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HomeMy WebLinkAbout2011-2012 Adopted Budget.pdfRenton City Hall • 1055 South Grady Way • Renton, Washington 98057 • rentonwa.gov City of Renton 2011-2012 Adopted Budget 2011-2016 Goals Renton Business Plan 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: 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 Capitalize on the diversity of the community • to build stronger neighborhoods and ensure the availability of city services to all Creating a positive work environment • Meeting service demands through innovation • and commitment to excellence 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 in the South Lake Washington area 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 residents 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 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 Influence 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 i Meet the service demands that contribute to the livability of the community 2011-2016 Actions: Develop a strategy to meet long-term staff facility needs, including the • potential construction of a new city hall. Develop a strategy and funding for construction of a new parks and • facilities maintenance facility. Design and construct a Fire & Emergency Services facility to enhance • service levels in Kennydale and other neighborhoods in the northern portion of the city. Develop a plan to increase public access and enjoyment of the Cedar • River through the city’s urban center. Complete and implement the Parks, Recreation and Open Space Plan, • which identifies needs and funding for acquisition and development. Successfully transition to King County Library System services and • develop new library facilities in downtown Renton and the Sunset area. Develop and implement on-line systems to improve customer service • and increase options for how residents get city services. Work within Community Planning Areas to assist businesses and residents • prepare themselves for a potential emergency. Continue to implement the Community Planning Initiative to better align • the city’s planning efforts with the services it provides and the desires of the community. Establish service delivery standards through the development of a • Fire & Emergency Services Master Plan. Support the Renton Historical Society in the implementation of the • Renton History Museum’s Master Plan. Expand and beautify the Rainier Avenue corridor by constructing new • business and transit lanes and pedestrian-oriented streetscape improvements. Work with The Boeing Company, Puget Sound Energy, and Southport to • extend Park Avenue North to provide direct access to Lake Washington. Successfully transition to a biennial budget process.• Develop a performance management system that better connects the • City’s goals and desired outcomes with employee performance. Develop and present to the voters a “Quality of Life” bond and/or levy • measure to fund a significant package of parks, recreation, and other community amenities. Depending on the outcome of the annexation election, facilitate the • successful transition of municipal services to the Fairwood area. Create an inventory roadmap that helps residents, businesses, and non-• profit organizations make connections to city and community resources. Engage residents in promoting ways to embrace and celebrate Renton’s • rich diversity. Manage growth through sound urban planning 2011-2016 Actions: Continue the comprehensive review and update of the city’s development • regulations to ensure a balance between sound land use planning, economic development and environmental protection while ensuring a streamlined and predictable process. Develop a package of “green” building incentives.• Complete the State-mandated update of the city’s Comprehensive Plan.• Develop a comprehensive transportation plan for the City Center.• Develop and implement a West Hill Community Transition Plan—a strategy • enlisting intergovernmental, non-profit, and corporate support for the revitalization of the West Hill Potential Annexation Area. Influence decisions that impact the City of Renton 2011-2016 Actions: In partnership with other member cities, facilitate the successful opening • of the SCORE regional misdemeanant correctional facility. Work with METRO to plan for the successful launch of Renton-SeaTac-• Burien RapidRide bus rapid transit service. Plan for future high-capacity transit investments and ensure they are built • in a timely manner, consistent with community desires. Increase the frequency and number of bus routes connecting the Renton • Highlands and The Landing and downtown Renton. Enhance the partnership between the city and the Renton School District • by pursuing joint operating agreements for like services and other potential efficiencies. Support efforts to permanently fortify the Howard Hanson Dam and certify • and/or improve the Green River levy system and mitigate the impacts of FEMA’s revised 100-year floodplain map. Work with King County and others to ensure that future uses of the BNSF • rail corridor are consistent with community desires. Work with WSDOT and the State Legislature to ensure the timely • expansion of the Bellevue-to-Renton segment of Interstate 405. Promote strong neighborhoods 2011-2016 Actions: Work with the Renton Housing Authority and Renton School District • to implement the recommendations of the Sunset Area Community Investment Strategy, including the redevelopment of the Sunset Terrace properties. Achieve an overall crime rate that is less than the King County average.• Complete regional trails through Renton including the Lake Washington, • Springbrook / Interurban, and Lake-to-Sound trails. Improve pedestrian connections citywide, including the connection • between The Landing to the Sunset area. Create forums and strategies to better engage the city’s diverse • population. Build a stronger workforce and community as a whole by supporting • programs and initiatives that promote active living and healthy eating. Promote citywide economic development 2011-2016 Actions: Work with The Boeing Company and other aerospace companies to • increase the number of aerospace industry jobs in Renton. Aggressively recruit new high-profile and high-wage employers to locate • in Renton, while working with existing employers to retain and expand the number of jobs in the community. Aggressively pursue the redevelopment of key large and high-profile • properties throughout the city. Engage key downtown property owners and encourage the timely • redevelopment and/or renovation of aging buildings. Explore the feasibility of establishing the Northwest Salmon Discovery • Center. Enact the recommendations of the Arts & Culture Master Plan.• #VTJOFTT1MBO"DUJPOTt ii Mayor Denis Law  Renton City Council  From left to right: Rich Zwicker, Don Persson, Terri Briere,  Marcie Palmer, King Parker, Randy Corman, and Greg Taylor  iii *Chair/contact                                                                                                                                                      Vacancies and expired appointments are shown in italics  **No Meeting in August                                                                                                                                                                                                    Updated 02/10/2011  ***No meeting in July / August     Boards, Commissions, and Committees Location Day Time  AIRPORT ADVISORY COMMITTEE  Meetings scheduled as needed  Airport at Large: Robert Brahm, Diane Paholke, Ulf Goranson, Todd Banks Kennydale Neighborhood:  Marleen Mandt, Mark Hancock    Airport Leaseholders: Vacant (Michael O'Leary), Robert Ingersoll,North Renton Neighborhood: Lee Chicoine, Ben Johnson Vacant (Kurt Boswell), Michael Rice Renton Hill/Monterey Terrace: Vacant (Michael Schultz), Vacant (Dina Aircraft Owner’s & Pilot’s Associations: Robert Dempster, Karen Stemwell Davis) The Boeing Company: Tom Lambro South Renton Neighborhood: Robert Moran, Vacant (Robert Bonner) WA Pilot’s Association: Alfred Banholzer Talbot Hill Neighborhood:Jennifer Ann Rutkowski, Matthew Devine   Mercer Island: Vacant (Elliott Newman) West Hill Neighborhood:Roger Lewis, John Middlebrooks Highlands Neighborhood: Richard Siers, Vacant (Michael Krohn) 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, Jonna Lee Hough, Andee Jorgensen*, Doug Kyes, Sonja Kyes, Sonja Mejlaender (City staff), Ted Rodriguez, Salvador Sahagun    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 Department Rep.),  Bruce Phillips (Retired Firefighter), Chuck Christensen (Retired Firefighter [Alternate]) HUMAN SERVICES ADVISORY COMMITTEE 7th Flr. Council Conf.Rm. 3rd Tuesday 3 p.m.  Margie Albritton, Rob Spier, Linda Mae Smith, Nicole Wicks, Rolf Dragseth, Charles Gray, Elizabeth Stevens, Vacant (Samantha Williams) (youth), Robin Jones*,  Alicia Glenwell, Adria Krail  LEOFF BOARD 1st Flr. HR Conf. Rm. 4th Tuesday 8 a.m.  Richard Anderson (Police),  James Matthew (Fire), Greg Taylor (City Council), King Parker (City Council), Jim Phelan (At‐Large)  LIBRARY ADVISORY BOARD 7th Flr. Council Conf.Rm. 3rd Wednesday 5:30 p.m.  Laurie Beden*, Amy Pieper, Catherine Ploue‐Smith, Erica Richey, Suze Uri  MUNICIPAL ARTS COMMISSION** 7th Flr. Council Conf.Rm. 1st Tuesday 4:30 p.m.  Frederick Lund, Jerri Everett, Evelyn Reingold, Vacant (Linda Middlebrooks), Denise Zullig, Peter Hartley, Wesley Van Doren, Doug Kyes, Patricia Pepper*,   Sarah Eldridge, Britt McKenzie, Vacant (Dalia Amin)  NISHIWAKI SISTER CITY ADVISORY COMMITTEE*** 7th Flr. Council Conf.Rm. 2nd Tuesday 4:30 p.m.  Pat Auten, Wyman Dobson, Becky Gibbs, Sonja Mejlaender (City staff), Richard Morris, Nancy Osborn, Roger Richert*, Betty Vaughn, Marty Wine (City staff)      NON‐MOTORIZED TRANSPORTATION ADVISORY COMMITTEE Liberty Park  Building   1st Thursday    Semi‐ Annually June & Dec.  4:30 p.m.  Bob Elliot, Margaret Feaster, Dorothy Flower, Jean Hobart, Pete Maas*, Craig Paynter, Robert Peterson, Frances Pieper, Janene Sestak, Vacant (Paul Wantzelius)   PARKS COMMISSION Locations vary 2nd Tuesday 4:30 p.m.  Cynthia Burns, Al Dieckman*, Michael O’Donin, Vacant (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, Martin Regge, Michael Drollinger, Michael O'Halloran  RENTON HOUSING AUTHORITY 2900 NE 10th St. 2nd Monday 9 a.m.  Merna Wheeler, Salley Eastey, Tom Tasa, Gerald Marsh, Maxine Anderson  SENIOR CITIZENS ADVISORY COMMITTEE Senior Activity Center  1st and 3rd Mondays 10 a.m.  Dorothy Cook, Mary Lou Gilbert, Mary Brown, Ben Cheney, Ruby Griffin, Eric Eastberg, Marge Cochran‐Reep, Emilie McCue, Elaine Koehler, Mary Ann Ellingson,  Mary Burns‐Haley, Sandra Polley, Rose Warren, Douglas Gregory, Pat Baylor    iv                 The Government Finance Officers Association of the United States and Canada (GFOA)  presented an award of Distinguished Budget Presentation to the City of Renton for its  annual budget for the fiscal year beginning January 1, 2010.  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  2011/2012 Budget to GFOA to determine its eligibility for another award.  v                              City of Renton, Washington    2011/2012 ADOPTED  BUDGET       Acknowledgments  Iwen Wang Finance and Information Technology Administrator  Gina Jarvis Fiscal Services Director  Jill Masunaga Senior Finance Analyst  Kristi Rowland Senior Finance Analyst  Tina Hemphill Finance Analyst III  Kari Roller Finance Analyst III  Hai Nguyen Finance Analyst III  Tracy Schuld   Accounting Supervisor  Cindy Zinck  Financial Services Manager  Mary Roy  Administrative Assistant  Karl Hurst Print and Mail Coordinator  Beth Haglund Form/Graphic Technician        Contact  Renton City Hall  1055 South Grady Way  Renton, Washington  98057    Phone: 425‐430‐6868  Fax: 425‐430‐6855  Website: rentonwa.gov  vi     Readers Guide to the Budget    The following Reader's Guide lists each major section of this document in the order that it appears and provides  a brief description of what you will find in that section.  Please refer to the Table of Contents for specific section  locations and content details.    Section 1:  Executive Summary  The Introduction presents the Mayor’s budget message.  His letter articulates City initiatives and issues for the  2011/2012 Biennial Budget.  Following this are the 2011/2012 Budget Highlights, Budget at a Glance, Long  Range Plan, and Financial Management Policies.  Included in the Budget at a Glance section is a condensed view  of the budget, covering everything from a summary of the budget process to summaries for fund types,  department expenditures and employment history, and revenue sources and levels.    Section 2:  Renton Results  In this section we present the City of Renton’s performance management initiative originated in 2007 to clearly  illustrate the services provided by the City of Renton, the resources needed to provide these services, and the  results of the service efforts to facilitate policy decisions and provide accountability to the community.    Section 3:  Budget by Department  In this section we present budget information organized by department and division. Each department, and  each division within that department, presents its mission statement, expenditure budget, staffing levels, and  funding decisions.    Section 4:  Debt Management  An extensive overview of Renton’s debt program is presented here.  This includes financial data on debt  limitations, property tax rates and revenues, long‐term debt service requirements, and a schedule of the City’s  overall outstanding debt.    Section 5:  Capital Investment Program (CIP)   This project listing provides a summary of the six‐year CIP plan.  We list projects by activity and by managing  department.    Section 6:  Budget by Fund  This section gives a display for each fund’s revenue, expenditures, and fund balance that compares current  program levels with those of past years.    Section 7:  Appendix  In this appendix, we provide selected demographics, economic statistics, an index of salaries and pay ranges,  and some general information about the City of Renton.  We have also included here a glossary of commonly  used budget terms.  vii Table of Contents  Page    EXECUTIVE SUMMARY  Budget Message from the Mayor 1‐1 2011/2012 Budget Highlights 1‐11 Budget at a Glance 1‐21 Long Range Plan 1‐49 Financial Management Policies 1‐67  RENTON RESULTS  Renton Results Overview 2‐1 Summary Listing of Offers by City Service Area 2‐5 Safety and Health Request for Results 2‐15 Representative Government Request for Results 2‐23 Livable Community Request for Results 2‐32 Mobility Request for Results 2‐39 Utilities and Environment Request for Results 2‐45 Internal Support Request for Results 2‐54  BUDGET BY DEPARTMENT  Legislative 3‐1 Executive 3‐7 City Attorney 3‐21 Court Services 3‐25 Community and Economic Development (CED) 3‐31 Community Services 3‐47 Finance and Information Technology (FIT) 3‐73 Fire and Emergency Services 3‐81 Human Resources and Risk Management (HR&RM) 3‐91 Other City Services 3‐99 Police 3‐101 Public Works (PW) 3‐117  DEBT MANAGEMENT  Debt Margin Overview 4‐1 Outstanding Debt 4‐2 General Obligation Debt Computation of Limitation of Indebtness 4‐3 Debt Service to Maturity by Funding Sources 4‐3 General Obligation Debt 4‐4 Waterworks Debt Summary 4‐7 Revenue Bonds 4‐7 Public Works Trust Fund Loans 4‐10 Golf Course Debt Summary 4‐12  CAPITAL INVESTMENT PROGRAM  City Wide Narrative 5‐1 City Wide Summary 5‐5 viii Table of Contents  Page   General Government 5‐7 Internal Service Funds 5‐43 Transportation 5‐47 Airport 5‐91 Golf Course 5‐113 Water 5‐121 Wastewater 5‐135 Surface Water 5‐163  BUDGET BY FUND  General Governmental 6‐1 Special Revenue 6‐15 Debt Service 6‐23 Capital Investment Program 6‐25 Enterprise 6‐33 Internal Service 6‐51 Investment Trust 6‐61  APPENDIX  General Information 7‐1 Largest Taxpayers/Principal Employers 7‐3 Full‐Time Employee Staffing 7‐4 Comparison of Taxes and Rates 7‐5 Index of Positions and Pay Ranges 7‐6 Rates and Fees Schedule 7‐30 Budget Glossary 7‐53   ix             1 EXECUTIVE SUMMARY     Budget Message from the Mayor      1‐1    2011/2012 Budget Highlights      1‐11    Budget at a Glance      1‐21    Long Range Plan      1‐49    Financial Management Policies      1‐67     RENTON CITIZENS MAYOR Denis Law 425‐430‐6500 MUNICIPAL COURT JUDGE Terry Jurado 425‐430‐6550 CITY COUNCIL Terri Briere, President Randy Corman, Marcie Palmer, King  Parker, Don Persson, Greg Taylor,  Rich Zwicker 425‐430‐6500 CHIEF ADMINISTRATIVEOFFICER Jay Covington 425‐430‐6500 COMMUNITY SERVICES Terry Higashiyama, Administrator 425‐430‐6600 PUBLICWORKS Gregg Zimmerman, Administrator 425‐430‐7394 EXECUTIVE Marty Wine, Assistant CAO 425‐430‐6500 COMMUNITY AND ECONOMIC  DEVELOPMENT Alex Pietsch, Administrator 425‐430‐6580 Facilities Peter Renner, Director Renton History Museum Elizabeth Stewart, Manager Neighborhoods, Resources,  and Events Maintenance Services Michael Stenhouse, Director Utility Systems Lys Hornsby, Director Transportation Systems Rich Perteet, Deputy PW  Administrator Economic Development Suzanne Dale Estey, Director Development Services Neil Watts, Director Planning Chip Vincent, Director Mayor's Office City Clerk / Cable Manager Bonnie Walton, City Clerk Hearing Examiner Fred Kaufman, Hearing  Examiner Communications Preeti Shridhar, Director CITYATTORNEY Larry Warren, Administrator 425‐255‐8678 Human Services Karen Bergsvik, Manager Parks Planning & Natural  Resources Leslie Betlach, Director Recreation Tim Williams, Director FINANCE AND INFORMATION  TECHNOLOGY Iwen Wang, Administrator 425‐430‐6858 RENTON CITIZENS MAYOR Denis Law 425‐430‐6500 MUNICIPAL COURT JUDGE Terry Jurado 425‐430‐6550 CITY COUNCIL Terri Briere, President Randy Corman, Marcie Palmer, King  Parker, Don Persson, Greg Taylor,  Rich Zwicker 425‐430‐6500 CHIEF ADMINISTRATIVEOFFICER Jay Covington 425‐430‐6500 COMMUNITY SERVICES Terry Higashiyama, Administrator 425‐430‐6600 PUBLICWORKS Gregg Zimmerman, Administrator 425‐430‐7394 EXECUTIVE Marty Wine, Assistant CAO 425‐430‐6500 COMMUNITY AND ECONOMIC  DEVELOPMENT Alex Pietsch, Administrator 425‐430‐6580 POLICE Kevin Milosevich, Chief 425‐430‐7503 FIRE AND EMERGENCY SERVICES Mark Peterson, Chief/ Administrator 425‐430‐7051 HUMAN RESOURCES & RISK MANAGEMENT NancyCarlson, Administrator 425‐430‐7650 Facilities Peter Renner, Director Renton History Museum Elizabeth Stewart, Manager Neighborhoods, Resources,  and Events Bonnie Rerecich, Manager Maintenance Services Michael Stenhouse, Director Utility Systems Lys Hornsby, Director Transportation Systems Rich Perteet, Deputy PW  Administrator Economic Development Suzanne Dale Estey, Director Development Services Neil Watts, Director Planning Chip Vincent, Director Mayor's Office City Clerk / Cable Manager Bonnie Walton, City Clerk Hearing Examiner Fred Kaufman, Hearing  Examiner Communications Preeti Shridhar, Director Support Operations Bureau Tim Troxel, Deputy Chief Field Operations Bureau Chuck Marsalisi, Deputy Chief Response Operations Bill Flora, Deputy  Fire Chief Safety and Support Services Erik Wallgren, Deputy Fire  Community Risk Reduction Emergency Management Deborah Needham, Director Human Resources Maria Boggs, Manager Risk Management Robin Robertson, Manager Benefits Finance Gina Jarvis, Director Information Technology Mehdi Sadri, Director Staff and Auxiliary  Services Special Operations Investigations Administrative  Services Patrol Services Patrol Operations CITYATTORNEY Larry Warren, Administrator 425‐255‐8678 Parks & Golf Course Kelly Beymer, Director Human Services Karen Bergsvik, Manager Parks Planning & Natural  Resources Leslie Betlach, Director Recreation Tim Williams, Director     BUDGET MESSAGE  Mayor Denis Law/October 18, 2010  Good evening Council,  I appreciate the time this evening to present to you my proposed budget for  2011‐2012. As required by law, this budget is balanced and represents our  ongoing effort to maintain quality city services for our citizens at a time when  operating revenues continue to decline.  Our country is continuing to struggle through the worst economic recession in  history, even though we’re told the recession is officially over. While it’s  encouraging to see some slight improvement in the economy, high  unemployment, housing foreclosures and an extremely tight lending market are  providing little relief to our businesses or residents. And we should all be  convinced by now that this recovery will take a long, long time.  The trickle down affect of this poor economy on government services is very  evident. Nearly every day, we read headlines about continued layoffs in  government jobs.  Washington State has an immediate crisis due to a $520 million dollar gap for the  remainder of this year and a $4.6 billion dollar hole for the upcoming biennium.  Seattle indicates that 200 employees face lay‐offs. And King County has a $63  million dollar budget gap and is threatening hundreds of layoffs including sheriff’s  deputies.  Cities are also facing tough times. Lynnwood is struggling with a $20 million dollar  deficit that is threatening 80 positions. Preliminary budget discussions in Federal  Way indicate plans to eliminate nearly 40 positions including 18 police officers,  and Redmond is anticipating a decrease of nearly 28 positions on top of the 22  that were eliminated in 2009. Tukwila is dealing with a $4 million dollar shortfall  and is considering eliminating one of their fire engines as part of anticipated staff  reductions. Even Mercer Island is eliminating 8.5 positions and Bellevue is  Executive Summary - Budget Message from the Mayor 1 - 1     reporting an $11 million deficit with plans to reduce staff by 85 positions, which  includes 25 additional layoffs. This scenario is playing out throughout our state,  including here at home.  As part of our efforts to balance our upcoming budget, we, too, are forced to  propose eliminating equivalent to four and a half full‐time positions. And while  it’s very painful to lay off quality workers, especially when jobs are so scarce,  we’re very thankful that we will be able to preserve most positions during the  next two years thanks to the difficult financial decisions we made over the past  two years.  At a time when we’ve been making significant cuts in staffing and other operating  costs, we have also concentrated our efforts on identifying new ways of doing  business. We are committed to continue providing quality levels of service to our  residents and business community through increased efficiency and productivity.  We have also engaged our employees to help evaluate and prioritize city services  that we feel are vital to our citizens.  I want to point out two new elements to this budget. As you know, this is the first  biennial budget for our city. Planning for two years saves a tremendous amount  of staff time and resources and also allows us to do a better job of planning for  the near future.  Secondly, as part of this budget process, we felt it was important to solicit input  from our citizens and business owners to make certain that our values and  priorities align with those of our community. We formed a Community Budget  Advisory Group comprised of local residents, business owners, and community  leaders to meet over a period of several weeks with city department heads and  our finance department. It was literally a crash course on how city government  operates and how decisions are made during our budget process. In addition to  soliciting their suggestions on opportunities for greater efficiencies and cost  savings, we asked them to be prepared to answer some specific questions:   Do the core services provided by the city meet the community’s priorities?  Executive Summary - Budget Message from the Mayor 1 - 2      As a customer of city services, which of the services we provide do you view  as most and least important?   Is the city pursuing the “right” results for the Renton community?  The advisory group provided us with a number of valuable recommendations,  some of which have been included in this budget and others that will be part of  our ongoing planning for future years. You were provided with a copy of their  report.  We sincerely appreciate the time this group provided us in this process.  The next two years promise to be challenging.  Though we saw some signs of recovery toward the end of 2009 and a promising  start in early 2010, the recovery slowed to a crawl during the second quarter of  this year.  Growth projections have been repeatedly scaled back.  Job growth was  insufficient to reduce the unemployment rate.  Housing starts and permits  reversed their upward trends.  Our revenues continue to be lower than anticipated.  Sales tax revenues through  September are nearly $1 million dollars below what we budgeted this year.  The total proposed two‐year budget for 2011 and 2012 is $445 million, of which  $198 million is the General Government fund that is used for police, fire and  emergency services, parks, street repair, and other basics required to run a city.  In preparing this budget, our preliminary projections indicated that maintaining  current levels of services in General Government Operations would result in a  deficit of $2 million in this budget period. We have made the necessary  adjustments to bring our expenditures in line with our revenue projections  through the next biennium.  It’s important to note that this budget proposal does not restore any of the  service reductions made during 2010. An example would be the summer  Executive Summary - Budget Message from the Mayor 1 - 3     recreation programs that we used to provide in our neighborhood parks.  It also  does not include funding for major maintenance projects and other capital needs.  I want to emphasize that some of these cuts and reductions cannot be sustained  in the long run. We need to maintain our parks and invest in our infrastructure or  we will pay an even bigger price in the future.  In the current budget year, every department made difficult choices, reducing or  reorganizing services while minimizing adverse impacts to our citizens.  Last year we successfully launched an ambitious initiative of zero‐based budgeting  based on priorities and measurable outcomes aimed at right‐sizing city  government, and for this year’s budget we built on that foundation.  Balancing our budget – proposed reductions  As I mentioned earlier, we are forced to eliminate several positions in order to  balance this budget. These are hard decisions to make since we value each one of  our employees and cannot say enough about the contributions they make every  day to the public they serve. We also made additional cost reductions to reduce  our overall expenditures.  Our primary responsibility remains in public safety. This includes our Police  department and Fire and Emergency Services. The services provided by these two  departments will continue to be our top priority. However, both departments,  along with all of the other departments, are reducing expenses in overtime and in  other areas. We will continue to look at new ways of deploying our resources to  meet our objectives of providing a safe community for our citizens and  businesses.  As the Community Budget Advisors noted, we need to have well maintained  streets, focus on infrastructure and transportation, and maintain basic utility  services. We plan to implement some of the recommendations of the advisory  group including reducing some administrative support functions.  Focusing on our priorities and delivering results  Executive Summary - Budget Message from the Mayor 1 - 4     The budget includes the full funding of our portion of the startup cost for the new  800 bed jail that we’re building along with six other south county cities. It also  provides nearly $20 million over a ten‐year period for the development of new  library facilities that the Council committed to do when we annexed to the King  County Library System earlier this year.   Our city remains in solid financial shape despite this recession. We’re focusing on  improving efficiency while operating within our means. While I’m confident that  the economy will improve,  I do not believe we will see the type of growth that  this region experienced over the past 15 years that, frankly, paid for a significant  portion of city services. Things are not going to be they way they used to be.  We will continue efforts to evaluate the way we do business.  We will continue to  right‐size the structure of government.   We will continue to engage our employees to help find innovative and effective  ways of serving our citizens.  We will continue to practice fiscal responsibility and reduce our debt.  And we will continue to work with our labor groups to find sustainable ways of  managing our labor costs in order for us to continue to provide quality services to  our citizens with fewer dollars.  For the past two years, I have had to focus this budget message on steps we  were taking to deal with significant revenue shortages. But there is some good  news that I would like to share with you.  Despite the fact that we have reduced our workforce by 12% over the past two  years, we have continued to focus on providing quality service for our residents.  As promised, we have taken proactive steps to reduce crime in our city.  The  Renton Police Department has created a Special Operations Division where  officers focus their attention on career criminals — targeting those individuals  who are personally responsible for many crimes. Our officers have been  successful at building strong cases against these individuals that will assure longer  Executive Summary - Budget Message from the Mayor 1 - 5     prison terms. As an example, this division identified a group of 18 individuals who  were responsible for many burglaries, thefts, vehicle prowls, and identity theft.   Along with detectives and patrol officers, they devised a plan and pursued them  for three weeks and were able to arrest 13 suspects and serve seven search  warrants.  Our police officers also identified a known career criminal who was active in  committing residential burglaries.  A plan was developed to catch him in the act  and after two days of intense surveillance, the suspect was observed committing  three burglaries in Renton and Newcastle and then pawning the stolen items.  The  suspect was arrested and the stolen items were retrieved and returned to their  owners. Due to the extra effort, this individual has been charged with multiple  felony offenses.  We improved safety in our parks. In light of the tragic death of a senior citizen  who was walking along the Cedar River Trail, we took steps to enhance safety on  all our trails with new rules, trail striping, and additional signage. And our police  cadets were on the trails this summer to distribute safety and trail etiquette  information.  To deal with repeat offenders in our parks, the council enacted a new ordinance  that addresses drug and alcohol users and individuals violating other city laws.  Utilizing this ordinance, our police officers have expelled 20 offenders from all city  parks. Previously, these individuals would go from one park to another and  engage in all kinds of criminal activity. We’re now drafting a similar ordinance for  the Transit Center.  Thanks to our successful efforts in Washington DC to lobby for funds to repair the  Howard Hanson Dam, the US Army Corps of Engineers has received $44 million  for interim repairs to the dam. While we still need to be prepared this winter,  these repairs greatly reduce the risk of future flooding, which is a great relief for  the businesses in the Green River Valley.  Executive Summary - Budget Message from the Mayor 1 - 6     Renton’s streets are among the best maintained in our region. We have made a  huge investment in sidewalk improvements and have constructed new sidewalks  in the Sunset area of the Highlands, Lindberg High School and Maplewood Glen.   Earlier this year, the Renton community voted to annex to the King County Library  System. We’re working together with KCLS to ensure the highest quality library  services for our citizens. We have established a new library board to represent  Renton’s interests and are planning for the construction of two new library  facilities in our city.  Despite significant reductions in our parks and recreation programs these past  two years, we continue to provide our community with the best possible parks  and recreation services. Record crowds attended local festivals and used our  parks and recreation programs this past year.  We strengthened and expanded our popular Neighborhood Program, which now  serves 63 recognized neighborhoods, with volunteer city staff assigned to each  neighborhood. We held 23 neighborhood picnics and served nearly 5,300 people.   This city is rich with volunteers and we value the involvement of our residents in  planning and envisioning the city’s future and serving on boards and commissions.  This year alone, approximately 4,000 volunteers contributed over 60,000 hours of  service to the Renton community. We coordinated the very first Volunteer’s Day  of Service where over 800 volunteers participated in several projects throughout  the city.  If I had to put a dollar value to the services they provided it would be  more than $1.2 million a year.  In 2009, through our Housing Repair Assistance Program we were able to  complete 870 health and safety repairs, and another 400 repairs during the first  six months of this year. This important service that the city provides helps keep  housing safe and affordable and improves the comfort and livability of our city’s  homes and neighborhoods.  Executive Summary - Budget Message from the Mayor 1 - 7     Recently, The Seattle Times and local television outlets reported that the city  known for being “Ahead of the Curve” is "Ahead of the Recovery." They were  talking about recent reports coming from The Landing. Restaurants and stores at  The Landing have enjoyed double‐digit sales growth over previous months and  last year. Several new tenants came to The Landing earlier this year and there are  six new tenants expected to open there by next spring, including Dick's Sporting  Goods and Marshalls.  Fairfield Residential at The Landing has already leased 440 of their quality  apartments and expects that the first building will be nearly full by the end of this  year.  Harrington Square, a very impressive apartment complex in the Highlands/Sunset  area, celebrated its grand opening recently and reported that half of the units in  their first building have already been leased.  And next week we will celebrate the  grand opening of a new supermarket in the same neighborhood. Both sites  replaced boarded up businesses that attracted blight to the neighborhood.  A number of new companies located in Renton this year that resulted in over 500  new local jobs to our community. And new businesses opened in the downtown,  Cascade Village, Renton Village, Southport and the Highlands.  Downtown Renton continues to attract new businesses including several new  restaurants, Pike Place Bakery, a new children’s clothing store and a book store.  And the Farmers Market attracted record attendance with over 4,000 people  every week and 58 registered vendors.  The Seahawks Training Camp brought over 22,000 people to Renton during the  summer, many who shopped and dined in our community.  Private investors purchased the 21 acres south of The Landing and we are looking  forward to a significant redevelopment of this area.  We signed a historic agreement with Boeing for a 20‐year renewed lease for the  Renton Municipal Airport. Boeing continues to have over 2,000 outstanding 737  Executive Summary - Budget Message from the Mayor 1 - 8     orders worth more than $157 billion, and announced it intends to increase  production rates to 38 airplanes a month by 2013.  Since last spring, Waterways Cruises has been successfully operating their unique  sightseeing and dining cruises from Southport in Renton, bringing over 7,000  visitors to our community in its first year of operation.  Some of you attended the recent opening of the Compass Regional Veteran’s  Center in downtown Renton. This attractive four‐story building occupies nearly  60,000 square feet and offers 58 units of affordable housing for veterans and  their families and 8,500 square feet of retail space.  These are clearly transformational times for our city.  This budget is based on the  premise that while we are facing exceptionally difficult times, we must continue  to forge ahead with our vision for this community.  Next month, voters in the Fairwood area will determine whether or not to annex  to Renton. If they choose to annex, Renton will be a city of nearly 114,000  residents. We have prepared a plan that will allow us to provide city‐levels of  service to Fairwood with a revenue plan that supports all of the staffing and other  costs associated with the annexation.  I want to thank our employees for working with us these past two years to  address our financial challenges. I’m very pleased that all of our bargaining units,  with the exception of one, have ratified contracts for a three‐year period that  reflects these difficult times. Our employees have been tremendous partners and  continue to focus on customer service despite greatly reduced resources.  I want to thank each of our administrators and all those employees whose hard  work and collaboration helped us through this budget process.  I also want to thank each of you, for your advice and guidance as we have worked  on this challenging budget.   And I’d like to extend a very special thanks to the Community Budget Advisory  Group for volunteering their valuable time and effort. Their thoughtful discussions  Executive Summary - Budget Message from the Mayor 1 - 9     and advice helped shape this budget and encouraged us to continue to work  towards a sustainable, long‐term plan that is customer‐focused and reflects the  priorities of our community.  You have been presented with all of the details for this budget, and our staff will  be prepared to lead you through the specifics of this plan during your upcoming  Council budget workshop. I certainly welcome your feedback, concerns, and  recommendations.  A strong foundation set many years ago has positioned Renton well as the  economy improves. This strong foundation, combined with our commitment to  doing business more effectively and efficiently, will allow Renton to be strong and  stable now and into the future.  Thank you.  Denis Law      Executive Summary - Budget Message from the Mayor 1 - 10   City of Renton  2011‐2012 Budget Highlights      Total Budget                 General Government  Past Actions  2008 Mid‐Year  $5 Million Savings    2009 Adopted Budget   $6 Million Expenditure Cuts  and 33 positions    2009 Mid‐Year  $4 Million Expenditure Cuts  $2 Million Taken from Fund  Balance    2010 Adopted Budget   $6 million and 50.2 FTEs  Reductions       The 2011‐2012 adopted budget is the first biennial budget for the City  of Renton.  For the upcoming biennium, the adopted total revenue is  $440 million against total expenditures of $445 million. The revenue  shows a decrease 2.9% from the combined 2009‐2010 adopted  budget level and the expenditures reflect a decrease of 4.2% from the  adopted 2009‐2010 budgeted expenditures.      For the city’s General Fund, we are looking at combined revenue of  $198.3 million and expenditures of $198.2 million.  This is a decrease  of 0.2% on the revenue side and a decrease of 0.6% on the  expenditure side over the combined 2009‐2010 budget.  The budgets for 2011 and 2012 are presented in this document as  two 1‐year budgets for ease of financial reporting and to allow close  fiscal management.  To compare the adopted budget with prior years,  this section compares the adopted 2011 budget with the adopted  2010 budget.     Over the past two and half years, the City’s General Fund has reduced  its staffing level by 83.2 or 12% and reduced expenditures by of $21  million due to the declining tax revenues as a result of the Great  Recession.  Some of these changes were 1‐year savings, but nearly  $12 million or 12% were long‐term structural adjustments including  scaling services back or totally eliminating certain services.  These  structural changes made over the past two budget cycles provided us  with a smaller base and relatively minor adjustments for the 2011‐ 2012 budget.     2011‐2012 Budget  $198.3 M revenues and  $198.2 M expenditures   The adopted 2011‐2012 General Fund budget is balanced over the  biennium with a slim positive margin of $70,614.    The budget includes a $2.5 million one‐time startup cost for the  SCORE regional correctional facility, which is slated to begin its  operation in September 2011; it recognizes the costs for the six COPS  Grant officers when the grant runs out in the second half of 2012  ($270k); it will cover the 65% increase in state pension costs over the  two‐year period (from $1.8 million a year in 2010 to $2.98 million in  2012); and it assumes the worst case scenario of the two liquor‐ privatization related initiatives, with a loss of over $1 million a year in  liquor profit/liquor excise tax revenue starting the 4th quarter of 2011.   Offsetting these cost increases and resource reductions, the City is  Executive Summary - 2011/2012 Budget Highlights 1 - 11   able to lower its medical benefit cost projection due to a combination  of a very favorable utilization experience in 2010 and an increased  employee cost sharing formula in the recently approved union  agreements.  This will allow the City to reduce its 2010 cost as well as  have lower than anticipated costs in 2011 and 2012 by over $1 million  each year.    It is the second year in a row that we suspended applying the 4%  replacement cost escalator to department equipment rental charges.   Balancing this budget required further reduction in operating costs,  including personnel costs, of $2 million dollars.          Revenue           The adopted revenue projection is $98.2 million for 2011 and $100.1  million for 2012.  This is an overall growth of 0.4% from the adopted  2010 revenue or a 2.2% increase over the 2010 year‐end estimates.  The 2012 adopted revenue is 1.9% over the adopted 2011 amount.   This budget anticipates that property tax collections will be $32  million in 2011 and $32.5 million in 2012.  This is 2.2% growth in 2011  and 1.3% growth in 2012.  The growth rate for 2011 is higher than we  have anticipated due to higher new construction activity not captured  in 2010 valuation, and a number of small annexations that took effect  during 2010.  The City will maintain its 2010 1% property tax “banked  capacity” for future needs.  We are projecting modest growth in some of our more volatile  revenue sources.  We are projecting sales tax to grow by 3.5% and  5.5% over the biennium, development permit and plan review fees by  6% in 2011 and 3% in 2012, and a 1.5% annual employment growth  for business license fees.  We are projecting a 10% decrease in Real  Estate Excise Tax in 2011, and a similar 10% increase in 2012,  reflecting an improving economy.  As mentioned previously, the adopted budget assumes both  Initiatives 1100 and 1105 will pass, resulting in a loss of $200k in state  distributed liquor profits in 2011 and $1 million in both profits and  excise tax in 2012.    Expenditures     As we informed the Council at the second quarter financial update in  September, the preliminary budget projection were over $2 million  out of balance.   The higher than anticipated new construction property tax helped to  narrowed the gap slightly, but cuts were still necessary to bridge the  nearly $2 million gap.  Given prior reductions the additional $2 million reduction, while a  relatively small percentage of the budget, was more difficult to find  than we anticipated.  We approached the reduction by focusing on  Executive Summary - 2011/2012 Budget Highlights 1 - 12   administrative or indirect cost, in areas where workload has been  reduced due to the state of the economy or due to programming  changes, by reviewing internal parity and sustainability, and by  deferring capital outlays.  These are to ensure reductions will have  minimal service impacts on the community and as recommended by  the Community Budget Advisory Group.   The resulting reductions total $2.03 million over the biennium, and  include reducing another 4.5 FTEs as more fully described below.    Fund Balance     With the reduced expenditure budget, the General Fund will end the  2011‐2012 biennium with a $70k increase to the estimated 2010 year  end fund balance for a projected total of $10.1 million or a little over  10% of General Fund expenditures.  This is below the 12% target but  above the 8% required minimum.  The City also maintains a $5 million  catastrophic reserve in the Risk Management Fund and a well funded  equipment replacement reserve.  These reserves and fund balances  would provide a safety net during a turbulent and uncertain period in  our history.     Executive  Addition:  $70,000 potential West Hill  annexation election cost    Reductions:  Public defender contract  ($40,000)    Outsource Hearing Examiner  function    ‐1.5 FTE  ($136,737)   The Executive Department budget reflects an increase in election  costs based on anticipated West Hill special annexation election in  2012, and a reduction in its public defender’s budget by 10% or  $40,000 as part of the citywide budget reduction.  To realize the  savings, more financial screening of defendants for eligibility will be  required, and/or more cost recoupment from defendants.     The administration also proposes to restructure the administrative  hearing function by converting the in‐house hearing staff to a  contracted Hearing Examiner.  This would reduce 1.5 FTE for a net  savings (net of contracting cost) of $137k a year.     Court Services  Addition:  0.5 probation officer  supported by increase in  probation fees    Replacement of court  recording system and add  video arraignment: $66,000       The Court Services Department will add 0.5 Probation Officer to allow  more monitoring of offenders as well as provide sick and vacation  coverage to the one officer we currently have.  The addition is  supported by increased fee revenue.    In addition, the current court audio recording system is at the end of  its life and needs to be replaced to prevent failure, and we will need  to equip the two courtrooms with video arraignment capability once  the inmates are in SCORE’s jail.  Video arraignment is being  implemented at SCORE to save transport costs for our police  department and will reduce jail operating costs.      City Attorney  The City Attorney Department will decrease its budget by $37,500 per  year.  The reductions are in office supplies, professional services,  training, postage, and custodial services that are provided by the  Reduction:  ($37,500)    Executive Summary - 2011/2012 Budget Highlights 1 - 13       Facilities Division and are already included in its internal service  charges.   CED  Addition:  2.0 Limited Term (2‐year)  inspectors fully reimbursed by   Rainer Avenue Improvement  project      Reduction:  ($120,000)  ‐1 FTE through attrition    Transfer:  The Neighborhood Program is  consolidated with Community  Services’ “Neighborhoods  Resources and Events” section   ($243,918)  ‐1.5 FTE     The Department of Community and Economic Development (CED) will  decrease its budget by $120,000 a year which includes the reduction  of 1 FTE, which will be managed through attrition, and reductions in  the marketing campaign and training budgets.   The adopted budget will add two 2‐year inspectors dedicated to the  Rainer Avenue Improvement project.  These positions will be fully  funded by the reimbursement from the project budget.   Not shown in CED (budgeted in Information Technology) is the  implementation of the new permit system in 2011‐2012.  The total  estimated project cost is $1 million, to be financed over 10 years  through the technology surcharge the Council approved in 2010.    As part of the initiative to increase leveraging of community and  volunteer resources, the Neighborhood Program has been  consolidated with the Community Resources and Events section of  the Community Services Department.      Community Services  Reduction:  Reduce one Recreation  Supervisor position  ‐1. FTE/($104k) savings a year    Salary saving $40k   The Community Services department will reduce one recreation  supervisor position due to the elimination of summer recreation  programs as part of 2010 budget reduction.      In addition, the department will keep one park maintenance worker  position open for the first half of 2011, which would generate $40,000  savings.  Addition:  Reinstate Secretary II position  0.5 FTE/$41k a year       These reductions will allow the department to restore a 0.5 FTE  Secretary II position to help processing large amount of contracts and  payments, provide other administrative support to the department  and cover certain cost increases in 2011‐2012.    Human Services   1‐time $24k  CDBG: Housing Repair   1 FTE, (1‐year, Limited Term)    The City is eligible to become a direct entitlement city for the federal  Community Development Block Grant (CDBG) program. To become  one, however, the City must have a Consolidated Human Service Plan  in place.  This $24,000 (and $6,000 in 2010) will allow the city to  prepare the plan and determine whether it is in the community’s best  interest to leave the King County Consortium and become a direct  grant recipient of CDBG.  The adopted budget will also extend the  second housing repair position for one additional year using CDBG  funds from 2010 ($62k) and 2011 ($22k).    Executive Summary - 2011/2012 Budget Highlights 1 - 14   Neighborhood, Community  Resources, and Events   $243,918  1.5 FTE   As mentioned above, the consolidation of the neighborhood program  will add 1.5 FTE and $244k in 2011 and $253k in 2012 to this division.    Library     With the annexation to the King County Library System (KCLS), the  City will continue to provide the major maintenance of the existing  library facilities ($30k a year) that the City owns and the development  of new library facilities to serve the Renton community ($2 million a  year transfer to CIP fund) for 2011 and 2012.      Parks Planning & Natural  Resources  $5,000     The additional cost is needed to maintain new right‐of‐way planting  areas to be completed in 2010 and 2011, such as the I‐405/Talbot  Road, Shattuck Avenue Overpass, and Park/Garden Avenue  improvements.    Facilities  $119k energy cost & HVAC  contract   The adopted budget would also restore the HVAC service contract  that was eliminated in 2010 budget and recognize the energy cost  increase on all city facilities.    Fire & Emergency Services  Reduction:  ($300,000) 1‐time and   ($98,676) each year in on‐ going cost savings    Fire and Emergency Services Department will reduce one back‐up  engine, which will allow the City to redirect the $300,000  accumulated replacement reserve for the engine as well as eliminate  the $42,676 annual operation and maintenance costs and future  reserves associated with this engine.  The department will also reduce overtime coverage for training in the  amount of $56,000 per year.   FIT    Reduction:  ($30,000)        Addition:  1 Limited Term Permit  Specialist  (to be housed in  CED) for the Permit System  Replacement project       The Finance and Information Technology Department (FIT) will reduce  its baseline budget by $30,000 in the areas of supplies, training, and  overtime.  And consistent with 2010, the department will delay  various IT capital projects and only focus on those projects that will  improve organizational efficiency and productivity.    One of these projects is the replacement of the city’s Permit System.   This project will allow web‐based permit application, plan submittal,  inspection scheduling, and status of permits and projects that can be  accessed by applicants as well as the general public.  As mentioned  before, the overall project cost is estimated at $1 million, and involves  substantial work‐process changes, which would require the  dedication of a staff person to manage the project.  The project will  be financed with a technology surcharge approved by Council in 2010.   Human Resources &   Risk Management     The Human Resources & Risk Management Department (HRRM) will  eliminate its budget for small tools in 2011.  This small department  budget has made substantial cuts in 2010 and we do not believe  additional cuts would be sustainable.    Executive Summary - 2011/2012 Budget Highlights 1 - 15   Police  Reduction:  ($230,000) 1‐time,   $25,000 on going      Jail Transition to SCORE  ‐16 FTE   $2.5 million  SCORE startup cost   The adopted Police budget reduction is primarily from the deferral of  implementation of the in‐car‐video program ($180,000) started in  2010, and funding $50,000 in special enforcement overtime for drug  enforcement activities with seizure funds.  The department will also  eliminate $25,000 in its small tools accounts.  With the completion of SCORE jail in 2011, the city will be going out of  the jail business effective January 1, 2011.  This would eliminate 16 of  the existing positions.  The 2011 and 2012 budget reflects anticipated  contracted service payments to SCORE and the city’s portion of  SCORE startup costs.    Public Works  Reduction:  ($250,000)  ‐1.0 FTE         The General Fund portion of the Public Works Department consists of  department administration, street maintenance, and transportation.    The adopted budget includes the reduction of one half‐time Office  Assistant position in the Transportation Operations and Maintenance  Division, and the reduction of a full time Admin Secretary II position in  the Transportation Systems Division from full time to part time for a  combined savings of $69,200 annually.  In addition, the department is  proposing a city‐wide reduction in equipment replacement charges of  $100,000 by selectively increasing the projected useful life of certain  equipment, and selectively reducing street lights to generate 5%  energy savings citywide.  The department will also reduce temporary  help for traffic counts and overtime of project management.         General  Government Debt Service     The adopted budget includes the amount needed to meet the city’s  general obligation debt service payments.      We anticipate issuing new bonds for the development of the adopted  libraries in 2011 with debt service to begin in 2012   ($1 million in 2012 and $2 million per year thereafter for a total  financing period of 10 years).  This is funded with savings from the  annexation to the King County Library System.    Capital Funds    Governmental Capital  Improvements Fund (316)  Total $24.1 million     The adopted 2011‐2012 budget includes $24.1 million in General  Governmental capital projects.  All are funded with prior dedicated  funds, with the exception of $1.2 million of new allocations: $800k  from 2011‐2012 Real Estate Excise Tax and $200k each year from  temporary library cost savings before full debt service is needed in  2013. Of the $24.1 million, $19.6 million is for the development of the  new libraries mentioned previously to be financed with bond issues.   Executive Summary - 2011/2012 Budget Highlights 1 - 16   Some of the remaining projects include:  1) $750k for an accessible playground that would be funded totally  with parks’ mitigation and community fundraising dollars and  constructed with volunteer efforts. No General Fund contribution  is expected.   2) $740k over two years for major maintenance projects primarily  funded with savings from prior year projects.     3) Appropriate the remaining $584k that was previously set aside  (no new money) for the implementation of the Sunset Subarea  Plan.    4) Set aside $450k for disaster repair and grant matching funds.  5) $320k King County Levy funds for specific acquisition projects.  6) $346k for rehabilitation of the Public Works maintenance shops  and Community Services maintenance shops to prolong the life of  these buildings.  7) $300k in street tree replacement where the trees have been  uprooted by the sidewalks.  8) Set aside $240k over 2 years for potential enhancements at Henry  Moses Aquatic Center.  9) $127k restroom ADA upgrades at the 200 Mill building funded  with lease income and $120k ADA restroom upgrades at  Maplewood Park.  The remaining $482k consists of a number of small safety‐related  repairs/improvements throughout our park system. See Capital  Investment Section for more detail.    Transportation  Improvements Fund (317)     The Transportation Improvement Fund is the account that  implements the transportation element of the CIP.  The adopted  2011‐2012 transportation improvement projects total $21.4 million.   $3.3 million is from the designated 80% Business License fees, $1.2  million from arterial street fuel tax, and the remaining are funded  with grants. Details of the projects and use of city resources for these  projects can be found in the CIP section of this budget.      Enterprise Funds     The city has several enterprise type (or business type) operations,  which must be self‐sustaining.  These include the Water, Wastewater,  and Surface Water utilities; a Solid Waste utility; the golf course, and  the airport.  Utilities  The Water, Wastewater, and Surface Water utility funds are  accounted for and budgeted separately, but are managed as a system  Executive Summary - 2011/2012 Budget Highlights 1 - 17               Utilities Financial Policy    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, and annual updates performed by  city staff.   The City re‐evaluated the city’s rate setting policies in 2010.  Through  this process, along with the failure of two sewer collection line  sections, the City Council approved the following reserve and capital  project financing policies:   1) Consolidate operating and rate stabilization reserves at 12%  for each of the piped utilities, and establish a fixed dollar  reserves for solid waste ($400k) and the pass‐through Metro  sewer treatment charges ($380k or 3.5%) based on actual  cash flow requirements  2) Maintain debt service reserves based on the highest 1‐year  debt service payment requirements  3) Establish a capital financing policy that:  a. Uses rate revenue to finance system replacements  b. Only uses bond financing for system and capacity  expansion, major transmission, and storage system  improvements  These policies and the adopted system replacement projects as  identified in the CIP section, required substantial rate increases for  the next two years:  Water –18%/16%  Wastewater – 42%/5%  King Count Metro Wastewater Treatment (pass through) – 13%/0%  Surface Water – 40%/11%  Solid Waste – 0%/0%  These rate increases are needed to provide for on‐going capital  infrastructure replacements.   Maplewood Golf Course     The only change in the adopted golf course budget is the refunding of  the balance of 1999 refunding revenue bonds and replacing them  with an interfund loan in 2010.  This eliminates the revenue coverage  requirement and saves the golf course an average of $36k a year for  the remaining 5 years of the bonds.     Renton Municipal Airport  Addition: 1.00 FTE for  capital project coordination     With the renegotiated leases for all major tenants at the airport, the  airport operation has a much improved outlook, and will have funds  to make needed improvements of its facilities.  Therefore, the airport  is requesting the addition of a CIP Coordinator position.  Overall, the  airport lease revenues are projected to grow by 63% in the 2011‐2012  biennium over the adopted 2009 and 2010 period.  The higher lease  income together with anticipated federal grants will allow the airport  Executive Summary - 2011/2012 Budget Highlights 1 - 18   to finance nearly $6.6 million in capital over the biennium.  See the  CIP section of the budget for details.  Internal Service Funds     The city operates several “businesses” that provide service internally  to other city departments.  These include the Equipment Rental Fund  (Motor Pool 501), Insurance Fund (Risk Management 502), Health  Insurance Fund (512), LEOFF1 Retiree Healthcare Fund (522),  Information Technology Fund (503), Facilities Fund (504), and  Communications Fund (505).  Equipment Rental  Operating: $1.9/$2 million  Equipment Replacement:  $1.2 million/$505k        The Equipment Rental fund maintains nearly 600 pieces of equipment  for the City and accumulates replacement reserves for replacement of  vehicles when needed.    The city will reduce the contribution to the equipment replacement  reserve due to the suspension of applying a 4% price escalator to the  calculation of replacement reserves, the adopted deletion of one  backup fire engine, and the extension of projected equipment life.   However, even with the reduction, the fund balance will continue to  grow.    It is important to be aware that even without these reserve  modifications, the city will be facing substantial increases in required  reserve contributions.  This is because many vehicles and equipment  have reached the end of their useful life for reserve collections but  remain in service (they are kept longer than their expected life).  When replaced later, the reserve collection would resume and thus  an increase in user departments’ costs.  The best way to smooth  contributions is to set the expected life as close to the actual life as  possible.  We will review this more in depth in 2011.       Information Technology  Operating:$3.0/$3.1 million   Capital:$1.5/$1.2 million     The Information Technology (IT) Fund was created in 2006 to allocate  the costs of the city’s centralized IT programs.  This fund provides for  the technology, telecommunications, and copier equipment lease and  maintenance for the city.  The adopted budget contains a total of $2.7 million in IT capital  projects.  It contains the routine capital items to maintain network  integrity and provides essential tools for continuing operations such  as copier rental and computer replacement programs.  The majority of the 2011‐2012 technology investments are:   1) Replacement of the City’s eight small separate old phone  systems with one unified Voice over Internet Protocol (VoIP)  phone system. Total cost $410k.  2) Replacement of the permit system; $800k in 2011‐2012 and  $200k in 2013, which will be funded with the technology  surcharge.  Also included is the equipment needed to communicate and access  computer aided dispatching (CAD) data due to the new Valley  Executive Summary - 2011/2012 Budget Highlights 1 - 19   Communication Center CAD system.  IT Division will continue implementation of the Enterprise GIS Plan  and other system improvements consistent with the adopted 2007 IT  Strategic Plan.   Risk Management  2011‐2012:  $16.4/$17.2 million     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 502 Fund covers property and liability insurance ($2 million each  for 2011 and 2012); workers compensation (around $1 million per  year); and unemployment insurance (around $150k per year).    The City self‐insures employee health benefits with a stop‐loss  coverage of $250k per incident.  The 2011 and 2012 budget and  charge is based on projected plan costs by the number of employees.    Providing retiree health care is required by state law for LEOFF I  retirees.  The city contributes $2.2 million a year to the fund,  sufficient to cover the current plan costs but not enough to fully  amortize the unfunded future obligations, which are actuarially  determined to be approximately $3.2 million in present value.     Facilities  Operating:$3.7/$3.9 million  Major Maintenance:  $498K/year.   The Facilities Fund was implemented in 2009 to accumulate costs for  maintaining and operating the City’s office, public (primarily use  general public), and operational (primarily used for City field  operations purposes) facilities, and charge the costs to the  appropriate functions/services.  Starting in 2010, we moved major  maintenance (major repairs and updates) from General  Governmental CIP (Fund 316) into this fund, which is now paying for  these costs with current operating resources.    Communications     Although the Communications Fund is a newly created fund in 2010,  the services have been part of the City operations and are part of the  Executive Department.  The fund provides both external as well as  internal communications.  The costs are allocated based on actual  services demand by departments.  No adopted changes in the 2011‐ 2012 biennium.     Executive Summary - 2011/2012 Budget Highlights 1 - 20 Budget at a Glance  The Budget Process    The City of Renton develops its biennial budget every two years from February through  October.  The Mayor and the Council review the City’s revenues and services in order to  determine if they need to make significant changes to the budget.     In reviewing the anticipated revenue, the Mayor’s first priority is to ensure that the City is able  to continue providing the same levels of service.  This may require obtaining additional funds  because the same service level now costs more.  For example, as our population increases, we  need more police officers to maintain the same response times.     City departments estimate the costs of providing existing base services for the budget year.  In  addition, they submit requests for new programs that they would like the Mayor to consider.   The Mayor evaluates the department requests and can recommend new programs for Council  approval within the context of the Council’s adopted Business Plan Goals.     The Mayor and the Council hold a strategic planning retreat in the spring of each year in order  to adopt these Business Plan Goals.  At that time, the Council sets policy direction and priorities  for the next budget cycle.  They also determine whether the City’s current levels of service are  meeting the needs of our community.     The Mayor must provide to the Council by October 31 a proposed budget for the following two  years.  The Mayor also provides them with an estimate of expected revenue in order to meet  the costs of providing City services.  The Council reviews the budget and any revisions in  November and December.  It must approve a balanced budget, (funding recommendations for  the operating and capital budgets that do not exceed the estimated resources) by the beginning  of the budget year, which is January for the City of Renton.  In order to obtain citizen opinion  about proposed expenditures, the City holds two public budget hearings.     Once the Council adopts the budget, the Mayor must ensure that expenditures are made within  legal limits.  If the economy changes or the City identifies unanticipated needs during the year  that require changing the budget, the Mayor will recommend those changes.  A Council‐ adopted ordinance must accompany all budget increases.  If revenues fall short, the Mayor can  make decreases to the budget to ensure that the City does not overspend available resources.   The Mayor will work closely with the Council whenever changes to the budget must be made.   Executive Summary - Budget at a Glance 1 - 21 Budgetary Basis and Basis of Accounting     The budget, as adopted, constitutes the legal authority for expenditures.  Budgets are adopted  on the GAAP basis of accounting.  The biennial budget is adopted with budgetary control at the  fund level so expenditures may not legally exceed appropriations at that level of detail.   Transfers or revisions within funds are allowed, but only the City Council has the legal authority  to increase or decrease a given fund’s biennial budget.      Basis of accounting refers to the point at which revenues or expenditures / expenses are  recognized in the accounts and reported in the financial statements.  It relates to the timing of  the measurement made regardless of the measurement focus applied:    1.  Accrual    Both governmental and business‐type activities in the government‐wide financial statements  and the proprietary and fiduciary fund financial statements are presented on the accrual basis  of accounting.  Revenues are recognized when earned and expenses are recognized when  incurred.    2.  Modified Accrual    The government funds financial statements are presented on the modified basis of accounting.   Under the modified accrual basis of accounting, revenues are recorded when susceptible to  accrual: i.e., both measurable and available.  “Available” means collectible within the current  period or soon enough thereafter to be used to pay liabilities of the current period.      Executive Summary - Budget at a Glance 1 - 22       BIENNIAL BUDGET CALENDAR  The following table illustrates a typical biennial budget calendar for both the initial budget development  year and the mid‐biennium adjustment year.  The process and legal deadlines in Year 1 is identical to the  annual budget process.  Year 2 is the simplified mid‐year review process.      Process Description Year 1 Year 2  1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1. Administration Planning Retreat  2. Council sets budget priorities and guidance in  workshop  3. First quarter financial report to Council  Committee of the Whole updates revenue  projections  4. Administration develops budget parameters 5. Finance/City Service Area Teams (CSAT) review & update requests for results to be  consistent with Council’s and Mayor’s  directions and issue Request for Results  6. Departments prepare response to RFR  including program revenues, personnel, and  expenditure requirements.  Departments  identify necessary mid‐biennium adjustments 7. CSAT prioritize programs/proposals, provide  feedbacks to department, and submit  recommendation to the Mayor  8. Finance updates revenue estimates and  compiles with department submittals  9. Administration makes adjustments to  department submittals/establishes balanced  preliminary budget  10. Preliminary budget document prepared,  printed, and filed with City Clerk and  presented to the City Council (at least  60  days prior to the ensuing fiscal year)  11. City Clerk publishes notice of the filing of  preliminary budget and notice of public  hearing to be held during preliminary budget  deliberations  12. City Council conducts workshops and public  hearings on the preliminary budget including   revenues and property tax levies   13. City Council makes modifications to the  proposed budget/mid‐biennium adjustments  14. City Council adopts an ordinance to establish  the amount of property taxes to be levied in  the ensuing year   15. Final budget/Mid‐biennium adjustments, as  adopted, is published and distributed within  the first three months of the following year    Executive Summary - Budget at a Glance 1 - 23   City of Renton Fund  Structure Governmental Funds *General Government General Fund 000 Community Services  Fund 000‐001 Street Fund 000‐003 CD Block Grant Fund 000‐004 Museum Fund 000‐005 Library Fund 000‐006 Farmers Market Fund 000‐009 Miscellaneous Debt  Service Fund 000‐215 Fire and Emergency  Svcs Memorial Fund 000‐010 Limited Tax GO  Bond  Funds 000‐201 Fire and Emergency  Svcs Health and  Wellness Fund 000‐011 Special Revenue Funds Arterial Streets        102 Leased City Properties 108 Special Hotel Motel  Tax 110 Paths and Trails 118 1% for Art 125 Cable Communication       127 Springbrook Wetlands  Bank Fund   135 Debt Service Capital Projects Mitigation Funds 303, 304, 305 * CIP City Facilities 316 *Transportation  Improvements 317 Housing Opportunity  Fund  326 Proprietary Funds Enterprise  Funds *Utilities Utility Operations 405,406,407, 416 Utility Construction 425,426,427 Utility Debt Service Airport Airport Operations 402 Airport Construction 422 Solid Waste 403 Golf Course Golf Operations 404 Golf Construction 424 Internal Service Funds Equipment Rental 501 Insurance Services 502, 512, 522 Information  Technology 503 Facilities 504 Communication 505 Major Funds are those with budgets representing ten percent or more of  the City’s overall budget.  They are marked with an asterisk (*).  For descriptions of Major Funds, see next page.  City of Renton  Budget Fund Structure  Executive Summary - Budget at a Glance 1 - 24 City of Renton  Budget Fund Structure        General Government is used to group those accounts that are largely supported by general  taxes of the City.    General Fund accounts for all general government activity not accounted for in other funds.  It  includes most tax revenues and such services as police, fire, engineering, long range planning,  city clerk, administration, and economic development.      Water / Sewer Utility is comprised of a number of sub‐funds working towards a mission to  operate and maintain a quality water supply system, collect, convey and treat wastewater  effectively and economically within the Council’s rate structure, and construct water and  sewer projects by contract or City participation in private projects, for infrastructure  improvements consistent with the Capital Facilities Plan.                                                        Non‐budgetary funds include:  Reserve Retirement Contribution Fund    General Fixed Assets Fund  ICMA Deferred Compensation Fund    Claims Clearing Fund  Salary Clearing Fund     Special Deposits Fund  General Long Term Debt Account Group  Surplus Bank Balance Fund       Executive Summary - Budget at a Glance 1 - 25 Financial Structure  The City’s budget comprises seven major fund types or groups. The following is a general  overview of each fund type.    General Governmental Funds  These funds are used to account for resources that are generally not dedicated for a specific  purpose. They are used to meet the basic services that your local government provides.    Major Revenues Primary Services  • Taxes • Police protection  • Fees, licenses, and permits • Fire protection / emergency medical  services  • Fines and forfeitures • Parks and recreation  • Intergovernmental (Federal, State, and  Local)  • Municipal Court / legal services   • 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  • Federal, State, and Local Grants • Economic development  • Taxes • Cable communications   • Street overlay   • Art fund      Executive Summary - Budget at a Glance 1 - 26 Debt Service Funds  These funds are used to account for accumulation of dedicated revenue and payment of  principal and interest related to the City’s general obligation bond issues.  Major Revenues Primary Services  • Property tax levies • Payment of principal and interest on  outstanding bonds  • Real estate excise tax   • Special assessments   Capital Investment Funds  These funds are used to account for the acquisition and construction of major capital facilities  and equipment. All projects supported by these funds can be found in the 2010‐2014 City of  Renton Capital Investment Program.    Major Revenues Primary Services  • Federal, State, and Local Grants • Capital investment projects  • Special assessments   • Property tax   • Sales tax   • Real estate excise tax   • Impact mitigation       Enterprise Funds  These funds are used to account for operations that are financed and operated in a manner  similar to private business enterprises.    Major Revenues Primary Services  • Service (user) charges • City utilities  • Federal, State, and Local Grants • Renton Municipal Airport  • Revenue bonds • Maplewood Golf Course  • State loans       Executive Summary - Budget at a Glance 1 - 27 Internal Service Funds  These funds are used to account for the goods and services furnished by one city department  for another department on a cost reimbursement basis.  Major Revenues Primary Services  • Charges to other city departments • Fleet management   • Insurance, health / property liability   • Information technology   • Facilities   • Communications      Fiduciary Funds  These funds are used to account for assets held by the City in a trustee capacity.    Major Revenues Primary Services  • Investment interest • Fire pension fund    Please refer to the following tables and figures for specific information on the budget, fund  groups, and employment history.  In The Total Budget for 2011, All Funds and The Total Budget  for 2012, All Funds table, we provide details on revenue and expenditure categories.    In the Total Revenue Budget Over Time, All Funds table we provide sources and amounts of  revenue by year from 2008 through 2012.      In the Total Expenditure Budget Over Time, All Funds table we provide specific expenditure  types by year from 2008 through 2012.  Executive Summary - Budget at a Glance 1 - 28 2011/2012 Budget Summary by Fund , All Funds Fund / Department Beg Fund  Balance 2011          Revenue         Adopted 2012           Revenue         Adopted 2011    Expenditure    Adopted 2012    Expenditure    Adopted  Budgeted  Increase  (Decrease) in  Fund Balance  Ending Fund  Balance  0 000  GENERAL 9,491,809        71,689,933        72,918,112        72,568,621        72,387,839        (348,417)         9,143,392          0 001  COMMUNITY SERVICES 50,000              10,817,691        11,149,285        10,742,324        11,069,028        155,624           205,624             0 003  STREETS 50,000              8,391,801          8,629,064          8,293,144          8,536,436          191,285           241,285             0 004  COMMUNITY DEVELOPMENT BLOCK GRANT (6,121)              304,000              304,000              304,000              304,000               ‐                   (6,121)                0 005  MUSEUM 63,206              195,966              216,220              208,407              215,502              (11,723)           51,483                0 006  LIBRARY ‐                    2,030,000          1,030,000          2,030,000          1,030,000           ‐                   ‐                      0 009  FARMERS MARKET 70,541              52,500                60,500                47,875                49,150                15,975             86,516                0 010  FIRE AND EMERGENCY SVC MEMORIAL 936                    ‐                       ‐                       ‐                       ‐                       ‐                   936                     0 011  FIRE AND EMERGENCY SVC HEALTH & WELLNESS 4,303                25,000                25,000                25,000                25,000                 ‐                   4,303                  0 031  PARK MEMORIAL 175,067            ‐                       ‐                       ‐                       ‐                       ‐                   175,067             2 201  1997 LIM GO BONDS‐CITY HALL 49,999              1,983,075          1,982,075          1,983,075          1,982,075           ‐                   49,999                2 215  GENERAL GOVERNMENT MISC DEBT SVC 101,449           2,731,960          3,749,298          2,731,960          3,749,298           ‐                   101,449            General Governmental 10,051,189      98,221,926        100,063,554      98,934,407        99,348,329        2,744               10,053,933        1 102  ARTERIAL STREETS 200,687           620,000              630,000              620,000              630,000               ‐                   200,687             1 108  LEASED CITY PROPERTIES 995,638           744,933              971,049              614,457              876,232              225,293           1,220,931          1 110  SPECIAL HOTEL‐MOTEL TAX 247,828           245,000              265,000              245,000              265,000               ‐                   247,828             1 118  CUM 2755 (PATHS/TRAILS)3,264                 ‐                       ‐                       ‐                       ‐                       ‐                   3,264                  1 125  ONE PERCENT FOR ART 128,796           15,000                15,000                50,000                50,000                (70,000)           58,796                1 127  CABLE COMMUNICATIONS DEVELOPMENT 88,718              85,000                85,000                85,674                85,674                (1,348)              87,370                1 135  SPRINGBROOK WETLANDS BANK 459,528            ‐                       ‐                       ‐                       ‐                       ‐                   459,528             3 303  COMMUNITY SERVICES IMPACT MITIGATION 1,126,594        60,000                60,000                400,000               ‐                      (280,000)         846,594             3 304  FIRE IMPACT MITIGATION 1,903,522        100,000              100,000              529,056              536,926              (865,982)         1,037,540          3 305  TRANSPORTATION IMPACT MITIGATION 557,134           250,000              150,000              499,494              400,000              (499,494)         57,640                3 316  MUNICIPAL FACILITIES CIP 3,455,517        13,310,000        8,560,000          14,962,000        8,970,000          (2,062,000)      1,393,517          3 317  CAPITAL IMPROVEMENT 1,060,648        10,657,819        9,711,400          11,647,819        9,761,400          (1,040,000)      20,648                3 318  SOUTH LAKE WA INFRASTRUCTURE PROJECT 38                      ‐                       ‐                       ‐                       ‐                       ‐                   38                       3 326  HOUSING OPPORTUNITY 1,653                 ‐                       ‐                       ‐                       ‐                       ‐                   1,653                  4 402  AIRPORT OPERATIONS 1,331,290        636,214              562,637              1,125,756          1,163,846          (1,090,750)      240,540             4 403  SOLID WASTE UTILITY 326,034           15,015,942        15,004,692        14,951,710        14,972,362        96,561             422,595             4 404  MUNICIPAL GOLF COURSE SYSTEM 714,988           2,483,545          2,483,545          2,504,738          2,542,204          (79,853)           635,135             4 405  WATER OPERATIONS 4,050,493        9,680,689          11,106,460        10,107,179        10,302,480        377,490           4,427,983          4 406  WASTEWATER OPERATIONS 1,177,901        4,896,139          5,853,574          4,831,929          4,817,627          1,100,157       2,278,058          4 407  SURFACE WATER OPERATIONS 1,590,108        5,155,153          5,469,223          4,865,850          4,941,632          816,894           2,407,002          4 416  KING COUNTY METRO 46,505              13,156,760        13,209,387        13,156,760        13,209,387         ‐                   46,505                4 422  AIRPORT CAPITAL IMPROVEMENT 379,669           2,803,204          4,574,534          2,803,204          4,954,203          (379,669)          ‐                      4 424  MUNICIPAL GOLF COURSE SYSTEM CIP 135,024           100,000              100,000              100,000              100,000               ‐                   135,024             4 425  WATER CIP 812,275           4,500,000          5,200,000          4,500,000          5,200,000           ‐                   812,275             4 426  WASTEWATER CIP ‐                    3,790,000          3,250,000          3,790,000          3,250,000           ‐                   ‐                      4 427  SURFACE WATER CIP ‐                    3,650,000          3,500,000          3,650,000          3,500,000           ‐                   ‐                      4 471  WATERWORKS RATE STABILIZATION 15,604               ‐                       ‐                       ‐                       ‐                       ‐                   15,604                5 501  EQUIPMENT RENTAL 4,810,713        3,211,401          3,079,893          3,195,267          2,535,156          560,871           5,371,584          5 502  INSURANCE 5,156,987        3,178,883          3,187,593          3,293,564          2,930,079          142,833           5,299,820          5 503  INFORMATION TECHNOLOGY 911,613           4,029,664          4,118,173          4,513,461          4,409,226          (774,850)         136,763             5 504  FACILITIES 470,449           4,243,673          4,324,987          4,256,261          4,379,434          (67,035)           403,414             5 505  COMMUNICATIONS 283,929           953,941              974,307              957,746              991,015              (20,513)           263,416             5 512  HEALTHCARE INSURANCE 3,986,112        11,248,058        12,014,224        10,844,696        11,996,739        420,847           4,406,959          5 522  LEOFF1 RETIREES HEALTHCARE 2,807,251        2,235,684          2,235,684          2,261,732          2,262,573          (52,937)           2,754,314          6 611  FIREMENS PENSION 4,082,340        300,000              300,000              565,475              550,475              (515,950)         3,566,390         All Other Funds 43,318,850      121,356,702      121,096,362      125,928,829      120,583,671      (4,059,435)      39,259,415       TOTAL ALL FUNDS 53,370,039$   219,578,628$    221,159,916$    224,863,236$    219,932,000$    (4,056,692)$   49,313,347$    Executive Summary - Budget at a Glance 1 - 29 The Total Budget for 2011, All Funds  General Special Debt Capital Internal  Governmental* Revenue Services Imprvmts Enterprise Services Fiduciary Total Revenue Property Tax           32,046,525                      ‐                  ‐                          ‐                          ‐                          ‐                       ‐   32,046,525        Retail Sales and Use Taxes           21,942,035          180,000                 ‐                          ‐                          ‐                          ‐                       ‐   22,122,035        Excise Taxes           16,447,850             40,000                 ‐                          ‐                          ‐                          ‐                       ‐   16,487,850        Other Taxes              4,535,921                      ‐                  ‐              560,000                        ‐                          ‐                       ‐   5,095,921          Business License and Permits                 673,322            45,000                 ‐          1,630,000                        ‐                          ‐                       ‐   2,348,322          Other License and Permits              1,939,665                      ‐                  ‐                          ‐              101,046               69,093                      ‐   2,109,804          Federal/State Grants              1,031,324                      ‐                  ‐          5,028,905         1,554,250                        ‐                       ‐   7,614,479          Other Intergovernmental Revenues              8,141,401         617,000                ‐          2,604,420             339,315                        ‐           100,000 11,802,136        Charges for Goods and Services              6,366,817                      ‐                  ‐              400,000       59,504,434       10,249,155                      ‐   76,520,406        Fines and Forfeits              3,170,351                      ‐                  ‐                          ‐                          ‐                          ‐                       ‐   3,170,351          Interest and Other Earnings                 477,730               3,000                 ‐                10,000             518,749             202,101          200,000 1,411,580          Rents, Leases, and Concessions                 698,929          744,933                 ‐                          ‐          2,941,108                        ‐                       ‐   4,384,970          Other Miscellaneous Revenues                 221,000            65,000                 ‐              350,000               18,565       18,572,955                     ‐   19,227,520        Capital Contributions                            ‐                       ‐                  ‐                          ‐              790,179                        ‐                       ‐   790,179              Bond Proceeds                            ‐                       ‐                  ‐        10,000,000                        ‐                          ‐                       ‐   10,000,000        Other Financing Sources                 529,056            15,000                 ‐          3,794,494             100,000                 8,000                      ‐   4,446,550          Total New Revenue 98,221,926         1,709,933    ‐           24,377,819    65,867,646    29,101,304    300,000       219,578,628     Expenditures Legislative 277,834               ‐                 ‐           ‐                   ‐                   ‐                   ‐                277,834              Administrative and Judicial 4,522,128            85,674          ‐           ‐                   ‐                   957,746          ‐                5,565,548          City Attorney 1,600,531            ‐                 ‐           ‐                   ‐                   ‐                   ‐                1,600,531          Community & Economic Devel 6,158,044            295,000        ‐           ‐                   ‐                   ‐                   ‐                6,453,044          Human Resources & Risk Mgmt 948,554               ‐                 ‐           ‐                   ‐                   16,124,992    ‐                17,073,546        Finance and Information Svcs 1,909,797            ‐                 ‐           ‐                   508,975          4,513,461       ‐                6,932,233          Police 30,651,495          ‐                 ‐           ‐                   ‐                   ‐                   ‐                30,651,495        Fire and Emergency Services 22,045,916          ‐                 ‐           ‐                   ‐                   ‐                   ‐                22,045,916        Public Works 8,747,323            ‐                 ‐           11,632,819    58,558,807    3,195,267       ‐                82,134,215        Community Services 14,236,803          614,457        ‐           14,962,000    2,057,154       4,256,261       ‐                36,126,676        Interfund Transfers ‐                        620,000        ‐           1,443,550       100,000          275,000          ‐                2,438,550          Other City Services 3,120,946            ‐                 ‐           ‐                   ‐                   ‐                   565,475        3,686,421          Debt Service 4,715,035            ‐                 ‐           ‐                   5,162,190       ‐                   ‐                9,877,225          Total Committed Expenditures 98,934,407         1,615,131    ‐           28,038,369    66,387,126    29,322,727    565,475       224,863,236     In(De)crease to F/B & Reserves (712,481)              94,802          ‐           (3,660,550)     (519,480)         (221,423)         (265,475)      (5,284,608)         Beginning Fund Balance 10,051,189         2,124,459    ‐           8,105,106      10,579,891    18,427,054    4,082,340    53,370,039        Ending Fund Balance 9,338,708            2,219,261    ‐           4,444,556      10,060,411    18,205,631    3,816,865    48,085,431        * Including General Gov't Debt Service Executive Summary - Budget at a Glance 1 - 30 The Total Budget for 2012, All Funds  General Special Debt Capital Internal  Governmental* Revenue Services Imprvmts Enterprise Services Fiduciary Total Revenue Property Tax           32,475,452                      ‐                  ‐                          ‐                          ‐                          ‐                       ‐   32,475,452        Retail Sales and Use Taxes           23,146,222          200,000                 ‐                          ‐                          ‐                          ‐                       ‐   23,346,222        Excise Taxes           17,196,609             40,000                 ‐                          ‐                          ‐                          ‐                       ‐   17,236,609        Other Taxes              4,752,976                      ‐                  ‐              560,000                        ‐                          ‐                       ‐   5,312,976          Business License and Permits                 683,122            45,000                 ‐          1,670,000                        ‐                          ‐                       ‐   2,398,122          Other License and Permits              1,996,955                      ‐                  ‐                          ‐              101,634             102,290                      ‐   2,200,879          Federal/State Grants                 753,324                      ‐                  ‐          4,851,400         2,400,000                        ‐                       ‐   8,004,724          Other Intergovernmental Revenues              7,421,027         627,000                ‐          2,160,000             318,315                        ‐           100,000 10,626,342        Charges for Goods and Services              6,531,591                      ‐                  ‐              300,000       62,986,736       10,437,758                      ‐   80,256,085        Fines and Forfeits              3,214,156                      ‐                  ‐                          ‐                          ‐                          ‐                       ‐   3,214,156          Interest and Other Earnings                 477,730               3,000                 ‐                10,000             459,894             202,484          200,000 1,353,108          Rents, Leases, and Concessions                 701,464          844,049                 ‐                          ‐          3,301,855                        ‐                       ‐   4,847,368          Other Miscellaneous Revenues                 176,000          192,000                 ‐                          ‐                15,356       19,192,329                      ‐   19,575,685        Capital Contributions                            ‐                       ‐                  ‐                          ‐              630,262                        ‐                       ‐   630,262              Bond Proceeds                            ‐                       ‐                  ‐          7,000,000                        ‐                          ‐                       ‐   7,000,000          Other Financing Sources                 536,926            15,000                 ‐          2,030,000             100,000                        ‐                       ‐   2,681,926          Total New Revenue 100,063,554       1,966,049    ‐           18,581,400    70,314,052    29,934,861    300,000       221,159,916     Expenditures Legislative 286,842               ‐                 ‐           ‐                   ‐                   ‐                   ‐                286,842              Administrative and Judicial 4,637,004            85,674          ‐           ‐                   ‐                   991,015          ‐                5,713,693          City Attorney 1,695,841            ‐                 ‐           ‐                   ‐                   ‐                   ‐                1,695,841          Community & Economic Devel 6,455,274            315,000        ‐           ‐                   ‐                   ‐                   ‐                6,770,274          Human Resources & Risk Mgmt 955,833               ‐                 ‐           ‐                   ‐                   17,189,391    ‐                18,145,224        Finance and Information Svcs 1,999,714            ‐                 ‐           ‐                   529,070          4,409,226       ‐                6,938,010          Police 28,802,620          ‐                 ‐           ‐                   ‐                   ‐                   ‐                28,802,620        Fire and Emergency Services 23,055,144          ‐                 ‐           ‐                   ‐                   ‐                   ‐                23,055,144        Public Works 9,010,122            ‐                 ‐           9,746,400       61,073,055    2,535,156       ‐                82,364,733        Community Services 13,572,316          876,232        ‐           8,970,000       2,106,781       4,379,434       ‐                29,904,763        Interfund Transfers ‐                        630,000        ‐           951,926          100,000          ‐                   ‐                1,681,926          Other City Services 3,146,248            ‐                 ‐           ‐                   ‐                   ‐                   550,475        3,696,723          Debt Service 5,731,373            ‐                 ‐           ‐                   5,144,835       ‐                   ‐                10,876,208        Total Committed Expenditures 99,348,329         1,906,906    ‐           19,668,326    68,953,741    29,504,223    550,475       219,932,000     In(De)crease to F/B & Reserves 715,225               59,143          ‐           (1,086,926)     1,360,311       430,638          (250,475)      1,227,916          Beginning Fund Balance 9,338,707            2,219,260    ‐           4,444,556      10,060,411    18,205,631    3,816,865    48,085,430        Ending Fund Balance 10,053,932         2,278,403    ‐           3,357,630      11,420,722    18,636,269    3,566,390    49,313,346        * Including General Gov't Debt Service Executive Summary - Budget at a Glance 1 - 31 Total Revenue Budget Over Time, All Funds 2008 2009 2009 2010 2010 2011 2012 Change Change Revenue Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Tax Revenues  Property Tax  ‐  General Levy 29,050,790          30,903,043          30,660,522        31,364,643        31,497,128        32,046,525        32,475,452          2.2%1.3%  Property Tax  ‐  Special Levy 409,743                 ‐                       102,957               ‐                       ‐                       ‐                        ‐                        N/A N/A Total Property Taxes 29,460,534          30,903,043          30,763,479        31,364,643        31,497,128        32,046,525        32,475,452          2.2%1.3% Retail Sales and Use Tax 24,008,458          25,456,019          22,221,568        22,780,000        21,264,299        22,122,035        23,346,222          ‐2.9% 5.5% Utility Taxes 13,056,957          14,485,018          14,339,079        14,268,000        14,360,523        14,947,850        15,613,609          4.8%4.5% Other Taxes Admissions Tax 197,740                606,420                260,269              260,000              291,399              280,000              300,000                7.7%7.1% Franchise Fees 998,288                1,140,276             1,049,082           1,085,000           1,271,104           1,305,000           1,368,000             20.3%4.8% Excise Taxes 2,990,747             3,136,322             2,564,459           2,500,000           2,603,318           2,385,000           2,545,000             ‐4.6% 6.7% Emergency Medical Service 890,998                973,990                1,454,843           1,057,095           1,331,157           1,110,921           1,167,976             5.1%5.1% Gambling Excise Tax 2,165,153             2,472,644             2,143,073           2,000,000           1,546,934           1,600,000           1,600,000             ‐20.0%0.0% Total Other Taxes 7,242,927             8,329,652             7,471,726             6,902,095             7,043,912             6,680,921             6,980,976             ‐3.2% 4.5% Total Tax Revenue 73,768,875          79,173,732          74,795,852          75,314,738          74,165,862          75,797,331          78,416,259          0.6% 3.5% Licenses and Permits  Business Licenses and Permits 2,698,531             2,642,355             2,336,185           2,220,317           2,366,136           2,303,322           2,353,122             3.7%2.2%  Building Permits 2,144,138             2,518,050             1,563,617           1,701,834           1,483,341           1,951,527           2,042,279             14.7%4.7%  Non‐Business Licenses/Permits 233,868                153,256                189,489              161,000              160,317              158,277              158,600                ‐1.7% 0.2% Total Licenses and Permits 5,076,537             5,313,661             4,089,292             4,083,151             4,009,793             4,413,126             4,554,001             8.1% 3.2% Intergovernmental Revenue  Federal Grants 1,819,614             4,208,596             5,938,046           6,872,200           3,892,783           4,827,242           5,479,000             ‐29.8%13.5%  State Grants 7,449,875             5,610,247             6,986,619           2,402,736           3,559,007           2,799,237           2,537,724             16.5%‐9.3%  Motor Vehicle Excise Tax (MVET)74,310                  52,820                  85,826                66,098                183,594              67,089                68,096                  1.5%1.5%  State DUI 13,376                  15,000                  26,990                14,668                15,677                14,888                15,111                  1.5%1.5%  State/Street Fuel Taxes 1,700,928             1,954,675             1,797,029           1,755,165           1,831,824           1,774,267           1,801,626             1.1%1.5%  State/Fire Insurance Premium Tax 85,949                  90,000                  106,623              100,000              112,686              100,000              100,000                0.0%0.0%  State/Liquor Board Profits/Excise Tax 857,595                1,015,980             971,835              1,013,000           1,095,401           819,195              ‐                        ‐19.1%‐100.0%  Intrgovl Service and Interlocal Grants 11,865,224          18,537,245          11,295,354        12,458,086        8,033,037           9,014,697           8,629,509             ‐27.6%‐4.3% Total Intergovernmental Revenue 23,866,871          31,484,563          27,208,322          24,681,953          18,724,008          19,416,615          18,631,066          ‐21.3%‐4.0% Charges for Services  General Government 380,798                449,598                360,943              420,000              367,147              433,633              438,938                3.2%1.2%  Public Safety 524,565                656,620                521,484              430,000              482,343              426,081              430,635                ‐0.9% 1.1%  Utility and Environment 39,600,908          46,630,593          45,557,173        47,181,295        47,555,982        56,659,180        60,123,371          20.1%6.1%  Transportation Mitigation 609,482                869,000                232,646              190,000              71,861                240,000              140,000                26.3%‐41.7%  Other Transportation 9,242                    10,244                  19,231                79,000                80,861                115,056              115,056                45.6%0.0%  Plan Checking Fees 746,046                850,000                557,956              600,000              573,747              653,735              664,564                9.0%1.7%  Fire and Park Mitigation 613,575                540,000                185,154              160,000              89,411                160,000              160,000                0.0%0.0%  Planning/Zoning/EIS Fees 293,337                142,700                851,965              69,800                465,529              89,095                98,896                  27.6%11.0%  Recreation 3,349,453             3,442,452             3,226,559           3,459,340           3,004,168           3,395,586           3,427,963             ‐1.8% 1.0%  IS/MV Equip Repair/Replacement Chgs 5,195,194             5,975,462             10,232,168        10,851,035        9,894,372           10,249,155        10,437,758          ‐5.5% 1.8% Total Charges for Services 51,322,597          59,566,669          61,745,278          63,440,470          62,585,421          72,421,521          76,037,181          14.2% 5.0% Total Fines and Forfeits 2,110,973             1,494,000             3,817,008             3,577,193             3,446,860             3,170,351             3,214,156             ‐11.4% 1.4% Miscellaneous Revenue  Interest and Other Earnings 2,549,743             3,011,914             4,440,181           1,485,200           1,211,131           1,411,580           1,353,108             ‐5.0%‐4.1%  LID/Special Assessment Principal 4,159                     ‐                       4,563                   ‐                      25,967                 ‐                       ‐                        N/A N/A  Rents/Leases/Concessions 3,901,501             3,849,221             3,642,710           4,183,589           3,822,741           4,384,970           4,847,368             4.8%10.5%  Insurance Premiums and Recoveries 750,363                ‐                       260,062              ‐                      301,798              ‐                      ‐                        N/A N/A  Equipment Capital Recovery Charges 3,320,602             3,399,557             3,122,295           2,435,749           2,458,042           2,057,431           1,902,312             ‐15.5%‐7.5%  Intrfund Proprty Liability Ins Premiums 1,474,696             1,504,119             1,499,286           1,376,408           2,208,928           1,527,035           1,533,071             10.9%0.4%  Employee Insurance Premiums 12,036,293          13,682,060          13,727,455        15,791,637        13,251,202        14,313,356        15,078,604          ‐9.4% 5.3%  Contributions from Private Sources 331,870                353,976                457,254              215,980              1,466,171           515,000              170,000                138.4%‐67.0%  Other Miscellaneous 1,866,639             515,488                662,549              932,342              651,908              814,698              891,698                ‐12.6%9.5% Total Miscellaneous Revenue 26,235,867          26,316,335          27,816,355          26,420,905          25,397,887          25,024,070          25,776,161          ‐5.3% 3.0% Interfund Dept Service Charges 3,831,574             4,048,316             4,502,324             3,838,156             4,091,339             4,098,885             4,218,904             6.8% 2.9% Total Capital Contributions 13,311,614          5,356,244             1,266,570             3,588,328             2,770,776             790,179                630,262                ‐78.0%‐20.2% Total Other Financing Sources 21,762,341          29,550,417          21,841,614          6,587,000             15,051,122          14,446,550          9,681,926             119.3%‐33.0% TOTAL NEW REVENUE 221,287,249$      242,303,937$      227,082,615$      211,531,894$      210,243,067$      219,578,628$      221,159,916$      3.8% 0.7% Executive Summary - Budget at a Glance 1 - 32 Total Expenditure Budget Over Time, All Funds 2008 2009 2009 2010 2010 2011 2012 Change Change Expenditures Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Salaries And Wages Regular Salaries 49,249,769         55,786,757         53,852,589       54,393,783       52,889,921       52,957,456       54,412,404         ‐2.6% 2.7% Part Time Salaries 2,672,306           2,541,845           2,418,141         1,976,335         2,039,689         2,042,204         2,032,204           3.3%‐0.5% Uniform Allowance 113,813              150,550              141,737            141,408            140,381            140,856            140,856              ‐0.4% 0.0% Overtime 4,152,380           2,339,477           2,697,723         2,332,330         2,575,796         2,001,601         2,001,601           ‐14.2% 0.0% Total Salaries And Wages 56,188,269        60,818,629        59,110,191      58,843,855      57,645,787      57,142,117      58,587,065        ‐2.9%2.5% Personnel Benefits Retirement/PERS 2,196,470           2,869,643           2,293,556         1,800,719         1,868,308         2,162,604         2,841,066           20.1% 31.4% Retirement/LEOFF 1,199,065           1,172,282           1,258,684         1,161,829         1,278,772         1,205,144         1,235,244           3.7% 2.5% FICA 3,313,041           3,669,223           3,615,063         3,453,085         3,489,721         3,341,306         3,411,087           ‐3.2% 2.1% Medical Insurance 7,415,647           9,418,628           9,360,384         10,323,801       9,257,142         9,066,246         9,929,453           ‐12.2% 9.5% Leoff1 Retired Healthcare Insurance 1,733,384           2,000,686           1,947,004         2,205,684         1,462,970         2,205,684         2,205,684           0.0% 0.0% Industrial Insurance 966,248              1,024,137           1,041,933         1,224,684         1,061,777         1,261,162         1,258,312           3.0%‐0.2% Life Insurance 89,757                 105,907              98,323               100,233            89,585               95,349               96,413                 ‐4.9% 1.1% Dental Insurance 1,704,674           2,216,649           1,108,660         1,067,096         1,178,821         1,180,676         1,272,768           10.6% 7.8% Unemployment Compensation 153,300              143,915              173,413            684,772            252,743            239,866            243,456              ‐65.0% 1.5% Fire Pensions 527,818              515,600              447,558            525,000            375,461            540,720            540,720              3.0% 0.0% Long Term Disability 81,517                 99,647                 92,085               89,066               100,535            101,187            103,383              13.6% 2.2% Self‐Insurance Medical/Dental 9,809,718           12,422,922         10,755,032       14,134,922       10,039,004       12,424,659       13,557,416         ‐12.1% 9.1% Self‐Insurance Workmen's Comp 438,627              553,862              916,654            812,541            1,005,711         812,541            812,541              0.0% 0.0% Self‐Insurance Unemployment Comp 35,347                 71,400                 95,059               677,220            368,927            250,000            150,000              ‐63.1%‐40.0% Total Personnel Benefits 29,664,613        36,284,501        33,203,408      38,260,652      31,829,475      34,887,143      37,657,542        ‐8.8%7.9% Supplies Office/Operating Supplies 4,541,044           4,065,942           3,716,326         3,986,582         3,712,462         3,666,249         3,663,913           ‐8.0%‐0.1% Purchased Merchandise/Inventory 357,963              693,947              561,926            324,207            293,042            374,677            374,777              15.6% 0.0% Small Equipment 1,192,608           781,284              843,878            777,638            1,105,829         652,223            677,667              ‐16.1% 3.9% Total Supplies 6,091,615           5,541,173           5,122,131         5,088,427         5,111,332         4,693,149         4,716,357           ‐7.8%0.5% Other Services & Charges Professional Services 15,743,341         5,764,586           5,123,334         5,594,272         6,204,615         5,650,961         5,651,814           1.0% 0.0% Communications 555,339              621,463              576,694            599,828            535,014            618,619            618,619              3.1% 0.0% Travel and Training 391,265              504,463              324,621            444,580            290,537            416,735            417,588              ‐6.3% 0.2% Operating Rentals & Leases 318,164              462,462              817,719            882,014            769,137            852,584            852,584              ‐3.3% 0.0% Property/Liability Ins Premiums & Claims 3,001,290           1,855,258           1,663,621         1,910,916         1,232,004         1,282,297         1,282,522           ‐32.9% 0.0% Public Utility Services 13,281,914         26,845,600         26,279,486       27,210,649       26,173,783       29,122,076       29,224,548         7.0% 0.4% Repairs and Maintenance 1,636,543           1,480,793           1,652,122         1,624,610         900,528            757,413            756,248              ‐53.4%‐0.2% Other Miscellaneous Services 1,566,144           1,265,574           1,321,762         1,201,261         975,550            1,072,115         1,088,017           ‐10.8% 1.5% Total Other Services And Charges 36,494,000        38,800,199        37,759,358      39,468,129      37,081,168      39,772,799      39,891,939        0.8%0.3% Intergovernmental Services Intergovernmental Professional Services 3,313,097           3,856,318           3,553,754         4,176,291         5,589,763         8,952,350         6,725,575           114.4%‐24.9% Intergovernmental Payments ‐                       ‐                      498,356            ‐                      ‐                      ‐                      ‐                       N/A N/A External Taxes & Operating Assessments 1,445,460           1,723,864           1,592,743         1,788,526         1,787,462         1,788,526         1,788,526           0.0% 0.0% Interfund Taxes 2,606,786           2,343,657           2,871,599         2,169,702         2,853,884         2,319,702         2,319,702           6.9% 0.0% Total Intergovernmental Services 7,365,343           7,923,839           8,516,452         8,134,519         10,231,109      13,060,578      10,833,803        60.6%‐17.0% Capital Outlay Land 773,031              573,000              9,711                 410,000            23,398               260,000            310,000              ‐36.6% 19.2% Buildings, Structures & Oth Imprvmnts 22,399,763         25,177,000         25,144,033       10,888,000       10,985,018       29,868,000       26,239,000         174.3%‐12.2% Machinery and Equipment 6,677,494           5,838,013           1,500,655         2,146,007         1,525,229         2,948,653         2,044,677           37.4%‐30.7% Street Improvement Projects/TIP 21,126,907         22,675,579         15,384,760       16,074,634       10,151,078       11,632,819       9,746,400           ‐27.6%‐16.2% Total Capital Outlay 50,977,195        54,263,592        42,039,158      29,518,641      22,684,723      44,709,472      38,340,077        51.5%‐14.2% Debt Service  Principal 4,004,160           5,316,139           5,806,285         5,601,655         16,271,445       5,996,239         6,212,694           7.0% 3.6% Interest and Related Debt Costs 5,951,819           4,870,633           4,473,657         3,975,596         3,923,694         3,880,986         4,663,514           ‐2.4% 20.2% Total Debt Service 9,955,979           10,186,772        10,279,942      9,577,251         20,195,140      9,877,225         10,876,208        3.1%10.1% Total Interfund Payments 10,932,708        13,539,701        17,307,449      17,169,119      17,179,990      16,274,203      16,347,082        ‐5.2%0.4% Total Other Financing Uses 21,694,764        24,300,417        21,779,015      6,347,000         8,437,638         4,446,550         2,681,926           ‐29.9%‐39.7% TOTAL COMMITTED EXPENDITURES 229,364,486$    251,658,823$    235,117,104$   212,407,593$   210,396,361$   224,863,236$   219,932,000$    5.9%‐2.2% Executive Summary - Budget at a Glance 1 - 33 Revenue Detail, General Governmental Funds 2008 2009 2009 2010 2010 2011 2012 Change Change Revenue Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Tax Revenues  Property Tax  ‐  General Levy 29,050,790        30,903,043          30,660,522        31,364,643        31,497,128        32,046,525        32,475,452          2.2%1.3% Total Property Taxes 29,050,790        30,903,043          30,660,522        31,364,643        31,497,128        32,046,525        32,475,452          2.2%1.3% Retail Sales and Use Tax 22,833,902        25,190,819          22,021,188        22,600,000        21,072,873        21,942,035        23,146,222          ‐2.9% 5.5% Utility Taxes 12,986,957        14,444,344          14,339,079        14,228,000        14,279,849        14,907,850        15,573,609          4.8%4.5% Other Taxes Admissions Tax 197,740             606,420                260,269              260,000              291,399              280,000              300,000                7.7%7.1% Franchise Fees 998,288             1,095,276             1,039,031           1,040,000           1,222,444           1,260,000           1,323,000             21.2%5.0% Excise Taxes 2,540,644          2,136,322             1,564,459           2,100,000           2,203,318           1,985,000           2,145,000             ‐5.5% 8.1% Emergency Medical Service 890,998             850,990                1,170,657           897,095              1,161,114           950,921              1,007,976             6.0%6.0% Gambling Excise Tax 2,165,153          2,472,644             2,143,073           2,000,000           1,546,934           1,600,000           1,600,000             ‐20.0%0.0% Total Other Taxes 6,792,824          7,161,652             6,177,489             6,297,095             6,425,210             6,075,921             6,375,976             ‐3.5% 4.9% Total Tax Revenue 71,664,473        77,699,858          73,198,278          74,489,738          73,275,059          74,972,331          77,571,259          0.6% 3.5% Licenses and Permits  Business Licenses and Permits 743,013             742,355                601,264              620,317              694,411              673,322              683,122                8.5%1.5%  Building Permits 1,800,357          2,421,950             1,493,593           1,605,059           1,393,718           1,781,388           1,838,355             11.0%3.2%  Non‐Business Licenses/Permits 233,868             153,256                189,489              161,000              160,317              158,277              158,600                ‐1.7% 0.2% Total Licenses and Permits 2,777,238          3,317,561             2,284,347             2,386,376             2,248,445             2,612,987             2,680,077             9.5% 2.6% Intergovernmental Revenue  Federal Grants 1,072,541          329,596                537,978              1,042,610           1,394,037           937,000              659,000                ‐10.1%‐29.7%  State Grants 114,523             82,000                  217,336              116,324              238,748              106,324              106,324                ‐8.6% 0.0%  Motor Vehicle Excise Tax (MVET)74,310                52,820                  85,826                66,098                183,594              67,089                68,096                  1.5%1.5%  State DUI 13,376                15,000                  26,990                14,668                15,677                14,888                15,111                  1.5%1.5%  State/Street Fuel Taxes 1,074,030          1,321,200             1,221,980           1,140,165           1,245,640           1,157,267           1,174,626             1.5%1.5%  State/Liquor Board Profits/Excise Tax 857,595             1,015,980             971,835              1,013,000           1,095,401           819,195              ‐                        ‐19.1%‐100.0%  Intrgovl Service and Interlocal Grants 5,542,062          6,154,490             6,628,186           6,057,086           5,506,456           6,070,962           6,151,194             0.2%1.3% Total Intergovernmental Revenue 8,748,436          8,971,086             9,690,130             9,449,951             9,679,553             9,172,725             8,174,351             ‐2.9%‐10.9% Charges for Services  General Government 176,950             247,183                187,721              217,585              208,755              231,218              236,523                6.3%2.3%  Public Safety 524,565             656,620                521,484              430,000              482,343              426,081              430,635                ‐0.9% 1.1%  Utility and Environment 41,795                100,000                40,470                26,908                35,126                23,549                25,910                  ‐12.5%10.0%  Transportation Mitigation ‐                      ‐                       2,564                  ‐                      4,473                  ‐                      ‐                        N/A N/A  Plan Checking Fees 746,046             850,000                557,956              600,000              573,747              653,735              664,564                9.0%1.7%  Planning/Zoning/EIS Fees 115,927             142,700                76,965                69,800                269,889              89,095                98,896                  27.6%11.0%  Recreation 1,678,818          1,674,498             1,631,486           1,572,240           1,424,932           1,628,486           1,660,863             3.6%2.0% Total Charges for Services 3,284,100          3,671,001             3,018,646             2,916,533             2,999,265             3,052,164             3,117,391             4.7% 2.1% Total Fines and Forfeits 2,110,973          1,494,000             3,817,008             3,577,193             3,438,022             3,170,351             3,214,156             ‐11.4% 1.4% Miscellaneous Revenue  Interest and Other Earnings 735,910             921,616                535,314              434,300              327,558              477,730              477,730                10.0%0.0%  Rents/Leases/Concessions 676,919             716,580                677,960              720,780              727,338              698,929              701,464                ‐3.0% 0.4%  Contributions from Private Sources 175,513             137,400                150,406              111,900              133,756              100,000              105,000                ‐10.6%5.0%  Other Miscellaneous 90,336                110,000                166,012              111,000              80,936                121,000              71,000                  9.0%‐41.3% Total Miscellaneous Revenue 1,678,677          1,885,596             1,529,692             1,377,980             1,269,588             1,397,659             1,355,194             1.4%‐3.0% Interfund Dept Service Charges 3,072,950          3,310,752             3,225,745             3,080,927             3,190,908             3,314,653             3,414,200             7.6% 3.0% Total Capital Contributions (31,840)              ‐                        1,202                    ‐                        1,196                    ‐                        ‐                        N/A N/A Total Other Financing Sources 382,099             517,174                577,004                560,000                7,265,882             529,056                536,926                ‐5.5% 1.5% TOTAL NEW REVENUE 93,687,106$      100,867,028$      97,342,052$        97,838,698$        103,367,918$      98,221,926$        100,063,554$      0.4% 1.9% Executive Summary - Budget at a Glance 1 - 34 Expenditure Detail, General Governmental Funds 2008 2009 2009 2010 2010 2011 2012 Change Change Expenditures Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Salaries And Wages Regular Salaries 42,057,776          45,972,909         44,252,284       44,496,346       43,105,068       42,686,777       43,824,731         ‐4.1% 2.7% Part Time Salaries 2,218,414             1,893,924           1,945,049         1,537,092         1,622,654         1,514,033         1,514,033           ‐1.5% 0.0% Uniform Allowance 113,813                150,550              141,737            141,408            140,381            140,856            140,856              ‐0.4% 0.0% Overtime 3,966,675             2,122,683           2,441,172         2,127,536         2,342,023         1,797,867         1,797,867           ‐15.5% 0.0% Total Salaries And Wages 48,356,678          50,140,066        48,780,241      48,302,382      47,210,126      46,139,533      47,277,487        ‐4.5%2.5% Personnel Benefits Retirement/PERS 1,657,274             2,050,416           1,608,905         1,274,304         1,332,628         1,455,902         1,890,580           14.3% 29.9% Retirement/LEOFF 1,199,065             1,172,282           1,258,684         1,161,829         1,278,772         1,205,144         1,235,244           3.7% 2.5% FICA 2,719,887             2,867,516           2,831,671         2,656,921         2,700,180         2,517,102         2,566,057           ‐5.3% 1.9% Medical Insurance 6,304,790             7,669,874           7,597,170         8,519,609         7,474,238         6,936,343         7,629,156           ‐18.6% 10.0% Leoff1 Retired Healthcare Insurance 1,733,384             2,000,686           1,947,004         2,205,684         1,462,970         2,205,684         2,205,684           0.0% 0.0% Industrial Insurance 810,646                809,588              824,824            995,217            846,793            1,017,945         1,015,239           2.3%‐0.3% Life Insurance 76,923                  87,696                 81,080               82,016               73,577               77,246               78,218                 ‐5.8% 1.3% Dental Insurance 1,452,158             1,815,034           903,753            867,525            956,076            938,997            1,011,806           8.2% 7.8% Unemployment Compensation 117,900                115,336              140,132            649,788            203,590            190,172            192,547              ‐70.7% 1.2% Fire Pensions 15,555                  15,600                 3,940                 ‐                     15,780               15,720               15,720                 100.0% 0.0% Long Term Disability 61,709                  71,206                 64,943               61,000               69,047               67,499               68,838                 10.7% 2.0% Total Personnel Benefits 16,149,291          18,675,234        17,262,107      18,473,893      16,413,651      16,627,753      17,909,089        ‐10.0%7.7% Supplies Office/Operating Supplies 2,373,785             1,867,516           1,574,802         1,739,914         1,333,748         1,413,561         1,411,225           ‐18.8%‐0.2% Purchased Merchandise/Inventory ‐                         334,550              323,684            206,550            19,646               6,600                 6,700                   ‐96.8% 1.5% Small Equipment 888,312                384,204              403,317            372,808            689,319            280,559            306,003              ‐24.7% 9.1% Total Supplies 3,262,097            2,586,270           2,301,803         2,319,271         2,042,713         1,700,720         1,723,928           ‐26.7%1.4% Other Services & Charges Professional Services 4,699,263             2,783,825           2,750,248         2,911,359         3,148,218         2,550,518         2,554,517           ‐12.4% 0.2% Communications 153,332                206,834              172,272            79,619               36,033               24,178               24,178                 ‐69.6% 0.0% Travel and Training 190,353                225,634              157,458            217,068            144,496            195,983            197,382              ‐9.7% 0.7% Volunteer Travel/Meals 123,237                175,346              108,107            128,261            94,176               115,580            115,034              ‐9.9%‐0.5% Operating Rentals & Leases 286,029                408,204              580,339            616,711            523,480            616,361            616,361              ‐0.1% 0.0% Property/Liability Ins Premiums & Claims 1,075,746             ‐                      7,291                 ‐                     (281)                   775                    1,000                   100.0% 29.0% Public Utility Services 2,381,360             1,793,895           1,732,490         1,706,879         1,653,900         1,707,095         1,707,095           0.0% 0.0% Repairs and Maintenance 898,115                853,956              620,602            549,198            298,399            408,442            407,277              ‐25.6%‐0.3% Other Miscellaneous Services 1,365,736             1,040,211           1,120,168         857,952            720,960            778,875            794,777              ‐9.2% 2.0% Total Other Services And Charges 11,173,171          7,487,905           7,248,974         7,067,046         6,619,382         6,397,806         6,417,620           ‐9.5%0.3% Intergovernmental Services Intergovernmental Professional Services 3,313,097             3,856,318           3,553,754         4,176,291         5,589,763         8,952,350         6,725,575           114.4%‐24.9% External Taxes & Operating Assessments 65                           ‐                      12,893                ‐                     12,568               ‐                     ‐                       N/A N/A Interfund Taxes ‐                          ‐                       ‐                      ‐                      ‐                     150,000            150,000              100.0% 0.0% Total Intergovernmental Services 3,313,162            3,856,318           3,566,646         4,176,291         5,602,331         9,102,350         6,875,575           118.0%‐24.5% Capital Outlay Buildings, Structures & Oth Imprvmnts 200,000                ‐                      ‐                     ‐                     110,182            ‐                     ‐                       N/A N/A Machinery and Equipment 578,081                255,692              25,777               227,572            63,400               267,559            267,559              17.6% 0.0% Total Capital Outlay 778,081                255,692              25,777              227,572            173,582            267,559            267,559              17.6%0.0% Debt Service  Principal 2,193,976             1,700,000           1,700,000         2,394,238         11,100,442       2,620,236         2,743,517           9.4% 4.7% Interest and Related Debt Costs 2,069,762             2,890,381           2,476,822         2,100,707         2,095,142         2,094,799         2,987,856           ‐0.3% 42.6% Total Debt Service 4,263,739            4,590,381           4,176,822         4,494,945         13,195,584      4,715,035         5,731,373           4.9%21.6% Total Interfund Payments 7,274,313            8,580,404           12,555,511      12,777,297      12,651,910      11,975,651      12,145,698        ‐6.3%1.4% Total Other Financing Uses 600,867                5,396,584           1,285,446         ‐                     6,805                 2,008,000         1,000,000           100.0%‐50.2% TOTAL COMMITTED EXPENDITURES 95,171,399$        101,568,854$    97,203,328$     97,838,698$     103,916,084$   98,934,407$     99,348,329$      1.1%0.4% Executive Summary - Budget at a Glance 1 - 35 2011 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 2011 Revenue Property Tax 20,491,230        3,477,251          3,777,022      ‐                   195,966     2,030,000      ‐                      2,075,056       32,046,525                Retail Sales and Use Taxes 21,683,285        ‐                      258,750        ‐                   ‐              ‐                 ‐                      ‐                   21,942,035                Utility Taxes 9,823,850          4,968,000          1,656,000     ‐                   ‐              ‐                 ‐                      ‐                   16,447,850                Other Taxes 2,695,921          ‐                      ‐                 ‐                   ‐              ‐                 ‐                      1,840,000       4,535,921                  Sub‐Total Taxes 54,694,286        8,445,251          5,691,772     ‐                   195,966     2,030,000     ‐                      3,915,056       74,972,331                Business License and Permits 673,322             ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   673,322                     Other License and Permits 1,814,665          ‐                      125,000        ‐                   ‐              ‐                 ‐                      ‐                   1,939,665                  Federal/State Grants 727,324             ‐                      ‐                 304,000          ‐              ‐                 ‐                      ‐                   1,031,324                  Other Intergovernmental Revenues 6,713,211           ‐                      1,157,267      ‐                   ‐              ‐                 ‐                      270,923          8,141,401                  Charges for Goods and Services 3,252,115          1,694,340          1,417,762      ‐                   ‐              ‐                 2,600                 ‐                   6,366,817                  Fines and Forfeits 3,170,351          ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   3,170,351                  Interest and Other Earnings 477,330             ‐                      ‐                 ‐                   ‐              ‐                 400                     ‐                   477,730                     Rents, Leases, and Concessions 41,329                623,100             ‐                 ‐                   ‐              ‐                 34,500               ‐                   698,929                     Other Miscellaneous Revenues 126,000             55,000                ‐                 ‐                   ‐              ‐                 40,000               ‐                   221,000                     Capital Contributions ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   ‐                              Other Financing Sources ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   ‐                              Bond Proceeds ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   ‐                              Sale of General Fixed Assets ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   ‐                              Transfer In ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      529,056          529,056                     Total New Revenue 71,689,933        10,817,691        8,391,801     304,000          195,966     2,030,000     77,500               4,715,035       23,249,595                Use of Prior Yr Revenue ‐                      ‐                      ‐                   ‐                     ‐                ‐                   ‐                       ‐                   ‐                                Total Resources 71,689,933        10,817,691        8,391,801       304,000            195,966       2,030,000       77,500                4,715,035       98,221,926                  Expenditures Legislative 277,834             277,834                     City Attorney 1,600,531          1,600,531                  Executive:  Mayor's Office 1,454,762          1,454,762                  City Clerk 790,484             790,484                     Hearing Examiner 171,929             171,929                     Court Services 2,104,953          2,104,953                  Community & Economic Development ‐                              Administrative 929,263             929,263                     Economic Development 639,900             639,900                     Planning 1,459,446          1,459,446                  Development Services 3,081,560          3,081,560                  Municipal Arts ‐                              Farmers Market 47,875               47,875                       Housing Opportunity ‐                              Human Resources & Risk Mgmt:948,554             948,554                     Insurance ‐                              Finance & Information Systems 1,909,797          1,909,797                  Other City Services/Misc 3,120,946          3,120,946                  Debt Service 4,715,035       4,715,035                  Police 30,651,495        30,651,495                Fire and Emergency Services 22,020,916        25,000               22,045,916                Public Works ‐                              Administration 454,179             454,179                     Transportation 4,599,219     4,599,219                  Utility Systems & Technical Svc ‐                      ‐                              Maintenance Services 3,693,925     3,693,925                  Community Services:‐                              Community Services 10,742,324        10,742,324                Housing & Human Services 952,071             952,071                     Comm Dev Block Grants 304,000          304,000                     Museum 208,407     208,407                     Library 2,030,000     2,030,000                  Golf Course ‐                              Transfers‐Out ‐                      ‐                      ‐                 ‐                              Total Expenditures 72,568,621        10,742,324        8,293,144       304,000            208,407       2,030,000       72,875                4,715,035       98,934,407                  Fund Balance,  January 1 9,491,809          50,000                50,000           (6,121)              63,206       ‐                 250,847             151,448          10,051,189                Total New Revenue 71,689,933        10,817,691        8,391,801     304,000          195,966     2,030,000     77,500               4,715,035       98,221,926                Total Committed Expenditures (72,568,621)      (10,742,324)      (8,293,144)    (304,000)         (208,407)   (2,030,000)    (72,875)              (4,715,035)      (98,934,407)              Fund Balance Plus Reserves 8,613,120          125,367             148,657        (6,121)              50,765       ‐                 255,472             151,448          9,338,708                  Operating Reserves ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   ‐                              Other Reserves/IBNR ‐                      ‐                      ‐                 ‐                   ‐              ‐                 ‐                      ‐                   ‐                              Fund Balance (Undesig/Designated) 8,613,120          125,367             148,657          (6,121)                50,765         ‐                   255,472              151,448          9,338,708                    Executive Summary - Budget at a Glance 1 - 36 Revenue Property Tax Retail Sales and Use Taxes Utility 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 Capital Contributions 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 Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems 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) 2011 Revenue, Expenditures, Fund Sources, All Funds Special Revenue Special 102 108 110 118 125 127 135 Revenue Arter Str Leased Fac. Lodging Paths 1% Art Cable Com Wetlands Total  ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           180,000           ‐              ‐                    ‐                     ‐                  180,000            ‐                   ‐                           ‐                    ‐              ‐                    40,000               ‐                  40,000               ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           180,000           ‐              ‐                    40,000               ‐                  220,000            ‐                   ‐                           ‐                    ‐              ‐                    45,000               ‐                  45,000               ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     617,000          ‐                           ‐                    ‐              ‐                    ‐                     ‐                  617,000            ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     3,000               ‐                           ‐                    ‐              ‐                    ‐                     ‐                  3,000                 ‐                   744,933                   ‐                    ‐              ‐                    ‐                     ‐                  744,933            ‐                   ‐                           65,000              ‐              ‐                    ‐                     ‐                  65,000               ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              15,000              ‐                     ‐                  15,000               620,000          744,933                   245,000           ‐              15,000              85,000               ‐                  1,709,933         ‐                    ‐                            ‐                      ‐                ‐                      ‐                      ‐                  ‐                       620,000           744,933                    245,000             ‐                15,000                85,000                ‐                  1,709,933           ‐                     ‐                     ‐                     ‐                     85,674               85,674               ‐                     ‐                     ‐                     245,000           245,000            ‐                     ‐                     ‐                     50,000              50,000               ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     614,457                   614,457            ‐                     ‐                     ‐                     ‐                     ‐                     620,000          ‐                           ‐                    ‐              ‐                    ‐                     ‐                  620,000            620,000           614,457                    245,000             ‐                50,000                85,674                ‐                  1,615,131           200,687          995,638                   247,828           3,264         128,796           88,718               459,528         2,124,459         620,000          744,933                   245,000           ‐              15,000              85,000               ‐                  1,709,933         (620,000)         (614,457)                 (245,000)          ‐              (50,000)            (85,674)            ‐                  (1,615,131)        200,687          1,126,114               247,828           3,264         93,796              88,044               459,528         2,219,261         ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     200,687           1,126,114                247,828             3,264           93,796                88,044                459,528         2,219,261           Executive Summary - Budget at a Glance 1 - 37 Revenue Property Tax Retail Sales and Use Taxes Utility 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 Capital Contributions 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 Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems 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) 2011 Revenue, Expenditures, Fund Sources, All Funds 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 ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 560,000          ‐                    ‐                     ‐                     560,000               ‐                      ‐                    ‐                 ‐                 560,000          ‐                    ‐                     ‐                     560,000               ‐                      ‐                    ‐                 ‐                 ‐                  1,630,000        ‐                     ‐                     1,630,000            ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 ‐                  5,028,905        ‐                     ‐                     5,028,905            ‐                      ‐                    ‐                 ‐                 ‐                  2,604,420        ‐                     ‐                     2,604,420            ‐                      60,000             100,000        240,000        ‐                  ‐                    ‐                     ‐                     400,000               ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 10,000          ‐                  ‐                    ‐                     ‐                     10,000                  ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 350,000          ‐                    ‐                     ‐                     350,000               ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 10,000,000    ‐                    ‐                     ‐                     10,000,000          ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     ‐                     ‐                        ‐                      ‐                    ‐                 ‐                 2,400,000      1,394,494        ‐                     ‐                     3,794,494            ‐                      60,000             100,000        250,000        13,310,000    10,657,819      ‐                     ‐                     24,377,819          ‐                      ‐                    ‐                   ‐                   ‐                    ‐                      ‐                      ‐                      ‐                          ‐                      60,000             100,000          250,000          13,310,000      10,657,819        ‐                      ‐                      24,377,819            ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                        ‐                     ‐                        ‐                  ‐                        ‐                        ‐                        ‐                        ‐                        ‐                     ‐                        ‐                        ‐                        ‐                        ‐                        ‐                      ‐                        ‐                  ‐                        ‐                        ‐                        ‐                        11,632,819      11,632,819          ‐                        ‐                        ‐                        14,962,000    14,962,000          ‐                        ‐                        ‐                        ‐                        ‐                        ‐                      400,000           529,056        499,494        ‐                  15,000              ‐                     1,443,550            ‐                      400,000           529,056          499,494          14,962,000      11,647,819        ‐                      ‐                      28,038,369            ‐                      1,126,594        1,903,522    557,134        3,455,517      1,060,648        38                      1,653                  8,105,106            ‐                      60,000             100,000        250,000        13,310,000    10,657,819      ‐                     ‐                     24,377,819          ‐                      (400,000)          (529,056)       (499,494)       (14,962,000)   (11,647,819)    ‐                     ‐                     (28,038,369)        ‐                      786,594           1,474,466    307,640        1,803,517      70,648              38                      1,653                  4,444,556            ‐                      ‐                    ‐                 ‐                 ‐                  ‐                    ‐                     1,653                  1,653                    ‐                      ‐                    ‐                 ‐                 1,384,235      ‐                    ‐                     ‐                     1,384,235            ‐                      786,594           1,474,466      307,640          419,282            70,648                38                       ‐                      3,058,668              Executive Summary - Budget at a Glance 1 - 38 Revenue Property Tax Retail Sales and Use Taxes Utility 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 Capital Contributions 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 Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems 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) 2011 Revenue, Expenditures, Fund Sources, All Funds Enterprise Total  Combined Combined 402 422 403 404 424 Enterprise Utility Ops Utility CIP Airport Airport CIP Sol Waste Golf Crs Golf CIP Funds ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            101,046               ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   101,046                   ‐                        642,000             ‐                    901,000           11,250              ‐                    ‐                   1,554,250                ‐                        196,000             ‐                    ‐                    143,315           ‐                    ‐                   339,315                   32,223,486         10,410,000        115,056           ‐                    14,786,377      1,969,515       ‐                   59,504,434             ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            206,005               268,500             9,244               ‐                    5,000                30,000            ‐                   518,749                   125,000               ‐                     511,914           1,752,204        70,000              481,990          ‐                   2,941,108                16,525                 ‐                     ‐                    ‐                    ‐                    2,040                ‐                   18,565                     ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            216,679               423,500             ‐                    150,000           ‐                    ‐                    ‐                   790,179                   ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                            ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    100,000          100,000                   32,888,741         11,940,000        636,214           2,803,204        15,015,942      2,483,545       100,000          65,867,646             ‐                        ‐                      ‐                      ‐                      ‐                      ‐                     ‐                   ‐                             32,888,741         11,940,000        636,214             2,803,204          15,015,942        2,483,545         100,000          65,867,646              ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            375,882               133,092           508,975                   ‐                            4,609,402            ‐                     ‐                    105,204           ‐                    447,584          ‐                   5,162,190                ‐                            ‐                            ‐                            ‐                            1,125,756        2,698,000        3,823,756                6,693,883            11,940,000        14,542,589      33,176,471             21,282,551         276,030           21,558,580             ‐                            ‐                            ‐                            ‐                            ‐                            ‐                            1,957,154       100,000          2,057,154                ‐                        ‐                     ‐                    ‐                    ‐                    100,000          ‐                   100,000                   32,961,718         11,940,000        1,125,756          2,803,204          14,951,710        2,504,738         100,000          66,387,126              6,880,611            812,275             1,331,290        379,669           326,034           714,988          135,024          10,579,891             32,888,741         11,940,000        636,214           2,803,204        15,015,942      2,483,545       100,000          65,867,646             (32,961,718)        (11,940,000)      (1,125,756)      (2,803,204)       (14,951,710)    (2,504,738)     (100,000)         (66,387,126)            6,807,634            812,275             841,749           379,669           390,266           693,795          135,024          10,060,411             1,928,908            ‐                     112,576           ‐                    400,000           514,289          ‐                   2,955,772                3,291,358            ‐                     729,173           ‐                    ‐                    ‐                    ‐                   4,020,531                1,587,369            812,275             ‐                      379,669             (9,734)                 179,506            135,024          3,084,108                 Executive Summary - Budget at a Glance 1 - 39 Revenue Property Tax Retail Sales and Use Taxes Utility 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 Capital Contributions 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 Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems 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) 2011 Revenue, Expenditures, Fund Sources, All Funds Total Fiduciary All Funds 501 502/512/522 503 504 505 Internal 611                     Total Equip R&R Insurance Inform Tech Facilities Communications Services Fire Pension 2011 ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      32,046,525                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      22,122,035                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      16,487,850                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      5,095,921                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      75,752,331                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      2,348,322                  ‐                      ‐                      69,093              ‐                    ‐                          69,093                    ‐                      2,109,804                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      7,614,479                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           100,000             11,802,136                2,042,770          ‐                      3,016,771        4,235,673        953,941                  10,249,155           ‐                      76,520,406                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      3,170,351                  50,000                147,101             5,000                ‐                    ‐                          202,101                 200,000             1,411,580                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      4,384,970                  1,118,631          16,515,524        938,800           ‐                    ‐                          18,572,955           ‐                      19,227,520                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      ‐                              ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      790,179                      ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      10,000,000                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                           ‐                      ‐                              ‐                      ‐                      ‐                    8,000                ‐                          8,000                       ‐                      4,446,550                  3,211,401          16,662,625        4,029,664        4,243,673        953,941                  29,101,304           300,000             219,578,628              ‐                      ‐                      ‐                      ‐                      ‐                            ‐                      ‐                                3,211,401          16,662,625        4,029,664          4,243,673          953,941                    29,101,304             300,000             219,578,628                ‐                           ‐                              ‐                           277,834                      ‐                           1,600,531                  957,746                  957,746                 2,412,508                  ‐                           876,158                      ‐                           171,929                      ‐                           2,104,953                  ‐                           ‐                              ‐                           1,174,263                  ‐                           639,900                      ‐                           1,459,446                  ‐                           3,081,560                  ‐                           50,000                        ‐                           47,875                        ‐                           ‐                              16,124,992        16,124,992           17,073,546                ‐                           ‐                              4,513,461        4,513,461              6,932,233                  ‐                           565,475             3,686,421                  ‐                           9,877,225                  ‐                           30,651,495                ‐                           22,045,916                ‐                           ‐                              ‐                           454,179                      ‐                           20,055,794                ‐                           33,176,471                3,195,267          3,195,267              28,447,772                ‐                           ‐                              4,256,261        4,256,261              30,575,043                ‐                           952,071                      ‐                           304,000                      ‐                           208,407                      ‐                           2,030,000                  ‐                           2,057,154                  ‐                      275,000             ‐                    ‐                    275,000                 ‐                      2,438,550                  3,195,267          16,399,992        4,513,461          4,256,261          957,746                    29,322,727             565,475             224,863,236                4,810,713          11,950,350        911,613           470,449           283,929                  18,427,054           4,082,340          53,370,039                3,211,401          16,662,625        4,029,664        4,243,673        953,941                  29,101,304           300,000             219,578,628              (3,195,267)         (16,399,992)      (4,513,461)       (4,256,261)       (957,746)                (29,322,727)          (565,475)            (224,863,236)            4,826,847          12,212,983        427,816           457,861           280,124                  18,205,631           3,816,865          48,085,431                198,827             5,000,000          329,809           ‐                    ‐                          5,528,636              ‐                      8,486,061                  4,628,020          3,692,831          98,007              ‐                    ‐                          8,418,858              ‐                      13,823,624                ‐                      3,520,152          (0)                        457,861             280,124                    4,258,137                3,816,865          25,775,746                  Internal Service Executive Summary - Budget at a Glance 1 - 40 2012 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 2012 Revenue Property Tax 20,890,325        3,557,908          3,867,606      ‐              216,220     1,030,000      ‐                     2,913,393       32,475,452          Retail Sales and Use Taxes 22,875,828        ‐                      270,394        ‐              ‐              ‐                 ‐                     ‐                   23,146,222          Utility Taxes 10,274,529        5,191,560          1,730,520     ‐              ‐              ‐                 ‐                     ‐                   17,196,609          Other Taxes 2,752,976          ‐                      ‐                 ‐              ‐              ‐                 ‐                     2,000,000       4,752,976            Sub‐Total Taxes 56,793,658 8,749,468 5,868,520 0 216,220 1,030,000 0 4,913,393 77,571,259          Business License and Permits 683,122             ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   683,122               Other License and Permits 1,871,955          ‐                      125,000        ‐              ‐              ‐                 ‐                     ‐                   1,996,955            Federal/State Grants 449,324             ‐                      ‐                 304,000     ‐              ‐                 ‐                     ‐                   753,324               Other Intergovernmental Revenues 5,965,347           ‐                      1,174,626      ‐              ‐              ‐                 ‐                     281,054          7,421,027            Charges for Goods and Services 3,341,356          1,726,717          1,460,918      ‐              ‐              ‐                 2,600                  ‐                   6,531,591            Fines and Forfeits 3,214,156          ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   3,214,156            Interest and Other Earnings 477,330             ‐                      ‐                 ‐              ‐              ‐                 400                    ‐                   477,730               Rents, Leases, and Concessions 45,864                618,100             ‐                 ‐              ‐              ‐                 37,500               ‐                   701,464               Other Miscellaneous Revenues 76,000                55,000                ‐                 ‐              ‐              ‐                 45,000               ‐                   176,000               Capital Contributions ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   ‐                        Other Financing Sources ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   ‐                        Bond Proceeds ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   ‐                        Sale of General Fixed Assets ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   ‐                        Transfer In ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     536,926          536,926               Total New Revenue 72,918,112 11,149,285 8,629,064 304,000 216,220 1,030,000 85,500 5,731,373 22,492,295          Use of Prior Yr Revenue ‐                      ‐                      ‐                   ‐                ‐                ‐                   ‐                      ‐                   ‐                          Total Resources 72,918,112 11,149,285 8,629,064 304,000 216,220 1,030,000 85,500 5,731,373 100,063,554          Expenditures Legislative 286,842             286,842               City Attorney 1,695,841          1,695,841            Executive:  Mayor's Office 1,482,852          1,482,852            City Clerk 905,811             905,811               Hearing Examiner 71,025                71,025                  Court Services 2,177,315          2,177,315            Community & Economic Development ‐                        Administrative 958,584             958,584               Economic Development 665,687             665,687               Planning 1,542,472          1,542,472            Development Services 3,239,380          3,239,380            Municipal Arts ‐                        Farmers Market 49,150               49,150                  Housing Opportunity ‐                        Human Resources & Risk Mgmt:955,833             955,833               Insurance ‐                        Finance & Information Systems 1,999,714          1,999,714            Other City Services/Misc 3,146,248          3,146,248            Debt Service 5,731,373       5,731,373            Police 28,802,620        28,802,620          Fire and Emergency Services 23,030,144        25,000               23,055,144          Public Works ‐                        Administration 473,685             473,685               Transportation 4,766,295     4,766,295            Utility Systems & Technical Svc ‐                      ‐                        Maintenance Services 3,770,142     3,770,142            Community Services:‐                        Community Services 11,069,028        11,069,028          Housing & Human Services 953,786             953,786               Comm Dev Block Grants 304,000     304,000               Museum 215,502     215,502               Library 1,030,000     1,030,000            Golf Course ‐                        Transfers‐Out ‐                      ‐                      ‐                 ‐                        Total Expenditures 72,387,839        11,069,028        8,536,436       304,000       215,502       1,030,000       74,150                5,731,373       99,348,329            Fund Balance,  January 1 8,613,120          125,366             148,657        (6,121)        50,765       ‐                 255,472            151,448          9,338,707            Total New Revenue 72,918,112        11,149,285        8,629,064     304,000     216,220     1,030,000     85,500               5,731,373       100,063,554        Total Committed Expenditures (72,387,839)      (11,069,028)      (8,536,436)    (304,000)    (215,502)   (1,030,000)    (74,150)             (5,731,373)      (99,348,329)        Fund Balance Plus Reserves 9,143,392          205,623             241,285        (6,121)        51,483       ‐                 266,822            151,448          10,053,932          Operating Reserves ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   ‐                        Other Reserves/IBNR ‐                      ‐                      ‐                 ‐              ‐              ‐                 ‐                     ‐                   ‐                        Fund Balance (Undesig/Designated) 9,143,392          205,623             241,285          (6,121)          51,483         ‐                   266,822             151,448          10,053,932            Executive Summary - Budget at a Glance 1 - 41 Revenue Property Tax Retail Sales and Use Taxes Utility 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 Capital Contributions 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 Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems 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) 2012 Revenue, Expenditures, Fund Sources, All Funds Special Revenue Special 102 108 110 118 125 127 135 Revenue Arter Str Leased Fac. Lodging Paths 1% Art Cable Com Wetlands Total  ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           200,000           ‐              ‐                    ‐                     ‐                  200,000            ‐                   ‐                           ‐                    ‐              ‐                    40,000               ‐                  40,000               ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     0 0 200,000 0 0 40,000 0 240,000            ‐                   ‐                           ‐                    ‐              ‐                    45,000               ‐                  45,000               ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     627,000          ‐                           ‐                    ‐              ‐                    ‐                     ‐                  627,000            ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     3,000               ‐                           ‐                    ‐              ‐                    ‐                     ‐                  3,000                 ‐                   844,049                   ‐                    ‐              ‐                    ‐                     ‐                  844,049            ‐                   127,000                   65,000              ‐              ‐                    ‐                     ‐                  192,000            ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              15,000              ‐                     ‐                  15,000               630,000 971,049 265,000 0 15,000 85,000 0 1,966,049         ‐                    ‐                            ‐                      ‐                ‐                      ‐                      ‐                  ‐                       630,000 971,049 265,000 0 15,000 85,000 0 1,966,049           ‐                     ‐                     ‐                     ‐                     85,674               85,674               ‐                     ‐                     ‐                     265,000           265,000            ‐                     ‐                     ‐                     50,000              50,000               ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     ‐                     876,232                   876,232            ‐                     ‐                     ‐                     ‐                     ‐                     630,000          ‐                           ‐                    ‐              ‐                    ‐                     ‐                  630,000            630,000           876,232                    265,000             ‐                50,000                85,674                ‐                  1,906,906           200,687          1,126,113               247,828           3,264         93,796              88,044               459,528         2,219,260         630,000          971,049                   265,000           ‐              15,000              85,000               ‐                  1,966,049         (630,000)         (876,232)                 (265,000)          ‐              (50,000)            (85,674)            ‐                  (1,906,906)        200,687          1,220,930               247,828           3,264         58,796              87,370               459,528         2,278,403         ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     ‐                   ‐                           ‐                    ‐              ‐                    ‐                     ‐                  ‐                     200,687           1,220,930                247,828             3,264           58,796                87,370                459,528         2,278,403           Executive Summary - Budget at a Glance 1 - 42 Revenue Property Tax Retail Sales and Use Taxes Utility 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 Capital Contributions 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 Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems 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) 2012 Revenue, Expenditures, Fund Sources, All Funds 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 ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 560,000          ‐                  ‐                  ‐                 560,000             ‐                      0 0 0 560,000 0 0 0 560,000             ‐                      ‐                    ‐                 ‐                 ‐                  1,670,000      ‐                  ‐                 1,670,000         ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 ‐                  4,851,400      ‐                  ‐                 4,851,400         ‐                      ‐                    ‐                 ‐                 ‐                  2,160,000      ‐                  ‐                 2,160,000         ‐                      60,000             100,000        140,000        ‐                  ‐                  ‐                  ‐                 300,000             ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 10,000          ‐                  ‐                  ‐                  ‐                 10,000               ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 7,000,000      ‐                  ‐                  ‐                 7,000,000         ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  ‐                 ‐                      ‐                      ‐                    ‐                 ‐                 1,000,000      1,030,000      ‐                  ‐                 2,030,000         0 60,000 100,000 150,000 8,560,000 9,711,400 0 0 18,581,400       ‐                      ‐                    ‐                   ‐                   ‐                    ‐                    ‐                   ‐                 ‐                        0 60,000 100,000 150,000 8,560,000 9,711,400 0 0 18,581,400         ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                  ‐                      ‐                  ‐                      ‐                      ‐                      ‐                      ‐                      ‐                 ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                  ‐                      ‐                      ‐                      ‐                      9,746,400      9,746,400         ‐                      ‐                      ‐                      8,970,000      8,970,000         ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                    536,926        400,000        ‐                  15,000            ‐                  951,926             ‐                      ‐                    536,926          400,000          8,970,000        9,761,400        ‐                   ‐                 19,668,326         ‐                      786,594           1,474,466    307,640        1,803,517      70,648            38                    1,653             4,444,556         ‐                      60,000             100,000        150,000        8,560,000      9,711,400      ‐                  ‐                 18,581,400       ‐                      ‐                    (536,926)       (400,000)       (8,970,000)     (9,761,400)     ‐                  ‐                 (19,668,326)      ‐                      846,594           1,037,540    57,640          1,393,517      20,648            38                    1,653             3,357,630         ‐                      ‐                    ‐                 ‐                 ‐                  ‐                  ‐                  1,653             1,653                 ‐                      ‐                    ‐                 ‐                 1,384,235      ‐                  ‐                  ‐                 1,384,235         ‐                      846,594           1,037,540      57,640            9,282                20,648              38                     ‐                 1,971,742           Executive Summary - Budget at a Glance 1 - 43 Revenue Property Tax Retail Sales and Use Taxes Utility 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 Capital Contributions 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 Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems 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) 2012 Revenue, Expenditures, Fund Sources, All Funds Enterprise Total  Combined Combined 402 422 403 404 424 Enterprise Utility Ops Utility CIP Airport Airport CIP Sol Waste Golf Crs Golf CIP Funds ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      ‐                        ‐                     00000‐                      ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      101,634               ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   101,634             ‐                        ‐                     ‐                    2,400,000        ‐                    ‐                    ‐                   2,400,000         ‐                        175,000            ‐                    ‐                    143,315           ‐                    ‐                   318,315             35,005,788         11,110,000        115,056            ‐                    14,786,377      1,969,515       ‐                   62,986,736       ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      168,894               255,000            1,000               ‐                    5,000                30,000             ‐                   459,894             128,750               ‐                     446,581           2,174,534        70,000              481,990          ‐                   3,301,855         13,316                 ‐                     ‐                    ‐                    ‐                    2,040                ‐                   15,356               ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      220,262               410,000            ‐                    ‐                    ‐                    ‐                    ‐                   630,262             ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    ‐                   ‐                      ‐                        ‐                     ‐                    ‐                    ‐                    ‐                    100,000          100,000             35,638,644         11,950,000        562,637 4,574,534 15,004,692 2,483,545 100,000 70,314,052       ‐                        ‐                      ‐                      ‐                      ‐                      ‐                     ‐                   ‐                        35,638,644         11,950,000        562,637 4,574,534 15,004,692 2,483,545 100,000 70,314,052         ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      389,949               139,121           529,070             ‐                      4,604,209            ‐                     ‐                    105,203           ‐                    435,423          ‐                   5,144,835         ‐                      ‐                      ‐                      ‐                      1,163,846        4,849,000        6,012,846         6,870,628            11,950,000        14,545,327      33,365,955       21,406,340         287,914           21,694,254       ‐                      ‐                      ‐                      ‐                      ‐                      ‐                      2,006,781       100,000          2,106,781         ‐                        ‐                     ‐                    ‐                    ‐                    100,000          ‐                   100,000             33,271,126         11,950,000        1,163,846          4,954,203          14,972,362        2,542,204         100,000          68,953,741         6,807,635            812,275            841,748           379,669           390,266           693,794          135,024          10,060,411       35,638,644         11,950,000        562,637           4,574,534        15,004,692      2,483,545       100,000          70,314,052       (33,271,126)        (11,950,000)      (1,163,846)      (4,954,203)       (14,972,362)    (2,542,204)     (100,000)         (68,953,741)      9,175,153            812,275            240,539           ‐                    422,596           635,135          135,024          11,420,722       1,961,924             ‐                     116,385            ‐                    400,000           526,695           ‐                   3,005,004         3,291,358             ‐                     124,155            ‐                    ‐                    ‐                    ‐                   3,415,513         3,921,871            812,275             ‐                      ‐                      22,596                108,440            135,024          5,000,205           Executive Summary - Budget at a Glance 1 - 44 Revenue Property Tax Retail Sales and Use Taxes Utility 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 Capital Contributions 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 Executive:  Mayor's Office City Clerk Hearing Examiner Court Services Community & Economic Development Administrative Economic Development Planning Development Services Municipal Arts Farmers Market Housing Opportunity Human Resources & Risk Mgmt: Insurance Finance & Information Systems 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) 2012 Revenue, Expenditures, Fund Sources, All Funds Total Fiduciary All Funds 501 502/512/522 503 504 505 Internal 611                     Total Equip R&R Insurance Inform Tech Facilities Communications Services Fire Pension 2012 ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      32,475,452                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      23,346,222                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      17,236,609                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      5,312,976                  0000 0‐                      ‐                      78,371,259                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      2,398,122                  ‐                      ‐                      102,290           ‐                    ‐                          102,290            ‐                      2,200,879                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      8,004,724                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      100,000             10,626,342                2,070,381          ‐                      3,068,083        4,324,987        974,307                 10,437,758      ‐                      80,256,085                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      3,214,156                  50,000                147,484             5,000                ‐                    ‐                          202,484            200,000             1,353,108                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      4,847,368                  959,512             17,290,017        942,800           ‐                    ‐                          19,192,329      ‐                      19,575,685                ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      ‐                              ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      630,262                      ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      7,000,000                  ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      ‐                              ‐                      ‐                      ‐                    ‐                    ‐                          ‐                      ‐                      2,681,926                  3,079,893 17,437,501 4,118,173 4,324,987 974,307 29,934,861      300,000             221,159,916 ‐                      ‐                      ‐                      ‐                      ‐                       ‐                      ‐                                3,079,893 17,437,501 4,118,173 4,324,987 974,307 29,934,861        300,000             221,159,916 ‐                      ‐                              ‐                      286,842                      ‐                      1,695,841                  991,015                 991,015            2,473,867                  ‐                      991,485                      ‐                      71,025                        ‐                      2,177,315                  ‐                      ‐                              ‐                      1,223,584                  ‐                      665,687                      ‐                      1,542,472                  ‐                      3,239,380                  ‐                      50,000                        ‐                      49,150                        ‐                      ‐                              17,189,391        17,189,391      18,145,224                ‐                      ‐                              4,409,226        4,409,226        6,938,010                  ‐                      550,475             3,696,723                  ‐                      10,876,208                ‐                      28,802,620                ‐                      23,055,144                ‐                      ‐                              ‐                      473,685                      ‐                      20,525,540                ‐                      33,365,955                2,535,156          2,535,156        27,999,553                ‐                      ‐                              4,379,434        4,379,434        25,294,693                ‐                      953,786                      ‐                      304,000                      ‐                      215,502                      ‐                      1,030,000                  ‐                      2,106,781                  ‐                      ‐                      ‐                    ‐                    ‐                      ‐                      1,681,926                  2,535,156          17,189,391        4,409,226          4,379,434          991,015                   29,504,223        550,475             219,932,000                4,826,847          12,212,983        427,816           457,861           280,124                 18,205,631      3,816,865          48,085,430                3,079,893          17,437,501        4,118,173        4,324,987        974,307                 29,934,861      300,000             221,159,916              (2,535,156)         (17,189,391)      (4,409,226)       (4,379,434)       (991,015)                (29,504,223)     (550,475)            (219,932,000)            5,371,584          12,461,093        136,763           403,414           263,416                 18,636,269      3,566,390          49,313,346                203,016             5,000,000          339,583            ‐                    ‐                          5,542,599        ‐                      8,549,255                  5,168,568          4,038,444          (202,820)          ‐                    ‐                          9,004,191        ‐                      13,803,939                ‐                      3,422,649          ‐                      403,414             263,416                   4,089,479          3,566,390          26,960,152                  Internal Service Executive Summary - Budget at a Glance 1 - 45 Employment History – City of Renton      General  Government    Enterprise Total FTE’s  2008 Budget Staffing 701.00 93.15 794.15  2009 Staffing Reduction ‐33.00  ‐33.00  2010 Staffing Reduction ‐45.50 ‐4.70 ‐50.20 Adopted 2010 FTE 622.50 88.45 710.95 2010 Adjustments     Community Services, HS Facilities Technician (LT)1.00  1.00  Executive, Communications Office Assistant I 0.50  0.50  Finance and Information Technology, IT Director 1.00  1.00  Community Services (Library staff transfer)‐15.00  ‐15.00 2010 Actual 610.00 88.45 698.45 2011/2012 Adopted Staffing Changes      Community & Economic Development   Construction Inspector II (LT),  2.00,   Property Service Specialist,  ‐1.00   Reorg Neighborhood  Program,  ‐1.50  ‐0.50  ‐0.50  Community Services   CDBG Facilities Technician (2011 only),  ‐1.00   Recreation Supervisor,  ‐1.00   Secretary II,  0.50   Reorg Neighborhood Program,  1.50  0.00  0.00  Court Services   Probation Officer,  0.50  0.50  0.50  Executive   Hearing Examiner,  ‐1.00   Hearing Examiner Secretary,  ‐0.50  ‐1.50  ‐1.50  Finance and Information Technology   Permit Technician,  1.00  1.00  1.00  Police (Jail staff transfer)   Transfer to SCORE  ‐16.00  ‐16.00  Public Works   Transp Ops Office Assistant III,  ‐0.50   Transp Sys Admin Secretary II,  ‐0.50   Airport CIP Coordinator,  1.00  ‐1.00 1.00 0.00 Total 2012 Adopted Staffing 592.50 89.45 681.95 Cumulative positions eliminated (2009‐2010) total ‐111.70 FTE’s.  The total authorized FTE count is for regular full‐time, part‐time and limited term  positions.  Refer to the Budget by Department section for additional detail.  752.50 761.15  710.95 698.45 684.08 681.95  0 100 200 300 400 500 600 700 800 2008    Authorized 2009    Authorized 2010   Orig  Bdgt 2010    Authorized 2011    Adopted 2012    Adopted #  of  FT E ' S Administrative Comm & Econ  Dev Community Services Enterprise/Utilities Public Works Fire & Emergency Svcs Police Executive Summary - Budget at a Glance 1 - 46 Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (1 of 2)  2008 2009 2009 2010 2010 2011 2012 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular Full‐Time, Part‐Time, and Limited‐Term (excludes Temporary, and Intermittent Staff) Legislative Services City Council Members 7.007.007.007.007.007.007.000.000.00 City Council Liaison 1.001.001.001.001.001.001.000.000.00 Total Legislative 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.00 0.00 Executive Mayor’s Office 7.00 7.00 5.00 4.50 4.50 4.50 4.50 0.00 0.00 City Clerk 7.005.505.504.504.504.504.500.000.00 Hearing Examiner 2.00 1.50 1.50 1.50 1.50 1.13 0.00 ‐0.38 ‐1.13 Communications 0.000.008.006.006.506.506.500.500.00 Total Executive 16.00 14.00 20.00 16.50 17.00 16.63 15.50 0.13 ‐1.13 Court Services Municipal Court 17.50 17.00 17.00 16.00 16.00 16.50 16.50 0.50 0.00 Total Court Services 17.50 17.00 17.00 16.00 16.00 16.50 16.50 0.50 0.00 City Attorney City Attorney 11.75 11.75 11.75 11.75 11.75 11.75 11.75 0.00 0.00 Total City Attorney 11.75 11.75 11.75 11.75 11.75 11.75 11.75 0.00 0.00 Community Services Admin, Facilities, Events, Parks, Rec 83.50 81.50 80.30 75.80 75.80 76.80 76.80 1.00 0.00 Human Services/CDBG 6.006.006.005.006.006.005.001.00‐1.00 Library Services 15.00 15.00 15.00 15.00 0.00 0.00 0.00 ‐15.00 0.00 Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 Municipal Golf Course 9.50 9.50 9.50 9.50 9.50 9.50 9.50 0.00 0.00 Total Community Services 115.00 113.00 111.80 106.30 92.30 93.30 92.30 ‐13.00 ‐1.00 Community and Economic Development Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Economic Development 7.507.007.005.505.504.004.00‐1.50 0.00 Planning 18.00 16.00 16.00 14.00 14.00 13.00 13.00 ‐1.00 0.00 Development Services 37.50 35.50 35.50 26.50 26.50 28.50 28.50 2.00 0.00 Total Community & Economic Devel 65.00 60.50 60.50 48.00 48.00 47.50 47.50 ‐0.50 0.00 Finance and Information Services Finance 20.00 19.00 19.00 16.00 16.00 16.00 16.00 0.00 0.00 Information Systems 21.50 19.50 16.50 16.50 17.50 18.50 18.50 2.00 0.00 Total Finance and Information Services 41.50 38.50 35.50 32.50 33.50 34.50 34.50 2.00 0.00 Fire and Emergency Services Response Operations 134.00 125.00 125.00 125.00 125.00 126.00 126.00 1.00 0.00 Safety and Support Operations 14.00 14.00 14.00 14.00 14.00 14.00 14.00 0.00 0.00 Community Risk Reduction 18.00 16.00 14.00 11.00 11.00 10.00 10.00 ‐1.00 0.00 Emergency Management 0.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Total Fire and Emergency Services 166.00 157.00 155.00 152.00 152.00 152.00 152.00 0.00 0.00 Human Resources/Risk Management Administration/Civil Svc Commission 7.50 7.50 7.50 6.00 6.00 5.00 5.00 ‐1.00 0.00 Risk Management 4.50 3.50 3.50 3.00 3.00 4.00 4.00 1.00 0.00 Total Human Resources/Risk Mgmt 12.00 11.00 11.00 9.00 9.00 9.00 9.00 0.00 0.00 Executive Summary - Budget at a Glance 1 - 47 Staffing (Full‐Time Equivalent Employees – FTE) Comparison by Department (2 of 2)  2008 2009 2009 2010 2010 2011 2012 Change Change Department Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Public Works Administration 4.00 3.50 3.50 3.00 3.00 3.00 3.00 0.00 0.00 Maintenance Services 85.50 83.00 83.00 78.00 78.00 78.00 78.00 0.00 0.00 Transportation 39.00 37.00 37.00 33.00 33.00 33.00 33.00 0.00 0.00 Utility Systems 37.70 37.70 37.70 29.50 29.50 29.50 29.50 0.00 0.00 Total Public Works 166.20 161.20 161.20 143.50 143.50 143.50 143.50 0.00 0.00 Police Administration 5.00 5.00 5.00 6.00 6.00 5.00 5.00 ‐1.00 0.00 Patrol Operations 69.00 67.00 72.00 70.00 70.00 70.00 70.00 0.00 0.00 Special Operations 18.00 18.00 18.00 18.00 18.00 18.00 18.00 0.00 0.00 Patrol Services 13.80 13.00 13.00 13.00 13.00 13.00 13.00 0.00 0.00 Investigations 22.00 22.00 22.00 21.00 21.00 21.00 21.00 0.00 0.00 Administrative Services 13.00 11.00 8.00 9.00 9.00 9.00 9.00 0.00 0.00 Staff Services 14.40 12.40 12.40 12.40 12.40 12.40 12.40 0.00 0.00 Auxiliary Services 20.00 19.00 19.00 18.00 18.00 3.00 3.00 ‐15.00 0.00 Total Police 175.20 167.40 169.40 167.40 167.40 151.40 151.40 ‐16.00 0.00 Total All Staffing 794.15 759.35 761.15 710.95 698.45 684.08 681.95 ‐26.88 ‐2.13 Executive Summary - Budget at a Glance 1 - 48 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW  All Sources Uses and Change in Fund Balance       Property  Tax 15% Sales Tax 10%Utility  Taxes 7% Other  Taxes 3% Lic. &  Permits 2% Intergovt 9%Charges  for  Services 29% Interfund  Svc &  Trnsfr 16% Misc. 5% Capital  Proceeds 4% All Revenue & Sources $440.3 Million General  Govt 7% Com.  Svcs 9% Com. &  Eco  Dvlpmt 3%Police. 14% Fire 10% Public  Works 26% Citywide  Services 9% Capital  Projects 17% Debt  Service 3% Interfund  Transfer 2% All Uses $444.7 Million 2008 2009 2009 2010 2010 2011 2012 Total  Resources and Uses Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted Revenue: Property Tax 29,460,534      30,903,043      30,763,479      31,364,643     31,497,128      32,046,525      32,475,452      2.2% 1.3% Sales  Tax 23,501,241      24,852,610      21,778,296      22,600,000     20,844,359      21,683,285      22,875,828      ‐4.1% 5.5% Utility Taxes 13,310,334      14,823,227      14,581,971      14,268,000     14,589,037      15,206,600      15,884,003      6.6% 4.5% Real Estate Excise  Tax 2,800,103         3,000,000         2,418,456         2,400,000        2,464,489         2,240,000         2,400,000         ‐6.7% 7.1% Other Taxes 4,696,663         5,549,852         5,243,599         4,637,095        4,722,190         4,575,921         4,735,976         ‐1.3% 3.5% Sub‐total ‐ Taxes 73,768,875      79,128,732      74,785,802      75,269,738     74,117,202      75,752,331      78,371,259      0.6% 3.5% Licenses & Permits 5,076,537         5,358,661         4,099,342         4,128,151        4,058,453         4,458,126         4,599,001         8.0% 3.2% Intergovernmental Grants 16,157,562      22,555,460      18,377,027      16,207,897     10,358,529      10,743,303      10,669,135      ‐33.7%‐0.7% State  Shared Revenue 2,682,258         3,099,655         2,962,097         2,906,833        3,112,602         2,732,350         1,940,737         ‐6.0%‐29.0% Fire Service  Contracts 5,027,051         5,829,448         5,869,198         5,567,223        5,252,877         5,940,962         6,021,194         6.7% 1.4% Charges  for Services 44,904,347      52,182,207      51,097,874      52,239,435     52,534,251      61,772,366      65,299,423      18.2% 5.7% Fines and Forfeits 2,110,973         1,494,000         3,817,008         3,577,193        3,446,860         3,170,351         3,214,156         ‐11.4% 1.4% Interest Earnings 2,549,743         3,011,914         4,440,181         1,485,200        1,211,131         1,411,580         1,353,108         ‐5.0%‐4.1% Miscellaneous Revenue 6,896,593         4,683,685         5,017,677         5,292,831        5,454,821         5,714,668         5,909,066         8.0% 3.4% Mitigation Fees/Capital Contri. 2,669,585         3,486,664         1,206,806         1,961,328        963,995              1,098,500         835,375               ‐44.0%‐24.0% Bond/Loan/Capital Proceeds 11,890,602      8,563,580         547,060              2,016,080        9,390,825         10,091,679      7,094,887         400.6%‐29.7% Interfund Services 25,858,359      28,609,514      33,083,527      34,292,985     31,903,882      32,245,862      33,170,649      ‐6.0% 2.9% Interfund Transfers 21,694,764      24,300,417      21,779,015      6,587,000        8,437,638         4,446,550         2,681,926         ‐32.5%‐39.7% Total  Revenue 221,287,249   242,303,937   227,082,615   211,531,894  210,243,067   219,578,628   221,159,916   3.8% 0.7% Expenditures: Legislative 245,441              269,779              247,225              267,957             259,345              277,834              286,842              3.7% 3.2% Court 1,744,122         1,779,112         1,819,731         2,011,393        2,007,599         2,096,953         2,177,315         4.3% 3.8% Executive 968,352              1,489,887         2,171,123         2,562,607        2,520,496         2,462,508         2,523,867         ‐3.9% 2.5% City Clerk 604,844              732,322              646,581              931,014             789,209              790,484              905,811               ‐15.1% 14.6% City Attorney 1,661,225         1,696,096         1,248,380         1,621,295        1,565,597         1,600,531         1,695,841         ‐1.3% 6.0% Hearing Examiner 166,820              199,328              171,911              200,440             174,447              171,929              71,025                  ‐14.2%‐58.7% Community & Eco  Development 6,162,411         7,137,829         6,590,034         6,413,470        6,542,320         6,158,044         6,455,274         ‐4.0% 4.8% Community Svcs  1 18,428,433      19,480,790      18,387,386    20,588,215   20,698,670    17,174,671    20,270,186       ‐16.6% 18.0% Police 23,772,898      28,945,815      26,690,621      27,610,835     27,485,421      30,651,495      28,802,620      11.0%‐6.0% Fire 21,771,518      21,286,636      20,377,757      21,808,109     21,513,314      22,026,916      23,036,144      1.0% 4.6% Public Works 2 48,432,502      52,185,760      53,477,473    53,019,876   52,353,003    55,839,469    60,408,542      5.3% 8.2% Human Resource 981,306              1,035,009         853,063              913,669             861,221              948,554              955,833              3.8% 0.8% Finance 6,571,140         6,864,199         5,864,556         6,219,298        6,227,589         7,017,907         7,023,684         12.8% 0.1% Other City Services 23,181,402      38,061,493      29,861,765      24,821,738     19,283,371      20,075,413      21,170,114      ‐19.1% 5.5% Capital Projects 43,092,888      36,007,579      34,656,432      27,493,427     21,462,184      41,453,023      35,735,603      50.8%‐13.8% Debt Service 3 9,884,418         10,186,772      10,274,053    9,577,251      18,214,936    11,670,953    5,731,373         21.9%‐50.9% Inter‐Fund Transfers/Loans 21,694,764      24,300,417      21,779,015      6,347,000        8,437,638         4,446,550         2,681,926          ‐29.9%‐39.7% Total  Expenditures 229,364,486   251,658,823   235,117,104   212,407,593  210,396,361   224,863,236   219,932,000   5.9%‐2.2% In(De)crease  in Fund Balance (8,077,237)        (9,354,886)        (8,034,489)        (875,699)           (153,294)            (5,284,608)        1,227,916         503.5%‐123.2% Beginning FB 63,494,166      55,416,929      78,611,277      43,801,150     70,576,783      53,370,039      48,085,430      21.8%‐9.9% Ending FB 55,416,929      46,062,043      70,576,787      42,925,451     70,423,489      48,085,431      49,313,346      12.0% 2.6% 2011 vs.  2010 2012 vs.  2011 Executive Summary - Long Range Plan 1 - 49 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  General Fund Sources Uses and Change in Fund Balances    Property  Tax 33% Sales Tax 22% Utility  Taxes 16% Other  Taxes 6% Lic. &  Permits 3% Intergovt  Revenue 9% Charges  for Svcs 7% Court  Fines 3% Misc. 1% General Revenue $198.3 Million General  Govt 10% Com. Svcs 14% Com. &  Eco  Dvlpmt 7% Police. 29% Fire 23% Public  Works 9% Citywide  Services 2% Capital  Outlays 1% Debt  Service 5% Interfund  Transfer 0% General Fund Uses $198.2 Million 2008 2009 2009 2010 2010 2011 2012 General Government Actual Adopted Actual Adopted Actual Adopted Adopted Revenue: Property Tax 29,050,790$    30,903,043$     30,660,522$    31,364,643$    31,497,128$    32,046,525$    32,475,452$     2.2% 1.3% Sales Tax 22,580,524       24,852,610        21,778,296       22,600,000       20,844,359       21,683,285       22,875,828        ‐4.1% 5.5% Utility Taxes 13,240,334       14,782,553        14,581,971       14,228,000       14,508,363       15,166,600       15,844,003        6.6% 4.5% Other  Taxes 6,792,824          7,161,652           6,177,489          6,297,095          6,425,210          6,075,921          6,375,976           ‐3.5% 4.9% Lic. and Permits 2,777,238          3,317,561           2,284,347          2,386,376          2,248,445          2,612,987          2,680,077           9.5% 2.6% Intergovt Revenue 7,609,008          8,810,594           8,884,785          8,950,764          8,953,835          8,495,401          7,775,027           ‐5.1%‐8.5% Charges  for  Svcs 7,033,969          7,698,333           6,922,351          6,718,240          6,917,511          6,859,855          7,013,658           2.1% 2.2% Court Fines 2,110,973          1,494,000           3,817,008          3,577,193          3,438,022          3,170,351          3,214,156           ‐11.4% 1.4% Miscellaneous Revenue 1,001,758          1,169,016           851,732               657,200              542,250              698,730              653,730               6.3%‐6.4% General Fund Operating Rev 92,197,420       100,189,362     95,958,500       96,779,511       95,375,122       96,809,655       98,907,907        0.0% 2.2% Transfers 350,259               517,174               578,206               560,000              7,267,078          734,947              756,323               31.2% 2.9% Grants 1,139,428          160,492               805,345               499,187              725,718              677,324              399,324               35.7%‐41.0% Subtotal Other Sources 1,489,687          677,666               1,383,552          1,059,187          7,992,796          1,412,271          1,155,647           33.3%‐18.2% Total  Rev/Other Svcs 93,687,107       100,867,028     97,342,052       97,838,698       103,367,918    98,221,926       100,063,554     0.4% 1.9% Expenditures by Dept: Legislative 245,441$            269,779$            247,225$            267,957$           259,345$           277,834$           286,842$            3.7% 3.2% Executive 1,738,038          2,421,537           2,318,239          2,602,501          2,378,182          2,417,175          2,459,688           ‐7.1% 1.8% Court Services 1,744,122          1,779,112           1,819,731          2,011,393          2,007,599          2,104,953          2,177,315           4.7% 3.4% City Attorney 1,661,225          1,696,096           1,248,380          1,621,295          1,565,597          1,600,531          1,695,841           ‐1.3% 6.0% Community & Economic Devl. 6,005,065          7,134,829           6,650,034          6,313,470          6,502,320          6,158,044          6,455,274           ‐2.5% 4.8% Finance  & Information Tech. 1,909,652          2,037,717           1,969,936          1,964,890          2,214,458          1,909,797          1,999,714           ‐2.8% 4.7% Human Resources 981,306               1,035,009           853,063               913,669              861,221              948,554              955,833               3.8% 0.8% Police 23,894,898       25,945,815        25,833,756       27,610,835       27,485,421       28,189,266       28,802,620        2.1% 2.2% Fire  & ES 21,762,751       21,290,636        20,317,284       21,827,109       21,554,792       22,045,916       23,055,144        1.0% 4.6% Public Works 9,441,817          10,138,853        9,847,381          8,995,378          9,143,059          8,747,323          9,010,122           ‐2.8% 3.0% Communty Services 16,412,847       17,535,705        16,604,050       14,258,275       13,505,211       14,236,803       13,572,316        ‐0.2%‐4.7% Other  City Services 4,622,865          4,828,385           4,370,376          4,792,981          4,834,296          3,120,946          3,146,248           ‐34.9% 0.8% 1‐Time  / Capital Projects 487,634               865,000               947,052               164,000              284,000              2,462,229          ‐                           1401.4%‐100.0% Debt Service 4,263,739          4,590,381           4,176,822          4,494,945          11,320,584       4,715,035          5,731,373           4.9% 21.6% General Fund Operating  Rev 95,171,399       101,568,854     97,203,328       97,838,698       103,916,084    98,934,407       99,348,329        1.1% 0.4% Beginning Fund balance 12,956,374       11,138,630        11,816,561       8,363,429          11,955,285       10,051,189       9,338,707           20.2%‐7.1% Ending Fund Balance 11,472,082       10,436,804        11,955,285       8,363,429          11,407,119       9,338,708          10,053,932        11.7% 7.7% 2011 vs.  2010 2012 vs.  2011 Executive Summary - Long Range Plan 1 - 50 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW  General Fund Long Range Projection    The City’s fiscal policy requires the City to prepare a long‐term projection for General Governmental and other  funds as deemed necessary.  The City prepares projections for tax supported General Governmental funds as  well as rate supported utilities.  The purposes are similar:   to insure operations are sustainable by the taxes’  revenues and utility rates can sustain the operation and replacement of utility system infrastructures.  These  “glimpses” into the future allows the City to proactively plan and implement corrective measures over time to  avoid sudden drastic changes in service levels or in revenue/tax policies.      The Forecast is an integral part of planning the City’s future financial strategy.  Revenues are projected  conservatively over the period and are compared to cost increase estimates in payroll, operating expenditures,  and capital outlay. The City’s fiscal policy requires a balanced budget in the ensuing budget years (2011‐2012),  with current year operating costs covered by current year operating revenues.  While the policy does not require  a balanced budget in the projected period beyond the current budget years, the intent is to size the current  operations at a sustainable level within the projection horizon.      As shown in the summary table above, there is be a slight gap, roughly 1% in 2016, between General Fund  operating revenues and operating expenditures based on the above general projection assumptions.  The City  managed through the Great Recession with relative small drawdown of fund balances by actively adjusting  2008 2009 2010 2011 2012 2013 2014 2015 2016 Summary Actual Actual Actual Adopted Adopted Projected Projected Projected Projected Total  Revenue 93,687,107    97,342,052   103,367,918  98,221,926  100,063,554 101,847,814 104,777,836  107,461,960  110,233,274 Total  Expenditure 95,179,277    97,243,780   103,918,665  98,940,407  99,354,329  102,033,496 105,097,769  107,892,562  110,903,631 Net  Change in Fund Bal (1,492,170)     98,272           (550,747)         (718,481)        709,225          (185,682)        (319,933)        (430,602)        (670,357)         Fund Balance 11,464,203    11,914,834   11,404,538    9,332,708      10,047,932    9,862,251      9,542,317      9,111,716      8,441,358       $0 $20 $40 $60 $80 $100 $120 Actual 2008 Actual 2009 Actual 2010 Adopte d 2011 Adopted 2012 Projected 2013 Projected 2014 Projected 2015 Projected 2016 M i l l i o n s Total  Revenue Total  Expenditur e Fund Balance Executive Summary - Long Range Plan 1 - 51 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  costs.  The 2010 year end actual include a bond refinancing that increased both revenue and expenditure by  $6.6 million.  The $1.5 million deficit in 2008 was a planned deficit for the implementation of the Benson Hill  Annexation.  Similarly the deficit in 2011 is primarily due to the planned outlay of $2.4 million of Renton’s share  of the startup cost for the regional South Correctional Entity (SCORE) to replace our municipal jail and many jail  service contracts starting September 2011.     Overall revenue projection assumes a modest growth in sales tax (3.5% and 5.5%) and construction activities  (10% and 15%) over the next two years.  New construction property tax and small annexations are assumed to  provide 1% total of property tax growth on top of the 1% general growth allowed by the state statute.  The  overall revenue growth is projected to be around 2% each year over the next two years.     The expenditure projection shows a slower growth trend as well with only 1% overall general fund expenditure  increase and 0.5% increase in 2012.  The Great Recession has a positive impact on our costs with a negative or  nearly zero rate of inflation in the last two years.  Wage increases have slowed since its peak in mid‐2007 due to  roll back and/or unpaid furloughs.  The City is able to negotiate new 3‐year contracts (2010‐2012) with four of  the five bargaining unions for no wage increase in 2010, and a modest increase of 1% and 2.5% for 2011 and  2012, respectively; and a multi‐year, progressively increasing employee contributions towards the City’s self  funded health benefit plan.  In addition, the City’s health plan is seeing a reduced utilization in 2010 which  allowed us to lower our base for medical cost projection in 2011 and beyond.  With these structural changes  occurring in 2010, the City is able to balance the 2011/2012 biennial budget with fewer adjustments, and more  importantly, have manageable deficits in future years.    The future projection assumes labor costs to increase by 0.5% above the rate of inflation at around 2.5%;  medical cost, after increase in employee cost sharing, to grow at around 8%, and the projected pension cost is  based on the state actuary’s projected rates.      MAJOR REVENUES    Seventy‐six (76%) percent of our General Fund services are supported by tax revenues. Among all the taxes  supporting these operations, property tax is by far the most significant source, accounting for 32% of the total.   This growth of this revenue is limited by statute to 1% per year plus annexation and new construction.  Sales tax  is another significant revenue source representing nearly 23% of our revenue base.      VOTER INITIATIVES  A majority of the City’s General Fund resources either has limited growth potential or is economically sensitive  and generally grows at a rate below inflation, while the City’s service costs, driven by personnel pay and  benefits, tends to escalate faster than the rate of inflation. This is a common fiscal structural issue that faces all  government entities in the state.    In addition, citizen initiatives over the past decade have made a significant impact on general revenues for all  local governments in Washington State, including Renton.  The cumulative losses for Renton include $640,000 a  year from Initiative 695 (1999) which repealed the state Motor Vehicle Tax; over $2.51 million a year from  Initiative 747 (2001), limiting the property tax growth rate to the lower of inflation or 1%, plus new construction;  and $750,000 a year street maintenance fund from Initiative 776 (2002) that eliminated the local option Vehicle  Licensing Fee approved by voters for transportation systems in King County.  This is a combined loss of nearly $4  million a year in Renton‘s general government revenues overall the past 10 years.  1 The $2.5 million is calculated based on the difference between 1% and the rate of inflation as measured by CPI‐W.  The  loss is over $8 million a year if calculated on 6% statute limit prior to the passage of I‐747.  Executive Summary - Long Range Plan 1 - 52 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW    There are a number of initiatives/ballot measures on the November 2010 ballot, if passed, that will have  different effects on the City’s budget in the 2011/2012 biennium and beyond.  Initiative 1053 concerns tax increases imposed by state government. This Initiative restates existing statutory  requirements that legislative actions raising taxes must be approved by two‐thirds legislative majorities or  receive voter approval, and that new or increased fees requires majority legislative approval. Although the  measure would not directly impact cities, the Association of Washington Cities anticipates significant secondary  impacts given the constraints this initiative will place on the state’s revenue generating ability.  This initiative  was passed.  Initiatives 1100 and 1105 relate to the privatization of liquor. If approved by voters, Initiatives 1100 and 1105  each impact a significant revenue stream for state and local government. While both initiatives close state liquor  stores and privatize the sale and distribution of liquor, the measures have different effective dates and different  impacts. Both initiatives eliminate liquor profits. I‐1100 maintains the liquor tax; I‐1105 eliminates the liquor tax  effective April 1, 2012.    Initiative 1100 1105  Date private liquor distribution begins 1/1/2011 10/1/2011  Private liquor stores open   6/1/2011 11/1/2011  State liquor stores close – according to OFM fiscal note   6/15/2011 11/15/2011  State liquor distribution and liquor profits end (OFM fiscal note)   6/15/2011 11/15/2011  State liquor stores must close   12/31/2011 4/1/2012  State liquor distribution must end and liquor profits end   12/31/2011 4/1/2012  State liquor taxes end    N/A 4/1/2012    The City of Renton’s assumptions about financial impact are that if both initiatives pass, I‐1100 would be  effective in mid‐2011, and I‐1105 effective in early 2012, and there will be no other tax adjustments on liquor.     This would mean a partial (one‐third) reduction to liquor profits distribution that Renton now receives for the  year 2011, and a loss of approximately $600,000 beginning in 2012 and ongoing into the future. Since I‐1105  presumes the reinstatement of excise taxes on liquor, it is unclear how or when that might occur and given the  potential change under Initiative 1053, our current estimates of approximately $425,000 in liquor excise taxes  would be eliminated beginning in 2012 and ongoing into the future, and therefore a total revenue loss of nearly  $1 million on an ongoing basis if both measures are approved.     Under I‐1105, if excise tax is removed then liquor sales will be automatically subject to sales tax and it is unclear  how much would be generated from that source since the basis of that tax is sales, and not volume as with the  excise tax.  It is possible that the Legislature could resolve conflicts between the two initiatives by amending  either or both measures with a two‐thirds vote. Failing that, the courts would be tasked with resolving the  differences.   These initiatives did not pass.    Initiative 1082 concerns industrial insurance. The Initiative allows private insurers to compete with the state  Department of Labor & Industries (L&I) to offer employer workers' compensation coverage, effective July 1,  2012. Also eliminates the worker‐paid share of medical‐benefit premiums, shifting costs to the employer.  Washington is one of four states that do not allow private companies to offer workers' compensation insurance,  although employers may self‐insure under guidance from L&I. Proponents of I‐1082, critical of L&I’s  management of the system, say the added competition would bring about efficiencies and lower workers'  compensation premium costs. Opponents, led by organized labor and the trial lawyers' association, argue that  Executive Summary - Long Range Plan 1 - 53 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  introducing the profit motive to the system would actually drive costs up and result in less protection for injured  workers.    The City of Renton as a self‐insured employer may need to pay the worker‐paid share of medical‐benefit  premiums if this Initiative passes, costs totaled $58,000 in 2009 and projected to be $65,000 in 2010.  This  initiative did not pass.     Initiative 1098 relates to the state income tax. The measure proposes taxes on "adjusted gross income" above  $200,000 (individuals) and $400,000 (joint‐filers), reduces state property tax levies, reduces certain business and  occupation taxes, and directs any increased revenues to education and health.  This initiative did not pass.     Initiative 1107 reverses certain 2010 amendments to state tax laws. This measure ends sales tax on candy;  ends temporary sales tax on some bottled water; ends temporary excise taxes on carbonated beverages; and  reduces tax rates for certain food processors (backed by the American Beverage Association). The Department  of Revenue estimated that revenues from the section of E2SSB 6143, enacted by the Legislature in 2010, that  suspend the sales and use tax exemptions for bottled water, candy, and gum from June 1, 2010 through July 1,  2013 would generate $23.7 million for cities and counties.     The City of Renton’s current assumption about this Initiative is that the current sales tax on candy and bottled  water has had a minimal revenue impact and effects would be negligible if reversed. The State of Washington  estimates a 0.3% loss in sales tax collections if the measure is approved.  This initiative was passed.    King County Proposition 1 authorizes an additional sales and use tax of two‐tenths of one percent pursuant to  RCW82.14.450 for criminal justice, fire protection, and other general governmental purposes, with proceeds  split between the county (60%) and cities (40%). One‐tenth of one percent of the proposed sales tax increase  would sunset after three years. The second one‐tenth of one percent would sunset in 20 years to allow the  County to sell long‐term debt to finance the construction of the Youth Justice Center.     If approved, the estimated financial impact of Proposition 1 to the City of Renton for 2011‐12 would be  distributions of $1.28 million in 2011, and $1.83 million in 2012. The population based distributions would not  represent an ongoing stable revenue source for Renton because of the sunset provisions. It is most likely the  City will dedicate these “limited term” resources to capital investments.  This proposition did not pass.    Renton Proposition 1 is the proposed annexation of the Fairwood area to the City of Renton. The Renton City  Council received a petition to annex property to the City of Renton and passed a resolution calling for the  question by Fairwood voters. The measure authorizes the annexation of the property to the city. Historically the  City’s position on annexation has been neutral, allowing residents in the annexation area to decide their  governance future and welcoming areas who want to annex while maintaining services to current residents.    The current assumptions about the Fairwood annexation are that the financial impact of the annexation on  Renton’s operating budget would be neutral, with an annual operating cost to serve the Fairwood area of  approximately $13.1 million, and revenues roughly the same, which includes both the tax base generated from  the annexation area combined with a 10‐year credit on the state share of the retail sales tax that yields $2‐2.5  million to help fund the service costs of the annexation. Costs to provide surface water management in the  enterprise funds equal the revenues available. Long‐term capital costs will be phased and funding in keeping  with city‐wide capital improvement and infrastructure needs. And one‐time equipment and transition costs will  be purchased and repaid through short‐term borrowing from internal city resources.     Executive Summary - Long Range Plan 1 - 54 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW  The amount of money a typical Fairwood household would pay in taxes will remain the same or be slightly lower  with property taxes decreasing because the city rate is lower than the combined county and fire district rates;  and the city utility tax would be new to residents so individual tax experiences will vary based on consumption  by household.  This proposition did not pass.    TAXES  PROPERTY TAX (RCW 84.52)  Property tax is the largest revenue source and is used for general  governmental operations.  The table to the right shows past and  projected annual property tax levies. New construction has  contributed to substantial growth in the City’s property tax base  over the past five years which are added to the 1% base levy  growth limit. The 23.7% increase in 2008 reflects the annexation of  the Benson Hill area.      1. The 101% growth limit in the property tax revenue:   Before 2002, a taxing district could increase the property tax levy amount annually by 6% (for a total of  106% of the amount levied in the previous year), up to the applicable tax rate cap.  This growth limit was  established in 1973 as the legislature responded to people's concerns that property taxes were rising too  fast with the real estate boom.    Initiative 747 (approved by voters in 2001) further lowered the limit to the lesser of 1% or inflation.   Property tax growth resulted from new construction; changes in value of state‐assessed utility property, and  newly annexed property (collectively referred to as “new construction”) are exempted from the lid/limit  factor and may be added to the tax levy.  The growth limit can be "lifted" by voters.   A "lid lift" vote requires a simple majority voter approval, and the amount can be added to the levy base  permanently for future years if the intent is clearly stated in the ballot measure.     The 2% growth budgeted for 2011 includes 0.6% of new construction and 0.4% of various small annexations  that occurred in 2010 plus the 1% growth limit provided by the state law.    2012 and future projections assumes a 0.5% new construction value each year.    2. The $3.60 Cap:  In addition to the 1% growth limit, the state constitution establishes the maximum regular property tax levy  for all taxing districts combined at 1%, or $10 per $1000 market value of the property.  This cap is further  divided by the RCW to the various taxing districts, with the maximum regular property tax levy for most  cities at $3.375 per thousand dollars assessed valuation (AV).  Cities with the Firemen's Pension Fund can  levy an additional $0.225 per thousand dollars AV, resulting in a maximum levy of $3.60 per thousand  dollars AV.  This amount is allocated $0.5 for library districts, $1.50 for fire districts that do not assess the  fire benefit charge, or $1.0 for fire districts with the fire benefit charge, with the remaining amount available  to cities.  Renton’s regular levy rate is subject to the $3.1 limit in 2011 due to our annexation to the King  County Library System.  Year Assessed   Value   (millions) Renton  Property Tax  Revenue %  change 2007 Actual 8,333$          23,476,384$   6.4% 2008 Actual 11,671         29,050,790      23.7% 2009 Actual 13,174         30,660,522      5.5% 2010 Actual 11,840         31,497,128      2.7% 2011 Budget 11,386         32,046,525      1.7% 2012 Budget 11,841         32,475,452      1.3% 2013 Proj.12,315         32,962,584      1.5% 2014 Proj.12,807         33,457,023      1.5% 2015 Proj.13,320         33,958,878      1.5% 2016 Proj. 13,852         34,468,261      1.5% Executive Summary - Long Range Plan 1 - 55 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  This levy cap can only be exceeded with 60% voter  approval (excess levy).  Future property tax projections  are based on 1% I‐747 limit plus new construction.  Year  Average   Home  Value    Total   Tax Rate    City  Tax  Rate  City Tax  on  Average   Home 2007 Actual 293,400$  10.94$  2.82$  827$         2008 Actual 335,500     9.78        2.49     835           2009 Actual 357,000     9.95        2.33     831           2010 Actual 293,500     11.12     2.71     796           2011 Budget 282,240     12.21     2.83     799           2012 Budget 268,128     12.82     2.97     797           2013 Proj. 278,854     12.31     2.85     796           2014 Proj. 290,008     11.82     2.74     795           2015 Proj. 301,608     11.35     2.63     794           2016 Proj. 313,672     10.89     2.53     792                   Most properties in Renton pay $11.11 per $1000 AV in 2010, of which 24% or $2.71 goes to City services.  The  remaining goes to the Renton School District (34%), King County (12%) for regional services, the State School  fund (20%), Valley Medical (5%), Port of Seattle (2%), and Emergency Medical Services (3%).  The table above shows the past and projected average home values, combined property tax rates, and the  portion the City receives.      SALES TAX (RCW 82.14)  Sales tax is the second largest  taxing source for Renton  representing 23% of General  Fund revenue. Similar to  property tax, the City only  receives approximately 10% of  sales tax generated within  Renton, the remaining 90% goes  to other government entities and  to support transit and public  facility agencies.   In addition to the local sales tax, the City also receives a distribution of voter approved criminal justice sales tax,  and a 0.1% annexation sales tax for the annexation of Benson/Cascade in 2008.      Renton’s economy generates over $200 million in  sales tax.  The portion the City receives, including  the 0.1% of annexation credit, represents around  10% of the total.  90% of the tax is levied and  distributed to other taxing entities.           $‐ $5  $10  $15  $20  $25  $30  2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Past and Projected Sales Tax Annexaction Credit Criminal Justice Sales Tax City of  Renton 23% King  County  12% Port of  Seattle 2% VMC #1 5% KCLS 4%Renton  School  District 33% State  School  Fund 19% EMS 2% 2011 Property Tax  Distribution State  67% City  10%KC Transit 10% Sound  Transit  9% KC General 3% Criminal  Justice  1% Sales Tax  by Agency  Executive Summary - Long Range Plan 1 - 56 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW    Criminal Justice Sales Tax (RCW 82.14.340).  This is a  0.1% voter‐approved optional sales tax in King  County, collected countywide and distributed based  on population.  Because it employs a more diverse  tax base and different distribution formula than  regular sales taxes, this source is typically more  stable and is projected to grow by the inflationary  plus population growth.    Annexation Sales Tax Credit.   A tool the State is  using to encourage cities to annex urban areas currently in the unincorporated counties.  The tax is credited  toward the State’s portion of sales tax, so there is no  net impact on taxpayers.  The credit will last 10 years  and is intended to help cities who annex large urban  areas to pay for service costs that exceeded revenue  generated in the area.    The composition of the City’s sales tax is relatively  diverse with General Retail representing the largest  portion at 35%. Service industry continues to expand  and is currently 21.6% of the total. The two areas that  were hit by the economy hardest are the Auto and  Contracting sectors.  We saw their shares decreased  from 20% each in 2008 to 17.7% and 13%, respectively  in 2010.  The remaining 12.6% is made up by  Wholesale (big‐box retail), Manufacturing, and other miscellaneous activities.    Like many other cities in the state, Renton’s sales tax is one of the hardest hit revenue sources by the Great  Recession.  We anticipate 2010’s collection to show another 4.7% decline from 2009’s level, for a cumulative  decrease of 18% from the peak of 2008.  We are projecting a 3.5% growth in 2011 and another 5.5% in 2012.              UTILITY TAXES (RCW 82.16)  Cities and towns in Washington  State are authorized to levy a  business and occupation tax on  public utility businesses based on  revenues they generate within the  city or town, known as a utility tax.   The rate of taxes for electric,  phone, and gas utilities are limited  to 6% without voter approval, with  no limitation on other public  utilities.  The City currently levies  6% utility tax on phone (both  landline and cellular services), electric, natural gas, cable, all city utilities (water, sewer, storm water, and solid  waste), and transfer station.    Year Base Sales   Tax % change Annexaction  Credit Criminal  Justice 2007 Actual 20,342,171   8.8%‐                     1,445,095    2008 Actual 20,956,089   3.0% 789,683         1,755,469    2009 Actual 17,995,836    ‐14.1% 2,132,110    1,650,350    2010 Actual 17,198,220    ‐4.4% 2,025,660    1,620,479    2011 Budget 17,759,600   3.3% 2,119,680    1,804,005    2012 Budget 18,736,341   5.5% 2,236,262    1,903,225    2013 Proj. 19,579,476   4.5% 2,336,894    1,988,870    2014 Proj. 20,264,758   3.5% 2,418,685    2,058,481      2015 Proj. 20,974,025   3.5% 2,503,339    2,130,527      2016 Proj. 21,708,115   3.5% 2,590,956    2,205,096    Retail 35% Manuf. 4% Services 22% Contracting 13% Wholesale 5% Auto 18% Other 3% Sales Tax  Composition $0 $5 $10 $15 $20 2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Mi l l i o n s Past and Projected Utility Taxes Elec.N. Gas City  Util.Phone Cell Cable Tr. Station Executive Summary - Long Range Plan 1 - 57 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  Year Electric Natural Gas Brokered  NG City  Utilities Cable TV Phone Cell  Phone Transf  Station Total %  Change 2007      3,858,030   1,451,402    272,822  1,976,700        986,176   1,081,116   1,456,349    381,130    11,463,725 5.4% 2008      4,580,037   1,565,810    253,377 2,606,786  1,073,168  1,032,048  1,748,147   380,961    13,240,334 15.5% 2009 Actual      4,963,151   1,891,255    242,891 2,871,599  1,263,743  1,037,873  2,027,473   283,985    14,581,971 10.1% 2010 Actual      5,036,907   1,577,756    228,514  2,853,884   1,296,744   1,038,009   2,206,637    269,912    14,508,363 ‐0.5% 2011 Budget      4,968,000   1,656,000    258,750  2,937,600   1,366,200   1,000,000   2,592,000    238,050    15,016,600 3.5% 2012 Budget      5,191,560   1,730,520    270,394  3,025,728   1,427,679   1,000,000   2,799,360    248,762    15,694,003 4.5% 2013 Proj.     5,373,265   1,791,088    279,858  3,177,014   1,477,648   1,000,000   2,939,328    257,469    16,295,669 3.8% 2014 Proj.     5,561,329   1,853,776    289,653  3,335,865   1,529,365   1,000,000   3,086,294    266,480    16,922,763 3.8% 2015 Proj.     5,755,975   1,918,658    299,791  3,502,658   1,582,893   1,000,000   3,240,609    275,807    17,576,392 3.9% 2016 Proj.     5,957,435   1,985,812    310,283  3,677,791   1,638,294   1,000,000   3,402,640    285,460    18,257,715 3.9%  Utility tax revenue has increased substantially over the past two years, primarily due to annexation as well as  higher energy costs.  The 2010 budget projection assumes energy rates to be moderate (natural gas rate is  reduced by 17% effective October 2009); and the anticipated State Supreme Court decision which could  overturn the City’s ability to collect brokered natural gas.  The long term outlook for utility tax continues to grow  at a modest rate based on the combination of inflation, population growth, and to a lesser degree, rate increase.   The exception is the landline phone service which is anticipated to stabilize at around $1 million a year while  cellular service is expected to continue to grow in data services.   The table above shows detail of past and  projected utility taxes.     REAL ESTATE EXCISE TAX (REET)  The State of Washington is authorized to levy a real estate excise tax (REET) on all sales of real estate (measured  by the full selling price, including the amount of any liens, mortgages, and other debts given to secure the  purchase) at a rate of 1.28%.  A locally‐imposed tax is also authorized. All cities and counties may levy a quarter  percent tax (described as "the first quarter percent of the real estate excise tax" or "REET 1").  Cities and  counties planning under the Growth Management Act (GMA) have the authority to levy a second quarter  percent tax (REET 2).  The statute further specifies that if a county is required to plan under GMA or if a city is  located in such a county, the tax may be levied by a vote of the legislative body.  If, however, the county chooses  to plan under GMA, the tax must be approved by a majority of the voters.   REET 1 (RCW 82.46.010):  Initially authorized in 1982, cities and counties can use the receipts of  REET 1 for all capital purposes.  An amendment in 1992 states that cities  and counties with a population of 5,000 or more planning under the GMA  must spend REET 1 receipts solely on capital projects that are listed in the  capital facilities plan element of their comprehensive plan.  Capital  projects are: public works projects of a local government for planning,  acquisition, construction, reconstruction, repair, replacement,  rehabilitation, or improvement of streets; roads; highways; sidewalks;  street and road lighting systems; traffic signals; bridges; domestic water  systems; storm and sanitary sewer systems; parks; recreational facilities; law enforcement facilities; fire  protection facilities; trails; libraries; administrative and judicial facilities.  Receipts pledged to debt retirement prior to April 1992 and/or spent prior to June 1992 are grandfathered from  this restriction.      Year REET Revenue % change 2007 Actual 5 ,086,327          ‐8.6% 2008 Actual 2,800,103         ‐44.9% 2009 Actual 2 ,418,456          ‐13.6% 2010 Actual 2,464,489         1.9% 2011 Budget 2,240,000          ‐9.1% 2012 Budget 2,400,000         7.1% 2013 Proj .2,640,000         10.0% 2014 Proj . 2,970,000         12.5% 2015 Proj .2,970,000         0.0% 2016 Proj .2,970,000         0.0% Executive Summary - Long Range Plan 1 - 58 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW  REET 2 (RCW 82.46.035):  The second quarter percent of the real estate excise tax (authorized in 1990) provides funding for cities and  counties to finance capital improvements required to occur concurrently with growth under the Growth  Management Act.  An amendment in 1992 defines the "capital project" as:  Public works projects of a local government for planning, acquisition, construction, reconstruction, repair,  replacement, rehabilitation, or improvement of streets, roads, highways, sidewalks, street and road lighting  systems, traffic signals, bridges, domestic water systems, storm and sanitary sewer systems, and planning,  construction, reconstruction, repair, rehabilitation, or improvement of parks.   Because of this amendment, acquisition of park land is no longer a permitted use of REET 2 after March 1, 1992.    The combined two quarter‐percent of the REET are expected to generate $2.24 million in 2011 and $2.4 million  in 2012.  Currently the revenues are primarily (83%) used for debt service and only $400,000 or 17% is currently  available for new capital projects.    GAMBLING EXCISE TAX (RCW 9.46.110 & 9.46.113)  The City levies gambling taxes at their maximum allowed level on all  activities: 5% for bingo and raffles, 2% for amusement games, 5% for  punchboards and pull‐tabs, and 20% for card rooms (RCW 9.46.110).   Revenues from these activities are required to be used primarily for the  purpose of gambling enforcement (RCW 9.46.113).  Case law has clarified  that "primarily" means "first be used" for gambling law enforcement  purposes to the extent necessary for that city.  The remaining funds may  be used for any general government purpose.  The City receipts Gambling  Tax in the General Fund and identifies the revenue as law enforcement  resources.    The State Legislature began allowing the  operation of "enhanced card rooms" or mini‐ casinos on non‐tribal land on a pilot basis in  1997; regulations were adopted allowing  them on a permanent basis in the spring of  2000.  Over the past ten years, mini‐casinos  have proliferated throughout the state and  have become a significant source of tax  revenue in jurisdictions where gambling  activities are allowed.  The permission of non‐ tribal casinos has stimulated a wave of new  and/or expansion of tribal casinos as well.   The increased competition and the smoking  ban in non‐tribal establishments made it harder for non‐tribal gambling businesses to compete.  The estimated  increase in 2009 is primarily due to the addition of new establishments in the Benson/Cascade annexation area  and the one‐time change in reporting period for larger taxpayers from quarterly basis to monthly.  We expect  the City’s gambling tax to stabilize at around $1.6 million a year.     Year Gambling  Tax % change 2007 Actual 2,207,524    14.8% 2008 Actual 2,165,153    ‐1.9% 2009 Actual 2,143,073    ‐1.0% 2010 Actual 1,546,934    ‐27.8% 2011 Budget 1,600,000    3.4% 2012 Budget 1,600,000    0.0% 2013 Proj. 1,600,000    0.0% 2014 Proj. 1,600,000    0.0% 2015 Proj. 1,600,000    0.0% 2016 Proj. 1,600,000    0.0% $1.0 $1.5 $2.0 $2.5 2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Mi l l i o n s Gambling Tax Executive Summary - Long Range Plan 1 - 59 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  LODGING TAX (RCW 67.28)  Effective 1998 most cities in King County may levy  a 1% Lodging Tax on short term overnight stays at  hotel, motel, campgrounds for tourism promotion  or for acquisition and operation of tourism‐related  facilities.  This actual tax paid on overnight lodging  by typical visitors is a combination of sales tax and  lodging excise tax at 12.4% (rooms greater or  equal to 60).  The City enacted the 1% lodging tax  in 1999 to fund its Tourism Promotion program.   The program is accounted for in the Lodging Tax Fund with an annual budgeted resource of around $250,000.   Effective April 1, 2009 some lodging businesses located in King County are not subject to the five‐tenths of one  percent (.005) increase in the King County Regional Transit Authority Tax (RTA).    ADMISSIONS TAX (RCW 35.21.280)  Washington cities are authorized to levy an admissions tax not to exceed  5% on admission charges to entertainment venues such as theaters, dance  halls, circus, and other activities where there is an admission charge for  entering the facility.  The higher revenue in 2005 is due to a special  performance group that had their seasonal performance in Renton.  The  higher projection for 2009 and beyond is due to the new movie theater in  the Landing coming online in October 2008.          LEASEHOLD TAX (RCW 82.29A)  In addition to the above taxes, the City also receives a minimal amount of  revenue from the 4% leasehold tax (RCW 82.29A).  Leasehold tax is on  lease income from private business activities on tax‐exempt properties in  lieu of property taxes.  The leasehold tax is the lower of 12.84% or the  equivalent property tax rate.  Of the total tax rate, 4% comes to the City  and 2% goes to King County.  The City receives around $100,000 a year  from this tax and uses it for general operations’ purposes.        LICENSES AND PERMITS  BUSINESS LICENSE FEE  This revenue source is a license fee based upon the number of employees a company has within Renton’s city  limits.  In 1988, the City of Renton implemented its per‐employee based business license fee with the rate set at  $55 per full‐time equivalent employee in response to transportation infrastructure needs in Renton.  Non‐profit  and government entities are exempt from paying this fee. The $55 per employee rate remained constant up to  this point and is generating $2.2 million annually.  The City has dedicated 80% of the revenue to transportation  improvement projects, with the remaining 20% allocated to the General Fund.  In addition to providing the  needed resource for infrastructure improvements, the employment information in the business license system  also provides the City with important economic condition indicators both in general economy as well as its  diversity.   Year Admissions  Tax % change 2007 Actual         219,768 ‐0.3% 2008 Actual         197,740 ‐10.0% 2009 Actual 260,269       31.6% 2010 Actual 291,399       12.0% 2011 Budget 280,000       ‐3.9% 2012 Budget 300,000       7.1% 2013 Proj. 300,000       0.0% 2014 Proj. 300,000       0.0% 2015 Proj. 300,000       0.0% 2016 Proj. 300,000       0.0% Year Leasehold Tax % change 2007 Actual              190,644 49.6% 2008 Actual              136,322 ‐28.5% 2009 Actual              146,002 7.1% 2010 Actual              138,830 ‐4.9% 2011 Budget              145,000 4.4% 2012 Budget              145,000 0.0% 2013 Proj.             145,000 0.0% 2014 Proj.             145,000 0.0% 2015 Proj.             145,000 0.0% 2016 Proj.             145,000 0.0% Hotel  Size < 60  Rooms >= 60  Rooms State sales tax 6.50% 6.50% Local  City/County Sales  and Use Tax 3.00% 2.10% Convention and Trade Center N/A 2.80% Special  Hotel  Motel  Tax 1.00% 1.00% Total Tax  on Lodging 10.50% 12.40% 1For locations subject to RTA tax. Lodging Tax 1 Executive Summary - Long Range Plan 1 - 60 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW  The table below shows all jobs from Renton employers, including non‐profits and government agencies who are  not required to pay a license fee; but excluding jobs from businesses that do not have an office in Renton (such  as construction jobs) that are subject to the license fee.  The information basically tells us that while we have a  substantial drop in temporary employment in Renton based on licensing fees collected, the core local based jobs  remained relatively stable in 2009.     PERMIT AND DEVELOPMENT FEES    The City has not adjusted its development permit fees in recent years.  In many cases, fees have not increased  since the late 1980s. An analysis conducted in 2009 showed the City’s development service fees lag the  neighboring communities by substantial differences.  As a result, the City Council approved a general fee  increase that took effect October 2009 that would bring the City’s rates to roughly 80% of the average of the  comparable jurisdcitions. The 2010 revenue projection reflects both rate increases and projected improvements  in activity level.        FRANCHISE FEES  Franchise fees are charges levied on private  utilities to recoup the City’s costs of their use  of city streets and other public properties to  place utility infrastructure and costs of  administering the franchise.  The franchise  fees on light, natural gas, and telephone  utilities are limited by statute to the actual  administrative expenses incurred by the City  directly related to receiving and approving  permits, licenses, or franchisees.  Cable TV  franchise fees are governed by the Federal  Cable Communications Policy Act of 1994 and are negotiated with cable companies for an amount not to exceed  5% of gross revenues, which is the source of the City’s franchise fee revenue.    Employment 2003 2004 2005 2006 2007 2008 2009 2010 Boeing FTE 12,377    10,448    9,912      11,770    13,047    13,199    13,169    12,913        All  other FTE 24,165    25,151    26,016    29,363    26,613    30,599    30,777    28,358        Total  FTE 36,542    35,598    35,929    41,134    39,660    43,798    43,946    41,271        No. of License 4,394      4,324      3,475    4,102    3,987    4,029    4,052     3,734          $0 $1 $2 $3 $4 $5 $6 2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Past and Projected Development Fees Building & Fire Permits  Plan Review  Year  Building &  Fire  Permits    Plan  Review  Total   %  change 2007 Actual     3,368,184 1,743,821      5,112,004 47% 2008 Actual    2,283,063        903,768     3,186,830 ‐38% 2009 Actual    1,659,016        677,955     2,336,970 ‐27% 2010 Actual    1,519,407        883,235     2,402,641 3% 2011 Budget    1,909,665        766,379     2,676,044 11% 2012 Budget    1,966,955        789,370     2,756,325 3% 2013 Proj.   2,025,964        813,051     2,839,015 3% 2014 Proj.   2,086,743        837,443     2,924,185 3% 2015 Proj.   2,149,345        862,566      3,011,911 3% 2016 Proj.   2,213,825        888,443      3,102,268 3% $‐ $0.5  $1.0  $1.5  $2.0  2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. mi l l i o n s Past and Projected Franchise Fee Executive Summary - Long Range Plan 1 - 61 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  The City’s franchise fee revenue is primarily generated from cable franchise.  The increase in 2008’s and 2009’s  collections reflect the annexation activities.  Long term projection is based on projected rate increases and  population growth.   INTERGOVERNMENTAL REVENUES  Intergovernmental revenues include state‐ shared revenues, governmental grants and  miscellaneous transfers, and inter‐ governmental service contracts such as the Fire  and Emergency Services contracts with Fire  Districts 25 and 40.  The following information  is primarily intergovernmental revenues in the  City’s operating funds.  There are also  substantial grants in capital project funds  particularly in transportation improvement  projects.     The state‐shared revenues are from taxes and  fees collected by the State and disbursed to municipalities  based on population or other criteria.  In the past, the  primary sources of these shared revenues are fuel tax (tax on  gasoline consumption), liquor sales profit, and excise tax.   This resource once provided 14% of the City’s operational  funds, but has decreased to less than 7%, mainly due to the  elimination of the MVET and the King County vehicle license  fee.  The remaining intergovernmental revenues are fuel  taxes, liquor tax and profit, and the criminal justice  distribution.    The increase in 2008’s Contract reflects the 10‐month contract with Fire District 40 that started March 1, 2008  after the Benson/Cascade Annexation.  2009 is the first full year of the contract.     The increase in 2008’s grants and miscellaneous transfers includes the transfer from King County Library System  and a $705,000 equipment grant the Fire Department received.  The projected 2010 through 2012’s grants  include the 3‐year COPS Rehiring Grant the City received as part of the stimulus package.    CHARGE FOR SERVICES  The charge for services is revenues generated from services provided to the general public (including recreation  fees, building permit fees, land use fees, and surface water fees).  This source is projected to generate  $5.7 million each year.    POLICE AND COURT SERVICES  Police and court services’ revenue includes private security, jail, electric  home detention, passport processing, and miscellaneous services.   Projected 2010 revenue decreases primarily reflects the decrease in  private security service for construction projects, lower passport  processing volume from reduced service hours, and reduced probation  revenue from the reduction of probation clerk positions.  Year Police and  Court Services % change 2007 Actual               691,960 ‐45.0% 2008 Actual               701,515 1.4% 2009 Actual               709,205 1.1% 2010 Actual               691,098 ‐2.6% 2011 Budget               657,299 ‐4.9% 2012 Budget               667,158 1.5% 2013 Proj.              677,165 1.5% 2014 Proj.              687,323 1.5% 2015 Proj.              697,633 1.5% 2016 Proj.              708,097 1.5% Year State  Shared  Revenue Grants &  Misc.Contracts 2007 Actual      1,667,332         896,303   1,435,271  2008 Actual      2,031,516   1,689,870   5,027,051  2009 Actual      2,336,441   1,484,491   5,869,198  2010 Actual      2,475,327   1,951,348   5,252,877  2011 Budget      2,070,439   1,161,324   5,940,962  2012 Budget      1,269,833         883,324   6,021,194  2013 Proj.     1,288,880         484,000   6,201,830  2014 Proj.     1,308,214         484,000   6,387,885  2015 Proj.     1,327,837         484,000   6,579,521  2016 Proj.     1,347,754         484,000   6,776,907  $0 $2 $4 $6 $8 $10 2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Mi l l i o n s Past and Projected Intergovernmental Revenue State Shared Revenue Grants & Misc.Contracts Executive Summary - Long Range Plan 1 - 62 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW    PARKS AND RECREATION FEES  Overall, recreation fees are generated from recreation classes, athletic  programs, leagues and field rentals, senior activity center, community  center, and aquatic center fees and rentals.  The revenue is projected at  $2.3 million for 2010, which is 2% under 2009’s budget, but is consistent  with anticipated 2009’s actual.  The reduction in recreation revenues is  due to the reduction in service hours and programs as part of the  adopted budget reduction. Long term projection is based on projected  population increases.    INTER‐FUND SERVICES  The inter‐fund service charges represent reimbursements from  enterprise fund’s (utilities, golf course, airport, etc.) operations for  accounting, human resources, records management, legal, and  administration expenses.  The charge is determined through an indirect  cost allocation model using transaction volume, full‐time employees,  and size of budget as determining factors.      The revenue is projected at $3 million for 2010, which is 10% below  2009’s budget due to the formation of facilities and communications  internal service funds that recover costs from all City’s operations, not  just enterprise operations.  This resulted in a reduction in the amount of  the General Fund cost and recovery.  Future projection is based on the projected general City’s operating cost  increases.    FINES AND FORFEITS  Fines and forfeits account for civil and  criminal penalties as authorized by the  state and adopted by the City code and  collected through the Renton Municipal  Court.     The City implemented the Photo‐ Enforcement system at the high collision  intersections and at school zones during  the fall of 2008, and 2009 revenue reflects  the first full year’s operation of the system.   The fines and forfeiture revenue declined  by 8% in 2010 from 2009, which is  primarily attributable to reduced photo enforcement revenue as local residents and businesses become more  aware of the enforcement zones and have shown reduced speed and red‐light violations.     Year Interfund  Services % change 2007 Actual          2,944,768 ‐19.2% 2008 Actual          3,072,950 4.4% 2009 Actual          3,225,745 5.0% 2010 Actual          3,190,908 ‐1.1% 2011 Budget          3,108,762 ‐2.6% 2012 Budget          3,194,803 2.8% 2013 Proj.         3,290,647 3.0% 2014 Proj.         3,389,367 3.0% 2015 Proj.         3,491,047 3.0% 2016 Proj.         3,595,779 3.0% Year Parks  and  Recreation  Services % change 2007 Actual          2,302,702 ‐36.8% 2008 Actual          2,355,736 2.3% 2009 Actual          2,309,446 ‐2.0% 2010 Actual          2,152,270 ‐6.8% 2011 Budget          2,327,415 8.1% 2012 Budget          2,362,327 1.5% 2013 Proj.         2,397,762 1.5% 2014 Proj.         2,397,762 0.0% 2015 Proj.         2,433,728 1.5% 2016 Proj.         2,470,234 1.5% $‐ $1  $2  $3  $4  $5  2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Mi l l i o n s Past and Projected Fines and Forfeits Executive Summary - Long Range Plan 1 - 63 OVERVIEW CITY OF RENTON 2011‐2012 BIENNIAL BUDGET  MISCELLANEOUS REVENUES  Miscellaneous revenues includes interest income, cellular tower site  rentals, donations, sales of documents, etc.  The majority of the revenue is  investment interest income.  With the tightened lending criteria, higher  FDIC insurance fees, and the increase of the state’s public deposit  collateral requirement, banks in the State of Washington do not need, and  are not willing to pay much for deposits from public entities.  Some banks  are not accepting new public deposits at all.  As a result, we anticipate the  future miscellaneous revenues will remain at a lower level than what we  have experienced in the past few years.       Enterprise Funds    UTILITY RATES   Water and Sewer Rates – The  water, sewer, and storm sewer  rates fund most of the costs  associated with providing these  services as well as necessary capital  replacements in our community.   Other sources include hookup fees,  other development charges, grants,  etc. are also available but are  restricted for capital purposes only.   Due to the increased costs to  maintain the systems, regulatory  requirements, and higher general  operating costs, the City is  reviewing the policies guiding these rates.        Rate Related Fiscal Policy:  Rate studies conducted in 2006 recommended adjustments to 2007 rates as well as future years to maintain  services and provide capital investments.  As a result, the City adjusted the utility rates over the past three years  but not to the degree recommended by the study.  During the summer of 2010, the City Council  affirmed/adopted a set of fiscal policies to guide future rate setting which includes:  Year Miscellaneous % change 2007 Actual                196,951 62.6% 2008 Actual                265,848 35.0% 2009 Actual                247,400 ‐6.9% 2010 Actual                214,692 ‐13.2% 2011 Budget                221,000 2.9% 2012 Budget                176,000 ‐20.4% 2013 Proj.               176,000 0.0% 2014 Proj.               176,000 0.0% 2015 Proj.               176,000 0.0% 2016 Proj.               176,000 0.0% Utility Revenue  & Rate   Increases 2006 2007 2008 2009 2010 2011 2012 Water Revenue 9,373,079     9,963,700     9,404,319     10,179,419  10,469,182  13,299,987  15,457,090   Rate  Increase  3.0% 5.0%‐19.0% 4.0% 10.0% 18.0% 16.0% Sewer Revenue 3,700,099     4,789,616     5,070,751     5,193,271     5,482,958     8,169,671     8,591,403      Rate Increase  4.0% 5.0% 6.0% 4.0% 4.0% 42.0% 5.0% Storm  Revenue 2,556,698     3,059,712     4,254,293     4,854,426     4,855,428     6,971,580     7,800,361      Rate Increase  3.0% 3.0% 30.0% 0.0% 0.0% 40.0% 11.0% Garbage Revenue 9,710,697     10,052,197  10,483,597  13,864,919  14,917,646  14,781,685  14,781,685   Rate Increase  0.0% 0.0% 0.0% 37.0% 4.0% 0.0% 0.0% $83.74 $96.63 $81.05 $86.10 $78.42 $137.46 $99.44 $0.00 $20.00 $40.00 $60.00 $80.00 $100.00 $120.00 $140.00 $160.00 Renton       (WM) Kent       (A) Auburn  (WM) Tukwila  (WM) Redmond  (WM) Seattle         (WM & A) Bellevue       (A) Monthly Utility Bill Comparasion Water Sewer Storm Solid Waste (32  G. can) (A) Allied Waste (WM) Waste  Management Executive Summary - Long Range Plan 1 - 64 CITY OF RENTON 2011‐2012 BIENNIAL BUDGET OVERVIEW  1) Establish combined operating and rate stabilization reserve at 12% for each of the piped utilities, and  fixed dollar amount for solid waste and the pass‐through Metro sewer treatment charge based on actual  cash flow requirements;  2) Maintain debt service reserve based on the highest one‐year debt service payment requirement;  3) Establish capital financing policy that:  a. Uses rate revenue to finance system replacement;  b. Only uses bond financing for system and capacity expansion, major transmission, and storage  system improvements.  Of these policies, the new capital financing policy will have the most important long term effect on the system’s  financial integrity and sustainability and would require a substantial rate increase to provide for consistent  system replacement/reinvestment.  The resulting preliminary rate adjustments have been approved by the  Council in October 2010, and even with the adopted increases Renton’s utility rates continue to compare  favorably among our peer cities.  The rate comparison chart illustrates Renton’s adopted 2011 rate for a typical  single‐family residence compared with similar service costs in neighboring jurisdictions.    In addition to the adopted City’s rate increases, King County Metro that provides sewer treatment is proposing a  13% rate increase in 2011 and no increase in 2012.        Golf Fees – The City’s Maplewood Golf Course  Fund was created by Ordinance 3884 in 1985.   Maplewood Golf Course is owned and operated  by the City.  The golf course is also a water utility  resource as it is the location of city wells that  provide drinking water to our community.  The  use of this space as a golf course helps preserve  the quality of the well water for future  generations.    The course is managed by the Community  Services Department and is operated as a  separate enterprise fund of the City.  It is  anticipated that user fees from customers will  pay the operating and capital costs of the golf course, including debt service for 1994 revenue bonds to improve  the course and the clubhouse.  The City decided to retire the remaining balance of $1.85 million on December 1,  2010 with an interfund loan at the true interest cost of 2.24%.  This would reduce the annual debt service from  $460,000 to around $430,000 per year, for the next five years.  This also eliminates the requirement of providing  debt service reserve or debt service coverage ratio of 1.25 that the Golf Course has not been able to maintain.      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.  The adopted increase would bring the City’s rate  to $37, in line with the other courses in the South King  County area.       $35  $39  $36  $32  $39  $0 $10 $20 $30 $40 $50  Renton  Auburn  Bellevue Foster Riverbend 2010 18‐Hole  Weekend Rates Comparison $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 2007  Actual 2008  Actual 2009  Actual 2010  Actual 2011  Budget 2012  Budget 2013  Proj. 2014  Proj. 2015  Proj. 2016  Proj. Mi l l i o n s Past and Projected Green Fees Revenue Executive Summary - Long Range Plan 1 - 65 This page is intentionally left blank  Executive Summary - Long Range Plan 1 - 66   Financial Management Policies    Basic Policy Statement  The City of Renton is committed to the highest standards of responsible financial management. The  City, including the City Council, Mayor and staff will work together to ensure that all financial matters  of the City are addressed with care, integrity, and in the best interest of the City.    The rules and procedures contained in this section are designed to:  1. Protect the assets of the City of Renton;     2. Ensure the maintenance of open and accurate records of the City’s financial activities;    3. Provide a framework of operating standards and behavioral expectations;    4. Ensure compliance with federal, state, and local legal and reporting requirements; and    5. Provide a means for the City Council to update and monitor these policies with the  assistance and cooperation of the Mayor’s office and the Finance and Information Services  Administrator.    Lines of Authority  1. The Renton City Council has the authority to execute such policies as it deems to be in the best  interest of the City within the parameters of federal, state, and local law.  2. The Finance Committee has the authority to perform reviews of the organization’s financial  activity, determine the allocation of investment deposits, and assure that adequate internal  controls are in place.  3. The Mayor and Chief Administrative Officer (CAO) have the authority to oversee the  development of the biennial budget, make spending decisions within the parameters of the  approved budget, enter into contractual agreements, make capital asset purchase decisions  and make decisions regarding the allocation of expenses within designated parameters.  Unless  otherwise specified in this document, principal responsibility for complying with the directives  enumerated herein shall be vested in the Mayor.  4. Each Department Administrator has the authority to expend City funds within approved budget  authority and in accordance with procedures prescribed by the Mayor’s Office, and to  recommend spending requests within the parameters of the approved budget process to the  Mayor.  Executive Summary - Financial Management Policies 1 - 67   Accounting Records and Reports  1. Basis of Accounting  a. The City’s Comprehensive Annual Financial Report (CAFR) on its financial activity shall be  presented in compliance with Generally Accepted Accounting Principles (GAAP) as  defined by the Governmental Accounting Standards Board (GASB).  2. Basis of Budget  a. The City budget is presented on a GAAP basis of accounting.  3. Fund Accounting  a. The City of Renton’s accounting and budgeting systems use a fund accounting consistent  with guidance provided by the GASB and the Washington State Auditor’s Office.    b. The funds are grouped into categories: General Fund, Special Revenue, Debt Service,  Capital Projects, Enterprise, Internal Service, and Fiduciary/Trust.  c. The City Council shall create and eliminate funds as appropriate by separate ordinance,  or through the budget ordinance.  d. Funds shall either be “external” or “internal” for financial reporting purposes.    i. Internal funds shall be separate sets of accounts for the purpose of enhancing  internal management control only.  These funds shall reside within an external  fund.  For cash management purposes, internal funds may rely on their related  external fund without payment of interest or violation of the City’s cash  management policies. (See Interfund Loan policy for further clarification).  e. The City’s financial accounting system shall assure that the status and transactions of  each account and their relationship to budget authority is clear.  4. Financial Reporting  a. The CAFR shall be timely and comprehensive and meet or exceed professional industry  standards.  b. The City’s budget documents shall provide for comparison with prior years.  c. Revenue and expenditure reports shall be prepared monthly and be available on the  City’s website.  d. A written analysis of the City’s monthly report shall be prepared quarterly, coordinated  with the Chief Administrative Officer and Mayor, reviewed with the City Council, and  available on the City’s website.  e. All budget amendments shall be included in the monthly report.  f. Any outstanding interfund loans shall be disclosed in the quarterly report.  5. Audit  a. The City shall commission an annual audit of its financial reports and related records to  be conducted by the Washington State Auditor’s Office.  b. At the conclusion of the audit, the auditor shall be available to brief the City Council on  the results.   c. The results of the audit shall be available to the public.    Policy on Stabilization Funds  Sufficient fund balances and reserve levels are important in the long‐term financial stability of the City.    1. The City shall maintain reserves required by law, ordinance and/or bond covenants.    Executive Summary - Financial Management Policies 1 - 68   a. General Government  i. The City shall maintain reserves in the General Government Funds at least 8% of  total budgeted operating expenditures with a target of 12%.  ii. In addition, the City shall maintain an additional reserve as a part of the City’s  Risk Management Funds in a minimum amount of $5,000,000.   iii. In addition, the City shall maintain an “Anti‐Recessionary Reserve” in an amount  of at least 2% of General Government budgeted operating expenditures.   Expenditures utilizing the “Anti Recessionary Reserve” require a two‐thirds  majority vote of the City Council and will be replenished within three (3) years.  b. The City shall maintain one year payments in voted general obligation debt service  funds.  c. The City shall maintain reserves in the Enterprise Funds as follows:  i. Water, Wastewater, and Surface Water Utility Fund:  12% of total budgeted  operating expenses  ii. King County Wastewater Treatment: $380,000 (approximately 3% of total  operating expenses)  iii. Solid Waste: $400,000  iv. Golf Fund: 25% of total budgeted operating expenses.  v. All other Enterprise Funds:  10% ‐ 20% of total budgeted operating expenses   d. Reserve balances of other funds shall be set through the budget process in an amount  consistent with the purpose and nature of the fund.  2. Replacement reserves shall be established for equipment, and computer software should the  need continue beyond the estimated initial useful life, regardless of whether the equipment is  acquired via lease, gift or purchase. Service charges paid by City departments to the  appropriate Internal Service funds should include an amount to provide for replacements.    Financial Planning  1. The City shall maintain a long‐term (five year) financial planning model.    a. The financial planning model shall:   i. be based on the currently adopted budget;  ii. utilize these policies;  iii. be based on assumptions and drivers realistically expected to occur;  iv. clearly document the assumptions and drivers used and the results of the use of  such assumptions and drivers;  v. be designed in such a way to permit analysis of alternative strategies;  vi. relate to the related plans of the City to include Service Delivery Plans,  Comprehensive Plans, Master Plans, etc.; and  vii. shall be prepared for the General Government and such other funds as the  deemed necessary.  2. Budget development  a. The City shall prepare an biennial budget that is consistent with:   i. state law;   ii. the long‐term financial planning model;   iii. these policies; and  Executive Summary - Financial Management Policies 1 - 69   iv. industry best practices.  b. The City of Renton’s biennial budget shall be prepared using the following schedule and  process as a general guide:  i. Review stakeholder input such as surveys, public forums, neighborhood meeting  notes and business community communication.  ii. The Mayor, City Council and Chief Administrative Officer will conduct a goal‐ setting retreat with the Department Administrators updating the Business Plan  and other policy guidance.  iii. The City Council and Administration will meet to review and discuss the prior  year’s audited results, current year budget status, next budget schedule,  process, budget guidelines and budget preparation items of interest.  iv. The Finance & IS Administrator prepares the budget preparation instructions and  meets with Department Administrators to distribute budget instructions and  discuss budget preparation.  v. The instructions will include policy priorities, estimates of compensation  adjustments, internal service and indirect charges.  vi. Departments will provide to the Finance & IS Department budget estimates and  requests conforming to the budget instructions.  vii. The Mayor submits a proposed balanced Preliminary Budget to the City Council  in conformance with state law.  viii. Balanced budget should comprise of funding recommendations for the operating  and capital budgets that do not exceed the estimated resources.  ix. The City Council conducts public hearings on the proposed budget in  conformance with state law.  x. The City Council sets the City’s property tax levies.  xi. The City Council adopts the final budget ordinance.  xii. The Final Budget Document is published and posted to the City website.  c. Budget amendments should be presented for consideration when the need arises.  i. Budget authority shall be at the fund level.  ii. Changes resulting in a need to revise the appropriation authority shall be  presented as they occur.  3. Revenues  a. Revenue forecasts shall assess the full spectrum of resources available to finance City  programs and services.   b. The City shall consider the diversification of revenue as a strategy when developing its  financial plans.   c. Should an economic downturn develop that results in (potential) revenue shortfalls or  fewer available resources, the City will make appropriate adjustments to its budget.   d. Revenue estimates shall be based on forecasting methods recommended by the  Government Finance Officers Association (GFOA) and will typically be more likely to be  conservative rather than aggressive.  4. Expenditures  a. Priority shall be given to expenditures that will improve productivity.  5. Capital Improvements  Executive Summary - Financial Management Policies 1 - 70   a. A comprehensive six‐year plan for City capital investments shall be prepared annually  and adopted by the City Council as part of the City budget.   i. All projects included in the Capital Investment Program (CIP) shall be consistent  with the City’s Comprehensive Plan.   ii. The Capital Investment Program shall be prepared in consultation with Council  Committees for ongoing capital investments.  b. All proposed capital improvement projects shall include a recommended or likely source  of funding.  c. Private development (including residential, commercial and industrial projects) shall pay  its fair share of the capital investments that are necessary to serve the development in  the form of system development charges, impact fees, mitigation fees, or benefit  districts.  d. Capital project proposals should indicate the project's impact on the operating budget,  including, but not limited to, long‐term maintenance costs necessary to support the  investment.  e. Capital projects shall be budgeted for on a project life basis (rather than fiscal year).    Policy on Fees and Charges  1. The City shall annually review all fees for licenses, permits, fines, rates and other  miscellaneous charges as part of the budget process.    2. User charges and fees shall be established based at a percentage of the full cost of  providing the service, unless otherwise provided by statute or regulation.    a. Full cost incorporates direct and indirect costs, including operations and maintenance,  overhead, and charges for the use of capital facilities.    b. Other factors for fee or charge adjustments may also include the impact of inflation,  other cost increases, the adequacy of the coverage of costs, and current competitive  rates.    3. Proposed rate adjustments, user charges and fees shall be presented to the City Council for  approval each year as part of the Mayor’s proposed Preliminary Annual Budget to the  Council.  4. The City shall rigorously collect all amounts due.    Policy on Utility Funds  1. The City shall establish and maintain separate utility operating and capital investment funds  and budgets for each of its utility operations.   2. Utility rate studies shall be conducted every six years to update assumptions and ensure the  long‐term solvency and viability of the City’s Utilities.  3. Utility rates and capital fees shall be reviewed annually and necessary adjustments made to  avoid major rate increases.  4. The City shall use system development charges, grants and low interest loans to fund  capital projects where possible.  Overall, the utilities should maintain a debt to equity ratio  of 60/40.    Executive Summary - Financial Management Policies 1 - 71   5. Each Utility should fund an amount of the cost equal to the annual “depreciation expense”  of capital assets less debt service principal payments.  6. System Development Charges (SDCs) shall be established at levels to ensure that all  customers seeking to connect to the City’s utility systems shall bear their equitable share of  the cost of both the existing and future systems.  7. Debt financing of utility improvements will be consistent with the utility master plans,  council rate policies and other factors so as to smooth the effect of major improvements on  utility rates.  8. The City shall strive to maintain minimum debt service “coverage” with the net revenue  (gross operating revenue of the Utilities less operating and maintenance expenses) of the  combined Utilities being 1.25 ‐ 1.5 times the actual debt and the net revenue of the  individual Utility being at least 1.25 times the actual debt.    Policy on Debt Issuance and Management  1. Long‐term borrowing shall be confined to capital investments or similar projects with an  extended life when it is not practical to be financed from current revenues. The City shall  not use long‐term debt to finance current operations.  2. Debt payments shall not extend beyond the estimated useful life of the project being  financed.  The City shall keep the average maturity of general obligation bonds at or below  fifteen years, unless special circumstances arise warranting the need to extend the debt  schedule.  3. The City shall work to maintain strong ratings on its debt including maintaining open  communications with bond rating agencies concerning its financial condition.  4. With Council approval, interim financing of capital projects may be secured from the debt  financing market place or from other funds through an interfund loan as appropriate in the  circumstances.   5. The City may issue interfund loans when appropriate and consistent with a separately  adopted City Council policy on the subject.  6. When issuing debt, the City shall strive to use special assessment, revenue or other self‐ supporting bonds in lieu of general obligation bonds.   7. Long‐term general obligation debt shall be utilized when necessary to acquire land or  capital assets based upon a review of the ability of the City to meet future debt service  requirements. The project to be financed should also be integrated with the City’s long‐ term financial plan and Capital Investment Program.  8. General obligation debt should be used when the related projects are of a benefit to the  City as a whole.   a. General Obligation Bond (Voted):   b. Every project proposed for financing through general obligation debt should be  accompanied by a full analysis of the future operating and maintenance costs  associated with the project.  c. Limited Tax General Obligation Bond (Non‐Voted):  i. The City should avoid issuing general obligation (non‐voted) debt beyond eighty  percent (80%) of its general obligation debt capacity.  Executive Summary - Financial Management Policies 1 - 72   9. The City shall use refunding bonds where appropriate when cost savings can be achieved of  at least 4% (NPV), restructuring its current outstanding debt and/or improving restrictive  bond conditions.    10. The City’s financial team for the issuance of debt shall consist of the Council, Mayor, CAO,  Finance & IS Administrator, applicable department management (related to the projects to  be financed), City Legal Counsel, designated bond counsel, financial advisor and underwriter  in order to effectively plan and fund the City’s capital  investment projects.  a. Through a competitive selection process conducted by the Finance & IS Administrator  with consultation with the Mayor, Chief Administrative Officer and Legal Counsel, the  City Council shall approve the most qualified financial advisor / underwriter and bond  counsel.   b. These services shall be regularly monitored by the Finance & IS Administrator.   11. The City shall evaluate the best method of sale for each proposed bond issue.  a. When a negotiated sale is deemed advisable (in consultation with the Mayor and City  Council) the Finance & IS Administrator shall negotiate the most competitive pricing on  debt issues and broker commissions in order to ensure the best value to the City.  b. When a negotiated sale is used, the City shall use an independent financial advisor to  advise the City’s participants in matters such as structure, pricing and fees.  12. The City shall comply with IRS regulations concerning use of, and reinvestment of bond  proceeds.   a. The City shall monitor and comply with IRS regulations with regard to potential  arbitrage earnings.  If arbitrage earnings are believed to be above amounts provided by  IRS regulations, the City will set aside earnings in order to pay the appropriate amount  to the federal government as required by IRS regulation.  13. The City shall provide full secondary market disclosure related to outstanding debt.    Related Policies   Investment Policy   Contracting Policy (Purchasing Authority)   Interfund Loans  Executive Summary - Financial Management Policies 1 - 73   City Funds and Fund Structure   Key Report  000    General A E  001    Community Services (formerly 101) A I (000)  003    Streets (formerly 103) A I (000)  004    Community Development Block Grant A I (000)  005    Museum (formerly part of 006 and 106) A I (000)   006    Library (formerly 106) A I (000)  009    Farmers Market A I(000)  010    Fire and Emergency Services Memorial A I (000)  011    Fire and Emergency Services Health and Wellness A I (000)  031    Park Memorial (formerly 131) A  I (000)  201    1997 LIM GO Bonds ‐ City Hall  A I (215)  215    Gen Govt Misc Debt Service A E  Total General Government    SPECIAL REVENUE FUNDS:    102    Arterial Streets  E  108    Leased City Properties   E  110    Special Hotel‐Motel Tax  E  118    Cum 2755 (Paths/Trails)  E  125    One Percent for Art  E  127    Cable Communications Development  E  135    Springbrook Wetlands Bank  E  DEBT SERVICE FUNDS:    219    1989 Unlimited GO Bonds‐Senior Housing  E  CAPITAL PROJECT FUNDS (CIP):    303    Community Services  Impact Mitigation  E  304    Fire Impact Mitigation  E  305    Transportation Impact Mitigation  E  316    Municipal Facilities CIP  E  317    Capital Investment   E  318    South Lake Washington Infrastructure Project  E  326    Housing Opportunity   I (316)  Executive Summary - Financial Management Policies 1 - 74   City Funds and Fund Structure (continued)  ENTERPRISE FUNDS: Key Report  402   Airport Operations  E  403   Solid Waste Utility  E  404   Municipal Golf Course System  E  405   Water Operations B E  406   Wastewater Operations  B I (405)  407   Surface Water Operations B I (405)  416   King County Metro B I (405)  422   Airport Capital Investment  I (402)  424   Municipal Golf Course System CIP  I (404)  425   Water CIP B I (405)  426   Wastewater CIP B I (405)  427   Surface Water CIP B I (405)  461   Waterworks Bond Reserve B I (405)  471   Waterworks Rate Stabilization  B I (405)  481   Future W/S Bond Proceeds B I (405)  INTERNAL SERVICE FUNDS:    501   Equipment Rental  E  502   Insurance    E  503   Information Technology  I (501)  504   Facilities   I (501)  505   Communications  I (501)  512   Healthcare Insurance  I (502)  522   Leoff1 Retirees  Healthcare  I (502)  FIDUCIARY FUNDS:    611   Firemen's Pension  E  650   Special Deposits  E  ACCOUNTING FUNDS:    631   Claims Clearing  Ia  632   Payroll Clearing  Ia  901   Bank Surplus Balance  Ia  Executive Summary - Financial Management Policies 1 - 75   City Funds and Fund Structure (continued)  910   General Fixed Assets  Ia  950   General Long Term Debt Account Group  Ia  990   SCORE PDA DEBT SERVICE  Ia  991   SCORE OPERATING  Ia  998   SCORE DEBT SERVICE  Ia  999   SCORE Capital  Ia      A. General Government Funds share general revenues.  Therefore, no interest shall be charged for  loans between funds.  B. Water Utility Funds shall be managed as a system such that balance sheet accounts are merged for  management and reporting purposes.  E.  External Fund for Reporting Purposes  I. Internal Fund for Management Purposes  Ia.  Internal Fund for Accounting Purposes      Executive Summary - Financial Management Policies 1 - 76             2 RENTON RESULTS     Renton Results Overview      2‐1    Summary Listing of Offers by City Service Area      2‐5    Safety and Health Request for Results      2‐15    Representative Government Request for Results      2‐23    Livable Community Request for Results      2‐32    Mobility Request for Results      2‐39    Utilities and Environment Request for Results      2‐45    Internal Support Request for Results      2‐54    A GOVERNMENT ACCOUNTABILITY PROGRAM Introduction Renton Results is the City of Renton’s performance management initiative originated in 2007 to clearly illustrate the services provided by the City of Renton, the resources needed to provide these services, and the results of the service efforts to facilitate policy decisions and provide accountability to the community. Services are categorized into six service areas: 1. Safety & Health: services that make Renton a safe and healthy community. 2. Representative Government: services that engage community in policy development and provide access to fair individual representation in community and personal matters. 3. Livable Community: programs and amenities that address community needs making Renton a place where people want to live, work, play, and visit. 4. Mobility: services to plan, construct, and maintain systems such as roadways, sidewalks, trails, paths, and related components, to enable residents, visitors, employees, as well as freight and commercial activities to move in, around, and through the City efficiently and safely. 5. Utilities & Environment: services that protect the environment and empower its citizens to be engaged in sustainability programs. 6. Internal Support: services that enhance the ability of the organization to function efficiently and effectively. Renton Results - Renton Results Overview 2 - 1 2011-2012 Budget Development Framework We took the Renton Results initiative to its next step by inviting community members to help with the 2011-2012 budget priorities. This newly formed Community Budget Advisory (CBA) group is tasked with providing advisory recommendations to the Mayor in the following areas: • Do the core services provided by the City meet the community’s priorities? • As a customer of city services, which of the services we provide do you view as most and least important? • Is the City pursuing the “right” results for the Renton community? In addition, six Service Area Teams made up of 62 mid- management staff regrouped to review and revise the desired results, identify the strategies services to focus on to achieve these results, and refine the key result indicators to help us to measure how well we are achiveing these results. An added task this year is for the teams to review performance measures for each service program proposal to ensure the program level performance measurers are constinte with the desired results for the area. Advisory Team Recommendations Overall the CBA group’s recommendation is very consistent with the internal prioritizations used in prior budget developments. They also identified a number of specific areas, both for short term and longer- term resource conservation considerations: • Reduce administrative and overhead functions and costs wherever possible; • Implement a process improvement program to identify cost saving and efficiency improvement opportunities; • Focus on total cost of compensation in personnel costs; and when applicable, include private sector comparisons in setting compensations. Resources Allocation by Service Area Renton Results program expenses are presented as consolidated costs across departments and funds. Within Renton Results, we have adjusted for transfers and interfund transactions when double counting occurs in traditional “Fund” based budgeting. As a result, the dollar amounts for Renton Results and the traditional budget are not the same. For example, the costs of the City’s internal service funds are shown under “Internal Support” category and are also included in the direct service areas by those that use these internal services. To compensate for this, we are deducting the amount that has been accounted for in direct services at the bottom line level to show the net operating and capital budget only in the Renton Results section. The Budget by Department and by Fund sections, however, would Renton Results - Renton Results Overview 2 - 2 include such transfers and inter-fund transactions. Therefore, a reconciliation is shown to reconcile the Renton Results resources to the total “legal appropriations” in the Budget by Fund section. Also important to note is that we have included city-wide obligations in the internal support service area. For the 2011 programs, these include $4.7 million in general obligation debt service payments, $2.2 million in post retirement medical benefits for retirees in Law Enforcement and Fire Fighters I pension system (LEOFF 1) and $.44 million of city-wide payroll tax and benefit costs that are not allocated into budgeted positions. Without these costs, the overall 2011 Internal Support costs are 2.61% of the $149.9 million operating budget and 2.05% of the $191.1 million total budget. The following charts describe the percent of City resources dedicated to each of these service areas, the percent of operating City resources (excluding CIP, Transfers and Interfund Transactions) dedicated to each of these service areas, and the adopted staffing levels of each of the service areas. Safety and Health 30% Mobility 12% Livable Community 15% Utilities and Environment 34% Rep Government 3% Internal Support 6% 2011 Total Resources by City Service Area: $191.1 million Safety and Health 38% Mobility 6%Livable Community 9% Utilities and Environment 35% Rep Government 4% Internal Support 8% 2011 Operating Resources by City Service Area: $149.9 million Safety and Health 30% Mobility 13% Livable Community 12% Utilities and Environment 35% Rep Government 4% Internal Support 6% 2012 Total Resources by City Service Area: $186.9 million Safety and Health 37% Mobility 7% Livable Community 9% Utilities and Environment 35% Rep Government 4% Internal Support 8% 2012 Operating Resources by City Service Area: $150.9 million Renton Results - Renton Results Overview 2 - 3 0.00 100.00 200.00 300.00 400.00 Internal Support Representative Government Utilities and Environment Livable Community Mobility Safety and Health 2011, 82.73 2011, 44.02 2011, 99.75 2011, 64.42 2011, 58.65 2011, 334.50 2012, 82.73 2012, 42.90 2012, 99.75 2012, 64.42 2012, 58.65 2012, 333.50 Staffing (FTE's) by City Service Area Per Capita Service Cost The Chart below shows a comparison of the per capita operating cost at the 2011 adopted service level and the 2012 adopted service level. The operating cost at the 2011 adopted level totals $1,738 per person per year vs. $1,724 at the 2012 adopted level, based on 2010’s population count. Without the debt service, retiree medical obligation, and separation benefits, the per capita internal support cost would be at around $45.4 per year for 2011 and $36.5 per year for 2012. $-$100 $200 $300 $400 $500 $600 $700 $800 Internal Support Rep Government Utilities and Environment Livable Community Mobility Safety and Health 2011, $131 2011, $72 2011, $608 2011, $159 2011, $111 2011, $657 2012, $133 2012, $73 2012, $604 2012, $161 2012, $113 2012, $640 Renton Results - Renton Results Overview 2 - 4 The table below summarizes the resource allocations by service area. City Service Area Summary 2011 Adopted 2012 Adopted City Service Areas (CSA)FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Operating Safety and Health 334.50 56,652,301 11,828,639 333.50 55,960,205 11,776,123 Representative Government 44.02 6,211,543 3,059,732 42.90 6,395,854 3,097,240 Livable Community 64.42 13,679,103 3,515,368 64.42 14,128,391 3,552,662 Mobility 58.65 9,642,867 840,777 58.65 9,933,154 772,522 Utility and Environment 99.75 52,430,123 50,657,349 99.75 52,897,150 53,416,452 Internal Support 82.73 11,324,048 (290,616) 82.73 11,574,810 (577,144) Total Operating FTE & $684.07 149,939,985 69,611,249 681.94 150,889,565 72,037,855 CIP Livable Community - 14,714,000 13,210,000 - 8,959,000 8,467,000 Mobility - 14,451,023 13,461,023 - 14,715,603 14,285,934 Utility and Environment - 11,940,000 11,940,000 - 11,980,000 11,950,000 Internal Support - 30,000 - - 307,000 247,000 Total CIP $- 41,135,023 38,611,023 - 35,961,603 34,949,934 Total Operating and CIP FTE & $684.07 191,075,008 108,222,272 681.94 186,851,168 106,987,789 Other Transfers and Interfund Transactions - 33,788,228 32,449,689 - 33,080,832 33,486,178 Non-Program specific Taxes/ Revenue Transfer - - 78,906,667 - - 80,685,949 Total Other $- 33,788,228 111,356,356 - 33,080,832 114,172,127 The following tables provide a list of service offers and their associated resources for each of the six service areas. Renton Results - Summary Listing of Offers by City Service Area 2 - 5 Safety and Health Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Safety and Health 100002.0010 Probation 1.00 93,495 120,000 1.00 97,677 120,000 100004.0004 Business Licensing and Passports 1.10 88,199 75,000 1.10 93,399 75,000 100006.0002 City Attorney Prosecution 6.00 563,545 - 6.00 611,003 - 100007.0003 Code Enforcement program 4.00 417,395 - 4.00 435,881 - 100007.0004 Building Permits & Inspection Program 12.50 1,332,898 2,488,266 12.50 1,399,428 2,561,642 100008.0036 Police Administration 5.00 2,960,513 - 5.00 2,995,398 - 100008.0037 Harbor Patrol / Mercer Island PD Contract - 39,060 - - 39,060 - 100008.0038 Valley Communications - 1,619,466 - - 1,619,466 - 100008.0039 Investigations 21.00 2,611,575 - 21.00 2,675,063 - 100008.0045 Special Operations 18.00 2,571,521 180,693 18.00 2,648,685 180,693 100008.0049 Administrative Services 7.00 1,176,447 - 7.00 1,191,153 - 100008.0050 Patrol Services 12.00 2,233,713 785,465 12.00 2,266,932 807,367 100008.0051 Auxiliary Services - Jail - 4,353,320 - - 4,502,305 - 100008.0052 Electronic Home Detention Program 2.00 324,509 116,000 2.00 330,372 116,000 100008.0054 Staff Services 14.40 1,272,448 - 14.40 1,339,330 - 100008.0056 Patrol Operations 66.00 8,406,579 - 66.00 8,549,689 - 100008.0058 COPS Hiring Recovery Program 6.00 620,117 548,000 6.00 645,167 270,000 100009.0012 Administrative Services for F&ES 8.50 2,880,935 - 8.50 2,940,264 - 100009.0013 EMS and Fire/Rescue Svcs for COR 78.00 9,650,275 963,421 78.00 10,298,468 1,020,476 100009.0014 Emergency Management for the COR 2.00 295,702 35,000 2.00 310,836 35,000 100009.0015 Community Risk Reduction 8.00 935,648 310,255 8.00 979,965 313,305 100009.0016 EMS and Fire/Rescue Svs for KCFD #25 18.50 2,514,158 1,313,339 18.50 2,598,528 1,353,114 100009.0017 EMS and Fire/Rescue Svs for KCFD #40 28.00 3,992,858 4,344,200 28.00 4,115,463 4,374,526 100009.0018 F&ES Health & Wellness Fund - 25,000 25,000 - 25,000 25,000 100009.0021 Safety & Support Services 9.00 1,751,339 - 9.00 1,786,620 - 100020.0010 Serving vulnerable/low income 3.41 928,071 30,000 3.41 953,786 30,000 100020.0011 CDBG 1.59 281,768 304,000 1.59 299,825 304,000 150002.0003 Add 0.5 FTE Probation Officer 0.50 53,286 40,000 0.50 57,269 40,000 150008.0002 SCORE Jail Startup Costs - 2,462,229 - - - - 150009.0001 Fire Hydrant Charge - 150,000 150,000 - 150,000 150,000 150020.0001 CDBG Facilities Technician Position 1.00 22,232 - (0.00) 4,175 - 150020.0002 Human Svcs Consolidated Plan - 24,000 - - - - Total Safety and Health $334.50 56,652,301 11,828,639 333.50 55,960,205 11,776,123 Renton Results - Summary Listing of Offers by City Service Area 2 - 6 Representative Government Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Representative Government 200001.0006 Legislative Operations 8.00 277,834 - 8.00 286,842 - 200002.0009 Court Administration 2.00 622,637 - 2.00 640,339 - 200002.0010 Infraction Processing 5.00 477,587 2,074,443 5.00 496,199 2,096,346 200002.0011 Criminal Case Processing 8.00 823,948 285,750 8.00 858,831 285,750 200003.0012 Executive Operations 4.50 1,035,538 - 4.50 1,063,628 - 200003.0013 Cable Communication Fund - 85,674 85,000 - 85,674 85,000 200003.0014 Court Public Defenders - 369,224 - - 369,224 - 200003.0015 Grant Writing - 50,000 50,000 - 50,000 50,000 200003.0017*Citywide Communications 5.00 565,483 561,539 5.00 591,608 577,144 200006.0002 City Attorney Civil 3.75 515,577 - 3.75 546,497 - 200007.0002 Intergovernmental Relations 0.25 153,674 - 0.25 155,661 - 200011.0004 Hearing Examiner 1.12 171,929 - (0.00) 71,025 - 200012.0009 City Clerk 4.50 790,484 - 4.50 835,811 - 200020.0004 Community Engagement 1.90 237,955 3,000 1.90 247,515 3,000 250002.0001 Court Audio Recording System Replacement - 18,000 - - 27,000 - 250002.0002 Court Video Arraignment - 16,000 - - - - 250012.0001 Increased Elections Costs - - - - 70,000 - Total Representative Government $44.02 6,211,543 3,059,732 42.90 6,395,854 3,097,240 Note: * Services provided through internal business units (Internal Service Fund). Renton Results - Summary Listing of Offers by City Service Area 2 - 7 Livable Community Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Livable Community 300007.0014 Long Range Planning 4.33 520,489 - 4.33 549,217 - 300007.0015 Current Planning 6.33 658,694 89,095 6.33 696,000 98,896 300007.0016 Hotel Motel Fund - 245,000 245,000 - 265,000 265,000 300007.0017 Arts & Culture 0.50 54,007 - 0.50 56,928 - 300007.0018 Farmers Market - 47,875 52,500 - 49,150 60,500 300007.0020 Economic Development 3.25 432,219 - 3.25 453,098 - 300007.0021 1% for the Arts - 50,000 15,000 - 50,000 15,000 300007.0023 CED Administration 2.00 928,729 - 2.00 958,050 - 300020.0030 Museum 1.00 208,407 - 1.00 215,502 - 300020.0031 Parks and Trails Program 22.80 3,859,876 78,454 22.80 4,007,291 78,454 300020.0032 Com Relations and Events 0.65 204,840 90,000 0.65 208,674 90,000 300020.0033 Aquatics 1.00 731,701 688,000 1.00 737,571 688,000 300020.0034 Carco Theater 1.25 215,946 60,000 1.25 221,368 60,000 300020.0035 Recreation Services 6.25 2,256,721 666,886 6.25 2,317,465 699,263 300020.0036 Renton Community Center 6.30 1,363,202 660,500 6.30 1,391,241 655,500 300020.0037 Senior Activity Center 3.25 559,030 125,000 3.25 576,121 125,000 300020.0038 Leased Facilities 1.50 614,457 744,933 1.50 622,232 717,049 300020.0046 Administration/Com Svcs 2.00 412,476 - 2.00 426,747 - 300020.0060 Neighborhood Program 1.50 243,918 - 1.50 252,595 - 350020.0001 Library Facility Maintenance - 30,000 - - 30,000 - 350020.0002 Reinstate Sec II Position / Community Svcs 0.50 41,515 - 0.50 44,141 - Total Operating $64.42 13,679,103 3,515,368 64.42 14,128,391 3,552,662 Livable Community CIP 300007.0024 Sunset SubArea Plan - 584,000 - - - - 300020.0039 Henry Moses Aquatic Center - 120,000 - - 120,000 30,000 300020.0040 Grant Matching Program - 100,000 - - 150,000 - 300020.0042 Tree Maintenance - 150,000 - - 150,000 - 300020.0043 Capital Project Coordinator - 70,000 - - 72,000 - 300020.0044 Pathway, Side, Patio & Boardwalk - 100,000 - - - - 300020.0045 Golf Course MM - 100,000 100,000 - 100,000 100,000 300020.0047 Disaster Repairs - 200,000 - - - - 300020.0049 KC Proposition 2 Cap Exp Levy Fund - 160,000 160,000 - 160,000 160,000 300020.0050 Parks General Major Maintenance - 490,000 400,000 - 250,000 250,000 300020.0052 Ball Field Renovation Program - 60,000 - - - - 300020.0053 Sports Court Repairs - 20,000 - - 20,000 - 300020.0054 200 Mill Bldg Restroom / ADA Improvements - - - - 127,000 127,000 300020.0055 Accessible Playground - 750,000 750,000 - - - 300020.0056 New Libraries Development - 11,800,000 11,800,000 - 7,800,000 7,800,000 300020.0057 Highlands Library Natural Area - 10,000 - - 10,000 - Total CIP $- 14,714,000 13,210,000 - 8,959,000 8,467,000 Total Livable Community $64.42 28,393,103 16,725,368 64.42 23,087,391 12,019,662 Renton Results - Summary Listing of Offers by City Service Area 2 - 8 Mobility Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Mobility 400015.0002 Public Works Administration 3.00 454,179 - 3.00 473,685 - 400016.0060 Transit Coordination/Commute Trip Reduction 0.70 120,630 - 0.70 125,136 - 400016.0061 Sidewalk Program 0.05 6,701 - 0.05 6,935 - 400016.0062 Building the Mobility Network 7.41 952,263 - 7.41 1,000,292 - 400016.0063 Bridges and Guardrails 0.33 36,346 - 0.33 38,427 - 400016.0065 Trans Operations Maintenance Section 10.90 2,203,570 - 10.90 2,262,888 - 400016.0066 Trans Operations Engineering Section 3.20 367,675 - 3.20 386,762 - 400016.0067 Airport Operations 5.01 969,956 479,775 5.01 998,625 398,793 400016.0104 Transportation Systems Admin 2.50 680,112 - 2.50 703,377 - 400019.0003 Street Maintenance 18.10 2,728,450 204,563 18.10 2,764,082 209,885 400019.0004 Public Works Maintenance Administration 6.45 965,852 - 6.45 1,006,309 - 450016.0001 Airport Position Upgrade - 2,680 2,680 - 2,680 2,680 450016.0002 Public Works/Airport New PT Seasonal Staff - 41,209 41,209 - 41,209 41,209 450016.0003 Airport CIP Capital Project Coordinator 1.00 113,245 112,550 1.00 122,748 119,955 Total Operating $58.65 9,642,867 840,777 58.65 9,933,154 772,522 Renton Results - Summary Listing of Offers by City Service Area 2 - 9 Mobility Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Mobility CIP 400016.0068 T CIP Street Overlay - 751,000 751,000 - 786,000 786,000 400016.0069 T Arterial Rehabilitation Program - 342,000 342,000 - 358,000 358,000 400016.0070 T Rainier Ave Impr - Grady Way to S 2 St - 8,164,617 7,644,617 - 7,191,744 7,141,744 400016.0071 T SW 27th St/Strander Blvd Connect - 32,202 32,202 - - - 400016.0072 T NE 3rd/NE 4th Corridor Improvements - 223,000 223,000 - 206,656 206,656 400016.0076 T Walkway Program - 280,000 160,000 - 150,000 150,000 400016.0077 T Sidewalk Rehab & Replacement Prgm - 250,000 - - - - 400016.0078 T Bridge Inspection & Repair Prgm - 150,000 110,000 - 70,000 70,000 400016.0079 T Intersection Safety & Mobility Prgm - 250,000 250,000 - 200,000 200,000 400016.0080 T Transit Prgm - 40,000 40,000 - 37,000 37,000 400016.0081 T Transportation Demand Management Prgm - 65,000 65,000 - 65,000 65,000 400016.0082 T Bicycle route Development Prgm - 100,000 90,000 - 40,000 40,000 400016.0083 T Barrier Free Transition Plan Implement - 50,000 50,000 - 25,000 25,000 400016.0084 T Proj Develop & Redesign Prgm - 150,000 150,000 - 100,000 100,000 400016.0085 T Arterial Circulation Prgm - 160,000 160,000 - 160,000 160,000 400016.0086 T Transportation Concurrency/LOS Prgm - 10,000 10,000 - 30,000 30,000 400016.0087 T Environmental Monitoring Prgm - 20,000 20,000 - 20,000 20,000 400016.0088 T WSDOT Coordination Prgm - 63,000 63,000 - 40,000 40,000 400016.0089 T GIS - Needs Assess & Data Develop - 15,000 15,000 - 15,000 15,000 400016.0090 T 1% for the Arts Prgm - 15,000 15,000 - 15,000 15,000 400016.0092 A Storm Water System Rehabilitation - 300,000 300,000 - 50,000 50,000 400016.0093 A Major Facility Maintenance - 130,000 130,000 - 130,000 130,000 400016.0094 A Maint Dredging/Shoreline Mitg.- 1,440,000 1,440,000 - - - 400016.0096 A Lower Blast Fence (Rwy 34)- 40,000 40,000 - 400,000 400,000 400016.0097 A Taxiway Renumbering/Sign Replace - 380,000 380,000 - 2,079,000 2,100,000 400016.0099 T S. Renton Burnett Park Neighborhood St. Imp - 275,000 275,000 - - - 400016.0100 T Traffic Safety Prgm - 40,000 40,000 - 20,000 20,000 400016.0101 T Preservation of Traffic Op Devices Prgm - 62,000 62,000 - 62,000 62,000 400016.0102 T Intelligent Transportation Systems Prgm - 50,000 50,000 - 50,000 50,000 400016.0103 A Renton Gateway Utilities - 105,204 105,204 - 105,203 105,204 400016.0106 A 608 Hangar Expansion - - - - 1,050,000 1,050,000 400016.0107 A US Customs Facility - 50,000 50,000 - - - 400016.0108 A 622 Hangar - Rehabilitation - - - - 1,100,000 699,330 400016.0109 A Airport Office Renovation - 175,000 175,000 - - - 400016.0110 A 5-02 Building Rehab - 25,000 25,000 - - - 400016.0111 A Mower Replacement - - - - 40,000 40,000 400016.0112 A Airport Sustainability Program - 158,000 158,000 - - - 400016.0113 T Duvall Ave NE - NE 7th St. To Sunset Blvd NE - - - - 100,000 100,000 400016.0114 T Monterey Ave NE - NE 20th St -Wall Replace - 40,000 40,000 - - - 400016.0115 T Roadway Safety And Guardrail Program - 50,000 - - 20,000 20,000 Total CIP $- 14,451,023 13,461,023 - 14,715,603 14,285,934 Total Mobility $58.65 24,093,890 14,301,800 58.65 24,648,757 15,058,456 Note: The first letter in the CIP description title identifies the type of project. A= Airport, T=Transportation Renton Results - Summary Listing of Offers by City Service Area 2 - 10 Utility and Environment Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Utility and Environment 500004.0002 Utility Billing and Cashiering 4.90 574,363 - 4.90 597,871 - 500007.0002 Public Works Permits and Inspections 10.00 1,124,036 63,230 10.00 1,179,493 70,174 500018.0046 Wastewater Engineering and Planning 4.50 1,790,627 4,876,399 4.50 1,824,962 5,833,834 500018.0047 Water Education 0.20 17,793 - 0.20 18,396 - 500018.0048 Water Engineering and Planning 5.80 2,302,916 9,669,123 5.80 2,344,165 11,094,894 500018.0049 Surface Water NPDES Education 0.20 22,347 - 0.20 24,042 - 500018.0050 Surface Water Engineering and Planning 9.80 1,993,852 5,144,453 9.80 2,075,500 5,458,523 500018.0051 Solid Waste Collection 1.25 14,260,357 14,973,466 1.25 14,254,217 14,962,216 500018.0052 Solid Waste Education 0.75 112,841 37,784 0.75 116,536 37,784 500018.0053 Utility Systems Administration 3.00 727,250 - 3.00 749,649 - 500018.0054 Waterworks Revenue Bond Debt - 3,648,432 - - 3,651,829 - 500018.0055 Public Works Trust Fund Loan Debt - 960,970 - - 952,380 - 500018.0056 King County Metro Fund - 13,156,760 13,156,760 - 13,209,387 13,209,387 500019.0006 Wastewater Maintenance 6.95 1,347,239 19,740 6.95 1,293,282 19,740 500019.0007 Solid Waste Litter Control 1.00 276,030 4,692 1.00 287,914 4,692 500019.0008 Surface Water Maintenance 11.20 1,784,566 10,700 11.20 1,767,016 10,700 500019.0009 Water Maintenance 25.30 4,993,608 10,078 25.30 5,136,407 10,078 500020.0005 Golf Course 9.50 2,057,154 2,483,545 9.50 2,106,781 2,483,545 500020.0006 Parks Planning, Urban Forestry and Na Res 3.40 610,145 - 3.40 633,299 - 500020.0007 Golf Course Debt Service - 447,584 - - 435,423 - 550007.0001 Rainier Ave Project Inspections 2.00 207,766 205,891 2.00 225,113 219,397 550018.0001 Surface Water King County Assessment Fees - 7,000 - - 7,000 - 550018.0003 Water Position Conversion - 1,488 1,488 - 1,488 1,488 550020.0001 Contract Landscape Maintenance New Sites - 5,000 - - 5,000 - Total Operating $99.75 52,430,123 50,657,349 99.75 52,897,150 53,416,452 Renton Results - Summary Listing of Offers by City Service Area 2 - 11 Utility and Environment Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Utility and Environment CIP 500018.0058 W New Reservoirs & Pump Stations - 80,000 80,000 - 400,000 400,000 500018.0059 W Sply Dvlp & Wtr qlty Impr - 100,000 100,000 - 50,000 50,000 500018.0060 W Water Main Replc - 1,700,000 1,700,000 - 1,700,000 1,700,000 500018.0061 W Automatic Meter Reading Conversion - 1,500,000 1,500,000 - 1,000,000 1,000,000 500018.0062 W Wtr Utly MM - 320,000 320,000 - 230,000 230,000 500018.0063 W Regulatory Compliance - 400,000 400,000 - 220,000 220,000 500018.0064 WW Summerwind/Stonegate LS Replacement - 1,600,000 1,600,000 - - - 500018.0065 WW Miscellaneous/Emergency Projects - 100,000 100,000 - 100,000 100,000 500018.0066 WW Earlington Sewer Replacement - - - - 750,000 750,000 500018.0068 WW East Renton Lift Station Elimination - 140,000 140,000 - 600,000 600,000 500018.0069 WW Lake Washington Beach LS Elim/Rehab - 450,000 450,000 - - - 500018.0070 SW Springbrook Crk Wetland & Habitat Mit - 100,000 100,000 - 150,000 150,000 500018.0071 SW Green River Ecosystem Restoration - 200,000 200,000 - - - 500018.0072 SW Small Drainage Projects Program - 200,000 200,000 - 250,000 250,000 500018.0073 SW Miscellaneous/Emergency Storm Projects - 50,000 50,000 - 50,000 50,000 500018.0074 SW Lower Cedar River Sediment Mgmt Proj - 450,000 450,000 - 600,000 600,000 500018.0075 SW Talbot Hill Ar Mosquito Abatement Prgm - 50,000 50,000 - 50,000 50,000 500018.0076 SW Stream Flow & Wtr Qlty Monitoring Prgm - 10,000 10,000 - 10,000 10,000 500018.0077 SW Surface Water Utility GIS - 100,000 100,000 - 100,000 100,000 500018.0078 SW Storm Sys Field Mapping Proj (NPDES)- 100,000 100,000 - - - 500018.0079 SW Surface Water Utility System Plan - 50,000 50,000 - - - 500018.0080 SW Renton Storm Water Design Manual - 10,000 10,000 - - - 500018.0082 SW Madsen Crk Sedimentation Mntc - 50,000 50,000 - 50,000 50,000 500018.0083 SW Hardie Ave. SW Underpass Storm Sys Improve - 500,000 500,000 - 1,000,000 1,000,000 500018.0084 WW Sanitary Sewer Hydraulic Model - - - - 100,000 100,000 500018.0085 WW Telementry Upgrade - - - - 150,000 150,000 500018.0086 WW WSDOT I-405 Relocations - 20,000 20,000 - - - 500018.0087 WW Westview Lift Station Rehabilitation - 100,000 100,000 - - - 500018.0088 WW Lind Avenue Lift Station Replacement - - - - 250,000 250,000 500018.0089 WW Airport Lift Station Rehabilitation - - - - 200,000 200,000 500018.0090 WW President Park Sewer Replacement - 1,130,000 1,130,000 - 1,100,000 1,100,000 500018.0091 WW Cascade Interceptor Restoration - 175,000 175,000 - - - 500018.0092 WW Wastewater Operation Master Plan - 75,000 75,000 - - - 500018.0093 W Groundwater Under Influence CT Piping - 200,000 200,000 - 1,200,000 1,200,000 500018.0094 W Rainier Avenue South Utility Improvements - 200,000 200,000 - 400,000 400,000 500018.0095 SW NE 5th St & Edmonds Ave Storm Sys Improve - 200,000 200,000 - 1,040,000 1,040,000 500018.0096 SW Maplewood Creek Basin Storm Improvement - - - - 200,000 200,000 500018.0097 SW Lake Ave S/Rainier Ave Storm System - 680,000 680,000 - - - 500018.0099 SW Elliott Spawning Channel Repair - 800,000 800,000 - - - 500018.0100 SW Maplewood Creek Sedimentation Facility - 100,000 100,000 - - - 500020.0008 Irrigation Automation and Conserv - - - - 30,000 - Total CIP $- 11,940,000 11,940,000 - 11,980,000 11,950,000 Total Utility and Environment $99.75 64,370,123 62,597,349 99.75 64,877,150 65,366,452 Note: The first letter in the CIP description title identifies the type of project. W=Water, WW=Wastewater, SW=Surface Water Renton Results - Summary Listing of Offers by City Service Area 2 - 12 Internal Support Proposed Service Offers 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Internal Support 600003.0006*Communication - Print and Mail Services 1.50 392,263 392,402 1.50 399,408 397,163 600004.0023 Asset, Debt, and Treasury Management 0.90 175,283 - 0.90 181,247 - 600004.0024 Payroll 2.00 172,524 - 2.00 179,201 - 600004.0025 Budgeting and Financial Planning 3.30 318,908 - 3.30 334,754 - 600004.0026 Accounting and Auditing 1.30 214,377 - 1.30 221,728 - 600004.0027 Finance Operations 5.00 439,550 - 5.00 466,207 - 600004.0028 Finance Administration 1.50 435,569 - 1.50 454,378 - 600004.0032 General Government Debt - 4,715,035 270,923 - 5,731,373 281,054 600004.0033*IT Administration 2.50 309,306 306,946 2.50 323,447 314,392 600004.0034*Applications and Database Services 4.00 1,020,328 1,021,364 4.00 1,043,501 1,036,006 600004.0035*IT Capital 3.00 1,440,756 1,007,893 3.00 1,250,168 1,045,090 600004.0036*Service Desk Support 2.00 526,047 519,236 2.00 538,896 527,388 600004.0037*System Services 4.00 598,246 569,077 4.00 620,745 584,092 600004.0038*Telecommunications 1.00 423,744 406,779 1.00 429,401 409,371 600004.0040*Enterprise GIS 2.00 195,034 193,369 2.00 203,069 196,834 600005.0018 Other City Svc - Employee Separation Pay - 436,152 - - 436,152 - 600005.0019 LEOFF 1 Medical Obligation - 2,205,684 - - 2,205,684 - 600005.0020 Association Dues and Contracted Services - 329,110 - - 329,412 - 600006.0003 City Attorney Administration 2.00 521,409 - 2.00 538,342 - 600007.0003 Technical and Property Services 2.33 280,263 - 2.33 297,255 - 600014.0021 HR/RM Administration 5.00 946,308 - 5.00 953,573 - 600014.0023*Risk Management 2.25 3,020,837 3,128,883 2.25 2,932,359 3,137,593 600014.0024*Benefits 1.75 13,106,401 13,386,641 1.75 14,259,292 14,152,424 600016.0002 Trans Operations Internal Support Services 1.90 230,588 - 1.90 241,061 - 600019.0005*Fleet Services Operation & Maintenance 9.00 2,023,267 2,042,770 9.00 2,065,156 2,070,381 600019.0006*Fleet Services Capital Recovery - 1,172,000 1,118,631 - 470,000 959,512 600020.0018*Custodial Services 15.00 1,240,836 1,244,572 15.00 1,303,780 1,275,444 600020.0019*Facilities Technical Maintenance 9.50 2,398,749 2,382,424 9.50 2,426,180 2,400,071 600020.0020*Operational Facilities MM - 137,000 137,000 - 137,000 137,000 600020.0021*Public Facilities MM - 361,000 361,000 - 361,000 361,000 600020.0022*Public Works Shops Upgrades - 118,000 - - 28,000 - 600020.0023*Community Services Mtn Shops Rehab - 200,000 - - - - 650005.0001*Medical/Dent Premium Adjustment - - - - 25,000 (50,000) 650005.0002*Federal Healthcare Reform - - - - - - 650020.0001*CITY HALL HVAC CONTRACT - 87,000 87,000 - 87,000 87,000 650020.0002*Energy Rate Increase - 31,677 31,677 - 64,474 64,472 *Internal Service Fund/Interfund Transactions only (28,899,203) (28,899,203) (29,963,431) (29,963,431) Total Net Operating $82.73 11,324,048 (290,616) 82.73 11,574,810 (577,144) Note: * Services provided through internal business units (Internal Service Funds). Both revenues and expenditures are deducted to show the net impact on City’s resources. Internal Support CIP 600020.0014 Leased Facilities - - - - 127,000 127,000 600020.0015 City Wide Security System Upgrades - 30,000 - - 60,000 - 600020.0017 Public Restrooms Renovations - - - - 120,000 120,000 Total CIP $- 30,000 - - 307,000 247,000 Total Internal Support $82.73 11,354,048 (290,616) 82.73 11,881,810 (330,144) Renton Results - Summary Listing of Offers by City Service Area 2 - 13 Other Service Offers – Transfers, Interfund Transactions, and Reconciliation 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $ Tot Rev $FTE Tot Exp $ Tot Rev $ Transfers and Interfund Transactions 700005.0003 Fire Pension - 565,475 300,000 - 550,475 300,000 700005.0004 Indirect Cost Transfer Multi Depts - - 2,180,486 - - 2,242,747 750020.0001 Library Transfer to Fund 316 - 2,000,000 200,000 - 1,000,000 200,000 700009.0003 Fire Impact Mitigation Fund - 529,056 - - 536,926 - 700014.0008 Transfer from 502 to 317 - 275,000 - - - - 700016.0003 Arterial Street Fund - 620,000 620,000 - 630,000 630,000 700016.0004 Transportation Impact Mitigation Fund - 499,494 250,000 - 400,000 150,000 700020.0005 Community Development Impact Mitigation Fun - 400,000 - - - - *Internal Service Fund/Interfund Transactions only 28,899,203 28,899,203 29,963,431 29,963,431 Total Interfund Transactions $- 33,788,228 32,449,689 - 33,080,832 33,486,178 Citywide Revenue Estimate 900005.0003 General Governmental Fund Revenues - - 78,644,566 - - 80,423,465 900005.0004 Non-GG Fund Revenues - - 262,101 - - 262,484 Total CW Revenue Estimate $- - 78,906,667 - - 80,685,949 TOTAL FTE & $$684.07 224,863,236 219,578,628 681.94 219,932,000 221,159,916 Reconcilation to Budget by Fund and Department Total Operations (excluding debt)684.07 140,167,964 69,340,326 681.94 140,118,560 71,756,801 Total CIP - 41,135,023 38,611,023 - 35,961,603 34,949,934 Total Debt - 9,772,021 270,923 - 10,771,005 281,054 Total Interfund $ (below the line)- 33,788,228 32,449,689 - 33,080,832 33,486,178 Total Citywide Revenue Estimate - - 78,906,667 - - 80,685,949 TOTAL FTE & $$684.07 224,863,236 219,578,628 681.94 219,932,000 221,159,916 Renton Results - Summary Listing of Offers by City Service Area 2 - 14 City of Renton 2011-2012 Request for Results Safe and Healthy Community Desired Results I want Renton to be a safe and healthy community. PURCHASING STRATEGIES (HOW WE KNOW) PERFORMANCE INDICATORS (WHAT WE MEASURE) LINK TO BUSINESS PLAN 1. Ensure that public and private infrastructure is developed and maintained to local laws. (code) • Timely response to complaints. • Inspection Results. a 1, a2, a3, b2, d1 2. Increasing feeling of community and individual safety. • Preparedness plan that identifies risks to the community. • % of Citizens surveyed that feel safe. a 1, a2, a3 3. Timely responsiveness and “Projection of effort”. • Ability to meet standard response times. a 1, a2, a3, d3 4. Well maintained public spaces. • Park access. • % of Citizens surveyed that feel public spaces are well maintained. a 1, a2 Renton Results - Safety and Health Request for Results 2 - 15 Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton a safe and healthy place to live, work, learn, play, and visit include: • Perception of a crime free community and sense of security and protection. • Well prepared for emergency/disaster. • Timely, effective responses to requests for services. • Services that support physical, mental, environmental, and financial health. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1. We are seeking offers that encourage the community to be self sufficient as well as programs that promote prevention and education. I want Renton to be a safe & healthy community Perception of a crime free community and sense of security and protection Well prepared for emergency/disaster Timely, Effective response to request for service Services that support physical, mental, environmental and financial health Renton Results - Safety and Health Request for Results 2 - 16 • Organize and support of community based prevention, self sufficiency, and recovery assistance programs. • Neighborhood based programs that promote communication/connection, safety, and clean and attractive neighborhoods. • Education and outreach programs that help the community better prepare for physical, environmental, financial threats, and events. Purchasing Strategy 2. We are seeking offers that provide timely, responsive help when the community at large, cannot help themselves. • Response to calls. • Response to major incidents/disasters. • Plan and train for orderly and safe evacuations. • Provide for emergency human service needs and or provide for the basic needs. Purchasing Strategy 3. We are seeking offers that aid in recovery and restoration for individuals and businesses after disaster strikes. • Provide temporary shelters. • Programs that would help individual and businesses be more self sufficient during and after disasters. • Programs that would expedite the reconstruction, restoration, and recovery processes. • Programs that would help businesses and individuals return to productive, contributing members of the community. • Connect residents with needed services. Purchasing Strategy 4. We are seeking offers that encourage residents and businesses to comply with local, state, and federal laws such as: • Code enforcement • Prosecution • Probation Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to “scale” the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage resources. 7. Innovative and creative results with an emphasis on cost effectiveness are encouraged. Renton Results - Safety and Health Request for Results 2 - 17 2011-2012 Program Offer Feedback Form Safety and Health Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 100002.0010 Probation 1) Monitor probationers regarding their opinions of the probation process for them. Is it a good use of their time, does it help them stay in compliance, were they referred to proper treatment, etc. Strive for 70% positive responses. 2) Through utility billing, survey public regarding knowledge of and expectations for probation and other criminal justice functions. Study responses and adopt usable suggestions and if necessary increase public knowledge of probation purpose and activities. 3) Survey various treatment agencies regarding differences in patient/client behavior in those on probation in Renton vs. other cities and patients and clients not on probation. After a comparative baseline is established in 2011, set goals to improve "success." 4 N, Y #'s 1, 2 and 3 need to be measurable 100004.0004 Business Licensing and Passports 1) Improve compliance through development of audit procedures. 2) Identify process improvements to improve the timing of new license issuance. 3) Contact businesses prior to expiration date to minimize expired licenses. 4 Y, Y #'s 1 & 2 ? How would you collect measure 3? #4, good 100006.0002 City Attorney Prosecution 1) Prepare complete and adequate discovery in all cases. Current Year: 99% ; Proposed Year: 99%. 2) Be prepared for hearings and trials in all cases, when possible. Current Year: 95% Proposed Year: 95%. 3) Increase the scope and extent of electronic exchanges of information, including full discovery with defense attorneys. Current Year: N/A Proposed Year: 50%. 4 Y, Y How would you measure 1, 2 and 3? 100007.0003 Code Enforcement Program 1) Average time to achieve compliance: 3 weeks. 2) Site remains in compliance after enforcement action. 95% of prior violation sites. 3) Compliance achieved through voluntary action 70% of cases or more. 1,4 Y, Y #1 , good. How would you measure 1 & 2? Why is the % so low on 3? 100007.0004 Building Permits and Inspection Program 1) Permit review times for single family applications: 2 weeks or less. 2) Permit review times for commercial applications 4 weeks or less. 3) Response time for inspection requests: 95% within 24 hours. 1,4 Y, Y Need a % on #1. How would you measure 2 & 3? 100008.0036 Police Administration 1) UCR Class I crime rate per thousand population. 2) Fiscally responsible as measured by budget expenditures. 3) Department-wide service delivery. 4 Y, Y #1, how would you measure and what is the comparable? #2, what is being measured? #3, what is this and how is it measurable? 100008.0037 Harbor Patrol/Mercer Island PD Con 1) Calls-for-service. 2) Time spent in Renton. 3) Citations / arrests. 4) Boating stops. 1,2,4 Y, Y #'s 1, 2 & 3 what is the comparison? #4, consider safety stops vs. other contacts. 100008.0038 Valley Com (911 service) 1) Calls-for-service. 2) Time of call vs. time of dispatch for Priority I calls. 3) Customer service. 2,3 Y, Y #1, what is the comparable? #2, consider stating the acceptable range. #3, what is the measurable and how would you capture? Renton Results - Safety and Health Request for Results 2 - 18 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 100008.0039 Investigations 1) Cases Assigned. 2) Cases Filed. 3) Cases Cleared Exceptional. 4) Cases Unfounded. 5) Case Clearance Ratio (Filed + Exceptional/Assigned - Unfounded). Evidence: 1) Property submitted. 2) Property disposed. 3) Auction income. Domestic Violence 1) Victims assisted. 2) Successful prosecutions. 1,4 Y, Y Investigations: #'s 1, 2, 3, & 4, what is being measured? #5, should the previous measures stats be included in this measurable? Evidence: #'s 1, 2 & 3 what is being measured? DVA #1, good. #2, what is the comparable? 100008.0045 Special Operations 1) Identify, target, and incarcerate prolific offenders. 2) Recognize and address crime patterns. 3) Provide SWAT Services. 4) Increase solvability rate of UCR Class I crimes to 25%. 4 Y, Y #1, what is being measured? #2 & 3, how and what? #4, clarify measure. 100008.0049 Administrative Services 1) All members receive 30 hours minimum training annually. 2) Increase Block Watch/Business Watch by 10%. 3) All vacancies filled within 60 days of notice. 4) Changes to manuals inserted within 30 days of receipt. 5) Successful completion of annual CJTC train. 1 , #'s 1 thru 9, what is being measured? 100008.0050 Patrol Services 1) Handle 80% of collisions reported during our hours of service so that patrol operations resources are freed up to be reallocated to meet their mission. 2) Manage safety camera violation approval queues so that zero percent of violations are rejected. 4 , #1, consider eliminating the sentence after the word service. #'s 2, 3 & 4 how would you measure? #3, what does this measure mean? 100008.0051 Auxillary Services - Jail 1) Average Daily Booking Renton Jail 7.2 10.8 2) Average Daily Population Renton Jail 51 60 3) Average Monthly/Daily Population King County Jail 1) Track billable inmates at King County Jail. 2) Audit inmate housing bills from other agencies to ensure RPD is billed for the correct number of days. 3) Invoice ILA's for housing and incurred medical expenses. 4) Pay all invoices for Aux Svc and Staff Svc Divisions. 5) Manage Renton City Jail population. , Did not review, as it is now SCORE. 100008.0052 Electronic Home Detention Program 1) The EHD program reduces the cost of housing of inmates, medical expense and food expense. All offenders who are placed on the program are closely supervised by EHD Officers. This program pays for the staffing required to maintain it and generate revenue for the City. 2) Reduce inmate housing costs. 4 N, N #2, how would you measure? #1, how would you collect the data and it really isn't a measurement, it's more of a statement. Renton Results - Safety and Health Request for Results 2 - 19 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 100008.0054 Staff Services 1) Annual ACCESS audit errors. 2) After hours call out for City administrators. 3) Enter/verify Renton Municipal Court arrest warrants. 4) Records Management System report entry for crime statistical analysis. 5) 15,000 case report entries. 6) Response to C. 4 Y, Y #'s 1, 3, 5 & 6, what is the measurable? #'s 2 & 4, don't mean anything to the group. 100008.0056 Patrol Operations 1) Calls-for-service. 2) Response times. 3) Arrests. 4) Bookings. 5) Citations issued. 6) Reports. 7) UCR Class I crime rate per thousand population as compared to other South King County cities. 4 N, N #'s 1 thru 7, what is the comparable measurement? 100008.0058 COPS Hiring Recovery Program TBD Y, Y Did not review as there are no measurements. 100009.0012 Administrative Services for Fire and Emergency Services 1) 90% of the annual work plan goals are completed within the calendar year. 2) Percentage of customer concerns that are contacted within one business day. 3) Responses to internal service requests that are filled solely through department resources are made within one business day 90% of the time. 4) Number of public appearance requests that the department is able to meet. 2 Y, Y #1, what is the measurable and how does this help the public understand? #2, is good. #3, How would you measure and does it matter? #4, how would you measure? 100009.0013 EMS and Fire/Rescue Services for C 1) Percentage of CPR incidents with patients transported to a hospital. 2) Provide a response time for the first arriving unit of better than 7 minutes 30 seconds 90% of the time. 3) Provide a response time goal for a first alarm assignment with a minimum of 15 personnel to a working fire incident of better than 12 minutes and 0 seconds 90% of the time. 4) Increase of calls for service from previous year: 2008 - 12,402 2009 - 12840 2010 - 2 Y, Y #1, would help if it was stated better, and maybe compared to witnessed collapses. #'s 2 & 3, are good. #4, is an output. 100009.0014 Emergency Management for the COR 1) Amount of money brought into the City through grant writing and disaster cost recovery efforts. 2) Number of hours spent in emergency planning and outreach for vulnerable populations. 3) Number of volunteers trained in disaster response assignments. 1,3 , #1, what is the measurable and goal of the measurement? #2, what is the measurable? #3, is good. 100009.0015 Community Risk Reduction 1) Number of permits issued. 2) Percentage of inspections performed out of total possible. 3) Percentage of plans reviewed and construction permit issued within 15 days. 4) Number of fires investigated that involve suspicious circumstances, fatality or injury, or property loss exceeding $10,000. 4 Y, Y #1, it is an output, maybe if it was compared in a time frame. #2, what is the measurement? Response time? #3, is good. #4, what is the measurement and why are we collecting it? 100009.0016 EMS and Fire/Rescue Services for KCFD 25 1) Percentage of CPR incidents with patients within Fire District 25 transported to a hospital. 2) Provide a response time goal for the first arriving unit of 7 minutes 30 seconds to an emergency scene of better than 90% of the time. 3) Provide a response time goal for a first alarm assignment with a minimum of 15 personnel to a working fire incident of better than 15 minutes and 0 seconds 90% of the time. 2 Y, Y #1, would help if it was stated better, and maybe compare to witnessed collapses. #'s 2 & 3, are good. #4, is an output. Renton Results - Safety and Health Request for Results 2 - 20 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 100009.0017 Fire/Rescue Services for KCFD 40 1) Percentage of CPR incidents with patients within KCFD #40 transported to a hospital. 2) Provide a response time for the first arriving unit to an emergency scene of better than 7 minutes 30 seconds 90% of the time. 3) Provide a response time for a minimum of 15 personnel to a working fire incident of better than 15 minutes and 0 seconds 90% of the time. 2 Y, Y #1, would help if it was stated better, and maybe compare to witnessed collapses. #'s 2 & 3, are good. #4, is an output. 100009.0018 Fire and Emergency Services Health & Wellness Fund NA 1 Y, Y This needs work. No measures. 100009.0021 Safety and Support Services Logistics- 2011 Safety- ensure that 100% of personnel are SCBA fit tested in the calendar year and all SCBA packs are flow tested per NFPA standards. By August 1st, ensure that 100% of personnel have the required primary and secondary sets of PPE. Ensure that 100% of personnel have an annual physical per WAC standards by August 31st. Equipment- 100% of Hose (60,000 feet) and Ladders (870 feet) tested per NFPA standards by certified personnel by October 31st. Facilities- 100% of requests from Station Captains are processed within 30 days from receipt. Apparatus- New aerial ladder purchased/equipped and operational by July 31st. Training- 2011 Emergency Medical Technician (EMT) Training The following assumptions were made using 129 EMT's we have registered with the WA State: " 96 hours of Paramedic Instruction (this includes Infectious Disease class). " 387 hours of CBT written test (based off of a 30 min test, 6 tests each for every EMT). " 774 hours of CBT practical testing (based off of a total time of 1 hour practicals). " 516 hours of Defibrillation testing (using a 1 hour test time). " 387 hours of Annual Recertification Required for EMTs (using a 3 hour CPR class time). In addition, the Safety and Training Division delivers over 7,000 hours of training in the areas of firefighting, rescue, management, supervisory, administrative support. 1,2,3 Y, Y Logistics: #'s 1 thru 6, are good. #7, what is this measuring? Training: #'s 1 thru 5, are good. #6, what is the measurable and why is it being measured? 100020.0010 Serving Vulnerable/Low Income 1) The percentage of Housing Repair clients that are satisfied or greatly satisfied by the repairs done on their homes will be at least 80% of the completed surveys. 2) Output: number of health and safety repairs for Housing Repair: 900. 3) Output: number of resource directories distributed: 35,000. 1,2,3 , #1, is good. #'s 2 & 3, can they be restated to be measurable and not an output? Renton Results - Safety and Health Request for Results 2 - 21 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 100020.0011 CDBG 1) The percentage of Housing Repair clients that are satisfied or greatly satisfied by the repairs done on their homes will be at least 8% of the completed surveys. 2) Output Number of health and safety repairs for Housing Repair: 900. 3) Output 18 Renton families will be helped by the Institute for Family Development. 4) Output 116 families will be helped by the Multi Service Center Emergency Services. 1,2,3 , #1, is good. #'s 2, 3 & 4, can they be restated to be measurable and not an output? 150002.0003 Add 0.5 FTE Probation Officer 1) Hold defendant intake office visits and interviews within two weeks of being given probation by the court. 2) Respond to judicial requests for pre-sentence investigations within one week. 3) Open and file all mail within three days of receipt. 4 , #'s 1, 2 & 3, are good. 150006.0004 New Legal Assistant/Prosecution 1) Keep the prosecution work load up to date. 2) Be able to file, prosecute, and try cases to the extent necessary. 3) Give the City Attorney his administrative assistant back full time. 4 , #1, what is being measured? #2, how would you measure this? #3, is bad. 150008.0002 SCORE NA , Did not review. 150009.0001 Fire Hydrant Charge NA , Did not review. 150020.0001 CDBG Facilities Technician Position 1) Do approximately 50% of the 900 health and safety repairs planned for 20aa, which equates to 450 per year. 2) To increase the number of evening and weekend appointments in 2011 to serve more of the working poor who may not be available during the day. 1,2,3 , #1, what is the measurable? #2, what data is being collected? 150020.0002 Human Services Consolidated Plan Completion of the plan by July 15, 2011. N, N Did not review. 33 Renton Results - Safety and Health Request for Results 2 - 22 City of Renton 2011-2012 Request for Results Representative Government Desired Results I want Renton to be a responsible and responsive government. PURCHASING STRATEGIES (HOW WE KNOW) PERFORMANCE INDICATORS (WHAT WE MEASURE) LINK TO BUSINESS PLAN 1. Policy and program decisions reflecting community values. • % of community surveyed indicates policy/program decisions reflect community values. • Number of complaints. • Number of concerns. • Number of language presentations. a1, b4, c1 2. Provide opportunities for the public to be engaged in operations, understand, and influence City government. • Items sent out, press releases, attendance at Council, and other meetings, surveys - do they feel they influence decisions, complaints vs. population, correspondence, web analytics, response to notifications, use of referendums and initiatives. a3, d1 3. Advocate community interest in regional, state, and federal forums. • Legislative agenda items accomplished. c1, c2, c3 4. Provide open, accessible, and consistent decision processes. Mission 5. Provide clear and effective communications that uses a variety of channels and supports and values dialogue with our community. e1, e3, c3 6. Provide policy and fiscal accountability to stakeholders. • Balance budget, bond rating, meaningful and transparent, survey questions, code of ethics, meet legal mandates, number of lawsuits and claims against the City. a1, a3, b4, e2, c1 7. Leverage partnerships with members of the public, business community, non profits, and faith based organizations, to increase capacity and assist with or offset the cost of providing services. • Report pride and positive image, number of volunteers and volunteer time, amount of money or in-kind services leveraged/donated, and number of partnerships. a3, c1, d1, d2, e2 Renton Results - Representative Government Request for Results 2 - 23 Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. Influences • Policy and program decisions reflecting community values. • Opportunities for the public to be engaged in operations, understand, and influence City government. • Community interests in regional, state, and federal forums. • Open, accessible, and consistent decision process. • Clear and effective two-way communication using a variety of methods. • Policy and fiscal accountability to stakeholders. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. I want Renton to be a responsible and responsive governmentReflective Community Engagement Advocacy Transparency Communication Accountability Renton Results - Representative Government Request for Results 2 - 24 Purchasing Strategy 1. We are seeking proposals that provide for policy and program decisions reflecting community values. • Informed decisions reflecting community values. • Realistic capacity, resources, and staffing. • Timely responses to requests. • Educating customers and staff on what the policies/processes are and what to expect? • Fair and open government. • A way to accept ideas and thoughts from our community (intake/out take process defined). Purchasing Strategy 2. We are seeking proposals that provide opportunities for the public to be engaged in operations, understand, and influence City government. • Timely responses to requests. • Create new volunteer opportunities to effectively engage more people in the community. • Proactive, accessible communications using a variety of channels to inform and engage the City’s diverse population . • Provide for support and training of program leaders, volunteers, and commissioners. • Process that is timely and fair and communicated to staff and customers. • Provide open and transparent decision processes. • Provides for the public to participate and influence City government. • Provide for the development of partnerships that will assist with or offset the cost of providing services. Purchasing Strategy 3. We are seeking proposals that advocate community interest in regional, state, and federal forums. • Increase amount of funding from outside sources. • Set strategic internal agendas and policy development. • Track successes, not just participation. Should be measured in results and quality, not in quantity of how many forums we participate in. • Selective participation. • Listen to the community. Purchasing Strategy 4. We are seeking proposals that provide open, accessible, and consistent decision processes. • Transparent and consistent decision processes. • Answers to inquiries are timely and accurate. • Flexible and respectful. • Processes that are fair, timely, and communicated to staff and citizens. Renton Results - Representative Government Request for Results 2 - 25 Purchasing Strategy 5. We are seeking proposals that provide clear and effective communications that uses a variety of channels and supports and values dialogue with our community. • Proactive, accessible communications using a variety of channels to inform and engage residents, businesses, key stakeholders, including the City’s diverse population. • Two-way flow of information, both internally and externally, with opportunities for customers to communicate with City officials, departments, and staff. • Answers to inquiries are timely and accurate. • Relevant and timely communication to residents, businesses, and key stakeholders. • Allows for the public to provide information and feedback to City officials and staff. Purchasing Strategy 6. We are seeking proposals that provide policy and fiscal accountability to stakeholders. • Fiscal accountability, provide financial numbers in a way that is understandable and includes what we do, why we do it, and how we are doing it. • Transparency of numbers. • Communicating to customers in a way that they can understand and includes what we do, why we do it, and how we are doing it. • Not hiding our decisions. • Get feedback from the public earlier than the budget public hearing stage. • Ask the customers what do they want. • Making informed policy decisions, not just quick ones. Purchasing Strategy 7. We are seeking proposals that leverage partnerships with members of the public, business community, non profits, and faith based organizations, to increase capacity and assist with or offset the cost of providing services. • Develop public-private entrepreneurial partnerships. • Create goodwill in the community. • Are cost-effective. • Provide for acceptance of gifts, grants, and endowments. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to “scale” the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage external resource. 7. Show innovation and creativity in approach to delivery of results. Renton Results - Representative Government Request for Results 2 - 26 2011-2012 Program Offer Feedback Form Representative Government Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 200001.0006 Legislative Operations 1) Residents experience timely response to information requests. 2) Residents experience timely decision making that reflects their concerns. 3) Public trust survey ratings good or excellent - The job Renton government does to welcome citizens’ involvement. (Measured at 42% in 2008. Target 50% in next survey.) - The job Renton government does listening to citizens. (Measured at 29% in 2008. Target 40% in next survey.) 1, 2, 3, 4, 5, 6, 7 See comments The link to purchasing strategies 3 and 7 should be referenced in offer. For the performance measures, please provide more specifics? Data to be collected? How are they measuring? How are you defining timely? Please include info for 2011 and 2012. 200002.0009 Court Administration 1) Administration must monitor court compliance with annual expenditure and revenue budgets. Do not exceed appropriated amount. Meet revenue goals. 2) Track cost per case using National Center for State Courts criteria. Establish baseline in 2010, monitor and seek to improve (lower) cost in 2011, 2012. 3) The Municipal Court Judge must stand for election every four years. The citizens will vote, indicating their satisfaction with his administrative abilities. 4, 6, 7 See comments The offer could make a stronger link to purchasing strategy #6. The performance measures could reflect striving for efficiency and innovation. Performance measure #3 is not a legitimate performance measure. 200002.0010 Infraction Processing 1) Track infractions dismissed due to court oversight such as failure to schedule a timely hearing or misplaced file. Strive to maintain an annual number of no court triggered dismissals. 2) Measure resident's satisfaction with timeliness and completeness of information requested from the court by including a short questionnaire with the court response to the requestor. Plan to keep satisfaction rating above 90%. 3) Request information from participants regarding their ability to get court access and understand the court process as a participant or observer, etc. A rating above 80% favorable is targeted. 1, 4, 6, 7 Yes Performance measure #1 is measurable. Please provide historical numbers for tracking success. Performance measure #2, please clarify “residents” is it residents or customers? 200002.0011 Criminal Case Processing 1) The court will monitor the time from when the defendant's are arraigned on a charge until the charge is adjudicated. Our goal is to maintain the national standard of 90 days. 2) Measure resident's satisfaction with timeliness and completeness of information requested from the court. The court expects to maintain a minimum of 95% for timeliness and completeness. 3) Ongoing Juror Survey's reflect the satisfaction and understanding of the jury experience by non- criminal citizens of Renton. We will continue to survey them and strive for a 90% approval rating. 1, 4, 6, 7 Yes Perhaps a couple more performance measures could be included - one for combining court calendars, and one for commencing court on time? Renton Results - Representative Government Request for Results 2 - 27 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 200003.0012 Executive Operations 1. Residents experience timely response to 2. Residents experience timely decision making. Target: at least 30% that reflects their concerns. 3. Those who have received Renton city government services find Renton accessible, responsive, and well-managed. 4. Public trust survey ratings good or excellent (2008). - Value of services for the taxes paid to Renton 45% 45% - The overall direction that Renton is taking 60% 60% - The job Renton government does to welcome 42% 50% Citizen involvement: - The job Renton government does listening to citizens 29% 40% 1, 3, 6, 7 See comments This should also reflect purchasing strategies 2 and 4. Please provide more elaboration. Please update offer so it no longer contains the alternative offer and reflects 2011- 2012 goals. For the performance measures: What are the measurement tools? How do you define timely? 200003.0013 Cable Communication Fund Level of satisfaction with live coverage of City Council meeting and related video. Survey results to demonstrate Renton's residents' awareness and viewership of City's channel 21 and its utilization as a source of information. Number of key campaigns and programs that are communicated via channel 21 and integrated with multi-media platforms. 2, 4, 7 See comments Consider two-way communication using new technologies, hotlines, etc. For performance measures: What are we striving for? What to measure? What would you like to see? How to measure – percentage, usage, target numbers? 200003.0014 Court Public Defenders % of appointed cases reporting they are fairly represented by the contract defense attorney regardless of the outcome of the case. 4 See comments How are we defining, “fairly”? What are the targets and the methods being used to measure? General Comments: Are we renegotiating contract? 200003.0015 Grant Writing and Reporting This service should be, at a minimum, self funded by an increase in grant revenue. 3, 6, 7 No Performance measures could include target dollar amount for grants, percentage of grants applied for and received. General Comments: This could be coordinated with Intergovernmental Relations offer package. Please add information to link to purchasing strategies and collaboration with other departments. Renton Results - Representative Government Request for Results 2 - 28 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 200003.0016 Citywide Communications 1.Percentage of City's key programs and initiatives that are communicated to various target audiences via media relations, community relations, website, electronic communications, Channel 21 and City publications: 70% 70% 2.Number of unique visitors and page views to the website: 500k/mo 500k/mo 3.Percentage of the City's media relations efforts that gets coverage in local and regional media: news media 70% 70% 4. Percentage of satisfactorily completed cross departmental requests for professional, creative, concise, and informative pieces designed, Produced and delivered to target audience: 75% 75% 5.Survey results to demonstrate Renton residents’ awareness and use of City's website as a source of information: 60% 65% 6.Survey results to demonstrate Renton's residents’ awareness and readership of City's newsletter and community paper as a source of information: 60% 65% 2, 3, 4, 5, 6, 7 See comments Please provide more specifics on cost savings mentioned in the Program Description “What”. How is the cost savings determined? The two-way communication could be stronger. How is performance measure #4 data collected and how is “creative” defined? No performance measure goal is listed for #6. The CSA Team would recommend working on listening and integrate that into outgoing communications. It is hard to decipher the performance measures. 200006.0002 City Attorney Civil 1. Routine legislation and contract review will be performed within one week of receipt. Current Year: 95% Proposed Year: 95% 2. Attorneys are available within the week to meet with any department or division needing legal assistance. Current Year: 95% Proposed Year: 95% 3. The number of pre-approved contracts, legislation, and code compliance forms and pleadings is expanded appreciably. Current Year: N/A Proposed Year: N/A 4, 5, 6 Y Performance measures #1 and 2 are good. However, #3 is not a performance measure. 200007.0002 Intergovernmental Relations Accomplishment or significant progress made on each of the top priorities in the state legislative agenda. State and federal funding increased 5% . Avoidance of significant devolution of responsibility of service delivery and infrastructure costs as county, state , and federal governments face significant budget deficits. 3, 4, 6, 7 See comments This offer is hard to measure due to the nature of the offer. Would it be viable to use the number of times we go to the table or the percentage of grants applied for vs. receive? General Comments: The numbers at the end of the performance measures are confusing. 200011.0004 Hearing Examiner Percentage of participants in the appeal process surveyed report that their matter was handled fairly regardless of the outcome. Not measured now . Begin measuring in 2010 to set baseline. 2, 4, 5, 6 See comments Please identify what will be the target for the performance measures, also what type of methods will be used? Please update the performance measures and the Business Process so they are current budget cycle. Renton Results - Representative Government Request for Results 2 - 29 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 200012.0009 City Clerk Percentage of time the Agenda is published and available four days before the Council meeting. Percentage of time the minutes are published and available within four days after the regular Council meeting. Percentage of customer survey cards received each month that are positive. Percentage of ordinance summaries published the first Friday after Council adoption. Number of paid Notary Services performed. 2, 4, 5, 6, 7 See comments What are the targets for the performance measures? What are the methods – surveys, on-line surveys, and standard users’ survey? 200020.0004 Community Engagement 1. Output Volunteer hours leveraged: Current/ 60,229 Proposed/ 61,000 2. Output number of citizens engaged as volunteers: Current/ 4,119 Proposed/4,500 3. Output leveraged dollars/volunteers: Current/ 1,255,170 Proposed/1,260,000 4. Output of number of business engaged as partners : Current/36 Proposed/30 5. Evaluation of services / or experience: NA 80% satisfaction or better 2, 4, 5, 7 See comments Performance measure #5 needs more information regarding how it will be measured. General Comments: This collaboration could also include engaging businesses by working with CED, Communications, etc. 250002.0001 Sound System Sound System must perform as needed prior to acceptance of work by vendor. 4, 5, 6 No Performance measure is not really measurable or collectible. General Comments: Please make the reason more compelling. Is the system currently able to provide the necessary transcripts to help satisfy disclosure requests? 250002.0002 Video Conferencing 1) In order to take highest advantage of this new system, a baseline of numbers of hearings conducted and time spent per hearing will be established. Subsequently goals to improve efficiency of usage will be set. 5, 6 See comments Performance measure #1 can be separated into three measures: Number of hearings, time spent per hearing, and goals to improve efficiency. General Comments: This is listed as an ongoing offer, but only funding for one year. Should it be listed as a one-time only offer? 250002.0003 Courtroom PCs for Prosecutor/Public 1) Decrease calendar preparation time by 10%. 2) Cut requests for copied material for court hearings by 90%. 4, 5, 6 See comments Unclear as to what will be used as a baseline? Are these being measured now? General Comments: Should this offer be submitted to Internal Support? If this is supporting a grant funded project, it would be helpful to list that in the narrative. This is listed as an ongoing offer, but only funding for one year. Should it be listed as a one-time only offer? 250012.0001 Increased Elections Costs Percentage of active voters participating. Number of Special Elections Held. Number of Active Registered Voters in the City. 2, 4, 6 See comments What is the target for #1, if we have them? Maybe we don’t need a target for this offer and we should list historical voting numbers. What are we striving for active registered voters in the City? General Comments: In the Business Process section, please clarify the reason for the additional costs are due to the population increases associated with the annexations. This is listed as an ongoing offer, but only funding for one year. Should it be listed as a one-time only offer? Renton Results - Representative Government Request for Results 2 - 30 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 250012.0002 Add .5 FTE Records Management Specialist For local agencies, more and more court cases seem to involve public records and public disclosure, as can be read on the MRSC website under Court Decisions. Public records not handled properly can be very costly. If the addition of this half-time position helped prevent even one lawsuit for the City, it would more than pay for itself. 4, 6 N The performance measure listed should be moved under Program Description “Why”. Included in the “Why” could be the new laws regarding public disclosure requests and what we need to do so we are in compliance. Also would be helpful to add a comparison of public disclosure requests from year to year showing the magnitude of requests. Need performance measures. 250012.0003 Add 1 FTE Scanning/Microfilming Specialist To be a responsible and responsive government, cities must maintain their public records according to the rules and schedules set by the State of Washington. Use of City resources to hire an Imaging/Microfilm Records Management Specialist in the City Clerk office that would enable the City to comply with records’ laws, provide more efficient responsiveness to the needs of Council, Mayor, staff and the public, and allow the City Clerk to perform requirements of the office. 4,6 N The performance measure listed should be moved under Program Description “Why”. Included in the “Why” could be the new laws regarding public disclosure requests and that we are no able to refer them to our website, and what we need to do so we are in compliance. Also would be helpful to add a comparison of public disclosure requests from year to year showing the magnitude of requests. Need performance measures. The title should be changed from Scanning to Imaging for clarity. 650003.0003 Reclass Communication Specialist I Reclass Communication Specialist I to II / Annual performance review. Did not review, moved from Internal Support. 650003.0004 Reclass Form/Graphic Tech to Web /E-Communication Reclass Form/Graphic Tech to Web /E- Communication / Annual performance review; web analytics. Did not review, moved from Internal Support. 22 Renton Results - Representative Government Request for Results 2 - 31 City of Renton 2011-2012 Request for Results LIVABLE COMMUNITY Desired Results I want high quality facilities, services, and public resources to make Renton a place where people choose to live, learn, work, play, and visit. PURCHASING STRATEGIES (HOW WE KNOW) PERFORMANCE INDICATORS (WHAT WE MEASURE) LINK TO BUSINESS PLAN 1. Create a vibrant and diverse local economy. • No single employment sector exceeds 40% of the total number of jobs in the City. • Annual sales tax growth rate exceeds the King County average. A4, B1,E1-E4 2. Support managed growth that balances community needs. • GMA/King County growth targets met. • Meet established benchmarks for timely processing of land use and building permits. • Meet established standards in Parks/Transportation. A2, A3, A5, B1-B4,C2, D2 3. Provide avenues for residents to meet their social, educational, personal, and professional needs and foster community engagement and dialogue. • Attendance at community programs, activities, and events. • Community satisfaction with arts, culture, parks, recreation, and events (surveys). • Funds raised through public-private partnerships. • Volunteer hours. A2, B2, B4,D1-D4, E1 4. Provide opportunities for learning and enrichment. • Participation in learning and enrichment opportunities. • Community satisfaction (as measured by program and City-wide surveys) • Percentage of natural and cultural resources assessed and maintained. A2, D4, E1 5. We are seeking proposals that create clean, safe, healthy, well-maintained, and accessible places. • Community satisfaction (survey). • Maintain compliance with codes, standards, and certifications. • Number of communication pieces accessible to non-English speakers. A2, B2, D3, D4, D1 Renton Results - Livable Community Request for Results 2 - 32 Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton a place where people want to live, learn, work, play and visit include: • Vibrant and diverse economy. • Managed growth. • Avenues for residents to meet social, educational, personal, and professional needs including community engagement and dialogue. • Arts, culture, and intellectual enrichment opportunities. • Clean, safe, healthy, well-maintained and accessible public places that connect communities. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. I want high quality facilities, services and public resources to make Renton a place where people choose to live, learn, work, play and visit. Vibrant and Diverse Economy Managed Growth Sense of Community Learning and Enrichment Opportunites Clean, safe, healthy, well- maintained and accessible places Renton Results - Livable Community Request for Results 2 - 33 Purchasing Strategy 1. We are seeking proposals that create a vibrant and diverse local economy. Specifically proposals for/that: • Foster thriving businesses and help create new family wage job opportunities. • Support entrepreneurial activity and innovation. • Enhance tourism through community marketing. • Provide strategically targeted infrastructure in order to spark new private and intergovernmental investment. • Encourage and help create safe, well-maintained and affordable housing. • Provide opportunities for individual professional development and support partnerships to strengthen workforce development. Purchasing Strategy 2. We are seeking proposals that support managed growth that balances community needs. Specifically proposals for/that: • Foster development of vibrant, sustainable, attractive, mixed-use communities throughout the City. • Provide a balance between housing and high-quality jobs. • Maintain services to current residents while welcoming annexation areas that desire to become part of Renton. • Ensure compliance with all federal, state, and local laws that relate to planning and permitting. • Ensure the natural features and environment of the City are enhanced and maintained. Purchasing Strategy 3. We are seeking proposals that provide avenues for residents to meet their social, educational, personal, and professional needs and that foster community engagement and dialogue. Specifically proposals for/that: • Are inclusive of all ages, abilities and cultures. • Welcome new participants and forge new relationships among residents. • Provide diverse recreational, intellectual, cultural, and artistic activities and programs. • Strengthen and encourage a sense of belonging through volunteerism and neighborhood involvement. • Provide opportunities for social interaction, shared experiences and cultural exchange. Purchasing Strategy 4. We are seeking proposals that provide opportunities for learning and enrichment. Specifically proposals for/that: • Provide diverse intellectual, cultural, artistic, and recreational activities and programs that meet the needs and interests of the public. Renton Results - Livable Community Request for Results 2 - 34 • Promote opportunities for shared experiences, cultural exchange, social interaction, and volunteerism within the community. • Develop and maintain collections of materials and resources that support the intellectual and informational needs of the public. • Incorporate public art into the design and creation of community spaces and maintain it. • Support formal education, life-long learning and personal growth. Purchasing Strategy 5. We are seeking proposals that create clean, safe, healthy, well-maintained, and accessible places. Specifically proposals for/that: • Clean, safe, well-maintained and accessible parks, open spaces, trails, facilities, right-of-ways and other city properties. • Public and private development that are accessible to all, are well-landscaped and easily maintained. • Provide safe, accessible, well-maintained and healthy recreational programming and facilities to engage, challenge, and bring together members of the community to promote personal well- being. • Incorporate sustainability in design of facilities to adapt to change and meet community needs. • Uphold a high standard of design and property maintenance throughout the City. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to “scale” the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage external resources. 7. Show innovation and creativity in approach to delivery of results. 8. Ensure communication with internal and external stakeholders. Renton Results - Livable Community Request for Results 2 - 35 2011-2012 Program Offer Feedback Form Livable Community Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 300007.0014 Long Range Planning Insure all planning laws (GMA, SMA, EPA, and Subdivision) are current and meet the City's objectives 100%. Process all requests for annexation within established timelines 75% . Streamline and update code annually 75%. Implement at least two items on Council Business Plan annually (Community Plans...) 75%. 1,2,3,4,5 Utilize timelines for performance measures that are consistent with state laws or can be easily quantified and measured. 300007.0015 Current Planning Complete 80 percent or more of pre-application requests within three weeks. Review 80% of new single-family permit applications within two weeks and 80% of new commercial permit applications within five weeks. Process 80% or more of land use decisions requiring a decision by the Hearing Examiner within 12 weeks of receipt of complete application. 1,2,4,5 Define time (example # of weeks) for permit processing. 300007.0016 Hotel/Motel Fund The City convenes stakeholder groups regularly to discuss the outcomes of their marketing and plan future efforts. A brand awareness survey which has been conducted in recent years showed that Renton's "Ahead of the Curve" brand had widespread regional recognition and respondents generally had positive impressions of Renton. 1 Identify target and add to offer. 300007.0017 Arts and Culture Increase grant and intergovernmental revenues for Arts Commission to implement programs. $7,000 3,4 Change language from increase to sustain. 300007.0018 Farmers Market Increase vendor numbers, while striving for variety: (goal: 50) 60 Increase average market attendance: (goal: 10% per year) 3,750 Increase revenues for market vendors: (goal: 5% per year) $18,000 1,3,4 300007.0019 Neighborhood Program Increase households served by recognized neighborhood associations: Approx. 55%. Increase the number of attendees at neighborhood picnics (goal: 3% per year) Approx. 3%. Maintain a balanced ratio of expended grant dollars per capita (goal: 1-to-1) 1 to 1 3,4,5 300007.0020 Economic Development Annual sales tax growth at rate higher than King County: (goal: 2% or more); 2% higher Increase annual property tax revenue associated with new construction : (goal: 5% or more); 0% No single employment sector exceeds 50% of total number of jobs in City. 35% Aerospace 1,2 300007.0021 1% for the Arts Successfully implement a 1% for Art project. 1 project. 3,4 300007.0023 CED Administration All funds end the year at or under budget. 3,4 300020.0030 Museum Number of visitors and people served by outreach: 5200 5200 Percentage of visitors expressing high satisfaction: 80% 85% Timeliness in responding to research and photo orders : 5-10 days 5-7 days 1,3,4 Renton Results - Livable Community Request for Results 2 - 36 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 300020.0031 Parks and Trails Program 1.Overall customer satisfaction rating is good to excellent in cleanliness and appearance: 80 80 2.Customers surveyed feel safe in parks: 8 80 3.Customer satisfaction with park amenities and types: 80 80 1,2,3,4,5 300020.0032 Community Relations and Events 1. Satisfaction levels expressed by participants: Current/NA Proposed 75% satisfaction or better. 2. Number of public/private in-kind or funding partnerships: Current/60 Proposed 60 3. Average cost to produce major events offset by sponsor partner support: Current 65% sponsor/partnership; Proposed 67% sponsored/ partnership. 1,2,3,4 300020.0033 Aquatics 1. The number of pool patrons served: 70,000 80,000 2. Percent of patrons who express an overall “great” or “good” rating with the pool in our annual pass card survey: 98% 98% 3. Amount of aquatic revenues generated: 650,000 $688,000 1,3,4,5 Review revenue budget-should be consistent with proposed year. 300020.0034 Carco Theater 1. Rental and Program Revenues: $60,000 $60,000 2. Yearly attendance: 35,000 35,000 3,4,5 Review revenue budget-should be consistent with proposed year. 300020.0035 Recreation Services 1. Yearly attendance of free drop-in recreation programs: 17,000 17,000 2. Amount of program and rental revenues: $450,000 $450,000 3,4,5 Review revenue budget-should be consistent with proposed year. 300020.0036 Renton Community Center 1. The number of people served through the Community Center: 162,000 162,000 2. The amount of program and rental revenues: $660,500 $660,500 3. The number of registrations taken at the Community Center: 15,000 15,000 3,4,5 Review revenue budget-should be consistent with proposed year. 300020.0037 Senior Center 1. Daily attendance: 300 300 2. The amount of program and rental revenues: $125,000 $125,000 4,5 300020.0038 Leased Facilities N/A No performance measures listed. 300020.0046 Community Services - Admin Update of department wide Strategic Plan on an annual basis and manage national accreditation for Department. Budget Management - efficiency monitoring - Annual. Serve on local, regional, and state boards to support grant and educational opportunities. (Minimum 4) 350020.0001 Library Construction/Debt Service Library Construction/Debt Service/Library. No information provided/non-City service area, construction/debt service only. Renton Results - Livable Community Request for Results 2 - 37 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 350020.0002 Reinstate SEC II Position Provide 90% satisfaction on timely responses to requests. No late fees in processing of invoices Current information on web site 20 Renton Results - Livable Community Request for Results 2 - 38 City of Renton 2011-2012 Request for Results Mobility Desired Results Safe and efficient access to all desired destinations, now and in the future. PURCHASING STRATEGIES (HOW WE KNOW) PERFORMANCE INDICATORS (WHAT WE MEASURE) LINK TO BUSINESS PLAN 1. Comprehensive mobility network that connects to the public to desired destinations. • Monitoring of project progress and fiscal status. • Customer surveys. • Percentage/Number of households within a quarter mile of a transit stop. • Number of linear feet of trails planned/constructed. • Increase accessibility to Parks. • Logical and well defined truck routes. • A2, a3 • B1, b2, b3, b4 • C2, c3 • D3, d4 • E4 2. Well-maintained condition of the mobility infrastructure. • Pavement condition. • Square feet of ROW landscape maintained. • City-wide bridge sufficiency rating. • Modern signal system. • Square feet sidewalks/trails constructed/re-constructed. • A1, a2, a3, a5 • B1, b2 • D4 • E4 3. Efficient and safe operation of mobility infrastructure. • Incident reports, accident data, speed reports, violations, and customer surveys. • Pedestrian safety. • Boeing aircraft delay. • A2, a3, • D3, D4 Renton Results - Mobility Request for Results 2 - 39 Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. Influences • A linked, comprehensive network. • Well maintained. • Efficient and safe utilization. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1. : We are seeking proposals that provide for the development of a comprehensive network of regional, community, and neighborhood streets, sidewalks, trails, and airport that connect the public to desired destinations in a coordinated, safe, and accessible manner. (Meets Renton Business Goals 1, 2, 3, 4, and 5) Specifically, proposals should: • Meet basic core needs for business, personal travel, movement of goods, and recreation. • Meet the growth needs of the community. SAFE AND EFFICIENT ACCESS TO ALL DESIRED DESTINATIONS, NOW, AND IN THE FUTURE A linked, comprehensive network Well maintained Efficient and safe utilization Renton Results - Mobility Request for Results 2 - 40 • Integrate the City’s mobility network with that of the region. • Fill gaps in the existing infrastructure. • Maintain high level of quality assurance in providing new facilities. • Support the City’s Business Plan. Purchasing Strategy 2. We are seeking proposals that provide well-maintained mobility infrastructure (streets, sidewalks, trails, transit, and airport). (Meets Renton Business Goals 1, 2, and 4) Specifically, proposals should: • Consider life-cycle costs. • Minimize disruptions to existing system use. • Maintain the infrastructure. • Reduce unsafe conditions. Purchasing Strategy 3. Efficient and safe utilization of a mobility network (streets, sidewalks, trails, transit, and airport). (Meets Renton Business Goals 1 and 4) Specifically, proposals should: • Optimize the utilization of the existing network. • Account for aesthetic s and the environment . • Maximize safety without the use of enforcement. • Utilize enforcement to proactively achieve compliance for safety. • Where applicable, manage demand for the mobility infrastructure through heavier utilization of transit, promotion of non-motorized travel, or other means. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to “scale” the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Identify and leverage external resources (grants, local improvement or benefit districts, volunteers, labor, equipment, e.g.). 7. Consider innovative and non-conventional (“out of the box”) approaches to delivery of results. 8. Ensure that any disruptions to the existing network – repairs, special events, new construction – are well coordinated with citizens, businesses, and public safety agencies. Renton Results - Mobility Request for Results 2 - 41 2011-2012 Program Offer Feedback Form Mobility Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 400015.0002 Public Works Administration 1. Completion of department budget: 100% 100% 100% 2. Completion of CIP projects: 80% 80% 80% 3. Compliance with business plan, etc.:. 100% 100% 100% 1, 2, 3 Y, Y 400016.0060 Transit Coordination / Commute Trip Reduction 1. Percentage of Single Occupancy (SOV) commuters citywide: 72.3% 70.1% 67.1% 2. Average Vehicle Miles Traveled (VMT): 14.6 13.8% 12.9 3. Citywide Park and Ride Utilization: 82% 84% 86% 1, 3 Y, Y 400016.0061 Sidewalk Program 1. Number of square feet of sidewalk constructed: 3000 sq. ft. 5000 sq. ft. 5000 sq. ft 2. Number of barriers removed and curb ramps installed: 77 70 70 3. Review and revise priority array: 0% 100% 100% 1, 3 Y, Y Need 3 measures, only 2 stated. -comment addressed 400016.0062 Building the Mobility Network 1. Construct projects within 10% of contract bid: 100% 100% 100% 2. Complete consultant tasks and deliverables on schedule: 100% 100% 100% 3. Advance all projects in the TIP: 95% 100% 100% 4. Establish a GIS position: 0 0 0 1, 2, 3 Y, Y 400016.0063 Bridges and Guardrails 1. Percentage of Bridges inspected on time: 100% 100% 100% 2. Initiate design standards for City of Renton: 0 50% 50% 3. Establish maintenance schedule for all bridges: 0 100% 100% 4. Establish warrants: 0 100% 100% 5. Complete database for existing guardrail installations: 0 100% 100% 6. Complete database for roadside hazards: 0 50% 50% 7. Complete database for hazard reduction projects: 0 0 0 8. Complete prioritized for hazard reduction projects. 0 0 0 2, 3 Y, Y Consider changing measures 3 through 8 as "a percentage of." -comment addressed 400016.0065 Trans Operations Maintenance Section 1. Response time for replacement of damaged devices: 1 hour 1 hour 1 hour 2. Conversion of 55 traffic signals from incandescent lamps to LED type units: 10 signals 25 signals 20 signals a. Signal maintenance savings: $1,150 $2,875 $2,300 1, 2, 3 Y, Y Consider changing measures 3 through 5 as "a percentage of." -comment addressed Renton Results - Mobility Request for Results 2 - 42 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department b. Accident reduction: 30 75 60 c. Energy savings: $4,500 $11,250 $9,000 3. Work order completion: 5,000 5,500 6,000 4. Number of devices repaired/installed: 12,000 13,500 15,000 5. Perform preventative maintenance on traffic signals: 15 15 15 6. Install painted pavement marking: 120 miles 120 miles 120 miles 7. Install new traffic signals by intersection: 1 0 1 8. Install uninterruptible power supply (UPS) systems for critical signalized intersections: 6 6 6 400016.0066 Trans Operations Engineering Section 1. Response time to citizen inquiries: 4 weeks 4 weeks 4 weeks 2. Number of signals optimized: 16 20 24 3. Travel time and speed studies completed: 12 18 24 4. Improve vehicle travel time on City's arterial streets by updating signal timing using SYNCHRO traffic model: 5% 10% 15% 5. Citizen requests investigated with responses: 400 450 500 2, 3 Y, Y 400016.0067 Airport Operations 1. Zero bird strikes and FOD damage. 2. Zero delays annually for Boeing arrivals/departures. 3. One parcel leased out at market rate/year. 1, 3 Y, Y Consider rewording measure 3. -comment addressed 400016.0104 Transportation Systems Admin Transportation system invoices, contracts, and documents are processed in a timely manner: 100% 100% 100% Requests for information are answered in a timely manner: 100% 100% 100% Assurance of compliance with City's Six-Year TIP: 100% 100% 100% 1, 2, 3 Y, Y Consider rewording measures with percentages. -comment addressed 400019.0003 Street Maintenance 1. With no future annexations, maintain an OCI rating of 70 or above: 70 70 70 2. Be able to respond to all emergencies including snow/ice storms within the first hour of receiving the call, limiting the hazards to our citizens, and providing mobility during all weather conditions: Yes Yes Yes 3. Maintain current low level of road damage related insurance claims against the City: 6 6 10 2 Y, Y Consider including sidewalks narrative. Consider changing measure 2 as "a percentage of." Consider deleting comment regarding annexations in measure 1. Renton Results - Mobility Request for Results 2 - 43 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 400019.0004 Public Works Maintenance Administration 1. Request for services are answered personally during core service hours 11 out of 24 hours on weekdays: Yes Yes Yes 2. All data and records are kept up to date for all dispatches, employees, schedules, and payroll entries: Yes Yes 90% 3. All inventory are kept up to date, supplies ordered as scheduled, and vehicles ordered in a timely manner: Yes Yes 90% 2 N, Y Consider changing measures as "a percentage of." -comment addressed 450016.0001 Airport Position Grade Upgrade 1. Maintain equity among transportation supervisor positions: 0% 100% 100% 2. Improve employee retention: 75% 100% 100% 3. No FAA referral complaints: 100% 100% 100% 1, 3 N, N Need different results in measures. Results are the same as base package. -comment addressed 450016.0002 Public Works/Airport New PT Seasonal Staff 1. Assure grass areas are mowed weekly: 75% 100% 100% 2. Inspect runways for foreign object debris twice daily: 50% 100% 100% 3. Perform preventative maintenance tasks: 50% 100% 100% 1, 3 Y, Y Need different results in measures. Results are the same as base package. -comment addressed 450016.0003 Airport CIP CE-II Position 1. Provide weekend staff coverage on-site: 0% 100% 100% 2. Provide project management capability: 0% 100% 100% 3. Update GIS mapping: 0% 100% 100% 1, 3 Y, Y Need different results in measures. Results are the same as base package. -comment addressed 14 Renton Results - Mobility Request for Results 2 - 44 City of Renton 2011-2012 Request for Results Utilities and Environment Desired Results I want to live, learn, work and play in a clean, green, and protected environment with reliable, affordable utility service. PURCHASING STRATEGIES (HOW WE KNOW) PERFORMANCE INDICATORS (WHAT WE MEASURE) LINK TO BUSINESS PLAN 1. Well-maintained neighborhoods, properties, and environments. • Quality, cleanliness, and appearance of environment:  Customer survey.  Number of complaints. a1, a2, a3, a5 b1, b2, b4 d1, d2, d3, d4 e3, e4 2. Manage solid waste. • Quality, cleanliness, and appearance of environment:  Number of litter complaints. • Increased recycling:  Collections at recycling events.  Amount of recycling/diversion rate. a1, a2, a3 d1, d3 3. Operate and maintain piped utility infrastructure. • Sustainable utility rates: • Renton water/sewer/garbage rate for average residential user compared to other local jurisdictions. • Number/amount of paid claims against Utility Systems infrastructure: • Number of claims submitted and dollar amount of claims. a1, a2, a3, a5 b4 c2 d3 e4 4. Environmental, conservation education, and outreach. • Reduction in peak water use:  Peak day and week water usage.  Irrigation volume. • Program compliance with NPDES permit. • Increase recycling. • Decreasing disposal tonnage. a1, a2, a3, a5 b1, b2, b4 d1, d3 Renton Results - Utilities and Environment Request for Results 2 - 45 5. Compliance with environmental standards and laws. • Code compliance cases completed: • Number of open cases compared to completed/closed cases. • Number of voluntary compliance cases completed. • Use of appropriate protection measures for development: • Number of complaints. • Inspection log. • Review of land use actions. a2, a4, a5 b1, b2 d2, d4 e4 6. Protection of open space/acquisition. • Satisfaction score on open space distribution: • Customer survey. • Acquire open space: • Number/amount of open space acquired. a1, a2, a3, a5 b2, b4 c2 d1, d2, d3, d4 Renton Results - Utilities and Environment Request for Results 2 - 46 Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton a safe place to live, work, play and visit include: • Compliance with environmental standards and laws. • Environmental, conservation education, and outreach. • Well-maintained neighborhoods, properties, and environments. • Protection of open space/acquisition. • Operate and maintain piped utility infrastructure. • Manage solid waste. Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which address the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. A clean, green, and protected environment with reliable, affordable utility service. Compliance with environmental standards and laws Environmental education/outreach Well-maintained properties and environment Protection of open- spaces/acquisition Operate and maintain utility infrastructure Operate solid waste program Renton Results - Utilities and Environment Request for Results 2 - 47 Purchasing Strategy 1. Develop a program to ensure compliance with environmental Standards and laws. Specifically, proposals should provide: • Proper implementation of SEPA process. • Timely response to code enforcement issues. • Implementing appropriate protection measures for erosion control and wetlands and stream buffers. Purchasing Strategy 2. Develop environmental and conservation education programs. Specifically, proposals should: • Promote conservation including incentive programs. • Promote reduce, reuse, and recycle concepts. • Promote environmental stewardship and sustainability. • Meet regulatory and permit requirements. Purchasing Strategy 3. Develop a program that has well-maintained neighborhoods, properties, and environments. • Provides for safe and well-maintained neighborhoods, properties, and environments. • Promotes low impact landscape practices. • Works with business and property owners to ensure compliance with code and maintenance to create safe, healthy, and attractive properties throughout the city. Purchasing Strategy 4. Provide for enhanced open space within the City. • Developing a plan to identify and acquire open space and natural systems. • Preserving and protecting open space and natural systems. • Acquiring new open space and natural systems. Purchasing Strategy 5. Develop a program for the City’s piped utility infrastructure. • Operates and maintains the infrastructure so that it works effectively and reduces maintenance costs. • Provides for planning, design, and construction of infrastructure improvements and upgrades to meet standards, regulations, and growth and system sustainability. • Complies with federal, state, and local regulations. Purchasing Strategy 6. Develop a program to efficiently manage the City’s solid waste. • Administers and enforces the City’s solid waste collection contract. • Increases recycling, waste reduction, and reuse as alternatives to disposal. • Provides assistance to the public to resolve issues regarding solid waste service. Renton Results - Utilities and Environment Request for Results 2 - 48 Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Improve customer and public services. 4. Demonstrate options to “scale” the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 5. Encourage community, regional, and interdepartmental collaboration and partnerships. 6. Leverage external resources. 7. Show efficiency, innovation, and creativity in approach. Renton Results - Utilities and Environment Request for Results 2 - 49 2011-2012 Program Offer Feedback Form Utility and Environment Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 500004.0002 Utility Billing and Cashiering 1. Respond to phone calls efficiently to reduce hold time and increase customer satisfaction. 2. Respond to email inquiries within one business day. 3. Improve collection procedures to reduce delinquent balances. 2, 3 N, Y Measure 1 and 3 needs to be measurable. 500007.0002 Public Works Permits and Inspections Permit review times for construction permits three weeks or less. Long term maintenance costs: 80% satisfaction. Prompt corrections for erosion control: 80% within 48 hrs. 1, 3, 5 Y, Y Consider rewording measure 2 to include "what" and "who." 500018.0046 Wastewater Engineering and Planning Capital Program Expenditures estimated cash flow: Current Year - 85%, 2011 - 90%, 2012 - 90% Sewer Availabilities are completed with 5 working days: Current Year - 95%, 2011 - 95%, 2012 - 95% FOG/Industrial Waste program reduces number of claims: Current Year - 5%, 2011 - 10%, 2012 - 10% 3, 5 Y, Y Consider rewording measure 1 as "a percentage of." 500018.0047 Water Education Percentage of average annual water use reduction per customer account: 0.5% 0.5%, 0.5% Percentage of surveyed customers who have reduced outdoor water uses: 30%, 20%, 20% Percent of surveyed customers who have installed water saving devices: 30%, 20%, - 20% 4 Y, Y 500018.0048 Water Engineering and Planning Capital program expenditures estimated cash flow: 70%, 70%, 75% Plan review/water availabilities completed in five days: 90%, 90%, 90% Number of cross-connection control incidents: 0, 0, 0 3, 5 Y, Y Consider rewording measure 1 as "a percentage of." 500018.0049 Surface Water NPDES Education Number and location of storm drain markers installed: 500 500 500 Number of flyers and brochures distributed: 1,000, 1,000, 1,000 Surveys taken by storm drain marker volunteers, regarding their understanding of the water quality message and behavioral changes they plan as a result of the message: 25, 50 50 4 Y, Y Measures might change as program develops. Renton Results - Utilities and Environment Request for Results 2 - 50 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 500018.0050 Surface Water Engineering and Planning 80% of the Capital Investment Program spending plan is achieved: 80%, 80%, 80% Meet all NPDES Permit compliance requirements: 100%, 100%, 100% Maintain the City's FEMA Community Rating System Class 6 rating: 100% 100%, 100% Update Storm System GIS to include 100% of new constructed infrastructure upon receipt of as-built plans: 100% 100% 100% 3, 5 Y, Y Consider rewording measure 1 as "a percentage of." 500018.0051 Solid Waste Collection Increase residential recycling collection tonnage by 3% each year. Increase residential organics collection tonnage by 3% each year. Decrease solid waste tonnage disposed by 2% each year. 2 Y, Y 500018.0052 Solid Waste Education Increase residential recycling tonnage by 3% each year. Increase commercial recycling tonnage by 2% each year. Residents participating in Natural Yard Care Workshops will pledge to practice two or more strategies presented: 80% 80% 80% 5 Y, Y 500018.0053 Utility Systems Administration Utility Systems invoices, contracts, and documents are processed in a timely manner: Yes, Yes, Yes Staff rates the availability of necessary tools, equipment or materials satisfactory or better: Yes, Yes, Yes Requests for information are answered and processed in a timely manner: Yes, Yes, Yes 2, 3 Y, Y Consider rewording measures as "a percentage of." 500018.0054 Waterworks Revenue Bond Debt N/A Did not review. 500018.0055 Public Works Trust Fund Loan Debt N/A Did not review. 500018.0056 King County Metro Fund N/A Did not review. 500019.0006 Wastewater Maintenance 1. The cost of pipe system and lift station preventative maintenance is within 5% of the previous 3-year average: Yes Yes Yes 2. City risk is minimized by maintaining the number of paid claims at five per year or less: Yes Yes Yes 3. Response to emergencies in 45 minutes or less: Yes Yes Yes. 3, 5 N, N Consider rewording measures 1 and 2 to be more clear. 500019.0007 Solid Waste Litter Control 1. Crew gets through the entire city once every two months: 3 months 3 months 3+months 2. All rights-of-way basically kept clean of litter: 50% of the time 50% of the time 10% of the time 3. Illegal dumpsites are quickly removed: One week One week 2 weeks + 2 Y, Y Renton Results - Utilities and Environment Request for Results 2 - 51 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 500019.0008 Surface Water Maintenance 1. The cost of pipe system and lift station preventative maintenance is within 5% of the previous 3-year average: Maintaining Maintaining 10% 2. City risk is minimized by maintaining the number of paid claims at five per year, at 34- inches of rain annually: Yes Yes 6-10 claims 3. Emergency response is 45 minutes or less: Yes Yes Yes 3, 5 N, N Consider rewording measures 1 and 2 to be more clear. 500019.0009 Water Maintenance 1. Water quality to meet or exceed federal and state regulatory requirements: Yes Yes Yes 2. Restore water service within four hours during emergency shut downs 98% of the time: Yes Yes Yes 3. Drop-in meters are installed within five working days from the customer's request 98% of the time: Yes Yes Yes 4. New water service meters were installed within three weeks from the customer's request 98% of the time: Yes Yes Yes 5. Respond to customer requests for service on water leaks within three working days 98% of the time: Yes Yes Yes 3, 5 Y, Y 500020.0005 Golf Course 1. Overall condition of the golf course is rated good to excellent in customer satisfaction survey: 85%--85% 2. Overall value of driving range facility is rated good to excellent in customer satisfaction survey: 100%---100% 3. Level of service in pro shop is rated good to excellent in customer satisfaction survey: 100%--100% 1, 6 Y, Y 500020.0006 Parks Planning, Urban Forestry and Na Res Customer satisfaction surveys rate the quality of ROW landscaping as average or higher: N/A 50% 50% Percentage of tree request work orders completed: N/A 50% 50% Customer satisfaction surveys rate the distribution (location) of parks as good or higher: N/A 75% 75% Customer satisfaction surveys rate the range/type of park amenities offered as good or higher: N/A 75% 75% Customer satisfaction surveys rate the level or trail connectivity and access in Renton as good or higher. N/A 0% 70% Customer satisfaction surveys rate the cleanliness and appearance of Renton’s open space and natural areas as good or higher: N/A 75% 75% 1, 4, 5, 6 Y, Y 500020.0007 Golf Course Debt Service N/A Did not review. Renton Results - Utilities and Environment Request for Results 2 - 52 Program Program-Level Performance Measure Relates to Purchasing Strategy… Is it Measurable? /Collectible? CSA Team Comment/Feedback to Department 550007.0001 Public Works Permits and Inspections Project constructed correctly, within budget and schedule. Documentation completed in compliance with grant funding requirements. 1, 3, 5 Y, Y Consider adding one more measure. 550018.0001 Surface Water King County Assessment Fees Ensure 100% payment of assessment of fees and charges against Surface Water Utility owned properties to prevent delinquency of payment: 100% 100%, 100% 3 Y, Y Consider adding two more measures. 550018.0002 Water and Wastewater ES III - GIS Position Water: Updates to the geographic information system, enterprise asset management system, and hydraulic model completed within 30 days of the date that the physical assets are added to the water system: 35%, 80%, 80% Unbilled water utility services are identified to Utility Billing within 60 days of the start of service date: 10%, 90%, 90% Water production data from the SCADA system database are extracted and analyzed for omissions, errors, and anomalies within 30 dates of the end of the month: 5%, 60%, 60% Wastewater: Number of side sewers posted to database: 0, 500 500 Percentage of hydraulic modeling systems analysis requests in-house: 0%, 25%, 25% Linear feet of new system inventoried in new geo-database/EAM system: 4000 5000 5000 3 Y, Y 550018.0003 Water Position Conversion from PS to ESII Percentage of average annual water use reduction per residential customer account: 0.5%, 0.5%, 0.5% Percentage of surveyed customers who have reduced outdoor water uses and/or have installed water saving plumbing fixtures: 10%, 20%, 20% Percentage of reduction of unaccounted water and infrastructure leakage: 17%, 14%, 14% 3, 4, 5 Y, Y 550019.0001 Upgrade MW III to Lead Water Meter Technician Keep 17,330 meter change outs on schedule over the next five years: 95% 95% 95% Keep 17,330 billing records accurate: 95% 95% 95% Reduce customer complaints: 90% 90% 90% Reduce non-billable water loss: 5% 5% 5% 3 Y, Y Consider expanding on measure 3 to be more specific. 550020.0001 Contract Landscape Maintenance New Sites Number of contract landscape maintenance areas: 32 35 1 N, N Consider rewording measure. Need two additional measures. 26 Renton Results - Utilities and Environment Request for Results 2 - 53 City of Renton 2011-2012 Request for Results Internal Support Desired Results Provide City departments with the means to operate efficiently and effectively in a safe and sustainable manner. PURCHASING STRATEGIES (HOW WE KNOW) PERFORMANCE INDICATORS (WHAT WE MEASURE) LINK TO BUSINESS PLAN 1. Highly qualified, healthy, well trained, and productive workforce. • Citywide productivity loss due to disability and sick leave:  Disability and sick leave usage at hourly rate.  Healthcare costs. a4 2. Functional work environment. • Facility cost per square feet:  Offices maintenance and operations and major maintenance cost per square feet. a2 3. Fiscal Support and Accountability. • Debt financing:  Legal Debt Margin.  Pledged-Revenue Coverage. • Price of government: Total city taxes and fees per capita. a1, a2, a3 4. Safeguard public interests and assets. • Number of civil claims reaching litigation. • Total number of internal trainings. a1, a4, 5. Equipment and data that is reliable and accessible. • Information technology cost/employee. • Fleet cost per vehicle. • Online services availability. • On-line mapping, permits, and billing. • Records management cost per department. a1, a2, a3 Renton Results - Internal Support Request for Results 2 - 54 Cause and Effect Map A visual representation of the cause and effect to reach an outcome. This pathway shows the relationship between the influences, indicators, and reaching the desired result. Influences Influences are the factors that are important contributors to the desired result. The primary influences that are critical to making Renton an efficient and effective government: • Highly qualified, healthy, well trained, and productive workforce. • Functional work environment. • Fiscal support and accountability. • Safeguard public interests and assets. • Equipment and data that is reliable and accessible. All of the above should be delivered in a manner that fosters: • Cooperative and collaborative relationships. • Quality and cost effective solutions (consider centralized vs. decentralized and contracting service models). Provide City departments with the means to operate efficiently and effectively in a safe and sustainable manner. Functional work environment Highly qualified, healthy, well trained and productive workforce Fiscal support and accountability Reliable and accessible equipment and data Protection of Public interests and assets Renton Results - Internal Support Request for Results 2 - 55 Purchasing Strategies We are seeking program specific offers that will contribute to Renton achieving the desired results and which addresses the following strategies as they relate to specific outcomes. Interdepartmental programs that foster partnership and collaboration will receive additional rating points in the evaluation process. Purchasing Strategy 1: Programs provide a highly qualified, healthy, well trained, and productive workforce including (Meets Renton Business Plan 5, 6, and A): • Attract and retain highly qualified applicants and employees. • Encourage and support both professional and personal development. • Ensure a quality work environment both physically and mentally. • Enhance collaborative relationships between the City and the labor organizations. Purchasing Strategy 2: Programs that strive to provide a functional work environment: (Meets Renton Business Plan 5, 6, and A) • New buildings and retrofits built to LEED/Energy Star certification standard. • Reasonable environment (temperature, air/water quality, clean) based on government- recommended (GSA) standards. • Efficient, effective, and accessible work environment for employees. • Capital Investment Program and major maintenance decisions made on basis of life cycle cost analysis. Purchasing Strategy 3: Programs ensure fiscal accountability: (Meets Renton Business Plan 2, 6, and A) • Cost effective government services. • Transparent, timely, and accurate fiscal processes and financial information. • Clean audit. • Strong bond rating. Purchasing Strategy 4: Programs safeguard public interests and assets: (Meets Renton Business Plan 6 and B) • Legal counsel and advice to support City legislative and executive operations. • Fair and accurate legal advice to City staff. • Fair and efficient prosecution services. • Manage City’s exposure to nature and manmade disasters through appropriate balance between risk retention/transfer. • Collect City revenues and manage City funds. • Maintain and preserve City facilities and other public assets. • All land survey public documents are reviewed to ensure City required elements are met. • Protect City’s interests in City held properties, easements, and associated rights. • Legislative support. Renton Results - Internal Support Request for Results 2 - 56 Purchasing Strategy 5: Programs provide equipment, data, and support that are reliable, accessible, and secure: (Meets Renton Business Plan 6 and A) • Appropriate equipment for service delivery. • Technology for efficient communication and operation. • Efficient storage, archival, indexing, and retrieval of data and records. • Own, operate, and maintain various data sets, software applications, and user applications for city-wide use. • Mapping product services across all City departments from multiple agencies and resources. • Standardization of equipment and software applications. • Clear, concise, and centralized communication strategy to provide cohesive communication for department-wide programs and priorities. • Expand/enhance online services to internal and external customers. Purchasing Criteria/Consideration: The City will purchase offers based on proposals that: 1. Respond directly to the purchasing strategies that align with the Renton Business Plan. 2. Demonstrate a clear and direct contribution to achieving the core or City service area. 3. Demonstrate innovative (“out of the box”) approaches in service delivery that will generate cost savings or require less resources without sacrificing quality of service. 4. Improve internal customer and public services. 5. Improve external customer services. 6. Demonstrate options to “scale” the offer based on level of service, focusing on how to meet the mandatory nature of the program, or based on resources available. 7. Encourage community, regional, and interdepartmental collaboration and partnerships. 8. Leverage external resources. Renton Results - Internal Support Request for Results 2 - 57 2011-2012 Program Offer Feedback Form Internal Support Offer Number Performance Measures Purchasing Strategies Measurable /Collectible Comments/Feedbacks 600003.0006 Communication - Print and Mail Services Track outgoing mail quantities (1st Class, Utility bills, and Bulk). Track outgoing mail quantities (1st Class, Utility bills, and Bulk). Customer satisfaction (timeliness, etc.). Track year over year departmental usage through quarterly report. 5 Y, Y 600004.0023 Asset, Debt, and Treasury Management 1. Perform physical inventories of at least one (1) asset type per year. 2. Maintain or improve the City's credit rating. 3. Maintain a rate of return on the City's investment portfolio that exceeds its benchmark. 3, 4, 5 Y, Y 600004.0024 Payroll 1. Complete processing of all payrolls two days before payday. 2. Receive "Excellent" rating on overall employee satisfaction with Payroll Services as measured through a department survey. 3, 4 Y, Y 600004.0025 Budgeting and Financial Planning 1. "High" or "excellent" rating for customer satisfaction as measured through a Department survey. 2. Financial status reports produced monthly, quarterly, and yearly for City Council review within three weeks after final data is available. 3. Completion of Preliminary Budget by October 1st and the Final Budget by February 28th. 3, 4 Y, Y 600004.0026 Accounting and Auditing 1. Timeliness of the monthly close process, so information can be available to customers by the 10th day of each month. 2. Timeliness of the annual financial report, so information is audited within 150 days after year-end. 3. Accuracy of the Financial Statements which are free from material misstatements as interpreted by auditors at year-end. 4. High quality presentation of the Comprehensive Annual Financial Report (CAFR) as measured by receipt of the Government Finance Officers Associations Award of Excellence in Financial Reporting. 3, 4 Y, Y 600004.0027 Finance Operations 1. "High" or "excellent" rating for customer satisfaction as measured through a Department survey. 2. Customers are billed and vendors are paid accurately as measured by a reduction in correcting journal entries. 3. Vendors are paid timely as measured by reductions in late payment penalties. 4. Active management of the City's accounts receivable as measured by aging reports and low turnover to collections. 3, 4 N, Y Renton Results - Internal Support Request for Results 2 - 58 Offer Number Performance Measures Purchasing Strategies Measurable /Collectible Comments/Feedbacks 600004.0028 Finance Administration 1. "High" or "excellent" rating for customer satisfaction as measured through a department survey. 2. "High" or "excellent" rating for customer satisfaction as measured through a customer survey. 3 Y, Y 600004.0032 General Government Debt Maintain Bond Rating at A1/AA Did not review. 600004.0033 IT Administration 1. Meet or exceed overall departments' expectations of City's IT administration. 2. Meet or exceed overall departments' expectations of IT support and services. 3. Meet or exceed departments satisfaction with IT's effectiveness in supporting the City's goals. 4. Participate effectively in 80% or better of regional and inter-local projects. 5. Meet or exceed responsive and effective communication 6. Maintain 95% or better accuracy in IT inventory, best price/performance purchasing and cost allocation. 1, 2, 5 Y, Y Consider making the last performance measure measurable. -comments addressed 600004.0034 Applications and Database Services 1. Meet or exceed departments' satisfaction in support of their business applications and needs. 2. Meet or exceed in overall business processes improvements in support of City goals. 3. Meet or exceed in increased customer service and reduction in staff time through automation. 4. Meet or exceed overall collaboration and effective communication with customers and IT staff. 5. Perform exceedingly involved in troubleshooting and problem solving with other IT staff. 6. Meet or exceed staff satisfaction with responsiveness, and projects timeline and budget. 1, 2, 5 N, Y Consider making the last two performance measures measurable. 600004.0035 IT Capital 1. Meet or exceed overall customer satisfaction on major project. 2. Meet or exceed the department’s business needs, project goal, and objectives. 3. Meet or exceed in communicating effectively with each project's stakeholders and users. 4. Meet or exceed 90% of each project's milestones. 5. Provide monthly status reports on major projects. 6. Meet or exceed expectations in effective use of public funds, due-diligence, and meeting City's goals. 1, 2, 5 Y, Y Consider rewording to include survey. Renton Results - Internal Support Request for Results 2 - 59 Offer Number Performance Measures Purchasing Strategies Measurable /Collectible Comments/Feedbacks 600004.0036 Service Desk Support 1. Meet or exceed overall customer satisfaction with service desk responsiveness. 2. Responds to 90% of support calls within two business hours or less. 3. Resolves or escalates 90% of service requests within 1 day or less. 4. Attend minimum of two classes or seminars on new technology per year. 5. Perform exceedingly in troubleshooting and problem solving with other IT staff. 6. Log and update 95% of the requests and services through service request. 7. Provide a user friendly web passed customer support request options for service desk requests. 1, 2, 5 Y, Y Consider putting the last performance measure in parenthesis. 600004.0037 System Services 1. Meet or exceed overall systems performance and services satisfaction. 2. Meet or exceed overall collaboration and effective communication with customers and IT staff. 3. Meet or exceed overall systems design, enhancements, and implementation expectations. 4. Monitor, maintain, and enhance network access/ security with 99% uptime. 5. Monitor, maintain, and enhance storage spaces with no less than 25% capacity at all 6. times. 7. Monitor and maintain network access/active directory with 95% accuracy or better. 8. Provide 100% recovery of files, folders, and databases lost or corrupted within 24 hours. 9. Perform exceedingly in troubleshooting and problem solving with other IT staff. 1, 2, 5 Y, Y Consider combining the first three performances together as a survey. 600004.0038 Telecommunications 1. Meet or exceed overall customer satisfaction with telecom systems and services. 2. Respond and resolve minor phone issues within four hours. 3. Respond to phone adds, moves, and changes, and repairs within 48 hours. 4. Meet or exceed expectations in a cost effective transition to a much improved phone system. 5. Provide 99 % uptime for PBX systems and Electronic Voice Messaging. 6. Reduce phone services costs by 10% or better. 1, 2, 5 Y, Y Consider combining the third and last measure with the first one. 600004.0040 GIS 1. Meet or exceed enterprise GIS phase I plan objectives. 2. Provide quarterly City wide update on enterprise GIS activities. 3. Provide a centralized portal for all City GIS information and self-served services. 4. Participation in 80% or better of inter-local and regional GIS projects. 5. Provide 2-3 GIS capabilities awareness programs internally and externally. 6. Develop 1-2 integration between GIS and other City business systems. 7. Attend minimum of two classes or seminars on new technology per year to maintain technical competency in the GIS field. 2, 5 Y, Y 600005.0018 Other City Services - Employee Separation Pay N/A Did not review. Renton Results - Internal Support Request for Results 2 - 60 Offer Number Performance Measures Purchasing Strategies Measurable /Collectible Comments/Feedbacks 600005.0019 LEOFF 1 Medical Obligation N/A Did not review. 600005.0020 Association Dues and Contracted Services List benefits received as a result of memberships and associations. Did not review. 600006.0003 City Attorney Administration 1. The Civil Section meets it performance measures. Current Year: N/A Proposed Year: N/A 2. The Prosecution Section meets it performance measures. Current Year: N/A Proposed Year: N/A 3. The staff is trained and cross trained and performance evaluations are timely performed. Current Year: N/A Proposed Year: N/A 4 Y, Y 600007.0003 Technical and Property Services Survey network is current and accurate: 70%. Development Reviews are processed on time: 50% ROW Acquisitions Meet WSDOT criteria: 70% 4, 5 Y, Y 600014.0021 HR/RM Administration 1.Customer Satisfaction Survey: No data Overall 60% satisfaction 2.Average time to complete employment recruitment: <90 Days <90 Days 3.Percentage of new hires successfully completing probation: 90% 90% 4.Annual employee turnover related to compensation/labor issues: 1.7% in 2009 <5% 1, 4 Y, Y 600014.0023 Risk Management 1. Increased contact with injured workers 85% contacted. 100% contacted. 2. Assure full compliance with state safety mandates: 50% 100% 3. Insurance reviews completed within five days: 100% 100% 4. 100% of applicable employees trained on all state mandated programs: 50% 100% 1, 4 Y, Y Consider making the third measure measurable. -comments addressed 600014.0024 Benefits 1. Employee satisfaction survey: n/a 80% Satisfaction 2. Healthcare costs continue to be less than national trends: 5% less 5% less 3. Increase Wellness participation by employees: 7% 10% 1 Y, Y 600016.0002 Trans Operations Internal Support Services 1. Internal customer satisfaction: Fair Good Very Good 2. Backlog of repairs: 6-14 days 5-7 days 2-5 days 3. Number of devices repaired and/or installed: 100-120 120-135 135-150 2, 5 Y, Y 600019.0005 Fleet Services Operation and Maintenance 1. City vehicles and motorized equipment "uptime": 90%. 90% Possible 80% 2. Unscheduled repairs: > 10% >10% 15% 3. Maintenance cost is maintained at 25% below local private vendors: 25% below 25% below 25% below 1, 2, 5 Y, Y 600019.0006 Fleet Services Capital Recovery 1. City vehicles and motorized equipment "uptime" is 90%. 1, 2, 5 Y, Y Need performance measure for package. -comments addressed Renton Results - Internal Support Request for Results 2 - 61 Offer Number Performance Measures Purchasing Strategies Measurable /Collectible Comments/Feedbacks 600020.0018 Custodial Services 1. IFMA 60th percentile employees of coverage: 18,000 20,424 2. Employee satisfaction survey % positive: 70% 78% 3. Unscheduled restroom closures annual total: 78 days 78 days 2, 4 Y, Y 600020.0019 Facilities Technical Maintenance 1. Customer satisfaction - turnaround time: 74% 74% 2. Customer satisfaction - timeliness of response: 75% 75% 3. Number of Helpdesk projects complete: 1,945 1,653 2, 4 Y, Y 600020.0020 Operational Facilities MM 2, 4 N, N Need performance measure for package. 600020.0021 Public Facilities MM 2, 4 N, N Need performance measure for package. 650005.0001 COLA Cost of Living Adjustment Did not review. 650005.0002 Federal Healthcare Reform Medical - Federal Healthcare Reform Did not review. 650014.0001 HRRM Add 1 FTE Secretary II This Decision Package will increase the ability of the HRRM Department to meet the performance measure goals for 2011-2012 as stated in the Department's three other Decision Packages: HR Administration, Benefits and Risk Management. Please see the Performance Measure. 1, 4 Y, Y 650020.0001 City Hall HVAC Contract Reduction of the backlog of maintenance and repair items to an acceptable level will show that reallocation of resources is effective. 2, 4 N, N Need to reference main package(s) performance measures that new program is related to. 650020.0002 Energy Rate Increase Accurately forecasting energy increased demands to show effectiveness of new program. 2, 4 N, N Need to reference main package(s) performance measures that new program is related to. 35 Renton Results - Internal Support Request for Results 2 - 62             3 BUDGET BY DEPARTMENT     Legislative      3‐1    Executive      3‐7    City Attorney      3‐21    Court Services      3‐25    Community and Economic Development (CED)                                                                                                                3‐31    Community Services      3‐47    Finance and Information Technology (FIT)        3‐73    Fire and Emergency Services      3‐81    Human Resources and Risk Management (HR&RM)      3‐91    Other City Services      3‐99    Police      3‐101    Public Works (PW)      3‐117                    Legislative Terrie Briere Councilmember Randy  Corman Councilmember King Parker Councilmember Marcie Palmer Councilmember Don Persson Councilmember Greg Taylor Councilmember Rich Zwicker Councilmember Council  Liaison Budget by Department - Legislative 3 - 1 Legislative      Mission Statement  The City Council assesses the needs of the public and sets priorities; develops and adopts the annual budget, ordinances,  resolutions, and policy alternatives to meet those needs, consistent with City goals and objectives; and provides  coordination and evaluation of programs and service objectives.      City Councilmembers Names and Terms  Councilmember Term Term Expires 2011 Committee Chair Committee Meeting Days Time  Don Persson 4 years 12/31/2011 Finance 1st, 2nd, 3rd, 4th Mondays  4:00pm Randy Corman 4 years 12/31/2013 Transportation/Aviation 2nd and 4th Thursdays 4:00pm King Parker 4 years 12/31/2011 Planning and Development 2nd and 4th Thursdays 2:00pm Marcie Palmer 4 years 12/31/2011 Community Services 2nd and 4th Mondays 5:00pm Terri Briere 4 years 12/31/2013 Committee of the Whole 1st, 2nd, 3rd, 4th Mondays 6:00pm Greg Taylor 4 years 12/31/2011 Public Safety 1st and 3rd Mondays 5:00pm Rich Zwicker 4 years 12/31/2013 Utilities 2nd and 4th Thursdays 3:00pm     2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Operating Budget Summary 245,441 269,779 247,225 267,957 259,345 277,834 286,842 3.7% 3.2% Position  Summary 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0%     List of Legislative Renton Results Decision Packages:  2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 200001.0006 Legislative  Operations 8.00      277,834           ‐                      8.00      286,842           ‐                       Total 8.00      277,834$         ‐$                8.00      286,842$         ‐$                  Budget by Department - Legislative 3 - 2 Legislative Performance Measures:    Program Area Strategies Performance Measures 2010 2011 2012 Policy and program decisions  reflecting community values Residents experience timely  response to information requests N/A N/A 60% Provide opportunities for the  public to be engaged in  operations, understand, and  influence City government Residents experience timely  decision making that reflects their  concerns N/A N/A 50% Advocate community interest in  regional, state, and federal  forums Public trust survey ratings good or  excellent N/A N/A 50% Provide open, accessible, and  consistent decision processes The job Renton government does to  welcome citizen involvement N/A 50% 50% Provide clear and effective  communications that uses a  variety of channels and supports  and values dialogue with our  community The job Renton government does  listening to citizens N/A 40% 40% Representative Government       Highlight of Budget Changes:   Personnel Benefits increased in 2012 by $6k due to increases in overall city‐wide healthcare costs.   Interfund Payments increased in 2011 by $8k due to increased internal service fund costs for Insurance,  information technology, and communication costs.      Expenditure Budget by Division ‐ Legislative 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 145,479 151,264 148,286 151,032 150,582 151,316 152,977 0.2% 1.1% Personnel  Benefits 53,885 60,306 59,974 57,683 58,716 59,168 65,303 2.6% 10.4% Supplies 4,475 2,244 1,444 5,000 2,397 5,000 5,000 0.0% 0.0% Other Services  & Charges 10,508 21,231 3,369 10,000 3,978 10,000 10,000 0.0% 0.0% Interfund Payments 31,095 34,734 34,152 44,242 43,672 52,350 53,562 18.3% 2.3% Total 245,441 269,779 247,225 267,957 259,345 277,834 286,842 3.7% 3.2% Staffing Levels by Division ‐ Legislative 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 8.00 8.00 8.00 8.00 8.00 8.00 8.00 0.0% 0.0%     Budget by Department - Legislative 3 - 3 2009/2010 Accomplishments    Approved the following:   An agreement with King County Transit for enhanced services for Metro Route 110 beginning in 2013.    The amended Shoreline Master Program and directed its forwarding to the Department of Ecology.    The Upper Springbrook Reach Restoration Project Partnership Agreement with the Army Corps of Engineers.    A three‐year contract for Police Department in‐car video systems.    An interlocal contract to accept grant funding to purchase three electric hybrid vehicles.    A contract to develop the Parks, Recreation, Open Space, and Natural Resources Plan.    The 2011‐2016 Transportation Improvement Program and 2010 Arterial Street Plan.    A contract for the Sunset Area Community Investment Strategy.    The Sierra Heights Elementary School Annexation and zoning.    The Maplewood Heights Elementary School Annexation.    A Special Events Ordinance providing for the issuance of permits to regulate special events.    A new long‐term lease of Airport property with The Boeing Company.    The Cavalla preliminary plat; 49 lots on 9.4 acres.    The Liberty Gardens preliminary plat; 36 lots on 8.95 acres.    The first round of 2010 neighborhood grants in the amount of $74,357.    A 41‐month lease with Iron Mountain Information Management, Inc. for the 4th floor of City Hall.    The 2010‐2011 One Card for All (ORCA) Business Passport agreement for City employees.    A contract for design and construction services for the Stonegate II ‐ Lift Station and Conveyance Design project.    A sales and use tax as a credit against the State sales and use tax, relating to annexations.    A contract amendment to accept $181,755.50 for tenant improvements at Fire Station 11.   A contract to administer the Visitor Information and Downtown Assistance (VIDA) program.    An interlocal agreement with Fire District 25 for fire and emergency services through 2020.    A five‐year lease extension with the King County Sexual Assault Resource Center for space at the 200 Mill building.    A contract to complete the Draft and Final Environmental Impact Statements for the Quendall Terminals  development project.   A Library Advisory Board for issues related to the services provided to Renton residents by the King County Library  System.    A six‐month moratorium on the permitting of Adult Entertainment businesses.    Accepted the following:   An FAA grant of $150,000 to develop an Airport Sustainabilty Plan.    A Department of Ecology grant of $297,940 to implement requirements associated with the National Pollutant &  Discharge Elimination System (NPDES) Phase II Stormwater Permit.    $226,076 in grant funds from King County Solid Waste Division for the 2010‐2011 Waste Reduction and Recycling  Grant program.    $121,546 in Department of Homeland Security Emergency Management Performance Grant funds from the  Washington State Military Department.    $217,762 in grant funds from the Federal Aviation Administration for the Taxiway Bravo Repaving/Reconstruction  project at the airport.    Grant funds in the amount of $35,000 for the Maintenance Dredging and Shoreline Mitigation project at the  Airport.    $34,741.88 from Seattle/King County Public Health Department for Renton's 2010 Hazardous Waste Management  Program.    A $500,000 grant to be used for the Rainier Ave. S. (SR 167), S. Grady Way to S. 2nd St. project.    A $30,000 Department of Ecology grant for in‐house recycling and composting efforts.    A $240,000 Federal Congestion Mitigation and Air Quality (CMAQ) grant for the Highlands to Landing Pedestrian  Connection project.   Budget by Department - Legislative 3 - 4  A $1.7 million grant from the Washington State Public Works Board for infrastructure improvements related to the  Hawk's Landing development.  Adopted the following:   Changes to City Code regarding Unfit Building Regulations.    The 2010 Arts and Culture Master Plan.    Revised Parks Rules and Regulations regarding trail safety.    A resolution supporting The Boeing Company's pursuit of the United States Tanker Program.    The 2011 ‐ 2016 City of Renton Business Plan.    A biennial budget process.    Position Listing ‐  Legislative 2008 2009 2009 2010 2010 2011 2012 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Legislative Services/City Council E09 City Council  Members  (Elected) 7.007.007.007.007.007.007.00 M17 City Council  Liaison 1.001.001.001.001.001.001.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 Grade Title Total Legislative Services    Budget by Department - Legislative 3 - 5 This page is intentionally left blank  Budget by Department - Legislative 3 - 6 MAYOR Denis Law 16.63 FTEs CHIEF ADMINISTRATIVE  OFFICER Jay Covington 15.63 ASSISTANT CAO Marty Wine 8.13 Mayor's Office 1.5 FTE s Mayor Support Strategic Leadership and  Direction Comprehensive Plan and  Annual Budget Oversight City Clerk 4.5 FTEs Records Management and  Microfilming Legislative and  Administration Support Public Information Services Voter Registrations and  Elections Hearing Examiner 1.13 FTEs Appeals Land Use Regulatory Codes  Application Communications Preeti Shridhar 6.5 FTEs Media Relations Graphic Design/Multi‐Media Website Print and Mail Cable Channel 21 Executive Executive  Budget by Department - Executive 3 - 7 Executive    Mission Statement  Provide executive leadership and management for the City of Renton government to act strategically, implement decisions  efficiently and accurately, apply City policies uniformly, and achieve City goals expeditiously.      2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Operating Budget Summary 1,761,151 2,507,211 3,022,588 3,729,735 3,512,456 3,460,595 3,536,378 ‐7.2% 2.2% Position  Summary 16.00 14.00 20.00 16.50 17.00 16.63 15.50 0.8%‐6.8%     List of Executive Renton Results Decision Packages:    2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 200003.0012 Executive  Operations 4.50      1,035,538        ‐                      4.50      1,063,628        ‐                       200003.0013 Cable  Communication Fund ‐        85,674            85,000             ‐        85,674            85,000             200003.0014 Court Public Defenders ‐        369,224           ‐                       ‐        369,224           ‐                       200003.0015 Grant Writing ‐        50,000            ‐                       ‐        50,000            ‐                       200003.0017 Citywide  Communications 5.00      565,483          561,539          5.00      591,608          577,144           200011.0004 Hearing Examiner 1.12      171,929          ‐                       ‐        71,025            ‐                       200012.0009 City Clerk 4.50      790,484          ‐                      4.50      835,811          ‐                       250012.0001 Increased  Elections  Costs ‐        ‐                      ‐                       ‐        70,000            ‐                       600003.0006 Communication  ‐ Print and Mail  Se 1.50      392,263          392,402          1.50      399,408          397,163           Total Operating 16.62    3,460,595       1,038,941       15.50    3,536,378       1,059,307        Total 16.62    3,460,595$     1,038,941$     15.50    3,536,378$     1,059,307$         Budget by Department - Executive 3 - 8 Executive Performance Measures:    Program Area Strategies Performance Measures 2010 2011 2012 Residents  experience timely  response to  information  requests N/A N/A N/A Residents  experience timely  decision making that reflects   their concerns N/A 30% 30% Provide  opportunities  for the   public to  be engaged in  operations, understand, and  influence City government Percentage  of time  the  Agenda   is published & available 4 days   before the  Council  meeting ‐  Target 100% 100% 100% 100% Those  who have received   Renton city government services  find Renton accessible,  responsive and well ‐managed N/A N/A N/A Public trust survey ratings  good  or excellent: Value  of services  for the  taxes  paid to  Renton 45% 45% 45% Percentage  of time  the  Minutes   are published and available 3  or more  days  prior to  the  next  regular Council meeting  ‐  Target 100% 99% 100% 100% Percentage  of participants in  the  appeal process  surveyed  report that their matter was   handled fairly regardless  of the   outcome.  Target is 50% N/A N/A N/A % of appointed cases  reporting   they are fairly represented by  the  contract defense attorney  regardless  of the  outcome of  the  case.  Target is 50% N/A N/A N/A Provide  clear and effective  communications that uses  a   variety of channels  and  supports and values   dialogue with our community Percentage  of completed   customer survey cards  received   each month that are positive or  complimentary  ‐ Target 100% 100% 100% 100% Policy and program decisions   reflecting  community values Advocate  community interest  in regional, state, and  federal  forums Provide  open, accessible, and  consistent decision  processes Representative Government      Budget by Department - Executive 3 - 9 Program Area Strategies Performance Measures 2010 2011 2012   Public trust survey ratings  good  or excellent: The  overall   direction that Renton is taking 60% 60% 60% Public trust survey ratings  good  or excellent: The  job  Renton  government does  to  welcome  citizen  involvement.  Target is  50% N/A N/A N/A Percentage  of ordinance  summaries published the  first  Friday after Council  adoption  ‐  Target 100% 100% 100% 100% Number of key campaigns  and  programs  that are  communicated via  channel  21  and integrated multi  media   platforms N/A N/A N/A Public trust survey ratings  good  or excellent: The  job  Renton  government does  listening to   citizens 29% 29% 29% Percentage  of City's  key  programs  and initiatives that  are communicated  to  various   target audiences via  media   relations, community relations,  website, electronic  communications, Channel  21  and city publications 70% 70% 70% Number of unique visitors  and  page views  to  the  website  per  month 500,000 500,000 500,000 Track outgoing mail  quantities   (1st Class, Utility bills, and  Bulk). N/A N/A N/A Customer satisfaction  (timeliness, etc.)N/A N/A N/A Track year over year  departmental usage through   quarterly report N/A N/A N/A Internal Support Highly qualified, healthy,  well  trained, and productive  workforce Functional  work environment Equipment and data  that is  reliable and accessible Provide  policy and fiscal   accountability to   stakeholders Leverage  partnerships  with  members  of the  public,  business  community, non  profits, and faith based  organizations, to  increase  capacity and assist with or  offset the  cost of providing  services Representative Government       Highlight of Budget Changes:   Intergovernmental services decreased in 2011 by $164k due to lower projections for election costs.   Intergovernmental services increased in2012 by $87k due to the election costs of the proposed annexation of  West Hill.   Interfund payments decreased in 2011 by $107k due to a change in calculating Communications Internal Service  Fund charges for 2011.   The Hearing Examiner’s Office is transitioning to contract status in this biennium due to a reduction in workload.  Budget by Department - Executive 3 - 10 Expenditure Budget by Division ‐ Executive 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Mayor's  Office 966,373 1,489,887 1,499,747 1,635,047 1,578,526 1,454,762 1,482,852 ‐11.0% 1.9% City Clerk 627,957 817,996 681,805 1,016,688 839,256 876,158 991,485 ‐13.8% 13.2% Hearing Examiner 166,820 199,328 171,911 200,440 174,447 171,929 71,025 ‐14.2%‐58.7% Communications 0 0 669,126 877,560 920,227 957,746 991,015 9.1% 3.5% Total 1,761,151 2,507,211 3,022,588 3,729,735 3,512,456 3,460,595 3,536,378 ‐7.2% 2.2% Expenditure Budget by Category ‐ Executive 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 1,067,696 1,165,789 1,300,590 1,372,883 1,407,054 1,391,069 1,324,372 1.3%‐4.8% Part‐Time  Salaries 22,718 0 51,049 0 3,609 0 0 N/A N/A Overtime 3,159 0 11,731 0 8,867 0 0 N/A N/A Personnel  Benefits 322,857 408,744 423,670 427,288 428,401 444,302 474,444 4.0% 6.8% Supplies 11,893 20,717 79,879 90,454 54,356 90,206 89,464 ‐0.3%‐0.8% Other Services  and Charges 160,363 592,087 752,674 826,897 713,117 793,959 819,685 ‐4.0% 3.2% Intergovernmental  Services 55,040 92,250 91,556 317,000 215,202 153,000 239,500 ‐51.7% 56.5% Capital  Outlay 0 40,000 0 40,000 29,408 40,000 40,000 0.0% 0.0% Interfund Payments 117,424 187,624 311,440 655,213 652,443 548,059 548,913 ‐16.4% 0.2% Total 1,761,151 2,507,211 3,022,588 3,729,735 3,512,456 3,460,595 3,536,378 ‐7.2% 2.2% Staffing Levels  by Division ‐ Executive 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Mayor's  Office 7.00 7.00 5.00 4.50 4.50 4.50 4.50 0.0% 0.0% City Clerk 7.00 5.50 5.50 4.50 4.50 4.50 4.50 0.0% 0.0% Hearing Examiner 2.00 1.50 1.50 1.50 1.50 1.13 0.00 ‐25.0%‐100.0% Communications 0.00 0.00 8.00 6.00 6.50 6.50 6.50 8.3% 0.0% Total FTE 16.00 14.00 20.00 16.50 17.00 16.63 15.50 0.8%‐6.8% Temp/Intermit Pay & Ben 24,799$      ‐$           58,806$      ‐$           4,279$        ‐$           ‐$           N/A N/A         Budget by Department - Executive 3 - 11 Mayor’s Office    Mission Statement  Provide executive leadership and management for the City of Renton government to act strategically, implement decisions  efficiently and accurately, apply city policies uniformly, and achieve city goals expeditiously.        2009/2010 Accomplishments  • Supported the Mayor and Council, with input from departments, in continuous refinement of the city’s business  plan.  • Addressed citizen concerns in an accurate, sensitive, and timely manner.  • Ensured achievement of the city’s goals and objectives by appropriately placing authority, assigning accountability,  and monitoring performance.  • Provided strategic leadership and oversight for the city’s annual budget, comprehensive plan, and business and  operational plans to be implemented in 2010.  • Assessed the character of city services and programs and prepare recommendations to City Council to guide  decisions on level of effort and resource allocation.  • Delivered a balanced funding plan for the Fairwood annexation area, and began the development of a long‐term  funding plan for the West Hill annexation area.  • Supported a service and funding partnership with King County to provide information inside and outside the city  about the future service impacts of growth and annexations.  • Developed a community involvement approach for Renton Results, a community accountability effort designed to  creating a results‐oriented performance measurement of city services.     2011/2012 Goals  • Support the Mayor and Council, and coordinate input of Department Administrators, in continuous refinement of  the city’s business plan.  • Ensure achievement of the city’s goals and objectives by appropriately placing authority, assigning accountability,  and monitoring performance.  • Provide strategic leadership and oversight for the city’s annual budget, comprehensive plan, and business and  operational plans through 2012.  • Assess the character of city services and programs and prepare recommendations to City Council to guide  decisions on level of effort and resource allocation.  • Depending on election outcomes, manage the implementation and impacts of major annexations.  • Continue development of a funding partnership with King County to provide information about the future service  impacts of growth and annexations, and funding to facilitate potential transition.  • Develop and measure city service outcomes for Renton Results, a community accountability effort designed to  creating a results‐oriented performance measurement of city services.   • Begin the concept and design for an enterprise‐wide customer service initiative focused on responsive, excellent  customer service.   • Ensure that citizen concerns are addressed accurately, sensitively, and in a timely manner.   Budget by Department - Executive 3 - 12 Expenditure Budget by Category ‐ Mayor's  Office 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 651,038 714,146 636,172 524,940 529,574 531,192 543,924 1.2% 2.4% Part‐Time  Salaries 20,643000000N/AN/A Personnel  Benefits 178,531 212,578 177,134 117,281 122,232 127,260 145,316 8.5% 14.2% Supplies 2,577 2,430 2,423 1,736 3,417 1,736 1,736 0.0% 0.0% Other Services  and Charges 57,980 453,414 443,930 466,634 403,191 426,634 426,634 ‐8.6% 0.0% Interfund Payments 55,604 107,319 240,087 524,457 520,112 367,940 365,242 ‐29.8%‐0.7% Total 966,373 1,489,887 1,499,747 1,635,047 1,578,526 1,454,762 1,482,852 ‐11.0% 1.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Mayor's Office 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 7.00 7.00 5.00 4.50 4.50 4.50 4.50 0.0% 0.0% Total FTE 7.00 7.00 5.00 4.50 4.50 4.50 4.50 0.0% 0.0% Temp/Intermit Pay & Ben 22,419$      ‐$           ‐$           ‐$           ‐$           ‐$           ‐$           N/A N/A     Budget by Department - Executive 3 - 13 City Clerk    Mission Statement  The Office of the City Clerk is dedicated to supporting governance and the legislative process, maintaining and preserving  the city’s official records, assisting and informing the public, coordinating elections, and carrying out official duties with  integrity, as required by law and policy, and to meet the needs of the citizens, Mayor, City Council, and city administrative  staff.    2009/2010 Accomplishments   Responded to increased number of complex records requests.   Implemented new city‐wide electronic agenda bill system.   Developed and implemented revised contract and bidding policy and procedure.   Supported implementation of new city‐wide Small Public Works Project Roster system.   Implemented use of new email search software system.   Held training sessions on the agenda process, contract & bidding process, and records management.   Integrated a number of King County land use files into the City records system.   Updated city records retention schedules to reflect state changes.   Updated Councilmember desk manuals.   Fulfilled filing requirements for holding the Fairwood Annexation area election.   Took custody and stored an increased amount of paper records from all city departments.    2011/2012 Goals   Implement records management component of city‐wide electronic content management system and support  implementation of Municipal Court module.    Make more public records accessible via the City web site.   Continue internal training on agenda process, contracting and bidding, records management, imaging, and public  records disclosure   Stay informed on changing laws and technology updates.   Streamline the public records request and exemption/redaction processes.   Index, label and file microfilm backlog.   Audit historical files for required transfer or disposition.   Continue to support City Council and provide timely, accurate agendas and minutes.   Update policies and procedures as needed.   Fulfill filing requirements for the West Hill annexation area election.   Provide information and assistance to staff and the public.   Budget by Department - Executive 3 - 14 Expenditure Budget by Category ‐ City Clerk 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 289,561 321,044 265,004 276,518 282,094 289,938 304,297 4.9% 5.0% Part‐Time  Salaries 2,075 0 23,903 0 998 0 0 N/A N/A Overtime 2,229 0 11,237 0 6,533 0 0 N/A N/A Personnel  Benefits 116,530 165,181 121,486 135,264 117,777 119,293 134,778 ‐11.8% 13.0% Supplies 9,131 17,297 4,453 17,296 4,866 17,296 17,296 0.0% 0.0% Other Services  and Charges 100,451 111,640 102,234 111,073 94,466 102,573 98,573 ‐7.7%‐3.9% Intergovernmental  Services 55,040 92,250 91,556 317,000 215,202 153,000 239,500 ‐51.7% 56.5% Capital  Outlay 0 40,000 0 40,000 0 40,000 40,000 0.0% 0.0% Interfund Payments 52,940 70,584 61,932 119,537 117,321 154,058 157,041 28.9% 1.9% Total 627,957 817,996 681,805 1,016,688 839,256 876,158 991,485 ‐13.8% 13.2% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ City Clerk 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 7.00 5.50 5.50 4.50 4.50 4.50 4.50 0.0% 0.0% Total FTE 7.00 5.50 5.50 4.50 4.50 4.50 4.50 0.0% 0.0% Temp/Intermit Pay & Ben 2,380$        ‐$           26,492$      ‐$           1,162$        ‐$           ‐$           N/A N/A Budget by Department - Executive 3 - 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.      2009/2010 Accomplishments and 2011/2012 Goals   Consider and apply land use regulatory codes.   Hear appeals regarding SEPA or administrative decisions.      Expenditure Budget by Category ‐ Hearing Examiner 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 127,097 130,599 131,769 134,088 134,222 107,125 0 ‐20.1%‐100.0% Overtime 93007505700N/AN/A Personnel  Benefits 27,796 30,985 29,459 27,110 27,880 23,301 0 ‐14.0%‐100.0% Supplies 186 990 105 990 104 742 0 ‐25.1%‐100.0% Other Services  and Charges 1,932 27,033 1,081 27,033 1,148 20,274 50,000 ‐25.0% 146.6% Interfund Payments 8,880 9,721 9,421 11,219 11,036 20,487 21,025 82.6% 2.6% Total 166,820 199,328 171,911 200,440 174,447 171,929 71,025 ‐14.2%‐58.7% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Hearing Examiner 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 2.00 1.50 1.50 1.50 1.50 1.13 0.00 ‐25.0%‐100.0% Total FTE 2.00 1.50 1.50 1.50 1.50 1.13 0.00 ‐25.0%‐100.0% Budget by Department - Executive 3 - 16 Communications    Mission Statement    Provide Renton residents with critical and relevant information on a timely basis.   Make residents aware of opportunities to be involved with their community.   Position Renton as a unique urban center and destination—a great place to shop, work, live, learn and play.   Facilitate a two‐way dialogue between city government and residents.   Enhance communications at and among all levels of city government and ensure coordinated and  consistent communications.     2009/2010 Accomplishments    Develop and implement comprehensive communications strategies on key issues.   Implement citywide prioritization of print jobs; streamline print operations and use of technology to make print  operations more efficient and sustainable given current resources.   Implement web upgrades and multi‐media features.   Launch electronic communications/listserv strategy.   Continue to explore ways to adapt communications to the new ‘digital democracy’ and the new technology of  communications.   Implement city‐wide communications policies and guidelines.   Implement video‐technology plan for channel 21 and enhance Channel 21 operations and productions for more  robust cable‐programming and video‐streaming.   Develop an ongoing relationship with community liaisons representing Renton’s diverse communities and  organizations.   Produce and distribute emergency preparedness videos to non‐English speaking communities.   Completed Communications and Design Manual and implemented consistent branding and design elements for  city communications; working on communications and design guidelines manual.   Green River Potential Flooding Communications Planning and Implementation.   Completed Communications Continuity of Operations Plan; working on Emergency Communications Operations  Plan.   Continue to create and distribute citywide newsletter to nearly 45,000 Renton residents several times a year   Collaborate with Community and Economic Development Department to maintain and enhance Renton’s social  media presence    Showcase city‐wide informational display at neighborhood picnics and several community events.   Achieve cost‐savings at every level while providing high‐level communications support.    Encourage training and professional development opportunities for staff.    2011‐2012 Goals    Create long term web plan; implement web changes in 2012.   Expand electronic communications.   Continue to streamline print operations and move toward more effective electronic communications by reducing  the number of non‐essential printed materials.   Develop e‐newsletter for Community Services that can be delivered through the govdelivery system.   Enhance Channel 21 operations and productions for more robust cable‐programming and video‐streaming.    Continue to implement unified graphic design standards “branding” throughout all city departments and  modernize look of all city publications.   Develop and launch city‐wide electronic newsletter for distribution to the public via email and other social media.   Develop and implement strategic communication strategy for public outreach for key issues such as  Rainier  Avenue construction, parks and Recreation Master Plan, Annexation, CED projects, Fire &Emergency Services, key  programs for Community Services and more.   Continue to prepare and train for possible large‐scale emergencies.  Budget by Department - Executive 3 - 17  Maintain good communication with the general public via newsletters, website, local and regional media, and  other social media outlets.   In conjunction with utility billing, implement needed updates to utility bill (barcodes and format) to facilitate  banking and postal discount requirements.   Continue to provide high‐quality printed material in timely, cost‐efficient manner   Provide effective mail delivery (and counseling services) to all city staff, while ensuring cost effective outgoing mail  service      Expenditure Budget by Category ‐ Communications 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 0 0 267,645 437,337 461,163 462,814 476,151 5.8% 2.9% Part‐Time  Salaries 0 0 27,146 0 2,611 0 0 N/A N/A Overtime 0 0 419 0 2,277 0 0 N/A N/A Personnel  Benefits 0 0 95,590 147,634 160,512 174,448 194,349 18.2% 11.4% Supplies 0 0 72,897 70,432 45,970 70,432 70,432 0.0% 0.0% Other Services  and Charges 0 0 205,429 222,157 214,312 244,478 244,478 10.0% 0.0% Interfund Payments 0 0 0 0 3,974 5,574 5,605 100.0% 0.6% Total 0 0 669,126 877,560 920,227 957,746 991,015 9.1% 3.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Communications 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 0.00 0.00 8.00 6.00 6.50 6.50 6.50 8.3% 0.0% Total FTE 0.00 0.00 8.00 6.00 6.50 6.50 6.50 8.3% 0.0% Temp/Intermit Pay & Ben ‐$           ‐$           32,314$      ‐$           3,117$        ‐$           ‐$           N/A N/A       Budget by Department - Executive 3 - 18 Executive Department Position Listing 2008 2009 2009 2010 2010 2011 2012 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Mayor’s  Office E10 Mayor (Elected) 1.001.001.001.001.001.001.00 M53 Chief Administrative  Officer 1.001.001.001.001.001.001.00 M45 Assistant Chief  Administrative  Officer 1.001.001.001.001.001.001.00 M38 Communications  Director 1.00 1.00 0.00 0.00 0.00 0.00 0.00 M21 Communications  Specialist II 1.00 1.00 0.00 0.00 0.00 0.00 0.00 M17 Executive  Secretary 1.001.001.001.001.001.001.00 N07 Secretary II 1.00 1.00 1.00 0.50 0.50 0.50 0.50 7.00 7.00 5.00 4.50 4.50 4.50 4.50 City  Clerk Division M30 City Clerk/Cable  Manager 1.001.001.001.001.001.001.00 M17 Deputy City Clerk 1.001.001.001.001.001.001.00 A12 Multimedia/Records  Specialist 1.501.001.000.000.000.000.00 A11 Records  Management Coordinator 1.001.001.001.001.001.001.00 A09 Records  Management Specialist 2.50 1.50 1.50 1.50 1.50 1.50 1.50 7.00 5.50 5.50 4.50 4.50 4.50 4.50 Hearing Examiner Services Division M35 Hearing  Examiner 1.00 1.00 1.00 1.00 1.00 0.75 0.00 A07 Hearing Examiner’s  Secretary 1.000.500.500.500.500.380.00 2.00 1.50 1.50 1.50 1.50 1.13 0.00 Communications M38 Communications  Director (from Executive)0.00 0.00 1.00 1.00 1.00 1.00 1.00 M21 Communications  Specialist II (from Executive)0.00 0.00 1.00 1.00 1.00 1.00 1.00 A21 Communications  Specialist II (from Fire&ES)0.00 0.00 1.00 1.00 1.00 1.00 1.00 A13 Print & Mail  Coordinator (from FIT)0.00 0.00 1.00 1.00 1.00 1.00 1.00 A12 Communications  Specialist I  (from Community Svcs) 0.000.002.001.001.001.001.00 A10 Form/Graphic Technician  (Tnsf from FIT)0.00 0.00 1.00 1.00 1.00 1.00 1.00 A07 Print & Mail  Operator (Tnsf from FIT)0.00 0.00 1.00 0.00 0.00 0.00 0.00 A01 Office  Assistant I 0.000.000.000.000.500.500.50 0.00 0.00 8.00 6.00 6.50 6.50 6.50 Total Executive Department 16.00 14.00 20.00 16.50 17.00 16.63 15.50 Note: The  Communication Division is a  new division with FTEs  transferred  from different departments into Executive. History can  be  found in the  other department sections. Total Hearing Examiner Division Grade Title Total Mayor’s  Office Total City Clerk  Division Total Communications Division   Budget by Department - Executive 3 - 19 This page is intentionally left blank  Budget by Department - Executive 3 - 20 CITY ATTORNEY Larry Warren 11.75 FTEs Civil 3.75 FTEs Criminal 6 FTEs Administrative Support 1.0 FTE City Attorney  Budget by Department - City Attorney 3 - 21 City Attorney      Mission Statement  Provide quality legal representation to the City and its employees in a timely, effective, and positive manner.    Description  The City Attorney Department provides legal advice to the City Council, administration, and boards and commissions,  prepares legislation, brings and defends lawsuits, and prosecutes cases in the municipal court.      2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Operating Budget Summary 1,661,225 1,696,096 1,248,380 1,621,295 1,565,597 1,600,531 1,695,841 ‐1.3% 6.0% Position  Summary 0.00 11.75 11.75 11.75 11.75 11.75 11.75 0.0% 0.0%     List of City Attorney Renton Results Decision Packages:    2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100006.0002 City Attorney Prosecution 6.00      563,545           ‐                      6.00      611,003           ‐                       200006.0002 City Attorney Civil 3.75      515,577           ‐                      3.75      546,497           ‐                       600006.0003 City Attorney Administration 2.00      521,409           ‐                      2.00      538,342           ‐                       Total 11.75    1,600,531$      ‐$                11.75    1,695,841$      ‐$                 Budget by Department - City Attorney 3 - 22 City Attorney Performance Measures:    Program Area Strategies Performance Measures 2010 2011 2012 Prepare  complete  adequate  discovery in all cases.99% 99% 99% Be  prepared for hearings  and  trials in all cases.95% 95% 95% Increase the  scope and extent  of electronic exchanges of  information, including full   discovery with defense  attorneys. N/A 50% 50% Attorneys  are available within  the  week to  meet with any  department or division needing  legal assistance. 95% 95% 95% Provide  cl ear and effective  communications that uses  a   variety of channels  and  supports and values   dialogue with our community The  number of pre‐approved  contracts, legislation and code   compliance  forms  and  pleadings will be timely  updated. 50% 60% 75% Routine  legislation and  contract review  will be  performed within one (1) week  of receipt. 95% 95% 95% The  Civil  Section meets it  performance measures.95% 95% 95% The  Prosecution  Section meets  it performance measures.95% 95% 95% The  staff is trained  and cross   trained  and performance  evaluations are timely  performed. 95% 95% 95% Internal Support Equipment and data  that is  reliable and accessible Safety and Health Encourage  the  community to   comply with local, state and  federal  laws Representative Government Provide  open, accessible, and  consistent decision  processes Provide  policy and fiscal   accountability to   stakeholders       Highlight of Budget Changes:   Personnel Benefits increased in 2012 by $43k due to increases in overall city‐wide healthcare costs.   Supplies decreased in 2011 by $20k due to city‐wide budget reductions.   Other Services and Charges decreased in 2011 by $18k due city‐wide budget reductions.    2009/2010 Accomplishments   Successfully defended the photo enforcement cases.   Reviewed City code for changes from criminal citations to civil penalties.   Drafted necessary changes to the enforcement provision in the code.   Trained staff for redundancy in skills, particularly legislation.   Aggressively defended and prevailed on administrative appeals.   Reduced reliance on paper by using technology, where possible.   Switched to electronic files for municipal court case management.   Handled the increased caseload in Renton Municipal Court created by the Benson Hill Annexation.   Finalized the Boeing lease.    Budget by Department - City Attorney 3 - 23 2011/2012 Goals   Successfully defend the appeal of the photo enforcement cases.   Review City code for changes to massage parlor regulations.   Successfully defend the Nicholson appeal of the Shoreline permit.   Train staff for redundancy in skills.      Expenditure Budget by Division ‐ City Attorney 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 City Attorney 1,661,225 1,696,096 1,248,380 1,621,295 1,565,597 1,600,531 1,695,841 ‐1.3% 6.0% Total 1,661,225 1,696,096 1,248,380 1,621,295 1,565,597 1,600,531 1,695,841 ‐1.3% 6.0% Expenditure Budget by Category ‐ City Attorney 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 0 890,900 882,004 984,815 966,769 993,823 1,043,123 0.9% 5.0% Part‐Time  Salaries 0 0 36,540 0 3,260 0 0 N/A N/A Overtime 0 1,000 0 1,000 0 1,000 1,000 0.0% 0.0% Personnel  Benefits 0 486,075 268,970 273,042 290,085 290,889 333,918 6.5% 14.8% Supplies 9,228 42,000 14,356 36,500 7,559 16,500 16,500 ‐54.8% 0.0% Other Services  and Charges 1,648,945 239,200 39,209 60,536 34,768 43,036 43,036 ‐28.9% 0.0% Capital  Outlay 025,00000000N/AN/A Interfund Payments 3,052 11,921 7,301 265,403 263,157 255,283 258,264 ‐3.8% 1.2% Total 1,661,225 1,696,096 1,248,380 1,621,295 1,565,597 1,600,531 1,695,841 ‐1.3% 6.0% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ City Attorney 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 0.00 11.75 11.75 11.75 11.75 11.75 11.75 0.0% 0.0% Total FTE 0.00 11.75 11.75 11.75 11.75 11.75 11.75 0.0% 0.0% Temp/Intermit Pay & Ben ‐$           ‐$           42,256$      ‐$           3,763$        ‐$           ‐$           N/A N/A     City Attorney Department Position Listing 2008 2009 2009 2010 2010 2011 2012 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted City  Attorney M49 City Attorney 0.00 1.00 1.00 1.00 1.00 1.00 1.00 M42 Senior Assistant City Attorney 0.00 2.00 2.00 2.00 2.00 2.00 2.00 M35 Assistant City Attorney 0.00 1.00 1.00 1.00 1.00 1.00 1.00 M35 Chief Prosecuting  Attorney 0.00 1.00 1.00 1.00 1.00 1.00 1.00 M29 Prosecuting  Attorney 0.00 2.00 2.00 2.00 2.00 2.00 2.00 A17 Paralegal 0.00 0.75 0.75 0.75 0.75 0.75 0.75 N14 Administrative Assistant 0.00 1.00 1.00 1.00 1.00 1.00 1.00 A07 Legal  Assistant 0.00 3.00 3.00 3.00 3.00 3.00 3.00 Total City  Attorney  Department 0.00 11.75 11.75 11.75 11.75 11.75 11.75 Grade Title   Budget by Department - City Attorney 3 - 24 MUNICIPAL COURT JUDGE Terry L. Jurado 16.5 FTEs COURT SERVICES Joseph McGuire 15.5 FTEs Infraction Processing   5.0 FTEs Criminal Case Processing 8.0 FTEs Probation               1.5 FTE Court Services  Budget by Department - Court Services 3 - 25   Court Services    Mission Statement  Perform all court functions in accordance with national standards for the benefit of court users and the general public.    Description  The Renton Municipal Court is a court of limited jurisdiction that handles traffic infractions, traffic citations, and criminal  citations issued in the City.    2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Operating Budget Summary 1,744,122 1,779,112 1,819,731 2,011,393 2,007,599 2,104,953 2,177,315 4.7% 3.4% Position  Summary 17.50 17.00 17.00 16.00 16.00 16.50 16.50 3.1% 0.0%     List of Court Services Renton Results Decision Packages:    2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100002.0010 Probation 1.00      93,495            120,000          1.00      97,677            120,000           100004.0004 Business  Licensing and Passports ‐         ‐                      75,000             ‐        ‐                      75,000             100008.0050 Patrol  Services ‐        ‐                      785,465          ‐        ‐                      807,367           150002.0003 Add  0.5 FTE Probation  Officer 0.50      53,286            40,000            0.50      57,269            40,000             200002.0009 Court Administration 2.00      622,637          ‐                      2.00      640,339          ‐                       200002.0010 Infraction  Processing 5.00      477,587          2,074,443       5.00      496,199          2,096,346        200002.0011 Criminal  Case  Processing 8.00      823,948          285,750          8.00      858,831          285,750           250002.0001 Court Audio  Recording System Re p ‐        18,000            ‐                       ‐        27,000            ‐                       250002.0002 Court Video  Arraignment ‐        16,000            ‐                       ‐        ‐                      ‐                       900005.0003 General  Governmental  Fund Reve ‐        ‐                      79,089            ‐        ‐                      80,096             Total 16.50    2,104,953$     3,459,747$     16.50    2,177,315$     3,504,559$       Note:  The Business License office is partly funded by fees collected for processing passports ‐ $75,000.    The Patrol services program is wholly funded by the revenue collected for Red light photo vendor pay ‐ $785,465 (2011) and  $807,367 (2012). Budget by Department - Court Services 3 - 26 Court Services Performance Measures:    Program Area Strategies Performance Measures 2010 2011 2012 Monitor probationers regarding  their opinions of the probation  process for them.  Is it a good use of  their time, does it help them stay in  compliance, were they referred to  proper treatment, etc.  Strive for  70% positive responses. 70% 70% 70% Through utility billing, survey public  regarding knowledge of and  expectations for probation and  other criminal justice functions.   Study responses and adopt usable  suggestions and if necessary  increase public knowledge of  probation purpose and activities. 60% 65% 70% Survey various treatment agencies  regarding differences in  patient/client behavior in those on  probation in Renton vs. other cities  and patients and clients not on  probation.  After a comparative  baseline is established in 2011, set  goals to improve "success." 50% 55% 60% Safety and Health Encourage the community to  comply with local, state and  federal laws   Budget by Department - Court Services 3 - 27 Program Area Strategies Performance Measures 2010 2011 2012 Measure resident's satisfaction with  timeliness and completeness of  information requested from the  court by including a short  questionnaire with the court  response to the requestor.  Plan to  keep satisfaction rating above 90%. 90% 90% 90% The Municipal Court Judge must  stand for election every four years.   The citizens will vote, indicating  their satisfaction with his  administrative abilities. N/A N/A >50% The court will monitor the time  from when the defendant's are  arraigned on a charge until the  charge is adjudicated.  Our goal is to  maintain the national standard of 90  days. 90 Days 90 Days 90 Days Request information from  participants regarding their ability to  get court access and understand the  court process as a participant or  observer, etc.  A rating above 80%  favorable is targeted. 80% 80% 80% Measure resident's satisfaction with  timeliness and completeness of  information requested from the  court.  The court expects to  maintain a minimum of 95% for  timeliness and completeness. 95% 95% 95% Track cost per case using National  Center for State Courts criteria.   Establish baseline in 2010, monitor  and seek to improve (lower) cost in  2011, 2012.  $125 $125 $125  Representative Government Policy and program decisions  reflecting community values Provide open, accessible, and  consistent decision processes Provide policy and fiscal  accountability to stakeholders     Highlight of Budget Changes:   Regular Salaries and Personnel Benefits increased in 2011 by $80k due to addition of 0.5 Probation Officer.   Personnel Benefits increased in 2012 by $49k due to increased overall city medical costs.   Part‐Time Salaries increased in 2011 by $81k due to Pro Tem Judges being process through payroll instead of Other  Services and Charges.   Transfers increased in 2011 by $8k due to the new program request of the Court Audio Recording System  Replacement.    Budget by Department - Court Services 3 - 28   2009/2010 Accomplishments   Develop and implement methods to set baselines for budgetary performance measures.   Continue staff training efforts.  Due to budgetary constraints move toward online training when available   Utilize grant funding to develop initial and implement initial portion of City‐wide Imaging and Document  Management System.   Grant funding will be used to fund new Probation Case Management system.     2011/2012 Goals   Continue growth in use of Renton Results for meaningful budgets and recognizable results.   Continue ongoing staff training to keep pace with changes in laws, ordinances and court rules and advances in  technology the court is able to implement.   Increase usage of Electronic Content Management System and LawBase Probation case management system to  lessen the slow manual burden of using only paper records.    Pursue opportunities to “do more with less” into the future.     Expenditure Budget by Division ‐ Court Services 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Court Services 1,744,122 1,779,112 1,819,731 2,011,393 2,007,599 2,104,953 2,177,315 4.7% 3.4% Total 1,744,122 1,779,112 1,819,731 2,011,393 2,007,599 2,104,953 2,177,315 4.7% 3.4% Expenditure Budget by Category ‐ Court Services 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 979,737 1,037,875 1,033,164 1,021,922 1,026,182 1,070,993 1,099,485 4.8% 2.7% Part‐Time  Salaries 19,498 16 16,835 0 69,421 81,000 81,000 100.0% 0.0% Overtime 20,085 9,948 32,676 29,964 20,428 29,964 29,964 0.0% 0.0% Personnel  Benefits 365,169 426,772 406,569 385,221 385,474 416,216 465,233 8.0% 11.8% Supplies 11,264 7,700 8,244 7,700 9,311 7,700 7,700 0.0% 0.0% Other Services  and Charges 197,633 168,357 204,275 218,358 155,291 137,358 137,358 ‐37.1% 0.0% Interfund Payments 150,735 128,444 117,968 348,228 341,493 353,722 356,575 1.6% 0.8% Transfer Out 0 0 0 0 0 8,000 0 100.0%‐100.0% Total 1,744,122 1,779,112 1,819,731 2,011,393 2,007,599 2,104,953 2,177,315 4.7% 3.4% Staffing Levels by Division ‐ Court Services 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Court Services 17.50 17.00 17.00 16.00 16.00 16.50 16.50 3.1% 0.0% Total FTE 17.50 17.00 17.00 16.00 16.00 16.50 16.50 3.1% 0.0% Temp/Intermit Pay & Ben 21,631$      36$             18,567$      ‐$           78,879$      81,000$      81,000$      100.0% 0.0%      Budget by Department - Court Services 3 - 29 Court Services  Department Position Listing 2008 2009 2009 2010 2010 2011 2012 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Court Services E11 Municipal  Court Judge (Elected) 1.001.001.001.001.001.001.00 M38 Court Services  Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A18 Probation  Officer 1.501.001.001.001.001.501.50 A15 Judicial  Specialist (Lead)2.00 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 1.00 A08 Judicial  Specialist 10.00 10.00 10.00 10.00 10.00 10.00 10.00 A10 Probation  Clerk 1.001.001.000.000.000.000.00 17.50 17.00 17.00 16.00 16.00 16.50 16.50Total Court Services Division Grade Title   Budget by Department - Court Services 3 - 30 ADMINISTRATOR Alex Pietsch 47.5 FTEs Development Services Neil Watts 28.50 FTEs Development Engineering Building Inspections and  Permits Code Compliance Planning Chip Vincent 13 FTEs Current Planning Long Range Planning Technical Services Economic Development  Suzanne Dale Estey 4 FTEs Economic Development Renton Farmers Market Municipal Arts Commission Intergovernmental  Relations Administrative Support 1 FTE Hotel/Motel Advisory  Committee Community and Economic Development  Budget by Department - Community and Economic Development 3 - 31 Community and Economic Development  Mission Statement  Enhance the vitality and livability of the Renton community by promoting a prosperous economy and quality  neighborhoods, through economic development, sound urban planning, and streamlined land use regulation.     Core Businesses and Services  The Department of Community 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 residents, the  business community and other community organizations to enhance the economic prosperity, vitality, and livability of the  community for Renton citizens.  In addition, CED coordinates the City’s intergovernmental relations, advocating Renton’s interest at the county, regional,  state, and federal levels, coordinates the Renton Community Marketing Campaign, which is funded in part by the City’s  Lodging Tax, and provides staff support for the Renton Farmers Market and the City’s Planning and Municipal Arts  Commissions.   In 2008, the Economic Development, Neighborhoods, and Strategic Planning Department merged with the Development  Services Division of the Planning, Building, and Public Works Department to become the Department of Community and  Economic Development (CED).   In early 2010, the Property/Technical Services Division moved to CED’s Planning Division  from the Public Works Department.  In 2011, the Neighborhood Program was moved to the Community Services  Department.    Coordination amongst the three CED divisions and its 14 programs is essential, as each has an important role to play in  achieving the Vision, Mission and Goals of the City. CED plays a leadership role in the fulfillment of a significant number of  the City's Business Plan Goals and Action Items. All five Business Plan Goals are directly related to the work of CED's  programs.     2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Operating Budget Summary 6,438,793 7,429,829 6,921,997 6,608,470 6,937,715 6,453,044 6,770,274 ‐2.4% 4.9% CIP Budget Summary 157,346 85,000 131,387 100,000 459,463 584,000 0 484.0%‐100.0% Position  Summary 67.10 60.50 60.50 48.00 48.00 47.50 47.50 ‐1.0% 0.0%     Budget by Department - Community and Economic Development 3 - 32 List of Community and Economic Development Renton Results Decision Packages:     2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100007.0003 Code  Enforcement program 4.00      417,395           ‐                      4.00      435,881           ‐                       100007.0004 Building Permits  & Inspection Pro 12.50    1,332,898       2,488,266       12.50    1,399,428       2,561,642        200007.0002 Intergovernmental  Relations 0.25      153,674           ‐                      0.25      155,661           ‐                       300007.0014 Long Range  Planning 4.33      520,489           ‐                      4.33      549,217           ‐                       300007.0015 Current Planning 6.33      658,694          89,095            6.33      696,000          98,896             300007.0016 Hotel  Motel  Fund ‐        245,000          245,000          ‐        265,000          265,000           300007.0017 Arts  & Culture 0.50      54,007            ‐                      0.50      56,928            ‐                       300007.0018 Farmers  Market ‐        47,875            52,500            ‐        49,150            60,500             300007.0020 Economic Development 3.25      432,219          ‐                      3.25      453,098          ‐                       300007.0021 1% for the  Arts ‐        50,000            15,000            ‐        50,000            15,000             300007.0023 CED  Administration 2.00      928,729          ‐                      2.00      958,050          ‐                       500007.0002 Public Works  Permits  and Inspecti 10.00    1,124,036       63,230            10.00    1,179,493       70,174             550007.0001 Rainier Ave  Project Inspections 2.00      207,766          205,891          2.00      225,113          219,397           600007.0003 Technical  and Property Services 2.33      280,263          ‐                      2.33      297,255          ‐                       700005.0004 Indirect Cost Transfer Multi  Depts ‐        ‐                      524,843          ‐        ‐                      540,319           Total Operating 47.50    6,453,044       3,683,825       47.50    6,770,274       3,830,928        300007.0024 Sunset SubArea  Plan ‐        584,000          ‐                       ‐        ‐                      ‐                       Total CIP ‐        584,000          ‐                       ‐        ‐                      ‐                       Total 47.50    7,037,044$     3,683,825$     47.50    6,770,274$     3,830,928$       Budget by Department - Community and Economic Development 3 - 33 Community and Economic Development Performance Measures:  Program Area Strategies Performance Measures 2010 2011 2012 Permit review times for single family  applications <3 weeks  <2 weeks <2 weeks Response time for inspection  requests (within 24 hours)75% 95% 95% Compliance achieved through  voluntary action at a set percentage 70% 70% 70% Accomplishment or significant  progress made on each of the top  priorities in the state and federal  legislative agendas N/A N/A N/A Annuals sales tax growth at rate  higher than King County >2% >2% >2% Increase annual property tax  revenue associated with new  construction >3% >1% >1.5% Process land use decisions requiring  a decision by the Hearing Examiner  within 12 weeks of receipt of  complete application 67% 80% 80% Ensure all planning laws (GMA,  SMA, EPA and Subdivision) are  current and meet the city's  objectives N/A 100% 100% Community funding leveraged to  support arts and culture activities >$8,000 >$7,000 >$7,000 Increase total revenue to the  market through vendor fees and  sponsorships $18,000 $63,000 $65,000  Percentage of previous calendar  year's Lodging Tax collection  deployed toward tourism‐related  (business and leisure) marketing  activities 100% 100% 100% We are seeking proposals that  create clean, safe, healthy, well‐ maintained, and accessible places Successfully implement 1% for Art  Project(s)1 project 1 project 1 project Utilities and Environment Compliance with environmental  standards and laws Permit review times for  construction permits <3 weeks <3 weeks <3 weeks Technical reviews of development  proposals processed within two  weeks 80% 80% 80% Safety and Health Encourage the community to  comply with local, state and  federal laws Representative Government Advocate community interest in  regional, state, and federal  forums Timely responsiveness and  “Projection of effort” when the  community cannot help itself Provide avenues for residents to  meet their social, educational,  personal, and professional needs  and that foster community  engagement and dialogue Create a vibrant and diverse local  economy Equipment and data that is  reliable and accessible Support managed growth that  balances community needs Internal Support Livable Community     Budget by Department - Community and Economic Development 3 - 34 Expenditure Budget by Division ‐ Community & Economic Development 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Administration 383,033 566,786 534,983 795,312 873,047 1,174,263 1,223,584 47.6% 4.2% Economic Development 1,879,427 1,392,340 1,246,425 1,327,641 1,343,747 737,775 764,837 ‐44.4% 3.7% Planning 0 1,626,602 1,525,460 1,499,834 1,774,508 1,459,446 1,542,472 ‐2.7% 5.7% Development Services 4,178,031 3,844,101 3,615,129 2,985,683 2,946,413 3,081,560 3,239,380 3.2% 5.1% Operating Total 6,440,491 7,429,829 6,921,997 6,608,470 6,937,715 6,453,044 6,770,274 ‐2.4% 4.9% CIP 157,346 85,000 131,387 100,000 459,463 584,000 0 484.0%‐100.0% Total 6,597,837 7,514,829 7,053,384 6,708,470 7,397,178 7,037,044 6,770,274 4.9%‐3.8% Expenditure Budget by Category ‐ Community & Economic Development 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 3,820,271 4,292,787 4,037,416 3,679,999 3,667,333 3,648,024 3,768,201 ‐0.9% 3.3% Part‐Time  Salaries 57,462 66,333 35,731 30,857 83,372 46,145 46,145 49.5% 0.0% Overtime 57,490 36,755 46,412 36,658 51,468 34,929 34,929 ‐4.7% 0.0% Personnel  Benefits 1,301,371 1,641,755 1,406,131 1,156,729 1,218,955 1,235,605 1,395,803 6.8% 13.0% Supplies 33,545 52,615 23,512 56,590 18,585 47,222 47,322 ‐16.6% 0.2% Other Services  and Charges 896,500 883,221 930,544 891,015 1,179,924 665,547 686,121 ‐25.3% 3.1% Intergovernmental  Se rvices 65 0 0 0 44 0 0 N/A N/A Capital  Outlay 11,400 0 2,250 50,000 21,743 50,000 50,000 0.0% 0.0% Interfund Payments 213,608 456,363 440,001 706,623 696,291 725,573 741,753 2.7% 2.2% Transfer Out 48,780000000N/AN/A Operating Total 6,440,491 7,429,829 6,921,997 6,608,470 6,937,715 6,453,044 6,770,274 ‐2.4% 4.9% CIP 157,346 85,000 131,387 100,000 459,463 584,000 0 484.0%‐100.0% Total 6,597,837 7,514,829 7,053,384 6,708,470 7,397,178 7,037,044 6,770,274 4.9%‐3.8% Staffing Levels by Division ‐ Community & Economic Development 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Administration 0.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Economic Development & N 17.50 7.00 7.00 5.50 5.50 4.00 4.00 ‐27.3% 0.0% Planning 0.00 16.00 16.00 14.00 14.00 13.00 13.00 ‐7.1% 0.0% Development Services 49.60 35.50 35.50 26.50 26.50 28.50 28.50 7.5% 0.0% Total FTE 67.10 60.50 60.50 48.00 48.00 47.50 47.50 ‐1.0% 0.0% Temp/Intermit Pay & Ben 63,590$      81,155$      39,707$      36,111$      96,466$      51,399$      51,399$      42.3% 0.0%     Highlight of Budget Changes:   Regular/Part‐time Salaries, and Personnel Benefits changed due to the following:  o Neighborhood Program moved to Community Services resulting in an decrease of 1.5 FTE (Neighborhood  Coordinator (‐1 FTE) and Neighborhood Program Assistant (‐0.5 FTE))  o Addition of construction inspectors dedicated to Rainier Avenue Improvement Project (2 FTE‐Limited Term)  o Reduction of Property Services Specialist position (‐1 FTE)   CIP increased by $484k as a result of funding for the Sunset SubArea Redevelopment plan for 2011 only     Budget by Department - Community and Economic Development 3 - 35 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.    2010 Accomplishments     Closely monitored expenditures and revenues to keep within budget even though revenues were significantly  lower than 2009.   Maintained extremely high level of service and exceeded most performance goals despite a staff reduction of 12.5  FTE.    2011/2012 Goals   Continue to work within CED and all city departments to maximize employee satisfaction and performance and  find additional organizational and system improvements and efficiencies.    Expenditure Budget by Category ‐ Administration 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 0 205,299 201,196 210,792 210,787 212,793 217,940 0.9% 2.4% Overtime 0001,729000‐100.0% N/A Personnel  Benefits 0 66,487 64,074 61,254 63,270 65,121 73,720 6.3% 13.2% Other Services  and Charges 382,969 295,000 269,714 245,000 293,652 245,000 265,000 0.0% 8.2% Intergovernmental  Services65000000N/AN/A Interfund Payments 0 0 0 276,537 305,339 651,349 666,924 135.5% 2.4% Operating Total 383,033 566,786 534,983 795,312 873,047 1,174,263 1,223,584 47.6% 4.2% CIP 157,346 85,000 131,387 100,000 459,463 584,000 0 484.0%‐100.0% Total 540,380 651,786 666,370 895,312 1,332,510 1,758,263 1,223,584 96.4%‐30.4% Staffing Levels by Division ‐ Administration 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 0.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Total FTE 0.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0%   Budget by Department - Community and Economic Development 3 - 36 Economic Development Division    Mission Statement  Enhance the vitality and livability of the Renton community by promoting a prosperous and diverse economy.    2009/2010 Accomplishments     Livable Community    Economic Development    Continued to strengthen ongoing business recruitment and retention/expansion program, including assisting  several new companies as well as long‐term employers facing business challenges or considering relocation.   Spearheaded efforts to retain employers in the Valley and minimize recruitment fallout from significant real estate  market impacts of potential flooding due to vulnerabilities at the Howard Hanson Dam.  Office vacancy rate  remained relatively low (7.5%), compared with other cities in the Puget Sound region.  Successfully recruited new  employers and assisted with openings, including DHL Global (220 jobs), Integra Telecom (200 jobs), Schwartz  Brothers Bakery and new tenants to Cedar River Corporate Park, Downtown, Southport, Cascade Village and  Renton Village.   Helped recruit and then launch Waterways Cruises new daily and charter events on Lake Washington, bringing  over 7,000 visitors to Renton in its first year of operation.   In partnership with the Renton Community Marketing Campaign, Renton Chamber of Commerce and Renton  Reporter, continued to execute the “Shop Renton, Buy Ahead of the Curve” program and effectively used the  related CurveCard tool to support local businesses. More than 100,000 CurveCards were distributed and over 220  businesses are participating in the program.  Executed business outreach programs, including promotion of Shop  Renton, in all neighborhood business districts throughout the city.     Worked with the Renton Small Business Development Center (SBDC) to provide no‐cost, one‐on‐one business  advisor services to area’s small businesses and entrepreneurs, including Small Business Fair and “Survive and  Thrive” workshops.     Continued to foster redevelopment efforts in the South Lake Washington area, including working with the  property owners and other City departments in this emerging district.  Worked with developers of The Landing as  more high quality restaurant and retail tenants held their grand openings in the 46‐acre, $300 million, mixed‐use  development.  Landing retailers’ sales have increased over 8% over 2009 and 6 restaurants’ sales have increased  31% over 2009.  Assisted with development of first annual community events, including the first and very  successful Seahawks 12K at The Landing.  Supported completion of and leasing of Fairfield apartments, which will  be 50% leased by end of 2010. Supported sale by Boeing of Lakeshore Landing property south of The Landing.   Spearheaded media campaign and community mobilization surrounding Seattle Seahawks’ second Training Camp  in Renton, which grew to bringing over 22,000 visitors to Renton.   Worked with developer on land use submission for significant redevelopment of Quendall Terminals.    Supported completion and opening of Valley Medical Center’s $200 million expansion project and continued to  nurture strong health services sector, including Providence Health & Services continued growth.   Supported successful initial implementation of Sunset Area Investment Strategy and the Highlands Task Force II  recommendations and promote a public and private capital investment in the area.  Supported Renton Housing  Authority’s progress on redevelopment of Sunset Terrace and the Renton School District plans to develop a “family  village” and early learning center at the Hillcrest Elementary property.  Supported opening and successful leasing  of Harrington Square Apartments, successful inaugural Renton International Festival at the Hi‐Land Shopping  Center, the development and opening of Grocery Outlet, a $1 million investment in this area, and the development  of new neighborhood associations in this area.   Supported completion of Compass regional Veterans Center and development of Habitat for Humanity’s La  Fortuna affordable housing project.   Strengthened communication and coordination with Renton aerospace companies and the statewide Aerospace  Futures Alliance.  Continued to facilitate strong relationship with The Boeing Company, including ongoing  interdepartmental coordination to ensure seamless interfaces with City.  Boeing signed a 20 year lease for the  Budget by Department - Community and Economic Development 3 - 37 Renton Municipal Airport, continues to have over 2,000 outstanding 737 orders (worth more than $157 billion)  and announced it intends to increase 737 production rates from 31.5 per month to 38 by 2013.  In partnership with community stakeholders, continued to promote Renton as the “Center of Opportunity”  through the use of updated promotional video, print advertising, proactive e‐mails and strategic use of social  media, event sponsorship and speaking engagements.      Renton Farmers Market   Facilitated record setting vendor participation, increased diversity of goods for sale and record attendance of 55  vendors and 4,000 visitors each week.   Developed and implemented a plan to make the market financially self‐sustaining by increasing market revenues  and private sponsorships and a Friends of the Market donation program.   Successfully extended market season and implemented new advertising techniques to increase attendance.   Continued to increase beneficial connections between the Market and Renton businesses.    Neighborhood Program    Strengthened and expanded the Neighborhood Program, which now serves 63 recognized neighborhoods, with  volunteer city staff liaisons assigned to each neighborhood, and held 23 neighborhood picnics (from 43  neighborhoods) serving nearly 5,300 people.     Successfully promoted the Neighborhood Grant Program and funded $83,000 toward grant projects.    Developed new quarterly leadership workshops to regularly provide tools and information to neighborhood  leaders to ensure their success.     Arts & Culture   Completed a five‐year Arts & Culture Master Plan, which will help the City and community increase and direct  resources to ensure arts and culture are an integral part of the Renton community in the future.   Strengthened Municipal Arts Commission’s participation, work program and focus.   Strengthened collaboration with arts community and built on existing partnerships with Neighborhood Program,  4Culture (King County) and State Arts Commission to identify and implement art projects and strengthen cultural  activities throughout the City.   Successfully worked with Public Works to fund and develop a 1% for Art project along Logan Avenue North.   Executed successful third annual Renton FilmFrenzy, increasing participation and strengthening Curvee Awards  Gala and Downtown FilmWalk.    Representative Government    Intergovernmental Relations   Successfully advocated for the City’s adopted State and Federal Legislative Agendas:  o Helped organize regional coalition which secured $44 million for repairs to Howard Hanson Dam.  o Secured $1.25 million in state funding and $5 million in future state freight mobility funding for  Strander/SW 27th Street.  o Secured $12 million in Local Revitalization Financing for South Lake Washington.  o Helped build broad coalition and stimulate future legislative action on managed lane/tolling as a strategy  to fund the expansion of the heavily congested I‐405 corridor.  o Established long‐term and sustainable funding for Renton Small Business Development Center.  o Secured funding for Renton Avenue business district improvements in West Hill/Skyway and secured  utility taxing authority for water‐sewer districts in city to help close the annexation funding gap with  intergovernmental and private/non‐profit funding and begin to revitalize this community.  o Passage of legislation to preserve Brokered Natural Gas taxing authority, saving approximately $400,000  for Renton.  o Passage of legislation to address risks of potential flooding and facilitate insurance coverage by  businesses, as well as liability immunity for City in flood situations.  Budget by Department - Community and Economic Development 3 - 38   2011/2012 Goals     Livable Community     Economic Development    Attract new businesses and new development to Renton to increase employment opportunities and sales and  property tax revenue, and continue to promote Renton as the “Center of Opportunity” for businesses. Continue to  strengthen business retention/expansion efforts, addressing existing employers’ needs as they arise.  Successfully  engage in relocation process of the Federal Aviation Administration and support its potential expansion in Renton.   Continue to foster redevelopment efforts in the South Lake Washington area, including working with the property  owners and other City departments in this emerging district.  Continue to help foster the successful tenanting of  The Landing and Fairfield Residential developments.  Work with new owners of Boeing’s recently sold Lakeshore  Landing property to stimulate additional development adjacent to The Landing.    Continue to support progress at Southport, moving forward on redevelopment of portions of Puget Sound Energy  property, assisting with hotel and tenant recruitment as possible, and continuing efforts to proceed with  extension of Park Avenue from The Landing to Southport.   Assist with successful construction of Hawks Landing hotel and related infrastructure projects in this area.  Continue to support and help spark Environmental Protection Agency’s clean up efforts and redevelopment of  Quendall Terminals.    Help spark continued development of Boeing property at Longacres.   Continue work with the full range of stakeholders to stimulate further revitalization of Downtown Renton and  strengthened neighborhood business districts throughout the City. Support establishment of commercial business  district organizations and ongoing meetings and events in Downtown, Sunset/Highlands and the Benson/Cascade  areas.   Assist with successful initial implementation of Sunset Area Investment Strategy, including pursuit of  intergovernmental funding for infrastructure and other needs and funding for Renton Housing Authority’s efforts,  supporting progress on redevelopment of Sunset Terrace and mixed‐use redevelopment of these properties in the  future and Renton School District’s plans for Hillcrest Elementary School site.  Encourage maximizing leveraging  and coordination of City‐wide resources and investments in this area.   Pursue West Hill/Skyway assistance package to help close the annexation funding gap with intergovernmental and  private/non‐profit funding and begin to radically revitalize this community.   Capitalize on opportunities involved in public works projects such as the Rainier Avenue Improvements Project,  and help execute effective business outreach and problem solving.    Further establish Renton‐based aerospace working group and effectively leverage participation in statewide  Aerospace Futures Alliance and Washington Aerospace Partnership to retain, expand, and recruit new aerospace  jobs.   Support development of City’s Clean Economy Strategy and identify opportunities to attract clean technology  companies and use rollout of electric vehicle program to create investment opportunities in Renton.   Better promote Renton’s tax and fee competitiveness and economic development incentives through collateral  and website.   Utilize existing incentives to continue to foster a diverse array of increased housing opportunities in Renton.    Continue to strategically and aggressively seek partnerships and assistance from State Department of Commerce,  enterpriseSeattle and regional economic development efforts such as the Prosperity Partnership.    Renton Farmers Market     Run a financially self‐sustaining market   Continue to increase private sponsorship funding and community donations to the Renton Farmers Market.     Continue to strengthen the Market’s systems and documentation of procedures and volunteer recruitment.   Continue to increase beneficial connections between the Market and Renton businesses.  Budget by Department - Community and Economic Development 3 - 39  Successfully execute expansion of the Market to Valley Medical Center.    Neighborhood Program    Note: In 2011, the Neighborhood Program was reorganized in to the Community Services Department. Please see  Community Services section for the program’s 2011/2012 goals    Arts & Culture   Continue to help foster a “creative class” and new economy environment through enhancement of arts and  culture in Renton.   Increase grant and intergovernmental revenues for arts and culture throughout city.   Successfully implement a 1% for Art project.   Effectively begin implementation of the Arts & Culture Master Plan to help the City and community increase and  direct resources to ensure arts and culture are an integral part of the Renton community.   Lead successful Renton Film Frenzy IV and inaugural SIFF‐Renton (Seattle International Film Festival).    Representative Government    Intergovernmental Relations   Advocate for the City’s adopted State and Federal Legislative Agendas, with specific focus on:  o Promoting Renton’s interests and pursue funding opportunities for infrastructure and economic  development in partnership with the City’s county, state, and federal representatives.  o In coalition with Green River Valley cities and King County, secure funding and establish long‐term funding  programs for upgrades and FEMA certification of Green River levee system.   o Passage of legislation to proceed with recommendation of the  WSDOT’s Eastside Corridor Tolling Study to  address the heavily congested I‐405 corridor.  o Securing funding to support implementation of the Sunset Area Community Investment Strategy (see  above).  o Pursue West Hill/Skyway assistance package to help close the annexation funding gap with  intergovernmental and private/non‐profit funding and begin to revitalize this community.      Expenditure Budget by Category ‐ Economic Development 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 965,941 509,162 467,724 450,339 456,707 343,869 354,519 ‐23.6% 3.1% Part‐Time  Salaries 35,422 50,788 35,179 15,300 30,292 30,600 30,600 100.0% 0.0% Overtime 2,891 500 167 500 0 500 500 0.0% 0.0% Personnel  Benefits 337,417 228,993 165,721 143,051 143,409 112,122 127,232 ‐21.6% 13.5% Supplies 14,276 12,618 8,632 12,618 8,711 9,200 9,300 ‐27.1% 1.1% Other Services  and Charges 363,193 271,916 264,751 316,009 379,801 184,481 185,656 ‐41.6% 0.6% Capital  Outlay 11,400 0 2,250 50,000 21,743 50,000 50,000 0.0% 0.0% Interfund Payments 100,108 318,363 302,001 339,824 303,041 7,004 7,031 ‐97.9% 0.4% Transfer Out 48,780000000N/AN/A Total 1,879,427 1,392,340 1,246,425 1,327,641 1,343,747 737,775 764,837 ‐44.4% 3.7% Staffing Levels by Division ‐ Economic Development 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 17.50 7.00 7.00 5.50 5.50 4.00 4.00 ‐27.3% 0.0% Total FTE 17.50 7.00 7.00 5.50 5.50 4.00 4.00 ‐27.3% 0.0% Temp/Intermit Pay & Ben 39,047$      60,142$      39,070$      15,300$      34,816$      30,600$      30,600$      100.0% 0.0%   Budget by Department - Community and Economic Development 3 - 40 Planning Division    Mission Statement  Direct Renton’s growth based on community values, promoting a high quality of life for residents and prosperity for  businesses, through sound planning and zoning, while ensuring predictability for customers.    2010 Accomplishments    Livable Community     Long Range Planning   Completed the City Center Community Framework Plan.   Completed the state‐mandated update to the City’s Shoreline Master Program.   Worked in coordination with Fire, Community Services, and Public Works Departments, and school districts  to  begin development of an impact fee program.   Continued to update the City Comprehensive Plan to meet the state‐mandated seven‐year review.   Continued to amend City Development Regulations to better implement the Comprehensive Plan by refining and  streamlining the regulations, and making them easier to understand and administer.   Processed three annexations, Sierra Heights Elementary, Maplewood Elementary and Kendall which together  added 52 acres to the City   Supported implementation of the Sunset Area Community Investment Strategy.  Worked with the Renton Housing  Authority in its efforts to redevelop the Sunset Terrace housing development and initiate a programmatic,  neighborhood‐level Planned Action Environmental Impact Statement in partnership with Community Services  (Parks) and Public Works (Transportation and Utilities) staff.    Current Planning   Met established time line performance measures for:  pre‐application requests, new commercial & single family  reviews, administrative decisions and decisions requiring Hearing Examiner review.   Completed the environmental analysis for the proposed Port Quendall mixed use development project which is  currently a designated Superfund site.   Completed Planned Urban Developments (PUD) for Eagle Ridge, Chelan Creek and Springbrook.   Conducted 52 development pre‐application requests.   Processed 91 SEPA/Land Use Permit.    Property/Technical Services   Continued to inventory and catalog the City’s monuments and survey network.   Development reviews were processed within established timelines.   Completed a new ortho layer for the City’s GIS system.   Updated the City’s GIS Land Info data source.   Continued participation in the County’s TNET consortium.    2011/2012 Goals  Livable Community     Long Range Planning   Continue to update the City Comprehensive Plan to meet the state‐mandated seven‐year review.   Complete and present for the City Council’s consideration the City Center Community Plan and complete at least  one additional community plan.   Continue to amend City Development Regulations to better implement the Comprehensive Plan by refining and  streamlining the regulations, and making them easier to understand and administer.   Process annexations as residents and property owners express a desire to become a part of Renton.  Budget by Department - Community and Economic Development 3 - 41  Support implementation of the Sunset Area Community Investment Strategy.  Work with the Renton Housing  Authority in its efforts to redevelop the Sunset Terrace housing development and implement a programmatic,  neighborhood‐level Planned Action Environmental Impact Statement in partnership with Community Services  (Parks) and Public Works (Transportation and Utilities) staff.   Work with City departments to create a clean economy energy strategy.   Provide support and assistance to Community Services for the update of the Parks and Open Space Plan.    Current Planning   Meet or exceed department goals for timely review of pre‐application requests, permit applications, and land use  decisions.     Property/Technical Services   Maintain a current and accurate survey network.   Meet or exceed department goals for timely review of development applications.   Ensure that all right of way (ROW) acquisitions meet WSDOT criteria.   Develop and maintain GIS databases and other data and information sources to support ongoing operations within  CED.   Continue participation in the County’s TNET consortium.      Expenditure Budget by Category ‐ Planning 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 0 1,042,964 912,923 957,594 1,021,506 951,016 989,256 ‐0.7% 4.0% Part‐Time  Salaries 0 0 0 12 8,070 0 0 ‐100.0% N/A Overtime 0 6,140 5,171 6,395 4,844 6,395 6,395 0.0% 0.0% Personnel  Benefits 0 397,220 335,155 306,930 343,393 329,330 374,116 7.3% 13.6% Supplies 0 11,999 3,136 18,950 3,829 11,500 11,500 ‐39.3% 0.0% Other Services  and Charges 0 168,279 269,075 209,954 392,866 161,205 161,205 ‐23.2% 0.0% Total 0 1,626,602 1,525,460 1,499,834 1,774,508 1,459,446 1,542,472 ‐2.7% 5.7% Staffing Levels by Division ‐ Planning 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 0.00 16.00 16.00 14.00 14.00 13.00 13.00 ‐7.1% 0.0% Total FTE 0.00 16.00 16.00 14.00 14.00 13.00 13.00 ‐7.1% 0.0% Temp/Intermit Pay & Ben ‐$           ‐$           ‐$           12$             9,263$        ‐$           ‐$            ‐100.0% N/A Budget by Department - Community and Economic Development 3 - 42 Development Services Division    Mission Statement  Create and maintain a safe and pleasant physical environment by ensuring compliance with codes and land use regulations  and assisting the public and the development community through the regulatory process.    2010 Accomplishments     Safe and Healthy Community:    Building Permit Review and Inspection   Exceeded department goals by responding to building requests within 24 hours more than 97% of the time.    Exceeded department goals by completing building permit applications for new single‐family houses in two weeks  or less more than 95% of the time.    Completed reviews for commercial and multi‐family building permits completed in three weeks or less in for all  submittals.      Code Compliance   Made contact with the customer requesting assistance from code enforcement within one working day of  receiving the request 90 percent of the time.   Exceeded department goals by achieving resolution to code compliance requests through voluntary action more  than 90% of the time. Code compliance resolution was achieved within 15 days from complaint on average.    Continued to become more pro‐active, with more than 50 percent of code compliance cases generated without a  private citizen request, and all sites with verified code compliance violations in the last year were checked at least  every three months to verify continued compliance.      Utilities and Environment:  Public Works Plan Review and Inspection   Achieved the department goal by completing public works plan review for construction permits in 10 days or less  more than 80% of the time.     Completed review comments for land use submittals and pre‐application submittals on time for all submittals.    2011/2012 Goals     Safe and Healthy Community:  Building Permit Review and Inspection   Meet or exceed departmental goals for timely review of building applications.   Convert Renton’s permitting system to a new web‐based permitting and inspection system to allow for more  efficient business processes and enhanced communications with our citizens.  This new system will allow for  improved on‐line permitting, improved status and permitting information for customers and citizens, and  electronic submittal of permit plans and applications     Code Compliance   Meet or exceed departmental goals for timely response to customer complaints.   Meet or exceed departmental goals for timely resolution of code compliance complaints and voluntary  compliance.    Remain pro‐active, with more than 50 percent of code compliance cases generated without a private citizen  request, and all sites with verified code compliance violations in the last year were checked at least every three  months to verify continued compliance.      Utilities and Environment:    Budget by Department - Community and Economic Development 3 - 43 Public Works Plan Review and Inspection   Meet or exceed departmental goals for timely review of public works plan review of construction permits, and land  use and pre‐application submittals.   Ensure timely and thorough inspections of the Rainier Avenue Improvement Project to facilities on budget and on  schedule completion. Provide inspection‐related documentation for the project in compliance with grant reporting  requirements.     Expenditure Budget by Category ‐ Development Services 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 2,854,329 2,535,362 2,455,574 2,061,274 1,978,334 2,140,346 2,206,486 3.8% 3.1% Part‐Time  Salaries 22,040 15,545 552 15,545 45,010 15,545 15,545 0.0% 0.0% Overtime 54,600 30,115 41,074 28,034 46,624 28,034 28,034 0.0% 0.0% Personnel  Benefits 963,954 949,055 841,181 645,494 668,884 729,032 820,735 12.9% 12.6% Supplies 19,269 27,998 11,744 25,022 6,045 26,522 26,522 6.0% 0.0% Other Services  and Charges 150,339 148,026 127,005 120,052 113,606 74,861 74,260 ‐37.6%‐0.8% Interfund Payments 113,500 138,000 138,000 90,262 87,911 67,220 67,798 ‐25.5% 0.9% Total 4,178,031 3,844,101 3,615,129 2,985,683 2,946,413 3,081,560 3,239,380 3.2% 5.1% Staffing Levels by Division ‐ Development Services 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 49.60 35.50 35.50 26.50 26.50 28.50 28.50 7.5% 0.0% Total FTE 49.60 35.50 35.50 26.50 26.50 28.50 28.50 7.5% 0.0% Temp/Intermit Pay & Ben 24,544$      21,013$      636$           20,799$      52,387$      20,799$      20,799$      0.0%0.0%       Budget by Department - Community and Economic Development 3 - 44 Community & Economic Development Position Listing (1 of 2) 2008 2009 2009 2010 2010 2011 2012 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration Division M49 Economic Development Administrator 0.001.001.001.001.001.001.00 N14 Administrative Assistant 0.001.001.001.001.001.001.00 Total Administration Division 0.00 2.00 2.00 2.00 2.00 2.00 2.00 Economic  Development Division M49 Economic Development Administrator 1.000.000.000.000.000.000.00 M38 Economic Development Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M38 Planning Director 1.00 0.00 0.00 0.00 0.00 0.00 0.00 M33 Long  Range Planning Manager 1.000.000.000.000.000.000.00 M32 Community Dev Project Manager 1.001.001.001.001.001.001.00 A25 Neighborhood  Coordinator 1.001.001.001.001.000.000.00 A24 Sr. Economic Development Specialist 1.001.001.001.001.001.001.00 A24 Senior Planner 2.000.000.000.000.000.000.00 A20 Associate Planner 2.000.000.000.000.000.000.00 A20 Economic Development Specialist 1.001.001.000.000.000.000.00 A18 Neighborhood  Program  Specialist 1.000.000.000.000.000.000.00 A16 Neighborhood  Program  Assistant 0.001.001.000.500.500.000.00 A16 Assistant planner 1.000.000.000.000.000.000.00 N14 Administrative Assistant 1.000.000.000.000.000.000.00 A09 Admin  Secretary I 1.001.001.001.001.001.001.00 A09 Planning Technician I 1.000.000.000.000.000.000.00 A05 Secretary I 0.500.000.000.000.000.000.00 Total Economic Development Division 17.50 7.00 7.00 5.50 5.50 4.00 4.00 Planning  Division M38 Planning Director 0.00 1.00 1.00 1.00 1.00 1.00 1.00 M33 Current Planning  Manager 0.001.001.001.001.001.001.00 A29 Mapping Coordinator 0.000.000.001.001.001.001.00 A24 Senior Planner 0.003.004.003.003.003.003.00 A23 Property Services  Specialist 0.000.000.001.001.000.000.00 A20 Associate Planner 0.005.004.003.003.003.003.00 A16 Assistant planner 0.002.002.001.001.001.001.00 A15 Planning Technician II 0.00 0.00 1.00 1.00 1.00 1.00 1.00 A09 Admin  Secretary I 0.001.001.001.001.001.001.00 A09 Planning  Technician I 0.002.001.000.000.000.000.00 A05 Secretary I 0.001.001.001.001.001.001.00 Total Planning  Division 0.00 16.00 16.00 14.00 14.00 13.00 13.00 Development Services Division Administration M38 Dev Services  Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Administrative Secretary I 1.001.001.001.001.001.001.00 Total Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Code Enforcement M33 Current Planning  Manager 1.000.000.000.000.000.000.00 A24 Senior Planner 3.000.000.000.000.000.000.00 A22 Lead  Code  Compliance Inspector 0.001.001.001.001.001.001.00 A20 Associate Planner 3.000.000.000.000.000.000.00 A19 Code  Compliance Inspector 3.003.003.003.003.003.003.00 A16 Assistant Planner 1.000.000.000.000.000.000.00 Grade Title    Budget by Department - Community and Economic Development 3 - 45 Community & Economic Development Position Listing (2 of 2) 2008 2009 2009 2010 2010 2011 2012 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted A09 Planning Technician  I 1.000.000.000.000.000.000.00 A05 Secretary I 1.000.000.000.000.000.000.00 Total Code Enforcement 13.00 4.00 4.00 4.00 4.00 4.00 4.00 Development Engineering M33 Development Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A27 Civil Engineer III 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A25 Civil Engineer II 1.00 1.00 0.00 0.00 0.00 0.00 0.00 A24 Lead  Building Inspector 1.000.000.000.000.000.000.00 A24 Lead  Construction  Inspector 1.001.001.001.001.001.001.00 A23 Engineering Specialist III 2.00 4.00 0.00 0.00 0.00 0.00 0.00 A23 Plan Reviewer 0.00 0.00 5.00 2.00 2.00 2.00 2.00 A21 Construction  Inspector II  (2 LT) 9.006.006.004.004.006.006.00 A19 Engineering Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A18 Dev Services  Representative 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A08 Lead  Office  Assistant 1.001.001.000.000.000.000.00 Total Development Engineering 19.00 16.00 16.00 10.00 10.00 12.00 12.00 Building Inspections and Permits M32 Building Official 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Building Plan  Reviewer 2.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Building Inspector/Electrical 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A21 Building Inspectors/Combination  5.00 5.00 5.00 3.00 3.00 3.00 3.00 A19 Enrgy Plns  Reviewer/Permit Rep 1.001.001.001.001.001.001.00 A10 Permit Technician 2.60 2.50 2.50 2.50 2.50 2.50 2.50 A07 Secretary II 2.00 1.00 1.00 0.00 0.00 0.00 0.00 Total Building Inspections and Permits 15.60 13.50 13.50 10.50 10.50 10.50 10.50 Total Development Services Division 49.60 35.50 35.50 26.50 26.50 28.50 28.50 Total Community  & Economic Development 67.10 60.50 60.50 48.00 48.00 47.50 47.50 Grade Title   Budget by Department - Community and Economic Development 3 - 46 Community Services  Budget by Department - Community Services 3 - 47 Community Services  Mission   Promote and support a more livable Renton community by providing recreation, museum, human services programs,  neighborhood and special events opportunities, golf course and modern parks and facilities, and undisturbed natural areas.    Core Businesses and Services    Recreation  The Recreation Division of the Community Services Department promotes and supports a more livable community by  providing opportunities for the public to participate in diverse recreational, cultural, athletic, and aquatic programs and  activities.    Parks and Golf Course  Provide a safe, clean, attractive, accessible, and well‐maintained environment for the public’s enjoyment of active and  passive recreational opportunities along with natural resource and wildlife preservation and stewardship.    Parks Planning and Natural Resources  Provide a comprehensive and interrelated system of parks, recreation, open spaces, and trails that responds to locally‐ based needs, values and conditions, provides an appealing and harmonious environment, and protects the integrity and  quality of the surrounding natural systems. Create a sustainable and exemplary urban forest.    Facilities  Develop and maintain City buildings and manage the delivery of building‐related services to the public and the City  workforce in a safe, customer‐focused manner.    Human Services  The City of Renton Human Services Division, in partnership with the community, helps provide services, resources, and  opportunities so that residents have food, clothing, and shelter, are healthy and safe, and develop to their fullest capacity.    Renton History Museum  The Renton History Museum is the City’s only organization dedicated to the preservation, documentation and education  about the city’s heritage. With the support of the Renton Historical Society, the Museum cares for a collection of over  90,000 objects and 14,000 historic photos. The Museum also provides changing and permanent exhibits, programs,  publications, and classroom outreach about local history    Neighborhoods, Resources and Events  Provide leadership, guidance, and resources which connect and engage residents, neighborhoods, businesses, and the City  through diverse opportunities for partnerships, volunteers, special events, sister cities and neighborhood programs.      2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Operating Budget Summary 19,649,651 25,319,480 24,603,261 21,583,262 23,275,399 21,114,260 20,872,186 ‐2.2%‐1.1% CIP Budget Summary 6,813,311 5,765,174 10,464,532 1,803,454 1,901,031 15,376,000 9,568,000 752.6%‐37.8% Position Summary 114.50 113.00 111.80 106.30 92.30 93.30 92.30 ‐12.2%‐1.1%   Budget by Department - Community Services 3 - 48 List of Community Services Renton Results Decision Packages:  2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100020.0010 Serving  vulnerable/low income 3.41      928,071          30,000            3.41      953,786          30,000             100020.0011 CDBG 1.59      281,768          304,000          1.59      299,825          304,000           150020.0001 CDBG  Facilities Technician  Positi o 1.00      22,232            ‐                      (0.00)     4,175              ‐                       150020.0002 Human  Svcs  Consolidated  Plan ‐        24,000            ‐                       ‐        ‐                      ‐                       200020.0004 Community Engagement 1.90      237,955          3,000              1.90      247,515          3,000               300020.0030 Museum 1.00      208,407          ‐                      1.00      215,502          ‐                       300020.0031 Parks  and Trails  Program 22.80    3,859,876       78,454            22.80    4,007,291       78,454             300020.0032 Com Relations  and  Events 0.65      204,840          90,000            0.65      208,674          90,000             300020.0033 Aquatics 1.00      731,701          688,000          1.00      737,571          688,000           300020.0034 Carco  Theater 1.25      215,946          60,000            1.25      221,368          60,000             300020.0035 Recreation  Services 6.25      2,256,721       666,886          6.25      2,317,465       699,263           300020.0036 Renton  Community Center 6.30      1,363,202       660,500          6.30      1,391,241       655,500           300020.0037 Senior Activity Center 3.25      559,030          125,000          3.25      576,121          125,000           300020.0038 Leased  Facilities 1.50      614,457          744,933          1.50      622,232          717,049           300020.0046 Administration/Com  Svcs 2.00      412,476          ‐                      2.00      426,747          ‐                       300020.0060 Neighborhood  Program 1.50      243,918          ‐                      1.50      252,595          ‐                       350020.0001 Library Facility Maintenance ‐        30,000            ‐                       ‐        30,000            ‐                       350020.0002 Reinstate  Sec II Position  / Comm u 0.50      41,515            ‐                      0.50      44,141            ‐                       500020.0005 Golf Course 9.50      2,057,154       2,483,545       9.50      2,106,781       2,483,545        500020.0006 Parks  Planning, Urban  Forestry an 3.40      610,145          ‐                      3.40      633,299          ‐                       500020.0007 Golf Course  Debt Service ‐        447,584          ‐                       ‐        435,423          ‐                       550020.0001 Contract Landscape  Maintenance  ‐        5,000              ‐                       ‐        5,000              ‐                       600020.0018 Custodial  Services 15.00    1,240,836       1,244,572       15.00    1,303,780       1,275,444        600020.0019 Facilities  Technical  Maintenance 9.50      2,398,749       2,382,424       9.50      2,426,180       2,400,071        600020.0020 Operational  Facilities  MM ‐        137,000          137,000          ‐        137,000          137,000           600020.0021 Public Facilities MM ‐        361,000          361,000          ‐        361,000          361,000           650020.0001 CITY HALL HVAC CONTRACT ‐        87,000            87,000            ‐        87,000            87,000             650020.0002 Energy Rate  Increase ‐        31,677            31,677            ‐        64,474            64,472             750020.0001 Library Transfer to  Fund 316 ‐        2,000,000       200,000          ‐        1,000,000       200,000           700020.0005 Community Development Impact M ‐        400,000           ‐                       ‐        ‐                      ‐                       900005.0003 General  Governmental  Fund Reve ‐        ‐                      10,671,817     ‐        ‐                      9,996,288        900005.0004 Non ‐GG Fund Revenues ‐        ‐                      60,000            ‐        ‐                      60,000             Total Operating 93.30    22,012,260     21,109,808     92.30    21,116,186     20,515,086      300020.0039 Henry Moses  Aquatic Center ‐        120,000          ‐                       ‐        120,000          ‐                       300020.0040 Grant Matching Program ‐        100,000          ‐                       ‐        150,000          ‐                       300020.0042 Tree  Maintenance ‐        150,000          ‐                       ‐        150,000          ‐                       300020.0043 Capital  Project Coordinator ‐        70,000            ‐                       ‐        72,000            ‐                       300020.0044 Pathway, Side, Patio  & Boardwalk ‐        100,000          ‐                       ‐        ‐                      ‐                       300020.0045 Golf Course  MM ‐        100,000          100,000          ‐        100,000          100,000           300020.0047 Disaster Repairs ‐        200,000          ‐                       ‐        ‐                      ‐                       300020.0049 KC Proposition 2 Cap  Exp Levy Fund ‐        160,000          160,000           ‐        160,000          160,000           300020.0050 Parks  General  Major Maintenance ‐        490,000           ‐                       ‐        250,000           ‐                       300020.0052 Ball  Field Renovation Program ‐        60,000            ‐                       ‐        ‐                      ‐                       300020.0053 Sports  Court Repairs ‐        20,000            ‐                       ‐        20,000            ‐                        Budget by Department - Community Services 3 - 49 2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 300020.0054 200 Mill Bldg Restroom / ADA Imp ‐         ‐                       ‐                       ‐        127,000          127,000           300020.0055 Accessible  Playground ‐        750,000           ‐                       ‐        ‐                      ‐                       300020.0056 New Libraries  Development ‐        11,800,000     1,800,000       ‐        7,800,000       800,000           300020.0057 Highlands  Library Natural  Area ‐        10,000            ‐                       ‐        10,000            ‐                       500020.0008 Irrigation  Automation  and Conse r ‐         ‐                       ‐                       ‐        30,000             ‐                       600020.0014 Leased  Facilities ‐         ‐                       ‐                       ‐        127,000          127,000           600020.0015 City Wide  Security System Upgrad e ‐        30,000            ‐                       ‐        60,000            ‐                       600020.0017 Public Restrooms  Renovations ‐        ‐                      ‐                       ‐        120,000          ‐                       600020.0022 Public Works  Shops  Upgrades ‐        118,000          ‐                       ‐        28,000            ‐                       600020.0023 Community Services  Mtn  Shops  Re ‐        200,000           ‐                       ‐        ‐                      ‐                       Total CIP ‐        14,478,000     2,060,000       ‐        9,324,000       1,314,000        Total 93.30    36,490,260$   23,169,808$   92.30    30,440,186$   21,829,086$     Budget by Department - Community Services 3 - 50 Community Services Performance Measures:  Program Area Strategies Performance Measures 2010 2011 2012 Safety and Health Timely responsiveness and  “Projection of effort” Complete contracts with agencies  by the end of the first quarter of  the first year of the two‐year  funding cycle.  N/A 80% 80% Leverage partnerships with  members of the public, business  community, non profits, and  faith‐based organizations, to  increase capacity and assist with  or offset the cost of providing  services. Output leveraged  dollars/volunteers 1,273,628 1,260,000 1,260,000 Satisfaction levels expressed by  participants      N/A N/A 80% The number of people served  through the Community Center N/A 162,000 162,000 Percent of patrons who express an  overall "great" or " good" rating  with the pool in our annual pass  card survey N/A 98% 98% Daily Attendance at Senior Center N/A 310 320 Yearly attendance at Carco  Theatre N/A 35,000 35,000 Yearly attendance of free drop‐in  recreation programs.N/A 17,000 17,000 Increase number of households  served by recognized  neighborhood associations 3% 3% 3% Number of Museum visitors and  people served by outreach N/A 4,500 4,800 We are seeking proposals that  create clean, safe, healthy, well‐ maintained, and accessible  places Overall customer satisfaction  rating is good to excellent in  cleanliness and appearance N/A 80% 80% Well‐maintained  neighborhoods, properties, and  environments Overall condition of the golf  course is rated good to excellent in  customer satisfaction survey N/A 85% 85% Protection of open  space/acquisition Customer satisfaction surveys rate  the cleanliness and appearance of  Renton's open space and natural  areas as good or higher N/A 75% 75% Functional work environment Number of HelpDesk Projects  complete N/A 1,945 1,653 Safeguard public interests and  assets IFMA  60th percentile employee sf  coverage N/A 18,000 20,424 Internal Support Livable Community Utilities and Environment Provide avenues for residents to  meet their social, educational,  personal, and professional  needs and that foster  community engagement and  dialogue Representative Government   Budget by Department - Community Services 3 - 51   Highlight of Budget Changes:   Regular/Part‐Time Salaries, and Personnel Benefits include the following changes:  o Reinstate Secretary II position (Increased from .50 to 1 FTE), Facilities Technician (1 FTE funded by CDBG  grant for 2011 only) and Recreation Supervisor (decreased by 1 FTE).    o Neighborhood program moved to Community Services resulting in an increase of 1.5 FTE (Neighborhood  Coordinator (1 FTE) and Neighborhood Program Assistant (.5 FTE))   Overtime by $8k due to overall budget reductions.   Other Services and Charges include:  o Reinstatement of  HVAC contract for City Hall for $87k annually  o Human Services Consolidated Plan contract for $24K (2011 only)    Intergovernmental services reflects a decrease due to annexation of Renton Libraries to King County Library  System (KCLS)    Transfer out increase mainly attributed to construction funding for two new library sites amounting to $1.8.million  during 2011‐2012.  Budget by Department - Community Services 3 - 52 Expenditure Budget by Division ‐ Community Services 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Administration 1,043,884 4,536,773 4,459,381 958,648 1,063,011 412,476 426,747 ‐57.0% 3.5% Facilities 4,427,222 5,295,406 5,577,533 4,758,150 5,616,149 4,372,719 4,757,666 ‐8.1% 8.8% Neigh, Res, and Events 367,627 419,915 348,185 355,694 331,222 678,584 700,612 90.8% 3.2% Park Maintenance 3,912,788 4,369,147 3,894,745 3,775,171 3,421,424 3,921,721 4,072,152 3.9% 3.8% Recreation Services 4,318,933 4,623,247 4,374,668 4,718,836 4,433,420 5,147,357 5,265,837 9.1% 2.3% Human Services/CDBG 1,162,553 1,307,231 1,194,142 1,165,599 1,326,778 1,256,071 1,257,786 7.8% 0.1% Library 1,943,874 2,138,268 2,321,878 2,544,263 2,289,692 2,030,000 1,030,000 ‐20.2%‐49.3% Museum 83,339 151,124 140,801 194,120 191,090 208,407 215,502 7.4% 3.4% Golf Course 2,389,432 2,478,369 2,291,928 2,566,837 4,154,039 2,504,738 2,542,204 ‐2.4% 1.5% Parks Plan and Nat Res 0 0 0 545,943 448,574 582,186 603,681 6.6% 3.7% Operating Total 19,649,651 25,319,480 24,603,261 21,583,262 23,275,399 21,114,260 20,872,186 ‐2.2%‐1.1% CIP 6,813,311 5,765,174 10,464,532 1,803,454 1,901,031 15,376,000 9,568,000 752.6%‐37.8% Total 26,462,961 31,084,654 35,067,793 23,386,716 25,176,430 36,490,260 30,440,186 56.0%‐16.6% Expenditure Budget by Category ‐ Community Services 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 6,379,070 7,111,288 6,876,667 6,901,652 6,049,261 5,975,474 6,201,579 ‐13.4% 3.8% Part‐Time Salaries 2,235,323 2,114,057 2,008,001 1,772,556 1,605,607 1,684,108 1,674,108 ‐5.0%‐0.6% Overtime 72,305 67,467 53,934 40,948 36,715 32,948 32,948 ‐19.5% 0.0% Personnel Benefits 2,677,414 3,018,195 2,858,601 2,686,934 2,458,733 2,630,357 2,879,739 ‐2.1% 9.5% Supplies 1,342,473 1,383,852 1,165,399 1,212,034 914,767 1,090,444 1,090,444 ‐10.0% 0.0% Other Services and Charges 3,977,080 4,389,232 4,176,587 4,509,474 3,935,857 3,965,060 3,985,008 ‐12.1% 0.5% Intergovernmental Services 138,897 178,500 454,571 278,000 1,926,718 0 0 ‐100.0% N/A Capital Outlay 90,561 103,120 80,682 100,000 935,684 100,000 354,000 0.0% 254.0% Debt Service 462,389 462,779 466,435 462,589 2,337,588 447,584 435,423 ‐3.2%‐2.7% Interfund Payments 1,703,138 1,613,616 5,591,844 3,469,075 2,967,663 3,088,286 3,118,937 ‐11.0% 1.0% Transfer Out 571,000 4,877,374 870,540 150,000 106,805 2,100,000 1,100,000 1300.0%‐47.6% Operating Total 19,649,651 25,319,480 24,603,261 21,583,262 23,275,399 21,114,260 20,872,186 ‐2.2%‐1.1% CIP 6,813,311 5,765,174 10,464,532 1,803,454 1,901,031 15,376,000 9,568,000 752.6%‐37.8% Total 26,462,961 31,084,654 35,067,793 23,386,716 25,176,430 36,490,260 30,440,186 56.0%‐16.6% Staffing Levels by Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Facilities 30.00 30.00 30.00 26.00 26.00 26.00 26.00 0.0% 0.0% Neigh, Res, and Events 2.50 2.50 2.50 2.25 2.25 4.00 4.00 77.8% 0.0% Park Maintenance 27.00 26.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0% Recreation Services 21.50 20.50 19.30 19.05 19.05 18.30 18.30 ‐3.9% 0.0% Human Services/CDBG 6.50 6.00 6.00 5.00 6.00 6.00 5.00 20.0%‐16.7% Library 14.00 15.00 15.00 15.00 0.00 0.00 0.00 ‐100.0% N/A Museum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Golf Course 10.00 9.50 9.50 9.50 9.50 9.50 9.50 0.0% 0.0% Parks Plan and Nat Res 0.00 0.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 114.50 113.00 111.80 106.30 92.30 93.30 92.30 ‐12.2%‐1.1% Temp/Intermit Salaries and Bene 2,591,708$  2,439,238$  2,337,979$ 2,081,299$ 1,872,824$ 1,974,981$ 1,964,981$   ‐5.1%‐0.5%      Budget by Department - Community Services 3 - 53 Administration Division    Mission Statement  Provide leadership, guidance, and resources to allow the various divisions within the department to perform their  respective functions in accordance with the City Business Plan, Administration and Council policy directives, and the general  needs of the populations they serve.    2009/2010 Accomplishments  Livable Community   Promoted and marketed the Veterans Memorial Park.   Formulated and adopted Expulsion Ordinance.   City‐wide Special Event Ordinance established.   Established new Library Board.   Updated Park Rules and Regulations.  2011/2012 Goals‐   Implement new Memorial Policy.   Complete National Re‐accreditation (CAPRA).    Re‐organization of Community Resources and Special Events Division to incorporate Neighborhood   program.   Complete Parks Recreation Open Space Plan.   Re‐define level of service to coincide with 2011 and 2012 budget.   Manage marketing and website improvements.   Finalize Emergency Management Plan for the department.   Expenditure Budget by Category ‐ Administration Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 199,950 206,081 206,877 211,800 211,791 213,969 219,116 1.0% 2.4% Part‐Time Salaries 9,414000000N/AN/A Personnel Benefits 48,094 52,579 49,641 46,821 48,014 50,657 57,853 8.2% 14.2% Supplies 8,862 7,880 6,090 7,000 5,578 7,000 7,000 0.0% 0.0% Other Services and Charges 36,802 27,347 26,659 5,744 11,381 5,744 5,744 0.0% 0.0% Intergovernmental Services 001,3490000N/AN/A Interfund Payments 740,763 201,802 4,168,764 687,283 786,247 135,106 137,034 ‐80.3% 1.4% Transfer Out 04,041,08400000N/AN/A Operating Total 1,043,884 4,536,773 4,459,381 958,648 1,063,011 412,476 426,747 ‐57.0% 3.5% CIP 6,655,380 5,615,174 10,342,785 1,653,454 1,769,090 15,276,000 9,468,000 823.9%‐38.0% Total 7,699,264 10,151,947 14,802,165 2,612,102 2,832,101 15,688,476 9,894,747 500.6%‐36.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Temp/Intermit Pay & Ben 10,217$        7$                 ‐$             ‐$             ‐$             N/A N/A     Budget by Department - Community Services 3 - 54 Facilities Division    Mission Statement  Develop and maintain City buildings and manage the delivery of building‐related services to the public and the City  workforce in a safe, customer‐focused manner.    2009/2010 Accomplishments  Internal Support   Implemented streamlined custodial work teams.   Improved energy performance at 200 Mill Building, Public Works Garage, and Renton City Hall.   Obtained FEMA and PSE Grants for CIP projects to upgrade Fire Station 11 and 200 Mill buildings.   Completed 90% of the City Hall Space Plan.   Replaced components in several facilities, verified condition on City Hall, performed deck repairs at City  Hall and Garage.   Strategic planning to reallocate resources due to budget cuts.   Served on construction committee for SCORE facility.   Collected data for FS17 seismic and building upgrades.   Modified pool drain assemblies at Aquatic Center.    2011/2012 Goals‐  Internal Support   Research and evaluate labor saving tools, methods, and technologies. Implement to enhance  productivity for the Technical and Custodial workforce.    Continue the training of staff on the Enterprise Asset Management System.    Identify areas to improve energy efficiency related to building systems. Utilize grant programs.    Renovation of Facilities and Park Maintenance shops.   Revise Facilities Service Survey to align more with IFMA bench standards and accreditation (CAPRA).   Complete City Hall Lobby remodel.   Redesign jail area after SCORE opening.    Senior Center lounge area remodel.    Take leadership role in department Emergency Management Program.   Installation of public access electric vehicle recharging stations.    Budget by Department - Community Services 3 - 55 Expenditure Budget by Category ‐ Facilities Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 1,539,748 1,693,802 1,674,205 1,526,111 1,531,910 1,548,891 1,594,137 1.5% 2.9% Part‐Time Salaries 97,564 69,559 79,179 34,779 54,453 44,779 34,779 28.8%‐22.3% Overtime 17,641 10,000 12,810 10,000 12,868 10,000 10,000 0.0% 0.0% Personnel Benefits 625,989 717,355 697,212 569,444 603,001 647,414 716,914 13.7% 10.7% Supplies 205,432 142,063 139,318 154,504 268,953 134,718 134,718 ‐12.8% 0.0% Other Services and Charges 1,452,248 1,828,961 2,095,144 2,392,543 2,291,079 1,891,450 1,918,934 ‐20.9% 1.5% Capital Outlay 0 0 26,150 0 783,028 25,000 279,000 100.0% 1016.0% Interfund Payments 102,600 262,876 262,726 70,769 69,205 70,467 69,184 ‐0.4%‐1.8% Transfer Out 386,000570,790590,7900000N/AN/A Total 4,427,222 5,295,406 5,577,533 4,758,150 5,616,149 4,372,719 4,757,666 ‐8.1% 8.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Facilities 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 30.00 30.00 30.00 26.00 26.00 26.00 26.00 0.0% 0.0% Temp/Intermit Pay & Ben 114,838$     84,528$        94,677$       42,264$       64,856$       52,264$       42,264$        23.7%‐19.1%   Budget by Department - Community Services 3 - 56 Parks and Golf Course Division‐Parks Maintenance Operations    Mission Statement  Provide a safe, clean, attractive, accessible, and well‐maintained environment for the public’s enjoyment of active and  passive recreational opportunities.    2009/2010 Accomplishments  Livable Community  • Continued installation of Sentinel units for automated irrigation in parks.  • Continued to assist with tree pruning, removal, and replacement program to promote healthy trees.  • Continued to provide interdepartmental support for ongoing activities.  • Provided training for staff certification and licensing.  • Support City‐wide events.   • Completed update and replacement of park signage.  • Implemented Cedar River Trail Safety enhancements, trail striping, reduced speed limit and dismount zones.  • Continued Aquatics Lease negotiations for Gene Coulon Memorial Beach Park.  • Participated in City Team to finalize Expulsion in Parks Ordinance.    2011/2012 Goals‐  Livable Community   Update certifications policy and job descriptions.     Complete Aquatics Lease negotiations for Gene Coulon Memorial Beach Park   Continue installation of Sentinel units for automated irrigation in parks.   Continue Customer Satisfaction Surveys and achieve an 80% good to excellent rating for cleanliness and  appearance in both developed Parks and Trails.   Continue to assist with tree pruning, removal and replacement program to promote healthy trees.   Continue to provide training for staff certification and licensing.   Complete review and update of Parks Maintenance manual.   Support the accreditation (CAPRA) process.    Budget by Department - Community Services 3 - 57 Expenditure Budget by Category ‐ Park Maintenance 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 1,416,111 1,759,014 1,546,042 1,378,482 1,267,121 1,354,094 1,446,393 ‐1.8% 6.8% Part‐Time Salaries 335,963 314,918 355,184 290,683 307,125 290,683 290,683 0.0% 0.0% Overtime 31,174 13,076 23,514 13,076 13,549 13,076 13,076 0.0% 0.0% Personnel Benefits 593,594 710,603 637,783 568,967 532,915 586,804 652,252 3.1% 11.2% Supplies 301,190 233,639 167,649 194,839 132,150 294,839 294,839 51.3% 0.0% Other Services and Charges 796,056 860,897 672,852 499,571 357,339 399,571 399,571 ‐20.0% 0.0% Intergovernmental Services 0 0 223 0 604 0 0 N/A N/A Interfund Payments 403,700 361,500 371,500 829,554 803,815 982,655 975,338 18.5%‐0.7% Transfer Out 35,000 115,500 120,000 0 6,805 0 0 N/A N/A Total 3,912,788 4,369,147 3,894,745 3,775,171 3,421,424 3,921,721 4,072,152 3.9% 3.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Park Maintenance 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 27.00 26.50 23.50 23.50 23.50 23.50 23.50 0.0% 0.0% Temp/Intermit Pay & Ben 396,546$     368,170$     421,948$    337,848$    358,472$    337,848$    337,848$     0.0% 0.0%   Budget by Department - Community Services 3 - 58 Parks and Golf Course Division – Maplewood Golf Course    Mission Statement  Provide a safe, clean, attractive, accessible, and well‐maintained environment for the public’s enjoyment of active and  passive recreational opportunities along with natural resource and wildlife preservation and stewardship.    2009/2010 Accomplishments  Utilities and Environment  • Promoted and ran seven Junior Golf Camps throughout the year.  • Commenced repair and major maintenance to the irrigation pumps in pump house.  • Sustained Audubon Cooperative Sanctuary Certification.   • Continued to follow Best Management Practices to maintain a quality golf course.   • Completed the installation of new drainage and synthetic turf repair in the driving range.  • Implemented major maintenance projects as needed to provide quality product and standards for customers  including room air‐door repair, banquet prep kitchen floor replacement and #3 tee box renovation.  2011/2012 Goals‐  Utilities and Environment   Finalize repair to irrigation pumps in pump house.   Continue to sustain Audubon Cooperative Sanctuary Certification.   Continue to follow Best Management Practices to maintain a quality golf course.   Implement major maintenance projects as needed to both golf course and clubhouse buildings to continue to  provide a quality facility and product for customers, including but not limited to: cart path patching, retaining  walls, clubhouse carpet replacement.   Continue Customer Satisfaction Surveys and achieve an 85% good to excellent rating for golf course condition,  value of driving range, and level of in Pro Shop.   Implement major maintenance projects as needed to both golf course and clubhouse buildings to continue to  provide a quality facility and product for customers, including but not limited to: cart path patching, retaining  walls, clubhouse carpet replacement.   Finalize update and review of Golf Course Operations Manual and job descriptions.   Continued timely updates to website and lobby signage to include activities, projects, events, and promotions.  Budget by Department - Community Services 3 - 59 Expenditure Budget by Category ‐ Golf Course 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 570,856 578,787 586,609 624,037 614,665 611,720 627,644 ‐2.0% 2.6% Part‐Time Salaries 255,731 294,941 208,521 294,941 213,261 294,941 294,941 0.0% 0.0% Overtime 1,349 1,020 638 1,020 813 1,020 1,020 0.0% 0.0% Personnel Benefits 281,343 293,412 280,756 288,204 288,551 320,205 349,213 11.1% 9.1% Supplies 319,448 285,533 224,741 285,533 249,265 310,333 310,333 8.7% 0.0% Other Services and Charges 146,065 175,988 184,176 189,588 121,883 151,890 151,890 ‐19.9% 0.0% Capital Outlay 87,542 100,000 54,485 100,000 42,475 75,000 75,000 ‐25.0% 0.0% Debt Service 462,389 462,779 466,435 462,589 2,337,588 447,584 435,423 ‐3.2%‐2.7% Interfund Payments 114,709 135,909 135,567 170,925 175,240 192,045 196,740 12.4% 2.4% Transfer Out 150,000 150,000 150,000 150,000 100,000 100,000 100,000 ‐33.3% 0.0% Operating Total 2,389,432 2,478,369 2,291,928 2,566,837 4,154,039 2,504,738 2,542,204 ‐2.4% 1.5% CIP 157,930 150,000 121,748 150,000 131,942 100,000 100,000 ‐33.3% 0.0% Total 2,547,362 2,628,369 2,413,676 2,716,837 4,285,981 2,604,738 2,642,204 ‐4.1% 1.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Golf Course 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 10.00 9.50 9.50 9.50 9.50 9.50 9.50 0.0% 0.0% Temp/Intermit Pay & Ben 301,747$     341,747$     246,204$    341,747$    252,158$    341,747$    341,747$     0.0% 0.0%   Budget by Department - Community Services 3 - 60 Parks Planning and Natural Resources Division    Mission Statement  Provide a comprehensive and interrelated system of parks, recreation, open spaces, and trails that responds to locally‐ based needs, values and conditions, provides an appealing and harmonious environment, and protects the integrity and  quality of the surrounding natural systems; create a sustainable and exemplary urban forest.    2009/2010 Accomplishments  Utilities and Environment  • Commenced update to the Parks, Recreation, Open Space and Natural Resources Plan.  • Developed Tree Conservation and Management Regulations in partnership with interdepartmental team.   • Participated on regional design team for Lake to Sound Trail section located within the City of Renton.    • Executed final Interlocal Agreement with Seattle Public Utilities for broodstock collection facility.  • Continued to coordinate with FEMA and other agencies to secure funding authorization to complete damage and  repair projects in parks associated with the January 2009 flood event.   • Commenced negotiations for two property acquisitions.  • Completed Tree City USA Recertification and received Tree City USA Growth Award.   • Administered Parks major maintenance capital Improvement projects to maintain integrity of existing assets.   • Leveraged City funds through receipt of local and state grants.    2011/2012 Goals‐  Utilities and Environment   Complete Parks, Recreation, Open Space and Natural Resources Plan for Council adoption.   Complete Encroachment Policy.   Commence Forestry Ordinance development in partnership with interdepartmental team and as identified in the  Urban and Community Forestry Development Plan.   Secure Federal funding authorization to complete damage and repair projects in parks associated with the January  2009 flood event.   Complete the Parks Impact Mitigation Fee update in partnership with Transportation, Fire, and as administered by  CED.   Complete Tree City USA recertification and Growth Award.   Administer parks major maintenance capital Improvement Projects to maintain integrity of existing assets.   Complete Forestry Ordinance in partnership with interdepartmental team and as identified in the Urban and  Community Forestry Development Plan.   Support the accreditation (CAPRA) process.    Budget by Department - Community Services 3 - 61 Expenditure Budget by Category ‐ Parks Planning and Natural Resources 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 0 0 0 289,224 280,050 290,893 300,126 0.6% 3.2% Personnel Benefits 0 0 0 84,348 81,819 89,405 101,431 6.0% 13.5% Supplies 0 0 0 22,000 300 21,800 21,800 ‐0.9% 0.0% Other Services and Charges 0 0 0 150,371 86,406 155,898 155,571 3.7%‐0.2% Interfund Payments 0000024,19024,753100.0%2.3% Total 0 0 0 545,943 448,574 582,186 603,681 6.6% 3.7% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Parks Planning and Natural Resources 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 0.00 0.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% Budget by Department - Community Services 3 - 62 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.    2009/2010 Accomplishments  Livable Community   Completed the Virginia Graeme Baker Pool & Spa Act compliance at the Henry Moses Aquatics Center.   Complied with payment card industry (PCI) practices on transactions.   Launched Egov. Delivery Services and My Parks and Recreation.com marketing mediums.   Completed compliance with the State of Washington gender equity legislation.   Increased partnership with the Renton Housing Authority on voucher and scholarship programs.   Established design for remodeling of library area at Senior Center using legacy funds.  2011/2012 Goals‐  Livable Community   Continue to work with the Renton School District to improve current agreements, future  partnerships/collaborations and opportunities.   Execute a plan to utilize funds held by the Renton Community Foundation.    Ensure compliance with the Lysted Head Injury Act for programs with school districts, Human Resources and Risk  Management.   Increase on‐line registration by ten per cent (10%).   Initiate on‐line picnic shelter reservations.   Initiate steps to enable satellite class registrations.   Implement a plan in making the Front Desk at the Community Center ADA Compliant.   Increase surveys to determine the needs for the community.   Seek partnerships to utilize the park buildings for programs and activities.   Complete Cost Recovery Model and Program Pricing Plan guidelines   Support the accreditation (CAPRA) process  Budget by Department - Community Services 3 - 63 Expenditure Budget by Category ‐ Recreation Services 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 1,248,311 1,314,677 1,323,278 1,326,777 1,295,266 1,245,238 1,281,281 ‐6.1% 2.9% Part‐Time Salaries 1,316,237 1,202,435 1,149,456 996,959 976,555 1,024,311 1,024,311 2.7% 0.0% Overtime 12,242 12,852 12,447 11,852 8,956 8,852 8,852 ‐25.3% 0.0% Personnel Benefits 657,378 689,994 657,263 629,720 621,646 662,000 717,775 5.1% 8.4% Supplies 150,692 358,846 294,636 272,209 203,780 272,209 272,209 0.0% 0.0% Other Services and Charges 767,875 572,430 443,514 519,270 405,890 513,270 513,270 ‐1.2% 0.0% Intergovernmental Services 138,897 178,500 175,000 0 43,569 0 0 N/A N/A Interfund Payments 27,300 293,513 319,073 962,049 877,758 1,421,478 1,448,139 47.8% 1.9% Total 4,318,933 4,623,247 4,374,668 4,718,836 4,433,420 5,147,357 5,265,837 9.1% 2.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Recreation Services 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 21.50 20.50 19.30 19.05 19.05 18.30 18.30 ‐3.9% 0.0% Temp/Intermit Salaries and Bene 1,521,207$  1,389,599$  1,332,553$ 1,181,883$ 1,135,851$ 1,209,235$ 1,209,235$  2.3% 0.0%   Budget by Department - Community Services 3 - 64 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.    2009/2010 Accomplishments  Safety and Health   Provided support, as needed, to the churches that started a three‐day‐a‐week hot meal program for the  hungry and homeless in Renton.   Worked with community organizations that serve the homeless and interested residents, helped  coordinate the One Night Count of the homeless.   Worked with egovalliance on an electronic funding application for agencies for the 2011/2012 funding  cycle.   Worked with Habitat and Housing Authority.   Provided current resource information on Human Services web pages and promoted 211 telephone  services.    2011/2012 Goals  Safety and Health   The Human Services Division will work with community organizations and others that serve the  homeless, on the One Night Count, Ten‐Year Plan to end Homelessness, the Renton Community Supper,  and ARISE rotating shelter.   To provide current resource information on Human Services via the Renton Community Resource  Directory, web‐pages and promotion of 211.   The Human Services Division will work on housing related projects that include working with Planning  Staff on housing data; work with Renton Housing Authority on proposed projects; and participate on the  interdepartmental Affordable Housing Committee.   In collaboration with Renton School District, Human Services will continue to look at increasing and  improving the summer lunch program.   Survey the agencies that Human Services funds to measure their client satisfaction.   Support accreditation (CAPRA) process.    Expenditure  Budget by Category ‐ Human Services/CDBG 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig  Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 338,824 382,266 375,818 333,384 397,719 341,622 353,197 2.5% 3.4% Overtime 1551,00000000N/AN/A Personnel  Benefits 115,915 135,112 141,168 121,757 147,076 148,746 146,019 22.2%‐1.8% Supplies 28,477 32,250 28,824 38,430 27,909 29,295 29,295 ‐23.8% 0.0% Other Services  and Charges 595,846 685,125 592,831 603,488 574,423 646,366 637,157 7.1%‐1.4% Interfund Payments 83,335 71,478 55,500 68,540 69,468 90,043 92,118 31.4% 2.3% Total 1,162,553 1,307,231 1,194,142 1,165,599 1,326,778 1,256,071 1,257,786 7.8% 0.1% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Human Services/CDBG 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 6.50 6.00 6.00 5.00 6.00 6.00 5.00 20.0%‐16.7% Temp/Intermit Pay & Ben 15$             ‐$           13$              ‐$           20$             ‐$           ‐$           N/A N/A Budget by Department - Community Services 3 - 65 Library Division    In March 2010, the King County Library System (KCLS) took over operations of the Main and the Highlands Libraries as a  result of a voter‐approved annexation. The City of Renton retains ownership of the Main and Highland Library facilities and  continues to be responsible for capital repairs and improvements to the current Main and Highlands Library facilities.   Capital repairs and improvements are those single repairs or improvements with a project cost of $5,000 or more.  In  addition, the City is responsible for the acquisition, development, and construction of replacement facilities for both the  Main and Highlands Libraries on other properties within the City to be donated to KCLS.  Expenditure Budget by Category ‐ Library 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 825,014 923,806 913,611 961,955 199,849 0 0 ‐100.0% N/A Part‐Time Salaries 208,389 194,615 188,806 125,800 33,810 0 0 ‐100.0% N/A Overtime 9,744 29,519 4,525 5,000 530 0 0 ‐100.0% N/A Personnel Benefits 303,518 342,617 323,647 312,211 59,771 0 0 ‐100.0% N/A Supplies 314,352 305,243 295,362 218,519 16,563 0 0 ‐100.0% N/A Other Services and Charges 67,143 94,531 66,696 53,990 12,082 0 0 ‐100.0% N/A Intergovernmental Services 0 0 278,000 278,000 1,870,593 0 0 ‐100.0% N/A Capital Outlay 3,0193,120470000N/AN/A Interfund Payments 212,696 244,817 241,433 588,788 96,494 30,000 30,000 ‐94.9% 0.0% Transfer Out 0 0 9,750 0 0 2,000,000 1,000,000 100.0%‐50.0% Total 1,943,874 2,138,268 2,321,878 2,544,263 2,289,692 2,030,000 1,030,000 ‐20.2%‐49.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Library 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 14.00 15.00 15.00 15.00 0.00 0.00 0.00 ‐100.0% N/A Temp/Intermit Pay & Ben 232,802$     212,485$     212,051$    143,670$    37,815$       ‐$             ‐$               ‐100.0% N/A       Budget by Department - Community Services 3 - 66 Neighborhoods, Resources and Events    Mission Statement  Provide opportunities for individuals, groups, and businesses to partner with the City to facilitate funding and services that  support or improve the quality of our operations, and provide leadership and direction for large scale city‐wide events,  volunteers, and multi‐cultural programs in which citizen involvement celebrates community and enhances the quality of life  for Renton citizens.      2009/2010 Accomplishments  Representative Government  Neighborhoods Resources and Events    Increased  volunteer opportunities by implementing networking strategies with outside agencies    Established web‐based opportunity to receive comments about impacts following special events.   Coordination of multi‐agency National Day of Service; provided over 3,000 hours of service.   New Memorial Day Event at Veteran’s Park established with community partners.   Continued work with City departments identifying volunteer capacity to enhance services.   Adopted Special Event Ordinance, new permitting process and established interdepartmental Special Event  Committee.   Planned and produced annual City Volunteer Recognition Banquet.   Facilitated strategic planning and goal‐setting with Sister City committees.   Completed advanced level NIMS trainings; assisted with department completion requirement of Continuity of  Operations Plan (COOP) for Emergency Management Federal compliance.  Livable Community  Community Relations & Events   Directed Eighth Annual 4th of July at Gene Coulon Memorial Beach Park; Incident Action Plan completed and it was  National Incident Management System (NIMS) compliant.   Directed 25th Annual Renton River Days Community Festival; consolidated programming for more efficient use of  City resources; new activities expanded partnerships and increased exposure to area businesses.   Implemented work plan for essential volunteer committee descriptions and master task list with timelines to  improve and sustain event management.   Recruited or retained over fifty event sponsoring partnerships; new volunteers to support growing needs.    2011/2012 Goals‐  Representative Government  Neighborhoods Resources and Events    Continue working with City Departments to develop volunteer solutions which meet service needs.   Support community volunteer efforts through coordination of resources and facilitation of information to  maximize efforts.    Coordinate Special Event permitting process; enhance use of website, and internal/external communication.    Coordinate use of “Celebration Event Trailer” for City activities.    Assist volunteer Sister City Committee members with new initiative to establish independent Sister City  Association; serve as liaison for City‐based support and participation.   Assess, track and facilitate department responsibilities and employee training requirements associated with  Emergency Management objectives.            Budget by Department - Community Services 3 - 67 Livable Community  Community Relations & Events   Evaluate and sustain event logistics and safety in collaboration with City departments; maintain event appeal to  both attendees and sponsors.   Complete National Incident Management System (NIMS)‐compliant Renton River Days Incident Action Plan.   Review and evaluate event emergency and evacuation plans.   Be responsive to event activities which reflect public interest and participation, and support economic  opportunities.  Neighborhood Program   Serve as resource to City departments for communicating with neighborhoods on emerging issues.     Continue to provide tools and information to neighborhood leaders to ensure their success and help foster vibrant,  positively engaged and connected communities including leadership workshops, and access to elected officials.   Increase the number of households served by recognized neighborhood associations.    Increase the number of attendees at neighborhood picnics; when appropriate, match picnic with educational,  informational program, or volunteer opportunity.   Maintain a balanced ratio of expended grant dollars per capita and continue to stimulate creative and innovative  projects throughout the City.   Support the Community Planning Initiative and help ensure strong resident participation in this process.    In partnership with existing neighborhood associations identify joint membership of larger community areas that  can reflect the Community Planning initiative and their need for self‐identification and autonomy.   Support the accreditation (CAPRA) process.    Expenditure Budget by Category ‐ Neighborhoods, Resources, and Events 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 176,435 183,792 180,942 175,474 176,483 295,646 304,043 68.5% 2.8% Part‐Time Salaries 12,025 18,573 11,474 18,573 11,333 18,573 18,573 0.0% 0.0% Personnel Benefits 50,102 56,834 52,276 47,738 57,762 106,165 116,811 122.4% 10.0% Supplies 14,021 18,398 8,779 19,000 10,271 20,250 20,250 6.6% 0.0% Other Services and Charges 115,044 142,318 94,715 94,909 75,373 200,871 202,871 111.6% 1.0% Interfund Payments 0000037,08038,064100.0%2.7% Total 367,627 419,915 348,185 355,694 331,222 678,584 700,612 90.8% 3.2% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Neighborhoods, Resources, and Events 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 2.50 2.50 2.50 2.25 2.25 4.00 4.00 77.8% 0.0% Temp/Intermit Pay & Ben 13,487$        21,478$        12,842$       21,478$       13,009$       21,478$       21,478$        0.0% 0.0%   Budget by Department - Community Services 3 - 68 Renton History Museum    Mission Statement  The Renton History Museum is the City’s only organization dedicated to the preservation, documentation and education  about the City’s heritage.  With the support of the Renton Historical Society, the Museum cares for a collection of over  90,000 objects and 14,000 historic photos.  The Museum also provides changing and permanent exhibits, programs,  publications, and classroom outreach about local history.    2009/2010 Accomplishments  Livable Community   The Museum completed formulation of a Museum Master Plan and began planning for its implementation.   The Museum organized and mounted temporary exhibits in collaboration with the ESL program of Renton  Technical College, Renton River Days Board of Directors, and the Renton High School Centennial Committee.   The Museum served over 700 students with its new classroom curriculum about the Duwamish people.   The Museum launched a Capital Campaign Planning Initiative, involving the Museum’s Board of Trustees and  community members.   The Museum enhanced its visibility by serving as a local leader among museums utilizing social media; by  authoring blog posts, book chapters, and other publications; by training museum professionals; and by  participating in collaborative digital initiatives.    2011/2012 Goals  Livable Community   Host Smithsonian Institution Traveling Exhibit Service exhibit Journey Stories in autumn 2011.   Complete its Capital Campaign Planning Initiative and assess prospects for a capital campaign in the near‐ or short‐ term future.   Strengthen educational content on its web site by making local history curricular materials available for teachers  and parents.   Re‐examine its membership program, consistent with the earned income goals of the Museum Master Plan.   Enhance its visibility by creating a new brand and identity consistent with the Museum Master Plan.   Support the accreditation (CAPRA) process.      Expenditure Budget by Category ‐ Museum 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 63,822 69,063 69,284 74,408 74,407 73,402 75,643 ‐1.4% 3.1% Part‐Time Salaries 0 19,016 15,380 10,821 9,070 10,821 10,821 0.0% 0.0% Personnel Benefits 1,482 19,689 18,856 17,724 18,177 18,962 21,471 7.0% 13.2% Other Services and Charges 01,63500000N/AN/A Interfund Payments 18,035 41,721 37,281 91,167 89,436 105,222 107,567 15.4% 2.2% Total 83,339 151,124 140,801 194,120 191,090 208,407 215,502 7.4% 3.4% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Museum 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% Temp/Intermit Pay & Ben 850$            21,231$        17,684$       12,409$       10,643$       12,409$       12,409$        0.0% 0.0%   Budget by Department - Community Services 3 - 69 Community Services  Position Listing (1 of 3) 2008 2009 2009 2010 2010 2011 2012 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration Division M49 Community Services  Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Administration Division 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Facilities Division     Facilities M38 Facilities Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M28 Facilities Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A25 Facilities Coordinator 1.00 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 1.00 A19 HVAC Systems  Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A17 Custodial  Services Supervisor 2.00 2.00 2.00 1.00 1.00 1.00 1.00 A13 Facilities Technician I 4.50 4.50 4.50 3.50 3.50 3.50 3.50 A11 Lead  Maintenance Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A07 Maintenance Custodian 7.00 8.00 8.00 6.00 6.00 6.00 6.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A04 Lead  Custodian 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A01 Custodian 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Total Facilities Division 27.50 28.50 28.50 24.50 24.50 24.50 24.50     Leased City Properties A13 Facilities Technician I 0.50 0.50 0.50 0.50 0.50 0.50 0.50 A01 Custodian 2.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Leased City Properties 2.50 1.50 1.50 1.50 1.50 1.50 1.50 Total Facilities Division 30.00 30.00 30.00 26.00 26.00 26.00 26.00 Parks  and Golf Course Division     Parks M38 Parks  Director 1.00 1.00 0.00 0.00 0.00 0.00 0.00 M38 Parks  and Golf Course  Director 0.00 0.00 0.50 0.50 0.50 0.50 0.50 M32 Parks  Maint Mgr/City Forester 1.00 1.00 0.00 0.00 0.00 0.00 0.00 M32 Golf  Course  Manager 0.00 0.50 0.00 0.00 0.00 0.00 0.00 A25 Capital Project Coordinator 1.00 1.00 0.00 0.00 0.00 0.00 0.00 A25 Capital Project Coordinator (LT)1.00 0.00 0.00 0.00 0.00 0.00 0.00 A21 Park Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A16 Lead  Park  Maintenance Worker 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A12 Park Maintenance Worker III 15.00 12.00 12.00 12.00 12.00 10.00 10.00 A08 Park Maintenance Worker II 2.00 5.00 5.00 5.00 5.00 7.00 7.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Parks 27.00 26.50 23.50 23.50 23.50 23.50 23.50     Golf Course      Golf Course Administration M38 Parks  and Golf Course  Director 0.00 0.00 0.50 0.50 0.50 0.50 0.50 M32 Golf  Course  Manager 1.00 0.50 0.00 0.00 0.00 0.00 0.00 A08 Golf Course  Operations  Specialist 1.00 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 1.00 Total Golf Administration 3.00 2.50 2.50 2.50 2.50 2.50 2.50   Budget by Department - Community Services 3 - 70 Community Services  Position Listing (2 of 3) 2008 2009 2009 2010 2010 2011 2012 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted     Golf Course  Maintenance M21 Golf  Course  Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A16 Lead  Golf Course  Maintenance Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A15 Grounds  Equipment Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A12 Golf Course  Maintenance Worker III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Golf Maintenance 4.00 4.00 4.00 4.00 4.00 4.00 4.00     Pro‐Shop/Driving Range M20 Golf  Professional 1.00 1.00 1.00 1.00 1.00 1.00 1.00 N11 Assistant Golf Professional 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A04 Pro  Shop Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Pro‐Shop/Driving Range 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Golf Course 10.009.509.509.509.509.509.50 Total Parks and Golf Course Division 37.00 36.00 33.00 33.00 33.00 33.00 33.00 Pa rks  Planning  and Natural Resources Division M38 Parks  and Natural  Resources  Director 0.00 0.00 1.00 1.00 1.00 1.00 1.00 M32 Urban Forestry and Natural  Resources  Mgr 0.00 0.00 1.00 1.00 1.00 1.00 1.00 A25 Capital Project Coordinator 0.00 0.00 1.00 1.00 1.00 1.00 1.00 Total Parks  Planning  and Natural Resources Division 0.00 0.00 3.00 3.00 3.00 3.00 3.00 Recreation Division     Recreation Services M38 Recreation  Director 0.30 1.00 1.00 1.00 1.00 1.00 1.00 M28 Recreation  Manager 0.30 1.00 1.00 1.00 1.00 1.00 1.00 M23 Recreation  Supervisor 0.00 2.00 0.00 2.00 2.00 1.00 1.00 A18 Recreation  Program Coordinator 2.00 4.00 2.00 4.00 4.00 4.00 4.00 A14 Recreation  Specialist II 4.00 0.00 4.00 0.00 0.00 0.00 0.00 A07 Secretary II 1.50 0.50 0.50 0.25 0.25 0.50 0.50 Total Recreation Services 8.10 8.50 8.50 8.25 8.25 7.50 7.50     Community Center, Carco Theatre & Aquatics M38 Recreation  Director 0.50 0.00 0.00 0.00 0.00 0.00 0.00 M28 Recreation  Manager 0.70 0.00 0.00 0.00 0.00 0.00 0.00 M25 Recreation  Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 0.00 M23 Recreation  Supervisor 1.00 1.00 0.80 0.80 0.80 0.80 0.80 A18 Recreation Program  Coordinator 2.00 3.00 3.00 3.00 3.00 3.00 3.00 A14 Recreational  Specialist II 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A12 Desktop Publishing Operator 1.00 1.00 0.00 0.00 0.00 0.00 0.00 A09 Recreation Systems  Technician 0.00 2.00 2.00 2.00 2.00 2.00 2.00 A08 Lead  Office  Assistant 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A05 Office  Assistant III 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A07 Secretary II 1.00 2.00 2.00 2.00 2.00 2.00 2.00 Total  Community  Center 10.209.007.807.807.807.807.80    Renton Senior Activity Center M38 Recreation  Director 0.20 0.00 0.00 0.00 0.00 0.00 0.00 M23 Recreation  Supervisor 0.00 1.00 0.00 1.00 1.00 1.00 1.00 M20 Senior Services  Coordinator 1.00 0.00 1.00 0.00 0.00 0.00 0.00 A18 Recreation  Program  Coordinator 0.00 1.00 0.00 1.00 1.00 1.00 1.00 A14 Recreation  Specialist II 1.00 0.00 1.00 0.00 0.00 0.00 0.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Senior Activity Center 3.20 3.00 3.00 3.00 3.00 3.00 3.00 Total Recreation Division 21.50 20.50 19.30 19.05 19.05 18.30 18.30 Neighborhoods, Resources & Events Division M25 CS  Resource & Funding Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M22 Community Relation & Events  Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Budget by Department - Community Services 3 - 71 Community Services  Position Listing (3 of 3) 2008 2009 2009 2010 2010 2011 2012 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted A25 Neighborhood Coordinator 0.00 0.00 0.00 0.00 0.00 1.00 1.00 A16 Neighborhood Program  Assistant 0.00 0.00 0.00 0.00 0.00 0.50 0.50 A07 Secretary II 0.50 0.50 0.50 0.25 0.25 0.50 0.50 Total Neighborhoods, Resources & Events Division 2.50 2.50 2.50 2.25 2.25 4.00 4.00 Human Services Division     Human Services M29 Human  Services  Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A20 Housing Repair Coordinator 0.00 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 1.00 A13 Facilities Technician  I 0.00 1.00 1.00 0.00 1.00 1.00 0.00 A18 CDBG Specialist 0.00 0.44 0.44 0.44 0.44 0.44 0.44 Total Human Services 2.00 4.44 4.44 3.44 4.44 4.44 3.44     Community Development Block Grants (CDBG)        A20 Housing Repair Coordinator 1.50 0.00 0.00 0.00 0.00 0.00 0.00 A18 CDBG Specialist 1.00 0.56 0.56 0.56 0.56 0.56 0.56 A08 Housing Repair T echnician  2.00 1.00 1.00 1.00 1.00 1.00 1.00 Total CDBG 4.50 1.56 1.56 1.56 1.56 1.56 1.56 Total Human Services Division 6.50 6.00 6.00 5.00 6.00 6.00 5.00 Library Division     Library Administration M38 Library Director 1.00 1.00 1.00 1.00 0.00 0.00 0.00 M27 Assistant Library Director 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A07 Secretary II 1.00 1.00 1.00 1.00 0.00 0.00 0.00 Total Library Administration 3.00 3.00 3.00 3.00 0.00 0.00 0.00     Library Services A22 Librarian 3.00 3.00 3.00 3.00 0.00 0.00 0.00 A17 Library Supervisor 2.00 2.00 2.00 2.00 0.00 0.00 0.00 A22 Librarian  (LT)0.00 1.00 1.00 1.00 0.00 0.00 0.00 A07 Library Technical  Assistant 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A03 Library Assistant I 4.00 4.00 4.00 4.00 0.00 0.00 0.00 A09 Library Assistant II 1.00 1.00 1.00 1.00 0.00 0.00 0.00 Total Library Services 11.00 12.00 12.00 12.00 0.00 0.00 0.00 Total Library Division 14.00 15.00 15.00 15.00 0.00 0.00 0.00 Museum  Division M22 Museum  Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Museum Division 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Department Regular Staffing 114.50 113.00 111.80 106.30 92.30 93.30 92.30 Total Community Services Department 114.50 113.00 111.80 106.30 92.30 93.30 92.30         Budget by Department - Community Services 3 - 72   *The budget and positions (4 FTEs) for Utility Billing are managed   by Finance but reported in the Public Works Utility Systems.  ADMINISTRATOR Iwen Wang 34.5 FTEs FINANCE Gina Jarvis                     14.5 FTEs Operations Cash Receipting Utility Billing* Payroll Accounts Payable Accounts Receivable Budget & Accounting Budget Financial Reporting General Accounting INFORMATION  TECHNOLOGY Mehdi Sadri                   18 FTEs Systems Services Communication and  Data Center  Operations Network Services Application Services Application  Implementation  Development Support  and Maintenance Enterprise GIS   Implementation  Development  Support Service Desk End‐user Support Administrative Support 1 FTE Finance and Information Technology  Budget by Department - Finance and Information Technology 3 - 73   Finance and Information Technology      Mission  The Finance and Information Technology Department (FIT) 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.    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 service counters and utility billing services.  The department operates on the first and fifth  floors of City Hall.    2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig  Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010 ‐2011 2011‐2012 Operating Budget Summary 6,629,962 6,867,309 5,846,974 6,231,183 6,019,044 6,988,733 6,959,415 12.2%‐0.4% Position  Summary 37.50 38.50 35.50 32.50 33.50 34.50 34.50 6.2% 0.0%   Core Businesses and Services    Finance  The Finance Division is responsible for a broad range of services and information for both internal and external customers.   Core operational services include cash receipting, utility billing, licensing, passports, payroll, accounts payable, and accounts  receivable.  The Finance Division is also responsible for accounting and financial reporting including the development of the  biennial budget and preparation of the City’s annual financial statements, which are audited by the Washington State  Auditor’s Office.    Information Technology  The Information Technology Division is responsible for providing city‐wide voice and data communication and technology  services and support.  Core services include; improve City services through automation, enterprise network, voice and data  communication, enterprise GIS, application development, user, software and hardware support, systems security, and Wi‐Fi  services.    2009/2010 Accomplishments   Expanded on‐line self‐help utility billing information and reduced wait time for customer calls.   Implemented on‐line license renewal programs.   Implemented a biennial budgeting system.   Maintained strong credit ratings for the City’s general obligation bonds (Standard and Poor’s AA) and revenue  bonds (S&P AA+).   Refunded $6,000,000 in outstanding general obligation bonds to achieve net present value savings of $277,042.   Refunded $1,875,000 in outstanding golf course revenue bonds and replaced with lower interest interfund loan to  benefit both the golf course and general funds.   Continued to support SCORE (South Correctional Entity) by providing a variety of financial services such as  accounts payable, payroll, budget, and financial reporting.   Implemented the first phase of the online Employee Services where employees can view their personal payroll/HR  information and print items such as paycheck history and W‐2’s from prior years.   Received awards for excellence in financial reporting and budgeting from the Government Finance Officers  Association (GFOA).   Started implementation of Enterprise GIS program.    Assisted in the selection of the City‘s new permit system with electronic permit plan submittal and an on‐line  permit application process.  Budget by Department - Finance and Information Technology 3 - 74    Selected an Enterprise Records Management (ERM) system.    Transitioned live video streaming of official public meetings to in‐house from hosted services.   Provided secure remote access to the City’s network to staff for enhanced productivity.     Implemented property tax comparison for all potential annexation areas of Renton.     Implemented Phase I of the Police In‐Car‐Video project.   Issued RFP for phone system replacement.    2011/2012 Goals   Clean financial audit.   Implement eBill option for utility customers (requires upgrade to the utility billing system).   Implement on‐line new business and pet licenses applications.   Smooth transition of solid waste billing and collection functions to Waste Management to improve customer  service by creating a single point of contact and eliminate confusion and inconsistencies.    Facilitate smooth transition of SCORE (South Correctional Entity) budget and financial operations.   Achieve one upgrade in bond credit ratings in order to minimize the City’s financing costs.   Consolidate customer service functions for utility billing, licensing, and passports into one location.   Implement a citywide business process improvement and results measurement and reporting system.   Implement an accurate and reliable capital project reporting mechanism to reduce all City departments’ efforts in  compiling reports.     Facilitate the development of two new libraries with the issuance of general obligation bonds.   Continue to receive awards for excellence in financial reporting and budgeting from the Government Finance  Officers Association (GFOA).   Assist the implementation of a new permit system with July 2012 as the go‐live date.   Smooth transition to integration with the new Computer‐Aided‐Dispatch system at Valley Communications.        Complete Phase I of enterprise GIS goals: develop standards, synchronize addresses, provide centralized system  administration and support, and enable internal and external users’ access to the system.   Implement Phase I and II of the new VoIP phone system.        Implement record management function of the ECM system.   Upgrade audiovisual and broadcasting equipment for the Council Chambers and TV21.   Implement fiber connection to the Maplewood Golf Course.   Improve overall system availability and efficiency by 10%.    Budget by Department - Finance and Information Technology 3 - 75   List of FIT Renton Results Decision Packages:  2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100004.0004 Business  Licensing and Passports 1.10      88,199            ‐                      1.10      93,399            ‐                       500004.0002 Utility Billing and Cashiering 0.90      65,388            ‐                      0.90      68,801            ‐                       600004.0023 Asset, Debt, and Treasury Manag e 0.90      175,283           ‐                      0.90      181,247           ‐                       600004.0024 Payroll 2.00      172,524           ‐                      2.00      179,201           ‐                       600004.0025 Budgeting and Financial  Plannin g 3.30      318,908           ‐                      3.30      334,754           ‐                       600004.0026 Accounting and Auditing 1.30      214,377           ‐                      1.30      221,728           ‐                       600004.0027 Finance  Operations 5.00      439,550           ‐                      5.00      466,207           ‐                       600004.0028 Finance  Administration 1.50      435,569           ‐                      1.50      454,378           ‐                       600004.0033 IT Administration 2.50      309,306          306,946          2.50      323,447          314,392           600004.0034 Applications  and Database Servi c 4.00      1,020,328       1,021,364       4.00      1,043,501       1,036,006        600004.0035 IT Capital 3.00      1,440,756       1,007,893       3.00      1,250,168       1,045,090        600004.0036 Service  Desk Support 2.00      526,047          519,236          2.00      538,896          527,388           600004.0037 System  Services 4.00      598,246          569,077          4.00      620,745          584,092           600004.0038 Telecommunications 1.00      423,744          406,779          1.00      429,401          409,371           600004.0040 Enterprise  GIS 2.00      195,034          193,369          2.00      203,069          196,834           700005.0003 Fire  Pension ‐        565,475          300,000           ‐        550,475          300,000           900005.0004 Non ‐GG Fund Re venues ‐        ‐                      5,000               ‐        ‐                      5,000               Total 34.50    6,988,733$     4,329,664$     34.50    6,959,415$     4,418,173$      Budget by Department - Finance and Information Technology 3 - 76   FIT Performance Measures:    Program Area Strategies Performance Measures 2010 2011 2012 # of employees reported through  compliance audit procedures.N/A 100 200 Average # of business days to  review and issue new license  applications. 10  Estimate 85 Contact businesses prior to  expiration date to minimize expired  licenses. No Develop  Process Yes Average customer hold‐time (in  minutes) on utility billing phone  calls. 8  Estimate <5 <5 Operate and maintain utilities Respond to email inquiries within  one business day. 95%  Estimate 100% 100% Average utility billing aged accounts  receivable (over 90 days) as a % of  annual revenue. 1.35% <1% <1% Resolves or escalates service  requests within 1 day or less;N/A 85% 90% Meet or exceed departments'  satisfaction in support of their  business applications and needs. N/A 90% 90% Respond and resolve desktop  issues  within 4 hours N/A 90% 95% Respond to phone adds, moves, and  changes, and repairs within 48  hours. N/A 80% 95% Meet or exceed enterprise GIS  phase I plan objectives N/A 90% 90% Meet or exceed overall customer  satisfaction with service desk  responsiveness ; N/A 90% 90% Complete processing of all payrolls  two days before pay day.100% 100% 100% Customers are billed and vendors  are paid accurately as measured by  a reduction in correcting journal  entries. 250  Estimate 200 150 Reduction in # of audit  recommendations.730 Annual financial report available to  the auditor by April 1, so  information is audited within 150  days after year end. June 28 April 1April 1 Encourage the community to  comply with local, state and  federal laws Highly qualified, healthy, well  trained, and productive  workforce Functional work environment Fiscal Support and Accountability Internal Support Safety and Health Utilities and Environment   Budget by Department - Finance and Information Technology 3 - 77   Program Area Strategies Performance Measures 2010 2011 2012 Conduct physical inventory of at  least one asset class each year.IT Equip Fleet Other  Equip General accounts receivable  average aged balances (over 90  days) as a % of annual billing and  reductions in annual write‐offs. <1%  Estimate  $26k <1%    <$10k <1%    <$10k % difference in rate of return on the  City's investment portfolio  compared with its benchmark. 0.03% 0.20% 0.20% Core systems (LAN, Voice Data)  uptime.N/A 98% 99% Serve and support Customers  through user friendly web based  options N/A 75% 80% Recover files, folders, and databases  lost or corrupted within 24 hours.N/A 95% 98% Equipment and data that is  reliable and accessible Safeguard public interests and  assets Internal Support       Highlight of Budget Changes:   Regular salaries and benefits increased in 2011 by $390k due to the addition of one IT Director (previously a  contracted employee), one Permit Technician, and overall city‐wide increases in medical costs.   Overtime decreased in 2011 by $10k due to city‐wide cost budget reductions.   Supplies decreased in 2011 by $52k due to lower cost projections for the annual information technology  equipment replacement program.   Capital outlay increased in 2011 by $398k due to a new program request related to the Permit System.   Interfund payments decreased in 2011 by $43k due to lower cost projections for information technology and  facilities internal service fund charges.  Budget by Department - Finance and Information Technology 3 - 78   Expenditure Budget by Division ‐ Finance and Information Technology 2008 2009 2009 2010 2010 2011 2012 Change Change Fund/Dept Actual Orig  Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Finance Division 2,441,808 2,579,993 2,449,850 2,515,365 2,579,758 2,475,272 2,550,189 ‐1.6% 3.0% Information Services 4,188,155 4,287,316 3,397,124 3,715,819 3,439,286 4,513,461 4,409,226 21.5%‐2.3% Total 6,629,962 6,867,309 5,846,974 6,231,183 6,019,044 6,988,733 6,959,415 12.2%‐0.4% Expenditure Budget by Category ‐ Finance and Information Technology 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig  Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010 ‐2011 2011‐2012 Regular Salaries 2,287,566 2,421,760 2,296,928 2,151,797 2,223,690 2,358,044 2,437,059 9.6% 3.4% Part‐Time  Salaries 100,649 89,151 86,014 43,166 55,155 43,166 43,166 0.0% 0.0% Overtime 40,927 61,194 39,611 19,113 24,941 9,113 9,113 ‐52.3% 0.0% Personnel  Benefits 1,285,866 1,353,047 1,207,129 1,179,269 1,054,878 1,372,596 1,471,802 16.4% 7.2% Supplies 392,760 426,611 437,008 381,130 400,900 329,300 329,300 ‐13.6% 0.0% Other Services  and Charges 895,520 944,950 945,195 1,316,231 1,460,903 1,381,493 1,370,427 5.0%‐0.8% Capital  Outlay 1,328,894 1,295,058 579,621 817,712 500,794 1,215,371 1,013,395 48.6%‐16.6% Interfund Payments 297,781 275,538 255,467 322,765 297,783 279,650 285,153 ‐13.4% 2.0% Total 6,629,962 6,867,309 5,846,974 6,231,183 6,019,044 6,988,733 6,959,415 12.2%‐0.4% Staffing Levels by Division ‐ Finance  and Information Technology 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010 ‐2011 2011‐2012 Finance Division 20.00 19.00 19.00 16.00 16.00 16.00 16.00 0.0% 0.0% Information Services 17.50 19.50 16.50 16.50 17.50 18.50 18.50 12.1% 0.0% Total FTE 37.50 38.50 35.50 32.50 33.50 34.50 34.50 6.2% 0.0% Temp/Intermit Pay & Ben 115,378$    99,242$      97,916$      48,263$      62,906$      48,263$      48,263$      0.0% 0.0% Budget by Department - Finance and Information Technology 3 - 79   Finance and Information Technology Position Listing 2008200920092010201020112012 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Finance Division M49 Finance  and Information Svcs  Administrator 0.500.500.500.500.500.500.50 M38 Fiscal  Services  Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M26 Financial Services  Manager 2.002.002.001.001.001.001.00 M25 Senior Finance Analyst 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A19 Accounting Supervisor 1.00 1.00 1.00 0.00 0.00 0.00 0.00 A17 Grant/Purchasing Coordinator 0.000.000.001.001.001.001.00 N16 Finance  Analyst III 2.501.502.502.502.502.502.50 N14 Administrative Assistant 1.001.001.001.001.001.001.00 N13 Finance  Analyst II 2.00 2.00 1.00 0.00 0.00 0.00 0.00 N13 Lead Payroll  Analyst 1.001.001.001.001.001.001.00 A11 Payroll  Analyst 1.001.001.001.001.001.001.00 A09 Accounting Assistant IV 3.00 3.00 3.00 3.00 4.00 4.00 4.00 A07 Accounting Assistant III 0.00 0.00 3.00 2.00 1.00 1.00 1.00 A05 Accounting Assistant II 3.00 3.00 0.00 0.00 0.00 0.00 0.00 Total Finance Division 20.00 19.00 19.00 16.00 16.00 16.00 16.00   Information Technology Division M49 Finance  and Information Svcs  Administrator 0.500.500.500.500.500.500.50 M38 Information  Technology Director 0.00 0.00 0.00 0.00 1.00 1.00 1.00 A32 Network Systems  Manager 1.001.001.001.001.001.001.00 A30 Application Support Manager 1.001.001.000.000.000.000.00 M26 GIS  Coordinator LT*0.001.001.001.001.001.001.00 A24 Help  Desk Technical Support Coordinator 1.001.001.001.001.001.001.00 A24 Sr. Network Systems  Specialist 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A24 Database Technician 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A23 Business  Systems  Analyst**2.502.503.003.003.003.003.00 A23 Business  Systems  Analyst LT**0.50 0.50 0.00 0.00 0.00 0.00 0.00 A23 Engineering Specialist III 0.000.000.001.001.001.001.00 A23 GIS Analyst II LT*0.001.001.001.001.001.001.00 A21 GIS Analyst I  LT*0.001.001.001.001.001.001.00 A21 Systems  Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A20 Network Systems  Specialist 1.001.001.001.001.001.001.00 A17 Help  Desk Support Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A13 Print & Mail  Coordinator 1.001.000.000.000.000.000.00 A10 Form/Graphic T e chnician 1.00 1.00 0.00 0.00 0.00 0.00 0.00 A10 Permit Technician  LT***0.000.000.000.001.001.00 A07 Accounting Assistant III 0.00 1.00 1.00 1.00 1.00 1.00 1.00 A07 Print & Mail  Operator 1.00 1.00 0.00 0.00 0.00 0.00 0.00 A05 Accounting Assistant II 1.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Information Technology Division 17.50 19.50 16.50 16.50 17.50 18.50 18.50 Total Finance and Information Technology 37.50 38.50 35.50 32.50 33.50 34.50 34.50 *Position Proposed  in 2009 GIS Capital  Project Budget. **LT position expired and converted  to  regular position mid‐July 2009.   ***Position  Proposed in 2011/2012 Permit Capital  Project Budget.   Budget by Department - Finance and Information Technology 3 - 80 Fire Chief Mark Peterson 152 FTEs Response Operations         Deputy Chief                                   Bill Flora 124 FTEs Incident Response Fire Station  Staffing and  Management Pre‐Incident  Survey Post‐Incident  Analysis Incident  Management Fire Suppression Emergency  Medical Technical Rescue Hazardous  Materials Emergency Management                               Deborah Needham                                                                   2 FTEs Emergency  Management  Staff Safety & Support Services Deputy Chief                                    Erik Wallgren 9 FTEs Chaplains /  Volunteers Support Services Health and Safety Training and  Development Logistics  (Equipment,  Facilities,  Apparatus) Planning Community Risk Reduction  Assistant Fire Marshal       David Pargas                              10 FTEs Hazard Mitigation Inspections/  Investigations Plan Review Hazmat  Mitigation Administrative  Support               1 FTE Administrative  Staff          6 FTEs Fire and Emergency Services Fire &Emergency Services Budget by Department - Fire and Emergency Services 3 - 81 Fire & Emergency Services     Mission Statement  To maintain a safe and livable city through:   The reduction of risks to our community;   The efficient and effective response to escalating emergencies; and   A culture of safety and support for our members.    Description  The department fulfills its mission through four core services: Response Operations, Emergency Management, Community  Risk Reduction, and Safety and Support Services.  External services include community risk reduction activities that meet  the needs of our community prior to an emergency and response operations activities focused on reacting to calls for  service and assisting customers as they return to a normal or better condition.  Internal services focus primarily on the  safety and support of department members, while maintaining effective linkage between the department and the  remainder of the city.      2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Operating Budget Summary 21,771,518 21,305,636 20,378,891 21,827,109 21,554,792 22,045,916 23,055,144 1.0% 4.6% CIP Budget Summary 300,000 300,000 300,000 560,000 519,996 529,056 536,926 ‐5.5% 1.5% Position  Summary 135.00 157.00 155.00 152.00 152.00 152.00 152.00 0.0% 0.0%     List of Fire & Emergency Services Renton Results Decision Packages:    2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100009.0012 Administrative  Services  for F&ES 8.50      2,880,935        ‐                      8.50      2,940,264        ‐                       100009.0013 EMS  and Fire/Rescue Svcs  for COR 78.00    9,650,275       963,421          78.00    10,298,468     1,020,476        100009.0014 Emergency Management for the  CO 2.00      295,702          35,000            2.00      310,836          35,000             100009.0015 Community Risk Reduction 8.00      935,648          310,255          8.00      979,965          313,305           100009.0016 EMS  and Fire/Rescue  Svs  for KCFD  18.50    2,514,158       1,313,339       18.50    2,598,528       1,353,114        100009.0017 EMS  and Fire/Rescue Svs  for KCFD  28.00    3,992,858       4,344,200       28.00    4,115,463       4,374,526        100009.0018 F&ES  Health & Wellness  Fund ‐        25,000            25,000             ‐        25,000            25,000             100009.0021 Safety & Support S ervices 9.00      1,751,339       ‐                      9.00      1,786,620       ‐                       900005.0003 General  Governmental  Fund Reve ‐        ‐                      1,726               ‐        ‐                      1,726               Total Operating 152.00  22,045,916     6,992,941       152.00  23,055,144     7,123,147        700009.0003 Fire  Impact Mitigation  Fund ‐        529,056          ‐                       ‐        536,926          ‐                       Total CIP ‐        529,056          ‐                       ‐        536,926          ‐                       Total 152.00  22,574,972$   6,992,941$     152.00  23,592,070$   7,123,147$      Budget by Department - Fire and Emergency Services 3 - 82 Fire & Emergency Services Performance Measures:    Program Area Strategies Performance Measures 2010 2011 2012 Number of citizens contacted  through emergency preparedness 947 700 700 Number of hours spent in  emergency planning and outreach  for vulnerable populations 2,088 hours 2,000 hours 2,000 hours Timely responsiveness and  “Projection of effort” when the  community cannot help itself Provide a response time for first  arriving emergency unit of better  than 7 minutes 30 seconds 90% of  the time 100% 100% 100% Recovery and restoration of  community after a disaster Number of volunteers trained in  disaster response 176 150 100 98% 98% 98% Percentage of plans reviewed and  construction permits issued within  15 days Encourage a self reliant  community through programs  and education Safety and Health Encourage the community to  comply with local, state and  federal laws                                                                                                                                                                                                                                                           Highlight of Budget Changes:   2011 there is an increase in the internal service fund transfer of $163,164 and in 2012 the transfer increases  $310,367. This change is primarily the due to the increase in the equipment rental reserve charge.  Budget by Department - Fire and Emergency Services 3 - 83 Expenditure Budget by Division ‐ Fire & Emergency Services 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Response Operations 16,087,582 15,779,059 15,727,583 16,425,247 15,586,029 15,717,590 16,557,487 ‐4.3% 5.3% Safety & Support Services 4,340,076 3,845,201 3,032,764 4,125,092 4,644,636 5,018,318 5,124,794 21.7% 2.1% Community Risk Reduction 1,160,035 1,504,152 1,314,537 983,405 1,009,074 1,014,306 1,062,027 3.1% 4.7% Emergency Management 183,823 177,224 304,007 293,365 315,053 295,702 310,836 0.8% 5.1% Operating Total 21,771,518 21,305,636 20,378,891 21,827,109 21,554,792 22,045,916 23,055,144 1.0% 4.6% CIP 300,000 300,000 300,000 560,000 519,996 529,056 536,926 ‐5.5% 1.5% Total 22,071,518 21,605,636 20,678,891 22,387,109 22,074,787 22,574,972 23,592,070 0.8% 4.5% Expenditure Budget by Category ‐ Fire & Emergency Services 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 12,299,258 13,677,280 13,260,573 13,751,851 13,305,275 13,953,904 14,348,915 1.5% 2.8% Part‐Time  Salaries 16,212000000N/AN/A Overtime 2,264,056 724,602 709,420 825,291 861,740 758,467 758,467 ‐8.1% 0.0% Personnel  Benefits 3,401,347 4,113,832 3,823,126 3,743,682 3,914,180 3,995,634 4,299,584 6.7% 7.6% Supplies 793,086 267,936 355,706 249,937 515,497 247,882 246,732 ‐0.8%‐0.5% Other Services  and Charges 329,427 460,201 263,427 441,050 305,387 397,878 398,928 ‐9.8% 0.3% Intergovernmental  Services 271,988 283,050 329,533 283,049 318,976 283,049 283,049 0.0% 0.0% Capital  Outlay 547,111 191,872 18,631 191,872 33,994 231,859 231,859 20.8% 0.0% Interfund Payments 1,849,032 1,586,863 1,618,474 2,340,377 2,299,743 2,177,243 2,487,610 ‐7.0% 14.3% Operating Total 21,771,518 21,305,636 20,378,891 21,827,109 21,554,792 22,045,916 23,055,144 1.0% 4.6% CIP 300,000 300,000 300,000 560,000 519,996 529,056 536,926 ‐5.5% 1.5% Total 22,071,518 21,605,636 20,678,891 22,387,109 22,074,787 22,574,972 23,592,070 0.8% 4.5% Staffing Levels by Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Response Operations 112.00 125.00 125.00 125.00 125.00 126.00 126.00 0.8% 0.0% Safety & Support Services 10.00 14.00 14.00 14.00 14.00 14.00 14.00 0.0% 0.0% Community Risk Reduction 12.00 16.00 14.00 11.00 11.00 10.00 10.00 ‐9.1% 0.0% Emergency Management 1.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Total FTE 135.00 157.00 155.00 152.00 152.00 152.00 152.00 0.0% 0.0% Temp/Intermit Salaries  and 18,129$       ‐$           53$              ‐$           60$              ‐$            ‐$           N/A N/A     Budget by Department - Fire and Emergency Services 3 - 84 Response Operations     Mission Statement  To provide efficient and effective response to escalating emergencies.      2009/2010 Accomplishments  • Continue to evaluate options and implement methods to improve efficiencies in deployment models with current  resources.  • Initiated development of a 5‐10 year master plan for Response Operations to include a predictive model for future  incident call volume patterns.  • Achieved NIMS compliance on working incidents 92% of the time.  • Changed priorities from heavy rescue vehicle to aerial apparatus and completed specifications and contract for  purchase of a new aerial apparatus.  • Utilized King County pilot RAMPART project to springboard our department’s public access defibrillator program to  become a system‐wide program by placing 4 units in public accessible areas.    2011/2012 Goals    Continue work on integration of GIS data with command resources.   Continue to develop, evaluate and implement methods for reducing response times and improving reliability of  Station first – due coverage.   Achieve NIMS compliance on working incidents 100% of the time.      Expenditure Budget by Category ‐ Response Operations Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 9,615,630 10,783,730 11,067,324 11,720,857 10,818,150 11,228,636 11,552,050 ‐4.2% 2.9% Overtime 2,109,806 621,034 659,831 739,063 809,919 674,623 674,623 ‐8.7% 0.0% Personnel  Benefits 2,642,444 3,272,523 3,092,563 3,148,135 3,184,890 3,217,484 3,447,431 2.2% 7.1% Supplies 109,402 75,000 16,519 77,000 219,594 80,000 80,000 3.9% 0.0% Other Services  and Charges 23,206 28,700 33,450 29,100 25,316 32,100 31,050 10.3%‐3.3% Capital  Outlay 513,141 146,372 6,116 171,372 4,709 204,709 204,709 19.5% 0.0% Interfund Payments 1,073,953 851,700 851,781 539,720 523,450 280,038 567,624 ‐48.1% 102.7% Total 16,087,582 15,779,059 15,727,583 16,425,247 15,586,029 15,717,590 16,557,487 ‐4.3% 5.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Response Operations Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 112.00 125.00 125.00 125.00 125.00 126.00 126.00 0.8% 0.0%     Budget by Department - Fire and Emergency Services 3 - 85 Safety & Support Services     Mission Statement  To foster a culture of safety and support for our members.      2009/2010 Accomplishments  • Implemented a three‐ year driver training program for all members per state standards.   • Implemented an asset management system to include inventory control, budget management and protection.  • Further defined the Logistics Division through new and updated policies.  • Evaluated and implemented efficiencies in the administrative function of the organization.  2011/2012 Goals    Organize Logistics Division with reduction of staff to efficiently and effectively utilize Response Operations  personnel for ongoing programs while maintaining budgetary control of said programs.   Utilize and further develop asset management system to track inventory and budget.   Update Standard Operating Procedures and complete Desk Manual for Logistics Division.   Ensure all personnel receive required and documented training to state and national standards and certifications.   Maximize efficiency through coordination of job performance requirements to include matching training needs  with the resources available internally and regionally.   Create a Planning Division captain and lieutenant job description, with supporting SOP’s.   Evaluate RF&ES’ Washington Survey and Rating Bureau rating and criteria needed to improve our rating.   Initiate the federal self‐assessment process which includes strategic and master planning process, community risk  assessment/mitigation and standards of cover documentation.   Partner with IT to develop an information/data management system that includes project management, GPS/GIS  mapping and mobile tracking of response apparatus through the new computer aided dispatch system.    Develop a 5 – 10 year master plan for response operations to include a predictive model for future incident call  volume.      Expenditure Budget by Category ‐ Safety & Support Services  Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 1,778,718 1,772,312 1,176,785 1,185,180 1,618,070 1,870,996 1,915,122 57.9% 2.4% Overtime 102,077 60,728 19,988 45,228 21,014 45,208 45,208 0.0% 0.0% Personnel  Benefits 447,342 472,011 357,373 309,900 419,755 472,516 511,341 52.5% 8.2% Supplies 647,472 152,436 259,833 152,437 252,576 153,882 152,732 0.9%‐0.7% Other Services  and Charges 280,179 366,001 150,543 349,450 227,825 290,350 292,450 ‐16.9% 0.7% Intergovernmental  Services 271,988 283,050 329,533 283,049 318,976 283,049 283,049 0.0% 0.0% Capital  Outlay 32,965 44,000 12,516 19,000 29,286 25,650 25,650 35.0% 0.0% Interfund Payments 779,334 694,663 726,193 1,780,848 1,757,135 1,876,667 1,899,242 5.4% 1.2% Operating Total 4,340,076 3,845,201 3,032,764 4,125,092 4,644,636 5,018,318 5,124,794 21.7% 2.1% CIP 300,000 300,000 300,000 560,000 519,996 529,056 536,926 ‐5.5% 1.5% Total 4,640,076 4,145,201 3,332,764 4,685,092 5,164,632 5,547,374 5,661,720 18.4% 2.1% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Safety & Support  Services  Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 10.00 14.00 14.00 14.00 14.00 14.00 14.00 0.0% 0.0% Temp/Intermit Salaries  and 40$              ‐$           53$              ‐$           60$              ‐$            ‐$           N/A N/A   Budget by Department - Fire and Emergency Services 3 - 86 Community Risk Reduction     Mission Statement  To work with resident and other agencies to bring about the reduction of risks to our community.    2009/2010 Accomplishments  • Successful adoption of the 2009 Renton Fire Code.    2011/2012 Goals    Expand fire prevention and disaster preparedness education through the inspection program.   Implement tools and improved processes for greater efficiency in daily operations.      Expenditure Budget by Category ‐ Community Risk Reduction Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 801,565 1,024,069 853,914 674,503 695,392 678,649 698,987 0.6% 3.0% Overtime 48,908 42,840 23,766 35,500 27,354 37,636 37,636 6.0% 0.0% Personnel  Benefits 274,137 340,243 309,496 225,593 246,405 241,555 268,732 7.1% 11.3% Supplies 21,985 34,000 72,368 14,000 8,174 11,000 11,000 ‐21.4% 0.0% Other Services  and Charges 16,690 21,000 14,493 12,500 12,592 23,428 23,428 87.4% 0.0% Capital  Outlay 1,005 1,500 0 1,500 0 1,500 1,500 0.0% 0.0% Interfund Payments ‐4,255 40,500 40,500 19,809 19,157 20,538 20,744 3.7% 1.0% Total 1,160,035 1,504,152 1,314,537 983,405 1,009,074 1,014,306 1,062,027 3.1% 4.7% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Community Risk Reduction 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 12.00 16.00 14.00 11.00 11.00 10.00 10.00 ‐9.1% 0.0%   Budget by Department - Fire and Emergency Services 3 - 87 Emergency Management     Mission Statement  To work with resident and other agencies to bring about the reduction of risks to our community.    2009/2010 Accomplishments  • Developed and implemented an all‐hazards public awareness campaign.  • Implementing a revised damage assessment process to achieve better situational awareness in an emergency.  • Conducted a major disaster exercise – Sound Shake 2010.  • Initiated development of a Local Emergency Planning Committee.    2011/2012 Goals    Pursue grants to generate new revenue and collect reimbursements for disaster expenditures.   Increase emergency planning and outreach efforts for vulnerable populations.   Conduct training for volunteer disaster response assignments.      Expenditure Budget by Category ‐ Emergency Management 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 103,345 97,169 162,550 171,311 173,663 175,623 182,756 2.5% 4.1% Part‐Time  Salaries 16,212000000N/AN/A Overtime 3,265 0 5,835 5,500 3,453 1,000 1,000 ‐81.8% 0.0% Personnel  Benefits 37,423 29,055 63,695 60,054 63,130 64,079 72,080 6.7% 12.5% Supplies 14,227 6,500 6,986 6,500 35,153 3,000 3,000 ‐53.8% 0.0% Other Services  and Charges 9,352 44,500 64,942 50,000 39,654 52,000 52,000 4.0% 0.0% Total 183,823 177,224 304,007 293,365 315,053 295,702 310,836 0.8% 5.1% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Emergency Management 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 1.00 2.00 2.00 2.00 2.00 2.00 2.00 0.0% 0.0% Temp/Intermit Pay & Ben 18,089$      ‐$           ‐$           ‐$           ‐$           ‐$           ‐$           N/A N/A Budget by Department - Fire and Emergency Services 3 - 88 Fire & Emergency Services  Department Position Listing  2008 2009 2009 2010 2010 2011 2012 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Response Operations M45 Deputy Chief  (Response Operations) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 F73 Battalion Chief 3.00 6.00 6.00 6.00 6.00 6.00 6.00 F72 Captain 6.00 6.00 6.00 6.00 6.00 6.00 6.00 F71 Lieutenant 13.00 18.00 18.00 16.00 16.00 15.00 15.00 F70 Firefighter 88.00 93.00 93.00 95.00 95.00 97.00 97.00 Total Commissioned Members 111.00 124.00 124.00 124.00 124.00 125.00 125.00 A09 Administrative  Secretary I 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Response Operations Section 112.00 125.00 125.00 125.00 125.00 126.00 126.00 Safety & Support Services M49 Fire  Chief/Emergency Services  Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M45 Deputy Chief  (Response Operations) 0.00 0.00 0.00 0.00 0.00 0.00 0.00 M45 Deputy Chief  (Community Risk Reduction) 0.00 0.00 0.00 0.00 0.00 0.00 0.00 M45 Deputy Chief  (Safety and Support Services) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 F73 Battalion Chief 1.00 0.00 0.00 0.00 0.00 0.00 0.00 F72 Captain 1.00 2.00 2.00 2.00 2.00 3.00 3.00 F71 Lieutenant 1.00 2.00 2.00 4.00 4.00 5.00 5.00 F70 Firefighter 0.00 4.00 4.00 2.00 2.00 0.00 0.00 Total Commissioned Members 5.00 10.00 10.00 10.00 10.00 10.00 10.00 N114 Administrative  Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Administrative  Secretary I 0.00 1.00 1.00 1.00 1.00 1.00 1.00 N11 Administrative  Secretary II 0.00 0.00 0.00 0.00 0.00 0.00 0.00 A11 Communications  Specialist 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A09 Fire District Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A07 Data Base Systems  Technician 0.00 0.00 0.00 0.00 0.00 0.00 0.00 A05 Secretary I 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A05 Office  Assistant III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 5.00 4.00 4.00 4.00 4.00 4.00 4.00 Total Safety & Support Services Section 10.00 14.00 14.00 14.00 14.00 14.00 14.00 Community  Risk Reduction M45 Deputy Chief  (Community Risk Reduction) 1.00 1.00 1.00 0.00 0.00 0.00 0.00 F73 Battalion Chief 0.00 0.00 0.00 0.00 0.00 0.00 0.00 F72 Captain 0.00 1.00 1.00 1.00 1.00 0.00 0.00 F71 Lieutenant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Commissioned Members 2.00 3.00 3.00 2.00 2.00 1.00 1.00 M38 Emergency Management Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M20 Emergency Management Coordinator 0.00 1.00 1.00 1.00 1.00 1.00 1.00 M26 Assistant Fire  Marshal 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M23 Assistant Fire  Marshal 0.00 0.00 0.00 0.00 0.00 0.00 0.00 A24 Lead  Fire  Inspector 1.00 2.00 2.00 1.00 1.00 1.00 1.00 A23 Fire  Plans  Examiner/Fire Inspector III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Fire  Inspector III 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A19 Fire  Inspector II 1.00 1.00 1.00 1.00 1.00 2.00 2.00 A17 Fire  Inspector I 2.00 2.00 2.00 1.00 1.00 0.00 0.00 A09 Administrative  Secretary I  1.00 1.00 1.00 1.00 1.00 1.00 1.00 A03 Office  Assistant II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A21 Communications  Specialist II 0.00 1.00 0.00 0.00 0.00 0.00 0.00 A12 Communications  Specialist I 0.00 1.00 0.00 0.00 0.00 0.00 0.00 Total Non‐Commissioned 11.00 15.00 13.00 11.00 11.00 11.00 11.00 Total Community  and Risk Reduction Section 13.00 18.00 16.00 13.00 13.00 12.00 12.00 Total Commissioned Members 118.00 137.00 137.00 136.00 136.00 136.00 136.00 Total Non‐Commissioned Members 17.00 20.00 18.00 16.00 16.00 16.00 16.00 Total Fire & Emergency Services Department 135.00 157.00 155.00 152.00 152.00 152.00 152.00   Budget by Department - Fire and Emergency Services 3 - 89 This page is intentionally left blank  Budget by Department - Fire and Emergency Services 3 - 90 ADMINISTRATOR Nancy Carlson 9 FTEs HUMAN RESOURCES Vacant 2.5 FTEs Recruitment and  Selection  Classification and  Compensation  BENEFITS Maria Boggs 1.5 FTEs Personnel Benefits Retiree Benefits Wellness Program Unemployment FMLA RISK MANAGEMENT Robin Robertson 2 FTEs Property and Liability  Insurance Worker's  Compensation Workplace Health and  Safety  ADA Facilities  Compliance Administrative  Support 2 FTE Employee Training  and Development  Investigations and  Compliance Employee/Labor  Relations Human Resources and Risk Management  Budget by Department - Human Resources and Risk Management 3 - 91 Human Resources and Risk Management      Mission Statement  The Human Resources and Risk Management Department works in partnership with Administrators and their teams, with  individual employees and groups, and with employee representatives and the community to provide programs and services  that create a work environment that is positive and productive and allows all employees to serve the needs of our  residents.    Description  The department provides a comprehensive array of programs, including Recruitment and Selection, Classification and  Compensation, Employee/Labor Relations, Employee Training and Development, Property/Liability, Workplace Health and  Safety, and Employee Benefits.  Services are provided primarily to internal customers (i.e., other City departments).  For a  more detailed description see our program descriptions.    2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Operating Budget Summary 13,923,350 22,164,715 20,461,881 19,795,493 14,649,871 17,348,546 18,145,224 ‐12.4% 4.6% Position  Summary 12.00 11.00 11.00 9.00 9.00 9.00 9.00 0.0% 0.0%     List of HR&RM Renton Results Decision Packages:    2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 600014.0021 HR/RM Administration 5.00      946,308           ‐                      5.00      953,573           ‐                       600014.0023 Risk  Management 2.25      3,020,837       3,128,883       2.25      2,932,359       3,137,593        600014.0024 Benefits 1.75      13,106,401     13,386,641     1.75      14,259,292     14,152,424      900005.0004 Non ‐GG Fund Revenues ‐         ‐                      147,101           ‐        ‐                      147,484           Total Operating 9.00      17,073,546     16,662,625     9.00      18,145,224     17,437,501      700014.0008 Transfer from 502 to  317 ‐        275,000          ‐                       ‐        ‐                      ‐                       Total CIP ‐        275,000          ‐                       ‐        ‐                      ‐                       Total 9.00      17,348,546$   16,662,625$   9.00      18,145,224$   17,437,501$       Budget by Department - Human Resources and Risk Management 3 - 92 HR&RM Performance Measures:    Program Area Strategies Performance Measures 2010 2011 2012 Annual employee turnover  related  to  compensation/labor  issues N/A <5% <5% Employee  satisfaction survey. N/A 60%N/A1 Insurance reviews  completed   within five  days 100% 100% 100% 100% of applicable employees  trained  on all state mandated  programs 50% 100% 100% Customer Satisfaction  Survey N/A 60%N/A1 1No  survey conducted in 2012. Internal Support Highly qualified, healthy,  well  trained, and productive  workforce Equipment and data that is  reliable and accessible     Highlight of Budget Changes:   Personnel Benefits deceased in 2011 by $2.2 million due to lower cost projections for unemployment and medical.   Other Services and Charges decreased in 2011 by $609k due to lower cost projections for insurance.   Interfund Payments increased in 2011 by $99k due to higher costs projections for the information technology  internal service fund.   Transfers increased in 2011 by $225k due to reserved transportation project funds being allocated to the  Transportation Capital Investment Program Fund.    Budget by Department - Human Resources and Risk Management 3 - 93 Expenditure Budget by Division ‐ Human Resources and Risk Management 2008 2009 2009 2010 2010 2011 2012 Change Change Fund/Dept Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Administration 981,306 1,035,009 853,063 913,669 861,221 948,554 955,833 3.8% 0.8% Benefits 10,309,745 13,039,433 11,253,290 14,711,718 10,606,912 13,106,428 14,259,312 ‐10.9% 8.8% Risk Management 2,632,300 8,090,273 8,355,528 4,170,106 3,181,738 3,293,564 2,930,079 ‐21.0%‐11.0% Total 13,923,350 22,164,715 20,461,881 19,795,493 14,649,871 17,348,546 18,145,224 ‐12.4% 4.6% Expenditure Budget by Category ‐ Human Resources and Risk Management 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 766,536 856,976 850,028 739,038 733,610 748,942 769,706 1.3% 2.8% Part‐Time Salaries 18,737 9,771 7,532 8,102 11,768 8,102 8,102 0.0% 0.0% Overtime 02,75400000N/AN/A Personnel Benefits 10,520,186 13,340,570 12,024,995 15,867,138 11,611,424 13,695,593 14,754,738 ‐13.7% 7.7% Supplies 16,176 19,928 7,971 24,428 14,590 23,828 23,828 ‐2.5% 0.0% Other Services and Charges 2,330,895 2,749,598 2,399,788 2,913,419 2,089,657 2,304,524 2,314,805 ‐20.9% 0.4% Intergovernmental Services 0 3,500 1,277 3,500 2,553 3,500 3,500 0.0% 0.0% Interfund Payments 210,820 181,618 170,290 189,868 186,269 289,057 270,545 52.2%‐6.4% Transfer Out 60,000 5,000,000 5,000,000 50,000 0 275,000 0 450.0%‐100.0% Total 13,923,350 22,164,715 20,461,881 19,795,493 14,649,871 17,348,546 18,145,224 ‐12.4% 4.6% Staffing Levels by Division ‐ Human Resources and Risk Management 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Administration 7.50 7.50 7.50 6.00 6.00 5.00 5.00 ‐16.7% 0.0% Benefits 1.25 1.25 1.25 1.25 1.25 1.75 1.75 40.0% 0.0% Risk Management 3.25 2.25 2.25 1.75 1.75 2.25 2.25 28.6% 0.0% Total FTE 12.00 11.00 11.00 9.00 9.00 9.00 9.00 0.0% 0.0% Temp/Intermit Pay & Ben 20,346$        10,505$        8,295$         8,102$         13,165$       8,102$         8,102$          0.0% 0.0%       Budget by Department - Human Resources and Risk Management 3 - 94 Administration Division    Mission Statement  Provide a broad range of employee and risk management services in a timely, responsive, and reliable manner to  employees, residents, and the general public.      2009/2010 Accomplishments   Implemented online application process   Negotiated five three‐year union contracts for Police, Fire and AFSCME employees   Trained all employees in a new “Unlawful Discrimination, Harassment and Retaliation” policy   Provided leadership for two Employee Appreciation events: “Party in the Park” and “Popcorn Day”   Resolved 15 grievances filed by three of five unions   Arbitrated grievances related to 2009 layoffs   Developed expansive layoff materials and programs to assist employees affected by the December 31, 2009  layoffs.   Investigated eight complaints of alleged discrimination, harassment, etc.    2011/2012 Goals   Train supervisors and managers in employment law, FLSA, ADA and FMLA    Update class specifications   Implement hiring manager module in NeoGov (online application system)    Expenditure Budget by Category ‐ Administration 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 448,460 523,592 517,537 424,422 456,019 404,000 416,421 ‐4.8% 3.1% Part‐Time Salaries 18,737 9,771 7,532 8,102 11,768 8,102 8,102 0.0% 0.0% Overtime 02,75400000N/AN/A Personnel Benefits 151,407 203,368 169,201 126,186 132,107 110,425 124,506 ‐12.5% 12.8% Supplies 15,702 19,928 5,592 20,428 12,276 19,828 19,828 ‐2.9% 0.0% Other Services and Charges 239,365 174,663 62,055 144,663 62,783 144,663 144,663 0.0% 0.0% Interfund Payments 107,634 100,933 91,147 189,868 186,269 261,537 242,313 37.7%‐7.4% Total 981,306 1,035,009 853,063 913,669 861,221 948,554 955,833 3.8% 0.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration and Civil Services Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 7.50 7.50 7.50 6.00 6.00 5.00 5.00 ‐16.7% 0.0% Total FTE 7.50 7.50 7.50 6.00 6.00 5.00 5.00 ‐16.7% 0.0% Temp/Intermit Pay & Ben 20,346$        10,505$        8,295$         8,102$         13,165$       8,102$         8,102$          0.0% 0.0% Budget by Department - Human Resources and Risk Management 3 - 95 Benefits Division    Mission Statement  Provide comprehensive, effective employee benefit services by administering and maintaining the City’s self‐funded  medical, dental, and vision plan, and comprehensive benefit package, which is vital for attracting and maintaining qualified  staff and promoting a healthy, productive workforce.   Ensure consistent, accountable compliance with federal, state, and  City policies and regulations, and institute programs designed to promote the well‐being of our employees.    2009/2010 Accomplishments  • Received WellCity Award from Association of Washington Cities  • Increased Move More Program participation from 24% to 30%  • Implemented cost cutting strategy by changing premium sharing  • Developed and implemented two successful Health Fairs for all employees  • Conducted 23 “Brown Bag” lunches pertaining to employee health and wellness.    2011/2012 Goals  • Educate employees on Healthcare Reform and the affect on benefits  • Re‐establish City‐wide Orientation Program  • Continue to enhance Wellness Program and increase participation      Expenditure Budget by Category ‐ Benefits 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 108,507 110,772 111,191 113,688 113,196 152,152 155,844 33.8% 2.4% Personnel Benefits 9,833,310 12,448,091 10,778,865 14,159,797 10,061,960 12,468,024 13,606,223 ‐11.9% 9.1% Supplies 47406030000N/AN/A Other Services and Charges 312,997 434,733 320,560 434,733 429,202 455,232 465,513 4.7% 2.3% Intergovernmental Services 0 3,500 1,277 3,500 2,553 3,500 3,500 0.0% 0.0% Interfund Payments 54,457 42,337 40,795 0 0 27,520 28,232 100.0% 2.6% Total 10,309,745 13,039,433 11,253,290 14,711,718 10,606,912 13,106,428 14,259,312 ‐10.9% 8.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Benefits 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 1.25 1.25 1.25 1.25 1.25 1.75 1.75 40.0% 0.0% Total FTE 1.25 1.25 1.25 1.25 1.25 1.75 1.75 40.0% 0.0%   Budget by Department - Human Resources and Risk Management 3 - 96 Risk Management Division    Mission Statement  Provide a safe environment for our employees and citizens, minimize the City’s financial risk, and protect the City’s financial  assets and create a safe environment for its employees, citizens, and visitors, by identifying, analyzing and implementing  risk prevention and safety programs and developing effective channels of communication through excellent customer  service.        2009/2010 Accomplishments   Presented five years of Workers’ Compensation data to the top four departments/divisions to begin awareness  (Police, Fire, Public Works Shops, and Parks)    Began drafting safety policies in order to move to full compliance with WISHA    Increased early return‐to‐work opportunities while increasing safety education to Shops, Parks, Maintenance, and  Police    Began aggressive collections program for those who damaged City property, resulting in collection of over  $100,000 in 2010   Worked with Labor & Industries to reduce fines assessed in 2010   Trained all applicable employees in Lockout‐Tagout; Confined Spaces; Hazardous Materials; Competent Person;  CPR; Respiratory Protection; and Personal Protective Equipment   Completed fit testing for all employees who require the use of Respiratory Protection gear    2011/2012 Goals  • Create a Risk Management web page   • When the City is not responsible, vigorously collect back monies owed to the City for property damage caused by  accidents   • Improve workplace safety as evidenced by fewer hazards, reduced exposures, and fewer injuries and illnesses    • 100% safety training completion/compliance for all employees  • Develop a mechanism for employees for reporting hazards in our workplace and community so repair can be quick  and therefore reduce future injuries and accidents   • Provide effective, pro‐active loss and safety prevention programs, policies and procedures , and ensure compliance  with WISHA standards      Expenditure Budget by Category ‐ Risk Management Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 209,569 222,612 221,300 200,928 164,395 192,791 197,441 ‐4.0% 2.4% Personnel Benefits 535,469 689,111 1,076,928 1,581,155 1,417,357 1,117,144 1,024,009 ‐29.3%‐8.3% Supplies 0 0 1,777 4,000 2,314 4,000 4,000 0.0% 0.0% Other Services and Charges 1,778,533 2,140,202 2,017,174 2,334,023 1,597,672 1,704,629 1,704,629 ‐27.0% 0.0% Interfund Payments 48,72938,34838,3480000N/AN/A Transfer Out 60,000 5,000,000 5,000,000 50,000 0 275,000 0 450.0%‐100.0% Total 2,632,300 8,090,273 8,355,528 4,170,106 3,181,738 3,293,564 2,930,079 ‐21.0%‐11.0% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Risk Management Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 3.25 2.25 2.25 1.75 1.75 2.25 2.25 28.6% 0.0% Total FTE 3.25 2.25 2.25 1.75 1.75 2.25 2.25 28.6% 0.0%     Budget by Department - Human Resources and Risk Management 3 - 97 Human Resources and Risk Management Position Listing 2008 2009 2009 2010 2010 2011 2012 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration/Civil Service Commission M49 Human Resources/Risk Management Administrator 0.50 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 1.00 M20 Human Resources Analyst 3.00 3.00 3.00 3.00 3.00 2.50 2.50 N14 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 N13 Risk Management Technician 0.00 0.00 0.00 0.00 0.50 0.00 0.00 N11 Human Resources Systems Technician 1.00 1.00 1.00 0.50 0.00 0.00 0.00 N07 Secretary II 1.00 1.00 1.00 0.00 0.00 0.00 0.00 Total Administration/Civil Service Commission 7.50 7.50 7.50 6.00 6.00 5.00 5.00 Benefits M49 Human Resources/Risk Management Administrator 0.25 0.25 0.25 0.25 0.25 0.25 0.25 M22 Senior Employee Benefits Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M20 Human Resources Analyst 0.00 0.00 0.00 0.00 0.00 0.50 0.50 Total Benefits 1.25 1.25 1.25 1.25 1.25 1.75 1.75 Risk Management M49 Human Resources/Risk Management Administrator 0.25 0.25 0.25 0.25 0.25 0.25 0.25 M30 Risk Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M20 Safety Officer*1.00 0.00 0.00 0.00 0.00 0.00 0.00 M17 Risk Management Analyst 1.00 1.00 1.00 0.00 0.00 0.00 0.00 N13 Risk Management Technician 0.00 0.00 0.00 0.00 0.50 1.00 1.00 N11 Human Resources Systems Technician 0.00 0.00 0.00 0.50 0.00 0.00 0.00 Total Risk Management 3.25 2.25 2.25 1.75 1.75 2.25 2.25 Total Human Resources and Risk Management 12.00 11.00 11.00 9.00 9.00 9.00 9.00 *Retirement in 2009 Grade Title      Budget by Department - Human Resources and Risk Management 3 - 98 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.    2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Operating Budget Summary 9,791,565 10,691,996 9,823,636 9,289,314 16,234,220 7,835,981 8,877,621 ‐15.6% 13.3%     List of Other City Services Renton Results Decision Packages:    2011 Adopted 2012 Adopted Package # Description Tot Exp $Tot Rev $Tot Exp $Tot Rev $ 150009.0001 Fire  Hydrant Charge ‐        150,000          150,000           ‐        150,000          150,000           200003.0015 Grant Writing ‐         ‐                      50,000             ‐        ‐                      50,000             300020.0039 Henry Moses  Aquatic Center ‐        ‐                      ‐                       ‐        ‐                      30,000             300020.0050 Parks  General  Major Maintenance ‐         ‐                      400,000           ‐        ‐                      250,000           300020.0055 Accessible  Playground ‐        ‐                      750,000          ‐        ‐                      ‐                       300020.0056 New Libraries  Development ‐        ‐                      10,000,000     ‐        ‐                      7,000,000        600004.0032 General  Government Debt ‐        4,715,035       270,923          ‐        5,731,373       281,054           600020.0017 Public Restrooms  Renovations ‐        ‐                      ‐                       ‐        ‐                      120,000           650005.0001 Medical/Dent Premium  Adjustme n ‐         ‐                       ‐                       ‐        25,000            (50,000)            700005.0004 Indirect Cost Transfer Multi  Depts ‐         ‐                      859,566           ‐        ‐                      880,895           900005.0003 General  Governmental  Fund Reve ‐        ‐                      58,254,069     ‐        ‐                      60,490,148      Total ‐        4,865,035$     70,734,558$   ‐        5,906,373$     69,202,097$       Highlight of Budget Changes:   No contingency for salary negotiations which result in a reduction of $500k in Regular Salaries   Personnel Benefits decreased due to be more aligned with historical costs.   Intergovernmental Services increased due to the new fire hydrant fee which has revenues to offset.   Prior to 2010, the Insurance Internal Service Fund was allocated to Other City Services for all General  Governmental funds/departments.  Currently, each General Governmental fund/department will incur their costs  for insurance.   Transfer Outs decreased due to budget reductions in various Capital Investment Programs        Budget by Department - Other City Services 3 - 99 Expenditure Budget by Division ‐ Other City Services 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Other City Services 5,003,129 5,578,385 5,126,072 4,792,981 4,834,296 3,120,946 3,146,248 ‐34.9% 0.8% Ltd  Tax General  Obligation 4,788,436 5,113,611 4,697,564 4,496,333 11,399,924 4,715,035 5,731,373 4.9% 21.6% Total 9,791,565 10,691,996 9,823,636 9,289,314 16,234,220 7,835,981 8,877,621 ‐15.6% 13.3% Expenditure Budget by Category ‐ Other City Services 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 390,163 780,500 224,367 280,500 387,919 280,500 280,500 0.0% 0.0% Personnel  Benefits 1,935,884 2,156,338 1,972,484 4,119,636 1,696,558 2,361,336 2,361,336 ‐42.7% 0.0% Other Services  and Charges 1,991,901 312,492 637,533 239,220 217,531 254,720 254,720 6.5% 0.0% Intergovernmental  Services 74,116 41,812 65,162 51,000 73,226 202,000 202,000 296.1% 0.0% Capital  Outlay 200,000000000N/AN/A Debt Service 4,788,436 5,113,611 4,697,564 4,496,333 13,195,584 4,715,035 5,731,373 4.9% 21.6% Interfund Payments 30,800 1,137,243 1,070,830 102,625 584,063 22,390 22,692 ‐78.2% 1.3% Transfer Out 380,264 1,150,000 1,155,696 0 79,340 0 0 N/A N/A Total 9,791,565 10,691,996 9,823,636 9,289,314 16,234,220 7,835,981 8,877,621 ‐15.6% 13.3%   Budget by Department - Other City Services 3 - 100 Police Chief Kevin Milosevich 151.4 FTEs Field Operations Bureau Deputy Chief                                  Charles Marsalisi 86 FTEs Patrol Services Animal Control Parking  Enforcement Traffic Unit Patrol  Operations      North Sector Patrol Officers Patrol  Operations        South Sector Police Officers Support Operations Bureau Deputy Chief                                     Tim Troxel 61.4 FTEs Special  Operations Crime Analyst Directed  Enforcement  Team Special  Enforcement  Team Narcotics  Detectives Investigations Detectives  Evidence Domestic  Violence  Advocate Administrative  Services Training School Resource  Officers  Program Community  Programs Staff Services Records Electronic Home  Detention Administrative  Support 1 FTE Chaplains /  Volunteers Police Budget by Department - Police 3 - 101 Police     Mission Statement  The Renton Police Department, in partnership with our community, is dedicated to preventing crime, enforcing laws,  arresting offenders, resolving community problems, and improving the quality of life.        Description  The department assumes a leadership role in the community in addressing crime and safety‐related concerns.  This role  involves implementing reactive and proactive measures to reduce both the fear of crime and actual crime in our  community.    2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Operating Budget Summary 23,894,898 25,945,815 25,833,756 27,610,835 27,485,421 30,651,495 28,802,620 11.0%‐6.0% CIP Budget Summary 0 3,000,000 856,865 0 0 0 0 N/A N/A Position  Summary 175.20 167.40 169.40 167.40 167.40 151.40 151.40 ‐9.6% 0.0%   List of Police Renton Results Decision Packages:  2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 100008.0036 Police  Administration 5.00      2,960,513        ‐                      5.00      2,995,398        ‐                       100008.0037 Harbor Patrol  / Mercer Island PD  C ‐        39,060            ‐                       ‐        39,060            ‐                       100008.0038 Valley Communications ‐        1,619,466       ‐                       ‐        1,619,466       ‐                       100008.0039 Investigations 21.00    2,611,575       ‐                      21.00    2,675,063       ‐                       100008.0045 Special  Operations 18.00    2,571,521       180,693          18.00    2,648,685       180,693           100008.0049 Administrative  Services 7.00      1,176,447       ‐                      7.00      1,191,153       ‐                       100008.0050 Patrol  Services 12.00    2,233,713       ‐                      12.00    2,266,932       ‐                       100008.0051 Auxiliary Services  ‐ Jail ‐        4,353,320       ‐                       ‐        4,502,305       ‐                       100008.0052 Electronic Home  Detention Progra 2.00      324,509          116,000          2.00      330,372          116,000           100008.0054 Staff S ervices 14.40    1,272,448       ‐                      14.40    1,339,330       ‐                       100008.0056 Patrol  Operations 66.00    8,406,579       ‐                      66.00    8,549,689       ‐                       100008.0058 COPS  Hiring Recovery Program 6.00      620,117          548,000          6.00      645,167          270,000           150008.0002 SCORE Jail  Startup Costs ‐        2,462,229       ‐                       ‐        ‐                      ‐                       900005.0003 General  Governmental  Fund Reve ‐        ‐                      2,008,567       ‐        ‐                      2,013,344        Total 151.40  30,651,495$   2,853,260$     151.40  28,802,620$   2,580,037$           Budget by Department - Police 3 - 102 Police Performance Measures:  Program Area Strategies Performance Measures 2010 2011 2012 Calls for Service 75,371 Collisions 5,314 Case Reports 14,439 Traffic Stops 17,328 Average Response Times Priority I2.9933 Priority II 6.05 7.5 7.5 Priority III 11 12 12 Priority IV 21.21 25 25 UCR Class 1 Violent Crimes  (Homicide, Rape, Robbery, and  Felony Assault) 282 Difference from previous year ‐11.3% UCR Class I Property Crime  (Burglary, Theft, Auto Theft)4,311 Difference from previous year ‐7.1% Total UCR Class I Crimes 4,413 Difference from previous year ‐7.4% UCR Class I Crimes per 1,000  Population 51.2 50 50 Difference from previous year ‐10.0% Clearance Ration of UCR Class I  Crimes 26.0% 30.0% 30.0% Difference from previous year +3% Safety and Health Timely responsiveness and  “Projection of effort” when the  community cannot help itself Encourage the community to  comply with local, state and  federal laws       Highlight of Budget Changes:   There was a reduction of $157,838 reduction in overtime from 2010 to 2011.   Internal service fund reduction of $198,097 between 2010 and 2011 due to reduction of the insurance and  equipment rental reserve transfer.   Due to the transfer of jail services to SCORE, there was an increase of $2,217,059 over the 2010 jail services budget  for the transfer payment to SCORE. The payment to SCORE decreases by $2,313,275 in 2012.       Budget by Department - Police 3 - 103 Expenditure Budget by Division ‐ Police 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Administration 3,101,698 3,578,395 3,450,483 4,521,298 4,561,938 4,611,539 4,646,424 2.0% 0.8% Patrol  Operations 8,630,136 9,501,468 8,575,228 8,960,916 8,779,301 9,160,552 9,333,563 2.2% 1.9% Special  Operations 1,249,228 1,718,608 2,327,533 2,448,847 2,429,607 2,333,805 2,402,432 ‐4.7% 2.9% Patrol  Services 1,730,415 1,621,971 2,410,862 2,196,271 2,241,326 2,233,713 2,266,932 1.7% 1.5% Investigations 2,689,906 2,882,790 2,992,214 2,752,930 2,812,848 2,722,935 2,790,107 ‐1.1% 2.5% Administrative  Services 1,763,978 1,518,855 1,424,383 1,341,023 1,638,914 1,176,447 1,191,153 ‐12.3% 1.3% Staff Services 987,250 980,381 1,039,441 1,044,345 1,199,579 1,044,178 1,099,474 0.0% 5.3% Auxiliary Services 3,742,288 4,143,347 3,613,612 4,345,205 3,821,908 7,368,328 5,072,532 69.6%‐31.2% Operating Total 23,894,898 25,945,815 25,833,756 27,610,835 27,485,421 30,651,495 28,802,620 11.0%‐6.0% CIP 0 3,000,000 856,865 0 0 0 0 N/A N/A Total 23,894,898 28,945,815 26,690,621 27,610,835 27,485,421 30,651,495 28,802,620 11.0%‐6.0% Expenditure Budget by Category ‐ Police 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 12,111,057 13,030,256 13,017,045 13,740,447 13,449,062 12,595,695 12,869,710 ‐8.3% 2.2% Part‐Time  Salaries 26,111 1,000 33,750 13,000 36,291 13,000 13,000 0.0% 0.0% Overtime 1,242,661 987,833 1,334,348 927,306 1,173,236 693,190 693,190 ‐25.2% 0.0% Personnel  Benefits 4,340,590 4,884,020 4,865,194 4,762,674 5,087,962 4,385,038 4,696,242 ‐7.9% 7.1% Supplies 685,690 679,313 486,869 707,313 563,522 311,172 311,172 ‐56.0% 0.0% Other Services  and Charges 1,217,298 990,782 1,402,158 1,311,735 1,212,241 1,089,884 1,089,884 ‐16.9% 0.0% Intergovernmental  Services 2,773,057 3,260,706 2,625,824 3,247,242 3,079,930 8,464,301 6,151,026 160.7%‐27.3% Capital  Outlay 0 25,500 7,099 25,500 29,406 25,500 25,500 0.0% 0.0% Interfund Payments 1,376,434 2,086,405 2,061,469 2,875,618 2,853,771 3,073,715 2,952,896 6.9%‐3.9% Transfer Out 122,000000000N/AN/A Operating Total 23,894,898 25,945,815 25,833,756 27,610,835 27,485,421 30,651,495 28,802,620 11.0%‐6.0% CIP 0 3,000,000 856,865 0 0 0 0 N/A N/A Total 23,894,898 28,945,815 26,690,621 27,610,835 27,485,421 30,651,495 28,802,620 11.0%‐6.0% Staffing Levels by Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Administration 5.00 5.00 5.00 6.00 6.00 5.00 5.00 ‐16.7% 0.0% Patrol  Operations 82.00 67.00 72.00 70.00 70.00 70.00 70.00 0.0% 0.0% Special  Operations 14.00 18.00 18.00 18.00 18.00 18.00 18.00 0.0% 0.0% Patrol  Services 11.80 13.00 13.00 13.00 13.00 13.00 13.00 0.0% 0.0% Investigations 17.00 22.00 22.00 21.00 21.00 21.00 21.00 0.0% 0.0% Admin  Services 10.00 11.00 8.00 9.00 9.00 9.00 9.00 0.0% 0.0% Staff Services 14.40 12.40 12.40 12.40 12.40 12.40 12.40 0.0% 0.0% Auxiliary Services 21.00 19.00 19.00 18.00 18.00 3.00 3.00 ‐83.3% 0.0% Total FTE 175.20 167.40 169.40 167.40 167.40 151.40 151.40 ‐9.6% 0.0% Temp/Intermit Salaries  and 29,300$      5,080$        39,189$      13,000$      42,950$      13,000$      13,000$      0.0% 0.0%     Budget by Department - Police 3 - 104 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.       2009/2010 Accomplishments   Developed and implemented leadership training for all department supervisors.   Developed and implemented leadership training for all interested department members who desire to be a  supervisor in the future.   Continued to prepare for future growth and annexation.   Awarded national re‐accreditation by the Commission for Accreditation for Law Enforcement Agencies.    2011/2012 Goals    Balance both reactive and proactive police response to criminal activity within budgetary restraints.   Implement updated video monitoring in the Transit Center.   Continue to plan and prepare for future annexation.   Successful implementation of new personnel staffing software – TELESTAFF.      Expenditure Budget by Category ‐ Administration Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 476,856 524,452 529,226 543,642 581,616 542,871 556,930 ‐0.1% 2.6% Overtime 759 5,814 346 5,814 358 5,814 5,814 0.0% 0.0% Personnel  Benefits 138,884 160,877 160,479 156,139 170,779 155,692 167,478 ‐0.3% 7.6% Supplies 12,902 10,659 5,355 10,659 1,496 5,255 5,255 ‐50.7% 0.0% Other Services  and Charges 278,263 170,962 219,077 27,642 81,991 16,322 16,322 ‐41.0% 0.0% Intergovernmental  Services 1,583,100 1,651,026 1,531,831 1,651,026 1,634,093 1,651,026 1,651,026 0.0% 0.0% Capital  Outlay 0 25,500 0 25,500 0 25,500 25,500 0.0% 0.0% Interfund Payments 610,934 1,029,105 1,004,169 2,100,876 2,091,604 2,209,059 2,218,099 5.1% 0.4% Operating Total 3,101,698 3,578,395 3,450,483 4,521,298 4,561,938 4,611,539 4,646,424 2.0% 0.8% CIP 0 3,000,000 856,865 0 0 0 0 N/A N/A Total 3,101,698 6,578,395 4,307,348 4,521,298 4,561,938 4,611,539 4,646,424 2.0% 0.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 5.00 5.00 5.00 6.00 6.00 5.00 5.00 ‐16.7% 0.0%         Budget by Department - Police 3 - 105 Patrol Operations Division    Mission Statement  To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional law  enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and  improving the quality of life.      2009/2010 Accomplishments   Identified ways to increase productivity and efficiency.  One example is the sharing of personnel between patrol  sectors to reduce overtime.     Continued to utilize computer statistics and crime analysis to more effectively deploy resources.   Coordinated our efforts with other divisions to address chronic policing problems within the City.  One example  was the joint effort of Patrol Operations, Special Operations and Crime Prevention to reduce crime and the  perception of crime at several south end apartment complexes.   Decreased both the perception of crime and actual crime in the downtown and highlands area by increasing extra  patrols and special projects.  The increased visibility also enhanced our relationships with residents and businesses  in those areas.   Began utilizing in‐car video systems in a select group of patrol vehicles.    In partnership with the City Prosecutor’s office and City Parks Department, implemented a trespass ordinance  covering city parks.    2011/2012 Goals    Utilize crime analysis data to focus patrol efforts in problem areas.   Increase the number of positive police contacts in areas of heightened concern, by participating in community  meeting and events.   Hire and train additional Field Training Officers in anticipation of future growth and potential annexations.   Leverage technology to enhance efficiency: Increase the number of   in‐car video cameras in patrol cars as well as  SECTOR collision/citation software to speed the processing of routine paperwork and reduce officer court time.   Establish a transit center expulsion ordinance to assist in dealing with crime and the perception of crime in the  downtown corridor.     Expenditure Budget by Category ‐ Patrol Operations Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 5,671,430 6,269,102 5,379,987 6,020,837 5,730,610 6,111,264 6,248,627 1.5% 2.2% Overtime 512,257 376,278 495,618 376,278 466,012 300,000 300,000 ‐20.3% 0.0% Personnel  Benefits 1,942,930 2,073,681 1,930,210 2,017,207 2,071,184 2,110,580 2,243,245 4.6% 6.3% Supplies 13,739 35,327 18,037 35,327 7,636 18,435 18,435 ‐47.8% 0.0% Other Services  and Charges 15,080 17,380 21,675 17,380 16,903 13,080 13,080 ‐24.7% 0.0% Interfund Payments 474,700 729,700 729,700 493,887 479,354 607,193 510,176 22.9%‐16.0% Total 8,630,136 9,501,468 8,575,228 8,960,916 8,779,301 9,160,552 9,333,563 2.2% 1.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Patrol Operations Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 82.00 67.00 72.00 70.00 70.00 70.00 70.00 0.0% 0.0%       Budget by Department - Police 3 - 106 Special Operations Division Goals    Mission Statement  To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional law  enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and  improving the quality of life.     2009/2010 Accomplishments   Worked cooperatively with the Community & Economic Development Department, City Attorney’s Office, Fire  Department and Community Services to address various quality of life issues, which arose throughout the year, by  using the City’s REACT program.     Developed and disseminated crime analysis bulletins that were used to identify crime trends as well as prolific  offenders, who accounted for a large portion of crime occurring in the City.     Utilized the crime analysis information by conducting proactive operations that resulted in the apprehension and  conviction of numerous repeat offenders.  Examples include the apprehension and conviction of nine prolific  burglars, three prolific Identity theft suspects and two repeat auto theft suspects.      2011/2012 Goals    Work cooperatively with other City departments and various community resources to address quality of life issues  through the city.   Develop and disseminate meaningful crime analysis information to enhance the department’s efforts to identify  crime trends and repeat offenders.   Deploy personnel to conduct proactive operations to observe criminal conduct and apprehend offenders by  utilizing crime analysis information.   Reduce the impact of street gangs on the community by focusing our efforts with known gang members,  increasing our involvement with regional gang task forces and facilitating the prompt removal of graffiti.   Reduce the impact of drugs in our community by aggressively targeting middle and lower level drug dealers who  supply our community with illicit drugs.      Expenditure Budget by Category ‐ Special  Operations Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 776,260 1,090,143 1,448,932 1,537,524 1,510,072 1,455,026 1,488,410 ‐5.4% 2.3% Part‐Time  Salaries 0 0 7,611 12,000 11,159 12,000 12,000 0.0% 0.0% Overtime 96,255 121,176 140,779 86,190 157,851 86,190 86,190 0.0% 0.0% Personnel  Benefits 275,064 387,945 547,242 549,896 567,927 526,456 561,699 ‐4.3% 6.7% Supplies 7,252 9,184 21,526 37,184 11,282 32,080 32,080 ‐13.7% 0.0% Other Services  and Charges 94,397 110,160 161,442 226,053 161,417 222,053 222,053 ‐1.8% 0.0% Total 1,249,228 1,718,608 2,327,533 2,448,847 2,429,607 2,333,805 2,402,432 ‐4.7% 2.9% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Special  Operations Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 14.00 18.00 18.00 18.00 18.00 18.00 18.00 0.0% 0.0% Temp/Intermit Pay & Ben ‐$           ‐$           8,680$        12,000$      12,937$      12,000$      12,000$      0.0% 0.0% Budget by Department - Police 3 - 107 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    2009/2010 Accomplishments   Continued to develop and monitor the Traffic Safety Camera Program. Completed a brief analysis in January 2010,  presented information to Council at their planning meeting.  Made appropriate recommendations and changes in  the program.    Coordinated our efforts with other city departments to address chronic traffic problems and concerns.    Identified new technology that would assist productivity and efficiencies in parking enforcement, budget  prioritization restricted the unit from procuring and implementing the technology.    Expanded the use of technology used by State of Washington to transfer in‐field data from driver’s licenses and  vehicle registrations onto required citations and forms.    Used the media to improve communications citywide by using the city’s website to post viable, current  information for the citizens regarding high enforcement areas and traffic safety camera changes, special events  and city celebrations.    Implemented and documented response to neighborhood traffic concerns.    Maintained regional influence by taking leadership roles in regional issues and hosting regional traffic related  classes and training.     2011/2012 Goals    Make necessary ordinances changes to reflect current costs of impounding and holding animals, seeking to recover  costs from animal owners   Increase the supervisor’s ability to be more responsive to field activity by reducing the current span of control in  the division by adding an additional sergeant position and aligning tasks and responsibilities with best practices.     Continue to improve quality of life for citizens by being responsive to neighborhood complaints and effectively  applying education, engineering and enforcement models to resolving concerns.    Continue to be a leader in regional issues focusing on comprehensive road safety plans with involvement with  Target Zero programs.    Look for funding to obtain the latest technology to increase the productivity and efficiencies of parking  enforcement.    Look for opportunities to increase the effectiveness of the Traffic Safety Camera programs that play a part in  making our roads safer.    Balance the workload activity by adding two additional collision investigation positions in the unit with the added  roles and responsibilities of annexation.    Effectively direct resources based on collision data provided by Transportation Services to reduce the number of  collisions identified at these high crash areas.     Budget by Department - Police 3 - 108 Expenditure Budget by Category ‐ Patrol Services  Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 818,290 777,909 1,010,258 994,423 1,098,205 998,819 1,017,884 0.4% 1.9% Overtime 173,008 146,379 262,451 146,379 57,082 81,379 81,379 ‐44.4% 0.0% Personnel  Benefits 321,565 346,941 414,205 372,093 430,575 380,325 408,259 2.2% 7.3% Supplies 27,301 17,646 16,403 17,646 37,922 17,646 17,646 0.0% 0.0% Other Services  and Charges 195,540 154,932 542,847 508,396 464,582 618,396 618,396 21.6% 0.0% Intergovernmental  Services 16,211 13,464 0 0 0 0 0 N/A N/A Interfund Payments 178,500 164,700 164,700 157,334 152,961 137,148 123,368 ‐12.8%‐10.0% Total 1,730,415 1,621,971 2,410,862 2,196,271 2,241,326 2,233,713 2,266,932 1.7% 1.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Patrol Services  Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 11.80 13.00 13.00 13.00 13.00 13.00 13.00 0.0% 0.0%     Budget by Department - Police 3 - 109 Investigation Division    Mission Statement  To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional law  enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and  improving the quality of life.     2009/2010 Accomplishments   Successful implementation of Evidence on Q data system.   Utilized Evidence Technicians to respond to crime scenes with patrol to increase efficiency of resources.   Initiated discussions with other local agencies to create Regional Major Crime Response Team to respond to major  incidents.   Reorganize the division into two distinct units, Major Crimes supervised by one sergeant, and Property Crimes  supervised by one sergeant.    2011/2012 Goals    Prepare the evidence areas for movement into current Jail space in late 2011.   Work with King County Prosecutor’s office to reduce total number of vehicles held for collision investigations in  evidence garage.     Develop Cold Case protocol to help solve these cases and ensure all available leads have been followed up on.   Assist with the numerous background investigations needed to fulfill the hiring needed if Fairwood annexation is  successful.      Expenditure Budget by Category ‐ Investigation Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 1,756,187 1,878,567 1,961,850 1,889,041 1,861,804 1,879,666 1,908,659 ‐0.5% 1.5% Part‐Time  Salaries 13,761 1,000 26,139 1,000 25,132 1,000 1,000 0.0% 0.0% Overtime 180,183 142,643 151,430 142,322 136,978 120,068 120,068 ‐15.6% 0.0% Personnel  Benefits 626,673 693,502 688,094 626,794 666,452 640,749 684,345 2.2% 6.8% Supplies 17,403 24,014 28,140 24,014 28,189 19,080 19,080 ‐20.5% 0.0% Other Services  and Charges 26,898 27,564 10,869 22,480 21,725 18,668 18,668 ‐17.0% 0.0% Intergovernmental  Services 0 0 3,094 0 4,514 0 0 N/A N/A Capital  Outlay 007,099021,80400N/AN/A Interfund Payments 68,800 115,500 115,500 47,279 46,251 43,704 38,287 ‐7.6%‐12.4% Total 2,689,906 2,882,790 2,992,214 2,752,930 2,812,848 2,722,935 2,790,107 ‐1.1% 2.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Investigation Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 17.00 22.00 22.00 21.00 21.00 21.00 21.00 0.0% 0.0% Temp/Intermit Salaries  and 15,918$      5,080$        30,509$      1,000$        30,012$      1,000$        1,000$        0.0% 0.0%     Budget by Department - Police 3 - 110 Administrative Services Division    Mission Statement  To meet the vision of being a nationally recognized and regional leader in providing comprehensive, professional law  enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and  improving the quality of life.        2009/2010 Accomplishments   Staffed and provided training for a new Renton Police Department Recruiting Team.  Created and distributed  recruiting posters to attract a more diverse class of recruit   Successfully completed an onsite inspection of the Renton Police Department’s policies and practices by the  Commission for Accreditation of Law Enforcement Agencies   Partnered with the City’s Economic Development Department to provide focused law enforcement and other  services to the Downtown, Benson Hill, and Highlands business districts     Organized and completed a highly attended National Night Out event in the North Renton neighborhood      2011/2012 Goals    Attract and recruit high quality, diverse personnel to meet future annexation needs   Develop and conduct a Teen Citizen’s Academy   Develop and implement a more advanced training program for the Renton Police Department Cadets   Develop and conduct a high quality promotional process for Police Sergeant and Police Commander     Expenditure Budget by Category ‐ Administrative Services  Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 841,225 669,189 777,102 610,059 861,279 608,779 621,445 ‐0.2% 2.1% Overtime 120,346 84,919 75,007 59,699 78,589 59,699 59,699 0.0% 0.0% Personnel  Benefits 291,592 315,659 266,988 185,493 300,007 193,543 209,288 4.3% 8.1% Supplies 394,271 337,256 212,415 337,256 247,567 186,180 186,180 ‐44.8% 0.0% Other Services  and Charges 85,443 77,032 58,071 77,032 82,316 56,032 56,032 ‐27.3% 0.0% Interfund Payments 31,100 34,800 34,800 71,484 69,157 72,214 58,509 1.0%‐19.0% Total 1,763,978 1,518,855 1,424,383 1,341,023 1,638,914 1,176,447 1,191,153 ‐12.3% 1.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administrative Services  Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 10.00 11.00 8.00 9.00 9.00 9.00 9.00 0.0% 0.0%   Budget by Department - Police 3 - 111 Staff Services Division    Mission Statement  To meet the vision of being a nationally recognized and regional leader in providing comprehensive and professional law  enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and  improving the quality of life.    2009/2010 Accomplishments   AEGIS was upgraded to version 8.4.   The new Washington State Retention Schedule was posted, which reduced the quantity of records required to be  held prior to case destruction.    Police Cadets assisted with non‐essential record functions and conducted jail visitation escorts.    2011/2012 Goals    Upgrade AEGIS to version 9.0.   Reduce backlog of case destruction by 30%.   Implement Staff Services Task desk. Reallocate staffing and resources to improve overall efficiency of Staff Services  Division.    Upgrade AEGIS Mobile to version 8.0 to work in conjunction with AEGIS 9.0.   Manage increase of case reports and Public Disclosure Requests with re‐organization of division staffing levels to  meet department needs.      Expenditure Budget by Category ‐ Staff  Services  Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 587,785 567,025 599,153 687,690 677,888 675,272 696,479 ‐1.8% 3.1% Part‐Time  Salaries 12,350000000N/AN/A Overtime 101,349 40,040 140,395 40,040 144,453 40,040 40,040 0.0% 0.0% Personnel  Benefits 231,915 318,232 246,300 261,531 280,925 273,782 307,871 4.7% 12.5% Supplies 28,608 19,950 7,952 19,950 59,497 19,950 19,950 0.0% 0.0% Other Services  and Charges 25,243 35,134 45,642 35,134 36,816 35,134 35,134 0.0% 0.0% Total 987,250 980,381 1,039,441 1,044,345 1,199,579 1,044,178 1,099,474 0.0% 5.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Staff  Services  Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 14.40 12.40 12.40 12.40 12.40 12.40 12.40 0.0% 0.0% Temp/Intermit Pay & Ben 13,382$      ‐$           ‐$           ‐$           ‐$           ‐$           ‐$           N/A N/A     Budget by Department - Police 3 - 112 Auxiliary Services Division    Mission Statement  To meet the vision of being a nationally recognized and regional leader in providing comprehensive and professional law  enforcement services by preventing crime, enforcing laws, arresting offenders, resolving community problems, and  improving the quality of life.    2009/2010 Accomplishments   South Correctional Entity Regional Jail (SCORE) became an entity of itself.    The average daily population (ADP) of Electronic Home Detention participants remains at thirty‐two despite the  decrease of individuals eligible for participation.    2011/2012 Goals    Ensure a smooth transition of affected Jailers to SCORE employees   Designate a liaison representative between the Department and SCORE during the transitional period.   Identify operational issues that may occur when SCORE assumes the daily operation of the former Renton Jail (i.e.  transport requests, court requests, medical appointments, and emergency medical transport duties) prior to  SCORE relocating to the new facility in Des Moines.      Expenditure Budget by Category ‐ Auxiliary Services  Division 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 1,183,023 1,253,869 1,310,538 1,457,231 1,127,589 323,998 331,276 ‐77.8% 2.2% Overtime 58,504 70,584 68,322 70,584 131,913 0 0 ‐100.0% N/A Personnel  Benefits 511,968 587,183 611,677 593,521 600,113 103,913 114,054 ‐82.5% 9.8% Supplies 184,214 225,277 177,041 225,277 169,933 12,546 12,546 ‐94.4% 0.0% Other Services  and Charges 496,434 397,618 342,536 397,618 346,491 110,199 110,199 ‐72.3% 0.0% Intergovernmental  Services 1,173,746 1,596,216 1,090,899 1,596,216 1,441,323 6,813,275 4,500,000 326.8%‐34.0% Interfund Payments 12,400 12,600 12,600 4,758 4,545 4,397 4,457 ‐7.6% 1.4% Transfer Out 122,000000000N/AN/A Total 3,742,288 4,143,347 3,613,612 4,345,205 3,821,908 7,368,328 5,072,532 69.6%‐31.2% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Auxiliary Services  Division 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Total FTE 21.00 19.00 19.00 18.00 18.00 3.00 3.00 ‐83.3% 0.0% Budget by Department - Police 3 - 113 Police Department Position Listing (1 of  2) 2008 2009 2009 2010 2010 2011 2012 Grade Title Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Administration Commissioned Officers M49 Police Chief  1.00 1.00 1.00 1.00 1.00 1.00 1.00 M45 Police Deputy Chief 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Commissioned Officers 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Non‐Commissioned Personnel M36 Police Manager 0.00 0.00 0.00 1.00 1.00 0.00 0.00 PN55 Police  Administrative  Assistant 1.00 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 1.00 Total Non‐Commissioned 2.00 2.00 2.00 3.00 3.00 2.00 2.00 Total Administration Division 5.00 5.00 5.00 6.00 6.00 5.00 5.00 Patrol  Operations Commissioned Officers M36 Commander 2.00 2.00 2.00 2.00 2.00 2.00 2.00 PC61 Sergeant 9.00 8.00 8.00 8.00 8.00 8.00 8.00 PC60 Police  Officer – Patrol  2 67.00 53.00 56.00 0.00 0.00 0.00 0.00 PC60 Police  Officer – Patrol  3 0.00 3.00 5.00 60.00 60.00 60.00 60.00 PC60 Police  Officer – Patrol  1 3.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Commissioned Officers 81.00 66.00 71.00 70.00 70.00 70.00 70.00 Non‐Commissioned Personnel PN51 Police  Secretary 1.00 1.00 1.00 0.00 0.00 0.00 0.00 Total Non‐Commissioned 1.00 1.00 1.00 0.00 0.00 0.00 0.00 Total Patrol Operations Division 82.00 67.00 72.00 70.00 70.00 70.00 70.00 Special Operations Commissioned Officers M36 Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC61 Sergeant 2.00 2.00 2.00 2.00 2.00 2.00 2.00 PC60 Police  Officer – Patrol 6.00 11.00 11.00 12.00 12.00 12.00 12.00 PC60 Police  Officer – Bicycle  Patrol 1.00 1.00 1.00 0.00 0.00 0.00 0.00 PC60 Police  Officer ‐ Gambling Tax Enforcement 1.00 0.00 0.00 0.00 0.00 0.00 0.00 PC60 Police  Officer ‐ VNET 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC61 Police  Officer ‐ Auto  Theft Task Force 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Commissioned Officers 13.00 17.00 17.00 17.00 17.00 17.00 17.00 Non‐Commissioned Personnel PN61 Crime  Analyst 1.00 0.00 0.00 0.00 0.00 0.00 0.00 PN54 Crime  Analyst 0.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Special Operations Division 14.00 18.00 18.00 18.00 18.00 18.00 18.00 1 Includes  4.0 FTE's  to  fill existing vacancies  due  to  military commitments  and temporary assignments to  other public   agencies 2 Includes  4.0 FTE's  unfunded as of 7/1/09 3 Includes  6.0 FTE's  funded as of 7/1/09 by the  COPS  ARRA Grant Patrol Services Commissioned Officers M36 Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC61 Sergeant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC60 Police  Officer – Traffic 6.00 8.00 8.00 8.00 8.00 8.00 8.00 Total Commissioned Officers 8.00 10.00 10.00 10.00 10.00 10.00 10.00 Non‐Commissioned Personnel PN52 Animal  Control  Officer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 PB50 Parking  Enforcement Officer 1.80 1.00 1.00 1.00 1.00 1.00 1.00 PN50 Traffic Controller 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Non‐Commissioned 3.80 3.00 3.00 3.00 3.00 3.00 3.00 Total Patrol Services Division 11.80 13.00 13.00 13.00 13.00 13.00 13.00 Investigations Budget by Department - Police 3 - 114 Police Department Position Listing (2 of  2) 2008 2009 2009 2010 2010 2011 2012 Authorized Orig  Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Commissioned Officers M36 Commander 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC61 Sergeant 2.00 3.00 3.00 3.00 3.00 3.00 3.00 PC60 Police  Officer/Detectives 9.00 13.00 13.00 13.00 13.00 13.00 13.00 Total Commissioned Officers 12.00 17.00 17.00 17.00 17.00 17.00 17.00 Non‐Commissioned Personnel PN61 Domestic Violence  Victim Advocate  1.00 1.00 1.00 1.00 1.00 1.00 1.00 PN53 Evidence  Technician 3.00 3.00 3.00 2.00 2.00 2.00 2.00 PN51 Police  Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned 5.00 5.00 5.00 4.00 4.00 4.00 4.00 Total Investigations Division 17.00 22.00 22.00 21.00 21.00 21.00 21.00 Administrative Services Commissioned Officers M36 Commander 1.00 1.00 1.00 2.00 2.00 2.00 2.00 PC61 Sergeant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PC60 Police  Officer – Youth  Programs 0.00 1.00 0.00 0.00 0.00 0.00 0.00 PC60 Police  Officer – SRO 2 2.00 2.00 0.00 2.00 2.00 2.00 2.00 PC60 Police  Officer – Training 2.00 2.00 2.00 1.00 1.00 1.00 1.00 PC60 Police  Officer – CJTC Instructor 1.00 1.00 1.00 0.00 0.00 0.00 0.00 Total Commissioned Officers 7.00 8.00 5.00 6.00 6.00 6.00 6.00 Non‐Commissioned Personnel PN54 Police  Community Program Coordinator 2.00 2.00 2.00 2.00 2.00 2.00 2.00 PN51 Police  Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned Personnel 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Total Administrative Services Division 10.00 11.00 8.00 9.00 9.00 9.00 9.00 Staff Services Non‐Commissioned Personnel PN58 Police  Service Specialist Supervisor 2.00 1.00 1.00 1.00 1.00 1.00 1.00 PN57 Police  Service Specialist Lead 1.00 1.00 1.00 1.00 1.00 1.00 1.00 PN62 Police  Svc Specialist‐Gambling Tax Enforcement 1.00 1.00 1.00 0.00 0.00 0.00 0.00 PN62 Police  Service Specialist 10.40 9.40 9.40 10.40 10.40 10.40 10.40 Total Non‐Commissioned 14.40 12.40 12.40 12.40 12.40 12.40 12.40 Total Staff Services Division 14.40 12.40 12.40 12.40 12.40 12.40 12.40 Auxiliary  Services (Jail) Non‐Commissioned Personnel M36 Police Manager 1.00 1.00 1.00 0.00 0.00 0.00 0.00 PN59 Jail  Sergeant 2.00 2.00 2.00 2.00 2.00 0.00 0.00 PN52 Jailer 14.00 12.00 12.00 13.00 13.00 0.00 0.00 PN52 Transport Jailer 0.00 0.00 0.00 0.00 0.00 0.00 0.00 PN52 Jailer 1 1.00 1.00 1.00 0.00 0.00 0.00 0.00 PN51 Police  Secretary 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Non‐Commissioned Personnel 19.00 17.00 17.00 16.00 16.00 1.00 1.00 Total Auxiliary Services (Jail) 19.00 17.00 17.00 16.00 16.00 1.00 1.00 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 2.00 Total Non‐Commissioned Personnel 2.00 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 2.00 Total Auxiliary Services Division 21.00 19.00 19.00 18.00 18.00 3.00 3.00 Total Commissioned Officers 124.00 121.00 123.00 123.00 123.00 123.00 123.00 Total Non‐Commissioned Personnel 51.20 46.40 46.40 44.40 44.40 28.40 28.40 Total Police Department 175.20 167.40 169.40 167.40 167.40 151.40 151.40 Grade Title   Budget by Department - Police 3 - 115 This page is intentionally left blank  Budget by Department - Police 3 - 116 Public Works      *Utility Systems Division funds pay for four (4) FTE’s that work in the   Finance Division of the Finance and Information Technology Department  ADMINISTRATOR Gregg Zimmerman 143.5 FTEs MAINTENANCE SERVICES Michael Stenhouse 78 FTEs Street Solid Waste Water Wastewater Surface Water Fleet TRANSPORTATION SYSTEMS Richard Perteet 33 FTEs Systems Maintenance  and Operations Planning and  Programming Design Airport UTILITY SYSTEMS* Lys Hornsby 29.5 FTEs Solid Waste Water Wastewater Surface Water Adminstrative Support 2 FTEs Budget by Department - Public Works 3 - 117 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.      2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Operating Budget Summary 74,869,319 65,423,092 66,090,836 62,978,120 63,645,539 61,601,773 61,582,612 ‐2.2% 0.0% CIP Budget Summary 39,712,833 51,108,579 37,065,165 26,389,973 20,368,874 26,890,517 27,065,603 1.9% 0.7% Position  Summary 169.70 161.20 161.20 143.50 143.50 143.50 143.50 0.0% 0.0%   List of Public Works Renton Results Decision Packages:  2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 400015.0002 Public Works  Administration 3.00      454,179           ‐                      3.00      473,685           ‐                       400016.0060 Transit Coordination/Commute Tri 0.70      120,630           ‐                      0.70      125,136           ‐                       400016.0061 Sidewalk  Program 0.05      6,701               ‐                      0.05      6,935               ‐                       400016.0062 Building the  Mobility Network 7.41      952,263           ‐                      7.41      1,000,292        ‐                       400016.0063 Bridges  and Guardrails 0.33      36,346            ‐                      0.33      38,427            ‐                       400016.0065 Trans  Operations  Maintenance S e 10.90    2,203,570        ‐                      10.90    2,262,888        ‐                       400016.0066 Trans  Operations  Engineering Se c 3.20      367,675           ‐                      3.20      386,762           ‐                       400016.0067 Airport Operations 5.01      969,956          479,775          5.01      998,625          398,793           400016.0104 Transportation  Systems  Admin 2.50      680,112          ‐                      2.50      703,377          ‐                       400019.0003 Street Maintenance 18.10    2,728,450       204,563          18.10    2,764,082       209,885           400019.0004 Public Works  Maintenance Admin 6.45      965,852          ‐                      6.45      1,006,309       ‐                       450016.0001 Airport Position  Upgrade ‐        2,680              2,680               ‐        2,680              2,680               450016.0002 Public Works/Airport New PT Seas ‐        41,209            41,209            ‐        41,209            41,209             450016.0003 Airport CIP Capital  Project Coordin 1.00      113,245          112,550          1.00      122,748          119,955           500004.0002 Utility Billing and Cashiering 4.00      508,975          ‐                      4.00      529,070          ‐                       500018.0046 Wastewater Engineering and Pla n 4.50      1,790,627       4,876,399       4.50      1,824,962       5,833,834        500018.0047 Water Education 0.20      17,793            ‐                      0.20      18,396            ‐                       500018.0048 Water Engineering and Planning 5.80      2,302,916       9,669,123       5.80      2,344,165       11,094,894      500018.0049 Surface  Water NPDES Education 0.20      22,347            ‐                      0.20      24,042            ‐                       500018.0050 Surface  Water Engineering and Pl a 9.80      1,993,852       5,144,453       9.80      2,075,500       5,458,523        500018.0051 Solid  Waste  Collection 1.25      14,260,357     14,973,466     1.25      14,254,217     14,962,216      500018.0052 Solid  Waste  Education 0.75      112,841          37,784            0.75      116,536          37,784             500018.0053 Utility Systems  Administration 3.00      727,250           ‐                      3.00      749,649           ‐                       500018.0054 Waterworks  Revenue Bond Debt ‐        3,648,432        ‐                       ‐        3,651,829        ‐                       500018.0055 Public Works  Trust Fund Loan  Deb ‐        960,970           ‐                       ‐        952,380           ‐                       500018.0056 King County Metro  Fund ‐        13,156,760     13,156,760      ‐        13,209,387     13,209,387      500019.0006 Wastewater Maintenance 6.95      1,347,239       19,740            6.95      1,293,282       19,740                Budget by Department - Public Works 3 - 118 2011 Adopted 2012 Adopted Package # Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 500019.0007 Solid  Waste  Litter Control 1.00      276,030          4,692              1.00      287,914          4,692               500019.0008 Surface  Water Maintenance 11.20    1,784,566       10,700            11.20    1,767,016       10,700             500019.0009 Water Maintenance 25.30    4,993,608       10,078            25.30    5,136,407       10,078             550018.0001 Surface  Water King  County Assess ‐        7,000               ‐                       ‐        7,000               ‐                       550018.0003 Water Position  Conversion ‐        1,488              1,488               ‐        1,488              1,488               600016.0002 Trans  Operations  Internal Suppor 1.90      230,588           ‐                      1.90      241,061           ‐                       600019.0005 Fleet Services  Operation  & Mainte 9.00      2,023,267       2,042,770       9.00      2,065,156       2,070,381        600019.0006 Fleet Services  Capital  Recovery ‐        1,172,000       1,118,631       ‐        470,000          959,512           700005.0004 Indirect Cost Transfer Multi  Depts ‐        ‐                      796,077          ‐        ‐                      821,533           900005.0003 General  Governmental  Fund Reve ‐        ‐                      7,629,298       ‐        ‐                      7,841,863        900005.0004 Non ‐GG Fund Revenues ‐        ‐                      50,000            ‐        ‐                      50,000             Total Operating 143.50  60,981,773     60,382,236     143.50  60,952,612     63,159,147      400016.0068 T CIP Street Overlay ‐        751,000          751,000          ‐        786,000          786,000           400016.0069 T Arterial  Rehabilitation Program ‐        342,000          342,000          ‐        358,000          358,000           400016.0070 T Rainier Ave  Impr ‐ Grady Way to   ‐        8,164,617       7,644,617       ‐        7,191,744       7,141,744        400016.0071 T SW 27th  St/Strander Blvd Conne c ‐        32,202            32,202             ‐        ‐                      ‐                       400016.0072 T NE 3rd/NE 4th  Corridor Improvem ‐        223,000          223,000           ‐        206,656          206,656           400016.0076 T Walkway Program ‐        280,000          160,000          ‐        150,000          150,000           400016.0077 T Sidewalk Rehab & Replacement ‐        250,000           ‐                       ‐        ‐                      ‐                       400016.0078 T Bridge  Inspection & Repair Prgm ‐        150,000          110,000           ‐        70,000            70,000             400016.0079 T Intersection Safety & Mobility Pr ‐        250,000          250,000           ‐        200,000          200,000           400016.0080 T Transit Prgm ‐        40,000            40,000             ‐        37,000            37,000             400016.0081 T Transportation  Demand Manag e ‐        65,000            65,000             ‐        65,000            65,000             400016.0082 T Bicycle  route  Development Prgm ‐        100,000          90,000            ‐        40,000            40,000             400016.0083 T Barrier Free Transition  Plan  Imp ‐        50,000            50,000            ‐        25,000            25,000             400016.0084 T Proj Develop & Redesign Prgm ‐        150,000          150,000          ‐        100,000          100,000           400016.0085 T Arterial  Circulation  Prgm ‐        160,000          160,000          ‐        160,000          160,000           400016.0086 T Transportation  Concurrency/LOS  ‐        10,000            10,000             ‐        30,000            30,000             400016.0087 T Environmental  Monitoring  Prgm ‐        20,000            20,000            ‐        20,000            20,000             400016.0088 T WSDOT Coordination Prgm ‐        63,000            63,000            ‐        40,000            40,000             400016.0089 T GIS ‐ Needs  Assess & Data  Deve ‐        15,000            15,000            ‐        15,000            15,000             400016.0090 T 1% for the  Arts  Prgm ‐        15,000            15,000            ‐        15,000            15,000             400016.0092 A Storm Water System Rehabilita t ‐        300,000          300,000           ‐        50,000            50,000             400016.0093 A Major Facility Maintenance ‐        130,000          130,000          ‐        130,000          130,000           400016.0094 A Maint Dredging/Shoreline Mitg.‐        1,440,000       1,440,000       ‐        ‐                      ‐                       400016.0096 A Lower Blast Fence  (Rwy 34)‐        40,000            40,000            ‐        400,000          400,000           400016.0097 A Taxiway Renumbering/Sign Repl ‐        380,000          380,000           ‐        2,079,000       2,100,000        400016.0099 T S. Renton Burnett Park  Neighbo r ‐        275,000          275,000           ‐        ‐                      ‐                       400016.0100 T Traffic Safety Prgm ‐        40,000            40,000            ‐        20,000            20,000             400016.0101 T Preservation  of Traffic Op  Device ‐        62,000            62,000             ‐        62,000            62,000             400016.0102 T Intelligent Transportation  Syste ‐        50,000            50,000            ‐        50,000            50,000             400016.0103 A Renton Gateway Utilities ‐        105,204          105,204          ‐        105,203          105,204           400016.0106 A 608 Hangar Expansion ‐        ‐                      ‐                       ‐        1,050,000       1,050,000        400016.0107 A US Customs  Facility ‐        50,000            50,000            ‐        ‐                      ‐                       400016.0108 A 622 Hangar ‐ Rehabilitation ‐        ‐                      ‐                       ‐        1,100,000       699,330           400016.0109 A Airport Office  Renovation ‐        175,000          175,000          ‐        ‐                      ‐                       Budget by Department - Public Works 3 - 119 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 400016.0110 A 5‐02 Building Rehab ‐        25,000            25,000             ‐        ‐                      ‐                       400016.0111 A Mower Replacement ‐        ‐                      ‐                       ‐        40,000            40,000             400016.0112 A Airport Sustainability Program ‐        158,000          158,000          ‐        ‐                      ‐                       400016.0113 T Duvall  Ave  NE ‐ NE 7th  St. To  Sun ‐        ‐                      ‐                       ‐        100,000          100,000           400016.0114 T Monterey Ave  NE ‐ NE 20th  St ‐Wa ‐        40,000            40,000             ‐        ‐                      ‐                       400016.0115 T Roadway Safety And  Guardrail  P ‐        50,000            ‐                       ‐        20,000            20,000             500018.0058 W New Reservoirs  & Pump  Station ‐        80,000            80,000             ‐        400,000          400,000           500018.0059 W Sply Dvlp & Wtr qlty Impr ‐        100,000          100,000           ‐        50,000            50,000             500018.0060 W Water Main  Replc ‐        1,700,000       1,700,000        ‐        1,700,000       1,700,000        500018.0061 W Automatic Meter Reading Conve ‐        1,500,000       1,500,000        ‐        1,000,000       1,000,000        500018.0062 W Wtr Utly MM ‐        320,000          320,000           ‐        230,000          230,000           500018.0063 W Regulatory Compliance ‐        400,000          400,000           ‐        220,000          220,000           500018.0064 WW Summerwind/Stonegate LS Re ‐        1,600,000       1,600,000        ‐        ‐                      ‐                       500018.0065 WW Miscellaneous/Emergency Pro ‐        100,000          100,000           ‐        100,000          100,000           500018.0066 WW Earlington  Sewer Replacemen ‐         ‐                       ‐                       ‐        750,000          750,000           500018.0068 WW East Renton Lift Station Elimi ‐        140,000          140,000           ‐        600,000          600,000           500018.0069 WW Lake  Washington Beach LS El ‐        450,000          450,000           ‐        ‐                      ‐                       500018.0070 SW  Springbrook Crk  Wetland & Ha ‐        100,000          100,000          ‐        150,000          150,000           500018.0071 SW  Green River Ecosystem Restora ‐        200,000          200,000           ‐        ‐                      ‐                       500018.0072 SW  Small  Drainage Projects  Progra ‐        200,000          200,000           ‐        250,000          250,000           500018.0073 SW  Miscellaneous/Emergency Sto ‐        50,000            50,000             ‐        50,000            50,000             500018.0074 SW  Lower Cedar River Sediment M ‐        450,000          450,000           ‐        600,000          600,000           500018.0075 SW  Talbot Hill  Ar Mosquito Abate ‐        50,000            50,000            ‐        50,000            50,000             500018.0076 SW  Stream Flow & Wtr Qlty Monito ‐        10,000            10,000             ‐        10,000            10,000             500018.0077 SW Surface  Water Utility GIS ‐        100,000          100,000           ‐        100,000          100,000           500018.0078 SW  Storm Sys  Field Mapping  Proj (‐        100,000          100,000           ‐        ‐                      ‐                       500018.0079 SW  Surface  Water Utility System P ‐        50,000            50,000            ‐        ‐                      ‐                       500018.0080 SW  Renton Storm Water Design M ‐        10,000            10,000             ‐        ‐                      ‐                       500018.0082 SW Madsen  Crk  Sedimentation Mn ‐        50,000            50,000             ‐        50,000            50,000             500018.0083 SW Hardie  Ave. SW Underpass  Sto ‐        500,000          500,000           ‐        1,000,000       1,000,000        500018.0084 WW Sanitary Sewer Hydraulic Mo d ‐         ‐                       ‐                       ‐        100,000          100,000           500018.0085 WW Telementry Upgrade ‐         ‐                       ‐                       ‐        150,000          150,000           500018.0086 WW WSDOT I ‐405 Relocations ‐        20,000            20,000             ‐        ‐                      ‐                       500018.0087 WW Westview Lift Station Rehabi ‐        100,000          100,000          ‐        ‐                      ‐                       500018.0088 WW Lind  Avenue Lift Station Repl a ‐         ‐                       ‐                       ‐        250,000          250,000           500018.0089 WW Airport Lift Station Rehabilita ‐         ‐                       ‐                       ‐        200,000          200,000           500018.0090 WW President Park  Sewer Replace ‐        1,130,000       1,130,000        ‐        1,100,000       1,100,000        500018.0091 WW Cascade  Interceptor Restorat ‐        175,000          175,000           ‐        ‐                      ‐                       500018.0092 WW Wastewater Operation  Maste ‐        75,000            75,000             ‐        ‐                      ‐                       500018.0093 W Groundwater Under Influence C ‐        200,000          200,000           ‐        1,200,000       1,200,000        500018.0094 W Rainier Avenue South Utility I m ‐        200,000          200,000           ‐        400,000          400,000           500018.0095 SW  NE 5th  St & Edmonds  Ave  Storm ‐        200,000          200,000           ‐        1,040,000       1,040,000        500018.0096 SW  Maplewood Creek  Basin Storm ‐         ‐                       ‐                       ‐        200,000          200,000           500018.0097 SW  Lake  Ave  S/Rainier Ave  Storm S ‐        680,000          680,000           ‐        ‐                      ‐                       500018.0099 SW  Elliott Spawning Channel  Repa ‐        800,000          800,000           ‐        ‐                      ‐                       Budget by Department - Public Works 3 - 120 2011 Adopted 2012 Adopted Package #Description FTE Tot Exp $Tot Rev $ FTE Tot Exp $Tot Rev $ 500018.0100 SW  Maplewood  Creek  Sedimenta t ‐        100,000          100,000           ‐        ‐                      ‐                       700016.0003 Arterial  Street Fund ‐        620,000          620,000          ‐        630,000          630,000           700016.0004 Transportation  Impact Mitigation   ‐        499,494          250,000          ‐        400,000          150,000           Total CIP ‐        27,510,517     26,271,023     ‐        27,695,603     27,015,934      Total 143.50  88,492,290$   86,653,259$   143.50  88,648,215$   90,175,081$    Budget by Department - Public Works 3 - 121 Public Works Performance Measures:    Program Area Strategies Performance Measures 2010 2011 2012 Response time  for replacement of damaged devices.1 hr 1 hr 1 hr Construct projects  within 10% of contract bid.100% 100% 100% Perform  preventative  maintenance on traffic signals.   15 15 15 Complete  consultant tasks  and  deliverables on schedule. 100% 100% 100% Zero delays  annually for Boeing  Arrivals/departures 000 Install new traffic signals by  intersection.101 Install uninterruptible power  supply (UPS) system for critical signalized  intersections.   666 Increase residential  recycling  collection  over the  prior year's   Annual Tons  collected. 3% 3% 3% Increase residential  organics   collection  over the  prior's   Annual Tons  collected. 3% 3% 3% Decrease  solid waste  tons   disposed.2% 2% 2% Restore  water service within 4  hours during emergency shut downs   98% of the  time. Yes Yes Yes Plan  review/water  availabilities completed  in 5  days.  90% 90% 90% Sewer Availabilities are  completed  with 5 working days.95% 95% 95% FOG/Industrial  Waste  program  reduces  number of claims.5% 10% 10% Meet all NPDES Permit  compliance  requirements.100% 100% 100% Maintain the  City's  FEMA  Community Rating System Class   6 rating. 100% 100% 100% Mobility Utilities and Environment Operate  and maintain piped  utility infrastructure Comprehensive  mobility  network that connects  to  the   public to desired  destinations  Efficient and safe operation  of mobility infrastructure Well ‐maintained condition   of the  mobility infrastructure Manage  solid waste   Compliance with  environmental standards  and  laws     Budget by Department - Public Works 3 - 122 Program Area Strategies Performance Measures 2010 2011 2012 Maintenance cost is  maintained below local private  vendors. 25%  below 25%  below 25%  below Internal customer satisfaction. Fair Good Very  Good Backlog of repairs.6‐14  days 5‐7 days 2‐5 days Number of devices  repaired   and/or installed.100‐120 120‐135 135‐150 City vehicles  and motorized  equipment "uptime" is 90%.90% 90% 80% Unscheduled repairs  are under  10%.10% 10% 15% Internal Support Highly qualified, healthy,  well  trained, and productive  workforce Functional  work environment Equipment and data  that is  reliable and accessible     Highlight of Budget Changes:   Adopted the following position reductions for 2011/2012:  o 0.5 Office Assistant III and 0.5 Secretary II.   Adopted the following position additions for 2011/2012:  o 1 Airport CIP Coordinator.   Part‐Time Salaries increased in 2011 by $61k due to budget corrections made to water, wastewater, and surface  water maintenance sections that was not included in the 2010 original budget and increases to the airport  temporary help.   Capital Outlay increased in 2011 by $365k but decreased in 2012 by $702k due to the timing of replacing the city’s  fleet inventory.   Transfers decreased in 2011 by $4.3 million due to a different way of accounting for funding sources for capital  investment programs.      Budget by Department - Public Works 3 - 123 Expenditure Budget by Division ‐ Public Works 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Administration 886,867 489,010 463,533 518,399 514,858 454,179 473,685 ‐12.4% 4.3% Maintenance Services 27,152,698 27,049,999 25,777,970 24,783,227 25,202,048 28,447,772 27,999,553 14.8%‐1.6% Transportation Services 6,686,738 7,541,253 7,310,087 6,732,256 6,927,525 6,344,975 6,560,140 ‐5.8% 3.4% Utility Systems 40,143,017 30,342,830 32,539,246 30,944,239 31,001,108 26,354,848 26,549,234 ‐14.8% 0.7% Operating Total 74,869,319 65,423,092 66,090,836 62,978,120 63,645,539 61,601,773 61,582,612 ‐2.2% 0.0% CIP 39,712,833 51,108,579 37,065,165 26,389,973 20,368,874 26,890,517 27,065,603 1.9% 0.7% Total 114,582,153 116,531,671 103,156,001 89,368,093 84,014,413 88,492,290 88,648,215 ‐1.0% 0.2% Expenditure Budget by Category ‐ Public Works 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 9,261,469 10,670,246 10,166,240 9,907,747 9,751,172 10,078,020 10,405,125 1.7% 3.2% Part‐Time Salaries 204,379 289,877 164,866 135,572 184,301 196,601 196,601 45.0% 0.0% Overtime 278,193 269,950 348,433 276,639 297,703 264,580 264,580 ‐4.4% 0.0% Personnel Benefits 3,460,042 4,394,847 3,886,565 3,601,357 3,624,109 4,000,408 4,459,401 11.1% 11.5% Supplies 2,791,272 2,638,257 2,541,743 2,317,341 2,609,846 2,523,895 2,523,895 8.9% 0.0% Other Services and Charges 22,767,914 26,963,848 25,963,582 26,630,195 25,732,515 28,729,341 28,781,968 7.9% 0.2% Intergovernmental Services 4,052,181 4,064,021 4,450,173 3,954,728 4,614,461 3,954,728 3,954,728 0.0% 0.0% Capital Outlay 4,670,534 1,157,463 813,521 920,923 842,409 1,285,923 583,923 39.6%‐54.6% Debt Service 4,631,929 4,610,382 5,107,861 4,618,329 4,556,764 4,609,402 4,604,209 ‐0.2%‐0.1% Interfund Payments 4,948,789 5,839,332 5,628,213 5,743,289 5,887,849 5,338,875 5,178,182 ‐7.0%‐3.0% Transfer Out 17,802,616 4,524,869 7,019,638 4,872,000 5,544,409 620,000 630,000 ‐87.3% 1.6% Operating Total 74,869,319 65,423,092 66,090,836 62,978,120 63,645,539 61,601,773 61,582,612 ‐2.2% 0.0% CIP 39,712,833 51,108,579 37,065,165 26,389,973 20,368,874 26,890,517 27,065,603 1.9% 0.7% Total 114,582,153 116,531,671 103,156,001 89,368,093 84,014,413 88,492,290 88,648,215 ‐1.0% 0.2% Staffing Levels by Division ‐ Public Works 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Administration 4.00 3.50 3.50 3.00 3.00 3.00 3.00 0.0% 0.0% Maintenance Services 88.00 83.00 83.00 78.00 78.00 78.00 78.00 0.0% 0.0% Transportation Services 41.00 37.00 37.00 33.00 33.00 33.00 33.00 0.0% 0.0% Utility Systems 36.70 37.70 37.70 29.50 29.50 29.50 29.50 0.0% 0.0% Total FTE 169.70 161.20 161.20 143.50 143.50 143.50 143.50 0.0% 0.0% Temp/Intermit Pay & Ben 233,035$     295,022$     187,769$    135,472$    211,853$    199,681$    199,681$     47.4% 0.0%   Budget by Department - Public Works 3 - 124 Administration Division    Mission Statement  Provide leadership, resources and regional influence to enable the department to meet its responsibilities in a manner that  is responsive to the needs of its customers and consistent with the City’s Business Plan Goals.    2009/2010 Accomplishments   • Completed the design and property acquisition for the Rainier Avenue Improvements Project.  • Began construction of the Logan Avenue Trail (aka Logan Avenue North Stage 2 Lake Washington Trail).  • Continued to advance the SW 27th St./Strander Blvd. Project with view to beginning construction in 2011.   • Began planning for potential improvements to the SW 7th Street corridor between Rainier Avenue and Grady Way.  • Completed improvements to Shattuck Avenue and opened up railroad underpass early in 2010.  • Prepared and implemented an incident action plan to protect areas within Renton that could be impacted by  Green River flooding due to damage to the Howard Hanson Dam.  • Adopted Surface Water Design Manual.  • Negotiated and implemented a new lease for The Boeing Company at the Renton Airport.  • Worked with King County Metro to implement a new bus rapid transit route between Renton and Burien.  • Continued to coordinate with the Washington State Department of Transportation for the successful construction  of I‐405 improvements including new north and south general purpose lanes and a new interchange at Talbot  Road.    2011/2012 Goals  • Construct the improvements to Rainier Avenue between Grady Way and South 2nd Street.  • Construct Phase 2 of the SW 27th St./Strander Blvd. Project (bridge under the BNSF tracks and two‐lane road into  the Tukwila Sounder Station parking lot).  • Complete construction of the Logan Avenue Trail.  • Continue to work with King County to implement a new bus rapid transit route between Renton and Burien.  • If adopted by City Council, establish a program to take over maintenance of surface water facilities in residential  subdivisions.  • Implement new financial policies for the City utilities.      Budget by Department - Public Works 3 - 125 Expenditure Budget by Category ‐ Administration 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 296,943 302,616 293,844 289,117 289,097 292,416 299,505 1.1% 2.4% Part‐Time Salaries 2,2682,5195,2000000N/AN/A Overtime 4541,87700000N/AN/A Personnel Benefits 85,052 96,554 86,237 78,148 80,607 83,642 94,868 7.0% 13.4% Supplies 3,874 3,200 2,165 3,200 2,399 3,200 3,200 0.0% 0.0% Other Services and Charges 1,579 5,578 2,134 4,578 855 4,578 4,578 0.0% 0.0% Interfund Payments 496,697 76,666 73,954 143,356 141,900 70,343 71,534 ‐50.9% 1.7% Total 886,867 489,010 463,533 518,399 514,858 454,179 473,685 ‐12.4% 4.3% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Administration 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 4.00 3.50 3.50 3.00 3.00 3.00 3.00 0.0% 0.0% Total FTE 4.00 3.50 3.50 3.00 3.00 3.00 3.00 0.0% 0.0% Temp/Intermit Pay & Ben 2,465$          2,733$          5,645$         ‐$             ‐$             ‐$             ‐$              N/A N/A   Budget by Department - Public Works 3 - 126 Maintenance Services Division    Mission Statement  Support the operating sections of the Public Works Maintenance Division:  • Provide planning, budgeting, goal setting, and management.   • Provide purchasing and inventory support.   • Establish effective liaison and project coordination.   • Perform administrative, customer service contact, and record systems management.     2009/2010 Accomplishments  Street Maintenance  • Eighty‐five percent of the citizens contacting the division to rate our service as satisfactory.   • A street Overall Condition Index (OCI) rating of 70 or above is maintained.   • Within the resources provided, keep Renton’s rights‐of‐way as clean as possible.   Water Maintenance  • High‐quality water is provided in sufficient quantity.   Wastewater Maintenance  • Surface water flooding and sewer overflows are minimized.   Fleet Maintenance  • Ensure safe, available, and reliable vehicles and equipment.     2011/2012 Goals  Street Maintenance  • Within the resources provided, keep Renton’s rights‐of‐way as clean as possible.  • Eighty‐five percent of the citizens contacting the division rate our service as satisfactory.  • A Street Overall Condition Index (OCI) rating of 70 is maintained.  Water Maintenance  • High quality water is provided in sufficient quantity.  Wastewater and Surface Water Maintenance  • Surface water flooding and sewer overflows are minimized.  Fleet Maintenance  • Ensure safe, available, and reliable vehicles and equipment for the City’s use.        Budget by Department - Public Works 3 - 127 Expenditure Budget by Category ‐ Maintenance Services 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 4,169,820 4,803,261 4,663,203 4,725,466 4,721,015 4,868,239 5,031,158 3.0% 3.3% Part‐Time Salaries 76,894 125,874 57,051 46,364 78,426 89,364 89,364 92.7% 0.0% Overtime 147,639 160,011 245,216 160,011 191,327 160,011 160,011 0.0% 0.0% Personnel Benefits 1,756,559 2,175,055 1,983,447 1,865,065 1,922,866 2,115,827 2,346,662 13.4% 10.9% Supplies 2,403,349 2,372,288 2,299,901 2,079,048 2,310,588 2,329,468 2,329,468 12.0% 0.0% Other Services and Charges 11,560,442 12,666,356 12,569,940 12,426,899 12,394,578 14,461,931 14,529,558 16.4% 0.5% Intergovernmental Services 7,921 0 7,456 0 31 0 0 N/A N/A Capital Outlay 4,668,082 1,157,423 813,409 920,923 842,409 1,285,923 583,923 39.6%‐54.6% Interfund Payments 2,347,170 3,259,731 3,138,348 2,559,451 2,740,809 3,137,009 2,929,409 22.6%‐6.6% Transfer Out 14,823330,00000000N/AN/A Total 27,152,698 27,049,999 25,777,970 24,783,227 25,202,048 28,447,772 27,999,553 14.8%‐1.6% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Maintenance Services 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 88.00 83.00 83.00 78.00 78.00 78.00 78.00 0.0% 0.0% Total FTE 88.00 83.00 83.00 78.00 78.00 78.00 78.00 0.0% 0.0% Temp/Intermit Pay & Ben 88,957$        124,511$     66,269$       47,389$       92,089$       90,389$       90,389$        90.7% 0.0% Budget by Department - Public Works 3 - 128 Transportation Systems Division    Mission Statement  To plan, design, construct, operate, and maintain the City’s transportation system to assure the health and safety of the  general public in a skillful, professional, and caring manner, to enhance the lives of its residents and business customers.   The division aggressively pursues mobility improvements that benefit Renton and the region consistent with the Six‐Year  Business Plan.    2009/2010 Accomplishments  Design  • Completed the construction of the Shattuck Avenue Storm Drain Bypass Project and railroad undercrossing and  approaches along with the railroad sacrificial beams.  • Completed the construction of the Shattuck Avenue South/South 3rd Street Intersection Improvements Project.  • Completed right‐of‐way (ROW) acquisition and design for the Rainier Avenue Improvements Project.  • Designed the SW 27th St./Strander Blvd. Project in coordination with Sound Transit’s station project.  • Completed construction of the 2010 Street Overlay and Rehabilitation Programs.  • Completed construction of the 2010 Sidewalk Program.  • Completed design of the Highlands to The Landing/Coulon Park Pedestrian Connection.  • Performed budgeted inspections, repairs, and maintenance for the 2010 Bridge Program.    Operations and Maintenance  • Completed intersection improvements and signal upgrades at South 3rd Street and Shattuck Avenue South.  • Upgraded 50 signalized intersections to light emitting diode (LED) displays.  • Evaluated light emitting diode (LED) technology for street lights.  • Installed a minimum of six uninterruptible power supply (UPS) systems at critical intersections.  • Continued efforts on the Graffiti Abatement Program.  • Installed additional school zone flashers as needed for photo enforcement locations.  • Upgraded Hardie Avenue SW and SW Sunset Blvd. traffic and pedestrian signal heads and pedestrian crossings and  ramps to Americans with Disabilities Act (ADA) standards.  • Completed 15 major preventive maintenance projects.   • Installed 120 miles of painted pavement markings.   • Installed 1,000 new or replacement signs through regular maintenance or work orders.   • Performed scheduled maintenance to replace faded, damaged and missing street signs and renewed pavement  markings.   • Installed 5,000 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 40 projects and programs within the 2010‐2015 TIP and  provided the planning and programming for the 2011‐2016 TIP.  • Aggressively pursued grants and funding opportunities for mobility improvements that benefit Renton and the  region consistent with the Six‐Year Business Plan.  • Continued to provide internal and external coordination with the state’s I‐405 Stage 1 and Stage 2 projects.  • Initiated and provided project management for the Sunset Corridor Transportation Study and Plan.  Budget by Department - Public Works 3 - 129 • Participated in the design and environmental phases of the Lake to Sound Trail from Fort Dent through the Black  River Riparian Forest.  • Assisted the Department of Community and Economic Development in developing the City Center Implementation  Plan.  • Updated the City’s multimodal transportation concurrency mechanisms in conjunction with the required  development of 2011 Comprehensive Plan Amendment to the Transportation Element addressing   transit oriented development and growth and transportation efficiency centers (GTECs) in order to reduce vehicle  miles traveled and transportation related greenhouse gas emissions within the City of Renton.  • Actively participated in regional forums (PSRC, SCATBd, ETP, Sound Transit, WSDOT) and other discussions on  transportation funding packages to ensure Renton’s interests are presented and achieved.  • Continued to work with the Department of Community and Economic Development to review and potentially  revise Renton’s Transportation Mitigation Fees.  • Reviewed and provided comments on development reviews, traffic impact studies, and annexation reviews.  • Continued to work with the 25 commute trip reduction (CTR) sites within Renton in implementing the state  mandated CTR requirements to reduce single occupancy vehicle (SOV) trips and vehicle miles traveled.  • Assisted the Design Section in major project communications and public outreach with emphasis on the Rainier  Avenue Improvements Project construction phase.  • Coordinated with the Technical Services Section and IT Division staff to improve the City’s GIS.  • Worked with King County Metro Facilities and Service Planning staff to respond to citizen requests and complaints.  • Continued to partner with the Renton School District to improve school walking routes for elementary schools.  Airport  • Completed the Boeing lease renewal.  • Completed Apron C infrastructure improvements for the Renton Gateway Center fixed‐base operator (FBO).  • Moved forward with the design of the Seaplane Base Dredging Project.  • Replaced the roof on the Cedar River Hangars.  • Maintained zero claims of foreign object damage and bird strikes on aircrafts.  • Continued to catch up on backlogged maintenance.      2011/2012 Goals  Design  • Proceed with preliminary engineering for improvements to the Duvall Avenue NE/NE 7th Street to   Sunset Blvd in 2012.  • Proceed with preliminary engineering for the 116th Avenue SE Improvements Project in 2012.  • Proceed with the design and construction of Phase 1 of the NE 3rd/4th Street Corridor Improvement Project, which  includes traffic signals in the vicinity of NE 4th Street/Whitman Avenue and at   NE 4th Street/Bremerton Avenue.  • Complete the right‐of‐way acquisition and design for the Rainier Avenue Improvements Project in the first half of  2011 and construct the project in 2011 – 2012.  • Complete design and construction of the 2011 – 2012 Street Overlay and Rehabilitation Programs.  • Complete design and construction of the 2011 – 2012 Sidewalk Program.  • Complete budgeted inspections, repairs, and maintenance for the 2011 – 2012 Bridge Program.  • Complete design of the SW 27th St./Strander Blvd. Project in early 2011; construct Phase 2 of the project in 2011 –  2012.  Budget by Department - Public Works 3 - 130   Operations and Maintenance   Upgrade 50 signalized intersections to light‐emitting diode displays per year.   Complete evaluation of light emitting diode (LED) technology and low power high pressure sodium fixtures for City  street lights, and select optimal system to conserve on future power use.   Install a minimum of six uninterruptible power supply (UPS) systems per year for signal controllers at critical  intersections.   Continue participation in Graffiti Abatement Program.   Complete 15 major preventive maintenance projects per year.   Install 120 miles of painted pavement markings per year.   Install 1,000 new or replacement signs per year through regular maintenance and work orders.   Perform scheduled maintenance to replace faded, damaged and missing street signs and renew pavement  markings.   Install 5,000 raised pavement markers (RPMs) per year.   Maintain and update traffic signal model (SYNCHRO) control systems within the Traffic Management Center.   Provide professional review and response to citizen service requests and traffic complaints.    Planning and Programming   Provide project coordination and financial oversight of 41 projects and programs within the 2011‐2016 TIP and  prepare the 2012‐2017 and the 2013‐2018 TIPs.   Aggressively pursue grants and funding opportunities for mobility improvements that benefit Renton and the  region consistent with the Six‐Year Business Plan.   Continue to provide internal and external coordination with the state’s I‐405 Stage 1 and Stage 2 projects.   Provide project management for the Sunset Corridor Transportation Study and Plan.   Participate in the design and environmental phases of the Lake to Sound Trail from Fort Dent through the Black  River Riparian Forest.   Assist the Department of Community and Economic Development in developing the City Center Implementation  Plan.   Update the City’s multimodal transportation concurrency mechanisms in conjunction with the required  development of the current Comprehensive Plan Amendment to the Transportation Element addressing transit  oriented development and growth and transportation efficiency centers (GTECs) in order to reduce vehicle miles  traveled and transportation related greenhouse gas emissions within the City of Renton.   Actively participate in regional forums (PSRC, ETP, Sound Transit, SCATBd, WSDOT) and other discussions on  transportation funding packages to ensure Renton’s interests are presented regionally and achieved.   Continue to work with the Department of Community and Economic Development to review and potentially revise  Renton’s Transportation Mitigation Fees.   Review and provide comments on development reviews, traffic impact studies, and annexation reviews.   Continue to work with the 26 commute trip reduction (CTR) sites within Renton to implement the state mandated  CTR requirements to reduce single occupancy vehicle (SOV) trips and vehicle miles traveled.  Budget by Department - Public Works 3 - 131  Assist the Design Section in major project communications and public outreach with emphasis on the Rainier  Avenue Improvement Project construction phase.   Continue to work with Metro to implement a new bus rapid transit route between Renton and Burien.   As part of the Commute Trip Reduction program, continue to issue “Orca” cards to City employees to reduce  employee cars on the roads.   Coordinate with the FIS Department to improve the City’s GIS system.   Coordinate with King County Metro facilities and service personnel to respond to citizen requests and complaints.   Continue to partner with the Renton School District to improve school walking routes for elementary schools.  Airport   Dredge the Seaplane base during the 2011 “fish window.”   Repave and renumber Taxiway “Bravo.”   Lower Boeing Blast Fence – Runway 34.   Continue progress in implementing the Pavement Management Program to repave and rehabilitate pavement  consistent with the 2007 Airport Pavement Management Plan.   Maintain zero claims of foreign object damage and bird strikes on aircraft.   Continue to catch up on backlogged maintenance.    Expenditure Budget by Category ‐ Transportation Services 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 2,597,644 2,756,434 2,740,505 2,550,967 2,534,112 2,576,690 2,657,726 1.0% 3.1% Part‐Time Salaries 114,762 93,212 77,383 86,658 105,810 104,687 104,687 20.8% 0.0% Overtime 115,105 80,008 90,777 91,932 93,577 80,932 80,932 ‐12.0% 0.0% Personnel Benefits 921,389 1,031,541 989,599 852,174 892,409 925,508 1,039,587 8.6% 12.3% Supplies 357,708 220,821 213,536 216,095 287,237 172,229 172,229 ‐20.3% 0.0% Other Services and Charges 1,242,819 1,423,543 1,267,616 1,201,522 1,292,313 1,210,552 1,210,552 0.8% 0.0% Intergovernmental Services 135 0 437 0 1,080 0 0 N/A N/A Interfund Payments 612,176 797,273 791,813 1,112,908 1,100,988 654,377 664,427 ‐41.2% 1.5% Transfer Out 725,000 1,138,421 1,138,421 620,000 620,000 620,000 630,000 0.0% 1.6% Operating Total 6,686,738 7,541,253 7,310,087 6,732,256 6,927,525 6,344,975 6,560,140 ‐5.8% 3.4% CIP 25,064,905 38,883,579 31,822,833 18,404,973 12,106,088 14,950,517 15,115,603 ‐18.8% 1.1% Total 31,751,643 46,424,832 39,132,920 25,137,229 19,033,614 21,295,492 21,675,743 ‐15.3% 1.8% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Transportation Services 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 41.00 37.00 37.00 33.00 33.00 33.00 33.00 0.0% 0.0% Total FTE 41.00 37.00 37.00 33.00 33.00 33.00 33.00 0.0% 0.0% Temp/Intermit Pay & Ben 129,849$     91,902$        87,805$       85,533$       119,669$    106,742$    106,742$     24.8% 0.0%   Budget by Department - Public Works 3 - 132 Utility Systems Division    Mission Statement  Manage the planning, engineering, construction, and database functions for the City’s solid waste, water, wastewater, and  surface water, in a manner that ensures public health and safety, meets all regulatory requirements, protects  environmental resources, is financially sound and supports the City’s Business Plan Goals.      2009/2010 Accomplishments  Water Utility Engineering  • Awarded contract and begin first phase of the implementation of a fixed network automated meter reading and  meter data management system.  • Completed design and construction of the annual water main replacement program.  • Completed a project to recoat the interior and exterior of the West Hill Reservoir and to add a cathodic protection  system, handrails, and security improvements.  • Continued to support implementation of the Drinking Water Quality Compliance Program including the new  EPA/DOH Groundwater Rule; continue to maintain the drinking water quality monitoring database.  • Continued to prepare and distribute the EPA required Consumer Confidence Report to all our customers.  • Provided input for the Surface Water Design manual to ensure the City’s drinking water supply is protected.  • Completed the repair of the groundwater monitoring wells.  • Began the update of the Water System Plan.  • Continued implementation of Aquifer Protection Program, Water Conservation Education, and   Cross‐Connection Control Program.  • Continued implementation of Water Use Efficiency Plan.  • Continued to maintain “Green Operating Permit” status from the Department of Health.  • Continued to replace remote telemetry units in the SCADA system.  • Completed the replacement of electrical transformers for Mt. Olivet and Well 8 pump stations.  • Continued construction coordination with the City’s Transportation Division and with WSDOT for utilities  relocations and improvements for Stage 2 of the I‐405 Improvements Project.  • Provided technical assistance to the Transportation Systems Division for construction of the water improvements  associated with roadway improvements projects.  • Assisted the water maintenance section to receive approval of a management plan from the Department of  Ecology for the Maplewood wellfield.  • Updated the Emergency Response Plan.  • Continued negotiations with Seattle Public Utilities for additional wholesale water.    Wastewater Utility Engineering  • Began construction of the Stonegate Lift Station Replacement and Earlington Sewer Replacement projects.  • Completed design and began construction of the Lake Washington Beach Lift Station Replacement and Westview  Lift Station Rehabilitation projects.  • Began final design for the East Renton Lift Station Elimination Project.  • Developed updated Fats/Oils/Grease Regulations, including revisions to current City code.    Surface Water Utility Engineering  Budget by Department - Public Works 3 - 133 • Completed the construction of the Shattuck Avenue South Storm Drain Bypass Project in coordination with the  Transportation Systems Division’s Rainier Avenue South TIP.  • Completed the design, permitting and construction of the Lake Washington Blvd./Hawks Landing Storm System  Improvement Project in coordination with the water system improvements and the private development project.  • Completed the design and permitting of the Lake Avenue South/Rainier Avenue South Storm System Replacement  Project.  • Completed the construction of the Duvall Avenue NE and Union Avenue NE projects as part of the Small Drainage  Problems Program.  • Completed the Madsen Creek Sedimentation Basin Cleaning Project construction.  • Completed the Rainier Avenue South Pump Station Repair Project, including refurbishing two existing 3,250 gallons  per minute vertical shaft pumps.  • Completed the design, permitting and awarded the construction contract in cooperation with the U.S. Army Corps  of Engineers for the Upper Springbrook Creek Ecosystem Restoration Project as part of the Green River Ecosystem  Restoration Program.  • Completed the 2010 Mosquito Abatement Program.  • Conducted the annual Landsburg Gravel Supplementation Project and other required mitigation monitoring for the  Cedar River Section 205 Flood Hazard Reduction Project.  • Completed the first phase of the Storm System Mapping Project and started work on the second phase of the  project that involves collection data associated with our storm system assets as needed for complying with the  National Pollutant Discharge Elimination System (NPDES) Phase II Municipal Stormwater Permit for Western  Washington requirements and improving operation and maintenance of the City’s storm system infrastructure.  • Completed the construction of the Spawning Channel Replacement Project in cooperation with the   U.S. Army Corps of Engineers and start project fish use monitoring and plant establishment.  • Council adoption of updated Surface Water Design Standards to control runoff from new construction and  redevelopment projects that are equivalent to the Ecology 2005 Western Washington Stormwater Manual as  required to comply with the NPDES Phase II Municipal Stormwater Permit for Western Washington.  • Provided technical assistance to WSDOT on its I‐405 improvement projects.  • Continued participation in the regional and City effort to prepare for and respond to Green River flooding due to  the reduced storage capacity at the U.S. Army Corps of Engineers Howard Hanson Dam.      Solid Waste Utility   Provided two Natural Yard Care workshops targeting education to residential homeowners and small landscape  maintenance businesses to increase knowledge of strategies to reduce reliance on pesticides.   Implemented a residential reuse event and two special recycling events to increase diversion of materials from the  landfill.   Provided technical assistance to businesses and apartment buildings to educate them about strategies to reduce  waste and increase recycling.   Expanded in‐house recycling opportunities to include composting of food‐waste generated within City facilities.    2011/2012 Goals    Water Utility Engineering   Complete long‐term water supply purchase contract with Seattle Public Utilities.   Continue phase implementation of Automated Meter Reading system.   Continue development of 2012 Water System Plan Update.   Negotiate for purchase of property for new reservoir in the Blackriver Quarry area.   Complete design and construction of annual water main replacement program.  Budget by Department - Public Works 3 - 134  Construct Rainier Avenue roadway and utilities improvements.   Construct utilities improvements for the Hawks Landing Project.   Design disinfection facilities for water supply wells.   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 to maintain and update water system GIS, hydraulic model and enterprise asset management system.   Continue maintaining “Green Operating Permit” status by Department of Health.   Continue monitoring of franchise agreement terms with Olympic Pipeline Company, Seattle Public Utilities, and  with various telecommunication companies’ leases of City water facilities.    Wastewater Utility Engineering   Complete design and construction of Phase I of President Park Sewer Replacement in 2011 and Phase II in 2012.   Complete construction of the Stonegate Lift Station replacement, Westview Lift Station Rehabilitation, and Lake  Washington Beach Lift Station Replacement projects in 2011.   Complete design of the East Renton Lift Station Elimination Project in 2011 and complete construction in 2012.   Complete design and construction of the Cascade Interceptor Rehabilitation Project in 2011.   Begin analysis of 2010 flow data as part of update of the Hydraulic Sewer Model Project in 2012.   Complete design and begin construction of Phase II of the Earlington Sewer Replacement Project in 2012.   Complete design and installation of Telemetry System Upgrades.   Complete design and construction of Lind Avenue Lift Station Upgrade Project.   Complete design and analysis of the Airport Lift Station Replacement Project.    Surface Water Utility Engineering   Council adoption in 2011 of the Surface Water Utility Master Plan to define future program and resources needed  to deliver services, meet regulatory requirements and future CIP program needs.   Complete the construction of the Lake Washington Blvd./Hawks Landing Storm System Improvement Project in  coordination with the Water System Improvement Project, in 2011.   Complete the Madsen Creek Sedimentation Basin Cleaning Project construction in 2011 and 2012.   Complete the Maplewood Creek Sedimentation Basin Cleaning Project in 2011.   Complete Phase 2 of the Storm System Mapping and GIS Project in 2012.   Complete the construction of the Upper Springbrook Creek Ecosystem Restoration Project as part of the Green  River Ecosystem Restoration Program, in cooperation with the U.S. Army Corps of Engineers,   in 2011.   Complete the design, permitting and construction of the NE 5th Street and Edmonds Avenue NE Storm System  Improvement Project in 2012.   Complete the design, permitting and start construction of the first phase of the Hardie Avenue SW/SW 7th Street  Storm System Improvements Project in 2012.   Complete the final design and construction of the Lake Avenue South/Rainier Avenue South Storm System  Replacement Project in 2011.   Complete the design, permitting and construction of the Elliot Spawning Channel Flood Damage Repair Project in  2012.   Complete the preliminary design and start permitting needed for the maintenance dredging of the lower 1.25  miles of the Cedar River required as part of the U.S. Army Corps of Engineers Section 205 Cedar River Flood Hazard  Reduction Project, in cooperation with the King County Flood Control District in 2012.   Complete the annual Small Drainage Problem Projects, the Mosquito Abatement Program and other ongoing  projects.   Pending decision of the City Council, implement a program to assume maintenance responsibilities for storm water  facilities associated with single family subdivisions.   Continue to meet the regulatory requirements of Renton’s NPDES Permit.    Budget by Department - Public Works 3 - 135 Solid Waste Utility   Provide two Natural Yard Care workshops per year targeting education to residential homeowners and small  landscape maintenance businesses to increase knowledge of strategies to reduce reliance on pesticides.   Implement a residential reuse event and two special recycling events per year to increase diversion of materials  from the landfill.   Provide a curbside collection event in 2011.   Provide technical assistance to businesses and apartment buildings to educate them about strategies to reduce  waste and increase recycling.   Plan for the eventual assumption of Solid Waste services for Allied Waste customers that have been brought into  the City limits by annexation.   If approved by the City Council, assist Utility Billing in the transfer of solid waste billing services from Renton to  Waste Management Incorporated.      Expenditure Budget by Category ‐ Utility Systems 2008 2009 2009 2010 2010 2011 2012 Change Change Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 Regular Salaries 2,197,062 2,807,935 2,468,689 2,342,197 2,206,947 2,340,675 2,416,736 ‐0.1% 3.2% Part‐Time Salaries 10,455 68,272 25,233 2,550 66 2,550 2,550 0.0% 0.0% Overtime 14,996 28,054 12,440 24,696 12,799 23,637 23,637 ‐4.3% 0.0% Personnel Benefits 697,042 1,091,697 827,282 805,971 728,228 875,432 978,284 8.6% 11.7% Supplies 26,341 41,948 26,140 18,998 9,623 18,998 18,998 0.0% 0.0% Other Services and Charges 9,963,075 12,868,371 12,123,893 12,997,196 12,044,769 13,052,280 13,037,280 0.4%‐0.1% Intergovernmental Services 4,044,126 4,064,021 4,442,280 3,954,728 4,613,350 3,954,728 3,954,728 0.0% 0.0% Capital Outlay 2,453401120000N/AN/A Debt Service 4,631,929 4,610,382 5,107,861 4,618,329 4,556,764 4,609,402 4,604,209 ‐0.2%‐0.1% Interfund Payments 1,492,746 1,705,662 1,624,098 1,927,574 1,904,153 1,477,146 1,512,812 ‐23.4% 2.4% Transfer Out 17,062,793 3,056,448 5,881,217 4,252,000 4,924,409 0 0 ‐100.0% N/A Operating Total 40,143,017 30,342,830 32,539,246 30,944,239 31,001,108 26,354,848 26,549,234 ‐14.8% 0.7% CIP 14,647,929 12,225,000 5,242,332 7,985,000 8,262,785 11,940,000 11,950,000 49.5% 0.1% Total 54,790,945 42,567,830 37,781,578 38,929,239 39,263,893 38,294,848 38,499,234 ‐1.6% 0.5% Staffing Levels (Full‐Time Equivalent Employees ‐ FTE) ‐ Utility Systems 2008 2009 2009 2010 2010 2011 2012 Change Change Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted 2010‐2011 2011‐2012 Regular 36.70 37.70 37.70 29.50 29.50 29.50 29.50 0.0% 0.0% Total FTE 36.70 37.70 37.70 29.50 29.50 29.50 29.50 0.0% 0.0% Temp/Intermit Pay & Ben 11,764$        75,876$        28,050$       2,550$         95$              2,550$         2,550$          0.0% 0.0%   Budget by Department - Public Works 3 - 136 Fund 501 ‐ Equipment Rental Fund  2011‐2012 Vehicle  Replacements Dept Assigned Charge   Code Equipment  Number Make Model Year  Puchased Life 2011  Replacement  Cost 2012  Replacement  Cost Police Admin Pool02 A403 FORD TAURUS 2001 3 25,000            ‐                  Police Admin Pool02 A414 FORD TAURUS 2002 10 25,000            ‐                  Police Investigations Pool03 B099 CHEV BLAZER 2001 8 30,000            ‐                  Police Investigations Pool03 B075 FORD WINDSTAR 1998 8 30,000            ‐                  Police Patrol Pool08 A406 FORD CROWN 2001 3 35,000            ‐                  Police Patrol Pool08 A416 FORD CROWN 2002 3 35,000            ‐                  Police Patrol Pool08 A438 FORD CROWN 2005 4 35,000            ‐                  Police Patrol Pool08 A432 FORD CROWN 2005 4 ‐                 35,000             Police Patrol Pool08 A433 FORD CROWN 2005 4 ‐                 35,000             Police Patrol Pool08 A444 FORD CROWN 2006 4 ‐                 35,000             Police Animal  Control Pool11 C222 CHEV SILVERADO 2003 8 ‐                 30,000             CED  Development Services Pool15 B081 JEEP CHEROKEE 1999 8 ‐                 25,000             Public Works  Transportation Pool23 C195 CHEV PU 2000 8 30,000            ‐                  Public Works  Transportation Pool23 C197 FORD PU 2000 8 30,000            ‐                  Public Works  Maintenance (Street) Pool25 E108 ELGN SWEEPER 2005 4 250,000          ‐                  Public Works  Maintenance (Street) Pool25 S162 CUSH Concrete  Saw 1996 10 25,000            ‐                  Public Works  Maintenance (Street) Pool25 New N/A Trailer for Saw N/A N/A 6,000              ‐                  Public Works  Maintenance (Street) Pool25 E112 SCHW SWEEPER 2006 4 ‐                 250,000           Public Works  Maintenance (Surface   Water)Pool26 C180 CHEV PU 1997 8 ‐                 30,000             Public Works  Maintenance (Water) Pool27 C217 FORD F250 2002 8 35,000            ‐                  Public Works  Maintenance (Water) Pool27 B105 CHEV ASTRO 2002 8 30,000             Fire Admin Pool38 F421 DODGE VAN 1993 8 21,000            ‐                  Public Works  Maintenance  (Wastewater)Pool42 C220 FORD E450 2002 10 210,000          ‐                  Public Works  Maintenance  (Wastewater)Pool42 E107 INTE VACTOR 2004 5 350,000           ‐                  Total:1,172,000$     470,000$             Budget by Department - Public Works 3 - 137 Public Works Position Listing (Sheet 1 of 5) 2008 2009 2009 2010 2010 2011 2012 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted Public Works Administration M49 Public Works Administrator 1.001.001.001.001.001.001.00 M24 Principal Finance and Admin Analyst 1.001.001.001.001.001.001.00 N14 Administrative Assistant 1.001.001.001.001.001.001.00 A05 Office Assistant III 0.500.500.500.000.000.000.00 A03 Office Assistant II 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Total Administration Division 4.00 3.50 3.50 3.00 3.00 3.00 3.00 Transportation Systems Division Administration M45 Deputy PW Admin‐Transportation 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Administrative Secretary I 1.001.001.001.001.001.001.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 0.50 0.50 Total Administration 3.00 3.00 3.00 3.00 3.00 2.50 2.50 Transportation Planning M33 Transportation Planning Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A29 Program Development Coordinator II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer III 1.501.501.501.501.501.501.50 A25 Civil Engineer II 1.00 1.00 1.00 0.00 0.00 0.00 0.00 A24 Transportation Planner 2.001.001.001.001.001.001.00 Total Transportation Planning 6.50 5.50 5.50 4.50 4.50 4.50 4.50 Transportation Design M33 Transportation Design Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A32 Principal Civil Engineer ‐ Transp 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer III 3.002.002.002.002.002.002.00 A27 Transportation Design Engineer 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A23 Engineering Specialist III 1.001.001.000.000.000.000.00 A21 Civil Engineer I 0.000.000.000.000.000.000.00 Total Transportation Design 7.00 5.00 5.00 4.00 4.00 4.00 4.00 Transportation Operations /Maintenance M33 Transportation Operations Manager 1.001.001.001.001.001.001.00 M27 Transportation Maint Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer III 1.50 1.50 1.50 0.50 0.50 0.50 0.50 A23 Engineering Specialist III 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A21 Signal/Electronics Sys Tech III 1.000.000.000.000.000.000.00 A21 Signal/Electronics Sys Tech II 6.00 6.00 6.00 6.00 6.00 6.00 6.00 A17 Signal/Electronics Sys Tech I 0.000.000.000.000.000.000.00 A17 Traffic Sign and Paint Supervisor 1.00 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 1.00 A12 Traffic Maintenance Worker II 4.00 4.00 4.00 3.00 3.00 3.00 3.00 A05 Office Assistant III 1.001.001.001.001.000.500.50 Total Transportation Operations/Maintenance 19.50 18.50 18.50 16.50 16.50 16.00 16.00 Airport M33 Airport Manager 0.000.000.000.000.001.001.00 Grade Title   Budget by Department - Public Works 3 - 138 Public Works Position Listing (Sheet 2 of 5) 2008 2009 2009 2010 2010 2011 2012 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted M32 Airport Manager 1.001.001.001.001.000.000.00 A25 Capital Project Coordinator 0.000.000.000.000.001.001.00 A23 Assistant Airport Manager 1.001.001.001.001.001.001.00 A11 Airport Maintenance Worker 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Airport 5.00 5.00 5.00 5.00 5.00 6.00 6.00 Total Transportation Systems Division 41.00 37.00 37.00 33.00 33.00 33.00 33.00 Utility Systems Division Administration M38 Utility Systems Director 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A09 Admin Secretary I 1.000.000.000.000.000.000.00 A07 Secretary II 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A03 Office Assistant II 0.50 0.00 0.00 0.00 0.00 0.00 0.00 A19 Accounting Supervisor 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A09 Accounting Assistant IV 3.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Utility Systems Administration 7.50 0.00 0.00 0.00 0.00 0.00 0.00 Water Utility Systems M38 Utility Systems Director 0.00 0.25 0.25 0.25 0.25 0.25 0.25 M33 Utility Engr Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A32 Utility GIS/ Engineer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer III 1.00 2.00 1.00 2.00 2.00 2.00 2.00 A25 Civil Engineer II 1.00 1.00 1.00 0.00 0.00 0.00 0.00 A23 Engineering Specialist III 1.500.501.500.500.500.500.50 A19 Accounting Supervisor 0.00 0.20 0.20 0.20 0.20 0.20 0.20 A19 Engineering Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A13 Program Specialist 0.500.500.500.500.500.500.50 A09 Accounting Assistant IV 0.00 0.60 0.60 0.60 0.60 0.60 0.60 A09 Admin Secretary I 0.000.250.250.250.250.250.25 A07 Secretary II 0.00 0.25 0.25 0.25 0.25 0.25 0.25 A03 Office Assistant II 0.00 0.14 0.14 0.00 0.00 0.00 0.00 Total Water Utility Systems 7.00 8.69 8.69 7.55 7.55 7.55 7.55 Wastewater Utility Sys and Tech Svcs M38 Utility Systems Director 0.00 0.25 0.25 0.25 0.25 0.25 0.25 M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A29 Mapping Coordinator 1.001.001.000.000.000.000.00 A28 Civil Engineer III 2.002.002.002.002.002.002.00 A23 Property Services Agent 2.002.002.000.000.000.000.00 A23 Engineering Specialist III 3.503.503.500.500.500.500.50 A19 Accounting Supervisor 0.00 0.20 0.20 0.20 0.20 0.20 0.20 A19 Engineering Specialist II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Accounting Assistant IV 0.00 0.60 0.60 0.60 0.60 0.60 0.60 A09 Admin Secretary I 0.000.250.250.250.250.250.25 A07 Secretary II 0.00 0.25 0.25 0.25 0.25 0.25 0.25 Grade Title Budget by Department - Public Works 3 - 139 Public Works Position Listing (Sheet 3 of 5) 2008 2009 2009 2010 2010 2011 2012 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted A03 Office Assistant II 0.00 0.12 0.12 0.00 0.00 0.00 0.00 Total Wastewater Utility Sys and Tech Svcs 10.50 12.17 12.17 6.05 6.05 6.05 6.05 Surface Water Utility Systems M38 Utility Systems Director 0.00 0.25 0.25 0.25 0.25 0.25 0.25 M33 Utility Engineering Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A28 Civil Engineer III 3.004.004.004.004.004.004.00 A25 Civil Engineer II 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A23 Engineering Specialist III 1.001.001.001.001.001.001.00 A21 Civil Engineer I 1.001.001.001.001.001.001.00 A19 Accounting Supervisor 0.00 0.30 0.30 0.30 0.30 0.30 0.30 A19 Engineering Specialist II 0.70 0.70 0.70 0.00 0.00 0.00 0.00 A09 Accounting Assistant IV 0.00 0.90 0.90 0.90 0.90 0.90 0.90 A09 Admin Secretary I 0.000.250.250.250.250.250.25 A07 Secretary II 0.00 0.25 0.25 0.25 0.25 0.25 0.25 A03 Office Assistant II 0.00 0.12 0.12 0.00 0.00 0.00 0.00 Total Surface Water Utility Systems 9.70 12.77 12.77 11.95 11.95 11.95 11.95 Solid Waste Utility Systems M38 Utility Systems Director 0.00 0.25 0.25 0.25 0.25 0.25 0.25 A09 Admin Secretary I 0.000.250.250.250.250.250.25 A07 Secretary II 0.00 0.25 0.25 0.25 0.25 0.25 0.25 A03 Office Assistant II 0.00 0.12 0.12 0.00 0.00 0.00 0.00 A19 Accounting Supervisor 0.00 0.30 0.30 0.30 0.30 0.30 0.30 A09 Accounting Assistant IV 0.00 0.90 0.90 0.90 0.90 0.90 0.90 M25 Solid Waste Coordinator 1.001.001.001.001.001.001.00 A13 Program Specialist 1.001.001.001.001.001.001.00 Total Solid Waste Utility Systems 2.00 4.07 4.07 3.95 3.95 3.95 3.95 Total Utility Systems Division 36.70 37.70 37.70 29.50 29.50 29.50 29.50 Maintenance Services Division Maintenance Administration M38 Maintenance Services Director 1.00 1.00 1.00 1.00 1.00 1.00 1.00 M28 Waste Water/Special Operations Manager 0.450.450.450.450.450.450.45 M26 Waste Water/Special Operations Manager 0.000.000.000.000.000.000.00 A17 Maintenance Buyer 1.001.001.001.001.001.001.00 A08 Purchasing Assistant 1.001.001.001.001.001.001.00 A07 Secretary II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A05 Secretary I 1.000.000.000.000.000.000.00 A05 Office Assistant III 1.001.001.001.001.001.001.00 Total Maintenance Administration 6.45 5.45 5.45 5.45 5.45 5.45 5.45 Streets/Solid Waste Maintenance Services M28 Street Maintenance Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Street Maintenance Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A23 Pavement Mgmt Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A16 Lead Maint Services Worker 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Grade Title Budget by Department - Public Works 3 - 140 Public Works Position Listing (Sheet 4 of 5) 2008 2009 2009 2010 2010 2011 2012 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted A12 Maint Services Worker III/Street 9.00 6.00 8.00 5.00 10.00 10.00 10.00 A08 Maint Services Worker II/Street 7.00 8.00 6.00 8.00 4.00 4.00 4.00 A04 Maint Services Worker I/Street 1.00 1.00 1.00 1.00 0.00 0.00 0.00 A04 Solid Waste Mtc Worker 2.00 2.00 2.00 1.00 1.00 1.00 1.00 A08 Maintenance Svc Wkr II / Utility Locator 0.100.100.100.100.100.100.10 Total Streets/Solid Waste Maintenance Services 24.10 22.10 22.10 20.10 20.10 20.10 20.10 Wastewater Maintenance Services M28 Waste Water/Special Operations Manager 0.250.250.250.250.250.250.25 M26 Waste Water/Special Operations Manager 0.000.000.000.000.000.000.00 A23 Wastewater Maint Supr (Waste/Surface Water)0.50 0.50 0.50 0.50 0.50 0.50 0.50 A16 Lead Maintenance Services Worker 0.00 1.00 0.00 1.00 1.00 1.00 1.00 A15 Life Station Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A12 Maintenance Svc Wkr III (Waste/Surface Water)5.00 4.00 5.00 3.00 3.00 3.00 3.00 A08 Utility Locator 0.200.200.200.200.200.200.20 Surface Water Maintenance Services M28 Waste Water/Special Operations Manager 0.200.200.200.200.200.200.20 M26 Waste Water/Special Operations Manager 0.000.000.000.000.000.000.00 A23 Wastewater Maint Supr (Waste/Surface Water)0.50 0.50 0.50 0.50 0.50 0.50 0.50 A16 Lead Maintenance Services Worker 2.00 1.00 2.00 1.00 1.00 1.00 1.00 A12 Maintenance Svc Wkr III (Waste/Surface Water)2.00 6.00 2.00 6.00 7.00 7.00 7.00 A08 Maintenance Svc Wkr II (Waste/Surface Water)5.00 2.00 5.00 2.00 1.00 1.00 1.00 A08 Maintenance Svc Wkr II / Utility Locator 0.500.500.500.500.500.500.50 A04 Maintenance Svc Wkr I (Waste/Surface Water)1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Surface Water/Waste Water Maint Serv 19.15 19.15 19.15 18.15 18.15 18.15 18.15 Water Maintenance Services M33 Water Maintenance Manager 1.001.001.001.001.001.001.00 M28 Waste Water/Special Operations Manager 0.100.100.100.100.100.100.10 M26 Waste Water/Special Operations Manager 0.000.000.000.000.000.000.00 A21 Water Maintenance Services Supervisor 1.00 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 1.00 A19 Water Utility Insp Scada Tech 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A18 Lead Wtr Utility Pump Sta Mech 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A18 Water Maintenance Industrial Instrument Tech 1.00 0.00 0.00 0.00 0.00 0.00 0.00 A17 Water Quality / Treatment Plant Operator 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A16 Lead Maintenance Services Worker 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A15 Water Utility Maint Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A12 Maintenance Services Worker III 7.007.006.007.007.007.007.00 A08 Maintenance Services Worker II 5.00 4.00 5.00 3.00 3.00 1.00 1.00 A08 Maintenance Svc Wkr II / Utility Locator 1.201.201.201.201.201.201.20 A07 Water Meter Reader 3.00 3.00 3.00 3.00 3.00 3.00 3.00 A04 Maintenance Services Worker I 0.000.000.000.000.002.002.00 Total Water Maintenance Services 28.30 26.30 26.30 25.30 25.30 25.30 25.30 Equipment Maintenance Services Grade Title Budget by Department - Public Works 3 - 141 Public Works Position Listing (Sheet 5 of 5) 2008 2009 2009 2010 2010 2011 2012 Authorized Orig Bdgt Authorized Orig Bdgt Authorized Adopted Adopted M30 Fleet Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A19 Lead Vehicle and Equipment Mechanic 2.00 2.00 2.00 2.00 2.00 2.00 2.00 A15 Vehicle and Equipment Mechanic I 4.00 4.00 4.00 4.00 4.00 4.00 4.00 A11 Fleet Management Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 A09 Mechanic’s Assistant 2.002.002.001.001.001.001.00 Total Equipment Maintenance Services 10.00 10.00 10.00 9.00 9.00 9.00 9.00 Total Maintenance Services Division 88.00 83.00 83.00 78.00 78.00 78.00 78.00 Total Public Works Department 169.70 161.20 161.20 143.50 143.50 143.50 143.50 Grade Title   Budget by Department - Public Works 3 - 142             4 DEBT MANAGEMENT     Debt Margin Overview       4‐1    Outstanding Debt    4‐2    General Obligation Debt Computation of Limitation of Indebtness    4‐3    Debt Service to Maturity by Funding Sources      4‐3    General Obligation Debt                                                                                                                4‐4    Waterworks Debt Summary        4‐6    Revenue Bonds      4‐6    Public Works Trust Fund Loans      4‐9    Golf Course Debt Summary      4‐11     DEBT MANAGEMENT   OVERVIEW The City of Renton’s long‐term debt consists of General Obligation (GO) Bonds backed by the full  faith and credit of the City, and Revenue Bonds backed by user fee revenues.  The City is in  compliance with all Washington State debt limitation statutes and bond covenants.  The following  table represents the bond ratings for each type of debt for which ratings are given:    Type of Bonds Issued (Latest Year) Fitch Moody Standard & Poor’s  Water & Sewer Revenue Bonds AA AA+  Limited GO Bonds AA A1 AA    REVENUE DEBT:  The City of Renton’s Revenue debt consists of Water/Sewer Revenue Bonds, Public Works Trust Fund  (PWTF) Loans, Golf Bonds and Leases.  As of January 1, 2010, there was $49.4 million in principal  outstanding which are:  Water/Sewer Revenue Bonds $38.9 million, PWTF Loan $8.3 million, and  Golf Course Cart Leases $32k.      GENERAL OBLIGATION DEBT:  Under RCW 39.36.020(2), the public may vote to approve bond issues for general government  purposes in an amount not to exceed 2.5% of the value of all taxable property within the City.   Within the 2.5% limit, the City Council may approve bond issues not to exceed 1.5% of the City’s  assessed valuation.  Prior to the passage of new legislation in 1994, the statutory limit on  councilmanic (non‐voted or limited general obligation (LTGO)) debt for general government  purposes was 0.75% of assessed valuation.  Another 0.75% of councilmanic debt was available  only for lease‐purchase contracts (RCW 35.43.200).  Now, these two components have been  combined and can be used for any municipal purpose, including using the entire 1.5% for bonds.     The voter approved capacity is generally referred to as unlimited tax general obligation (UTGO)  debt, which requires 60% voter approval and the election must have a voter turnout of at least  40% of those who voted in the last State general election.  With this vote, the voter approves  additional property tax be levied above and beyond the constitutional and statutory caps on  property tax.     In addition to these general purpose debt capacity, RCW 39.36.030(4) also allow voter to  approve park facilities and utility bond issues, each limited to 2.5% of the City’s assessed  valuation.      At the end of 2010, the City has $39.7 million limited general obligation debt (Council approved debt)  outstanding and an available capacity of $159 million.  The City made final payment of the 1998  voter approved senior housing bond in 2009 and no longer has unlimited general obligation debt  outstanding at this time therefore has the full voter approved capacity of nearly $790 million  available.    Debt Management - Debt Margin Overview 4 - 1 DEBT MANAGEMENT   OVERVIEW Interest Issue Maturity Total Amt Outstanding Item Rates Date Date Issued 01/01/2010 Issued Redeemed 12/31/2010 General Obligation Bonds: Limited GO 2010 GO Valley Comm  Refunding (02) 3.00%‐4.00% 04/05/10 12/01/15 1,065,000     1,253,000           1,065,000 1,274,000   1,044,000            2001 GO Refunding (97) Bonds 2.10%‐4.85% 10/18/01 12/01/17 13,505,000   12,700,000          ‐            1,350,000   11,350,000          2010 GO DT Parking Refunding (01) 3.00%‐4.50% 05/11/10 12/01/21 6,170,000      ‐                     6,170,000 140,000      6,030,000            2002 GO FS 12 Construction Bonds 2.50%‐5.00% 07/15/02 12/01/22 3,895,000     2,860,000            ‐            170,000      2,690,000            2006 GO S LK WA Infr Impv Bonds 4.25%‐5.00% 08/08/06 12/01/28 17,980,000   16,920,000         ‐            565,000      16,355,000          Subtotal Limited GO 42,615,000   33,733,000         7,235,000 3,499,000   37,469,000          Other Miscellaneous debt 2009 FD 40 Loan  for acquisition of  FS13 3.75% 03/01/09 09/01/28 6,798,085     6,675,947           ‐            252,672      6,423,275            2009 (A) SCORE LTGO 4.00%‐5.00% 11/04/09 01/01/22 2,953,800     2,953,800           ‐            ‐              2,953,800            2009 (B) SCORE BABS 3.00%‐6.62% 11/04/09 01/01/39 28,090,800   28,090,800         ‐            ‐              28,090,800          Subtotal Miscellaneous 37,842,685   37,720,547         ‐            252,672      37,467,875          Total General Obligation Debt 80,457,685   71,453,547         7,235,000 3,751,672   74,936,875          Water/Sewer Revenue Bonds: 1998 Water/Sewer Refunding 3.70%‐5.10% 03/01/98 06/01/13 6,120,000     2,320,000           ‐            625,000      1,695,000            2002 Water/Sewer 2.50%‐5.25% 07/01/02 12/01/22 11,980,000   2,665,000           ‐            630,000      2,035,000            2003 Water/Sewer Refunding 2.00%‐3.70% 10/01/03 06/01/13 8,035,000     1,845,000           ‐            685,000      1,160,000            2004 Water/Sewer 3.55%‐5.00% 11/01/04 12/01/27 10,335,000   10,335,000         ‐            ‐              10,335,000          2007 Water/Sewer 4.00%‐5.00% 11/06/07 12/01/22 1,430,000     1,430,000           ‐            ‐              1,430,000            2007 Water/Sewer Refunding 4.00%‐5.00% 11/06/07 12/01/22 8,320,000     8,305,000           ‐            15,000        8,290,000            2008 (A) Water/Sewer (Exempt)4.00%‐5.00% 01/04/08 12/01/27 9,975,000     9,975,000           ‐            ‐              9,975,000            2008 (B) Water/Sewer (Taxable)4.00%‐5.00% 01/04/08 12/01/16 2,035,000     2,035,000           ‐            ‐              2,035,000            Total Revenue Bonds 58,230,000   38,910,000         ‐            1,955,000   36,955,000          Water/Sewer Public Works Trust Fund Loans: Sierra  Hts  Sewer Imprv 3.00% 10/20/92 07/01/12 888,462        76,926                ‐            25,642        51,284                 Central  Renton Sewer Replacement 1.00% 06/14/93 07/01/15 1,631,800     453,968              ‐            87,483        366,485               East Renton Interceptor 2.00% 06/14/93 07/01/13 2,542,704     538,280              ‐            134,570      403,710               Dayton Avenue  NE 2.00% 05/24/94 07/01/14 96,958          25,515                ‐            5,103          20,412                 NE 27th/Aberdeen  Drainage Improvements 1.00% 06/27/95 07/01/15 731,000        255,540              ‐            42,590        212,950               E Kennydale  Interceptor 2.00% 06/26/96 07/01/16 2,093,740     817,985              ‐            116,855      701,130               Honeycreek Interceptor 2.00% 06/26/96 07/01/16 1,840,568     678,104              ‐            96,872        581,232               Corrosion  Control  Treatment Facilities 1.00% 03/26/96 07/01/17 1,106,000     394,856              ‐            49,357        345,499               Maplewood  Wtr Treatment Improvements 0.50% 01/17/02 07/01/21 567,831        363,612              ‐            30,301        333,311               Construct CT Pipeline  for Wells 0.50% 11/05/02 07/01/22 814,527        557,310              ‐            42,870        514,440               Maplewood  Wtr Treatment Improvements 0.50% 07/01/04 06/30/24 5,150,000     4,089,706           ‐            272,647      3,817,059            Total Public Works Trust Fund Loans 17,463,590   8,251,802           ‐            904,290      7,347,512            Total WaterWorks Obligations 75,693,590   47,161,802         ‐            2,859,290   44,302,512          Golf Course Obligations: 1999 Golf Course  Ref. Revenue Bonds 3.25%‐5.30% 04/01/99 12/01/15 5,040,000     2,200,000           ‐            2,200,000   ‐                      Yamaha  Golf Course  Carts  Lease 5.25% 06/15/07 05/15/11 87,800          33,160                ‐            23,127        10,034                 Total Golf Course Obligations 5,127,800     2,233,160            ‐            2,223,127   10,034                 Total Outstanding Debt 161,279,075 120,848,509       7,235,000 8,834,088   119,249,421        Debt Management - Outstanding Debt 4 - 2 DEBT MANAGEMENT   OVERVIEW          Debt Service Requirement to Maturity Long Term  Debt Summary as of  December 31, 2010  (Dollars  in  Thousands) General Obligation1 Waterworks Revenue Waterworks PWTF  Total Year Total Principal Interest Total Principal Interest Total Principalnterest Total Principal Interest 2011 4,689$   2,623$   1,958$   3,646$   2,030$   1,616$   961$    904$    57$   9,296$     5,558$     3,631$      2012 4,705     2,743     1,869     3,644     2,115   1,529   952     904     48    9,302        5,762       3,446       2013 4,693     2,862     1,753     3,056     1,610   1,446   918     879     40    8,667        5,351       3,238       2014 4,684     2,990     1,632     3,052     1,660   1 ,392   740     709     31    8,476        5,359       3,056       2015 4,680     3,134     1,501     3,051     1,730   1,321   729     704     25    8,460        5,568       2,847       2016 4,461     3,070     1,362     3,056     1,810   1,246   628     609     19    8,144        5,489       2,627       2017 4,450     3,208     1,233     3,055     1,895   1,160   409     395     13    7,913        5,498       2,406       2018 3,862     2,780     1,091     3,052     1,980   1,072   357     346     11    7,271        5,106       2,174       2019 3,868     2,913     983         3,056     2,070   986       355     346     9      7,279        5,329       1,978       2020 3,878     3,056     869         3,051     2,150   901       354     346     8      7,282        5,552       1,777       2021 3,871     3,190     749         3,053     2,240   813       352     346     6      7,275        5,776       1,568       2022 2,213     1,680     623         3,055     2,335   720       320     316     4      5,588        4,330       1,348       2023 1,901     1,449     564         3,054     2,430   624       275     273     3      5,231        4,152       1,191       2024 1,902     1,520     517         3,051     2,540     511         274       273       1        5,227        4,332        1,030         2025 1,904     1,596     467         3,053     2,660   393        ‐      ‐      ‐  4,958        4,256       861          2026 1,902     1,668     418         3,054     2,785   269        ‐      ‐      ‐  4,955        4,453       687          2027 1,906     1,750     366         3,053     2,915   138        ‐      ‐      ‐  4,959        4,665       504          2028 1,734     1,660     311          ‐           ‐         ‐         ‐      ‐      ‐  1,734        1,660       311          Total 61,303$ 43,892$ 18,265$ 53,092$ 36,955$16,137$7,623$7,348$276$122,019$ 88,195$   34,678$   1Include Inter‐govt Loans with Valley Comm  and FD 40 for the acquisition of Station 13 but exclude SCORE  which will  be  paid  as  part of Jail  Service  charge. Computation of Limitation of Indebtness 31‐Dec‐10 General purpose Parks and Utility Non‐Voted Voted Open Space Purpose (Limited GO) (Unlimited GO) Voted Voted Assessed Valuation (AV) 12/31:11,884,728,440$  x 1.50% 2.50% 2.50% 2.50% Non Voted  Debt Limits 178,270,927 (178,270,927) Voted Limits 297,118,211 297,118,211 297,118,211 Less  General  Obligation Bonds  Outstanding (74,222,280) Add  Cash on hand for  Debt Service 0 Available Debt  Capacity by Purpose 104,048,646$  118,847,284$  297,118,211$  297,118,211$   Total Voted Capacity 713,083,706$   Debt Management - General Obligation Debt Computation of Limitation of Indebtness & Debt Service to Maturity by Funding Sources 4 - 3 DEBT MANAGEMENT     GGEENNEERRAALL OOBBLLIIGGAATTIIOONN DDEEBBTT   CITY OF RENTON GENERAL OBLIGATION DEBT    1997 Limited Tax General Obligation City Hall Acquisition and Development Bonds.  The bonds consisted of  $12,660,000 serial bonds, and $3,830,000 capital appreciation bonds ($2,037,743.60 Principal and  $1,792,256.40 Interest), with an average interest rate of 7.79%.  The capital appreciation bonds are due in  years 2006, 2007, 2008, and 2009 where interest, at rates of 5.55%, 5.6%, 5.65% and 5.75%, will accrue from  date of issuance and be paid at maturity.  The serial bonds were refunded November 1, 2001.  The debt  service for these bonds is accounted for in the 1997 Limited Tax General Obligation Bonds‐City Hall Fund  (201).    2000 Valley Communications Center Development Authority Bonds. Issued for the construct and equip of a  new facility, including land acquisition, for the operation of the Valley Communications Center, a 911  Dispatching Center service of South King County emergency services agencies.  The City of Renton, along with  the City of Auburn, Federal Way, Kent, and Tukwila are owners of the Center and each are responsible for  one‐fifth or $2,551,600 of the total obligation.  Debt Service for these bonds is accounted for in the General  Government Miscellaneous Debt Service Fund (215).  This debt was refunded March 4, 2010.    2001 Refunding (refund 1997) Series A Bonds.  Has an average interest rate of 5.02% for purposes of advance  refunding the serial bond portion of the 1997 Limited Tax General Obligation Bonds with an average interest  rate of 5.79%.  This resulted in a positive cash flow difference of $393,062.  Debt Service is accounted for in  Fund (201).    2001 Series B Downtown Parking Facility Bonds. Has an average interest rate of 5.11% and was accounted  for in Fund (215).  The serial bonds were refunded May 11, 2010    2002 Fire Station 12 Construction Bonds.   Has an average interest rate of 4.53%.  The debt service is  accounted for in Fund (215).  Principal maturing after 2013 are callable on or after December 1, 2017.    2006 South Lake Washington Infrastructure Bonds. Has an average interest rate of 4.85%.  The debt service  is accounted for in Fund (215).  Principal maturing after 2017 are callable on or after December 1, 2017.     2009 (A) South Correctional Entity Facility Development Authority (SCORE) LTGO & 2009 (B) SCORE Build  America Bonds (BABS).  Has an average interest rate of 4.50% and 5.85%, respectively.  The purpose of these  bonds are to finance a portion of the costs of acquiring, constructing, improving and equipping a consolidated  correction facility to be located in Des Moines, Washington.    2010 Refunding (refund 2001) Bonds.  Has an average interest rate of 3.75% for purposes of advance  refunding the serial bond portion of the 2001 Series B Downtown Parking Facility Bonds with an average  interest rate of 5.11%.  This resulted in a positive cash flow difference of $335,632.  Debt Service is accounted  for in Fund (215).    2010 Valley Communications Center Development Authority Refunding Bonds issued for the purpose of  refunding the 2000 Valley Communications Center Development Authority Bonds.  Has an average interest  rate of 3.50%.  Debt Management - General Obligation Debt 4 - 4 DEBT MANAGEMENT     GGEENNEERRAALL OOBBLLIIGGAATTIIOONN DDEEBBTT    $0.00 $1.00 $2.00 $3.00 $4.00 $5.00 $6.00 $7.00 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Mi l l i o n s General Government Debt Service to Maturity  NCH Development Fire Station 12 Construction S. Lk Wa. Infrastructure Valley  Comm Refunding Fire Station 13 Acquisition DT Parking Construction Proposed New Libraries  Year Total  LTGO  * NCH  Development Fire Station  12  Construction S. Lk Wa.  Infrastructure Valley  Comm  Refunding Fire Station  13  Acquisition DT Parking  Construction  Proposed  New Libraries  2011      4,688,945           1,978,375          299,345        1,401,175       233,790          500,635          275,625                     ‐    2012      4,705,052           1,977,375          317,345        1,401,313       232,910          500,635          275,475      1,000,000  2013      4,692,785           1,975,988          299,145        1,400,813       240,880          500,635          275,325      2,000,000  2014      4,683,930           1,975,663          301,165        1,402,013       229,280          500,635          275,175      2,000,000  2015      4,679,900           1,976,138          297,465        1,396,838       228,800          500,635          280,025      2,000,000  2016      4,460,940           1,977,150          293,343        1,410,088                  ‐            500,635          279,725      2,000,000  2017      4,450,122           1,973,438          293,788        1,402,838                  ‐            500,635          279,425      2,000,000  2018      3,862,380                          ‐            293,558        1,404,088                  ‐            500,635       1,664,100      2,000,000  2019      3,867,930                          ‐            297,633        1,403,338                  ‐            500,635       1,666,325      2,000,000  2020      3,877,597                          ‐            300,750        1,405,588                  ‐            500,635      1,670,625      2,000,000  2021      3,870,747                          ‐            297,750        1,405,588                  ‐            500,635       1,666,775      2,000,000  2022      2,213,222                          ‐            299,250        1,413,338                  ‐            500,635     1,000,000  2023      1,901,472                          ‐                        ‐          1,400,838                  ‐            500,635  2024      1,901,872                          ‐                        ‐          1,401,238                  ‐            500,635  2025      1,904,385                          ‐                        ‐          1,403,750                  ‐            500,635  2026      1,901,635                          ‐                        ‐          1,401,000                  ‐            500,635  2027      1,906,135                          ‐                        ‐          1,405,500                  ‐            500,635  2028      1,734,411                          ‐                        ‐          1,401,750                  ‐            332,661  Totals       15,816,500       3,891,510       26,664,298   1,405,047        9,344,085       8,901,281    20,000,000  * Exclude SCORE Bonds  which will be repaid through  SCORE jail service charges. Debt Management - General Obligation Debt 4 - 5 DEBT MANAGEMENT     WWAATTEERRWWOORRKKSS UUTTIILLIITTYY DDEEBBTT WATERWORKS DEBT SUMMARY    As of January 1, 2010, the City has $47.2 million in total principal revenue bond debt outstanding.  This  revenue bond debt of the City has been incurred through four (4) different bond categories:     Waterworks Revenue Bond debt, for various water/sewer projects, has $38.9 million in outstanding  principal debt.     Public Works Trust Fund Loans, received for specific water sewer projects from the State of Washington,  have $8.3 million in outstanding principal debt.    All Water/Wastewater/Surface Water debt service is accounted for in the Waterworks Utility Funds (Water  405, Wastewater 406, and Surface Water 407).       Debt Service Coverage Ratio:  Per bond covenants, the City must maintain certain debt service coverage as protection of bond holders’  interest against default.  The City historically maintained a debt service coverage ratio substantially higher  than the required 1.25 times.  The adopted budget will continue to meet the debt service coverage ratio.    2011 Debt Service Coverage Ratio Calculation for Waterworks  Utility Total  Revenues 43,298,741  Total  Expenses 1 28,352,316 Amount Available  for Debt Service 14,946,425  Total  Debt Service 4,609,402    DEBT SERVICE RATIO 3.24             1Less debt service and transfers to capital 2012 Debt Service Coverage Ratio Calculation for Waterworks  Utility Total  Revenues 46,748,644  Total  Expenses 1 28,666,917  Amount Available  for Debt Service 18,081,727  Total  Debt Service 4,604,209    DEBT SERVICE RATIO 3.93             1Less debt service and transfers to capital     REVENUE BONDS    1998 Water/Sewer Refunding Revenue Bonds (Ordinance #4709) has an average interest rate is 4.456%.   These bonds were issued to refund a portion of the 1977, 1992, and 1994 Water/Sewer Revenue Bonds.    2002 Water/Sewer Revenue Bonds (Ordinance #4976) has an average interest rate is 4.80%.  On November  1, 2007, $8,320,000 was issued as 2007 Water/Sewer Revenue Refunding Bonds (02).  The average interest  rate is 3.79% on the remaining unrefunded amount of $3,340,000.    2003 Water/Sewer Refunding Revenue Bonds (Ordinance #5019) has an average interest rate is 3.200%.   These bonds were issued to defease all of the outstanding 1993 Water and Sewer Refunding Revenue Bond,  and to advance refund all outstanding 1994 Water and Sewer Revenue Bonds.     2004 Water/Sewer Revenue Bonds (Ordinance #5098) has an average interest rate is 4.330%.  These bonds  were issued for the purpose of providing a part of the funds necessary to carry out the system or plan for  additions to and betterments and extensions of the waterworks utility.    Debt Management - Waterworks Debt Summary & Revenue Bonds 4 - 6 DEBT MANAGEMENT     WWAATTEERRWWOORRKKSS UUTTIILLIITTYY DDEEBBTT 2007 Water/Sewer Revenue Bonds (Ordinance #5313) has an average interest rate is 4.22%.  These bonds  were issued for the purpose of financing the costs of carrying out certain capital improvements of  waterworks utility.      2007 Water/Sewer Revenue Refunding Bonds (02) (Ordinance #5313) has an average interest rate is 4.15%.   These bonds were issued for the purpose of refunding certain outstanding water and sewer revenue bonds of  the City.    2008 (A) Water/Sewer Revenue Bond (Exempt) (Ordinance #5313) were issued in the amount of $9,975,000  and dated January 1, 2008.  The average interest rate is 4.17%.  These bonds were issued for the purpose of  providing money to pay part of the cost of construction and acquisition of certain improvements to the  waterworks utility.    2008 (B) Water/Sewer Revenue Bond (Taxable) (Ordinance #5313) were issued in the amount of $2,035,000  and dated January 1, 2008.  The average interest rate is 4.17%.  These bonds were issued for the purpose of  providing money to pay part of the cost of construction and acquisition of certain improvements to the  waterworks utility.               Debt Management - Revenue Bonds 4 - 7 DEBT MANAGEMENT     WWAATTEERRWWOORRKKSS UUTTIILLIITTYY DDEEBBTT          Year Total  Revenue  Bonds   1998 W/S  Refunding 2002 W/S  2003 W/S  Refunding 2004 W/S 2007 W/S  2007 W/S  Refunding   (02) 2008 (A) W/S   (Exempt) 2008 (B) W/S  (Taxable) 2011 3,646,365$   718,535$     1,092,425$    390,430$     507,480$       59,200$       362,650$       415,508$       100,138$      2012 3,644,260      720,485       1,067,025      412,375       507,480         59,200         362,050         415,508         100,138        2013 3,055,633      369,180       ‐                  422,678       712,480         59,200         366,450         415,508         710,138        2014 3,052,028      ‐                ‐                  ‐                735,203         154,200       1,075,650      415,508         671,468        2015 3,051,350      ‐                ‐                  ‐                741,625         150,400       1,071,450      415,508         672,368        2016 3,055,845      ‐                ‐                  ‐                742,250         146,600       1,066,250      895,508         205,238        2017 3,054,658      ‐                ‐                  ‐                739,250         151,850       1,072,250      1,091,308      ‐                 2018 3,051,858      ‐                ‐                  ‐                585,750         301,600       1,231,000      933,508         ‐                 2019 3,055,708      ‐                ‐                  ‐                634,250         256,200       1,180,000      985,258         ‐                 2020 3,051,058      ‐                ‐                  ‐                685,000         207,200       1,124,400      1,034,458      ‐                 2021 3,052,608      ‐                ‐                  ‐                692,750         194,800       1,119,400      1,045,658      ‐                 2022 3,055,358      ‐                ‐                  ‐                694,500         197,600       1,118,000      1,045,258      ‐                 2023 3,054,158      ‐                ‐                  ‐                1,850,500      ‐                ‐                  1,203,658      ‐                 2024 3,051,478      ‐                ‐                  ‐                1,848,000      ‐                ‐                  1,203,478      ‐                 2025 3,053,148      ‐                ‐                  ‐                1,852,000      ‐                ‐                  1,201,148      ‐                 2026 3,053,628      ‐                ‐                  ‐                1,852,000      ‐                ‐                  1,201,628      ‐                 2027 3,052,665      ‐                ‐                  ‐                1,848,000      ‐                ‐                  1,204,665      ‐                 Totals 53,091,800$ 1,808,200$ 2,159,450$    1,225,483$ 17,228,518$ 1,938,050$ 11,149,550$ 15,123,065$ 2,459,485$  $0.00 $0.50 $1.00 $1.50 $2.00 $2.50 $3.00 $3.50 $4.00 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Mi l l i o n s 1998 W/S Refunding 2002 W/S 2003 W/S Refunding 2004 W/S  2007 W/S 2007 W/S Refunding  (02)2008 (A) W/S  (Exempt)2008 (B) W/S  (Taxable) Debt Management - Revenue Bonds 4 - 8 DEBT MANAGEMENT     WWAATTEERRWWOORRKKSS UUTTIILLIITTYY DDEEBBTT PUBLIC WORKS TRUST FUND LOANS    1992 Sierra Heights Sewer Repair (CAG 92‐065) loan is for the installation of approximately 5,500 lineal feet  of 8‐inch diameter gravity sewer main to service the Sierra Heights area.  This will include the neighborhood  mains as well as an interceptor line down to the existing Honey Creek Interceptor.    1993 Central Renton Sewer Replacement (CAG 93‐056/95‐057 loan is for the replacement of approximately  10,400 linear feet of existing 8” concrete sewer pipe within the Central Renton Subbasin with new 8” sewer  pipe, replacement of 40‐50 manholes, replacement of approximately 8,400 linear feet of alleyway as well as  an undetermined quantity of storm drainage improvements.    1993 East Renton Sewer Interceptor (CAG 93‐055) loan is for the construction of approximately 9,865 feet of  8,12,15 and 18 inch pipe from the East Renton area (Northeast 4th and Duvall Avenue Northeast) westerly  along Northeast 4th Street southerly to the Maple Valley Highway, installation of manholes, street restoration  and landscaping.     1994 Dayton Avenue Northeast (CAG 94‐045) loan is for the installation of approximately 870 linear feet of  8” sanitary sewer main, 3 manholes, and 22‐side sewer stubs and street restoration including an asphalt  overlay.  Expansion service to a portion of an existing developed single‐family neighborhood that currently is  utilizing on‐site septic systems.    1995 Northeast 27th/Aberdeen Drainage Improvements (CAG 95‐058) loan is for surveying, design,  permitting and construction of approximately 2,800 feet of new 18 or 24‐inch stormwater pipe.  The project  includes manholes, catch basins, control structures, relocation of conflicting utilities, pavement patching, and  overlay and restoration of all areas disturbed by construction.    1996 East Kennydale Sewer Interceptor (CAG 96‐079), $2,093,740, 2%, 20‐year loan for the construction of  approximately 5,200 linear feet of 12 to 15‐inch sanitary sewer pipe, 14 sewer manholes, replacement of the  Devil’s Elbow sanitary sewer lift station, 300 linear feet of 6‐inch sanitary force main, fish habitat  improvements, repair of access road, and associated asphalt patching and paving.    1996 Honeycreek (Sunset) Sewer Interceptor (CAG 96‐078) loan is to construct approximately 5,785 linear  feet of 15 to 18‐inch sanitary sewer main, 15 sewer manholes, 3,300 square yards of asphalt paving, and  related appurtenances to the sewer main.    1997 Corrosion Control Treatment Facilities (CAG 96‐031/97‐130).  This loan was for construction of a  building on City property in Cedar River Park between well PW‐8 and well PW‐9 to store and pump chemicals  for treating the water from wells RW.    2002 Maplewood Water Treatment Improvement (CAG 01‐175).  This loan was to fund the costs to eliminate  quality problems in water from the Maplewood wellfield wells.    2002 CT Pipeline for Wells RW‐1, RW‐2 and RW‐3 (CAG 02‐082) loan is to construct the CT detention pipeline  for wells RW‐1, RW‐2 and RW‐3 at Liberty Park.    2004 Maplewood Drinking Water Treatment Improvement (CAG 04‐053) loan is to construct the drinking  water treatment improvements at Maplewood.    Debt Management - Public Works Trust Fund Loans 4 - 9 DEBT MANAGEMENT     WWAATTEERRWWOORRKKSS UUTTIILLIITTYY DDEEBBTT   Year Total  PWTF  Loans Sierra   Heights   Sewer  Repair Central   Renton  Sewer   Replacement  (Ph I & II) East  Renton  Interceptor Dayton  Avenue  NE NE 27th/  Aberdeen  Drainage  Improvem ents East  Kennydale  Interceptor Honeycreek  (Sunset)  Interceptor Corrosion  Control   Treatment  Facilities Maplewood  Water  Treatment  Impvs Construct  CT Pipeline  for Wells Maplewood  Water  Treatment  Impv  Construction 2011 960,970     26,668 91,148         138,607    5,511    44,719    123,866   108,497     52,812    31,967        45,442      291,732          2012 952,380     26,155 90,274         137,261    5,409    44,293    122,697   106,559     52,318    31,816        45,228      290,369          2013 918,148     ‐        89,399         135,916    5,307    43,867    121,529   104,622     51,825    31,664        45,013      289,006          2014 740,035     ‐        53,058         ‐             5,205    43,442    120,360   102,684     51,331    31,513        44,799      287,643          2015 728,555     ‐        52,538         ‐              ‐        43,016    119,192   100,747     50,838    31,361        44,585      286,279          2016 627,673      ‐        ‐                ‐              ‐         ‐          118,023   98,809       50,344    31,210        44,370      284,916          2017 408,618     ‐        ‐                ‐              ‐         ‐           ‐            ‐              49,850    31,058        44,156      283,553          2018 357,038     ‐        ‐                ‐              ‐         ‐           ‐            ‐               ‐          30,907        43,942      282,190          2019 355,309     ‐        ‐                ‐              ‐         ‐           ‐            ‐               ‐          30,755        43,727      280,826          2020 353,580     ‐        ‐                ‐              ‐         ‐           ‐            ‐               ‐          30,604        43,513      279,463          2021 351,851     ‐        ‐                ‐              ‐         ‐           ‐            ‐               ‐          30,452        43,299      278,100          2022 319,821     ‐        ‐                ‐              ‐         ‐           ‐            ‐               ‐          ‐               43,084      276,737          2023 275,374     ‐        ‐                ‐              ‐         ‐           ‐            ‐               ‐          ‐                ‐             275,374          2024 274,010     ‐        ‐                ‐              ‐         ‐           ‐            ‐               ‐          ‐                ‐             274,010          Totals 7,623,363  52,823 376,417       411,784    21,433 219,337 725,667   621,918     359,318 343,309      531,157    3,960,199      $‐ $100  $200  $300  $400  $500  $600  $700  $800  $900  $1,000  2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Th o u s a n d s Sierra Heights Sewer Repair Central Renton Sewer Replacement (Ph I & II) East Renton Interceptor Dayton Avenue NE NE 27th/ Aberdeen Drainage Improvements East Kennydale Interceptor Honeycreek (Sunset) Interceptor Corrosion Control Treatment Facilities Maplewood Water Treatment Impvs Construct CT Pipeline for Wells Maplewood Water Treatment Impv Construction Debt Management - Public Works Trust Fund Loans 4 - 10 DEBT MANAGEMENT     GGOOLLFF CCOOUURRSSEE DDEEBBTT   GOLF COURSE DEBT SUMMARY    As of January 1, 2011, the City has no more revenue bonds outstanding for the Golf Course.  The city  defeased the bonds and is lending form its General Fund cash and investment pool to the Golf Course.  This  internal refinancing allows the Golf Course to save over $40k annually in debt service payment and allows the  General Fund to earn higher than market interest rates on its cash.     Golf Course Capital Lease (CAG 07‐106).  This lease is for the purchase of 50 Club Car Golf Carts.  Payments  are made monthly at an interest rate of 5.25%.  Final lease payments in an amount of $10,161 will be made in  2011.  The City will review the replacement of these carts and financing options during 2011.      Golf Course Capital Lease ‐ Golf Carts Fund 404 Interest Rate 0.0525 Principal  Payment Date Monthly Interest Payment Date Monthly Total  Annual Principal Interest 2007 14,155           11,726     2,429     2008 24,266           20,919     3,347     2009 24,266           21,995     2,271     2010 24,266           23,127     1,139     2011 10,161           10,034     127        Totals 97,113           87,800     9,313     Debt Management - Golf Course Debt Summary 4 - 11 This page is intentionally left blank  Debt Management - Golf Course Debt Summary 4 - 12             5 CAPITAL INVESTMENT PROGRAM     City Wide Narrative    5‐1    City Wide Summary    5‐5    General Government    5‐7    Internal Service Funds    5‐43    Transportation       5‐47    Airport                                                                                                                5‐91    Golf Course        5‐113    Water    5‐121    Wastewater      5‐135    Surface Water       5‐163    CAPITAL INVESTMENT PROGRAM 2011 through 2016 I. Capital Investment Program Policy OiOverview The Projects listed in the 2011-2012 Capital Budget for funding are consistent with this 2011-2016 Capital Investment Program (CIP). The budget serves to specify the amount of funds available for capital investment projects by general category (e.g., wastewater utility, streets, surface water utility, water utility, etc.) during 2011-2012. In addition to identifying specific capital Investment projects, the Capital Investment Program includes the annual cost for any capital project debt-financing measures, ll th ti b d t i li ti f it l j t Th b d t th i i fas well as the operating budget implications from a capital project. The budget authorizes a series of potential projects to be considered for funding. As the year progresses, some projects become ready for construction while others do not, depending on a variety of circumstances. The City Council, in coordination with city administration, will take action to approve specific projects up to the funding approved in the budget. If more funds become available, if third party funding can be arranged or capital projects are carried over into the new fiscal year due to scheduled delays, the budget can be amended. This approach responds during the year to a host of design and implementation issues, in the context of our overall financial plan. Background Renton’s businesses and citizens have made a considerable investment for resources in buildings, parks, streets, sewers, water systems, equipment, and other capital investments. The preservation, maintenance, and future improvement of these facilities are primary responsibilities of the City. Planning and implementing sound capital investment policies and programs today will help preserve thePlanning and implementing sound capital investment policies and programs today will help preserve the investments made in the past, and provide facilities for the future. Capital Investment Expenditures meet the following criteria: 1. An expenditure classified as a capital asset. 2. An expenditure of $100,000 or more for projects and equipment. 3. A useful life of more than 3 years. Capital Investment Projects include: 1. New and expanded physical facilities/assets. 2. Large scale renovation and replacement of existing facilities over $25,000. 3. The acquisition of capital facility or assets. 4. The purchase of major pieces of equipment which are not identified in the Equipment Rental/Reserve Fund or require multiple-year financing. 5 P h f i t i t d ith l i d f iliti5. Purchases of equipment associated with newly acquired facilities. The City's Comprehensive Six-year Capital Investment Plan is consistent with the Comprehensive Plan and the State Growth Management Act. Financial analysis of future funding sources is conducted for all proposed Capital Investment Projects. Capital Investment Program - City Wide Narrative 5 - 1 Department Heads submit Capital Project proposals. Each department is responsible for planning and prioritizing all capital project proposals within their scope of operational responsibility (see Capital Investment Project Evaluation Criteria). The Mayor, Chief Administrative Officer, and City's Administrators review and evaluate all Capital yy p Investment Project proposals. Upon evaluation and final analysis of all proposed capital investment projects, the Mayor provides the forthcoming year’s Capital Investment Program for the City Council review and adoption. The Capital Investment Program is prepared, modified and adopted annually. II. Procedure for Annual Capital Investment Program 1. Initiation Requesting Department:Requesting Department: 1. Creates a list of the various capital investment projects to be considered. 2. Verifies that projects meet the definitions of the previously defined CIP Policy. 3. Prepares a Capital Investment Request for each project. 4. Prioritizes each proposal using the CIP Evaluation Criteria. 5. Submits request to the Finance and Information Services Department. 6. Finance Division submits a preliminary CIP to the Mayor and Chief Administrative Officer. 2. Reviews Mayor / Chief Administrative Officer / FIS Administrator: 7. Reviews Capital Investment Requests. 8. Prepares an annual Capital Investment Plan recommendation. 9 Formulates an updated Capital Investment Plan9. Formulates an updated Capital Investment Plan. 10. Presents the Budget and Capital Investment Plan to the City Council. City Council: 11. Conducts a workshop at mid-year preparatory to the development and submittal of the Mayor’s proposed annual budget, to consider any priorities or projects of interest. 12. Holds a public hearing to review the recommended CIP as part of the budget process. 3. Implementation City Council: 13. Conducts workshops to review the Mayor's recommendations and make changes as necessary. Capital Investment Program - City Wide Narrative 5 - 2 14. Adopts the Capital Investment Program as part of the annual budget. Department: 15. Monitors all Capital Investment Projects approved in the City’s adopted annual budget. 16. If estimated project cost exceeds appropriation, submits updated project cost information and justification for increase to the Finance and Information Services Department. Chief Administrative Officer: 17. Monitors the Capital Investment Plan and budgets and provides periodic status reports to the City Council. FIS Administrator: 18. Provides oversight of the accounting and reporting on capital projects. 19 Generates a quarterly Capital Investment Project Summary Report of expenditures and fund19. Generates a quarterly Capital Investment Project Summary Report of expenditures and fund balances for distribution to Mayor, Departments and City Council. 4. Closeout Department: 20 Submits to FIS Administrator notification of completion of the capital project(s)20. Submits to FIS Administrator notification of completion of the capital project(s). FIS Administrator: 21. Reconciles final appropriation and expenditures for each Capital Investment Project. 22. Eliminates Capital Investment Project at year-end from Capital Investment Project Summary Report. Criteria for Evaluating ProjectsCriteria for Evaluating Projects Preservation of public health and safety. action. Improvements required as a result of court action or federal or state regulation or to prevent court Reduction of current maintenance expenditures and avoidance of costly future rehabilitation. Preservation of existing facilities. Importance for gaining or retaining industry and jobs, and promoting economic development. Positive impacts (social, political, etc.) on City residents. Grant/loan available. Grant/loan secured or leveraging of private funds. Positive impacts (social, political, etc.) on City residents. Capital Investment Program - City Wide Narrative 5 - 3 This page is intentionally left blank  Capital Investment Program - City Wide Narrative 5 - 4 2011 through 2016 (in thousands of dollars) Proposed 2011 Proposed 2012 Projected 2013 Projected 2014 Projected 2015 Projected 2016 Project Total General Government 14,962 9,097 6,129 11,101 13,853 4,720 59,862 Transportation 11,648 9,762 18,908 16,153 16,348 20,668 93,487 Airport 2,803 4,954 2,002 2,615 625 130 13,129 Golf Course 100 100 100 225 580 3,420 4,525 Water Utility 4,500 5,200 5,350 5,250 5,250 5,020 30,570 Wastewater Utility 3,790 3,250 3,250 3,250 3,250 3,250 20,040 Surface Water Utility 3,650 3,500 3,100 3,700 3,000 3,200 20,150 Total 41,453 35,863 38,839 42,294 42,906 40,408 241,763 Projected 2011 Projected 2012 Projected 2013 Projected 2014 Projected 2015 Projected 2016 Project Total User Fee 423 538 531 425 448 455 2,818 REET 400 400 - - - - 800 Fuel Tax 620 630 640 650 660 670 3,870 Utility Tax - - - - - - - Bond Proceeds 10,000 7,000 - - 6,094 1,335 24,429 Operating 12,263 13,383 12,366 12,880 12,077 14,016 76,985 Grants/Contribution Received 5,203 4,808 - 550 - - 10,561 Mitigation Funds Received 899 400 260 270 350 350 2,529 Grants/Contribution Anticipated 2,022 2,575 3,421 2,149 1,875 275 12,317 Mitigation Funds Anticipated - - - - - - - Misc/Transfers 2,000 1,000 - - - - 3,000 Interest Income 268 254 275 331 331 338 1,797 Business License Fee 1,630 1,670 1,700 1,740 1,780 1,820 10,340 Other Government Resources In-Hand 2,922 2,203 43 43 43 43 5,297 KC levy transfer 160 160 160 55 5,619 - 6,154 Other Proposed - - 350 308 160 165 983 Unfunded 13,575 11,612 11,705 17,520 54,413 Fund Balance 1,738 260 - - - - 1,998 Total 40,549 35,281 33,319 31,011 41,140 36,990 218,291 Balance Available/Unfunded Needs (1,223) (11,435) (23,798) (39,417) (44,333) (55,536) (55,536) Designated Balance 1,125 - - - - - - CAPITAL INVESTMENT PROGRAM Departments Resources C I T Y W I D E S U M M A R Y Capital Investment Program - City Wide Summary 5 - 5 This page is intentionally left blank  Capital Investment Program - City Wide Summary 5 - 6 The Fire Station 12, built in the Renton Highlands area Did You Know? The City of Renton website is nationally recognized for its design, content and ease of use. www.rentonwa.gov Capital Investment Program - General Government 5 - 7 Life to Date Adjusted Budget Estimated Year end Project #Projects Type Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total 1 Highlands SubArea Plan E 209 799 799 584 - - - - - 1,592 2 S.Lake Wash. Redevelopment E 259 33 33 - - - - - - 292 3 Security Upgrades F - 90 80 30 60 90 90 90 90 530 4 Henry Moses Aquatic Center F 35 205 120 120 120 120 120 120 120 875 5 New Maintenance Facility F - 1,104 1,104 - - 3,600 3,000 10,000 - 17,704 6 North Highlands Community Center F - - - - - - 2,000 - - 2,000 7 Public Works Shops Upgrades F - - - 118 28 - - - - 146 8 Public Restroom Renovations F - 265 265 - 120 - - - - 385 9 Disaster Repairs F - 200 - 200 - - - - - 200 10 Grant Matching Program P/F - 250 - 100 150 - - - - 250 11 Black River Riparian Forest P - - - - - 90 100 200 2,000 2,390 12 Maplewood Community Park P - - - - - - - - 225 225 13 Parks, Recreation, & Open Space Plan P 14 225 225 - - - - - 225 464 14 Regis Park Athletic Field Expansion P 94 280 - - - 300 4,400 - 350 5,144 15 Springbrook Trail Missing Link P 629 82 82 - - - 100 2,000 - 2,811 16 Urban Forestry P 143 110 110 - - 100 60 200 200 813 17 Park Master Planning P - - - - - 90 90 90 90 360 18 Integrated Pest Management Program P - - - - - 100 - - - 100 19 KC Proposition 2 Cap Exps Levy Fd P ‐                444               444               160               160               160               5                     ‐                ‐                929                20 Parks General Major Maintenance P 333 778 754 490 250 470 375 485 740 3,897 21 Irrigation Renovation & Conservation P 352 425 - - - 425 250 250 250 1,527 22 Irrig Automation and Conserv P 81 60 60 - 30 60 60 60 60 411 23 Parking Lot and Drive Repairs P 49 90 - - - 90 90 50 50 329 24 Ball Field Renovation Program P - 50 - 60 - 50 50 75 50 285 25 Pathway, Sidewalk, Brdwk Repairs P 260 180 180 100 - 60 45 65 40 750 26 Sports Court Repairs P - 40 - 20 20 40 120 20 80 300 27 Tree Maintenance P 98 122 122 150 150 70 70 70 70 800 28 Capital Project Coordination P 48 68 69 70 72 74 76 78 80 567 29 Accessible Playground P - - - 750 - - - - - 750 30 Libraries F - - - 11,800 7,800 - - - - 19,600 31 Leased Facilities F - 726 826 - 127 140 - - - 1,093 32 Community Services Maintenance Shops Rehab F - - - 200 - - - - - 200 33 Highlands Library Natural Area P - - - 10 10 - - - - 20 Total 2,604 6,626 5,273 14,962 9,097 6,129 11,101 13,853 4,720 67,739 Life to Date Adjusted Budget Estimated Year end Project P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) S U M M A R Y P r o p o s e d P r o j e c t e d j #Resources: Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total 1 User Fee 120 120 100 - 127 140 - - - 487 2 REET - 400 400 400 400 - - - - 1,200 3 Fuel Tax - - - - - - - - - - 4 Utility Tax - - - - - - - - - - 5 Bond Proceeds - - - 10,000 7,000 - - 5,569 - 22,569 6 Operating 1,451 430 - - - - - - - 1,451 7 Grants/Contribution Received - 50 40 - - - 550 - - 590 8 Mitigation Funds Received 711 - 50 400 - - - 50 - 1,211 9 Grants/Contribution Anticipated 726 - - 350 - - - - - 1,076 10 Mitigation Funds Anticipated - - - - - - - - - - 11 Misc/Transfers/Fund Balance 4,127 1,195 100 2,000 1,030 - - - - 7,257 12 Interest Income - - - - - - - - - - 13 KC levy transfer 284 160 160 160 160 160 55 5,619 - 6,598 Beginning Fund Balance - - 1,467 748 180 - - - - 2,395 Total 7,419 2,355 2,317 14,058 8,897 300 605 11,237 - 42,438 Balance Available/Unfunded Needs 4,815 544 1,809 905 705 (5,124) (15,620) (29,473) (34,193) - *NOTE: E - Economic Development, G - General, P - Parks, F - Facilities p j Capital Investment Program - General Government 5 - 8 Project Title:Highlands SubArea Redevelopment Project: 1 Project Type:Development and Major Maintenance Project Number: e00140/f200 Project Account Number: 316.070141.007.594.19.63.000 Total Anticipated Project Cost:1,592$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services 49 799 799 584 - - - - - 1,432 Major Maintenance - - - - - - - - - - Construction 160 - - - - - - - - 160 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 209 799 799 584 - - - - - 1,592 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 92 - - - - - - - 92 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers 1,500 - - - - - - - - 1,500 Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 1,592 - - - - - - - - 1,592 Balance Available / (Unfunded Needs)1,383 584 584 - - - - - - - Designated Balance 1,383 584 584 - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Summary of Progress: The City engaged Mithun Architects in 2009 to assist in the development of a Sunset Area Community Investment Strategy to identify and prioritize potential public investments in the area to stimulate new private investment. Remaining funds will be carried forward to 2010 to assist in implementation. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Provide urban design, land use, legal, and other consultant work related to crafting a long-range land use and redevelopment plan for the Highlands sub-area. A Mid year adjustment was done in 2009 for the Highlands SubArea Redevelopment for 900k -: $100k moved to be used for water main (recoverable when development occurs); $50k for Sunset area community investment strategy; $250k Sunset area sidewalk repairs; $300k Sunset Ave corridor design; $200k regional storm water facility feasibility/preliminary design. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 9 Project Title:South Lake Washington Redevelopment Project: 2 Project Type: Development and Major Maintenance Project Number: e00140/f201 Project Account Number:316.070142.007.594.19.63.000 Total Anticipated Project Cost:292$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services 259 33 33 - - - - - - 292 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 259 33 33 - - - - - - 292 Resources: User Fee - - - - - - - - - - REET Summary of Progress: The first phase of The Landing opened in 2008, with remaining retail and a first phase of multi-family residential development scheduled to open before year end. An additional 21 acres of land is available for redevelopment. Remaining funds will be requested to be carried forward to 2010. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Development of land use, economic development, and marketing strategies as redevelopment occurs on surplus industrial properties in the South Lake Washington area. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 292 - - - - - - - - 292 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 292 - - - - - - - - 292 Balance Available / (Unfunded Needs)33 - - - - - - - - - Designated Balance 33 - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 10 Project Title: City-Wide Security System Upgrades Project: 3 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.220031.020.594.18.62.000 Total Anticipated Project Cost:530$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - 10 - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - 80 80 30 60 90 90 90 90 530 Contingencies - - - - - - - - - - Total CIP Expenses - 90 80 30 60 90 90 90 90 530 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - 50 40 - - - - - - 40 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - 52 - - - - 52 Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 40 30 8 - - - - 78 Total CIP Resources - 50 80 30 60 - - - - 170 Balance Available / (Unfunded Needs)- (40) - - - (90) (180) (270) (360) (360) Designated Balance - (40) - - - (90) (180) (270) (360) (360) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Because vandalism and graffiti repairs are a major drain on City resources, considerable cross-departmental effort has been made to reduce these property crimes. High-quality surveilance cameras and recording equipment is essential to efforts to prevent, discourage, and prosecute crimes of these types. Cameras are also important to the security of the transit center area downtown. The coordination of departmental efforts needs to also extend to equipment and software specification, placement, and replacement. Because video equipment continues to improve and fall in price, it will be possible to continue to upgrade the City's equipment without corresponding increases in cost. Many of the older surveilance cameras already in place are degraded and in need of replacement. Summary of Progress:The City purchased and placed a number of solar powered FlashCams in 2009 that have been very effective in detering vandalism and graffiti. These are moved around the City in response to graffiti hot spots. A web-based access program for the Police Department to access all video cameras via their laptops was tested and put in place. Some high-pixel cameras have been placed at Coulon and the transit center; these are capable of facial recognition at considerable distances. P r o p o s e d P r o j e c t e d P r o j e c t e d P r o p o s e d Capital Investment Program - General Government 5 - 11 Project Title:Henry Moses Aquatic Center Project: 4 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.250003.020.594.18.62.000 Total Anticipated Project Cost:875$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 35 205 120 120 120 120 120 120 120 875 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 35 205 120 120 120 120 120 120 120 875 Resources: User Fee 120 120 - - - - - - - 120 REET - - - - 30 - - - - 30 Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 35 120 90 - - - - 245 Total CIP Resources 120 120 35 120 120 - - - - 395 Balance Available / (Unfunded Needs)85 - - - - (120) (240) (360) (480) (480) Designated Balance 85 - - - - (120) (240) (360) (480) (480) Impact on Operating Funds Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) The 5.2 million Henry Moses Aquatic Center opened for the summer season in 2004. It contains a lap pool, a lazy river, slides, and water features, as well as a toddler area. The facility recovers all operating costs and improvements to user features through fees and charges. Summary of Progress: The Henry Moses Aquatic Center opens after the Memorial Day weekend, and runs through Labor Day. In 2010, roughly $50,000 was spent on drain alterations to meet the requirements of the Virginia Graham Baker Act, which was developed to limit the force of suction at the recirculation intake grates. Future improvements will include a waiting area cover, water features, and a cover for the lap pool. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 12 Project Title:New Maintenance Facility Project: 5 Project Type: Development and Major Maintenance Project Number: C20003 Project Account Number:316.220003.020.594.18.62.000 Total Anticipated Project Cost:17,704$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - 1,104 1,104 - - 3,600 - - - 4,704 Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - 3,000 10,000 - 13,000 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 1,104 1,104 - - 3,600 3,000 10,000 - 17,704 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Acquisition, design, and construction of a new maintenance facility and storage yard to replace and consolidate three existing buildings, one of which is a leased facility. Summary of Progress: Original planning and programming were completed in 2001 and have since been updated to reflect City growth. Because of reduced CIP revenues, this project has been delayed and we will make necessary repairs on the three existing shops sites to keep them in service. Fuel Tax Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers 1,104 - - - - - - - - 1,104 Interest Income - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 1,104 - - - - - - - - 1,104 Balance Available / (Unfunded Needs)1,104 - - - - (3,600) (6,600) (16,600) (16,600) (16,600) Designated Balance 1,104 - - - - (3,600) (6,600) (16,600) (16,600) (16,600) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 13 Project Title:North Highlands Community Center Project: 6 Project Type: Development and Major Maintenance Project Number: C20002 Project Account Number: 316.220002.020.594.18.62.000 Total Anticipated Project Cost:2,000$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - 2,000 - - 2,000 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - 2,000 - - 2,000 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - - - - Balance Available / (Unfunded Needs)- - - - - - (2,000) (2,000) (2,000) (2,000) Designated Balance - - - - - - (2,000) (2,000) (2,000) (2,000) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The North Highlands Neighborhood Center is near the end of its useful life. Major work has been performed in the last two years to maintain the building. Ongoing citizen-initiated neighborhood development plans should prescribe a replacement within a few years. Summary of Progress: The City has placed much focus on North Highlands redevelopment. The North Highlands Community Center will be a prominent feature of the redevelopment. Facility replacement costs range in the area of $2,000,000 and is tentatively set to take place in 2013 or later depending on funding of voter approved bond levy. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 14 Project Title:Public Works Shops Upgrades Project: 7 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: Total Anticipated Project Cost:146,000$ Current LOS 100% Growth Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - 118 28 - - - - 146 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 118 28 - - - - 146 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 - - - - 28 - - - - 28 Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - 118 - - - - - 118 Total CIP Resources - - - 118 28 - - - - 146 Balance Available / (Unfunded Needs)- - - - - - - - - - Designated Balance - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) As equipment and employee numbers have grown at the Public Works Maintenance Shops, the electrical distribution system has not. Costs represent additional power feeds from PSE, and new distribution panels at the D and E buildings. One of the vehicle service bays does not have water service and we recommend to extend water and drainage to that shop. We have a spare Nederman system from FD40 FS42 that will provide diesel fume extraction from the main vehicle service bay, a valuable indoor air quality/safety upgrade. And finally, an oil/water separator has been requested for the fuel island to prevent aquifer contamination. Summary of Progress: P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 15 Project Title:Public Restroom Renovations Project: 8 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number:316.220015.020.594.18.62.000 Total Anticipated Project Cost:385$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - 265 265 - 120 - - - - 385 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 265 265 - 120 - - - - 385 Resources: User Fee - - - - - - - - - - REET - 225 225 - 120 - - - - 345 Fuel Tax - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Public restrooms are being rehabbed or replaced to comply with ADA standards and access. Most have been completed in the City's ongoing upgrade program. The Jones Park renovation was budgeted in 2010 but work will be done in 2011 ($265,000), the Maplewood project is slated for 2012 ($120,000). Summary of Progress: Siting and preliminary design for the Jones Park public restrooms was prepared in 2009. An associated sidewalk replacement will occur at the same time to limit disruption of service. P r o p o s e d P r o j e c t e d Fuel Tax Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - 40 - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 40 - - - - - - 40 Total CIP Resources - 265 265 - 120 - - - - 385 Balance Available / (Unfunded Needs)- - - - - - - - - - Designated Balance - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - (2) (1) - - - - (3) Net Impact - - - (2) (1) - - - - (3) P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 16 Project Title: Disaster Repairs Project: 9 Project Type: Major Maintenance Project Number: N/A Project Account Number: 316.330033.020.594.76.63.000 Total Anticipated Project Cost:200$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - 200 - 200 - - - - - 200 Construction - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 200 - 200 - - - - - 200 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - 200 - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 200 - - - - - - 200 Total CIP Resources - 200 200 - - - - - - 200 Balance Available / (Unfunded Needs)- - 200 - - - - - - - Designated Balance - - 200 - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Unpredictable events occur that result in significant repair costs to Parks and Golf Course Division assets and Parks Planning & Natural Resources Division assets impacting the 001 operating fund. Project funds are used for disaster events whenever damage occurs. Events such as floods, windstorms, earthquakes, and the like require an immediate response to make repairs and restore pre-existing conditions. Summary of Progress: This is a new project introduced in 2010. In 2011/12, funding will be utilized as the required 25% FEMA match for Gabion repair work along the Cedar River Trail downstream of the Bronson Bridge. Remaining funding will be utilized only if necessitated by disaster(s). P r o p o s e d P r o j e c t e d P r o j e c t e d P r o p o s e d Capital Investment Program - General Government 5 - 17 Project Title:Grant Matching Program Project: 10 Project Type: Development and Major Maintenance Project Number: C32011 Project Account Number: 316.332011.020.594.76.61.000 Total Anticipated Project Cost:250$ annually Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - 250 - 100 150 - - - - 250 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 250 - 100 150 - - - - 250 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 - 250 100 - - - - - - 100 Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 150 - - - - - - 150 Total CIP Resources - 250 250 - - - - - - 250 Balance Available / (Unfunded Needs)- - 250 150 - - - - - - Designated Balance - - 250 150 - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The City annually appropriates funds to be available for unforeseen park and/or trail development or acquisition opportunities, or to be available to leverage grant monies from agencies such as King County Conservation Futures, Washington Recreation and Wildlife Program (WWRP), FEMA, or EECDGB. Any expenditure of these monies must have specific Council approval. Summary of Progress: Carry forward unspent funds to 2011/12. A FEMA Pre-Disaster Mitigation Grant for a seismic retrofit of the 200 Mill Building is being pursued; it requires a 25% match ($250,000). The City applied for one Conservation Futures Grants (KCCF) and received notification for award of a $350,000 grant towards the purchase of a 3.28 acre parcel along Panther Creek. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 18 Project Title:Black River Riparian Forest Project: 11 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: Total Anticipated Project Cost:2,390$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - 90 100 200 2,000 2,390 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - 90 100 200 2,000 2,390 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - - - - Balance Available / (Unfunded Needs)- - - - - (90) (190) (390) (2,390) (2,390) Designated Balance - - - - - (90) (190) (390) (2,390) (2,390) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - 15 15 Net Impact - - - - - - - - 15 15 P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The Black River Riparian Forest contains an active Heron colony, an estimated 75 species of avifauna, and numerous mammals. As the site will allow, future long range plans for this facility includes an interpretive learning center, soft surface paths to view wildlife, and sensitive habitat enhancement. (This project was first introduced as a CIP project in 2004.) Summary of Progress: The first phase of this project is being re-scheduled to 2013 and will include a wildlife/habitat inventory/assessment. The assessment will be utilized to determine the suitability and feasibility of a future interpretive learning center and associated amenities. The assessment will take one year to complete and be utilized to develop a Master Plan in 2014. Construction documents will be prepared in 2015 with proposed construction in 2016. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 19 Project Title:Maplewood Community Park Project: 12 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: Total Anticipated Project Cost:225$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - 225 225 Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - - 225 225 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - - - - Balance Available / (Unfunded Needs)- - - - - - - - (225) (225) Designated Balance - - - - - - - - (225) (225) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) This 40-acre site, located adjacent to Maplewood Heights Elementary School and Maplewood Neighborhood Park, is currently owned by King County and will be transferred to the City of Renton for future use as a park site. The area is experiencing rapid residential growth and possibly, annexation to the City. Long term development plans call for a mixed-use community park that includes both active and passive uses. Consultant selection and master planning is scheduled for 2016, design development, construction document preparation, and bidding in 2017, with phase one development proposed for 2017 at a cost of $4,000,000. Phase 2 design development, construction document preparation, and bidding in 2018. (This CIP project was first introduced in 2002.) Summary of Progress: The City and King County are delaying negotiations to transfer the 40-acre undeveloped parcel and the 5-acre developed Maplewood Park until some time in the future. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 20 Project Title:Parks, Recreation, and Open Space and Natural Resources Plan Project: 13 Project Type: Development and Major Maintenance Project Number: C32002 Project Account Number:316.332002.020.594.76.63.000 Total Anticipated Project Cost:464$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services 14 225 225 - - - - - 225 464 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 14 225 225 - - - - - 225 464 Resources: User Fee - - - - - - - - - - REET - 175 175 - - - - - - 175 Fuel Tax - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The Parks, Recreation, Open Space and Natural Resources Plan is an implementation document including a strategic plan, inventory of existing facilities, service levels, needs assessment, user demands, and surveys to develop recommendations for the City's future needs (intro 1999). A habitat component also comprises this planning document. A Trails and Bicycle Plan will be incorporated into the Plan and was completed in partnership with the Transportation Division. This plan was adopted by City Council in 2009. The Parks, Recreation, Open Space and Natural Resources Plan should be updated every five years to continue meeting State requirements for grant program eligibility. The City Council approved a $50,000 budget adjustment transfer from the I-405 project to this project. Summary of Progress: Carry forward all unspent 2010 funds. An update for the Parks, Recreation, Open Space and Natural Resources Plan will commence in 2010 and completed in 2011. P r o p o s e d P r o j e c t e d Fuel Tax Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 14 - - - - - - - - 14 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - 50 - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 50 - - - - - - 50 Total CIP Resources 14 225 225 - - - - - - 239 Balance Available / (Unfunded Needs)- - - - - - - - (225) (225) Designated Balance - - - - - - - - (225) (225) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 21 Project Title:Regis Park Athletic Field Expansion Project: 14 Project Type: Development and Major Maintenance Project Number: C32003 Project Account Number: 316.332003.020.594.76.63.000 Total Anticipated Project Cost:5,144$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - 300 - - 350 650 Major Maintenance - - - - - - - - - - Construction 94 280 - - - - 4,400 - - 4,494 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 94 280 - - - 300 4,400 - 350 5,144 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - 500 - - 500 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers 94 280 - - - - - - - 94 Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 280 - - - - - - 280 Total CIP Resources 94 280 280 - - - 500 - - 874 Balance Available / (Unfunded Needs)- - 280 280 280 (20) (3,920) (3,920) (4,270) (4,270) Designated Balance - - 280 280 280 (20) (3,920) (3,920) (4,270) (4,270) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - 20 25 - 45 Expenditure Increase/Decrease - - - - - - 137 140 - 277 Net Impact - - - - - - 157 165 - 322 P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) This project will occur in phases. Phase I consisted of design and construction of the lighted soccer field and softball field, lighted basketball court, Phase I parking, and entry drive and bridge over Madsen Creek. Phase II will expand the capacity and provide greater programming flexibility by improving the existing all-weather (dirt) soccer field with synthetic turf, constructing a second lighted synthetic turf soccer field, expand the existing parking lot, add restroom facilities, a children's play area, picnic shelter, and sewer and extend domestic water to the site for drinking and fire flow purposes. Phase III will convert the existing natural turf softball field to synthetic turf and develop a second lighted synthetic turf ball field. (First introduced in 1998.) Summary of Progress: This project is being re-programmed to the future. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 22 Project Title:Springbrook Trail Missing Link Project: 15 Project Type: Development and Major Maintenance Project Number: C32014 Project Account Number: 316.332014.020.594.76.63.000 Total Anticipated Project Cost:2,811$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - 100 - - 100 Major Maintenance - - - - - - - - - - Construction 629 82 82 - - - - 2,000 - 2,711 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 629 82 82 - - - 100 2,000 - 2,811 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - 50 - - 50 Mitigation Funds Received 711 - - - - - - - - 711 Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - 50 - - 50 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 711 - - - - - 100 - - 811 Balance Available / (Unfunded Needs)82 - - - - - - (2,000) (2,000) (2,000) Designated Balance 82 - - - - - - (2,000) (2,000) (2,000) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - 3 3 3 3 3 3 19 Net Impact - - - 3 3 3 3 3 3 19 P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) This project will construct remaining missing links in the existing system between SW 43rd Street and SW Grady Way. The Springbrook Trail is linked to a countywide regional trail system including the Interurban Trail, and extends to the City of Pacific to the south, and north to South Seattle. Summary of Progress: The boardwalk trail was completed in 2010, however, the project has not been closed out. Carry forward unspent funds from 2010 only if they are not closed-out. Funding is derived from Parks Mitigation Fund. Upon project close-out, return unspent funds to the Parks Mitigation Fund (Fund 303). $50,000 in revenue was received from Hunter/Douglas property sale and development agreement with funding dedicated for trail development. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 23 Project Title:Urban Forestry Program Project: 16 Project Type: Development and Major Maintenance Project Number: C32017 Project Account Number:316.332017.020.594.76.63.000 Total Anticipated Project Cost:813$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services 143 110 110 - - 100 60 200 200 813 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 143 110 110 - - 100 60 200 200 813 Resources: User Fee ---------- CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Following a 2003 tree inventory, an Urban and Community Forestry Development Plan was adopted in 2009 and includes a prioritized implementation schedule of activities for a formal Urban Forestry Program. Some of the goals of the Development Plan include a forestry ordinance, emergency storm damage plan, public education and outreach program, urban forestry management plan, best management practices, recommended street tree listing, Tree City USA qualifications, funding strategies, canopy study, future updates to the inventory, and others. An urban tree canopy assessment is scheduled for 2011 to determine the existing tree canopy coverage and compare it with the canopy cover in 2003. Canopy cover goals will be established will further establish efforts at improving the urban forest. In 2012, implementing management plan development for street trees, park trees and trees found in natural areas are the priority. Summary of Progress: Carry forward unspent funds from 2010 for a forestry ordinance. Staff has been working on an update to the existing Tree Retention regulations affecting new development and can be included as part of the forestry ordinance. Ordinance goals include improving public safety in the right-of-way and on public property, reducing infrastructure repairs (eg. concrete damage, blocked traffic signals, vehicle clearance, etc) optimizing tree health and canopy coverage & guiding proper maintenance & planting. An Urban Tree Canopy Assessment grant was applied for through the State Department of Natural Resources in 2010. A Tree Inventory and Assessment for the Benson Hill Area was completed in 2009 and incorporated into the 2003 Assessment. P r o p o s e d P r o j e c t e d User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers 143 110 - - - - - - - 143 Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 110 - - - - - - 110 Total CIP Resources 143 110 110 - - - - - - 253 Balance Available / (Unfunded Needs)- - - - - (100) (160) (360) (560) (560) Designated Balance - - - - - (100) (160) (360) (560) (560) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 24 Project Title:Park Master Planning Project: 17 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: Total Anticipated Project Cost:360$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - 90 90 90 90 360 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - 90 90 90 90 360 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - - - - Balance Available / (Unfunded Needs)- - - - - (90) (180) (270) (360) (360) Designated Balance - - - - - (90) (180) (270) (360) (360) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Park master planning is needed for undeveloped parks, under-developed park areas, and for developed parks that are becoming outdated. Assessing park, recreation, and open space needs of the community, and translating that information into a framework for meeting the physical, spatial, and facility requirements to satisfy those needs, describes the goals of the park master planning process. Park master planning is done at the individual park level and guides park development in subsequent years. Summary of Progress: This is an item introduced in 2008. Implementation of the Plan, and funding of projects is being re-programmed to 2013. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 25 Project Title:Integrated Pest Management Program Project: 18 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: Total Anticipated Project Cost:100$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - 100 - - - 100 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - 100 - - - 100 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - - - - Balance Available / (Unfunded Needs)- - - - - (100) (100) (100) (100) (100) Designated Balance - - - - - (100) (100) (100) (100) (100) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2010 through 2015 (in thousands of dollars) Integrated pest management (IPM) is the concept of managing pests through a hierarchy of choices, the first being the least toxic approach in an effort to reduce the use of chemical controls. While the Community Services Department is practicing IPM, the department has no formal program to date. A formal program will bring effectiveness of IPM practices to the department and demonstrate leadership to the public in the control of weeds and other pests using the least toxic alternatives available. Summary of Progress: This is being re-programmed to 2013 at which time a consultant will be hired to work with staff in developing an Integrated Pest Management Program plan. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 26 Project Title:KC Proposition 2 Capital Expenditures Levy Fund Project: 19 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number:316.332029.020.594.76.61.000 Total Anticipated Project Cost:929$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - 444 444 160 160 160 5 - - 929 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 444 444 160 160 160 5 - - 929 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utilit T CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) King County voters approved a six-year levy for open space and trail acquisition and development through 2014. The funds may specifically include local trails in underserved areas linking to city or county trails that connect regional trails and for open space acquisition in areas where the City is trying to acquire missing parcels as part of a larger network of open spaces. The funding will be allocated to appropriate eligible projects and the M&O cost will be incorporated in these projects when funded. Summary of Progress: The Interlocal Agreement for fund distribution was executed in 2009. The 2008 and 2009 allocation was collected in 2009. A portion of these funds may be utilized for a 3.28 acre property acquisition located along Panther Creek/Scott property project 332018. P r o p o s e d P r o j e c t e d Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC Levy Trasfer 284 160 160 160 160 160 5 - - 929 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 284 160 160 160 160 160 5 - - 929 Balance Available / (Unfunded Needs)284 - - - - - - - - - Designated Balance 284 - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 27 Project Title:Parks General Major Maintenance Project: 20 Project Type: Development and Major Maintenance Project Number: C32005 Project Account Number: 316.332023.020.594.76.63.000; 316.332024.020.594.76.63.000; 316.332028.020.594.76.63.000 Total Anticipated Project Cost:3,897$ Current LOS % Growth % Project Description Project Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Playgrounds, Kiosks and Intepretive Signs - - - 120 100 110 100 330 Light System Upgrades 251 339 315 290 - 150 110 110 110 1,226 Shoreline and Bank Stabilization 61 374 374 25 100 - - 0 200 560 Boundary, Topographic & Site Surveys - - 50 - 60 90 100 120 300 Fencing, Guardrails, Bullrails, Railings - 30 30 - - 20 20 20 20 90 Landscape Renovation & Repairs - - - - 105 55 55 55 215 Structural Reviews & Repairs 20 35 35 125 150 15 - 100 125 445 Total $ 333 $ 778 $ 754 $ 490 $ 250 $ 470 $ 375 $ 485 $ 740 $ 3,167 CIP Expenditures & Resources Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 333 778 754 490 250 470 375 485 740 3,897 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 333 778 754 490 250 470 375 485 740 3,897 Resources: User Fee - - - - - - - - - - REET - - - 400 250 - - - - 650 Fuel Tax - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Major maintenance projects are necessary to maintain parks in a safe working order. Identified projects are listed below: P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Fuel Tax Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers 1,026 85 - - - - - - - 1,026 Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 61 90 - - - - - 151 Total CIP Resources 1,026 85 61 490 250 - - - - 1,827 Balance Available / (Unfunded Needs)693 - - - - (470) (845) (1,330) (2,070) (2,070) Designated Balance 693 - - - - (470) (845) (1,330) (2,070) (2,070) Impact on Operating Funds Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - (3) (4) (4) (5) (5) (5) (26) Net Impact - - - (3) (4) (4) (5) (5) (5) (26) P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 28 Project Title:Irrigation Renovation and Conservation Project: 21 Project Type: Development and Major Maintenance Project Number: C32006 Project Account Number: 316.332006.020.594.76.63.000 Total Anticipated Project Cost:1,527$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 352 425 - - - 425 250 250 250 1,527 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 352 425 - - - 425 250 250 250 1,527 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 777 - - - - - - - - 777 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 777 - - - - - - - - 777 Balance Available / (Unfunded Needs)425 - 425 425 425 - (250) (500) (750) (750) Designated Balance 425 - 425 425 425 - (250) (500) (750) (750) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - (2) (2) (2) (6) Net Impact - - - - - - (2) (2) (2) (6) P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Many irrigation systems are 30 years old or more. Upgrading outdated park irrigation systems will improve irrigation coverage and reduce the amount of water and energy used per park. This will also increase the recreational value to Renton citizens. This is part of the Community Services Department's Water Conservation Plan and Strategy. Summary of Progress: In 2009, irrigation design and construction was scheduled for Cedar River Park. This project has been rescheduled to occur in 2013. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 29 Project Title:Irrigation Automation and Conservation Project: 22 Project Type: Development and Major Maintenance Project Number: C32010 Project Account Number: 316.332010.020.594.76.63.000 Total Anticipated Project Cost:411$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 81 60 60 - 30 60 60 60 60 411 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 81 60 60 - 30 60 60 60 60 411 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 81 60 - - - - - - - 81 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 90 - - - - - - 90 Total CIP Resources 81 60 90 - - - - - - 171 Balance Available / (Unfunded Needs)- - 30 30 - (60) (120) (180) (240) (240) Designated Balance - - 30 30 - (60) (120) (180) (240) (240) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 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 p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (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. Summary of Progress: In 2010, irrigation automation was completed in Coulon Park. In 2011, irrigation automation is planned for Kennydale Beach and several contract landscape maintenance locations. In 2012 irrigation automation is planned for Earlington and Glencoe Parks and several contract landscape maintenance locations. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 30 Project Title:Parking Lots and Drive Repairs Project: 23 Project Type: Development and Major Maintenance Project Number: C32008 Project Account Number:316.332008.020.594.76.63.000 Total Anticipated Project Cost:329$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 49 90 - - - 90 90 50 50 329 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 49 90 - - - 90 90 50 50 329 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utilit T CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Pavement resurface, reconstruction, sealcoat, patch, repair curb, improve drainage, and re-stripe existing asphalt drives and parking areas throughout the City's parks and municipal sites (e.g. Fire Stations and recreation centers). The program is intended to repair and generally extend the life of the existing pavement. Summary of Progress: Repairs in 2009 and 2010 have been postponed to 2012. P r o p o s e d P r o j e c t e d Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 49 90 - - - - - - - 49 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 49 90 - - - - - - - 49 Balance Available / (Unfunded Needs)- - - - - (90) (180) (230) (280) (280) Designated Balance - - - - - (90) (180) (230) (280) (280) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 31 Project Title:Ball Field Renovation Program Project: 24 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: 316.332030.020.594.76.63.000 Total Anticipated Project Cost:285$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - 50 - 60 - 50 50 75 50 285 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 50 - 60 - 50 50 75 50 285 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 50 - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - 50 - - - - - 50 Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - 10 - - - - - 10 Total CIP Resources - 50 - 60 - - - - - 60 Balance Available / (Unfunded Needs)- - - - - (50) (100) (175) (225) (225) Designated Balance - - - - - (50) (100) (175) (225) (225) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - 2 2 2 2 - 8 Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - 2 2 2 2 - 8 P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (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. Existing bleachers (citywide) will be retrofitted to meet safety requirements. Summary of Progress: In 2009, a new infield mix was scheduled to be installed at Cedar River Park, along with irrigation in the CIP Irrigation Renovation and Conservation Program. This project is being re-programmed to 2013. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 32 Project Title:Paths, Walks, Patios and Boardwalks Project: 25 Project Type: Development and Major Maintenance Project Number: C32009 Project Account Number: 316.332009.020.594.76.63.000 Total Anticipated Project Cost:750$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 260 180 180 100 - 60 45 65 40 750 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 260 180 180 100 - 60 45 65 40 750 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 260 180 - - - - - - - 260 Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 180 100 - - - - - 280 Total CIP Resources 260 180 180 100 - - - - - 540 Balance Available / (Unfunded Needs)- - - - - (60) (105) (170) (210) (210) Designated Balance - - - - - (60) (105) (170) (210) (210) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (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. Summary of Progress: In 2010, repairs were completed for the concrete walkways fronting the Senior Housing along the Cedar River Trail, Cedar River Trails Park asphalt pathway and Coulon asphalt pathway. Patio replacement occurred at the Senior Acitivity Center. Repair of the sidewalks at Jones Park will be coordinated with the Jones Park Restroom Renovation project in 2010. For 2010, the asphalt pathway at Earlington Park will repair heaved sections. Carry forward unspent funds. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 33 Project Title:Sports Court Repairs Project: 26 Project Type: Development and Major Maintenance Project Number: C32007 Project Account Number: 316.332007.020.594.76.63.000 Total Anticipated Project Cost:300$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - 40 - 20 20 40 120 20 80 300 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 40 - 20 20 40 120 20 80 300 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 40 - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 40 - - - - - - 40 Total CIP Resources - 40 40 - - - - - - 40 Balance Available / (Unfunded Needs)- - 40 20 - (40) (160) (180) (260) (260) Designated Balance - - 40 20 - (40) (160) (180) (260) (260) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Repair, replace, resurface, reconstruction, seal-coat, patch, improve drainage and re-stripe existing surfaces including soft surface courts such as the bocce ball court at the Renton Senior Activity Center. The program is intended to repair safety problems and generally extends the life of the existing surfaces. Summary of Progress: In 2009 and 2010, repairs at Ron Regis Park and Teasdale Park were rescheduled. Regis Park court repairs have been re-scheduled to 2013 to coincide with Regis Park Field Expansion project. Future court repair projects have been moved out in time. Repair to the basketball court at North Highlands is scheduled for 2011 and at Kiwanis Park in 2012. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 34 Project Title:Tree Maintenance Project: 27 Project Type: Development and Major Maintenance Project Number: C32012 Project Account Number: 316.332012.020.594.76.63.000 Total Anticipated Project Cost:800$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 98 122 122 150 150 70 70 70 70 800 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 98 122 122 150 150 70 70 70 70 800 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 98 122 - - - - - - - 98 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - 150 150 - - - - 300 Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 122 - - - - - - 122 Total CIP Resources 98 122 122 150 150 - - - - 520 Balance Available / (Unfunded Needs)- - - - - (70) (140) (210) (280) (280) Designated Balance - - - - - (70) (140) (210) (280) (280) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The Community Services Department maintains 1,550 street trees, 20,370 park trees, and 106,000 natural area trees, requiring routine maintenance to maintain and improve public safety, sustain tree health, and value and create a more attractive appearance along City streets and in parks. Routine maintenance improves sight lines to traffic signals, traffic signs, and business advertising; creates clearance over streets for vehicles and pedestrians; enhances street light illumination; and eliminates poor growth habits to reduce infrastructure costs and avoid major tree problems in the future including tree failure. Improving and extending the life of Renton's tree population is a high priority for improving the City's overall environment. Summary of Progress: For 2010, downtown street tree pruning was deferred and only emergency tree removal occurred at various locations around the city. In 2011 and 2012 tree removal and replacement will occur in conjunction with repairs to heaved sidewalk sections in the downtown core; emergency pruning will occur to provide clearance over sidewalks, streets and at traffic signals and signs. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 35 Project Title:Capital Project Coordination Project: 28 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: Total Anticipated Project Cost:567$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management 48 68 69 70 72 74 76 78 80 567 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 48 68 69 70 72 74 76 78 80 567 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 48 68 - - - - - - - 48 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - 69 70 72 - - - - 211 Total CIP Resources 48 68 69 70 72 - - - - 259 Balance Available / (Unfunded Needs)- - - - - (74) (150) (228) (308) (308) Designated Balance - - - - - (74) (150) (228) (308) (308) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) To reimburse Parks capital project planning, coordination, and management costs paid by Fund 001. Summary of Progress: P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 36 Project Title:Accessible Playground Project: 29 Project Type: Development Project Number: N/A Project Account Number: Total Anticipated Project Cost:750,000$ Current LOS Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - 750 - - - - - 750 Inspection - - - - - - - - - - Project Management - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 750 - - - - - 750 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - 400 - - - - - 400 Grants/Contribution Anticipated - - - 350 - - - - - 350 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - 750 - - - - - 750 Balance Available / (Unfunded Needs)- - - - - - - - - - Designated Balance - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Design and construct a new playground with structures incorporated into an existing park that allows for all age and ability accessibility. Design will include various play elements such as slides or swings as well as other sensory equipment as well as rubberized safety surfacing, benches and drinking fountains. Public/private partnerships will be coordinated to raise matching funds. Summary of Progress: Capital Investment Program - General Government 5 - 37 Project Title:Libraries Project: 30 Project Type:Project Number: N/A Project Account Number: 316.07xxxx.007.594.19.63.000 Total Anticipated Project Cost: Current LOS Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - 2,000 - - - - - 2,000 Consultant Services - - - 600 400 - - - - 1,000 Major Maintenance - - - - - - - - - - Construction - - - 9,200 7,400 - - - - 16,600 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 11,800 7,800 - - - - 19,600 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - 10,000 7,000 - - - - 17,000 Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - 1,800 800 - - - - 2,600 Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - 11,800 7,800 - - - - 19,600 Balance Available / (Unfunded Needs)- - - - - - - - - - Designated Balance - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - Net Impact - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Voters within the City of Renton elected in February 2010 to annex into the King County Library System (KCLS). As a part of its pre-annexation agreement with KCLS, Renton committed to funding construction of two new libraries: one in Downtown Renton and another in the Renton Highlands. The agreement states that Renton and KCLS will jointly site and construct these facilities. Summary of Progress: The City and KCLS are expected to have identified preferred sites and begin working on design for at least one of the two new libraries in the first half of 2011. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 38 Project Title:Leased Facilities Project: 31 Project Type: Development and Major Maintenance Project Number: C20010, C20026 Project Account Number: Total Anticipated Project Cost:1,093$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - 12 14 - - - 26 Major Maintenance - 726 746 - - - - - - 746 Construction - - - - 100 108 - - - 208 Inspection - - - - - - - - - - Project Management - - - - 5 7 - - - 12 Equipment Acquisition - - - - - - - - - - Contingencies - - 80 - 10 11 - - - 101 Total CIP Expenses - 726 826 - 127 140 - - - 1,093 Resources: User Fee - - 100 - 127 140 - - - 367 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated 726 - - - - - - - - 726 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 726 - 100 - 127 140 - - - 1,093 Balance Available / (Unfunded Needs)726 - - - - - - - - - Designated Balance 726 - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (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 and make improvements and updates as necessary, using grant money wherever possible. In 2009, we received a Federal (EECBG) grant and a PSE energy grant that provided most of the funding for a substantial HVAC improvement project ($730,000) that included programmable computerized controls. In 2012 and 2013, ADA bathroom upgrades on three additional floors of the 200 Mill building are planned. Typical major maintenance projects for the building are included in the property manager's budget (Fund 108) as well. Summary of Progress: In 2009, the first floor lobby and restrooms were updated to ADA standards and to meet the needs of the first floor tenant. Work was completed on the grant-financed dual duct HVAC system replacement in 2010. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 39 Project Title:Community Services Maintenance Shops Rehab Project: 32 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: Total Anticipated Project Cost: Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - 200 - - - - - 200 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 200 - - - - - 200 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - 200 - - - - - 200 Total CIP Resources - - - 200 - - - - - 200 Balance Available / (Unfunded Needs)- - - - - - - - - - Designated Balance - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - Net Impact - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Previous projections included replacement by now of the three existing maintenance shops with a new combined Maintenance Shop, so maintenance of the existing shops was deferred. As it now appears that we will be using these shops for some time, the maintenance needs to be caught up. This work involves the roofs, HVAC equipment, inefficient lighting replacement, furnishings, flooring and finishes. The energy-related portions of this work will qualify for partial funding by PSE grants. Summary of Progress: P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 40 Project Title:Highlands Library Natural Area Project: 33 Project Type: Development and Major Maintenance Project Number: N/A Project Account Number: Total Anticipated Project Cost:20$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - 10 10 - - - - 20 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 10 10 - - - - 20 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - KC levy transfer - - - - - - - - - - Beginning Fund Balance - - - 10 10 - - - - 20 Total CIP Resources - - - 10 10 - - - - 20 Balance Available / (Unfunded Needs)- - - - - - - - - - Designated Balance - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Highlands Library Natural Area was an overgrown 0.7 acre on the north and east side of the library. Volunteers cleared brush from the site during 2007 in an attempt to reduce encroachment problems, increase visibility, and expand usability. The area has a concrete pathway connecting Northeast 13th Street to the north with Northeast 12th Street to the south, making for a neighborhood pass through for walkers. Design and construction drawings will be needed to bring concepts of use for approval followed by development of the final plan. Summary of Progress: Library to KCLS; City is responsible for fencing and safety repairs. P r o p o s e d P r o j e c t e d Capital Investment Program - General Government 5 - 41 This page is intentionally left blank  Capital Investment Program - General Government 5 - 42 Internal Service Funds Capital Investment Program - Internal Service Funds 5 - 43 Fund 501 ‐ Equipment Rental Fund  2011‐2012 Vehicle Replacements Dept Assigned Charge  Code Equipment  Number Make Model Year  Puchased Life 2011  Replacement  Cost 2012  Replacement  Cost Police Admin Pool02 A403 FORD TAURUS 2001 3 25,000               ‐                       Police Admin Pool02 A414 FORD TAURUS 2002 10 25,000               ‐                       Police Investigations Pool03 B099 CHEV BLAZER 2001 8 30,000               ‐                       Police Investigations Pool03 B075 FORD WINDSTAR 1998 8 30,000               ‐                       Police Patrol Pool08 A406 FORD CROWN 2001 3 35,000               ‐                       Police Patrol Pool08 A416 FORD CROWN 2002 3 35,000               ‐                       Police Patrol Pool08 A438 FORD CROWN 2005 4 35,000               ‐                       Police Patrol Pool08 A432 FORD CROWN 2005 4 ‐                      35,000                Police Patrol Pool08 A433 FORD CROWN 2005 4 ‐                      35,000                Police Patrol Pool08 A444 FORD CROWN 2006 4 ‐                      35,000                Police Animal Control Pool11 C222 CHEV SILVERADO 2003 8 ‐                      30,000                CED Development Services Pool15 B081 JEEP CHEROKEE 1999 8 ‐                      25,000                Public Works Transportation Pool23 C195 CHEV PU 2000 8 30,000               ‐                       Public Works Transportation Pool23 C197 FORD PU 2000 8 30,000               ‐                       Public Works Maintenance (Street) Pool25 E108 ELGN SWEEPER 2005 4 250,000             ‐                       Public Works Maintenance (Street) Pool25 S162 CUSH Concrete Saw 1996 10 25,000               ‐                       Public Works Maintenance (Street) Pool25 New N/A Trailer for Saw N/A N/A 6,000                  ‐                       Public Works Maintenance (Street) Pool25 E112 SCHW SWEEPER 2006 4 ‐                      250,000              Public Works Maintenance (Surface  Water)Pool26 C180 CHEV PU 1997 8 ‐                      30,000                Public Works Maintenance (Water) Pool27 C217 FORD F250 2002 8 35,000               ‐                       Public Works Maintenance (Water) Pool27 B105 CHEV ASTRO 2002 8 30,000                Fire Admin Pool38 F421 DODGE VAN 1993 8 21,000               ‐                       Public Works Maintenance (Wastewater) Pool42 C220 FORD E450 2002 10 210,000             ‐                       Public Works Maintenance (Wastewater) Pool42 E107 INTE VACTOR 2004 5 350,000             ‐                       Total:1,172,000$       470,000$            Capital Investment Program - Internal Service Funds 5 - 44 2011 2012 $1,257,800 Department Capital (Costs charged directly to identified department) Police Department Applications Projects: 40,000$          43,000$            This project continues to fund a three year effort to place video in each patrol and traffic vehicle, VCC Cad Upgrades, Parking enforcement equipment. Fire Projects: 42,000$          15,000$            Fire Department inspectors field equipment CAD upgrades, GIS  tracking  as well as handheld application devices to support communication needs. Community and Economic Development Projects: Permits Plus ‐Upgrade or replace Permits Plus software.  Software is being phased out.500,000$      300,000$          2011‐$500K, 2012‐ $300K, 2013‐$200K Courts 26,000$          22,000$            Upgrade courts recording systems and A/V equipment. Human Resources 35,000$          10,000$            Upgrade performance module Network and Enterprise Infrastructure 50,000$          105,000$          Redesign City's internet Website and update software management system, and misc software Enterprise Capital (costs allocated city-wide based on equipment count) Server Systems 98,000$          127,000$          New server hardware is increasingly powerful.  Efficient use of the computing resource and increase system  reliability can be obtained by virtualized servers, running many copies of an operating system on a single  hardware server. Metropolitan Area Network 80,000$          205,000$          Increasing use of information systems is improving productivity and increasing the demand on network core  systems.  In virtually every department the City is replacing older business processes with more efficient  computer based records management and customer relationship management systems.  Increasing population and annexation is driving an increase in employee head count.  New facilities are expanding the  City's network connections between buildings.  Email has grown from a convenience to a core business  communication tool. These trends drive the need to maintain and improve the underlying networks that $1,453,800 Fund 503 - Information Technology Fund Total Anticipated Project Cost: communication tool. These trends drive the need to maintain and improve the underlying networks that allow these systems to operate 24x7x365.  Continuing efficient operation of the network requires some  ongoing improvements and periodic major systems upgrades. Telecommunications Network 300,000$       110,000$          The telephone system is a prefect example of a mission critical system.  Departments are adding voice menu  systems to increase the productivity of staff while providing efficient service to citizens.  The current voice mail system reached end of life in 2007.  Information Technology reduces operating cost by maintaining a  limited spare parts inventory and purchases unavoidable maintenance on a time and materials basis. Some of the M&O costs we are saving must be periodically invested in performing critical systems upgrades.  We will also expand voice services using network connected phones to reduce the number of Qwest  provided circuits at small locations to further reduce M&O. Wireless Network 10,000$         13,000$            The City wide wireless data network has transformed the way police enter records and significantly improved  their ability to access criminal information on scene.  Similar benefits can be expected as the Fire Department fully implements field use of FDM and integrates pre‐fire planning to FDM.   Community Services and Public Works will begin to see significant improvements in productivity as the Maintenance Task  Management system is implemented.  In order to continue to deliver these benefits the wireless data network needs to be maintained and expanded into the few remaining areas where it is not accessible.  Providing hot spot coverage in concert with community development projects like The Landing and the Harrington  improvement district is also envisioned. Video Network ‐$               10,000$            Integrate web cameras to management systems. Streets Division Projects ‐$               25,000$            Traffic signal conduit. Annual Equipment Replacement 257,800$      257,800$          This project replaces aging City desktop, laptop and ruggedized computers on a 5 year rotation schedule. Enterprise GIS 15,000$          15,000$            Additional product licensing  and programming. Capital Investment Program - Internal Service Funds 5 - 45 Fund 504 ‐ Facilities Fund (C20004‐C20009) 2011 2012 Total Anticipated 2011‐2012 Project Cost: 498,000$    498,000$       Operational Facilities Projects: $137,000 $137,000 Fire Station No. 11 (Built 1978):$18,000 $18,000 Fire Station 12:$21,000 $21,000 Fire Station No. 13: $12,000 $12,000 Fire Station No. 14 (Built 1997):$14,000 $14,000 Fire Station No. 16 (Remodeled 1997):$22,000 $22,000 Fire Station No. 17 $20,000 $20,000 City Shops: $30,000 $30,000 Public Facilities Projects: $361,000 $361,000 Carco Theatre:$12,000 $12,000 City Hall:$80,000 $80,000 Renton Community Center:$111,000 $111,000 Interior painting in the training and administrative areas is planned for 2011 ($6,000). Carpet replacement in the training & administrative areas is  planned in 2012 ($20,000).  Installation of a fall restraint system on the roof is planned for 2012 ($10,000). Normal major maintenance is $14,000.  Exterior and interior painting is planned for 2011 ($4,000). Carpet replacement ($9,000) and upgrading uninsulated windows (Energy grant and  MM$) is planned for 2012. A plan for remodeling the Captain/Lt office will be developed in 2011. Normal major maintenance is $22,000 The station is the older of two in the FD 40 service area that is contracted by the Renton F & ES Department.  The Fire District is responsible for  major repairs (incidents over $5000), but there are numerous minor maintenance items that require attention.  The Fire District is planning a major  upgrade that should result in lower maintenance costs when complete. A variety of small projects are requested annually ($30,000) in response to public access and technology changes, and expenditures for major  maintenance is expected to be $80,000 .  The HVAC system service is no longer contracted so there is some exposure to equipment failure and  replacement costs, A new program request 650020. 0001 to reinstate HVAC contract 2011‐12 ($87,000).  There is some potential cost benefit  through PSE energy savings matches to replace 2 original hot water boilers (HVAC) and the final (of three) HVAC compressors. Seal and paint the  exterior of the roof level mechanical penthouse planned in 2011.  The roof will need to be replaced in 2012.   We have experienced an increasing level of maintenance repairs as this facility ages. Exterior painting of structures, doors and jambs is planned for  2012. The stage and seating areas need an ADA upgrade ($90,000) that includes hand rails and a lift to be done in 2012.  The dressing rooms need to be  remodeled in 2013 (30,000), and major maintenance runs to roughly $12,000 annually. Interior painting to be scheduled in 2011. Seismic, energy, accesibility and operational upgrades were completed in 2010 so, onngoing maintenance issues are lower than typical for an older  station.  An emergency power generation system capacity upgrade is planned for 2012. A building pressurization issue was corrected in 2010 and a retro‐commissioning of the mechanical system was completed. Sealing the building  interior envelope membrane ($8,000)and carpet replacement ($13,000) are planned for 2012. 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). Establishing remote communication capability for the HVAC control system ($6,000) is planned for 2011.This new station, with administration  offices, will be $12,000 in a typical year. Major maintenance has an allowance of $25,000 annually from 2010 to 2015.  The new gym floor has an annual refinishing program ($12,000).     Ctii it d thl d d lt ll d it Cit id it itltithi bd t Th AC Senior Activity Center:$25,000 $25,000 Main and Highlands Libraries:$30,000 $30,000 Coulon Park:$12,000 $12,000 Exercise Equipment Replacement:$31,000 $31,000 Highland and N Highlands Community Centers $35,000 $35,000 Liberty Park Stadium:  $5,000 $5,000 Liberty Park Community Building:$20,000 $20,000 The stadium is old enough to need frequent concrete repairs and sealing. Bird damaged structural beams are  in need of repair 2011. 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  foreseeable future. Install vapor barrier in crawl space and enhance rodent control measures. From 2010 to 2015, Per the KCLS agreement, Facilities is reponsible for major maintenance items exceeding $5,000. Main Library allocation  $20,000  per year.  Highlands Library allocation is $10,000 per year.     Exterior painting of all structures is planned for 2011. The structures at Coulon Park require annual major maintenance of $30,000.       The ongoing program to replace old exercise equipment, located throughout all public facilities, continues and will be $31,000 in 2010.  Annual maintenance costs are high for the NHNC and replacement is recommended. Exterior painting of the Highlands building is planned for 2011. Funds for annual major maintenance program costs are needed in years 2010 to 2015 ($25,000 annually).  The architectural plans for a kitchen  remodel will be developed in 2012 ($50,000) for a major rehabilitation that will occur at a later date.  Major appearance upgrades have been  designed and work will take place in 2011 ($80,000) and 2012 ($60,000).  The expansion of air conditioning for a portion of the building currently  without ($45,000) and the banquet floor will be replaced ($145,000) in 2012. Ceiling tile replacement in auditorium 2012 ($25,000). Continuing security and technology upgrades and replacements are now rolled into a City‐wide security equipment element in this budget.  The AC  is seasonally inadequate for the exercise/weight room.  Installation of a large whole space ventilation fan is scheduled for 2010  ($10,000).  Carpet  replacement throughout with resilient floor product (Marmoleum) planned for 2011 ($40,000).  Many of the furnishings and some equipment is well  beyond its service life, so some replacements are schedule for 2011 ‐ 12 ($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).           Capital Investment Program - Internal Service Funds 5 - 46 Duvall Ave NE Widening roadway to five lanes including: curb/gutter, sidewalk, streetlights, channelization and bike lanes. Improvements will enhance traffic flow and reduce accidents. Rainier Ave South Maple Valley Rd (SR-169) Improvements at I-405 Roadway widening, modifications to channelization and upgrade to traffic signals. Upgrade railroad tracks to concrete on Houser Way S between Main Ave S and Burnett Ave Houser Way South From new roads to corridor improvements to intersection improvements - it keeps transportation moving safely. Capital Investment Program - Transportation 5 - 47 Six-Year TIP Project Title 2011 2012 2013 2014 2015 2016 Period Total 1 Street Overlay 751 786 824 863 906 950 5,080 2 Arterial Rehabilitation Program 342 358 376 395 414 435 2,320 3 Rainier Ave Improvements - Grady Way to S 2nd Street 8,165 7,192 15,357 4 SW 27th Street/Strander Boulevard Connection 32 5,000 3,000 8,032 5 NE 3rd/NE 4th Corridor Improvements 223 207 800 2,620 4,440 555 8,845 6 Duvall Ave NE - NE 7th St to Sunset Blvd NE 100 3,460 2,120 445 6,125 7 SR 169 HOV - 140th Way SE to SR-900 1,170 1,380 2,550 8 S. Lake Washington Roadway Improvements (Garden Ave N Widening)2,500 2,500 9 Park Avenue North Extension 2,400 2,600 5,000 10 116th Ave SE Improvements 3,574 3,760 1,600 5,351 14,285 11 Carr Road Improvements 100 100 12 NE Sunset Boulevard Corridor Improvements 2,000 2,000 13 Oakesdale Ave SW - Monster Road to SR 900 50 5,300 5,350 14 South 7th Street - Rainier Ave S to Talbot Road South 660 660 15 NE 31st Street Culvert Repair 16 Highlands to The Landing Pedestrian Connection Project 1,140 560 1,700 18 Walkway Program 280 150 410 280 280 280 1,680 19 Sidewalk Rehabilitation and Replacement Program 250 500 250 250 250 1,500 20 Monterey Ave NE - NE 20th Street - Wall Replacement 40 40 21 Bridge Inspection & Repair Program 150 70 70 25 25 25 365 22 Roadway Safety and Guardrail Program 50 20 55 25 25 25 200 23 Intersection Safety & Mobility Program 250 200 300 250 250 250 1,500 24 Traffic Safety Program 40 20 70 40 40 40 250 25 Preservation of Traffic Operation Devices Program 62 62 62 62 62 62 372 26 Intelligent Transportation Systems (ITS) Program 50 50 30 30 30 30 220 27 Transit Program 40 37 43 40 40 40 240 28 Transportation Demand Management (TDM) Program 65 65 65 65 65 65 390 29 Bicycle Route Development Program 100 40 120 80 80 80 500 30 Barrier-Free Transition Plan Implementation 50 25 75 50 50 50 300 31 South Renton Burnett Park Neighborhood Street Improvements 275 275 32 Project Development & Pre-Design Program 150 100 200 150 150 150 900 33 Arterial Circulation Program 160 160 340 250 250 250 1,410 34 Transportation Concurrency/LOS Program 10 30 20 30 30 30 150 35 Environmental Monitoring Program 20 20 20 60 36 WSDOT Coordination Program 63 40 60 40 40 40 283 37 Geographic Information System - Transportation Data Development 15 15 15 15 15 15 90 38 1% for the Arts Program 15 15 15 15 15 15 90 39 Lake Washington Blvd - Park Ave N to Gene Coulon Memorial Park 82 138 220 40 Lind Avenue SW - SW 16th St to SW 43rd St 522 1,400 626 2,548 41 Logan Ave N Concrete Panel Repair 460 460 Total 11,648 9,762 18,908 16,153 16,348 20,668 93,947 Summary of Funding Sources 2011 2012 2013 2014 2015 2016 Total Vehicle Fuel Tax (includes increase from 2005 Initiative 912)620 630 640 650 660 670 3,870 Business License Fee 1630 1,670 1,700 1,740 1,780 1,820 10,340 Reserve for S.Renton in Fund 502 - - - - - - Grants In-Hand 4986 4,808 - - - - 9,794 Mitigation In-Hand 499 400 260 270 300 350 2,079 Bonds/LID's Formed - - - - - - Other Government Resources In-Hand 2922 2,203 43 43 43 43 5,297 Subtotal Funded 10,658 9,711 2,643 2,703 2,783 2,883 31,381 Grants Proposed - - 2,800 1,530 1,700 100 6,130 Other Proposed - - 350 308 160 165 983 Proposed Fund Balance 990 50 - - - - 1,040 Undetermined - - 13,575 11,612 11,705 17,520 54,413 Subtotal Proposed Funding 990 50 16,725 13,450 13,565 17,785 62,566 Total Funding Sources 11,648 9,761 19,368 16,153 16,348 20,668 93,947 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) S U M M A R Y CITY OF RENTON - PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION 2011-2016 SIX-YEAR CIP Total Project Costs Capital Investment Program - Transportation 5 - 48 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Street Overlay Functional Classification:N/A Fund: 317 P.M.JAE Proj. Length:N/A Proj: 122108 Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 1 CONTACT: Bill Wressell 425.430.7400 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :6,772,236 Unfunded :483,000 Project Totals ITEM Programmed Spent In 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 1,490 1,490 Preliminary Engineering 99,239 1,339 12,600 85,300 13,000 13,000 14,300 15,000 15,000 15,000 R-O-W (includes Admin) Construction 6,831,307 1,138,207 940,400 4,752,700 698,000 733,000 769,700 808,000 850,000 894,000 Construction Services 323,200 41,200 40,000 242,000 40,000 40,000 40,000 40,000 41,000 41,000 Post Construction Services TOTAL EXPENSES 7,255,236 1,182,236 993,000 5,080,000 751,000 786,000 824,000 863,000 906,000 950,000 SOURCE OF FUNDS: Vehicle Fuel Tax 4,990,000 750,000 370,000 3,870,000 620,000 630,000 640,000 650,000 660,000 670,000 Business License Fee 1,234,300 185,000 322,300 727,000 131,000 156,000 134,000 105,000 86,000 115,000 Proposed Fund Balance 547,936 247,236 300,700 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Unfunded programmed 483,000 483,000 50,000 108,000 160,000 165,000 Undetermined TOTAL PROG SOURCES 7,255,236 1,182,236 993,000 5,080,000 751,000 786,000 824,000 863,000 906,000 950,000 Programmed Pre-2011 Six-Year Program Annual program for repairing and resurfacing existing roadways, operating the City's Pavement Management System and providing data for deficiency ratings. This program funds overlays on neighborhood streets and collector streets. The Arterial Rehabilitation Program funds major and minor arterials. Installation of ADA compliant curb ramps has been incorporated into the annual Street Overlay Program in accordance with federal requirements. A 5% annual cost increase has been incorporated into this program. Asphalt concrete pavement overlay and slurry seal of streets provide for improved driving surface and are highly cost-effective ways of avoiding expensive repairs and reconstruction. The computerized Pavement Management System and yearly survey of roadway conditions greatly improve the efficiency of the Overlay Program. The arterial streets are rated every year, while the residential streets are rated every other year. The Transportation/Aviation Committee recommended $100,000 be allocated in 2010 for maintenance of existing alleyways. The budget is reflected in the Overlay Program ($50,000) and in the Arterial Rehabilitation Program ($50,000). Capital Investment Program - Transportation 5 - 49 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Arterial Rehabilitation Program Functional Classification:Various Fund: 317 P.M.MARK Proj. Length:N/A Proj: 122186 Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 2 CONTACT: Bill Wressel 425.430.7400 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :2,980,500 Unfunded : Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering R-O-W (includes Admin) Construction 2,980,500 310,000 350,500 2,320,000 342,000 358,000 376,000 395,000 414,000 435,000 Construction Services Post Construction Services TOTAL EXPENSES 2,980,500 310,000 350,500 2,320,000 342,000 358,000 376,000 395,000 414,000 435,000 SOURCE OF FUNDS: Vehicle Fuel Tax 250,000 250,000 Business License Fee 2,460,500 40,000 100,500 2,320,000 342,000 358,000 376,000 395,000 414,000 435,000 Proposed Fund Balance 270,000 270,000 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Unfunded programmed Undetermined TOTAL PROG SOURCES 2,980,500 310,000 350,500 2,320,000 342,000 358,000 376,000 395,000 414,000 435,000 This program provides for the rehabilitation of arterial streets where the restoration requirements are beyond that which can be accomplished through the annual Overlay Program. Installation of ADA- compliant curb ramps has been incorporated into the annual Arterial Rehabilitation and Overlay programs according to new federal requirements. The Transportation/Aviation Committee recommended $100,000 be allocated in 2010 for maintenance of existing alleyways. The budget is reflected in the Overlay Program ($50,000) and in the Arterial Rehabilitation Program ($50,000). Programmed Pre-2011 Six-Year Program The Overlay Program concentrates to a great degree on maintaining residential streets, where relatively small traffic volumes and less truck and bus traffic make standard asphalt overlays a long term means of maintenance. Arterial streets can often deteriorate rather quickly and often require more costly rehabilitation measures and/or costly temporary repairs to avoid more extensive deterioration. A number of arterials identified as needing major rehabilitation are being addressed in this program and the Overlay Program. Proposed paving schedule: 2010 - E Valley (SW 41st to SW 34th); 2011 - E Valley (SW 34th to SW 16th); 2012 - Benson Rd (SR 515 to Puget Dr); 2013 - Benson Rd (Puger Dr to I-405); 2014 - Airport Way (Rainier Ave to Logan); 2015 - N 3rd/4th (Logan to Sunset Blvd). This order may change depending on future ratings. A 5% annual cost increase has been incorporated into this program. Capital Investment Program - Transportation 5 - 50 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Rainier Ave Improvements - Grady Way to S 2nd Street Functional Classification:Principal & Minor Fund: 317 P.M.LEE Proj. Length:0.89 mi Proj: 122703 Type: 2 - TRANSIT TIP No. 3 CONTACT: Derek Akesson 425.430.7337 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded : 41,061,274 Unfunded : Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering 6,334,831 3,802,545 2,268,926 263,360 158,016 105,344 R-O-W (includes Admin)5,000,984 16,754 4,984,230 Construction 17,054,870 429,869 3,090,180 13,534,821 7,154,821 6,380,000 Construction Services 2,221,557 144,616 518,761 1,558,180 851,780 706,400 BNSF Bridge - work by others 10,449,032 8,316,527 2,132,505 TOTAL EXPENSES 41,061,274 12,710,311 12,994,602 15,356,361 8,164,617 7,191,744 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee 236,937 187,487 19,450 30,000 30,000 Proposed Fund Balance 1,578,196 988,541 19,655 570,000 520,000 50,000 Grants In-Hand (TIB)6,939,700 573,785 1,861,774 4,504,141 2,462,141 2,042,000 Grants In-Hand (WSDOT+ARRA+STP)7,678,674 352,518 2,268,194 5,057,962 2,491,562 2,566,400 Mitigation In-Hand 4,552,767 3,422,929 900,000 229,838 86,494 143,344 Grants In-Hand (Commerce)500,000 300,000 200,000 200,000 Other In-Hand (Sound Tran.)14,225,000 4,185,051 5,275,529 4,764,420 2,604,420 2,160,000 Other In-Hand (WSDOT bridge savi 4,750,000 3,000,000 1,750,000 Grants Proposed Other Proposed (Surfacewater/Water)600,000 600,000 Undetermined TOTAL SOURCES 41,061,274 12,710,311 12,994,602 15,356,361 8,164,617 7,191,744 Improvements remove barriers, eliminate substandard conditions, consolidate access points to existing major businesses, provide an enhanced pedestrian environment. Project elements include adding BAT (business access and transit) lanes (north and southbound), removing the BNSF railroad bridge support pier, adding left-turn lanes at intersections, widening sidewalks with streetscaping, adding pedestrian-scale illumination, bollards (at crossings), transit facility improvements (shelters, benches, information kiosks), planted buffer strips and landscaped Construction of the Phase 1 - Shattuck Ave Stormwater bypass system is complete. Mitigation funds in the amount of $2.0M must be dedicated to fulfill grant requirements to this project. City utility improvements will be funded by the respective utilities. The Sound Transit agreement authorizes $14.9M for transit improvements. Two State Pedestrian and Bicycle Safety Grants have been awarded: $0.2M (2006) and $0.23M (2007). TIB awarded grant funds of $2.202M (2003); $1.906M (2006); and $2.832M (2008). Grants awarded in 2009: $2.0M (2009) ARRA for Phase 1 (Shattuck Ave); $4.8M STP grant for construction; $0.5M from Department of Commerce. WSDOT is contributing $0.5M towards overlay on Rainier Ave S. Rainier Ave is a critical corridor in central Renton with existing operational problems and in need of infrastructure enhancements to provide greater ease of non-motorized and transit-based travel. Existing high level of traffic congestion and accidents. Improvements w ill enhance traffic flow and reduce accidents. BAT lanes will be provided from S 2nd St to Grady Way southbound and from Grady Way to S 3rd St northbound. Programmed Pre-2011 Six Year Program Capital Investment Program - Transportation 5 - 51 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM SW 27th Street/Strander Boulevard Connection Functional Classification:Minor Arterial Fund: 317 P.M.LEE Proj. Length:1.27 miles Proj: 122239, 122240 Type: 4 - PROJECTS AND CORRIDORS TIP No. 4 CONTACT: Rob Lochmiller 425.430.7303 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded : 21,992,453 Unfunded : 8,000,000 Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 30,000 20,000 10,000 10,000 Preliminary Engineering 13,005,080 2,767,978 2,214,900 8,022,202 22,202 5,000,000 3,000,000 R-O-W (includes Admin)3,172,500 3,172,500 Construction 10,245,431 10,331 10,235,100 Construction Services 530,000 530,000 Phase 1, Seg 1 design and co 3,009,442 3,009,442 TOTAL EXPENSES 29,992,453 8,960,251 13,000,000 8,032,202 32,202 5,000,000 3,000,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee Gen Fund & Prop.Fund Balance 2,084,591 2,084,591 Grants In-Hand (State & Fed)2,387,207 1,507,005 848,000 32,202 32,202 Grants In-Hand (FMSIB)4,000,000 448,000 3,552,000 Mitigation In-Hand 557,500 557,500 Bonds 2,799,500 2,799,500 Other: Sound Transit + FRB 4,563,655 563,655 4,000,000 Grants In-Hand (STP Grant)4,600,000 4,600,000 City of Tukwila Reimb.1,000,000 1,000,000 Grants Proposed Other Proposed Undetermined 8,000,000 8,000,000 5,000,000 3,000,000 TOTAL SOURCES 29,992,453 8,960,251 13,000,000 8,032,202 32,202 5,000,000 3,000,000 This project provides a critical four/five-lane arterial that w ill serve as a connector to West Valley Highway (SR-181) and East Valley Road, as well as an arterial connector to SR-167 from the south. The project will provide a grade-separated crossing at the Union Pacific Railroad (UPRR) and Burlington Northern Santa Fe (BNSF) railroad tracks. Right-of-way includes: City of Renton - $3.17 million, City of Tukwila - $0.95 million. Donated ROW: Sound Transit - $55,000 (not included). The 30% design includes the environmental documents, base-mapping, road sections, and project phasing. $1,000,000 was received from the General Fund in 2003. Ph.1 Seg. 1 is complete and has been paid with approximately $3M in bonds. Grants include: TEA-21 funds of $745,563 (2003) and $2,398 (2005); federal discretionary (STP) of $737,946, STP-N of $94,420, federal discretionary (HPP) of $684,380, and Section 129 of $122,500. A new east-west arterial roadway w ill connect the cities of Renton and Tukwila and provide significant congestion relief to existing arterials. The new road w ill provide access to the new Tukwila Station, a multi-modal center being developed immediately north of the new alignment, and to the Boeing Longacres site. By undercrossing the UPRR and BNSF railroads, the new arterial w ill provide significant benefits to both freight mobility and general motorists. Programmed Pre-2011 Six-Year Program Both FMSIB and Sound Transit are contributing $4 M each to various elements of the project. The City was awarded $4.6 M of STP Regional funds. The total project cost is estimated as $62M and completion anticipated for 2020. Costs beyond 2016 not shown. $500,000 Metro mitigation reserve to be approved by Council. Capital Investment Program - Transportation 5 - 52 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM NE 3rd/NE 4th Corridor Improvements Functional Classification:Principal Fund: 317 P.M.STEVE Proj. Length:N/A Proj: 122176 Type: 2 - TRANSIT TIP No. 5 CONTACT: Keith Woolley 425.430.7318 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :1,737,783 Unfunded :7,328,000 Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 218,420 218,420 Preliminary Engineering 902,707 2,707 900,000 700,000 200,000 R-O-W (includes Admin)300,000 300,000 100,000 200,000 Construction 6,885,000 6,885,000 200,000 185,000 2,000,000 4,000,000 500,000 Construction Services 759,656 759,656 23,000 21,656 220,000 440,000 55,000 Post Construction Services TOTAL EXPENSES 9,065,783 221,127 8,844,656 223,000 206,656 800,000 2,620,000 4,440,000 555,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 244,162 27,162 217,000 10,000 91,000 35,000 46,000 35,000 Proposed Fund Balance 265 265 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand 1,493,356 193,700 1,299,656 213,000 206,656 110,000 220,000 250,000 300,000 Other In-Hand (1) Other In-Hand (1) Grants Proposed (TIB)2,700,000 2,700,000 250,000 850,000 1,500,000 100,000 Other Proposed Undetermined 4,628,000 4,628,000 349,000 1,515,000 2,644,000 120,000 TOTAL SOURCES 9,065,783 221,127 8,844,656 223,000 206,656 800,000 2,620,000 4,440,000 555,000 Programmed Pre-2011 Six-Year Program This project involves a series of improvements in this corridor to improve traffic operations such as rechannelization and traffic signal modifications, possible transit priority signal treatments and queue jumps. This project will seek to meet pedestrian, transit and bicycle needs. The estimated cost for design and construction for the corridor (from Sunset Blvd N to the east City limits) is $37M. Efforts to obtain grants are ongoing. The project corridor has been phased. Phase 1 is the design and construction of two traffic signals: at NE 4th St & Whitman Ave (2011) and NE 4th St & Bremerton Ave (2012). Phase 2 is estimated at $8.4M. This corridor has a strong potential for transit usage and is experiencing rapid residential and retail growth. The NE 3rd/4th Corridor Study was adopted in May 2005. The study refined the corridor transportation needs and costs, including pedestrian, transit, bicycle improvements, as well as streetscape enhancement. Funds shown in 2011 and 2012 are for the Phase 1 traffic signals. The Phase 1 improvements are estimated at $1M. Funds allocated for the Intersection Safety and Mobility (TIP No. 23) will supplement the installation of the signals at Whitman Ave (2011) and at Bremerton Ave (2012). Capital Investment Program - Transportation 5 - 53 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Duvall Ave NE - NE 7th St to Sunset Blvd NE Functional Classification:Minor Arterial Fund: 317 P.M.LEE Proj. Length:0.67 mi Proj: 122702 Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 6 CONTACT: James Wilhoit 425.430.7319 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :100,000 Unfunded :6,025,000 Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 10,000 10,000 10,000 Preliminary Engineering 650,000 650,000 650,000 R-O-W (includes Admin) Construction 4,900,000 4,900,000 100,000 2,500,000 1,900,000 400,000 Construction Services 565,000 565,000 300,000 220,000 45,000 Post Construction Services TOTAL EXPENSES 6,125,000 6,125,000 100,000 3,460,000 2,120,000 445,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee 100,000 100,000 100,000 Proposed Fund Balance Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed (Utilities)500,000 500,000 300,000 200,000 Undetermined 5,525,000 5,525,000 3,160,000 1,920,000 445,000 TOTAL SOURCES 6,125,000 6,125,000 100,000 3,460,000 2,120,000 445,000 Programmed Pre-2011 Six Year Program Widening roadway to five lanes, including new pavement, curb, gutter, sidewalk, street lights, storm drainage, channelization and bike lanes from NE 7th St to the intersection with NE Sunset Blvd. Construction to be completed in 2015, pending outside funding. New project to enhance safe vehicle, bicycle and pedestrian access along a minor arterial street. Complete a missing link of 5-lane roadway, bicycle lanes and sidewalks on Duvall Ave NE, from NE 4th St to Sunset Blvd NE. Condition of the existing roadway pavement requires total replacement. Project is largely unfunded. Capital Investment Program - Transportation 5 - 54 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM SR 169 HOV - 140th Way SE to SR-900 Functional Classification:Principal Fund: 317 P.M.STEVE Proj. Length:N/A Proj: 122175 Type: 2 - TRANSIT TIP No. 7 CONTACT: Rob Lochmiller 425.430.7303 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded : 8,306,708 Unfunded : 2,550,000 Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 4,438 4,438 Preliminary Engineering 1,291,897 1,241,897 50,000 50,000 R-O-W (includes Admin)628,508 628,508 Construction 7,950,011 5,700,011 2,250,000 1,000,000 1,250,000 Construction Services 981,853 681,853 50,000 250,000 120,000 130,000 Post Construction Services TOTAL EXPENSES 10,856,708 8,256,708 50,000 2,550,000 1,170,000 1,380,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance * 1,121,668 1,121,668 Grants In-Hand (TIB)2,068,202 2,068,202 Grants In-Hand (TEA-21)1,158,940 1,131,526 27,414 Mitigation In-Hand 712,500 712,500 Other (WSDOT, State Leg., addit work 3,245,398 3,222,812 22,586 Other (WSDOT addit work) Grants Proposed Other Proposed Undetermined 2,550,000 2,550,000 1,170,000 1,380,000 TOTAL SOURCES 10,856,708 8,256,708 50,000 2,550,000 1,170,000 1,380,000 This is a high volume, high congestion corridor where providing travel time benefits for transit and car/vanpools can be achieved with high cost effectiveness. There are severe congestion and safety problems that can be addressed by adding a right-turn lane westbound on SR-169 and a protected right-turn lane from the I-405 northbound off-ramp onto eastbound SR-169. *Council allocated $1.2 m illion from the King County Metro mitigation fund which is included in "Proposed Fund Balance"). Programmed Pre-2011 Six-Year Program Construct queue jumps and bypass lanes that provide transit priority traffic signal improvements on SR-169 (Maple Valley Hwy.) at 140th Way SE and in the area of I-405. Involves roadway widening at intersection approaches and modifications to channelization and traffic signals, and widening to improve the northbound on-ramp and southbound off-ramp movement at the I-405/SR 169 interchange. Improve access to Cedar River Park through traffic modifications. WSDOT committed $300,000 to design. KC built a pond at 140th Way SE for our use ($275,000 value). Grant awards: $2,208,000 from TIB (R/W and construction), $392,947 TEA-21Countywide funds (construction), $765,993 TEA-21 Countywide for Ph. 2 (construction), $2.5 M State legislature from gas tax revenue for 2007-2009 biennium (Ph. 2). WSDOT is providing funding for additional work to be constructed as part of the project ($153,298 towards ROW + $292,100 for improvements). The portions of work at the I-405 location are phased. Phase 1 constructed the signal access road and parking lot. Phase 2 widened SR 169, removed the park maintenance building and constructed additional WSDOT improvements. Phase 3 is the intersection at 140th Way SE. Phase 3 improvements have been moved to 2016 and awaits funding. Capital Investment Program - Transportation 5 - 55 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM S. Lake Washington Roadway Improvements (Garden Ave N Widening)Functional Classification:Minor Arterial Fund: 317 P.M.LEE Proj. Length:0.38 miles Proj: 122603 Type: 4 - PROJECTS AND CORRIDORS TIP No. 8 CONTACT: Rob Lochmiller 425.430.7303 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :848,834 Unfunded : 2,500,000 Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 6,781 6,781 Preliminary Engineering 335,258 135,258 200,000 R-O-W (includes Admin) Construction 2,615,794 10,794 405,000 2,200,000 2,200,000 Construction Services 300,000 300,000 300,000 Developer Reimbursement 91,000 91,000 TOTAL EXPENSES 3,348,834 152,834 696,000 2,500,000 2,500,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee 52,834 52,834 Proposed Fund Balance 205,000 205,000 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand 591,000 100,000 491,000 Other In-Hand (1) Other In-Hand (2) Grants Proposed (Stimulus)2,500,000 2,500,000 2,500,000 Other Proposed Undetermined TOTAL SOURCES 3,348,834 152,834 696,000 2,500,000 2,500,000 Programmed Pre-2011 Six-Year Program The North Renton Area Traffic Analysis has been completed. Design of Garden Ave N is to be completed in 2010. Construction estimated at $2.5M and largely unfunded. With the additional development growth in the North Renton area, which includes The Landing, Lowe's, and the Southport residential/office development, this project w ill identify and construct improvements to improve traffic flows in the vicinity. Developer refund (Fairfield Residential, LLC) for improvements done beyond City code will be allocated out of Fund 305. Construction of improvements estimated at $2.9M and will start once funds become availalbe. This project is in the King County first list for a second round of Stimulus funding request. The project will determine necessary roadway, intersection and traffic route improvements on Garden Ave N, Lake Washington Blvd and Houser Way to mediate the growing traffic demands in the area. It includes widening a portion of Garden Avenue N to accomodate additional traffic from existing and future development plans in the area, Capital Investment Program - Transportation 5 - 56 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Park Avenue North Extension Functional Classification:Fund: 317 P.M.LEE Proj. Length:Proj: Type: 4 - PROJECTS AND CORRIDORS TIP No. 9 CONTACT: Rob Lochmiller 425.430.7303 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :Unfunded :5,000,000 Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering 630,000 630,000 580,000 50,000 R-O-W (includes Admin)500,000 500,000 500,000 Construction 3,500,000 3,500,000 1,200,000 2,300,000 Construction Services 370,000 370,000 120,000 250,000 Post Construction Services TOTAL EXPENSES 5,000,000 5,000,000 2,400,000 2,600,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined 5,000,000 5,000,000 2,400,000 2,600,000 TOTAL SOURCES 5,000,000 5,000,000 2,400,000 2,600,000 The project will extend Park Ave N to provide access to Southport, PSE property and The Boeing Company. Right-of-way for extension of Park Ave N to be dedicated by Boeing per previous agreement. Improvements are needed to convert Houser Way N to two-way operations (between N 8th St and Lake Washington Blvd). Design and construction of Park Ave N extension and improvements on Houser Way N are anticipated in 2013 and 2014 and are unfunded. With the additional development growth in the North Renton area, which includes The Landing and the Southport residential/office development, this project will construct improvements to extend Park Ave N. Funds are needed for the improvements on Houser Way N and for the extension of Park Ave N. Programmed Pre-2011 Six-Year Program Capital Investment Program - Transportation 5 - 57 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM 116th Ave SE Improvements Functional Classification:Minor arterial Fund: 317 P.M.BRYSON Proj. Length:2.5 mi Proj: Type: 4 - PROJECTS AND CORRIDORS TIP No. 10 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :Unfunded :14,285,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 10,000 10,000 10,000 Preliminary Engineering 1,904,000 1,904,000 1,104,000 500,000 300,000 R-O-W (includes Admin)300,000 300,000 300,000 Construction 11,177,000 11,177,000 2,000,000 3,500,000 1,000,000 4,677,000 Construction Services 894,000 894,000 160,000 260,000 100,000 374,000 Post Construction Services TOTAL EXPENSES 14,285,000 14,285,000 3,574,000 3,760,000 1,600,000 5,351,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined 14,285,000 14,285,000 3,574,000 3,760,000 1,600,000 5,351,000 TOTAL SOURCES 14,285,000 14,285,000 3,574,000 3,760,000 1,600,000 5,351,000 New project in the Benson Hill annexation area. The priority, cost and schedule for improvements will be determined through Arterial Circulation studies. Construction of improvements between Puget Drive SE and SE 176th Street is anticipated as a first phase. Programmed Pre-2011 Six-Year Program 116th Ave SE was recently annexed to the City of Renton and is classified as a minor arterial. It has generally two lanes of traffic with left-turn lanes at signalized intersections and intermittent two- way-left-turn-lane south of SE 168th. Short segments of sidewalk exist on both sides of the roadway. Improvements will enhance vehicular, bicycle and pedestrian safety along this important north-south transportation corridor. Widen roadway to provide a 3-lane roadway with bike lanes along 116th Ave SE and Edmonds Ave SE, including new pavement, curb, gutter, sidewalk, street lights, traffic signals, storm drainage, channelization and landscaping from Puget Drive SE to south City limits. Capital Investment Program - Transportation 5 - 58 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Carr Road Improvements Functional Classification:Major Arterial Fund: 317 P.M.BRYSON Proj. Length:Proj: Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 11 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :Unfunded :100,000 Project Totals ITEM Programmed Spent In 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 100,000 100,000 100,000 Preliminary Engineering R-O-W (includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 100,000 100,000 100,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined 100,000 100,000 100,000 TOTAL SOURCES 100,000 100,000 100,000 Includes new pavement, curb, gutter, sidewalk, street lights, traffic signals from Benson Rd South (108th Ave SE) to Talbot Rd So. Potential improvements vary from roadway realignment/widening at several locations to address geometric deficiencies, widening to 5-lane roadway (2 lanes westbound, 3 lanes eastbound), to a new 4-5 lane roadway on new alignment. This project includes intersection improvements at Carr Road and Benson Rd S (108th Ave SE). Carr Road was recently annexed to the City of Renton and has been classified as a major arterial. It has four lanes of traffic with left-turn lanes at intersections. King County has identified the need for improvements to improve vehicle traffic capacity and enhance vehicular, bicycle, and pedestrian safety on this major east-west transportation corridor. The total project cost is estimated as $26M. This project remains unfunded. Programmed Pre-2011 Six-Year Program Roadway improvements options including spot safety improvements, roadway widening and new roadway on new alignment have previously been investigated by King County. Funding proposed in the TIP is for investigation of improvements, and finalization of a scope, cost and schedule of improvements. The amount shown in the TIP is to review alternatives for improvements on Carr Rd. Capital Investment Program - Transportation 5 - 59 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM NE Sunset Boulevard Corridor Improvements Functional Classification:N/A Fund: 317 P.M.LEE Proj. Length:N/A Proj: Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 12 CONTACT: DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :300,000 Unfunded :2,000,000 Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 300,000 300,000 Preliminary Engineering 1,000,000 1,000,000 1,000,000 R-O-W (includes Admin) Construction 1,000,000 1,000,000 1,000,000 Construction Services Post Construction Services TOTAL EXPENSES 2,300,000 300,000 2,000,000 2,000,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (CED)300,000 300,000 Other In-Hand Grants Proposed Other Proposed Undetermined 2,000,000 2,000,000 2,000,000 TOTAL SOURCES 2,300,000 300,000 2,000,000 2,000,000 This project involves a series of key improvements in this corridor to improve traffic operations such as channelization, traffic signal modifications, signal treatments and possibly queue jumps. This project will seek to meet pedestrian, transit and bicycle needs. The project limits are from I-405 on the west to the east City limits. The NE Sunset Blvd Corridor study will initiate in 2010 and will refine transportation needs in the corridor, as well as the costs of the improvements. Costs beyod 2016 are not shown in the TIP. This corridor has strong potential for transit usage and is experiencing residential and retail growth. An independent team has been formed to complete the NE Sunset Blvd Corridor Improvements, from Harrington Ave NE to Monroe Ave NE study. Programmed Pre-2011 Six Year Program Capital Investment Program - Transportation 5 - 60 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Oakesdale Ave SW - Monster Road to SR 900 Functional Classification:Fund: 317 P.M.STEVE Proj. Length:N/A Proj: Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 13 CONTACT: Bob Mahn 425.430.7322 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :Unfunded :5,350,000 Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 50,000 50,000 50,000 Preliminary Engineering 3,000,000 3,000,000 3,000,000 R-O-W (includes Admin)2,300,000 2,300,000 2,300,000 Construction Construction Services Post Construction Services TOTAL EXPENSES 5,350,000 5,350,000 50,000 5,300,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand (1) Grants In-Hand (1) Mitigation In-Hand Vehicle License Fee Other In-Hand (1) Other In-Hand (1) Grants Proposed Other Proposed Undetermined 5,350,000 5,350,000 50,000 5,300,000 TOTAL SOURCES 5,350,000 5,350,000 50,000 5,300,000 Programmed Pre-2011 Six-Year Program Widen existing roadway to four lanes plus two-way-left-turn-lane where needed and bike lanes. Realign Beacon Coal Mine Road approach to intersection with the new Oakesdale Ave SW roadway. Includes new roadway, curbs, sidewalk, drainage, street lighting, traffic signals, channelization, retaining walls and widening the existing bridge. Will serve growing north-south traffic demand. A preliminary design study was completed in 1999. A first stage of improvements will address roadway deficiencies and drainage problems between the Monster Rd bridge and Beacon Coal Mine Road. Scope, cost and implementation schedule are yet to be determined. The project cost is estimated to be $25 million and is shown to be programmed for future years. Capital Investment Program - Transportation 5 - 61 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM South 7th Street - Rainier Ave S to Talbot Road South Functional Classification:Fund: 317 P.M.STEVE Proj. Length:N/A Proj: 122151 Type: 4 - PROJECTS AND CORRIDORS TIP No. 14 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :50,000 Unfunded :660,000 Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 50,000 50,000 Preliminary Engineering 100,000 100,000 100,000 R-O-W (includes Admin)100,000 100,000 100,000 Construction 400,000 400,000 400,000 Construction Services 60,000 60,000 60,000 Post Construction Services TOTAL EXPENSES 710,000 50,000 660,000 660,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance 50,000 50,000 Grants In-Hand (1) Grants In-Hand (1) Mitigation In-Hand Vehicle License Fee Other In-Hand (1) Other In-Hand (1) Grants Proposed Other Proposed Undetermined 660,000 660,000 660,000 TOTAL SOURCES 710,000 50,000 660,000 660,000 Preliminary engineering study to evaluate widening the existing roadway to 3 or 5 lanes and the feasibility of a separated bike/pedestrian trail. Included will be new curb, gutter, sidewalk, streetlighting, traffic signals and signal modification, channelization, storm drainage improvements and landscaping, including street trees. The study will identify right-of-way requirements, project costs and finalize the scope of improvements. Funding is for project development. Schedule and funding for project construction will be determined after completion of WSDOT I-405/Talbot Road interchange ramps. This segment of the S/SW 7th St corridor connects Talbot Rd S (SR 515) with Rainier Ave S (SR 167). This segment also borders the South Renton Neighborhood. Increasing traffic demands resulting from the WSDOT I-405/Talbot Rd S interchange ramps will create the need for increased capacity of S 7th St. This segment of S 7th St is part of a designated east-west ped/bike route through the City's commercial core and an important link between regional trails. The South Renton Neighborhood Study has identified S 7th St as needing streetscape improvements. Conceptual design and best alternative study underway. An agreement with KC Metro will fund the signal design at S 7th St and Shattuck Ave S. Programmed Pre-2011 Six-Year Program Capital Investment Program - Transportation 5 - 62 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM NE 31st Street Culvert Repair Functional Classification:N/A Fund: 317 P.M.Proj. Length:N/A Proj: 120026 Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 15 CONTACT: Derek Akesson 425.430.7337 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :135,948 Unfunded : Project Totals Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering R-O-W (includes Admin) Construction 135,948 135,948 Construction Services Post Construction Services TOTAL EXPENSES 135,948 135,948 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance 16,993 16,993 Grants In-Hand (FEMA)101,961 101,961 Grants In-Hand (State share)16,994 16,994 Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 135,948 135,948 Programmed Pre-2011 Six-Year Program The Jan 2009 flooding on May Creek caused damage to NE 31st St. Settlement of the asphalt roadway above an existing culvert occured after the high creek flows. Evidence of piping has occurred above the culvert during the high flows that came close to the top of the culvert pipe. The gabion headwall is starting to collapse, which may cause the culvert to completely fail. The existing gabion headwall and culvert pipe need to be replaced. NE 31st St is the only public access to six homes. Failure of the culvert will result in elimination of general and emergency access, thus the importance of the repair. New project. This project was awarded a FEMA grant in the amount of $ $101,961 with a State share of $16,993 and City share of $16,994 for repair of the existing culvert. Capital Investment Program - Transportation 5 - 63 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Highlands to The Landing Pedestrian Connection Project Functional Classification:N/A Fund: 317 P.M.STEVE Proj. Length:N/A Proj: 122901 Type: 3 - NON-MOTORIZED TIP No. 16 CONTACT: Rob Lochmiller 425.430.7303 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :300,000 Unfunded :1,700,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering 300,000 300,000 R-O-W (includes Admin) Construction 1,500,000 1,500,000 1,000,000 500,000 Construction Services 200,000 200,000 140,000 60,000 Post Construction Services TOTAL EXPENSES 2,000,000 300,000 1,700,000 1,140,000 560,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand (CMAQ)240,000 240,000 Grants In-Hand (2) Mitigation In-Hand Other In-Hand (HTF/CED)60,000 60,000 Other In-Hand (2) Grants Proposed Other Proposed Undetermined 1,700,000 1,700,000 1,140,000 560,000 TOTAL SOURCES 2,000,000 300,000 1,700,000 1,140,000 560,000 This project will provide a continuous barrier-free pedestrian connection between the Highlands and The Landing/Coulon Park. The project was conceived by the Highlands Task Force Committee that included residents, businesses and elected officials from the Renton Highlands. Preliminary planning and conceptual drawings have been completed. The City was awarded a Federal grant in the amount of $ 240,000 for design of the pedestrian connection. Funding allocated toward Highlands improvements is being used for the required match ($60,000). Ever since the construction of I-405 there has been a physical barrier preventing the pedestrian connection along Park Avenue North between the Highlands and Gene Coulon Park. This project will complete the pedestrian connection between the Highlands Urban Center and the Downtown North Urban Center. Programmed Pre-2011 Six-Year Program Capital Investment Program - Transportation 5 - 64 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Lake to Sound (L2S) Trail Functional Classification:N/A Fund: 317 P.M.STEVE Proj. Length:N/A Proj: 122903 Type: 3 - NON-MOTORIZED TIP No. 17 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :300,000 Unfunded : Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering 300,000 300,000 R-O-W (includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 300,000 300,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other (KC)300,000 300,000 Other In-Hand Grants Proposed Other Proposed Undetermined TOTAL SOURCES 300,000 300,000 The Lake to Sound (L2S) Trail is a joint partnership between the cities of SeaTac, Renton, Tukwila, Burien and Des Moines, in coordination with King County. The 17-mile L2S Trail will provide an east-west connection between the shoreline of Lake Washington (Renton) and the shoreline of Puget Sound (Des Moines). This project was awarded a Federal grant in the amount of $800,125 for design and environmental documentation of Segments: A - Naches Avenue SW (Renton) to Fort Dent Park (Tukwila), and B - Des Moines Memorial Drive S (SeaTac and Burien). Segment A (Renton) portion of the grant amount is estimated to be $300,000. Segment A will connect Fort Dent (Tukwila) to the larger system of regional trails in South King County, including the Green River Trail, the Interurban Trail and the Cedar River Trail. Segment A goes from Naches Avenue in Renton, to Fort Dent in Tukwila. Design of the Fort Dent Park Connection will begin in 2010 and King County is leading the design. Programmed Pre-2011 Six-Year Program Capital Investment Program - Transportation 5 - 65 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Walkway Program Functional Classification:N/A Fund: 317 P.M.STEVE Proj. Length:N/A Proj: 120009 Type: 3 - NON-MOTORIZED TIP No. 18 CONTACT: James Wilhoit 425.430.7319 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :2,224,976 Unfunded :200,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 35,479 479 5,000 30,000 5,000 10,000 5,000 5,000 5,000 Preliminary Engineering 240,404 65,404 25,000 150,000 25,000 10,000 40,000 25,000 25,000 25,000 R-O-W (includes Admin) Construction 1,996,789 466,789 150,000 1,380,000 230,000 130,000 330,000 230,000 230,000 230,000 Construction Services 152,304 12,304 20,000 120,000 20,000 10,000 30,000 20,000 20,000 20,000 Post Construction Services TOTAL EXPENSES 2,424,976 544,976 200,000 1,680,000 280,000 150,000 410,000 280,000 280,000 280,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 1,260,000 100,000 100,000 1,060,000 110,000 100,000 210,000 210,000 210,000 220,000 Proposed Fund Balance 614,976 444,976 50,000 120,000 120,000 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand (sidewalk m 350,000 50,000 300,000 50,000 50,000 50,000 50,000 50,000 50,000 Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined 200,000 200,000 150,000 20,000 20,000 10,000 TOTAL SOURCES 2,424,976 544,976 200,000 1,680,000 280,000 150,000 410,000 280,000 280,000 280,000 Programmed Pre-2011 Six-Year Program This program provides for the design and construction of high priority non-motorized transportation facilities for pedestrians and missing links. Projects are identified and prioritized using criteria from the Comprehensive Citywide Walkway Study, Council direction, and through coordination with the City's Neighborhood Program. Providing safe and convenient non-motorized facilities is an integral part of a complete transportation network. Specific improvements will respond to the needs of school children, the aged, and persons with disabilities, and will support increased use of transit. The Comprehensive Citywide Walkway Study was completed in 2009 and is being used to select projects that move into the design and construction phases. Construction of sidewalks at S 3rd St and Shattuck Ave and along Jones Ave NE are completed. Walkway schedule is: 2010 - Burnett Ave N, near the Senior Center; 2011 - Taylor Ave NW/Taylor Pl NW at NW 4th St; 2012 - NE 24th St (near Jones Ave NE) and Lake Ave S (from S 2nd St to S Tobin St). Capital Investment Program - Transportation 5 - 66 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Sidewalk Rehabilitation and Replacement Program Functional Classification:N/A Fund: 317 P.M.LEE Proj. Length:N/A Proj: 122801 Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 19 CONTACT: Bill Wressel 425.430.7400 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :738,377 Unfunded :1,250,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering 27,903 17,903 10,000 R-O-W (includes Admin) Construction 1,950,000 450,000 1,500,000 250,000 500,000 250,000 250,000 250,000 Construction Services 10,474 474 10,000 Post Construction Services TOTAL EXPENSES 1,988,377 18,377 470,000 1,500,000 250,000 500,000 250,000 250,000 250,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 388,377 18,377 370,000 Proposed Fund Balance 250,000 250,000 250,000 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (transfer from CED)100,000 100,000 Other In-Hand (2) Grants Proposed Other Proposed Undetermined 1,250,000 1,250,000 500,000 250,000 250,000 250,000 TOTAL SOURCES 1,988,377 18,377 470,000 1,500,000 250,000 500,000 250,000 250,000 250,000 Programmed Pre-2011 Six-Year Program This program provides for the removal and replacement of existing curb and gutter, sidewalks, and curb ramp, where such facilities have deteriorated or have been damaged. Between 2009-2010, this program replaced sidewalks in the Highlands and Maplewood Glenn areas, including ADA ramps. This program will address deficiencies and provide safe and convenient non-motorized facilities for pedestrians on neighborhoods with damaged or deteriorated curb and gutter, sidewalks, and curb ramps. There are some places where curb ramps do not exist or are not to current ADA Standards. This ongoing program replaces deteriorated and damaged sidewalks as funds become available. Capital Investment Program - Transportation 5 - 67 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Monterey Ave NE - NE 20th Street - Wall Replacement Functional Classification:Residential Fund: 317 P.M.LEE Proj. Length:0.03 miles Proj: 122704 Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 20 CONTACT: Bob Hanson 425.430.7223 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :40,000 Unfunded : Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering R-O-W (includes Admin) Construction 40,000 40,000 40,000 Construction Services Post Construction Services TOTAL EXPENSES 40,000 40,000 40,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee 40,000 40,000 40,000 Proposed Fund Balance Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 40,000 40,000 40,000 Programmed Pre-2011 Six Year Program Replacement of a 150 lf existing gravity wall located behind sidewalk and within existing right-of- way in Monterrey Ave NE (east side) and NE 20th Street (south side). The wall height varies from 2- 4 feet and does not meet the current standards for rockeries. Construction scheduled for 2011. Replacement of the wall is needed as rocks from the existing wall fall onto adjacent sidewalk preventing safe movement for pedestrians. Capital Investment Program - Transportation 5 - 68 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Bridge Inspection & Repair Program Functional Classification:N/A Fund: 317 P.M.JAE Proj. Length:N/A Proj: 120106 Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 21 CONTACT: Derek Akesson 425.430.7337 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :592,206 Unfunded :40,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering 117,206 47,206 10,000 60,000 10,000 10,000 10,000 10,000 10,000 10,000 R-O-W (includes Admin) Construction 200,000 50,000 150,000 100,000 20,000 30,000 Construction Services 20,000 5,000 15,000 5,000 5,000 5,000 Post Construction Services/Other 295,000 155,000 140,000 35,000 35,000 25,000 15,000 15,000 15,000 TOTAL EXPENSES 632,206 47,206 220,000 365,000 150,000 70,000 70,000 25,000 25,000 25,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 345,000 10,000 50,000 285,000 110,000 70,000 30,000 25,000 25,000 25,000 Proposed Fund Balance 247,206 37,206 170,000 40,000 40,000 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand Other In-Hand Grants Proposed Other Proposed Undetermined 40,000 40,000 40,000 TOTAL SOURCES 632,206 47,206 220,000 365,000 150,000 70,000 70,000 25,000 25,000 25,000 Biennial bridge inspections occur in 2011 and 2013. The Monster Road Bridge repairs require an annual inspection frequency for the next three inspection cycles. Programmed Pre-2011 Six-Year Program Inspect all roadway bridges owned by the City every two years to determine bridge sufficiency and load ratings, seismic retrofit needs; undertake minor repairs and preventative maintenance as needed. Inspection program must be done for safety and funding purposes and as part of WSBIS Program to determine structural deficiencies, physical deterioration, or functional obsolescence and to qualify for Federal bridge replacement grant funding. Repair funding is provided to accomplish improvements, identified through the inspection program, that will increase the safety and extend the longevity of the structures. Capital Investment Program - Transportation 5 - 69 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Roadway Safety and Guardrail Program Functional Classification:N/A Fund: 317 P.M.JAE Proj. Length:N/A Proj: Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 22 CONTACT: Derek Akesson 425.430.7337 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :170,000 Unfunded :30,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering 24,000 24,000 6,000 3,000 6,000 3,000 3,000 3,000 R-O-W (includes Admin) Construction 160,000 160,000 40,000 15,000 45,000 20,000 20,000 20,000 Construction Services 16,000 16,000 4,000 2,000 4,000 2,000 2,000 2,000 Post Construction Services/Other TOTAL EXPENSES 200,000 200,000 50,000 20,000 55,000 25,000 25,000 25,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 120,000 120,000 20,000 25,000 25,000 25,000 25,000 Proposed Fund Balance 50,000 50,000 50,000 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand Other In-Hand Grants Proposed Other Proposed Undetermined 30,000 30,000 30,000 TOTAL SOURCES 200,000 200,000 50,000 20,000 55,000 25,000 25,000 25,000 This program will make miscellaneous guardrail improvements each year and improve the safety of the roadside environment. New program This program will implement roadside safety improvements including barrier systems and hazardous object removal. Programmed Pre-2011 Six-Year Program Capital Investment Program - Transportation 5 - 70 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Intersection Safety & Mobility Program Functional Classification:N/A Fund: 317 P.M.LEE Proj. Length:N/A Proj: 122601 Type: 5 - SAFETY TIP No. 23 CONTACT: Chris Barnes 425.430.7220 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :2,138,029 Unfunded :50,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering 262,339 6,339 100,000 156,000 26,000 20,000 32,000 26,000 26,000 26,000 R-O-W (includes Admin)150,000 150,000 Construction 1,577,916 365,916 1,212,000 202,000 162,000 242,000 202,000 202,000 202,000 Construction Services 190,724 58,724 132,000 22,000 18,000 26,000 22,000 22,000 22,000 Post Construction Services 7,051 7,051 TOTAL EXPENSES 2,188,029 438,029 250,000 1,500,000 250,000 200,000 300,000 250,000 250,000 250,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 1,450,000 100,000 150,000 1,200,000 100,000 200,000 150,000 250,000 250,000 250,000 Proposed Fund Balance 438,029 338,029 100,000 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand 250,000 250,000 150,000 100,000 Other In-Hand Other In-Hand Grants Proposed Other Proposed Undetermined 50,000 50,000 50,000 TOTAL SOURCES 2,188,029 438,029 250,000 1,500,000 250,000 200,000 300,000 250,000 250,000 250,000 Programmed Pre-2011 Six-Year Program This program will design and construct traffic signals identified by the Transportation Systems' traffic signal priority needs list, including intersection improvements. Intersections without signalized traffic control will be evaluated. The priorities and schedules for new traffic signals will be set by the Transportation Systems' traffic signal warrant priority list. The list is determined by citizen concerns, intersection safety, mobility needs, and intersections that meet MUTCD traffic signal warrants. Historically, on the average, one traffic signal is designed and constructed every two years to meet safety and mobility needs. This program budgets for projects needed to meet increasing demand, and the need for signalized traffic control. Elements used to prioritize project intersections may include vehicular approach volumes, accident analysis, signal-warrant analysis, and pedestrian volume. Traffic signals high on the warrant priority list include: NE 4th St & Whitman (installation in 2011), NE 4th St & Bremerton Ave NE (installation in 2012), SW 41st St & Oakesdale Ave SW, S Carr Road & Mill Ave S, and SW 34th St & Lind Ave SW. Capital Investment Program - Transportation 5 - 71 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Traffic Safety Program Functional Classification:N/A Fund: 317 P.M.BRYSON Proj. Length:N/A Proj: 122115 Type: 5 - SAFETY TIP No. 24 CONTACT: Dave Whitmarsch 425.430.7423 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :299,257 Unfunded :44,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering 39,500 2,500 37,000 4,500 2,000 17,000 4,500 4,500 4,500 R-O-W (includes Admin) Construction 284,257 13,257 76,000 195,000 32,500 15,000 50,000 32,500 32,500 32,500 Construction Services 19,500 1,500 18,000 3,000 3,000 3,000 3,000 3,000 3,000 Post Construction Services TOTAL EXPENSES 343,257 13,257 80,000 250,000 40,000 20,000 70,000 40,000 40,000 40,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 249,257 13,257 30,000 206,000 40,000 20,000 30,000 36,000 40,000 40,000 Proposed Fund Balance 50,000 50,000 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined 44,000 44,000 40,000 4,000 TOTAL SOURCES 343,257 13,257 80,000 250,000 40,000 20,000 70,000 40,000 40,000 40,000 This ongoing yearly program provides for special small-scale traffic safety improvements that are identified and require materials, labor or equipment beyond the normal scope of City operations and maintenance crews. This program includes providing materials for railroad crossing upgrades and converting school zone signs to electronic operation. Uninterruptable power supply/battery backup systems (UPS/BBS) project is approximatelly 20% completed. Program goal is to install UPS at four critical intersections per year (all years), pending sufficient funding. LED Replacement Program is part of the Intelligent Transportation System (ITS) Program. Historically, this level of traffic safety improvements are required on an annual basis. This program budgets for safety projects to address these needs. Projects are typically identified through citizen concerns, analysis of accident records or observation by City Traffic Operations and Maintenance personnel. The Traffic Operations Section identifies and prioritizes locations. Railroad Crossing Safety Program and School Zone Sign Upgrades have been combined into this program. Programmed Pre-2011 Six-Year Program Capital Investment Program - Transportation 5 - 72 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Preservation of Traffic Operation Devices Program Functional Classification:N/A Fund: 317 P.M.BRYSON Proj. Length:N/A Proj: 122904 Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 25 CONTACT: Dave Whitmarsh 425.430.7423 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :475,617 Unfunded : Project Totals ITEM Programmed Spent In 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering R-O-W (includes Admin) Construction 475,617 21,117 82,500 372,000 62,000 62,000 62,000 62,000 62,000 62,000 Construction Services Post Construction Services TOTAL EXPENSES 475,617 21,117 82,500 372,000 62,000 62,000 62,000 62,000 62,000 62,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 443,117 21,117 50,000 372,000 62,000 62,000 62,000 62,000 62,000 62,000 Proposed Fund Balance 32,500 32,500 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 475,617 21,117 82,500 372,000 62,000 62,000 62,000 62,000 62,000 62,000 Programmed Pre-2011 Six-Year Program Replace failed or failing traffic signal vehicle detection loops and repair pavement as required to achieve proper installation and assure reliability. This program also provides for the replacement and/or relocation of signs that are obsolete, faded, poorly located or no longer appropriate, and replacement of damaged luminaire and signal poles. These poles have been damaged in unknown incidents where reimbursement through normal channels is impossible. Ongoing yearly program. Replacement of traffic signal detection loops, traffic signs and traffic signal/street lighting poles are dependent upon yearly inspections. Most of Renton's signals require extensive vehicle detection systems to provide traffic count data needed for the intersection controllers and ACTRA signal coordination system to operate effectively. The detection loops in the pavement must be properly maintained; their failure results in highly inefficient operation. Pavement deterioriation due to heavy traffic volumes, trucks, and adverse weather have increased the need for replacement. The Traffic Loop, Traffic Sign and Pole Replacement Programs have been combined into this program. Capital Investment Program - Transportation 5 - 73 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Intelligent Transportation Systems (ITS) Program Functional Classification:N/A Fund: 317 P.M.BRYSON Proj. Length:N/A Proj: 122162 Type: 5 - SAFETY TIP No. 26 CONTACT: Chris Barnes 425.430.7220 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :293,819 Unfunded : Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering 29,000 3,000 26,000 3,000 3,000 5,000 5,000 5,000 5,000 R-O-W (includes Admin) Construction 232,819 3,819 63,000 166,000 43,000 43,000 20,000 20,000 20,000 20,000 Construction Services 32,000 4,000 28,000 4,000 4,000 5,000 5,000 5,000 5,000 Post Construction Services/Other TOTAL EXPENSES 293,819 3,819 70,000 220,000 50,000 50,000 30,000 30,000 30,000 30,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 243,819 3,819 20,000 220,000 50,000 50,000 30,000 30,000 30,000 30,000 Proposed Fund Balance 50,000 50,000 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed (General Fund) Undetermined TOTAL SOURCES 293,819 3,819 70,000 220,000 50,000 50,000 30,000 30,000 30,000 30,000 Programmed Pre-2011 Six-Year Program Upgrading of all signal controllers (to be compatible with the new central system) continues into 2010. Goal is to complete controller upgrades in 2010. Improving the capacity and efficiency of the existing roadway system is a very cost effective element of the transportation program. Provides for improvements to the operational efficiency of the roadway system, including development and implementation of signal coordination programs, signing and channelization improvements, surveillance control and driver information system (SC & DI), transit signal priority, Intelligent Traffic Systems (ITS) Master Plan, signal improvements such as protective/permissive phasing and LED signal indications upgrade; and matching funds for possible grants to upgrade the central traffic control system Capital Investment Program - Transportation 5 - 74 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Transit Program Functional Classification:N/A Fund: 317 P.M.SHAWNA Proj. Length:N/A Proj: 122706 Type: 2 - TRANSIT TIP No. 27 CONTACT: Nathan Jones 425.430.7217 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :421,503 Unfunded :3,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 424,503 104,503 80,000 240,000 40,000 37,000 43,000 40,000 40,000 40,000 Preliminary Engineering R-O-W (includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 424,503 104,503 80,000 240,000 40,000 37,000 43,000 40,000 40,000 40,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 417,000 100,000 80,000 237,000 40,000 37,000 40,000 40,000 40,000 40,000 Proposed Fund Balance 4,503 4,503 Grants In-Hand (1) Grants In-Hand (1) Mitigation In-Hand Other In-Hand (General Fund) Other In-Hand (2) Grants Proposed (FTA) Other Proposed Undetermined 3,000 3,000 3,000 TOTAL SOURCES 424,503 104,503 80,000 240,000 40,000 37,000 43,000 40,000 40,000 40,000 Programmed Pre-2011 Six-Year Program This program funds planning activities for short-range and long-range transit services and facilities, including park-and-ride lots, bus shelters, and arterial high occupancy vehicle (HOV) lanes required to facilitate transit speed and reliability. This program also supports staffing to coordinate with transit agencies, serve as a liaison to the transit-using community, and advocate for service implementation which serves businesses' needs. Staff continues to attend regional coordination meetings with transit agencies, monitor service and capital facility improvements within Renton, pursue and advocate for better-timed arrivals and departures at major Renton transit facilities. Currently, RUSH (aka Metro Route 110) provides peak-hour commute services connecting the train station, downtown and north Renton. Transit improvements are a vital component of the transportation system's ability to absorb future traffic demand and meet level-of-service standards. The City and private developers have invested millions of dollars in capital improvements in support of transit-oriented development and services. Transit will be one key in meeting the goals of the downtown area as well as development in other parts of the City. Coordination with Metro and Sound Transit projects and programs will help leverage these funds and increase benefits to Renton. Due to funding limitations and re-prioritization of City programs, Metro Route 153 enhanced service ceased in Feb 2010, and implementation of an enhanced routing and service for Metro Route 110 was deferred to a future year. Both of these partnerships were a part of the KC voter-approved "Transit Now" initiative. Capital Investment Program - Transportation 5 - 75 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Transportation Demand Management (TDM) Program Functional Classification:N/A Fund: 317 P.M.STEVE Proj. Length:N/A Proj: 122135 Type: 2 - TRANSIT TIP No. 28 CONTACT: Nate Jones 425.430.7217 DESCRIPTION: STATUS: JUSTIFICATION:CHANGES: Funded :512,648 Unfunded : Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 512,059 57,059 65,000 390,000 65,000 65,000 65,000 65,000 65,000 65,000 Preliminary Engineering R-O-W (includes Admin) Construction 589 589 Construction Services Post Construction Services TOTAL EXPENSES 512,648 57,648 65,000 390,000 65,000 65,000 65,000 65,000 65,000 65,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 164,000 10,000 22,000 132,000 22,000 22,000 22,000 22,000 22,000 22,000 Proposed Fund Balance 3,293 3,293 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (CTR allot.)345,355 44,355 43,000 258,000 43,000 43,000 43,000 43,000 43,000 43,000 Other In-Hand (2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 512,648 57,648 65,000 390,000 65,000 65,000 65,000 65,000 65,000 65,000 Programmed Pre-2011 Six-Year Program Renton's TDM program implements the State's Commute Trip Reduction (CTR) Act (the Act) by encouraging a reduction in the use of single occupancy vehicles (SOV). Incentives are offered to employees (at businesses with 100 or more employees) arriving to work between 6 and 9 a.m. The City has two CTR programs: 1.) The Citywide, and 2.) the City Hall CTR program (see note below). The TIP funds the Citywide CTR Program and offers technical assistance to Renton businesses affected by the Act. It is expected that technical assistance to employers for the Citywide program will continue at current levels in future years (provided State funds in support of this program continue). Renton receives a State allotment every two years to help fund the Citywide CTR program. The actual amount is determined by the number of CTR- affected worksites. The City is also pursuing opportunities for additional funding via a Growth and Transportation Efficiency Center (GTEC) program. The City is required by 1991 State Legislation to develop and implement a CTR program. This law applies to areas of the State with continuing air quality problems. TDM is an important element in achieving desired transportation, environmental, and land use goals. Note: Renton City Hall is an affected CTR site and must implement its own CTR program for City employees. It is funded outside of the TIP program. Due to budget issues, support services (employer training and program review) and mandated monitoring (surveying and program reports) for CTR will be performed in- house. Formerly, the City contracted with KC CTR Services. Capital Investment Program - Transportation 5 - 76 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Bicycle Route Development Program Functional Classification:N/A Fund: 317 P.M.LEE Proj. Length:N/A Proj: 122173 Type: 3 - NON-MOTORIZED TIP No. 29 CONTACT: Nate Jones 425.430.7217 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :584,918 Unfunded :170,000 Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 234,166 234,166 Preliminary Engineering 85,752 752 20,000 65,000 10,000 10,000 12,000 11,000 11,000 11,000 R-O-W (includes Admin) Construction 400,000 400,000 80,000 27,000 101,000 64,000 64,000 64,000 Construction Services 35,000 35,000 10,000 3,000 7,000 5,000 5,000 5,000 Post Construction Services TOTAL EXPENSES 754,918 234,918 20,000 500,000 100,000 40,000 120,000 80,000 80,000 80,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 375,000 35,000 20,000 320,000 90,000 40,000 40,000 50,000 50,000 50,000 Proposed Fund Balance 110,418 100,418 10,000 10,000 Grants In-Hand (1)99,500 99,500 Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined 170,000 170,000 80,000 30,000 30,000 30,000 TOTAL SOURCES 754,918 234,918 20,000 500,000 100,000 40,000 120,000 80,000 80,000 80,000 Programmed Pre-2011 Six-Year Program Partner with other City departments to further develop the City's non-motorized facilities. Sign bicycle routes along preferred corridors. Construct missing links in the bicycle route system. Construct site-specific improvements. Upgrade routes as needed to safely accommodate bicycle traffic. Publicize the Renton bicycle network and educate citizens about safe bicycling. Provides funding to match grant requests for bicycle planning and construction improvements. The City was awarded a Federal Enhancement Grant: $100,000 to develop and produce a map that identified a bicycle network with connections leading into and out of the City of Renton. The product of this project, the Trails and Bicycle Master Plan was adopted in May 2009 and distribution of the Bicycle Guide Map started in the summer 2009. This program will complete an integrated system of bicycle routes and trails and upgrade streets to better accommodate bicycles. There is a strong demand for better-developed non-motorized facilities in Renton. The Bicycle Route Program is coordinating with the Street Overlay Program manager to identify opportunities for developing, repairing, or enhancing bicycle facilities within the City as the overlay repairs are made. Additionally, an assessment of signage needs and upgraded pavement markings is ongoing. Planning cost estimates and a prioritization list are underway. Capital Investment Program - Transportation 5 - 77 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Barrier-Free Transition Plan Implementation Functional Classification:N/A Fund: 317 P.M.LEE Proj. Length:N/A Proj: 122705 Type: 4 - PROJECTS AND CORRIDORS TIP No. 30 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :304,970 Unfunded :79,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 95,988 4,988 13,000 78,000 13,000 6,000 20,000 13,000 13,000 13,000 Preliminary Engineering R-O-W (includes Admin) Construction 273,958 958 63,000 210,000 35,000 18,000 52,000 35,000 35,000 35,000 Construction Services 14,023 23 2,000 12,000 2,000 1,000 3,000 2,000 2,000 2,000 Post Construction Services TOTAL EXPENSES 383,970 5,970 78,000 300,000 50,000 25,000 75,000 50,000 50,000 50,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee 266,970 5,970 40,000 221,000 50,000 25,000 30,000 25,000 50,000 41,000 Proposed Fund Balance 38,000 38,000 Grants In-Hand (1) Grants In-Hand (1) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined 79,000 79,000 45,000 25,000 9,000 TOTAL SOURCES 383,970 5,970 78,000 300,000 50,000 25,000 75,000 50,000 50,000 50,000 Programmed Pre-2011 Six Year Program This program implements projects that support the City's effort to transition pedestrian facilities within the right-of-way into conformity with provisions contained in the Americans with Disabilities Act (ADA) Guidelines. This program provides funding for designing and building features on an "as needed" basis in response to individual requests to improve access for individuals with special needs. An annual project list will be developed based upon sites identified in the Transition Plan section of the City of Renton Comprehensive Citywide Sidewalk Study . This "project" will have a target budget of ~$30,000. The remaining ~$20,000 will be set aside to respond to requests to address barriers to movement for individuals with special needs. A programatic approach is now recognized as being required to ensure compliance with federal law. Between 2009-2010 this program funded the installation of ADA ramps near Lindburg High school. Capital Investment Program - Transportation 5 - 78 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION South Renton Burnett Park Neighborhood Street Improvements Functional Classification:N/A Fund: 317 Proj. Length:N/A Proj: 122194 Type: 1 - INFRASTRUCTURE TIP No. 31 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :731,250 Unfunded : Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 973 973 Preliminary Engineering 376,112 51,112 50,000 275,000 275,000 R-O-W (includes Admin) Construction 294,138 294,138 Construction Services 60,027 60,027 Post Construction Services TOTAL EXPENSES 731,250 406,250 50,000 275,000 275,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Prop. Fund Bal. 181,250 181,250 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand 125,000 125,000 Other In-Hand - Metro Mitig.425,000 100,000 50,000 275,000 275,000 Other In-Hand (2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 731,250 406,250 50,000 275,000 275,000 Programmed Pre-2011 Six-Year Program CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Provide improvements and asphalt overlay in the South Renton Burnett Park neighborhood. Asphalt overlay Shattuck Ave S from S 7th St to Houser Wy S, South 6th St from Burnett Ave S to Shattuck Ave S, S 7th St from Shattuck Ave S to Rainier Ave S, South 5th St from Burnett Ave S to Smithers Ave S. Transportation will work with Economic Development to review current plans and conduct outreach meetings in 2010. Outcome from revised plans to be implemented in 2011 with South Renton Mitigation Reserve funds. Use of Metro mitigation funds requires Council approval. This project will be funded with South Renton Mitigation Reserve funds, reserved as part of the mitigation paid by King County as part of the Metro East Side Interceptor Project. Capital Investment Program - Transportation 5 - 79 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Project Development & Pre-Design Program Functional Classification:N/A Fund: 317 P.M.LEE Proj. Length:N/A Proj: 122150 Type: 2 - TRANSIT TIP No. 32 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded : 938,875 Unfunded : 130,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 673,875 43,875 30,000 600,000 100,000 75,000 125,000 100,000 100,000 100,000 Preliminary Engineering 395,000 95,000 300,000 50,000 25,000 75,000 50,000 50,000 50,000 R-O-W (includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 1,068,875 43,875 125,000 900,000 150,000 100,000 200,000 150,000 150,000 150,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 935,000 40,000 125,000 770,000 150,000 100,000 130,000 130,000 130,000 130,000 Proposed Fund Balance 3,875 3,875 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (WSDOT Agreem) Other In-Hand (2) Grants Proposed Other Proposed Undetermined 130,000 130,000 70,000 20,000 20,000 20,000 TOTAL SOURCES 1,068,875 43,875 125,000 900,000 150,000 100,000 200,000 150,000 150,000 150,000 Programmed Pre-2011 Six-Year Program Perform critical activities needed for the development of future CIP projects and for grant applications, including scoping, cost estimates, pre-design, interlocal agreements and deficiency analysis. Also provides for the monitoring of active grant projects for compliance with State and Federal laws, regulations and specifications. Ongoing yearly program. This program includes small studies funding and funds required to match new grants. Analyses of existing and projected transportation operation problems, infrastructure maintenance needs, local and regional mobility goals and revenues/costs are vital to the development of transportation projects that will best serve the needs of Renton and compete well for grants. Also to maintain eligibility for grant funding, the City must assure that project specifications and management complies with current State and Federal standards. Funding to this program has been reduced due to funding constraints. Capital Investment Program - Transportation 5 - 80 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Arterial Circulation Program Functional Classification:N/A Fund: 317 P.M.BOB Proj. Length:N/A Proj: 120029 Type: 2 - TRANSIT TIP No. 33 CONTACT: Keith Woolley 425.430.7318 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :1,411,686 Unfunded :290,000 Project Totals ITEM Programmed Spent In 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 1,701,686 91,686 200,000 1,410,000 160,000 160,000 340,000 250,000 250,000 250,000 Preliminary Engineering R-O-W (includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 1,701,686 91,686 200,000 1,410,000 160,000 160,000 340,000 250,000 250,000 250,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 1,250,000 80,000 50,000 1,120,000 160,000 160,000 200,000 200,000 200,000 200,000 Proposed Fund Balance 161,686 11,686 150,000 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined 290,000 290,000 140,000 50,000 50,000 50,000 TOTAL SOURCES 1,701,686 91,686 200,000 1,410,000 160,000 160,000 340,000 250,000 250,000 250,000 Programmed Pre-2011 Six-Year Program This program provides for the long-range and short-range planning and traffic analyses required to evaluate and update the Transportation Element in relation to the Comprehensive Land Use Plan , to assess the impacts of new development proposals, and to recommend local and regional transportation system improvements for all modes of travel. Funding for hardware, software and employee hours required to operate the computer model is also included under this program. This project will fund the ongoing planning work which will lead to refinement and/or adjustment of the of improvement projects on the arterial network identified in the Transportation Element . Combined State and Federal Clean Air legislation, the Growth Management Act , and the increasing importance of making sure that local and regional transportation plans are coordinated to the benefit of Renton make ongoing multi-modal planning a high priority need. Capital Investment Program - Transportation 5 - 81 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Transportation Concurrency/LOS Program Functional Classification:N/A Fund: 317 P.M.BOB Proj. Length:N/A Proj: 122107 Type: 4 - PROJECTS AND CORRIDORS TIP No. 34 CONTACT: Keith Woolley 425.430.7318 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :220,855 Unfunded :10,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 224,159 24,159 50,000 150,000 10,000 30,000 20,000 30,000 30,000 30,000 Preliminary Engineering 6,696 6,696 R-O-W (includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 230,855 30,855 50,000 150,000 10,000 30,000 20,000 30,000 30,000 30,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 170,000 20,000 10,000 140,000 10,000 30,000 10,000 30,000 30,000 30,000 Proposed Fund Balance 50,855 10,855 40,000 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined 10,000 10,000 10,000 TOTAL SOURCES 230,855 30,855 50,000 150,000 10,000 30,000 20,000 30,000 30,000 30,000 Ongoing yearly program. Management of the transportation concurrency and mitigation programs is an integral part of planning transportation improvements, ensuring that new development pays a fair share of the cost, and in maintaining a level of service required under GMA to allow new development to be approved and take place. Programmed Pre-2011 Six-Year Program The City has created a Transportation Benefit Zone as part of the Growth Management Act (GMA) Comprehensive Plan's Transportation Concurrency requirements to provide funds for transportation improvements necessary to support new development. This project supports the planning effort to determine appropriate mitigation fees, to adjust the fee due to transportation plan changes and as a funding source and to monitor the funds collected. Capital Investment Program - Transportation 5 - 82 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Environmental Monitoring Program Functional Classification:N/A Fund: 317 P.M.LEE Proj. Length:N/A Proj: 122187 Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 35 CONTACT: James Wilhoit 425.430.7319 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :145,710 Unfunded : Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering 55,237 237 55,000 R-O-W (includes Admin) Construction 20,473 15,473 5,000 Construction Services 70,000 10,000 60,000 20,000 20,000 20,000 Post Construction Services TOTAL EXPENSES 145,710 15,710 70,000 60,000 20,000 20,000 20,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 120,000 10,000 50,000 60,000 20,000 20,000 20,000 Proposed Fund Balance 25,710 5,710 20,000 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 145,710 15,710 70,000 60,000 20,000 20,000 20,000 Programmed Pre-2011 Six-Year Program Monitoring of wetland mitigation installed as a project environmental requirement and to perform biological assessments as required by the Endangered Species Act. A consultant has been contracted to evaluate and maintain wetlands. Monitoring ensures that the wetland vegetation installed is properly established. Creates an account to pay for unscheduled project environmental assessments. Attempts to get early acceptance for the Oakesdale Ave SW Phase 1 site were successful. The Corps of Engineers has allowed the City to reduce the monitoring requirements to match the site's success. Capital Investment Program - Transportation 5 - 83 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM WSDOT Coordination Program Functional Classification:N/A Fund: 317 P.M.LEE Proj. Length:N/A Proj: 122146 Type: 2 - TRANSIT TIP No. 36 CONTACT: Keith Woolley 425.430.7318 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded : 408,087 Unfunded : 20,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 426,432 63,432 80,000 283,000 63,000 40,000 60,000 40,000 40,000 40,000 Preliminary Engineering R-O-W (includes Admin) Construction Construction Services 1,655 1,655 Post Construction Services TOTAL EXPENSES 428,087 65,087 80,000 283,000 63,000 40,000 60,000 40,000 40,000 40,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 298,000 10,000 25,000 263,000 63,000 40,000 40,000 40,000 40,000 40,000 Proposed Fund Balance 7,027 1,072 5,955 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (WSDOT agreement 103,060 54,015 49,045 Other In-Hand (2) Grants Proposed Other Proposed Undetermined 20,000 20,000 20,000 TOTAL SOURCES 428,087 65,087 80,000 283,000 63,000 40,000 60,000 40,000 40,000 40,000 Provide pre-design, design and construction coordination for WSDOT projects within or adjacent to Renton to assure that those projects provide the maximum benefits and minimum problems for Renton's transportation system. Ongoing yearly program. Staff coordination on grant-funded projects. Staff coordination on the I-405 Corridor Improvements is included in "I-405 Improvements in Renton." WSDOT agreements (Stage I: $43,300) and (Stage II: $52,000 and 2nd amendment: $50,050) will contribute towards a portion of City's staff time. The "I-405 Improvements in Renton" program has been combined with this. The I- 405/I-5 to SR-169 Widening Project is now broken into two stages. Coordination with the I-405 project will continue in depth for some time. Programmed Pre-2011 Six-Year Program WSDOT projects can have signficant impacts within the City. Capital Investment Program - Transportation 5 - 84 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION Geographic Information System - Transportation Data Development Functional Classification:N/A Fund: 317 Proj. Length:N/A Proj: 122206 Type: 1 - INFRASTRUCTURE TIP No. 37 CONTACT: Nate Jones 425.430.7217 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :113,396 Unfunded : Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 113,396 8,396 15,000 90,000 15,000 15,000 15,000 15,000 15,000 15,000 Preliminary Engineering R-O-W (includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 113,396 8,396 15,000 90,000 15,000 15,000 15,000 15,000 15,000 15,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 110,000 5,000 15,000 90,000 15,000 15,000 15,000 15,000 15,000 15,000 Proposed Fund Balance 3,396 3,396 Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 113,396 8,396 15,000 90,000 15,000 15,000 15,000 15,000 15,000 15,000 Programmed Pre-2011 Six-Year Program CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Collect, analyze, and edit transportation geographic data.The Transportation Division is coordinating with Technical Services and Information Services to develop GIS data and participating in training opportunities and user's group meetings. The Transportation Systems Division GIS technology, data, and applications supports the City's business needs. Capital Investment Program - Transportation 5 - 85 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM 1% for the Arts Program Functional Classification:N/A Fund: 317 P.M.JOE Proj. Length:N/A Proj: 122112 Type: 3 - NON-MOTORIZED TIP No. 38 CONTACT: Jim Seitz 425.430.7245 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded : 141,399 Unfunded : Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 141,399 21,399 30,000 90,000 15,000 15,000 15,000 15,000 15,000 15,000 Preliminary Engineering R-O-W (includes Admin) Construction Construction Services Post Construction Services TOTAL EXPENSES 141,399 21,399 30,000 90,000 15,000 15,000 15,000 15,000 15,000 15,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee 141,399 21,399 30,000 90,000 15,000 15,000 15,000 15,000 15,000 15,000 Proposed Fund Balance Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined TOTAL SOURCES 141,399 21,399 30,000 90,000 15,000 15,000 15,000 15,000 15,000 15,000 Funding is tied to the calculated share of eligible types of transportation projects and transportation funding subject to the City's 1% for the Arts Program. All gateway project proposals under this program are subject to approval of the Arts Commission. This program transfers funds to Fund 125, which is being managed by the Department of Community and Economic Development. Programmed Pre-2011 Six-Year Program Program is now based on actual design and construction costs. $17,505 was transferred in 2006 for 1% of 2005 expenditures; $60,000 was transferred in 2007 for 1% of 2006 expenditures (amount due: $22,483). Remaining credit ($37,517) used for 1% of 2007 (amount due: $26,726). Remaining credit ($10,791) used for 1% of 2008 (amount due: $32,190). A transfer of $21,399 (credit deducted) was made in 2009 for 2008 Capital expenses. Capital Investment Program - Transportation 5 - 86 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Lake Washington Blvd - Park Ave N to Gene Coulon Memorial Park Functional Classification:Collector Fund: 317 Proj. Length:N/A Proj: 122121 Type: 4 - ECONOMIC DEVELOPMENT TIP No. 39 CONTACT: James Wilhoit 425.430.7318 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :327,500 Unfunded :220,738 Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 16,299 14,899 1,400 1,400 Preliminary Engineering R-O-W (includes Admin) Construction 502,992 294,579 208,413 76,413 132,000 Construction Services 11,225 4,800 6,425 2,100 4,325 Post Construction Services 17,722 13,222 4,500 2,500 2,000 TOTAL EXPENSES 548,238 327,500 220,738 82,413 138,325 SOURCE OF FUNDS: Vehicle Fuel Tax 14,490 14,490 Business License Fee 2,362 2,362 Proposed Fund Balance 5,720 5,720 Grants In-Hand (1)106,575 106,575 Grants In-Hand (2) Mitigation In-Hand 198,353 198,353 Other In-Hand (1) Other In-Hand (2) Grants Proposed 100,000 100,000 50,000 50,000 Other Proposed Undetermined 120,738 120,738 32,413 88,325 TOTAL SOURCES 548,238 327,500 220,738 82,413 138,325 Programmed Pre-2011 Six-Year Program This project includes road widening, traffic signals, railroad crossings, drainage, curb, gutter and sidewalks. Developer to design and construct, and get credit toward mitigation contribution. The developer is completing the project in 3 phases. Project received a Railroad Crossing Safety grant in 2001. Estimated contract costs and developer reimbursement is included. Railroad crossing construction complete except for signal start-up requirements. Waiting for developer to continue their construction. This project will serve the development and access needs to Coulon Park and the Southport Development. Remainder of project is shown as unfunded until the developer has a definite schedule to construct the office building. Capital Investment Program - Transportation 5 - 87 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Lind Avenue SW - SW 16th St to SW 43rd St Functional Classification:Minor Arterial Fund: 317 P.M.BOB Proj. Length:1.69 miles Proj: 120024 Type: 5 - SAFETY TIP No. 40 CONTACT: Keith Woolley 425.430.7318 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :Unfunded :2,548,000 Project Totals ITEM Programmed Spent Pre-2010 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning Preliminary Engineering 86,000 86,000 86,000 R-O-W (includes Admin) Construction 2,280,000 2,280,000 400,000 1,300,000 580,000 Construction Services 182,000 182,000 36,000 100,000 46,000 Post Construction Services TOTAL EXPENSES 2,548,000 2,548,000 522,000 1,400,000 626,000 SOURCE OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand (1) Grants In-Hand (2) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed 830,000 830,000 630,000 200,000 Other Proposed Undetermined 1,718,000 1,718,000 522,000 770,000 426,000 TOTAL SOURCES 2,548,000 2,548,000 522,000 1,400,000 626,000 Programmed Pre-2011 Six-Year Program Widen existing roadway to five lanes where required. Includes new roadway, curbs, sidewalks, drainage, signals, lighting, signing and channelization. The needs, priorities and schedules for improvements on Lind Avenue SW will be determined through Arterial Circulation studies (TIP No. 33). Increasing traffic demands in the Valley due in part to development will create the need for increasing the capacity of this major north/south arterial. A potential project is a signal installation at the intersection at Lind Ave SW and SW 34th St (currently unsignalized). Additionally, improvements may result from future WSDOT I-405 plans which include an interchange at Lind Ave SW (currently unfunded). Capital Investment Program - Transportation 5 - 88 CITY OF RENTON PUBLIC WORKS TRANSPORTATION SYSTEMS DIVISION CITY OF RENTON - 2011 - 2016 TRANSPORTATION IMPROVEMENT PROGRAM Logan Ave N Concrete Panel Repair Functional Classification:Principal Arterial Fund: 317 P.M.LEE Proj. Length:N/A Proj: 122303 Type: 1 - MAINTENANCE AND PRESERVATION TIP No. 41 CONTACT: James Wilhoit 425.430.7319 DESCRIPTION:STATUS: JUSTIFICATION:CHANGES: Funded :Unfunded :460,000 Project Totals ITEM Programmed Spent in 2009 2010 Total 2011 2012 2013 2014 2015 2016 EXPENSES: Planning 25,000 25,000 25,000 Preliminary Engineering 25,000 25,000 25,000 R-O-W (includes Admin) Construction 400,000 400,000 400,000 Construction Services 10,000 10,000 10,000 Post Construction Services TOTAL EXPENSES 460,000 460,000 460,000 SOURCES OF FUNDS: Vehicle Fuel Tax Business License Fee Proposed Fund Balance Grants In-Hand (1) Grants In-Hand (1) Mitigation In-Hand Other In-Hand (1) Other In-Hand (2) Grants Proposed Other Proposed Undetermined 460,000 460,000 460,000 TOTAL SOURCES 460,000 460,000 460,000 Programmed Pre-2011 Six-Year Program Repair concrete panels under the asphalt to stop them from moving. Project limits are from the Logan Avenue Bridge north to N 6th Street. The panels are moving, causing the asphalt overlay to severely spall at the joints.Project is unfunded. Capital Investment Program - Transportation 5 - 89 This page is intentionally left blank  Capital Investment Program - Transportation 5 - 90 Boeing 737 - 1st Flight from the new Runway 16/34 Did You Know? The runway is 200 feet wide and just over a mile long. During the runway 15/33 (now renumbered 16/34) resurfacing project, nearly 12 lane miles of asphalt was milled and paved in just under 160 hours of work. Capital Investment Program - Airport 5 - 91 Life to Date Adjusted Budget Estimated Year end Project Projects Type (Note)Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total 1 608 Hangar Expansion D- - - - 1,050 - - - - 1,050 2 US Customs Facility D - - - 50 - - - - - 50 3 820 Building Demolition D 74 - - - - 671 - - - 745 4 Demolition of Chamber of Commerce Building - - - - - - - 125 - 125 5 Lower Blast Fence-Rwy 34 R- 100 100 40 400 - - - - 540 6 622 Hangar - Rehabilitation M- - - - 1,100 - - - - 1,100 7 Maintenance Dredging and Shoreline Mitigation M 226 979 979 1,440 - - - - - 2,645 8 Airport Office Renovation M - - - 175 - - - - - 175 9 Cedar River Hangar Roof Replacement M- 100 100 - - - - - - 100 10 Pavement Management Program M- - - - - 446 1,880 150 - 2,476 11 Storm Water System Rehabilitation M- 5 5 300 50 500 50 50 - 955 12 Fire Water System Rehabilitation M- - - - - - 100 160 - 260 13 Seaplane Launch Ramp Replacement M- - - - - 150 350 - - 500 14 Major Facility Maintenance M 136 140 140 130 130 130 130 140 130 1,066 15 Air Side/Land Side Separation M- 18 18 - - - - - - 18 16 Taxiway Bravo Rehabilitation M- 50 50 380 2,079 - - - - 2,509 17 Renton Gateway Center Utilities M35 440 545 105 105 105 105 - - 1,000 18 5-02 Building Rehab M- - - 25 - - - - - 25 19 Mower Replacement M- - - - 40 - - - - 40 20 Airport Sustainability Program M- - - 158 - - - - - 158 Total Six-Year Project Costs 472 1,832 1,937 2,803 4,954 2,002 2,615 625 130 15,538 Life to Date Adjusted Budget Estimated Year end Project Resources:Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 101 - 205 1,752 2,174 1,406 1,385 1,475 1,430 8,628 Grants/Contribution Received 335 903 803 217 - - - - - 1,355 Mitigation Funds Received - - 102 - - - - - - 102 Grants/Contribution Anticipated - 200 98 834 2,400 446 444 - - 4,222 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers/Interfund Loan 475 475 475 - - - - - - 950 Interest Income - - - - - - - - - - Beginning Fund Balance 194 - - - - - - - - - Total Resources 1,105 1,578 1,683 2,803 4,574 1,852 1,829 1,475 1,430 15,257 Balance Available / (Unfunded Needs)634 380 380 380 (0) (150) (936) (86) 1,214 NOTE: A - Acquisition , D - Development, M - Major Maintenance, R - Regulatory Compliance, T - Transfer CAPITAL IMPROVEMENT PROGRAM 2011 through 2016 (in thousands of dollars) S U M M A R Y P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 92 Project Title:608 Hangar Replacement Project Project: 1 Project Type: Development Project Number: A25086 Project Account Number: 422.725086.016.594.46.63.000 Total Anticipated Project Cost:1,050$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction/Development - - - - 1,050 - - - - 1,050 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - 1,050 - - - - 1,050 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - 1,050 - - - - 1,050 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - 1,050 - - - - 1,050 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Summary of Progress: CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Initiate design to replace the 608 Hangar to ensure the highest and best aviation related use and to increase the separation between the taxiway and the hangar door and increase long term lease revenue to support the airport. P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 93 Project Title:US Customs Facility Project: 2 Project Type: Development Project Number: A24180 Project Account Number: Total Anticipated Project Cost:50$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction/Development - - - 50 - - - - - 50 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 50 - - - - - 50 Summary of Progress: CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Purchase existing US Customs trailer and relocate trailer to a permanent location on the old restaurant property. P r o p o s e d P r o j e c t e d Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - 50 - - - - - 50 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - 50 - - - - - 50 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 94 Project Title:820 Building Demolition Project: 3 Project Type: Development Project Number: A25092 Project Account Number: 422.725092.016.594.46.63.000 Total Anticipated Project Cost:745$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction/Development 74 - - - - 671 - - - 745 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - Total CIP Expenses 74 - - - - 671 - - - 745 Summary of Progress: Engineering, design, and environmental evaluation completed in 2008. As of 2009, environmental remediation and demolition costs were estimated at $671,000. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The Boeing Company's former Avionics Building that was turned back to the City in 2003 needs to be demolished. The building has no use other than for storage, which is not the highest and the best use of the site, and the building has major structural failures in the floor. The building, which is approximately 22,000 square feet, contains asbestos, lead paint, mercury, and PCB's. Demolition of the building will allow the site to be redeveloped. P r o p o s e d P r o j e c t e d Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 74 - - - - 671 - - - 745 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 74 - - - - 671 - - - 745 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 95 Project Title:Demolition of Chamber of Commerce Building Project: 4 Project Type: Development Project Number: Project Account Number: Total Anticipated Project Cost:125$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction/Development - - - - - - - 125 - 125 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - 125 - 125 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - 125 - 125 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - 125 - 125 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Summary of Progress: Due to the current economic conditions, this project has been postponed. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Demolish Chamber of Commerce Building at the termination of their lease to ready the site for a new use. P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 96 Project Title:Lower Blast Fence Project: 5 Project Type: Development Project Number: A25098 Project Account Number: 422.725098.016.594.46.63.000 Total Anticipated Project Cost:540$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - 100 100 40 - - - - - 140 Major Maintenance - - - - - - - - - - Construction - - - - 400 - - - - 400 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 100 100 40 400 - - - - 540 Resources: User Fee ---------- CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Lower Blast Fence - Runway 34, for Safety. Summary of Progress: Design in 2010 and Construction in 2012. P r o p o s e d P r o j e c t e d User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - 100 40 - - - - - 140 Grants/Contribution Received - 100 - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - 400 - - - - 400 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 100 100 40 400 - - - - 540 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 97 Project Title:622 Hangar - Rehabilitation Project: 6 Project Type: Major Maintenance Project Number: A25078 Project Account Number: 422.725078.016.594.46.63.000 Total Anticipated Project Cost:1,100$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - 1,100 - - - - 1,100 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - 1,100 - - - - 1,100 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - 699 - - - - 699 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - 699 - - - - 699 Balance Available / (Unfunded Needs)- - - - (401) (401) (401) (401) (401) (401) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Summary of Progress: The design and construction of an addition to the hangar will be postponed until it is determined whether the airport can be bonded for this project. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Design and construct an addition to an existing hangar to increase long term airport revenues. P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 98 Project Title:Maintenance Dredging and Shoreline Mitigation Project: 7 Project Type: Major Maintenance Project Number: A25080 Project Account Number: 422.725080.016.594.46.63.000 Total Anticipated Project Cost:2,645$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - 70 120 - - - - - 190 Major Maintenance - - - - - - - - - - Construction 226 979 909 1,320 - - - - - 2,455 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 226 979 979 1,440 - - - - - 2,645 Summary of Progress: Preparation for construction during summer 2011. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Evaluate options to stabilize the eroding shoreline at the end of Runway 15, develop a shoreline mitigation plan, and conduct dredging of the silt from the seaplane ramp area and mitigate for construction. P r o p o s e d P r o j e c t e d Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 27 - - 906 - - - - - 933 Grants/Contribution Received 199 500 500 - - - - - - 699 Mitigation Funds Received - - 102 - - - - - - 102 Grants/Contribution Anticipated - 200 98 534 - - - - - 632 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 226 700 700 1,440 - - - - - 2,366 Balance Available / (Unfunded Needs)(0) (279) (279) (279) (279) (279) (279) (279) (279) (279) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 99 Project Title:Airport Office Renovation Project: 8 Project Type: Major Maintenance Project Number: A25082 Project Account Number: 422.725082.016.594.46.63.000 Total Anticipated Project Cost:175$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - Consultant Services - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - 175 - - - - - 175 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 175 - - - - - 175 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - 175 - - - - - 175 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - 175 - - - - - 175 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Summary of Progress: CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) This project is proposed to renovate the City's Airport Office which was constructed in 1962. The project will remove an interior wall to expand the office space, improve the functionality of the limited space, building security, and indoor air quality, and stop water leaks. P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 100 Project Title:Cedar River Hangar Roof Replacement Project: 9 Project Type: Major Maintenance Project Number: A25102 Project Account Number: 422.725102.016.594.46.63.000 Total Anticipated Project Cost:100$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - 100 100 - - - - - - 100 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 100 100 - - - - - - 100 Summary of Progress: Project will be completed by December 2010. CAPITAL INVESTMENT PROGRAM 2011 through 2015 (in thousands of dollars) Replace aging roof. P r o p o s e d P r o j e c t e d Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - 100 100 - - - - - - 100 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 100 100 - - - - - - 100 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 101 Project Title:Pavement Management Program Project: 10 Project Type: Major Maintenance Project Number: Project Account Number: Total Anticipated Project Cost:2,476$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - 446 1,880 150 - 2,476 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - 446 1,880 150 - 2,476 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - 1,000 1,000 - 2,000 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - 296 94 - - 390 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - 296 1,094 1,000 - 2,390 Balance Available / (Unfunded Needs)- - - - - (150) (936) (86) (86) (86) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Summary of Progress: CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Airfield pavements need repaving or rehabilitation. This project covers a variety of pavement sections consistent with the 2007 Airport Pavement Management Plan. P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 102 Project Title:Storm Water System Rehabilitation Project: 11 Project Type: Major Maintenance Project Number: A25099 Project Account Number: 422.725099.016.594.46.63.000 Total Anticipated Project Cost:955$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance/Rehabilitation - 5 5 300 50 500 50 50 - 955 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 5 5 300 50 500 50 50 - 955 Summary of Progress: Significant progress has been made on basic inventorying work on the Airport storm water system and cleaning of catch basins during the spring and summer of 2009 and 2010. The focus for 2011 will be securing of an industrial discharge permit for the Airport and replacement of the failed storm drain line beneath Apron C. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Replace aging storm water drainage system to meet water quality standards. P r o p o s e d P r o j e c t e d Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - 300 50 500 50 50 - 950 Grants/Contribution Received - 5 5 - - - - - - 5 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 5 5 300 50 500 50 50 - 955 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 103 Project Title:Fire Water System Rehabilitation Project: 12 Project Type: Major Maintenance Project Number: Project Account Number: Total Anticipated Project Cost:260$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance/Rehabilitation - - - - - - 100 160 - 260 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - 100 160 - 260 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - 100 160 - 260 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - 100 160 - 260 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Summary of Progress: CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Begin the process to rehabilitate the existing fire water system, which was previously owned and maintained by the Boeing Company. P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 104 Project Title:Seaplane Launch Ramp Replacement Project: 13 Project Type: Major Maintenance Project Number: Project Account Number: Total Anticipated Project Cost:500$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - 150 350 - - 500 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - 150 350 - - 500 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - 150 350 - - 500 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - 150 350 - - 500 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Summary of Progress: Engineering and permitting to begin in 2013. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Replace aging launching ramp which has been undermined by the wave activity from the Lake. P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 105 Project Title:Major Facility Maintenance Project: 14 Project Type: Major Maintenance Project Number: A25088 Project Account Number: 422.725088.016.594.46.63.000 Total Anticipated Project Cost:1,066$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures:- Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 136 140 140 130 130 130 130 140 130 1,066 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 136 140 140 130 130 130 130 140 130 1,066 Summary of Progress: In 2009, funds were spent on the repair of small pavement sections, removal of old Boeing equipment/substations, etc, Control Tower HVAC, and a variety of other small projects airport wide. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) 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. P r o p o s e d P r o j e c t e d Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - 130 130 130 130 140 130 790 Grants/Contribution Received 136 130 130 - - - - - - 266 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 136 130 130 130 130 130 130 140 130 1,056 Balance Available / (Unfunded Needs)- (10) (10) (10) (10) (10) (10) (10) (10) (10) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 106 Project Title:Air Side/Land Side Separation Project: 15 Project Type:Project Number: A25062 Project Account Number: 422.725062.016.594.46.63.000 Total Anticipated Project Cost:18$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - 18 18 - - - - - - 18 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 18 18 - - - - - - 18 Resources: User Fee ---------- CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The Air Side/Land Side Separation project has been a mutli-year project to improve the security on the Airport by installing new perimeter fencing and gates and a card access system. This next phase will upgrade some of the perimeter fencing that remains below standards. Summary of Progress: A portion of the perimeter fence near BEFA will be replaced by December 2010. P r o p o s e d P r o j e c t e d User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - - - Grants/Contribution Received - 18 18 - - - - - - 18 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 18 18 - - - - - - 18 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 107 Project Title:Taxiway Bravo Rehabilitation Project: 16 Project Type: Maintenance Project Number: A25100 Project Account Number: 422.725100.016.594.46.63.000 Total Anticipated Project Cost:2,509$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - 50 50 380 - - - - - 430 Major Maintenance - - - - - - - - - - Construction - - - - 2,079 - - - - 2,079 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 50 50 380 2,079 - - - - 2,509 Resources: User Fee ---------- CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) This project will reconstruct/rehabilitate Taxiway Bravo on the east side of the Airport, just west of the of the Boeing ramp and the Cedar River hangars. The connector taxiways pavements will also be rehabilitated. The storm drain lines beneath the taxiways will be replaced as will portion of the Boeing fire water system that was turned over to the City on June 1, 2010. To improve safety, all taxiways on the airport will be renumbered which means removal of the alphabetic designation of A, B, F, E, etc. to A1, A2, etc., and B1, B2, etc. Summary of Progress: This project was renamed in 2011 from the "Taxiway Renumbering - Sign Replacement" to "Taxiway Bravo Rehabilitation" (which includes the signage replacement). The FAA has provided $217,762 which requires a 5% match of $11,261.15. This FAA grant funding was made available in 2010 to start the engineering and design work. P r o p o s e d P r o j e c t e d User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - 13 100 - - - - 113 Grants/Contribution Received - 50 50 217 - - - - - 267 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - 150 2,000 - - - - 2,150 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 50 50 380 2,100 - - - - 2,530 Balance Available / (Unfunded Needs)- - - - 21 21 21 21 21 21 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 108 Project Title:Renton Gateway Center Utilities Project: 17 Project Type: Maintenance Project Number: A25101 Project Account Number: 422.725101.016.594.46.63.000 Total Anticipated Project Cost:1,000$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 35 440 440 - - - - - - 475 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - 105 105 105 105 105 - - 525 Total CIP Expenses 35 440 545 105 105 105 105 - - 1,000 Resources: User Fee ---------- CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) NEW Pro-Flight Aviation FBO Apron C-750 Site Pad Utilities. Summary of Progress: Project will be completed by December 2010. P r o p o s e d P r o j e c t e d User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - 105 105 105 105 105 - - 525 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers/Interfund Loan 475 475 475 - - - - - - 950 Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 475 475 580 105 105 105 105 - - 1,475 Balance Available / (Unfunded Needs)440 475 475 475 475 475 475 475 475 475 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 109 Project Title:5-02 Building Rehab Project: 18 Project Type:Project Number: Project Account Number: Total Anticipated Project Cost:25$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 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 - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - 25 - - - - - 25 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) NEW PROJECT - Install phone service to the 5-02 Building and connect PSE power to the building. Summary of Progress: P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 110 Project Title:Mower Replacement Project: 19 Project Type:Project Number: Project Account Number: Total Anticipated Project Cost:40$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - 40 - - - - 40 Contingencies - - - - - - - - - - Total CIP Expenses - - - - 40 - - - - 40 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 - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - 40 - - - - 40 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) NEW PROJECT - Purchase a replacement mower that is used to mow the infields next to the runway/taxiways. Summary of Progress: P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 111 Project Title:Airport Sustainability Program Project Type:Project Number: 20 Project Account Number: Total Anticipated Project Cost:158$ Current LOS % Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - 158 - - - - - 158 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 158 - - - - - 158 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - 8 - - - - - 8 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - 150 - - - - - 150 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - 158 - - - - - 158 Balance Available / (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: This project will develop an Airport Sustainability plan for managing the Airport over the long term to meet the social, environmental, and economic obligations inherent in the operation of an airport, and be consistent with the City Business Plan Goals. The project is funded under a special FAA pilot program to help ten (10) airports nationwide develop a sustainability plan. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Airport 5 - 112 Th Ci ' M l d G lf C ff 30 ll d h d d i i full service pro shop, restaurant, bar and banquet facility. The City's Maplewood Golf Course offers a 30 stall covered-heated driving range, Did You Know? Maplewood’s eighteen-hole par 72 layout features two very different nines. The front side has greater length, four holes with elevation changes and water coming into play on six of the nine holes. The back nine, with Maplewood Creek meandering through four holes, has narrow tree lined fairways and smaller greens placing a premium on accuracy off the tee. Maplewood achieved designation as a Certified Audubon Cooperative Sanctuary Golf Course. Capital Investment Program - Golf Course 5 - 113 Type (Note) Life to Date Adjusted Budget Estimated Year end Project Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Maintenance Building and Pump House D - - - - - - - 300 2,500 2,800 Reconstruction of the 13th and 15th Greens D- - - - - - - 130 - 130 Reconstruction of the 10th and 16th Greens D- - - - - - 130 - - 130 Irrigation Mainline Replacement D- - - - - - - - 850 850 Golf Course Major Maintenance M 122 303 290 100 100 100 95 150 70 1,027 Total 122 303 290 100 100 100 225 580 3,420 4,937 Life to Date Adjusted Budget Estimated Year end Project Resources:Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 150 150 290 100 100 100 225 580 3,420 4,965 Grants/Contribution Received - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 1 - - - - - - - - - Beginning Fund Balance 258 Total 409 150 290 100 100 100 225 580 3,420 4,965 Balance Available/(Unfunded Needs)287 134 287 287 287 287 287 287 287 NOTE: A - Acquisition , D - Development, M - Major Maintenance, R - Regulatory Compliance, T - Transfer NOTE: B - Major Maintenance isonly for current year. P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) S U M M A R Y P r o p o s e d P r o j e c t e d Capital Investment Program - Golf Course 5 - 114 Project Title:Maintenance Building and Pumphouse Project Type:Development and Major Maintenance Project Number: Project Account Number: Total Anticipated Project Cost:2,800$ Current LOS % Growth % Both % Project Description CIP Expenditures & Resources Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - 300 2,500 2,800 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - 300 2,500 2,800 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - 300 2,500 2,800 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - 300 2,500 2,800 Balance Available/ (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Design and construct a new maintenance building and pumphouse including detention requirements that will replace the existing structure. The current building will require extensive renovations to function effectively and will be cost prohibitive. The new facility will provide an acceptable work environment for staff, provide a secure storage area for equipment, meet all environmental requirements for wash rack areas, and the storage of fuel and pesticides. Initially introduced into the Capital Improvement Program (CIP) in 2000. The pump house will supply water to the west portion of the golf course per the adopted Master Plan. This is the last step in completely reworking the original irrigation system and fully automating the new system as per its design. This will allow for a shorter window of watering, resulting in less impact to the golfer and the maintenance staff. Summary of Progress: The utility connection requirements of the future maintenance facility, were completed in 2006, as part of the Parking Stall Addition Project with the PBPW Water Utility Division and their construction of the Water Treatment Facility. Design and construction for the maintenance building is postponed until 2015 and 2016 respectively. Analyze potential to bond for project design and construction. ($50,000 spent in 2008 to move vacated FS13 to Golf Course for a temporary maintenance office.) P r o p o s e d P r o j e c t e d Capital Investment Program - Golf Course 5 - 115 Project Title:Reconstruction of 13th and 15th Greens Project Type:Development and Major Maintenance Project Number: Project Account Number: Total Anticipated Project Cost:130$ Current LOS % Growth % Both % Project Description CIP Expenditures & Resources Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - 130 - 130 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - 130 - 130 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - 130 - 130 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - 130 - 130 Balance Available/ (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - (2) - (2) Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - (2) - (2) P r o p o s e d P r o j e c t e d Summary of Progress: Project has been re-prioritized and is scheduled for reconstruction in 2015. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Reconstruct the 13th and 15th greens per the Master Plan resulting in a more consistent and playable course. Project is currently scheduled in 2015. Initially introduced into the CIP 2001. P r o p o s e d P r o j e c t e d Capital Investment Program - Golf Course 5 - 116 Project Title:Reconstruction of 10th and 16th Greens Project Type:Development and Major Maintenance Project Number: Project Account Number: Total Anticipated Project Cost:130$ Current LOS % Growth % Both % Project Description CIP Expenditures & Resources Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - 130 - - 130 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - 130 - - 130 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - 130 - - 130 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - 130 - - 130 Balance Available/ (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - (2) - - (2) Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - (2) - - (2) P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Reconstruct the #10 and #16 greens per the Master Plan resulting in a healthy turf and a more consistent and playable course. Project is currently scheduled in 2014. This project was initally introduced into CIP in 2005. Summary of Progress: This project has been re-prioritized to begin in 2014. P r o p o s e d P r o j e c t e d Capital Investment Program - Golf Course 5 - 117 Project Title:Irrigation Mainline Replacement Project Type:Development and Major Maintenance Project Number: Project Account Number: Total Anticipated Project Cost:850$ Current LOS % Growth % Both % Project Description CIP Expenditures & Resources Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - 850 850 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - - 850 850 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - 850 850 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - - 850 850 Balance Available/ (Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Replace/repair the golf course irrigation mainline to ensure efficient irrigating and health of turf. The mainline is an 8" - 200 psi/PVC pipe that ranges from 11 - 20 years old. The nomal life expectancy of this pipe under this use is 20 - 25 years. This project is being introduced into the CIP in 2007. Summary of Progress: This project has been re-prioritized to 2016 in conjunction with the construction of new maintenance facility. Included in bond potential with the construction of a new maintenance facility. P r o p o s e d P r o j e c t e d Capital Investment Program - Golf Course 5 - 118 Project Title:Golf Course Major Maintenance Project Type:Development and Major Maintenance Project Number: C42001 Project Account Number: Total Anticipated Project Cost:1,055$ Current LOS % Growth % Project Description CIP Expenditures & Resources Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 122 303 290 100 100 100 95 150 70 1,027 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 122 303 290 100 100 100 95 150 70 1,027 Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 150 150 290 100 100 100 95 150 70 1,055 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources 150 150 290 100 100 100 95 150 70 1,055 Balance Available/ (Unfunded Needs)28 (125) 28 28 28 28 28 28 28 28 Impact on Operating Funds Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - 2 - - 2 - - 4 Expenditure Increase/Decrease - - - - (3) - - - - (3) Net Impact - - - 2 (3) - 2 - - 2 P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The Maplewood Golf Couse has the following activities that would be considered major maintenance. These activities are necessary to maintain golf course, parking, and building facilities. They do not add to the infrastructure, but ensure continued life and usabillity of the entire facility. Note that numbers listed in parenthesis on page 13 are the initial dates that projects were introduced into the Major Maintenance portion of the CIP. Summary of Progress: Assessment and prioritizing of Major Maintenance projects for 2011 - 2016. P r o p o s e d P r o j e c t e d Capital Investment Program - Golf Course 5 - 119 Description Year Cost Course Maint. - topdress, cartpath patch, retaining walls,etc 2011 10,000$ Building Maintenance - restripe parking, doors, plumbing,etc 2011 10,000$ Carpet replacement clubhouse 2011 80,000$ Update AV/sound pro shop & banquet 2011 2011 100,000$ Replace range hood, walk-in cooler, bar top, etc.2012 100,000$ 2012 2012 2012 2012 100,000$ Clubhouse/dr.range interior-exterior painting (2006)2013 85,000$ Course Maint.- netting repair, topdress, 2013 15,000$ 2013 2013 2013 100,000$ Replace worn netting panels #7 fairway (2001)2014 35,000$ Bldg. maint. - electrical, plumbing 2014 10,000$ Course maint. - tee box signs, bunkers 2014 20,000$ Driving Range carpet replacement 2014 20,000$ Update AV/sound pro shop & banquet 2014 10,000$ 95,000$ Repair dr. range stall dividers (2005)2015 20,000$ Renovate pro shop counter (2004)2015 50,000$ Bldg. Maint. - parking lot striping, door repair 2015 20,000$ Course maint. -topdressing 2015 10,000$ Clean out #16 & #18 ponds/repair retaining walls (2004)2015 50,000$ 150,000$ Repair netting panels #10 fairway 2016 40,000$ Bldg./Crse. Maint.- topdress, parking lot stripe,etc 2016 30,000$ 2016 2016 2016 70,000$ CAPITAL INVESTMENT PROGRAM 2011 through 2016 Capital Investment Program - Golf Course 5 - 120 Placement of Roof over New Hazen Reservoir Capital Investment Program - Water 5 - 121 Life to Date Adjusted Budget Estimated Year end Project Projects Type (Note)Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total 1 New Reservoirs and Pump Stations D 176 100 98 80 400 2,000 2,500 2,500 2,500 10,254 2 Hazen 565 Zone Reservoir D 6,174 10 2 - - - - - - 6,176 3 Supply Development & Water Quality Improvements D83 110 57 100 50 50 50 50 50 490 4 Rainier Avenue S Utility Improvements D - 300 - 200 400 400 - - - 1,000 5 Lake Wash Hawks Landing Water improvements D- 550 - - - - - - - - 6 Groundwater Under Influence CT Piping D- - - 200 1,200 300 - - - 1,700 7 I-405 Utilities Relocation D 916 15 - - - - - - - 916 8 Auto Meter Reading Conversion D 120 1,000 300 1,500 1,000 500 500 500 200 4,620 9 Water Main Replacement M 834 2,012 1,478 1,700 1,700 1,700 1,700 1,700 1,700 12,512 10 Water Utility Major Maintenance M 117 963 676 320 230 230 330 330 380 2,613 11 Regulatory Compliance Program R 251 450 137 400 220 170 170 170 190 1,708 Total Six-Year Project Costs 8,670 5,510 2,748 4,500 5,200 5,350 5,250 5,250 5,020 41,988 Life to Date Adjusted Budget Estimated Year end Project Resources:Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total User Fee 512 88 82 90 104 107 105 105 100 1,205 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - 1,122 - - - - - 525 1,335 1,860 Operating 7,333 1,704 2,611 4,365 5,044 5,190 5,093 4,568 3,534 37,737 Grants/Contribution Received 43 500 - - - - - - - 43 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers 100 - - - - - - - - 100 Interest Income 682 47 55 45 52 54 53 53 50 1,043 Beginning Fund Balance 2,863 - - - - - - - - 2,863 Total Resources 11,533 3,460 2,748 4,500 5,200 5,350 5,250 5,250 5,020 44,851 Balance Available/Unfunded Needs 2,863 813 2,863 2,863 2,863 2,863 2,863 2,863 2,863 NOTE: A - Acquisition , D - Development, M - Major Maintenance, R - Regulatory Compliance, T - Transfer P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM S U M M A R Y 2011 through 2016 (in thousands of dollars) P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 122 Project Title:New Reservoirs and Pump Stations Project 1 Project Type: Development Project Number: U55570, U55597, U55598 Project Account Number: Total Anticipated Project Cost:10,254$ Current LOS 30% Growth 70% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 176 100 98 80 400 2,000 2,500 2,500 2,500 10,254 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 176 100 98 80 400 2,000 2,500 2,500 2,500 10,254 Resources: This project consists site analyses and geotechnical investigations of potential sites for future acquisition by the City to construct a new reservoir and pump station in the City's 196 pressure zone. The new reservoir will provide additional water storage for fire suppression and the new pump station will increase the water supply reliability for other pressure zones. The additional reservoir will allow the existing Talbot Hill Reservoir to be taken out of service for maintenance. This project also includes the design and construction of a new 7 MG reservoir to replace the existing Mt Olivet reservoir and pump station (2012- 2016). The existing reservoir does not have sufficient capacity to meet future water storage needs from the growth of population and development within the City's water service area. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: In 2010, Water Utility completed the feasibility study and geotechnical ivestigations for two potential reservoir sites at Blackriver Rock Quarry area. Site assessment and conceptual design of reservoir will be done in 2010. City will start negotiations for acquisition of property after completion of the appraisal report in 2011. P r o p o s e d P r o j e c t e d Resources: User Fee 11 2 3 2 8 40 50 50 50 213 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - 22 - - - - - - 750 750 Operating 151 34 93 78 388 1,940 2,425 2,425 1,675 9,175 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 14 1 2 1 4 20 25 25 25 116 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 176 59 98 80 400 2,000 2,500 2,500 2,500 10,254 Balance Available/(Unfunded Needs)- (41) - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 123 Project Title:Hazen 565 Zone Reservoir Project 2 Project Type: Development Project Number: U55515 Project Account Number: 425.455515.018.595.34.63.000 Total Anticipated Project Cost:6,176$ Current LOS 76% Growth 24% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 6,174 10 - - - - - - - 6,174 Inspection - - - - - - - - - - Project Management - - 2 - - - - - - 2 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 6,174 10 2 - - - - - - 6,176 Resources: User Fee 370 0 0 - - - - - - 371 This project consists of the design and construction of a 4.2 million gallon steel reservoir in the Highlands 565 pressure zone on city owned property south of Hazen High School. The reservoir is needed to increase water storage in order to meet peak periods of water demand and to provide storage for fire suppression and for development and growth demand in the Renton Highlands. The reservoir is under construction and is scheduled for completion by November 2009. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Construction of t he Hazen 565-zone reservoir project was completed in November 2009 and the project was accepted by the City Council in December 2009. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - 2 - - - - - - - - Operating 5,310 3 2 - - - - - - 5,312 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 494 0 0 - - - - - - 494 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 6,174 6 2 - - - - - - 6,176 Balance Available/(Unfunded Needs)- (4) - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - 5 5 5 5 5 5 5 35 Net Impact - - 5 5 5 5 5 5 5 35 P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 124 Project Title:Supply Development and Water Quality Improvements Project 3 Project Type: Development Project Number: U55100, U55445, U55599 Project Account Number: 425.455100.018.595.34.63.000 Total Anticipated Project Cost:490$ Current LOS 0% Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 83 110 57 100 50 50 50 50 50 490 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 83 110 57 100 50 50 50 50 50 490 Resources: User Fee 5 2 2 2 1 1 1 1 1 14 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - 24 - - - - - 15 15 30 Operating 71 37 54 97 49 49 49 34 34 435 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 7 1 1 1 1 1 1 1 1 11 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 83 65 57 100 50 50 50 50 50 490 Balance Available/(Unfunded Needs)- (45) - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - As part of the City's progressive long-range water supply planning, the program consists of the evaluation of alternate sources of water supply to meet the growing water demand from the projected population growth and from development within the City's water service area. The program includes negotiations for long-term water supply contracts with other water purveyors, such as Seattle Public Utilities and Cascade Water Alliance. This program also consists of the reimbursement for the oversizing of water mains installed by developers to meet the City's Water System Plan requirements. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: In 2010, the Water Utility evaluated alternatives for the City to obtain additional water supply from Seattle Public Utilities (SPU), Cascade Water Water Alliance (CWA), and from constructing water quality improvements to Well 5A. The most cost-beneficial and reliable alternative for water supply source would be to purchase water from SPU. The Water Utility anticipates renewing the wholesale long-term water supply contract with SPU by July 2011. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 125 Project Title:Rainier Avenue South Utility Improvements Project 4 Project Type: Development Project Number: U55601 Project Account Number: 425.455601.018.595.34.63.000 Total Anticipated Project Cost:1,000$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - 300 - 200 400 400 - - - 1,000 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 300 - 200 400 400 - - - 1,000 Resources: User Fee - 5 - 4 8 8 - - - 20 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - 67 - - - - - - - - Operating - 101 - 194 388 388 - - - 970 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 3 - 2 4 4 - - - 10 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 176 - 200 400 400 - - - 1,000 Balance Available/(Unfunded Needs)- (124) - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) This project consists of the relocation and replacement of existing water mains in Rainier Avenue South as part of the transportation improvements and widening of Rainier Avenue South corridor. The project will improve water system capacity for fire protection for existing and new development along Rainier Avenue. Summary of Progress: In 2010, design of the water main improvements in conjunction of the Rainier Avenue widening project is 70% completed. Construction of the project is anticipated to begin in summer 2011 and to be completed by 2013. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 126 Project Title:Lake Washington Blvd - Hawks Landing Watermain Improvements Project Type:Development Project Number: U55575 Project 5 Project Account Number: 425.455575.018.595.34.63.000 Total Anticipated Project Cost:-$ Current LOS 0% Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - 550 - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 550 - - - - - - - - Resources: User Fee - 1 - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - 20 - - - - - - - - Operating - 29 - - - - - - - - Grants/Contribution Received - 500 - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 550 - - - - - - - - Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) This project consists of the design and construction of a water line along Lake Washington Boulevard North in conjunction with roadway imprvements near I-405 Exit 7 and with the Hawks Landing mixed-used development. This project is funded through a $1.7 Million grant approved by the State Legislature. A portion of the grant funding ($500,000)will be used for the design and construction of the water main improvements in the Lake Washington Boulevard. The $550,000 total project budget includes $50,000 of Water Utility funds for project management costs only, which are not eligible for grant reimbursement. Summary of Progress: The design and permitting for this project will be completed in the Fall of 2010. Project construction will start in spring 2011 and be completed by fall 2011. The remaining 2010 project funding wil be included in the City's 2011 carry-forward budget request. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 127 Project Title:Groundwater Under Influence CT Piping Project 6 Project Type: Water Quality Improvements Project Number: new project Project Account Number: 425.455XXX.018.595.34.63.000 Total Anticipated Project Cost:1,700$ Current LOS 100% Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - 200 1,200 300 - - - 1,700 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 200 1,200 300 - - - 1,700 Resources: User Fee - - - 4 24 6 - - - 34 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - 194 1,164 291 - - - 1,649 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - 2 12 3 - - - 17 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - 200 1,200 300 - - - 1,700 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) This project consists of the design and construction of improvements for disinfection concentration and contact time (CT) piping for Wells EW-3, PW-8, PW-9 and Springbrook Springs, to meet regulatory water quality requirements. Summary of Progress: Design of project will be done in 2011 with construction anticipated in 2012 to 2013. P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 128 Project Title:I-405 Utilities Relocation Project 7 Project Type: Major Maintenance Project Number: U55590 Project Account Number: 425.455590.018.595.34.63.000 Total Anticipated Project Cost:916$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 916 15 - - - - - - - 916 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 916 15 - - - - - - - 916 Resources: User Fee 52 0 - - - - - - - 52 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - 3 - - - - - - - - Operating 751 5 - - - - - - - 751 Grants/Contribution Received 43 - - - - - - - - 43 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 70 0 - - - - - - - 70 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 916 9 - - - - - - - 916 Balance Available/(Unfunded Needs)- (6) - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - This project consists of the design and construction for the relocation and/or protection of the existing City's water mains at various locations within State right-of-ways to accommodate the I-405 corridor Stage 1 and 2 improvements by WSDOT as required by utility franchise agreements. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Relocation of City's water lines and appurtenances are being coordinated with WSDOT and I-405 Stage 2 Corridor Design-Builder. Construction of water line relocation projects is anticipated to be completed in 2010. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 129 Project Title:Automatic Meter Reading Conversion Project 8 Project Type: Major Maintenance Project Number: U55591 Project Account Number: 425.455591.018.595.34.63.000 Total Anticipated Project Cost:4,620$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition 120 1,000 300 1,500 1,000 500 500 500 200 4,620 Contingencies - - - - - - - - - - Total CIP Expenses 120 1,000 300 1,500 1,000 500 500 500 200 4,620 Resources: User Fee 7 18 9 30 20 10 10 10 4 100 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. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: In 2010, Water Utility reviewed proposals submitted by four vendors of the AMR system and selected United Pipe/Sensus Metering System as the most qualified firm to provide the AMR system. City is negotiating a contract with United Pipe/Sensus and anticipates starting first phase of AMR system procurement in the fall of 2010. P r o p o s e d P r o j e c t e d User Fee 7 18 9 30 20 10 10 10 4 100 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - 222 - - - - - - 60 60 Operating 103 338 285 1,455 970 485 485 485 134 4,402 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 10 9 6 15 10 5 5 5 2 58 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 120 587 300 1,500 1,000 500 500 500 200 4,620 Balance Available/(Unfunded Needs)- (413) - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 130 Project Title:Water Main Replacement Project 9 Project Type: Major Maintenance Project Number: U55170, U55596 Project Account Number: 425.455170.018.595.34.63.000 & 425.455596.018.595.34.63.000 Total Anticipated Project Cost:12,512$ Current LOS 70% Growth 30% Project Description CIP Expenditures & Resources Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 834 2,012 1,478 1,700 1,700 1,700 1,700 1,700 1,700 12,512 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 834 2,012 1,478 1,700 1,700 1,700 1,700 1,700 1,700 12,512 Resources: User Fee 44 35 44 34 34 34 34 34 34 292 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 overlay and other utilities improvement projects. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Construction of water main replacement in Earlington area started in February 2010 and will be completed in September 2010. Construction of the water main replacement in the 126th Avenue Southeast area was completed in July 2010. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - 447 - - - - - 510 510 1,020 Operating 631 679 1,404 1,649 1,649 1,649 1,649 1,139 1,139 10,909 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers 100 - - - - - - - - 100 Interest Income 59 19 30 17 17 17 17 17 17 190 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 834 1,181 1,478 1,700 1,700 1,700 1,700 1,700 1,700 12,512 Balance Available/(Unfunded Needs)- (831) - - - - - - - - Impact on Operating Funds Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - Net Impact - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 131 Project Title:Water Utility Major Maintenance Project 10 Project Type: Major Maintenance Project Number: U55121, U55260, U55265, Project Account Number: See Below U55582, U55584, U55595 Total Anticipated Project Cost:2,613$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Adjusted Budget Estimated Year end Project 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - Consultant Services - - - - - - - - Major Maintenance 117 963 676 320 230 230 330 330 380 2,613 Construction - - - - - - - - Inspection - - - - - - - - Project Management - - - - - - - - Equipment Acquisition - - - - - - - - Contingencies - - - - - - - - Total CIP Expenses 117 963 676 320 230 230 330 330 380 2,613 Resources: User Fee 7 17 20 6 5 5 7 7 8 64 REET - - - - - - - - Fuel Tax - - - - - - - - Utility Tax - - - - - - - - Bond Proceeds - 214 - - - - - - - - Operating 101 325 642 310 223 223 320 320 369 2,508 Grants/Contribution Received - - - - - - - - Mitigation Funds Received - - - - - - - - Grants/Contribution Anticipated - - - - - - - - Mitigation Funds Anticipated - - - - - - - - Misc/Transfers - - - - - - - - Interest Income 9 9 14 3 2 2 3 3 4 41 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 117 565 676 320 230 230 330 330 380 2,613 Balance Available/(Unfunded Needs)- (398) - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 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. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: In 2010, construction of the interior and exterior recoat of the West Hill reservoir has begun and will be completed by the end of 2010. Electrical and telemetry upgrades to several water pump stations were also completed. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 132 Project Title:Regulatory Compliance Program Project 11 Project Type: Regulatory Compliance Project Number: U55005, U55140, U55160, U55200 Project Account Number:U55210, U55310, U55320, U55380 Total Anticipated Project Cost:1,708$ Current LOS 100% Growth 0% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services 251 450 137 400 220 170 170 170 190 1,708 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 251 450 137 400 220 170 170 170 190 1,708 Resources: User Fee 15 8 4 8 4 3 3 3 4 46 REET ---------- CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) 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 sytem plan and performing all required water quality monitoring, testing, and reporting on schedule. Summary of Progress: In 2010, the City's drinking water supply and water treatment process continues to meet all Federal and State drinking water quality standards. The Water Utility continues the implementation of the WashWise Financial Rebate program along with an educational program promoting water conservation and efficient water usage. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - 100 - - - - - - - - Operating 216 152 130 388 213 165 165 165 184 1,626 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 20 4 3 4 2 2 2 2 2 36 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 251 264 137 400 220 170 170 170 190 1,708 Balance Available/(Unfunded Needs)- (186) - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Water 5 - 133 This page is intentionally left blank  Capital Investment Program - Water 5 - 134 Duvall Sewer Interceptor InstallationDuvall Sewer Interceptor Installation Did You Know? The Wastewater Utility owns, operates, and maintains over 210 miles of gravity sewer main, over 4000 sewer manholes, and 23 sewage lift stations with force mains. City Maintenance Crews clean and inspect over 45,000 linear feet of sewer main annually. Capital Investment Program - Wastewater 5 - 135 Life to Date Adjusted Budget Estimated Year end Project Projects Type (Note)Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total 1 Heather Downs Interceptor Capacity Improvements D63 - - - - - - 1,200 - 1,263 2 Summerwind/Stonegate Lift Station Replacement D 342 1,300 1,000 1,600 - - - - - 2,942 3 126th Ave SE Sewer Extension D48 350 340 - - - - - - 388 4 Miscellaneous/Emergency Projects M 228 100 100 100 100 100 100 100 100 928 5 Sanitary Sewer Hydraulic Model M 244 60 60 - 100 200 - - - 604 6 Renton Hill Sewer Replacement M- - - - - - - - 200 200 7 Renton CBD Sewer Replacement M- - - - - - 1,450 1,000 1,200 3,650 8 Earlington Sewer Replacement M21 1,425 1,300 - 750 750 - - - 2,821 9 Maint and Upgrade of Hydraulic Model M71 25 15 - - - - - - 86 10 Telemetry Upgrade M- - - - 150 - - - - 150 11 WSDOT I-405 Relocations M16 100 100 20 - - - - - 136 12 Westview Lift Station Rehabilitation M64 50 30 100 - - - - - 194 13 Falcon Ridge Lift Station Rehabilitation M- - - - - - 500 - - 500 14 Lind Avenue Lift Station Replacement M- - - - 250 - - - - 250 15 Denny's Lift Station Rehabilitation M 164 25 25 - - - - - - 189 16 Airport Lift Station Rehabilitation M- - - - 200 400 - - - 600 17 East Renton Lift Station Elimination M59 100 100 140 600 - - - - 899 18 Misty Cove Lift Station Replacement M 273 - - - - 600 - - - 873 19 Lake WA Blvd Repair M- - - - - - - - 200 200 20 Thunder Hill Interceptor Repl/Rehab M- - - - - - - - 350 350 21 Central Renton Interceptor Reline/Upsize M - - - - - 400 - - - 400 22 President Park Sewer Replacement - 150 80 1,130 1,100 800 1,200 950 1,200 6,460 23 Lake Washington Beach L.S. Elim/Rehab M62 250 150 450 - - - - - 662 24 Cascade Interceptor Restoration - 50 50 175 - - - - - 225 25 Wastewater Operation Master Plan 75 75 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) S U M M A R Y P r o p o s e d P r o j e c t e d 25 Wastewater Operation Master Plan - - - 75 - - - - - 75 26 Long Range Wastewater Man Plan - 10 - - - - - - - - Total Six-Year Project Costs 1,653 3,995 3,350 3,790 3,250 3,250 3,250 3,250 3,250 25,043 Life to Date Adjusted Budget Estimated Year end Project Resources:Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total User Fee 50 121 1,005 114 98 98 98 163 163 1,787 REET - - - - - - - - - 0 Fuel Tax - - - - - - - - - 0 Utility Tax - - - - - - - - - 0 Bond Proceeds - - - - - - - - - 0 Operating 1,570 2,953 1,437 3,562 3,055 3,055 3,023 2,958 2,958 21,617 Grants/Contribution Received - - - - - - - - - 0 Mitigation Funds Received - - - - - - - - - 0 Grants/Contribution Anticipated - - - - - - - - - 0 Mitigation Funds Anticipated - - - - - - - - - 0 Misc/Transfers - - - - - - - - - 0 Interest Income 35 79 67 114 98 97 130 130 130 801 Beginning Fund Balalnce 838 - - - - - - - - 838 Total Resources 2,494 3,153 2,509 3,790 3,250 3,250 3,250 3,250 3,250 24,204 Balance Available / (Unfunded Needs)841 (1) 0 (0) (0) 0 0 0 0 NOTE: A - Acquisition , D - Development, M - Major Maintenance, R - Regulatory Compliance, T - Transfer P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 136 Project Title:Heather Downs Interceptor Project: 1 Project Type: Development Project Number: U45455 Project Account Number: 426.465455.018.595.35.63.000 Total Anticipated Project Cost:1,263$ Current LOS 0% Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 63 - - - - - - 1,200 - 1,263 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 63 - - - - - - 1,200 - 1,263 Resources: User Fee 2 - - - - - - 60 - 62 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 60 - - - - - - 1,092 - 1,152 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 1 - - - - - - 48 - 49 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 63 - - - - - - 1,200 - 1,263 Unfunded Needs 0 0 0 0 0 0 0 0 0 0 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - 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 mains. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Predesign work completed in 2009. Design and construction delayed due to the need to prioritize replacement projects and due to a slow down in new development triggering the need for improvement. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 137 Project Title:Summerwind/ Stonegate Lift Station Replacement Project: 2 Project Type: Development Project Number: U45465 Project Account Number: 426.465465.018.595.35.63.000 Total Anticipated Project Cost:2,942$ Current LOS 30% Growth 70% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 342 1,300 1,000 1,600 - - - - - 2,942 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 342 1,300 1,000 1,600 - - - - - 2,942 Resources: User Fee 10 39 300 48 - - - - - 358 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax The service area that flows into the Summerwind and Stonegate Lift Stations has seen significant growth over the past five years. This growth pattern is expected to continue over the next five to ten 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 Northeast, 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 ten years worth of effort to ensure that the Sunset Interceptor system has sufficient capacity through buildout of the service area. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Construction is complete for the pipeline portion of the project and we are approximately 20% complete with work on the Lift Station replacement work. P r o p o s e d P r o j e c t e d Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 325 1,235 680 1,504 - - - - - 2,509 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 7 26 20 48 - - - - - 75 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 342 1,300 1,000 1,600 - - - - - 2,942 Unfunded Needs 0 0 0 0 0 0 0 0 0 (0) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 138 Project Title:126th Ave Southeast Sewer Extension Project: 3 Project Type: Development Project Number: U45491 Project Account Number: 426.465491.018.595.35.63.000 Total Anticipated Project Cost:388$ Current LOS % Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 48 350 340 - - - - - - 388 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 48 350 340 - - - - - - 388 Resources: User Fee 2 11 102 - - - - - - 104 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 45 333 231 - - - - - - 276 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 1 7 7 - - - - - - 8 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 48 350 340 - - - - - - 388 Unfunded Needs 0 0 0 0 0 0 0 0 0 0 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - Install approximately 1,300 linear feet of 8-inch sanitary sewer main within the 126th Avenue Southeast area 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 residents 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 $400,000. Design and construction is anticipated to occur in 2009/10. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Construction and project complete in 2010. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 139 Project Title:Miscellaneous/ Emergency Projects Project: 4 Project Type: Major Maintenance Project Number: U45065 Project Account Number: 426.465065.018.595.35.63.000 Total Anticipated Project Cost:928$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 228 100 100 100 100 100 100 100 100 928 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 228 100 100 100 100 100 100 100 100 928 Resources: User Fee 7 3 30 3 3 3 3 5 5 59 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 217 95 68 94 94 94 93 91 91 842 Grants/Contribution Received - - - - - - - - - - Funds to allow the Wastewater Utility the ability to address small or emergency projects that are not anticipated as part of the budget process. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Funds utilized to meet unanticipated capital needs during each CIP year. P r o p o s e d P r o j e c t e d Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 5 2 2 3 3 3 4 4 4 28 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 228 100 100 100 100 100 100 100 100 928 Unfunded Needs 0 0 0 0 0 0 0 0 0 (0) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 140 Project Title:Sanitary Sewer Hydraulic Model Project: 5 Project Type: Major Maintenance Project Number: U45140 Project Account Number: 426.465140.018.595.35.63.000 Total Anticipated Project Cost:604$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 244 60 60 - 100 200 - - - 604 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 244 60 60 - 100 200 - - - 604 Resources: User Fee 7 2 18 - 3 6 - - - 34 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 231 57 41 - 94 188 - - - 554 Grants/Contribution Received - - - - - - - - - - The existing model utilizes flow data from 2000/01. King County, as part of their flow monitoring program is currently remonitoring key flow locations to update the flows in the system. It will take approximately one-year for them to analyze those flows to actual events used in our modeling. We will take that data and update our model to have flows be current with the 2010 numbers obtained by the County. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Existing model utilizes flows from 2000/01, update will include flows from 2010. P r o p o s e d P r o j e c t e d Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 5 1 1 - 3 6 - - - 15 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 244 60 60 - 100 200 - - - 604 Unfunded Needs 0 0 0 0 0 0 0 0 0 (0) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 141 Project Title:Renton Hill Sewer Replacement Project: 6 Project Type: Major Maintenance Project Number: U45475 Project Account Number: 426.465475.018.595.35.63.000 Total Anticipated Project Cost:200$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - 200 200 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - - 200 200 Resources: User Fee - - - - - - - - 10 10 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - 182 182 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - 8 8 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - - 200 200 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - The majority of the existing sanitary sewer mains in the Renton Hill portion of the City were installed in the 1920's. These facilities are reaching their useful age and require replacement over in the near term. Design of the replacements will began in 2016. Construction is scheduled for 2017 through 2019. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of progress: Project delayed due to more urgent needs for replacement in other areas of the sewer service area. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 142 Project Title:Renton CBD Sewer Replacement Phase IV Project: 7 Project Type: Major Maintenance Project Number: U45477 Project Account Number: 426.465477.018.595.35.63.000 Total Anticipated Project Cost:3,650$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - 1,450 1,000 1,200 3,650 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - 1,450 1,000 1,200 3,650 Resources: User Fee - - - - - - 44 50 60 154 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - 1,349 910 1,092 3,351 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - 58 40 48 146 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - 1,450 1,000 1,200 3,650 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - Over the past 15 years, the Wastewater Utility has been replacing sewer mains throughout the downtown area. There is one remaining phase of work to be completed. The work will consist of replacement of 60 to 85 year old sewers in the CBD area, with design and construction beginning in 2014, and construction anticipated to be completed in 2016. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Project delayed a couple of years to allow for replacement of sewers in areas of our sewer service area with worse deterioration. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 143 Project Title:Earlington Sewer Replacement Project: 8 Project Type: Major Maintenance Project Number: U45405 Project Account Number: 426.465405.018.595.35.63.000 Total Anticipated Project Cost:2,820$ Current LOS 90% Growth 10% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 21 1,425 1,300 - 750 750 - - - 2,821 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 21 1,425 1,300 - 750 750 - - - 2,821 Resources: User Fee 1 43 390 - 22 23 - - - 435 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 20 1,354 884 - 705 705 - - - 2,314 Grants/Contribution Received - - - - - - - - - - Existing sewers in a portion of the Earlington area surrounded by Southwest Sunset Boulevard to the south, Southwest Langston Road to the north, Oakesdale Avenue Southwest to the west, and Hardie Avenue Southwest to the east, were installed in the 1920's and have reached their useful life. This project will replace the sewers over a period of five years, with design starting in 2008, and construction 2009 through 2013. The project will also include the upsizing of a small portion of the system to accomodate growth that has occured in this service area. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Phase I construction will be completed in 2010. Phase II is scheduled for 2012/13. P r o p o s e d P r o j e c t e d Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 0 29 26 - 23 22 - - - 71 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 21 1,425 1,300 - 750 750 - - - 2,820 Unfunded Needs 0 0 0 0 0 (0) (0) (0) (0) 0 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 144 Project Title:Maintenance and Upgrade of Hydraulic model Project: 9 Project Type: Major Maintenance Project Number: U45460 Project Account Number: 426.465460.018.595.35.63.000 Total Anticipated Project Cost:86$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 71 25 15 - - - - - - 86 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 71 25 15 - - - - - - 86 Resources: User Fee 2 1 5 - - - - - - 7 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 67 24 10 - - - - - - 77 Grants/Contribution Received - - - - - - - - - - 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. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Beginning in 2011 we wil perform this all with in-house staff. P r o p o s e d P r o j e c t e d Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 2 0 0 - - - - - - 2 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 71 25 15 - - - - - - 86 Unfunded Needs 0 0 0 0 0 0 0 0 0 (0) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 145 Project Title:Telemetry Upgrade Project: 10 Project Type: Major Maintenance Project Number: U45476 Project Account Number: 426.465476.018.595.35.63.000 Total Anticipated Project Cost:150$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - 150 - - - - 150 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - 150 - - - - 150 Resources: User Fee - - - - 5 - - - - 5 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - 141 - - - - 141 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - 4 - - - - 4 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - 150 - - - - 150 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - The Wastewater Utility owns and operates 26 sewage lift stations. Each of these stations communicates through a radio controlled telemetry system that consists of a master unit at the City Shops site and individual units at each station. The telemetry allows us to track operations at each station, modify parameters as needed, and provides a means to be contacted for emergency alarms. As with any technology today, this system needs to be updated on a continual basis as the technology becomes outdated. This program provides us with funding to update our telemetry. Specific anticipated improvements include newer radio units, update of Rugid Displays due to incompatability with newer receiving units, and better antenna to ensure a strong signal for the radios. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Program set to begin in the first quarter of 2012. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 146 Project Title:WSDOT I-405 Relocations Project: 11 Project Type: Major Maintenance Project Number: U45450 Project Account Number: 426.465450.018.595.35.63.000 Total Anticipated Project Cost:136$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 16 100 100 20 - - - - - 136 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 16 100 100 20 - - - - - 136 Resources: User Fee 1 3 30 1 - - - - - 31 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 15 95 68 19 - - - - - 102 Grants/Contribution Received - - - - - - - - - - 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. Construction will occur 2009 thru 2011. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: P r o p o s e d P r o j e c t e d Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 0 2 2 1 - - - - - 3 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 16 100 100 20 - - - - - 136 Unfunded Needs 0 (0) 0 0 0 0 0 0 0 0 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 147 Project Title:Westview Lift Station Rehabilitation Project: 12 Project Type: Major Maintenance Project Number: U45479 Project Account Number: 426.465479.018.595.35.63.000 Total Anticipated Project Cost:194$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 64 50 30 100 - - - - - 194 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 64 50 30 100 - - - - - 194 Resources: User Fee 2 2 9 3 - - - - - 14 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 61 48 20 94 - - - - - 175 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 1 1 1 3 - - - - - 5 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 64 50 30 100 - - - - - 194 Unfunded Needs 0 0 0 0 0 0 0 0 0 0 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - 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 2011 through 2016 (in thousands of dollars) Summary of Progress: Design was completed in 2010 with construction slated for 2011. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 148 Project Title:Falcon Ridge Lift Station Rehabilitation Project: 13 Project Type: Major Maintenance Project Number: U45480 Project Account Number: 426.465480.018.595.35.63.000 Total Anticipated Project Cost:500$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - 500 - - 500 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - 500 - - 500 Resources: User Fee - - - - - - 15 - - 15 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - 465 - - 465 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - 20 - - 20 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - 500 - - 500 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - The Falcon Ridge Lift Station was originally constructed in 1981 as part of the original Falcon Ridge PUD development. This station has exceeded its expected 25-year life and is showing signs of wear and age. The work will include updating all components of the station to meet our current standards. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of progress: We currently anticipate design to be complete in 2014, with construction in 2014/15. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 149 Project Title:Lind Avenue Lift Station Replacement Project: 14 Project Type: Major Maintenance Project Number: U45481 Project Account Number: 426.465481.018.597.35.63.000 Total Anticipated Project Cost:250$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - 250 - - - - 250 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - 250 - - - - 250 Resources: User Fee - - - - 8 - - - - 8 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - 235 - - - - 235 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - 8 - - - - 8 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - 250 - - - - 250 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - The Lind Avenue Lift Station serves a large portion of the valley. This station was originally installed in 1978 and received some updates in the early 1990's. City crews evaluated the existing station and determined that improvements to the access and replacement of a couple of minor components can delay the full replacement of the station by more than ten years. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: We have re-scoped the project to a rehabilitation versus a full replacement and advanced the work one-year into 2012. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 150 Project Title:Denny's Lift Station Rehabilitation Project: 15 Project Type: Major Maintenance Project Number: U45482 Project Account Number: 426.465482.018.595.35.63.000 Total Anticipated Project Cost:189$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 164 25 25 - - - - - - 189 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 164 25 25 - - - - - - 189 Resources: User Fee 5 1 8 - - - - - - 12 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 156 24 17 - - - - - - 173 Gt/CtibtiRid The Denny's Lift Station was originally installed in 1983. The only flow into this station comes from the Denny's Restaurant on Lake Washington Boulevard. The station has reached its useful age and is showing signs of wear. The station also has large volumes of grease directed to it from the restaurant it serves. We will look at options to minimize impact from that grease. Design will occur in 2009 with construction in 2010. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The lift station was rehabilitated utilizing pumps and motors from an existing abandoned station in 2009/10. All work is now complete. P r o p o s e d P r o j e c t e d Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 4 0 1 - - - - - - 4 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 164 25 25 - - - - - - 189 Unfunded Needs 0 0 0 0 0 0 0 0 0 0 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 151 Project Title:Airport Lift Station Rehabilitation Project: 16 Project Type: Major Maintenance Project Number: U45483 Project Account Number: 426.465483.018.595.35.63.000 Total Anticipated Project Cost:600$ Current LOS 80% Growth 20% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - 200 400 - - - 600 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - 200 400 - - - 600 Resources: User Fee - - - - 6 12 - - - 18 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - 188 376 - - - 564 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - 6 12 - - - 18 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - 200 400 - - - 600 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - The Airport Lift Station was constructed in 1986 to serve the southwesterly portion of the Renton Airport, including the Control Tower. The station is reaching its useful age and, during routine maintenance, signs of wear have been noted. As part of the rehabilitation, we will evaluate long- range plans for the airport to assure we provide sufficient capacity for any potential expansions at the Airport. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Design has been delayed to 2012 and construction to 2013. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 152 Project Title:East Renton Lift Station Elimination Project: 17 Project Type: Major Maintenance Project Number: U45484 Project Account Number: 426.465484.018.595.35.63.000 Total Anticipated Project Cost:899$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 59 100 100 140 600 - - - - 899 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 59 100 100 140 600 - - - - 899 Resources: User Fee 2 3 30 4 18 - - - - 54 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 56 95 68 132 564 - - - - 820 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 1 2 2 4 18 - - - - 25 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 59 100 100 140 600 - - - - 899 Unfunded Needs 0 (0) 0 0 0 0 0 0 0 0 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - The East Renton Lift Station was installed as a temporary station until such time as we had the Central Plateau Interceptor in place and activated the Briar Hills dry sewers. The project will consist of the installation of approximately 800 linear feet of 15-inch sewer main from the station to the existing 15-inch main in the Briar Hills system. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Predesign was completed in 2010. Design began in 2010 and will be completed in 2011 with construction in 2012. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 153 Project Title:Misty Cove Lift Station Replacement Project: 18 Project Type: Major Maintenance Project Number: u45470 Project Account Number: 426.465470.018.595.35.63.000 Total Anticipated Project Cost:873$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 273 - - - - 600 - - - 873 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 273 - - - - 600 - - - 873 Resources: User Fee 8 - - - - 18 - - - 26 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 259 - - - - 564 - - - 823 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 6 - - - - 18 - - - 24 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 273 - - - - 600 - - - 873 Unfunded Needs 0 0 0 0 0 0 0 0 0 (0) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - The Misty Cove Lift Station was originally constructed in 1974 as part of the Kennydale Industrial Sewer Improvements done along the Lake during the time of Port Quendall and associated uses. Some minor improvements have been made in 1987 and 2005. The station is reaching its useful life and is showing signs of needing replacement. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Design and construction for this project has been delayed until 2013 to allow more funding to be available for mainline replacement projects. P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 154 Project Title:Lake Washington Blvd Sewer Repair (2900 Block)Project: 19 Project Type: Major Maintenance Project Number: U45494 Project Account Number: 426.465494.018.595.35.63.000 Total Anticipated Project Cost:200$ Current LOS 100% Growth % Project Description Summary of Progress: Project moved out to 2016. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - 200 200 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - - 200 200 Resources: User Fee - - - - - - - - 10 10 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - 182 182 Grants/Contrib tion Recei ed CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) In 1997 the sanitary sewer main in Lake Washington Boulevard in the 2900 block of Lake Washington Boulevard North was damaged by an unidentified private contractor. The sewer main was temporarily patched and put back into service. The repair is temporay because it impacts ultimate flow capacity and restricts our ability to maintain the main. To properly reestablish the capacity and abilty to maintain the line, we will need to replace the full reach between manholes for this repair area, consisting of approximately 300 lineal feet of main. P r o p o s e d P r o j e c t e d Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - 8 8 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - - 200 200 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 155 Project Title:Thunder Hill Interceptor Repl/Rehab Project: 20 Project Type: Major Maintenance Project Number: U45495 Project Account Number: 426.465495.018.595.35.63.000 Total Anticipated Project Cost:350$ Current LOS 80% Growth 20% Project Description Summary of Progress: We anticpate beginning design for this project in 2016. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - 350 350 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - - 350 350 Resources: User Fee - - - - - - - - 18 18 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - 319 319 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The Thunderhill Interceptor system was installed in 1964 and is comprised of 10,12, and 18-inch concrete sewers. This facility is reaching its usefull life and needs to be replaced before we experience structural failure. This project involves replacement of approximately 11,000 lineal feet of the existing interceptor. P r o p o s e d P r o j e c t e d pg Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - 14 14 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - - - - 350 350 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 156 Project Title:Central Renton Interceptor Reline/Upsize Project: 21 Project Type: Major Maintenance Project Number: U45497 Project Account Number: 426.465497.018.595.35.63.000 Total Anticipated Project Cost:400$ Current LOS 100% Growth % Project Description Summary of Progress: Design and construction is anticipated to occur in 2013. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - 400 - - - 400 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - 400 - - - 400 Resources: User Fee - - - - - 12 - - - 12 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - 376 - - - 376 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) When re-directing the Sunset Interceptor flows into the Central Renton Interceptor, the original survey indicated that the existing easterly section of the Central Renton Interceptor was an 18-inch main. Once in construction, we determined the line to be only a 12-inch main. In addition, their is approximately 650 lineal feet of old 24-inch concrete main that needs to be re-lined to protect the integrity of the pipe. P r o p o s e d P r o j e c t e d Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - 12 - - - 12 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - - - 400 - - - 400 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 157 Project Title:President Park Sewer Replacement Project: 22 Project Type: Major Maintenance Project Number: U45488 Project Account Number: 426.465488.018.595.35.63.000 Total Anticipated Project Cost:6,460$ Current LOS 100% Growth % Project Description Summary of Progress: Design for the first phase began in late 2010 with construction slated for 2011. Additional phases will be completed through 2016. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - 150 80 1,130 1,100 800 1,200 950 1,200 6,460 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 150 80 1,130 1,100 800 1,200 950 1,200 6,460 Resources: User Fee - 5 24 34 33 24 36 48 60 258 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 143 54 1,062 1,034 752 1,116 865 1,092 5,975 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The President Park service area is generally defined as a portion of the Renton Highlands bounded by the streets of Edmonds Avenue Northeast on the west, Northeast 12th Street to the north, Northeast 6th Street to the south, and Union Avenue Northeast to the east. President Park was developed in the 1940's and 1950's. The existing sewer pipe material is concrete. Television inspection in early 2010 discovered severe deterioration/corrosion in many sections of this service area. The majority of replacement work is anticipated to be completed utilizing trenchless methodologies. P r o p o s e d P r o j e c t e d Operating 143 54 1,062 1,034 752 1,116 865 1,092 5,975 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 3 2 34 33 24 48 38 48 227 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 150 80 1,130 1,100 800 1,200 950 1,200 6,460 Unfunded Needs - - - (0) (0) (0) (0) (0) (0) (0) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 158 Project Title:Lake Washington Beach L.S. Elim/Rehab Project: 23 Project Type: Major Maintenance Project Number: U45492 Project Account Number: 426.465492.018.595.35.63.000 Total Anticipated Project Cost:662$ Current LOS 100% Growth % Project Description Summary of Progress: Design will be complete in 2010, with construction being completed in 2010/11. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 62 250 150 450 - - - - - 662 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 62 250 150 450 - - - - - 662 Resources: User Fee 2 8 45 14 - - - - - 60 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 59 238 102 423 - - - - - 584 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The Lake Washington Beach Lift Station was originally constructed in the late 1960's in the south end of Coulon Park to serve the City Park facilities in that area. It has had some minor rehab since that time, but is now at its useful life. A pre-design study determined that a gravity replacement system was not feasible. A full replacement of the station is required to ensure service at the south end of Coulon Beach Park. P r o p o s e d P r o j e c t e d Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 1 5 3 14 - - - - - 18 Beginning Fund Balance - - - - - - - - - - Total CIP Resources 62 250 150 450 - - - - - 662 Unfunded Needs 0 0 0 0 0 0 0 0 0 0 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 159 Project Title:Cascade Interceptor Restoration Project: 24 Project Type: Major Maintenance Project Number: u45498 Project Account Number: 426.465498.018.595.35.63.000 Total Anticipated Project Cost:225$ Current LOS 100% Growth % Project Description Summary of Progress: Design and construction of the restoration is expected to occur in 2011. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - 50 50 175 - - - - - 225 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 50 50 175 - - - - - 225 Resources: User Fee - 2 15 5 - - - - - 20 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The Cascade Interceptor is a joint use facility between Renton and Soos Creek Water and Sewer District. This facility was constructed in 1963 and is comprised of concrete and cast iron pipe ranging in size from 15-inch to 24-inch in diameter. A pipe failure occured in June of 2010 in one of the segments. The segment has been replaced by emergency contract in July 2010. Television inspection of the remaining segments of the interceptor indicate additional areas requiring restoration. As this is a joint facility with Soos creek, an existing agreement will have the District's participate in their fair share of the costs through direct reimbursement. P r o p o s e d P r o j e c t e d Bond Proceeds - - - - - - - - - - Operating - 48 34 165 - - - - - 199 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 1 1 5 - - - - - 6 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 50 50 175 - - - - - 225 Unfunded Needs - (0) - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 160 Project Title:Wastewater Operation Master Plan Project: 25 Project Type: Regulatory Project Number: Project Account Number: Total Anticipated Project Cost:75$ Current LOS 50% Growth 50% Project Description Summary of Progress: The initial evaluation will take place in 2011 and will include determining future work items and costs anticipated. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - 75 - - - - - 75 Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 75 - - - - - 75 Resources: User Fee - - - 2 - - - - - 2 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The Wastewater Utility completed its update of the Long-Range Wastewater Management Plan in 2010. This plan provides a good overall look at how we will operate our sewer system over the next six to ten years. Upcoming federal regulations currently include requirements for collection system operators, such as Renton, to more fully explore and document procedures used in operations that minimize or eliminate the potential for sanitary sewer overflows in our system. The first phase of the Operations Master Plan is to establish current operation standards and methodologies to determine where we need to address potential revisons to meet pending federal regulations. P r o p o s e d P r o j e c t e d y Bond Proceeds - - - - - - - - - - Operating - - - 71 - - - - - 71 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - 2 - - - - - 2 Beginning Fund Balance - - - - - - - - - - Total CIP Resources - - - 75 - - - - - 75 Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 161 Project Title:Long Range Wastewater Management Plan Project: 26 Project Type: Regulatory Project Number: 45415 Project Account Number: Total Anticipated Project Cost:-$ Current LOS 50% Growth 50% Project Description Summary of Progress: The Plan Update is expected to receive King County approval by Octorber 2010 and Renton City Council approval by the end of 2010. CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - 10 - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 10 - - - - - - - - Resources: User Fee - 1 - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The Long Range Wastewater Management Plan is being updated from its current 1998 version to a 2010 version. The plan will be approved by King County and Renton City Council. This plan evaluates, over a twenty year period, the operational and capital needs and processes for the Wastewater Utility. It provides a roadmap for needed services and improvements to ensure that we meet all of our internal commitments and regulatory requirements. P r o p o s e d P r o j e c t e d ue a Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 8 - - - - - - - - Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 1 - - - - - - - - Beginning Fund Balance - - - - - - - - - - Total CIP Resources - 10 - - - - - - - - Unfunded Needs - - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Wastewater 5 - 162 Cedar River Spawning Channel Replacement Project The Cedar River Spawning Channel Replacement Project construction was completed inThe Cedar River Spawning Channel Replacement Project construction was completed in 2010 replaces a groundwater spawning channel that was constructed as mitigation for the Lower Cedar River Flood Hazard Reduction Project, which was lost due to a landslide caused by the 2001 Nisqually Earthquake. The Lower Cedar River 205 Flood Hazard Reduction project was constructed in cooperation with the Army Corps of Engineers and included dredging and levee/floodwall construciton along the lower 1.25 miles of the Cedar River. Did You Know? The Surface Water Utility provides management, planning, engineering, and customer service to minimize flood hazards, comply with regulatory requirements and enhance environmental resources to contribute to the safety and livability of the community. Capital Investment Program - Surface Water 5 - 163 Life to Date Adjusted Budget Estimated Year end Project Projects Type (Note)Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total 1 Springbrook Creek Wetland & Habitat Mitigation Bank D 212 300 250 100 150 100 100 100 100 1,112 2 NE 5th St. and Edmonds Ave. NE Storm System Improvements D- - - 200 1,040 - - - - 1,240 3 Shattuck Ave. S Storm Sys Improvemt Project (S 7th St. to S 4th Pl.) D32 763 750 - - - - - - 782 4 Monroe Ave. NE & N 2nd Street Infiltration System Improvements D- - - - - - 100 200 1,000 1,300 5 Hardie Ave SW-SW 7th St Storm System Improvement Project D- 100 100 500 1,000 1,000 1,000 1,000 - 4,600 6 East Valley Road Storm System Improvements D- - - - - - - - 200 200 7 SW 43rd Street/Lind Ave SW Storm Sys Impr D- - - - - - - 250 300 550 8 Dayton Ave NE & NE 22nd St Storm Sys Impr Proj D 266 15 15 - - - - - - 281 9 Oakesdale/SW 41st St. Culvert Replacement D- - - - - - - 150 200 350 10 Green River Ecosystem Restoration D 119 453 503 200 - - - - - 822 11 Maplewood Creek Basin Storm Improvements D- - - - 200 700 - - - 900 12 Lake Washington Blvd-Hawks Landing Storm System Improvement Project D2 800 800 - - - - - - 802 13 NE Sunset Blvd & Union Ave NE Storm System Improvement Project D- - - - - - - - 300 300 14 Forebay & Springbrook Ck Sediment Removal Proj M- - - - - - - - 100 100 15 Small Drainage Projects Program M26 510 253 200 250 240 240 240 240 1,689 16 Miscellaneous/Emergency Storm Projects M16 50 50 50 50 50 50 50 50 366 17 Lower Cedar River Sediment Management Project M 130 250 250 450 600 700 2,000 700 300 5,130 18 Lake Ave. S/Rainier Ave. S Storm System Replacement Project M6 694 694 680 - - - - - 1,380 19 USACE Cedar River Spawning Channel Replacement Project M 255 140 140 - - - - - - 395 20 Elliott Spawing Channel Repair Project M18 327 - 800 - - - - - 818 21 Maplewood Creek Sedimentation Facility Maint M64 10 10 100 - 100 - 100 - 374 22 Madsen Creek Sedimentation Cleaning M 54 85 85 50 50 50 50 50 50 439 23 Surface Water Utility System Plan R 443 65 65 50 - - - - 200 758 24 Talbot Hill Area Mosquito Abatement Program R 104 50 50 50 50 50 50 50 50 454 25 Stream Flow and Water Quality Monitoring Pgm R 20 10 10 10 10 10 10 10 10 90 26 Renton Storm Water Design Manual R 254 91 91 10 - - - - - 355 27 Surface Water Utility GIS R 215 100 100 100 100 100 100 100 100 915 28 Storm System Field Mapping Project (NPDES)R 84 637 637 100 - - - - - 821 Total Six-Year Project Costs 2,323 5,450 4,853 3,650 3,500 3,100 3,700 3,000 3,200 27,326 Life to Date Adjusted Budget Estimated Year end Project Resources:Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total User Fee 277 561 469 219 210 186 222 180 192 1,954 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 1,917 1,875 1,543 2,484 3,010 2,615 3,155 2,497 2,675 21,429 Grants/Contribution Received (167) 421 428 - - - - - - 261 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated 504 1,059 926 838 175 175 175 175 175 3,144 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 46 84 39 110 105 124 148 148 158 878 Beginning Fund Balance 1,280 Total Resources / Unfunded Needs 3,856 4,000 3,405 3,650 3,500 3,100 3,700 3,000 3,200 27,412 Balance Available/(Unfunded Needs)1,534 84 86 86 86 86 86 86 86 - NOTE: A - Acquisition , D - Development, M - Major Maintenance, R - Regulatory Compliance, T - Transfer CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) S U M M A R Y P r o p o s e d P r o j e c t e d P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 164 Project Title:Springbrook Creek Wetland and Habitat Mitigation Bank Project 1 Project Type: Development Project Number: U65119 Project Account Number: 427.475119.018.595.38.63.000 Total Anticipated Project Cost:1,112$ Current LOS 0% Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 212 300 250 100 150 100 100 100 100 1,112 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 212 300 250 100 150 100 100 100 100 1,112 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) This project consists of developing a plan, creating, restoring, and enhancing wetlands in partnership with WSDOT, on approximately 130 total acres in the valley adjacent to Springbrook Creek. The project allows an alternative to on-site mitigation for private and public projects (City or WSDOT) with wetland impacts that require mitigation per City Code to achieve a no-net loss of wetland functions and values. The project also improves flood storage capacity along Springbrook Creek, improve water quality, fish and wildlife habitat, and provide economic benefits by allowing private development to fill low quality wetland on their property in exchange for purchasing credits from the Wetland Bank. This allows those private properties to develop more area, which will create higher valued developments, increase property values, and create more jobs, thereby increasing the City's general fund revenues. The funding is for the City's share to work with WSDOT as defined in the Wetland Mitigation Bank Agreements. The project's construction occured in 2007-2009, and there will be a 10-year monitoring period to verify whether performance standards have been met to allow for the release of wetland mitigation credits that can by used by the City and WSDOT. Summary of Progress: WSDOT completed the project construction in June of 2009. The 10-year plant establishment and monitoring period started in 2009. Funding is programmed in 2011-2012 and future years is for City's share of project plant establishment and monitoring costs necessary to meet performance standards needed to allow the release of wetland mitigation credits for use. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. P r o p o s e d P r o j e c t e d Total CIP Expenses 212 300 250 100 150 100 100 100 100 1,112 Resources: User Fee 30 43 30 6 9 6 6 6 6 99 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 177 229 197 91 137 90 90 90 90 960 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - 21 21 - - - - - - 21 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 5 7 3 3 5 4 4 5 5 32 Total CIP Resources 212 300 250 100 150 100 100 100 100 1,112 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - 45 - - - - - 45 Net Impact - - - 45 - - - - - 45 P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 165 Project Title:NE 5th St. and Edmonds Ave. NE Storm System Improvements Project 2 Project Type: Development Project Number: TBD Project Account Number: Total Anticipated Project Cost:1,240$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - 200 1,040 - - - - 1,240 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - 200 1,040 - - - - 1,240 Resources: User Fee - - - 12 62 - - - - 74 REET Summary of Progress: Project design to start in 2011 with construction planned for 2012. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Project consists of replacing 3,200 linear feet of existing 15-inch to 18-inch storm system, with new 18-inch to 30-inch storm system. The improvements will occur fromNortheast 5th Place and Harrington Avenue Northeast, down Norhteast 5th Place, Edmonds, Camas, North 6th Place, Aberdeen Avenue Northeast to Northeast 7th St. There are areas of localized flooding caused by lack of system capacity. Surcharging of the storm system has occurred during storm events. The basin hydrologic and hydraulic analysis shows that the existing system lacks capacity, which results in the flooding of private property and streets. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - 182 946 - - - - 1,128 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - 6 31 - - - - 37 Total CIP Resources - - - 200 1,040 - - - - 1,240 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 166 Project Title:Shattuck Ave. S Storm Sys Improvemt Project (S 7th St. to S 4th Pl.) Project 3 Project Type: Development Project Number: U65440 Project Account Number: 427.475440.018.595.38.63.000 Total Anticipated Project Cost:782$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 32 763 750 - - - - - - 782 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 32 763 750 - - - - - - 782 Resources: User Fee - 76 90 - - - - - - 90 REET - - - - - - - - - - Summary of Progress: Project construction was completed in 2010 with the final pay estimate approved July 19, 2010. No additional funding programmed for future years. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) The project consists of replacing approximately 1,100 linear feet of existing 12 to 24-inch storm system in Shattuck Avenue South between South 7th Street and South 4th Place, with a new 48-inch storm system. The proposed project will re-route flows that currently drain to the Rainier Pump Station to the Southwest 7th Street 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 Avenue storm system, and reduce cost to the Rainier Avenue 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 the planned City Transportation Improvements in the project area. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 32 679 653 - - - - - - 685 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 8 8 - - - - - - 8 Total CIP Resources 32 763 750 - - - - - - 782 Balance Available/(Unfunded Needs)0 0 0 0 0 0 0 0 0 0 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 167 Project Title:Monroe Ave. NE and N 2nd Street Infiltration System Improvements Project 4 Project Type: Development Project Number: TBD Project Account Number: Total Anticipated Project Cost:1,300$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - 100 200 1,000 1,300 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - 100 200 1,000 1,300 Resources: User Fee - - - - - - 6 12 60 78 REET CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Project design to start in 2014 with construction planned for 2016. The project includes the design and construction of an additional infiltration system to increase the size of an existing infiltration system near the City Shops. The existing infiltration system in Monroe Avenue Northeast and North 2nd Street has insufficient capacity for the increased runoff due to changing land use for the 200-acre basin that it serves. The existing infiltration system surcharges, which has caused street flooding and private property damage during large storm events in the past. The City currently has an easement to discharge storm water during extreme events into the Upper Balch Pit to prevent flooding. The project final design will start in 2014 with construction scheduled for 2016, if the overflow easement is not renewed by the property owner. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - 90 178 890 1,158 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - 4 10 50 64 Total CIP Resources - - - - - - 100 200 1,000 1,300 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 168 Project Title:Hardie Ave SW-SW 7th St Storm System Improvement Project Project 5 Project Type: Development Project Number: u65475 Project Account Number: 427.475475.018.595.38.63.000 Total Anticipated Project Cost:4,600$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - 100 100 500 1,000 1,000 1,000 1,000 - 4,600 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - 100 100 500 1,000 1,000 1,000 1,000 - 4,600 Resources: User Fee - 10 12 30 60 60 60 60 - 282 REET ---------- CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Project design started in 2010 and continues through 2011 with construction planned to start in 2012. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. The project includes the replacement of approximately 700 linear feet of 36 inch to 48-inch storm system, between Hardie Avenue Southwest to Southwest 7th Street, with a larger storm system or a parallel storm system. The project also includes installing approximately 4,300 linear feet of new 48 to 60-inch storm system in Southwest 7th Street between Lind Avenue Northeast and Naches Avenue Southwest where the storm system outlets that is parrellel to the an existing storm system in Southwest 7th Street. The project design started in 2010 and will continue through 2011. The project and construction will occur between 2012 and 2015. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 89 80 455 910 900 900 890 - 4,135 Grants/Contribution Received - - 7 - - - - - - 7 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 1 1 15 30 40 40 50 - 176 Total CIP Resources - 100 100 500 1,000 1,000 1,000 1,000 - 4,600 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - 34 - - - - - 34 Net Impact - - - 34 - - - - - 34 P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 169 Project Title:East Valley Road Storm System Improvements Project 6 Project Type: Development Project Number: Project Account Number: Total Anticipated Project Cost:200$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - 200 200 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - - 200 200 Resources: User Fee - - - - - - - - 12 12 REET CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Project design planned to start in 2016. The project includes replacing the existing storm system along the East Valley Road between Southwest 29th Street and Southwest 23rd Street with a new 48-inch storm system. The new storm system will discharge into the Southwest 23rd Streeet Channel, which flows to Springbrook Creek. The project design will start in the year 2016 and construction will occur in future years. The project schedule and improvements may change depending upon the schedule and scope of improvements planned by WSDOT as part of the I-405/SR-167 project. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - 178 178 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - 10 10 Total CIP Resources - - - - - - - - 200 200 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 170 Project Title:SW 43rd Street/Lind Ave SW Storm System Improvements Project 7 Project Type: Development Project Number: TBD Project Account Number: Total Anticipated Project Cost:550$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - 250 300 550 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - 250 300 550 Resources: User Fee - - - - - - - 15 18 33 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Project design planned to start in 2015 and continue through 2016. The project includes constructing approximately 3,500 feet of a new 84-inch diameter storm system along Lind Avenue Southwest, from Southwest 43rd Street to Southwest 39th Street, and then along Southwest 39th Street from Lind Avenue to a new outfall into Springbrook Creek. The estimated total project cost is $4,000,000. Within this 6-year planning period, only $550,000 is programmed for design starting in 2015. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - 223 267 490 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - 13 15 28 Total CIP Resources - - - - - - - 250 300 550 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 171 Project Title:Dayton Ave NE & NE 22nd St Storm System Improvement Project Project 8 Project Type: Development Project Number: U65450 Project Account Number: 427.475450.018.595.38.63.000 Total Anticipated Project Cost:281$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 266 15 15 - - - - - - 281 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 266 15 15 - - - - - - 281 Resources: User Fee - 2 2 - - - - - - 2 REET CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The project construction is completed. The final project pay estimate and close-out to be completed in 2010. No additional funding is programmed for future years. The Dayton Avenue Northeast and Northeast 22nd Street Drainage Improvement project is intended to collect runoff from Dayton Avenue Northeast and Northeast 22nd Street, route the runoff behind the residence of 2302 Camas Avenue, and discharge into the Camas Avenue 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 Avenue Northeast and Northeast 22nd Street, west of Edmonds Avenue Northeast, 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. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 266 13 13 - - - - - - 279 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 0 0 - - - - - - 0 Total CIP Resources 266 15 15 - - - - - - 281 Balance Available/(Unfunded Needs)- (0) - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 172 Project Title:Oakesdale/Southwest 41st St. Culvert Replacement Project 9 Project Type: Development Project Number: TBD Project Account Number: Total Anticipated Project Cost:350$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - 150 200 350 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - 150 200 350 Resources: User Fee - - - - - - - 9 12 21 REET CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Project design is scheduled to start in 2015. This is a project identified in the adopted East Side Green River Watershed Plan. The project will solve existing and future flooding problems, improving water quality and fish habitat. The project includes installing two additional six-foot diameter culverts and rehabilitating the existing four culverts, or installing a completely new structure box culvert or larger culvert structure. The project will increase capacity and prevent flooding of Oakesdale at the crossing and it will improve fish passage. The project design will start in 2015. Project construction would be scheduled in future years after 2016. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - 134 178 312 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - 8 10 18 Total CIP Resources - - - - - - - 150 200 350 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 173 Project Title:Green River Ecosystem Restoration Project 10 Project Type: Development Project Number: U65295 Project Account Number: 427.475295.018.595.38.63.000 Total Anticipated Project Cost:822$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 119 453 503 200 - - - - - 822 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 119 453 503 200 - - - - - 822 Resources: CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The Surface Water Utility is working with the Army Corps of Engineers and the other jurisdictions within WRIA 9 on implementing the Green River Ecosystem Restoration projects. The design and permitting of the Upper Springbrook Creek Project is scheduled to be completed in 2010, with construction scheduled for 2011. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. 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. The City is the local sponsor for the Upper Springbrook Creek Reach project, which is located just east of SR-167 on the north side of South 55th Street. P r o p o s e d P r o j e c t e d User Fee 17 65 60 12 - - - - - 89 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 99 173 290 161 - - - - - 549 Grants/Contribution Received - 148 148 - - - - - - 148 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - 56 - 21 - - - - - 21 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 3 11 5 6 - - - - - 14 Total CIP Resources 119 453 503 200 - - - - - 822 Balance Available/(Unfunded Needs)- - - 0 0 0 0 0 0 0 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 174 Project Title:Maplewood Creek Basin Storm Improvements Project 11 Project Type: Development Project Number: TBD Project Account Number: Total Anticipated Project Cost:900$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - 200 700 - - - 900 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - 200 700 - - - 900 Resources: User Fee - - - - 12 42 - - - 54 REET CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: Project design is scheduled to start in 2012 with construction planned for 2013. The following project is identified in the Cedar River Basin Plan to solve existing and future surface water management problems (flooding, water quality, and habitat). The project will solve existing, and prevent future flooding, erosion, and improve water quality and habitat in the Cedar River Basin. The project includes improving the storm system that conveys Maplewood Creek drainage across roadways or storm systems that discharge at the top of steep slopes that are causing erosion of the Maplewood Creek ravine. This will also reduce sediment input into Maplewood Creek that is deposited in the Maplewood Creek Sedimentation Facility and may reduce maintenance frequency of the facility. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - 132 580 - - - 712 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - 50 50 - - - 100 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - 6 28 - - - 34 Total CIP Resources - - - - 200 700 - - - 900 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 175 Project Title: Lake Washington Blvd-Hawks Landing Storm System Improvement Project Project Type:Development Project Number: u65470 Project 12 Project Account Number: 427.475470.018.595.38.63.000 Total Anticipated Project Cost:802$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction 2 800 800 - - - - - - 802 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 2 800 800 - - - - - - 802 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The project design and permitting will be completed in the Fall of 2010. The project construction is planned to start in November of 2010 and be completed in the spring of 2011. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. The State Legislature approved a $1.7 Million grant in the 2009-2011 Capital Budget project for use by the City to make non-transportation related infrastructure improvements in the Exit 7 Area related to the Hawks Landing mixed use development adjacent to Lake Washington Blvd on the Pan Abode Cedar Homes site. A portion of the grant funding ($700,000) will be used to make storm system improvements, water quality treatment and other frontage (curb, gutter and sidewalk) improvements along a portion of the Pan Abode site Lake Washington Boulevard street frontage. The improvements will be coordinated with water system improvements to also be constructed by the City. The use of low impact storm water best management practices such, as porous concrete sidewalks, will be used for flow control and a water quality treatment facility will be constructed to treat the runoff from Lake Washington Boulevard that currently discharges into May Creek untreated. The project also includes installing approximately 700 linear feet of 24-inch storm system pipe in addition to the surface water qualty treatment biofiltration swale. The budget includes $100,000 of Surface Water Utlity funds for project managment costs only, which are not eligible for grant reimbursement. P r o p o s e d P r o j e c t e d Resources: User Fee - - - - - - - - - - REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 2 100 100 - - - - - - 102 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - 700 700 - - - - - - 700 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - - - Total CIP Resources 2 800 800 - - - - - - 802 Balance Available/(Unfunded Needs)(0) (0) (0) (0) (0) (0) (0) (0) (0) (0) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 176 Project Title:NE Sunset Blvd & Union Ave NE Storm System Improvement Project Project Type:Development Project Number: Project 13 Project Account Number: Total Anticipated Project Cost:300$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - 300 300 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - - 300 300 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Sections of Honey Creek between Union Ave Northeast and Duvall Avenue Northeast is contained within a old, closed pipe system that has insufficient capacity and is located in parking lots, under buildings, and across public right-of-ways. Existing and future changes in upstream land use in the basin will increase surface water runoff and could cause flooding due to the capacity restriction in the piped sections. Due to the age of the piped section, the structural condition of the storm system is unknown. The project will consist of developing an accurate base map of the storm system location, inspecting its structural conditions, develop a basin hydorologic and hydralic model to perform capacity analysis of the existying system, and to develop conceptual design solutions. The selection conceptual design solution will then be used for development of the project final design, permitting, and construction of improvements to the storm system. The improved conveyance system will have sufficient capacity to convey future land use condition runoff, meet the City's capacity design standards as needed to prevent future flooding in this area, and prevent structural failure of the storm system. The project will protect busineses, residential areas, and important transportation corridors (SR-900) from flooding. Summary of Progress: Funding to start the project design is programmed to start in 2016. P r o p o s e d P r o j e c t e d Resources: User Fee - - - - - - - - 18 18 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - 267 267 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - 15 15 Total CIP Resources - - - - - - - - 300 300 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 177 Project Title:Forebay and Springbrook Creek Sediment Removal Project Project 14 Project Type: Major Maintenance Project Number: Project Account Number: Total Anticipated Project Cost:100$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - 100 100 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses - - - - - - - - 100 100 Resources: User Fee - - - - - - - - 6 6 REET Summary of Progress: Project design is scheduled to start in 2016. CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) This is a project identified in the adopted East Side Green River Watershed Plan to solve existing and future flooding problems and improving water quality and fish habitat. The purpose of the Forebay and Springbrook Creek Sediment Removal project is to develop a comprehensive plan for maintenance and operation of the Black River Pump Station and the constructed upstream flood storage pond (forebay) area. The recommended action considers removal of sediments that have accumulated in the forebay area upstream of the pump station. Maintenance activity will fulfill the City's obligation to remove sediments from the previously constructed channels in accordance with maintenance agreements signed with the Natural Resources Conservation Service (NCRS). Project design will start in 2016. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - - - - - - - 90 90 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - - - - - - - 5 5 Total CIP Resources - - - - - - - - 100 100 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 178 Project Title:Small Drainage Projects Program Project 15 Project Type: Major Maintenance Project Number: U65015 Project Account Number: 427.475015.018.595.38.63.000 Total Anticipated Project Cost:1,689$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 26 510 253 200 250 240 240 240 240 1,689 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 26 510 253 200 250 240 240 240 240 1,689 Resources: User Fee 4 73 30 12 15 14 14 14 14 119 REET - - - - - - - - - - Fuel Tax CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The design, permitting and construction for the Duvall Avenue and Union Avenue projects is planned for completion in 2010. Design of the Maple Ave Southwest and Southwest 4th Place and Lincoln and Northeast 43rd Street storm system projects are planned for 2011 with construction planned for 2012. Burnett Avenue North storm system replacement project and the Puget Drive culvert replacement project are planned for 2012. The permitting and construction of the Northeast 44th Street and Jones Avenue Northeast culvert and ditch maintenance project is also planned for 2011. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. 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. P r o p o s e d P r o j e c t e d Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 22 408 170 132 228 216 166 164 164 1,261 Grants/Contribution Received - 0 - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - 17 50 50 - - 50 50 50 250 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 0 12 3 6 8 10 10 12 12 59 Total CIP Resources 26 510 253 200 250 240 240 240 240 1,689 Balance Available/(Unfunded Needs)(0) (0) (0) (0) (0) (0) (0) (0) (0) (0) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 179 Project Title:Miscellaneous/Emergency Storm Projects Project 16 Project Type: Major Maintenance Project Number: U65405 Project Account Number: 427.475405.018.595.38.63.000 Total Anticipated Project Cost:366$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 16 50 50 50 50 50 50 50 50 366 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 16 50 50 50 50 50 50 50 50 366 Resources: User Fee 2 5 6 3 3 3 3 3 3 26 REET CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: These funds are used only if needed for unplanned projects in response to system failures that need immediate repair or other unplanned storm system improvements. This fund is for unplanned or miscellaneous storm system improvements needed to keep the existing system functional or in response to an opportunity to fix identified system deficiencies in coordination with another project. The $50,000 per year funding would also be available to respond to system failure (structure, pipeline, or pump station failures) or other emergency response needs during storm events. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 13 44 44 46 46 45 45 45 45 327 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 1 1 2 2 2 2 2 2 12 Total CIP Resources 16 49 50 50 50 50 50 50 50 366 Balance Available/(Unfunded Needs)(0) (0) (0) (0) (0) (0) (0) (0) (0) (0) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 180 Project Title:Lower Cedar River Sediment Management Project Project 17 Project Type: Major Maintenance Project Number: U65185 Project Account Number: 427.475185.018.595.38.63.000 Total Anticipated Project Cost:5,130$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - Consultant Services - - - - - - - - - Major Maintenance 130 250 250 450 600 700 2,000 700 300 5,130 Construction - - - - - - - - - Inspection - - - - - - - - - Project Management - - - - - - - - - Equipment Acquisition - - - - - - - - - Contingencies - - - - - - - - - Total CIP Expenses 130 250 250 450 600 700 2,000 700 300 5,130 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The annual spawning and other monitoring (required as mitigation prior and future maintenance dredging of the Cedar River 205 Flood Hazard Reduction project) was completed in 2010 and will be performed again in 2011 and 2012. The final annual Landsburg Gravel Supplementation project was completed in 2010. The annual river survey of sediment deposition in the project area was completed in 2010 and is planned again for 2011 and 2012. Dredging was completed in 1998, the next maintenance dredging is anticipated for 2014, depending upon the rate of sediment deposition in the project area. Maintenance dredge design and permitting work is planneded to start in 2011. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. The project is a continuation of the Cedar River Section 205 Flood Damage Reduction Project, which consisted of dredging and construction of levees and floodwalls along the lower 1.25 miles of the Cedar River. The project solved major river flooding from Williams Avenue to Lake Washington that resulted in flooding of the Renton Municipal Airport, Boeing facilities, and north Renton area that was regionally significant. The programmed funding is for completion of the required project mitigation, which includes the Landsburg Gravel Supplementation project, performing the required project monitoring of spawning channel fish use, and monitoring sediment accumulations in the lower 1.25 miles of the Cedar River. The programmed funding is also for the design, permitting, and construction of the first maintenance dredge, depending upon the rate of sediment deposition in the Cedar River. P r o p o s e d P r o j e c t e d Resources: User Fee 19 36 30 27 36 42 120 42 18 334 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 109 98 218 285 421 505 1,675 498 142 3,852 Grants/Contribution Received (115) - - - - - - - - (115) Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated 115 110 - 125 125 125 125 125 125 865 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 3 6 3 14 18 28 80 35 15 195 Total CIP Resources 130 250 250 450 600 700 2,000 700 300 5,130 Balance Available/(Unfunded Needs)(0) (0) (0) (0) (0) (0) (0) (0) (0) (0) Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 181 Project Title:Lake Ave. S/Rainier Ave. S Storm System Replacement Project Project 18 Project Type: Major Maintenance Project Number: U65445 Project Account Number: 427.475445.018.595.38.63.000 Total Anticipated Project Cost:1,380$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 6 694 - - - - - - - 6 Construction - - 694 680 - - - - - 1,374 Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 6 694 694 680 - - - - - 1,380 Resources: CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The project design and permitting started in 2009 and will be completed in the spring of 2011. Project construction is planned for 2011. Additonal funding needed in 2011 due to better estimate of project costs based upon design information completed to date, along with the identified potential for contaminated soils in the project area and conflicts with other utilities. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. 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 South 2nd Street and Lake Avenue South to the intersection of South 3rd Street and Rainier Avenue South. The existing storm line was television 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's 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. P r o p o s e d P r o j e c t e d User Fee - 57 83 41 - - - - - 124 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - Operating 6 510 483 619 - - - - - 1,107 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - 121 121 - - - - - - 121 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 6 7 20 - - - - - 27 Total CIP Resources 6 694 694 680 - - - - - 1,380 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 182 Project Title:USACE Cedar River Spawning Channel Replacement Project Project 19 Project Type: Major Maintenance Project Number: U65190 Project Account Number: 427.475190.018.595.38.63.000 Total Anticipated Project Cost:470$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 255 140 140 - - - - - - 395 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 255 140 140 - - - - - - 395 Resources: CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The project design, permitting, and real estate certification was completed in 2008. Construction delayed until 2009 due to cost exceeding USACE's budget. The project construction started in August of 2009 and was to be completed in the summer of 2010. No additional funding is programmed for future years. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request for plant maintenance to meet permit requirements for plant survival. 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 Section 205 Flood Hazard Reduction project initial construction and the required future maintenance dredging. The project is being designed, permitted, and constructed in coordination with the USACE through their PL 84-99 program. Only City funding is shown. The USACE share of the total project cost is $1,650,470. P r o p o s e d P r o j e c t e d Resources: User Fee 37 - - - - - - - - 37 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - Operating 213 - - - - - - - - 213 Grants/Contribution Received (100) 215 215 - - - - - - 115 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated 100 - - - - - - - - 100 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 6 - - - - - - - - 6 Total CIP Resources 255 215 215 - - - - - - 470 Balance Available/(Unfunded Needs)- 75 75 75 75 75 75 75 75 75 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - Net Impact - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 183 Project Title:Elliott Spawing Channel Repair Project Project 20 Project Type: Major Maintenance Project Number: U65465 Project Account Number: 427.475465.018.595.38.63.000 Total Anticipated Project Cost:1,051$ Current LOS 100% Growth % Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 18 327 - 800 - - - - - 818 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The project design and permitting was started in the fall of 2008, but was stopped due to additional significant damages to the facility during the January 2009 flood. A new damage assessment and project work sheet has been submitted to FEMA for approval of funding for the additional damages due to the January 2009 flood. In August 2010 FEMA approved the additional funding ($642,026) for the damages to the facility due to the January 2009 flood. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. Project design and permitting will be completed in 2011 with consturction planned for 2012. The Elliott Spawning Channel is located adjacent to the Cedar River on the Ron Regis Park site. The channel was constructed as part of the USACE Cedar River Section 205 Flood Hazard Reduction project as mitigation for over dredging as part of the USACE Cedar River Flood Hazard Reduction Project dredging in 1998. The mitigation for the over-dredging has been satisfied and the facility is being used to meet the mitigation required for future maintenance dredging of the lower 1.25 miles of the Cedar River. The facility was damaged during the December 2006 flood disaster and a FEMA flood disaster grant for $251,006 was approved to fund the repair of the damages to the facility. The project will include restoring the channel to remove blockages, repair erosion, and restore spawning gravel and habitat that was damaged during the 2006 flood disaster (1671-DR-WA). The project incurred additional damages during the January 2009 flood, which has been submitted to FEMA for approval of additional funding to repair the facility. P r o p o s e d P r o j e c t e d Total CIP Expenses 18 327 - 800 - - - - - 818 Resources: User Fee - 47 - 48 - - - - - 48 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - 272 - 86 - - - - - 86 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated 251 - - 642 - - - - - 893 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - 8 - 24 - - - - - 24 Total CIP Resources 251 327 - 800 - - - - - 1,051 Balance Available/(Unfunded Needs)233 233 233 233 233 233 233 233 233 233 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 184 Project Title:Maplewood Creek Sedimentation Facility Maintenace Project 21 Project Type: Major Maintenance Project Number: U65060 Project Account Number: 427.475060.018.595.38.63.000 Total Anticipated Project Cost:407$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance 64 10 10 100 - 100 - 100 - 374 Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management - - - - - - - - - - Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 64 10 10 100 - 100 - 100 - 374 Resources: UF 0 6 6 6 18 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The facility was last maintained in September 2009, following the the January 2009 flood. The 2010 funding was used for project close-out for the work done in 2009 and work with the Army Corps of Engineers for appoval of a multiple year permit to allow maintenance work in future years. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. The facility will need to be maintained again in the Summer of 2011. The Maplewood Creek Sedimentation Facility is located on the Maplewood Golf Course and traps sediment that is transported downstream by Maplewood Creek. The facility prevents the sediment from being deposited on the Golf Course during large storms and reduces flooding of the Golf Course and SR-169. The funding is programmed for project management, permitting, and construction to routinely remove the accumulated sediment from the facility. The facility was constructed in 1996 in conjunction with a fish passage channel across the Maplewood Golf Course to the Cedar River. A fish ladder was constructed as part of the facility to allow upstream fish passage. The accumulated sediment in the facility needs to be removed once every 2-3 years, depending upon flood events and how fast the sediment accumulates in the facility. P r o p o s e d P r o j e c t e d User Fee - - 0 6 - 6 - 6 - 18 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating - - (0) 91 - 90 - 90 - 270 Grants/Contribution Received 48 21 21 - - - - - - 69 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated 38 - - - - - - - - 38 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income - - 0 3 - 4 - 5 - 12 Total CIP Resources 86 21 21 100 - 100 - 100 - 407 Balance Available/(Unfunded Needs)22 33 33 33 33 33 33 33 33 33 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 185 Project Title:Madsen Creek Sedimentation Cleaning Project 22 Project Type: Maintenance Project Number: U65050 Project Account Number: 427.475050.018.595.38.63.000 Total Anticipated Project Cost:439$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - Consultant Services - - - - - - - - - Major Maintenance - - - - - - - - - Construction 54 85 85 50 50 50 50 50 50 439 Inspection - - - - - - - - - Project Management - - - - - - - - - Equipment Acquisition - - - - - - - - - Contingencies - - - - - - - - - Total CIP Expenses 54 85 85 50 50 50 50 50 50 439 Resources: User Fee 8 12 10 3 3 3 3 3 3 36 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The construction contract for the project was advertised for bids on July 13, 2010. The construction contract work to annually remove the sediment from the facility is planned for completion in September 2010. The maintenance of the facility is planned to be completed annually in September in future years. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. The Madsen Creek Sedimentation Facility was originally constructed by King County to control sediment resulting from erosion of steep slopes in the Madsen Creek ravine due to increased upstream storm water runoff from new development projects. The County constructed the facility in 1976 following a flood event that caused private property damages and as a result of litigation. The facility is located on the New Life Church property that was recently annexed into the City as part of the New Life-Aqua Barn annexation (A-07-001) in June of 2008. Approximately 800 cubic yards of sediment has to be removed from the facility annually to control the sediment that is being deposited from the upstream area into the facility in order to maintain its proper operation. P r o p o s e d P r o j e c t e d User Fee 8 12 10 3 3 3 3 3 3 36 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 45 37 40 46 46 45 45 45 45 355 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - 34 34 - - - - - - 34 Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 1 2 1 2 2 2 2 2 2 14 Total CIP Resources 54 85 85 50 50 50 50 50 50 439 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 186 Project Title:Surface Water Utility System Plan Project 23 Project Type: Regulatory Compliance Project Number: U65005 Project Account Number: 427.475005.018.595.38.63.000 Total Anticipated Project Cost:758$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management 443 65 65 50 - - - - 200 758 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 443 65 65 50 - - - - 200 758 Resources: User Fee 63 9 8 3 - - - - 12 86 REET CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: A draft Surface Water Utility Master Plan is being prepared for review and approval by Council in late 2010 for adoption in early 2011. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. Additional funding is programmed in 2011 for for use in completing the project in 2011. The Surface Water Utility System Master Plan is a comprehensive management plan of the City’s natural and constructed surface water systems. The plan identifies current and future resource requirements, policies, regulatory requirements, and design criteria associated with the management of surface water runoff within the city. The plan defines maintenance and operational programs along with future capital investment programs needed to solve flooding, water quality, and fish habitat problems in response to existing problems, future growth, and regulatory requirements related to the NPDES Phase II permit requirements and ESA. The plan will be completed for adoption in 2010. Funding programmed for 2016 is to start the next plan update. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 369 54 57 46 - - - - 178 649 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 11 2 1 2 - - - - 10 23 Total CIP Resources 443 65 65 50 - - - - 200 758 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 187 Project Title:Talbot Hill Area Mosquito Abatement Program Project 24 Project Type: Regulatory Compliance Project Number: U65020 Project Account Number: 427.475020.018.595.38.63.000 Total Anticipated Project Cost:454$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management 104 50 50 50 50 50 50 50 50 454 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 104 50 50 50 50 50 50 50 50 454 Resources: UF 15 7 6 3 3 3 3 3 3 39 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The ongoing Talbot Hill area Mosquito Abatement was completed in 2010 as planned and is programmed to occur again in 2011. The work is now required to be done in accordance with a new Washington State Department of Ecology 5-year National Pollutant Discharge Elimination System and State Waste Discharge General Permit for pesticide discharges associated with Mosquito Control activities, which was obtained in 2010. The project consists of annually spraying the upland areas around the Panther Creek Wetlands to control mosquitoes from the wetlands 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. P r o p o s e d P r o j e c t e d User Fee 15 7 6 3 3 3 3 3 3 39 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 86 42 44 46 46 45 45 45 45 400 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 2 1 1 2 2 2 2 2 2 14 Total CIP Resources 104 50 50 50 50 50 50 50 50 454 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 188 Project Title:Stream Flow and Water Quality Monitoring Program Project 25 Project Type: Regulatory Compliance Project Number: U65080 Project Account Number: 427.475080.018.595.38.63.000 Total Anticipated Project Cost:90$ Current LOS 50% Growth 50% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management 20 10 10 10 10 10 10 10 10 90 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 20 10 10 10 10 10 10 10 10 90 Resources: User Fee 3 1 1 1 1 1 1 1 1 8 REET CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The annual flow monitoring program was completed as planned in 2010 and programmed to be completed again in 2011. 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. P r o p o s e d P r o j e c t e d REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 17 8 9 9 9 9 9 9 9 80 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 1 0 0 0 0 0 0 0 0 3 Total CIP Resources 20 10 10 10 10 10 10 10 10 90 Balance Available/(Unfunded Needs)0 (0) 0 0 0 0 0 0 0 0 Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 189 Project Title:Renton Storm Water Design Manual Project 26 Project Type: Regulatory Compliance Project Number: U65241 Project Account Number: 427.475241.018.595.38.63.000 Total Anticipated Project Cost:355$ Current LOS 0% Growth 100% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management 254 91 91 10 - - - - - 355 Equipment Acquisition - - - - - - - - - - Cti i CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The Council adopted the 2009 King County Surface Water Design Manual with City amendments on February 10, 2010, which is equivalent to the Ecology 2005 Stormwater Management Manual for Western Washington, as required by the NPDES Phase II Municipal Stormwater Permit. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. Additional funding is programmed for 2011 to fund the training and the updating that may be needed to the Manual in 2011, due to changes in standards made by Ecology or King County or other revisions. 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. 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, and 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. P r o p o s e d P r o j e c t e d Contingencies - - - - - - - - - - Total CIP Expenses 254 91 91 10 - - - - - 355 Resources: User Fee 36 13 11 1 - - - - - 48 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 212 76 79 9 - - - - - 300 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 6 2 1 0 - - - - - 7 Total CIP Resources 254 91 91 10 - - - - - 355 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 190 Project Title:Surface Water Utility GIS Project 27 Project Type: Regulatory Compliance Project Number: U65410 Project Account Number: 427.475410.018.595.38.63.000 Total Anticipated Project Cost:915$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management 215 100 100 100 100 100 100 100 100 915 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 215 100 100 100 100 100 100 100 100 915 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: This is an ongoing annual work program to correct, update, and add newly constructed storm systems to the Surface Water Utility GIS. The Surface Water Utility GIS program work was completed as planned in 2010 and is programmed to continue in 2011. The work consisted of updating existing and adding newly constructed storm system asset data to the Surface Water Utility's portion of the City's ESRI GIS system. The Surface Water Utility storm system inventory map book won a 2nd place award at the ESRI International Users Conference in 2010 for “Best Cartographic Design: Map Series or Atlas”. 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 Utility for maintenance, planning, and engineering functions, the public, and other City departments. The information is integrated into the City’s Geographic Information System (GIS). The program is needed to map new storm system infrastructure that is constructed by private development projects, public projects, and annexations, along with meeting the requirements in the NPDES Phase II Municipal Storm Water Permit for mapping of the City's storm systems. The GIS data will be used to track maintenance and inspection of public and private storm water management systems and facilities for operation and maintenance purposes, as also required by the NPDES permit. The data is used for long range asset management programs. The Storm System maps are also used for customer service and emergency response. P r o p o s e d P r o j e c t e d p Resources: User Fee 31 14 12 6 6 6 6 6 6 79 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 179 83 87 91 91 90 90 89 89 806 Grants/Contribution Received - - - - - - - - - - Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 5 2 1 3 3 4 4 5 5 30 Total CIP Resources 215 100 100 100 100 100 100 100 100 915 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 191 Project Title:Storm System Field Mapping Project (NPDES)Project 28 Project Type: Regulatory Compliance Project Number: U65455 Project Account Number: 427.475455.018.595.38.63.000 Total Anticipated Project Cost:821$ Current LOS 25% Growth 75% Project Description CIP Expenditures & Resources Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Expenditures: Property Acquisition - - - - - - - - - - Consultant Services - - - - - - - - - - Major Maintenance - - - - - - - - - - Construction - - - - - - - - - - Inspection - - - - - - - - - - Project Management 84 637 637 100 - - - - - 821 Equipment Acquisition - - - - - - - - - - Contingencies - - - - - - - - - - Total CIP Expenses 84 637 637 100 -----821 CAPITAL INVESTMENT PROGRAM 2011 through 2016 (in thousands of dollars) Summary of Progress: The Phase I consultant contract scope of work is to be completed in 2010, which consisted of updating the geodatabase schema, data collection plans, pilot field data collection work, and collection utilizing Mobile Asset Collection (MAC) System van for storm systems in the city streets. The 2011 Phase II work will include field data collection on all public storm systems with in the city, that could not be collected using the MAC van. The remaining 2010 project funding will be included in the City's 2011 carryforward budget request. Additional funding is programmed for 2011 and is needed to accomplish projects Phase II field data collection work in 2011. 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 managementm, 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. P r o p o s e d P r o j e c t e d Total CIP Expenses 84 637 637 100 - - - - - 821 Resources: User Fee 12 91 76 6 - - - - - 94 REET - - - - - - - - - - Fuel Tax - - - - - - - - - - Utility Tax - - - - - - - - - - Bond Proceeds - - - - - - - - - - Operating 70 494 517 91 - - - - - 678 Grants/Contribution Received - 37 37 - - - - - - 37 Mitigation Funds Received - - - - - - - - - - Grants/Contribution Anticipated - - - - - - - - - - Mitigation Funds Anticipated - - - - - - - - - - Misc/Transfers - - - - - - - - - - Interest Income 2 15 6 3 - - - - - 11 Total CIP Resources 84 637 637 100 - - - - - 821 Balance Available/(Unfunded Needs)- - - - - - - - - - Impact on Operating Funds Life to Date Adjusted Budget Estimated Year end Project Thru 2009 2010 2010 2011 2012 2013 2014 2015 2016 Total Revenue Increase/Decrease - - - - - - - - - - Expenditure Increase/Decrease - - - - - - - - - - Net Impact - - - - - - - - - - P r o p o s e d P r o j e c t e d Capital Investment Program - Surface Water 5 - 192             6 BUDGET BY FUND     General Government                                                                       6‐1    Special Revenue      6‐15    Debt Service      6‐23    Capital Investment Program      6‐25    Enterprise                                                                                                                6‐33    Internal Service        6‐51    Investment Trust      6‐61     2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Property Taxes 29,050,790 30,903,043 30,660,522 31,364,643 31,497,128 32,046,525 32,475,452 2.2% 1.3% Retail Sales and Use Taxes 22,833,902 25,190,819 22,021,188 22,600,000 21,072,873 21,942,035 23,146,222 ‐2.9% 5.5% Utility Taxes 14,182,986 16,146,040 15,638,380 15,528,000 15,793,693 16,447,850 17,196,609 5.9% 4.6% Other Taxes 5,596,795 5,459,956 4,878,189 4,997,095 4,911,366 4,535,921 4,752,976 ‐9.2% 4.8% Business Licenses and Permits 743,013 742,355 601,264 620,317 694,411 673,322 683,122 8.5% 1.5% Other Licenses and Permits 2,034,225 2,575,206 1,683,082 1,766,059 1,554,035 1,939,665 1,996,955 9.8% 3.0% Federal/State Grants 1,174,859 399,596 725,503 1,146,934 1,604,278 1,031,324 753,324 ‐10.1%‐27.0% Other Intergovernmental Revenues 7,573,577 8,571,490 8,964,627 8,303,017 8,075,275 8,141,401 7,421,027 ‐1.9%‐8.8% Charges for Goods and Services 6,357,051 6,981,753 6,244,391 5,997,460 6,190,173 6,366,817 6,531,591 6.2% 2.6% Fines and Forfeits 2,110,973 1,494,000 3,817,008 3,577,193 3,438,022 3,170,351 3,214,156 ‐11.4% 1.4% Interest and Other Earnings 735,910 921,616 535,314 434,300 327,558 477,730 477,730 10.0% 0.0% Rents, Leases, and Concessions 676,919 716,580 677,960 720,780 727,338 698,929 701,464 ‐3.0% 0.4% Other Miscellaneous Revenues 265,848 247,400 316,418 222,900 214,692 221,000 176,000 ‐0.9%‐20.4% Other Financing Sources (31,105)0 1,202 0 1,196 0 0 N/A N/A Bond Proceeds 0 0 0 0 6,613,484 0 0 N/A N/A Transfer In 381,364 517,174 577,004 560,000 652,398 529,056 536,926 ‐5.5% 1.5% TOTAL RESOURCES 93,687,106 100,867,028 97,342,052 97,838,698 103,367,918 98,221,926 100,063,554 0.4% 1.9% EXPENDITURES: Regular Salaries 42,171,589 46,123,459 44,394,021 44,637,754 43,245,449 42,827,633 43,965,587 ‐4.1% 2.7% Overtime 3,938,399 2,095,200 2,419,985 2,101,495 2,329,247 1,768,826 1,768,826 ‐15.8% 0.0% Personnel Benefits 15,808,716 18,375,251 16,954,678 18,203,467 16,153,076 16,377,298 17,658,634 ‐10.0% 7.8% Part Time Salaries and Benefits 2,587,265 2,221,390 2,273,665 1,833,559 1,896,005 1,793,529 1,793,529 ‐2.2% 0.0% Supplies/Small Tools and Equipment 3,262,097 2,586,270 2,301,803 2,319,271 2,042,713 1,700,720 1,723,928 ‐26.7% 1.4% Professional Services 4,634,190 2,740,097 2,728,764 2,881,630 3,130,036 2,528,531 2,532,530 ‐12.3% 0.2% Communication 153,332 206,834 172,272 79,619 36,033 24,178 24,178 ‐69.6% 0.0% Travel/Training 313,590 400,980 265,565 345,329 238,671 311,563 312,416 ‐9.8% 0.3% Advertising 65,073 43,728 21,484 29,729 18,182 21,987 21,987 ‐26.0% 0.0% Operating Rentals 286,029 408,204 580,339 616,711 523,480 616,361 616,361 ‐0.1% 0.0% Insurance 1,075,746 0 7,291 0 (281) 775 1,000 100.0% 29.0% Utilities 2,381,360 1,793,895 1,732,490 1,706,879 1,653,900 1,707,095 1,707,095 0.0% 0.0% Repairs & Maintenance 898,115 853,956 620,602 549,198 298,399 408,442 407,277 ‐25.6%‐0.3% Miscellaneous 1,365,736 1,040,211 1,120,168 857,952 720,960 778,875 794,777 ‐9.2% 2.0% Intergovernmental Services / Taxes 3,313,162 3,856,318 3,566,646 4,176,291 5,602,331 9,102,350 6,875,575 118.0%‐24.5% Capital 778,081 255,692 25,777 227,572 173,582 267,559 267,559 17.6% 0.0% Debt Service 4,263,739 4,590,381 4,176,822 4,494,945 13,195,584 4,715,035 5,731,373 4.9% 21.6% Interfund Payments for Services 7,274,313 8,580,404 12,555,511 12,777,297 12,651,910 11,975,651 12,145,698 ‐6.3% 1.4% Transfer Out 600,867 5,396,584 1,285,446 0 6,805 2,008,000 1,000,000 100.0%‐50.2% TOTAL EXPENDITURES 95,171,399 101,568,854 97,203,328 97,838,698 103,916,084 98,934,407 99,348,329 1.1% 0.4% Fund Balance, January 1 13,300,853 11,138,630 11,816,561 8,363,429        11,955,285       10,051,189     9,338,707        20.2%‐7.1% Total New Revenue 93,687,106 100,867,028 97,342,052 97,838,698 103,367,918 98,221,926 100,063,554 0.4% 1.9% Total Committed Expenditures (95,171,399) (101,568,854) (97,203,328) (97,838,698) (103,916,084) (98,934,407) (99,348,329)1.1% 0.4% Fund Balance Plus Reserves 11,816,561 10,436,804 11,955,285 8,363,429 11,407,119 9,338,708 10,053,932 11.7% 7.7% Undesignated Fund Balance, 12/31 11,816,561 10,436,804 11,955,285 8,363,429 11,407,119 9,338,708 10,053,932 11.7% 7.7% Funds 000/001/003/004/005/006/009/010/ 011/031/201/215 General Government Funds The General Government Funds consist of all those funds whose majorities of revenues are from taxes (property, sales, and utility), licenses and permits, charges for services, fines and forfeits, intergovernmental, and other miscellaneous revenues. This includes the General Fund 000, Community Services Fund 001, Street Fund 003, Community Development Block Grant Fund 004, Museum Fund 005,Library Fund 006, Farmer's Market Fund 009, Fire Memorial Fund 010, Fire Department Health and Wellness Fund 011, Park Memorial Fund 031, Fund 201 Limited Tax General Obligation Bond Fund (City Hall), and Fund 215 General Governmental Miscellaenous Debt Service Fund.  Budget by Fund - General Government 6 - 1 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Property Taxes 14,233,981 17,109,466 20,088,955 24,395,469 22,238,229 20,491,230 20,890,325 ‐16.0% 1.9% Retail Sales and Use Taxes 22,580,524 24,107,253 21,032,939 22,600,000 20,844,359 21,683,285 22,875,828 ‐4.1% 5.5% Utility Taxes 8,037,139 9,018,036 8,593,278 8,520,000 9,179,029 9,823,850 10,274,529 15.3% 4.6% Other Taxes 3,246,795 3,459,956 3,459,733 2,997,095 2,846,877 2,695,921 2,752,976 ‐10.0% 2.1% Business Licenses and Permits 743,013 742,355 601,264 620,317 694,411 673,322 683,122 8.5% 1.5% Other Licenses and Permits 1,834,640 2,450,206 1,522,245 1,641,059 1,431,302 1,814,665 1,871,955 10.6% 3.2% Federal/State Grants 909,526 105,000 450,343 852,786 1,025,761 727,324 449,324 ‐14.7%‐38.2% Other Intergovernmental Revenues 6,240,530 7,159,798 7,223,144 6,802,989 6,568,343 6,713,211 5,965,347 ‐1.3%‐11.1% Charges for Goods and Services 3,501,272 3,930,718 3,384,777 3,171,226 3,529,407 3,252,115 3,341,356 2.6% 2.7% Fines and Forfeits 2,064,530 1,454,000 3,765,094 3,532,193 3,427,786 3,170,351 3,214,156 ‐10.2% 1.4% Interest and Other Earnings 643,872 736,000 444,305 430,000 295,291 477,330 477,330 11.0% 0.0% Rents, Leases, and Concessions 39,441 51,300 47,606 51,300 41,864 41,329 45,864 ‐19.4% 11.0% Other Miscellaneous Revenues 87,856 123,400 202,819 121,000 92,480 126,000 76,000 4.1%‐39.7% Other Financing Sources (31,105)0 1,202 0 1,196 0 0 N/A N/A Transfer In 14,823 169,000 218,830 0 0 0 0 N/A N/A TOTAL RESOURCES 64,146,838 70,616,488 71,036,535 75,735,434 72,216,336 71,689,933 72,918,112 ‐5.3% 1.7% EXPENDITURES: Regular Salaries 33,124,829 37,668,596 36,133,863 36,445,574 35,878,262 35,526,601 36,379,368 ‐2.5% 2.4% Overtime 3,730,944 1,939,897 2,237,684 1,972,711 2,199,979 1,659,042 1,659,042 ‐15.9% 0.0% Personnel Benefits 12,509,162 15,167,129 13,988,247 15,426,698 13,561,236 13,683,623 14,656,122 ‐11.3% 7.1% Part Time Salaries and Benefits 191,569 110,173 208,324 41,913 231,386 122,901 122,901 193.2% 0.0% Supplies/Small Tools and Equipment 1,586,422 1,104,814 866,191 1,103,892 1,145,332 664,176 687,284 ‐39.8% 3.5% Professional Services 4,197,506 2,294,129 2,324,383 2,501,621 2,760,752 2,197,816 2,201,315 ‐12.1% 0.2% Communication 116,547 175,040 142,597 78,573 33,208 23,323 23,323 ‐70.3% 0.0% Travel/Training 222,157 277,967 194,994 253,432 186,021 216,226 216,829 ‐14.7% 0.3% Advertising 56,334 42,228 20,855 28,229 14,919 20,987 20,987 ‐25.7% 0.0% Operating Rentals 270,716 383,809 564,804 593,097 514,970 593,097 593,097 0.0% 0.0% Insurance 1,074,846 0 6,391 0 (281)0 0 N/A N/A Utilities 17,298 34,000 15,501 20,000 17,482 20,000 20,000 0.0% 0.0% Repairs & Maintenance 260,976 239,421 249,742 144,940 109,548 112,978 111,813 ‐22.1%‐1.0% Miscellaneous 775,218 783,750 937,125 656,845 574,725 480,809 480,047 ‐26.8%‐0.2% Intergovernmental Services / Taxes 3,174,265 3,677,818 3,112,075 3,898,291 3,687,333 9,102,350 6,875,575 133.5%‐24.5% Capital 775,062 242,372 25,730 217,372 63,400 257,359 257,359 18.4% 0.0% Debt Service 0 0 0 0 1,875,000 0 0 N/A N/A Interfund Payments for Services 4,655,143 6,027,171 6,017,827 8,035,095 8,420,930 7,879,334 8,082,778 ‐1.9% 2.6% Transfer Out 551,044 1,150,000 1,155,696 0 0 8,000 0 100.0%‐100.0% TOTAL EXPENDITURES 67,290,039 71,318,314 68,202,029 71,418,283 71,274,201 72,568,621 72,387,839 1.6%‐0.2% Fund Balance, January 1 8,843,709 7,451,347 5,700,507 3,404,712        8,535,013                  9,491,809           8,613,120 178.8%‐9.3% Total New Revenue 64,146,838 70,616,488 71,036,535 75,735,434 72,216,336 71,689,933 72,918,112 ‐5.3% 1.7% Total Committed Expenditures (67,290,039) (71,318,314) (68,202,029) (71,418,283) (71,274,201) (72,568,621) (72,387,839)1.6%‐0.2% Fund Balance Plus Reserves 5,700,508 6,749,521 8,535,013 7,721,862 9,477,148 8,613,120 9,143,392 11.5% 6.2% Undesignated Fund Balance, 12/31 5,700,508 6,749,521 8,535,013 7,721,862 9,477,148 8,613,120 9,143,392 11.5% 6.2% Fund 000, General Fund The General Fund is the primary operating fund of the City of Renton. It is used to account for the resources and disbursements of ordinary City operations that are not required to be accounted for in another fund. These include the costs of public safety, building, planning, human services, and general administration. The major sources of revenue are property taxes, utility taxes, and sales taxes. Licenses and Permits, Charges for Services, and Fines and Fofeits provide additional support. Budget by Fund - General Government 6 - 2 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Property Taxes 7,079,205 6,520,087 4,333,972 530,884 2,090,788 3,477,251 3,557,908 555.0% 2.3% Utility Taxes 4,580,037 4,854,323 4,963,151 5,150,000 5,036,907 4,968,000 5,191,560 ‐3.5% 4.5% Federal/State Grants 0 0 16,951 0 5,200 0 0 N/A N/A Other Intergovernmental Revenues 8,000 0 8,000 0 0 0 0 N/A N/A Charges for Goods and Services 1,678,818 1,777,498 1,631,486 1,640,694 1,492,471 1,694,340 1,726,717 3.3% 1.9% Interest and Other Earnings 31,269 37,500 9,060 0 10,103 0 0 N/A N/A Rents, Leases, and Concessions 610,475 636,000 599,590 635,200 648,709 623,100 618,100 ‐1.9%‐0.8% Other Miscellaneous Revenues 47,488 75,500 67,984 55,000 74,207 55,000 55,000 0.0% 0.0% Transfer In 66,541 48,174 58,174 0 13,058 0 0 N/A N/A TOTAL RESOURCES 14,101,832 13,949,082 11,688,369 8,011,778 9,371,443 10,817,691 11,149,285 35.0% 3.1% EXPENDITURES: Regular Salaries 4,507,694 3,463,564 3,257,140 3,381,757 3,230,711 3,399,839 3,550,958 0.5% 4.4% Overtime 60,916 25,928 35,961 24,928 22,505 21,928 21,928 ‐12.0% 0.0% Personnel Benefits 1,668,708 1,266,689 1,145,727 1,142,599 1,129,838 1,260,035 1,411,127 10.3% 12.0% Part Time Salaries and Benefits 2,056,295 1,779,247 1,767,349 1,541,209 1,507,332 1,568,561 1,568,561 1.8% 0.0% Supplies/Small Tools and Equipment 678,577 618,763 477,154 515,048 352,078 616,098 616,098 19.6% 0.0% Professional Services 251,769 171,517 173,019 138,914 159,965 148,914 148,914 7.2% 0.0% Communication 25,934 18,666 19,313 0 70 125 125 100.0% 0.0% Travel/Training 30,158 27,306 13,060 5,590 2,639 7,790 7,790 39.4% 0.0% Advertising 7,322 0 381 0 1,791 0 0 N/A N/A Operating Rentals 8,237 13,081 9,412 13,081 4,866 13,081 13,081 0.0% 0.0% Utilities 1,346,212 587,933 516,734 564,933 463,528 564,933 564,933 0.0% 0.0% Repairs & Maintenance 590,819 549,572 337,600 363,232 168,740 261,932 261,932 ‐27.9% 0.0% Miscellaneous 577,180 234,917 168,220 184,115 134,790 278,579 280,252 51.3% 0.6% Intergovernmental Services / Taxes 138,897 178,500 176,571 0 44,173 0 0 N/A N/A Interfund Payments for Services 1,274,363 856,815 4,859,337 2,478,886 2,467,820 2,600,509 2,623,328 4.9% 0.9% Transfer Out 35,000 4,156,584 120,000 0 6,805 0 0 N/A N/A TOTAL EXPENDITURES 13,258,081 13,949,082 13,076,979 10,354,293 9,697,651 10,742,324 11,069,028 3.7% 3.0% Fund Balance, January 1 1,502,868 1,114,069 2,346,619 2,357,349        958,009                          50,000              125,366 ‐97.9% 150.7% Total New Revenue 14,101,832 13,949,082 11,688,369 8,011,778 9,371,443 10,817,691 11,149,285 35.0% 3.1% Total Committed Expenditures (13,258,081) (13,949,082) (13,076,979) (10,354,293) (9,697,651) (10,742,324) (11,069,028)3.7% 3.0% Fund Balance Plus Reserves 2,346,619 1,114,069 958,009 14,835 631,801 125,367 205,623 745.1% 64.0% Undesignated Fund Balance, 12/31 2,346,619 1,114,069 958,009 14,835 631,801 125,367 205,623 745.1% 64.0% 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 - General Government 6 - 3 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Property Taxes 3,780,253 4,213,711 3,652,582 2,386,766 2,847,706 3,777,022 3,867,606 58.2% 2.4% Retail Sales and Use Taxes 253,377 338,209 242,891 0 228,514 258,750 270,394 100.0% 4.5% Utility Taxes 1,565,810 1,745,681 1,891,255 1,858,000 1,577,756 1,656,000 1,730,520 ‐10.9% 4.5% Other Licenses and Permits 199,585 125,000 160,838 125,000 122,733 125,000 125,000 0.0% 0.0% Federal/State Grants 0 0 0 0 139,877 0 0 N/A N/A Other Intergovernmental Revenues 1,074,030 1,321,200 1,221,980 1,140,165 1,254,440 1,157,267 1,174,626 1.5% 1.5% Charges for Goods and Services 1,170,590 1,267,008 1,220,616 1,179,011 1,165,965 1,417,762 1,460,918 20.3% 3.0% Interest and Other Earnings 33,597 41,000 5,550 0 8,995 0 0 N/A N/A Other Miscellaneous Revenues 6,367 0 4,833 0 6,866 0 0 N/A N/A TOTAL RESOURCES 8,083,610 9,051,809 8,400,545 6,688,942 7,352,851 8,391,801 8,629,064 25.5% 2.8% EXPENDITURES: Regular Salaries 3,554,169 3,905,661 3,889,597 3,678,900 3,703,617 3,728,488 3,858,450 1.3% 3.5% Overtime 128,880 92,856 139,343 92,856 103,653 81,856 81,856 ‐11.8% 0.0% Personnel Benefits 1,324,660 1,573,072 1,478,822 1,300,029 1,344,786 1,367,294 1,539,186 5.2% 12.6% Part Time Salaries and Benefits 94,557 82,954 52,945 79,058 93,534 59,058 59,058 ‐25.3% 0.0% Supplies/Small Tools and Equipment 641,627 501,035 572,426 434,217 497,319 383,351 383,351 ‐11.7% 0.0% Professional Services 35,445 72,834 60,040 51,510 52,138 51,510 51,510 0.0% 0.0% Communication 10,288 12,138 9,595 306 2,272 630 630 105.9% 0.0% Travel/Training 54,927 67,913 53,157 67,307 48,376 67,307 67,307 0.0% 0.0% Operating Rentals 7,076 10,302 6,109 10,033 3,542 10,033 10,033 0.0% 0.0% Utilities 1,017,850 1,171,062 1,200,254 1,121,046 1,172,891 1,121,912 1,121,912 0.1% 0.0% Repairs & Maintenance 45,322 36,297 32,764 35,086 19,653 33,082 33,082 ‐5.7% 0.0% Miscellaneous 10,366 16,574 11,637 15,833 9,001 17,837 17,837 12.7% 0.0% Capital 0 10,200 0 10,200 0 10,200 10,200 0.0% 0.0% Interfund Payments for Services 1,114,076 1,408,911 1,398,664 1,580,598 1,577,230 1,360,586 1,302,025 ‐13.9%‐4.3% Transfer Out 14,823 90,000 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 8,054,066 9,051,809 8,905,355 8,476,980 8,628,201 8,293,144 8,536,436 ‐2.2% 2.9% Fund Balance, January 1 1,866,914 1,549,034 1,896,459 1,788,039        1,391,648                       50,000              148,657 ‐97.2% 197.3% Total New Revenue 8,083,610 9,051,809 8,400,545 6,688,942 7,352,851 8,391,801 8,629,064 25.5% 2.8% Total Committed Expenditures (8,054,066) (9,051,809) (8,905,355) (8,476,980) (8,628,201) (8,293,144) (8,536,436)‐2.2% 2.9% Fund Balance Plus Reserves 1,896,459 1,549,034 1,391,649 1 116,298 148,657 241,285 ##########62.3% Undesignated Fund Balance, 12/31 1,896,459 1,549,034 1,391,649 1 116,298 148,657 241,285 ##########62.3% 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 - General Government 6 - 4 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Federal/State Grants 265,333 294,596 258,209 294,148 433,441 304,000 304,000 3.3% 0.0% Interest and Other Earnings (332)0 (198)0 0 0 0 N/A N/A TOTAL RESOURCES 265,001 294,596 258,011 294,148 433,441 304,000 304,000 3.3% 0.0% EXPENDITURES: Regular Salaries 96,062 92,769 92,545 95,160 158,602 99,303 101,168 4.4% 1.9% Overtime 36 1,000 0 0 0 0 0 N/A N/A Personnel Benefits 26,448 26,140 24,928 23,662 44,846 48,971 32,315 107.0%‐34.0% Part Time Salaries and Benefits 15 0 13 0 0 0 0 N/A N/A Supplies/Small Tools and Equipment 27,093 32,250 25,335 38,430 26,809 29,295 29,295 ‐23.8% 0.0% Professional Services 85,228 137,087 100,939 131,288 140,012 124,291 124,291 ‐5.3% 0.0% Communication 0 500 132 250 0 0 0 ‐100.0% N/A Travel/Training 10 2,000 928 2,000 303 940 940 ‐53.0% 0.0% Operating Rentals 0 400 0 500 102 150 150 ‐70.0% 0.0% Utilities 0 900 0 900 0 250 250 ‐72.2% 0.0% Repairs & Maintenance 69 250 298 950 458 450 450 ‐52.6% 0.0% Miscellaneous 420 1,300 925 600 830 350 15,141 ‐41.7% 4226.0% Interfund Payments for Services 0 0 0 2,763 0 0 0 ‐100.0% N/A TOTAL EXPENDITURES 235,381 294,596 246,043 296,503 482,144 304,000 304,000 2.5% 0.0% Fund Balance, January 1 (48,117) (66,792) (18,496) (16,483)            (6,528)                               (6,121)               (6,121)‐62.9% 0.0% Total New Revenue 265,001 294,596 258,011 294,148 433,441 304,000 304,000 3.3% 0.0% Total Committed Expenditures (235,381) (294,596) (246,043) (296,503) (482,144) (304,000) (304,000)2.5% 0.0% Fund Balance Plus Reserves (18,497) (66,792) (6,528) (18,838) (55,231) (6,121) (6,121)‐67.5% 0.0% Undesignated Fund Balance, 12/31 (18,497) (66,792) (6,528) (18,838) (55,231) (6,121) (6,121)‐67.5% 0.0% Fund 004, Community Development Block Grant Fund (Previously Fund 104) In 2005,Fund 004Community Development Block Grant Fund was created and Fund 104was eliminated. The CDBG fund collects and disburses Community Development grant monies. Current agencies include Children's Home Society of Washington, Renton Communities in Schools, Emergency Feeding Program of Seattle and King County, City of Renton Housing Repair program, Planning and Administration program, and Institute of Family Development. Please refer to Fund 104 Community Development Block Grant Fund prior to 2005.  Budget by Fund - General Government 6 - 5 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Property Taxes 0 151,124 205,486 192,621 192,621 195,966 216,220 1.7% 10.3% Interest and Other Earnings 0 0 19 0 594 0 0 N/A N/A TOTAL RESOURCES 0 151,124 205,506 192,621 193,215 195,966 216,220 1.7% 10.3% EXPENDITURES: Regular Salaries 0 69,063 69,284 74,408 74,407 73,402 75,643 ‐1.4% 3.1% Personnel Benefits 0 17,474 16,552 16,136 16,605 17,374 19,883 7.7% 14.4% Part Time Salaries and Benefits 0 21,231 17,684 12,409 10,643 12,409 12,409 0.0% 0.0% Travel/Training 0 1,635 0 0 0 0 0 N/A N/A Interfund Payments for Services 0 41,721 37,281 91,167 89,436 105,222 107,567 15.4% 2.2% TOTAL EXPENDITURES 0 151,124 140,801 194,120 191,090 208,407 215,502 7.4% 3.4% Fund Balance, January 1 0 0 0 1,499               64,705                             63,206                 50,765 4116.5%‐19.7% Total New Revenue 0 151,124 205,506 192,621 193,215 195,966 216,220 1.7% 10.3% Total Committed Expenditures 0 (151,124) (140,801) (194,120) (191,090) (208,407) (215,502)7.4% 3.4% Fund Balance Plus Reserves 0 0 64,705 0 66,830 50,765 51,483 ##########1.4% Undesignated Fund Balance, 12/31 0 0 64,705 0 66,830 50,765 51,483 ##########1.4% Fund 005, Museum Fund (Previously combined with 006) The Museum Fund accounts for the operation of the City Historical Museum. It is a part of general governmental funds since the majority of support is derived from general tax revenues. See the Community Services operating budget section of this document for more information on Museum fund program budget and staffing. Budget by Fund - General Government 6 - 6 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Property Taxes 2,447,351 1,994,447 1,356,643 968,209 1,611,492 2,030,000 1,030,000 109.7%‐49.3% Other Intergovernmental Revenues 251,017 90,492 511,503 359,863 0 0 0 ‐100.0% N/A Charges for Goods and Services 6,371 6,529 7,511 6,529 1,415 0 0 ‐100.0% N/A Fines and Forfeits 46,443 40,000 51,915 45,000 10,236 0 0 ‐100.0% N/A Interest and Other Earnings 3,848 4,300 5,867 4,300 1,814 0 0 ‐100.0% N/A Other Miscellaneous Revenues 11,563 2,500 16,042 11,900 6,071 0 0 ‐100.0% N/A TOTAL RESOURCES 2,766,593 2,138,268 1,949,481 1,395,801 1,631,028 2,030,000 1,030,000 45.4%‐49.3% EXPENDITURES: Regular Salaries 888,835 923,806 913,611 961,955 199,849 0 0 ‐100.0% N/A Overtime 9,744 29,519 4,525 5,000 530 0 0 ‐100.0% N/A Personnel Benefits 279,738 324,747 300,402 294,341 55,766 0 0 ‐100.0% N/A Part Time Salaries and Benefits 233,651 212,485 212,051 143,670 37,815 0 0 ‐100.0% N/A Supplies/Small Tools and Equipment 314,352 305,243 295,362 218,519 16,563 0 0 ‐100.0% N/A Professional Services 59,162 55,233 64,460 49,000 11,811 0 0 ‐100.0% N/A Travel/Training 5,054 7,159 465 0 0 0 0 N/A N/A Operating Rentals 0 612 13 0 0 0 0 N/A N/A Repairs & Maintenance 929 28,416 198 4,990 0 0 0 ‐100.0% N/A Miscellaneous 1,997 3,111 1,560 0 271 0 0 N/A N/A Intergovernmental Services / Taxes 0 0 278,000 278,000 1,870,593 0 0 ‐100.0% N/A Capital 3,019 3,120 47 0 0 0 0 N/A N/A Interfund Payments for Services 230,731 244,817 241,433 588,788 96,494 30,000 30,000 ‐94.9% 0.0% Transfer Out 0 0 9,750 0 0 2,000,000 1,000,000 100.0%‐50.0% TOTAL EXPENDITURES 2,027,213 2,138,268 2,321,878 2,544,263 2,289,692 2,030,000 1,030,000 ‐20.2%‐49.3% Fund Balance, January 1 339,025 267,028 1,078,408 1,148,462        706,011                                   ‐                            ‐   ‐100.0% N/A Total New Revenue 2,766,593 2,138,268 1,949,481 1,395,801 1,631,028 2,030,000 1,030,000 45.4%‐49.3% Total Committed Expenditures (2,027,213) (2,138,268) (2,321,878) (2,544,263) (2,289,692) (2,030,000) (1,030,000)‐20.2%‐49.3% Fund Balance Plus Reserves 1,078,405 267,028 706,011 (0) 47,348 0 0 ‐100.0% N/A Undesignated Fund Balance, 12/31 1,078,405 267,028 706,011 (0) 47,348 0 0 ‐100.0% N/A Fund 006, Library Fund (Previously Fund 106) The Library Fund accounts for the operation of two City libraries. It is a part of general governmental funds since the majority of support for library services is derived from general tax revenues. In 2008, 97 percent of the resources will come from property taxes, with 3 percent from service charges for photocopies, library fines, investment interest, and contributions from the annual book sale. See the Community Services operating budget section of this document for more information on Library fund program budget and staffing. Prior to 2009, the Library and Museum were combined in Fund 006. The Museum fund is now Fund 005.  Budget by Fund - General Government 6 - 7 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 0 0 0 0 915 2,600 2,600 100.0% 0.0% Interest and Other Earnings 789 0 391 0 764 400 400 100.0% 0.0% Rents, Leases, and Concessions 27,003 29,280 30,763 34,280 36,764 34,500 37,500 0.6% 8.7% Other Miscellaneous Revenues 50,592 6,000 7,500 10,000 11,083 15,000 20,000 50.0% 33.3% TOTAL RESOURCES 78,383 35,280 38,654 44,280 49,527 52,500 60,500 18.6% 15.2% EXPENDITURES: Part Time Salaries and Benefits 11,177 15,300 15,298 15,300 15,296 30,600 30,600 100.0% 0.0% Supplies/Small Tools and Equipment 5,261 7,165 3,728 7,165 3,740 5,800 5,900 ‐19.1% 1.7% Professional Services 5,080 9,297 5,922 9,297 4,758 6,000 6,500 ‐35.5% 8.3% Communication 563 490 635 490 483 100 100 ‐79.6% 0.0% Travel/Training 1,284 0 1,827 0 1,332 2,300 2,550 100.0% 10.9% Advertising 1,416 1,500 249 1,500 1,472 1,000 1,000 ‐33.3% 0.0% Insurance 900 0 900 0 0 775 1,000 100.0% 29.0% Miscellaneous 555 559 702 559 1,343 1,300 1,500 132.6% 15.4% Interfund Payments for Services 0 969 969 0 0 0 0 N/A N/A TOTAL EXPENDITURES 26,236 35,280 30,230 34,311 28,468 47,875 49,150 39.5% 2.7% Fund Balance, January 1 0 46,492 52,147 52,147             60,571               70,541             75,166              35.3% 6.6% Total New Revenue 78,383 35,280 38,654 44,280 49,527 52,500 60,500 18.6% 15.2% Total Committed Expenditures (26,236) (35,280) (30,230) (34,311) (28,468) (47,875) (49,150)39.5% 2.7% Fund Balance Plus Reserves 52,147 46,492 60,572 62,116 81,630 75,166 86,516 21.0% 15.1% Undesignated Fund Balance, 12/31 52,147 46,492 60,572 62,116 81,630 75,166 86,516 21.0% 15.1% Fund 009, Farmers Market Fund This fund was created in 2008 for the purpose of paying for the operational and maintenance costs of the Farmers Market. In 2008, this responsibility was transferred from the Renton Chamber of Commerce to the City. Budget by Fund - General Government 6 - 8 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Other Miscellaneous Revenues 40,748 15,000 5,480 0 315 0 0 N/A N/A TOTAL RESOURCES 40,748 15,000 5,480 0 315 0 0 N/A N/A EXPENDITURES: Supplies/Small Tools and Equipment 8,767 15,000 61,606 0 0 0 0 N/A N/A TOTAL EXPENDITURES 8,767 15,000 61,606 0 0 0 0 N/A N/A Fund Balance, January 1 25,082 10,081 57,062 ‐                    936                                        936                      936 100.0% 0.0% Total New Revenue 40,748 15,000 5,480 0 315 0 0 N/A N/A Total Committed Expenditures (8,767) (15,000) (61,606)0 0 0 0 N/A N/A Fund Balance Plus Reserves 57,062 10,081 935 0 1,251 936 936 100.0% 0.0% Undesignated Fund Balance, 12/31 57,062 10,081 935 0 1,251 936 936 100.0% 0.0% Fund 010, Fire Memorial Fund This fund was created in 2004. The fund was created to accept donations from citizens for Fire and Emergency Services related purposes.  Budget by Fund - General Government 6 - 9 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Interest and Other Earnings 13 0 (25)0 153 0 0 N/A N/A Other Miscellaneous Revenues 21,235 25,000 11,760 25,000 23,670 25,000 25,000 0.0% 0.0% TOTAL RESOURCES 21,248 25,000 11,735 25,000 23,823 25,000 25,000 0.0% 0.0% EXPENDITURES: Regular Salaries 0 0 37,980 0 0 0 0 N/A N/A Overtime 7,878 6,000 2,472 6,000 2,581 6,000 6,000 0.0% 0.0% Supplies/Small Tools and Equipment 0 2,000 0 2,000 873 2,000 2,000 0.0% 0.0% Travel/Training 0 17,000 1,133 17,000 0 17,000 17,000 0.0% 0.0% TOTAL EXPENDITURES 7,878 25,000 41,585 25,000 4,054 25,000 25,000 0.0% 0.0% Fund Balance, January 1 20,783 16,783 34,153 ‐                    4,303                                  4,303                   4,303 100.0% 0.0% Total New Revenue 21,248 25,000 11,735 25,000 23,823 25,000 25,000 0.0% 0.0% Total Committed Expenditures (7,878) (25,000) (41,585) (25,000) (4,054) (25,000) (25,000)0.0% 0.0% Fund Balance Plus Reserves 34,153 16,783 4,303 (0) 24,072 4,303 4,303 ##########0.0% Undesignated Fund Balance, 12/31 34,153 16,783 4,303 (0) 24,072 4,303 4,303 ##########0.0% Fund 011, Fire Health and Wellness Fund Fund 011 was created in 2006 for the purpose of identifying Fire and Emergency Services Department health and wellness related activities. Budget by Fund - General Government 6 - 10 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Interest and Other Earnings 3,152 0 1,614 0 1,884 0 0 N/A N/A TOTAL RESOURCES 3,152 0 1,614 0 1,884 0 0 N/A N/A EXPENDITURES: TOTAL EXPENDITURES 0 0 0 0 0 0 0 N/A N/A Fund Balance, January 1 170,301 170,300 173,453 173,453           175,066                        175,067              175,067 0.9% 0.0% Total New Revenue 3,152 0 1,614 0 1,884 0 0 N/A N/A Total Committed Expenditures 0 0 0 0 0 0 0 N/A N/A Fund Balance Plus Reserves 173,453 170,300 175,067 173,453 176,950 175,067 175,067 0.9% 0.0% Undesignated Fund Balance, 12/31 173,453 170,300 175,067 173,453 176,950 175,067 175,067 0.9% 0.0% Fund 031, Park Memorial Fund (Previously Fund 131) This fund was created in 2001. The fund was created to accept all gifts for park and recreation purposes. In 2007,the fund number was changed from Fund 131 to Fund 031. Budget by Fund - General Government 6 - 11 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Property Taxes 860,000 40 599,109 2,132,658 1,424,430 1,293,075 1,132,075 ‐39.4%‐12.5% Other Taxes 1,100,000 1,960,000 1,378,456 850,000 868,818 690,000 850,000 ‐18.8% 23.2% Interest and Other Earnings 2,090 20,400 2,653 0 3,319 0 0 N/A N/A TOTAL RESOURCES 1,962,090 1,980,440 1,980,219 2,982,658 2,296,567 1,983,075 1,982,075 ‐33.5%‐0.1% EXPENDITURES: Debt Service 1,983,628 1,980,440 1,980,739 1,984,625 1,985,077 1,983,075 1,982,075 ‐0.1%‐0.1% TOTAL EXPENDITURES 1,983,628 1,980,440 1,980,739 1,984,625 1,985,077 1,983,075 1,982,075 ‐0.1%‐0.1% Fund Balance, January 1 23,505 23,506 1,968 (998,033)          1,448                               49,999                 49,999 ‐105.0% 0.0% Total New Revenue 1,962,090 1,980,440 1,980,219 2,982,658 2,296,567 1,983,075 1,982,075 ‐33.5%‐0.1% Total Committed Expenditures (1,983,628) (1,980,440) (1,980,739) (1,984,625) (1,985,077) (1,983,075) (1,982,075)‐0.1%‐0.1% Fund Balance Plus Reserves 1,967 23,506 1,448 0 312,938 49,999 49,999 100.0% 0.0% Undesignated Fund Balance, 12/31 1,967 23,506 1,448 0 312,938 49,999 49,999 100.0%0.0% Fund 201, Limited Tax General Obligation Bond Fund (City Hall) Fund 201 maintains the revenue and expenditures for the 1997 and 2001 debt issues associated with the Main and Grady building (new Renton City Hall) purchase and renovation. Budget by Fund - General Government 6 - 12 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Property Taxes 650,000 914,168 423,774 758,036 1,091,862 781,981 1,781,318 3.2% 127.8% Retail Sales and Use Taxes 0 745,357 745,357 0 0 0 0 N/A N/A Utility Taxes 0 528,000 190,696 0 0 0 0 N/A N/A Other Taxes 1,250,000 40,000 40,000 1,150,000 1,195,671 1,150,000 1,150,000 0.0% 0.0% Other Intergovernmental Revenues 0 0 0 0 252,492 270,923 281,054 100.0% 3.7% Interest and Other Earnings 17,612 82,416 66,077 0 4,641 0 0 N/A N/A Bond Proceeds 0 0 0 0 6,613,484 0 0 N/A N/A Transfer In 300,000 300,000 300,000 560,000 639,340 529,056 536,926 ‐5.5% 1.5% TOTAL RESOURCES 2,217,612 2,609,941 1,765,903 2,468,036 9,797,489 2,731,960 3,749,298 10.7% 37.2% EXPENDITURES: Debt Service 2,280,111 2,609,941 2,196,083 2,510,320 9,335,507 2,731,960 3,749,298 8.8% 37.2% TOTAL EXPENDITURES 2,280,111 2,609,941 2,196,083 2,510,320 9,335,507 2,731,960 3,749,298 8.8% 37.2% Fund Balance, January 1 556,784 556,782 494,282 452,284           64,103                           101,449              101,449 ‐77.6% 0.0% Total New Revenue 2,217,612 2,609,941 1,765,903 2,468,036 9,797,489 2,731,960 3,749,298 10.7% 37.2% Total Committed Expenditures (2,280,111) (2,609,941) (2,196,083) (2,510,320) (9,335,507) (2,731,960) (3,749,298)8.8% 37.2% Fund Balance Plus Reserves 494,284 556,782 64,102 410,000 526,085 101,449 101,449 ‐75.3% 0.0% Undesignated Fund Balance, 12/31 494,284 556,782 64,102 410,000 526,085 101,449 101,449 ‐75.3% 0.0% Fund 215, General Governmental Miscellaneous Debt Service Fund Fund 215 maintains the revenue and expenditures for the debt issues associated with various purchases of equipment, construction of the Downtown Parking Garage, construction of a new fire station, the lighting project for City Hall and the South Lake Washington Infrastructure Project. For more detail on this debt issue, see the separately published City of Renton Debt Manual .  Budget by Fund - General Government 6 - 13 This page is intentionally left blank  Budget by Fund - General Government 6 - 14 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Other Intergovernmental Revenues 626,898 633,475 575,049 615,000 586,184 617,000 627,000 0.3% 1.6% Interest and Other Earnings 14,764 5,100 2,907 5,000 4,850 3,000 3,000 ‐40.0% 0.0% TOTAL RESOURCES 641,662 638,575 577,956 620,000 591,034 620,000 630,000 0.0% 1.6% EXPENDITURES: Transfer Out 585,000 750,000 750,000 620,000 620,000 620,000 630,000 0.0% 1.6% TOTAL EXPENDITURES 585,000 750,000 750,000 620,000 620,000 620,000 630,000 0.0% 1.6% Fund Balance, January 1 316,069 316,068 372,729 261,306           200,686                        200,687              200,687 ‐23.2% 0.0% Total New Revenue 641,662 638,575 577,956 620,000 591,034 620,000 630,000 0.0% 1.6% Total Committed Expenditures (585,000) (750,000) (750,000) (620,000) (620,000) (620,000) (630,000)0.0% 1.6% Fund Balance Plus Reserves 372,731 204,643 200,686 261,306 171,720 200,687 200,687 ‐23.2% 0.0% Undesignated Fund Balance, 12/31 372,731 204,643 200,686 261,306 171,720 200,687 200,687 ‐23.2% 0.0% Fund 102, Arterial Street Fund The Arterial Street Fund was established pursuant to state law allocating the one‐half cent State Gasoline Tax revenue to cities and towns for construction, improvements, and major repair of streets. In order for a project to qualify for funding, it has to be a part of the City's Six‐Year Transportation Improvement Program and must be approved by the State Highway Department's District State Aid Engineer. The fund allows the City to accomplish approved projects using either City forces or contractors, and provides the capability of matching LID participation and outside agency grants.   Budget by Fund - Special Revenue 6 - 15 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Retail Sales and Use Taxes 84,564 0 0 0 0 0 0 N/A N/A Federal/State Grants 0 0 0 0 466,938 0 0 N/A N/A Interest and Other Earnings 18,700 0 9,886 0 2,459 0 0 N/A N/A Rents, Leases, and Concessions 1,487,444 1,244,322 1,189,819 941,533 652,471 744,933 844,049 ‐20.9% 13.3% Other Miscellaneous Revenues 0 0 0 0 257,241 0 127,000 N/A 100.0% TOTAL RESOURCES 1,590,709 1,244,322 1,199,706 941,533 1,379,109 744,933 971,049 ‐20.9% 30.4% EXPENDITURES: Regular Salaries 72,861 74,107 73,487 76,224 76,359 77,056 79,266 1.1% 2.9% Overtime 140 0 425 0 242 0 0 N/A N/A Personnel Benefits 21,357 23,356 22,400 22,303 22,314 24,511 27,374 9.9% 11.7% Supplies/Small Tools and Equipment 1,620 5,100 1,479 900 420 8,250 8,250 816.7% 0.0% Professional Services 43,019 384,414 264,909 88,299 322,815 319,816 320,455 262.2% 0.2% Utilities 92,877 36,032 170,673 173,150 142,216 89,640 91,688 ‐48.2% 2.3% Repairs & Maintenance 194,498 150,523 508,837 218,409 131,349 91,971 91,971 ‐57.9% 0.0% Capital 0 0 1,150 0 758,028 0 254,000 N/A 100.0% Interfund Payments for Services 0 0 0 2,655 2,655 3,213 3,228 21.0% 0.5% Transfer Out 386,000 570,790 570,790 0 0 0 0 N/A N/A TOTAL EXPENDITURES 812,372 1,244,322 1,614,151 581,940 1,457,128 614,457 876,232 5.6% 42.6% Fund Balance, January 1 473,720 529,744 1,252,058 615,151           837,613                        995,638           1,126,113 61.9% 13.1% Total New Revenue 1,590,709 1,244,322 1,199,706 941,533 1,379,109 744,933 971,049 ‐20.9% 30.4% Total Committed Expenditures (812,372) (1,244,322) (1,614,151) (581,940) (1,457,128) (614,457) (876,232)5.6% 42.6% Fund Balance Plus Reserves 1,252,057 529,744 837,613 974,744 759,595 1,126,114 1,220,930 15.5% 8.4% Undesignated Fund Balance, 12/31 1,252,057 529,744 837,613 974,744 759,595 1,126,114 1,220,930 15.5% 8.4% 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 - Special Revenue 6 - 16 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Retail Sales and Use Taxes 253,839 265,200 200,381 180,000 191,426 180,000 200,000 0.0% 11.1% Interest and Other Earnings 7,275 10,200 1,416 0 2,348 0 0 N/A N/A Other Miscellaneous Revenues 60,000 65,000 65,000 65,000 65,000 65,000 65,000 0.0% 0.0% TOTAL RESOURCES 321,114 340,400 266,796 245,000 258,774 245,000 265,000 0.0% 8.2% EXPENDITURES: Professional Services 382,969 295,000 269,714 245,000 293,652 245,000 265,000 0.0% 8.2% TOTAL EXPENDITURES 382,969 295,000 269,714 245,000 293,652 245,000 265,000 0.0% 8.2% Fund Balance, January 1 312,600 272,601 250,746 265,146           247,828                        247,828              247,828 ‐6.5% 0.0% Total New Revenue 321,114 340,400 266,796 245,000 258,774 245,000 265,000 0.0% 8.2% Total Committed Expenditures (382,969) (295,000) (269,714) (245,000) (293,652) (245,000) (265,000)0.0% 8.2% Fund Balance Plus Reserves 250,746 318,001 247,829 265,146 212,950 247,828 247,828 ‐6.5% 0.0% Undesignated Fund Balance, 12/31 250,746 318,001 247,829 265,146 212,950 247,828 247,828 ‐6.5% 0.0% Fund 110, Hotel/Motel Fund During the 1997 Legislative session, SSB 5867 was passed. SSB 5867 allows Washington State cities to impose an increase in the hotel/motel tax of up to 1 percent for the purpose of increasing tourism. On October 13, 1997, the Renton City Council passed Resolution No. 3288 establishing a Hotel/Motel Lodging Tax Advisory Committee. The Committee investigated the feasibility of implementing the 1 percent tax and made a recommendation to the City Council to enact this tax. The Council adopted the tax with Ordinance No. 4697 on December 15, 1997. In 1998, a marketing campaign was created using these collected funds. The Renton Community Marketing Campaign is designed to help brand Renton and communicate the community's many positive attributes as a place to do business, work, visit, learn, shop, live, play, and stay. The stakeholders, including the Renton Chamber of Commerce, Renton Visitor's Connection, City of Renton, Renton School District, Renton Technical College, and Valley Medical Center, launched the campaign to 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 - Special Revenue 6 - 17 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Interest and Other Earnings 60 0 21 0 35 0 0 N/A N/A TOTAL RESOURCES 60 0 21 0 35 0 0 N/A N/A EXPENDITURES: TOTAL EXPENDITURES 0 0 0 0 0 0 0 N/A N/A Fund Balance, January 1 3,182 3,183 3,243 3,243               3,264                                  3,264                   3,264 0.6% 0.0% Total New Revenue 60 0 21 0 35 0 0 N/A N/A Total Committed Expenditures 0 0 0 0 0 0 0 N/A N/A Fund Balance Plus Reserves 3,243 3,183 3,264 3,243 3,299 3,264 3,264 0.6% 0.0% Undesignated Fund Balance, 12/31 3,243 3,183 3,264 3,243 3,299 3,264 3,264 0.6% 0.0% 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 - Special Revenue 6 - 18 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Interest and Other Earnings 2,300 0 829 0 1,516 0 0 N/A N/A Transfer In 0 0 23,539 15,000 13,261 15,000 15,000 0.0% 0.0% TOTAL RESOURCES 2,300 0 24,368 15,000 14,777 15,000 15,000 0.0% 0.0% EXPENDITURES: Capital 1,979 0 2,250 50,000 21,743 50,000 50,000 0.0% 0.0% TOTAL EXPENDITURES 1,979 0 2,250 50,000 21,743 50,000 50,000 0.0% 0.0% Fund Balance, January 1 121,357 57,164 121,678 121,678           143,796                        128,796                 93,796 5.8%‐27.2% Total New Revenue 2,300 0 24,368 15,000 14,777 15,000 15,000 0.0% 0.0% Total Committed Expenditures (1,979)0 (2,250) (50,000) (21,743) (50,000) (50,000)0.0% 0.0% Fund Balance Plus Reserves 121,678 57,164 143,796 86,678 136,830 93,796 58,796 8.2%‐37.3% Undesignated Fund Balance, 12/31 121,678 57,164 143,796 86,678 136,830 93,796 58,796 8.2%‐37.3% Fund 125, 1% for Art Fund The 1 percent for Art Fund was established to account for art expenditures in municipal construction projects. Guidelines for determining art expenditures are as follows: 1) The project cost must exceed $10,000. 2) The project must be either new construction or a significant renovation of an existing structure that allows an existing structure an expanded or different use of the facility. Routine or periodic maintenance expenditures have been excluded. 3) Land acquisition is not included. 4) Acquisition of equipment, vehicles, or machinery is not included. 5) All funds specifically limited to the construction and improvement of the transportation system have been excluded; such as Federal aid, forward thrust, and half‐cent gasoline tax. Under the authority of the Renton Municipal Arts Commission and the Renton City Council, the budget is administered by the Department of Community and Economic Development. Budget by Fund - Special Revenue 6 - 19 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Utility Taxes 70,000 40,674 0 40,000 80,674 40,000 40,000 0.0% 0.0% Business Licenses and Permits 0 45,000 10,051 45,000 48,659 45,000 45,000 0.0% 0.0% Interest and Other Earnings 1,704 0 696 0 1,181 0 0 N/A N/A Other Miscellaneous Revenues 1,500 0 1,500 0 1,500 0 0 N/A N/A TOTAL RESOURCES 73,204 85,674 12,247 85,000 132,014 85,000 85,000 0.0% 0.0% EXPENDITURES: Supplies/Small Tools and Equipment 559 6,302 555 6,302 0 6,302 6,302 0.0% 0.0% Professional Services 21,684 30,702 28,455 30,702 48,612 30,702 30,702 0.0% 0.0% Repairs & Maintenance 870 8,670 6,214 8,670 1,435 8,670 8,670 0.0% 0.0% Capital 0 40,000 0 40,000 0 40,000 40,000 0.0% 0.0% TOTAL EXPENDITURES 23,114 85,674 35,224 85,674 50,047 85,674 85,674 0.0% 0.0% Fund Balance, January 1 62,278 13,174 112,369 112,369           89,391                             88,718                 88,044 ‐21.0%‐0.8% Total New Revenue 73,204 85,674 12,247 85,000 132,014 85,000 85,000 0.0% 0.0% Total Committed Expenditures (23,114) (85,674) (35,224) (85,674) (50,047) (85,674) (85,674)0.0% 0.0% Fund Balance Plus Reserves 112,369 13,174 89,392 111,695 171,358 88,044 87,370 ‐21.2%‐0.8% Undesignated Fund Balance, 12/31 112,369 13,174 89,392 111,695 171,358 88,044 87,370 ‐21.2%‐0.8% Fund 127, Cable Communications Development Fund The Cable Communications Development Fund, which is managed by the City Clerk's office, was established to provide promotion and development of cable communications. The City uses a character generator to issue public information over a municipal access cable TV channel (Channel 21). The City Clerk's office is responsible for gathering, formatting and programming the information submitted by City departments and external organizations for broadcast. On May 8, 1995, Council authorized the broadcasting of weekly Council meetings on Channel 21. In December 1995, Council authorized the broadcasting of the Committee of the Whole meetings. In 1998, the City began to produce quarterly videos on various highlights of the City. This included major private and public capital projects and highlights of major City sponsored events.   Budget by Fund - Special Revenue 6 - 20 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 0 0 448,000 0 195,640 0 0 N/A N/A Interest and Other Earnings 8,502 10,500 3,026 0 5,356 0 0 N/A N/A TOTAL RESOURCES 8,502 10,500 451,026 0 200,996 0 0 N/A N/A EXPENDITURES: TOTAL EXPENDITURES 0 0 0 0 0 0 0 N/A N/A Fund Balance, January 1 0 0 8,502 19,002             459,528            459,528           459,528            2318.3% 0.0% Total New Revenue 8,502 10,500 451,026 0 200,996 0 0 N/A N/A Total Committed Expenditures 0 0 0 0 0 0 0 N/A N/A Fund Balance Plus Reserves 8,502 10,500 459,528 19,002 660,524 459,528 459,528 2318.3% 0.0% Undesignated Fund Balance, 12/31 8,502 10,500 459,528 19,002 660,524 459,528 459,528 2318.3% 0.0% Fund 135, Springbrook Wetlands Bank Per Ordinance 5269,in 2007, a new fund was created Fund 135, Springbrook Wetlands Bank Fund. The purpose of the fund is to provide accounting for the Springbrook Creek Wetland and Habitat Mitigation Bank project. The Fund will receive revenue by selling Wetland credits to the third parties and to the City's internal departments. The revenue received will pay for managing the wetlands.  Budget by Fund - Special Revenue 6 - 21 This page is intentionally left blank  Budget by Fund - Special Revenue 6 - 22 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Property Taxes 409,743 0 102,957 0 0 0 0 N/A N/A Interest and Other Earnings 9,484 5,100 1,006 0 0 0 0 N/A N/A TOTAL RESOURCES 419,228 5,100 103,963 0 0 0 0 N/A N/A EXPENDITURES: Debt Service 524,698 523,230 520,742 1,388 0 0 0 ‐100.0% N/A Transfer Out 0 0 0 0 79,340 0 0 N/A N/A TOTAL EXPENDITURES 524,698 523,230 520,742 1,388 79,340 0 0 ‐100.0% N/A Fund Balance, January 1 601,589 607,839 496,119 (22,013)            79,340               00‐100.0% N/A Total New Revenue 419,228 5,100 103,963 0 0 0 0 N/A N/A Total Committed Expenditures (524,698) (523,230) (520,742) (1,388) (79,340)0 0 ‐100.0% N/A Fund Balance Plus Reserves 496,119 89,709 79,340 (23,401)(0)0 0 ‐100.0% N/A Undesignated Fund Balance, 12/31 496,119 89,709 79,340 (23,401)(0)0 0 ‐100.0% N/A Fund 219, Unlimited Tax General Obligation Bond Funds Voter‐approved general obligation debt is also known as unlimited tax general obligation debt (ULTGO). Currently the City maintains one fund to account for existing bond revenue and expenditures. Fund 219maintains the revenue and expenditures for the 1993refunding 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 - Debt Service 6 - 23 This page is intentionally left blank  Budget by Fund - Debt Service 6 - 24 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 273,952 300,000 72,950 60,000 21,793 60,000 60,000 0.0% 0.0% Interest and Other Earnings 38,086 0 28,972 0 13,363 0 0 N/A N/A Transfer In 0 0 5,696 0 0 0 0 N/A N/A TOTAL RESOURCES 312,038 300,000 107,618 60,000 277,284 60,000 60,000 0.0% 0.0% EXPENDITURES: Transfer Out 111,875 0 711,038 0 0 400,000 0 100.0%‐100.0% TOTAL EXPENDITURES 111,875 0 711,038 0 0 400,000 0 100.0%‐100.0% Fund Balance, January 1 1,469,850 1,612,975 1,670,013 1,970,013        1,066,593                  1,126,594              786,594 ‐42.8%‐30.2% Total New Revenue 312,038 300,000 107,618 60,000 277,284 60,000 60,000 0.0% 0.0% Total Committed Expenditures (111,875)0 (711,038)0 0 (400,000)0 100.0%‐100.0% Fund Balance Plus Reserves 1,670,013 1,912,975 1,066,593 2,030,013 1,343,877 786,594 846,594 ‐61.3% 7.6% Undesignated Fund Balance, 12/31 1,670,013 1,912,975 1,066,593 2,030,013 1,343,877 786,594 846,594 ‐61.3% 7.6% Fund 303, Community Development Impact Mitigation Fund Beginning in 1999, Fund 303 was created for the purpose of identifying Community Development Impact Mitigation revenue and expenditures. Previously, Transportation, Fire, and Community Development (Park) mitigation activities were budgeted in Fund 105. The Designated Fund Balance is for identified projects in the 2008‐2013 Capital Investment Program (CIP). Budget by Fund - Capital Investment Program 6 - 25 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 339,623 240,000 112,203 100,000 67,618 100,000 100,000 0.0% 0.0% Interest and Other Earnings 20,131 60,000 175,552 0 18,333 0 0 N/A N/A TOTAL RESOURCES 359,754 300,000 287,755 100,000 85,951 100,000 100,000 0.0% 0.0% EXPENDITURES: Transfer Out 300,000 300,000 300,000 560,000 560,000 529,056 536,926 ‐5.5% 1.5% TOTAL EXPENDITURES 300,000 300,000 300,000 560,000 519,996 529,056 536,926 ‐5.5% 1.5% Fund Balance, January 1 2,316,014 2,556,013 2,375,767 2,375,768        2,363,522                  1,903,522           1,474,466 ‐19.9%‐22.5% Total New Revenue 359,754 300,000 287,755 100,000 85,951 100,000 100,000 0.0% 0.0% Total Committed Expenditures (300,000) (300,000) (300,000) (560,000) (519,996) (529,056) (536,926)‐5.5% 1.5% Fund Balance Plus Reserves 2,375,768 2,556,013 2,363,522 1,915,768 1,929,477 1,474,466 1,037,540 ‐23.0%‐29.6% Undesignated Fund Balance, 12/31 2,375,768 2,556,013 2,363,522 1,915,768 1,929,477 1,474,466 1,037,540 ‐23.0%‐29.6% 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 2008‐2013Capital Investment Program (CIP). Bonds were issued in 2002 for the completion of Fire Station 12 that was completed in 2004. Budget by Fund - Capital Investment Program 6 - 26 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 609,482 869,000 230,082 190,000 67,388 240,000 140,000 26.3%‐41.7% Interest and Other Earnings 281,282 31,000 104,577 10,000 25,433 10,000 10,000 0.0% 0.0% Transfer In 0 0 173,102 0 0 0 0 N/A N/A TOTAL RESOURCES 890,764 900,000 507,761 200,000 92,821 250,000 150,000 25.0%‐40.0% EXPENDITURES: Transfer Out 2,223,229 900,000 1,673,102 700,000 1,140,000 499,494 400,000 ‐28.6%‐19.9% TOTAL EXPENDITURES 2,223,229 900,000 1,673,102 700,000 1,140,000 499,494 400,000 ‐28.6%‐19.9% Fund Balance, January 1 4,664,940 3,191,711 3,332,474 732,475           2,167,133                     557,134              307,640 ‐23.9%‐44.8% Total New Revenue 890,764 900,000 507,761 200,000 92,821 250,000 150,000 25.0%‐40.0% Total Committed Expenditures (2,223,229) (900,000) (1,673,102) (700,000) (1,140,000) (499,494) (400,000)‐28.6%‐19.9% Fund Balance Plus Reserves 3,332,475 3,191,711 2,167,134 232,475 1,119,954 307,640 57,640 32.3%‐81.3% Undesignated Fund Balance, 12/31 3,332,475 3,191,711 2,167,134 232,475 1,119,954 307,640 57,640 32.3%‐81.3% 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 - Capital Investment Program 6 - 27 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Retail Sales and Use Taxes 381,138 0 0 0 0 0 0 N/A N/A Other Taxes 450,103 1,123,000 1,284,186 560,000 570,043 560,000 560,000 0.0% 0.0% Federal/State Grants 13,638 95,000 181,091 50,000 98,910 0 0 ‐100.0% N/A Other Intergovernmental Revenues 0 0 302,857 0 185,309 0 0 N/A N/A Charges for Goods and Services 0 0 0 120,000 0 0 0 ‐100.0% N/A Interest and Other Earnings 298,906 601,539 1,017,358 0 75,769 0 0 N/A N/A Other Miscellaneous Revenues 1,319,574 0 99,549 0 53,920 350,000 0 100.0%‐100.0% Bond Proceeds 0 5,250,000 0 0 0 10,000,000 7,000,000 100.0%‐30.0% Transfer In 685,378 1,551,790 2,292,828 0 0 2,400,000 1,000,000 100.0%‐58.3% TOTAL RESOURCES 3,148,737 8,621,329 5,177,869 730,000 983,950 13,310,000 8,560,000 1723.3%‐35.7% EXPENDITURES: Professional Services 67,248 85,000 41,018 0 0 0 0 N/A N/A Capital 6,629,386 1,067,000 5,553,519 1,585,000 1,806,337 14,892,000 8,898,000 839.6%‐40.2% Interfund Payments for Services 0 0 0 68,454 68,454 70,000 72,000 2.3% 2.9% Transfer Out 0 7,548,174 5,025,462 0 283,048 0 0 N/A N/A TOTAL EXPENDITURES 6,696,634 8,700,174 10,619,998 1,653,454 2,157,839 14,962,000 8,970,000 804.9%‐40.0% Fund Balance, January 1 15,923,214 1,578,845 12,375,315 1,198,463        6,933,186                  3,455,517           1,803,517 188.3%‐47.8% Total New Revenue 3,148,737 8,621,329 5,177,869 730,000 983,950 13,310,000 8,560,000 1723.3%‐35.7% Total Committed Expenditures (6,696,634) (8,700,174) (10,619,998) (1,653,454) (2,157,839) (14,962,000) (8,970,000)804.9%‐40.0% Fund Balance Plus Reserves 12,375,317 1,500,000 6,933,186 275,009 5,759,297 1,803,517 1,393,517 555.8%‐22.7% Reserve:  Lake Washington Dry Docks 0 0 200,000 0 0 0 0 N/A N/A Reserve:  Park Maintenance Facility 0 0 0 0 1,104,235 1,104,235 1,104,235 100.0% 0.0% Reserve:  Ron Regis Park 0 0 0 0 280,000 280,000 280,000 100.0% 0.0% Capital Reserves 0 600,000 1,500,000 600,000 0 0 0 ‐100.0% N/A Undesignated Fund Balance, 12/31 12,375,317 900,000 5,233,186 (324,991) 4,375,062 419,282 9,282 ‐229.0%‐97.8% 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 - Capital Investment Program 6 - 28 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Business Licenses and Permits 1,955,518 1,900,000 1,734,921 1,600,000 1,671,725 1,630,000 1,670,000 1.9% 2.5% Federal/State Grants 7,403,235 6,833,247 7,314,832 6,191,002 4,731,718 5,028,905 4,851,400 ‐18.8%‐3.5% Other Intergovernmental Revenues 5,697,968 12,116,525 4,309,978 6,291,000 1,914,701 2,604,420 2,160,000 ‐58.6%‐17.1% Interest and Other Earnings 11,215 0 67,331 0 37,602 0 0 N/A N/A Other Miscellaneous Revenues 0 116,576 83,010 0 170,896 0 0 N/A N/A Other Financing Sources 16,500 0 0 0 0 0 0 N/A N/A Sale of General Fixed Assets 3,408 0 0 0 0 0 0 N/A N/A Transfer In 2,868,229 1,650,000 2,310,000 1,610,000 2,590,774 1,394,494 1,030,000 ‐13.4%‐26.1% TOTAL RESOURCES 17,956,073 22,616,348 15,820,072 15,692,002 11,117,417 10,657,819 9,711,400 ‐32.1%‐8.9% EXPENDITURES: Intergovernmental Services / Taxes 0 0 498,356 0 0 0 0 N/A N/A Capital 21,126,907 22,675,579 15,384,760 16,074,634 10,151,078 11,632,819 9,746,400 ‐27.6%‐16.2% Interfund Payments for Services 0 0 0 37,339 37,339 0 0 ‐100.0% N/A Transfer Out 75,000 0 21,399 15,000 13,261 15,000 15,000 0.0% 0.0% TOTAL EXPENDITURES 21,201,907 22,675,579 15,904,516 16,126,973 10,201,678 11,647,819 9,761,400 ‐27.8%‐16.2% Fund Balance, January 1 6,222,618 282,933 2,976,785 443,334           2,892,341                  1,060,648                 70,648 139.2%‐93.3% Total New Revenue 17,956,073 22,616,348 15,820,072 15,692,002 11,117,417 10,657,819 9,711,400 ‐32.1%‐8.9% Total Committed Expenditures (21,201,907) (22,675,579) (15,904,516) (16,126,973) (10,201,678) (11,647,819) (9,761,400)‐27.8%‐16.2% Fund Balance Plus Reserves 2,976,784 223,702 2,892,341 8,363 3,808,081 70,648 20,648 744.8%‐70.8% Undesignated Fund Balance, 12/31 2,976,784 223,702 2,892,341 8,363 3,808,081 70,648 20,648 744.8%‐70.8% 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 - Capital Investment Program 6 - 29 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Retail Sales and Use Taxes 131,034 0 0 0 0 0 0 N/A N/A Other Licenses and Permits 268,000 0 0 0 0 0 0 N/A N/A Federal/State Grants 500,000 0 347,849 0 0 0 0 N/A N/A Charges for Goods and Services 177,410 0 775,000 0 0 0 0 N/A N/A Interest and Other Earnings 34 0 527 0 954 0 0 N/A N/A Transfer In 0 12,500,000 9,677,480 0 0 0 0 N/A N/A TOTAL RESOURCES 1,076,478 12,500,000 10,800,855 0 954 0 0 N/A N/A EXPENDITURES: Professional Services 4,218 0 0 0 0 0 0 N/A N/A Capital 1,062,577 12,500,000 9,677,118 0 56,471 0 0 N/A N/A Debt Service 35,574 0 8,081 0 0 0 0 N/A N/A Transfer Out 0 0 2,140 0 0 0 0 N/A N/A TOTAL EXPENDITURES 1,102,369 12,500,000 9,687,339 0 56,471 0 0 N/A N/A Fund Balance, January 1 (973,587) 51,625 (999,478) 51,377             114,039                                  38                        38 ‐99.9% 0.0% Total New Revenue 1,076,478 12,500,000 10,800,855 0 954 0 0 N/A N/A Total Committed Expenditures (1,102,369) (12,500,000) (9,687,339)0 (56,471)0 0 N/A N/A Fund Balance Plus Reserves (999,478) 51,625 114,039 51,377 58,522 38 38 ‐99.9% 0.0% Undesignated Fund Balance, 12/31 (999,478) 51,625 114,039 51,377 58,522 38 38 ‐99.9% 0.0% Fund 318, South Lake Washington Infrastructure Project  This fund was created in 2006 to provide accounting for the South Lake Washington Infrastructure Project. This project is funded by various sources including REET, sales tax, grants, and GO Bonds that will provide for the design, construction, labor wages and benefits, and equipment required to implement the project. Budget by Fund - Capital Investment Program 6 - 30 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Interest and Other Earnings 325 0 1,328 0 2,134 0 0 N/A N/A Transfer In 200,000 0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 200,325 0 1,328 0 2,134 0 0 N/A N/A EXPENDITURES: Miscellaneous 0 0 0 100,000 40,000 0 0 ‐100.0% N/A TOTAL EXPENDITURES 0 0 0 100,000 40,000 0 0 ‐100.0% N/A Fund Balance, January 1 0 0 200,325 200,325           201,653                             1,653                   1,653 ‐99.2% 0.0% Total New Revenue 200,325 0 1,328 0 2,134 0 0 N/A N/A Total Committed Expenditures 0 0 0 (100,000) (40,000)0 0 ‐100.0% N/A Fund Balance Plus Reserves 200,325 0 201,653 100,325 163,787 1,653 1,653 ‐98.4% 0.0% Operating Reserves 200,325 201,653 100,325 163,787 1,653 1,653 ‐98.4% 0.0% Undesignated Fund Balance, 12/31 0 0 0 0 0 0 0 N/A N/A Fund 326, Housing Opportunity Fund This fund was created in 2008 to provide accounting for revenues and expenditures used to assist public and private housing projects serving low and/or moderate income households and/or special‐needs populations within the City limits.   Budget by Fund - Capital Investment Program 6 - 31 This page is intentionally left blank  Budget by Fund - Capital Investment Program 6 - 32 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Federal/State Grants 145,878 2,479,000 4,021,918 1,103,000 71,771 901,000 2,400,000 ‐18.3% 166.4% Charges for Goods and Services 9,242 10,244 19,231 79,000 55,021 115,056 115,056 45.6% 0.0% Interest and Other Earnings 12,956 14,264 30,165 25,000 13,183 9,244 1,000 ‐63.0%‐89.2% Rents, Leases, and Concessions 1,117,192 1,185,003 1,216,368 1,813,163 1,898,941 2,264,118 2,621,115 24.9% 15.8% Other Miscellaneous Revenues 13,852 0 36,928 0 970 0 0 N/A N/A Other Financing Sources 0 0 475,000 475,000 0 150,000 0 ‐68.4%‐100.0% Transfer In 140,000 388,421 388,421 0 0 0 0 N/A N/A TOTAL RESOURCES 1,439,120 4,076,932 6,188,031 3,495,163 2,112,422 3,439,418 5,137,171 ‐1.6% 49.4% EXPENDITURES: Regular Salaries 314,023 327,513 329,282 336,635 340,867 413,458 429,386 22.8% 3.9% Overtime 32,943 23,076 34,516 35,000 35,719 35,000 35,000 0.0% 0.0% Personnel Benefits 124,796 126,145 128,162 118,171 132,809 173,674 193,204 47.0% 11.2% Part Time Salaries and Benefits 75,966 67,169 51,585 60,800 61,047 102,009 102,009 67.8% 0.0% Supplies/Small Tools and Equipment 33,397 26,908 48,320 39,000 88,689 46,000 46,000 17.9% 0.0% Professional Services 53,721 77,302 50,508 22,737 35,411 27,000 27,000 18.7% 0.0% Communication 1,791 4,174 1,862 0 0 0 0 N/A N/A Travel/Training 7,204 2,288 1,985 2,500 2,771 5,500 5,500 120.0% 0.0% Advertising 6,070 6,120 0 0 335 0 0 N/A N/A Operating Rentals 14,126 13,733 14,585 15,000 15,860 15,000 15,000 0.0% 0.0% Insurance 52,020 0 0 0 0 0 0 N/A N/A Utilities 105,319 110,609 117,290 103,709 104,279 104,000 104,000 0.3% 0.0% Repairs & Maintenance 89,739 92,374 20,754 23,000 30,421 23,000 23,000 0.0% 0.0% Miscellaneous 2,675 6,243 4,337 5,081 1,510 5,691 5,691 12.0% 0.0% Intergovernmental Services / Taxes 135 0 437 0 891 0 0 N/A N/A Capital 542,701 2,808,000 4,557,877 1,578,000 602,736 2,698,000 4,849,000 71.0% 79.7% Debt Service 0 0 0 0 105,204 105,204 105,203 100.0% 0.0% Interfund Payments for Services 205,859 258,304 257,404 240,167 241,606 175,423 178,055 ‐27.0% 1.5% Transfer Out 140,000 388,421 388,421 0 0 0 0 N/A N/A TOTAL EXPENDITURES 1,802,484 4,338,379 6,007,324 2,579,800 1,800,156 3,928,960 6,118,049 52.3% 55.7% Fund Balance, January 1 1,231,739 320,263 868,375 345,663           1,049,083         1,710,959       1,221,417        395.0%‐28.6% Total New Revenue 1,439,120 4,076,932 6,188,031 3,495,163 2,112,422 3,439,418 5,137,171 ‐1.6% 49.4% Total Committed Expenditures (1,802,484) (4,338,379) (6,007,324) (2,579,800) (1,800,156) (3,928,960) (6,118,049)52.3% 55.7% Fund Balance Plus Reserves 868,374 58,816 1,049,082 1,261,026 1,361,349 1,221,418 240,539 ‐3.1%‐80.3% Capital Reserves 494,339 (32,541) 331,046 1,085,348 1,185,815 729,173 124,155 ‐32.8%‐83.0% Operating Reserves 89,583 91,357 84,882 100,180 109,222 112,576 116,385 12.4% 3.4% Undesignated Fund Balance, 12/31 284,452 0 633,154 75,498 66,313 379,669 0 402.9%‐100.0% Funds 402, 422 Airport Summary Summary of Fund 402 Airport Operations and Fund 422 Airport Capital Improvement Fund are for reporting purposes. Refer to the separate operating and capital improvement fund tables for further detail. Budget by Fund - Enterprise 6 - 33 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 9,242 10,244 19,231 79,000 55,021 115,056 115,056 45.6% 0.0% Interest and Other Earnings 4,257 14,264 27,583 25,000 7,553 9,244 1,000 ‐63.0%‐89.2% Rents, Leases, and Concessions 1,117,192 1,185,003 1,216,368 1,813,163 1,898,941 511,914 446,581 ‐71.8%‐12.8% Other Miscellaneous Revenues 13,852 0 18,271 0 970 0 0 N/A N/A TOTAL RESOURCES 1,144,544 1,209,511 1,281,452 1,917,163 1,971,323 636,214 562,637 ‐66.8%‐11.6% EXPENDITURES: Regular Salaries 314,023 327,513 329,282 336,635 340,867 413,458 429,386 22.8% 3.9% Overtime 32,943 23,076 34,516 35,000 35,719 35,000 35,000 0.0% 0.0% Personnel Benefits 124,796 126,145 128,162 118,171 132,809 173,674 193,204 47.0% 11.2% Part Time Salaries and Benefits 75,966 67,169 51,585 60,800 61,047 102,009 102,009 67.8% 0.0% Supplies/Small Tools and Equipment 33,397 26,908 48,320 39,000 88,689 46,000 46,000 17.9% 0.0% Professional Services 53,721 77,302 50,508 22,737 35,411 27,000 27,000 18.7% 0.0% Communication 1,791 4,174 1,862 0 0 0 0 N/A N/A Travel/Training 7,204 2,288 1,985 2,500 2,771 5,500 5,500 120.0% 0.0% Advertising 6,070 6,120 0 0 335 0 0 N/A N/A Operating Rentals 14,126 13,733 14,585 15,000 15,860 15,000 15,000 0.0% 0.0% Insurance 52,020 0 0 0 0 0 0 N/A N/A Utilities 105,319 110,609 117,290 103,709 104,279 104,000 104,000 0.3% 0.0% Repairs & Maintenance 89,739 92,374 20,754 23,000 30,421 23,000 23,000 0.0% 0.0% Miscellaneous 2,675 6,243 4,337 5,081 1,510 5,691 5,691 12.0% 0.0% Intergovernmental Services / Taxes 135 0 437 0 891 0 0 N/A N/A Interfund Payments for Services 205,859 258,304 257,404 240,167 241,606 175,423 178,055 ‐27.0% 1.5% Transfer Out 140,000 388,421 388,421 0 0 0 0 N/A N/A TOTAL EXPENDITURES 1,259,783 1,530,379 1,449,447 1,001,800 1,092,216 1,125,756 1,163,846 12.4% 3.4% Fund Balance, January 1 699,161 379,684 583,923 270,165           415,929            1,331,290       841,748            392.8%‐36.8% Total New Revenue 1,144,544 1,209,511 1,281,452 1,917,163 1,971,323 636,214 562,637 ‐66.8%‐11.6% Total Committed Expenditures (1,259,783) (1,530,379) (1,449,447) (1,001,800) (1,092,216) (1,125,756) (1,163,846)12.4% 3.4% Fund Balance Plus Reserves 583,922 58,816 415,928 1,185,528 1,295,036 841,749 240,539 ‐29.0%‐71.4% Capital Reserves 494,339 (32,541) 331,046 1,085,348 1,185,815 729,173 124,155 ‐32.8%‐83.0% Operating Reserves 89,583 91,357 84,882 100,180 109,222 112,576 116,385 12.4% 3.4% Undesignated Fund Balance, 12/31 0 0 0 0 0 0 0 N/A N/A Fund 402, Airport Fund The Airport Fund supports administration, operation, and maintenance of the Renton Municipal Airport. The Airport is a section of the Public Works Transportation Systems.  In 2007, Fund 422 was created to account for Airport capital improvements. Budget by Fund - Enterprise 6 - 34 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Federal/State Grants 145,878 2,479,000 4,021,918 1,103,000 71,771 901,000 2,400,000 ‐18.3% 166.4% Rents, Leases, and Concessions 0 0 0 0 0 1,752,204 2,174,534 100.0% 24.1% Other Financing Sources 0 0 475,000 475,000 0 150,000 0 ‐68.4%‐100.0% Transfer In 140,000 388,421 388,421 0 0 0 0 N/A N/A TOTAL RESOURCES 294,576 2,867,421 4,906,579 1,578,000 141,099 2,803,204 4,574,534 77.6% 63.2% EXPENDITURES: Capital 542,701 2,808,000 4,557,877 1,578,000 602,736 2,698,000 4,849,000 71.0% 79.7% Debt Service 0 0 0 0 105,204 105,204 105,203 100.0% 0.0% TOTAL EXPENDITURES 542,701 2,808,000 4,557,877 1,578,000 707,940 2,803,204 4,954,203 77.6% 76.7% Fund Balance, January 1 532,577 (59,421) 284,452 75,498             633,154            379,669           379,669            402.9% 0.0% Total New Revenue 294,576 2,867,421 4,906,579 1,578,000 141,099 2,803,204 4,574,534 77.6% 63.2% Total Committed Expenditures (542,701) (2,808,000) (4,557,877) (1,578,000) (707,940) (2,803,204) (4,954,203)77.6% 76.7% Fund Balance Plus Reserves 284,452 0 633,154 75,498 66,313 379,669 0 402.9%‐100.0% Undesignated Fund Balance, 12/31 284,452 0 633,154 75,498 66,313 379,669 0 402.9%‐100.0% Fund 422, Airport Capital Improvement Fund In 2007, this fund was created to account for Airport capital improvements, that were previously budgeted in Fund 402. Budget by Fund - Enterprise 6 - 35 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Federal/State Grants 0 0 0 0 144 11,250 0 100.0%‐100.0% Other Intergovernmental Revenues 0 0 0 0 0 143,315 143,315 100.0% 0.0% Charges for Goods and Services 10,488,056 14,886,528 13,870,076 14,781,685 14,919,615 14,786,377 14,786,377 0.0% 0.0% Interest and Other Earnings 31,668 4,998 16,130 5,000 14,002 5,000 5,000 0.0% 0.0% Rents, Leases, and Concessions 74,380 71,926 65,812 70,000 72,000 70,000 70,000 0.0% 0.0% Other Miscellaneous Revenues 1,190 0 0 0 1,696 0 0 N/A N/A Other Financing Sources 143,483 159,784 191,318 143,315 99,508 0 0 ‐100.0% N/A TOTAL RESOURCES 10,738,776 15,123,236 14,143,335 15,000,000 15,106,966 15,015,942 15,004,692 0.1%‐0.1% EXPENDITURES: Regular Salaries 305,825 341,179 332,222 336,107 315,403 313,314 325,055 ‐6.8% 3.7% Overtime 3,563 11,835 7,040 11,835 4,656 6,372 6,372 ‐46.2% 0.0% Personnel Benefits 110,022 160,709 140,494 162,489 114,005 122,422 136,743 ‐24.7% 11.7% Part Time Salaries and Benefits 7,875 35,873 14,683 0 84 0 0 N/A N/A Supplies/Small Tools and Equipment 5,568 13,800 5,677 12,300 2,145 12,300 12,300 0.0% 0.0% Professional Services 9,366,625 517,699 251,750 200,346 67,407 215,346 200,346 7.5%‐7.0% Communication 22,681 25,787 21,874 25,130 24,044 26,122 26,122 3.9% 0.0% Travel/Training 1,273 4,094 1,119 4,094 983 3,703 3,703 ‐9.6% 0.0% Utilities 5,320 11,816,286 11,513,260 12,326,846 11,585,476 12,326,846 12,326,846 0.0% 0.0% Repairs & Maintenance 7,219 12,845 7,858 5,909 12,694 612 612 ‐89.6% 0.0% Miscellaneous 3,473 8,314 243 8,563 2,031 8,563 8,563 0.0% 0.0% Intergovernmental Services / Taxes 1,462,981 1,659,213 1,900,934 1,544,213 1,980,351 1,544,213 1,544,213 0.0% 0.0% Interfund Payments for Services 313,292 291,972 271,903 362,168 361,933 371,897 381,487 2.7% 2.6% TOTAL EXPENDITURES 11,615,717 14,899,606 14,469,056 15,000,000 14,471,212 14,951,710 14,972,362 ‐0.3% 0.1% Fund Balance, January 1 1,528,696 346,349 651,755 882,793           326,034            326,034           390,266            ‐63.1% 19.7% Total New Revenue 10,738,776 15,123,236 14,143,335 15,000,000 15,106,966 15,015,942 15,004,692 0.1%‐0.1% Total Committed Expenditures (11,615,717) (14,899,606) (14,469,056) (15,000,000) (14,471,212) (14,951,710) (14,972,362)‐0.3% 0.1% Fund Balance Plus Reserves 651,755 569,979 326,034 882,793 961,788 390,266 422,596 ‐55.8% 8.3% Operating Reserves*651,755 569,979 326,034 882,793 961,788 400,000 400,000 ‐54.7% 0.0% Undesignated Fund Balance, 12/31 0 0 0 0 0 (9,734) 22,596 100.0%‐332.1% *Reserve is calculated at 8% for 2008, 10% for 2009 through 2010 and at $400,000 for 2011 and on. Fund 403, Solid Waste Utility Fund The Solid Waste Utility Fund accounts for contracted garbage collection services to 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 - Enterprise 6 - 36 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 1,874,482 1,970,369 1,768,294 1,969,515 1,737,520 1,969,515 1,969,515 0.0% 0.0% Interest and Other Earnings 9,188 19,380 82,077 30,000 11,314 30,000 30,000 0.0% 0.0% Rents, Leases, and Concessions 409,681 481,990 379,343 481,990 360,850 481,990 481,990 0.0% 0.0% Other Miscellaneous Revenues 1,649 2,040 1,072 2,040 4,100 2,040 2,040 0.0% 0.0% Sale of General Fixed Assets (4)0 0 0 0 0 0 N/A N/A Transfer In 150,000 150,000 150,000 150,000 100,000 100,000 100,000 ‐33.3% 0.0% TOTAL RESOURCES 2,444,997 2,623,779 2,380,786 2,633,545 4,088,785 2,583,545 2,583,545 ‐1.9% 0.0% EXPENDITURES: Regular Salaries 570,856 578,787 586,609 624,037 614,665 611,720 627,644 ‐2.0% 2.6% Overtime 1,349 1,020 638 1,020 813 1,020 1,020 0.0% 0.0% Personnel Benefits 235,327 246,606 243,073 241,398 249,654 273,399 302,407 13.3% 10.6% Part Time Salaries and Benefits 301,747 341,747 246,204 341,747 252,158 341,747 341,747 0.0% 0.0% Supplies/Small Tools and Equipment 190,631 167,876 108,194 167,876 143,030 192,676 192,676 14.8% 0.0% Professional Services 7,789 6,500 12,039 20,100 3,694 20,100 20,100 0.0% 0.0% Travel/Training 5,172 2,288 1,035 2,288 565 1,268 1,268 ‐44.6% 0.0% Advertising 4,681 4,284 5,642 4,284 6,024 4,284 4,284 0.0% 0.0% Operating Rentals 6,882 5,814 6,335 5,814 4,725 1,734 1,734 ‐70.2% 0.0% Insurance 8,500 0 0 0 0 0 0 N/A N/A Utilities 43,196 51,908 68,212 51,908 47,686 51,908 51,908 0.0% 0.0% Repairs & Maintenance 53,979 96,004 77,976 96,004 55,359 63,406 63,406 ‐34.0% 0.0% Miscellaneous 15,867 9,190 12,937 9,190 3,829 9,190 9,190 0.0% 0.0% Capital 245,472 250,000 176,233 250,000 174,416 175,000 175,000 ‐30.0% 0.0% Debt Service 462,389 462,779 466,435 462,589 2,337,588 447,584 435,423 ‐3.2%‐2.7% Interfund Payments for Services 114,709 135,909 135,567 170,925 175,240 192,045 196,740 12.4% 2.4% Resale Purchases 128,816 117,657 116,547 117,657 106,234 117,657 117,657 0.0% 0.0% Transfer Out 150,000 150,000 150,000 150,000 100,000 100,000 100,000 ‐33.3% 0.0% TOTAL EXPENDITURES 2,547,362 2,628,369 2,413,676 2,716,837 4,285,981 2,604,738 2,642,204 ‐4.1% 1.4% Fund Balance, January 1 1,221,057 1,016,754 1,118,690 931,670           1,085,801         850,012           828,818            ‐8.8%‐2.5% Total New Revenue 2,444,997 2,623,779 2,380,786 2,633,545 4,088,785 2,583,545 2,583,545 ‐1.9% 0.0% Total Committed Expenditures (2,547,362) (2,628,369) (2,413,676) (2,716,837) (4,285,981) (2,604,738) (2,642,204)‐4.1% 1.4% Fund Balance Plus Reserves 1,118,693 1,012,164 1,085,801 848,378 888,605 828,819 770,159 ‐2.3%‐7.1% Bond Reserves*441,358 441,358 441,358 441,358 0 0 0 ‐100.0% N/A Operating Reserves 154,163 161,247 146,039 526,062 454,113 514,289 526,695 ‐2.2% 2.4% Undesignated Fund Balance, 12/31 523,171 409,559 498,403 (119,042) 434,492 314,530 243,464 ‐364.2%‐22.6% *Revenue bond was called on 12/01/2010, bond reserves are no longer required. Funds 404, 424 Golf Course Summary Summary of Fund 404 Municipal Golf Course System Fund, and Fund 424 Municipal Golf Course System Capital Improvement Fund for reporting purposes. Refer to the separate operating and capital improvement fund tables for further detail. Budget by Fund - Enterprise 6 - 37 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 1,874,482 1,970,369 1,768,294 1,969,515 1,737,520 1,969,515 1,969,515 0.0% 0.0% Interest and Other Earnings 3,944 15,300 80,484 30,000 9,215 30,000 30,000 0.0% 0.0% Rents, Leases, and Concessions 409,681 481,990 379,343 481,990 360,850 481,990 481,990 0.0% 0.0% Other Miscellaneous Revenues 1,649 2,040 1,072 2,040 4,100 2,040 2,040 0.0% 0.0% Sale of General Fixed Assets (4)0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 2,289,753 2,469,699 2,229,193 2,483,545 3,986,685 2,483,545 2,483,545 0.0% 0.0% EXPENDITURES: Regular Salaries 570,856 578,787 586,609 624,037 614,665 611,720 627,644 ‐2.0% 2.6% Overtime 1,349 1,020 638 1,020 813 1,020 1,020 0.0% 0.0% Personnel Benefits 235,327 246,606 243,073 241,398 249,654 273,399 302,407 13.3% 10.6% Part Time Salaries and Benefits 301,747 341,747 246,204 341,747 252,158 341,747 341,747 0.0% 0.0% Supplies/Small Tools and Equipment 190,631 167,876 108,194 167,876 143,030 192,676 192,676 14.8% 0.0% Professional Services 7,789 6,500 12,039 20,100 3,694 20,100 20,100 0.0% 0.0% Travel/Training 5,172 2,288 1,035 2,288 565 1,268 1,268 ‐44.6% 0.0% Advertising 4,681 4,284 5,642 4,284 6,024 4,284 4,284 0.0% 0.0% Operating Rentals 6,882 5,814 6,335 5,814 4,725 1,734 1,734 ‐70.2% 0.0% Insurance 8,500 0 0 0 0 0 0 N/A N/A Utilities 43,196 51,908 68,212 51,908 47,686 51,908 51,908 0.0% 0.0% Repairs & Maintenance 53,979 96,004 77,976 96,004 55,359 63,406 63,406 ‐34.0% 0.0% Miscellaneous 15,867 9,190 12,937 9,190 3,829 9,190 9,190 0.0% 0.0% Capital 87,542 100,000 54,485 100,000 42,475 75,000 75,000 ‐25.0% 0.0% Debt Service 462,389 462,779 466,435 462,589 2,337,588 447,584 435,423 ‐3.2%‐2.7% Interfund Payments for Services 114,709 135,909 135,567 170,925 175,240 192,045 196,740 12.4% 2.4% Resale Purchases 128,816 117,657 116,547 117,657 106,234 117,657 117,657 0.0% 0.0% Transfer Out 150,000 150,000 150,000 150,000 100,000 100,000 100,000 ‐33.3% 0.0% TOTAL EXPENDITURES 2,389,432 2,478,369 2,291,928 2,566,837 4,154,039 2,504,738 2,542,204 ‐2.4% 1.5% Fund Balance, January 1 960,694 961,591 861,014 851,311           798,278                        714,988              693,794 ‐16.0%‐3.0% Total New Revenue 2,289,753 2,469,699 2,229,193 2,483,545 3,986,685 2,483,545 2,483,545 0.0% 0.0% Total Committed Expenditures (2,389,432) (2,478,369) (2,291,928) (2,566,837) (4,154,039) (2,504,738) (2,542,204)‐2.4% 1.5% Fund Balance Plus Reserves 861,015 952,921 798,278 768,019 630,924 693,795 635,135 ‐9.7%‐8.5% Bond Reserves*441,358 441,358 441,358 441,358 0 0 0 ‐100.0% N/A Operating Reserves 154,163 161,247 146,039 526,062 454,113 514,289 526,695 ‐2.2% 2.4% Undesignated Fund Balance, 12/31 265,494 350,316 210,881 (199,401) 176,812 179,506 108,440 ‐190.0%‐39.6% *Revenue bond was called on 12/01/2010, bond reserves are no longer required. Fund 404, Municipal Golf Course System Fund Ordinance 3884, approved in January 1985, created the Golf Course Fund and authorized issuance of $3,965,000Council‐voted General Obligation Bonds to acquire, improve, and develop the facility. The golf course is an 18‐hole golf complex operated and maintained by the City through the Parks Division of the Community Services Department. In 1994, $5 million in revenue bonds were issued to construct a driving range and new clubhouse, including pro shop, restaurant, and meeting rooms. The major source of support is user fees, including a green fee of $2.00 per round of golf, reserved for capital improvements. In 1997 and beyond, the green fees will be used for payment of the annual debt service on the revenue bonds. In 1998, the operating reserve was recalculated to reflect debt service payments that are held in reserve on the balance sheet. See the Community Services operating budget section for more information. Budget by Fund - Enterprise 6 - 38 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Interest and Other Earnings 5,244 4,080 1,594 0 2,099 0 0 N/A N/A Transfer In 150,000 150,000 150,000 150,000 100,000 100,000 100,000 ‐33.3% 0.0% TOTAL RESOURCES 155,244 154,080 151,594 150,000 102,099 100,000 100,000 ‐33.3% 0.0% EXPENDITURES: Capital 157,930 150,000 121,748 150,000 131,942 100,000 100,000 ‐33.3% 0.0% TOTAL EXPENDITURES 157,930 150,000 121,748 150,000 131,942 100,000 100,000 ‐33.3% 0.0% Fund Balance, January 1 260,363 55,163 257,677 80,359             287,523                        135,024              135,024 68.0% 0.0% Total New Revenue 155,244 154,080 151,594 150,000 102,099 100,000 100,000 ‐33.3% 0.0% Total Committed Expenditures (157,930) (150,000) (121,748) (150,000) (131,942) (100,000) (100,000)‐33.3% 0.0% Fund Balance Plus Reserves 257,677 59,243 287,523 80,359 257,681 135,024 135,024 68.0% 0.0% Undesignated Fund Balance, 12/31 257,677 59,243 287,523 80,359 257,681 135,024 135,024 68.0% 0.0% Fund 424, Municipal Golf Course System Capital Improvement Fund This fund was established in 1996 to account for major capital improvements at the Maplewood Golf Course separately from the operating fund. Funding for capital improvements is through a green fee of $2.00 per round of golf. Budget by Fund - Enterprise 6 - 39 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Other Licenses and Permits 75,781 96,100 70,024 96,775 85,632 101,046 101,634 4.4% 0.6% Federal/State Grants 0 0 226,943 772,000 206,409 642,000 0 ‐16.8%‐100.0% Other Intergovernmental Revenues 625,195 266,230 54,333 110,000 362,874 196,000 175,000 78.2%‐10.7% Charges for Goods and Services 29,829,679 32,381,629 32,475,206 33,129,931 33,501,672 42,633,486 46,115,788 28.7% 8.2% Interest and Other Earnings 734,489 443,788 739,472 625,900 195,306 474,505 423,894 ‐24.2%‐10.7% Rents, Leases, and Concessions 135,884 149,400 113,408 156,123 102,672 125,000 128,750 ‐19.9% 3.0% Other Miscellaneous Revenues 18,993 3,000 9,167 200,608 113,697 16,525 13,316 ‐91.8%‐19.4% Capital Contributions 21,357 35,000 67,497 39,080 685,536 0 0 ‐100.0% N/A Other Financing Sources 13,199,971 5,196,460 599,050 2,970,013 795,071 640,179 630,262 ‐78.4%‐1.5% Transfer In 16,952,793 2,944,248 5,981,217 4,252,000 4,924,409 0 0 ‐100.0% N/A TOTAL RESOURCES 61,594,142 41,515,855 40,336,318 42,352,430 40,973,278 44,828,741 47,588,644 5.8% 6.2% EXPENDITURES: Regular Salaries 3,939,087 4,711,440 4,413,822 4,658,215 4,492,177 4,714,991 4,863,873 1.2% 3.2% Overtime 111,504 138,839 146,813 135,991 136,788 140,395 140,395 3.2% 0.0% Personnel Benefits 1,485,882 1,960,308 1,692,550 1,678,740 1,672,730 1,954,705 2,168,497 16.4% 10.9% Part Time Salaries and Benefits 52,172 101,881 49,544 8,853 57,188 51,853 51,853 485.7% 0.0% Supplies/Small Tools and Equipment 791,040 1,023,600 783,442 781,860 774,232 1,032,280 1,032,280 32.0% 0.0% Professional Services 147,119 185,034 92,854 182,932 136,697 184,972 184,972 1.1% 0.0% Communication 94,259 99,981 87,075 88,932 97,672 119,867 119,867 34.8% 0.0% Travel/Training 41,966 59,548 39,659 59,548 26,296 58,967 58,967 ‐1.0% 0.0% Operating Rentals 9,502 29,093 19,644 8,893 27,765 8,893 8,893 0.0% 0.0% Insurance 87,900 0 0 0 0 0 0 N/A N/A Utilities 10,653,144 12,210,365 11,918,950 12,007,652 11,892,094 14,041,477 14,109,104 16.9% 0.5% Repairs & Maintenance 280,396 114,578 200,621 114,577 172,920 100,726 100,726 ‐12.1% 0.0% Miscellaneous 84,644 89,651 63,246 89,501 72,941 116,501 116,501 30.2% 0.0% Intergovernmental Services / Taxes 2,581,144 2,404,808 2,541,346 2,410,515 2,632,999 2,410,515 2,410,515 0.0% 0.0% Capital 14,672,408 12,313,763 5,329,889 8,053,723 7,568,091 12,008,723 12,018,723 49.1% 0.1% Debt Service 4,669,579 4,610,382 5,107,861 4,618,329 4,556,764 4,609,402 4,604,209 ‐0.2%‐0.1% Interfund Payments for Services 2,561,727 3,291,550 3,115,349 3,403,998 3,549,213 3,347,451 3,231,751 ‐1.7%‐3.5% Transfer Out 17,062,793 3,296,448 5,881,217 4,252,000 5,635,183 0 0 ‐100.0% N/A TOTAL EXPENDITURES 59,326,266 46,641,269 41,483,881 42,554,259 43,501,748 44,901,718 45,221,126 5.5% 0.7% Fund Balance, January 1 12,810,778 10,703,775 15,078,658 4,920,089        13,931,093       7,692,886       7,619,910        56.4%‐0.9% Total New Revenue 61,594,142 41,515,855 40,336,318 42,352,430 40,973,278 44,828,741 47,588,644 5.8% 6.2% Total Committed Expenditures (59,326,266) (46,641,269) (41,483,881) (42,554,259) (43,501,748) (44,901,718) (45,221,126)5.5% 0.7% Fund Balance Plus Reserves 15,078,655 5,578,361 13,931,095 4,718,260 11,402,622 7,619,909 9,987,428 61.5% 31.1% Bond Reserves 3,397,735 3,291,358 3,291,358 3,291,358 3,291,358 3,291,358 3,291,358 0.0% 0.0% Operating Reserves 840,843 1,015,199 924,501 1,449,178 1,451,084 1,928,908 1,961,924 33.1% 1.7% Undesignated Fund Balance, 12/31 10,840,076 1,271,804 9,715,236 (22,275) 6,660,181 2,399,644 4,734,146 ‐10872.8% 97.3% Funds 405/406/407/416/425/426/427/461/471/481, Waterworks Utility Funds Summary of waterworks utility operating, capital improvement, and bond related funds for reporting purposes. Refer to the separate operating and capital improvement fund tables for further detail. Budget by Fund - Enterprise 6 - 40 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 9,722,973 9,487,744 10,482,028 10,714,574 10,763,697 9,211,882 10,694,357 ‐14.0% 16.1% Interest and Other Earnings 352,916 117,200 300,202 187,900 117,311 164,651 103,823 ‐12.4%‐36.9% Rents, Leases, and Concessions 135,884 149,400 113,408 156,123 102,672 125,000 128,750 ‐19.9% 3.0% Other Miscellaneous Revenues 13,790 1,000 3,209 1,000 20,365 7,834 6,212 683.4%‐20.7% Other Financing Sources 5,963,207 256,500 69,894 257,013 106,736 171,322 173,318 ‐33.3% 1.2% Transfer In 1,905,574 0 63,188 0 0 0 0 N/A N/A TOTAL RESOURCES 18,094,344 10,011,844 11,031,930 11,316,610 11,110,782 9,680,689 11,106,460 ‐14.5% 14.7% EXPENDITURES: Regular Salaries 2,141,977 2,216,879 2,193,584 2,184,259 2,185,464 2,210,544 2,271,888 1.2% 2.8% Overtime 62,371 79,391 77,014 76,637 63,242 72,917 72,917 ‐4.9% 0.0% Personnel Benefits 822,640 903,452 861,792 776,702 808,031 899,648 997,101 15.8% 10.8% Part Time Salaries and Benefits 25,457 45,115 18,468 1,683 19,205 17,683 17,683 950.7% 0.0% Supplies/Small Tools and Equipment 632,539 884,640 664,055 659,220 579,692 884,640 884,640 34.2% 0.0% Professional Services 51,149 119,605 40,732 120,105 75,412 120,105 120,105 0.0% 0.0% Communication 39,269 40,380 30,292 32,889 25,268 38,086 38,086 15.8% 0.0% Travel/Training 26,704 28,028 21,174 28,028 18,415 27,785 27,785 ‐0.9% 0.0% Operating Rentals 1,448 4,182 4,408 4,182 3,421 4,182 4,182 0.0% 0.0% Insurance 43,900 0 0 0 0 0 0 N/A N/A Utilities 676,289 701,417 656,379 701,417 769,581 790,417 805,417 12.7% 1.9% Repairs & Maintenance 228,810 67,644 177,097 67,643 118,804 62,856 62,856 ‐7.1% 0.0% Miscellaneous 62,799 50,548 30,144 50,798 36,586 70,798 70,798 39.4% 0.0% Intergovernmental Services / Taxes 1,037,623 1,112,925 1,039,326 1,108,992 1,097,253 1,108,992 1,108,992 0.0% 0.0% Capital 51,680 49,963 37,608 29,963 16,079 29,963 29,963 0.0% 0.0% Debt Service 2,573,107 2,519,259 2,777,749 2,517,351 2,324,659 2,479,651 2,481,550 ‐1.5% 0.1% Interfund Payments for Services 1,124,252 1,246,871 1,211,551 1,255,662 1,324,388 1,288,912 1,308,518 2.6% 1.5% Transfer Out 6,686,523 2,488,571 2,000,000 1,704,000 1,245,000 0 0 ‐100.0% N/A TOTAL EXPENDITURES 16,288,536 12,558,870 11,841,373 11,319,531 10,710,499 10,107,179 10,302,480 ‐10.7% 1.9% Fund Balance, January 1 3,298,469 4,139,186 5,104,277 2,627,661        4,294,833                  4,050,493           3,624,003 54.1%‐10.5% Total New Revenue 18,094,344 10,011,844 11,031,930 11,316,610 11,110,782 9,680,689 11,106,460 ‐14.5% 14.7% Total Committed Expenditures (16,288,536) (12,558,870) (11,841,373) (11,319,531) (10,710,499) (10,107,179) (10,302,480)‐10.7% 1.9% Fund Balance Plus Reserves 5,104,277 1,592,160 4,294,834 2,624,740 4,695,116 3,624,003 4,427,983 38.1% 22.2% Bond Reserves 1,955,020 1,955,020 1,955,020 1,955,020 1,955,020 1,955,020 1,955,020 0.0% 0.0% Operating Reserves 479,303 515,049 481,944 718,703 725,230 782,224 805,433 8.8% 3.0% Undesignated Fund Balance, 12/31 2,669,954 (877,909) 1,857,870 (48,982) 2,014,866 886,759 1,667,530 ‐1910.4% 88.0% Fund 405, Water Utility Operation Fund This fund was created in 2006 for the purpose of identifying water utility revenue and expenses. Utility charges and fees provide revenue for the operation and maintenance of the water utility and Public Works Trust Fund Loan payments. Prior to 2007, Fund 451 was used to record revenue bond debt service payments and bond reserves. In 2007, Fund 451 was closed, and the activity was transferred to Funds 405, 406, and 407. Previously water, wastewater, and surface water utilities were reported in Fund 401.  Budget by Fund - Enterprise 6 - 41 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Other Licenses and Permits 48,406 50,700 39,674 51,004 48,432 55,000 55,220 7.8% 0.4% Charges for Goods and Services 5,280,396 5,386,700 5,343,761 5,631,545 5,647,072 4,814,911 5,748,553 ‐14.5% 19.4% Interest and Other Earnings 62,452 56,080 134,908 150,000 7,415 24,728 48,301 ‐83.5% 95.3% Other Miscellaneous Revenues 4,159 1,500 4,563 199,108 25,974 1,500 1,500 ‐99.2% 0.0% Capital Contributions 21,357 35,000 24,119 39,080 0 0 0 ‐100.0% N/A Other Financing Sources 3,440,875 0 0 0 0 0 0 N/A N/A Transfer In 817,494 0 27,105 0 0 0 0 N/A N/A TOTAL RESOURCES 9,675,139 5,529,980 5,574,130 6,070,737 5,728,893 4,896,139 5,853,574 ‐19.3% 19.6% EXPENDITURES: Regular Salaries 811,606 969,992 927,134 937,423 942,549 949,073 971,782 1.2% 2.4% Overtime 31,545 27,425 32,003 27,331 37,715 32,331 32,331 18.3% 0.0% Personnel Benefits 305,864 394,395 340,588 327,032 336,669 367,057 407,718 12.2% 11.1% Part Time Salaries and Benefits 12,303 21,226 13,672 1,683 23,463 13,683 13,683 713.0% 0.0% Supplies/Small Tools and Equipment 27,893 61,342 51,405 61,342 72,339 61,342 61,342 0.0% 0.0% Professional Services 24,586 15,365 22,696 15,365 11,036 17,405 17,405 13.3% 0.0% Communication 23,842 36,933 23,190 34,644 24,354 31,661 31,661 ‐8.6% 0.0% Travel/Training 6,520 14,768 7,406 14,768 4,557 14,525 14,525 ‐1.6% 0.0% Operating Rentals 737 10,200 5,826 0 21,069 0 0 N/A N/A Insurance 18,500 0 0 0 0 0 0 N/A N/A Utilities 35,545 53,576 32,503 53,576 41,013 53,576 53,576 0.0% 0.0% Repairs & Maintenance 36,943 36,093 14,467 36,093 29,190 31,306 31,306 ‐13.3% 0.0% Miscellaneous 3,106 7,941 8,214 8,190 5,568 8,190 8,190 0.0% 0.0% Intergovernmental Services / Taxes 1,181,332 1,031,818 1,128,119 920,579 1,157,671 920,579 920,579 0.0% 0.0% Capital 4,290 10,240 202 10,200 0 10,200 10,200 0.0% 0.0% Debt Service 1,466,587 1,455,913 1,459,150 1,443,477 1,519,077 1,423,745 1,419,574 ‐1.4%‐0.3% Interfund Payments for Services 629,204 797,975 761,601 950,166 968,374 897,256 823,755 ‐5.6%‐8.2% Transfer Out 4,109,636 359,071 1,800,000 1,548,000 1,740,448 0 0 ‐100.0% N/A TOTAL EXPENDITURES 8,730,038 5,304,273 6,628,177 6,389,869 6,935,092 4,831,929 4,817,627 ‐24.4%‐0.3% Fund Balance, January 1 1,996,761 2,145,158 2,941,862 1,154,664        1,887,815                  1,177,901           1,242,112 2.0% 5.5% Total New Revenue 9,675,139 5,529,980 5,574,130 6,070,737 5,728,893 4,896,139 5,853,574 ‐19.3% 19.6% Total Committed Expenditures (8,730,038) (5,304,273) (6,628,177) (6,389,869) (6,935,092) (4,831,929) (4,817,627)‐24.4%‐0.3% Fund Balance Plus Reserves 2,941,862 2,370,865 1,887,815 835,532 681,616 1,242,111 2,278,059 48.7% 83.4% Bond Reserves 838,706 838,706 838,706 838,706 838,706 838,706 838,706 0.0% 0.0% Operating Reserves*157,799 196,598 179,273 297,338 302,147 693,216 693,579 133.1% 0.1% Undesignated Fund Balance, 12/31 1,945,357 1,335,561 869,837 (300,512) (459,237) (289,810) 745,774 ‐3.6%‐357.3% *Includes King County Metro Revenue reserve for 2011 and 2012. Fund 406, Wastewater Utility Operation Fund This fund was created in 2006 for the purpose of identifying the City's portion of wastewater utility revenue and expenses. Utility charges and fees provide revenue for the operation and maintenance of the wastewater utility and Public Works Trust Fund Loan payments. Prior to 2007, Fund 451 was used to record revenue bond debt service payments and bond reserves. In 2007,Fund 451was closed, and the activity was transferred to Funds 405,406, and 407. Previously water, wastewater, and surface water utilities were reported in Fund 401.   Budget by Fund - Enterprise 6 - 42 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Other Licenses and Permits 27,375 45,400 30,350 45,771 37,200 46,046 46,414 0.6% 0.8% Federal/State Grants 0 0 0 0 22,625 0 0 N/A N/A Charges for Goods and Services 4,716,442 5,517,200 5,349,827 5,571,877 5,437,205 5,039,933 5,353,491 ‐9.5% 6.2% Interest and Other Earnings 19,142 32,400 142,323 150,000 24,847 16,626 16,770 ‐88.9% 0.9% Other Miscellaneous Revenues 603 500 0 500 8,527 7,191 5,604 1338.2%‐22.1% Other Financing Sources 2,610,319 0 0 0 43,823 45,357 46,944 100.0% 3.5% Transfer In 485,046 0 16,084 0 0 0 0 N/A N/A TOTAL RESOURCES 7,858,927 5,595,500 5,538,583 5,768,148 5,574,227 5,155,153 5,469,223 ‐10.6% 6.1% EXPENDITURES: Regular Salaries 985,505 1,524,569 1,293,104 1,536,532 1,364,165 1,555,374 1,620,203 1.2% 4.2% Overtime 17,589 32,023 37,796 32,023 35,831 35,147 35,147 9.8% 0.0% Personnel Benefits 357,378 662,461 490,171 575,006 528,030 688,001 763,678 19.7% 11.0% Part Time Salaries and Benefits 14,412 35,540 17,405 5,487 14,520 20,487 20,487 273.4% 0.0% Supplies/Small Tools and Equipment 130,608 77,618 67,982 61,298 122,200 86,298 86,298 40.8% 0.0% Professional Services 71,385 50,064 29,426 47,462 50,249 47,462 47,462 0.0% 0.0% Communication 31,148 22,668 33,592 21,399 48,050 50,120 50,120 134.2% 0.0% Travel/Training 8,741 16,752 11,078 16,752 3,323 16,657 16,657 ‐0.6% 0.0% Operating Rentals 7,317 14,711 9,410 4,711 3,274 4,711 4,711 0.0% 0.0% Insurance 25,500 0 0 0 0 0 0 N/A N/A Utilities 48,291 40,724 75,202 40,724 49,073 40,724 40,724 0.0% 0.0% Repairs & Maintenance 14,643 10,841 9,057 10,841 24,926 6,564 6,564 ‐39.5% 0.0% Miscellaneous 18,739 31,162 24,888 30,513 30,787 37,513 37,513 22.9% 0.0% Intergovernmental Services / Taxes 362,189 260,065 373,901 380,944 378,075 380,944 380,944 0.0% 0.0% Capital 7,243 28,560 49,746 28,560 0 28,560 28,560 0.0% 0.0% Debt Service 592,235 635,210 870,962 657,501 713,028 706,006 703,085 7.4%‐0.4% Interfold Payments for Services 808,271 1,246,704 1,142,197 1,198,170 1,256,451 1,161,283 1,099,478 ‐3.1%‐5.3% Transfer Out 2,975,276 448,806 1,800,000 1,000,000 1,938,961 0 0 ‐100.0% N/A TOTAL EXPENDITURES 6,476,469 5,138,478 6,335,915 5,647,923 6,560,946 4,865,850 4,941,632 ‐13.8% 1.6% Fund Balance, January 1 1,863,719 2,345,200 3,246,176 986,060           2,448,845                  1,590,108           1,879,411 61.3% 18.2% Total New Revenue 7,858,927 5,595,500 5,538,583 5,768,148 5,574,227 5,155,153 5,469,223 ‐10.6% 6.1% Total Committed Expenditures (6,476,469) (5,138,478) (6,335,915) (5,647,923) (6,560,946) (4,865,850) (4,941,632)‐13.8% 1.6% Fund Balance Plus Reserves 3,246,176 2,802,222 2,448,844 1,106,285 1,462,127 1,879,411 2,407,002 69.9% 28.1% Bond Reserves 497,632 497,632 497,632 497,632 497,632 497,632 497,632 0.0% 0.0% Operating Reserves 203,741 303,552 263,284 433,137 423,706 453,468 462,912 4.7% 2.1% Undesignated Fund Balance, 12/31 2,544,803 2,001,038 1,687,928 175,515 540,789 928,311 1,446,458 428.9% 55.8% Fund 407, Surface Water Utility Operation Fund This fund was created in 2006 for the purpose of identifying surface water utility revenue and expenses. Utility charges and fees provide revenue for the operation and maintenance of the surface water utility and Public Works Trust Fund Loan payments. Prior to 2007, Fund 451 was used to record revenue bond debt service payments and bond reserves. In 2007, Fund 451 was closed, and the activity was transferred to Funds 405, 406, and 407. Previously water, wastewater, and surface water utilities were reported in Fund 401.  Budget by Fund - Enterprise 6 - 43 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 10,109,868 11,414,648 11,299,591 11,211,935 11,653,698 13,156,760 13,209,387 17.3% 0.4% Interest and Other Earnings (3,390)0 (536)0 3,841 0 0 N/A N/A TOTAL RESOURCES 10,106,478 11,414,648 11,299,055 11,211,935 11,657,539 13,156,760 13,209,387 17.3% 0.4% EXPENDITURES: Utilities 9,893,020 11,414,648 11,154,866 11,211,935 11,032,427 13,156,760 13,209,387 17.3% 0.4% TOTAL EXPENDITURES 9,893,020 11,414,648 11,154,866 11,211,935 11,032,427 13,156,760 13,209,387 17.3% 0.4% Fund Balance, January 1 (311,143) (311,143) (97,684) (97,684)            46,504                             46,505                 46,505 ‐147.6% 0.0% Total New Revenue 10,106,478 11,414,648 11,299,055 11,211,935 11,657,539 13,156,760 13,209,387 17.3% 0.4% Total Committed Expenditures (9,893,020) (11,414,648) (11,154,866) (11,211,935) (11,032,427) (13,156,760) (13,209,387)17.3% 0.4% Fund Balance Plus Reserves (97,684) (311,143) 46,505 (97,684) 671,616 46,505 46,505 ‐147.6% 0.0% Undesignated Fund Balance, 12/31 (97,684) (311,143) 46,505 (97,684) 671,616 46,505 46,505 ‐147.6% 0.0% Fund 416, King County Metro Fund This fund was created in 2006 for the purpose of identifying King County Metro's portion of the wastewater revenue and expenses. King County provides wholesale wastewater treatment services to the City of Renton. King County charges the local agencies and the local agencies bill their customers to recover the County charge.  Previously, water, wastewater, and surface water utilities were reported in Fund 401.   Budget by Fund - Enterprise 6 - 44 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Federal/State Grants 0 0 0 0 2,699 0 0 N/A N/A Charges for Goods and Services 0 0 0 0 0 4,365,000 5,045,000 100.0% 15.6% Interest and Other Earnings (2,611) 93,099 94,664 46,000 26,355 45,000 51,500 ‐2.2% 14.4% Capital Contributions 0 0 43,378 0 0 0 0 N/A N/A Other Financing Sources 690,745 2,420,049 142,848 1,210,000 170,632 90,000 103,500 ‐92.6% 15.0% Transfer In 6,710,969 2,373,071 2,185,672 1,704,000 1,245,000 0 0 ‐100.0% N/A TOTAL RESOURCES 7,399,103 4,886,219 2,466,562 2,960,000 1,461,782 4,500,000 5,200,000 52.0% 15.6% EXPENDITURES: Capital 6,235,350 5,000,000 1,736,549 2,960,000 2,259,419 4,500,000 5,200,000 52.0% 15.6% Debt Service 18,449 0 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 6,253,799 5,000,000 1,736,549 2,960,000 2,259,419 4,500,000 5,200,000 52.0% 15.6% Fund Balance, January 1 986,958 351,231 2,132,263 124,153           2,862,275                     812,275              812,275 554.3% 0.0% Total New Revenue 7,399,103 4,886,219 2,466,562 2,960,000 1,461,782 4,500,000 5,200,000 52.0% 15.6% Total Committed Expenditures (6,253,799) (5,000,000) (1,736,549) (2,960,000) (2,259,419) (4,500,000) (5,200,000)52.0% 15.6% Fund Balance Plus Reserves 2,132,262 237,450 2,862,275 124,153 2,064,638 812,275 812,275 554.3% 0.0% Undesignated Fund Balance, 12/31 2,132,262 237,450 2,862,275 124,153 2,064,638 812,275 812,275 554.3% 0.0% Fund 425, Water Utility Construction Fund This fund was created in 2006 to support water utility improvement projects. Utility collection fees, special assessment fees, connection charges, and City issued bonds fund CIP projects. For more detailed information, see the 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 - Enterprise 6 - 45 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 0 575,337 0 0 0 3,563,000 3,055,000 100.0%‐14.3% Interest and Other Earnings 11,357 64,328 37,379 62,000 625 113,500 97,500 83.1%‐14.1% Other Miscellaneous Revenues 440 0 0 0 41,735 0 0 N/A N/A Other Financing Sources 372,844 1,488,663 220,395 1,165,000 287,300 113,500 97,500 ‐90.3%‐14.1% Transfer In 4,105,848 333,571 1,850,704 1,548,000 1,740,448 0 0 ‐100.0% N/A TOTAL RESOURCES 4,490,490 2,461,899 2,108,478 2,775,000 2,755,643 3,790,000 3,250,000 36.6%‐14.2% EXPENDITURES: Capital 5,227,808 3,375,000 1,987,999 2,775,000 3,596,862 3,790,000 3,250,000 36.6%‐14.2% Debt Service 10,919 0 0 0 0 0 0 N/A N/A TOTAL EXPENDITURES 5,238,727 3,375,000 1,987,999 2,775,000 3,596,862 3,790,000 3,250,000 36.6%‐14.2% Fund Balance, January 1 1,468,975 1,136,613 720,740 84,412             841,219                                   ‐                            ‐   ‐100.0% N/A Total New Revenue 4,490,490 2,461,899 2,108,478 2,775,000 2,755,643 3,790,000 3,250,000 36.6%‐14.2% Total Committed Expenditures (5,238,727) (3,375,000) (1,987,999) (2,775,000) (3,596,862) (3,790,000) (3,250,000)36.6%‐14.2% Fund Balance Plus Reserves 720,738 223,512 841,219 84,412 (0)0 0 ‐100.0% N/A Undesignated Fund Balance, 12/31 720,738 223,512 841,219 84,412 (0)0 0 ‐100.0% N/A 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 - Enterprise 6 - 46 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Federal/State Grants 0 0 226,943 772,000 181,085 642,000 0 ‐16.8%‐100.0% Other Intergovernmental Revenues 625,195 266,230 54,333 110,000 362,874 196,000 175,000 78.2%‐10.7% Charges for Goods and Services 0 0 0 0 0 2,482,000 3,010,000 100.0% 21.3% Interest and Other Earnings 17,757 80,681 30,430 30,000 14,745 110,000 106,000 266.7%‐3.6% Other Miscellaneous Revenues 0 0 1,395 0 0 0 0 N/A N/A Other Financing Sources 121,981 1,031,248 165,912 338,000 186,580 220,000 209,000 ‐34.9%‐5.0% Transfer In 2,927,862 237,606 1,838,464 1,000,000 1,938,961 0 0 ‐100.0% N/A TOTAL RESOURCES 3,692,794 1,615,765 2,317,477 2,250,000 2,684,244 3,650,000 3,500,000 62.2%‐4.1% EXPENDITURES: Capital 3,146,036 3,850,000 1,517,784 2,250,000 1,695,730 3,650,000 3,500,000 62.2%‐4.1% Debt Service 8,283 0 0 0 0 0 0 N/A N/A Transfer Out 0 0 0 0 710,774 0 0 N/A N/A TOTAL EXPENDITURES 3,154,319 3,850,000 1,517,784 2,250,000 2,406,504 3,650,000 3,500,000 62.2%‐4.1% Fund Balance, January 1 195,829 802,578 734,305 25,322             1,533,997                                ‐                            ‐   ‐100.0% N/A Total New Revenue 3,692,794 1,615,765 2,317,477 2,250,000 2,684,244 3,650,000 3,500,000 62.2%‐4.1% Total Committed Expenditures (3,154,319) (3,850,000) (1,517,784) (2,250,000) (2,406,504) (3,650,000) (3,500,000)62.2%‐4.1% Fund Balance Plus Reserves 734,305 (1,431,657) 1,533,998 25,322 1,811,737 0 0 ‐100.0% N/A Undesignated Fund Balance, 12/31 734,305 (1,431,657) 1,533,998 25,322 1,811,737 0 0 ‐100.0% N/A Fund 427, Storm Water Utility Construction Fund This fund was created in 2006to support storm water utility improvement projects. Utility collection fees, special assessment fees, connection charges, and City issued bonds fund CIP Projects. For more detailed information, see the 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 - Enterprise 6 - 47 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Interest and Other Earnings 106,377 0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 106,377 0 0 0 0 0 0 N/A N/A EXPENDITURES: Transfer Out 3,291,358 0 106,377 0 0 0 0 N/A N/A TOTAL EXPENDITURES 3,291,358 0 106,377 0 0 0 0 N/A N/A Fund Balance, January 1 3,291,358 0 106,377 ‐                    ‐                     ‐                   ‐                    N/A N/A Total New Revenue 106,377 0 0 0 0 0 0 N/A N/A Total Committed Expenditures (3,291,358)0 (106,377)0 (0)0 0 N/A N/A Fund Balance Plus Reserves 106,377 0 0 0 (0)0 0 N/A N/A Bond Reserves 106,377 0 0 0 (0)0 0 N/A N/A Undesignated Fund Balance, 12/31 0 0 0 0 0 0 0 N/A N/A Fund 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 2009, Fund 461 was closed, and the activity was transferred to Funds 405, 406,  and 407.   Budget by Fund - Enterprise 6 - 48 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Interest and Other Earnings 282 0 103 0 168 0 0 N/A N/A TOTAL RESOURCES 282 0 103 0 168 0 0 N/A N/A EXPENDITURES: TOTAL EXPENDITURES 0 0 0 0 0 0 0 N/A N/A Fund Balance, January 1 15,220 90,320 15,501 15,501             15,605                             15,604                 15,604 0.7% 0.0% Total New Revenue 282 0 103 0 168 0 0 N/A N/A Total Committed Expenditures 0 0 0 0 0 0 0 N/A N/A Fund Balance Plus Reserves 15,501 90,320 15,604 15,501 15,773 15,604 15,604 0.7% 0.0% Undesignated Fund Balance, 12/31 15,501 90,320 15,604 15,501 15,773 15,604 15,604 0.7% 0.0% Fund 471, Waterworks Rate Stabilization Fund Fund 471 was created in 2003. The purpose of this fund is to set aside net revenue for future strategic opportunities in establishing the waterworks infrastructure. Budget by Fund - Enterprise 6 - 49 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Interest and Other Earnings 170,208 0 0 0 0 0 0 N/A N/A TOTAL RESOURCES 170,208 0 0 0 0 0 0 N/A N/A EXPENDITURES: Transfer Out 0 0 174,840 0 0 0 0 N/A N/A TOTAL EXPENDITURES 0 0 174,840 0 0 0 0 N/A N/A Fund Balance, January 1 4,632 4,632 174,840 0 0 0 0 N/A N/A Total New Revenue 170,208 0 0 0 0 0 0 N/A N/A Total Committed Expenditures 0 0 (174,840)0 0 0 0 N/A N/A Fund Balance Plus Reserves 174,840 4,632 0 0 0 0 0 N/A N/A Undesignated Fund Balance, 12/31 174,840 4,632 0 0 0 0 0 N/A N/A Fund 481, Future W/S Bond Proceeds Fund Fund 481 was established for the issuance and tracking of Water/Sewer Revenue Bonds. In 2009, Fund 481 was closed, and the activity was transferred to Funds 425, 426,  and 427.   Budget by Fund - Enterprise 6 - 50 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Retail Sales and Use Taxes 323,981 0 0 0 0 0 0 N/A N/A Other Licenses and Permits 0 0 0 0 3,991 69,093 102,290 100.0% 48.0% Federal/State Grants 0 0 22,500 0 986 0 0 N/A N/A Charges for Goods and Services 5,195,194 5,975,462 10,232,168 10,851,035 9,920,321 10,249,155 10,437,758 ‐5.5% 1.8% Interest and Other Earnings 84,778 81,600 258,168 55,000 83,476 55,000 55,000 0.0% 0.0% Other Miscellaneous Revenues 3,332,975 3,399,557 3,134,527 2,435,749 2,462,250 2,057,431 1,902,312 ‐15.5%‐7.5% Sale of General Fixed Assets 46,938 0 62,599 0 0 0 0 N/A N/A Transfer In 317,000 4,598,784 199,728 0 156,795 8,000 0 100.0%‐100.0% TOTAL RESOURCES 9,300,866 14,055,403 13,909,690 13,341,784 12,738,547 12,438,679 12,497,360 ‐6.8% 0.5% EXPENDITURES: Regular Salaries 1,671,265 3,447,438 3,532,393 3,551,603 3,667,791 3,795,197 3,909,164 6.9% 3.0% Overtime 35,699 41,147 66,130 20,070 55,237 20,070 20,070 0.0% 0.0% Personnel Benefits 580,646 1,362,156 1,332,422 1,224,216 1,311,527 1,521,737 1,686,223 24.3% 10.8% Part Time Salaries and Benefits 92,891 194,913 194,855 102,211 120,662 112,211 102,211 9.8%‐8.9% Supplies/Small Tools and Equipment 1,677,039 1,593,185 1,753,274 1,638,785 1,951,085 1,572,489 1,572,489 ‐4.0% 0.0% Professional Services 375,228 665,721 666,717 1,037,365 1,349,676 1,166,576 1,162,510 12.5%‐0.3% Communication 283,277 284,687 293,611 406,147 377,265 448,452 448,452 10.4% 0.0% Travel/Training 21,049 33,225 14,912 28,781 19,745 33,694 33,694 17.1% 0.0% Operating Rentals 1,624 5,618 196,816 235,596 197,307 210,596 210,596 ‐10.6% 0.0% Insurance 251,430 0 0 0 0 0 0 N/A N/A Utilities 698 826,505 758,611 840,505 748,131 801,110 833,907 ‐4.7% 4.1% Repairs & Maintenance 111,728 151,843 209,262 608,843 197,951 60,586 60,586 ‐90.0% 0.0% Miscellaneous 92,633 107,313 118,054 126,322 132,458 148,643 148,643 17.7% 0.0% Intergovernmental Services / Taxes 7,921 0 7,456 0 1,683 0 0 N/A N/A Capital 5,917,684 2,353,558 1,330,586 1,659,712 1,412,245 2,945,371 2,041,395 77.5%‐30.7% Interfold Payments for Services 340,101 869,076 867,936 81,116 86,491 86,003 84,891 6.0%‐1.3% Transfer Out 0 0 20,000 0 0 0 0 N/A N/A TOTAL EXPENDITURES 11,460,912 11,936,385 11,363,034 11,561,273 11,629,337 12,922,735 12,314,832 11.8%‐4.7% Fund Balance, January 1 6,057,714 2,139,850 3,897,668 4,571,473        6,444,323         6,476,704       5,992,648        41.7%‐7.5% Total New Revenue 9,300,866 14,055,403 13,909,690 13,341,784 12,738,547 12,438,679 12,497,360 ‐6.8% 0.5% Total Committed Expenditures (11,460,912) (11,936,385) (11,363,034) (11,561,273) (11,629,337) (12,922,735) (12,314,832)11.8%‐4.7% Fund Balance Plus Reserves 3,897,669 4,258,868 6,444,323 6,351,984 7,553,533 5,992,648 6,175,176 ‐5.7% 3.0% Replacement Reserves 3,396,655 3,756,483 5,750,985 5,280,653 6,723,047 4,726,028 4,965,748 ‐10.5% 5.1% Operating Reserves 501,014 502,385 490,345 484,779 519,225 528,636 542,599 9.0% 2.6% Undesignated Fund Balance, 12/31 0 0 91,174 414,441 241,047 457,861 403,414 10.5%‐11.9% Funds 501, 503, 504, 505 Internal Service Fund  Summary Summary of Fund 501 Equipment Repair and Replacement, Fund 503 Information Technology Fund 504 Facilities, and 505 Communications for reporting purposes. Refer to the separate operating and capital improvement fund tables for further detail. Budget by Fund - Internal Service 6 - 51 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Federal/State Grants 0 0 22,500 0 0 0 0 N/A N/A Charges for Goods and Services 2,556,451 3,141,300 3,193,108 2,142,292 2,147,415 2,042,770 2,070,381 ‐4.6% 1.4% Interest and Other Earnings 51,859 81,600 244,094 50,000 60,470 50,000 50,000 0.0% 0.0% Other Miscellaneous Revenues 1,749,473 1,946,400 1,947,770 1,438,949 1,461,578 1,118,631 959,512 ‐22.3%‐14.2% Sale of General Fixed Assets 46,938 0 62,599 0 0 0 0 N/A N/A Transfer In 317,000 547,700 90,000 0 6,805 0 0 N/A N/A TOTAL RESOURCES 4,721,722 5,717,000 5,560,071 3,631,241 3,779,797 3,211,401 3,079,893 ‐11.6%‐4.1% EXPENDITURES: Regular Salaries 543,366 636,346 594,642 608,773 610,009 615,353 628,856 1.1% 2.2% Overtime 850 957 20,721 957 16,886 957 957 0.0% 0.0% Personnel Benefits 216,624 280,328 250,206 238,958 251,621 270,668 298,899 13.3% 10.4% Part Time Salaries and Benefits 0 32,575 0 11,684 0 11,684 11,684 0.0% 0.0% Supplies/Small Tools and Equipment 1,299,044 1,046,764 1,113,562 1,046,764 1,245,063 1,046,764 1,046,764 0.0% 0.0% Professional Services 1,045 0 18,430 0 19,500 0 0 N/A N/A Communication 1,277 1,248 957 208 98 328 328 57.7% 0.0% Travel/Training 3,688 6,658 3,027 6,658 4,506 6,658 6,658 0.0% 0.0% Operating Rentals 1,624 5,618 1,776 5,618 1,903 5,618 5,618 0.0% 0.0% Insurance 251,430 0 0 0 0 0 0 N/A N/A Utilities 698 2,185 1,841 2,185 964 2,185 2,185 0.0% 0.0% Repairs & Maintenance 74,357 8,843 77,393 8,843 81,263 8,843 8,843 0.0% 0.0% Miscellaneous 6,375 6,034 6,489 6,034 5,865 6,034 6,034 0.0% 0.0% Intergovernmental Services / Taxes 7,921 0 7,456 0 31 0 0 N/A N/A Capital 4,607,321 1,058,500 725,965 842,000 826,329 1,207,000 505,000 43.3%‐58.2% Interfund Payments for Services 257,138 511,929 510,939 13,002 15,967 13,175 13,330 1.3% 1.2% TOTAL EXPENDITURES 7,272,757 3,597,985 3,333,402 2,791,684 3,080,089 3,195,267 2,535,156 14.5%‐20.7% Fund Balance, January 1 4,917,766 2,139,472 2,366,730 3,956,502        4,593,399                  4,810,713           4,826,847 21.6% 0.3% Total New Revenue 4,721,722 5,717,000 5,560,071 3,631,241 3,779,797 3,211,401 3,079,893 ‐11.6%‐4.1% Total Committed Expenditures (7,272,757) (3,597,985) (3,333,402) (2,791,684) (3,080,089) (3,195,267) (2,535,156)14.5%‐20.7% Fund Balance Plus Reserves 2,366,731 4,258,487 4,593,398 4,796,059 5,293,107 4,826,847 5,371,584 0.6% 11.3% Replacement Reserves 2,153,496 4,055,328 4,384,803 4,601,090 5,067,731 4,628,020 5,168,568 0.6% 11.7% Operating Reserves 213,235 203,159 208,595 194,968 225,376 198,827 203,016 2.0% 2.1% Undesignated Fund Balance, 12/31 0 0 0 0 0 0 0 N/A N/A Fund 501, Equipment Repair and Replacement Fund Equipment Repair and Replacement is an internal service fund used for maintaining and replacing vehicles and auxiliary equipment; except for golf course equipment that is accounted for in Fund 404. The Equipment Repair and Replacement Fund is assigned to the Public Works Department, Maintenance Services Division. In 1997,resources were allocated to the fund for maintenance of Fire apparatus, Parks vehicles, and replacement of Police patrol vehicles. Equipment purchases are funded with available cash from maintenance and capital recovery payments charged to departments. Budget by Fund - Internal Service 6 - 52 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Retail Sales and Use Taxes 323,981 0 0 0 0 0 0 N/A N/A Other Licenses and Permits 0 0 0 0 3,991 69,093 102,290 100.0% 48.0% Federal/State Grants 0 0 0 0 986 0 0 N/A N/A Charges for Goods and Services 2,638,743 2,834,162 2,315,572 3,103,587 2,719,020 3,016,771 3,068,083 ‐2.8% 1.7% Interest and Other Earnings 32,919 0 12,901 5,000 19,647 5,000 5,000 0.0% 0.0% Other Miscellaneous Revenues 1,583,502 1,453,157 1,175,895 996,800 996,877 938,800 942,800 ‐5.8% 0.4% Transfer In 0 0 9,750 0 0 0 0 N/A N/A TOTAL RESOURCES 4,579,144 4,287,319 3,514,118 4,105,387 3,740,520 4,029,664 4,118,173 ‐1.8% 2.2% EXPENDITURES: Regular Salaries 1,127,899 1,191,397 1,069,389 1,055,606 1,141,067 1,245,195 1,289,286 18.0% 3.5% Overtime 34,849 30,190 32,605 9,113 23,448 9,113 9,113 0.0% 0.0% Personnel Benefits 364,021 402,798 332,480 297,968 329,615 461,204 510,920 54.8% 10.8% Part Time Salaries and Benefits 92,891 77,810 67,864 48,263 52,690 48,263 48,263 0.0% 0.0% Supplies/Small Tools and Equipment 377,995 409,458 428,976 367,985 391,520 328,825 328,825 ‐10.6% 0.0% Professional Services 374,183 324,701 557,596 750,202 650,126 791,423 795,357 5.5% 0.5% Communication 282,000 283,439 132,197 253,000 236,263 295,185 295,185 16.7% 0.0% Travel/Training 17,361 23,139 9,831 19,259 13,763 24,172 24,172 25.5% 0.0% Repairs & Maintenance 37,372 55,000 21,781 20,000 33,625 18,000 18,000 ‐10.0% 0.0% Miscellaneous 86,257 100,055 70,513 76,710 66,376 76,710 76,710 0.0% 0.0% Capital 1,310,364 1,295,058 579,621 817,712 500,794 1,215,371 1,013,395 48.6%‐16.6% Interfund Payments for Services 82,963 94,271 94,271 0 0 0 0 N/A N/A TOTAL EXPENDITURES 4,188,155 4,287,316 3,397,124 3,715,819 3,439,286 4,513,461 4,409,226 21.5%‐2.3% Fund Balance, January 1 1,139,948 378 1,530,938 579,805           1,647,931                     911,613              427,816 57.2%‐53.1% Total New Revenue 4,579,144 4,287,319 3,514,118 4,105,387 3,740,520 4,029,664 4,118,173 ‐1.8% 2.2% Total Committed Expenditures (4,188,155) (4,287,316) (3,397,124) (3,715,819) (3,439,286) (4,513,461) (4,409,226)21.5%‐2.3% Fund Balance Plus Reserves 1,530,938 381 1,647,932 969,373 1,949,165 427,816 136,763 ‐55.9%‐68.0% Replacement Reserves 1,243,159 (298,845) 1,366,182 679,563 1,655,316 98,007 (202,820)‐85.6%‐306.9% Operating Reserves 287,779 299,226 281,750 289,811 293,849 329,809 339,583 13.8% 3.0% Undesignated Fund Balance, 12/31 0 0 0 0 0 0 0 N/A N/A Fund 503, Information Technology Fund Fund 503 is an internal service fund which was created in 2006 for the purpose of identifying communication and data support to meet departmental function and record keeping, and supply technical support services to all data/voice system users in the City. Expenses are paid by the Information Technology Fund and rates are charged to departments based on use and/or coverage requirements. Previously, the Information Services operating budget was reported in Fund 000, and the capital budget was reported in Fund 316. Budget by Fund - Internal Service 6 - 53 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 0 0 3,942,918 4,555,485 4,176,217 4,235,673 4,324,987 ‐7.0% 2.1% Interest and Other Earnings 0 0 798 0 2,404 0 0 N/A N/A Other Miscellaneous Revenues 0 0 10,862 0 3,795 0 0 N/A N/A Transfer In 0 4,051,084 99,978 0 149,990 8,000 0 100.0%‐100.0% TOTAL RESOURCES 0 4,051,084 4,054,557 4,555,485 4,339,606 4,243,673 4,324,987 ‐6.8% 1.9% EXPENDITURES: Regular Salaries 0 1,619,695 1,600,718 1,449,887 1,455,551 1,471,835 1,514,871 1.5% 2.9% Overtime 0 10,000 12,385 10,000 12,626 10,000 10,000 0.0% 0.0% Personnel Benefits 0 679,030 659,314 539,656 570,284 615,417 682,055 14.0% 10.8% Part Time Salaries and Benefits 0 84,528 94,677 42,264 64,856 52,264 42,264 23.7%‐19.1% Supplies/Small Tools and Equipment 0 136,963 137,838 153,604 268,532 126,468 126,468 ‐17.7% 0.0% Professional Services 0 341,020 84,891 267,163 662,892 355,153 347,153 32.9%‐2.3% Travel/Training 0 3,428 2,054 1,000 86 1,000 1,000 0.0% 0.0% Operating Rentals 0 0 195,040 229,978 195,404 204,978 204,978 ‐10.9% 0.0% Utilities 0 824,320 756,771 838,320 747,167 798,925 831,722 ‐4.7% 4.1% Repairs & Maintenance 0 88,000 110,088 575,000 83,063 28,743 28,743 ‐95.0% 0.0% Miscellaneous 0 1,224 1,881 1,224 5,357 1,224 1,224 0.0% 0.0% Capital 0 0 25,000 0 55,713 523,000 523,000 100.0% 0.0% Interfund Payments for Services 0 262,876 262,726 68,114 66,550 67,254 65,956 ‐1.3%‐1.9% Transfer Out 0 0 20,000 0 0 0 0 N/A N/A TOTAL EXPENDITURES 0 4,051,084 3,963,382 4,176,210 4,189,735 4,256,261 4,379,434 1.9% 2.9% Fund Balance, January 1 0 0 0 35,166             91,175                           470,449              457,861 1237.8%‐2.7% Total New Revenue 0 4,051,084 4,054,557 4,555,485 4,339,606 4,243,673 4,324,987 ‐6.8% 1.9% Total Committed Expenditures 0 (4,051,084) (3,963,382) (4,176,210) (4,189,735) (4,256,261) (4,379,434)1.9% 2.9% Fund Balance Plus Reserves 0 0 91,174 414,441 241,047 457,861 403,414 10.5%‐11.9% Undesignated Fund Balance, 12/31 0 0 91,174 414,441 241,047 457,861 403,414 10.5%‐11.9% Fund 504, Facilities Fund Fund 504 is an internal service fund which was created in 2009 for the purpose of identifying the City's facilities costs. The intention is to track the costs during 2009 for information purposes only, and to allocate these costs in 2010 and beyond. Expenditures are paid by the Facilities Fund and rates will be charged to departments based on use and/or requirements. Previously, the Facilities operating budget was reported in Fund 001; the capital budget is reported in Fund 316. Budget by Fund - Internal Service 6 - 54 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Charges for Goods and Services 0 0 780,570 1,049,671 877,669 953,941 974,307 ‐9.1% 2.1% Interest and Other Earnings 0 0 374 0 955 0 0 N/A N/A TOTAL RESOURCES 0 0 780,944 1,049,671 878,623 953,941 974,307 ‐9.1% 2.1% EXPENDITURES: Regular Salaries 0 0 267,645 437,337 461,163 462,814 476,151 5.8% 2.9% Overtime 0 0 419 0 2,277 0 0 N/A N/A Personnel Benefits 0 0 90,422 147,634 160,006 174,448 194,349 18.2% 11.4% Part Time Salaries and Benefits 0 0 32,314 0 3,117 0 0 N/A N/A Supplies/Small Tools and Equipment 0 0 72,897 70,432 45,970 70,432 70,432 0.0% 0.0% Professional Services 0 0 5,801 20,000 17,157 20,000 20,000 0.0% 0.0% Communication 0 0 160,457 152,939 140,905 152,939 152,939 0.0% 0.0% Travel/Training 0 0 0 1,864 1,390 1,864 1,864 0.0% 0.0% Repairs & Maintenance 0 0 0 5,000 0 5,000 5,000 0.0% 0.0% Miscellaneous 0 0 39,171 42,354 54,860 64,675 64,675 52.7% 0.0% Interfund Payments for Services 0 0 0 0 3,974 5,574 5,605 100.0% 0.6% TOTAL EXPENDITURES 0 0 669,126 877,560 920,227 957,746 991,015 9.1% 3.5% Fund Balance, January 1000‐                    111,818                        283,929              280,124 100.0%‐1.3% Total New Revenue 0 0 780,944 1,049,671 878,623 953,941 974,307 ‐9.1% 2.1% Total Committed Expenditures 0 0 (669,126) (877,560) (920,227) (957,746) (991,015)9.1% 3.5% Fund Balance Plus Reserves 0 0 111,818 172,111 70,214 280,124 263,416 62.8%‐6.0% Undesignated Fund Balance, 12/31 0 0 111,818 172,111 70,214 280,124 263,416 62.8%‐6.0% Fund 505, Communications Fund Fund 505 is an internal service fund which was created in 2009 for the purpose of maintaining community and intergovernmental relations and communications with the public. Communications is a major activity of the City's administration responsible for external communications ,employee communications, media relations, and coordination of all departments in producing the City's website. Budget by Fund - Internal Service 6 - 55 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Federal/State Grants 19,675 0 54,219 0 0 0 0 N/A N/A Interest and Other Earnings 210,020 602,829 923,306 95,000 168,914 147,101 147,484 54.8% 0.3% Other Miscellaneous Revenues 14,747,684 15,586,627 15,918,794 17,786,739 16,230,257 16,515,524 17,290,017 ‐7.1% 4.7% TOTAL RESOURCES 14,977,379 16,189,456 16,896,319 17,881,739 16,399,171 16,662,625 17,437,501 ‐6.8% 4.7% EXPENDITURES: Regular Salaries 318,076 333,384 332,491 314,616 277,591 344,943 353,286 9.6% 2.4% Personnel Benefits 559,061 714,280 89,048 116,269 65,676 97,968 110,275 ‐15.7% 12.6% City Personnel Benefits 9,809,718 12,422,922 11,766,745 15,624,683 11,413,641 13,487,200 14,519,957 ‐13.7% 7.7% Supplies/Small Tools and Equipment 474 0 2,380 4,000 2,314 4,000 4,000 0.0% 0.0% Professional Services 563,707 712,985 678,281 851,148 791,992 871,647 881,928 2.4% 1.2% Travel/Training 1,012 2,040 345 2,040 1,506 2,040 2,040 0.0% 0.0% Insurance 1,525,694 1,855,258 1,656,330 1,910,916 1,232,284 1,281,522 1,281,522 ‐32.9% 0.0% Miscellaneous 1,117 4,652 2,777 4,652 1,092 4,652 4,652 0.0% 0.0% Intergovernmental Services / Taxes 0 3,500 1,277 3,500 2,553 3,500 3,500 0.0% 0.0% Interfund Payments for Services 103,186 80,685 79,143 0 0 27,520 28,232 100.0% 2.6% Resale Purchases 0 1 2 3 5 6 7 100.0% 16.7% Transfer Out 60,000 5,000,000 5,000,000 50,000 0 275,000 0 450.0%‐100.0% TOTAL EXPENDITURES 12,942,045 21,129,706 19,608,818 18,881,824 13,788,650 16,399,992 17,189,391 ‐13.1% 4.8% Fund Balance, January 1 14,329,599 14,291,008 16,364,932 11,424,683     13,652,434       11,950,350     12,212,983      4.6% 2.2% Total New Revenue 14,977,379 16,189,456 16,896,319 17,881,739 16,399,171 16,662,625 17,437,501 ‐6.8% 4.7% Total Committed Expenditures (12,942,045) (21,129,706) (19,608,818) (18,881,824) (13,788,650) (16,399,992) (17,189,391)‐13.1% 4.8% Fund Balance Plus Reserves 16,364,933 9,350,758 13,652,433 10,424,598 16,262,955 12,212,983 12,461,093 17.2% 2.0% Anti Recessionary 2,100,000 2,100,000 2,100,000 0 0 0 0 N/A N/A South Renton Reserve 325,000 325,000 325,000 275,000 325,000 50,000 0 ‐81.8%‐100.0% Healthcare IBNR*1,962,038 3,702,996 3,254,491 4,175,774 3,070,576 3,692,831 4,038,444 ‐11.6% 9.4% Operating Reserves 4,798,396 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 0.0% 0.0% Undesignated Fund Balance, 12/31 7,179,498 (1,777,238) 2,972,942 973,824 7,867,379 3,470,152 3,422,649 256.3%‐1.4% *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 - Internal Service 6 - 56 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Interest and Other Earnings 156,998 516,529 703,279 50,000 71,189 50,000 50,000 0.0% 0.0% Other Miscellaneous Revenues 2,739,985 2,591,826 2,981,327 3,237,584 3,761,064 3,128,883 3,137,593 ‐3.4% 0.3% TOTAL RESOURCES 2,896,983 3,108,355 3,684,605 3,287,584 3,832,253 3,178,883 3,187,593 ‐3.3% 0.3% EXPENDITURES: Regular Salaries 209,569 222,612 221,300 200,928 164,395 192,791 197,441 ‐4.0% 2.4% Personnel Benefits 535,469 689,111 65,215 91,394 42,720 54,603 61,468 ‐40.3% 12.6% City Personnel Benefits 0 0 1,011,713 1,489,761 1,374,638 1,062,541 962,541 ‐28.7%‐9.4% Supplies/Small Tools and Equipment 0 0 1,777 4,000 2,314 4,000 4,000 0.0% 0.0% Professional Services 250,710 280,252 357,721 418,415 362,789 418,415 418,415 0.0% 0.0% Travel/Training 1,012 2,040 345 2,040 1,506 2,040 2,040 0.0% 0.0% Insurance 1,525,694 1,855,258 1,656,330 1,910,916 1,232,284 1,281,522 1,281,522 ‐32.9% 0.0% Miscellaneous 1,117 2,652 2,777 2,652 1,092 2,652 2,652 0.0% 0.0% Interfund Payments for Services 48,729 38,348 38,348 0 0 0 0 N/A N/A Transfer Out 60,000 5,000,000 5,000,000 50,000 0 275,000 0 450.0%‐100.0% TOTAL EXPENDITURES 2,632,300 8,090,273 8,355,528 4,170,106 3,181,738 3,293,564 2,930,079 ‐21.0%‐11.0% Fund Balance, January 1 10,445,748 9,981,919 10,710,432 5,728,514        6,039,509         5,156,987       5,042,306        ‐10.0%‐2.2% Total New Revenue 2,896,983 3,108,355 3,684,605 3,287,584 3,832,253 3,178,883 3,187,593 ‐3.3% 0.3% Total Committed Expenditures (2,632,300) (8,090,273) (8,355,528) (4,170,106) (3,181,738) (3,293,564) (2,930,079)‐21.0%‐11.0% Fund Balance Plus Reserves 10,710,432 5,000,001 6,039,510 4,845,992 6,690,023 5,042,306 5,299,820 4.1% 5.1% Anti Recessionary 2,100,000 2,100,000 2,100,000 0 0 0 0 N/A N/A South Renton Reserve 325,000 325,000 325,000 275,000 325,000 50,000 0 ‐81.8%‐100.0% Operating Reserves 4,798,396 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000 0.0% 0.0% Undesignated Fund Balance, 12/31 3,487,036 (2,424,999) (1,385,490) (429,008) 1,365,023 (7,694) 299,820 ‐98.2%‐3996.8% Fund 502, Insurance Fund Fund 502, is an internal service fund that provides accounting for self‐insurance services to all City departments for property losses, liability, worker's compensation, and unemployment compensation. Expenses are paid by the Insurance Fund and rates are charged to departments based on use and/or coverage requirements.  Effective January 1, 2004, Fund 512, Healthcare Insurance Fund, was created to report all healthcare related items.  Budget by Fund - Internal Service 6 - 57 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Interest and Other Earnings 24,856 66,300 203,752 40,000 63,871 92,101 92,484 130.3% 0.4% Other Miscellaneous Revenues 10,211,966 10,974,115 10,957,284 12,318,471 10,968,615 11,155,957 11,921,740 ‐9.4% 6.9% TOTAL RESOURCES 10,236,822 11,040,415 11,161,037 12,358,471 11,032,486 11,248,058 12,014,224 ‐9.0% 6.8% EXPENDITURES: Regular Salaries 101,052 103,590 97,732 98,638 98,236 136,914 140,234 38.8% 2.4% Personnel Benefits 22,134 23,818 21,119 21,702 20,056 40,009 44,982 84.4% 12.4% City Personnel Benefits 8,606,823 10,498,266 9,705,984 11,950,266 9,120,692 10,227,549 11,360,306 ‐14.4% 11.1% Supplies/Small Tools and Equipment 474 0 603 0 0 0 0 N/A N/A Professional Services 258,612 386,705 281,430 386,705 381,506 407,204 417,485 5.3% 2.5% Miscellaneous 0 2,000 0 2,000 0 2,000 2,000 0.0% 0.0% Intergovernmental Services / Taxes 0 3,500 1,277 3,500 2,553 3,500 3,500 0.0% 0.0% Interfund Payments for Services 54,457 42,337 40,795 0 0 27,520 28,232 100.0% 2.6% TOTAL EXPENDITURES 9,043,552 11,060,216 10,148,939 12,462,810 9,623,044 10,844,696 11,996,739 ‐13.0% 10.6% Fund Balance, January 1 2,587,084 2,986,268 3,780,354 3,760,553        4,792,452         3,986,112       4,389,474        6.0% 10.1% Total New Revenue 10,236,822 11,040,415 11,161,037 12,358,471 11,032,486 11,248,058 12,014,224 ‐9.0% 6.8% Total Committed Expenditures (9,043,552) (11,060,216) (10,148,939) (12,462,810) (9,623,044) (10,844,696) (11,996,739)‐13.0% 10.6% Fund Balance Plus Reserves 3,780,354 2,966,467 4,792,451 3,656,214 6,201,894 4,389,474 4,406,959 20.1% 0.4% Healthcare IBNR*1,721,459 3,318,065 3,044,682 3,738,843 2,886,913 3,253,409 3,599,022 ‐13.0% 10.6% Undesignated Fund Balance, 12/31 2,058,894 (351,598) 1,747,770 (82,629) 3,314,981 1,136,065 807,937 ‐1474.9%‐28.9% *IBNR is calculated at 20% for 2006 through 2008 and at 30% for 2009 and on Fund 512, Healthcare Insurance Fund Fund 512 was created in 2004 for the purpose of identifying healthcare insurance revenue and expenditures. This is an internal service fund that provides accounting for self‐insurance services to all City departments for health care programs. Expenses are paid by the Healthcare Insurance Fund and rates are charged to departments based on use and/or coverage requirements. In the second half of 2004, Fund 512 was further defined to report only active employees and Fund 522 was created to report all LEOFF1 Retirees healthcare related items.   Budget by Fund - Internal Service 6 - 58 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Federal/State Grants 19,675 0 54,219 0 0 0 0 N/A N/A Interest and Other Earnings 28,166 20,000 16,275 5,000 33,854 5,000 5,000 0.0% 0.0% Other Miscellaneous Revenues 1,795,733 2,020,686 1,980,183 2,230,684 1,500,578 2,230,684 2,230,684 0.0% 0.0% TOTAL RESOURCES 1,843,574 2,040,686 2,050,677 2,235,684 1,534,432 2,235,684 2,235,684 0.0% 0.0% EXPENDITURES: Regular Salaries 7,454 7,182 13,459 15,050 14,960 15,237 15,611 1.2% 2.4% Personnel Benefits 1,458 1,351 2,714 3,173 2,900 3,356 3,825 5.8% 14.0% City Personnel Benefits 1,202,895 1,924,656 1,049,048 2,184,656 918,312 2,197,110 2,197,110 0.6% 0.0% Professional Services 54,385 46,028 39,129 46,028 47,696 46,028 46,028 0.0% 0.0% TOTAL EXPENDITURES 1,266,192 1,979,217 1,104,351 2,248,907 983,868 2,261,732 2,262,573 0.6% 0.0% Fund Balance, January 1 1,296,766 1,322,821 1,874,146 1,935,616        2,820,473         2,807,251       2,781,203        45.0%‐0.9% Total New Revenue 1,843,574 2,040,686 2,050,677 2,235,684 1,534,432 2,235,684 2,235,684 0.0% 0.0% Total Committed Expenditures (1,266,192) (1,979,217) (1,104,351) (2,248,907) (983,868) (2,261,732) (2,262,573)0.6% 0.0% Fund Balance Plus Reserves 1,874,147 1,384,290 2,820,473 1,922,393 3,371,037 2,781,203 2,754,314 44.7%‐1.0% Healthcare IBNR*240,579 384,931 209,810 436,931 183,662 439,422 439,422 0.6% 0.0% Undesignated Fund Balance, 12/31 1,633,568 999,359 2,610,663 1,485,462 3,187,375 2,341,781 2,314,892 57.6%‐1.1% *IBNR is calculated at 20% Fund 522, LEOFF1 Retirees Healthcare Insurance Fund Fund 522 was created in 2004 for the purpose of identifying LEOFF1 Retirees Healthcare Insurance revenue and expenditures. Previously, all active and LEOFF1 retirees healthcare activity was reported in Fund 512. This is an internal service fund that provides accounting for self‐insurance services to all City departments for health care programs. Expenses are paid by the Healthcare Insurance Fund and rates are charged to departments based on use and/or coverage requirements. In the second half of 2004, Fund 512 was further defined to report only active employees, and Fund 522 was created to report all LEOFF1 Retirees healthcare related items.   Budget by Fund - Internal Service 6 - 59 This page is intentionally left blank  Budget by Fund - Internal Service 6 - 60 2008 2009 2009 2010 2010 2011 2012 Change Change Item Actual Orig Bdgt Actual Orig Bdgt Actual Adopted Adopted 2010‐2011 2011‐2012 REVENUE: Other Intergovernmental Revenues 85,949 90,000 106,623 100,000 112,686 100,000 100,000 0.0% 0.0% Interest and Other Earnings 17,966 200,000 440,117 200,000 206,045 200,000 200,000 0.0% 0.0% TOTAL RESOURCES 103,915 290,000 546,740 300,000 318,731 300,000 300,000 0.0% 0.0% EXPENDITURES: Personnel Benefits 512,263 500,000 443,618 525,000 359,681 525,000 525,000 0.0% 0.0% Supplies/Small Tools and Equipment 373 475 460 475 469 475 475 0.0% 0.0% Professional Services 0 10,000 11,200 0 0 15,000 0 100.0%‐100.0% Interfund Payments for Services 19,521 31,801 24,636 25,000 5,149 25,000 25,000 0.0% 0.0% TOTAL EXPENDITURES 532,156 542,276 479,914 550,475 365,300 565,475 550,475 2.7%‐2.7% Fund Balance, January 1 4,694,230 4,386,425 4,265,991 4,013,713        4,332,817                  4,082,340           3,816,865 1.7%‐6.5% Total New Revenue 103,915 290,000 546,740 300,000 318,731 300,000 300,000 0.0% 0.0% Total Committed Expenditures (532,156) (542,276) (479,914) (550,475) (365,300) (565,475) (550,475)2.7%‐2.7% Fund Balance Plus Reserves 4,265,989 4,134,149 4,332,817 3,763,238 4,286,248 3,816,865 3,566,390 1.4%‐6.6% Undesignated Fund Balance, 12/31 4,265,989 4,134,149 4,332,817 3,763,238 4,286,248 3,816,865 3,566,390 1.4%‐6.6% Fund 611, Firemen's Pension Fund (previously Fund 601) The Firemen's Pension Fund is a closed system with membership limited to firefighters employed prior to March 1, 1970; when the Law Enforcement Officers and Fire Fighters' (LEOFF) Retirement System was established. This fund provides full benefits for firefighters, and beneficiaries, retiring prior to March 1, 1970, and excess benefits over LEOFF pensions for those firefighters retiring thereafter who are members of the plan. Payments for medical bills related to retirement disability for retirees prior to enactment of LEOFF. Budget by Fund - Investment Trust 6 - 61 This page is intentionally left blank  Budget by Fund - Investment Trust 6 - 62             7 APPENDIX     General Information       7‐1    Largest Taxpayers/Principal Employers      7‐3    Full‐Time Employee Staffing      7‐4    Comparison of Taxes and Rates    7‐5    Index of Positions and Pay Ranges                                                                                                                7‐6    Rates and Fees Schedule        7‐30    Budget Glossary    7‐53     General Information ‐‐ City of Renton, Washington  DATE OF INCORPORATION ................................ September 6, 1901  FORM OF GOVERNMENT ....................................... Mayor ‐ Council  TYPE OF GOVERNMENT .............................. Non‐Charter, Code City  LOCATION ................................................. 11 Miles South of Seattle  LAND AREA ........................................................ 23.79 Square Miles  RANK IN SIZE ‐ STATE OF WASHINGTON .................................... 10  RANK IN SIZE ‐ KING COUNTY ....................................................... 5  POPULATION Official 4/1/10 ................................................. 86,230  2011 KING CO CERTIFICATION OF ASSESSED VALUATION   For the 2011 Tax Roll Year ................................. $11,446,283,356    CITY EMPLOYEES ‐ 2011 Budget   Funded Full Time Equivalents/FTE ......................................... 684.08  (Excluding Intermittent Employees)    2011 PROPERTY TAX LEVY:     General Levy (Includes Fire Pension) ........................ $32,330,000   Special Levy (Excess) ................................................................  $0  TOTAL 2011 PROPERTY TAX LEVY ................................ $32,330,000    2011 PROPERTY TAX RATES:  (Per $1,000 of Assessed Value)   City of Renton ‐ General Levy .......................................  $2.83207   City of Renton ‐ Special Levy ..........................................  0.00000   TOTAL City of Renton Property Tax Rate  ...................... $2.83207   King County ..................................................................... 1.33816   Port of Seattle ................................................................. 0.22366   Hospital District #1 .......................................................... 0.55753   King County Library System ............................................. 0.50000   Renton School District #403 ...........................................  4.06901   State of Washington School Fund.................................... 2.27990   Emergency Medical Service ............................................. 0.30000   Ferry District .................................................................... 0.00360   King County Flood District ............................................... 0.10976  TOTAL 2011 PROPERTY TAX RATES ................................. $12.21369       Kent School District #415………………………………………………………………5.38692       Issaquah School District #411..………………………………………………………4.85471    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 (2011)       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    ANNUAL ANIMAL LICENSE FEES:    Not Altered                     Altered   Dog License                                       $40.00  $25.00   Cat License                                        $40.00  $25.00  (Special permanent license available for income qualifying senior citizens.)    2011 UTILITY RATES:  (Reduced rates for low income senior citizens,  and disabled persons available.)    WATER:   Basic Service Charge (3/4" Meter) ........................ $13.76/Month  2011 UTILITY RATES (cont.):      CITY WASTEWATER: (Single Family Residence). ……$23.88/Month    METRO WASTEWATER: (Single Family Residence)…$37.26/Month    SURFACE WATER: (Single Family Residence) .......... $10.37/Month     GARBAGE RATES: (Residential)   1 cart (35 gal)/week, curbside ............................... $19.15/Month   Extra garbage (up to 15 gal) per unit …. .................. $3.56/Pickup    ELECTIONS:   Number of Precincts ................................................................ 91   Number of Active Registered Voters (2010) ....................  41,573    LICENSES & PERMITS: 2010   Business Licenses (includes all businesses) ........................  2,858   Amusement Device (average) ...............................................  119   Animal Licenses (Dog and Cat)   .........................................  3,475    FIRE & EMERGENCY SERVICES PROTECTION:   Number of Commissioned Fire & ES Personnel ..................... 136   Number of Non‐Commissioned Personnel ............................... 16   Total Number of Fire & ES Personnel (2011 Budget) ............. 152   Number of Fire Stations (includes FD #25 and #40) ................... 6   Life Support Responses (2010) .......................................... 10,071   All Other Responses (2010) ................................................. 2,974   Total Number of Responses (2010) ................................... 13,045    POLICE PROTECTION:    Number of Commissioned Police Personnel .......................... 123   Number of Non‐Commissioned Police Personnel ................. 28.4   Total Number of Police Personnel (2011 Budget) ............... 167.4   Number of Calls for Service (2010)) .................................. 75,371    PARKS & RECREATION:   Total Parks and Open Space Acreage ............................. 1,183.03   Number of Developed Parks and Playgrounds ......................... 30   Major Facilities:     Liberty Park                                        Cedar River Trail     Maplewood Golf Course                  Renton Senior Activity Center    Renton Community Center              Carco Theatre                                         Cedar River Off Leash Dog Park       Cedar River Park                                          Gene Coulon Memorial Beach Park (Lake Washington)    STREETS: 2010   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 (2010) ............................ 122    UTILITIES:     WATER UTILITY (2010):   Total Water Customers ..................................................... 17,368   Gallons of Water Produced  .................................. 2,463,773,000   Number of Fire Hydrants .................................................... 3,617   Miles of Water Main .............................................................. 305    SANITARY WASTEWATER UTILITY (2010):    Total Sanitary Wastewater Customers ............................. 17,433   Miles of Gravity Sewer and Force Main  ........................... 217.66    SURFACE WATER UTILITY (2010):    Number of Accounts ........................................................ 22,446   Miles of Storm Water........................................................ 274.86    SOLID WASTE UTILITY (2010): (Contracted Services)   Total Accounts .................................................................. 17,574    AIRPORT: 2010   Area in acres .......................................................................... 167   Feet of Asphalt/Concrete Runway ...................................... 5,382   Total Operations ..............................................................  80,679    Appendix - General Information 7 - 1 LOCATION: Renton'sstrategiclocation,intheheartofthePugetSound region, provides access to local, regional, national and international markets. Renton is also close to the Puget SoundandOlympicMountainsto thewestandtheCascade Mountainstotheeast. Centrally located, at the south end of Lake Washington, Renton is on ly minutes away from Seattle, Bellevue and Tacoma. As the fifth largest city in King County and the 11thlargestinWashingto nstate,Rentonisquiteliterallyat the center of an extensive regional and international transportationnetwork,intersectedbyfreeways,highways, surfaceandmasstransitroutesandminutesfromair,sea andrailtransportationhubs. ABOUTTHECITYOFRENTON: Incorporated as a City on September 6, 1901, Renton has become an innovative, creative and energetic community, filledwithcommittedandcaringpeoplewhoworkhardto maketheircityagreatplacetowork,live,andplay. NewbusinessesaremovingtoRentoneachyeartoprovide an even greater vari ety of job opportunities an d servic es. Office spac e and housing in this lakefront community are considerably less expensive than the two closest business centers of Seattle and Bellevue and numerous new developments provide a greater range of choices. With nationallyrecognizedpublicschools,anexcellentcommunity collegeandnearbyhigherlearninginstitutions,Rentonoffers a learni ng environment that ben efits employees and their children. The City's parks, theatres, concerts, festivals and specialeventsprovidediverseentertainmentopportunities forresidents,employeesandvisitorswithunlimitedcultural andrecreationalopportunitiesalsoavailableinthegreater PugetSoundregion. Renton's strong economic base, diverse marketplace and favorable business climate have attracted the attention of nationallyrecognizedcompaniesthatarelookingtoprovide employeesandtheirfamilieswithanoutstandingqualityof life.Rentonisbecomingtheplac etolive,workandplay. Appendix - General Information 7 - 2 Largest Taxpayers ‐ 2010  Taxpayer Type of Business Real & Personal  Property AV Percentage  of AV 1 Boeing Aircraft Manufacturing 816,632,281 6.87% 2 Paccar Heavy Duty Truck Manufacturing 115,630,722 0.97% 3 Puget Sound Energy‐Elec/Gas Electric/Gas Utility 95,185,071 0.80% 4 Transwestern Harvest Lakeshore Commercial Property Owners 68,455,459 0.58% 5 Renton Properties LLC Real Estate 56,821,800 0.48% 6 ECI Two WTC LLC (WTCTPI LLC) Commercial Property Owners 50,835,600 0.43% 7 Providence Health HMO Medical Centers 50,395,417 0.42% 8 Fred Meyer Stores Inc Warehouse Clubs and Supercenters 46,337,192 0.39% 9 Axis Grand Holdings Real Estate 41,166,000 0.35% 10 BRE Properties Real Estate 38,300,700 0.32% Total Assessed Valuation‐ Largest Taxpayers 1,379,760,242 12.05% Total Assessed Valuation‐ All Others 10,504,968,198 87.95% Total Assessed Valuation 11,884,728,440 100.00%   Source: King County Department of Assessment, both real and personal property assessment where applicable.     Principal Employers ‐ 2010  Principal Employers Type of Business Full‐Time  Equivalent  Employees % of Total  Employment  1 Boeing Company Aerospace & Computer Services 12,913 31.29% 2 Valley Medical Center Medical Services 2,012 4.88% 3 Federal Aviation Administration Federal Government 1,475 3.57% 4 Renton School District Public Education 1,333 3.23% 5 Providence WA Regional HMO Medical Centers 770 1.87% 6 Paccar Inc Heavy Manufacturing 732 1.77% 7 City of Renton City Government 698 1.69% 8 ER Solutions Professional & Technical Services 479 1.16% 9 King County County Government 424 1.03% 10 Puget Sound Educational Services District #121 Administration of Education 351 0.85% Total number of Employees ‐ Principal Employers 21,187 51.34% Total number of Employees ‐ All Other Employers 20,084 48.66% Total Employees working within Renton 41,271 100.00% Source: City of Renton Business License Records and individual inquiry where applicable.      Appendix - Largest Taxpayers/Principal Employers 7 - 3 Full-Time Employee Staffing City of Renton Full-Time Employee (FTE) Staffing levels per 1,000 Renton Citizens Regular Employees per Total Population Year FTE's 1,000 Population of Renton 2001 594.7 11.63 51,140 2002 598.7 11.12 53,840 2003 603.7 11.00 54,900 2004 609.2 11.00 55,360 2005 608.0 10.70 56,840 2006 620.0 10.62 58,360 2007 641.0 10.63 60,290 20081 752.5 9.32 80,708 2009 761.2 9.10 83,650 2010 698.5 8.10 86,230 20112 684.1 7.82 87,523 20122 682.0 7.68 88,836 Source Population: State of Washington Office of Financial Management All other information: City of Renton Finance Department 12008 Population includes Benson Hill Annexation 22011 & 2012 Population estimates are based on a 1.5% growth rate 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 15 percent between 2001 and 2011 and 14 percent between 2002 and 2012,while the population grew 71 percent and 65 percent during the same time periods. The number of FTEs per 1,000 Renton citizens remained fairly constant until 2008. The high was in 2001 at 11.63 FTE per 1000 citizens 0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 100,000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 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 Appendix - Full-Time Employee Staffing 7 - 4 Monthly Renton's Rank Renton Auburn Bellevue Kent Redmond Seattle Tukwila Population1 4 86,230 61,150 122,900 88,760 53,680 612,000 18,190 Typical Taxes & Fees City Property Tax2 2 69.27         39.66        55.14        32.05          63.68          114.40       55.15         Library and Fire District Taxes/fees2,3 5 12.23         54.66        24.14        52.63          18.53           ‐             9.76           Utility Taxes4 2 29.62         27.02        28.44        27.33          21.77          44.71          25.96         Utility Rates Water (750 CF)5 6 30.34          27.67          40.43          40.31            36.70           42.13          39.59           Wt t 6 2 23 88 13 36 22 52 16 61 12 32 41 00 16 06 Taxes, Fees, and Utilities Service Fees on a Typical Home ‐ 2011 $69.27 $39.66 $55.14 $32.05 $63.68 $114.40 $55.15 $29.62 $27.02 $28.44 $27.33 $21.77 $44.71 $25.96 $83.74 $81.05 $99.44 $96.63 $78.42 $137.46 $86.10 $12.23 $54.66 $24.14 $52.63 $18.53 $9.76 $194.86 $202.40 $207.16 $208.64  $182.40  $296.57  $176.97  Renton Auburn Bellevue Kent Redmond Seattle Tukwila 2011 Monthly Taxes  and Fees City Property Tax Utility Taxes City Utilities Library and Fire District Taxes/Fees Wastewater6 2 23.88         13.36        22.52        16.61          12.32          41.00          16.06         Surface Water7 5 10.37          14.95          17.70          10.06            16.56           19.58          7.75             Solid Waste / Garbage8 5 19.15          25.07          18.79          29.65            12.84           34.75          22.70           5Rates were based on bimonthly consumption of 1,500 cubic feet of water (Seniors 900 cf) .    Seattle, Kent, and Tukwila have different water rates  in the summer (June ‐ September); the average monthly rates for summer and non‐summer months were weighted. 6Rates for Bellevue, Issaquah, and Seattle were based on a volume of 750 cubic feet per month.  All other districts are on a fixed monthly charge.   Rates do not include the King County Wastewater Treatment charge. 7Bellevue's rate is an average rate based on a 10,000 ‐ 12,000 sq. ft. lot area (between 20% and 40% developed).  Kent's rate depends on the  drainage basin affected, ranging from $2.67 to $7.62 per month; for comparison purposes, rates were averaged. 8Waste Management provides services to Redmond, Auburn, and Renton.  Allied Waste Services provides services to Bellevue, Kent, Auburn, and  Tukwila.  For comparison purposes, rates include a 32‐gallon garbage can, recycling, yard waste collection,  and an $0.80/month hazardous waste  fee.   Seattle and Renton do not charge a hazardous waste fee. 1Populations estimates are based on 2010 and were provided by the Washington State Office of Financial Management. 2Based on 2011 levy rates and 2010 average home values provided by King County Department of Assessments.  City portion only. 3Auburn includes tax & fee for fire service provided by Valley Regional Fire Authority.  Kent includes tax & fee for fire service provided by Kent Fire  Department Regional Fire Authority.  Seattle is the only city that provides local library service. 4Based monthly comparison of utility rates.  Includes Electric, Gas, Telephone/Cell Phone, Cable, Water, Wastewater, Surface Water, and Solid  Waste Utilities. $69.27 $39.66 $55.14 $32.05 $63.68 $114.40 $55.15 $29.62 $27.02 $28.44 $27.33 $21.77 $44.71 $25.96 $83.74 $81.05 $99.44 $96.63 $78.42 $137.46 $86.10 $12.23 $54.66 $24.14 $52.63 $18.53 $9.76 $194.86 $202.40 $207.16 $208.64  $182.40  $296.57  $176.97  Renton Auburn Bellevue Kent Redmond Seattle Tukwila 2011 Monthly Taxes  and Fees City Property Tax Utility Taxes City Utilities Library and Fire District Taxes/Fees Appendix - Comparison of Taxes and Rates 7 - 5 COLA 1.0% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual e10 1030 Mayor   (1)10,927 131,124 e09 1000 City Council Members (2)950 11,400   e08 8,390 100,680 8,816 105,792 9,261 111,132 9,729 116,748 10,220 122,640 e11 1020 Municipal Court Judge  (Salary is effective from September 2010 ‐ August 2011 & is 95% of District Court Judge Salary) (6)11,219 134,628 m53 1035 Chief Administrative Officer (3)11,009 132,108 11,568 138,816 12,152 145,824 12,766 153,192 13,405 160,860 m52 10,739 128,868 11,281 135,372 11,858 142,296 12,459 149,508 13,080 156,960 m51 10,477 125,724 11,009 132,108 11,568 138,816 12,152 145,824 12,766 153,192 m50 10,220 122,640 10,739 128,868 11,281 135,372 11,858 142,296 12,459 149,508 m49 1400 City Attorney (3)9,973 119,676 10,477 125,724 11,009 132,108 11,568 138,816 12,152 145,824 m49 1102 Community Services Administrator (3) 9,973 119,676 10,477 125,724 11,009 132,108 11,568 138,816 12,152 145,824 m49 1105 Community & Economic Development Adm 9,973 119,676 10,477 125,724 11,009 132,108 11,568 138,816 12,152 145,824 m49 1101 Finance/Information Technology Administr 9,973 119,676 10,477 125,724 11,009 132,108 11,568 138,816 12,152 145,824 m49 1202 Fire/Emergency Services Administrator (3) 9,973 119,676 10,477 125,724 11,009 132,108 11,568 138,816 12,152 145,824 m49 1104 Human Resources & Risk Mgmt Administra 9,973 119,676 10,477 125,724 11,009 132,108 11,568 138,816 12,152 145,824 m49 1103 Public Works Administrator (3)9,973 119,676 10,477 125,724 11,009 132,108 11,568 138,816 12,152 145,824 m49 1201 Police Chief (3)9,973 119,676 10,477 125,724 11,009 132,108 11,568 138,816 12,152 145,824 m48 9,729 116,748 10,220 122,640 10,739 128,868 11,281 135,372 11,858 142,296 m47 9,494 113,928 9,973 119,676 10,477 125,724 11,009 132,108 11,568 138,816 m46 9,261 111,132 9,729 116,748 10,220 122,640 10,739 128,868 11,281 135,372 m45 1106 Assistant Chief Administrative Officer (3) 9,035 108,420 9,494 113,928 9,973 119,676 10,477 125,724 11,009 132,108 m45 1540 Deputy Fire Chief (3)9,035 108,420 9,494 113,928 9,973 119,676 10,477 125,724 11,009 132,108 m45 1573 Deputy PW Administrator ‐ Transportation 9,035 108,420 9,494 113,928 9,973 119,676 10,477 125,724 11,009 132,108 m45 1535 Police Deputy Chief (4)9,035 108,420 9,494 113,928 9,973 119,676 10,477 125,724 11,009 132,108 m44 8,816 105,792 9,261 111,132 9,729 116,748 10,220 122,640 10,739 128,868 m43 8,600 103,200 9,035 108,420 9,494 113,928 9,973 119,676 10,477 125,724 m42 1401 Sr Assistant City Attorney 8,390 100,680 8,816 105,792 9,261 111,132 9,729 116,748 10,220 122,640 m41 8,187 98,244 8,600 103,200 9,035 108,420 9,494 113,928 9,973 119,676 m40 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 9,729 116,748 m39 7,792 93,504 8,187 98,244 8,600 103,200 9,035 108,420 9,494 113,928 m38 1204 Communications Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m38 1500 Court Services Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m38 1575 Development Services Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 2011 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  ELECTED OFFICIALS MANAGEMENT & SUPERVISORY (NON‐UNION) STEP A Increase for January 1, 2011NON‐REPRESENTED STEP C STEP DSTEP B STEP E Appendix - 2011 Index of Positions and Pay Ranges 7 - 6 COLA 1.0% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2011 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A Increase for January 1, 2011NON‐REPRESENTED STEP C STEP DSTEP B STEP E m38 1501 Economic Development Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m38 2044 Emergency Management Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m38 1207 Facilities Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m38 1210 Fiscal Services Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m38 1212 Information Technology Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m38 1571 Maintenance Services Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m38 1205 Parks and Golf Course Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m38 1208 Parks Planning and Natural Resources Dire 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m38 1502 Planning Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m38 1209 Recreation Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m38 1570 Utility Systems Director 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 9,261 111,132 m37 2031 Police Commander (5)7,419 89,028 7,792 93,504 8,187 98,244 8,600 103,200 9,035 108,420 m36 7,237 86,844 7,602 91,224 7,987 95,844 8,390 100,680 8,816 105,792 m35 1402 Assistant City Attorney 7,059 84,708 7,419 89,028 7,792 93,504 8,187 98,244 8,600 103,200 m35 1403 Chief Prosecuting Attorney 7,059 84,708 7,419 89,028 7,792 93,504 8,187 98,244 8,600 103,200 m35 1203 Hearing Examiner 7,059 84,708 7,419 89,028 7,792 93,504 8,187 98,244 8,600 103,200 m34 6,884 82,608 7,237 86,844 7,602 91,224 7,987 95,844 8,390 100,680 m33 2021 Current Planning Manager 6,718 80,616 7,059 84,708 7,419 89,028 7,792 93,504 8,187 98,244 m33 2073 Development Engineering Supervisor 6,718 80,616 7,059 84,708 7,419 89,028 7,792 93,504 8,187 98,244 m33 2020 Long Range Planning Manager 6,718 80,616 7,059 84,708 7,419 89,028 7,792 93,504 8,187 98,244 m33 2076 Transportation Design Supervisor 6,718 80,616 7,059 84,708 7,419 89,028 7,792 93,504 8,187 98,244 m33 2075 Transportation Operations Manager 6,718 80,616 7,059 84,708 7,419 89,028 7,792 93,504 8,187 98,244 m33 2077 Transportation Planning Supervisor 6,718 80,616 7,059 84,708 7,419 89,028 7,792 93,504 8,187 98,244 m33 2070 Utility Engineering Supervisor 6,718 80,616 7,059 84,708 7,419 89,028 7,792 93,504 8,187 98,244 m33 3072 Water Maintenance Manager 6,718 80,616 7,059 84,708 7,419 89,028 7,792 93,504 8,187 98,244 m32 2072 Airport Manager 6,554 78,648 6,884 82,608 7,237 86,844 7,602 91,224 7,987 95,844 m32 2074 Building Official 6,554 78,648 6,884 82,608 7,237 86,844 7,602 91,224 7,987 95,844 m32 1574 Community Development Project Manager 6,554 78,648 6,884 82,608 7,237 86,844 7,602 91,224 7,987 95,844 m32 3083 Urban Forestry and Natural Resources Man 6,554 78,648 6,884 82,608 7,237 86,844 7,602 91,224 7,987 95,844 m31 6,394 76,728 6,718 80,616 7,059 84,708 7,419 89,028 7,792 93,504 m30 2418 Application Support Manager 6,240 74,880 6,554 78,648 6,884 82,608 7,237 86,844 7,602 91,224 m30 2011 City Clerk/Cable Manager 6,240 74,880 6,554 78,648 6,884 82,608 7,237 86,844 7,602 91,224 m30 3073 Fleet Manager 6,240 74,880 6,554 78,648 6,884 82,608 7,237 86,844 7,602 91,224 m30 2464 Human Resources Manager 6,240 74,880 6,554 78,648 6,884 82,608 7,237 86,844 7,602 91,224 m30 2409 Risk Manager 6,240 74,880 6,554 78,648 6,884 82,608 7,237 86,844 7,602 91,224 m29 1522 Human Services Manager 6,083 72,996 6,394 76,728 6,718 80,616 7,059 84,708 7,419 89,028 m29 1404 Prosecuting Attorney 6,083 72,996 6,394 76,728 6,718 80,616 7,059 84,708 7,419 89,028 m28 3086 Facilities Manager 5,940 71,280 6,240 74,880 6,554 78,648 6,884 82,608 7,237 86,844 m28 1583 Recreation Manager 5,940 71,280 6,240 74,880 6,554 78,648 6,884 82,608 7,237 86,844 m28 3071 Street Maintenance Manager 5,940 71,280 6,240 74,880 6,554 78,648 6,884 82,608 7,237 86,844 m28 3070 Waste Water/Special Operations Manager 5,940 71,280 6,240 74,880 6,554 78,648 6,884 82,608 7,237 86,844 m27 3075 Transportation Maintenance Supervisor 5,794 69,528 6,083 72,996 6,394 76,728 6,718 80,616 7,059 84,708 m26 2045 Assistant Fire Marshal 5,653 67,836 5,940 71,280 6,240 74,880 6,554 78,648 6,884 82,608 m26 2411 Financial Services Manager 5,653 67,836 5,940 71,280 6,240 74,880 6,554 78,648 6,884 82,608 m26 2405 GIS Coordinator 5,653 67,836 5,940 71,280 6,240 74,880 6,554 78,648 6,884 82,608 m25 2082 Community Services Resource & Funding M 5,515 66,180 5,794 69,528 6,083 72,996 6,394 76,728 6,718 80,616 Appendix - 2011 Index of Positions and Pay Ranges 7 - 7 COLA 1.0% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2011 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A Increase for January 1, 2011NON‐REPRESENTED STEP C STEP DSTEP B STEP E m25 2410 Senior Finance Analyst 5,515 66,180 5,794 69,528 6,083 72,996 6,394 76,728 6,718 80,616 m25 2479 Solid Waste Coordinator 5,515 66,180 5,794 69,528 6,083 72,996 6,394 76,728 6,718 80,616 m24 2477 Principal Financial & Administrative Analys 5,382 64,584 5,653 67,836 5,940 71,280 6,240 74,880 6,554 78,648 m23 2491 Open Space Coordinator 5,246 62,952 5,515 66,180 5,794 69,528 6,083 72,996 6,394 76,728 m23 2080 Recreation Supervisor 5,246 62,952 5,515 66,180 5,794 69,528 6,083 72,996 6,394 76,728 m22 2404 Community Relation & Events Coordinator 5,122 61,464 5,382 64,584 5,653 67,836 5,940 71,280 6,240 74,880 m22 2091 Museum Manager 5,122 61,464 5,382 64,584 5,653 67,836 5,940 71,280 6,240 74,880 m22 2468 Senior Benefits Analyst 5,122 61,464 5,382 64,584 5,653 67,836 5,940 71,280 6,240 74,880 m22 2465 Sr HR Analyst/Civil Service Coordinator 5,122 61,464 5,382 64,584 5,653 67,836 5,940 71,280 6,240 74,880 m21 2200 Communications Specialist II 4,996 59,952 5,246 62,952 5,515 66,180 5,794 69,528 6,083 72,996 m21 8007 Golf Course Supervisor 4,996 59,952 5,246 62,952 5,515 66,180 5,794 69,528 6,083 72,996 m20 2086 Golf Professional 4,874 58,488 5,122 61,464 5,382 64,584 5,653 67,836 5,940 71,280 m20 5143 Human Resources Analyst 4,874 58,488 5,122 61,464 5,382 64,584 5,653 67,836 5,940 71,280 m20 2467 Safety Officer 4,874 58,488 5,122 61,464 5,382 64,584 5,653 67,836 5,940 71,280 m19 4,757 57,084 4,996 59,952 5,246 62,952 5,515 66,180 5,794 69,528 m18  4,637 55,644 4,874 58,488 5,122 61,464 5,382 64,584 5,653 67,836 m17 6150 City Council Liaison 4,527 54,324 4,757 57,084 4,996 59,952 5,246 62,952 5,515 66,180 m17 5112 Deputy City Clerk 4,527 54,324 4,757 57,084 4,996 59,952 5,246 62,952 5,515 66,180 m17 6103 Executive Secretary 4,527 54,324 4,757 57,084 4,996 59,952 5,246 62,952 5,515 66,180 n16 5118 Finance Analyst III 4,398 52,776 4,620 55,440 4,849 58,188 5,096 61,152 5,350 64,200 n16 5195 Farmers Market Coordinator 4,398 52,776 4,620 55,440 4,849 58,188 5,096 61,152 5,350 64,200 n15  4,283 51,396 4,506 54,072 4,733 56,796 4,973 59,676 5,226 62,712 n14 6153 Administrative Assistant 4,184 50,208 4,398 52,776 4,620 55,440 4,849 58,188 5,096 61,152 n13 5115 Finance Analyst II 4,080 48,960 4,283 51,396 4,506 54,072 4,733 56,796 4,973 59,676 n13 5145 Risk Management Technician 4,080 48,960 4,283 51,396 4,506 54,072 4,733 56,796 4,973 59,676 n12 3,985 47,820 4,184 50,208 4,398 52,776 4,620 55,440 4,849 58,188 n11 2488 Assistant Golf Professional 3,883 46,596 4,080 48,960 4,283 51,396 4,506 54,072 4,733 56,796 n11 5139 Human Resources Assistant 3,883 46,596 4,080 48,960 4,283 51,396 4,506 54,072 4,733 56,796 n10 5114 Finance Analyst I 3,790 45,480 3,985 47,820 4,184 50,208 4,398 52,776 4,620 55,440 n09 3,700 44,400 3,883 46,596 4,080 48,960 4,283 51,396 4,506 54,072 n08 3,608 43,296 3,790 45,480 3,985 47,820 4,184 50,208 4,398 52,776 n07 6144 Secretary II EX 3,521 42,252 3,700 44,400 3,883 46,596 4,080 48,960 4,283 51,396 n06 3,433 41,196 3,608 43,296 3,790 45,480 3,985 47,820 4,184 50,208 n05 6140 Secretary I EX 3,351 40,212 3,521 42,252 3,700 44,400 3,883 46,596 4,080 48,960 NON‐UNION (CLERICAL, OTHER) Appendix - 2011 Index of Positions and Pay Ranges 7 - 8 COLA 1.0% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2011 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A Increase for January 1, 2011NON‐REPRESENTED STEP C STEP DSTEP B STEP E n04 3,270 39,240 3,433 41,196 3,608 43,296 3,790 45,480 3,985 47,820 n03 3,193 38,316 3,351 40,212 3,521 42,252 3,700 44,400 3,883 46,596 n02 3,114 37,368 3,270 39,240 3,433 41,196 3,608 43,296 3,790 45,480 n01 3,042 36,504 3,193 38,316 3,351 40,212 3,521 42,252 3,700 44,400 Completion of   5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs (1) In addition to salary receives $4,800 annual car allowance. (2) Council members salary set per Ordinance 4757 (01/01/99) (3) Not eligible for Longevity/Education or Uniform Allowance (4) Not eligible for Longevity/Education or Uniform Allowance Eligible for 2.5% cash premium or 2.5% into deferred compensation per employee's discretion for passing physical fitness. (5)Receive Education/Longevity & Uniform Allowance based on Union Contract plus eligible for 2.5% deferred compensation for passing physical fittness. (6) 4 year term starting 2/1/2009 expires 1/31/2013 per month The City contributes 2% of employee's base wage per year to a deferred compensation account  for Management and Non‐Represented employees except for CAO receives $8,500 per year per month6% Step a13E $296 per month 5% Step a13E $246 $1974% Step a13E 2% Step a13E per month per month3% Step a13E LONGEVITY SCHEDULE (Non‐Union) Step a13, E = $4,928 $148 $99 Appendix - 2011 Index of Positions and Pay Ranges 7 - 9 COLA 1.0% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual a40 7,864 94,368 8,258 99,096 8,677 104,124 9,117 109,404 9,578 114,936 a39 7,686 92,232 8,067 96,804 8,465 101,580 8,894 106,728 9,345 112,140 a38 7,490 89,880 7,864 94,368 8,258 99,096 8,677 104,124 9,117 109,404 a37 7,317 87,804 7,686 92,232 8,067 96,804 8,465 101,580 8,894 106,728 a36 7,132 85,584 7,490 89,880 7,864 94,368 8,258 99,096 8,677 104,124 a35 6,962 83,544 7,317 87,804 7,686 92,232 8,067 96,804 8,465 101,580 a34 6,792 81,504 7,132 85,584 7,490 89,880 7,864 94,368 8,258 99,096 a33 6,627 79,524 6,962 83,544 7,317 87,804 7,686 92,232 8,067 96,804 a32 2413 Network Systems Manager 6,467 77,604 6,792 81,504 7,132 85,584 7,490 89,880 7,864 94,368 a32 2428 Principal Civil Engineer ‐ Transp. Sys Division 6,467 77,604 6,792 81,504 7,132 85,584 7,490 89,880 7,864 94,368 a32 2425 Utility/GIS Engineer 6,467 77,604 6,792 81,504 7,132 85,584 7,490 89,880 7,864 94,368 a31 6,304 75,648 6,627 79,524 6,962 83,544 7,317 87,804 7,686 92,232 a30 6,153 73,836 6,467 77,604 6,792 81,504 7,132 85,584 7,490 89,880 a29 2171 Mapping Coordinator 6,004 72,048 6,304 75,648 6,627 79,524 6,962 83,544 7,317 87,804 a29 2570 Program Development Coordinator II 6,004 72,048 6,304 75,648 6,627 79,524 6,962 83,544 7,317 87,804 a28 2475 Civil Engineer III 5,857 70,284 6,153 73,836 6,467 77,604 6,792 81,504 7,132 85,584 a27 5,715 68,580 6,004 72,048 6,304 75,648 6,627 79,524 6,962 83,544 a26 5,574 66,888 5,857 70,284 6,153 73,836 6,467 77,604 6,792 81,504 a25 2480 Capital Project Coordinator 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 6,627 79,524 a25 2474 Civil Engineer II 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 6,627 79,524 a25 2481 Facilities Coordinator 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 6,627 79,524 a25 5193 Neighborhood Program Coordinator 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 6,627 79,524 a25 2470 Program Development Coordinator I 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 6,627 79,524 a25 2170 Property Services Agent 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 6,627 79,524 a24 2420 Database Technician 5,306 63,672 5,574 66,888 5,857 70,284 6,153 73,836 6,467 77,604 a24 3450 Lead Building Inspector 5,306 63,672 5,574 66,888 5,857 70,284 6,153 73,836 6,467 77,604 a24 3469 Lead Construction Inspector 5,306 63,672 5,574 66,888 5,857 70,284 6,153 73,836 6,467 77,604 a24 3439 Lead Fire Inspector 5,306 63,672 5,574 66,888 5,857 70,284 6,153 73,836 6,467 77,604 a24 2403 Senior Economic Development Specialist 5,306 63,672 5,574 66,888 5,857 70,284 6,153 73,836 6,467 77,604 a24 2419 Senior Network Systems Specialist 5,306 63,672 5,574 66,888 5,857 70,284 6,153 73,836 6,467 77,604 a24 2422 Senior Planner 5,306 63,672 5,574 66,888 5,857 70,284 6,153 73,836 6,467 77,604 a24 2416 Senior Systems Analyst 5,306 63,672 5,574 66,888 5,857 70,284 6,153 73,836 6,467 77,604 a24 2476 Transportation Planner 5,306 63,672 5,574 66,888 5,857 70,284 6,153 73,836 6,467 77,604 a23 2078 Assistant Airport Manager 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 a23 2429 Building Plan Reviewer 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 a23 2421 Business Systems Analyst 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 a23 2472 Engineering Specialist III 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 a23 3448 Fire Plans Reviewer/Inspector III 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 a23 2505 GIS Analyst II 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 a23 8175 Pavement Management Technician 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 2011 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A STEP B STEP C STEP D STEP E Increase for January 1, 2011AFSCME, Local 2170 Appendix - 2011 Index of Positions and Pay Ranges 7 - 10 COLA 1.0% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2011 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A STEP B STEP C STEP D STEP E Increase for January 1, 2011AFSCME, Local 2170 a23 2450 Plan Reviewer 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 a23 2484 Property Services Specialist 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 a23 8001 Street Maintenance Services Supervisor 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 a23 8002 Waste Water Maintenance Services Superviso 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 6,304 75,648 a22 2430 Lead Code Compliance Inspector 5,053 60,636 5,306 63,672 5,574 66,888 5,857 70,284 6,153 73,836 a21 3452 Building Inspector/Combination 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 3451 Building Inspector/Electrical 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 2473 Civil Engineer I 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 2200 Communications Specialist II 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 3472 Construction Inspector II 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 5130 Emergency Management Coordinator 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 3089 Facilities Supervisor 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 3440 Fire Inspector III 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 5111 GIS Analyst I 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 8006 Park Maintenance Supervisor 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 2412 Service Desk Supervisor 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 3476 Signal/Electronics Systems Technician II 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 2417 Systems Analyst/Programmer 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 8000 Water Maintenance Services Supervisor 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a21 3473 Water Utilities Maintenance Supervisor 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 6,004 72,048 a20 2424 Associate Planner 4,807 57,684 5,053 60,636 5,306 63,672 5,574 66,888 5,857 70,284 a20 2402 Economic Development Specialist 4,807 57,684 5,053 60,636 5,306 63,672 5,574 66,888 5,857 70,284 a20 2487 Housing Repair Coordinator 4,807 57,684 5,053 60,636 5,306 63,672 5,574 66,888 5,857 70,284 a20 2419 Network Systems Specialist 4,807 57,684 5,053 60,636 5,306 63,672 5,574 66,888 5,857 70,284 a19 6128 Accounting Supervisor 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 a19 2427 Code Compliance Inspector 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 a19 3453 Energy Plans Reviewer/Permit Representative 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 a19 2471 Engineering Specialist II 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 a19 3441 Fire Inspector II 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 a19 3447 Fire Plans Reviewer/Inspector II 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 a19 3485 HVAC Systems Technician 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 a19 7172 Lead Vehicle & Equipment Mechanic 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 a19 8178 Water Utility Instrumentation/SCADA Technic 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 5,715 68,580 a18 2482 CDBG Specialist 4,578 54,936 4,807 57,684 5,053 60,636 5,306 63,672 5,574 66,888 a18 3456 Development Services Representative 4,578 54,936 4,807 57,684 5,053 60,636 5,306 63,672 5,574 66,888 a18 3480 Lead Water Utility Pump Station Mechanic 4,578 54,936 4,807 57,684 5,053 60,636 5,306 63,672 5,574 66,888 a18 2015 Probation Officer 4,578 54,936 4,807 57,684 5,053 60,636 5,306 63,672 5,574 66,888 a18 2083 Recreation Program Coordinator 4,578 54,936 4,807 57,684 5,053 60,636 5,306 63,672 5,574 66,888 a17 8008 Custodial Services Supervisor 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 a17 3442 Fire Inspector I 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 a17 3445 Fire Plans Reviewer/Inspector I 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 a17 8374 Maintenance Buyer 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 a17 5001 Paralegal 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 a17 5113 Service Desk Technician 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 a17 3477 Signal/Electronics Systems Technician I 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 a17 8004 Traffic Sign & Paint Supervisor 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 a17 3470 Water Quality/Treatment Plant Operator 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 5,439 65,268 a16 2423 Assistant Planner 4,358 52,296 4,578 54,936 4,807 57,684 5,053 60,636 5,306 63,672 a16 8284 Lead Golf Course Maintenance Worker 4,358 52,296 4,578 54,936 4,807 57,684 5,053 60,636 5,306 63,672 a16 8074 Lead Maintenance Services Worker 4,358 52,296 4,578 54,936 4,807 57,684 5,053 60,636 5,306 63,672 a16 8080 Lead Park Maintenance Worker 4,358 52,296 4,578 54,936 4,807 57,684 5,053 60,636 5,306 63,672 Appendix - 2011 Index of Positions and Pay Ranges 7 - 11 COLA 1.0% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2011 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A STEP B STEP C STEP D STEP E Increase for January 1, 2011AFSCME, Local 2170 a16 5194 Neighborhood Program Assistant 4,358 52,296 4,578 54,936 4,807 57,684 5,053 60,636 5,306 63,672 a15 7181 Facilities Technician II 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 a15 7184 Grounds Equipment Mechanic 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 a15 6161 Lead Judicial Specialist 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 a15 8174 Lift Station Technician 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 a15 5121 Planning Technician II 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 a15 7170 Vehicle & Equipment Mechanic 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 a15 3474 Water Utility Maintenance Technician 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 5,178 62,136 a14 4,147 49,764 4,358 52,296 4,578 54,936 4,807 57,684 5,053 60,636 a13 3471 Engineering Specialist I 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 a13 7180 Facilities Technician I 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 a13 7110 Print & Mail Supervisor 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 a13 8177 Signal/Electronics Systems Assistant II 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 a13 5179 Program Specialist 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 a13 6264 Lead Payroll Analyst 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 4,928 59,136 a12 2201 Communications Specialist I 3,948 47,376 4,147 49,764 4,358 52,296 4,578 54,936 4,807 57,684 a12 3444 Fire Code Inspector Trainee 3,948 47,376 4,147 49,764 4,358 52,296 4,578 54,936 4,807 57,684 a12 8283 Golf Course Maintenance Worker III 3,948 47,376 4,147 49,764 4,358 52,296 4,578 54,936 4,807 57,684 a12 8173 Maintenance Services Worker III 3,948 47,376 4,147 49,764 4,358 52,296 4,578 54,936 4,807 57,684 a12 5011 Multimedia/Records Specialist 3,948 47,376 4,147 49,764 4,358 52,296 4,578 54,936 4,807 57,684 a12 8083 Parks Maintenance Worker III 3,948 47,376 4,147 49,764 4,358 52,296 4,578 54,936 4,807 57,684 a12 8573 Traffic Maintenance Worker II 3,948 47,376 4,147 49,764 4,358 52,296 4,578 54,936 4,807 57,684 a11 6145 Administrative Secretary II 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 a11 8473 Airport Maintenance Worker 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 a11 7173 Fleet Management Technician 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 a11 8183 Lead Maintenance Custodian 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 a11 6265 Payroll Analyst 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 a11 5012 Records Management Coordinator 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 a11 2486 Recreation Specialist 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 4,688 56,256 a10 6266 Form/Graphic Technician 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 4,578 54,936 a10 6164 Judicial Specialist/Trainer 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 4,578 54,936 a10 6263 Permit Technician 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 4,578 54,936 a10 6163 Probation Clerk 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 4,578 54,936 a09 6131 Accounting Assistant IV 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 a09 6151 Administrative Secretary I 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 a09 6152 Fire District Liaison 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 a09 8070 Mechanic's Assistant 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 a09 5120 Planning Technician I 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 a09 5010 Records Management Specialist 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 a09 5160 Recreation Systems Technician 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 a09 8176 Signal/Electronics Systems Assistant I 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 4,463 53,556 a08 8282 Golf Course Maintenance Worker II 3,575 42,900 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 a08 8285 Golf Course Operations Specialist 3,575 42,900 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 a08 7126 Housing Repair Technician 3,575 42,900 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 a08 6162 Judicial Specialist 3,575 42,900 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 a08 6109 Lead Office Assistant 3,575 42,900 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 a08 8172 Maintenance Services Worker II 3,575 42,900 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 a08 8082 Parks Maintenance Worker II 3,575 42,900 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 a08 8375 Purchasing Assistant 3,575 42,900 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 a08 8572 Traffic Maintenance Worker I 3,575 42,900 3,756 45,072 3,948 47,376 4,147 49,764 4,358 52,296 Appendix - 2011 Index of Positions and Pay Ranges 7 - 12 COLA 1.0% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2011 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A STEP B STEP C STEP D STEP E Increase for January 1, 2011AFSCME, Local 2170 a07 6132 Accounting Assistant III 3,490 41,880 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 a07 6260 Hearing Examiner's Secretary 3,490 41,880 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 a07 6165 Legal Assistant 3,490 41,880 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 a07 8184 Maintenance Custodian 3,490 41,880 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 a07 7112 Print & Mail Operator 3,490 41,880 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 a07 6142 Secretary II 3,490 41,880 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 a07 8110 Water Meter Reader 3,490 41,880 3,663 43,956 3,850 46,200 4,044 48,528 4,246 50,952 a06 3,408 40,896 3,575 42,900 3,756 45,072 3,948 47,376 4,147 49,764 a05 6134 Accounting Assistant II 3,322 39,864 3,490 41,880 3,663 43,956 3,850 46,200 4,044 48,528 a05 6130 Office Assistant III 3,322 39,864 3,490 41,880 3,663 43,956 3,850 46,200 4,044 48,528 a05 6141 Secretary I 3,322 39,864 3,490 41,880 3,663 43,956 3,850 46,200 4,044 48,528 a04 8281 Golf Course Maintenance Worker I 3,243 38,916 3,408 40,896 3,575 42,900 3,756 45,072 3,948 47,376 a04 8181 Lead Custodian 3,243 38,916 3,408 40,896 3,575 42,900 3,756 45,072 3,948 47,376 a04 8171 Maintenance Services Worker I 3,243 38,916 3,408 40,896 3,575 42,900 3,756 45,072 3,948 47,376 a04 8081 Parks Maintenance Worker I 3,243 38,916 3,408 40,896 3,575 42,900 3,756 45,072 3,948 47,376 a04 6282 Pro Shop Assistant 3,243 38,916 3,408 40,896 3,575 42,900 3,756 45,072 3,948 47,376 a04 8576 Solid Waste Maintenance Worker 3,243 38,916 3,408 40,896 3,575 42,900 3,756 45,072 3,948 47,376 a03 6136 Accounting Assistant I 3,163 37,956 3,322 39,864 3,490 41,880 3,663 43,956 3,850 46,200 a03 6120 Office Assistant II 3,163 37,956 3,322 39,864 3,490 41,880 3,663 43,956 3,850 46,200 a02 3,091 37,092 3,243 38,916 3,408 40,896 3,575 42,900 3,756 45,072 a01 8182 Custodian 3,011 36,132 3,163 37,956 3,322 39,864 3,490 41,880 3,663 43,956 a01 6111 Office Assistant I 3,011 36,132 3,163 37,956 3,322 39,864 3,490 41,880 3,663 43,956 Completion of   5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs The City contributes 2% of employee's base wage per year to a deferred compensation account. per month 4% Step a13E $197 per month 3% Step a13E 6% Step a13E $296 per month 5% Step a13E $246 per month LONGEVITY SCHEDULE (Local 2170) Step a13, E = $4,928 2% Step a13E $99 per month $148 Appendix - 2011 Index of Positions and Pay Ranges 7 - 13 COLA 1.0% Grade Code Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual Fire/Emergency Services Admin     For salary information, see Management & Supervisory Matrix, Grade m49 Deputy Fire Chief     For salary information, see Management & Supervisory Matrix, Grade m45 f73 1547 Fire Battalion Chief/Safety Officer 9,125 109,500 9,125 109,500 (15% over Captain)  f72 2040 Fire Captain 7,935 95,220 7,935 95,220 (13% over Lieutenant) f71 2042 Fire Lieutenant 7,022 84,264 7,022 84,264 (15% over D Step Fire Fighter)  f70 4141 Fire Fighter   4,552 54,624 4,651 55,812 5,023 60,276 6,106 73,272 Years of Service Completion of   5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs * Above % for Grades 70, 71, and 72 only * Above % for Grade 73 only fitness prior to the beginning of each year. FIRE DEPARTMENT DAY SHIFT DIFFERENTIAL Percentage Monthly Amount           ‐ Grades 70, 71, 72, and 73:   5% of base wage per pay period. 12%$733 4%$244 $122 10% FIRE DEPARTMENT EDUCATIONAL INCENTIVE PAY           ‐ Personnel assigned to day shift for 30 consecutive days or more (excluding light duty).           ‐  For Grades  70, 71, 72 and 73: City contributes 3.5% of employee's base wage per year to a deferred comp. or other income protection plan. $366 $244 $122           % applicable to base firefighter's salary (Step D), rounded to nearest whole dollar. Monthly % NOTE:  Please refer to 2010 labor agreement for specific information. 4% 2% DEFERRED COMPENSATION/ INCOME PROTECTION PLAN 2%Four Year & Fire Science Degrees 6%Four Year & Fire Science Degrees Fire Science Degree (two years)           ‐ For Grades 70, 71, 72 and 73 the Uniform allowance will be 1.25% of top step of firefighter annual base pay.           2,430 Hours/Year;    46.6 Hours/Week. $122 Step D Fire Science Certification           ‐  For Grades 70, 71, 72, and 73, the City will contribute 2.5% of employee's base wage per year to deferred comp. plan for passing physical UNIFORM ALLOWANCE HOURS OF WORK 2011 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  Position Title STEP A STEP B STEP C FIRE DEPARTMENT‐ COMMISSIONED OFFICERS STEP D BASE SALARY Increase for January 1, 2011 $611 Longevity is based on the following schedule, rounded to the nearest whole dollar. FIRE DEPARTMENT LONGEVITY SCHEDULE % of D Step Fire Fighter =$6,106 6%$366 2% Appendix - 2011 Index of Positions and Pay Ranges 7 - 14 COLA 1.0% Grade Code Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual Police Chief See Management & Supervisory Matrix, Grade m49 Police Deputy Chief See Management & Supervisory Matrix, Grade m45 Police Commander See Management & Supervisory Matrix, Grade m37 pc61 3035 Sergeant 7,022 84,264 7,373 88,477 pc60 4130 Police Officer 4,563 54,756 4,949 59,388 5,339 64,068 5,721 68,652 6,106 73,272 Percent      Bicycle Officers ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Bi‐lingual ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Detectives ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Traffic Assignment‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Canine Officer ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Corporal Assignment ‐‐‐‐‐‐‐‐‐‐‐‐7.5%      Field Training Officer ‐‐‐‐‐‐‐‐‐‐‐‐4%      Training Officer‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      REACT‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      SWAT Assignment ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐4%      SRO Assignment‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Patrol Officer ‐ 12 Hr Different 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 emergency. Percentage (of base wage) Percentage (of base wage) ‐ ‐ ‐ ‐ Completion of 10 Yrs Completion of 20 Yrs Completion of 15 Yrs POLICE COMMISSIONED‐ MONTHLY LONGEVITY SCHEDULE 2% Years of Service Completion of   5 Yrs AA Degree (90 credits)4% Completion of 25 Yrs BA Degree/Masters Degree 6% MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE COMMISSIONED POLICE OFFICER'S HAZARD DUTY AND PREMIUM PAY NOTE:  Please refer to 2009 labor agreement for specific information. 10% 12% The City will contribute 3.0% of employee's wage base toward deferred compensation for passing physical fitness prior to  beginning of each calendar year. The City also contributes 3.0% of employee's wage base toward deferred compensation. 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. 6% 4% 2011 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  Position Title Increase for January 1, 2011POLICE DEPARTMENT‐ COMMISSIONED OFFICERS STEP ESTEP A STEP B STEP C STEP D Appendix - 2011 Index of Positions and Pay Ranges 7 - 15 COLA 1.0% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual pn56 4133 Electronic Home Detention Jailer 4,014 48,168 4,333 51,996 4,770 57,240 5,244 62,928 5,505 66,060 pn54 4138 Police Community Prgm Coord 4,068 48,816 4,396 52,752 4,829 57,948 5,207 62,484 5,468 65,616 pn54 4120 Crime Analyst 4,068 48,816 4,396 52,752 4,829 57,948 5,207 62,484 5,468 65,616 pn61 4121 Domestic Violence Victim Advocate 3,798 45,576 4,125 49,500 4,585 55,020 5,039 60,468 5,306 63,672 pn53 3432 Evidence Technician 3,829 45,948 4,133 49,596 4,549 54,588 5,005 60,060 5,261 63,132 pn58 6178 Police Service Specialist Supv 5,258 63,096 5,258 63,096 (15% above Specialist Step E) pn60 3,620 43,440 3,934 47,208 4,371 52,452 4,805 57,660 5,057 60,684 pn52 4135  Animal Control Officer 3,612 43,344 3,905 46,860 4,295 51,540 4,723 56,676 4,958 59,496 pn57 6182 Police Service Specialist Lead 4,915 58,980 4,915 58,980 (7.5% above Specialist Step E) pn55 6185 Police Administrative Assistant* 3,905 46,860 4,104 49,248 4,309 51,708 4,528 54,336 4,758 57,096 *Police Administrative Asst position is non‐union, but salary increases and benefits based on those negotiated by Police Non‐Commissioned. pn62 6180 Police Service Specialist 3,332 39,984 3,598 43,176 3,960 47,520 4,357 52,284 4,572 54,864 pn51 6183 Police Secretary 3,120 37,440 3,369 40,428 3,708 44,496 4,080 48,960 4,281 51,372 pn50 4137 Parking Enforcement Officer 2,809 33,708 3,053 36,636 3,395 40,740 3,771 45,252 3,955 47,460        Bilingual Premium………………………………..…………….2% of base pay        Jail Staff & Jail Sergeants 12 Hr. Differential………………5.24% of base pay        Training Pay (Police Service Specialist/Jailer) FTO…......…4% of base pay        Crisis Communication Unit……………………………………Paid at rate of double time with 3 hrs minimum Increase for January 1, 2011 STEP D BA Degree/Masters Degree Completion of 25 Yrs 6% 10% STEP CSTEP B STEP ESTEP A 2011 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  POLICE NON‐COMMISSIONED‐ MONTHLY LONGEVITY ICENTIVE PAY SCHEDULE NON‐ COMMISSIONED PREMIUM PAY Completion of 20 Yrs Percentage (of base wage) POLICE DEPARTMENT‐ NON‐COMMISSIONED OFFICERS 2% 4% 6% Years of Service Completion of 15 Yrs Completion of 10 Yrs Completion of   5 Yrs 12% The City will contribute 3.0% of employee's wage base toward deferred compensation for passing physical fitness prior to  beginning of each calendar year. ‐ The City contributes 3.0% of the employee's base wage to a deferred compensation plan for all union members in recognition of  police department's national accreditation. MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE AA Degree (90 credits)4% Percentage (of base wage) Appendix - 2011 Index of Positions and Pay Ranges 7 - 16 HR USE ONLY CODE Range From… Range To… 9900 8.67 75.00 Grade STEP A STEP B STEP C STEP D STEP E h02 8.67 h03 8.75 9.00 9.25 9.50 9.75 h04 10.00 10.25 10.50 10.75 11.00 h05 11.25 11.50 11.75 12.00 12.25 h06 12.50 12.75 13.00 13.25 13.50 h07 13.75 14.00 14.25 14.50 14.75 h08 15.00 15.25 15.50 15.75 16.00 h09 16.25 16.50 16.75 17.00 17.25 h10 17.50 17.75 18.00 18.25 18.50 h11 18.75 19.00 19.25 19.50 19.75 h12 20.00 20.50 21.00 21.50 22.00 h13 22.50 23.00 23.50 24.00 24.50 h14 25.00 25.50 26.00 26.50 27.00 h15 27.50 28.00 28.50 29.00 29.50 h16*1.00 h17 30.00 35.00 40.00 45.00 50.00 h18 55.00 60.00 65.00 70.00 75.00 From… To… Engineering Aide $8.67 $18.50 Planning Specialist $8.67 $22.00 Laborer $8.67 $13.50 Lifeguard/Aquatics $8.67 $14.50 Recreation Leader $8.67 $12.00 Recreation Program Manager $8.75 $14.50 Asst. Recreation Program Mgr $8.67 $12.25 Instructor*$1.00 Program Coordinator $20.00 $75.00 Non‐Regular, Seasonal, Intermittent, and Project Specific positions #9900 series *Note:  Pay grade h16 listed above is for instructors; the pay is listed as $1.00 because instructors receive a  percentage of the class revenue, based on how many students attend their class. 2011 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  HOURLY NON‐REGULAR SALARY SCHEDULE SUGGESTED SALARY RANGES BY POSITION TYPE SALARY RANGEPosition Title Appendix - 2011 Index of Positions and Pay Ranges 7 - 17 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual e10 1030 Mayor   (1)11,200 134,400 e09 1000 City Council Members (2)950 11,400   e08 8,600 103,200 9,036 108,432 9,493 113,916 9,972 119,664 10,476 125,712 e11 1020 Municipal Court Judge  (Salary is effective from September 2010 ‐ August 2011 & is 95% of District Court Judge Salary) (6) 11,219 134,628 m53 1035 Chief Administrative Officer (3)11,284 135,408 11,857 142,284 12,456 149,472 13,085 157,020 13,740 164,880 m52 11,007 132,084 11,563 138,756 12,154 145,848 12,770 153,240 13,407 160,884 m51 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 13,085 157,020 m50 10,476 125,712 11,007 132,084 11,563 138,756 12,154 145,848 12,770 153,240 m49 1400 City Attorney (3)10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1102 Community Services Administrator (3) 10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1105 Community & Economic Development Adm 10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1101 Finance/Information Technology Administr 10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1202 Fire/Emergency Services Administrator (3)10 222 122 664 10 739 128 868 11 284 135 408 11 857 142 284 12 456 149 472 Increase for January 1, 2012NON‐REPRESENTED STEP CSTEP DSTEP BSTEP E 2012 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  ELECTED OFFICIALS MANAGEMENT & SUPERVISORY (NON‐UNION) STEP A m49 1202 Fire/Emergency Services Administrator (3)10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1104 Human Resources & Risk Mgmt Administra 10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1103 Public Works Administrator (3)10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m49 1201 Police Chief (3)10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 12,456 149,472 m48 9,972 119,664 10,476 125,712 11,007 132,084 11,563 138,756 12,154 145,848 m47 9,731 116,772 10,222 122,664 10,739 128,868 11,284 135,408 11,857 142,284 m46 9,493 113,916 9,972 119,664 10,476 125,712 11,007 132,084 11,563 138,756 m45 1106 Assistant Chief Administrative Officer (3) 9,261 111,132 9,731 116,772 10,222 122,664 10,739 128,868 11,284 135,408 m45 1540 Deputy Fire Chief (3)9,261 111,132 9,731 116,772 10,222 122,664 10,739 128,868 11,284 135,408 m45 1573 Deputy PW Administrator ‐ Transportation 9,261 111,132 9,731 116,772 10,222 122,664 10,739 128,868 11,284 135,408 m45 1535 Police Deputy Chief (4)9,261 111,132 9,731 116,772 10,222 122,664 10,739 128,868 11,284 135,408 m44 9,036 108,432 9,493 113,916 9,972 119,664 10,476 125,712 11,007 132,084 m43 8,815 105,780 9,261 111,132 9,731 116,772 10,222 122,664 10,739 128,868 m42 1401 Sr Assistant City Attorney 8,600 103,200 9,036 108,432 9,493 113,916 9,972 119,664 10,476 125,712 m41 8,392 100,704 8,815 105,780 9,261 111,132 9,731 116,772 10,222 122,664 m40 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 9,972 119,664 m39 7,987 95,844 8,392 100,704 8,815 105,780 9,261 111,132 9,731 116,772 m38 1204 Communications Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1500 Court Services Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1575 Development Services Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 Appendix - 2012 Index of Positions and Pay Ranges 7 - 18 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual Increase for January 1, 2012NON‐REPRESENTED STEP CSTEP DSTEP BSTEP E 2012 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A m38 1501 Economic Development Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 2044 Emergency Management Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1207 Facilities Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1210 Fiscal Services Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1212 Information Technology Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1571 Maintenance Services Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1205 Parks and Golf Course Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1208 Parks Planning and Natural Resources Direc 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1502 Planning Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1209 Recreation Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m38 1570 Utility Systems Director 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 9,493 113,916 m37 2031 Police Commander (5)7,604 91,248 7,987 95,844 8,392 100,704 8,815 105,780 9,261 111,132 m36 7,418 89,016 7,792 93,504 8,187 98,244 8,600 103,200 9,036 108,432 m35 1402 Assistant City Attorney 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 8,815 105,780 m35 1403 Chief Prosecuting Attorney 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 8,815 105,780 m35 1203 Hearing Examiner 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 8,815 105,780 m34 7,056 84,672 7,418 89,016 7,792 93,504 8,187 98,244 8,600 103,200 m33 2021 Current Planning Manager 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 2073 Development Engineering Supervisor 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 2020 Long Range Planning Manager 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 2076 Transportation Design Supervisor 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 2075 Transportation Operations Manager 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 2077 Transportation Planning Supervisor 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 2070 Utility Engineering Supervisor 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m33 3072 Water Maintenance Manager 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 8,392 100,704 m32 2072 Airport Manager 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 8,187 98,244 m32 2074 Building Official 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 8,187 98,244 m32 1574 Community Development Project Manager 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 8,187 98,244 m32 3083 Urban Forestry and Natural Resources Man 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 8,187 98,244 m31 6,554 78,648 6,886 82,632 7,235 86,820 7,604 91,248 7,987 95,844 m30 2418 Application Support Manager 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 m30 2011 City Clerk/Cable Manager 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 m30 3073 Fleet Manager 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 m30 2464 Human Resources Manager 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 m30 2409 Risk Manager 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 7,792 93,504 m29 1522 Human Services Manager 6,235 74,820 6,554 78,648 6,886 82,632 7,235 86,820 7,604 91,248 m29 1404 Prosecuting Attorney 6,235 74,820 6,554 78,648 6,886 82,632 7,235 86,820 7,604 91,248 m28 3086 Facilities Manager 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 m28 1583 Recreation Manager 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 m28 3071 Street Maintenance Manager 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 m28 3070 Waste Water/Special Operations Manager 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 7,418 89,016 m27 3075 Transportation Maintenance Supervisor 5,939 71,268 6,235 74,820 6,554 78,648 6,886 82,632 7,235 86,820 m26 2045 Assistant Fire Marshal 5,794 69,528 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 m26 2411 Financial Services Manager 5,794 69,528 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 m26 2405 GIS Coordinator 5,794 69,528 6,089 73,068 6,396 76,752 6,718 80,616 7,056 84,672 m25 2082 Community Services Resource & Funding M 5,653 67,836 5,939 71,268 6,235 74,820 6,554 78,648 6,886 82,632 Appendix - 2012 Index of Positions and Pay Ranges 7 - 19 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual Increase for January 1, 2012NON‐REPRESENTED STEP CSTEP DSTEP BSTEP E 2012 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A m25 2410 Senior Finance Analyst 5,653 67,836 5,939 71,268 6,235 74,820 6,554 78,648 6,886 82,632 m25 2479 Solid Waste Coordinator 5,653 67,836 5,939 71,268 6,235 74,820 6,554 78,648 6,886 82,632 m24 2477 Principal Financial & Administrative Analys 5,517 66,204 5,794 69,528 6,089 73,068 6,396 76,752 6,718 80,616 m23 2491 Open Space Coordinator 5,377 64,524 5,653 67,836 5,939 71,268 6,235 74,820 6,554 78,648 m23 2080 Recreation Supervisor 5,377 64,524 5,653 67,836 5,939 71,268 6,235 74,820 6,554 78,648 m22 2404 Community Relation & Events Coordinator 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 6,396 76,752 m22 2091 Museum Manager 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 6,396 76,752 m22 2468 Senior Employee Benefits Analyst 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 6,396 76,752 m22 2465 Sr HR Analyst/Civil Service Coordinator 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 6,396 76,752 m21 2200 Communications Specialist II 5,121 61,452 5,377 64,524 5,653 67,836 5,939 71,268 6,235 74,820 m21 8007 Golf Course Supervisor 5,121 61,452 5,377 64,524 5,653 67,836 5,939 71,268 6,235 74,820 m20 2086 Golf Professional 4,996 59,952 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 m20 5143 Human Resources Analyst 4,996 59,952 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 m20 2467 Safety Officer 4,996 59,952 5,250 63,000 5,517 66,204 5,794 69,528 6,089 73,068 m19 4,876 58,512 5,121 61,452 5,377 64,524 5,653 67,836 5,939 71,268 m18  4,753 57,036 4,996 59,952 5,250 63,000 5,517 66,204 5,794 69,528 m17 6150 City Council Liaison 4,640 55,680 4,876 58,512 5,121 61,452 5,377 64,524 5,653 67,836 m17 5112 Deputy City Clerk 4,640 55,680 4,876 58,512 5,121 61,452 5,377 64,524 5,653 67,836 m17 6103 Executive Secretary 4,640 55,680 4,876 58,512 5,121 61,452 5,377 64,524 5,653 67,836 n16 5118 Finance Analyst III 4,508 54,096 4,736 56,832 4,970 59,640 5,223 62,676 5,484 65,808 n15  4,390 52,680 4,619 55,428 4,851 58,212 5,097 61,164 5,357 64,284 n14 6153 Administrative Assistant 4,289 51,468 4,508 54,096 4,736 56,832 4,970 59,640 5,223 62,676 n13 5115 Finance Analyst II 4,182 50,184 4,390 52,680 4,619 55,428 4,851 58,212 5,097 61,164 n13 5145 Risk Management Technician 4,182 50,184 4,390 52,680 4,619 55,428 4,851 58,212 5,097 61,164 n12 4,085 49,020 4,289 51,468 4,508 54,096 4,736 56,832 4,970 59,640 n11 2488 Assistant Golf Professional 3,980 47,760 4,182 50,184 4,390 52,680 4,619 55,428 4,851 58,212 n11 5142 Human Resources Systems Technician 3,980 47,760 4,182 50,184 4,390 52,680 4,619 55,428 4,851 58,212 n10 5114 Finance Analyst I 3,885 46,620 4,085 49,020 4,289 51,468 4,508 54,096 4,736 56,832 n09 3,793 45,516 3,980 47,760 4,182 50,184 4,390 52,680 4,619 55,428 n08 3,698 44,376 3,885 46,620 4,085 49,020 4,289 51,468 4,508 54,096 n07 6144 Secretary II EX 3,609 43,308 3,793 45,516 3,980 47,760 4,182 50,184 4,390 52,680 n06 3,519 42,228 3,698 44,376 3,885 46,620 4,085 49,020 4,289 51,468 n05 6140 Secretary I EX 3,435 41,220 3,609 43,308 3,793 45,516 3,980 47,760 4,182 50,184 NON‐UNION (CLERICAL, OTHER) Appendix - 2012 Index of Positions and Pay Ranges 7 - 20 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual Increase for January 1, 2012NON‐REPRESENTED STEP CSTEP DSTEP BSTEP E 2012 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP A n04 3,352 40,224 3,519 42,228 3,698 44,376 3,885 46,620 4,085 49,020 n03 3,273 39,276 3,435 41,220 3,609 43,308 3,793 45,516 3,980 47,760 n02 3,192 38,304 3,352 40,224 3,519 42,228 3,698 44,376 3,885 46,620 n01 3,118 37,416 3,273 39,276 3,435 41,220 3,609 43,308 3,793 45,516 Completion of   5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs (1) In addition to salary receives $4,800 annual car allowance. (2) Council members salary set per Ordinance 4757 (01/01/99) (3) Not eligible for Longevity/Education or Uniform Allowance (4)Not eligible for Longevity/Education or Uniform Allowance 2% Step a13E per month per month3% Step a13E LONGEVITY SCHEDULE (Non‐Union) Step a13, E = $5,051 $152 $101 per month 5% Step a13E $253 $2024% Step a13E per month per month6% Step a13E $303 (4)Not eligible for Longevity/Education or Uniform Allowance Eligible for 2.5% cash premium or 2.5% into deferred compensation per employee's discretion for passing physical fitness. (5) Receive Education/Longevity & Uniform Allowance based on Union Contract plus eligible for 2.5% deferred compensation for passing physical fittness. (6) 4 year term starting 2/1/2009 expires 1/31/2013 The City contributes 2% of employee's base wage per year to a deferred compensation account  for Management and Non‐Represented employees except for CAO receives $8,500 per year Appendix - 2012 Index of Positions and Pay Ranges 7 - 21 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual a40 8,061 96,732 8,464 101,568 8,894 106,728 9,345 112,140 9,817 117,804 a39 7,878 94,536 8,269 99,228 8,677 104,124 9,116 109,392 9,579 114,948 a38 7,677 92,124 8,061 96,732 8,464 101,568 8,894 106,728 9,345 112,140 a37 7,500 90,000 7,878 94,536 8,269 99,228 8,677 104,124 9,116 109,392 a36 7,310 87,720 7,677 92,124 8,061 96,732 8,464 101,568 8,894 106,728 a35 7,136 85,632 7,500 90,000 7,878 94,536 8,269 99,228 8,677 104,124 a34 6,962 83,544 7,310 87,720 7,677 92,124 8,061 96,732 8,464 101,568 a33 6,793 81,516 7,136 85,632 7,500 90,000 7,878 94,536 8,269 99,228 a32 2413 Network Systems Manager 6,629 79,548 6,962 83,544 7,310 87,720 7,677 92,124 8,061 96,732 a32 2428 Principal Civil Engineer ‐ Transp. Sys Division 6,629 79,548 6,962 83,544 7,310 87,720 7,677 92,124 8,061 96,732 a32 2425 Utility/GIS Engineer 6,629 79,548 6,962 83,544 7,310 87,720 7,677 92,124 8,061 96,732 a31 6,462 77,544 6,793 81,516 7,136 85,632 7,500 90,000 7,878 94,536 a30 6,307 75,684 6,629 79,548 6,962 83,544 7,310 87,720 7,677 92,124 a29 2171 Mapping Coordinator 6,154 73,848 6,462 77,544 6,793 81,516 7,136 85,632 7,500 90,000 a29 2570 Program Development Coordinator II 6,154 73,848 6,462 77,544 6,793 81,516 7,136 85,632 7,500 90,000 2012 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP ASTEP BSTEP CSTEP DSTEP E Increase for January 1, 2012AFSCME, Local 2170 a28 2475 Civil Engineer III 6,003 72,036 6,307 75,684 6,629 79,548 6,962 83,544 7,310 87,720 a27 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 7,136 85,632 a26 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 6,962 83,544 a25 2480 Capital Project Coordinator 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 a25 2474 Civil Engineer II 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 a25 2481 Facilities Coordinator 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 a25 5193 Neighborhood Program Coordinator 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 a25 2470 Program Development Coordinator I 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 a25 2170 Property Services Agent 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 6,793 81,516 a24 2420 Database Technician 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 3450 Lead Building Inspector 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 3469 Lead Construction Inspector 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 3439 Lead Fire Inspector 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 2403 Senior Economic Development Specialist 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 2419 Senior Network Systems Specialist 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 2422 Senior Planner 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 2416 Senior Systems Analyst 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a24 2476 Transportation Planner 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 6,629 79,548 a23 2078 Assistant Airport Manager 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 2429 Building Plan Reviewer 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 2421 Business Systems Analyst 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 2472 Engineering Specialist III 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 3448 Fire Plans Reviewer/Inspector III 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 2505 GIS Analyst II 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 8175 Pavement Management Technician 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 Appendix - 2012 Index of Positions and Pay Ranges 7 - 22 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2012 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP ASTEP BSTEP CSTEP DSTEP E Increase for January 1, 2012AFSCME, Local 2170 a23 2450 Plan Reviewer 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 2484 Property Services Specialist 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 8001 Street Maintenance Services Supervisor 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a23 8002 Waste Water Maintenance Services Superviso 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 6,462 77,544 a22 2430 Lead Code Compliance Inspector 5,179 62,148 5,439 65,268 5,713 68,556 6,003 72,036 6,307 75,684 a21 3452 Building Inspector/Combination 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 3451 Building Inspector/Electrical 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 2473 Civil Engineer I 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 2200 Communications Specialist II 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 3472 Construction Inspector II 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 5130 Emergency Management Coordinator 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 3089 Facilities Supervisor 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 3440 Fire Inspector III 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 5111 GIS Analyst I 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 8006 Park Maintenance Supervisor 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 2412 Service Desk Supervisor 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 3476 Signal/Electronics Systems Technician II 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 2417 Systems Analyst/Programmer 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 8000 Water Maintenance Services Supervisor 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a21 3473 Water Utility Maintenance Supervisor 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 6,154 73,848 a20 2424 Associate Planner 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 6,003 72,036 a20 2402 Economic Development Specialist 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 6,003 72,036 a20 2487 Housing Repair Coordinator 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 6,003 72,036 a20 2419 Network Systems Specialist 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 6,003 72,036 a19 6128 Accounting Supervisor 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 2427 Code Compliance Inspector 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 3453 Energy Plans Reviewer/Permit Representative 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 2471 Engineering Specialist II 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 3441 Fire Inspector II 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 3447 Fire Plans Reviewer/Inspector II 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 3485 HVAC Systems Technician 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 7172 Lead Vehicle & Equipment Mechanic 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a19 8178 Water Utility Instrumentation/SCADA Technic 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 5,858 70,296 a18 2482 CDBG Specialist 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 a18 3456 Development Services Representative 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 a18 3480 Lead Water Utility Pump Station Mechanic 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 a18 2015 Probation Officer 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 a18 2083 Recreation Program Coordinator 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 5,713 68,556 a17 8008 Custodial Services Supervisor 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 3442 Fire Inspector I 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 3445 Fire Plans Reviewer/Inspector I 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 8374 Maintenance Buyer 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 5001 Paralegal 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 5113 Service Desk Technician 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 3477 Signal/Electronics Systems Technician I 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 8004 Traffic Sign & Paint Supervisor 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a17 3470 Water Quality/Treatment Plant Operator 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 5,575 66,900 a16 2423 Assistant Planner 4,467 53,604 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 a16 8284 Lead Golf Course Maintenance Worker 4,467 53,604 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 a16 8074 Lead Maintenance Services Worker 4,467 53,604 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 a16 8080 Lead Park Maintenance Worker 4,467 53,604 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 Appendix - 2012 Index of Positions and Pay Ranges 7 - 23 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2012 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP ASTEP BSTEP CSTEP DSTEP E Increase for January 1, 2012AFSCME, Local 2170 a16 5194 Neighborhood Program Assistant 4,467 53,604 4,692 56,304 4,927 59,124 5,179 62,148 5,439 65,268 a15 7181 Facilities Technician II 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a15 7184 Grounds Equipment Mechanic 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a15 6161 Lead Judicial Specialist 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a15 8174 Lift Station Technician 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a15 5121 Planning Technician II 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a15 7170 Vehicle & Equipment Mechanic 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a15 3474 Water Utility Maintenance Technician 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 5,307 63,684 a14 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 5,179 62,148 a13 3471 Engineering Specialist I 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 a13 7180 Facilities Technician I 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 a13 7110 Print & Mail Supervisor 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 a13 8177 Signal/Electronics Systems Assistant II 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 a13 5179 Program Specialist 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 a13 6264 Lead Payroll Analyst 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 5,051 60,612 a12 2201 Communications Specialist I 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a12 3444 Fire Code Inspector Trainee 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a12 8283 Golf Course Maintenance Worker III 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a12 8173 Maintenance Services Worker III 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a12 5011 Multimedia/Records Specialist 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a12 8083 Parks Maintenance Worker III 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a12 8573 Traffic Maintenance Worker II 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 4,927 59,124 a11 6152 Administrative Secretary II 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660y,,,,,,,,,, a11 8473 Airport Maintenance Worker 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a11 7173 Fleet Management Technician 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a11 8183 Lead Maintenance Custodian 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a11 6265 Payroll Analyst 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a11 5012 Records Management Coordinator 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a11 2486 Recreation Specialist 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 4,805 57,660 a10 6266 Form/Graphic Technician 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 a10 6164 Judicial Specialist/Trainer 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 a10 6263 Permit Technician 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 a10 6163 Probation Clerk 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 4,692 56,304 a09 6131 Accounting Assistant IV 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 6151 Administrative Secretary I 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 6152 Fire District Liaison 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 8070 Mechanic's Assistant 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 5120 Planning Technician I 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 5010 Records Management Specialist 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 5160 Recreation Systems Technician 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a09 8176 Signal/Electronics Systems Assistant I 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 4,575 54,900 a08 8282 Golf Course Maintenance Worker II 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 8285 Golf Course Operations Specialist 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 7126 Housing Repair Technician 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 6162 Judicial Specialist 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 6109 Lead Office Assistant 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 8172 Maintenance Services Worker II 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 8082 Parks Maintenance Worker II 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 8375 Purchasing Assistant 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 a08 8572 Traffic Maintenance Worker I 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 4,467 53,604 Appendix - 2012 Index of Positions and Pay Ranges 7 - 24 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual 2012 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  STEP ASTEP BSTEP CSTEP DSTEP E Increase for January 1, 2012AFSCME, Local 2170 a07 6132 Accounting Assistant III 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a07 6260 Hearing Examiner's Secretary 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a07 6165 Legal Assistant 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a07 8184 Maintenance Custodian 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a07 7112 Print & Mail Operator 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a07 6142 Secretary II 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a07 8110 Water Meter Reader 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 4,352 52,224 a06 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 4,251 51,012 a05 6134 Accounting Assistant II 3,405 40,860 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 a05 6130 Office Assistant III 3,405 40,860 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 a05 6141 Secretary I 3,405 40,860 3,577 42,924 3,755 45,060 3,946 47,352 4,145 49,740 a04 8281 Golf Course Maintenance Worker I 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 a04 8181 Lead Custodian 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 a04 8171 Maintenance Services Worker I 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 a04 8081 Parks Maintenance Worker I 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 a04 6282 Pro Shop Assistant 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 a04 8576 Solid Waste Maintenance Worker 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 4,047 48,564 a03 6136 Accounting Assistant I 3,242 38,904 3,405 40,860 3,577 42,924 3,755 45,060 3,946 47,352 a03 6120 Office Assistant II 3,242 38,904 3,405 40,860 3,577 42,924 3,755 45,060 3,946 47,352 a02 3,168 38,016 3,324 39,888 3,493 41,916 3,664 43,968 3,850 46,200 a01 8182 Custodian 3,086 37,032 3,242 38,904 3,405 40,860 3,577 42,924 3,755 45,060,,,,,,,,,, a01 6111 Office Assistant I 3,086 37,032 3,242 38,904 3,405 40,860 3,577 42,924 3,755 45,060 148 Completion of   5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs $253 per month LONGEVITY SCHEDULE (Local 2170) Step a13, E = $5,051 2% Step a13E $101 per month $152 The City contributes 2% of employee's base wage per year to a deferred compensation account. per month 4% Step a13E $202 per month 3% Step a13E 6% Step a13E $303 per month 5% Step a13E Appendix - 2012 Index of Positions and Pay Ranges 7 - 25 COLA 2.5% Grade Code Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual Fire/Emergency Services Admin     For salary information, see Management & Supervisory Matrix, Grade m49 Deputy Fire Chief     For salary information, see Management & Supervisory Matrix, Grade m45 f73 1547 Fire Battalion Chief/Safety Officer     (15% over Captain) 9,354 112,248 f72 2040 Fire Captain     (13% over Lieutenant) 8,134 97,608 f71 2042 Fire Lieutenant     (15% over D Step Fire Fighter) 7,198 86,376 f70 4141 Fire Fighter   4,666 55,992 4,767 57,204 5,149 61,788 6,259 75,108 Years of Service Completion of   5 Yrs Completion of 10 Yrs Completion of 15 Yrs Completion of 20 Yrs Completion of 25 Yrs $626 Longevity is based on the following schedule, rounded to the  nearest whole dollar. FIRE DEPARTMENT LONGEVITY SCHEDULE % of D Step Fire Fighter =$6,259 6%$376 2% 2012 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  Position Title STEP ASTEP BSTEP C FIRE DEPARTMENT‐ COMMISSIONED OFFICERS STEP DBASE SALARY Increase for January 1, 2012 Percentage Monthly Amount 12%$751 4%$250 $125 10% * Above % for Grades 70, 71, and 72 only * Above % for Grade 73 only fitness prior to the beginning of each year.           2,430 Hours/Year;    46.6 Hours/Week. $125 Step D Fire Science Certification           ‐  For Grades 70, 71, 72, and 73, the City will contribute 2.5% of employee's base wage per year to deferred comp. plan for passing physical UNIFORM ALLOWANCE HOURS OF WORK NOTE:  Please refer to 2010 labor agreement for specific information. 4% 2% DEFERRED COMPENSATION/ INCOME PROTECTION PLAN 2%Four Year & Fire Science Degrees 6%Four Year & Fire Science Degrees Fire Science Degree (two years)           ‐ For Grades 70, 71, 72 and 73 the Uniform allowance will be 1.25% of top step of firefighter annual base pay. FIRE DEPARTMENT EDUCATIONAL INCENTIVE PAY           ‐ Personnel assigned to day shift for 30 consecutive days or more (excluding light duty).           ‐  For Grades  70, 71, 72 and 73: City contributes 3.5% of employee's base wage per year to a deferred comp. or other income protection  $376 $250 $125           % applicable to base firefighter's salary (Step D), rounded to nearest whole dollar. Monthly % FIRE DEPARTMENT DAY SHIFT DIFFERENTIAL           ‐ Grades 70, 71, 72, and 73:   5% of base wage per pay period. Appendix - 2012 Index of Positions and Pay Ranges 7 - 26 COLA 2.5% Grade Code Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual Police Chief See Management & Supervisory Matrix, Grade m49 Police Deputy Chief See Management & Supervisory Matrix, Grade m45 Police Commander See Management & Supervisory Matrix, Grade m37 pc61 3035 Sergeant 7,198 86,376 7,558 90,695 pc60 4130 Police Officer 4,677 56,124 5,073 60,876 5,472 65,664 5,864 70,368 6,259 75,108 Percent      Bicycle Officers ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Bi‐lingual ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Detectives ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Traffic Assignment‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Canine Officer ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      Corporal Assignment ‐‐‐‐‐‐‐‐‐‐‐‐7.5%      Field Training Officer ‐‐‐‐‐‐‐‐‐‐‐‐4%      Training Officer‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      REACT‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3%      SWAT Assignment ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐4%      SRO Assignment‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐3% PlOffi 12 H Diff 5 24% 2012 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  POLICE DEPARTMENT‐ COMMISSIONED OFFICERS Increase for January 1, 2012 STEP ASTEP BSTEP CSTEP DSTEP E Position Title COMMISSIONED POLICE OFFICER'S HAZARD DUTY AND PREMIUM PAY      Patrol Officer ‐ 12 Hr Different 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 emergency. Percentage (of base wage) Percentage (of base wage) ‐ ‐ ‐ ‐ POLICE COMMISSIONED‐ MONTHLY LONGEVITY SCHEDULE Years of Service Completion of   5 Yrs 2% Completion of 10 Yrs 4% Completion of 15 Yrs 6% Completion of 20 Yrs 10% Completion of 25 Yrs 12% MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE AA Degree (90 credits)4% NOTE:  Please refer to 2009 labor agreement for specific information. BA Degree/Masters Degree 6% The City also contributes 3.0% of employee's wage base toward deferred compensation. The City will contribute 3.0% of employee's wage base toward deferred compensation for passing physical fitness prior to  beginning of each calendar year. Police Patrol:  Effective 7‐1‐95, schedule revised to 12 hour (3 on/3 off) shift resulting in additional 109 hours worked per officer  per year.  2,189 hours per year total. Effective January 1, 2008, Sergeants assigned to Investigation and Traffic Unit will not receive the 3% premium if they have been  in the position of Sergeant for 24 months. Appendix - 2012 Index of Positions and Pay Ranges 7 - 27 COLA 2.5% Grade Code Position Title Monthly Annual Monthly Annual Monthly Annual Monthly Annual Monthly Annual pn56 4133 Electronic Home Detention Jailer 4,114 49,368 4,441 53,292 4,889 58,668 5,375 64,500 5,643 67,716 pn54 4138 Police Community Prgm Coord 4,170 50,040 4,506 54,072 4,950 59,400 5,337 64,044 5,605 67,260 pn54 4120 Crime Analyst pn61 4121 Domestic Violence Victim Advocate 3,893 46,716 4,228 50,736 4,700 56,400 5,165 61,980 5,439 65,268 pn53 3432 Evidence Technician 3,925 47,100 4,236 50,832 4,663 55,956 5,130 61,560 5,393 64,716 pn58 6178 Police Service Specialist Supv (15% above Specialist Step E) 5,389 64,668 pn60 3,711 44,532 4,032 48,384 4,480 53,760 4,925 59,100 5,183 62,196 pn52 4135  Animal Control Officer 3,702 44,424 4,003 48,036 4,402 52,824 4,841 58,092 5,082 60,984 pn57 6182 Police Service Specialist Lead (7.5% above Specialist Step E)5,037 60,444 pn55 6185 Police Administrative Assistant* 4,003 48,036 4,207 50,484 4,417 53,004 4,641 55,692 4,877 58,524 *Police Administrative Asst position is non‐union, but salary increases and benefits based on those negotiated by Police Non‐Commissioned. pn62 6180 Police Service Specialist 3,415 40,980 3,688 44,256 4,059 48,708 4,466 53,592 4,686 56,232 pn51 6183 Police Secretary 3,198 38,376 3,453 41,436 3,801 45,612 4,182 50,184 4,388 52,656 pn50 4137 Parking Enforcement Officer 2,879 34,548 3,129 37,548 3,480 41,760 3,865 46,380 4,054 48,648 2012 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  POLICE DEPARTMENT‐ NON‐COMMISSIONED OFFICERS Increase for January 1, 2012 STEP DSTEP CSTEP BSTEP ESTEP A        Bilingual Premium………………………………..…………….2% of base pay        Jail Staff & Jail Sergeants 12 Hr. Differential………………5.24% of base pay        Training Pay (Police Service Specialist/Jailer) FTO…......…4% of base pay        Crisis Communication Unit……………………………………Paid at rate of double time with 3 hrs minimum Completion of 15 Yrs Completion of 10 Yrs Completion of   5 Yrs 12% The City will contribute 3.0% of employee's wage base toward deferred compensation for passing physical fitness prior to  beginning of each calendar year. ‐ The City contributes 3.0% of the employee's base wage to a deferred compensation plan for all union members in recognition of  police department's national accreditation. MONTHLY EDUCATIONAL INCENTIVE PAY SCHEDULE AA Degree (90 credits)4% Percentage (of base wage) POLICE NON‐COMMISSIONED‐ MONTHLY LONGEVITY ICENTIVE PAY SCHEDULE NON‐ COMMISSIONED PREMIUM PAY Completion of 20 Yrs Percentage (of base wage) 2% 4% 6% Years of Service BA Degree/Masters Degree Completion of 25 Yrs 6% 10% Appendix - 2012 Index of Positions and Pay Ranges 7 - 28 Grade STEP A STEP B STEP C STEP D STEP E h02 8.55 h03 8.75 9.00 9.25 9.50 9.75 h04 10.00 10.25 10.50 10.75 11.00 h05 11.25 11.50 11.75 12.00 12.25 h06 12.50 12.75 13.00 13.25 13.50 h07 13.75 14.00 14.25 14.50 14.75 h08 15.00 15.25 15.50 15.75 16.00 h09 16.25 16.50 16.75 17.00 17.25 h10 17.50 17.75 18.00 18.25 18.50 h11 18.75 19.00 19.25 19.50 19.75 h12 20.00 20.50 21.00 21.50 22.00 h13 22.50 23.00 23.50 24.00 24.50 h14 25.00 25.50 26.00 26.50 27.00 h15 27.50 28.00 28.50 29.00 29.50 h16*1.00 h17 30.00 35.00 40.00 45.00 50.00 h18 55.00 60.00 65.00 70.00 75.00 From… To… Office/Engineering Aide I $8.55 $9.75 Office/Engineering Aide II $8.75 $13.50 Office/Engineering Aide III $12.50 $18.50 Planner/Coordinator $8.55 $22.00 Laborer $8.55 $13.50 Lifeguard/Aquatic $8.55 $14.50 Recreation Leader/Attendant $8.55 $12.00 Recreation Manager/Director $8.75 $14.50 Recreation Asst. Mgr/Director $8.55 $12.25 Instructor*$1.00 Engineer/Professional $20.00 $75.00 Non‐Regular, Seasonal, Intermittent, and Project Specific positions #9900 series *Note:  Pay grade h16 listed above is for instructors; the pay is listed as $1.00 because instructors receive a  percentage of the class revenue, based on how many students attend their class. 2012 CITY OF RENTON INDEX OF POSITIONS AND PAY RANGES  HOURLY NON‐REGULAR SALARY SCHEDULE SUGGESTED SALARY RANGES BY POSITION TYPE SALARY RANGEPosition Title Appendix - 2012 Index of Positions and Pay Ranges 7 - 29 2011/2012   CITY OF RENTON   FEE SCHEDULE BROCHURE     The following charges are hereby established by the City which shall be collected for the  following instruments, reports, codes, and services:   Type of Fees 2010 2011 2012 SECTION I:  MISCELLANEOUS FEES  1. Maps:   a. Zoning maps – standard 11 x 17 $4.00 $4.00 $4.00 b. Zoning maps – large 24 x 36 $10.00 $12.00 $12.00 c. Comprehensive Plan map – standard 11 x 17 $4.00 $4.00 $4.00 d. Comprehensive Plan map – large 24 x 36 $10.00 $12.00 $12.00 e. Precinct maps  $5.00 $5.00 $5.00 2. Plat:   a. First page $2.00 $2.00 $2.00 b. Each additional page $1.00 $1.00 $1.00 3. Photocopies: Up to ten (10) pages free.  After ten (10) pages,  all pages including the first ten (10) will be charged as follows:    a. Each 8.5” x 11” or 8.5” x 14”  $0.15 $0.15 $0.15 b. Each 11” x 17”  $0.20 $0.20 $0.20 c. Each 8.5” x 11” or 8.5” x 14” color $0.25 $0.25 $0.25 4. Budget:   a. City’s Budget $10.00 $10.00 $10.00 b. City’s Budget to other municipality or quasi‐municipal  corporation or other nonprofit charitable or education  organization  N/C N/C N/C 5. Audio or Video Recording Copies:   a. Audio recording, each copy  $10.00 $10.00 $10.00 b. Video recording, each copy  $15.00 $15.00 $15.00 6. Regulations and Plans:   a. Comprehensive Plan and Map $30.00 $30.00 $30.00 b. Title IV, Development Regulations:  c. Text and Zoning Map  $110.00 $110.00 $110.00 d. Text Only    $100.00 $100.00 $100.00 e. Individual Chapters of Development Regulations $10.00 $10.00 $10.00 f. Renton Municipal Code (two volumes)$400.00 $400.00 $400.00 g. Code Supplements, per year:     (i) Titles I ‐ III and VI ‐ X  $70.00 $70.00 $70.00 (ii) Title IV  $70.00 $70.00 $70.00 7. Miscellaneous Services:   a. Certification and Notary Fees ‐ Clerk's Certification $10.00 $10.00 $10.00 b. Notary Public Attestation or Acknowledgement or as  otherwise provided for in RCW 42.28.090, per signature   $6.00 $6.00 $6.00 c. Hold Harmless Agreements and other similar document  not otherwise provided for   $20.00 $20.00 $20.00 d. Lamination of Licenses, Pictures   $6.00 $6.00 $6.00 Appendix - Rates and Fees Schedule 7 - 30     Type of Fees 2010 2011 2012 e. Review of Shopping Cart Containment and Retrieval Plans $150.00 $150.00 $150.00 8. Miscellaneous Charges for Police Services:  a. Police Reports per page $0.15 $0.15 $0.15 b. Record Checks (Written Response) $5.00 $5.00 $5.00 $5.00 c. Photographs – Digital on CD   $12.00 $12.00 $12.00 $12.00 d. Photographs – black & white or color ‐Cost of developing  film  Cost Cost  Cost  e. Fingerprint Cards $5.00 $5.00 $5.00 (i) Each additional card    $1.00 $1.00 $1.00 9. Charges for Fire Documents:     a. Fire reports per page  $0.15 $0.15 $0.15 b. Fire investigative report on CD  $12.00 $12.00 $12.00 $12.00 c. First copy – black & white or color ‐Cost of developing film Cost Cost  Cost  d. Additional copy – black & white or color ‐Cost of  developing film  Cost Cost  Cost  10. Computer Listings:   a. City of Renton new business list $10.00 $10.00 $10.00 b. List of all business licenses $20.00 $20.00 $20.00 c. Copies requested to be faxed, local number $3.00 $3.00 $3.00 d. Copies requested to be faxed, long distance number   (i) One (1 ) –five (5) pages $10.00 $10.00 $10.00 (ii) Six (6) or more pages (ten (10) page limit) $20.00 $20.00 $20.00 11. Utility Fees:   a. Special Request Water Meter Reading $30.00 $30.00 $30.00 b. Utility New Account Setup $25.00 $25.00 $25.00 c. Utility Billing Account Transfer (tenant billing form)$5.00 $5.00 $5.00 d. Water utility outstanding balance search requested by fax,  messenger, or letter  $25.00 $25.00 $25.00 12. Schedule of Fines for False Alarms:   a. First, second, and third false alarms in a registration year*N/C N/C N/C b. Fourth and fifth false alarms in a registration year*$50.00 $50.00 $50.00 c. Sixth false alarm and successive false alarms in a  registration year*  $100.00 $100.00 $100.00 d. Late Registration Penalty $50.00 $50.00 $50.00 e. Late False Alarm Payment Penalty $25.00 $25.00 $25.00 f. Appeal Hearing Cancellation Fee $10.00 $10.00 $10.00 *A registration year shall mean January 1 thru December 31  each year.    13. NSF Check Fees $15.00 $25.00 $25.00 14. Veterans Park Tile: Three lines: $75.00 $75.00 $75.00 SECTION II: MAPLEWOOD GOLF COURSE:  1. Green Fees: The cost of golf course green fees shall be as follows.  For purposes of this section, "weekend" shall  mean Friday, Saturday, and Sunday. "Weekday" shall mean the remaining four days of the week.  “Junior” shall  mean ages 17 and under, “Senior” shall mean ages 62 and over.  a. Weekday   (i) 18 Hole $31.00 $31.00 $31.00 (ii) 9 Hole $22.00 $22.00 $22.00 (i) 18 Hole, Senior  $22.00 $22.00 $22.00 (ii) 9 Hole, Senior $16.00 $16.00 $16.00 (iii) 18 Hole, Junior $16.00 $16.00 $16.00 Appendix - Rates and Fees Schedule 7 - 31     Type of Fees 2010 2011 2012 (iv) 9 Hole, Junior     $12.00 $12.00 $12.00 b. Weekend   (i) 18 Hole $37.00 $37.00 $37.00 (ii) 9 Hole  $22.00 $22.00 $22.00 2. Club Rental:  $15.00 $15.00 $15.00 3. Golf Cart Fees:   a. 18 Hole  $26.00 $26.00 $26.00 b. 9 Hole  $16.00 $16.00 $16.00 4. Driving Range Fees:   a. Large Bucket $7.00 $7.00 $7.00 b. Small Bucket $4.00 $4.00 $4.00 c. Warm‐up Bucket $2.00 $2.00 $2.00 5. Lesson Fees:   a. 1/2 Hour Private $40.00 $40.00 $40.00 b. 1 Hour Private $60.00 $60.00 $60.00 c. 1/2 Hour Series Private $140.00 $140.00 $140.00 d. 1 Hour Series Private $220.00 $220.00 $220.00 e. Group Series $90.00 $90.00 $90.00 SECTION III:  CITY CENTER GARAGE PARKING FEES: 1. Short‐Term/Retail Parking: Parking rates for retail parking will  be as follows:    a. Zero (0) – two (2) hours N/C N/C N/C b. Two (2) – four (4) hours $2.00 $2.00 $2.00 c. Four (4) – six (6) hours $4.00 $4.00 $4.00 d. Six (6) or more hours $6.00 $6.00 $6.00 Retail parkers will register their space number and pay for parking at pay stations located in the garage first‐floor  lobbies.  2. Discounted Rate: A discounted rate for parking in the long‐term,card‐accessed areas of the garage and in City  surface parking lots will be provided for any person or entity who lease(s) three (3) or more parking space(s) for at  least a six (6) month period. The fees will be as negotiated.  SECTION IV: AQUATIC FEES:  1. Admission for the Aquatic Center shall be as follows:  a. Regular Session   (i) Resident infants ‐ under 1 year N/C N/C N/C (ii) Non‐resident infants ‐ under 1 year N/C N/C N/C (iii) Resident youth ‐ 1 to 4 years $2.00 $4.00 $4.00 (iv) Non‐resident youth ‐ 1 to 4 years $4.00 $8.00 $8.00 (v) Resident youth ‐ 5 to 12 years $5.00 $8.00 $8.00 (vi) Non‐resident youth ‐ 5 to 12 years $8.00 $14.00 $14.00 (vii) Resident teen ‐ 13 to 17 years $6.00 $8.00 $8.00 (viii) Non‐resident teen ‐ 13 to 17 years $9.00 $14.00 $14.00 (ix) Resident adult ‐ 18 to 49 years $7.00 $8.00 $8.00 (x) Non‐resident adult ‐ 18 to 49 years $14.00 $14.00 $14.00 (xi) Resident senior ‐ 50 years and up $6.00 $8.00 $8.00 (xii) Non‐resident senior ‐ 50 years and up $8.00 $14.00 $14.00 (xiii) Resident lap swim ‐ water walking only $3.00 $3.00 $3.00 (xiv) Non‐resident lap swim ‐ water walking only $4.50 $4.50 $4.50 b. Twilight Session   (i) Resident infants ‐ under 1 year N/C N/C N/C Appendix - Rates and Fees Schedule 7 - 32     Type of Fees 2010 2011 2012 (ii) Non‐resident infants ‐ under 1 year N/C N/C N/C (iii) Resident youth ‐ 1 to 4 years $1.50 $1.50 $1.50 (iv) Non‐resident youth ‐ 1 to 4 years $2.50 $2.50 $2.50 (v) Resident youth ‐ 5 to 12 years $3.50 $3.50 $3.50 (vi) Non‐resident youth ‐ 5 to 12 years $5.00 $5.00 $5.00 (vii) Resident teen ‐ 13 to 17 years $4.00 $4.00 $4.00 (viii) Non‐resident teen ‐ 13 to 17 years $6.00 $6.00 $6.00 (ix) Resident adult ‐ 18 to 49 years $5.00 $5.00 $5.00 (x) Non‐resident adult ‐ 18 to 49 years $8.50 $8.50 $8.50 (xi) Resident senior ‐ 50 years and up $3.50 $3.50 $3.50 (xii) Non‐resident senior ‐ 50 years and up $5.00 $5.00 $5.00 (xiii) Resident lap swim ‐ water walking only $3.00 $3.00 $3.00 (xiv) Non‐resident lap swim ‐ water walking only $4.50 $4.50 $4.50 c. Season Pass   (i) Resident infants ‐ under 1 year N/C N/C N/C (ii) Non‐resident infants ‐ under 1 year N/C N/C N/C (iii) Resident youth ‐ 1 to 4 years $20.00 $50.00 $50.00 (iv) Non‐resident youth ‐ 1 to 4 years $33.00 $100.00 $100.00 (v) Resident youth ‐ 5 to 12 years $50.00 $50.00 $50.00 (vi) Non‐resident youth ‐ 5 to 12 years $83.00 $100.00 $100.00 (vii) Resident teen ‐ 13 to 17 years $62.00 $50.00 $50.00 (viii) Non‐resident teen ‐ 13 to 17 years $110.00 $100.00 $100.00 (ix) Resident adult ‐ 18 to 49 years $75.00 $50.00 $50.00 (x) Non‐resident adult ‐ 18 to 49 years $165.00 $100.00 $100.00 (xi) Resident senior ‐ 50 years and up $62.00 $50.00 $50.00 (xii) Non‐resident senior ‐ 50 years and up $83.00 $100.00 $100.00 (xiii) Resident lap swim ‐ water walking only $37.00 $37.00 $37.00 (xiv) Non‐resident lap swim ‐ water walking only $55.00 $55.00 $55.00 (xv) Resident family* rate $175.00 $175.00 $175.00 (xvi) Non‐resident family* rate $330.00 $330.00 $330.00 * A family is defined as a group of five (5), who reside at the same address and one (1) of which is an adult. An  additional family member(s) may be added to the family membership based on the season pass rate for that  individual(s) at the time of purchase. Each family member under a family membership is guaranteed admission of  one (1) guest at the appropriate drop in rate.  Group Rates: Group rates offer guaranteed admission for the group.  In order to qualify for a group rate, the  group must consist of ten (10) or more persons, and the session must be scheduled in advance.  Please note that  the number of groups may be limited each day.   Staff has the authority to offer discounted daily rates for partial  sessions or Renton‐only events.  d. Miscellaneous Rates   (i) Resident regular session per person rate $8.00 $8.00 $8.00 (ii) Non‐resident regular session per person rate $13.00 $13.00 $13.00 (iii) Resident twilight session per person rate $3.50 $3.50 $3.50 (iv) Non‐resident twilight session per person rate $6.00 $6.00 $6.00 (v) Locker Rental:  $0.25 $0.25 $0.25 $0.25    e. Canopy Rental Fees:   (includes canopy and admission for one leisure swim session)  (i) Henry Moses Party Tent #1 (10' x 20' for up to twenty‐five (25) guests):  (1) Resident Rate, per session $225.00 $225.00 $240.00 (2) Non‐resident Rate, per session $350.00 $350.00 $370.00 (ii) Henry Moses Party Tent #2 (10' x 10' for up to  fifteen (15) guests):    Appendix - Rates and Fees Schedule 7 - 33     Type of Fees 2010 2011 2012 (1) Resident Rate $145.00 $145.00 $155.00 (2) Non‐resident Rate $220.00 $220.00 $240.00 f. Resident Rate all inclusive $1,200.00 $1,200.00 $1,350.00 g. Non‐resident Rate all inclusive $1,200.00 $1,200.00 $1,350.00 h. Swim Lesson Program:   (i) Resident swim session (eliminating sessions)N/C N/C N/C (ii) Non‐resident swim session (eliminating sessions)N/C N/C N/C (iii) Resident swim lesson per lesson $6.50 $6.50 $6.50 (iv) Non‐resident swim lesson per lesson $8.50 $8.50 $8.50 i. End‐of‐Year School Party Rentals:   (i) Renton School District   (1) 001 ‐ 299 students $1,800.00 $1,800.00 $1,900.00 (2) 300 ‐ 399 students $2,100.00 $2,100.00 $2,250.00 (3) 400 ‐ 499 students $2,200.00 $2,200.00 $2,400.00 (4) 500 ‐ 599 students $2,400.00 $2,400.00 $2,550.00 (ii) Other Schools and Districts   (1) 001 ‐ 299 students $2,300.00 $2,300.00 $2,450.00 (2) 300 ‐ 399 students $2,700.00 $2,700.00 $2,850.00 (3) 400 ‐ 499 students $3,000.00 $3,000.00 $3,150.00 (4) 500 ‐ 599 students $3,200.00 $3,200.00 $3,360.00 2. Boat Launch Rates:   a. Daily resident ‐ 7 days a week $10.00 $10.00 $10.00 b. Daily Non‐resident ‐ 7 days a week $20.00 $20.00 $20.00 c. Overnight resident ‐ 7 days a week $20.00 $20.00 $20.00 d. Overnight Non‐resident ‐ 7 days a week $40.00 $40.00 $40.00 e. Annual parking permit ‐ resident $50.00 $50.00 $50.00 f. Annual parking permit ‐ non‐resident $100.00 $100.00 $100.00 g. Additional sticker (parking permit)$5.00 $5.00 $5.00 h. Fishing Tournaments at Coulon Beach (additional rental  fee if using the Pavilion area for weigh in and or  electricity at the current rental rate) per event  N/A $50.00 $50.00 SECTION V. CARCO THEATRE:   1. Non profit organizations ‐ resident per hour (4 hour minimum)$90.00 $90.00 $100.00 2. All other organizations ‐ resident per hour (4 hour minimum)$110.00 $110.00 $125.00 3. Non‐profit organizations ‐ non‐resident per hour (4 hour  minimum)  $100.00 $100.00 $110.00 4. All other organizations ‐ non‐resident per hour (4 hour  minimum)  $120.00 $120.00 $140.00 5. Technician fees per hour $25.00 $25.00 $30.00 6. House Manager fees per hour $20.00 $20.00 $25.00 7. Lapel Mic Included Included Included 8. Wireless handheld mic Included Included Included SECTION VI.  PARKS AND FACILITIES USE AND RENTAL:  1. Outlying Picnic Shelters (Cedar River Trail, Liberty Park, Phillip Arnold Park, Riverview Park, Teasdale Park and  Heritage Park)  a. Resident 8:30am‐1:30pm/3:30pm‐8:30pm $80.00 $80.00 $90.00 b. Non‐resident 8:30am‐1:30pm/3:30pm‐8:30pm $160.00 $160.00 $180.00 c. Full day resident 8:30am‐sunset under 75 people $120.00 $120.00 $140.00 Appendix - Rates and Fees Schedule 7 - 34     Type of Fees 2010 2011 2012 d. Full day resident 8:30am‐sunset under 76 –100 $150.00 $150.00 $170.00 e. Full day Non‐resident 8:30am‐sunset under 75 people $240.00 $240.00 $270.00 f. Full day Non‐resident 8:30am‐sunset under 76 to 100 $300.00 $300.00 $350.00 2. Gene Coulon Beach Park Shelters (South #1, South #2 and Creekside) a. Resident 8:30am‐1:30pm/3:30pm‐8:30pm $80.00 $100.00 $100.00 b. Non‐resident 8:30am‐1:30pm/3:30pm‐8:30pm $160.00 $180.00 $180.00 c. Full day resident 8:30am‐sunset under 75 people $120.00 $140.00 $140.00 d. Full day resident 8:30am‐sunset under 76 –100 $150.00 $170.00 $170.00 e. Full day Non‐resident 8:30am‐sunset under 75 people $240.00 $260.00 $260.00 f. Full day Non‐resident 8:30am‐sunset under 76 to 100 $300.00 $320.00 $320.00 g. South Shelters 1 & 2 Resident rate $300.00 $300.00 $300.00 h. South Shelters 1 & 2 Non‐resident rate $600.00 $600.00 $600.00 3. Gene Coulon Beach Park Shelters (North Shelter) a. Resident 8:30am‐1:30pm/3:30pm‐3:30pm $80.00 $120.00 $120.00 b. Non‐resident 8:30am‐1:30pm/3:30pm‐8:30pm $160.00 $240.00 $240.00 c. Full day resident 8am‐sunset under 75 people $120.00 $160.00 $160.00 d. Full day resident 8am‐sunset under 76 –100 $150.00 $190.00 $190.00 e. Full day Non‐resident 8am‐sunset under 75 people $240.00 $320.00 $320.00 f. Full day Non‐resident 8am‐sunset under 76 to 100 $300.00 $380.00 $380.00 4. Tennis, Basketball and Sand Volleyball court rate per hour (Tournament Play Only) a. Tennis court N/A $5.00 $5.00 b. Park basketball court N/A $5.00 $5.00 c. Sand volleyball court N/A $5.00 $5.00 5. Catering and Event Rate (All city parks apply including the Piazza Park, Senior Center Park, Jones Park,and Cedar  River Park)  a. Resident half day N/A $200.00 $200.00 b. Resident full day N/A $350.0 $350.00 c. Non‐resident half day N/A $400.00 $400.00 d. Non‐resident full day N/A $700.00 $700.00 6. Inflatable and big toy rate, each.  Along with rental fee for the  use of City facility for each inflatable or big toy, Applicant or  Renter shall provide proof of insurance naming the City of  Renton as additional insured.  N/A $50.00 $50.00 7. Open Space Area in the Parks (Cascade, Teasdale, Phillip Arnold, Cedar River, Earlington, Gene Coulon, Glencoe,  Kennydale Lions, Sunset, and Riverview Parks)  a. Resident rate per hour N/A $10.00 $10.00 b. Non‐resident rate per hour N/A $25.00 $25.00 8. Photo Shoots per hour N/A $40.00 $40.00 a. Commercial Film and Photo Shoots per hour N/A $300.00 $300.00 9. Athletic Field Rental, Lights and Prep Fees   a. Sports field rental per hour ‐ resident $17.00 $17.00 $25.00 b. Sports field rental per hour ‐ non‐resident $20.00 $20.00 $30.00 c. Renton Area Youth Sports Agencies, per hour $5.00 $5.00 $6.00 d. Field prep for softball/baseball ‐ resident per occurrence $25.00 $25.00 $30.00 e. Field prep soccer ‐ resident per occurrence $35.00 $35.00 $45.00 f. Field prep other ‐ resident per occurrence Varies Varies Varies g. Field prep for softball/baseball ‐  non‐resident per  occurrence  $30.00 $30.00 $35.00 h. Field prep soccer ‐ non‐resident per occurrence $40.00 $40.00 $50.00 Appendix - Rates and Fees Schedule 7 - 35     Type of Fees 2010 2011 2012 i. Field prep other ‐ non‐resident per occurrence Varies Varies Varies j. Field lights all sports ‐ resident per hour $20.00 $20.00 $25.00 k. Field lights all sports ‐ non‐resident per hour $24.00 $24.00 $30.00 10. Banquet & Classroom Rental/Community Center & Senior  Center Rental    a. Friday 5 hour minimum – resident $600.00 $600.00 $660.00 b. Weekend Rates 10 hour minimum –resident $1,200.00 $1,200.00 $1,320.00 c. Extra hours ‐ per hour – resident $120.00 $120.00 $135.00 d. Friday 5 hour minimum ‐ non‐resident $700.00 $700.00 $770.00 e. Weekend Rates 10 hour minimum ‐non‐resident $1,400.00 $1,400.00 $1,540.00 f. Extra hours ‐ per hour ‐ non‐resident $140.00 $140.00 $155.00 g. Kitchen charge ‐ per hour $80.00 $80.00 $88.00 h. Banquet Room ‐ Mon ‐ Thurs ‐ resident/hr 3 hr minimum $75.00 $75.00 $85.00 i. Banquet Room ‐ Mon ‐ Thurs ‐ non‐resident/hr 3 hr  minimum  $90.00 $90.00 $99.00 j. Damage deposit ‐ senior center/community center ‐ resident and non‐resident  $500.00 $500.00 $550.00 k. Contract violation fee ‐ per hour $150.00 $150.00 $165.00 11. Classroom and Gymnasium Rental   a. Resident single gym athletic ‐ per hour $40.00 $40.00 $45.00 b. Non‐resident single gym athletic ‐ per hour $45.00 $45.00 $50.00 c. Resident double gym athletic ‐ per hour $80.00 $80.00 $90.00 d. Non‐resident double gym athletic ‐per hour $90.00 $90.00 $100.00 e. Resident single gym non athletic $500.00 $500.00 $550.00 f. Non‐resident single gym non athletic $600.00 $600.00 $660.00 g. Resident double gym non athletic $1,000.00 $1,000.00 $1,100.00 h. Non‐resident double gym non athletic $1,200.00 $1,200.00 $1,350.00 i. Carpet fee single gym ‐ resident & non‐resident $150.00 $150.00 $165.00 j. Carpet fee double gym ‐ resident & non‐resident $300.00 $300.00 $330.00 k. Classroom resident anytime $30.00 $30.00 $33.00 l. Classroom Non‐resident anytime $35.00 $35.00 $39.00 12. Birthday Party Packages   a. Preschool package ‐ resident $30.00 $30.00 $30.00 b. Bounce package ‐ resident $55.00 $55.00 $65.00 c. Sports package ‐ resident $40.00 $40.00 $65.00 d. Preschool package ‐ non‐resident $35.00 $35.00 $35.00 e. Bounce package ‐ non‐resident $65.00 $65.00 $75.00 f. Sports package ‐ non‐resident $45.00 $45.00 $75.00 13. Non‐resident Facility Rental   a. Meeting room ‐ operating hours resident $30.00 $30.00 $35.00 b. Meeting room ‐ non operating hours –resident $45.00 $45.00 $50.00 c. Gymnasium ‐ operating hours – resident $30.00 $30.00 $35.00 d. Gymnasium ‐ non operating hours –resident $45.00 $45.00 $50.00 e. Meeting room ‐ operating hours ‐ non‐resident $35.00 $35.00 $40.00 f. Meeting room ‐ non operating hours ‐non‐resident $50.00 $50.00 $55.00 g. Gymnasium ‐ operating hours ‐ non‐resident $35.00 $35.00 $40.00 h. Gymnasium ‐ non operating hours ‐non‐resident $50.00 $50.00 $55.00 i. Neighborhood park buildings – resident $30.00 $30.00 $35.00 j. Neighborhood park buildings ‐ non‐resident $35.00 $35.00 $40.00 SECTION VII. COMMUNITY CENTER PASS CARD & FEES   1. One Month Pass: “Student” shall mean ages 17 and under, “Senior” shall mean ages 62 and over  Appendix - Rates and Fees Schedule 7 - 36     Type of Fees 2010 2011 2012 a. Resident adult $25.00 $25.00 $30.00 b. Non‐resident adult $30.00 $30.00 $35.00 c. Resident senior/student $20.00 $20.00 $25.00 d. Non‐resident senior/student $20.00 $20.00 $25.00 e. Resident couples $40.00 $40.00 $45.00 f. Non‐resident couples $50.00 $50.00 $55.00 g. Resident family $60.00 $60.00 $70.00 h. Non‐resident family $80.00 $80.00 $90.00 2. Three Month Pass  a. Resident adult $62.00 $62.00 $70.00 b. Non‐resident adult $75.00 $75.00 $85.00 c. Resident senior/student $50.00 $50.00 $55.00 d. Non‐resident senior/student $50.00 $50.00 $55.00 e. Resident couples $100.00 $100.00 $115.00 f. Non‐resident couples $125.00 $125.00 $140.00 3. Six Month Pass  a. Resident adult $112.00 $112.00 $125.00 b. Non‐resident adult $135.00 $135.00 $150.00 c. Resident senior/student $90.00 $90.00 $100.00 d. Non‐resident senior/student $90.00 $90.00 $100.00 e. Resident couples $180.00 $180.00 $200.00 f. Non‐resident couples $225.00 $225.00 $250.00 4. Racquetball Pass  a. Resident adult $48.00 $48.00 $55.00 b. Non‐resident adult $48.00 $48.00 $55.00 5. Community Center Drop In Fees  a. Resident adult/senior/student aerobics $6.00 $6.00 $6.00 b. Non‐resident aerobics $6.00 $6.00 $6.00 c. Resident basketball $3.00 $3.00 $3.00 d. Non‐resident basketball $3.00 $3.00 $3.00 e. Senior/student basketball $2.00 $2.00 $2.00 f. Resident volleyball $3.00 $3.00 $3.00 g. Non‐resident volleyball $3.00 $3.00 $3.00 h. Senior/student volleyball $2.00 $2.00 $2.00 i. Resident fitness $3.00 $3.00 $3.00 j. Non‐resident fitness $3.00 $3.00 $3.00 k. Senior/student fitness $2.00 $2.00 $2.00 l. Resident/senior/student shower pass $20.00 $20.00 $20.00 m. Non‐resident shower pass $20.00 $20.00 $20.00 n. Resident racquetball per hour $7.00 $7.00 $7.00 o. Non‐resident racquetball per hour $7.00 $7.00 $7.00 p. Senior/student racquetball per hour $7.00 $7.00 $7.00 q. Resident wallyball per hour $10.85 $10.85 $10.85 r. Non‐resident wallyball per hour $13.00 $13.00 $13.00 s. Senior/student wallyball per hour $9.75 $9.75 $9.75 SECTION VIII. AIRPORT CHARGES:   1. Airport Fuel Flow Charge:    $.06 per gallon.$0.06 $0.06 $0.06 2. Hangar monthly $420.00 $420.00 3. Tiedown monthly $100.00 $100.00 4. Transient airplane parking daily $3.00 $3.00 5. Hangar wait list, one time fee $100.00 $100.00 Appendix - Rates and Fees Schedule 7 - 37     Type of Fees 2010 2011 2012 6. Lost gate card fee per occurrence $50.00 $50.00 SECTION IX: ANIMAL LICENSES:   1. Cat     a. Cat Altered   $15.00 $25.00 $25.00 b. Cat altered – qualified senior – lifetime tag (max. 3)$15.00 $25.00 $25.00 c. Cat Unaltered   $25.00 $40.00 $40.00 d. Cat unaltered – qualified senior – lifetime tag  (max. 3)  $25.00 $40.00 $40.00 2. Dog     a. Dog Altered   $15.00 $25.00 $25.00 b. Dog altered – qualified senior – lifetime tag  (max. 3)$15.00 $25.00 $25.00 c. Dog Unaltered   $25.00 $40.00 $40.00 d. Dog unaltered – qualified senior – lifetime tag  (max. 3)$25.00 $40.00 $40.00.‐ 3. Duplicate tag   $5.00 $5.00 $5.00 4. Additional Animal Permit, New and Annual Renewal $50.00 $50.00 $50.00 5. Penalty for not licensing $250.00 $250.00 $250.00 6. Late renewal fee  $15.00 $15.00 $15.00 7. Life of pet license  Annual Annual Annual “Qualified Senior” under this section shall mean city residents sixty two (62) years of age or older, if income qualified as  set forth in Section 8‐5‐15D and E and Section 8‐4‐31C of the RMC.   SECTION X. DEVELOPMENT FEES:   1. Building Fees:  a. Building Permit Fees:   Building Permit Fees are payable prior to the issuance of a building permit. Valuation is between:  Base &  Additional FEE  Base &  Additional FEE  Base &  Additional FEE  $1.00 to $500.00  $28.00 $28.00 $28.00 $501.00 to $2,000.00:  $28 + $3.65 x  each $100  Value  $28 + $3.65 x   each $100  Value  $28 + $3.65 x  each $100  Value  $2,001.00 to $25,000.00 $82.75+  $16.75 x   each $1,000  Value  $82.75+  $16.75 x   each $1,000  Value  $82.75+  $16.75 x   each $1,000  Value  $25,001.00 to $50,000.00  $468.00 +  $12.00 x   each $1,000  Value  $468.00 +  $12.00 x   each $1,000  Value  $468.00 +  $12.00 x   each $1,000  Value  $50,001.00 to $100,000.00  $696.00 +  $8.35 x   each $1,000  Value  $696.00 +  $8.35 x   each $1,000  Value  $696.00 +  $8.35 x   each $1,000  Value  $100,001.00 to $500,000.00  $1,113.50 +  $6.70 x   each $1,000  Value  $1,113.50 +  $6.70 x   each $1,000  Value  $1,113. 50 +  $6.70 x   each $1,000  Value  $500,001.00 to $1,000,000.00 $3,793.50 +  $5.65 x   each $1,000  $3,793. 50 +  $5.65 x   each $1000  $3,793. 50 +  $5.65 x   each $1,000  Appendix - Rates and Fees Schedule 7 - 38     Type of Fees 2010 2011 2012 Value Value Value $1,000,001.00 and up  $6,615.50 +  $4.35 x   each $1,000  Value  $6,615. 50 +  $4.35 x   each $1,000  Value  $6,615. 50 +  $4.35 x   each $1,000  Value  b. Combination Building Permit Fees: Combination Building Permit fees are required for each new single family  residential structure, and are payable prior to the issuance of a building permit.  (i) Plumbing Up to 3,000 sq. ft. $150.00 $150.00 $150.00 (ii) Plumbing  Over 3,000 sq. ft.$175.00 $175.00 $175.00 (iii) Mechanical Up to 3,000 sq. ft.$150.00 $150.00 $150.00 (iv) Mechanical Over 3,000 sq. ft.$175.00 $175.00 $175.00 (v) Electrical Up to 3,000 sq. ft.  $75.00 $75.00 $75.00 (vi) Electrical Over 3,000 sq. ft.  $100.00 $100.00 $100.00 c. Building Plan Check Fee; In addition to the building permit fees or combination building permit fees, a plan  check fee equal to sixty five percent (65%) of the permit fee will be charged on all building permits. Payable at  the time of building permit application submittal.  d. Demolition Permit Fee:   $15.00 $15.00 $15.00 e. State Building Code Fee:   (i) All projects: $4.50 $4.50 $4.50 (ii) Multi‐family projects: $4.50 $4.50 $4.50 (1) Each additional card: $2.00 $2.00 $2.00 f. Electrical Permit Fees:   (i) Residential Fees ‐‐ Single‐Family and Duplex   (1) New Service – Single Family and Duplex:  (a) Up to 200 AMP $70.00 $70.00 $70.00 (b) Over 200 AMP $80.00 $80.00 $80.00 (2) Service Changes/New Circuits –Single Family and  Duplex:    (a) Change up to 200 AMP $45.00 $45.00 $45.00 (b) Change over 200 AMP $60.00 $60.00 $60.00 (c) Any new circuits added to above price is per  each up to a maximum of $45.00  $15.00 $15.00 $15.00 (d) Minimum fee for remodel/addition of new  circuits without a service charge   $45.00 $45.00 $45.00 (ii) Multi‐Family, Commercial and Industrial Fees:  (1) Fees for all types of electrical permits are based on value of work: $1.00 – 250.00 $45.00 $45.00 $45.00  $250.01 – 1,000.00  $45.00 + 3.3%  of value  $45.00 + 3.3%  of value  $45.00 + 3.3%  of value  $1,000.01 – 5,000.00  $78.00 + 2.9%  of value  $78.00 + 2.9%  of value  $78.00 + 2.9%  of value  $5,000.01 – 50,000.00. $223.00 +  1.7% of value.  $223.00 +  1.7% of value.  $223.00 +  1.7% of value.  $50,000.01 – 250,000.00  $1,073.00 +  1.0% of value.  $1,073.00 +  1.0% of value.  $1,073.00 +  1.0% of value.  $250,000.01 – 1,000,000.00 $3,573.00 + $3,573.00 + $3,573.00 +  Appendix - Rates and Fees Schedule 7 - 39     Type of Fees 2010 2011 2012 0.8% of value.0.8% of value. 0.8% of value. $1,000,000.01 and up. $11,573.00 +  0.45% of  value.  $11,573.00 +  0.45% of  value.  $11,573.00 +  0.45% of  value.  (iii) Temporary Electrical Services   $45.00 $45.00 $45.00 (iv) Miscellaneous Electrical Fees   (1) Job Trailers      $45.00 $45.00 $45.00 (2) Signs per each $45.00 $45.00 $45.00 (3) Swimming Pools, Hot Tubs, Saunas per each $60.00 $60.00 $60.00 (4) Mobile Homes      $45.00 $45.00 $45.00 (5) Low Voltage Work (e.g., alarm systems;  thermostats; computer, data, or phone lines; fiber  optics, cable television, etc.)   50% of  standard fee  50% of  standard fee  50% of  standard fee  Exemption: Residential telephone communication  systems, thermostats, security systems, and cable  television installations are exempt from fees    g. Grade and Fill License Fees:  Fees shall be based on the volume of the excavation and fill.  (i) Grading License  (1) 50 cubic yards or less $10.00 $10.00 $10.00  (2) 51 – 100 cubic yards $15.00 $15.00 $15.00  (3) 101 – 1000 cubic yards     (a) For the first 100 cubic yards   $15.00 $15.00 $15.00  (b) For each additional 100 cubic yards or  fraction      $7.00 $7.00 $7.00  (4) 1,001 – 10,000 cubic yards     (a) For the first 1,000 cubic yards   $78.00 $78.00 $78.00  (b) For each additional 1,000 cubic yards or  fraction      $6.00 $6.00 $6.00  (5) 10,001 – 100,000 cubic yards     (a) For the first 10,000 cubic yards   $132.00 $132.00 $132.00  (b) For each additional 10,000 cubic yards or  fraction      $27.00 $27.00 $27.00  (6) 100,001 or more cubic yards     (a) For the first 100,000 cubic yards   $375.00 $375.00 $375.00  (b) For each additional 100,000 cubic yards or  fraction      $15.00 $15.00 $15.00  In addition to the license fees, a grading plan check fee and a drainage plan check fee is charged for all  grading licenses requiring plan review. Before accepting a set of plans and specifications for checking, the  Development Services Division shall collect a plan checking fee.  (ii) Grading Plan Check Fees  (1) 50 cubic yards or less $5.00 $5.00 $5.00  (2) 51 – 100 cubic yards $10.00 $10.00 $10.00  (3) 101 – 1,000 cubic yards $15.00 $15.00 $15.00  Appendix - Rates and Fees Schedule 7 - 40     Type of Fees 2010 2011 2012 (4) 1,001 – 10,000 cubic yards $20.00 $20.00 $20.00  (5) For each additional 10,000 cubic yards  $10.00 $10.00 $10.00  (6) For the first 100,000 cubic yards   $110.00 $110.00 $110.00  (7) For each additional 10,000 cubic yards  $6.00 $6.00 $6.00  (8) For the first 200,000 cubic yards   $170.00 $170.00 $170.00  (9) For each additional 10,000 cubic yards  $3.00 $3.00 $3.00  (10) Drainage plan check fees associated with a  grading license: fee plus $1.00 for every 10,000 sq  feet of land area.  $50.00 $50.00 $50.00  (11) Solid Waste Fills:  The plan check fee for solid  waste fills shall be one and one‐half (1‐1/2) times  the plan checking fees listed above. The fee for a  grading license authorizing additional work to  that under a valid license shall be the difference  between the fee paid for the original license and  the fee shown for the entire project.   1.5 times plan  check fee  1.5 time plan  check fee  1.5 times plan  check fee  (12) Annual Licenses of Solid Waste Fills:  The fee for  annual licenses for solid waste fills shall be one  and one‐half (1‐1/2) times the plan checking fees  listed above. The fee for a grading license  authorizing additional work to that under a valid  license shall be the difference between the fee  paid for the original license and the fee shown for  the entire project. Any unused fee may be carried  forward to the next year. If any work is done  before the license is issued, the grading license  fee shall be doubled.  1.5 times plan  check fee  1.5 times plan  check fee  1.5 times plan  check fee  h. House Moving ‐ minimum per hour Inspection Fee:This  covers only the Building Section inspection of the  structure prior to move. There is a separate additional  fee charged by the Public Works Department to cover  the actual house move permit. A building permit is also  required in order to site the structure on the new site.  $75.00 $75.00 $75.00 i. Inspection Fee For Condominium Conversions: $100.00 1st unit  +$15/addt’l  unit  $100.00 1st  unit  +$15/addt’l  unit  $100.00 1st unit  +$15/addt’l  unit  j. Manufactured/Mobile Home Installation Fees:  Includes plan review and inspection fees for the foundation  (electrical, plumbing, mechanical, sewer and water connection fees are in addition to the below amounts).  (i) Within a manufactured home park $100.00 $100.00 $100.00 (ii) Outside of a manufactured home park Building  permit fees  Building  permit fees  Building  permit fees  k. Mechanical Permit Fees:   (i) Basic permit fee plus itemized fees below:$45.00 $45.00 $45.00 (1) Heating system (furnace, heat pump, suspended  heater, fireplace, wood stove, etc.).  A/C system  (air conditioner, chiller or Air Handling Unit (VAV)  including ducts and vents)  $17.00 $17.00 $17.00 Appendix - Rates and Fees Schedule 7 - 41     Type of Fees 2010 2011 2012 (2) Boiler or Compressor:  Installation or relocation of  each:  $17.00 $17.00 $17.00 (a) Up to and including 3 horsepower.$17.00 $17.00 $17.00 (b) Over 3 horsepower up to and including 15  horsepower.  $30.00 $30.00 $30.00 (c) Over 15 horsepower up to and including 30  horsepower.  $40.00 $40.00 $40.00 (d) Over 30 horsepower to and including 50  horsepower.  $60.00 $60.00 $60.00 (e) Over 50 horsepower.$100.00 $100.00 $100.00 (3) Absorption System: Installation or relocation of each: (a) Up to and including 100,000 Btu/h  $17.00 $17.00 $17.00 (b) Over 100,000 Btu/h up to and  including  500,000 Btu/h  $30.00 $30.00 $30.00 (c) Over 500,000 Btu/h up to and including  1,000,000 Btu/h  $40.00 $40.00 $40.00 (d) Over 1,000,000 Btu/h up to and including  1,750,000 Btu/h  $60.00 $60.00 $60.00 (e) Over 1,750,000 Btu/h $100.00 $100.00 $100.00 (4) Residential ventilation/exhaust fan  (5) Appliance or piece of equipment regulated by this  code but not classed in other appliance  categories, or for which no other fee is listed in  this code  $8.00 $17.00  $8.00  $17.00  $8.00 $17.00  (6) Commercial ventilation/exhaust system not a  portion of any heating or air conditioning system  authorized by a permit.  $17.00 $17.00 $17.00 (7) Commercial Hood:   Installation of each served by  a mechanical exhaust, including the ducts for such  hood each   $50.00 $50.00 $50.00 (8) Incinerator:   Installation or relocation of each  $75.00 $75.00 $75.00 (9) Appliance or piece of equipment regulated by this  code but not classed in other appliance  categories, or for which no other fee is listed in  this code  $17.00 $17.00 $17.00 (10) Fuel Gas Piping: Each gas‐piping system of 1 to 4  outlets  $12.00 $12.00 $12.00 (a) Each gas‐piping system of 5 or more outlets,  per outlet     $2.50 $2.50 $2.50 l. Plumbing Permit Fees:   (i) Base fee for all types of work;  plus itemized fees  below  $45.00 $45.00 $45.00 (1) Per plumbing fixture (e.g., sink, shower, toilet,  dishwasher, tub, etc.) or set of fixtures on one  trap  $8.00 $8.00 $8.00 (2) For meter to house water service $8.00 $8.00 $8.00 (3) Per outlet associated with a gas piping system up  to 5:  $12.00 $12.00 $12.00 (a) additional outlets price per each $2.50 $2.50 $2.50 (4) Per drain for rainwater systems   $8.00 $8.00 $8.00 (5) Per lawn sprinkler system, includes backflow  prevention   $8.00 $8.00 $8.00 Appendix - Rates and Fees Schedule 7 - 42     Type of Fees 2010 2011 2012 (6) Per fixture for repair or alteration of drainage or  vent piping  $8.00 $8.00 $8.00 (7) Per vacuum breaker or backflow protection  device on tanks, vats, etc.  $8.00 $8.00 $8.00 (8) Per interceptor for industrial waste pretreatment $8.00 $8.00 $8.00 m. Sign Permit Fees:   (i) Permanent Signs:  (1) Roof, projecting, awning, canopy, marquee,and  wall signs  $125.00 $125.00 $125.00 (2) Freestanding ground and pole signs  $175.00 $175.00 $175.00 (ii) Temporary and Portable Signs: (1) Real Estate Directional Signs, pursuant to RMC 4‐ 4‐100J2, permit valid for a 12‐months period  $50.00 $50.00 $50.00 (2) Grand Opening Event Signs, pursuant to RMC 4‐4‐ 100J6d(i)   $25.00 $25.00 $25.00 (3) Event Signs, pursuant to RMC 4‐4‐100J6d(ii) and  (iii) per sign, per promotion  $15.00 $15.00 $15.00 (4) A‐Frame Signs, pursuant to RMC 4‐4‐100J5 Charge  is for the first sign, all subsequent signs are  $50.00  $100.00 $100.00 $100.00 (5) Commercial Property Real Estate Banner each  sign permit is valid for 12 months.  $50.00 $50.00 $50.00 (6) Decorative Flags fee is per entrance and valid  until flag(s) are removed  $50.00 $50.00 $50.00 (iii) Request for Administrative Modifications of City  Center Sign Regulations per RMC 4‐4‐100H9:  $100.00 $100.00 $100.00 (iv) Work in Advance of Sign Permit Issuance:  Where work for which the permit is required by this Title IV of RMC is started or proceeded with prior to obtaining said permit, the fees above specified shall be  doubled; but the payment of such double fee shall not relieve any persons from complying with the  requirements in the execution of the work nor from any other penalties prescribed herein.  n. Swimming Pool/Hot Tub/Spa Installation Fees:  (i) Public pool, spa, hot tub   $30.00 $30.00 $30.00 (ii) Private pool, spa, hot tub   $20.00 $20.00 $20.00 (iii) Pool filling system, including backflow prevention,  each     $2.00 $2.00 $2.00 (iv) Each water heater and/or vent $2.00 $2.00 $2.00 (v) Gas piping system, each   $2.00 $2.00 $2.00 (vi) Replacing of filter     $3.00 $3.00 $3.00 (vii) Miscellaneous replacements   $3.00 $3.00 $3.00 (viii) Backwash receptor     $2.00 $2.00 $2.00 o. Miscellaneous Fees:  (i) Replacement Permit Fee:Permit copies for  replacement of lost or mutilated building,  demolition, grading, plumbing, electrical or  mechanical permit will be furnished upon a  payment of a service fee   $20.00 $20.00 $20.00 Appendix - Rates and Fees Schedule 7 - 43     Type of Fees 2010 2011 2012 (ii) Re‐Inspection Fees: Re‐inspection fees are  assessed under the provisions of Section 305.8 of  the International Building Code. Re‐inspection  fees shall be $47.00 per hour or the total hourly  cost to the jurisdiction, whichever is greatest. This  cost shall include supervision, overhead,  equipment, hourly wages and fringe benefits of  the employees involved.   $47.00 $47.00 $47.00 (iii) Plan Review Fees for Electrical, Plumbing, or  Mechanical Permits: In addition to the above  permit fees, a plan check fee equal to forty  percent (40%) of the permit fee may be charged  when required by the Building Official.   40% of permit  fee  40% of permit  fee  40% of permit  fee  2. Land Use Review Fees:   a. General Land Use Review     (i) Additional Animals Permit (annual fee) $50.00 $50.00 $50.00 (ii) Annexation  N/C N/C N/C (iii) Appeal of Hearing Examiner’s Decision,  Administrative Decision, or Environmental  Decision  $250.00 $250.00 $250.00 (iv) Binding Site Plan (total fee for both preliminary  and final phases)  $1.800.00 $1,800.00 $1,800.00 (v) Code Text Amendment N/C N/C N/C (vi) Comprehensive Plan Map or Text Amendment  (each)  $1,000.00 $1,000.00 $1,000.00 (vii) Conditional Use Permit $2,000.00 $2,000.00 $2,000.00 (viii) Critical Areas Review Fee:  for those projects that  propose impacts to critical areas and will be billed  at the cost of contract biologist’s review.1   100% of  contract cost  100% of  contract cost  100% of  contract cost  (ix) Environmental Impact Statement Cost include the  coordination, review and appeal. Draft and Final2   100% of cost 100% of cost 100% of cost (x) Environmental Checklist Review $1,000.00 $1,000.00 $1,000.00 (xi) Fence Permit (special) $100.00 $100.00 $100.00 (xii) Grading and Filling Permit(Hearing Examiner)$2,000.00 $2,000.00 $2,000.00 (xiii) Lot Line Adjustment $450.00 $450.00 $450.00 (xiv) Manufactured/Mobile Home Park: (1) Tentative $500.00 $500.00 $500.00 (2) Preliminary  $2,000.00 $2,000.00 $2,000.00 (3) Final  $1,000.00 $1,000.00 $1,0000.00 (4) Open Space Classification Request $100.00 $100.00 $100.00 (xv) Plats:  (1) Short Plat (total fee for both preliminary and final  phases)   $1,400.00 $1,400.00 $1,400.00 (2) Preliminary Plat   $4,000.00 $4,000.00 $4,000.00 (3) Final Plat   $1,500.00 $1,500.00 $1,500.00 (xvi) Planned Urban Development: (1) Preliminary Plan $2,000.00 $2,000.00 $2,000.00 (2) Final Plan  $1,000.00 $1,000.00 $1,000.00 (xvii) Rebuild Approval Permit: (1) Hearing Examiner Review  $500.00 $500.00 $500.00 (2) Administrative Review   $250.00 $250.00 $250.0 (3) Rezone   $2,000.00 $2,000.00 $2,000.00 (4) Routine Vegetation Management Permit without  Critical Areas    $75.00 $75.00 $75.00 Appendix - Rates and Fees Schedule 7 - 44     Type of Fees 2010 2011 2012 (5) Shoreline‐Related Permits Shoreline Permit  Exemption   N/C N/C N/C (6) Substantial Development Permit $2,000.00 $2,000.00 $2,000.00 (7) Conditional Use Permit $2,000.00 $2,000.00 $2,000.00 (8) Variance $2,000.00 $2,000.00 $2,000.00 (xviii) Site Development Plan (Site Plan or Master Plan which includes design review fee for projects subject  to RMC 4‐3‐100):  (1) Hearing Examiner Review $2,000.00 $2,000.00 $2,000.00 (2) Administrative Review   $1,000.00 $1,000.00 $1,000.00 (3) Modification (minor, administrative) N/C N/C N/C (4) Modification (major)  required new application  and repayment of fee required  Application  fees  Application  fees  Application  fees  (5) Special Permit (Hearing Examiner) $2,000.00 $2,000.00 $2,000.00 (xix) Temporary Use Permits:  (1) Tier 1   $75.00 $75.00 $75.00 (2) Tier 2  $150.00 $150.00 $150.00 (3) Variance (per each variance requested)  Administrative or Hearing Examiner   $1,200.00 $1,200.00 $1,200.00 (4) Waiver or Modification of Code Requirements  cost is per request  $100.00 $100.00 $100.00 1Per RMC 4‐3‐050F7, the City may charge and collect fees from any applicant to cover costs incurred by the city  in review of plans, studies, monitoring reports and other documents related to evaluation of impacts to or  hazards from critical areas and subsequent code‐required monitoring.    2When the City is the lead agency for a proposal requiring an Environmental Impact Statement (EIS) and the  Environmental Review Committee (ERC) determines that the EIS shall be prepared, the City may charge and  collect a reasonable fee from any applicant to cover costs incurred by the City in preparing the EIS. The ERC shall  advise the applicant(s) of the projected costs for the EIS prior to actual preparation; the applicant shall post  bond or otherwise ensure payment of such costs. The ERC may determine that the City will contract directly  with a consultant for preparation of an EIS, or a portion of the EIS, and may bill such costs and expenses directly  to the applicant. Such consultants shall be selected by mutual agreement of the City and applicant after a call  for proposals. If a proposal is modified so that an EIS is no longer required, the ERC shall refund any fees  collected under this subsection which remain after incurred costs are paid. The City may collect a reasonable fee  from an applicant to cover the cost of meeting the public notice requirements of this Title relating to the  applicant’s proposal. The City shall not collect a fee for performing its duties as a consulted agency. The City  may charge any person for copies of any document prepared under this Title, and for mailing the document, in a  manner provided by chapter 42.17 RCW.  b. Exception for Projects Vested in the County: For those projects that have vested to a land use permit under the  development regulations of King County, the King County Land Use Review Fee Schedule shall apply, and is  hereby adopted by reference. A copy of that fee schedule has been filed with the City Clerk and is available at  the City Clerk’s office for public review.  3. School Impact Fees:   a. Issaquah School District     (i) Single Family Fee $3,344.00 $3,344.00 $3,344.00 (ii) Multi Family & Accessory Dwelling Fee N/A N/A N/A b. Kent School District     (i) Single Family Fee $5,394.00 $5,394.00 $5,394.00 (ii) Multi Family & Accessory Dwelling Fee    $3,322.00 $3,322.00 $3,322.00 c. Renton School District       (i) Single Family Fee $6,310.00 $6,310.00 $6,310.00 (ii) Multi Family & Accessory Dwelling Fee $1,258.00 $1,258.00 $1,258.00 Appendix - Rates and Fees Schedule 7 - 45     Type of Fees 2010 2011 2012 4. Public Works Fees:   a. Franchise Permit Fees:  Unless otherwise specified in a franchise agreement, the fee shall be due and payable at  or prior to the time of construction permit issuance. If a franchise agreement does not specify the fee amount,  the generic fee, as identified in the following table, shall be collected. A bond as stipulated in RMC 9‐10‐5,  Street Excavation Bond, is also required.  (i) Small work, including trenching less than 60 linear  feet or installation of 6 or less utility poles  $350.00 $350.00 $350.00  (ii) All other work permit fee plus $60.00 per  overtime hour of inspection.  $350.00 $350.00 $350.00  b. Latecomer’s Agreement Application Fees:   The processing fee is due at the time of application. The  administration and collection fee is deducted from each individual latecomer fee payment and the balance  forwarded to the holder of the latecomer’s agreement pursuant to RMC 9‐5‐9, Tender of Fee.  (i) Processing fee (Nonrefundable) if amount  covered by latecomers’ is $20,000.00 or less   $500.00 $500.00 $500.00 (ii) Processing fee (Nonrefundable) if amount  covered by latecomer’s is between $20,000.00  and $100,000.00  $1,000.00 $1,000.00 $1,000.00 (iii) Processing fee (Nonrefundable) if amount  covered by latecomer’s is greater than  $100,000.00  $2,000.00 $2,000.00 $2,000.00 (iv) Latecomer’s Agreement –Administration and  collection fee if amount covered by latecomer’s is  $20,000.00 or less  15%of total 15% of total 15% of total (v) Latecomer’s Agreement –Administration and  collection fee if amount covered by latecomer’s is  between $20,000.00 and $100,000.00  10% of total 10% of total 10% of total (vi) Latecomer’s Agreement –Administration and  collection fee if amount covered by latecomer’s is  greater than $100,000.00  5% of total 5% of total 5% of total (vii) Segregation processing fee, if applicable $750.00 $750.00 $750.00 c. System Development Charge Tables:  (i) Water and Wastewater System Development  Charges:    (1) 5/8 x 3/4 inch     (a) Water service fee 2,236.00 2,236.00 2,236.00 (b) Fire service fee a,b $292.00 $292.00 $292.00 (c) Wastewater fee $1,591.00 $1,591.00 $1,591.00 (2) 1 inch     (a) Water service fee $5,589.00 $5,589.00 $5,589.00 (b) Fire service fee a,b $729.00 $729.00 $729.00 (c) Wastewater fee $3,977.00 $3,977.00 $3,977.00 (3) 1‐1/2 inch     (a) Water service fee $11,179.00 $11,179.00 $11,179.00 (b) Fire service fee a,b $1,458.00 $1,458.00 $1,458.00 (c) Wastewater fee $7,954.00 $7,954.00 $7,954.00 (4) 2 inch     (a) Water service fee $17,886.00 $17,886.00 $17,886.00 (b) Fire service fee a,b $2,332.00 $2,332.00 $2,332.00 (c) Wastewater fee $12,726.00 $12,726.00 $12,726.00 (5) 3 inch     Appendix - Rates and Fees Schedule 7 - 46     Type of Fees 2010 2011 2012 (a) Water service fee $35,711.00 $35,711.00 $35,711.00 (b) Fire service fee a,b $4,665.00 $4,665.00 $4,665.00 (c) Wastewater fee $25,452.00 $25,452.00 $25,452.00 (6) 4 inch     (a) Water service fee $55,893.00 $55,893.00 $55,893.00 (b) Fire service fee a,b $7,288.00 $7,288.00 $7,288.00 (c) Wastewater fee $39,768.00 $39,768.00 $39,768.00 (7) 6 inch     (a) Water service fee $111,786.00 $111,786.00 $111,786.00 (b) Fire service fee a,b $14,577.00 $14,577.00 $14,577.00 (c) Wastewater fee $79,537.00 $79,537.00 $79,537.00 (8) 8 inch     (a) Water service fee $178,857.00 $178,857.00 $178,857.00 (b) Fire service fee a,b $23,323.00 $23,323.00 $23,323.00 (c) Wastewater fee $127,258.00 $127,258.00 $127,258.00 a Based upon the size of the fire service (NOT detector bypass meter) b Unless a separate fire service is provided, the system development charge(s) shall be based upon the size  of the meter installed and a separate fire service fee will not be charged.  (ii) Storm Water System Development Charges:  (1) New single family residence (including  mobile/manufactured homes)  $1,012.00 $1,012.00 $1,012.00 (2) Addition to existing single family residence  greater than 500 square feet (including  mobile/manufactured homes)Fee not to exceed  $1,012.00  $0.405 per sq  foot  $0.405 per sq  foot  $0.405 per sq  foot  (3) All other uses charge per square foot of new  impervious surface, but not less than $1,012.00  $0.405 per sq  foot  $0.405 per sq  foot  $0.405 per sp  foot  d. Administrative Fees for SDC Segregation Request:  The applicant shall pay the City’s administrative costs for the  preparation, processing and recording of the partial payment of the fee(s). At the time of application for  special assessment district, and/or latecomer’s charge partial payment the applicant shall pay the  administrative fee of $750.00 for each segregation. If the same segregation is used for more than one utility’s  special assessment district, and/or latecomer’s charge, then only one administrative fee is collected.  e. Public Works Construction Permit Fees:  The following public works construction permit fees, utility permit fees,  and miscellaneous charges are payable at or prior to the time of construction permit issuance.  (i) Water Construction Permit Fees:     (1) Water meter tests for 3/4” to 2" meter $50.00 $50.00 $50.00  (a) Water meter tests for meters greater than 2”.  Time and materials and a $60.00 deposit  Time and  materials and  a $60.00  deposit  Time and  materials and  a $60.00  deposit  Time and  materials and  a $60.00  deposit  (b) Open and close fire hydrants for fire flow  tests conducted by others. Time and  materials  Time and  materials  Time and  materials  Time and  materials  (c) Water service disconnection (cut at main) $250.00 $250.00 $250.00  (d) Meter resets $95.00 $95.00 $95.00  (e) Repair of damage to service $225.00 $225.00 $225.00  (f) Water main connections $535.00 $535.00 $535.00  Appendix - Rates and Fees Schedule 7 - 47     Type of Fees 2010 2011 2012 (g) Water main cut and cap $1,000.00 $1,000.00 $1,000.00  (h) Water quality/inspection/purity tests $65.00 $65.00 $65.00  (i) Specialty water tests (lead, copper, etc) Cost  of test plus $70.00 processing fee  Cost of test  plus $70.00  processing fee  Cost of test  plus $70.00  processing fee  Cost of test  plus $70.00  processing fee  (j) Water turn ons/offs after hours $185.00 $185.00 $185.00  (k) Installation of isolation valve. Time and  materials and $2,000.00 deposit  Time and  materials and  $2,000.00  deposit  Time and  materials and  $2,000.00  deposit  Time and  materials and  $2,000.00  deposit  (l) New water line chlorination fee. Fee plus  $0.15 per lineal foot for any footage after the  first two hundred fifty (250) lineal feet  $250.00 plus  $0.15 per  lineal foot  $250.00 plus  $0.15 per  lineal foot  $250.00 plus  $0.15 per  lineal foot  (m) Miscellaneous water installation fees. Time  and materials  Time and  materials  Time and  materials  Time and  materials  (2) Water meter installation fees – City installed: The following fees are payable at the time of    application for water meter installation(s).  (a) 3/4” meter installed by City within City limits.  Installation of stub service and meter.  $2,260.00 $2,260.00 $2,260.00  (i) 3/4" meter drop in only $240.00 $240.00 $240.00  (b) 3/4” meter installed by City outside City  limits. Installation of stub service and meter.  $2,430.00 $2,430.00 $2,430.00  (i) 3/4" meter drop in only $240.00 $240.00 $240.00  (c) 1” meter installed by the City. Installation of  stub service and meter  $2,430.00 $2,430.00 $2,430.00  (i) 1” meter drop in only $250.00 $250.00 $250.00  (d) 1 1/2" meter installed by the City. Installation  of stub service and meter.  $3,600.00 $3,600.00 $3,600.00  (i) 1‐1/2” meter drop in only $435.00 $435.00 $435.00  (e) 2” meter installed by the City. Installation of  stub service and meter.  $4,030.00 $4,030.00 $4,030.00  a. 2” meter drop in only $550.00 $550.00 $550.00  (3) Water meter processing fees – Applicant installed: For meters larger than 2”, the applicant must  provide materials and installs. The City charges a $220.00 processing fee at the time of meter  application.  (4) Hydrant Meter fees: The following fees are payable at the time of application for a hydrant meter:  (a) Hydrant meter permit fee $50.00 $50.00 $50.00  (b) Deposits:      a. 3/4” meter and backflow  prevention assembly.  $300.00 $300.00 $300.00 b. 3” meter and backflow  prevention assembly.  $800.00 $800.00 $800.00 c. Deposit processing charge,  nonrefundable.  $25.00 $25.00 $25.00 (c) Cost of water per ccf.$3.70 $3.70 $3.70 Appendix - Rates and Fees Schedule 7 - 48     Type of Fees 2010 2011 2012 (d) Meter rental begins on day of pickup.  a. 3/4” meter and backflow  prevention assembly. Per  month.  $11.66 $11.66 $11.66 b. 3” meter and backflow  prevention assembly. Per  month.  $143.67 $143.67 $143.67 (ii) Wastewater and surface water construction permit Fees:  (1) Residential:     (a) Wastewater permit fee $150.00 $150.00 $150.00  (b) Surface water permit fee $150.00 $150.00 $150.00  (2) Commercial:     (a) Wastewater permit fee $175.00 $175.00 $175.00  (b) Surface water permit fee $175.00 $175.00 $175.00  (3) Industrial:     (a) Wastewater permit fee $200.00 $200.00 $200.00  (b) Surface water permit fee $200.00 $200.00 $200.00  (4) Repair of any of the above     (a) Wastewater permit fee $50.00 $50.00 $50.00  (b) Surface water permit fee $50.00 $50.00 $50.00  (5) Cut and cap/Demolition permit     (a) Wastewater permit fee $120.00 $120.00 $120.00  (b) Surface water permit fee $120.00 $120.00 $120.00  (6) Ground water discharge (temporary connection  to wastewater system for one‐time discharge of  contaminated ground water to 50,000 gallons)  $170.00 $170.00 $170.00  (7) Ground water discharge (temporary connection  to wastewater system for discharge of  contaminated ground water over 50,000 gallons)  Rate plus billed for current Renton and King  County sewer rate on discharged amount (meter  provided by property owner)  $170.00 + King  County sewer  rate on  discharged  amount  $170.00 + King  County sewer  rate on  discharged  amount  $170.00 + King  County sewer  rate on  discharged  amount  (iii) Work in right‐of‐way – construction permit: Utility  and street/sidewalk improvements: A bond is  required, as stipulated in RMC 9‐10‐5, Street  Excavation Bond.      (1) Less than 35 feet in length $30.00 $30.00 $30.00  (2) 35 to 100 feet in length $60.00 $60.00 $60.00  (3) Greater than 100 feet in length $90.00 $90.00 $90.00  Exception: No permit fee shall be charged for individual homeowners for work in street rights‐of‐way  for street tree or parking strip irrigation systems.  (iv) Street light system fee: All new installations of street lighting facilities shall incur a fee of $500.00 per  connection to the power system, payable at or prior to the time of construction permit issuance.  Appendix - Rates and Fees Schedule 7 - 49     Type of Fees 2010 2011 2012 f. Public works plan review and inspection fees: All developers, municipal or quasi‐municipal entities, or utility  corporations or companies, except those specifically exempted, shall pay fees under this Section. Exempted  entities include City‐franchised cable TV, cable modem, natural gas, telecommunications, and electrical  power. Half of this fee must be paid upon application and the remainder when the permit(s) is issued. There  are additional construction permit fees which are also payable upon issuance. The fee will be based upon  percentages of the estimated cost of improvements using the following formula.  (i) Street and utility plan review and inspection fees; estimated construction cost: The applicant must  submit separate, itemized cost estimates for each item of improvement subject to the approval by the  Public Works Plan Review Section.  (1) $150,000.00 or less 6% of cost 6% of cost 6% of cost (2) Over $150,000.00 but less than $300,000.00. Fee  plus 5% of the cost over $150,000.00  $9,000.00 $9,000.00 $9,000.00 (3) $300,000.00 and over. Fee plus 4% of cost  $300,000.00 and over.  $16,500.00 $16,500.00 $16,500.00 Construction cost, also known as the Engineer’s Estimate or the Contractor’s Bid, shall mean cost  estimate for all project related improvements outside of the building envelopes, including, but not  limited to, all costs required to construct the following: paved parking lots, private sidewalks or  walkways; private and public stormwater management facilities; temporary erosion and sedimentation  control facilities; water quality facilities; public and private streets; public and private sanitary sewers;  public water main improvements; required off‐site street, bike and pedestrian improvements; street  lighting improvements; required landscaping and street tree improvements; and site grading and  mobilization costs.  g. Release of easement fees: The imposition, collection,  payment and other specifics concerning this charge are  detailed in chapter 9‐1 RMC, Easements.    (i) Filing fee, payable at the time of application $250.00 $250.00 $250.00 (ii) Processing fee (paid upon Council approval of  release of easement)  $250.00 $250.00 $250.00 h. Right‐of –Way use permit fees: Revocable permits for the  Use of Excess Public Right‐of way: These fees are payable  at the time of application. The imposition, collection,  payment and other specifics concerning this charge are  detailed in chapter 9‐2 RMC, Excess Right‐of Way Use.    (i) Single family and two family uses annually, fee  plus leasehold excise tax1 if applicable  $10.00 + LET1 $10.00 + LET1 $10.00 + LET1 (ii) All uses without public benefit fee is a per month  charge based on property value2 of land to be  utilized, plus leasehold excise tax1, if applicable.  Payable yearly in advance  0.5% x Value2 + LET1  0.5% x Value2  + LET1  0.5% x Value2 + LET1  (iii) Uses with public benefit fee is a per year of  assessed value of land adjoining the property,  plus leasehold excise tax1, if applicable. In no case  less than $10.00. Payable yearly in advance.  0.5% x Value2 + LET1  0.5% x Value2  + LET1  0.5% x Value2 + LET1  (iv) Insurance Required:  Public Liability and property damage insurance is also required pursuant to RMC  9‐2‐5B, Minimum Permit Requirements for Excess Right‐of‐Way Use.  (v) Exception for Public Agencies: a no‐fee permit may be issued only when the applicant is a public agency  and when the proposed use of the right‐of‐way provides a direct service to the public (e.g., Metro  applications for right‐of‐way for bus shelters).  Appendix - Rates and Fees Schedule 7 - 50     Type of Fees 2010 2011 2012 1There is hereby levied and shall be collected a leasehold excise tax on that act or privilege of occupying or  using public owned real or personal property through a leasehold interest at the rate established by the State  of Washington  2Right‐of‐way value shall be based on the assessed value of the land adjoining the property as established by  the King County Assessor  i. Street and Alley vacation Fees: The imposition, collection, payment and other specifics concerning this charge  are detailed in chapter 9‐14 RMC, Vacations.  (i) Filing fee, payable at the time of application $500.00 $500.00 $500.00 (ii) Processing and completion fee, payable upon Council approval of the vacation and upon administrative  determination of appraised value of vacated right‐of‐way:   Appraised Value of Vacated right‐of‐way:  (1) Less than $25,000 $750.00 $750.00 $750.00 (2) $25,000 to $75,000 $1,250.00 $1,250.00 $1,250.00 (3) Over $75,000 $2,000.00 $2,000.00 $2,000.00 j. Temporary connections to a City utility system may be granted for a one‐time, temporary, short‐term use of a  portion of the property for a period not to exceed three (3) consecutive years.  (i) Storm Water Fee; Annual fee equal to ten percent (10%) of the current system development charge  applicable to that portion of the property.*  (ii) Wastewater Fee; Annual fee equal to ten percent (10%) of the current system development charge  applicable to the size of the temporary domestic water meter(s).*  (iii) Water Fee; Annual fee equal to ten percent (10%) of the current system development charge  applicable to the size of the temporary water meter(s).*  *Said fee shall be paid annually (non‐prorated), and shall be nonrefundable, nontransferable (from one  portion of the property to another) and shall not constitute a credit to the system development charge due at  the time of permanent use of the utility system. The application for temporary connection shall consist of a  detailed plan and a boundary line of the proposed development service area for use in the fee determination.  5. Fire Department Community Risk Reduction Fees:  a. Fire plan review and inspection fees   (i) $0 to $249.99 $30.00 $30.00 $30.00  (ii) $250.00 to $999.99 fee plus 2% of the cost $30.00 plus  2% of the cost  $30.00 plus  2% of the cost  $30.00 plus  2% of the cost  (iii) $1,000.00 to $4,999.99 fee plus 2% of the cost $50.00 plus  2% of the cost  $50.00 plus  2% of the cost  $50.00 plus  2% of the cost  (iv) $5,000.00 to $49,999.99 fee plus 1.5% of the cost $150.00 plus  1.5% of the  cost  $150.00 plus  1.5% of the  cost  $150.00 plus  1.5% of the  cost  (v) $50,000.00 to $99,999.99 fee plus 1.2% of the  cost  $350.00 plus  1.2% of the  cost  $350.00 plus  1.2% of the  cost  $350.00 plus  1.2% of the  cost  (vi) $100,000.00 and above fee plus .75% of the cost $800.00 plus  .75% of the  cost  $800.00 plus  .75% of the  cost  $800.00 plus  .75% of the  cost  (vii) Construction Re‐inspection. Fee is per hour with a  2 hour minimum. The minimum may be assessed  if the requested inspection does not meet the  approval of the inspector.  $75.00 $75.00 $75.00  Appendix - Rates and Fees Schedule 7 - 51     Type of Fees 2010 2011 2012 (viii) Violation/Second Re‐Inspection after 30‐day period  (whenever 30 days or more have passed since Fire  Department notification of a violation, which  required a first re‐inspection, and such violation has not been remedied or granted an extension)  $150.00 $150.00 $150.00  (ix) Third Re‐Inspection/Pre‐Citation Follow‐Up  Inspection when re‐inspections are required  beyond the first and second re‐inspections  $250.00 $250.00 $250.00  (x) Preventable Fire alarm fee;     (1) First, second, and third preventable alarms N/C N/C N/C  (2) Fourth and fifth preventable alarms in a calendar  year, fee is per each alarm.  $70.00 $70.00 $70.00  (3) Sixth preventable alarm and successive  preventable alarms in a calendar year, fee is per  each alarm.  $150.00 $150.00 $150.00  (xi) Late Payment Penalty $35.00 $35.00 $35.00  b. Fire Permit type   (i) Operational fire code permit (issued in  accordance with Section 105.6 of the IFC) fee is  yearly  $84.00 $84.00 $84.00  (ii) Hazardous materials and HPM facilities yearly $150.00 $150.00 $150.00  (iii) Construction permit; 20% of the above plan  review/inspection fee or minimum of $50.00,  whichever is greater      (iv) Replacement for lost permit, per each $35.00 $35.00 $35.00  (v) Hazardous production materials permit (for  businesses storing, handling, or using hazardous  production materials as regulated in the fire code)  permit is yearly  $150.00 $150.00 $150.00  (vi) Underground tank removal permit (commercial) See Fire plan  review and  construction  permit fees  See Fire plan  review and  construction  permit fees  See Fire plan  review and  construction  permit fees  (vii) Underground tank removal or abandonment‐in‐ place permit (residential)  $84.00 $84.00 $84.00  6. Technology Surcharge Fee:  An additional 3% technology surcharge shall be required for all fees included in the  following Subsections of Section DD, Development Fees, of the City of Renton Fee Schedule Brochure:  Subsection 1, Building Fees;  Subsection 2, Land Use Review Fees, except for appeals and direct EIS costs;  Subsections a, e, f and h of subsection 4, Public Works Fees; and  Subsection a of subsection 5, Fire Department Community Risk Reduction Fees    Appendix - Rates and Fees Schedule 7 - 52 Budget Glossary    Accounting System: The total set of records and procedures, which are used to record, classify, and  report information on the financial status and operations of an entity.  Accrual Basis: A basis of accounting in which transactions are recognized at the time they are incurred,  as opposed to when cash is received or spent. Also, see Modified Accrual Basis of Accounting.   Activity: A combination of people, technology, supplies, methods, and environment that produce a  given product or service.  Ad Val Orem Taxes: A tax levied on the assessed value of real property.   AFSCME (American Federation of State, County and Municipal Employees Union #2170): Labor union  representing all regular non‐exempt personnel, grades 1 through 29.  Agency Fund: A fund used to account for assets held by a government as an agent for individuals,  private organizations, other governments, and/or other funds.  Appropriation: Legislation by the City Council that approves budgets for individual funds.  Appropriation ordinances authorize spending in the personnel services, non‐personnel services,  employee benefits, equipment accounts, debt service, and capital categories. Departments cannot  spend more money than is approved in these categories. Appropriations can only be adjusted by  passage of a subsequent ordinance of the City Council upon recommendation by the Mayor.   Arbitrage: The excess of the yield on investments acquired with gross proceeds of a bond issue over  the bond yield of the issue. This excess must be rebated to the United States Treasury, and is called  arbitrage rebate.  Assessed Valuation:  The estimated value placed upon real and personal property by the King County  Assessor as the basis for levying property taxes.  Balanced Budget:  Funding recommendations for the operating and capital budgets do not exceed the  estimated resources.  BARS: The State of Washington prescribed Budgeting, Accounting, Reporting System Manual required  for all governmental entities in the State of Washington.  Base Budget: Ongoing expense for personnel, contractual services, and the replacement of supplies  and equipment required to maintain service levels previously authorized by the City Council.  Biennial Budget: A budget applicable to a two‐year fiscal period.   Bond (Debt Instrument): A written promise to pay (debt) a specified sum of money (called principal or  face value) at a specified future date (called the maturity date) along with periodic interest paid at a  specified percentage of the principal (interest rate). Bonds are typically used for long‐term debt to pay  for specific capital expenditures.   Budget: Budget adopted by Renton’s City Council that goes into effect on January 1st, including  amendments through December 31st, of the current year.   Appendix - Budget Glossary 7 - 53 Budget (Operating): A plan of financial operation embodying an estimate of proposed expenditures for  a given period (typically a fiscal year) and the proposed means of financing them (revenue estimates).  The term is also used to denote the officially approved expenditure ceilings under which the City and  its departments operate.  Budget Adjustment: A procedure to revise a budget appropriation either by City Council approval  through the adoption of a supplemental appropriation ordinance for any interdepartmental or  interfund adjustments, or authorization by the Mayor to adjust appropriations within a departmental  budget.  Budgets and Budgetary Accounting: The City of Renton budgets its funds in accordance with the  Revised Code of Washington (RCW) 35A.33. In compliance with the Code, appropriated budgets are  adopted for the General, Special Revenue, Debt Service, and Capital Projects Funds. Any unexpended  appropriations lapse at the end of the fiscal year.  The City of Renton budgets on an accrual basis.    Budget Calendar: The schedule of key dates or milestones that the City follows in the preparation and  adoption of the budget.   Budgetary Control: The control or management of a government in accordance with the approved  budget for the purpose of keeping expenditures within the limitations of available appropriations and  resources.   CDBG: Community Development Block Grant is funding for the purpose of carrying out eligible  community development and housing activities.   CIP: See Capital Investment Program.   Capital Assets: Assets of significant value, which have a useful life of several years.   Capital Investment Program: A separately published plan for capital expenditures to be incurred each  year over a period of six future years, which sets forth each capital project identifying the expected  beginning and ending date for each project, the amount to be expended in each year, and the method  of financing those expenditures.   Capital Outlay: Expenditures, which result in the acquisition of, or additions to, capital assets.  Examples include land, buildings, machinery and equipment, and construction projects.  Cash Basis: A basis of accounting in which transactions are recognized only when cash is received or  disbursed.  Committed Expenditures: Appropriated expenditures (see definition of appropriation.)   Comprehensive Plan: A general plan that outlines growth and land use for residential, commercial,  industrial, and open space areas.   Contingency: A budgetary reserve set‐aside for emergencies or unforeseen expenditures.  Councilmanic Bonds: Councilmanic bonds refer to bonds issued with the approval of the Council, as  opposed to voted bonds, which must be approved by vote of the public. Councilmanic bonds must not  exceed .75 percent of the assessed valuation and voted bonds 1.75 percent.  Debt Service: Payment of interest and repayment of principal to holders of the City's debt instruments.  Appendix - Budget Glossary 7 - 54 Debt Service Fund: A fund established to account for the accumulation of resources for, and the  payment of, general long‐term debt principal and interest.  Deficit: (1) The excess of an entity's liabilities over its assets (see Fund Balance). (2) Expenses exceeding  revenue during a single accounting period.   Department: Basic organizational unit of City government responsible for carrying out a specific  function.   Depreciation: (1) Expiration in the service life of capital assets attributable to wear and tear,  deterioration, action of the physical elements, or inadequacy of obsolescence. (2) That portion of the  cost of a capital asset that is charged as an expense during a particular period.  Division: A group of homogeneous cost centers within a department.  Enterprise Fund: Separate financial accounting used for government operations that are financed and  operated in a manner similar to business enterprises, and for which preparation of an income  statement is desirable.  EOC: The Emergency Operations Center is located at Fire Station 12 and is used by the Emergency  Management Team as the command center in the event of an emergency in the greater Renton area.   Equipment Rental Fund: An internal service fund used to account for the cost of maintaining and  replacing all City vehicles and auxiliary equipment except for golf course equipment.   Expenditures: Where accounts are kept on the accrual or modified accrual basis of accounting, the cost  of goods received or services rendered whether cash payments have been made or not. Where  accounts are kept on a cash basis, expenditures are recognized only when the cash payments for the  above purposes are made.  FEMA: The Federal Emergency Management Act is a Federal initiative designed to provide financial  assistance in the event of an emergency.   FICA: Federal Insurance Contribution Act is an employment tax levied against both an employee and  employer for Social Security and Medicare taxes.  Full‐Time Equivalent Position (FTE): FTE is a measure of a position by its budgeted hours. For example,  1 FTE equals 2,080 hours and .75 FTE equals 1,566 hours.  Fund: An independent fiscal and accounting entity with a self‐balancing set of accounts recording cash  and/or other resources together with all related liabilities, obligations, reserves, and equities which are  segregated for the purpose of carrying on specific activities or attaining certain objectives.  Fund Balance: Difference between fund assets and fund liabilities (the equity) in governmental funds.  Fund balances will be classified as reserved, designated, or undesignated.  Reserved funds:  A portion of fund balance that is set aside for extra ordinary situations that  cannot be planned during the budget preparation process.  Use of reserved funds requires  Council approval.  Designated funds:  Equity in special funds which are themselves restricted as to use, depending  on the legal restrictions governing the levy of the funds they contain. Examples are the Debt  Service Funds and Capital Investment Funds and Special Revenue Funds.  Appendix - Budget Glossary 7 - 55  Undesignated fund balance: The funds remaining after reduction for reserved balances.  GAAP: Generally Accepted Accounting Principles are standards used for accounting and reporting used  for both private industry and governments.  GASB: Government Accounting Standards Board established in 1985 to regulate the rules and  standards for all governmental units.  General Fund: The fund supported by taxes, fees, and other revenue that may be used for any lawful  purpose.  General Obligation Bonds: Bonds for which the full faith and credit of the insuring government are  pledged for payment.  IAFF (International Association of Firefighters Union #864): Labor union representing firefighter  officers, lieutenants, captains, and fire battalion chiefs.   Indebtedness: The state of owing financial resources to other financial institutions and investors.   Interfund Payments: Expenditures made to other funds for services rendered. This category includes  interfund repairs and maintenance.  Intergovernmental Services: Intergovernmental purchases of those specialized services typically  performed by local governments.  Intermittent Employee: An intermittent employee is one who is hired to work for an indefinite or  intermittent period, as needed. An intermittent employee may work a fluctuating schedule or on an  on‐call basis, limited to a maximum of four months of full‐time and/or may not work more than 69  hours per month, not to exceed 1,500 hours in a calendar year.  Internal Service Fund: Funds used to account for the financing of goods or services provided by one  department or agency to other departments or agencies of the City, or to other governments, on a  cost‐reimbursement basis.  LEOFF: Law Enforcement Officers and Firefighters Retirement System provided in the State of  Washington.  LID: Local Improvement District or Special Assessments made against certain properties to defray part  or all of the cost of a specific improvement or service deemed to primarily benefit those properties.  Limited Term Employee: An individual hired to work a full or part‐time schedule for a pre‐determined  period not to exceed three years or unless extended by the City Council. A limited term position is an  authorized and budgeted exempt or non‐exempt position with full or prorated City benefits and  compensated according to the City of Renton Index of Positions and Pay Ranges.  Long Term Debt: Debt with a maturity of more than one year after the date of issuance.  LTGO: Limited Tax General Obligation bonds are non‐voter approved bonds for which the full faith and  credit of the insuring government are pledged for payment.   Mission: A succinct description of the scope and purpose of an organization.  Appendix - Budget Glossary 7 - 56 Mitigation Fees: Fees paid by developers toward the cost of future improvements to City  infrastructure, which improvements are required due to the additional demands generated by new  development.  Modified Accrual Basis of Accounting: The accrual basis of accounting adapted to the governmental  fund‐type measurement focus. Under this form of accounting, revenue and other financial resource  increments (e.g., bond proceeds) are recognized when they become both measurable and available to  finance expenditures of the current period. Expenditures are recognized when the fund liability is  incurred except for certain inventory materials and supplies and prepaid insurance. All governmental  funds, expendable trust funds, and agency funds are accounted for using the modified accrual basis of  accounting.  Object: As used in expenditure classification, this term applies to the type of item purchased or the  service obtained (as distinguished from the results obtained from expenditures). Examples are  personnel services, contractual services, and materials and supplies.  Objective: Desired accomplishment that can be measured and achieved within a given time frame.  Operating Funds: Recurring revenue sources used to finance ongoing operating expenditures and pay‐ as‐you‐go capital projects.  Operating Transfer: Routine and/or recurring transfers of assets between funds.  Other Services and Charges: A basic classification for services other than personnel services that are  needed by the City. This item includes professional services, communication, travel, advertising, rentals  and leases, insurance, public utility services, repairs and maintenance, and miscellaneous.  PERS: Public Employees Retirement System provided for, other than Police and Fire, by the State of  Washington.  Performance Measures: Indicators of program performance that are collected to show the impact of  resources spent on city services directly tied to program results.  Personnel Benefits: Those benefits paid by the City as part of the conditions of employment. Examples  include insurance and retirement benefits.  Police Guild Union: Represents commissioned police officers and sergeants, and non‐commissioned  personnel.  Preliminary Budget: The official written statement prepared by the budget office and supporting staff,  which presents the proposed budget to the City Council.  Program: A group of related services or activities that are provided or administered by a department  or division and accounted for in its budget.  Public Works Trust Fund Loans (PWTF) : A State revolving loan fund that provides low‐interest loans to  help local governments maintain or improve essential public works systems.  Reserve: See fund balance.  Resources: Total dollars available for appropriations including estimated revenue, fund transfers, and  beginning fund balances.  Appendix - Budget Glossary 7 - 57 Retained Earnings: An equity account reflecting the accumulated earnings of the City.  Revenue: Income received by the City in support of a program of services to the community. It includes  such items as property taxes, fees, user charges, grants, fines and forfeits, interest income and  miscellaneous revenue.  Revenue Bonds: Bond issued pledging future revenue (usually water, sewer, or drainage charges) to  cover debt payments in addition to operating costs.  Revenue Estimate: A formal estimate of how much revenue will be earned from a specific revenue  source for some future period, typically, a future fiscal year.    Revenue for Reserve: Revenue placed in a fund balance reserve account.    Salaries and Wages: Amounts paid for personal services rendered by employees in accordance with  rates, hours, terms and conditions authorized by law or stated in employment contracts. This category  also includes overtime and temporary help.    Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are  legally restricted to expenditure or specified purposes.    Supplemental Appropriation: An appropriation approved by the Council after the initial budget  appropriation.    Supplies: A basic classification of expenditures for articles and commodities purchased for  consumption or resale. Examples include office and operating supplies, fuel, power, water, gas,  inventory or resale items, and small tools and equipment.    Temporary Employee: A temporary employee is one who was hired to work in a position designated  and specifically budgeted as “temporary” for that purpose. Temporary employees are entitled to  accrue “general leave” after serving in the position for two consecutive years.    TIP: Transportation Improvement Program is a comprehensive program used to identify specific  transportation projects for improvement to enhance local, regional, State, and Federal transportation  systems.    Trust Fund: Funds used to account for assets held by a government in a trustee capacity for individuals,  private organizations, other governments, and/or other funds.  Use of Prior Year Revenue: Fund balance from prior year revenue to be used to offset current year  expenditures.   UTGO: Unlimited Tax General Obligation bonds are voter approved and retired by a tax levy commonly  referred to as an excess levy.   Appendix - Budget Glossary 7 - 58