,610,319 0 -100.0%
Transfer In 0 0 497,632 485,046 0 -100.0%
TOTAL NEW REVENUE 3,343,535 4,163,645 7,939,591 7,858,927 5,595,500 -29.5%
Use of Prior Yr Revenue 0 0 2,183,213 0 0 -100.0%
TOTAL RESOURCES 3,343,535 4,163,645 10,122,804 7,858,927 5,595,500 -44.7%
EXPENDITURES:
Regular Salaries 747,427 795,674 1,586,418 985,505 1,524,569 -3.9%
Overtime 22,557 20,190 31,394 17,589 32,023 2.0%
Personnel Benefits 217,871 265,100 484,471 357,378 662,461 36.7%
Part Time Salaries and Benefits 27,415 33,591 34,843 14,412 35,540 2.0%
Supplies/Small Tools and Equipment 55,794 75,718 64,425 130,608 77,618 20.5%
Professional Services 87,545 49,301 103,450 71,385 50,064 -51.6%
Communication 18,682 20,136 17,129 31,148 22,668 32.3%
Travel/Training 3,936 8,338 16,952 8,741 16,752 -1.2%
Operating Rentals 90,700 163,473 14,423 7,317 14,711 2.0%
Insurance 25,500 25,500 25,500 25,500 0 -100.0%
Utilities 34,566 34,800 39,925 48,291 40,724 2.0%
Repairs & Maintenance 24,611 20,365 29,193 14,643 10,841 -62.9%
Miscellaneous 3,305 16,667 31,450 18,739 31,162 -0.9%
Intergovernmental Services 223,779 224,737 254,965 362,189 260,065 2.0%
Capital 7,490 0 63,000 7,243 28,560 -54.7%
Debt Service 46,849 460,898 795,345 592,235 635,210 -20.1%
Interfold Payments for Services 478,700 694,997 888,562 808,271 1,246,704 40.3%
Transfer Out 952,000 8,057,256 2,975,276 2,975,276 448,806 -84.9%
TOTAL COMMITTED EXPENDITURES 3,068,726 10,966,740 7,456,721 6,476,469 5,138,478 -31.1%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 3,068,726 10,966,740 7,456,721 6,476,469 5,138,478 -31.1%
Fund Balance, January 1 1,741,683 8,666,814 1,863,718 1,863,718 3,246,176 74.2%
Total New Revenue 3,343,535 4,163,645 7,939,591 7,858,927 5,595,500 -29.5%
Total Committed Expenditures (3,068,726) (10,966,740) (7,456,721) (6,476,469) (5,138,478)-31.1%
Fund Balance Plus Reserves 2,016,493 1,863,718 2,346,588 3,246,176 3,703,198 57.8%
Bond Reserves 0 0 497,632 497,632 497,632 0.0%
Operating Reserves 147,688 177,908 411,736 305,612 455,328 10.6%
Fund Balance, December 31 1,868,805 1,685,810 1,437,220 2,442,931 2,750,238 91.4%
Fund 407, Surface Water Utility Operation Fund
This fund was created in 2006 for the purpose of identifying surface water utility revenue and expenses. Utility charges and
fees provide revenue for the operation and maintenance of the surface water utility and Public Works Trust Fund Loan
payments. Prior to 2007, Fund 451 was used to record revenue bond debt service payments and bond reserves. In 2007, Fund
451 was closed, and the activity was transferred to Funds 405, 406, and 407. Previously water, wastewater, and surface water
utilities were reported in Fund 401.
Budget by Fund
7-50
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Charges for Goods and Services 9,050,032 10,140,114 10,032,000 10,109,868 11,414,648 13.8%
Interest and Other Earnings (14,937) (15,150)0 (3,390)0 N/A
TOTAL NEW REVENUE 9,035,095 10,124,965 10,032,000 10,106,478 11,414,648 13.8%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 9,035,095 10,124,965 10,032,000 10,106,478 11,414,648 13.8%
EXPENDITURES:
Utilities 8,906,898 10,163,449 10,032,000 9,893,020 11,414,648 13.8%
TOTAL COMMITTED EXPENDITURES 8,906,898 10,163,449 10,032,000 9,893,020 11,414,648 13.8%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 8,906,898 10,163,449 10,032,000 9,893,020 11,414,648 13.8%
Fund Balance, January 1 (400,854) (272,658) (311,142) (311,142)(97,684)-68.6%
Total New Revenue 9,035,095 10,124,965 10,032,000 10,106,478 11,414,648 13.8%
Total Committed Expenditures (8,906,898) (10,163,449) (10,032,000) (9,893,020) (11,414,648)13.8%
Fund Balance Plus Reserves (272,658) (311,142) (311,142) (97,684) (97,684)-68.6%
Operating Reserves 712,552 813,076 1,203,840 1,187,162 1,369,758 13.8%
Fund Balance, December 31 (985,209) (1,124,218) (1,514,982) (1,284,846) (1,467,442)-3.1%
Fund 416, King County Metro Fund
This fund was created in 2006 for the purpose of identifying King County Metro's portion of the wastewater revenue and
expenses. King County provides wholesale wastewater treatment services to the City of Renton. King County charges the
local agencies and the local agencies bill their customers to recover the County charge. Previously, water, wastewater, and
surface water utilities were reported in Fund 401.
Budget by Fund
7-51
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Charges for Goods and Services 649 2,337 500 0 0 -100.0%
Interest and Other Earnings 120,753 27,964 220,000 (2,611) 93,099 -57.7%
Other Financing Sources 444,973 1,049,716 642,000 690,745 2,420,049 277.0%
Transfer In 1,233,000 3,157,077 6,611,523 6,710,969 2,373,071 -64.1%
TOTAL NEW REVENUE 1,799,375 4,237,094 7,474,023 7,399,103 4,886,219 -34.6%
Use of Prior Yr Revenue 0 0 3,338,977 0 0 -100.0%
TOTAL RESOURCES 1,799,375 4,237,094 10,813,000 7,399,103 4,886,219 -54.8%
EXPENDITURES:
Capital 2,099,742 4,447,480 10,813,000 6,235,350 5,000,000 -53.8%
Debt Service 0 0 0 18,449 0 N/A
Transfer Out 3,239,850 0000N/A
TOTAL COMMITTED EXPENDITURES 5,339,592 4,447,480 10,813,000 6,253,799 5,000,000 -53.8%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 5,339,592 4,447,480 10,813,000 6,253,799 5,000,000 -53.8%
Fund Balance, January 1 4,737,561 1,197,344 986,958 986,958 2,132,262 116.0%
Total New Revenue 1,799,375 4,237,094 7,474,023 7,399,103 4,886,219 -34.6%
Total Committed Expenditures (5,339,592) (4,447,480) (10,813,000) (6,253,799) (5,000,000)-53.8%
Fund Balance Plus Reserves 1,197,344 986,958 (2,352,019) 2,132,262 2,018,481 -185.8%
Fund Balance, December 31 1,197,344 986,958 (2,352,019) 2,132,262 2,018,481 -185.8%
Fund 425, Water Utility Construction Fund
This fund was created in 2006 to support water utility improvement projects. Utility collection fees, special assessment fees,
connection charges, and City issued bonds fund CIP projects. For more detailed information, see the separately published City
of Renton 2009-2014 CIP document. Previously water, wastewater and surface water capital improvement projects were
reported in Fund 421.
Budget by Fund
7-52
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Charges for Goods and Services 0000575,337 100.0%
Interest and Other Earnings 13,189 32,291 104,000 11,357 64,328 -38.1%
Other Miscellaneous Revenues 0 0 0 440 0 N/A
Other Financing Sources 815,425 1,007,938 877,000 372,844 1,488,663 69.7%
Transfer In 765,664 2,131,442 4,059,636 4,105,848 333,571 -91.8%
TOTAL NEW REVENUE 1,594,277 3,171,670 5,040,636 4,490,490 2,461,899 -51.2%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 1,594,277 3,171,670 5,040,636 4,490,490 2,461,899 -51.2%
EXPENDITURES:
Capital 1,065,436 2,100,512 7,164,000 5,227,808 3,375,000 -52.9%
Debt Service 0 0 0 10,919 0 N/A
TOTAL COMMITTED EXPENDITURES 1,065,436 2,100,512 7,164,000 5,238,727 3,375,000 -52.9%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 1,065,436 2,100,512 7,164,000 5,238,727 3,375,000 -52.9%
Fund Balance, January 1 (131,024) 397,817 1,468,976 1,468,976 720,738 -50.9%
Total New Revenue 1,594,277 3,171,670 5,040,636 4,490,490 2,461,899 -51.2%
Total Committed Expenditures (1,065,436) (2,100,512) (7,164,000) (5,238,727) (3,375,000)-52.9%
Fund Balance Plus Reserves 397,817 1,468,976 (654,388) 720,738 (192,363)-70.6%
Fund Balance, December 31 397,817 1,468,976 (654,388) 720,738 (192,363)-70.6%
Fund 426, Wastewater Utility Construction Fund
This fund was created in 2006 to support wastewater utility improvement projects. Utility collection fees, special assessment
fees, connection charges, and City issued bonds fund CIP Projects. For more detailed information, see the separately published
City of Renton 2009-2014 CIP document. Previously water, wastewater and surface water capital improvement projects were
reported in Fund 421.
Budget by Fund
7-53
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Federal/State Grants 0 10,190 337,132 0 0 -100.0%
Other Intergovernmental Revenues 55,085 95,000 801,223 625,195 266,230 -66.8%
Interest and Other Earnings 76,439 62,275 133,000 17,757 80,681 -39.3%
Other Miscellaneous Revenues 39,334 24,513 0 0 0 N/A
Other Financing Sources 380,477 560,331 939,667 121,981 1,031,248 9.7%
Transfer In 952,000 1,427,435 2,915,276 2,927,862 237,606 -91.8%
TOTAL NEW REVENUE 1,503,335 2,179,744 5,126,298 3,692,794 1,615,765 -68.5%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 1,503,335 2,179,744 5,126,298 3,692,794 1,615,765 -68.5%
EXPENDITURES:
Capital 1,187,827 3,646,951 5,877,022 3,146,036 3,850,000 -34.5%
Debt Service 0 0 0 8,283 0 N/A
TOTAL COMMITTED EXPENDITURES 1,187,827 3,646,951 5,877,022 3,154,319 3,850,000 -34.5%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 1,187,827 3,646,951 5,877,022 3,154,319 3,850,000 -34.5%
Fund Balance, January 1 1,347,528 1,663,036 195,829 195,829 734,305 275.0%
Total New Revenue 1,503,335 2,179,744 5,126,298 3,692,794 1,615,765 -68.5%
Total Committed Expenditures (1,187,827) (3,646,951) (5,877,022) (3,154,319) (3,850,000)-34.5%
Fund Balance Plus Reserves 1,663,036 195,829 (554,895) 734,305 (1,499,930)170.3%
Fund Balance, December 31 1,663,036 195,829 (554,895) 734,305 (1,499,930)170.3%
Fund 427, Storm Water Utility Construction Fund
This fund was created in 2006 to support storm water utility improvement projects. Utility collection fees, special assessment
fees, connection charges, and City issued bonds fund CIP Projects. For more detailed information, see the separately published
City of Renton 2009-2014 CIP document. Previously water, wastewater, and surface water capital improvement projects were
reported in Fund 421.
Budget by Fund
7-54
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Charges for Goods and Services 3,103,500 0000N/A
Interest and Other Earnings 24,431 0000N/A
Transfer In 0 30,135,549 0 0 0 N/A
TOTAL NEW REVENUE 3,127,931 30,135,549 0 0 0 N/A
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 3,127,931 30,135,549 0 0 0 N/A
EXPENDITURES:
Debt Service 3,112,319 (60,218)0 0 0 N/A
Transfer Out 212,664 0000N/A
TOTAL COMMITTED EXPENDITURES 3,324,983 (60,218)0 0 0 N/A
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 3,324,983 (60,218)0 0 0 N/A
Fund Balance, January 1 311,298 114,247 0 0 0 N/A
Total New Revenue 3,127,931 30,135,549 0 0 0 N/A
Total Committed Expenditures (3,324,983) 60,218 0 0 0 N/A
Fund Balance Plus Reserves 114,247 30,310,014 0 0 0 N/A
Fund Balance, December 31 114,247 30,310,014 0 0 0 N/A
Fund 451, Waterworks Revenue Bond Fund
Fund 451 was established in 1998 for Waterworks Utilities revenue bond debt service payments and revenue bond reserves. In
2007, Fund 451 was closed, and the activity was transferred to Funds 405, 406, and 407 . In 2003, refunded revenue bonds
were issued. The bond reserve was moved to a newly created Fund 461 per bond issue requirements.
Budget by Fund
7-55
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 83,244 93,782 0 106,377 0 N/A
TOTAL NEW REVENUE 83,244 93,782 0 106,377 0 N/A
Use of Prior Yr Revenue 0 0 83,244 0 0 -100.0%
TOTAL RESOURCES 83,244 93,782 83,244 106,377 0 -100.0%
EXPENDITURES:
Transfer Out 0 0 3,291,358 3,291,358 0 -100.0%
TOTAL COMMITTED EXPENDITURES 0 0 3,291,358 3,291,358 0 -100.0%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 0 0 3,291,358 3,291,358 0 -100.0%
Fund Balance, January 1 3,114,332 3,197,576 3,291,358 3,291,358 106,377 -96.8%
Total New Revenue 83,244 93,782 0 106,377 0 N/A
Total Committed Expenditures 0 0 (3,291,358) (3,291,358)0 -100.0%
Fund Balance Plus Reserves 3,197,576 3,291,358 0 106,377 106,377 53188570%
Bond Reserves 3,197,576 3,291,358 0 0 0 -100%
Fund Balance, December 31 0 0 0 106,377 106,377 100%
Fund 461, Waterworks Bond Reserve Fund
Fund 461 was created in 2003 per refunding bond issue requirements. The reserve requirement represents the maximum annual
debt service. In 2008, Fund 461 was closed, and the activity was transferred to Funds 405, 406, and 407 .
Budget by Fund
7-56
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 0 220 100 282 0 -100.0%
Other Miscellaneous Revenues 0 0 (75,100)0 0 -100.0%
Transfer In 0 15,000 75,000 0 0 -100.0%
TOTAL NEW REVENUE 0 15,220 0 282 0 N/A
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 0 15,220 0 282 0 N/A
EXPENDITURES:
TOTAL COMMITTED EXPENDITURES 00000N/A
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 00000N/A
Fund Balance, January 1 0 0 15,220 15,220 15,501 1.9%
Total New Revenue 0 15,220 0 282 0 N/A
Total Committed Expenditures 00000N/A
Fund Balance Plus Reserves 0 15,220 15,220 15,501 15,501 1.9%
Fund Balance, December 31 0 15,220 15,220 15,501 15,501 1.9%
Fund 471, Waterworks Rate Stabilization Fund
Fund 471 was created in 2003. The purpose of this fund is to set aside net revenue for future strategic opportunities in
establishing the waterworks infrastructure.
Budget by Fund
7-57
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 0 4,632 0 170,208 0 N/A
TOTAL NEW REVENUE 0 4,632 0 170,208 0 N/A
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 0 4,632 0 170,208 0 N/A
EXPENDITURES:
TOTAL COMMITTED EXPENDITURES 00000N/A
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 00000N/A
Fund Balance, January 1 0 0 4,632 4,632 174,840 3674.3%
Total New Revenue 0 4,632 0 170,208 0 N/A
Total Committed Expenditures 00000N/A
Fund Balance Plus Reserves 0 4,632 4,632 174,840 174,840 3674.3%
Fund Balance, December 31 0 4,632 4,632 174,840 174,840 3674.3%
Fund 481, Future W/S Bond Proceeds Fund
Fund 481 was established for the issuance and tracking of Water/Sewer Revenue Bonds. For more detail see the separately
published City of Renton Debt Manual.
Budget by Fund
7-58
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 0 0 54,054 0 0 -100.0%
Retail Sales and Use Taxes 0 0 1,857,435 323,981 0 -100.0%
Federal/State Grants 11,163 2,998 0 0 0 N/A
Charges for Goods and Services 3,974,534 4,663,008 5,008,924 5,195,194 5,975,462 19.3%
Interest and Other Earnings 225,559 313,984 80,000 84,778 81,600 2.0%
Other Miscellaneous Revenues 2,523,350 2,614,793 3,418,300 3,332,975 3,399,557 -0.5%
Sale of General Fixed Assets 92,955 135,253 0 46,938 0 N/A
Transfer In 402,000 0 317,000 317,000 4,598,784 1350.7%
TOTAL NEW REVENUE 7,229,561 7,730,036 10,735,713 9,300,866 14,055,403 30.9%
Use of Prior Yr Revenue 0 0 1,139,570 0 0 -100.0%
TOTAL RESOURCES 7,229,561 7,730,036 11,875,283 9,300,866 14,055,403 18.4%
EXPENDITURES:
Regular Salaries 1,386,639 1,422,856 1,845,512 1,671,265 3,447,438 86.8%
Overtime 27,611 40,010 31,130 35,699 41,147 32.2%
Personnel Benefits 387,309 441,546 667,020 580,646 1,362,156 104.2%
Part Time Salaries and Benefits 75,459 87,261 109,049 92,891 194,913 78.7%
Supplies/Small Tools and Equipment 1,527,322 1,798,907 1,702,279 1,677,039 1,593,185 -6.4%
Professional Services 324,302 351,778 316,098 375,228 665,721 110.6%
Communication 284,006 278,132 283,764 283,277 284,687 0.3%
Travel/Training 23,752 29,945 29,666 21,049 33,225 12.0%
Operating Rentals 20,627 24,956 5,508 1,624 5,618 2.0%
Insurance 246,500 246,500 251,430 251,430 0 -100.0%
Utilities 1,135 920 2,142 698 826,505 38485.7%
Repairs & Maintenance 35,044 86,965 113,118 111,728 151,843 34.2%
Miscellaneous 84,658 97,112 105,972 92,633 107,313 1.3%
Intergovernmental Services 0 7,253 0 7,921 0 N/A
Capital 1,440,091 1,836,947 7,930,390 5,917,684 2,353,558 -70.3%
Interfold Payments for Services 249,800 230,414 341,888 340,101 869,076 154.2%
TOTAL COMMITTED EXPENDITURES 6,114,254 6,981,502 13,734,966 11,460,912 11,936,385 -13.1%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 6,114,254 6,981,502 13,734,966 11,460,912 11,936,385 -13.1%
Fund Balance, January 1 4,193,872 5,309,179 6,057,714 6,057,714 3,897,668 -35.7%
Total New Revenue 7,229,561 7,730,036 10,735,713 9,300,866 14,055,403 30.9%
Total Committed Expenditures (6,114,254) (6,981,502) (13,734,966) (11,460,912) (11,936,385)-13.1%
Fund Balance Plus Reserves 5,309,179 6,057,714 3,058,461 3,897,668 6,016,686 96.7%
Replacement Reserves 4,884,422 5,587,138 2,478,003 3,343,346 5,514,302 122.5%
Operating Reserves 424,757 470,576 580,458 554,323 502,385 -13.5%
Fund Balance, December 31 00000N/A
Funds 501, 503, 504 Internal Service Fund Summary
Summary of Fund 501 Equipment Repair and Replacement, Fund 503 Information Services, and Fund 504 Facilities for reporting
purposes. Refer to the separate operating and capital improvement fund tables for further detail.
Budget by Fund
7-59
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Retail Sales and Use Taxes 0 0 1,513,216 0 0 -100.0%
Charges for Goods and Services 1,664,198 2,160,399 2,184,259 2,556,451 3,141,300 43.8%
Interest and Other Earnings 199,672 254,065 80,000 51,859 81,600 2.0%
Other Miscellaneous Revenues 1,445,946 1,419,315 1,737,100 1,749,473 1,946,400 12.0%
Sale of General Fixed Assets 92,955 135,253 0 46,938 0 N/A
Transfer In 0 0 317,000 317,000 547,700 72.8%
TOTAL NEW REVENUE 3,402,771 3,969,031 5,831,575 4,721,722 5,717,000 -2.0%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 3,402,771 3,969,031 5,831,575 4,721,722 5,717,000 -2.0%
EXPENDITURES:
Regular Salaries 467,758 479,832 589,655 543,366 636,346 7.9%
Overtime 719 3,043 938 850 957 2.0%
Personnel Benefits 154,295 179,844 229,141 216,624 280,328 22.3%
Part Time Salaries and Benefits 1,497 4,841 31,937 0 32,575 2.0%
Supplies/Small Tools and Equipment 969,712 992,279 1,357,629 1,299,044 1,046,764 -22.9%
Professional Services 4,844 9,517 0 1,045 0 N/A
Communication 832 769 1,224 1,277 1,248 2.0%
Travel/Training 4,285 1,319 6,528 3,688 6,658 2.0%
Operating Rentals 20,627 24,956 5,508 1,624 5,618 2.0%
Insurance 246,500 246,500 251,430 251,430 0 -100.0%
Utilities 1,135 920 2,142 698 2,185 2.0%
Repairs & Maintenance 5,751 7,330 8,670 74,357 8,843 2.0%
Miscellaneous 5,191 5,153 5,916 6,375 6,034 2.0%
Intergovernmental Services 0 7,253 0 7,921 0 N/A
Capital 1,144,135 1,176,859 4,941,615 4,607,321 1,058,500 -78.6%
Interfund Payments for Services 249,800 230,414 258,925 257,138 511,929 97.7%
TOTAL COMMITTED EXPENDITURES 3,277,081 3,370,827 7,691,258 7,272,757 3,597,985 -53.2%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 3,277,081 3,370,827 7,691,258 7,272,757 3,597,985 -53.2%
Fund Balance, January 1 4,193,872 4,319,562 4,917,766 4,917,766 2,366,730 -51.9%
Total New Revenue 3,402,771 3,969,031 5,831,575 4,721,722 5,717,000 -2.0%
Total Committed Expenditures (3,277,081) (3,370,827) (7,691,258) (7,272,757) (3,597,985)-53.2%
Fund Balance Plus Reserves 4,319,562 4,917,766 3,058,083 2,366,730 4,485,745 46.7%
Replacement Reserves 4,148,926 4,742,248 2,783,118 2,100,187 4,282,587 53.9%
Operating Reserves 170,636 175,518 274,964 266,544 203,159 -26.1%
Fund Balance, December 31 00000N/A
Fund 501, Equipment Repair and Replacement Fund
Equipment Repair and Replacement is an internal service fund used for maintaining and replacing vehicles and auxiliary
equipment; except for golf course equipment that is accounted for in Fund 404. The Equipment Repair and Replacement Fund
is assigned to the Public Works Department, Maintenance Services Division. In 1997, resources were allocated to the fund for
maintenance of Fire apparatus, Parks vehicles, and replacement of Police patrol vehicles. Equipment purchases are funded
with available cash from maintenance and capital recovery payments charged to departments.
Budget by Fund
7-60
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Property Taxes 0 0 54,054 0 0 -100.0%
Retail Sales and Use Taxes 0 0 344,219 323,981 0 -100.0%
Federal/State Grants 11,163 2,998 0 0 0 N/A
Charges for Goods and Services 2,310,336 2,502,609 2,824,665 2,638,743 2,834,162 0.3%
Interest and Other Earnings 25,887 59,920 0 32,919 0 N/A
Other Miscellaneous Revenues 1,077,404 1,195,478 1,681,200 1,583,502 1,453,157 -13.6%
Transfer In 402,000 0000N/A
TOTAL NEW REVENUE 3,826,790 3,761,005 4,904,138 4,579,144 4,287,319 -12.6%
Use of Prior Yr Revenue 0 0 1,139,570 0 0 -100.0%
TOTAL RESOURCES 3,826,790 3,761,005 6,043,708 4,579,144 4,287,319 -29.1%
EXPENDITURES:
Regular Salaries 918,881 943,024 1,255,857 1,127,899 1,191,397 -5.1%
Overtime 26,892 36,967 30,192 34,849 30,190 0.0%
Personnel Benefits 233,013 261,702 437,879 364,021 402,798 -8.0%
Part Time Salaries and Benefits 73,962 82,420 77,112 92,891 77,810 0.9%
Supplies/Small Tools and Equipment 557,610 806,628 344,650 377,995 409,458 18.8%
Professional Services 319,459 342,261 316,098 374,183 324,701 2.7%
Communication 283,174 277,364 282,540 282,000 283,439 0.3%
Travel/Training 19,466 28,626 23,138 17,361 23,139 0.0%
Repairs & Maintenance 29,292 79,635 104,448 37,372 55,000 -47.3%
Miscellaneous 79,466 91,959 100,056 86,257 100,055 0.0%
Capital 295,956 660,088 2,988,775 1,310,364 1,295,058 -56.7%
Interfund Payments for Services 0 0 82,963 82,963 94,271 13.6%
TOTAL COMMITTED EXPENDITURES 2,837,173 3,610,674 6,043,708 4,188,155 4,287,316 -29.1%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 2,837,173 3,610,674 6,043,708 4,188,155 4,287,316 -29.1%
Fund Balance, January 1 0 989,617 1,139,948 1,139,948 1,530,938 34.3%
Total New Revenue 3,826,790 3,761,005 4,904,138 4,579,144 4,287,319 -12.6%
Total Committed Expenditures (2,837,173) (3,610,674) (6,043,708) (4,188,155) (4,287,316)-29.1%
Fund Balance Plus Reserves 989,617 1,139,948 378 1,530,938 1,530,941 404750.2%
Replacement Reserves 735,495 844,890 (305,115) 1,243,159 1,231,715 -503.7%
Operating Reserves 254,122 295,059 305,493 287,779 299,226 -2.1%
Fund Balance, December 31 00000N/A
Fund 503, Information Services Fund
Fund 503 is an internal service fund which was created in 2006 for the purpose of identifying communication and data support
to meet departmental function and record keeping, and supply technical support services to all data/voice system users in the
City. Expenses are paid by the Information Services Fund and rates are charged to departments based on use and/or coverage
requirements. Previously, the Information Services operating budget was reported in Fund 000, and the capital budget was
reported in Fund 316.
Budget by Fund
7-61
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Transfer In 00004,051,084 100.0%
TOTAL NEW REVENUE 00004,051,084 100.0%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 00004,051,084 100.0%
EXPENDITURES:
Regular Salaries 00001,619,695 100.0%
Overtime 000010,000 100.0%
Personnel Benefits 0000679,030 100.0%
Part Time Salaries and Benefits 000084,528 100.0%
Supplies/Small Tools and Equipment 0000136,963 100.0%
Professional Services 0000341,020 100.0%
Travel/Training 00003,428 100.0%
Utilities 0000824,320 100.0%
Repairs & Maintenance 000088,000 100.0%
Miscellaneous 00001,224 100.0%
Interfund Payments for Services 0000262,876 100.0%
TOTAL COMMITTED EXPENDITURES 00004,051,084 100.0%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 00004,051,084 100.0%
Fund Balance, January 1 0000 0 N/A
Total New Revenue 00004,051,084 100.0%
Total Committed Expenditures 0000(4,051,084)100.0%
Fund Balance Plus Reserves 00000N/A
Fund Balance, December 31 00000N/A
Fund 504, Facilities Fund
Fund 504 is an internal service fund which was created in 2009 for the purpose of identifying the City's facilities costs. The
intention is to track the costs during 2009 for information purposes only, and to allocate these costs in 2010 and beyond.
Expenditures are paid by the Facilities Fund and rates will be charged to departments based on use and/or requirements.
Previously, the Facilities operating budget was reported in Fund 001; the capital budget is reported in Fund 316.
Budget by Fund
7-62
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Federal/State Grants 0 0 0 19,675 0 N/A
Interest and Other Earnings 473,015 543,136 235,000 210,020 602,829 156.5%
Other Miscellaneous Revenues 11,299,523 12,747,454 13,222,876 14,747,684 15,586,627 17.9%
Transfer In 272,000 0000N/A
TOTAL NEW REVENUE 12,044,537 13,290,590 13,457,876 14,977,379 16,189,456 20.3%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 12,044,537 13,290,590 13,457,876 14,977,379 16,189,456 20.3%
EXPENDITURES:
Regular Salaries 240,089 264,725 264,748 318,076 333,384 25.9%
Personnel Benefits 989,559 711,590 690,480 559,061 714,280 3.4%
City Personnel Benefits 7,785,562 7,945,219 10,341,231 9,809,718 12,422,922 20.1%
Supplies/Small Tools and Equipment 0 58 0 474 0 N/A
Professional Services 580,959 594,797 630,940 563,707 712,985 13.0%
Travel/Training 0 1,169 2,000 1,012 2,040 2.0%
Insurance 1,246,542 1,407,434 1,818,880 1,525,694 1,855,258 2.0%
Miscellaneous 16,899 15,509 4,600 1,117 4,652 1.1%
Intergovernmental Services 1,092 986 3,500 0 3,500 0.0%
Interfund Payments for Services 138,227 82,197 105,327 103,186 80,685 -23.4%
Transfer Out 0 0 60,000 60,000 5,000,000 8233.3%
TOTAL COMMITTED EXPENDITURES 10,998,928 11,023,683 13,921,706 12,942,045 21,129,706 51.8%
Increase to Reserves 0 0 26,056 0 0 -100.0%
TOTAL EXPENDITURES 10,998,928 11,023,683 13,947,762 12,942,045 21,129,706 51.5%
Fund Balance, January 1 11,017,083 12,062,692 14,329,599 14,329,599 16,364,933 14.2%
Total New Revenue 12,044,537 13,290,590 13,457,876 14,977,379 16,189,456 20.3%
Total Committed Expenditures (10,998,928) (11,023,683) (13,921,706) (12,942,045) (21,129,706)51.8%
Fund Balance Plus Reserves 12,062,692 14,329,599 13,865,769 16,364,933 11,424,683 -17.6%
Anti Recessionary 2,100,000 2,100,000 2,100,000 0 0 -100.0%
South Renton Reserve 385,000 385,000 385,000 325,000 325,000 -15.6%
Healthcare IBNR*1,557,112 1,589,055 2,068,246 1,962,038 3,702,996 79.0%
Operating Reserves 4,798,396 6,065,517 5,000,000 5,000,000 5,000,000 0.0%
Fund Balance, December 31 3,222,184 4,190,027 4,312,523 9,077,894 2,396,687 -44.4%
*IBNR percentages are different for each fund, see individual funds for details.
Funds 502/512/522, Insurance Funds
The Insurance funds are internal service funds that provide accounting for self-insurance services to all City departments for
losses on property, liability, worker's compensation, unemployment compensation, and healthcare programs, including medical
and dental for active employees and medical for LEOFF1 retirees. Expenses are paid by the Insurance Funds and rates are
charged to departments based on use and/or coverage requirements. In 2004, Fund 512 Healthcare Insurance Fund was created
to report all healthcare related items, and Fund 522 was created to report all LEOFF1 Retirees healthcare related items.
Budget by Fund
7-63
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 393,636 388,634 150,000 156,998 516,529 244.4%
Other Miscellaneous Revenues 3,004,132 2,750,048 2,424,273 2,739,985 2,591,826 6.9%
TOTAL NEW REVENUE 3,397,768 3,138,682 2,574,273 2,896,983 3,108,355 20.7%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 3,397,768 3,138,682 2,574,273 2,896,983 3,108,355 20.7%
EXPENDITURES:
Regular Salaries 150,885 155,540 160,636 209,569 222,612 38.6%
Personnel Benefits 967,457 684,564 659,107 535,469 689,111 4.6%
Professional Services 224,701 245,363 285,340 250,710 280,252 -1.8%
Travel/Training 0 1,169 2,000 1,012 2,040 2.0%
Insurance 1,246,542 1,407,434 1,818,880 1,525,694 1,855,258 2.0%
Miscellaneous 3,977 12,397 2,600 1,117 2,652 2.0%
Interfund Payments for Services 69,649 43,149 49,540 48,729 38,348 -22.6%
Transfer Out 0 0 60,000 60,000 5,000,000 8233.3%
TOTAL COMMITTED EXPENDITURES 2,663,210 2,549,615 3,038,103 2,632,300 8,090,273 166.3%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 2,663,210 2,549,615 3,038,103 2,632,300 8,090,273 166.3%
Fund Balance, January 1 9,122,124 9,856,682 10,445,748 10,445,748 10,710,432 2.5%
Total New Revenue 3,397,768 3,138,682 2,574,273 2,896,983 3,108,355 20.7%
Total Committed Expenditures (2,663,210) (2,549,615) (3,038,103) (2,632,300) (8,090,273)166.3%
Fund Balance Plus Reserves 9,856,682 10,445,748 9,981,918 10,710,432 5,728,514 -42.6%
Anti Recessionary 2,100,000 2,100,000 2,100,000 0 0 -100.0%
South Renton Reserve 385,000 385,000 385,000 325,000 325,000 -15.6%
Operating Reserves 4,798,396 6,065,517 5,000,000 5,000,000 5,000,000 0.0%
Fund Balance, December 31 2,573,286 1,895,231 2,496,918 5,385,432 403,514 -83.8%
Fund 502, Insurance Fund
Fund 502, is an internal service fund that provides accounting for self-insurance services to all City departments for property
losses, liability, worker's compensation, and unemployment compensation. Expenses are paid by the Insurance Fund and rates
are charged to departments based on use and/or coverage requirements. Effective January 1, 2004, Fund 512, Healthcare
Insurance Fund, was created to report all healthcare related items.
Budget by Fund
7-64
2006 2007 2008 2008 2008 2009 Change
Item Actual Actual Budget Adj Budget Actual Budget 08/09
REVENUE:
Interest and Other Earnings 63,872 108,152 65,000 65,000 24,856 66,300 2.0%
Other Miscellaneous Revenues 6,717,676 8,034,848 8,929,169 8,929,169 10,211,966 10,974,115 22.9%
TOTAL NEW REVENUE 6,781,547 8,143,000 8,994,169 8,994,169 10,236,822 11,040,415 22.8%
Use of Prior Yr Revenue 000000N/A
TOTAL RESOURCES 6,781,547 8,143,000 8,994,169 8,994,169 10,236,822 11,040,415 22.8%
EXPENDITURES:
Regular Salaries 82,633 102,416 97,140 97,140 101,052 103,590 6.6%
Personnel Benefits 20,961 25,630 29,793 29,793 22,134 23,818 -20.1%
City Personnel Benefits 6,675,406 6,532,872 8,506,449 8,506,449 8,606,823 10,498,266 23.4%
Supplies/Small Tools and Equipment 0 58 0 0 474 0 N/A
Professional Services 313,088 321,595 299,500 299,500 258,612 386,705 29.1%
Miscellaneous 12,922 3,112 2,000 2,000 0 2,000 0.0%
Intergovernmental Services 1,092 986 3,500 3,500 0 3,500 0.0%
Interfund Payments for Services 68,248 39,048 55,787 55,787 54,457 42,337 -24.1%
TOTAL COMMITTED EXPENDITURES 7,174,350 7,025,717 8,994,169 8,994,169 9,043,552 11,060,216 23.0%
Increase to Reserves 000000N/A
TOTAL EXPENDITURES 7,174,350 7,025,717 8,994,169 8,994,169 9,043,552 11,060,216 23.0%
Fund Balance, January 1 1,862,603 1,469,801 2,587,084 2,587,084 2,587,084 3,780,353 46.1%
Total New Revenue 6,781,547 8,143,000 8,994,169 8,994,169 10,236,822 11,040,415 22.8%
Total Committed Expenditures (7,174,350) (7,025,717) (8,994,169) (8,994,169) (9,043,552) (11,060,216)23.0%
Fund Balance Plus Reserves 1,469,801 2,587,084 2,587,084 2,587,084 3,780,353 3,760,552 45.4%
Healthcare IBNR*1,335,081 1,306,586 1,701,290 1,701,290 1,721,459 3,318,065 95.0%
Fund Balance, December 31 134,719 1,280,498 885,794 885,794 2,058,894 442,488 -50.0%
*IBNR is calculated at 20% for 2006 through 2008 and at 30% for 2009
Fund 512, Healthcare Insurance Fund
Fund 512 was created in 2004 for the purpose of identifying healthcare insurance revenue and expenditures. This is an internal service fund
that provides accounting for self-insurance services to all City departments for health care programs. Expenses are paid by the Healthcare
Insurance Fund and rates are charged to departments based on use and/or coverage requirements. In the second half of 2004, Fund 512 was
further defined to report only active employees and Fund 522 was created to report all LEOFF1 Retirees healthcare related items.
Budget by Fund
7-65
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Federal/State Grants 0 0 0 19,675 0 N/A
Interest and Other Earnings 15,507 46,350 20,000 28,166 20,000 0.0%
Other Miscellaneous Revenues 1,577,715 1,962,558 1,869,434 1,795,733 2,020,686 8.1%
Transfer In 272,000 0000N/A
TOTAL NEW REVENUE 1,865,222 2,008,908 1,889,434 1,843,574 2,040,686 8.0%
Use of Prior Yr Revenue 00000N/A
TOTAL RESOURCES 1,865,222 2,008,908 1,889,434 1,843,574 2,040,686 8.0%
EXPENDITURES:
Regular Salaries 6,571 6,769 6,972 7,454 7,182 3.0%
Personnel Benefits 1,142 1,396 1,580 1,458 1,351 -14.5%
City Personnel Benefits 1,110,156 1,412,347 1,834,782 1,202,895 1,924,656 4.9%
Professional Services 43,170 27,840 46,100 54,385 46,028 -0.2%
Interfund Payments for Services 330 0000N/A
TOTAL COMMITTED EXPENDITURES 1,161,368 1,448,351 1,889,434 1,266,192 1,979,217 4.8%
Increase to Reserves 0 0 26,056 0 0 -100.0%
TOTAL EXPENDITURES 1,161,368 1,448,351 1,915,490 1,266,192 1,979,217 3.3%
Fund Balance, January 1 32,356 736,209 1,296,767 1,296,767 1,874,148 44.5%
Total New Revenue 1,865,222 2,008,908 1,889,434 1,843,574 2,040,686 8.0%
Total Committed Expenditures (1,161,368) (1,448,351) (1,889,434) (1,266,192) (1,979,217)4.8%
Fund Balance Plus Reserves 736,209 1,296,767 1,296,767 1,874,148 1,935,617 49.3%
Healthcare IBNR*222,031 282,469 366,956 240,579 384,931 4.9%
Fund Balance, December 31 514,178 1,014,297 929,810 1,633,569 1,550,686 66.8%
*IBNR is calculated at 20%
Fund 522, LEOFF1 Retirees Healthcare Insurance Fund
Fund 522 was created in 2004 for the purpose of identifying LEOFF1 Retirees Healthcare Insurance revenue and expenditures.
Previously, all active and LEOFF1 retirees healthcare activity was reported in Fund 512. This is an internal service fund that
provides accounting for self-insurance services to all City departments for health care programs. Expenses are paid by the
Healthcare Insurance Fund and rates are charged to departments based on use and/or coverage requirements. In the second
half of 2004, Fund 512 was further defined to report only active employees, and Fund 522 was created to report all LEOFF1
Retirees healthcare related items.
Budget by Fund
7-66
2006 2007 2008 2008 2009 Change
Item Actual Actual Adj Budget Actual Budget 08/09
REVENUE:
Other Intergovernmental Revenues 77,821 85,062 75,000 85,949 90,000 20.0%
Interest and Other Earnings 215,553 389,227 200,000 17,966 200,000 0.0%
Transfer In 0 3,191,007 0 0 0 N/A
TOTAL NEW REVENUE 293,374 3,665,296 275,000 103,915 290,000 5.5%
Use of Prior Yr Revenue 0 0 307,807 0 0 -100.0%
TOTAL RESOURCES 293,374 3,665,296 582,807 103,915 290,000 -50.2%
EXPENDITURES:
Personnel Benefits 414,281 427,012 552,400 512,263 500,000 -9.5%
Supplies/Small Tools and Equipment 316 450 459 373 475 3.5%
Professional Services 0 7,550 0 0 10,000 100.0%
Interfund Payments for Services 18,437 17,285 29,948 19,521 31,801 6.2%
Transfer Out 0 3,191,007 0 0 0 N/A
TOTAL COMMITTED EXPENDITURES 433,034 3,643,305 582,807 532,156 542,276 -7.0%
Increase to Reserves 00000N/A
TOTAL EXPENDITURES 433,034 3,643,305 582,807 532,156 542,276 -7.0%
Fund Balance, January 1 4,811,899 4,672,239 4,694,230 4,694,230 4,265,989 -9.1%
Total New Revenue 293,374 3,665,296 275,000 103,915 290,000 5.5%
Total Committed Expenditures (433,034) (3,643,305) (582,807) (532,156) (542,276)-7.0%
Fund Balance Plus Reserves 4,672,239 4,694,230 4,386,423 4,265,989 4,013,713 -8.5%
Designated Fund Balance, December 31 4,672,239 4,694,230 4,386,423 4,265,989 4,013,713 -8.5%
Fund 611, Firemen's Pension Fund (previously Fund 601)
The Firemen's Pension Fund is a closed system with membership limited to firefighters employed prior to March 1, 1970; when
the Law Enforcement Officers and Fire Fighters' (LEOFF) Retirement System was established. This fund provides full
benefits for firefighters, and beneficiaries, retiring prior to March 1, 1970, and excess benefits over LEOFF pensions for those
firefighters retiring thereafter who are members of the plan. Payments for medical bills related to retirement disability for
retirees prior to enactment of LEOFF.
Budget by Fund
7-67
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Budget by Fund
7-68
Details
8-1
Details
In order to best display the information for some of our tables, we chose to summarize specific
subjects and delete some associated details. Here and in the Budget at a Glance section, we are
providing those tables re-expanded and complete with all associated data. Each table here makes
reference to a table in the Budget at a Glance section that it enhances.
The Annual Detail Budget is issued as a separate document to support this budget. It provides
actual and budget revenue and expenditures by account number, as well as by year.
2009 Revenue, Expenditures, Fund Sources, All Funds
General Government General
000 001 003 004 005 006 09/10/11/31 201/215 Govt
General ComSvcs Street CDBG Museum Library Mis Funds LT GO Total 2009
Revenue
Property Tax 17,109,466 6,520,087 4,213,711 - 151,124 1,994,447 - 914,208 30,903,043
Retail Sales and Use Taxes 24,107,253 - 338,209 - - - - 745,357 25,190,819
Excise Taxes 2,603,866 - - - - - - 2,000,000 4,603,866
Other Taxes 9,874,126 4,854,323 1,745,681 - - - - 528,000 17,002,130
Sub-Total Taxes 53,694,711 11,374,410 6,297,601 0 151,124 1,994,447 0 4,187,565 77,699,858
Business License and Permits 742,355 - - - - - - - 742,355
Other License and Permits 2,450,206 - 125,000 - - - - - 2,575,206
Federal/State Grants 105,000 - - 294,596 - - - - 399,596
Other Intergovernmental Revenues 7,159,798 - 1,321,200 - - 90,492 - - 8,571,490
Charges for Goods and Services 3,930,718 1,777,498 1,267,008 - - 6,529 - - 6,981,753
Fines and Forfeits 1,454,000 - - - - 40,000 - - 1,494,000
Interest and Other Earnings 736,000 37,500 41,000 - - 4,300 - 102,816 921,616
Rents, Leases, and Concessions 51,300 636,000 - - - - 29,280 - 716,580
Other Miscellaneous Revenues 123,400 75,500 - - - 2,500 46,000 - 247,400
Non Revenues - - - - - - - - -
Other Financing Sources - - - - - - - - -
Bond Proceeds - - - - - - - - -
Sale of General Fixed Assets - - - - - - - - -
Transfer In 169,000 48,174 - - - - - 300,000 517,174
Total New Revenue 70,616,488 13,949,082 9,051,809 294,596 151,124 2,138,268 75,280 4,590,381 23,167,170
Use of Prior Yr Revenue - - - - - - - - -
Total Resources 70,616,488 13,949,082 9,051,809 294,596 151,124 2,138,268 75,280 4,590,381 100,867,028
Expenditures
Legislative 269,779 269,779
City Attorney 1,696,096 1,696,096
AJLS: Mayor's Office 1,489,887 1,489,887
City Clerk 774,822 774,822
Hearing Examiner 199,328 199,328
Court Services 1,779,112 1,779,112
Community & Economic Development -
Administrative 271,786 271,786
Economic Dev & Neighborhoods 1,357,060 1,357,060
Planning 1,626,602 1,626,602
Development Services 3,844,101 3,844,101
Municipal Arts -
Farmers Market 35,280 35,280
Housing Opportunity -
Human Resources & Risk Mgmt: 1,035,009 1,035,009
Insurance -
Finance & Information Systems 2,037,717 2,037,717
Other City Services/Misc 4,385,885 4,385,885
Debt Service 4,590,381 4,590,381
Police 25,945,815 25,945,815
Fire and Emergency Services 21,265,636 40,000 21,305,636
Public Works -
Administration 489,010 489,010
Transportation 5,260,874 5,260,874
Utility Systems & Technical Svc 688,034 688,034
Maintenance Services 3,700,935 3,700,935
Community Services:-
Community Services 9,792,498 9,792,498
Housing & Human Services 1,012,635 1,012,635
Comm Dev Block Grants 294,596 294,596
Museum 151,124 151,124
Library 2,138,268 2,138,268
Golf Course -
Transfers-Out 1,150,000 4,156,584 90,000 5,396,584
Total Expenditures 71,318,314 13,949,082 9,051,809 294,596 151,124 2,138,268 75,280 4,590,381 101,568,854
Fund Balance, January 1 5,700,508 2,346,623 1,896,459 (18,497) - 1,078,406 316,815 496,251 11,816,564
Total New Revenue 70,616,488 13,949,082 9,051,809 294,596 151,124 2,138,268 75,280 4,590,381 100,867,028
Total Committed Expenditures (71,318,314) (13,949,082) (9,051,809) (294,596) (151,124) (2,138,268) (75,280) (4,590,381) (101,568,854)
Fund Balance Plus Reserves 4,998,682 2,346,623 1,896,459 (18,497) - 1,078,406 316,815 496,251 11,114,738
Operating Reserves 3,126,084 1,115,927 905,181 - - 213,827 - 494,284 5,855,302
Other Reserves/IBNR - - - - - - - - -
Fund Balance (Undesig/Designated 1,872,598 1,230,697 991,278 (18,497) - 864,579 316,815 1,967 5,259,436
Details
8-2
2009 Revenue, Expenditures, Fund Sources, All Funds
Revenue
Property Tax
Retail Sales and Use Taxes
Excise Taxes
Other Taxes
Sub-Total Taxes
Business License and Permits
Other License and Permits
Federal/State Grants
Other Intergovernmental Revenues
Charges for Goods and Services
Fines and Forfeits
Interest and Other Earnings
Rents, Leases, and Concessions
Other Miscellaneous Revenues
Non Revenues
Other Financing Sources
Bond Proceeds
Sale of General Fixed Assets
Transfer In
Total New Revenue
Use of Prior Yr Revenue
Total Resources
Expenditures
Legislative
City Attorney
AJLS: Mayor's Office
City Clerk
Hearing Examiner
Court Services
Community & Economic Developmen
Administrative
Economic Dev & Neighborhoods
Planning
Development Services
Municipal Arts
Farmers Market
Housing Opportunity
Human Resources & Risk Mgmt:
Insurance
Finance & Information Systems
Other City Services/Misc
Debt Service
Police
Fire and Emergency Services
Public Works
Administration
Transportation
Utility Systems & Technical Svc
Maintenance Services
Community Services:
Community Services
Housing & Human Services
Comm Dev Block Grants
Museum
Library
Golf Course
Transfers-Out
Total Expenditures
Fund Balance, January 1
Total New Revenue
Total Committed Expenditures
Fund Balance Plus Reserves
Operating Reserves
Other Reserves/IBNR
Fund Balance (Undesig/Designated
Special Revenue Special
102 108 110 118 125 127 135 Revenue
Arter Str Leased Fac. Lodging Paths 1% Art Cable Com Wetlands Total 2009
- - - - - - - -
- - 265,200 - - - - 265,200
- - - - - - - -
- - - - - 40,674 - 40,674
0 0 265,200 0 0 40,674 0 305,874
- - - - - 45,000 - 45,000
- - - - - - - -
- - - - - - - -
633,475 - - - - - - 633,475
- - - - - - - -
- - - - - - - -
5,100 - 10,200 - - - 10,500 25,800
- 1,244,322 - - - - - 1,244,322
- - 65,000 - - - - 65,000
- - - - - - - -
- - - - - - - -
- - - - - - - -
- - - - - - - -
- - - - - - - -
638,575 1,244,322 340,400 0 0 85,674 10,500 2,319,471
- - - - - - - -
638,575 1,244,322 340,400 0 0 85,674 10,500 2,319,471
-
-
-
85,674 85,674
-
-
-
295,000 295,000
-
-
-
- -
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
673,532 673,532
-
-
-
-
-
750,000 570,790 - - - - - 1,320,790
750,000 1,244,322 295,000 - - 85,674 - 2,374,996
372,730 1,252,058 250,745 3,243 121,678 112,369 8,502 2,121,325
638,575 1,244,322 340,400 - - 85,674 10,500 2,319,471
(750,000) (1,244,322) (295,000) - - (85,674) - (2,374,996)
261,305 1,252,058 296,145 3,243 121,678 112,369 19,002 2,065,800
- - - - - - - -
- - - - - - - -
261,305 1,252,058 296,145 3,243 121,678 112,369 19,002 2,065,800
Details
8-3
2009 Revenue, Expenditures, Fund Sources, All Funds
Revenue
Property Tax
Retail Sales and Use Taxes
Excise Taxes
Other Taxes
Sub-Total Taxes
Business License and Permits
Other License and Permits
Federal/State Grants
Other Intergovernmental Revenues
Charges for Goods and Services
Fines and Forfeits
Interest and Other Earnings
Rents, Leases, and Concessions
Other Miscellaneous Revenues
Non Revenues
Other Financing Sources
Bond Proceeds
Sale of General Fixed Assets
Transfer In
Total New Revenue
Use of Prior Yr Revenue
Total Resources
Expenditures
Legislative
City Attorney
AJLS: Mayor's Office
City Clerk
Hearing Examiner
Court Services
Community & Economic Developmen
Administrative
Economic Dev & Neighborhoods
Planning
Development Services
Municipal Arts
Farmers Market
Housing Opportunity
Human Resources & Risk Mgmt:
Insurance
Finance & Information Systems
Other City Services/Misc
Debt Service
Police
Fire and Emergency Services
Public Works
Administration
Transportation
Utility Systems & Technical Svc
Maintenance Services
Community Services:
Community Services
Housing & Human Services
Comm Dev Block Grants
Museum
Library
Golf Course
Transfers-Out
Total Expenditures
Fund Balance, January 1
Total New Revenue
Total Committed Expenditures
Fund Balance Plus Reserves
Operating Reserves
Other Reserves/IBNR
Fund Balance (Undesig/Designated
Debt Service Capital Project Total
219 303 304 305 316 317 318 326 Capital
Unlim G.O. C D Mitig Fire Mitig Trans Mitig Mun Fac Trans CIP So Lk WA House Opp Funds
- - - - - - - - -
- - - - - - - - -
- - - - 1,000,000 - - - 1,000,000
- - - - 123,000 - - - 123,000
- 0 0 0 1,123,000 0 0 0 1,123,000
- - - - - 1,900,000 - - 1,900,000
- - - - - - - - -
- - - - 95,000 6,833,247 - - 6,928,247
- - - - - 12,116,525 - - 12,116,525
- 300,000 240,000 869,000 - - - - 1,409,000
- - - - - - - - -
5,100 - 60,000 31,000 601,539 - - - 692,539
- - - - - - - - -
- - - - - 116,576 - - 116,576
- - - - - - - - -
- - - - - - - - -
- - - - 5,250,000 - - - 5,250,000
- - - - - - - - -
- - - - 1,551,790 1,650,000 12,500,000 - 15,701,790
5,100 300,000 300,000 900,000 8,621,329 22,616,348 12,500,000 0 45,237,677
- - - - - - - - -
5,100 300,000 300,000 900,000 8,621,329 22,616,348 12,500,000 0 45,237,677
-
-
-
-
-
-
-
12,500,000 12,500,000
85,000 85,000
-
-
-
-
- -
-
-
-
-
523,230 -
3,000,000 3,000,000
-
-
-
22,675,579 22,675,579
-
-
-
(1,933,000) (1,933,000)
-
-
-
-
-
- - 300,000 900,000 7,548,174 - - 8,748,174
523,230 - 300,000 900,000 8,700,174 22,675,579 12,500,000 - 45,075,753
496,117 1,670,013 2,375,768 3,332,475 12,375,317 2,976,783 (999,478) 200,325 21,931,204
5,100 300,000 300,000 900,000 8,621,329 22,616,348 12,500,000 - 45,237,677
(523,230) - (300,000) (900,000) (8,700,174) (22,675,579) (12,500,000) - (45,075,753)
(22,013) 1,970,013 2,375,768 3,332,475 12,296,472 2,917,552 (999,478) 200,325 22,093,128
- - - - - - - - -
- - - - 1,500,000 - - - 1,500,000
(22,013) 1,970,013 2,375,768 3,332,475 10,796,472 2,917,552 (999,478) 200,325 20,593,128
Details
8-4
2009 Revenue, Expenditures, Fund Sources, All Funds
Revenue
Property Tax
Retail Sales and Use Taxes
Excise Taxes
Other Taxes
Sub-Total Taxes
Business License and Permits
Other License and Permits
Federal/State Grants
Other Intergovernmental Revenues
Charges for Goods and Services
Fines and Forfeits
Interest and Other Earnings
Rents, Leases, and Concessions
Other Miscellaneous Revenues
Non Revenues
Other Financing Sources
Bond Proceeds
Sale of General Fixed Assets
Transfer In
Total New Revenue
Use of Prior Yr Revenue
Total Resources
Expenditures
Legislative
City Attorney
AJLS: Mayor's Office
City Clerk
Hearing Examiner
Court Services
Community & Economic Developmen
Administrative
Economic Dev & Neighborhoods
Planning
Development Services
Municipal Arts
Farmers Market
Housing Opportunity
Human Resources & Risk Mgmt:
Insurance
Finance & Information Systems
Other City Services/Misc
Debt Service
Police
Fire and Emergency Services
Public Works
Administration
Transportation
Utility Systems & Technical Svc
Maintenance Services
Community Services:
Community Services
Housing & Human Services
Comm Dev Block Grants
Museum
Library
Golf Course
Transfers-Out
Total Expenditures
Fund Balance, January 1
Total New Revenue
Total Committed Expenditures
Fund Balance Plus Reserves
Operating Reserves
Other Reserves/IBNR
Fund Balance (Undesig/Designated
Enterprise Total
Combined Combined 402 422 403 404 424 Enterprise
Utility Ops Utility CIP Airport Airport CIP Sol Waste Golf Crs Golf CIP Funds
- - - - - - - -
- - - - - - - -
- - - - - - - -
- - - - - - - -
- - 0 0 0 0 0 -
- - - - - - - -
96,100 - - - - - - 96,100
- - - 2,479,000 - - - 2,479,000
- 266,230 - - - - - 266,230
31,806,292 575,337 10,244 - 14,886,528 1,970,369 - 49,248,770
- - - - - - - -
205,680 238,108 14,264 - 4,998 15,300 4,080 482,430
149,400 - 1,185,003 - 71,926 481,990 - 1,888,319
3,000 - - - - 2,040 - 5,040
35,000 - - - - - - 35,000
256,500 4,939,960 - - 159,784 - - 5,356,244
- - - - - - - -
- - - - - - - -
- 2,944,248 - 388,421 - - 150,000 3,482,669
32,551,972 8,963,883 1,209,511 2,867,421 15,123,236 2,469,699 154,080 63,339,802
- - - - - - - -
32,551,972 8,963,883 1,209,511 2,867,421 15,123,236 2,469,699 154,080 63,339,802
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
317,280 136,212 453,492
-
-
-
-
-
-
1,141,958 2,808,000 3,949,958
11,422,036 12,225,000 14,482,820 38,129,856
19,380,505 280,574 19,661,079
-
-
-
-
-
-
2,328,369 150,000 2,478,369
3,296,448 - 388,421 - - 150,000 - 3,834,869
34,416,269 12,225,000 1,530,379 2,808,000 14,899,606 2,478,369 150,000 68,507,623
11,491,349 3,587,306 583,921 284,452 651,755 861,014 257,677 17,717,474
32,551,972 8,963,883 1,209,511 2,867,421 15,123,236 2,469,699 154,080 63,339,802
(34,416,269) (12,225,000) (1,530,379) (2,808,000) (14,899,606) (2,478,369) (150,000) (68,507,623)
9,627,052 326,189 263,053 343,873 875,385 852,344 261,757 12,549,653
2,892,556 - 114,196 - 875,385 503,898 - 4,386,034
3,291,358 - 148,857 - - 441,358 - 3,881,573
3,443,139 326,189 - 343,873 - (92,912) 261,757 4,282,046
Details
8-5
2009 Revenue, Expenditures, Fund Sources, All Funds
Revenue
Property Tax
Retail Sales and Use Taxes
Excise Taxes
Other Taxes
Sub-Total Taxes
Business License and Permits
Other License and Permits
Federal/State Grants
Other Intergovernmental Revenues
Charges for Goods and Services
Fines and Forfeits
Interest and Other Earnings
Rents, Leases, and Concessions
Other Miscellaneous Revenues
Non Revenues
Other Financing Sources
Bond Proceeds
Sale of General Fixed Assets
Transfer In
Total New Revenue
Use of Prior Yr Revenue
Total Resources
Expenditures
Legislative
City Attorney
AJLS: Mayor's Office
City Clerk
Hearing Examiner
Court Services
Community & Economic Developmen
Administrative
Economic Dev & Neighborhoods
Planning
Development Services
Municipal Arts
Farmers Market
Housing Opportunity
Human Resources & Risk Mgmt:
Insurance
Finance & Information Systems
Other City Services/Misc
Debt Service
Police
Fire and Emergency Services
Public Works
Administration
Transportation
Utility Systems & Technical Svc
Maintenance Services
Community Services:
Community Services
Housing & Human Services
Comm Dev Block Grants
Museum
Library
Golf Course
Transfers-Out
Total Expenditures
Fund Balance, January 1
Total New Revenue
Total Committed Expenditures
Fund Balance Plus Reserves
Operating Reserves
Other Reserves/IBNR
Fund Balance (Undesig/Designated
Total Fiduciary All Funds
501 502/512/522 503 504 Internal 611 Total
Equip R&R Insurance Inform Svc Facilities Services Fire Pension 2009
- - - - - - 30,903,043
- - - - - - 25,456,019
- - - - - - 5,603,866
- - - - - - 17,165,804
000 - - 79,128,732
- - - - - - 2,687,355
- - - - - - 2,671,306
- - - - - - 9,806,843
- - - - - 90,000 21,677,720
3,141,300 - 2,834,162 - 5,975,462 - 63,614,985
- - - - - - 1,494,000
81,600 602,829 - - 684,429 200,000 3,011,914
- - - - - - 3,849,221
1,946,400 15,586,627 1,453,157 - 18,986,184 - 19,420,200
- - - - - - 35,000
- - - - - - 5,356,244
- - - - - - 5,250,000
- - - - - - -
547,700 - - 4,051,084 4,598,784 - 24,300,417
5,717,000 16,189,456 4,287,319 4,051,084 30,244,859 290,000 242,303,937
- - - - - - -
5,717,000 16,189,456 4,287,319 4,051,084 30,244,859 290,000 242,303,937
-
- 269,779
- 1,696,096
- 1,489,887
- 860,496
- 199,328
- 1,779,112
- -
- 13,066,786
- 1,442,060
- 1,626,602
- 3,844,101
- -
- 35,280
- -
16,129,706 16,129,706 17,164,715
- -
4,287,316 4,287,316 6,778,525
- 542,276 4,928,161
- 5,113,611
- 28,945,815
- 21,305,636
- -
- 489,010
- 31,886,411
- 38,817,890
3,597,985 3,597,985 26,959,999
- -
4,051,084 4,051,084 12,584,114
- 1,012,635
- 294,596
- 151,124
- 2,138,268
- 2,478,369
- 5,000,000 - - 5,000,000 - 388,421
3,597,985 21,129,706 4,287,316 4,051,084 33,066,091 542,276 251,658,823
2,366,730 16,364,933 1,530,938 - 20,262,601 4,265,989 78,611,275
5,717,000 16,189,456 4,287,319 4,051,084 30,244,859 290,000 242,303,937
(3,597,985) (21,129,706) (4,287,316) (4,051,084) (33,066,091) (542,276) (251,658,823)
4,485,745 11,424,683 1,530,941 - 17,441,369 4,013,713 69,256,389
203,159 5,000,000 299,226 - 5,502,385 - 15,743,721
4,282,587 4,027,996 1,231,715 - 9,542,298 - 14,923,871
- 2,396,687 - - 2,396,687 4,013,713 38,701,166
Internal Service
Details
8-6
Appendix
9-1
Appendix
In this section you will find a wide range of economic statistics, demographic data (Did You
Know?) on page 9-7, and general information about the City of Renton on page 9-2. We also
include a glossary of commonly used budget terms starting on page 9-12.
The City of Renton’s largest taxpayers and principal employers are listed on page 9-4.
The number of full-time employees working for the City, as well as the number of employees for
every 1,000 Renton citizens, is shown on page 9-5.
The graph and table on page 9-6 compares our taxes and rates to those of surrounding
communities.
The Index of Positions begins on page 9-19. It details specifics on City staffing positions and
pay ranges for all represented and non-represented positions. The percent salary increase for
2009 is noted on each table.
General Information -- City of Renton, Washington
Appendix
9-2
DATE OF INCORPORATION ........................ September 6, 1901
FORM OF GOVERNMENT ................................ Mayor - Council
TYPE OF GOVERNMENT ..................... Non-Charter, Code City
LOCATION ............................................. 11 Miles South of Seattle
LAND AREA ..................................................... 22.24 Square Miles
RANK IN SIZE - STATE OF WASHINGTON ....................... 11
RANK IN SIZE - KING COUNTY .............................................. 5
POPULATION Official 12/31/08 ......................................... 80,708
2009 KING CO CERTIFICATION OF ASSESSED VALUATION
For the 2009 Tax Roll Year................................ $13,173,773,069
CITY EMPLOYEES - 2009 Budget
Funded Full Time Equivalents/FTE ....................................... 758.65
(Does not include Intermittent Employees)
2009 PROPERTY TAX LEVY:
General Levy (Includes Fire Pension) ....................... $31,215,195
Special Levy (Excess) .............................................................. $0
TOTAL 2009 PROPERTY TAX LEVY.................... $31,215,195
2009 PROPERTY TAX RATES: (Per $1,000 of Assessed Value)
City of Renton - General Levy ...................................... $2.36923
City of Renton - Special Levy ........................................ . 0.00000
TOTAL City of Renton Property Tax Rate .................. $2.36923
King County ..................................................................... 1.09772
Port of Seattle ................................................................... 0.19700
Hospital District #1 .......................................................... 0.47141
Renton School District #403 ........................................... 3.44056
State of Washington School Fund .................................... 1.96268
Emergency Medical Service ............................................. 0.27404
Ferry District………………….………………………..…0.0500
King County Flood District………………………………0.0900
TOTAL 2009 PROPERTY TAX RATES ...................... $9.95264
Kent School District #415………………………………………………………..……4.06952
Issaquah School District #411..………………………………………………………3.72404
UTILITY TAX RATES:
Electricity, Gas (Utility and Use), and City Utilities
(Water Sewer, Storm Drain, and Solid Waste) ........................ 6%
TV Cable, Telephone, and Cellular Phone .............................. 6%
SALES TAX RATE:
State ....................................................................................... 6.5%
King County Metro ............................................................... 0.6%
King County Transportation .................................................. 0.1%
King County Mental Health……………………………….. 0.1%
Transit and Traffic Congestion (effective 4/1/01) .................... 0.2%
RTA (effective 4/1/09) .......................................................... 0.9%
City of Renton Local Option ................................................ .1.0%
King County Local Option - Criminal Justice ...................... 0.1%
TOTAL SALES TAX RATE .................................................... 9.5%
King County Stadium Tax Rate on Food & Beverage
Sales at Restaurants, Bars and Taverns ................................ 0.5%
Hotel/Motel Tax .................................................................... 1.0%
Public Facilities/Rental Car .................................................. 1.0%
ADMISSION TAX RATE:
Theaters and Other Events ....................................................... 5%
BUSINESS LICENSE FEE..... $55 per Full-Time Equivalent/Year
TWO-YEAR ANIMAL LICENSE FEES: Not Altered Altered
Dog License $20.00 $10.00
Cat License $ 8.00 $4.50
(Lifetime tags for senior citizens offered at one-time fee.)
2009 UTILITY RATES: (Reduced rates for low income senior
citizens, and disabled persons available.)
WATER:
Basic Service Charge (3/4" Meter) ........................ $10.60/Month
CITY SEWER: (Single Family Residence) .... ……$16.17/Month
METRO SEWER: (Single Family Residence) ....... $33.06/Month
STORM SEWER: (Single Family Residence) ......... $7.41/Month
GARBAGE RATES: (Residential)
1 cart (35 gal)/week, curbside ................................. $18.41/Month
Extra garbage (up to 15 gal) per unit …. .................. $3.42/Pickup
ELECTIONS:
Number of Precincts ................................................................ 118
Number of Active Registered Voters (2008) ..................... 42,167
LICENSES & PERMITS: 2009
Business Licenses (includes all businesses) ....................... 4,043
Amusement Device (average) ................................................... 86
Animal Licenses (Dog and Cat) ........................................ 2,833
FIRE & ES PROTECTION:
Number of Commissioned Fire & ES Personnel ..................... 137
Number of Non-Commissioned Personnel ................................ 20
Total Number of Fire & ES Personnel (’09 Budget) ............... 157
Number of Fire Stations (includes FD #25 and #40) .................. 6
Life Support Responses (2008) ............................................ 9,399
All Other Responses (2008) ................................................. 3,003
Total Number of Responses (2008) .................................... 12,402
POLICE PROTECTION:
Number of Commissioned Police Personnel ........................ 120.0
Number of Non-Commissioned Police Personnel .................. 46.4
Total Number of Police Personnel (’09 Budget) .................. 166.4
Number of Calls for Service (2008) ................................... 77,733
PARKS & RECREATION:
Total Parks and Open Space Acreage ................................... 1,181
Number of Developed Parks and Playgrounds .......................... 29
Major Facilities:
Liberty Park Cedar River Trail
Maplewood Golf Course Renton Senior Activity Center
Cedar River Park Carco Theatre
Renton Community Center
Gene Coulon Memorial Beach Park (Lake Washington)
STREETS: 2008
State Signed Routes (Arterials) .............................................. 20.6
City Arterials ......................................................................... 65.43
Local Access Streets ........................................................... 177.75
TOTAL STREETS.............................................................. 263.78
Alleys .................................................................................... 11.10
Number of signalized intersections (2008) .............................. 121
UTILITIES: 2008
WATER UTILITY:
Total Water Customers ....................................................... 17,172
Gallons of Water Produced .................................... 2,704,007,000
Number of Fire Hydrants ...................................................... 3,602
Miles of Water Main ................................................................ 304
SANITARY WASTEWATER UTILITY:
Total Sanitary Wastewater Customers ............................... 16,108
Miles of Gravity Sewer and Force Main ........................... 215.69
STORM WATER UTILITY:
Number of Accounts ........................................................... 21,516
Miles of Storm Water.......................................................... 267.45
SOLID WASTE UTILITY: (Contracted Services)
Total Accounts .................................................................... 16,422
AIRPORT: 2008
Area in acres ....................................................................... 167.21
Feet of Asphalt/Concrete Runway ........................................ 5,379
Total Operations .............................................................. 100,928
LIBRARY: 2008
Libraries (Main and Highlands) .................................................. 2
Number of City Resident Borrowers .................................. 40,357
Number of Non-Resident/King County Borrowers ............ 15,530
Number of Interlibrary Loan Borrowing Libraries .............. 1,221
Total Books/Holdings ..................................................... 194,497
Total Titles ........................................................................ 139,485
Total Circulation ............................................................... 554,223
Appendix
9-3
City of Renton
The City of Renton is located in King County,
Washington, approximately 11 miles southeast of
Seattle and surrounds the southern end of Lake
Washington. Renton has a population of 78,780,
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
an 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, water, wastewater,
stormwater, street construction and maintenance,
parks and recreation, planning and zoning, municipal
court and general government services to its citizens.
The economy of the area is based-manufacturing,
technology-based business, the Port of Seattle,
services industry, tourism, fishing, and agriculture.
The Boeing Company’s Renton Operation is the
largest employer accounting for more than thirty
percent of the area’s workforce.
Appendix
9-4
Largest Taxpayers
Taxpayer Type of Business
Real &
Personal
Property AV
Percentage
of AV
Boeing Aircraft Manufacturing 842,430,440 6.40%
Paccar Heavy Duty Truck Manufacturing 111,316,800 0.85%
Puget Sound Energy-Elec/Gas Electric/Gas Utility 98,478,828 0.75%
AMB Property Corp. Commercial Property Owners 61,191,200 0.46%
Transwestern Harvest Lakeshore Commercial Property Owners 55,735,200 0.42%
Providence Health HMO Medical Centers 53,706,700 0.41%
Fred Meyer Stores Inc Warehouse Clubs and Supercenters 51,138,403 0.39%
Axis Grand Holdings (formerly HSC Real Estate Inc. ) Real Estate 44,625,000 0.34%
BRE Properties Real Estate 40,500,000 0.31%
ECI Two WTC LLC (WTCTPI LLC) Commercial Property Owners 37,433,000 0.28%
Renton Acquisition LLC Real Estate 36,923,500 0.28%
Qwest Corporation Telephone Utility 31,458,649 0.24%
Wal-Mart Warehouse Clubs and Supercenters 30,416,639 0.23%
Safeway Retail 21,999,331 0.17%
Renton Properties LLC Commercial Property Owners 20,568,000 0.16%
Renton Village Associates Commercial Property Owners 13,196,900 0.10%
Total Assessed Valuation- Largest Taxpayers 1,551,118,590 12.05%
Total Assessed Valuation- All Others 11,614,075,195 87.95%
Total Assessed Valuation 13,165,193,785 100.00%
Source
Assessed Valuation: King County Department of Assessment, both real and personal property assessment where applicable (2008 taxroll year.)
Principal Employers
Boeing Company Aircraft Manufacturing 12,829 28.80%
Valley Medical Center General Medical and Surgical Hospital 1,331 2.99%
Renton School District Public Education 1,426 3.20%
Federal Aviation Administration Regulation and Administration of Transportation Program 1,400 3.14%
Paccar Inc Heavy Duty Truck Manufacturing 1,202 2.70%
King County County Government 886 1.99%
Providence Health and Services HMO Medical Centers 734 1.65%
City of Renton City Government 760 1.71%
ER Solutions Inc Computer Systems Design Services 531 1.19%
Wizards of the Coast Hobby Games Producer 472 1.06%
Youngs-Columbia of Washington LLC Wine and Distilled Alcoholic Beverage Merchant Wholesalers 361 0.81%
Wal-mart Warehouse Clubs and Supercenters 339 0.76%
Hunter Douglas Fab Co Blind and Shade Manufacturing 322 0.72%
Fry's Electronics Computer and Software Stores 310 0.70%
Alliance Packaging Corrugated and Solid Fiber Box Manufacturing 306 0.69%
IKEA Furniture Stores 303 0.68%
Total number of Employees - Principal Employers 23,512 52.78%
Total number of Employees - All Other Employers 21,039 47.22%
Total Employees working within Renton 44,551 100.00%
Source: City of Renton Business License Records and individual inquiry where applicable.
Note: The table does not include non-profit organizations. The FTE count for the City of Renton does not include temporary employees.
Appendix
9-5
Full-Time Employee (FTE) Staffing Levels per 1,000 Renton Citizens
The graph below represents the number of regular full time employees (FTE) working for the City
of Renton, as well as the number of employees per every 1,000 Renton citizens. The number of
FTEs has increased 38 percent between 1998 and 2008, while the population grew 74.4 percent
during the 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 1000 citizens
City of Renton Full-Time Employee (FTE) Staffing levels per 1,000 Renton Citizens
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Em
p
l
o
y
e
e
s
p
e
r
1
,
0
0
0
P
o
p
u
l
a
t
i
o
n
Po
p
u
l
a
t
i
o
n
Total Population of Renton
Employees per 1,000 Population
Regular Employees per Total Population
Year FTE's 1,000 Population of Renton
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
2006 620.0 10.62 58,360
2007 641.0 10.63 60,290
2008 780.0 9.66 80,708
Source
Population: State of Washington Office of Financial Management
All other information: City of Renton Finance Department
Appendix
9-6
Comparison of Renton Taxes and Rates
16.17 11.02
20.08 12.99
12.29
34.78
11.64
18.41 19.99
19.16 29.81 12.53
23.00
24.79
$2.64 $1.94 $1.43
$2.82
$1.92
$2.77
$3.02
$55 $50
$0
$50 $90
$90
$50
23.38
24.22
33.90
19.55
31.69
34.35
29.68
7.41 13.38
13.80
5.94
16.56
8.58
5.92
Renton Auburn Bellevue Kent Redmond Seattle Tukwila
Wastewater Solid Waste Property Tax Business License Water Storm
Renton's
Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila
Population - 4 80,708 67,005 119,200 86,980 51,320 592,800 18,080
Tax Rates
Av g. Prop Tax/$1,000 AV 4 2.64 1.94 1.43 2.82 1.92 2.77 3.02
Electric Utility 1 6.0% 5.0% 5.0% 6.0% 6.0% 6.0% 6.0%
Cable TV 2 6.0% N/A 4.8% N/A N/A 10.0% 6.0%
B & O (1)N/A N/A N/A 0.15% N/A N/A 0.215% N/A
Admissions 1 5.0% 5.0% 3.0% 5.0% 5.0% 5.0% 5.0%
Licenses & Fees
Business-Renewal (2)3 $55 $50 $0 $50 $90 $90 $50
Golf (18 holes) (3)4 $32 $35 $33 $35 N/A N/A $30
Dog License (4)7 $20 $60 $60 $60 $63 $40 $60
Utility Rates (5)
Water (750 CF) (6)6 23.38 24.22 33.90 19.55 31.69 34.35 29.68
Wastewater (7)3 16.17 11.02 20.08 12.99 12.29 34.78 11.64
Stormwater (8)5 7.41 13.38 13.80 5.94 16.56 8.58 5.92
Solid Waste / Garbage (9)6 18.41 19.99 19.16 29.81 12.53 23.00 24.79
Notes: Information collected in 2008. (1) Seattle has a second B&O rate for service related businesses (0.215%). (2) Cities
calculate business license fees using a variety of different methods. Bellevue is participating in a joint licensing program with the
State. No business renewal fee in Bellevue. Kent's fee for the first year is $100, with a lower renewal fee. Tukwila rates are $100 for
0 - 20 employees, $150 for 21 - 100 employees, and $200 for 101 employees and above. (3) Kent, Auburn, Tukwila, Bellevue, and
Renton fees differ for weekday/weekend, based on summer weekend rates when applicable. (4) With the exception of Renton and
Seattle, all cities surveyed use King County Animal Control. Fees are for unaltered animals for one year. Renton has a $20 two
year license. (5) Based on single family household. (6) Rates were based on 750 cubic feet of water. For Seattle, Kent and Tukwila,
the rates are based on a weighted average of summer and winter rates. (7) Rates were based on 750 cubic feet of water. Rates do not
include King County Wastewater treatment charge of $27.95. (8) Bellevue's rate is an average rate based on a 10,000 - 12,000 sq. ft.
lot area (between 20% and 40% developed). Kent's rate depends on the drainage basin affected, ranging from $2.67 to $7.62 per
month. (9) For the following cities, service is provided and billed by an outside contractor: Bellevue (Rabanco), Kent, Redmond, and
Tukwila. Auburn rates are based on Waste Management services rates. For comparison purposes, rates are based on 32-gal size
can and includes garbage, recycling, and yard waste collection. City of Redmond rates are based on 35-gal size can.
Appendix
9-7
Did You Know?
• Respondents to a 2008 citizen survey were satisfied with the overall quality of life in
Renton, with 73% rating Renton as a good or excellent place to live, and 82% saying they
would be somewhat or very likely to recommend living in Renton.
• Renton has grown tremendously in recent years. With a current population of roughly
80,000, that is a 95% increase since 1990 and a 62% increase just since 2000. 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. The program serves nearly
50 recognized neighborhoods and their households and residents with neighborhood
picnics, the grant program, including both project and newsletter grants, and personal
contact.
• Since inception, 141 matching grants awarded to 46 different neighborhoods have helped
fund local neighborhood improvements. While the City has invested nearly $300,000 in
funding the combined projects, neighbors have matched that dollar investment with
volunteer work and sweat equity.
• In addition to maintaining a high standard of drinking water quality, the City of Renton
also diligently maintains 300 miles of pipe, 9 wells, 1 spring, 9 reservoirs, 12 pump
stations, 2 water treatment facilities, 3,544 fire hydrants, and 16,958 metered
connections.
• We operate two large treatment facilities - the Maplewood treatment facility and the
corrosion control facility. In addition, we treat all water with chlorine and fluoride.
These treatments take place at each well house.
• The Renton Police Department responds to priority one emergency calls within three
minutes. In 2008, the department did respond to approximately 78,000 calls for service.
This is a significant increase over 2007, but is primarily the result of the Benson Hill
annexation. Our investigation unit continues to clear 83% of crimes investigated
(exceeding our goal of 80%).
• 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 designed to provide
Appendix
9-8
social and recreational opportunities to senior citizens and those with special needs all
add to Renton’s quality of life.
• Hundreds of people contribute thousands of hours of service annually throughout the City
of Renton. The Community Services Department receives over 28,000 hours of volunteer
service each year adding value to our programs worth $546,000. Volunteers are coaches,
serve at special events or in a park, members of organizations and clubs, they are young
or young at heart and their civic engagement builds a community and network of
neighborhoods that care.
• Adopting a park can be a one day event and is made easy for business, clubs, or
organizations who want to dig in and make a difference. In 2008, over 29 different
groups rolled up their sleeves and helped maintain 15 different parks, pulling weeds,
raking leaves, painting, or planting shrubs and trees.
• To conserve water, the Maplewood Golf Course has established a water recycling process
for cleaning range balls.
• Over 7,000 cubic yards of litter is picked up and removed from parks each year.
• Renton libraries provide patrons with wireless internet access within the library and
access to a variety of online reference databases plus the ability to place holds or renew
items from home, school, or office Internet computers. Renton Library system's
collection offers over 190,000 items in a variety of media to meet the community’s
information and entertainment needs, including roughly 170,000 books, 9,000 videos,
5,000 books-on-tape, 6,000 DVDs, and 450 magazine subscriptions.
• 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 detectors and carbon monoxide detector installations. The goal is to increase the
health and safety of Renton residents and keep neighborhoods maintained. In 2007, we
served 289 households and provided 684 health and safety related repairs.
• The City provides funding to a number of area human service providers using both
General Funds and Community Development Block Grant funds. For 2007, $465,559
was allocated to 37 different human service programs serving Renton residents. $200,000
was allocated to the Housing Repair Assistance Program.
• The City of Renton has 29 developed public parks comprising 265 acres, 12.5 miles of
trails, an 18-hole public golf course, and 813 acres of public open space for passive and
active recreation. The City also maintains a boathouse, theater, community center, two
neighborhood centers, a museum, two public libraries, and an aquatic center.
• In 2007, attendance at the Henry Moses Aquatic Center was 69,394, not including 1,165
students in swimming lessons. Twilight Swim attendance increased from 2007 to 2008
by 25%. From our end of season survey: 97% rated the overall aquatic center experience
as excellent or good, 95% rated the lifeguards as excellent or good, and 95% will return
in 2009.
• 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.
Appendix
9-9
• 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, Burnett Linear Park, Heritage Park,
Windsor Hills Park, North Highlands, Jones Park, Kennydale Lions, and Sunset Court
Park.
• 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 Renton’s 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 at Liberty Park 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. Liberty Park also serves as the main festival grounds for Renton’s
annual community family celebration, Renton River Days. Since 1986, and held each
year during the fourth weekend of July, nearly 40 events and programs feature
entertainment, arts, food, recreation, and special activities for residents, families, and
Puget Sound region tourists.
• This past year, Carco Theatre presented numerous events, such as "Choklate" for Black
History Month in February, Missoula Children's Theater in May, and the 23rd annual
summer teen musical, "Once Upon a Mattress" in July and August. Studio Theater's
StoryBook Theater returned to Carco from the IPAC this past fall. Valley Community
Theater continues its local productions at Carco.
• Carco received a 4Culture grant for new curtains that were installed in 2008, and a
$7,200 grant was also received from 4Culture for the production of the summer teen
musical. With assistance from the Renton Municipal Arts Commission, the Carco gallery
of artists has been revived, and we look forward to artist's receptions in 2009.
• 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 44,000 people are employed in Renton as of May, 2008. 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, software publisher Topics Entertainment, Providence Health and
Services, and the Seattle Seahawks.
• 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, Sam's Club, Target, and Lowes stores bring millions of dollars to the
local economy. In 2007, total sales tax revenue increased by over 8 percent, hotel/motel
tax revenue increased by 8.1 percent, and construction revenue resulting primarily from
the new “Landing” development continues its significant growth.
Appendix
9-10
• 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 26 sanitary sewer lift stations and 2
stormwater pumping stations, 222.25 miles of stormwater pipe, and 206.33 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 Surface Water Utility also maintains and operates 83 storm water management flow
control and water quality treatment facilities.
• 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.
• The Fire Department changed their name to Fire and Emergency Services because fire is
only one of many services the Department provides to the community.
• Fire and Emergency Services has 145 uniform and 21 non-uniform members. In addition
to serving the City, they provide service to King County Fire District’s 25 and 40.
• Ninety-percent of the time, Fire and Emergency Services personnel will be on scene of an
emergency within 7 minutes and 30 seconds. The average response time for the first
arriving unit is 5 minutes and 10 seconds.
• Within the first 9 months of 2008, 420 members of the community took the first step of
being prepared for a disaster by completing a disaster preparedness survey.
• The Fire and Emergency Services’ Community Risk Reduction Section inspects 4,273
permitted occupancies with an eight-member staff.
• The City maintains communications systems and support for 145 network devices, 50
miles of fiber optic and 30 miles of copper cabling, 895 phone sets, 10 PBX phone
switches, 2TB of data backups, 32 network servers, 683 workstations, pda's, copier
management (61), supports over 3,868 calls for service annually and 24 enterprise class
software applications. In addition, the City handles 734,000 outbound mail parcels, and
produces over 2.3 million in press production annually.
• 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 2,140 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.
• For many consecutive years, the City has received the annual Government Finance
Officers Association Distinguished Budget Award and the Excellence in Financial
Reporting Award.
Appendix
9-11
• The City’s credit rating was improved by Standard and Poor’s, as well Fitch Rating
services in 2006 from A+ to AA- (on a scale of AAA). This recognizes strong financial
programs, reserves, budgetary controls, and other attributes that make the City a good
credit risk with respect to the purchase of its bonds which finance public improvements.
Appendix
9-12
Budget Glossary
Accounting System: The total set of records and procedures, which are used to record, classify,
and report information on the financial status and operations of an entity.
Accrual Basis: A basis of accounting in which transactions are recognized at the time they are
incurred, as opposed to when cash is received or spent. Also, see Modified Accrual Basis of
Accounting.
Activity: A combination of people, technology, supplies, methods, and environment that produce
a given product or service.
Ad Val Orem Taxes: A tax levied on the assessed value of real property.
Agency Fund: A fund used to account for assets held by a government as an agent for
individuals, private organizations, other governments, and/or other funds.
Appropriation: Legislation by the City Council that approves budgets for individual funds.
Appropriation ordinances authorize spending in the personnel services, non-personnel services,
employee benefits, equipment accounts, debt service, and capital categories. Departments cannot
spend more money than is approved in these categories. Appropriations can only be adjusted by
passage of a subsequent ordinance of the City Council upon recommendation by the Mayor.
Arbitrage: The excess of the yield on investments acquired with gross proceeds of a bond issue
over the bond yield of the issue. This excess must be rebated to the United States Treasury, and
is called arbitrage rebate.
Assessed Valuation: The estimated value placed upon real and personal property by the King
County Assessor as the basis for levying property taxes.
Balanced Budget: Funding recommendations for the operating and capital budgets do not
exceed the estimated resources.
BARS: The State of Washington prescribed Budgeting, Accounting, Reporting System Manual
required for all governmental entities in the State of Washington.
Base Budget: Ongoing expense for personnel, contractual services, and the replacement of
supplies and equipment required to maintain service levels previously authorized by the City
Council.
Biennial Budget: A budget applicable to a two-year fiscal period.
Bond (Debt Instrument): A written promise to pay (debt) a specified sum of money (called
principal or face value) at a specified future date (called the maturity date) along with periodic
interest paid at a specified percentage of the principal (interest rate). Bonds are typically used for
long-term debt to pay for specific capital expenditures.
Budget: Budget adopted by Renton’s City Council that goes into effect on January 1st, including
amendments through December 31st, of the current year.
Budget (Operating): A plan of financial operation embodying an estimate of proposed
expenditures for a given period (typically a fiscal year) and the proposed means of financing
them (revenue estimates). The term is also used to denote the officially approved expenditure
ceilings under which the City and its departments operate.
Appendix
9-13
Budget Adjustment: A procedure to revise a budget appropriation either by City Council
approval through the adoption of a supplemental appropriation ordinance for any
interdepartmental or interfund adjustments, or authorization by the Mayor to adjust
appropriations within a departmental budget.
Budgets and Budgetary Accounting: The City of Renton budgets its funds in accordance with
the Revised Code of Washington (RCW) 35A.33. In compliance with the Code, annual
appropriated budgets are adopted for the General, Special Revenue, Debt Service, and Capital
Projects Funds. Any unexpended appropriations lapse at the end of the fiscal year. The City of
Renton budgets on a cash basis.
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 Investment Program.
Capital Assets: Assets of significant value, which assets have a useful life of several years.
Capital Investment Program: A separately published plan for capital expenditures to be incurred
each year over a period of six future years, which sets forth each capital project identifying the
expected beginning and ending date for each project, the amount to be expended in each year,
and the method of financing those expenditures.
Capital Outlay: Expenditures, which result in the acquisition of, or additions to, capital assets.
Examples include land, buildings, machinery and equipment, and construction projects.
Cash Basis: A basis of accounting in which transactions are recognized only when cash is
received or disbursed. The City of Renton operates on a cash basis.
Committed Expenditures: Appropriated expenditures (see definition of appropriation.)
Comprehensive Plan: A general plan that outlines growth and land use for residential,
commercial, industrial, and open space areas.
Contingency: A budgetary reserve set-aside for emergencies or unforeseen expenditures not
otherwise budgeted for.
Cost Center: An organization budget/operating unit within each City division or department.
Councilmanic Bonds: Councilmanic bonds refer to bonds issued with the approval of the
Council, as opposed to voted bonds, which must be approved by vote of the public.
Councilmanic bonds must not exceed .75 percent of the assessed valuation and voted bonds 1.75
percent.
Debt Manual: A manual that provides comprehensive reference material and information
relevant to City of Renton legal debt responsibilities, limitations, and authority.
Appendix
9-14
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.
Expenditures: Where accounts are kept on the accrual or modified accrual basis of accounting,
the cost of goods received or services rendered whether cash payments have been made or not.
Where accounts are kept on a cash basis, expenditures are recognized only when the cash
payments for the above purposes are made.
FICA: Federal Insurance Contribution Act is an employment tax levied against both an
employee and employer for Social Security and Medicare taxes.
FEMA: The Federal Emergency Management Act is a Federal initiative designed to provide
financial assistance in the event of an emergency.
Fund: An independent fiscal and accounting entity with a self-balancing set of accounts
recording cash and/or other resources together with all related liabilities, obligations, reserves,
and equities which are segregated for the purpose of carrying on specific activities or attaining
certain objectives.
Full-Time Equivalent Position (FTE): FTE is a measure of a position by its budgeted hours. For
example, 1 FTE equals 2,080 hours and .75 FTE equals 1,566 hours.
Appendix
9-15
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 the Debt Service Funds
and Capital Investment Funds.
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.
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.
Appendix
9-16
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.
Object: As used in expenditure classification, this term applies to the type of item purchased or
the service obtained (as distinguished from the results obtained from expenditures). Examples
are personnel services, contractual services, and materials and supplies.
Objective: Desired accomplishment that can be measured and achieved within a given time
frame.
Operating Funds: Recurring revenue sources used to finance ongoing operating expenditures
and pay-as-you-go capital projects.
8% Operating Reserve: Unavailable fund balance that represents eight percent of the operating
expenditures.
Operating Transfer: Routine and/or recurring transfers of assets between funds.
Other Services and Charges: A basic classification for services other than personnel services
that are needed by the City. This item includes professional services, communication, travel,
advertising, rentals and leases, insurance, public utility services, repairs and maintenance, and
miscellaneous.
PERS: Public Employees Retirement System provided for, other than Police and Fire, by the
State of Washington.
PWTF: See Public Works Trust Fund.
Performance Measures: Indicators of program performance that are collected to show the
impact of resources spent on city services directly tied to program results.
Personnel Benefits: Those benefits paid by the City as part of the conditions of employment.
Examples include insurance and retirement benefits.
Appendix
9-17
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.
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.
Appendix
9-18
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.
Index of Positions and Pay Ranges – Elected Officials, Management, and Non-Union Supervisory
Appendix
9-19
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Status Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
ELECTED OFFICIALS
(5.5% increase for 2009 )
e10 Mayor (1)10,819 129,828
e09 City Council Members (2)950 11,400
e08 8,307 99,684 8,729 104,748 9,169 110,028 9,633 115,596 10,119 121,428
e11 Municipal Court Judge (Salary is effective from September 2008 - August 2009 & is 95% of District Court Judge Salary) 11,219 134,628
MANAGEMENT & SUPERVISORY
NON-UNION
(5.5% increase for 2009 )
m53 Chief Administrative Officer (3) 10,900 130,800 11,453 137,436 12,032 144,384 12,640 151,680 13,272 159,264
m52 10,633 127,596 11,169 134,028 11,741 140,892 12,336 148,032 12,950 155,400
m51 10,373 124,476 10,900 130,800 11,453 137,436 12,032 144,384 12,640 151,680
m50 10,119 121,428 10,633 127,596 11,169 134,028 11,741 140,892 12,336 148,032
m49 City Attorney 9,874 118,488 10,373 124,476 10,900 130,800 11,453 137,436 12,032 144,384
Community Services Administrator (3)
Community & Economic Development Administrator (3)
Finance/Information Services Administrator (3)
Fire/Emergency Services Administrator (3)
Human Resources & Risk Mgmt Administrator (3)
Public Works Administrator (3)
Police Chief (3)
m48 9,633 115,596 10,119 121,428 10,633 127,596 11,169 134,028 11,741 140,892
m47 9,400 112,800 9,874 118,488 10,373 124,476 10,900 130,800 11,453 137,436
m46 9,169 110,028 9,633 115,596 10,119 121,428 10,633 127,596 11,169 134,028
m45 Assistant Chief Administrative Officer (3) 8,946 107,352 9,400 112,800 9,874 118,488 10,373 124,476 10,900 130,800
Deputy Fire Chief (3)
Deputy P/B/PW Administrator - Transportation (3)
Police Deputy Chief (4)
m44 8,729 104,748 9,169 110,028 9,633 115,596 10,119 121,428 10,633 127,596
m43 8,515 102,180 8,946 107,352 9,400 112,800 9,874 118,488 10,373 124,476
m42 Senior Assistant City Attorney 8,307 99,684 8,729 104,748 9,169 110,028 9,633 115,596 10,119 121,428
m41 8,106 97,272 8,515 102,180 8,946 107,352 9,400 112,800 9,874 118,488
m40 7,908 94,896 8,307 99,684 8,729 104,748 9,169 110,028 9,633 115,596
m39 7,715 92,580 8,106 97,272 8,515 102,180 8,946 107,352 9,400 112,800
m38 Communications Director 7,527 90,324 7,908 94,896 8,307 99,684 8,729 104,748 9,169 110,028
Court Services Director
Development Services Director
Economic Development Director
Emergency Management Director
Facilities Director
Fiscal Services Director
Information Services Director
Library Director
Maintenance Services Director
Parks Director
Planning Director
Recreation Director
Utility Systems Director
m37 Police Commander (5) 7,346 88,152 7,715 92,580 8,106 97,272 8,515 102,180 8,946 107,352
Police Manager (5)
m36 7,165 85,980 7,527 90,324 7,908 94,896 8,307 99,684 8,729 104,748
m35 Assistant City Attorney 6,989 83,868 7,346 88,152 7,715 92,580 8,106 97,272 8,515 102,180
Chief Prosecuting Attorney
Hearing Examiner
m34 6,816 81,792 7,165 85,980 7,527 90,324 7,908 94,896 8,307 99,684
m33 Current Planning Manager 6,651 79,812 6,989 83,868 7,346 88,152 7,715 92,580 8,106 97,272
Development Engineering Supervisor
Long Range Planning Manager
Transportation Design Supervisor
Transportation Operations Manager
Transportation Planning Supervisor
Utility Engineering Supervisor
Water Maintenance Manager
m32 Airport Manager 6,489 77,868 6,816 81,792 7,165 85,980 7,527 90,324 7,908 94,896
Building Official
Index of Positions and Pay Ranges – Elected Officials, Management, and Non-Union Supervisory
Appendix
9-20
NON-UNION - Continued
m32 Community Development Project Manager 6,489 77,868 6,816 81,792 7,165 85,980 7,527 90,324 7,908 94,896
Golf Course Manager
Park Maintenance Manager/City Forester
m31 6,331 75,972 6,651 79,812 6,989 83,868 7,346 88,152 7,715 92,580
m30 Application Support Manager 6,178 74,136 6,489 77,868 6,816 81,792 7,165 85,980 7,527 90,324
City Clerk/Cable Manager
Fleet Manager
Human Resources Manager
Risk Manager
m29 Human Services Manager 6,023 72,276 6,331 75,972 6,651 79,812 6,989 83,868 7,346 88,152
Prosecuting Attorney
m28 Facilities Manager 5,881 70,572 6,178 74,136 6,489 77,868 6,816 81,792 7,165 85,980
Recreation Manager
Street Maintenance Manager
Waste Water/Special Operations Manager
m27 Assistant Library Director 5,737 68,844 6,023 72,276 6,331 75,972 6,651 79,812 6,989 83,868
Transportation Maintenance Supervisor
m26 Assistant Fire Marshal 5,597 67,164 5,881 70,572 6,178 74,136 6,489 77,868 6,816 81,792
Financial Services Manager
m25 Community Services Resource & Funding Mg 5,460 65,520 5,737 68,844 6,023 72,276 6,331 75,972 6,651 79,812
Senior Finance Analyst
Solid Waste Coordinator
m24 Principal Financial & Administrative Analyst 5,329 63,948 5,597 67,164 5,881 70,572 6,178 74,136 6,489 77,868
m23 U Open Space Coordinator 5,194 62,328 5,460 65,520 5,737 68,844 6,023 72,276 6,331 75,972
Recreation Supervisor
m22 Community Relation & Events Coordinator 5,071 60,852 5,329 63,948 5,597 67,164 5,881 70,572 6,178 74,136
Museum Manager
Senior Employee Benefits Analyst
Sr HR Analyst/Civil Service Coordinator
m21 Communications Specialist II 4,947 59,364 5,194 62,328 5,460 65,520 5,737 68,844 6,023 72,276
Golf Course Supervisor
m20 Golf Professional 4,826 57,912 5,071 60,852 5,329 63,948 5,597 67,164 5,881 70,572
Human Resources Analyst
Safety Officer
m19 4,710 56,520 4,947 59,364 5,194 62,328 5,460 65,520 5,737 68,844
m18 4,591 55,092 4,826 57,912 5,071 60,852 5,329 63,948 5,597 67,164
m17 City Council Liaison 4,482 53,784 4,710 56,520 4,947 59,364 5,194 62,328 5,460 65,520
Deputy City Clerk
Executive Secretary
Risk Management Analyst
(1) In addition to salary receives $4,800 annual car allowance. LONGEVITY SCHEDULE
(2) Council members salary set per Ordinance 4757 (01/01/99) NON-UNION
(3) Not eligible for Longevity/Education or Uniform Allowance Completion of 5 Yrs 2% Step a13E $98 per month
(4) Not eligible for Longevity/Education or Uniform Allowance Completion of 10 Yrs 3% Step a13E $146 per month
Eligible for 2.5% cash premium or 2.5% into deferred Completion of 15 Yrs 4% Step a13E $195 per month
compensation per employee's discretion for passing physical fitness Completion of 20 Yrs 5% Step a13E $244 per month
(5) Receive Education/Longevity & Uniform Allowance based on Union Completion of 25 Yrs 6% Step a13E $293 per month
Contract plus eligible for 2.5% deferred compensation for passing
physical fitness.
(6) 4 year term starting 2/1/2009 expires 1/31/2013
The City contributes 2% of employee's base wage per year to a
deferred compensation account for Management and Non-
epresented employees except for CAO receives $8,500 per ye
Index of Positions and Pay Ranges – Local 2170
5.5% Increase for January 1, 2009
Appendix
9-21
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Status Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
NON-UNION (CLERICAL, OTHER)
(5.5% increase for 2009)
n16 Finance Analyst III 4,354 52,248 4,574 54,888 4,801 57,612 5,046 60,552 5,297 63,564
n15 4,241 50,892 4,461 53,532 4,686 56,232 4,924 59,088 5,174 62,088
n14 Administrative Assistant 4,143 49,716 4,354 52,248 4,574 54,888 4,801 57,612 5,046 60,552
n13 Finance Analyst II 4,040 48,480 4,241 50,892 4,461 53,532 4,686 56,232 4,924 59,088
Lead Payroll Analyst
n12 3,946 47,352 4,143 49,716 4,354 52,248 4,574 54,888 4,801 57,612
n11 Assistant Golf Professional 3,845 46,140 4,040 48,480 4,241 50,892 4,461 53,532 4,686 56,232
Human Resources Systems Technician
n10 Finance Analyst I 3,752 45,024 3,946 47,352 4,143 49,716 4,354 52,248 4,574 54,888
n09 3,663 43,956 3,845 46,140 4,040 48,480 4,241 50,892 4,461 53,532
n08 3,572 42,864 3,752 45,024 3,946 47,352 4,143 49,716 4,354 52,248
n07 Secretary II EX 3,486 41,832 3,663 43,956 3,845 46,140 4,040 48,480 4,241 50,892
n06 3,399 40,788 3,572 42,864 3,752 45,024 3,946 47,352 4,143 49,716
n05 Secretary I EX 3,318 39,816 3,486 41,832 3,663 43,956 3,845 46,140 4,040 48,480
n04 3,238 38,856 3,399 40,788 3,572 42,864 3,752 45,024 3,946 47,352
n03 3,161 37,932 3,318 39,816 3,486 41,832 3,663 43,956 3,845 46,140
n02 3,083 36,996 3,238 38,856 3,399 40,788 3,572 42,864 3,752 45,024
n01 3,012 36,144 3,161 37,932 3,318 39,816 3,486 41,832 3,663 43,956
The City contributes 2% of employee's base wage per year LONGEVITY SCHEDULE
to a deferred compensation account for Management and NON-UNION
Non-Represented employees except for CAO receives Completion of 5 Yrs 2% Step a13E $98 per month
$8,500 per year. Completion of 10 Yrs 3% Step a13E $146 per month
Completion of 15 Yrs 4% Step a13E $195 per month
Completion of 20 Yrs 5% Step a13E $244 per month
Completion of 25 Yrs 6% Step a13E $293 per month
Index of Positions and Pay Ranges – Local 2170
5.5% Increase for January 1, 2009
Appendix
9-22
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
GradeStatus Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
UNION - LOCAL 2170
(5.5% Increase for 2009)
a34 6,725 80,700 7,061 84,732 7,416 88,992 7,786 93,432 8,176 98,112
a33 6,561 78,732 6,893 82,716 7,245 86,940 7,610 91,320 7,987 95,844
a32 Network Systems Manager 6,403 76,836 6,725 80,700 7,061 84,732 7,416 88,992 7,786 93,432
Principal Civil Engineer-Transportation Division
Utility/GIS Engineer
a31 6,242 74,904 6,561 78,732 6,893 82,716 7,245 86,940 7,610 91,320
a30 6,092 73,104 6,403 76,836 6,725 80,700 7,061 84,732 7,416 88,992
a29 Program Development Coordinator II 5,945 71,340 6,242 74,904 6,561 78,732 6,893 82,716 7,245 86,940
Mapping Coordinator
a28 Civil Engineer III 5,799 69,588 6,092 73,104 6,403 76,836 6,725 80,700 7,061 84,732
a27 5,658 67,896 5,945 71,340 6,242 74,904 6,561 78,732 6,893 82,716
a26 5,519 66,228 5,799 69,588 6,092 73,104 6,403 76,836 6,725 80,700
a25 Capital Project Coordinator 5,385 64,620 5,658 67,896 5,945 71,340 6,242 74,904 6,561 78,732
Civil Engineer II
Facilities Coordinator
Neighborhood Program Coordinator
Program Development Coordinator I
Property Services Agent
a24 Database Technician 5,253 63,036 5,519 66,228 5,799 69,588 6,092 73,104 6,403 76,836
Lead Building Inspector
Lead Construction Inspector
Lead Fire Inspector
Senior Economic Development Specialist
Senior Network Systems Specialist
Senior Planner
Senior Systems Analyst
Transportation Planner
a23 Assistant Airport Manager 5,127 61,524 5,385 64,620 5,658 67,896 5,945 71,340 6,242 74,904
Building Plan Reviewer
Business Systems Analyst
Engineering Specialist III
Fire Plan Reviewer/Inspector III
Pavement Management Technician
Property Services Specialist
Street Maintenance Services Supervisor
Waste Water Maintenance Services Supervisor
a22 Lead Code Compliance Inspector 5,003 60,036 5,253 63,036 5,519 66,228 5,799 69,588 6,092 73,104
Librarian
a21 Building Inspector - Electrical 4,879 58,548 5,127 61,524 5,385 64,620 5,658 67,896 5,945 71,340
Building Inspector/Combination
Civil Engineer I
Communication Specialist II
Construction Inspector
Emergency Management Coordinator
Facilities Supervisor
Fire Inspector III
Park Maintenance Supervisor
Service Desk Supervisor
Signal/Electronics Systems Technician II
Systems Analyst/Programmer
Water Maintenance Services Supervisor
Water Utility Maintenance Supervisor
a20 Associate Planner 4,759 57,108 5,003 60,036 5,253 63,036 5,519 66,228 5,799 69,588
Economic Development Specialist
Housing Repair Coordinator
Network Systems Specialist
a19 Accounting Supervisor 4,642 55,704 4,879 58,548 5,127 61,524 5,385 64,620 5,658 67,896
Code Compliance Inspector
Energy Plans Reviewer/Permit Representative
Index of Positions and Pay Ranges – Local 2170
5.5% Increase for January 1, 2009
Appendix
9-23
UNION - LOCAL 2170 Continued
a19 Engineering Specialist II 4,642 55,704 4,879 58,548 5,127 61,524 5,385 64,620 5,658 67,896
Fire Inspector II
Fire Plan Reviewer/Inspector II
HVAC Systems Technician
Lead Vehicle & Equipment Mechanic
Water Utility Instrumentation/SCADA Technician
a18 CDBG Specialist 4,533 54,396 4,759 57,108 5,003 60,036 5,253 63,036 5,519 66,228
Development Services Representative
Lead Water Utility Pump Station Mechanic
Probation Officer
Recreation Program Coordinator
a17 Custodial Services Supervisor 4,419 53,028 4,642 55,704 4,879 58,548 5,127 61,524 5,385 64,620
Fire Inspector I
Fire Plan Reviewer/Inspector I
Library Supervisor
Maintenance Buyer
Paralegal
Service Desk Technician
Signal/Electronic Systems Tech I
Traffic Sign & Paint Supervisor
Water Quality/Treatment Plant Operator
a16 Assistant Planner 4,315 51,780 4,533 54,396 4,759 57,108 5,003 60,036 5,253 63,036
Lead Golf Course Maintenance Worker
Lead Maintenance Services Worker
Lead Park Maintenance Worker
Neighborhood Program Assistant
a15 Facilities Technician II 4,204 50,448 4,419 53,028 4,642 55,704 4,879 58,548 5,127 61,524
Grounds Equipment Mechanic
Lead Judicial Specialist
Lift Station Technician
Planning Technician II
Vehicle & Equipment Mechanic
Water Utility Maintenance Technician
a14 4,106 49,272 4,315 51,780 4,533 54,396 4,759 57,108 5,003 60,036
a13 Engineering Specialist I 4,004 48,048 4,204 50,448 4,419 53,028 4,642 55,704 4,879 58,548
Facilities Technician I
Print & Mail Supervisor
Program Specialist
Signal/Electronics System Assistant II
a12 Communication Specialist I 3,909 46,908 4,106 49,272 4,315 51,780 4,533 54,396 4,759 57,108
Fire Code Inspector Trainee
Golf Course Maintenance Worker III
Maintenance Services Worker III
Multimedia/Records Specialist
Parks Maintenance Worker III
Traffic Maintenance Worker II
a11 Administrative Secretary II 3,812 45,744 4,004 48,048 4,204 50,448 4,419 53,028 4,642 55,704
Airport Maintenance Worker
Fleet Management Technician
Lead Maintenance Custodian
Payroll Analyst
Records Management Coordinator
Recreation Specialist
a10 Form/Graphic Technician 3,719 44,628 3,909 46,908 4,106 49,272 4,315 51,780 4,533 54,396
Judicial Specialist/Trainer
Permit Technician
Probation Clerk
a09 Accounting Assistant IV 3,627 43,524 3,812 45,744 4,004 48,048 4,204 50,448 4,419 53,028
Administrative Secretary I
Fire District Liaison
Index of Positions and Pay Ranges – Local 2170
5.5% Increase for January 1, 2009
Appendix
9-24
UNION - LOCAL 2170 Continued
a09 Library Assistant II 3,627 43,524 3,812 45,744 4,004 48,048 4,204 50,448 4,419 53,028
Mechanic's Assistant
Planning Technician I
Records Management Specialist
Recreation Systems Technician
Signal/Electronics Systems Assistant I
a08 Golf Course Maintenance Worker II 3,540 42,480 3,719 44,628 3,909 46,908 4,106 49,272 4,315 51,780
Golf Course Operations Specialist
Housing Repair Technician
Judicial Specialist
Lead Office Assistant
Maintenance Services Worker II
Parks Maintenance Worker II
Purchasing Assistant
Traffic Maintenance Worker I
a07 Accounting Assistant III 3,455 41,460 3,627 43,524 3,812 45,744 4,004 48,048 4,204 50,448
Hearing Examiner's Secretary
Legal Assistant
Library Technical Assistant
Maintenance Custodian
Print & Mail Operator
Secretary II
Water Meter Reader
a06 3,374 40,488 3,540 42,480 3,719 44,628 3,909 46,908 4,106 49,272
a05 Accounting Assistant II 3,289 39,468 3,455 41,460 3,627 43,524 3,812 45,744 4,004 48,048
Office Assistant III
Secretary I
a04 Golf Course Maintenance Worker I 3,211 38,532 3,374 40,488 3,540 42,480 3,719 44,628 3,909 46,908
Lead Custodian
Maintenance Services Worker I
Parks Maintenance Worker I
Pro Shop Assistant
Solid Waste Maintenance Worker
a03 Accounting Assistant I 3,132 37,584 3,289 39,468 3,455 41,460 3,627 43,524 3,812 45,744
Library Assistant I
Office Assistant II
a02 3,060 36,720 3,211 38,532 3,374 40,488 3,540 42,480 3,719 44,628
a01 Custodian 2,981 35,772 3,132 37,584 3,289 39,468 3,455 41,460 3,627 43,524
Office Assistant I
The City contributes 2% of employee's base wage per LONGEVITY SCHEDULE
ar to a deferred compensation account LOCAL 2170
Completion of 5 Yrs 2% Step a13 E $98 per month
Completion of 10 Yrs 3% Step a13 E $146 per month
Completion of 15 Yrs 4% Step a13 E $195 per month
Completion of 20 Yrs 5% Step a13 E $244 per month
Completion of 25 Yrs 6% Step a13 E $293 per month
Index of Positions and Pay Ranges – Fire and Emergency Services Department,
Commissioned Officers
5.5% Increase for January 1, 2009
Appendix
9-25
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 4,507 54,084 4,605 55,260 4,973 59,676 6,046 72,552
f71 Lieutenant (15% over D Step Fire Fighter) 6,953 83,436
f72 Captain (13% over Lieutenant) 7,857 94,284
f73 Battalion Chief (15% over Captain) 9,036 108,432
Deputy Fire Chief For salary information, see Management & Supervisory Matrix, Grade m45
Fire/Emergency Services Adm For salary information, see Management & Supervisory Matrix, Grade m49
FIRE DEPARTMENT LONGEVITY SCHEDULE
Longevity is based on the following schedule, rounded to the nearest whole dollar.
% of D Step Fire Fighter Salary = $6,046
Monthly
Percent Amount
Completion of 5 years ---------------- 2% $121
Completion of 10 years ---------------- 4% $242
Completion of 15 years ---------------- 6% $363
Completion of 20 years ---------------- 10% $605
Completion of 25 years ---------------- 12% $726
FIRE DEPARTMENT DAY SHIFT DIFFERENTIAL
Personnel assigned to day shift for 30 consecutive days or more (excluding light duty).
Grades 71, 72 and 73: 5% of base wage per pay period
FIRE DEPARTMENT EDUCATIONAL INCENTIVE PAY
% applicable to base firefighter's salary, rounded to nearest whole dollar.
Monthly
%Step D
Fire Science Certification 2% 121
Fire Science Degree (Two Year) 4% 242
Four Year & Fire Science Degrees 6% 363
Above % for Grades 70, 71 and 72 only; % Based on D Step Firefighter Base Pay.
Four Year & Fire Science Degrees 2% 121
DEFERRED COMPENSATION /INCOME PROTECTION PLAN
For Grades 70, 71, 72 & 73: The City contributes 3.5% of employee's base wage per year to a deferred compensation
or other income protection plan.
For Grades 70, 71, 72, and 73, the City will contribute 2.5% of employee's base wage per year to deferred compensation plan for passing physical fitness
prior to the beginning of each year.
UNIFORM ALLOWANCE
For Grades 70, 71, 72 and 73 the Uniform allowance will be 1.25% of top step of firefighter annual base pay.
HOURS OF WORK: 2,430 Hours/Year; 46.6 Hours/Week.
Note: Please refer to 2009 labor agreement for specific information.
Above % for Grade 73 only, % Based on D step Firefighter Base Pay
Index of Positions and Pay Ranges – Police Department, Commissioned Officers
5.5% Increase for January 1, 2009
Appendix
9-26
12 Mos Salary 12 Mos Salary 12 Mos Salary 12 Mos Salary 12 Mos Salary
Grade Position Title Step A Step B Step C Step D Step E
pc60 Police Officer 4,518 54,216 4,900 58,800 5,286 63,432 5,664 67,968 6,046 72,552
Salary 24 Mos Salary Salary
Grade Position Title Step A
pc61 Sergeant 6,953 83,436 7,301 87,612
Police Commander See Management & Supervisory Matrix, Grade m37
Police Deputy Chief See Management & Supervisory Matrix, Grade m45
Police Chief See Management & Supervisory Matrix, Grade m49
Police Manager See Management & Supervisory Matrix, Grade m37 (non-commissioned)
COMMISSIONED POLICE OFFICER'S HAZARD DUTY AND PREMIUM PAY
Percent
Bicycle Officers -------------------------3%
Bi-lingual ---------------------------------3%
Detectives -------------------------------3%
Traffic Assignment---------------------3%
Canine Officer --------------------------3%
Corporal Assignment -----------------7.5%
Field Training Officer ----------------- 3%
Training Officer--------------------------3%
REACT------------------------------------3%
SRT Assignment -----------------------4%
SRO Assignment-----------------------3%
Patrol Officer - 12 Hr Differential---5.24%
Civil Disturbance Unit ---------------- Paid at rate of double time with 3 hrs.
minimum when called to emergency.
Crisis Communication Unit-------Paid at rate of double time with 3 hrs.
minimum when called to assist SRT.
POLICE COMMISSIONED
MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE
Completed Yrs of Service 5 10 15 20 25
Longevity 2% 4% 6% 10% 12%
MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE
AA Degree/90 credits 4%
BA Degree/Masters Degree 6%
The City also contributes 3.0% of employee's wage base toward deferred compensation.
The City will contribute 3.0% of employee's wage base toward deferred compensation for passing physical fitness prior to beginning of each calendar year.
Police Patrol: Effective 7-1-95, schedule revised to 12 hour (3 on/3 off) shift
resulting in additional 109 hours worked per officer per year. 2,189 hours per year total.
Effective January 1, 2008, Sergeants assigned to Investigation and Traffic Unit will not receive the 3% premium
if they have been in the position of Sergeant for 24 months.
NOTE: Please refer to 2009 labor agreement for specific information
Step B
Index of Positions and Pay Ranges – Police Department, Commissioned Officers
5.5% Increase for January 1, 2009
Appendix
9-27
0
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
pn50 Parking Enforcement Officer 2,781 33,372 3,023 36,276 3,361 40,332 3,734 44,808 3,916 46,992
pn51 Police Secretary 3,089 37,068 3,336 40,032 3,671 44,052 4,040 48,480 4,239 50,868
pn52 Animal Control Officer 3,576 42,912 3,866 46,392 4,252 51,024 4,676 56,112 4,909 58,908
pn52 Jailer 3,576 42,912 3,866 46,392 4,252 51,024 4,676 56,112 4,909 58,908
pn53 Evidence Technician 3,791 45,492 4,092 49,104 4,504 54,048 4,955 59,460 5,209 62,508
Police Community Program
pn54 Coordinator 4,028 48,336 4,352 52,224 4,781 57,372 5,155 61,860 5,414 64,968
pn54 Crime Analyst 4,028 48,336 4,352 52,224 4,781 57,372 5,155 61,860 5,414 64,968
Electronic Home
pn56 Detention Jailer 3,974 47,688 4,290 51,480 4,723 56,676 5,192 62,304 5,450 65,400
Police Service Specialist Lead
pn57 7.5% above Specialist step 4,867 58,404
Police Service Specialist Supervisor
pn58 15% above Specialist step E 5,206 62,472
Jail Sergeant
pn59 15% above Jailer step E 5,645 67,740
pn60 3,584 43,008 3,895 46,740 4,328 51,936 4,757 57,084 5,007 60,084
pn61 Domestic Violence Victim 3,760 45,120 4,084 49,008 4,540 54,480 4,989 59,868 5,253 63,036
Advocate
pn62 Police Service Specialist 3,299 39,588 3,562 42,744 3,921 47,052 4,314 51,768 4,527 54,324
(Position is Non-Union/Salary Increases & Benefits Based on those Negotiated by Police Non-Commissioned)
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
Police Administrative
pn55 Assistant 3,866 46,392 4,063 48,756 4,266 51,192 4,483 53,796 4,711 56,532
Percent Grade
Bilingual Premium…………………….. 2% Base Pay
Jail Staff & Jail Sergeants 12 Hr. Differential……. 5.24%
Training Pay/Police Service Specialist/Jailer…
Crisis Communication Unit………………………Paid at rate of double time with 3 hours minimum.
POLICE NON-COMMISSIONED
MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE
Completed Yrs of Service 5 10 15 20 25
Longevity 2% 4% 6% 10% 12%
MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE
AA Degree/90 credits 4%
BA Degree/Masters Degree 6%
The City contributes 3.0% of the employee's base wage to a deferred compensation plan
for all union members in recognition of police department's national accrediation.
The City will contribute 3.0% of employee's wage base toward deferred compensation for passing physical fitness prior to beginning of each calendar year.
POLICE NON-COMMISSIONED PREMIUM PAY
1 hr of straight pay for each day as Trainer
Index of Positions and Pay Ranges – Police Department, Non-Commissioned Officers
5.5% Increase for January 1, 2009
Appendix
9-28
0
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Grade Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
pn50 Parking Enforcement Officer 2,781 33,372 3,023 36,276 3,361 40,332 3,734 44,808 3,916 46,992
pn51 Police Secretary 3,089 37,068 3,336 40,032 3,671 44,052 4,040 48,480 4,239 50,868
pn52 Animal Control Officer 3,576 42,912 3,866 46,392 4,252 51,024 4,676 56,112 4,909 58,908
pn52 Jailer 3,576 42,912 3,866 46,392 4,252 51,024 4,676 56,112 4,909 58,908
pn53 Evidence Technician 3,791 45,492 4,092 49,104 4,504 54,048 4,955 59,460 5,209 62,508
Police Community Program
pn54 Coordinator 4,028 48,336 4,352 52,224 4,781 57,372 5,155 61,860 5,414 64,968
pn54 Crime Analyst 4,028 48,336 4,352 52,224 4,781 57,372 5,155 61,860 5,414 64,968
Electronic Home
pn56 Detention Jailer 3,974 47,688 4,290 51,480 4,723 56,676 5,192 62,304 5,450 65,400
Police Service Specialist Lead
pn57 7.5% above Specialist step 4,867 58,404
Police Service Specialist Supervisor
pn58 15% above Specialist step E 5,206 62,472
Jail Sergeant
pn59 15% above Jailer step E 5,645 67,740
pn60 3,584 43,008 3,895 46,740 4,328 51,936 4,757 57,084 5,007 60,084
pn61 Domestic Violence Victim 3,760 45,120 4,084 49,008 4,540 54,480 4,989 59,868 5,253 63,036
Advocate
pn62 Police Service Specialist 3,299 39,588 3,562 42,744 3,921 47,052 4,314 51,768 4,527 54,324
(Position is Non-Union/Salary Increases & Benefits Based on those Negotiated by Police Non-Commissioned)
12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual 12 Mos Annual
Position Title Step A Salary Step B Salary Step C Salary Step D Salary Step E Salary
Police Administrative
pn55 Assistant 3,866 46,392 4,063 48,756 4,266 51,192 4,483 53,796 4,711 56,532
Percent Grade
Bilingual Premium…………………….. 2% Base Pay
Jail Staff & Jail Sergeants 12 Hr. Differential……. 5.24%
Training Pay/Police Service Specialist/Jailer…
Crisis Communication Unit………………………Paid at rate of double time with 3 hours minimum.
POLICE NON-COMMISSIONED
MONTHLY LONGEVITY INCENTIVE PAY SCHEDULE
Completed Yrs of Service 5 10 15 20 25
Longevity 2% 4% 6% 10% 12%
MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE
AA Degree/90 credits 4%
BA Degree/Masters Degree 6%
The City contributes 3.0% of the employee's base wage to a deferred compensation plan
for all union members in recognition of police department's national accrediation.
The City will contribute 3.0% of employee's wage base toward deferred compensation for passing physical fitness prior to beginning of each calendar year.
POLICE NON-COMMISSIONED PREMIUM PAY
1 hr of straight pay for each day as Trainer